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2016-08-09 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 9 August 2016
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Frank Pardon (Chair), Jess Glasgow, Tony Wellington, Frank Wilkie
“Engagement with our community to protect and enhance our lifestyle”
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Full text of sections 2 to 105 (of 148)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
CLOSED SESSION - 2
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 BIO SECURITY SURVEILLANCE PROGRAM 2016-2020 3
2 DEVELOPMENT OF THE SPORT AND ACTIVE RECREATION PLAN 6
3 RELATED PARTY DISCLOSURE POLICY 17
4 PROPOSED TRANSFER OF SHOP 4 LEASE SUNRISE BEACH
NEIGHBOURHOOD SHOPPING CENTRE 2 GRASSTREE CRT, SUNRISE BEACH 25
5 SUNRISE NEIGHBOURHOOD SHOPPING CENTRE MANAGEMENT SERVICES
AGREEMENT OPTION 27
6 COUNCILLORS' EXPENSE REIMBURSEMENT POLICY UPDATE 29
7 APPOINTMENT OF 2017 SHOW HOLIDAY 38
8 REVIEW OF PROPOSAL FOR NOOSA CONVENTION & CULTURAL CENTRE 40
REPORTS FOR NOTING BY THE COMMITTEE 49
9 WASTE MANAGEMENT - 6 MONTHLY REPORT TO 20 JULY 2016 49
10 COMMUNITY SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2015-2016 62
11 NOOSA AQUATIC CENTRE (NAC) FULL YEAR REPORT TO 30 JUNE 2016 80
12 NOOSA COMMUNITY SUPPORT FULL YEAR REPORT TO 30 JUNE 2016 85
13 NOOSA LEISURE CENTRE (NLC) FULL YEAR REPORT TO 30 JUNE 2016 92
14 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) FULL YEAR REPORT
TO 30 JUNE 2016 97
15 NOOSA HOLIDAY PARK & CAMPGROUNDS UPDATE REPORT TO 30 JUNE
2016 105
16 CORPORATE SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2015/16 109
17 EXECUTIVE OFFICE DEPARTMENT UPDATE - 4TH QUARTER UPDATE 2015-
2016 116
18 CAPITAL PROGRAM DELIVERY STATUS AT 30 JUNE 2016 125
19 ELECTRIC BUS LEASE UPDATE - AUGUST 2016 135
20 PLANNING & INFRASTRUCTURE DEPARTMENT UPDATE - 4TH QUARTER
UPDATE 2015-16 139
CLOSED SESSION -
Page 2 of 148
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 BIO SECURITY SURVEILLANCE PROGRAM 2016-2020
DOCUMENT INFORM AT ION
Author Pest and Contracts Officer, Ken English
Community Services Department
Index ECM/Subject/Environmental Management/Pest Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by Pest and Contracts Officer to the Services & Organisation
Committee Meeting dated 9 August 2016 and approve the following Biosecurity Surveillance
Program for the Noosa Council region in accordance with section 235 of the Biosecurity Act
(2014):
A. Survey Area 1: 1 July to 30 September in each of the four years from 2016 to 2020 for the
localities of Cooroy, Cooroy Mountain, Tinbeerwah, Cooroibah and that part of Doonan that
is within the Noosa Council boundary;
B. Survey Area 2: 1 October to 31 December in each of the four years from 2016 to 2020 for
the localities of Black Mountain, Federal, and those parts of Ridgewood and Eerwah Vale
that are within the Noosa Council boundary;
C. Survey Area 3: 1 January to 31 March in each of the four years from 2016 to 2020 for the
localities of Kin Kin, Pinbarren, Cooran and that part of Como that is within the Noosa
Council boundary; and
D. Survey Area 4: 1 April to 30 June in each of the four years from 2016 to 2020 for the
localities of Pomona, Lake MacDonald, Ringtail Creek, Cootharaba and Boreen Point.
REPORT
Background
Each year Council considers and approves a Pest Survey Program in compliance with the
previous Land Protection (Pest and Stock Route Management) Act 2002. The Biosecurity Act
2014 has now replaced the Land Protection (Pest and Stock Route Management) Act 2002 for
legislating the management of pest species in Queensland.
Council’s legal obligations under the Biosecurity Act are to ensure that any biosecurity risks in
relation to invasive plants and animals on private land, that are either prohibited or restricted, are
managed accordingly. Due to the economic, environmental and social impacts of invasive plants
and animals, the Act provides considerable powers to authorised persons to ensure compliance
by entering property to undertake inspections. These inspections can be undertaken through a
Surveillance Program of a defined part of the region. Surveys must be approved by Council and
advertised.
Page 3 of 148
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Approved Biosecurity Surveillance Program
A Council Resolution is required to approve the Biosecurity Surveillance Program from 2016 –
2020. The new legislation allows Council to approve this type of program for any time period. The
previous legislation required approval to be annual. The proposed 2016 to 2020 fits with the
current Council term.
The surveillance program will provide relevant officers the necessary authority to enter properties
in accordance with legislation and facilitate a coordinated approach to the management of
invasive plants across the region.
The Act provides for the development of an approved Surveillance Program as follows:
Section 235 (1) (b) empowers a local government to carry out a biosecurity program.
Section 235 (2) (b) requires the local government authorisation to be a resolution of Council.
Section 261(3) of the Act states that an authorised officer may, at reasonable times, enter the
place to take any action authorised by the biosecurity program.
It is proposed that the surveillance program would consist of an annual inspection each year for
the period of the current Council i.e. 2016 to 2020. The region would be divided into four survey
areas and a different area surveyed each quarter. Inspections would be undertaken in each area
at the following times:
A. Survey Area 1: 1 July to 30 September for the localities of Cooroy, Cooroy Mountain,
Tinbeerwah, Cooroibah and that part of Doonan that is within the Noosa Council boundary;
B. Survey Area 2: 1 October – 31 December for the localities of Black Mountain, Federal, and
those parts of Ridgewood and Eerwah Vale that are within the Noosa Council boundary;
C. Survey Area 3: 1 January – 31 March for the localities of Kin Kin, Pinbarren, Cooran and
that part of Como that is within the Noosa Council boundary; and
D. Survey Area 4: 1 April – 30 June for the localities of Pomona, Lake MacDonald, Ringtail
Creek, Cootharaba and Boreen Point.
Previous Council Consideration
The Council previously approved the Pest Survey Programs conducted in the period from 1 July
2015 to 30 June 2016.
Finance & Risk
With an increasing number of residents moving to the region (particularly the hinterland areas)
with sometimes limited understanding of rural lifestyles, invasive plants and animals can present
a problem on large and small acreage as well as urban fringe areas.
Failure to deliver the nominated surveillance program could:
• put at risk the control of invasive plants and animals throughout the region, causing
environmental damage, loss of biodiversity, agricultural productivity and community
amenity; and
• result in Council failing to meet its obligations under the Act to ensure prohibited and
restricted matter is managed in accordance with the Act.
Page 4 of 148
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Property inspections will require 3 days/week of an officer’s time for the period of each survey.
The work is considered core business with program funding part of the pest management
operational budget.
Consultation
External Consultation - Community & Stakeholder
Upon approval of the Biosecurity Surveillance Program by Council the program will be advertised
in the Noosa News with copies available through Council’s Customer Service Centre.
Internal Consultation
Consultation with the Environment Branch.
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office x Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 5 of 148
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
2 DEVELOPMENT OF THE SPORT AND ACTIVE RECREATION PLAN
DOCUMENT INFORM AT ION
Author Community Development Coordinator, Alison Hamblin
Community Services Department
Index ECM/ Branch Management/ Community Services Section
Attachments 1. Draft Sport and Active Recreation Plan Project Brief
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Development Coordinator to the Services &
Organisation Committee Meeting dated 9 August 2016 and
A. Approve the Noosa Sport and Active Recreation Plan Project Brief and the proposed Sport
and Active Recreation Reference Group membership provided at Attachment 1 to the
Report; and
B. Appoint Councillor __________ as a member of the Sport and Active Recreation
Reference Group.
REPORT
The 2016 Noosa Social Strategy recommends Council develop a Sport and Active Recreation
Plan in 2016/2017.
The Noosa Sport and Active Recreation Plan will provide a clear direction for the future
development of the sport and active recreation sector in the Noosa Shire by:
reviewing population and demographic forecasts;
considering current and future trends in sport and active recreation participation, local and
regional infrastructure, government (Local, State and Federal) strategic direction and
resourcing;
auditing community and commercial sport and active recreation activities (including events
and tourism) in the Shire,
exploring the synergies and opportunities for local development and conflicting demands for
local resources.
identifying gaps, duplications or opportunities for partnerships in delivery of sport and active
recreation services and facilities.
documenting the current tangible and non-tangible resources available for sport and active
recreation in the Shire including formal sporting facilities, organisations, individual and
collective skills and knowledge base.
investigating the feasibility of co-sharing of school facilities.
Additionally, the plan will identify key stakeholders (including Council) and develop a coordinated
action plan to enable residents and visitors to fully participate in the sector as a provider or
participant.
It will also help inform the Noosa Planning Scheme. See Attachment 1 for proposed Project Brief.
Page 6 of 148
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Proposed Reference Group
The development of the Sport and Active Recreation Plan will be progressed through a Sport and
Active Recreation Reference Group. The purpose of the Reference Group will be to assist the
Community Development team to:
Shape the format and content of the Plan
Advocate for availability of the necessary resources
Provide a leadership role for the development and prioritisation of the Plan’s objectives and
outcomes
Provide the support mechanism around the Plan
Monitor the scope of the Plan
Provide input into sport and active recreation issues identified
Attachment 1 – Project Brief - contains proposed reference group membership.
Previous Council Consideration
Ordinary Meeting Minutes, 21 July 2016, Item 1, Page 10
SOCIAL STRATEGY IMPLEMENTATION PLAN
That Council note the report by the Community Development Coordinator to the Services &
Organisation Committee Meeting dated 12 July 2016 and
A. Adopt the Noosa Social Strategy three (3) year Implementation Plan as set out in
Attachment 1 to the report; and
B. Request the Chief Executive Officer to provide an update and review of the
Implementation Plan after twelve (12) months of operation.
Finance & Risk
The development of this plan will be completed ‘in house’ by the Community Development team.
Funding has been allocated as part of the Social Strategy implementation for consultation,
publishing, printing and other costs.
Consultation
External Consultation - Community & Stakeholder
A detailed community engagement plan will be developed to complement the Project Brief to
ensure that the community is able to make comment on the issues and recommendations
contained within the plan.
Internal Consultation
Community Facilities Manager
Principal Strategic Planner, Planning and Infrastructure
Principal Environmental Officer
CD Officer – Sport and Recreation
CD Officer
Page 7 of 148
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office x Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 8 of 148
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Sport and Active Recreation Plan
Project Brief
CONTENTS
1 INTRODUCTION............................................................................................................ 2
1.1 Purpose 2
1.2 Scope 2
2 DEFINITIONS ................................................................................................................ 2
3 AIMS AND OUTCOMES ................................................................................................ 3
3.1 Aim 3
3.2 Outcomes 3
4 COMPONENTS OF THE PLAN ..................................................................................... 4
4.1 Audit of existing organisations and facilities providing opportunities for
sport and active recreation 4
4.2 Review of relevant local, regional, state and national sporting and active
recreation strategic direction 4
4.3 Review of population and demographic forecasts 4
4.4 Consultation 4
4.5 Recommendations 5
5 INFORMATION SOURCES............................................................................................ 5
6 DELIVERABLES & MILESTONES ................................................................................. 6
7 PROJECT MANAGEMENT & ADMINISTRATION ......................................................... 6
8 Appendix A..................................................................................................................... 8
Page 9 of 148
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
INTRODUCTION
PURPOSE
The 2016 Noosa Social Plan recommends Council develop a Sport and Active Recreation Plan.
The Noosa Sport and Active Recreation Plan will provide an understanding of the current position
and potential for future development of the local sport and active recreation sector from grass
roots to elite participation, including administration and coaching. Additionally, the plan will
identify key stakeholders (including Council) and how they can support the mechanisms that
enable residents and visitors to fully participate in the sector as a provider or participant.
The Noosa Sport and Active Recreation Plan will provide a clear direction for the future
development of the sport and active recreation sector in the Noosa Shire by:
reviewing population and demographic forecasts;
considering current and future trends in sport and active recreation participation, local and
regional infrastructure, government (local, state and federal) strategic direction and resourcing;
auditing community and commercial sport and active recreation activities (including events and
tourism) in the Shire,
Exploring the synergies and opportunities for local development and conflicting demands for
local resources.
identifying gaps, duplications or opportunities for partnerships in delivery of sport and active
recreation services and facilities.
documenting the current tangible and non-tangible resources available for sport and active
recreation in the Shire including formal sporting facilities, organisations, individual and collective
skills and knowledge base.
investigating the feasibility of co-sharing of school facilities.
SCOPE
The scope of the plan will include sport and active recreation activities (as defined in Appendix A),
the organisations (not for profit and commercial) that provide these activities, and the locations at
which these activities take place within the Noosa Shire.
Not included in the scope of this plan are:
Non-competitive, passive activities where physical exertion is not the main component of the
activity.
Activities addressed in other council plans such as the Noosa Local Economic Development
Plan, Open Space Strategy and Service Reviews.
Management solutions for activities occurring on land that isn’t owned or controlled by Noosa
Council
Page 10 of 148
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
DEFINITIONS
The following terms and abbreviations have the meanings assigned to them:
Table 1 Definitions
Term or abbreviation Meaning
Sport has formalised rules, competition and conditions of play
has a formalised structure and a recognised representative
body at a regional, state and/or national level
Active Recreation all other forms of activity that require some level of physical
exertion as a core element (above a baseline level) and are
undertaken by people for enjoyment in their own free time with
a reasonable expectation that participation will increase
physical fitness.
may include indoor or outdoor activities
RSO Regional Sporting Organisation
SSO State Sporting Organisation
NSO National Sporting Organisation
DNPSR Department of National Parks Sport and Racing
ASC Australian Sports Commission
Services Tangible and intangible mechanisms that provide for participation
in sport and active recreation
Facility A physical place at which sport or active recreation is undertaken
AIMS AND OUTCOMES
AIM
The aim of this plan
develop a shared vision for the continual improvement of sport and active recreation
in the Noosa Shire (in line with Council’s overall vision),
develop a coordinated action plan with relevant stakeholders; and
help inform the Noosa Planning Scheme.
OUTCOMES
The following will be the outcomes of the plan:-
a. An understanding of the regional, state and national sport and active recreation sector and how
it relates to the Noosa Shire.
b. An inventory of existing and proposed sport and active recreation organisations, services and
facilities in Noosa Shire and adjacent local government areas.
c. A review of sport and active recreation trends and the implications for Noosa Shire.
d. A consolidated and agreed vision for sport and active recreation facilities and services for Noosa
Shire.
e. Development of a set of guiding principles to achieve the vision.
f. Identification of support mechanisms required for the ongoing development of the community
sport and active recreation sector with consideration of the constraints and limitations of
volunteer based organisations.
g. Identification of land requirements for future sport and active recreation opportunities.
h. Identification of shared use of facilities and improved outcomes for community use of schools.
i. Identification of future prioritised facility development and potential funding opportunities (both
new facilities and upgrades of existing facilities) based on trends, demand and need in the Shire.
Page 11 of 148
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
j. Identification of key stakeholders and their current and potential future role in the delivery of
sport and active recreation services and facilities.
k. Identification of future opportunities to support the evolution of emerging or alternative sports.
l. Identification of future opportunities to support the change of Noosa Shire’s demographics into
the future.
m. Identification of sport and active recreation tourism and participation opportunities (events,
services and infrastructure).
n. Identification of Council’s role and function in the provision of sport and active recreation
services and facilities, and relationship with other providers.
o. Recommendations presented in an action plan format.
p. Evaluation framework including measurement, reporting and review.
COMPONENTS OF THE PLAN
AUDIT OF EXISTING ORGANISATIONS AND FACILITIES PROVIDING OPPORTUNITIES
FOR SPORT AND ACTIVE RECREATION
Conduct an audit of all existing sport and active recreation organisations and facilities in the
Noosa Shire.
Include details of:
Number and type of formal sporting organisations and groups servicing Noosa Shire
Membership data and trends
Number and standard of facilities, venues and formal infrastructure in Noosa Shire used
predominately for the purpose of sport or active recreation (including sports field audit)
Sport and active recreation service providers operating in the Noosa Shire
Identify regular sporting and active recreation events (and benefits provided) based in
Noosa Shire and the parties involved in their development and delivery
REVIEW OF RELEVANT LOCAL, REGIONAL, STATE AND NATIONAL SPORTING AND
ACTIVE RECREATION STRATEGIC DIRECTION
Review and consider the broader strategic directions of peak sporting bodies, tourism bodies and
government agencies responsible for the delivery and resourcing of sport and active recreation
to:
Identify potential future resource allocation and priority areas of peak sporting and active
recreation bodies (including government agencies in relation to sport and active
recreation)
Identify sporting tourism trends and priority areas for Noosa Shire
Benchmark sport and active recreation participation trends in Noosa Shire against State
and National rates
Benchmark sporting and active recreation infrastructure provision for Noosa Shire
Identify opportunities and risks for the sport and active recreation sector
Page 12 of 148
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
REVIEW OF POPULATION AND DEMOGRAPHIC FORECASTS
Drawing from the Noosa Shire Community Profile and Queensland Government Statistician’s
Office data, outline Noosa Shire demographic trends and the potential impact on local sport and
active recreation for people of all ages and abilities.
CONSULTATION
Encourage a broad range of stakeholders to provide input and feedback into the plan, including:
Not for profit and commercial providers of sport and recreation services to the Noosa
Shire including sports tourism providers
Regional, state and national sporting organisations (as appropriate)
Government Departments responsible for the delivery or financial support of sport and
active recreation services and facilities including but not limited to the Department of
National Parks, Sport and Racing (Qld), Department of Natural Resources and Mines,
and Education Queensland
School Principles (or Head of Sports) within the Noosa Shire – State and Private schools
Internal Council teams responsible for the delivery and maintenance of services or
venues that provide for sport and active recreation pursuits
Tourism Noosa
Adjoining local authorities – Sunshine Coast and Gympie Regional Council
General community via Your Say Noosa, pop-ups and targeted consultation as
appropriate
RECOMMENDATIONS
Recommendations will be developed in an action plan format from the above information to
inform future resource allocation, service delivery, realistic funding opportunities and
infrastructure improvements for sport and recreation in the Noosa Shire. It will identify Council
and other key stakeholders and their role in development of:
Places and spaces that provide opportunity for individual and collective participation in
sport and active recreation
Participation and support opportunities in sport and active recreation as a participant,
coach, official, volunteer or administrator from grassroots through to elite.
Tourism and sector development to encourage sport and recreation services and
organisations to contribute to the local economy.
INFORMATION SOURCES
Information sources that need to be considered as part of the development of the project will
include but not be limited to:
Noosa Corporate and Operational Plan
Noosa Social Strategy
Noosa Shire Community Profile prepared by AEC group in 2015.
Active Queensland Survey.
LGA profiles by Queensland Treasury
Page 13 of 148
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Sunshine Coast Noisy Sports Plan
Sunshine Coast Sport and Active Recreation Plan 2011 - 2026
Sunshine Coast Council Aquatics Plan 2011 - 2026
Sunshine Coast Skate and BMX Plan 2011 - 2020
South East Queensland Regional Plan
2011 Census data
Council mapping and relevant datasets
Strategic plan from Regional, State and National Sporting bodies
Noosa Local Economic Plan
Noosa Open Space Strategy (under development)
Sports Field Audits and building condition assessments
The Future of Australian Sport (Australian Sports Commission and CSIRO )
Adult Participation Survey Results (Qld Government)
Internal Noosa Council service reviews
DELIVERABLES & MILESTONES
The required deliverables and milestones are shown in Table 2.
Table 2 Indicative Project Milestones and Key Dates
Milestone Council’s preferred completion date
1. Formation of project working group 22 August 2016
2. Audit of existing sport and recreation 14 October 2016
organisations and facilities
3. Review of Regional, State and National 30 November 2016
strategies and plans
4. Consultation with Government 30 November 2016
Departments, adjoining Councils,
National, State and Regional Sporting
organisations as relevant.
5. Consultation with local sport and active 30 November 2016
recreation organisations and general
community
6. Benchmark infrastructure and 15 February 2017
participation trends
Population & demographic forecasts
review
Realistic funding opportunities identified
7. Draft Final Report 30 March 2017
8. Public feedback on draft 15 May 2017
9. Final Report and adoption by Council 30 June 2017
Page 14 of 148
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
PROJECT MANAGEMENT & ADMINISTRATION
The development of the Sport and Active Recreation Plan will be progressed through a Sport and
Active Recreation Reference Group. The purpose of the Reference Group will be to assist the
Community Development team to:
Shape the format and content of the Plan
Advocate for availability of the necessary resources
Provide a leadership role for the development and prioritisation of the Plan’s objectives
and outcomes
Provide the support mechanism around the Plan
Monitor the scope of the Plan
Provide input into sport and active recreation issues identified
The recommended membership of the Reference Group is as follows:
Councillor Representative TBD (Chair)
Director Community Services Alan Rogers
Community Development Coordinator Alison Hamblin
Community Development Officer Amanda Tie
Sports Development Officer Peter Slattery
Community Facilities Manager Ash Saward
Strategic Planning Alinda Bryant
Principal Environment Officer Peter Milne
Property Advisor TBC when officer starts
State Gov’t – Sport and Rec Services Tania Lewis
Community Representative/s EOI will be undertaken
Sunshine Coast School Sport Board Representative TBD
The development of this plan will be completed ‘in house’.
Page 15 of 148
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
APPENDIX A
Activities to be included in the Noosa Sport and Active Recreation Plan
Adventure Racing Fencing Tennis
Aquatics (Swimming, Water Futsal Tenpin Bowling
Polo, Synchronised Golf Touch Football
Swimming, Diving) Gridiron Triathlon
Archery Gymnastics Vigoro
Athletics, track and field Handball Volleyball (Beach and Indoor)
Australian Football Hockey (indoor) Walking for exercise
Badminton Hockey (outdoor) Weightlifting
Baseball Kayaking Wrestling
Basketball Kite Surfing
Beach Volleyball Lacrosse
BMX Martial arts
Bocce / Petanque Mountain Bike riding
Bowls (Indoor) Netball
Bowls (Lawn) Orienteering (inc Rogaining)
Boxing Outrigger canoeing
Bushwalking/trail walking OzTag (no SSO)
Canoeing Parkour
Cheerleading (No SSO) Powerlifting
Community Gardening Rockclimbing / Abseiling
Cricket Rowing
Croquet Rugby League
Cue Sports (Billiards, Rugby Union
Snooker) Sailing
Cycling (road and track) Shooting (Pistol, Clay Target,
DanceSport (Cheerleading) Rifle)
Darts Skating (Inline, Skate Boarding,
Dragon boating Roller Derby)
Drill Dance (Marching) Skipping (Competitive)
Equestrian (Pony Club, Soccer (Football)
Riding for the Disabled, Softball
Dressage Show jumping, Squash
Cross country, Polo, Surf Life Saving
Polocrosse) Surfing / SUP (Surf Sports)
Table Tennis
NB: This list will be refined in the final Plan to those operating in or with the potential to operate in
the Noosa Shire.
Activities which will not be included in the Noosa Sport and Active Recreation Plan
Non-competitive, passive recreation activities including but not limited to:
Bird watching
Camping
Cards (eg Bridge)
Chess
Pigeon Racing
Dog Obedience (including Rally-O, Agility and Trialling)
Picnicking
Fishing/Angling
Recreational Swimming
Horse Racing
Gardening for personal pleasure
Dance activities outside of DanceSport Australia that could be classified as performance-based rather
than competitive in nature.
Powered water craft activities (including jet skiing, water skiing, power boating)
Aviation activities (including hang gliding, light aircraft, gliding, aero-modelling)
Motor sport (including car racing, rally, motor cross, trail bike riding, 4WDing etc)
Home based or private recreation activities and pursuits
Page 16 of 148
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
3 RELATED PARTY DISCLOSURE POLICY
DOCUMENT INFORM AT ION
Author Manager Financial Services, Wayne Jensen
Corporate Services Department
Index ECM / 27.48 Council Policies
Attachments 1. Draft Related Party Disclosures Policy
EXECUTIVE SUMMARY
Changes to AASB 124 Related Parties Disclosure to extend the application to local government
from 1 July 2016 have necessitated the development of a new Council Policy as to how related
party transactions will be addressed at Noosa Council.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Services & Organisation
Committee Meeting dated 9 August 2016 and adopt the Related Party Disclosure Policy as
contained in Attachment 1.
REPORT
Pursuant to Section 177 of the Local Government Regulation 2012, a council’s general purpose
financial statements must be prepared in compliance with the following documents published by
the Australian Accounting Standards Board (AASB):
Australian Accounting Standards;
Statement of Accounting Concepts;
Interpretations; and
Framework for the preparation and presentation of financial statements.
AASB 124 – Related Party Disclosures applies to local government from 1 July 2016. The
attached draft policy has been prepared as a means of ensuring Council is in a position to meet
its reporting obligations under the new accounting standard from that date.
As such, the policy will assist in:
Identifying key management personnel;
Identifying related party relationships and associated transactions; and
Identifying specific disclosures to be made in Council’s general purpose financial
statements each year.
It is noted that the Department of Infrastructure, Local Government and Planning have provided
broad guidelines to assist councils in the application of AASB 124, which have been applied in
the development of the Policy. As such, a separate declaration form for key management
personnel has been developed and all declarations made will be kept in a separate confidential
register developed for that purpose.
This draft Policy was presented to the May 2016 Audit and Risk Committee meeting for review
prior to adoption by Council.
Page 17 of 148
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Previous Council Consideration
Nil.
Finance & Risk
Failure to address the requirements of AASB 124 – Related Party Disclosures may lead to
inadequate or incorrect disclosures within Council’s annual financial statements, in addition to
increasing the potential for reputational and other damage to Council should governance failures
eventuate.
Consultation
External Consultation - Community & Stakeholder
Council has contacted the Department of Infrastructure, Local Government and Planning along
with the Queensland Audit Office, with their input considered in the development of this Policy.
Internal Consultation
The draft Policy was presented to the February and May Audit & Risk Committee meetings for
review; and the Executive Manager and Governance Advisor have been closely involved in the
development of the draft policy.
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
x Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
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COUNCIL POLICY - Related Party Disclosures
_¢ ) | NOOSA Council Policy
mm Reel ele Related Party Disclosures
Corporate Plan Reference: ‘Working in partnership with our community’
Endorsed by Chief Executive Officer: <Date of Ordinary Meeting>
Policy Author: Manager Financial Services, Corporate Services
Department
1 POLICY BACKGROUND
Pursuant to section 177 of the Local Government Regulation 2012, a local government’s general
purpose financial statements must be prepared in compliance with the following documents (each a
prescribed accounting standard) published by the Australian Accounting Standards Board (AASB):
(a) Australian Accounting Standards;
(b) Statements of Accounting Concepts;
(c) Interpretations; and
(d) Framework for the preparation and presentation of financial statements.
The AASB has confirmed that the requirements of AASB 124 ‘Related Party Disclosures’ will apply
to local government annual reporting periods beginning 1 July 2016.
The AASB provides that the objective of AASB 124 is to ensure that an entity’s financial statements
contain the disclosures necessary to draw attention to the possibility that its financial position may
have been affected by the existence of related parties and by transactions and outstanding balances,
including commitments, with such parties.
2 POLICY PURPOSE
The purpose of this Policy is to provide guidance to Noosa Councillors and Key Management
Personnel (KMP) to ensure Council’s compliance with AASB 124 ‘Related Party Disclosures’. This
Policy will provide a systematic approach to discern related parties, for approved related party
transactions and for proper identification, recording and reporting of such transactions.
This Policy will be applied in:
e Identifying KMP;
e Identifying related party relationships and transactions;
e Identifying outstanding balances, including commitments, between Council and its related
parties;
e Identifying the circumstances in which disclosure is required; and
e Determining the specific disclosures to be made.
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3 IDENTIFICATION OF KEY MANAGEMENT PERSONNEL
KMP are defined in AASB 124 as those persons having authority and responsibility for planning,
directing and controlling the activities of the entity, directly or indirectly, including any director
(whether executive or otherwise) of that entity.
In the context of Noosa Council, KMP are considered to include:
(i) The Mayor and Councillors;
(ii) The CEO; and
(iii) Senior executive employees, being those staff required to complete a register of interests in
accordance with the Local Government Regulation 2012.
4 IDENTIFICATION OF RELATED PARITES
Having regard to the definitions contained in the AASB 124, a related party is a person or entity that
is related to Noosa Shire Council as outlined below.
4.1 Persons considered to be related to Noosa Council
A person or a close member of that person’s family is related to Noosa Council if that person:
(i) Has control or joint control of Noosa Council;
(ii) Has significant influence over Noosa Council; or
(iii) ls a member of the KMP of Noosa Council.
A close member of the family of a person, are those family members who may be expected to
influence, or be influenced by, that relevant person in their dealings with Noosa Council and include:
(i) That person’s children and spouse or domestic partner;
(ii) Children of that person’s spouse or domestic partner; and
(iii) Dependants of that person or that person’s spouse or domestic partner.
Practical Examples of Related Persons
Below are some practical examples of possible related persons to Noosa Council:
e The children of a member of Noosa Council’s KMP.
e The spouse or domestic partner of a member of Noosa Council’s KMP.
e The children of a spouse or domestic partner of a member of Noosa Council's KMP
4.2 Entities considered to be related to Noosa Council
An entity is considered related to Noosa Council if any of the following conditions applies:
(i) The entity and Noosa Council are members of the same corporate group (which means that
each parent, subsidiary and fellow subsidiary is related to the others).
(ii) One entity is an associate or joint venture of the other entity (or an associate or joint venture of
a member of a group of which the other entity is a member).
(iii) Both entities are joint ventures of the same third party.
(iv) One entity is a joint venture of a third entity and the other entity is an associate of the third entity.
(v) The entity is a post-employment benefit plan for the benefit of employees of either Noosa Council
or an entity related to Noosa Council.
(vi) The entity is controlled or jointly controlled by a person related to Noosa Council (outlined
above).
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(vii) A person who has control or joint control of Noosa Council has significant influence over the
relevant entity or is a member of the KMP of the entity.
(viii) The entity, or any member of the group of which it is a part, provides KMP services to Noosa
Council.
Practical Examples of Related Entities
Below are some practical examples of possible related entities to Noosa Council:
e Acompany, which is controlled or jointly controlled by a member of Noosa Council’s KMP.
e Acompany, which is controlled or jointly controlled by a close family member of Noosa
Council's KMP.
e A subsidiary company of Noosa Council.
5 REQUIRED DISCLOSURES
AASB 124 provides that Noosa Council must disclose the following financial information in the
financial statements for each financial year period.
5.1 Disclosure of relationship between Noosa Council and its subsidiaries
Noosa Council must disclose in the annual financial statements its relationship with any subsidiaries
(where applicable), whether or not there have been transactions within the relevant reporting period.
5.2 KMP Compensation Disclosures
Noosa Council must disclose in the annual financial statements KMP compensation (as defined in
definitions) in total and for each of the following categories:
e Short-term employee benefits;
e Post-employment benefits;
e Other long-term benefits; and
e Termination benefits.
5.3 Related Party Transactions Disclosures
A related party transaction is a transfer of resources, services or obligations between Council and
a related party, regardless of whether a price is charged. Such transactions may include:
e Purchase or sale of goods;
e Purchase or sale of property and other assets;
e Rendering or receiving services;
e Leases;
e Quotations and/or tenders;
e Commitments; and
e Settlements of liabilities on behalf of Noosa Council or by Noosa Council on behalf of the related
party.
Noosa Council must disclose all material and significant related party transactions in the annual
financial statements and include the following detail:
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(i) The nature of the related party relationship; and
(ii) Relevant information about the transactions including:
a. The amount of the transaction;
b. The amount of outstanding balances, including commitments, and:
i. Their terms and conditions, including whether they are secured, and the nature
of the consideration to be provided in the settlement; and
ii. Details of any guarantee given or received;
c. Provision for doubtful debts related to the amount of outstanding balances; and
d. The expense recognised during the period in respect of bad or doubtful debts due from
related parties.
The following matters must be considered in determining the materiality and significance of any
related party transactions:
(i) Significance of transaction in terms of size;
(ii) Whether the transaction was carried out on non-market terms;
(iii) Whether the transaction is outside normal day-to-day business operations, such as the purchase
and sale of assets;
(iv) Whether the transaction is disclosed to regulatory or supervisory authorities;
(v) Whether the transaction has been reported to senior management; and
(vi) Whether the transaction was subject to Council approval.
Regard must also be given for transactions that are collectively, but not individually significant.
Disclosures that related party transactions were made on terms equivalent to those that prevail in arm’s
length transactions can only be made if such terms can be substantiated.
All non-exempt transactions involving related parties will be captured and reviewed to determine
materiality or otherwise of such transactions, and to determine the significance of such transactions.
Practical Examples of Transactions to be disclosed
Below are some practical examples of transactions, which may be considered to be disclosed:
e AKMP of Noosa Council is the Director of a company, which provided services to Noosa Council
during the relevant period.
e AKMP of Noosa Council is a Director of an entity, which Noosa Council paid a membership fee
to for the relevant period.
6 EXEMPT RELATED PARTY TRANSACTIONS DISCLOSURES
Related party transactions are not required to be disclosed in situations where a similar transaction
would be applicable to the community generally and on similar terms. For example, the payment of
rates by a KMP or the payment of the entry fee by a KMP to utilise the Noosa Aquatic Centre.
7 ROLES AND RESPONSIBILITIES
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7.1 KMP Responsibilities
KMP will disclose all related parties in accordance with this policy and AAS124.
7.2 Manager Financial Services
The Manager Financial Services will identify transactions within Council’s finance system for all
advised KMP and related parties; and provide summary reports quarterly.
Annually, the Manager Financial Services will review all related party transactions to determine
materiality and significance for the purpose of drafting the required disclosures in Council’s annual
financial statements.
The Manager of Financial Services will also provide guidance to Council’s KMP in terms of this Policy
and required disclosures.
7.3. Manager Human Resources
The Manager Human Resources will provide KMP compensation details for inclusion in Council’s
annual financial statements.
8 DEFINITIONS
Entity can include a body corporate, a partnership or a trust, incorporated association, or
unincorporated group or body.
Key Management Personnel (KMP) (see also section 3 of this policy) is defined in the Local
Government Regulation 2012 to include Councillors, the Chief Executive Officer and Senior
Executive Employees. Further defined in AASB 124 — Related Party Disclosures as “those persons
having authority and responsibility for planning, directing and controlling the activities of the entity,
directly or indirectly, including any director (whether executive or otherwise) of that entity”. For the
purpose of this policy, key management personnel will be aligned with the definition within the Local
Government Regulation 2012.
KMP Compensation includes all forms of consideration paid, payable or provided by Noosa Council
in exchange for services provided, and includes:
1. Short-term employee benefits, such as wages, salaries and social security contributions,
paid annual leave and paid sick leave, profit sharing and bonuses (if payable within twelve
months of the end of the period) and non-monetary benefits (such as medical care,
housing, cars and free and subsidised goods or services) for current employees;
2. Post-employment benefits such as pensions, other retirement benefits, post-employment
life insurance and post-employment medical care;
3. Other long-term employee benefits, including long-service leave or sabbatical leave, jubilee
or other long-service benefits, long-term disability benefits and, if they are not payable
wholly within twelve months after the end of the period, profit sharing, bonuses and
deferred compensation;
4. Termination benefits; and
5. Share-based payment.
Material (materiality) means the assessment of whether the transaction, either individually or in
aggregate with other transactions, by omitting it or misstating it could influence decisions that users
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make on the basis an entity's financial statements. For the purpose of this policy, it is not considered
appropriate to set either a dollar value or a percentage value to determine materiality.
Related party is an affiliate; an employee; members of the immediate family of an employee; and
persons having a controlling influence on controlled entities.
Related party transaction is a transfer of resources, services or obligations between a reporting
entity and a related party, regardless of whether a price is charged.
Significant (significance) means likely to influence the decisions that users of the Council’s
financial statements make having regard to both the extent (value and frequency) of the transactions,
and that the transactions have occurred between the Council and related party outside a public
service provider/ taxpayer relationship.
9 RELEVANT LEGISLATION
Local Government Act 2009
Local Government Regulation 2012
Australian Accounting Standards and interpretations
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
4 PROPOSED TRANSFER OF SHOP 4 LEASE SUNRISE BEACH NEIGHBOURHOOD
SHOPPING CENTRE 2 GRASSTREE CRT, SUNRISE BEACH
DOCUMENT INFORM AT ION
Author Property Officer, Michelle Stirling
Corporate Services Department
Index ECM/ Subject: 46.01 Lease / Application No: LEAS13/0015
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 9 August 2016 and approve the proposed transfer of the lease for Sunrise
Neighbourhood Shopping Centre, Shop 4 – Dentist, from Tom Wilkinson Dental Pty Ltd to
Sunrise Dental Care Pty Ltd.
REPORT
Tom Wilkinson Dental Pty Ltd (the Lessee) has held the lease for Shop 4 Sunrise Neighbourhood
Shopping Centre since 1 July 2005. The current 5-year lease expires in June 2020, with a further
5 year option available.
The Lessee has a contract of sale for the business. The sale is conditional on the lease
transferring to the proposed new business owner.
Accordingly, the purpose of this report is to seek Council approval to transfer the Shop 4 lease to
Sunrise Dental Care Pty Ltd. The proposed new business owner will continue to provide dental
services from the premises.
The proposed new business owner has provided Council with documentation to support the
lease transfer request including references and financial information to allow an evaluation of
their suitability to enter into the lease. The documentation has been assessed and the proposed
new business owner is deemed suitable to acquire the lease.
Subsequent to formal Council resolution a deed of assignment is to be executed by the current
lessee, the proposed new business owner and Council.
Previous Council Consideration
Ordinary Meeting, 4 June 2015, Item 10, Page 9
That Council note the report by the Property Officer, Property and Facilities to the Planning
& Organisation Committee Meeting dated 26 May 2015; and
…
B. Approve the new lease agreement to Tom Wilkinson Dental Pty Ltd for Shop 4,
Sunrise Neighbourhood Shopping Centre for 5 years commencing 1 July 2015 (with a
5 year option); and
…
D. Apply the exception to the requirement for tendering of these leases under section
236 (1) (c) (iii) of the Local Government Regulation 2012 as the lease renewals are to
existing tenants.
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Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Finance & Risk
Council has identified strategic risks in relation to financial sustainability that is applicable to this
report. The transfer of the lease will ensure that Council receives an ongoing revenue stream that
will contribute to Council’s ongoing financial sustainability.
Consultation
External Consultation - Community & Stakeholder
Internal Consultation
Director Corporate Services
Property Manager
Property Officer
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
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Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
5 SUNRISE NEIGHBOURHOOD SHOPPING CENTRE MANAGEMENT SERVICES
AGREEMENT OPTION
DOCUMENT INFORM AT ION
Author Property Officer, Michelle Stirling
Corporate Services Department
Index Subject: 46.01 – Building Leases / Applic: LEAS13/0044
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 9 August 2016 and:
A. Approve the transfer of the management services agreement for the period 1 September
2016 to 31 October 2016 to Sunshine Coast Commercial Pty Ltd as trustee for The
Sunshine Coast Commercial Unit Trust trading as Ray White Commercial Noosa &
Sunshine Coast North (currently Tennforr Pty Ltd & Indust-Real Pty Ltd trading as Ray
White Commercial Noosa & Sunshine Coast North); and
B. Authorise the CEO to extend the current management services agreement for a further
three (3) year period commencing 1 November 2016 to Sunshine Coast Commercial Pty
Ltd as trustee for The Sunshine Coast Commercial Unit Trust trading as Ray White
Commercial Noosa & Sunshine Coast North.
REPORT
Ray White Commercial Noosa & Sunshine Coast North (Ray White Commercial) has been
Council’s managing agent for the Sunrise Neighbourhood Shopping Centre since it opened in
1996. The managing agent’s role includes management of the 8 shop leases e.g. day to day
interaction with tenants, rental collection and co-ordination of maintenance etc.
The current management agreement between Council and Ray White Commercial expires 31
October 2016 and pursuant to its terms a three (3) year option falls due this year. Ray White
Commercial has requested in writing to exercise the option commencing 1 November 2016.
Accordingly, the purpose of this report is to seek Council approval to extend the current
management services agreement for a further three (3) year period commencing 1 November
2016. The incumbent has discharged its obligations in relation to the current agreement.
On 1 September 2016 Ray White Commercial will change the name of the owning entities of the
business from Tennforr Pty Ltd & Indust-Real Pty Ltd to Sunshine Coast Commercial Pty Ltd as
trustee for The Sunshine Coast Commercial Unit Trust. Ray White Commercial has requested
Council transfer the management services agreement from 1 September to 31 October 2016
(within the current management agreement period) incorporating the new owning entity names.
Previous Council Consideration
Nil.
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Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Corporate Services
Manager Property
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
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Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
6 COUNCILLORS' EXPENSE REIMBURSEMENT POLICY UPDATE
DOCUMENT INFORM AT ION
Author Governance Advisor, Paul Bright
Executive Office
Index ECM/Council Policies
Attachments 1. Councillors’ Expenses Reimbursement Policy
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Governance Advisor to the Services & Organisation
Committee Meeting dated 9 August 2016 and adopt the updated Councillors’ Expenses and
Reimbursement Policy provided at Attachment 1.
REPORT
Policy update
It is fair and appropriate that Councillors are reimbursed for all reasonable expenses incurred
whilst undertaking Council business.
The policy provided at Attachment 1 is an updated version of the Councillors’ Expenses and
Reimbursement Policy adopted by Council on 5 April 2016.
The updates made to the policy expand the scope of the professional development entitlement
category to include ‘representation’. Representation is defined in the policy as attendance by a
Councillor at various community and special interest representative group meetings and events
relevant to the role of Councillor.
Whilst the overall budget limits of the policy have not changed, by expanding the professional
development category to include representation, the type of events which Councillors can seek
reimbursement for is more clearly defined and provides certainty with respect to payment of
attendance fees for meetings and events that may not be considered formal professional
development events but are still relevant to Council business.
Councillors must ensure that all claims under the policy align with community expectations.
Previous Council Consideration
At the Post Election Meeting dated 5 April 2016, Council adopted the current Councillors’
Expenses and Reimbursement Policy.
Finance & Risk
Failing to have a clear mechanism in place for Councillors to claim reimbursement for reasonable
costs incurred for attending events relevant to Council business increases the risk of Councillors
not attending such events on financial grounds.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Attendance at representation type events (as defined in the policy) can often provide Councillors
with an opportunity to gain valuable insights into a wide range of matters and issues relevant to
the community and can lead to better informed decision making at the Council level.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Internal consultation undertaken with respect to the policy updates are identified below.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
X Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
X Executive Manager Building & Plumbing Services
Community Engagement Civil Operations
Customer Service Disaster Management
Economic Development Infrastructure Planning & Design
X Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
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Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Council Policy
COUNCILLORS’ EXPENSES
REIMBURSEMENT POLICY
Corporate Plan Reference: ‘A sustainable Council’
Endorsed by Council: 5 April 2016
Policy Author: Executive Manager
POLICY BACKGROUND
The purpose of this policy is to set the parameters to authorise payment of reasonable expenses
incurred, or to be incurred, by Councillors; and provide facilities to assist Councillors to discharge
their duties and responsibilities.
This policy aims to ensure accountability and transparency in the reimbursement of expenses
incurred by the Mayor and Councillors.
This policy is aligned to the principles underpinning the Local Government Act 2009 (the Act),
that is:
Transparent and effective processes and decision-making in the public interest;
Good governance of, and by, local government; and
Ethical and legal behaviour of Councillors and local government employees.
This Policy applies to the Mayor and Councillors and is made pursuant to section 250 of the
Local Government Regulation 2012.
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Definitions
Council Business shall mean official business conducted on behalf of Council, where a
Councillor is required to undertake certain tasks to satisfy legislative requirements or achieve
Council objectives, for example, attend official Council meetings, Councillor forums and
workshops, Committees/Boards as Council’s official representative, and scheduled meetings
relating to Council appointments.
Council Business should result in a benefit being achieved either for the local government and/or
the local community, for example, this includes but is not limited to:
Preparing, attending and participating in Council meetings, Committee meetings, workshops,
strategic briefings, deputations and inspections;
Investigating issues/complaints regarding Council services raised by residents/ ratepayers/
visitors to the Council area;
Undertaking approved professional development opportunities;
Attending civic functions or events;
Attending public/community meetings, presentation dinners, annual general meetings where
invited as a Councillor;
Attending a community event (e.g. school fete, community group awards and presentations,
fundraisers) where a formal invitation has been received.
Participating in a community group event or being a representative on a Board not associated
with Council is not regarded as Council business.
Councillors shall mean the Mayor and Councillors unless otherwise stated.
Expense shall mean payments made by Council to reimburse Councillors for their reasonable
expenses incurred or to be incurred when discharging their duties as Councillors. These
payments are not regarded as remuneration. The expenses may be either reimbursed to
Councillors or paid direct by Council for something that is deemed a necessary cost or charge
when on Council business.
Facility shall mean the ‘tools of trade’ provided by Council, required to enable Councillors to
perform their duties with relative ease and at a standard appropriate to fulfil their professional role
for the community.
Hospitality expense is defined in Council’s Entertainment and Hospitality Expenditure Policy as
reasonable costs associated with entertaining visitors (where Council has an interest in, or a
specific obligation towards, facilitating the visit).
Professional Development shall mean attendance by a Councillor at an event where the
Councillor expects to develop further skills and knowledge relevant to their role as a Councillor.
Representation shall mean attendance by a Councillor at various community and special
interest representative group meetings and events, which are relevant to the role of Councillor.
Reasonable shall mean the application of sound judgement and consideration of what is
prudent, responsible and acceptable to the community when determining levels of facilities and
expenditure.
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Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
COUNCIL POLICY
1 General Entitlement
Councillors are entitled to be reimbursed reasonable expenses incurred while undertaking
Council business and to be provided with facilities to assist them in undertaking their duties.
2 Professional Development & Representation
Council will reimburse or be responsible for the cost of reasonable expenses incurred for:
Mandatory professional development & representation; and/or
Discretionary professional development & representation deemed essential for the
Councillor’s role.
Any professional development & representation requiring overseas travel requires a formal
Council resolution.
2.1 Mandatory Professional Development & Representation
Noosa Council will reimburse or cover expenses incurred for the following activities:
Attendance of two delegates at the LGAQ (Local Government Association
Queensland) Annual Conference: The Mayor (or the Mayor’s Nominee Councillor) as
the primary delegate and a Councillor as a secondary delegate;
Attendance of the Mayor at the ALGA (Australian Local Government Association)
Annual Conference and any other ALGA relevant conferences/seminars/workshops;
Workshops, courses, seminars, conferences, and meetings that are important to the
role of a Councillor where approval to attend is obtained via Council resolution or
granted by the Mayor.
Council will reimburse expenses e.g. flights, motor vehicle, accommodation, meals and
associated registration fees, deemed reasonable and necessary to achieve the business of
Council where:
A Councillor is an official representative of Council; and
The activity/event and travel has been endorsed by resolution of Council, or by the
Mayor.
2.2 Discretionary Professional Development & Representation
Each Councillor can attend, at their discretion, meetings, workshops, courses, seminars
and conferences that improve their skills or which are relevant to the role of Councillor.
This is limited to $1,500 per year for the quadrennial term of office.
There is no requirement for a Council resolution to approve these attendances. Council will
pay for or reimburse expenses e.g. transport costs (such as flights, taxis, vehicle hire),
accommodation, meals and associated registration fees, deemed reasonable and
necessary.
For reimbursement, the Councillor must submit details to the Chief Executive Officer prior
to attending and provide all relevant documentation within 14 days of attending the event to
ensure reimbursement of expenses.
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Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Details/Conditions for travel under Section 2
Travel
Approval for such travel as noted above is subject to the following conditions:
Wherever possible all travel by Councillors will be booked and paid for by Council in
advance;
Travel is to be undertaken by the most direct route;
Travel tickets are not transferrable;
Requests for travel should be made in sufficient time to take advantage of discounts and
gain access to the widest range of flights;
Economy class travel is the standard, unless otherwise approved;
Any fine issued whilst undertaking Council business is the responsibility of the Councillor
incurring the fine;
Travel insurance is provided for all Councillors on Council business.
Meals when travelling for Council business
The reimbursement of meal costs of Councillors when travelling on Council business may be
made using one of the two methods below:
Method 1 - Council will reimburse the reasonable cost of meals where a Councillor:
Incurs the cost personally; and
Is not provided with a meal within the registration costs of the approved activity/event; and
Produces a valid tax invoice.
Method 2 - If a Councillor is unable to produce a tax invoice and seeks reimbursement for meals
while attending official Council business, he/she may claim up to the maximum meal allowance in
accordance the Australian Tax Office (ATO) standards.
Expenses relating to the consumption of alcohol will not be reimbursed.
Accommodation
Councillors may need to stay away from home overnight while attending to Council business. All
accommodation associated with Council business will be booked and paid for by Council.
When attending conferences, Councillors should try to take advantage of the package provided
by conference organisers (if offered and applicable) and therefore stay in the recommended
accommodation subject to availability. Otherwise, suitable accommodation will be sought within
a reasonable distance to the venue in which the Councillor is to attend.
Overnight accommodation will be reimbursed when a Councillor is unexpectedly required to stay
outside the Sunshine Coast Region and it is unreasonable to expect the Councillor to return
home for the night (accommodation selected should be of a reasonable standard and
appropriately priced).
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Section 35
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3 Hospitality
Councillors may have occasion to incur hospitality expenses while conducting Council business,
apart from civic receptions organised by Council. The Mayor may particularly require additional
reimbursement when entertaining dignitaries outside of official events.
To allow for this expense, the following amounts can be claimed:
Councillors up to $500 per annum
Mayor up to $5,000 per annum
To claim, the Mayor or Councillor must provide a written statement of whom they entertained and
an indication of the costs. Receipts should be provided. All expenses relating to this category
must comply with Council’s Entertainment and Hospitality Expenditure Policy.
4 Private Vehicle Usage
The use of a Councillor’s private vehicle for Council business (as defined) will be reimbursed by
Council.
Councillors may elect one of two options regarding this reimbursement below:
Option 1
Councillors accept an annual payment of $5,000 as reimbursement for the use of their private
vehicles on Council business.
Option 2
Councillors may make a monthly claim for reimbursement of use of their private vehicles on
Council business by submitting the appropriate form detailing the relevant travel based on log
book details.
The amount reimbursed will be based on the published ATO business use of motor vehicle cents
per kilometre rate applicable at the time of travel.
Councillors will be provided with an appropriate log book to assist in this process.
5 Council Vehicles
5.1 Use of Council provided vehicles on Council business
Councillors will have access to a suitable Council vehicle for Council business if
required. A Councillor wishing to use a Council vehicle for Council business must
submit a request to the Chief Executive Officer at least two (2) days prior to use,
except in exceptional circumstances as determined between the Councillor and
Mayor or Chief Executive Officer. Access is subject to availability.
This is for situations where a Councillor’s own vehicle isn’t immediately available and
they have to travel on Council business over long distances (for example, a meeting
in Brisbane).
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
5.2 Private use of Council Vehicles
The use of Council vehicles for private use is only available in emergency situations
and the cost of such usage shall be provided at the applicable ATO rate for the
vehicle size.
5.3 Fuel Costs
All fuel used in a Council owned vehicle on official Council business will be provided
or paid for by Council.
6 Home Office and Telecommunication needs – Consumables, Mobile Phones and
Tablets
To enable Councillors to communicate effectively, Councillors will receive an allowance of $240
per month to purchase communications devices and plans as well as printer consumables for
their residences.
7 Administration Tools and Access to Council Office Amenities
Councillors will be provided with the following:
Access to suitable hot desks at the Tewantin Office and Council meeting rooms for usage
as required;
Administrative support at the Tewantin Office;
Use of Council landline telephone and internet access at the Tewantin Office;
Access to a printer, photocopier, paper shredder at the Tewantin Office;
Access to a Fax and/or scanner at the Tewantin Office;
Any other administrative necessities, which Council resolves, are necessary to meet the
business of Council.
In addition to the above, the Mayor will be provided with a separate office and an administrative
officer for administrative support.
Councillors are expected to comply with the same conditions of use, guidelines and processes
for business and communication tools that apply to employees.
8 Safety Equipment
Council will provide to Councillors necessary safety equipment for use on official business as and
when required.
9 Insurance Cover
Councillors will be covered under relevant Council insurance policies while on Council business.
Specifically, insurance cover will be provided for public liability, professional indemnity,
Councillors liability and personal accident, and, domestic and overseas travel.
Council will pay the excess for injury claims made by a Councillor resulting from the conduct of
official Council business and on any claim made under insurance cover.
Page 36 of 148
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Council will cover costs incurred through injury, investigation, hearings or legal proceedings into
the conduct of a Councillor, or arising out of, or in connection with the Councillors performance of
his/her civic functions. Where it has been found that the Councillor breached the provisions of the
Local Government Act 2009, the Councillor will reimburse Council with all associated costs
incurred by Council.
10 Limit
Council may by resolution reduce or limit benefits receivable under this policy.
REVIEW OF POLICY
This policy will be reviewed when any of the following occur:
1. The related documents are amended or replaced.
2. Other circumstances as determined from time to time by a resolution of Council
Notwithstanding the above, this policy is to be reviewed within six months of each quadrennial
election.
RELEVANT LEGISLATION AND COUNCIL POLICIES
Local Government Regulation 2012
Local Government Act 2009
Entertainment and Hospitality Expenditure Policy
Councillor Code of Conduct
Version control:
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
4.0 Amendments y
3.0 Post March 2016 Election Review Y Council 05/04/2016
2.0 Amendments and new template Y Council 17/06/2014
1.0 Create new N Council 02/01/2014
Page 37 of 148
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
7 APPOINTMENT OF 2017 SHOW HOLIDAY
DOCUMENT INFORM AT ION
Author Personal Assistant to the CEO, Kylie Harris
CEO’s Office
Index ECM/ Subject/ Governance & Executive/ Noosa Show Day
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Personal Assistant to the CEO to the Services & Organisation
Committee Meeting dated 9 August 2016 and request the Chief Executive Officer to write to the
Office of Industrial Relations, Queensland Treasury requesting the appointment of Friday, 15
September 2017 as a Show Holiday for the Noosa Shire.
REPORT
Under the Holidays Act 1983, the Minister is empowered to appoint, upon request by the Chief
Executive Officer of the local government for the district concerned, a special holiday within a
district. Holidays of this nature are usually appointed for an annual agricultural, horticultural or
industrial show. Requests for the appointment of a special holiday for 2017 must be submitted
no later than 2 September 2016.
The Noosa Country Show has traditionally been held annually on the second Friday and
Saturday in September. However the Noosa Show Society have advised that the Queensland
Chamber of Agricultural Societies Inc (QCAS, the State representative body for Agricultural
Shows) are not recognising Friday, 1 September as the first week on their calendar and therefore
for 2017, the Noosa Country Show is proposed for 15 - 16 September (the third Friday and
Saturday in September).
It is proposed that an application be made to the Minister to appoint Friday, 15 September 2017
as the Show Holiday for Noosa Shire for 2017.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
The Noosa Show Society have confirmed their support for the proposed date.
Page 38 of 148
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
X Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 39 of 148
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
8 REVIEW OF PROPOSAL FOR NOOSA CONVENTION & CULTURAL CENTRE
DOCUMENT INFORM AT ION
Author Chief Executive Officer Brett de Chastel
Brett de Chastel
Index ECM / Subject / 72.05 Noosa Convention & Performing Arts Centre
Attachments 1. CCIQ Noosa Report titled “Noosa Convention & Cultural Centre
Initiative – Pre-feasibility Study” (35 pages – supplied separately to this
agenda; 2 hard copies available in the Councillors’ Room)
2. AEC Report titled “Noosa Convention and Performing Arts Centre:
Pre-feasibility Review” (48 pages – supplied separately to this agenda; 2 hard
copies available in the Councillors’ Room)
EXECUTIVE SUMMARY
CCIQ Noosa has developed a pre-feasibility study for a Convention and Cultural Centre
potentially to be located at The J site at Noosa Junction. That study identified a range of
potential economic benefits that could accrue if a 1,000 seat convention centre and a 700 seat
co-located performing arts centre was established at Noosa. Council commissioned AEC Group
Ltd (AEC) to review the CCIQ Noosa proposal and provide advice on the financial and economic
impacts and to inform whether a full feasibility assessment of the proposal should occur.
There is a considerable amount of detail in both reports. The CCIQ Noosa Pre-feasibility Study
identifies a range of economic benefits that could accrue from a co-located convention and
performing arts centre. They have estimated construction costs of between $15M to $20M for an
entry level convention centre and conversion costs of The J to a performing arts centre of
between $7M and $10M.
The AEC assessment has identified that typically, grant funding will only cover approx one third
of construction costs of convention centre type proposals. AEC have also identified in more
detail the likely annual operating revenues and costs (including depreciation) which result in
typical regional convention and performing arts centres operating at an annual financial loss.
Using cost drivers which apply to convention centres elsewhere, AEC have calculated a net
operating loss of approximately $2M after taking into account the existing cost of operating The J
(actual annual loss on a convention and performing arts facility would be approximately $2.6M).
This is separate to the cost of construction.
Depending upon a number of variables, when taking into account the capital and annual
operating costs, the net annual impact will be somewhere between approximately $3M (6.26%
general rate increase) and approximately $5M (10.45% general rate increase) if the Council was
to fund and operate the facility. It should be noted that CCIQ Noosa did not suggest that Noosa
Council must be the financing agency and operate the facility as their goal is to have such
facilities established for the economic benefit of our region. However, the financial analysis by
AEC clearly highlights some financial challenges to bring that to fruition.
Based on the two reports, the CEO is recommending that Noosa Council does not take on this
initiative as a project to be funded by ratepayers but rather, the information and research in the
reports be made available to the market so that the private sector can determine if it can make
such a project commercially viable.
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Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 9 August 2016 and
A. Thank CCIQ Noosa and their Convention and Cultural Centre team for all of their work in
developing the pre-feasibility study for a proposed Noosa Convention and Cultural Centre;
B. Note both the CCIQ Noosa Pre-feasibility Study dated April 2016 and the Council
commissioned review by AEC Group Ltd dated July 2016 reviewing the CCIQ Noosa
proposal;
C. Advise CCIQ Noosa that based on the assessment by AEC Group Ltd, Council will not
pursue the concept as a Council project due to the financial impact on ratepayers; and
D. Make the CCIQ Noosa Pre-feasibility Study and the AEC Group Ltd review publically
available on Council’s website in order that the current research can be accessed by the
private sector who can pursue this project if they determine it to be commercially viable.
REPORT
The purpose of this report is to provide Council with an assessment of a pre-feasibility study by
CCIQ Noosa in relation to a Convention and Cultural Centre proposed to be developed with
Noosa Junction being identified as the preferred site. This report sets out details of the proposal,
details of our assessment of the CCIQ Noosa Pre-feasibility Study, and also suggests a way
forward in the event that the private sector wishes to pursue this opportunity.
1. Introduction
In June 2015, CCIQ Noosa established four key priorities for its organisation, one of which
resulted in the formation of a Convention and Cultural Centre Team. That team of volunteers
developed a Pre-feasibility Study that was provided to Council on 20 April 2016 by Mr Rick
Cooper (as Team Chairperson) and Mr Peter Chenoweth (as President of CCIQ Noosa). At that
time, the CEO advised the submitters that the Council election had just been concluded and that
as the Council was in the middle of formulating a budget, it would not be possible to finalise an
assessment of their proposal until early in the new financial year.
This report proposes to Council a course of action following an assessment of the proposal. This
report also puts onto the public record, the following two reports:
CCIQ Noosa Report – Noosa Convention & Cultural Centre Initiative: Pre-feasibility
Study dated 20 April 2016 (note that CCIQ Noosa have agreed that this report which had not
previously been released can be made public as part of this assessment and review process)
– Attachment 1
AEC Report on behalf of Noosa Shire Council – Noosa Convention and Performing Arts
Centre: Pre-feasibility Review dated July 2016 – Attachment 2.
2. CCIQ Noosa Report – Noosa Convention & Cultural Centre Initiative: Pre-feasibility
Study
At the outset, it should be noted that CCIQ Noosa’s report is not intended as a “business case”
but rather as a pre-feasibility study. A full business case could cost in the order of up to
$200,000 to develop. The pre-feasibility study was designed to put forward the benefits of the
concept of a 300 to 650 delegate convention centre with a 1,000 seating capacity and a >700
seat co-located performing arts centre. The pre-feasibility study recommended two distinct but
co-located centres rather than a single dual purpose facility based on their research. Although
recognising that other sites may also be suitable, the preferred site identified by CCIQ Noosa
was The J at Noosa Junction.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The information below is intended to be a snapshot summary of the 35 page detailed CCIQ
Noosa report. Councillors are encouraged to review the report in its entirety to get not only the
details of the proposal, but also the “flavour” of the CCIQ Noosa Proposal.
Key elements of the CCIQ Noosa pre-feasibility are as follows:
Convention Centre Component
A convention and exhibition centre would expand the high yield MICE market (Meetings,
Incentives, Conferences and Exhibitions). This would complement and enhance the
existing Noosa visitor market and strengthen the Noosa Brand.
The MICE market is a high yield market and would be most effective during business
periods (mid-week) when there is spare capacity in accommodation providers. It could also
convert some existing tourism yield into the higher yield MICE market.
A convention centre may diversify Noosa’s economic base and create jobs. It could ensure
that the Tourism market is focused on the highest yielding type of visitor market.
The convention centre construction costs were identified by CCIQ Noosa as between $15M
to $20M for an entry level facility and the upgrading or conversion of the existing The J
facility to a performing arts space was estimated at between $7M to $10M. 1 These cost
estimates are pre-feasibility estimates, not detailed Quantity Surveyor costs estimates but
are based on information provided to the working team.
Re-positioning Noosa as a place for business, not just a place for tourism. This is
consistent with the intent of the Noosa Local Economic Plan which focuses on
diversification of the local economy.
Noosa has a destination MICE advantage compared to some other regional convention
centres which struggle to attract events due to their non-premium location.
The pre-feasibility study identified an annual economic benefit to the economy of $25.81M
based on a number of assumptions - 2 x conferences per week for 30 weeks per year with
450 delegates with an average stay of 2.8 days and an average spend of $956.2
Cultural Centre Component
The CCIQ Noosa proposal emphasises the need to have an integrated development, not
just a stand-alone convention centre. The boost to the cultural sector is proposed to be
complementary to the business model of the convention centre so that synergies are
achieved similar to leadership centres in Aspen, Colorado and Banff, Canada.
A high level performing arts centre would allow Noosa to connect to the national touring
circuit that would boost the cultural experience in Noosa.
The facility could be the “home base” for all of Noosa’s leading cultural organisations who
could have “resident company” status.3
Performing Arts Centres all trade at a loss unless they are able to attract national touring
events that can provide a commercial return or they are able to leverage off nearby MICE
events.4
Arts and Culture can have strong links to tourism with annual events and programs such as
Carmel, California.5
1
Page 16 of CCIQ Noosa Report – Funding and Investment model
2
Page 6 of CCIQ Noosa Report – paragraph 1.5
3
Page 4 of CCIQ Noosa Report – Initiative Outline
4
Page 7 of CCIQ Noosa Report – paragraph 1.11
5
Page 8 of CCIQ Noosa Report – Comparative Model Scan
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Other issues identified by CCIQ Noosa
This project could rejuvenate the Junction precinct and surrounding areas.
This project would be substantially smaller than the proposed 4,500 seat Sunshine Coast
Entertainment, Convention and Exhibition Centre and have a more defined market
segment than that proposed facility.
The CCIQ Noosa report identifies some options for management of the facility but notes
that the final management model will probably depend on the financial model to enable this
project to occur. 6
An integrated development of this nature would set Noosa apart as a leader in this market
and also provide opportunities to position Noosa as a leader similar to Aspen (Institute of
Ideas) and Banff (Banff Centre for Leadership and the Arts).7
3. AEC Report on behalf of Noosa Shire Council – Noosa Convention and Performing
Arts Centre: Pre-Feasibility Review
CCIQ Noosa have obviously invested a great deal of time and energy into developing their pre-
feasibility report. Such a significant commitment requires Council to seriously consider their
proposal. We engaged AEC Group Ltd (AEC) to review the proposal. Councillors may recall that
AEC were our economic consultants who undertook detailed analysis of Noosa’s economic
profile. More importantly, AEC have also worked on a number of Queensland convention centre
projects and have been able to apply their knowledge and expertise on that specialist topic to
their review. Their brief was to examine the following issues:
Market assessment of the proposal
Financial costs of construction
Financial costs of operation
Financial implications for Council
Economic benefits assessment.
The information below is intended to be a snapshot summary of a 48 page detailed report. Again,
Councillors are encouraged to review the report in its entirety to get not only the details of the
proposal, but also the “flavour” of the AEC assessment.
Market Assessment by AEC
There are already 8 venues in Noosa that have capacity for 150 or more (in theatre style
meeting format) with two at 300 and one at 350 person capacity. These are “fit for
purpose” convention style venues associated with accommodation providers. The 150 to
300 seat market is quite well catered for in Noosa at present.
Across the broader region, there are already existing venues (most notably Twin Waters)
which have 1,000 seat capacity and there is also a proposal for 850 sqm of convention
space at the proposed Westin Coolum resort.8 These would be the likely competitors in the
high yield market.
Across the State, there are also a number of other regional event centres which will
compete in these types of markets. The closest in size to the CCIQ Noosa proposal is the
convention centre in Gladstone (which also has a performing arts theatre) with most other
regional centres being significantly larger.
Given the existing level of venues that exist in the 100 to 300 person market which are
generally attached to accommodation venues, it would be difficult for a stand-alone
convention centre to compete against those venues so its market focus would need to be
above 300 and below 1,000.
6
Page 12 of CCIQ Noosa Report – Venue management
7
Page 8 of CCIQ Noosa Report – Comparative Model Scan
8
AEC Report – page 12 table 4.2.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Financial Costs of Construction
It was not within AEC’s brief to undertake a full Quantity Surveyor cost analysis. They have
identified that the CCIQ Noosa cost estimate did not appear to include external
infrastructure costs such as parking, entry / exit connectors, lighting requirements etc.
Council staff have noted that there has also been no allowance for infrastructure charges
and other development costs.
AEC have identified that there are different funding options available including all capital
funds being provided by Council (e.g. via borrowings) or through the receipt of grant
funding. Grant funding sources for other convention centres under the Stronger Regions
Funding program have been identified in the AEC report. The average amount funded was
34% of the total project cost which in this case, would amount to $10M out of the $30M
total funding required.9 Details of individual project funding for convention centre type
projects have also been provided in Appendix A (page 37).
The next stronger regions fund application round is scheduled to open in the next month or
so and is focused on “shovel ready” projects.10
Different capital cost scenarios have been modelled by AEC to see the impact on Council’s
finances.
The “worst case” scenario would be no grant funding and the full capital cost is funded by
borrowings. This would mean increased interest and redemption costs and result in
Council’s current surplus (as represented by an operating surplus ratio) going into negative
territory for the next 10 years.
The “best case” scenario would see grants of $20M (comprising 66% of the potential
capital cost). Under this scenario, the Council would still have operating deficits for the
next 10 years but not to the same magnitude as the worst case scenario.11
The projected operating deficits under both of these scenarios are only related to the
capital costs and don’t include any costs of operating.12
9
AEC Report – page 23 Table 6.2 and Appendix A page 37
10
Source – Regional Development Australia
11
AEC Report – see figure 6.2 on page 24
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Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The annual Interest and Redemption charges for Council borrowings would be:
o For a $10M loan – $930K p.a.
o For a $20M loan - $1.86M p.a.
o For a $30M loan - $2.790M p.a. 13
The cost per ratepayer to fund the interest and redemption on loans at those levels would
be between a 2.02% and 6.06% increase in general rates.14
Financial Costs of Operation
AEC have modelled details of a typical Convention Centre and Performing Arts Centre
based on their actual experience with facilities of this nature. Their report sets out details
of typical cost structures and likely demand / revenue for these facilities.
AEC have modelled two scenarios. Using their own assumptions in relation to demand and
cost structures, they have determined that the net annual loss for the combined convention
and performing arts facility would be $2.684M (including depreciation). It is important to
note that this does not include any financing costs – it is only the annual operating position
and any financing costs would be additional. As The J is already running at an operating
loss, the net difference is the key - $1.951M. This equates to approximately a 4.24%
general rate increase for the annual operating cost.15
The AEC report also models the revenue (demand) assumptions made by the CCIQ Noosa
Report. In that case, the annual operating loss for the combined convention and
performing arts facility would be $2.753M (including depreciation). It is important to note
that this does not include any financing costs – it is only the annual operating position and
any financing costs would be additional. As The J is already running at an operating loss,
the net difference is the key - $2.020M. This equates to approximately a 4.39% general
rate increase for the annual operating cost.16
12
AEC Report – Page 24 section 6.3.1
13
Borrowing costs calculated by Council’s Finance Manager based on current interest rates (which are at
historic lows) and are based on a 15 year borrowing term with Queensland Treasury Corporation for
commercial projects. Note that these costs have been calculated separately from the AEC report by
Council staff.
14
Calculated by Council staff based on current general rates. (AEC use a dollar cost per ratepayer but
Noosa Council traditionally uses a percentage increase in general rates as its calculation. The latter
approach has been used in this report).
15
General rate impact calculated by Council staff.
16
General rate impact calculated by Council staff
Page 45 of 148
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Financial Implications for Council
These issues have been dealt with separately under the two headings above.
It should be noted however, that the capital and operational assessments have been
calculated separately by AEC and the cumulative impact would be more significant on
ratepayers depending on whether or not grant funding could be obtained for the capital cost
of the project.
To give the Council a range of impacts on general rates with different scenarios:-
o Assuming no grant funds were available and the capital funding was borrowed from
QTC and the annual operating losses were $2.020M, then the cumulative impact on the
general rate to offset the cost of loans and operations would be 10.45%.17
o Assuming grants of $20m (requiring a $10M loan) and annual operating losses of
$1.951M, then the cumulative impact on the general rate to offset the cost of loans and
operations would be 6.26%.18
Economic Benefits Assessment
The AEC report identifies the economic benefit for the different phases of such a project
including construction and operational phases for both the convention centre component
and the performing Arts centre component. Obviously, the construction benefits are one off
and the operational benefits are annually recurring. The economic impacts are
summarised in the table below:
(Note – GVA means Gross Value Add – this is the measure of the value of goods and services produced in
an area, industry or sector of the economy).
17
General rate impact calculated by Council staff
18
General rate impact calculated by Council staff
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Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
4. CEO’s Assessment
CCIQ Noosa has shown great initiative in bringing forward this concept. They have carefully
researched and developed their concept in a professional manner.
The CCIQ Noosa proposal did not necessarily envisage that this project would be a Council
constructed and operated project. There are a number of alternative funding models available
that would lend themselves to different management or ownership models (e.g. Market Led
Proposal (MLP) Build Own Operate Transfer (BOOT) or Private Public Partnerships (PPPs) are
three examples).
However, the report by AEC has highlighted the challenges to make such a concept
commercially viable. Both the CCIQ Noosa and AEC reports identified that there are economic
benefits to such a project. That is to be expected for the scale of the proposed investment.
However, the clear advice from AEC is that these facilities will have an annual operating loss in
the order of $2M assuming that there were no borrowing costs and that all of the capital costs
would be grant funded. An additional annual amount of between $930K and $2.790M would be
required depending on grant funding and borrowing requirements if this was a Council funded
project. While there are many different scenarios depending on assumptions (grant funding,
annual costs, number of conventions etc), it seems that the net annual impact will be somewhere
between $2.881M (6.26% general rate increase) and $4.810M (10.45% general rate increase).
I should also highlight to Council that my experience with major projects over the years is that the
final capital costs are almost always higher than original estimates. This is not a criticism of any
projects but simply reflects “scope creep”, more detailed Quantity Surveyor cost analysis and the
impact of broader market pricing for major projects.
The question for Council then becomes – who pays for both the initial investment (capital cost)
and the ongoing operational expense to achieve the economic benefit? Should it be all
ratepayers who pay? Should it only be those ratepayers who may get a direct benefit who pay?
Should it be the private sector or community segment that gets the economic benefit?
Given the AEC report, I could not recommend this project to Council as a project that all
ratepayers should fund with general rate increases of between 6.26% and 10.45% depending on
the level of loan funding required. I would however advise Council that if the private sector can
make a project such as this commercially viable without a subsidy from ratepayers, then it is
something that we could consider. Both the AEC and CCIQ Noosa reports identified economic
benefits.
Opportunities for Market Led Proposals
The State Government has recently been promoting the concept of Market Led Proposals
(MLPs). Traditionally, a government would call an EOI or tender for a project and the market
would respond with prices and proposals to implement that project. That model assumes that
governments have the good ideas and the role of the market is to respond.
MLPs are different and are based on the premise that the market may see an opportunity for a
project and bring forward their proposal for the consideration of government. The marketing
concept behind MLPs is - “bringing good ideas to life”. To some extent, the proposal by CCIQ
Noosa is an example of such an approach. Queensland Treasury has developed a detailed
website (www.treasury.qld.gov.au/mlp) with information about the concept which is summarised
well in this brochure.
One of the key issues for MLPs is the availability of relevant information about an issue. The
private sector can make the best market decisions when it has access to good information.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
As such, one of the ways that Council can facilitate good outcomes is by making relevant
information available. It is intended to make the two reports available to the public via Council’s
website. We will also provide copies to Tourism Noosa so they can consider this initiative as part
of their upcoming Strategic Destinations Action Plan process. A copy of the AEC report has also
been provided to CCIQ Noosa.
In short, all of the information on this initiative is now available to the market. It is up to the
market to determine if it is a project that is able to be pursued to commercial fruition.
Previous Council Consideration
Nil.
Finance & Risk
Details are set out in the body of this report.
Consultation
External Consultation - Community & Stakeholder
CCIQ Noosa President, Peter Chenoweth
Chairperson of the CCIQ Noosa Convention and Cultural Services Team, Rick Cooper
CEO, Tourism Noosa
AEC Group Ltd
Internal Consultation
Director Community Services
Director Corporate Services
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 48 of 148
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
REPORTS FOR NOTING BY THE COMMITTEE
9 WASTE MANAGEMENT - 6 MONTHLY REPORT TO 20 JULY 2016
DOCUMENT INFORM AT ION
Author A/Manager Waste and Environmental Health, Ian Florence
Community Services
Index ECM/ Subject/ Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Manager Waste and Environmental Health to the
Services and Organisation Committee Meeting dated 9 August 2016 providing an update on the
activities of the Waste Management Section to 20 July 2016.
REPORT
The purpose of this report is to advise Council of Waste Management activities over the 2015-16
financial year and planned activities and initiatives for the next twelve months.
The Waste Management Section (WMS) is responsible for the delivery of domestic and
commercial waste and recycling collection services for Noosa residents and businesses, holding
tank liquid waste collection servicing, operation of the Eumundi Rd Resource Recovery Centre
including Pomona and Cooroy Waste Transfer Stations.
Collection, landfill, resource recovery and waste education services are provided by a small team
working in conjunction with the private sector through contract management. The aim of the team
is to maximise recycling and resource recovery and dispose of waste in an environmentally
sustainable way.
1. FINANCE
Under National Competition Policy the Waste Business Unit is required to operate under full cost
pricing principles and to make a return on the investment in the business to Council.
Waste Management 2015-16
Statement of Income and 2015/16 2015/16 2015/16 % YTD
Expenses Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 13,624,375 13,624,375 14,112,130 103.6% 487,755
Total Expenditure 11,283,003 11,283,003 10,310,280 91.4% 972,722
Operating Result 2,341,372 2,341,372 3,801,850 1,460,477
Page 49 of 148
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Expenditure Summary
Employee Benefits 640,791 640,791 622,841 97.2% 17,950
Materials & Services 8,146,011 8,146,011 7,188,147 88.2% 957,864
Finance Costs 228,495 228,495 228,474 100.0% 21
Other Expenses 865 865 289 33.4% 576
Depreciation & Amortization 547,139 547,139 547,139 100.0% 0
Internal Charges 1,119,584 1,119,584 1,123,273 100.3% (3,689)
Competitive Neutrality 600,116 600,116 600,116 100.0% (0)
Total 11,283,003 11,283,003 10,310,280 972,722
Waste Management
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
Total Revenue Total Expenditure Operating Result
2015/16 2015/16
YTD YTD
Budget Actuals
Budget Commentary
The budget for the 2015-16 financial year indicates that revenue was above estimates and
expenditure was significantly below estimates. WMS had an annual operating surplus of
$3,801,850 which was $1,460,477 better than predicted.
The higher than expected revenue was attributed to a number of variables including:
A higher than predicted volume of waste brought to waste facilities.
A higher level of green waste sold than predicted.
Royalties generated from methane gas extraction.
More revenue generated from sale of recyclables than predicted.
The lower than predicted expenditure was attributed to a number of variables including:
Resolution of contract overpayments that occurred in error due to changes in service as
Noosa Council re-formed in 2014.
Page 50 of 148
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Consultancy fees saved due to the specifications for the next contract being drafted in-
house by the Manager. The Manager’s role and responsibilities then being absorbed within
the waste team for the period.
Consultancy fees saved by the WMS team internally producing the new Waste Recycling
and Reduction Plan.
External contractor fees saved due to many landfill projects being managed and conducted
internally.
Savings in concrete crushing and green waste mulching that did not occur as often as
predicted.
Consultancy fees saved due to environmental monitoring being conducted internally and
only as required.
Proposed Capital Works Projects 2016/17
Installation of a gravity sewerage line behind the Contractor’s Depot
The gravity line is required to remove the current ongoing need to pump sewage in a rising main
from the depot buildings and wash bay to the site’s major pump station. The work will entail
construction of three sewer manholes and connections to existing sewer lines connecting all
internal building fixtures. This Capital Works project is to commence in mid-August 2016 with
project duration of approximately 10 days (weather permitting).
Upgrades to Contractor’s Depot
The upgrade is designed to separate visitors and staff from the contract collection vehicle area
and provide additional parking for the extra fleet of collection vehicles required for the mandated
green waste service. The project will require bulk excavation that will allow for the placement,
finish and reinforcing of a 150mm concrete slab. The construction will also allow for another
entry/exit point for staff and visitors, alleviating some current safety concerns.
This project shall commence directly after completion of the internal sewerage upgrades. The
duration of these works is estimated to be eight weeks. Estimated date for completion being the
end of October 2016.
Upgrade to entrance signage
The entrance signage at the Eumundi Road Resource Recovery Facility has not been updated
since 2002. It will receive a major overhaul to deliver a modern design incorporating Council
vision and message of Towards Zero Waste. It will also be utilised to promote the sale of
recycled materials and the waste services provided by Noosa Council.
Upgrades to roads at Eumundi Road Resource Recovery Facility
This is Stage 2 of the project to upgrade the entry roads to the facility. Stage 1 was completed
last year. This will see the entrance off Eumundi Road upgraded down to the area opposite
BriteSide’s leased area and carried through to the join the second entrance to the contractor
depot (see above).
This project will require the construction of a temporary bypass road and closure of one lane at a
time to ensure that the site remains accessible. This project shall commence after the
completion of the contractor’s depot upgrade and is likely to be held over until early 2017 to avoid
the busier November/December and New Year period. Changed traffic conditions and restricted
site entry/exit will be applicable for an eight to ten week period. This project will require the
closure of the landfill site for a short period after 4pm to allow for the removal of a number of
large trees on the entry.
Page 51 of 148
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
2. CUSTOMERS
Collection Services
Bin Services at 1 March 2015 1 January 2016 1 July 2016
240 Refuse 29,523 29,962 30,158
140 Refuse 70 68 67
240 Recycling 24,800 25,290 25,607
240 Garden 3,542 4,032 4,285
1cm Bulk 29 28 26
1100 Refuse 372 396 348
1100 Recycling 274 285 292
1.5cm Bulk 207 198 200
2cm Bulk 12 18 18
3cm Bulk 202 223 227
Compactor bin 1 1 2
The green garden waste bin services continue to grow ahead of their mandatory introduction next
year. There is a reduction in 1100lt refuse bins due to the commissioning of a waste compactor
at the Noosa Hospital (cancelling 48 x 1100lt bin services). This should alleviate noise issues in
the surrounding residential area.
Customers using Council’s three waste sites
Eumundi Road Cooroy Pomona
Transactions 2014-15FY 92,798 4,404 4,874
Transactions 2015-16FY 107,421 4,022 4,904
The last financial year saw a significant increase in customers using the Eumundi Road facility.
This is reflected in an increase in waste revenue from gate fees over this period.
Customer Service
1891
1699 CUSTOMER REQUESTS 2014-2015
CUSTOMER REQUESTS 2015-2016
951 1049
932 995
447 294
118 195 278 141
81 107 14
14 18 16 3829 14 15370 140 82
16 9
Graph shows number of waste customer service requests for the 2015 & 2016 financial years
Page 52 of 148
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Amount of material received, landfilled and recycled by Noosa Council.
The information below shows the total amount of material received by Council, the amount
disposed of to landfill and the amount diverted from landfill.
2013-14FY 2014-15FY 2015-16FY
Total received 65,719 68,097 72,897
Landfilled 40,705 43678 46,034
Recycled 25,014 24,419 26,954
% Diverted 38.06% 35.86% 36.90%
80000
70000
Tonnes of Waste
60000
50000
40000
30000
20000
10000
0
Total Landfill Recycled
2013-14FY 2014-15FY 2015-16FY
% Waste Diverted
38.50%
38.00%
37.50%
37.00%
36.50%
36.00%
35.50%
35.00%
34.50%
% Diverted
2013-14FY 2014-15FY 2015-16FY
Page 53 of 148
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The information shows that the recycling and diversion rate for the 2016FY has increased from
the previous year. This may be due to improved resource recovery practices and the introduction
and publicity around the Towards Zero Waste education and community engagement campaign.
The statistics above do not account for a large volume of concrete that has been diverted and
has been recently processed for sale. This remains on site and its diversion will only be reflected
in the data when the product leaves the site. This product will be actively marketed shortly and it
is anticipated that the sale of this material will reflect favourably in next year’s diversion statistics.
There continues to be more waste produced by the Noosa Community year on year and this is
reflected in the ongoing increase in waste being landfilled.
Resources recovered (major categories)
Amount of resources recovered (tonnes)
2015FY 2016FY
Recyclables (yellow lid bins) 7,006.57 7,295.68
Green waste 11,197 12,346.59
Concrete 3,527.5 3,361.47
Metal 1,822 2,766.4
Timber 571.34 677.94
Cardboard 366 378.75
Batteries 26.9 35.1
With the exception of concrete (explanation above) there has been a significant increase in the
recovery of all major categories of waste over the last financial year. The last financial year has
seen kerbside recyclables collected from yellow lidded bins increase by 289 tonnes. It is also
worth noting that contamination rates in recycle bins remain low. Again this improvement may be
attributable to Council’s Towards Zero Waste campaign.
Council introduced compulsory green waste bins for all new dwellings from July 2016. In
September 2017 Council will introduce mandatory green waste bins for residents in all townships.
It is anticipated that this will significantly increase the amount of green waste recovered and
therefore also improve the percentage of waste diverted from landfill. The target set by State
Government and figured into Council’s Waste Recycling & Reduction Plan calls for Queensland
councils to divert 55% of waste from landfill by 2024.
Bulk Kerbside Collection
Bulk waste collected
Total waste collected October 2015 1068.67 tonnes
Metal segregated and recycled 206.53 tonnes
Waste sent to landfill 862.14 tonnes
Total Waste collected June 2014 1,501 tonnes
The amount of waste collected from the last bulk waste kerbside collection was significantly down
from the previous collection. Details of the last collection and the potential future delivery (post
2017) have been discussed in a separate Council report and are subject to further investigation
by WMS officers. The commencement date for the next bulk waste collection has been set down
for early April 2017.
Page 54 of 148
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Overview of waste management contracts
New waste contracts - tender process update
The Waste Management Tender 1516T043 was advertised for release to the public via ‘LG
Tenderbox’ on Saturday 2 July 2016. A significant number of tender inquiries have been
received requesting explanation of the specification documents, which is normal for a complex
waste management tender.
Tenderers were invited to a Council tour of the three waste management facilities on 19 July
2016. The tour was followed by a detailed presentation on Council’s future waste management
philosophy and strategy. Council’s probity auditor attended the tour and tender briefing and will
also attend some of the tender evaluation meetings.
The tender period closes on 30 August 2016 giving tenderers two months to prepare.
Prospective tenderers reported at the tender briefing that this period was satisfactory, despite the
fact that the Brisbane City Council tender has also recently been released.
An evaluation team consisting of 2 WMS officers and a procurement officer will review the
tenders. The intention is to have a decision from Council by December 2016, allowing the
successful tenderer to mobilize the contract, purchase plant and equipment, construct office
accommodation on the landfill if required, and commence servicing on 1 September 2017.
Other contracts
Council has recently awarded the contract for liquid waste collection to Suttons.
The contract for crushing, screening and pulverizing of concrete and the processing of
6,000+ cubic meters of stockpiled material has been awarded Rosenlund Contracting Pty
Ltd.
The contract for environmental monitoring of Council’s waste facilities will shortly be going
out to tender. The specifications for this contract have to be re-written to reflect Council’s
recently approved Receiving Environment Monitoring Program.
The green waste processing contract held by ARG has been extended for a further 12
months.
Landfill Management
Cell 2.2. was commissioned in early 2016, beginning with the placement of a controlled
select layer of waste to eliminate the risk of damage to the cell liner. The cell is now fully
operational and receiving all types of waste except for asbestos.
WMS has completed a number of capital works projects over the last 12 months including:
commissioning Cell 2.2; concrete upgrades of the internal entry road around the
weighbridge; and constructing a shaded area for Briteside Industries (mattress
deconstruction).
WMS commenced initial recapping works of the old Pomona landfill site with clay disposed
of onsite free of charge from the Rifle Street flood mitigation project.
Hastings Street Collection Issues
Council and Cleanaway have successfully completed a 6am trial collection run in Hastings Street
using a split service vehicle to collect refuse, recycling and street litter. The aim of the trial was to
improve safety and at the same time reduce noise and traffic impact. The trial was run in May
and June 2016 and Council actively engaged the Hasting Street Association who collated
feedback from the various stake holders.
Page 55 of 148
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Some of the key points from the trial:
45 minutes saved when compared to starting at 7am;
Traffic dramatically reduced in all areas;
Saturday and Sunday reduced to 45 minute collection time;
Only one near miss reported (cyclist coming around truck on inside);
Pedestrian interactions with collection vehicle reduced to zero reported issues;
Increased recycling yield – with more to come with education;
Improved street litter bin servicing in conjunction with commercial run.
The trial also informed the drafting of the new contract as a similar service has been specified for
inclusion. Going forward from the trial, Cleanaway have agreed to continue the 6am service
although without the split single pass vehicle. They will now also perform recycling bin services
twice weekly. The Hastings Street Association has endorsed the improved service and will inform
Council of any issues as they arise.
Congestion along Hastings Street during 7am start.
Page 56 of 148
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Litter and Dumping
Street litter
Council purchased a Big Belly Solar bin and is in the process of trialling it in several locations.
These bins are being used in several East Coast townships and Melbourne City and are reported
to reduce the collection costs. They are fitted with a small compactor and smarts that allow it to
communicate its usage. The bin has so far performed adequately in two trial locations (Hastings
Street and Tewantin PO) although problems with discharge of liquids on to the footpath occurred
when operating on Hastings Street. To date it has not demonstrated an ability to reduce
collections in these locations. It will be further used in some country locations before being fully
evaluated.
Big Belly Solar Bin
Illegal dumping
Camera surveillance of dumping hot spots has continued with six cameras continually deployed
around the known dumping hotspots. There appears to have been some effect in areas such as
Beckmans Road where signs have also been used to remind visitors that the community have
cleaned up the area and are continually monitoring it.
There appears to be an increase in items left in parks and on residential footpaths. This trend is
also reported in major city councils. Council’s approach to these items is to attach illegal
dumping signage and then remove the item (if it is still there) after a few days. Depending on the
location it has had reasonable success.
Dumping of garden waste/vegetation in parks and open space areas has continued to increase.
In most instances WMS have not been able to identify those responsible with any degree of
certainty. It is anticipated that this type of dumping will decrease with the introduction of
mandatory green garden waste bins.
In the 2016FY WMS issued 7 show cause notices, 8 clean up notices, 5 formal warnings and 4
PINs (fines).
Page 57 of 148
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Towards Zero waste education and community engagement strategy
WMS has initiated recycling and waste education talks and workshops with schools. These have
been initially focussed on four schools in the Noosa Shire that expressed interest. Sessions
were run between February and June 2016 and engaged over 1611 students. Additional
workshops have also been given to one preschool, a school staff workshop and a retirement
village engaging with a further 65 people participating. Feedback from participants has been
extremely positive.
Recycling has been introduced for the first time to students in Sunshine Beach High School and
Good Shepard Lutheran College, and is about to start at Noosa District High School Pomona
Campus. Waste audits have been completed at these and a number of other schools to
determine waste production before and after implementing recycling.
At the beginning of the year, recycling was also introduced at the Noosa Depot and the Noosa
Leisure Centre.
Event bin lids and covers to promote recycling at events were purchased at the end of 2015.
They have now been used successfully at the Noosa Tri, Festival of Surfing, Noosa Food & Wine
Festival & the Festival of Water. Council are also working in partnership with the Noosa Farmers
Markets on a recycling trial at the markets.
During National Recycling week in November 2015, waste and recycling displays occurred every
day at different locations throughout Noosa. Waste & Recycling Displays have occurred at the
Festival of Surfing, The World Environment Day Festival & the Festival of Water.
Various Waste and Recycling displays have been set up at several schools, libraries, and other
Council facilities. Battery bins are now available for the public to recycle rechargeable batteries.
Waste & Recycling displays Feb-Jun 2016
Waste & Recycling Display Date & Notes
Cooroy Library Feb – (2wks)
Tewantin Admin Building – Reception Feb – (2wks) during rates
Noosa Depot Feb – (2wks) introducing recycling
Noosa Leisure Centre March – (4wks) introducing recycling
Noosaville Pre-school March– (2wks) after waste presentation
Noosa & Cooroy Library April - (2wks) during waste strategy pop ups
Good Shepherd School - Primary School April – introducing recycling
Sunshine Beach High School June – (2.5wks) - introducing recycling
Noosa District High School – Pomona June – introducing recycling
Campus
Page 58 of 148
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Facebook posts have also been used to effectively engage with the community. Seventeen
different posts have been posted from November through to June 2016, these have ranged from
what can and can’t be recycled, school posts and ideas on how to ‘up-cycle’. These posts have
reached over 19,754 people.
3. PEOPLE
WMS has recently appointed Chris Jordan to the position of Waste Management Officer. The
position is initially for two years and will be utilised to assist the WMS across both collections and
disposals. Chris will also be heavily involved in the roll out of the new contract and the
introduction of the mandated green waste collection service.
Ian Florence continues to act in the Manager position while Wayne Schafer remains working on
the contract tender process. From early September Geoff Atherfold (Coordinator Environmental
Health) will assist in the Waste Coordinator role as WMS officers assess the tenders for the
waste contracts.
Other staff numbers and positions remain constant.
Page 59 of 148
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
4. SYSTEMS & PROCESSES
Environmental
WMS has now received approval for its Receiving Environment Monitoring Program (REMP) for
Eumundi Road Resource Recovery Centre from the Department of Environment and Heritage
Protection (EHP) and has commenced its implementation. Initial tests have shown that waters
external to the site have not been adversely affected by landfill operations.
During the 2016FY WMS officers started conducting comprehensive monthly environmental
audits on the operation of the landfill and the environmental management systems utilised by the
contractor. This allowed minor defects to be highlighted and rectified quickly.
WMS have identified potential problems with the automated flocking system of the landfill’s
sedimentation basin. Quotes are currently being sourced to upgrade the system to one that is
more suitable to the needs of the site. In addition to this WMS will be installing a real time
monitoring system at the exit point of the basin that can be accessed remotely by officers and will
notify them immediately if any issues are detected.
At the time of writing WMS are conducting an investigation into point source emissions of
methane at the Eumundi Road landfill. Officers are working closely with contractors and EHP to
ensure that issues are dealt with quickly and effectively. A comprehensive capping plan for
affected areas that meets contemporary standards has been required from the contractor and it
is anticipated that this will address future methane issues in these areas.
WMS have recently been working closely and providing detailed information to the Zero
Emissions Noosa team. A baseline assessment of the landfill facility is underway and WMS
looks forward to working with the team on the next phase which will seek to reduce emissions.
Waste Reduction and Recycling
In early 2016 WMS produced a draft Waste Reduction and Recycling Plan. Council adopted the
plan in June, 2016. The plan was drafted to comply with state government requirements and
reflected the recommendations of Noosa’s first Community Jury. It was slightly amended
following a further public consultation phase in May, 2016 which generated additional feedback
from the Noosa community.
5. FUTURE DIRECTION
It is anticipated that the tendering process and the award of the waste collection, disposal
and resource recovery contracts will be completed by the end of December 2016. The
following nine months will then see the mobilisation of these contracts and the production
and implementation of a comprehensive contract management plan. The contract will
commence at the start of September 2017. The specifications of the new contract will
ensure that Noosa Council are able to offer improved recycling services to residents and
industry and introduce mandatory green waste bin collection to residents.
From early 2017 the Towards Zero Waste campaign will focus on promoting the mandatory
green waste bins that are to be introduced in September 2017. It is anticipated that this will
be a significant behavioural change management project.
WMS will in the next six months produce and implement a Litter Management Plan for the
Noosa Council.
WMS will further review the future options for the delivery of the bulk kerbside collection
and provide a report to Council.
WMS will review the current service to recover and re-use useful items at the Eumundi
Road Resource Recovery Centre and potential future options for social procurement. The
current agreement with Briteside approaches its expiration in August 2017. WMS are also
looking at potential improvements at the site to enable the public to drop off useful items
before crossing the weighbridge (i.e. they will no longer be charged for depositing
potentially useful items).
Page 60 of 148
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Previous Council Consideration
Ordinary Meeting Minutes 10 March 2016, Item 6, Page 4
That Council note the report by the Waste Management Coordinator to the Infrastructure and
Services Committee Meeting dated 1 March 2016 providing an update on the activities of the
Waste Management Section to 31 January 2016
Finance & Risk
Refer to Section 1 – Finance.
The Acting Manager of Waste and Environmental Health has completed a review and update of
the Waste Management Services’ Risk Management Program. This Program is reviewed and
updated regularly.
Consultation
External Consultation - Community & Stakeholder
The recommendations of the first Noosa Community Jury has been used to formulate the
Council’s new Waste Reduction and Recycling Plan.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 61 of 148
Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
10 COMMUNITY SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2015-2016
DOCUMENT INFORM AT ION
Author Director Community Services, Alan (Fox) Rogers
Community Services Department
Index ECM/ Subject/ Branch Management/ Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 9 August 2016 providing an update on operations of the Community
Services Department for the period 1 April to 30 June 2016.
REPORT
The adopted organisation structure includes the following branches under the Community
Services Department:
Community Development and Community Grants;
Community Facilities (including Noosa Community Care, The J, The Bicentennial Centre,
The Noosa Aquatic Centre, and The Noosa Leisure Centre);
Director’s Office;
Local Laws;
Libraries and Galleries; and
Waste, Environmental Health and Cemeteries.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Community Services Department.
Page 62 of 148
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
COMMUNITY SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Community Development
Develop and adopt the Noosa Social Social Strategy adopted Scoping of the Arts, Culture and Develop Terms of reference and
Strategy Implementation Plan reported to Heritage Plan establish the Community Roundtable
Council in July round of meetings Scoping of the Sport and Active Initiatives to support volunteers
Recreation Plan Grow Your Arts
Undertake Community Wellbeing
survey for Noosa local government
area using the Australian Unity
Wellbeing Index
Establish a Noosa Shire Youth
Network – First meeting 9th August
2016
Council Community Grants Program Changes made to Community Chase up overdue acquittals for Prepare for Project and RADF*
including RADF Grants Policy (as per June 2016 grants totaling $6328. Rounds later in the year (*upon
Ordinary meeting resolution) Finalise funding Agreements and securing funds from Arts Qld).
New grant category created - payments coordination and RADF Annual Report to Arts Qld for
Signature Events Grant acquittals / compliance for 16/17 2015-16
16/17 Community Grant Round Community Grants Assisting the development of an
concluded distributing: Progress distribution of the second Economic Development Grant
o 21 Community Project Grants year funding for Sports Fields Program.
(1st round) totalling $102,195 maintenance, Community Halls & Align Community Grants Program
o 5 RADF Grants (1st round) other funded projects to value of priorities with Social Strategy
totalling $30,176 $670,000. initiatives.
o 5 Signature Event Grants Finalise water rebates and building
totalling $47,500 (3 Year insurance grants
agreements)
o 7 Festive Season Event Grants
totalling $35,400 (3 Year
agreements)
o 15 Community Alliance
Agreements (3 Year
agreements)
The Signature, Festive, Alliance
grants will run for 3 years saving
time and effort for the applicants and
Council staff.
Page 63 of 148
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Grants, Networking and Nibbles
Night - brought together community
groups with organisations such as
Noosa Council, Unity Water,
Bendigo Bank, Cooroy Rag, Noosa
FM, Queensland Sport and Rec,
June Canavan Foundation,
University of the Sunshine Coast,
and the Gambling Community
Benefit to talk funding, infrastructure
and support
Training of additional staff in
SmartyGrants as a back-up to
Grants Officer.
Tait Duke Cottage Employment of site supervisor Negotiation of MOU with key Commence construction works
(United Synergies) through external stakeholders – United Synergies, Ongoing media and communications
grant Rotary, Hutchinson’s and Council Secure additional community
Employment of Trainees (United Securing materials for Tait Duke partnerships and future tenancies.
Synergies) through external grant cottage through donations and
Community garden relocation design external grants
workshop undertaken Planning for the Community Garden
Successful submission of funding relocation
application for Stronger
Communities grant - $20,000.
Council Grant Acquisition Application to Arts Qld for 2016/17 Assist and record acquittals, Search for opportunities, promote
RADF funding applications, claims and variations. internally and externally, assist and
Supported Noosa Gymnastics in record acquittals, applications,
obtaining $512,567 funding from the claims and variations.
State Government to expand their Prioritise funding search for Laguna
existing floor space Boardwalk and Rufous Street.
Full reconciliation of Grants Register
with T1 Finance.
Disaster Management Negotiation of MOUs with Discuss the proposal to hold joint
Community Centres and Halls for meetings of the Human and Social
use as Evacuation Centres for Recovery groups (Local and District)
Disaster management with Sunshine Coast Council and
Disaster Management Plan for Dept. of Communities
John’s Landing
Page 64 of 148
Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Renewal of Agreement with Youth Negotiate expired leases on Continue to work with the State
Justice Services for graffiti clean- community halls, community Government (Department of
up, expanding to include centres and sports complexes National Parks, Sport and Racing) to
community service orders and including Cooroy-Noosa Genealogy deliver events in Noosa as part of
currently exploring other Council and Family History Group, Camphor the Building Active Communities
services to include in Agreement. Laurel (Mill Place) Cooroora program
Re-negotiated expired community Woodworkers & Camphor Laurel Update our website presence
leases: Lawson’s Shed, Cooroy
Storage (Johnson Court) Shine Queens Baton Relay preparation
Community Garden, Veggie
Houses, Noosa District Sports Negotiate expired leases on
Complex x 7, Tait Duke Cottage and community halls, community
Village, Ridgewood Hall. Girraween Sports Complex centres and sports complexes
Over 340 registered Active Mums Work with community groups to including Noosa District Junior
participants for round one and develop water efficiency Rugby League, Cooroy badminton
two. management plans Club, Pomona Cooran Rugby
Volunteer Week activities in Work with community partners to League
partnership with Volunteering provide warm bedding for children Work with SevGen Indigenous
Sunshine Coast including and transport to COC Food outlet for organization on planning and
participation in a Volunteer Expo at residents of John’s Landing. delivery of Indigenous Rugby
Noosa Fair (11 stallholders) One Million Stars to End Violence League event
th
Prepared and distributed the 8 project in conjunction with the
edition of the quarterly Community gallery, libraries and community
Connections e-newsletter to not for groups
profits Investigating opportunities to convert
Signs for Cooroy and Noosa Active Mums participants to long
District Sports Complex on order term members of NLC/NAC.
Sports Field Audits undertaken – Come and Try Summer Sports Day
– Tuesday 2nd August
waiting on copies from consultant
Promotion of Sports Tourism Guide
Eligible community facilities now
in partnership with Tourism Noosa
on Council’s insurance register
Investigate Orange Laundry to
Completion of 21 Sports Field audits
service the Noosa Shire
(including soil testing) and Sports
Field Audit Information night Preparation of Branch Plan and
Donation of swags to children Risk Assessments
residing at Johns Landing
Assisting Local Laws with the de-
sexing of dogs at Johns Landing
Unity water sponsorship of portable
shower for people sleeping rough –
first stop Pomona Community House
Page 65 of 148
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Community Facilities
Noosa Aquatic Centre
Finalise NAC service review, Now complete Appointment of two new permanent Refurbish the NAC gym and
incorporating: staff members (Customer Service reposition in the market place
Staff structure and mix review Supervisor and Pool Operations Develop and gain Council approval
Fitness Studio review Supervisor) as per service review for a simpler schedule of fees and
Fees and charges and membership recommendations. charges prior to implementation on
structure review January 1
Development and implementation of a A schedule of recurrent meetings Finalisation of the NAC café bank The ongoing development of the
quality assurance program (specifically with key contractors has been guarantee. Quality Assurance format.
Café/Squad lease contractors) established Investigate direct debit membership
opportunities for Squad program.
Delivery of the following 2015/16 capital All 2015/16 capital projects now N/A N/A
projects complete
25m tiles
LTS heat pump
LTS tiles and grout
Hydraulics audit
Business as Usual activities Completion of WH&S audit in April Accommodate visiting training Completion of condition assessment
2016. camps from Sydney. of pool plant and equipment.
Hosted Sunshine Beach Skate Park L.T.S carnival in August. Issue and confirm agreements
community consultation evening. Issue Request For Quote (RFQ) for relating to the operation of the
Proposed redevelopment displayed fitness studio equipment. Community Pools located at Cooroy,
and community consultation Preparation of Branch Plan and Pomona and Tewantin.
continued. Risk Assessments Award fitness studio equipment RFQ
Development of 2016/17 budget and arrange delivery and installation.
Page 66 of 148
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
The J & BCC
Investigate opportunity for community The J - Held two entrepreneurial Review the 2015/16 events to Ongoing programming review and
events funding to expand events featuring local Sunshine determine 2016/17 priorities event priority given the limited facility
entrepreneurial programming at The J. Coast bands with positive outcomes availability, particularly in The J
for the venue and community. 421 Theatre.
attendees at the first event, 338 at Exploring funding options for future
the second. community events
Finalise and implement business plan Business Plan Completed Ongoing implementation and review Ongoing implementation and review
for The J
Business as Usual activities Successful Noosa Long Weekend Debrief and Review event Implement recommendations for
Festival – positive feedback from 2017 event.
Festival organisers and patrons.
Increased activity and enquiries at N/A Ongoing programming review
The J with increased attendances including consideration of
(up 17% on last year) and events community events/groups.
scheduled.
Capital works funding received for Receive & finalise quotations/ Implement & complete project
additional mezzanine seating at The procurement. for additional seating
J.
Venue acoustics testing approved. Complete Acoustic Testing Review acoustic report and consider
recommendations.
Sound Feast Open Mic nights N/A Continue Sound Feast, providing live
proving successful - increased music and opportunity for the
participation and attendances to community to perform live on stage
over two hundred at this monthly
event.
BCC – support to Noosa Gymnastics BCC - inclusion on project control BCC – monitor and support the
Club following their successful group project.
funding application to extend the
hall. Preparation of Branch Plan and
Risk Assessments
Page 67 of 148
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Leisure Centre
Development of Wallace Park Precinct Updated map of Wallace Park Investigate concerns from Parks Next meeting scheduled for
Group. Precinct, indicating building locations Association regarding cars parking September 2016.
forwarded to all groups, Ambulance on Village Green area next to Continue to liaise with user groups
and Qld Fire & Emergency Services. yarning circle. on WHS and maintenance issues in
Approval for overflow car parking Coordinate extension of overflow car common areas of the precinct and
area to be extended. parking area with Planning & other matters as they arise.
Infrastructure staff.
Work with NLC clubs to improve facilities External Storage Unit – funding Work with resident club Noosa Continue to liaise with NLC clubs as
at NLC including storage and approved for 16/17 Capital Works District Basketball Association necessary for ongoing
scoreboards. program (NDBA) regarding grant possibilities improvements.
for the purpose of upgrading
scoreboards, score benches and
wall mounted basketball systems.
Review Programs at NLC Attendance numbers for Group Ongoing review of all NLC Finalise service review.
Fitness program up 19% compared programs, including introduction of
to 2014/15 financial year. new sports party options as part of
service review.
NLC Reception Refurbishment Refurbishment completed June N/A Signage indicating Café and
2016. Both staff and patrons alike Reception areas to be upgraded in
are delighted with the changes line with the refurbishment changes.
which have proven to be effective in
improving customer service.
Install indoor recycling at NLC Completed. N/A N/A
Business as Usual activities Switchboard located in Wallace Park Kids’ Play Room - Implementation of Commence the retail offering in the
now upgraded to enable generator suggested WHS improvements as refurbished foyer area.
connectivity to the site in the event advised by Kidsafe Queensland. NLC service review.
of an emergency. Preparation of Branch Plan and Establish timelines and coordinate
Attendance numbers for Noosa Risk Assessments approved capital works projects for
Table Tennis Club morning sessions 2016/17 financial year.
have increased significantly, since Preparation for upcoming national
moving from the Bicentennial Hall Crossfit Competition (Oct)
(due to the Noosa Gymnastics Club
move).
Page 68 of 148
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Community Support
Develop business plan for Noosa Team planning day with senior staff To compile and refine information Continue the development of the
Community Support (NCS). was held to develop the short and that was gathered at the team NCS business plan.
long-term directions and priorities. planning day.
Continue to maintain service delivery Successful transition new DEX Move all information from the Home Ongoing database improvements
during funding changes at NCS. reporting system in the My Aged Assist Secure (HAS) database to the with staff training included.
Care portal. TRACCS database to ensure a Investigate an app that could
consistent reporting schedule. minimise the paperwork that our
Community Care Assistants need to
complete as part of their daily
workflow.
Finalise roll out of Noosa Community Reviewed and updated all relevant Design and construct new website Launch website.
Support rebrand. NCS paperwork with our new logo. Finalise rebranding on all buses and
vans.
Business as Usual activities Commonwealth Home Support Introduce a pilot program for the Look into a water exercise program
Program external funding audit was Client Workshop and conduct an for clients in conjunction with the
conducted and NCS met all required opening ceremony for the facility. NAC.
standards. Develop a scope of works for the Submit scope of works for quoting.
Internal fit-out of the Client rendering of the façade of the
Workshop is complete, including centre. Some external repainting
work benches and shadow boards. and the installation of LED lighting
Finalised appointments for vacant throughout the centre to occur. Seek
Community Care Assistant and access to reserve funds for these
Administration Officer positions. works via BR2.
New dining room tables and new The replacement of two buses and
lounge chairs have been purchased associated accessibility aides in
and we have had very positive early 2016/17 is now with
feedback from clients. Procurement.
Preparation of Branch Plan and
Risk Assessments
Page 69 of 148
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Directors Office
Rufous St Precinct Development MCU application for a development Detailed design for the Rufous St Develop application for National
permit and reconfiguration of a lot civil works and the upgrade to Stronger Regions Fund
lodged April 30. Rufous Lane
Public notification period for
submissions with regard to the
Rufous St MCU application opened
June 10 closed July 1.
Council approved the MCU
application with conditions on July
21.
Cooroy Memorial Hall Ongoing liaison with Cooroy RSL Resolve land tenure issues at Continue negotiations with RSL and
and Cooroy Community Memorial Cooroy Memorial Hall and Cooroy CCMHAG to resolve land tenure
Hall Action Group RSL Club. issues.
Attended Public meeting called by
CCMHAG on 22 July
Libraries & Galleries
Finalise Library Service Review Libraries Service Review Top level structure being Recruitment for Digital Services
considered by Council and implemented. Recruitment Library Assistant
finalised June 16 2016 underway for temporary role of Internal EOI’s for vacant Library
Reviewed current staffing model Branch Services Coordinator. Assistant position
and determined future needs Application of transferred budget
New organisational structure to Collections area
developed
Review levels of service for branch Reviewed library branch opening New library opening hours Impact of new opening hours to be
and mobile libraries hours – Noosaville & Cooroy implemented from 11 July 2016 considered
Reviewed mobile library stops. Cessation of Noosa Civic mobile Implementation of new trial NDSHS
Opportunity to provide service to library stop stop
Noosa District State High School Planning for trial of new NDSHS
(NDSHS) junior campus to stop
increase membership and
engagement with young adult
demographic.
Page 70 of 148
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Draft a Collection Development Policy Collection Development Policy and Stakeholder consultation regarding Finalisation and implementation of
for Noosa Library Service Disaster Management Plan drafted draft Plans Plans
Continue to seek alternate funds to Successful delivery of Qld Week Acquittal of Qld Week grant Begin delivery of new grant funded
support library and gallery programs grant-funded Writer’s Festival with Planning for delivery of new grant programs
and activities 345 people attending programs Further grant applications for WW1
Coding and Robotics Grant Centenary and Qld Week 2017
($6500) received from State
Library of QLD to deliver digital
literacy program
Federal Volunteers Grant ($5000)
received to deliver volunteer
literacy tutor training
Complete the eSmart program, by Noosa Library Service has Participation in research Ongoing review of eSmart strategies
developing strategies to manage and completed the formal program and component of eSmart Libraries and practice
educate customers about cyber safety. is now eSmart accredited. Only 3 project and eSmart week
other QLD Libraries have received
this accreditation
Develop and deliver engaging Successful delivery of Cooroy Plan next school holiday libraries & Delivery of school holiday program
programs and events to a variety of Fusion program in conjunction with galleries program in Sept/Oct
audiences within the immediate Cooroy Future Group and Lower Plan for delivery of Tim Winton Host Graeme Simsion event in
community and to visitors to the region Mill Site partners event - booked out within 3 days September
297 children attended the Winter (150 people) Host Tim Winton event in October
School Holiday program Plan for delivery of author,
Proposal to host author, Tim Graeme Simsion, event
Winton, successful.
Develop interpretive panel Design and production complete. Project complete
documenting Mill Place history Panel installed at Lower Mill Site in
Cooroy.
NAO Robotics Project Successful completion of Year Acquittal of project grant Extension of NAO into broader
One Dewey Robotics Program robotics and coding program
Page 71 of 148
Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
First 5 Forever Early Literacy Program First5Forever outreach to childcare Ongoing outreach and 2015/16 Outcomes report to be
and kindergartens, schools and participation in community events prepared
community organisations Incorporation of “library on wheels”
Delivery of regional Early Literacy bicycle
professional development in
partnership with State Library and
CQU
First5Forever outreach “library on
wheels” bicycle received
Upgrade the Spydus Library Planning for upgrade of Spydus Implementation of Spydus 10 test Go-live of Spydus 10 planned for
Management System (LMS) to version LMS environment late September
10 Training of key staff in Spydus 10
new functionality
Art Gallery exhibitions Waves & Water and exhibition to Preparations for the July – Dec Finalising the 2017 exhibition
celebrate the 25th anniversary of Gallery exhibitions including the program which is likely to include a
Noosa Festival of Surfing Making of Midnight Oil touring partnership with regional NSW
2 x National art awards: - Noosa Art exhibition due to open 2 Gallery on touring show involving
Award, Lyn McCrea Memorial September local glass artists, a Singapore artist
Drawing Prize, Reviewing options for future solo show & possibly an exhibition
3 Indigenous exhibitions: delivery of Floating Land from Taiwan artists
Belongingness, Red Desert Art Preparation of Council Report with
Group & As One options for Floating Land
Capital works program Temporary off-site storage in place Planning underway for Develop designs for gallery
Improved storage at Art whilst permanent storage solution refurbishment of Level 1 plant signage
Gallery is implemented room into a suitable storage room Purchase PA
PA External lighting installed Finalising quotes for PA and
Lighting external signage
Gallery signage
Transition of Butter Factory from Operations have settled well under Report received and being Considering future operations Jan
Council management to Cooroy Future community managed model. reviewed from Futures Group re 2017 onwards
Group Forward bookings are strong. first six months of operations Jan
Cooroy Future Group now have – June 2016 six month
GST status. performance
Review Gallery shop operations Richard Harling Cultural Consultant’s report due July 31 Implementation of
Commerce consultancy has recommendations from Gallery
reviewed Gallery Shop operations shop review
Page 72 of 148
Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities EFTPOS installed in both library Preparation for libraries cleaning Conduct tender process for
branches contract tender including finalising Libraries’ cleaning contracts
New Noosa Council Heritage Levy documentation. Commencement of major 16/17
Policy drafted and adopted Preparation of Libraries & projects including RFID project
Galleries 2016/17 Branch Plans planning and design phase of
and Risk Assessments Noosaville Library refurbishment
Local Laws
Review Compliance & Enforcement In partnership with Governance Finalise policy
Policy Branch, review the Compliance and
Enforcement policy
Field Supervisor Paul Digby appointed as Field Review Rostering of On Call and Implement Proactive Patrols and
Supervisor. Paul’s appointment has Proactive patrols revised On Call roster.
provided a huge boost to the team
Recruit to new Parking Officer positions Iian Stimson and Sophie McLaren Sophie McLaren to commence with
have been appointed to the team as NSC on 1/8/16.
full time permanent Local Laws
Officers (Parking and Regulation)
Injury to Mark Revere’s accident Liaison with Mark’s wife and family 51 applicants to be short listed and
to provide support interviews week of 1/8/16
Advertise for backfill of Local Laws
Officer position for 12 months
Introduction of new T1 Parking Successful field trials for Role out of new technology across Commence testing on next phase of
infringement process implementation of new mobile field operations roll out for all other Local Law
technology by Parking Officers infringements
Business as Usual activities Local Laws net budget position Role out of yearly Animal registration Complete templates, including
subject to final budget adjustments renewals emailing of renewals ready for 1
for the 2015/16 was $ Preparation of Local Laws Branch September target.
Develop 2016/17 budget Plan and Risk Assessments
Page 73 of 148
Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Waste & Environmental Health
Waste
New Waste Contract Drafting of contract documents Providing tours of facilities for Evaluation of tenders is expected to
completed on schedule prospective tenderers. take approximately 2 months and be
The Waste Management tender was Answering questions from tenderers completed early November.
released to the public on Saturday on contract specifications, levels of Report to Council recommending a
2nd July 2016. It is open for 8 weeks service, etc. successful tenderer to December
until August 30. round of meetings
A number of major capital works
projects at the Eumundi Rd facility to
prepare the depot and site for the
next waste contract will commence
in the third quarter 2016.
Waste Reduction and Recycling Plan The Waste Reduction and Recycling Ensuring that the actions contained Ensuring that Council’s WR&R Plan
(WR&R) Plan 2016-24 was adopted in the WR&R Plan are rolled out and is considered when reviewing
by Council in June 2016. followed in the new contract and in contract tenders.
the Towards Zero Waste education
and community engagement
activities.
Commissioning of Cell 2.2. The initial layer of waste to protect Plan the methodology to start cutting Commence cutting in and laying
the liner has now been completed & Cell 2.2. in to Cell 2.1. This will join waste at the interface between cells
the cell is now receiving all types of the waste layers between the 2 cells. 2.2 and 2.1.
waste (except for asbestos).
Laying of an intermediate cap on Cell Negotiated a specification for Obtain the capping specification, Commence works on the
2.1. intermediate capping that the review & approve. Nb It is important intermediate capping.
Contractor will lay at their expense to get the capping completed ASAP
prior to expiration of current contract. due to emerging methane release
problems.
Concrete crushing Awarding the contract for concrete Crushing over 10,000 cubic metres Market the crushed concrete.
crushing. of waste concrete for sale.
Hasting St collection trial Completion of a successful trial to Manage several specific concerns Continue with the 6am start time and
collect bins along Hastings St at held by several businesses around also ensure that recycling is
6am to reduce safety issues and noise. optimized along Hastings Street in
congestion. the new contract.
The 6am start time has remained in
place following the trial & received
support from Hastings St Assoc.
Page 74 of 148
Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Bulk kerbside collection Clarified dates with Council and Communicate next collection date to Conduct further investigation into the
contractor for the next collection to the public. preferred options suggested by
commence in April 2017. Council, including opportunities for
Conducted an analysis on potential utilizing social procurement.
future options and presented to a
Council workshop.
Business as Usual activities Continued development of the Commence the 2016-17 capital Continue to closely manage the
landfill disposal areas in accordance works projects at the Eumundi Road major waste contracts as equipment
with the engineers’ fill plans. Resource Recovery Centre. and vehicles enter into the tenth
Appointment of a new Waste Preparation of Branch Plan and year of service.
Management Officer. Risk Assessments Upskill the new Waste Management
Award of the liquid waste collection Officer in disposal and collection
contract. practices and procedure.
Manage the operational challenges
of conducting waste management
services while staff undertake
contract evaluation duties.
Environmental Health
Asbestos handling policy Draft Asbestos handling policy and Ensure appropriate staff have Further prescribed asbestos
associated operating procedure asbestos handling/management handling and management training
completed training to other areas of the business to
Leadership team adoption of the assist with after management of this
asbestos handling policy and issue
operating procedure Develop a data management &
Asbestos Management Plan document retention system in T1 for
included as part of the Disaster recording asbestos investigations in
Management Plan accordance with the Public Health
Further asbestos authorised officer Act requirements
training (legislative prescribed
training) completed by Coordinators
waste and Environmental Health
plus the Vector Control Officer
Page 75 of 148
Section 76
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Risk rating for licensed food premises Developed a draft risk rating for Complete review of risk rating to In partnership with Queensland
licensed food premises enable inspection frequency Health, determine a risk based
assessment inspection process for food premises
Investigating a risk based inspection
Further investigations of risk rating inspections
process for food premises to
systems at other councils Implement risk rating system in
improve food safety outcomes
2016/17 financial year
Commenced assessment of various Progress development of mobility
options to risk rate premises. Have capability
met with Brisbane City Council(BCC) Progress implementation of risk
staff to look at their EatSafe program based inspection process
Commenced looking at mobility
options for EHO staff to enable i.e.
the use of portable electronic
devices rather than paper. This will
also enable electronic transfer of the
inspections date from field to office.
Water monitoring Reviewed water monitoring process N/A
with Unity water when waterways
contamination occurs from sewage
spills
Service level review Progressing service level review in Continuing the service level review Compete service level review
the public health area. process with time and motion study
Benchmarking, process evaluation work to commence over the next 6
underway weeks
Business as Usual activities Ongoing public health water Working with Healthy Waterways on Completion of annual licenced
monitoring program for recreational the water monitoring program for premises inspection program
beaches next season Completion of food stall & market
Monthly food hygiene training Increasing promotion of the online inspections
provide to licensed food proprietors food hygiene program to improve Scoping and commencement of the
and their staff. numbers of trained food handlers previously licensed Environmentally
Commenced after hours inspections Employing a temp EHO to backfill Relevant Activities (ERAs). The
of food stalls and markets vacancy and assist with inspection previous government removed the
Food premises license renewals and complaint workloads. licensing requirement for these
process is underway Preparation of Branch Plan and premises, so there will be a 3 month
Continuing food premises inspection Risk Assessments compliance investigation of these
work which is behind target due to a premises to determine whether or
staff resignation not current work practices are
environmentally safe.
Page 76 of 148
Section 77
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Pest Management
Vector Control Fortnightly trapping project with Finish light trap program for the Continue light trap program for
Queensland Health to determine any Aedes mosquito. Aedes mosquito through winter if
presence of the Aedes species Monthly rat bait trap servicing across required
mosquito that can carry Dengue the district
Continuing assistance with animal
fever or Zika virus. No detections Assisting the Pest & Contract Officer
and weed pest compliance, and
2015/2016 mosquito season had with weed inspections, pig trapping
surveillance work
less mosquito infestation compared work and fox den identification work
to 2014/15 year.- 5 aerial treatments Commencement of aerial mosquito
(1020 hectares) vs. last year 7 aerial treatments and mosquito light
treatments. trapping work
Weekly light trapping caught 2743
mosquitoes total compared to 4971
last year. Ross River Virus
notifications = 82 this year vs. 119
last year. Barma Forest Virus
notifications = 7 vs. 13 last year.
WH&S Reviewed WH&S for firearm storage No further action required
and Poison & Chemical
management at Pomona Depot
Completed firearm proficiency
training
Completed WH&S policy for staff
doing asbestos compliance work
Pest Control Established a prequalified supplier Engagement of contractors to assist Investigating the use of sniffer dogs
arrangement for pest control pest control programs. Required to for fox den location
contract services replace a long term injured staff Engage contractor to carry out den
Implemented wild dog baiting member. detection
program Fireweed management at Eumundi Recruit casual pest control officer for
Trial of remote camera use with road land fill to replace staff member on long term
email capability to enable camera Complete 3rd quarter pest survey work cover leave
activity updating from remote program
locations. This has resulted in Ongoing roadside spray program
significant time saving when carrying Wild pig control at Noosa Airstrip
out trapping programs (avoids on North Shore
going trap inspections if not Finalise arrangements with
required) contractors for delivery of pest
animal trapping services
Page 77 of 148
Section 78
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Investigating the use of new 1080 Purchase additional pig trapping
baiting technology (Canid Pest panels and gates
Injectors) which involves a device Trialling of the use of the Canid Pest
that will directly spray the 1080 into Injectors
the mouth of the dog or fox.
Sunshine Coast Council is currently
trialling the use of this device. The
main advantage with the device is
that there is less likelihood of bait
material being carried by animals or
birdlife to unintended areas, so more
control around unintended animal
access. The device can also be left
in the field for longer periods of time
thereby improving efficacy.
Business as Usual activities 5 x aerial mosquito treatments (1000 Ensure equipment and chemical Tender for mosquito control product
hectares) supplies are sufficient for next supply for the next 12 months
Weekly light trapping occurring season Undertake fox control in Girraween
Completed the 3rd & 4th quarter Pest Baiting & trapping program for wild and Teerwah areas during breeding
Survey program dog and fox control season - fumigation and trapping
Finalised contract with Main Roads Complete wild dog baiting
for roadside spraying program
Cemeteries
Capital works Acquisition of a water tank at Reviewing procedure to simplify Transferring paper records to
Pomona Cemetery for garden headstone application electronic
maintenance and use by the public Reviewing offer of a free niche wall
Annual inspections and maintenance for installation at Tewantin Cemetery
of all the cemeteries to ensure review WH&S requirements when
grounds and enclosures are in good undertaking burials review WH&S
repair and safe for the public. requirements when undertaking
Pomona Cemetery has had 100 burials
plants planted along the fence line to
improve privacy for neighbouring
properties and the public using the
cemetery.
Business as Usual activities Carried out 17 burials, 14 ashes &
made 11 plaques in quarter
Page 78 of 148
Section 79
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Previous Council Consideration
Ordinary Meeting Minutes 16 May 2016
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 10 May 2016 providing an update on operations of the Community
Services Department for the period 1 January 2016 to 31 March 2016.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer to the Mayor & CEO x Community Facilities Financial Services
Executive Support x Community Development ICT
x Libraries & Galleries Procurement & Fleet
x Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 79 of 148
Section 80
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
11 NOOSA AQUATIC CENTRE (NAC) FULL YEAR REPORT TO 30 JUNE 2016
DOCUMENT INFORM AT ION
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services
Index ECM/ Subject/ 72.02 Noosa Aquatic Centre
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 Tuesday 9 August 2016, providing an update on the
activities of the Noosa Aquatic Centre for the 2015/16 financial year.
REPORT
The purpose of this report is to advise Council of the Noosa Aquatic Centre’s (NAC) activities for
the year ending 30 June 2016.
The NAC comprises a 50m Olympic-sized pool, 25m pool, warm down pool/learn to swim pool,
toddlers’ wading 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.
NAC YTD financial performance as at 30 June 2016*
2015/16 2015/16 2015/16 %
Statement of Income and
Current YTD YTD Current YTD
Expenses
Budget Budget Actuals Budget Variance
Total Revenue 1,548,197 1,548,197 1,581,762 102.2% 33,565
Total Expenditure 2,177,097 2,177,097 2,187,282 100.5% (10,185)
Operating Result (628,901) (628,901) (605,520) 23,380
Expenditure Summary
Employee Benefits 1,069,185 1,069,185 1,054,694 98.6% 14,490
Materials & Services 644,876 644,876 663,905 103.0% (19,029)
Finance Costs 0 0 (0) 100.0% 0
Other Expenses 956 956 956 100.0% 0
Depreciation & Amortization 157,911 157,911 157,911 100.0% 0
Internal Charges 304,169 304,169 309,815 101.9% (5,646)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 2,177,097 2,177,097 2,187,282 (10,185)
*Please note the figures above are interim 2015/16 results only as final figures were
unavailable at the time of compiling this report.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Noosa Aquatic Centre
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Operating Result
(500,000)
(1,000,000)
2015/16 2015/16
YTD YTD
Budget Actuals
The NAC’s full year performance saw a positive variance to budget of $23,380. Tight financial
management practices combined with an efficient maintenance program contributed to this
result. Revenue finished $33,565 in front of a challenging budget target, with expenses coming in
slightly over budget by $10,185.
Revenue benefited from a 3% increase in participants of the learn to swim (LTS) program, with
cumulative annual enrolments growing by 102 students to 3,426 this year. This, coupled with an
extra week of programming due to maintenance works being completed ahead of schedule, saw
LTS revenue exceed budgeted revenue by $46,269. This is a fantastic result and is indicative of
the efforts of Rita (LTS Program Supervisor) and her team.
General admission revenue was down on budget by $28,163, mainly due to the temporary
closure of the 25m pool for capital works in July. These works were originally scheduled to occur
in June 2015 and therefore the 2015/16 budget didn’t allow for the associated reduction in
revenue. Additionally, the 3-week closure of the LTS pool for maintenance in April had a slightly
larger than expected flow-on impact on general admission revenue.
The fitness studio has a current membership of 138, which is on par with previous winters. Year-
end revenue finished $5,595 behind budget as a result of member numbers over summer being
lower than expected. A relaunch of the entire studio, combined with a simplified membership and
fee structure, is planned for January 2017. It is expected this relaunch will reinvigorate the studio
and provide a boost to member numbers and revenue.
Group Fitness revenue exceeded budget by $17,069, finishing the year at $93,951. This is an
impressive result and is due the removal of cheaper 6-month and 20-visit passes and only
offering 3-month and 10-visit passes. Group fitness attendance numbers for the year increased
marginally by 204 to 12,548 compared to 12,344 for 2014/15.
Retail operations now comprise the third largest revenue stream at the NAC and continued to
perform well with revenue of $147,346 and costs of goods sold (COGS) of $79,909. This equates
to a profit of $67,437 at a gross profit margin of 45.77%. The NAC team will continue to trial and
review new retail initiatives throughout 2016/17 to aid the centre’s financial performance.
While expenditure generally tracked in line with budget, electricity charges were $5,890 over
budget and water and sewerage charges finished $18,090 higher than budget. The excessive
Page 81 of 148
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
water charges were mainly due to a change in Unity Water’s charging methodology, rather than
increased usage. There was no evidence of electricity usage being higher than previous years,
however bills for the same total consumption can vary greatly as a result of the peak demand
charge.
Collectively, expenditure on water and electricity comprises 13% of all operational expenditure
(exclusive of depreciation and internal charges) and was approximately $51,000 higher in
2015/16 than in 2014/15. Given the high utilities usage and cost, the NAC is very keen to find
ways to become more efficient and sustainable and looks forward to working with the recently
appointed team at Beyond Zero Emissions (BZE) to find ways to do this.
The above overspends were offset by small savings across a number of other areas. While plant
and equipment maintenance finished $26,154 under budget, $18,000 of this was due to a
contractor being unable to complete a job prior to the end of year and as such, management will
look to carryover this allocation into 2016/17’s budget.
2. CUSTOMERS
The NAC recorded 235,039 attendances for the year, a drop of 14,051 from the record
attendances of 249,090 for the 2014/15 financial period. This year’s lower attendance was due to
the pool closures associated with scheduled maintenance.
The drop in attendance numbers saw the operational cost per visit (exclusive of depreciation and
internal charges) shift from $0.50 in 2014/15 to $0.59 in 2015/16. For further context, the centre’s
year-on-year revenue increased by $9,893 (0.63% up), while expenditure rose by just $5,349
(0.25% up) despite, as outlined earlier, water and electricity costs alone increasing by
approximately $51,000.
The NAC continues to have limited capacity during most weekday afternoons due to the
increased popularity of water polo. While lanes are open to the public, these are generally limited
to one or two during the peak times of 3.30pm – 6pm.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
3. STAFFING
The NAC continues to have a large percentage of casual staff and staff numbers have reduced
significantly throughout Terms 2 and 3 while patrons move onto winter pastimes.
Recruitment of two full-time positions was approved as part of the NAC service review. The
positions have been advertised and filled by internal applicants and the team looks forward to
working with the improved structure in place.
Two long-term casuals have recently expressed interest in converting across to full-time roles
and their request is being assessed against the operational needs of the venue.
The NAC Coordinator, NLC Coordinator and the Community Facilities Manager visited
Melbourne in May to inspect nine leisure and aquatic facilities. Melbourne is generally considered
to be the nation’s leading location for state-of-the-art leisure facilities and the trip proved to be
very valuable. Staff made some great connections with other industry professionals and took
away a number of facility and programming ideas that will be further explored over time.
4. SYSTEMS & PROCESSES
A new electronic rostering and time and attendance system has been developed using Microsoft
Excel to help highlight any differences between rostered hours and actual hours worked. This will
provide further control and monitoring of the facility’s largest expense area.
Night swim squads introduced during summer on a Tuesday and Thursday in an effort to
alleviate pressure on the availability of water space during the daytime have remained popular
and have not been suspended over winter as in previous years.
Monday night Aqua classes have been suspended until the weather warms up in September.
5. FUTURE DIRECTION
The NAC service review was completed in February 2016. Its recommendations are being
implemented, with the following actions planned during the first half of the new financial year:
The condensing of crèche hours of operation - leading to annual savings of $15,000 - is
scheduled to take effect from 22 August.
New summer operating hours will commence on 5 October. This will see the facility open
30 minutes earlier each day, while the daily close time will be brought forward by one hour.
A simplified membership and fee structure will be introduced on 1 January subject to
Council approval.
$90,000 of new fitness studio equipment will be sourced and installed and ready for use by
1 January, complementing the simplified membership and fee structure and allowing for a
full relaunch of the studio.
Another of the service review’s recommendations was to enhance existing family change
facilities. This matter has been given some consideration (with some inspiration coming from the
Melbourne facilities’ tour) and it is hoped that plans can be developed and works completed by
end of financial year.
A formal pool plant and equipment inspection will be conducted in early August by Roejen, a
company who specialise in pool plant engineering and technical services. The final report will
feed into the development of a broader facility asset management plan and will ensure improved
asset maintenance and renewal processes moving forward.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
While there are no scheduled capital works for the NAC in 2016/17, a recent report has indicated
works to improve car park drainage and traffic management are of a high priority. The cost of
these works is estimated at $26,000 and emergent works funding will be sought for the project as
part of BR2.
Previous Council Consideration
Ordinary Meeting 10 March 2016 Item 4
That Council note the report by the Noosa Aquatic Centre Coordinator to the Infrastructure and
Services Committee Meeting dated 1 March 2016 providing an update on the activities of the
Noosa Aquatic Centre to 31 January 2016.
Finance & Risk
Refer to Section 1 of this report.
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 to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 84 of 148
Section 85
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
12 NOOSA COMMUNITY SUPPORT FULL YEAR REPORT TO 30 JUNE 2016
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Greg Tucker
Community Services
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 (NCS) Coordinator to the
Services & Organisation Committee meeting dated Tuesday 9 August 2016, providing an update
on the activities of NCS for the 2015/16 financial year.
REPORT
The purpose of this report is to advise Council of the Noosa Community Support (NCS) activities
for the period 1 July 2015 to 30 June 2016.
The services provided utilising the federally funded Commonwealth Home Support Programme
(CHSP) and the state funded Home and Community Care (HACC) program are as follows:
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.
The services provided utilising the state funded Home Assist Secure (HAS) program are as
follows:
information and referrals regarding home safety and security
home maintenance
home modifications.
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.
Page 85 of 148
Section 86
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
NCS YTD financial performance as at 30 June 2016*
Statement of Income and 2015/16 2015/16
Expenses Current YTD 2015/16 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 2,746,449 2,746,449 2,715,202 98.9% (31,248)
Total Expenditure 2,746,449 2,746,449 2,796,119 101.8% (49,669)
Operating Result 0 0 (80,917) (80,917)
Expenditure Summary
Employee Benefits 1,726,517 1,726,517 1,600,138 92.7% 126,379
Materials & Services 507,012 507,012 679,903 134.1% (172,891)
Finance Costs 0.0% 0
Other Expenses 0 0 476 100.0% (476)
Depreciation & Amortization 48,813 48,813 48,813 100.0% 0
Internal Charges 464,108 464,108 466,789 100.6% (2,681)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 2,746,449 2,746,449 2,796,119 (49,669)
*Please note the figures above are interim 2015/16 results only as final figures were
unavailable at the time of compiling this report.
Noosa Community Support
3,000,000
2,000,000
1,000,000
0
Total Revenue Total Expenditure Operating Result
(1,000,000)
2015/16 2015/16
YTD YTD
Budget Actuals
NCS operates under funding agreements with both the State and Federal Governments. In
November 2015, NCS received a funding offer of $4.949m from the Federal Government’s CHSP
program. This funding offer allowed NCS to continue to provide its services to the community
until at least 30 June 2018 and was formally accepted by Council at its December 2015 meeting.
The requirements of the various funding agreements dictate that NCS should aim to perform to a
‘zero bottom line’ standard, ie. that all funding received should be fully expended on relevant
programs and services. In past years when NCS has delivered surpluses the additional funds
have been transferred to a reserve account which can be accessed at a later date for NCS
related activities. In 2015/16 the reserve account, which contains adequate funds, will be utilised
to cover the operating deficit of $80,917.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
This deficit was driven by both a shortfall in fee generated revenue and overspends in contract
services, materials and equipment. The shortfall in fees came mainly as a result of the disruption
caused by the introduction of My Aged Care, a new system designed to be the main entry point
to aged care for all Australians. The roll-out of this system was far from smooth and as such,
caused major disruption to NCS’ normal flow of clients and in turn, the fees received from clients.
Increased demand and delivery of services (hours of services delivered up 8.23% on 2014/15)
led to the expenditure overruns. While this hasn’t caused any immediate issues for NCS (as the
extra funds can be accessed from the reserve account) more prudent financial management is
required in future years to ensure this situation doesn’t repeat itself.
2. CUSTOMERS
NCS Summary YTD Outputs
1 July 2015 to 30 June 2016
Services
Service provided
Allied Health Care 500
Case Management 49
Social Support - Group 9,687
Counselling/support info and advocacy - client 106
Domestic Assistance 4,628
Home Maintenance 3,933
Home Modification 1,283
Personal Care 700
Flexible Respite 734
Social support - Individual 1,861
Transport 14,147
Total 37,628
The eleven listed services have delivered a total of 84,422 hours of service to NCS clients during
this period.
Noosa Home Assist Summary YTD Outputs
1 July 2015 to 30 June 2016
Services
Service provided
Information & Referral
Information and Referral 840
Home Maintenance
Critical Health and Safety resolved 1193
Improved physical access 251
Standard Maintenance Inspections 252
The above three services delivered a total of 3,975 hours of service to clients through Noosa
Home Assist Secure during this period.
Page 87 of 148
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
3. STAFFING
Linda Wylie was appointed to the position of Team Leader Business Development early in the
financial year. Since commencing in this role Linda has added much value to the team and has
streamlined and improved several key processes and procedures. Linda’s hard work was a
significant contributor to the ease at which the team passed the recent CHSP audit. Linda’s
current challenge is to put the team in a strong position to handle any changes to current funding
models.
Aside from usual staff comings and goings there were no other staffing matters of significance to
report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
The refurbishment of the Respite Centre completed in September 2015 continues to draw
praise from staff, clients and visitors alike.
In the past few months the HAS team has moved to using the TRACCS database that is
currently used by the centre-based team. This means that one database is now used
across both NCS teams which allows for increased efficiencies in delivering services to
clients.
Internal policies and procedures have been reveiwed, approved and uploaded to the NCS
quality system, located within Council’s intranet. These documents will ensure compliance
with funding body requirements and will also ensure NCS continues to lead the way with
best practice processes.
A review of all operational forms and the centre’s operation manual will soon take place.
New signage has been applied to the NCS buses. As per Council’s brand manual, the NCS
branding is used in isolation of Council’s standard logo on these vehicles to help build
brand clarity and awareness. However as the photo below clearly illustrates the new
branding clearly acknowledges that Noosa Community Support is a Noosa Council Service.
The client workshop – aimed at offering a new activity to clients who struggle to connect
with more traditional centre-based activities – has recently been completed and is in the
process of piloting some sessions before officially launching in the near future. See below
for pictures:
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
NCS has purchased eight iPads and tablets for client use within the centre. These devices
have proved to be popular and the team has received some tremendous feedback from
clients who are loving their new found tablet dexterity!
Page 89 of 148
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
5. FUTURE DIRECTION
Continue to progress with the roll-out of new NCS branding, including the launch of a new
NCS website.
Source indicative costs and subsequently apply to utilise reserve funds for the rendering of
the centre façade, repainting of the original timberwork and the changeover of old lighting
to LED solutions. These works would complete the update of the centre, following the
centre refurbishment earlier in the financial year.
Continue to develop a culture of less paper usage (not quite paperless… yet) by ensuring
staff are confident in trusting data storage systems.
Previous Council Consideration
Ordinary Meeting 10 March 2016 Item 3
That Council note the report by the Noosa Community Support Coordinator to the Infrastructure
and Services Committee Meeting dated 1 March 2016 providing an update on the activities of
Noosa Community Support to 31 January 2016.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Page 90 of 148
Section 91
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Page 91 of 148
Section 92
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
13 NOOSA LEISURE CENTRE (NLC) FULL YEAR REPORT TO 30 JUNE 2016
DOCUMENT INFORM AT ION
Author Noosa Leisure Centre Coordinator, Cathy Simon
Community Services
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 Tuesday 9 August 2016, providing an update on the
activities of the Noosa Leisure Centre for the 2015/16 financial year.
REPORT
The purpose of this report is to advise Council of the Noosa Leisure Centre’s (NLC) activities for
the year ending 30 June 2016.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, kids’ play
room (formerly the Jump Bunch room), group fitness classes, indoor rock climbing, corporate
training including Council programs and school sessions, special events and venue hire. Meeting
and conference rooms are also available for hire. The indoor rock climbing and yoga classes are
managed by external contractors.
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 YTD financial performance as at 30 June 2016*
Statement of Income and 2015/16 2015/16
Expenses Current YTD 2015/16 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 464,908 464,908 464,260 99.9% (648)
Total Expenditure 1,032,776 1,032,776 1,010,412 97.8% 22,364
Operating Result (567,868) (567,868) (546,152) 21,716
Expenditure Summary
Employee Benefits 451,352 451,352 417,755 92.6% 33,597
Materials & Services 286,027 286,027 296,534 103.7% (10,507)
Finance Costs 0 0 3 100.0% (3)
Other Expenses 2,823 2,823 2,823 100.0% 0
Depreciation & Amortization 141,658 141,658 141,658 100.0% 0
Internal Charges 150,917 150,917 151,640 100.5% (723)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 1,032,776 1,032,776 1,010,412 22,364
*Please note the figures above are interim 2015/16 results only as final figures were
unavailable at the time of compiling this report.
Page 92 of 148
Section 93
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Noosa Leisure Centre
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
(200,000) Total Revenue Total Expenditure Operating Result
(400,000)
(600,000)
(800,000)
2015/16 2015/16
YTD YTD
Budget Actuals
While total revenue finished the year extremely close to budget, falling just $648 short of the
budget target, there were some variances across the various revenue streams.
The café and retail operations performed strongly with revenue coming in $19,620 ahead of
budget, thanks in large part to high attendances at major events (covered in more detail later in
the report). What was particularly pleasing was that café and retail operations expenditure was
just $2,847 over budget, leading to a net bettering of budget of $16,773.
Group fitness revenue also performed strongly with attendances up almost 20% on last year.
This saw revenue exceed budget by $19,378 and with expenditure also down by $8,016 thanks
to tight financial management, the program exceeded net budget by $27,385.
Venue hire missed budget by $19,710, due mainly to a cancellation of a series of special event
bookings, and also due to a significant decrease in weekend court hire by Noosa District
Basketball Association (NDBA). This decrease came as a result of a merge between clubs on the
Sunshine Coast which subsequently affected where games were played.
Large variances to budget were seen in the kids’ playroom activity and came as a result of
converting the area across from the former Jump Bunch program. While revenue was down
against budget by $14,994, this was more than offset by the expenditure savings of $28,725,
comprising mainly of labour savings as the playroom is not staffed. Overall the activity bettered
budget by $14,031 and offered a new and valued service to parents with young children.
A maintenance underspend of $9,364 partially offset a series of small overspends in other
materials and services accountants. Labour savings totalled $33,596 (mainly as a result of the
Jump Bunch program changes outlined above, with total expenditure finishing the year $22,364
under budget.
2. CUSTOMERS
NLC recorded 89,840 attendances for the year, up 3.76% on the previous year’s total of 86,582.
This equates to an operational cost per visit (exclusive of depreciation and internal charges) of
$2.81 per person, up very marginally from $2.77 in 2014/15. For further context, the centre’s
year-on-year revenue increased by $9,201 (2.02% up), while expenditure rose by $30,857
(3.15% up).
Page 93 of 148
Section 94
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
NLC Attendance Comparison
90,000
85,000
80,000
75,000
70,000 89,840
86,582
65,000
60,000
55,000
50,000
2014/15 2015/16
The increase in attendances was predominantly due to several major event bookings throughout
the year, including:
Noosa Long Weekend Festival (NLWF) performances by Opera Australia and the NLWF
Orchestra.
Atalanta Jamboree badminton championships.
The 2015 Contender of the Codes boxing event.
The Rotary Noosa Daybreak Bookfest fundraiser.
3. STAFFING
NLC has one full-time member of staff (NLC Coordinator) and approximately 15 casual staff. A
focus throughout the year has been the upskilling of casual staff across multiple roles. This has
led to a more flexible team and has created some efficiencies by allowing staff to cover two areas
of responsibility during a single shift.
The NLC Coordinator, NAC Coordinator and the Community Facilities Manager visited
Melbourne in May to inspect nine leisure and aquatic facilities. Melbourne is generally considered
to be the nation’s leading location for state-of-the-art leisure facilities and the trip proved to be
very valuable. Staff made some great connections with other industry professionals and took
away a number of facility and programming ideas that will be further explored over time.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
As one of Council’s nominated emergency evacuation centres, NLC recently upgraded the
switchboard located in Wallace Park to enable generator compatibility at the site. This will
allow the evacuation centre to continue to function without mains power in the event of a
power outage.
Indoor recycling bins were installed throughout the centre.
The reception area refurbishment was completed in June as part of the annual capital
works program. Both staff and patrons alike have been delighted by the changes, which
have proven to be effective in improving customer service. The photos below show the
improvements to the centre. Note that signage is still to be upgraded in both café and
reception areas in line with the refurbishment. This will take place at the start of the new
financial year.
Page 94 of 148
Section 95
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Reception before upgrade:
Reception after upgrade:
Page 95 of 148
Section 96
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
FUTURE DIRECTION
A service review of NLC has commenced and is expected to be completed by November.
Work has commenced on establishing a new retail area at NLC within the refurbished
reception area. A variety of items will soon be available for purchase.
The NLC Coordinator will work with resident NLC club, the Noosa District Basketball
Association (NDBA), in pursuing mutually beneficial grant opportunities.
Operational hours for the crèche will be condensed from 22 August 2016 (in line with the
previously considered budget initiative), leading to financial savings of $21,553.
A number of capital works projects have been approved for 2016/17, including the
installation of energy efficient stadium lights, cooling fans for the stadium, an external
storage shed, a new stadium floor scrubber, and repairs to the café floor tiles. The NLC
Coordinator is currently preparing a schedule to ensure all works are completed on time.
As indicated earlier in the report, signage is soon to be upgraded in both the café and
reception areas.
Previous Council Consideration
Ordinary Meeting 10 March 2016 Item 2
That Council note the report by the Leisure Centre Coordinator to the Infrastructure and Services
Committee Meeting dated 1 March 2016 providing an update on the activities of the Noosa
Leisure Centre to 31 January 2016.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 96 of 148
Section 97
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
14 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) FULL YEAR REPORT TO 30
JUNE 2016
DOCUMENT INFORM AT ION
Author The J & BCC Coordinator, Scott Braby
Community Services
Index ECM/ Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by The J & BCC Coordinator to the Services & Organisation
Committee meeting dated Tuesday 9 August 2016, providing an update on the activities of The J
and BCC for the 2015/16 financial year.
REPORT
The purpose of this report is to update Council on The J and BCC’s activities for the year ending
30 June 2016.
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 (and TAFE) and Noosa Community Radio.
The J is the venue of choice for a number of community groups including Noosa Chorale, Noosa
Heads Jazz Club, Noosa Music Society, Independent Retirees Association, Hillsong Church, and
numerous school and commercial dance/theatre groups who conduct a range of youth activities,
performances, awards and presentation ceremonies.
The J is a unique facility that includes a 330 seat theatre. It also offers a combination of 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 is used by individual community members and organisations for a variety of
community, sporting and cultural activities including educational classes, meetings, rehearsals,
workshops, presentations and social events. The BCC Main Hall is the permanent home of the
Noosa Gymnastics Club. The adjacent demountable building hosts a permanent user, the Little
Seeds Theatre Group, and negotiations are underway for Noosa Montessori School to undertake
a long-term lease in the building.
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.
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Section 98
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The J YTD financial performance as at 30 June 2016*
Statement of Income and 2015/16 2015/16
Expenses Current YTD 2015/16 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 466,625 466,625 518,678 111.2% 52,053
Total Expenditure 1,200,171 1,200,171 1,260,840 105.1% (60,669)
Operating Result (733,546) (733,546) (742,163) (8,616)
Expenditure Summary
Employee Benefits 363,435 363,435 401,987 110.6% (38,553)
Materials & Services 365,732 365,732 383,082 104.7% (17,350)
Finance Costs 0 0 11 100.0% (11)
Other Expenses 930 930 1,354 145.6% (424)
Depreciation & Amortization 274,511 274,511 274,511 100.0% 0
Internal Charges 195,563 195,563 199,895 102.2% (4,331)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 1,200,171 1,200,171 1,260,840 (60,669)
*Please note the figures above are interim 2015/16 results only as final figures were
unavailable at the time of compiling this report.
The J Community Centre
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Operating Result
(500,000)
(1,000,000)
2015/16 2015/16
YTD YTD
Budget Actuals
The J delivered a positive variance to revenue budget of $52,053 following a very busy year.
Unfortunately the expenditure budget was also exceeded and the $60,669 overrun led to a net
financial performance of $8,616 over budget.
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Section 99
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The strong revenue result was particularly pleasing given there was no income from the sale of
Noosa Food & Wine Festival tickets (following a change of event manager), despite being
budgeted for at $15,000. Furthermore, a reduction in venue hire revenue from Hillsong Church of
approximately $8,600, after they shifted some events to an alternative facility, also reduced
revenue.
Despite the above, most revenue streams finished ahead of budget, with bar and kiosk sales,
venue hire, and ticket sales all experiencing positive budget variances of close to $20,000 each.
Almost the entire expenditure overrun of $60,669 was associated with the direct costs of
delivering events and was to a large degree offset by the increased revenue. In hindsight the
labour budget was just too lean and subsequently finished $38,552 over budget, despite
management’s best efforts to run the facility as efficiently as possible.
Other expenditure overruns included $11,175 of contractor services (AV techs) and $6,794 of bar
costs of goods sold.
BCC YTD financial performance as at 30 June 2016*
Statement of Income and 2015/16 2015/16
Expenses Current YTD 2015/16 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 108,724 108,724 102,844 94.6% (5,880)
Total Expenditure 142,592 142,592 117,944 82.7% 24,647
Operating Result (33,868) (33,868) (15,101) 18,767
Expenditure Summary
Employee Benefits 10,800 10,800 11,401 105.6% (601)
Materials & Services 67,786 67,786 42,467 62.6% 25,318
Finance Costs 0 0 0 0.0% 0
Other Expenses 476 476 476 100.0% 0
Depreciation & Amortization 49,835 49,835 49,835 100.0% 0
Internal Charges 13,695 13,695 13,765 100.5% (70)
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 142,592 142,592 117,944 24,647
*Please note the figures above are interim 2015/16 results only as final figures were
unavailable at the time of compiling this report.
Bicentennial Community Centre
200,000
150,000
100,000
50,000
0
Total Revenue Total Expenditure Operating Result
(50,000)
2015/16 2015/16
YTD YTD
Budget Actuals
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
BCC revenue finished under budget by $5,880. The budget included a $7,000 provision for the
recoupment of legal fees related to the drafting of a lease, however because the lease wasn’t
drafted, there were no fees to recoup. As such, a comparative saving of $7,000 was mirrored in
the expenditure ledger.
Total expenditure finished $24,647 less than budget with a $20,101 underspend on building
maintenance being the main contributor to savings. Very little maintenance was required
throughout the year due to a number of issues being addressed the previous year. Next year’s
maintenance expenditure is expected to return to budgeted levels.
It is pleasing to note that the facility’s annual cost to Council has reduced significantly to an all-
time low of just $15,101, inclusive of depreciation and internal charges.
2. CUSTOMERS
The J
An overview of users and events accommodated at The J over the past 12 months is as follows:
Education/Schools/Govt - performances and presentations
Noosa Christian College
St Thomas More Primary School
St Teresa’s Catholic College
St Andrews Anglican College
Good Shepherd Lutheran College
Peregian Beach College
Fitness Rox School Aerobics
Noosa Professional Dance Academy
Performing Arts Factory
Sunshine Coast Youth Theatre
USC
CQU
James Cook University
TAFE
Lexis English College
Noosa Flexible Learning
Dept National Parks, Sport & Recreation
Community groups
Noosa Chorale
Noosa Heads Jazz Club
Noosa Music Society
Noosa Chamber of Commerce
Noosa Biosphere
Tewantin Noosa Lions Club
Sunshine Beach SLSC
Noosa Lions Club
Noosa Red Cross
Community Focus Association
Business Mentoring
Aust Bureau of Statistics
Endeavour Foundation
United Synergies
Noosa Community Radio
Regional Development Aust
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Special events
Noosa Long Weekend Festival
Noosa Food & Wine
Australian Citizenship Ceremonies
Noosa Jazz Party
Comedy
Melbourne International Road Show
Sydney Comedy Festival
Jimeoin
Live music/bands
Richard Clapton
Sound Feast Open Mic/Live Music night (monthly event)
Planet Bliss Concerts
Theatre
Sunshine Coast Youth Theatre
Little Seed Theatre Company
Coast Academy of Song & Dance
Film
Flickerfest
Manhattan Short Film Festival
Noosa Surf Film Festival
Ocean Film Festival
Schnit Film Festival
Full Year Attendance Comparison
80000 76,970
75000
70000
65,752
65000 61,738
60000
Attendances
55000
50000
45000
40000
35000
30000
25000
13/14 14/15 15/16
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Section 102
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The above attendance figures are inclusive of university attendance and all events and bookings
at The J. Significant attendance growth at The J is evident with attendances increasing 17% over
the past year. This brought the total operational cost per visit (exclusive of depreciation and
internal charges) down from $4.14 in 2014/15 to $3.48 in 2015/16, a 15.94% reduction. For
further context, 2015/16 revenue increased by $58,511 (12.71% growth), while expenditure
increased by $59,670 (up 4.97%).
BCC
The Main Hall is leased by Noosa Gymnastics Club who recently received State Government
funding to extend the Main Hall, with works expected to commence at some point in 2016/17.
The Demountable building is currently permanently utilised by Little Seed Theatre Company, with
negotiations underway with the group to commence a community school campus from the
beginning of 2017. It is management’s intention to enter into a lease agreement with the school.
The remaining building, the ‘Annex’, continues to be available to community groups and small
businesses to hire on a casual basis. The Annex is currently utilised by a range of users including
but not limited to the following:
Little Seed Theatre Company
Noosa Folk Dancers
Zumba
Kids Fitness
Yoga
Meditation
Kings House Church
GANG Ministries
3. STAFFING
The J staff 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.
It is important to note that the business plan that was noted by Council in late 2015 highlighted
that staff capacity would need to be increased in 2016/17 to improve The J’s ability to grow. The
budget has been moderately increased accordingly but will still be very tight when trying to
deliver the level of events that are now flowing through to the venue. Additionally, existing
permanent staff are working extremely hard across a wide range of hours and this is verging on
becoming unsustainable. Senior management must be mindful of this and should take measures
to prevent employee burnout and ensure the venue’s long-term viability.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Regular reviews and updating of operational systems and processes is ongoing and will
continue with ongoing reference to the service review and business plan.
The J fully utilised the $20,000 allocated to trial entrepreneurial events in 2015/16. Two live
music events were delivered on 21 May and 25 June respectively under the banner of
‘Planet Bliss’. These two events were designed to highlight The J’s potential as a live music
venue and build upon the success of the monthly Sound Feast nights (open mic and up-
and-coming performers) which commenced in January 2016.
The first event attracted 421 attendees while the second event saw 338 people attend. The
second event suffered from a clash with the Verriedale Full Moon Dance and in hindsight
probably also followed on from the first event too quickly.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
The two events generated combined revenue of $35,812, while combined expenditure
came in at $41,030, leading to a total net cost of $5,218. While the events didn’t produce a
financial return, many valuable lessons were learnt and the community benefited from the
opportunity to attend such high calibre performances. A more in-depth analysis and debrief
of the events will be provided to the leadership team shortly.
FUTURE DIRECTION
The J
The service review and business plan confirmed The J’s role as a multipurpose community
venue that caters for a wide range of events, users and activities. Continued focus on the
directives and outcomes of the service review and business plan, while continuing to meet
existing client expectations, is a priority moving forward.
The initial 10-year lease term with the University of the Sunshine Coast (USC) expires on
31 December 2016. Early discussions with USC have revealed their desire to activate a
second term of 10 years, as per the option provision within the lease. A formal meeting with
USC will take place shortly and following that, a written request seeking the activation of
the second 10-year option is expected.
Provision of up to 60 additional seats in the upper mezzanine section as per approved
2016/17 capital works project.
Commencement of renewal of ageing sound and lighting equipment in line with funding
allocated in the 2016/17 capital works program.
BCC
As touched on earlier in this report, management will look to enter into a lease for the
Demountable building at BCC for permanent use as a community school campus.
Noosa Gymnastics Club was recently successful in their application for a $512,567 Get
Playing Plus grant from the State Government. The club will match this amount and will use
the funds to extend the hall at BCC. Council officers will play an active role in this project
via the Project Control Group. Meetings will commence shortly and construction is
expected to begin at some point in 2016/17.
Previous Council Consideration
Ordinary Meeting 10 March 2016 Item 5
That Council note the report by The J and BCC Centre Coordinator to the Infrastructure and
Services Committee Meeting dated 1 March 2016 providing an update on the activities of The J
and BCC to 31 January 2016.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
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Section 104
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Disaster Management
Governance Infrastructure Planning & Design
Human Resources Planning & Environment
Sustainability Strategic Land Use Planning
Page 104 of 148
Section 105
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 AUGUST 2016
15 NOOSA HOLIDAY PARK & CAMPGROUNDS UPDATE REPORT TO 30 JUNE 2016
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services
Index ECM/Subject: 8.16 Camping and Caravan Facilities (General)
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 9 August 2016 providing an update on operations of the Noosa Holiday Park and
Campgrounds for the period 1 January 2016 to 30 June 2016.
REPORT
Noosa Shire Council operates one holiday park and two campgrounds which offer a wide variety
of unique experiences for visitors. These Council business activities operate under a
management agreement with varying terms to suite the scale of the operation. These
agreements are administered by Council’s Property branch.
FINANCIAL PERFORMANCE
Boreen Point 2015/16 2015/16 2015/16 % YTD
Campground Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 398,000 398,000 441,301 110.9% 43,301
Total Expenditure 341,735 341,735 341,722 100.0% 13
Operating Surplus / (Deficit) 56,265 56,265 99,579 43,314
Key Comments Boreen Point Campground
Actual operating revenue for the 2015/16 financial year has exceeded budget due primarily
to favourable weather conditions over the holiday periods.
Operating expenses for the 2015/16 financial year were in line with budget.
Noosa River Holiday Park 2015/16 2015/16 2015/16 % YTD
Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 1,997,600 1,997,600 2,083,107 104.3% 85,507
Total Expenditure 1,390,420 1,390,420 1,469,909 105.7% (79,489)
Operating Surplus / (Deficit) 607,180 607,180 613,198 6,018
Key Comments Noosa River Holiday Park
Similar to Boreen Point, actual operating revenue for the 2015/16 financial year for Noosa
River has exceeded budget due primarily to favourable weather conditions over the holiday
periods.
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The text continues on section 106.