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2020-05-12 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 12 May 2020
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 83 (of 119)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 AUDIT & RISK COMMITTEE MEMBERSHIP 3
2 AMENDMENT TO COUNCILLORS ACCEPTABLE REQUESTS GUIDELINES
POLICY 11
3 COUNCILLORS EXPENSES REIMBURSEMENT AND PROVISION OF
FACILITIES POLICY 17
4 COUNCILLOR REPRESENTATION ON VARIOUS BOARDS, EXTERNAL
ORGANISATIONS AND WORKING GROUPS 25
5 COMMUNITY DISASTER RESPONSE AND RECOVERY GRANTS PROGRAM 31
REPORTS FOR NOTING BY THE COMMITTEE 45
6 WASTE MANAGEMENT - 6 MONTHLY REPORT 45
7 COMMUNITY SERVICES DEPARTMENT UPDATE - 3RD QUARTER 2019-2020 61
8 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 3RD QUARTER 2019-
2020 75
9 CORPORATE SERVICES DEPARTMENT UPDATE - 3RD QUARTER 2019-20 88
10 EXECUTIVE SERVICES DEPARTMENT REPORT 3RD QUARTER 2019-20 96
11 OPERATIONAL PLAN PROGRESS REPORT - 3RD QUARTER 2019-20 106
CLOSED SESSION -
Page 2 of 119
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 AUDIT & RISK COMMITTEE MEMBERSHIP
DOCUMENT INFORM AT ION
Author Governance Advisor, Diana Stewart
Executive Services Department
Index ECM/ Subject/ Audit Committee
Attachments 1. Audit and Risk Committee Charter
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Governance Advisor to the Services & Organisation Committee
Meeting dated 12 May 2020 and:
1. Adopt the Audit and Risk Committee’s updated Audit & Risk Committee Charter provided as
Attachment 1 to the report;
2. Endorse the appointment of Mayor Stewart and Councillor Lorentson to the Audit and Risk
Committee; and
3. Approve the extension of the Audit & Risk Committee Chairperson’s term from 30 August
2020 to 31 December 2020.
REPORT
The purpose of this report is to seek adoption of several changes to Council’s Audit and Risk
Committee including the structure of Committee membership, recruitment and sitting fees.
1. Background
The Audit and Risk Committee (the Committee) performs a crucial advisory function to Council for
the effective discharge of the responsibilities prescribed in the Queensland Local Government Act
2009, the Local Government Regulation 2012 and other relevant legislation and prescribed
requirements. In particular, Council conducts Audit and Risk Committee meetings to promote good
corporate governance through the provision of independent comment, advice and counsel on audit
and risk management issues covering a wide range of Council operations and projects.
Furthermore, the Committee provides reasonable independent assurance to Council that its core
business goals and objectives are being achieved in an efficient and economical manner, within
an appropriate framework of internal control and risk management. The discharge of this
responsibility principally involves the consideration of audit-related findings and risks highlighted
and reported in respect of performance management.
2. Committee membership
In accordance with section 210 of the Local Government Regulations 2012 (QLD), the Committee
currently comprises the Mayor, one Councillor and two expert independent external members who
hold a minimum of four formal committee meetings each year. The Committee has a Charter and
conducts an annual assessment of its performance.
Page 3 of 119
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Periodic rotation of Committee membership is encouraged in order to raise awareness of the
Committee’s function and ensure Councillors, especially new Councillors that commence post-
election, can participate and introduce new perspectives to deliberations. It is proposed that the
current Councillor membership, as set out in the Charter, is updated to remove the Mayor as a
mandated member and specify that two Councillors are to be members (one of whom can of
course be the Mayor). This will provide the Council with more flexibility in the future in regards to
membership of this Committee.
This proposed amendment has been made to Attachment 1.
3. Recruitment
In February 2020, the Audit and Risk Committee identified the need to commence recruitment for
a new Chair because the current Chair (Scott Williams) will complete his term on the Committee
by 30 August 2020.1
Due to the rapidly evolving situation with coronavirus (COVID-19), changing working environments
and the requirement for people to socially distance, it is proposed that any recruitment activities for
a new Chair are delayed until Council returns to normal operating functions. Accordingly, it is
proposed that the current Chair’s term is extended to 31 December 2020. A recruitment process
for the replacement of this external member will then occur during the second half of this year and
a recommendation made to Council regarding that appointment.
4. Committee membership fees
The external Committee members currently receive a payment of $300 per meeting to cover any
associated travel and other related expenses. Other than the expense reimbursement, the
positions are unpaid and confirm the external members’ commitment to serving the Noosa
community.
In alignment with commercial standards, Council proposes to increase the sitting fees to:
Chair - $800 per meeting
Other external member - $600 per meeting.
Previous Council Consideration
Ordinary Meeting Minutes, 19 April 2018, Item 3, Page 12
That Council note the report by the Governance Advisor to the Services & Organisation Committee
Meeting dated 10 April 2018 and authorise the Chief Executive Officer to:
A. Extend the appointment term of External Audit and Risk Committee Member, Mr Cameron
Jaggers for a further year from 30 August 2018 to 30 August 2019;
B. Extend the appointment term of External Audit and Risk Committee Member, Mr Scott
Williams for a further two years from 30 August 2018 to 30 August 2020; and
C. Call for Expressions of Interest at the end of each of these appointment terms to identify and
select suitably qualified external members.
Ordinary Meeting Minutes, 18 July 2019, Item 9, Page 19
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 15 July 2019 in relation to the upcoming vacancy for an external member on Council’s Audit
and Risk Committee and:
A. Thank Cameron Jaggers for his outstanding contribution to the Audit and Risk Committee in
his capacity as an external member of that committee for the past five years; and
B. Appoint Tim Cronin as an external member of the Audit Committee for a term of two years.
1 Term of appointment as per Council resolution - Ordinary Meeting Minutes, 19 April 2018
Page 4 of 119
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Finance
The external Committee members to receive a payment of $800 and $600 respectively per meeting
to cover any associated travel and other related expenses.
Risks & Opportunities
Periodic rotation of Committee Members contributes to maintaining the independence of the
Committee and introduces new perspectives to deliberations. It is important to balance stability
of membership against the benefits of periodically refreshing committee membership, to maintain
a sufficient level of knowledge and experience on the Committee.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
X Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 5 of 119
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Page 6 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
ATTACHMENT 1
a MENees Council Policy
© | COUNCIL AUDIT AND RISK COMMITTEE
Corporate Plan Reference: ‘Excellence as a Council’
Endorsed by Council on: 21 May 2020
Policy Owner and Department: | Chief Executive Officer
1. Function, Role and Duties of the Audit Committee
The Audit Committee will act as an advisory committee to Council in the effective discharge of the
responsibilities prescribed in the Queensland Local Government Act 2009, the Local Government
Regulation 2012 and other relevant legislation and prescribed requirements. In doing so, it will
provide independent comment, advice and counsel on audit and risk management matters covering
all Council operations and projects reported and considered by the Committee at its regular meetings.
The Committee does not replace or replicate established management responsibilities and
delegations, the responsibilities of other executive management groups within Council, or the
reporting lines and responsibilities of the internal audit, external audit or risk management functions.
The Committee will provide prompt and constructive reports on its findings directly to Council,
particularly when issues are identified that could present a material risk or threat to Council.
In the discharge of its responsibilities, a key duty of the Committee will be to provide reasonable
independent assurance to Council that its core business goals and objectives are being achieved in
an efficient and economical manner, within an appropriate framework of internal control and risk
management. The discharge of this responsibility principally involves the consideration of audit-
related findings and risks highlighted and reported in respect of performance management.
In the assessment of audit findings, the Committee must take into account management's responses
and recommendations in relation to such matters.
The Audit and Risk Committee’s core duties are to:
e Assess and contribute to the audit planning processes relating to the risks and threats to Council,
taking into account the financial and operational environment in which it operates and its
performance management framework;
e Review the draft financial statements prior to submission to the Auditors, and review of the final
financial statements prior to adoption by Council;
e Review Council’s draft Annual Report prior to adoption by Council;
e Assess and enhance Council’s corporate governance, including its systems of internal control;
e Oversee and appraise Council's financial, operational and compliance reporting processes;
e Review and approve annual internal audit plan based on risk assessments;
e Annually review Council’s insurance coverage;
e Review external and internal audit findings and monitor implementation outcomes;
e Provide advice to Council on the annual internal audit budget and oversight of the internal audit
function;
e Review Council’s internal controls to ensure they are best practice and for fraud and risk
prevention; and
e Advise Council regarding the management of its strategic risks.
Page 1
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Page 7 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
COUNCIL POLICY - AUDIT AND RISK COMMITTEE CHARTER
Other key responsibilities of the Committee, through the respective audit functions, are to assist
Council to discharge the responsibilities of ‘due care and diligence’ in relation to:
e The delivery of the organisation’s outputs efficiently, effectively and economically so as to obtain
optimal value for money;
e Optimising the organisation’s performance in terms of quality, quantity, timeliness, cost and
where appropriate, location;
e Reporting organisational financial and operational information to the users of its reports in a
relevant, reliable and timely manner;
e Ensuring the integrity and consistency of the organisation’s corporate culture relative to ethical
conduct and probity, including in relation to its tendering, contracting and other procurement
processes; and
e Initiating special investigations as it sees fit, or as directed by Council, in relation to matters set
out in this Charter.
In the discharge of the foregoing responsibilities the Committee must provide prompt and
constructive advice to Council, particularly where issues are identified that could present a material
risk or threat to the Council.
2. Relationship with Internal Audit
Noosa Council does not have a dedicated resource to perform the internal audit function. Its practice
is to engage external providers to undertake approved internal audits. The Audit and Risk Committee
must approve Council’s Annual Internal Audit Plan.
The Chair of the Audit and Risk Committee may interact directly with Council’s Internal Audit provider
as required.
3. Relationship with Council Executive Management Groups
The Audit and Risk Committee will liaise closely with other Council executive management groups
and ensure, to the extent practicable that there is no material overlap between the internal and
external audit functions. The Committee will ensure that there is a frank and meaningful exchange
of information between the groups where this is necessary or desirable.
4. Relationship with Line Management
The role of the Audit and Risk Committee with respect to line management will focus on whether the
actions proposed to address audit concerns are reasonable, satisfactory and cost-effective and will
ultimately enhancethe effectiveness and efficiency of Council’s operations.
5. Relationship with External Audit
The Audit and Risk Committee has no power of direction over external audit or the manner in which
the external audit is planned or undertaken but will act as a forum for the consideration of external
audit findings to ensure they are balanced with the views of management. The Committee will consult
with external audit on that function’s proposed audit strategy and audit fees for each year and ensure
that an integrated audit process occurs, to the extent practicable. The Committee will review letters
and reports provided by an external auditor.
Page 2
Page 7 of 119Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Page 8 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
COUNCIL POLICY - AUDIT AND RISK COMMITTEE CHARTER
6. Membership of Audit and Risk Committee
| The Audit and Risk Committee will consist of #he-Mayerand-eretwo Councillors, as per Section 210
of the Local Government Regulation 2012.
The Council will appoint two external members with the appropriate qualifications to the Committee.
At least one member will have significant experience and skills in finance matters.'
Collectively, the Committee shall possess:
e A thorough understanding of the core activities of Council and the environment in which it
operates, including its strengths, weaknesses, opportunities and threats;
e Acommitment to the continual improvement of the outputs that the organisation delivers and
that contribute to the achievement of Council’s priorities;
e Strong business acumen and management skills;
e Ahigh level of understanding of best practice internal control, risk management and corporate
governance;
e Asound knowledge of information systems and emerging technology;
e A high level of competency in financial and operational reporting and the ability to analyse
complex financial reports including Council’s Operating Statement, Statement of Financial
Position, Cash Flow Statement and Notes to and forming part of those statements;
e Aninquiring attitude, objectivity and independence; and
e Astrong, demonstrated sense of probity and ethical conduct.
6.1. Rotation of Committee Members
Periodic rotation of Committee Members contributes to maintaining the independence of the
Committee and introduces new perspectives to deliberations. It is important to balance stability of
membership against the benefits of periodically refreshing committee membership, to maintain a
sufficient level of knowledge and experience on the Committee.
In accordance with best practice, a phased approach to the rotation of independent Committee
members to preserve an appropriate level of knowledge and expertise on the Committee is preferred.
To lessen the loss of an experienced member, the Council may wish to have new members join the
Committee before existing members depart.
The membership of the Committee may be reviewed during the life of the Committee but will be
reviewed following the completion of each General Local Government Election. It is preferred that
independent members are appointed for a minimum of two years with a maximum tenure of two local
government terms.
6.2 Committee Chairperson
The Chairperson shall be elected by the Committee with a preference for the Chairperson to be an
independent Committee member.
6.3 Committee Secretary
The Secretary will be responsible for the preparation and circulation of the meeting agenda and
accurately minuting all decisions of the Committee in consultation with its Chairperson. The
Secretary will also be responsible for the timely tabling of all correspondence, reports and other
information relevant to the Committee’s activities and operations.
The Secretary is to be provided by the Chief Executive Officer.
1 Local Government Regulations 2012 (QLD) s 210(1)(b)(ii).
Page 3
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
COUNCIL POLICY - AUDIT AND RISK COMMITTEE CHARTER
7. Ethical Practices
Members of the Audit and Risk Committee will, at all times in the discharge of their duties and
responsibilities, exercise honesty, objectivity and probity and not engage knowingly in acts or
activities that have the potential to bring discredit to Council.
Members also must refrain from entering into any activity that may prejudice their ability to carry out
their duties and responsibilities objectively and must at all times act in a proper and prudent manner
in the use of information acquired in the course of their duties. Members must not use Council
information for any personal gain for themselves or their immediate families or in any manner that
would be contrary to law or detrimental to the welfare and goodwill of the organisation. Further,
members must not publicly comment on matters relative to activities of the Committee other than as
authorised by Council.
Members who become aware of a conflict of interest or issues which may affect their objectivity on
matters raised within the Committee should advise the Chairman immediately. In the case of the
Chairman they are to advise the Chief Executive Officer.
8. Committee Meetings
Meetings shall be conducted on a formal basis and be effectively minuted by the Secretary as to
proceedings and decisions. Meeting agendas must be prepared and distributed to all members of
the Committee at least seven (7) days prior to a meeting. Minutes of meetings must be prepared and
distributed to Committee members as soon as possible after the conclusion of the meeting and must
be confirmed as an accurate record of the meeting at the next subsequent meeting of the Committee.
In the setting of the Committee Agenda, there will be an emphasis on the most significant risks and
threats to Council and the ongoing evaluation of what is being done to mitigate such risks.
The Committee shall meet quarterly. In addition, the Committee Chairperson may call such additional
meetings as may be necessary to address any matters referred to the Committee or in respect of
matters that the Committee wishes to pursue.
A quorum shall consist of at least three (3) members. As far as practicable, decisions of the
Committee shall be regarded as its collective decision or advice. However, where there is material
dissension to a decision, a minority view may be placed before the Council.
8.1 Other Attendees at Committee Meetings
The Chairperson may invite a representative of external audit or other appropriate persons to attend
any meeting of the Committee and to present and comment on appropriate items.
Where advice is required in relation to a matter subject to a committee inquiry and it is considered
sufficiently material to warrant the services of a specialist external consultant, the Committee may
request Council assistance.
9. Committee Reports
The Audit and Risk Committee must prepare prompt and timely meeting minutes and reports to
Council as soon as practicable after each meeting outlining relevant matters that have been
considered by it, as well as the Committee’s opinions and recommendations thereon. A summary of
the role and achievements of the Committee shall be included in the Annual Report of Council
together with a statement that the Committee has observed the terms of its Charter.
Page 4
Page 9 of 119Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Page 10 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
COUNCIL POLICY - AUDIT AND RISK COMMITTEE CHARTER
10. Evaluation of Committee Activities
On an annual basis the Committee Chairperson will:
e Assess the performance of the Committee and take appropriate action if required in respect of
areas where there is a perceived need for enhancement of its role, operational processes or
membership; and
e Provide each individual member of the Committee with feedback on that person’s work
performance and professional contributions to the Committee’s activities for the year.
11. References and Associated Documents
Local Government Act 2009
Local Government Requlation 201
Version control
Version Reason/ Trigger Change (Y/N) | Endorsed/ Reviewed by Date
1.0 New Policy Council 28/08/14
1.1 Updated Policy Y Council 27/08/15
1.2 Updated Policy Y Council 17/11/16
1.3 Updated Policy Y Council 19/10/2017
1.4 Updated Policy Y Council 20/12/2018
1.5 Updated Policy Y Committee 21/02/2020
1.5 Updated Policy Y Council 19/03/2020
Page 5
Page 10 of 119Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
2 AMENDMENT TO COUNCILLORS ACCEPTABLE REQUESTS GUIDELINES POLICY
Author Director, Debra Iezzi
Executive Services Department
Index ECM/ Council Policies
Attachments 1. Council Policy - Councillors Acceptable Requests Guidelines
EXECUTIVE SUMMARY
Nil
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 12 May 2020 and adopt the amended Councillors Acceptable Requests
Guideline Policy provided at Attachment 1.
REPORT
The purpose of this report is to seek Council approval of the revised “Councillor Acceptable
Requests Guidelines Policy” which was previously approved by Council on 12 March 2015. It is
standard practice to review Council policies periodically, when changes to legislative provisions
occur and when a new Council is elected.
The revised policy incorporates:
- Reference to the current themes and vision of the Noosa Council as contained within the
Noosa Council Corporate Plan 2017-2037 updated in June 2018;
- Changes made to the Local Government Act 2009 following the Local Government Electoral
(Implementing Stage 2 of Belcarra) and Other legislation Amendment Act 2019 which
introduced several amendments relating to sections 170 and 170A of the Local Government
Act e.g. S170A (9-11) the timeframe for the Chief Executive Officer to respond to requests
for assistance or information, the required timeframe for the CEO to comply with requests
made to the CEO, the CEO keeping a record of each direction given to the CEO and
reference to the former conduct review panel.
Section 13(3)(f) of the Act provides that the Chief Executive Officer has the responsibility of:-
(f) complying with requests from councillors under section 170A—
(i) for advice to assist the councillor carry out his or her role as a councillor; or
(ii) for information, that the local government has access to, relating to the local government.
Section 170A of the Act requires that Council have a policy in place that sets out the way
Councillors may ask employees for advice to help them carry out their responsibilities under the
Act and provides reasonable limits on the requests that a Councillor may make.
Section 170A Requests for assistance or information
(1) A councillor may ask a local government employee to provide advice to assist the councillor to carry
out his or her responsibilities under this Act.
(2) A councillor may, subject to any limits prescribed under a regulation, ask the chief executive officer to
provide information, that the local government has access to, relating to the local government.
Example of a limit prescribed under a regulation—
A regulation may prescribe the maximum cost to a local government of providing information to a
councillor.
Page 11 of 119
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
(3) If the advice or information requested under subsection (1) or (2) relates to a document, the
requirement under subsection (9) to comply with the request includes a requirement to provide a copy
of the document.
(4) Subsections (2) and (3) do not apply to information or a document—
(a) that is a record of the conduct tribunal; or
(b) that was a record of a former conduct review body; or
(c) if disclosure of the information or document to the councillor would be contrary to an order of a
court or tribunal; or
(d) that would be privileged from production in a legal proceeding on the ground of legal
professional privilege.
(5) A request of a councillor under subsection (1) or (2) is of no effect if the request does not comply with
the acceptable requests guidelines.
(6) Subsection (5) does not apply to—
(a) the mayor; or
(b) the chairperson of a committee of a local government if the request relates to the role of the
chairperson.
(7) The acceptable requests guidelines are guidelines, adopted by resolution of the local government,
about—
(a) the way in which a councillor may ask a local government employee for advice to help the
councillor carry out his or her responsibilities under this Act; and
(b) reasonable limits on requests that a councillor may make.
(8) In this section a local government employee includes a person prescribed under a regulation.
(9) The chief executive officer must comply with a request made to the chief executive officer under
subsection (1) or (2)—
(a) within 10 business days after receiving the request; or
(b) if the chief executive officer reasonably believes it is not practicable to comply with the request
within 10 business days—within 20 business days after receiving the request.
Maximum penalty—20 penalty units.
(10) If the chief executive officer forms the belief mentioned in subsection (9)(b), the chief executive officer
must give the councillor notice about the belief and the reasons for the belief within 10 business days
after receiving the request.
(11) In this section—
former conduct review body means a regional conduct review panel or the Local Government
Remuneration and Discipline Tribunal under this Act as in force before the commencement of
the Local Government (Councillor Complaints) and Other Legislation Amendment Act 2018,
section 18.
The policy provides clear guidelines about how Councillors can request assistance, advice or
information from Council employees and the guiding principles for how this occurs. The Guidelines
reflect Council’s existing practice of open communication and information flow between Councillors
and Council employees. It also reflects the practical consideration that the more complex an issue
the more important it is that a Councillor request would go to a more senior employee.
Previous Council Consideration
Ordinary Meeting, 12 March 2015
That Council note the report by the Chief Executive Officer to the Planning & Organisation
Committee Meeting dated 3 March 2015 and
A. Repeal the Councillor Acceptable Request Guidelines that transferred to the Noosa Council
from the Sunshine Coast Regional Council under the Local Government (Deamalgamation
Implementation) Regulation 2013; and
B. Adopt the Councillor Request Guidelines (provided at Attachment 1 to the report).
Finance
Page 12 of 119
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Nil.
Risks & Opportunities
Council is required to comply with the provisions of the Local Government Act 2009. The policy
clarifies the process for how Councillors can request advice, assistance and information from
council employees and any limitations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Chief Executive Officer and the Governance Branch have been consulted in the review of the
Guidelines.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 13 of 119
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Attachment 1
Page 14 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Attachment 1
( ” Nrelen Council Policy
i Reelenree COUNCILLORS ACCEPTABLE
REQUESTS GUIDELINES
Corporate Plan Reference: Theme - Excellence as a Council — The Noosa Community is
proud of its Council |
Endorsed by Council: To be inserted
Policy Author: Director Executive Services
POLICY BACKGROUND
This policy sets out the guidelines for requests for assistance, advice or information by councillors to local
government employees to assist councillors to carry out their responsibilities under the Local Government
Act 2009 (the Act)
Section 170A (7) of the Act requires that Council adopts Acceptable Requests Guidelines about the way
in which a councillor may ask local government employees for advice to help them carry out their
responsibilities under the Act and reasonable limits on requests that a councillor may make.
As such, this Policy provides guidance about:
e The way in which a councillor may ask a local government employee for advice to help the
councillor carry out his or her responsibilities under the Act;
e Reasonable limits on requests that a councillor may make; and
e Giving directions to council employees.
Noosa Council encourages an open information flow between Councillors and Council employees.
Councillors and Council employees are encouraged to interact with each other openly and share ideas
and information to enable Council to provide exceptional service to our community.
Whilst the legislative roles and responsibilities of the political arm (the Mayor and Councillors) and
administrative arm (the Chief Executive Officer and Council employees) of Council differ, both arms are
working together towards the same Council vision as set out in our Corporate Plan — “Noosa Shire —
different by nature”.
COUNCIL POLICY
Councillors may request assistance, advice or information to carry out their responsibilities under the Act
from local government employees on matters that are within the scope of responsibility or knowledge
where:
e the request is of the nature of a simple question that can be verbally responded to; and
e the employee normally provides similar assistance, advice or information to either the public or
more senior employees of the local government.
However no councillor including the Mayor may give a direction to any local government employee with
the exception of the Mayor directing the Chief Executive Officer (CEO).
Page 1 of 3
Page 14 of 119Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Page 15 of 119
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
The Mayor may give a direction to the CEO,' however it must not be inconsistent with a resolution, or a
document adopted by resolution, of the local government. Contravention of the provision could result in
disciplinary action being taken against a councillor.
Councillors may, subject to any limits prescribed under a regulation, ask the CEO to provide information
that the local government has access to, relating to the local government.”
GUIDING PRINCIPLES
e Councillors should use their judgement in directing their request to the appropriate level.
Conversely, it is expected that council employees should also use their judgement to advise
Councillors if it would be more appropriate for the Councillor's request to be dealt with by another
staff member including a more senior staff member (particularly where the request for advice or
information does not fall within the employee’s level of expertise or experience).
e Requests by Councillors for assistance or advice relating to policy or complex matters should be
directed to the CEO, relevant Director or Manager.
e For matters other than requests regarding policy or complex matters, advice or information sought
from a council employee should be within the employee’s scope of responsibility or knowledge and be
made without any direction or pressure as to the conclusion or recommendation of the employee’s
advice.
e The timeframe for the delivery of the request should be reasonable having regard to the complexity of
the request and the workload of the employee at the time of the request.
e Requests by councillors will be responded to as soon as reasonably possible, or in a timeframe not
exceeding 10 working days of receipt of the request. If the request involves a complicated issue;
requires significant time or resources to research; or necessitates a report to Council, the employee
will respectfully inform the councillor and the relevant Manager/Director who will escalate the reason
for the delay to the CEO. If the CEO believes that is not practicable to comply with the councillor’s
request within ten 10 working days-within 20 working days after receiving the request, the CEO must
advise the councillor of that belief and the reasons for the belief within 10 business days of the CEO
receiving the request (S170A (9)(10)).
e Any Councillor who is unsure about how and when they may approach a council employee should
seek advice from the CEO. Similarly, any council employee who is unsure about the appropriateness
of a request from a Councillor should seek advice from their Manager, Director or the CEO. Any
conflicts arising between Councillors and council employees resulting from their interactions are to be
brought to the attention of the CEO.
e Toassist communications and ensure coordination, employees should ensure provision of assistance,
advice or information to councillors is shared with the relevant Manager/Director.
e Ifa Councillor asks for assistance, advice or information outside of these guidelines, or attempts to
direct or influence an employee about the way in which his or her duties are to be performed, the
employee must report this in a timely manner to their Manager, Director or the Chief Executive Officer
(CEO). It is important to note that a request has no effect if it does not comply with the local
government’s acceptable request guidelines, unless the request is made by a Mayor, or the
chairperson of a committee makes a request that relates to their role as a chairperson (S170A (6)).
1 Local Government Act 2009 (QLD) s 170(1).
2 Local Government Act 2009 (QLD) s 170A(2).
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e Employees must keep a record of assistance, advice or information provided to councillors as they
would in advising or assisting a member of the public or another authority. This is to be recorded in
Council’s record management system.
Furthermore, a councillor may not request information or a document that:
e ls arecord of the Councillor Conduct Tribunal; or that was a record of a former conduct review body; or
e If disclosure of the information or document to the councillor would be contrary to an order of a court or
tribunal; or
e Would be privileged from production in a legal proceeding on the ground of legal professional privilege.
ROLES AND RESPONSIBILITIES
This policy applies to the councillors of the Noosa Shire Council. With regard to the application of these
Guidelines to the Mayor, section 12 (4) of the Act is noted wherein the Mayor is given extra local
government responsibilities.
Furthermore, a complaint about the failure to comply with these Guidelines by a councillor may be
considered inappropriate conduct in accordance with section 150K of the Act and will be referred to the
Assessor.
RELEVANT LEGISLATION
Local Government Act 2009:
Section 12 — Responsibilities of Councillors
Section 13 — Responsibilities of local government employees
Section 170 — Giving directions to local government staff
Section 170A — Requests for assistance or information
Section 171 — Use of information by Councillors
Section 171A — Prohibited conduct by Councillor in possession of inside information
Section 200 — Use of information by local government employees
Local Government Regulation 2012
DEFINITIONS
Councillor of a local government includes the Mayor, noting section 12(4) (c) of the Local Government
Act 2009.
CEO is the Chief Executive Officer of the council as prescribed by the Local Government Act 2009.
Local government / council employee includes a person prescribed under a regulation.
Version Reason/ Trigger Change (Y/N Endorsed/ Reviewed by Date
2.0 Review Y, DES 20/05/2020
Page 3 of 3
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
3 COUNCILLORS EXPENSES REIMBURSEMENT AND PROVISION OF FACILITIES
POLICY
DOCUMENT INFORM AT ION
Author Director, Debra Iezzi
Executive Services Department
Index ECM/ Subject/ Councillors
Attachments 1. Councillors’ Expenses Reimbursement and Provision of Facilities
Policy
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services Department to the Services &
Organisation Committee Meeting dated 12 May 2020 and adopt the updated Councillors’ Expenses
Reimbursement and Provision of Facilities Policy provided at Attachment 1 to the report.
REPORT
1. Background
Pursuant to section 250 of the Local Government Regulation 2012 (LGR), a local government has
the power to, and must adopt an expenses reimbursement policy.
Section 249 of the LGR defines an ‘expenses reimbursement policy’ as a policy providing for the
following:
(a) Payment of reasonable expenses incurred, or to be incurred, by Councillors for discharging
their duties and responsibilities as Councillors;
(b) Provision of facilities to Councillors for that purpose.
The policy provided at Attachment 1 is an updated version of the Councillors Expenses and
Reimbursement Policy adopted by the previous Council on 18 October 2018. It is a requirement of
the current policy that this policy be reviewed within six months of each quadrennial election.
2. The Policy
It is fair and appropriate that Councillors are reimbursed for all reasonable expenses incurred whilst
undertaking Council business and that they are provided with adequate facilities necessary to
perform their Council duties.
The purpose of the policy is to ensure accountability and transparency by setting the parameters
to authorise payment of reasonable expenses incurred, or to be incurred by Councillors; and outline
the provision of facilities to be provided to assist Councillors in discharging their duties and
responsibilities.
Council has a broad discretion when determining the nature and scope of support facilities to be
provided under this policy. However, it must ensure that the allocation of expenses and facilities
provided is aligned to community expectations and do not constitute additional remuneration to
that which is set by the Local Government Remuneration Commission.
The policy has been developed having regard to the following Local Government Principles as
outlined in section 4 of the Local Government Act 2009:
Transparent and effective processes, and decision making in the public interest;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Good governance of, and by, local government; and
Ethical and legal behaviour of Councillors and local government employees.
Two fundamental definitions contained in the policy which must be considered when adopting and
interpreting this policy are; ‘what is reasonable’; and what constitutes ‘Council business’.
Previous Council Consideration
The policy was originally adopted by Council at the Ordinary Meeting on 2 January 2014 and was
updated on 26 June 2014, 5 April 2016 and 18 October 2018.
Ordinary Meeting Minutes, 18 October 2018, Item 4, Page 6
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 9 October 2018 and adopt, pursuant to section 250(2) of the Local
Government Regulation 2012, the updated version of the Councillors’ Expenses Reimbursement
Policy provided at Attachment 1 to the report.
Finance
Council’s Corporate Services Department prepares the annual Councillor Expenses budget in
accordance with the provisions and limits of the policy. It has been identified that the relevant
financial limits contained in the policy are in line with that of other similar sized Queensland
Councils.
Risks & Opportunities
Council is required to publish in its Annual Report the details of expenses incurred by, and the
facilities provided to, each Councillor during the relevant financial year under the policy. Any failure
to comply with the requirements and limits of this policy could result in reputational damage to
Council for failing to meet the community’s expectations.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The policy has been updated in consultation with the Chief Executive Officer, Management
Accountant, Governance Advisor and Executive Assistant to the Mayor.
Departments/Sections Consulted:
X Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Attachment 1
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Attachment 1
Council Policy
A MBNerey. COUNCILLORS’ EXPENSES
| @ | COUNCIL REIMBURSEMENT POLICYAND
PROVISION OF FACILITIES
| Corporate Plan Reference: A-sustainable-CouncitExcellence as a Council
| Endorsed by Council: 48-Octeber 204821 May 2020
Policy Author: Director Executive Services
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_ including administrative support to
assist Councillors to discharge their -duties and responsibilities having regard to local circumstances.
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.
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, formal
professional development training relevant to Councillor responsibilities, 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;
e Investigating issues/complaints regarding Council services raised by residents/ ratepayers/
visitors to the Council area;
e Undertaking approved professional development opportunities;
e Attending civic functions or events;
e Attending public/community meetings, presentation dinners, annual general meetings where
invited as a Councillor;
e 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.
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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.
COUNCIL POLICY
1 General Entitlement
Councillors are entitled to be reimbursed reasonable expenses incurred while undertaking Council
| business and to be provided with appropriate facilities to assist them in undertaking their duties. A
budget will be allocated each financial year for reasonable expenses to be incurred in accordance
with this policy.
2 Professional Development & Representation
Councillors are encouraged to undertake relevant professional development _as defined by this
Policy.
Council will reimburse or be responsible for the cost of reasonable expenses incurred for:
e 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
for Councillors other than the Mayor, or by the CEO for the Mayor.
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Council will reimburse expenses e.g. flights, motor vehicle, parking costs, 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 for
Councillors other than the Mayor, and by the CEO for 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 will generally
be limited to $1,500 per year for the quadrennial term of office. However, any amount underspent
below the $1,500 per year budget within a particular financial year will be budgeted for use during
the next financial year in addition to the annual $1,500 limit. There is no transfer permitted between
Councillors and no carry forward option beyond one year.
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, and parking),
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.
Details/Conditions for travel under Section 2
Travel
Approval for such travel as noted above is subject to the following conditions:
° Where 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;
e 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:
e 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.
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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).
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).
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.
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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 Administrative Supportenteels and Access to Council Office Facilities Amenities
Council is responsible for the provision of appropriate administrative support and facilities to ensure
all councillors are able to perform their duties and undertake council business. Administrative support
and resources are provided to councillors for the sole purpose of legitimate council business and
should be used responsibly and appropriately.
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 for council related business;
° 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;
e Any other administrative necessities, which Council resolves, are necessary to meet the
business of Council.
Councillors are expected to comply with the same conditions of use, guidelines and processes for
business and communication tools that apply to employees.
In addition to the above, the Mayor will be provided with a separate office and ana administrative
officer for administrative support._
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.
Council will cover costs incurred through injury, investigation, hearings or legal proceedings into the
conduct of a Councillor where arising out of, or in connection with the Councillor's performance of
theirhis/her Councillor functions. Where it has been found that the Councillor breached the provisions
of the Local Government Act 2009 or other legislation, then there will be no cover provided to the
Councillor and the Councillor wi must reimburse Council all associated costs incurred by Council.
10 Limit
Council may by resolution reduce or limit benefits receivable under this policy.
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REPORTING
Pursuant to section 186 of the Local Government Regulation 2012, Council’s Annual Report must
contain the particulars of the expenses incurred by, and the facilities provided to, each Councillor
during the financial year 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 201 2-
Local Government Act 2009
Entertainment and Hospitality Expenditure Policy-
Councillor Code of Conduct
Councillors Acceptable Requests Guidelines
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
4 COUNCILLOR REPRESENTATION ON VARIOUS BOARDS, EXTERNAL
ORGANISATIONS AND WORKING GROUPS
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Councillors/Mayor-Governance & Administration
Attachments Nil
EXECUTIVE SUMMARY
Nil
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 12 May 2020 and:
A. Appoint Cr Lorentson as Council’s Observer on the Tourism Noosa Board;
B. Appoint the Mayor, Cr Wegener and Cr Lorentson to the Case Management Working Group;
C. Appoint Cr Wegener to the Noosa Biosphere Reserve Foundation Board;
D. Appoint Cr Wilkie to the Rufous Street Project Control Group;
E. Appoint Cr Wegener to the Environment Levy Working Group;
F. Appoint Cr Finzel to the Regional Arts Development Fund Committee (RADF);
G. Appoint the Mayor, Cr Wilkie and Cr Jurisevic to the Transport Strategy Steering Group;
H. Appoint Cr Finzel to the Noosa Heritage Reference Group;
I. Appoint the Mayor, Cr Wilkie and Cr Jurisevic to the Capital Works Executive;
J. Appoint the Mayor, Cr Stockwell and Cr Wegener to the Climate Change Adaption Plan
Project Control Group;
K. Note that the Sustainable Tourism Stakeholder Reference Group will be put on hold at this
stage as a result of COVID-19;
L. Appoint the Mayor and Cr Stockwell to the Teewah and Cooloola Working Group;
M. Appoint Cr Jurisevic to the Northern SEQ Regional Roads and Transport Group;
N. Appoint Cr Stockwell to the Mary River Catchment Coordinating Committee with Cr Wegener
as the Council proxy;
O. Appoint the Cr Wilkie, Cr Finzel and Cr Stockwell to the Walking & Cycling Strategy and
Highest Priority Cycling Corridors – Project Control Group (PCG);
P. Appoint the Mayor and Cr Wilkie to the CEO Performance Review Committee and that the
Chair be the Mayor;
Q. Continue the monthly Councillor Discussion Forum with all Councillors as members;
R. Appoint Cr Stockwell as the Council representative on the Cooroy Sports Complex
Committee and appoint Councillor Jurisevic as the Council representative on the Tewantin
Sports Complex Committee;
S. Appoint Cr Lorentson as Council’s representative to the Noosa Surfing Reserve Committee;
T. Appoint Cr Wilkie and Cr Finzel as Council’s representatives to the Cooroy Futures Group;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
U. Appoint Cr Wilkie and Cr Finzel as Council’s representatives for the Hinterland Playground
Reference Group;
V. Appoint the Mayor as Council’s representative to the State Government Peer to Peer
Economy and Short-Term Letting Industry Reference Group; and
W. Appoint Cr Wilkie as Council’s representative to the Sunshine Coast Airport Community and
Aviation Forum.
REPORT
The purpose of this report is to:
1. Highlight those Committees, Boards, Working Groups etc. that require Councillors as
members; and
2. Identify which Councillors are proposed to be appointed to the various Boards etc. following
discussions with Councillors.
This report does not deal with the Audit and Risk Committee. Councillor membership of this
Committee will be dealt with in a separate report to Council.
A. Tourism Noosa
For many years, Tourism Noosa’s Constitution has provided for a Councillor Representative on its
Board of Directors. That representative can either be an Observer or a Board member. It is
proposed that a Councillor continue to attend meetings as an observer.
It is proposed that Cr Lorentson be appointed as Noosa Council’s Observer to the Tourism Noosa
Board.
B. Case Management Working Group
Council has a Case Management Working Group which has oversight of the carriage of Council’s
litigation. The primary focus is on Planning and Environment Court cases. Several senior staff also
sit on this Working Group including the CEO, the Director of Environment and Sustainable
Development and the Planning Manager. This Working Group does not have authority to settle
cases (which is the role of Council), but it does review progress and ensure that a consistent
approach is taken to litigation.
It is proposed that the Mayor, Cr Wegener and Cr Lorentson be appointed to the Case
Management Working Group.
C. Noosa Biosphere Reserve Foundation Board
The Noosa Biosphere Reserve Foundation is a not for profit organisation established by the Noosa
Council to identify ‘big ideas’ aligned with the aims of the UNESCO Man and the Biosphere
program. The Board’s role is to manage a charitable trust to support projects and ideas that
enhance biodiversity conservation and promote sustainable living in Noosa. The Noosa Biosphere
Reserve Board is made up of 8 Directors who collectively guide the direction of the Foundation
and liaise with project stakeholders. One board member is a Councillor.
It is proposed that Cr Wegener be appointed to the Noosa Biosphere Reserve Foundation Board.
D. Rufous Street Project Control Group
The Council established a Rufous Street Project Control Group (PCG) to assist in the Rufous Street
development. With the construction of the Digital Hub, the development has now progressed to
Stage 3 which includes the construction of the new community house, carpark and green space.
This Group includes the Director of Community Services, Project Manager and other staff involved
in the Rufous Street Project. One Councillor is a member on the PCG.
It is proposed that Cr Wilkie be appointed to the Rufous Street Project Control Group.
E. Environment Levy Working Group
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The Council established an Environment Levy Working Group to assist in the identification,
assessment and recommendations in relation to properties worthy of protection using funds raised
under the Environment Levy. Similar to the Case Management Working Group, this Working Group
does not have decision making powers, as the final decision on land acquisition is for Council. A
Councillor was previously appointed to this Group.
It is proposed that Cr Wegener be appointed to the Environment Levy Working Group.
F. Regional Arts Development Fund (RADF)
Council co-funds support for the local arts community via the Regional Arts Development Fund. As
part of that process, an assessment Committee oversees the assessment of applications. A
Councillor is usually part of the RADF Assessment Committee.
It is proposed that Cr Finzel be appointed to the RADF Committee.
G. Transport Strategy Steering Group
The Council established a Transport Strategy Steering Group to assist with implementation of
Transport Strategy initiatives and to provide oversight of the whole Transport Strategy Project. This
is a critical strategy with three Councillors represented.
It is proposed that the Mayor, Cr Wilkie and Cr Jurisevic be appointed to the Transport Strategy
Steering Group.
H. Noosa Heritage Reference Group
The Noosa Heritage Reference Group was established in 2016 to provide input and advice to
Council on heritage related matters. The Reference Group provides input and suggestions
regarding heritage priorities and potential heritage projects in the Noosa Shire and assists in
identifying partnership opportunities. The role of Chair of the Group is assumed by a Councillor.
It is proposed that Cr Finzel be appointed to the role of Chair of the Noosa Heritage Reference
Group.
I. Capital Works Executive
The Capital Works Executive assists in the co-ordination of the delivery of the Capital Works
program. Membership consists of the Mayor and two Councillors plus senior staff who are
responsible of the delivery of the capital works program.
It is proposed that the Mayor, Cr Wilkie and Cr Jurisevic be appointed to the Capital Works
Executive.
J. Climate Change Adaption Plan (CCAP) Project Control Group
The CCAP Project Control Group provides high level guidance and direction to the project team
on both the processes involved in conducting the background assessment report, assessments
and the content of the final Climate Change Adaptation Plan. This includes ensuring relevant public
and private interests are considered and nominated deadlines are being met. The Group comprises
the Mayor and two Councillors, the CEO (ex officio), three Directors and the Principal Strategic
Planner.
It is proposed that the Mayor, Cr Stockwell and Cr Wegener be appointed to the CCAP Project
Control Group.
K. Sustainable Tourism Stakeholder Reference Group
The Sustainable Tourism Stakeholder Reference Group is a collaborative group formed to facilitate
a collective understanding of what “sustainable tourism” means for Noosa. The Group provides
feedback to both Noosa Council and Tourism Noosa on a sustainable future for the local tourism
sector that is aligned to and respects the aspirations of the Noosa community. The Group’s
membership comprises representatives from various associations, the Noosa Council CEO, the
Tourism Noosa CEO, the Mayor and one Councillor.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Given the emergence of COVID-19 and its impact, it is recommended that this Reference Group
be put on hold at this stage and revisited in the coming months.
L. Teewah & Cooloola Working Group
The Teewah and Cooloola Working Group was formed as a direct response to concerns raised
about the impacts of visitors accessing Teewah Beach within the Cooloola section of The Great
Sandy National Park covering both recreational beach driving and camping.
The Group comprises the Mayor and one Councillor from Noosa Council in addition to the State
Member for Noosa, the Gympie Mayor and/or one Gympie Councillor and representatives from
various organisations including Tourism Noosa, Destination Gympie Region, Qld Police, Noosa
North Shore Association Inc, Teewah Landowners Association, Rainbow Beach Chamber of
Commerce etc.
It is proposed that the Mayor and Cr Stockwell be appointed to the Teewah and Cooloola Working
Group.
M. Northern SEQ Regional Roads and Transport Group
The Northern SEC Regional Roads and Transport Group is a group of consisting of members from
Councils and Road Authorities within a region that meet on a regular basis to discuss road related
issues of mutual interest. The Northern SEQ Regional Road Group comprises Moreton Council,
Somerset Council, Sunshine Coast Regional Council and Noosa Council. Noosa Council has one
Councillor representative on the Group.
It is proposed that Cr Jurisevic be appointed to the Northern SEQ Regional Roads and Transport
Group.
N. Mary River Catchment Coordinating Committee (MRCCC)
Spanning an area from Maleny to River Heads near Hervey Bay, the aim of the MRCCC is to
promote within the community and through interested sectors, a common view of sustainable and
productive catchments. Key roles include education and awareness, planning, best management
practices, landcare support, consultation and working with Government. Council has one member
on the Committee.
It is proposed that Cr Stockwell be appointed to the Mary River Catchment Coordinating Committee
with Cr Wegener as the proxy representative.
O. Noosa Cycling & Walking Strategy and Highest Priority Route Cycling Corridors
Project Control Group (PCG)
The Council established the Noosa Cycling & Walking Strategy and Highest Priority Route Cycling
Corridors Project Control Group to provide oversight of the Noosa Cycling and Walking Strategy
and Implementation Plan (Including Recreational Strategy) and the Noosa High Priority Route
Options Analysis - Cycling Corridor Planning Study. The Noosa Cycling and Walking Strategy and
Implementation Plan (including the Recreational Strategy) will re-establish a vision for cycling and
walking in Noosa for the next 20 years (2020-2040) and the Noosa High Priority Route Options
Analysis - Cycling Corridor Planning Study will undertake an options analysis and concept design
to identify on and off road cycling routes for two priority corridors in Noosa Shire.
It is proposed that Cr Wilkie, Cr Finzel and Cr Stockwell be appointed to the Noosa Cycling &
Walking Strategy and Highest Priority Route Cycling Corridors Project Control Group
P. Performance Review Committee
The Employment Contract of Noosa Council’s Chief Executive Officer prescribes that:
The Officer’s performance shall be reviewed annually, no later than one month after each
anniversary of the date of commencement, by a Sub-Committee of the Council appointed for that
purpose comprising the Mayor, and subject to the Mayor’s agreement, at least one Councillor
(‘Performance Review Committee’).
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
The previous Council established a Performance Review Committee to conduct the annual
performance appraisal of the Chief Executive Officer. This is good governance practice.
It is proposed that the Mayor and Deputy Mayor be appointed to the CEO Performance Review
Committee and that the role of Chair be assumed by the Mayor.
Q. Councillor Discussion Forum
This is an informal catch up between Councillors held once per month to share information and
ideas and to get short updates from staff on current issues. It is not a decision making process but
is helpful in keeping all Councillors up-to-date on current issues. The Councillor Discussion Forum
is attended by all Councillors.
R. Regional Sporting complexes
There are two regional sporting complexes in the Shire with multiple sporting bodies sharing the
facilities. These are located at Tewantin and Cooroy and have co-ordinating committees. Both of
these facilities have also recently had Masterplans adopted by Council to guide future
development.
For the Cooroy Sports Complex, Cr Stockwell is proposed as Council’s representative. For the
Tewantin Sports Complex, Cr Jurisevic is proposed as Council’s representative.
S. Noosa Surfing Reserve
This is a community-based committee which has been successful in achieving national and
international surfing reserve recognition for Noosa. The committee still meets regularly to look at
management options for the surfing reserve.
It is proposed that Cr Lorentson be the Council’s representative on this committee.
T. Cooroy Futures Group
The Cooroy Futures Group manages the Cooroy Butter Factory and undertakes a number of other
activities in the Cooroy township. They have previously requested Councillor representation to
attend their meetings to ensure that the interaction between their group and Council is strong and
that communication flows both ways.
Although traditionally there has been only one Council representative, it is proposed that Council
provide two representatives in the future, namely Cr Wilkie and Cr Finzel.
U. Hinterland Playground Reference Group
This reference group was established by Council to assist with the development of the proposed
hinterland playground at Cooroy. It includes members from the Cooroy community, Council staff
and two Councillors.
It is proposed that the Council representatives for this reference group be Cr Wilkie and Cr Finzel.
V. Peer-To-Peer Economy and Short-Term Letting Industry Reference Group
This is a reference group established by the State government to look at the state wide implications
of the growth in short-term letting. The reference group is managed by the Minister for Tourism
and contains members from across a range of sectors including the tourism sector, local
government, short-term letting providers, state government agencies etc. Via the LGAQ, two local
governments were invited to be members of the reference group, namely Cairns City Council and
Noosa Shire Council and each is required to provide a representative for the reference group
meetings.
It is proposed that the Council representative for this reference group be the Mayor.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
W. Sunshine Coast Airport Community and Aviation Forum
The Sunshine Coast Airport has established a community forum which they use to undertake
stakeholder engagement on issues arising from the operation of the Sunshine Coast airport. Some
of the key issues which arise for consultation include aircraft noise, flight paths and future planning
for development at the airport.
It is proposed that the Council representative for the Airport Forum be Cr Wilkie.
Other Representation
It is quite likely that Council will establish other Working Groups or committees during this coming
term and their membership and purpose will be dealt with at the time of establishment.
Previous Council Consideration
The former Council had made a range of appointments to the various Boards and Committees.
Those appointments only apply until the time of change of Council following an election and hence
this report identifies relevant appointments for the term of this Council.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The proposed Councillor nominations have been discussed with the Mayor and Councillors by the
Chief Executive Officer.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
5 COMMUNITY DISASTER RESPONSE AND RECOVERY GRANTS PROGRAM
DOCUMENT INFORM AT ION
Author Community Services Director, Kerri Contini
Community Development Manager, Alison Hamblin
Community Services Department
Index ECM / Community Development Grants Scheme
Attachments 1. Amended Community Grants Policy
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Services Director and the Community Development
Manager to the Services and Organisation Committee Meeting dated 12 May 2020 regarding the
Community Disaster Response and Recovery Grants Program and:
A. Approve amendments to the Community Grants Policy, by the addition of a Community
Disaster Response and Recovery Grant, as provided at Attachment 1;
B. Allocate the remaining $27,000 from the 19/20 Community Grants budget to the Community
Disaster Response and Recovery Grant category for the purposes of running a rapid
response grant round for community organisations that have immediate essential needs as
a result of COVID-19;
C. Delegate the Chief Executive Officer to authorise funding payments to the successful
applicants; and
D. Request the Chief Executive Officer to provide a report on the outcome of the 19/20
Community Disaster Response and Recovery Grant round at a future Council meeting.
REPORT
The purpose of this report is to provide Council with an overview of the impact of Coronavirus
COVID-19 on the not-for-profit community sector and propose a new community grant category to
provide initial financial assistance to those organisations that have immediate, essential needs as
a result of COVID-19.
1. Background
The Coronavirus COVID-19 pandemic has caused widespread disruption to the Noosa community
since the first cases were recorded in Queensland in early February 2020. It has impacted on all
sectors including government, commercial and not-for-profit, in being able to function effectively
and provide services to residents and visitors.
The effect on approximately 300 not-for-profit community organisations in Noosa has been
extensive and wide-ranging, resulting in immediate financial, operational and human resource
impacts. Most significantly, as many groups support the social fabric of our society, the current
shutdowns have the potential to cause damaging social consequences for our community now and
into the future, unless key organisations can improve their ability to function.
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To date there has not been any support provided to not-for-profit organisations from the
Commonwealth and Queensland Governments, apart from financial support to retain staffing
through the JobKeeper program if the organisation has eligible paid employees. While some
community organisations have been able to go into hibernation there are many organisations that
still have ongoing expenses and service or facility obligations. In the current environment these
organisations are struggling to fund these requirements.
2. Operational Impacts on Community Organisations
Across the past three months not-for-profit organisations have experienced wide-ranging impacts
on their ability to function including:
Immediate closure of all community facilities and cessation of community activities due to
Commonwealth and Queensland Government COVID-19 directives regarding home
confinement, non-gathering and social distancing. This includes community organisations
across all spheres: community services, sport and recreation, arts and culture and social.
Cancellation or postponement of upcoming community, sporting and cultural events.
Loss of volunteers particularly for essential community support work due to many volunteers
being in older age groups or high-risk health categories for COVID-19.
Difficulty of volunteer-led community organisations being able to quickly transform
operational models to relevant alternate models.
Increased demand for some community organisation delivered services particularly in the
social welfare and emergency relief spheres however their capacity to deliver has
diminished.
Loss of key human resources for paid staff employed by community organisations such as
administration officers, coaches, operation managers, and canteen / bar and other related
support workers in NFP’s.
Remaining staff and volunteers overwhelmed by workloads and responsibility.
Inability to access or afford necessary personal protective equipment to continue operating
such as sanitiser, disinfectant, gloves and masks.
Higher incidence of vandalism of community facilities due to the premises being vacant.
3. Financial Impacts on Community Organisations
As well as operational impacts, all organisations are highly constrained in their ability to raise
revenue following:
Cessation of all general operational revenue streams including canteen/bar sales,
membership fees, venue hire, retail sales.
Cessation or postponement of organisation led fundraising activities such as events.
Cancellation of external fundraising opportunities such as sausage sizzles, event stalls,
raffles.
Widespread cancellation of sponsorship arrangements.
Limited ability for other service clubs and fundraising organisations such as Lions, Rotary or
Zonta to fundraise to support community initiatives.
While revenue has significantly decreased or evaporated, many organisations have had ongoing,
and in some cases increased, expense obligations or losses including:
Ongoing building, facility or ground maintenance expenses;
Ongoing non-discretional expenses such as utilities, waste collection and insurance;
Employee costs where organisations have paid staff;
Requests for membership fee reimbursement from participants under personal financial
stress. This stress is exacerbated when, in some cases, the organisation only retains a small
percentage of the actual participant fee as a significant proportion (sometimes 100%) is
retained by the state or national governing body, who are not providing reimbursements at
this time;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Advance purchase orders made prior to the COVID-19 pandemic for equipment and supplies
requiring payment e.g. uniforms for the start of the winter sports season;
A need to engage or increase contractors where tasks are usually undertaken by volunteers
e.g. for field or building maintenance;
Infrastructure projects part-funded from external grants requiring a cash co-contribution from
the organisation where the NFP is now needing to redirect funds to operational expenses;
Perishable items purchased in advance for events that are now cancelled.
4. Community Impact
Without some level of immediate support many community organisations are at risk of being unable
to provide important social programs or meet essential operational needs. This has the potential for
important consequences including:
Inability to provide welfare for those people requiring basic needs such as food and shelter;
Inability to assist people in crisis such as those experiencing domestic violence or suicidal
thoughts;
Placing organisations into a fragile financial position or causing debt to be incurred by
individuals to pay organisation costs;
Fractured, unstable community organisation sector which is not able to support a wider
community recovery;
Increased human social impacts such as loneliness, depression, harmful behaviours.
5. Proposed Grant Category – Community Disaster Response and Recovery Grants
To provide support to our community sector through COVID-19, Council has implemented initiatives
such as a moratorium of fees, charges and liabilities from 1 March to 30 June 2020, deploying
Council staff to work in community organisations and delivering fortnightly sector development
workshops. In addition, Council is working with the sector to advocate for support from
Commonwealth and Queensland Governments to assist the long-term recovery of community
organisations.
In response to the unique situation that disasters place on the community, and in this instance
COVID19, it is proposed that Council also adapts its approach to its community grants program to
meet immediate challenges and needs during the response phase which will provide a better
foundation for eventual recovery. It is therefore proposed to create a new grant category within
Council’s Community Grants Policy for Community Disaster Response and Recovery Grants.
To provide funds in a timely manner, this funding stream would be allocated through a “Quick
Response” grant round offering small grants to eligible community organisations that have
immediate essential needs. For the proposed COVID-19 grant round, eligible not-for-profit
incorporated community organisations could apply for funding where they demonstrate that they
meet the following criteria:
providing emergency welfare relief to the community such as food, clothing, accommodation
or counselling;
experiencing immediate financial hardship as a result of COVID-19 related service disruptions;
seeking to establish alternate service delivery models for business continuity; or
seeking to provide support services to vulnerable residents impacted by COVID19.
Applicants would be able to apply for a maximum of $2,500 and would need to demonstrate their
need for external funding support. Applicants would also need to meet the standard requirements
within the Community Grants Policy.
In addition to the community benefits envisaged, these grants will also aim to provide stimulus to the
Noosa economy through the engagement of local suppliers and contractors.
Assessment and Determination
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
It is proposed that the Community Disaster Response and Recovery Grants for COVID-19 would
be offered for a single competitive round with applications being received within a two-week
timeframe. Applications will then be reviewed and evaluated by an expert staff panel and then
referred to the CEO for consideration and approval. Approval under delegation will speed up the
allocation of funds.
Applications will be assessed considering the following criteria:
Value for money
Demonstrated need for funding
Benefit to the community
Engagement of local suppliers where applicable/possible
Validity of claim
The amount of funding available
It is anticipated that the assessment would be complete by mid-June and the majority of funding
released by the end of June.
Previous Council Consideration
The following support for the community sector has already been established by the CEO under
delegation by Council. These support mechanisms were reported to Council on the 6 April 2020:
1. Moratorium on fees, charges or outstanding liabilities from 1 March until June 30 2020 with
no interest accruing for all not for profit community organisations.
2. Not for profit community organisations that have temporarily closed or have scaled down
their not for profit activities can request that Council suspend any unnecessary waste
collection services and therefore avoid associated costs.
3. Council will immediately cancel waste services and associated charges if a not for profit
community ceases to operate. In these circumstances proof of permanent closure will be
required.
4. For the Council community grants program, Council will not seek a refund of grants paid for
any events cancelled prior to June 30 2020 if expenses have been incurred - review on a
case by case basis. For those events post June 30 2020 where the grant has been claimed
and only seek a refund on expenses that have not yet occurred if the event has been
cancelled. For project type grants, Council will provide extensions to those community
groups that can deliver their project by the end of Dec 2020 (rather than 30 June 2020 as
per grant agreement)
5. Council will support volunteer resourcing in Noosa community organisations through
deployment of Council staff where Council staff are available (because those staff would
normally be working in Council facilities that have been closed).
Finance
Funding for the 2019/20 Community Grants Program was determined as part of the 2019/20
Budget process. There is $27,000 remaining. The proposal is to allocate this money to the Disaster
Response and Recovery Grants Program for a single round of Quick Response grants.
Risks & Opportunities
To address the economic challenges presented by the pandemic it is necessary for all levels of
Government to do what they can to support our not for profit community organisations. Council has
a unique role to play in these circumstances given our existing relationships with the local
community organisations. These relationships and ‘local knowledge’ allow Council to tailor its
response and ensure any investment is well placed.
While these interim measures are not a complete solution, it is prudent for Council to implement
funding measures to meet immediate essential needs. Our community organisations need to
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
survive before they can recover, and current estimates suggest that recovery is further than six
months away.
Other recovery initiatives will be explored and implemented to ensure that support is sustainable,
complements Federal, State and other peak body current response policies and funding, uses
existing delivery mechanisms where possible and is proportionate to the degree of the economic
shock and the impact on the economy.
These initiatives are being investigated as a priority and will be presented to Council for future
consideration.
There is a risk that the single round of $27,000 funding will be insufficient and that the demand for
funding will significantly outstrip Council’s capacity to fund essential needs. Council may wish to
consider further funding in the 2020/21 budget process to support the recovery of the community
organisation sector.
Consultation
External Consultation - Community & Stakeholder
A wide range of community organisations have been consulted and have included but not limited
to:
Sporting Clubs
Community Halls and centres
Arts, Culture and Crafts groups
Environment Groups
Recreational groups
Men’s Sheds & Woodworkers Clubs
Human services & Service Clubs – I.e. Lions/Rotary
Girl Guides & Scouts
Community Gardens
Human and social service agencies
Internal Consultation
This report has been developed in consultation with staff across Council including representatives
from the following areas:
CEO
Community Development
Financial Services
Property and Facilities
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support x Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Attachment 1
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Attachment 1
zm NOOSA Council Policy
/ @ | COUNCIL COMMUNITY GRANTS
Corporate Plan Reference: Working in Partnership with Our Community
Endorsed by Council: 21 February 2019
Policy Author: Community Development Manager
POLICY BACKGROUND
This Policy is to guide the administration of Council's Community Grants Program so that the grants:
« Assist Council to achieve its strategic goals and identified key initiatives; and
« Align with the intent of the Loca! Government Act 2009 and the Local Government Regulation
2012, which state that (community) grants will be used for a purpose that is in the public interest.
This Policy is to be read in conjunction with any supporting guidelines for specific funding programs.
This Policy does not apply to sponsorship, donations, advertising, naming rights and service level
agreements.
POLICY OUTCOMES
The outcomes of this policy include:
« Providing financial support to meet identified community needs;
* Building community skills and resilience;
* Developing and maintaining sustainable community infrastructure;
« Providing opportunities to leverage Council's financial assistance to obtain funding from other
sources; and
« Providing opportunities to deliver on Council’s strategic goals and identified key initiatives
WHO CAN APPLY
Not for profit community organisations can apply for a Community Grant provided they meet the
following criteria:
« The project or event for which they are applying, benefits the residents of the Noosa Shire
community,
* The application meets the specific eligibility criteria of the funding programs as set out in this
Policy and the supporting Grant Guidelines;
« The applicant:
2 Isa legal not for profit entity,
2 Complies with all governance and financial requirements of the State and Commonwealth as
at the closing date for the grant program;
2 Be registered by an Act of Parliament
2 Has an active ABN;
2 Has a bank account in the name of the legal entity;
if an organisation is not eligible as per the above criteria and wishes to apply for a grant, the organisation
is able to do so provided that the application is au spiced and administered by an eligible organisation
that is willing and able to accept legal and financial responsibility for the grant and the project or event
being delivered. All applicants (including the auspice, if required) must have:
« Appropriate insurances and adhere to sound Workplace Health and Safety practices;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
* No debt to Council, or has entered into scheduled payment arrangements with Council that is
being adhered to; and
« Met acquittal conditions for any previous Council grants.
Service Clubs are eligible for water rebates and building insurance cover and may apply for
Community Project Grant, Three-Year Signature Community Events and Festive Season Grants
only.
Chambers of Commerce may apply for Community Project, Three-Year Signature Community
Events and Festive Season Grants only.
Not for profit community organisations with a liquor-licenced supporters/associated club that
commercially trade seven days a week may apply for Festive Season Grants only.
WHO CANNOT APPLY
« Businesses and individuals (except RADF*)
« Business Trusts
« Goverment agencies or Departments of local, state or federal government
* Educational institutions
« Parents and Friends Associations, or Parents & Citizens Associations
* Medical organisations or Primary Health Care Providers
* Political organisations
* Kindergartens, Pre-school and day care centres
* Religious organisations where the application is for a project that relate specifically to the
organisation's core business
*Individuals (with an ABN), and businesses can apply for Regional Arts Development Fund (RADF)
grants only.
An organisation found to be ineligible after approval will be required to return the grant payment.
ELIGIBLE PROJECTS, EVENTS OR PROGRAMS
To be eligible to apply for funding, community grant applications must adhere to the terms and
conditions set out in this Policy as well as the supporting Grant Guidelines for that specific funding
program.
COMMUNITY GRANT PROGRAMS
Council's Community Grants will encompass the following nine funding programs.
1. Community Project Grants
Applications for Community Project Grants will be accepted twice yearly and successful applications
will be decided in a competitive assessment process based on:
« Demonstrated need for the project;
« Demonstrated need for funding:
« Contributions, financially or in kind, toward the project:
¢ Benefit to the community;
« Alignment with Council's strategic goals and identified key initiatives; and
* The amount of funding allocated in Council’s annual budget for Community Grants.
Council may determine priority funding areas on a year-to-year basis and these priorities will be
identified in the Community Project Grant Guidelines.
Community Projects may include, but are not restricted to:
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
* Community based festivals or events that bring residents together, including cultural, sports or
community festivals. (Such events may require a Temporary Event Permit from Noosa Council);
« Projects or programs that respond to a specific opportunity or need within the community. These
programs may enhance the skills of participants or be pilot projects with a community focus.
Ongoing projects or programs may be funded for a maximum of three times;
e Building works or infrastructure projects that include new or replacement infrastructure, or the
maintenance of existing infrastructure. This may include lighting, shade sails, storage facilities,
fit-outs etc. (Works may require approvals such as building approval and property owner's
consent).
Projects that are ineligible for funding are detailed in the Community Project Guidelines.
Applications may be part funded to assist distribution of funds to more community groups. If
applications are part funded, the organisation will need to fund the balance of the grant.
2. Regional Arts Development Fund (RADF).
RADF grants support local artists and communities to participate in locally determined arts and
cultural priorities, activities and opportunities. The Regional Arts Development Fund (RADF) is a
partnership between the Queensland Government and Noosa Council to support local arts and
culture in regional Queensland.
Applications for RADF will be decided through a competitive assessment process. Council may
determine priority funding areas on a year-to-year basis and these priorities will be identified in the
RADF Guidelines.
To receive RADF funding, applications will need to demonstrate they are eligible and that they have
met the RADF criteria as outlined in the RADF guidelines.
3. Festive Season Event Grants
Festive Season Event Grants will provide financial assistance for up to three years to eligible not for
profit community organisations for events that are free to the public and occur between late
November and January each year. Events that can be funded through this program include
Christmas Carols, Concerts, Parades, New Years celebrations, and Australia Day activities within
the Noosa Council area.
Council Festive Season Event Grants will contribute to costs associated with:
« Expenses related to hire of equipment, temporary structures, professional services and promotion
and advertising of the event; and / or
¢ Traffic management plans including traffic control services.
Funding will be capped and Council will require a contribution to the event from the event organiser
or a third party.
lf Council decides to continue with the program, renewal of agreements will be negotiated three
months prior to their expiry, and if funds allow, invite expressions of interest from eligible not for profit
community organisations.
Recipients of Three-Year Festive Season Event grants are ineligible for Three-Year Community
Alliance Agreements and Three-Year Maintenance Agreements.
4. Three-Year Signature Community Events Grants
This funding will provide financial support for up to three years to eligible not for profit community
organisations who have an established track record of hosting a signature event that provides
significant benefit to the Noosa community; demonstrates value for money; and closely aligns with
Council's strategic goals and identified key initiatives.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Recipients will be required to provide an annual acquittal (including audited financial statements)
demonstrating delivery of agreed outcomes.
Council's Signature Community Events Grant will contribute to costs associated with:
* Expenses related to hire of equipment, temporary structures, professional services and promotion
and advertising of the event; and / or
« Traffic management plans including traffic control services.
Successful applicants will need to:
« Provide an achievable operational or strategic plan for the event.
Funding will be capped and Council will require a contribution to the event from the event organiser
or a third party.
lf Council decides to continue with the program, renewal of agreements will be negotiated three
months prior to their expiry. As part of its annual budget process Council will consider whether or not
to invite additional organisations to be considered for funding under this program.
Recipients of Three-Year Signature Community Event grants are ineligible for Three-Year
Community Alliance Agreements and Three-Year Maintenance Agreements.
5. Three-Year Community Alliance Agreement
This funding will provide financial support for up to three years to eligible not for profit community
organisations whose services provide significant benefit to the Noosa community (beyond their
membership); demonstrate value for money; and closely align with Council's strategic goals and
identified key initiatives.
Council will initially call for expressions of interest for this grants program from organisations who
offer services in one of the following areas:
« Arts and cultural development
* Community development
* Community safety
* Heritage
Successful applicants will need to:
« Provide an achievable operational or strategic plan for the duration of the agreement
Council will establish funding amounts for the individual Three-Year Community Alliance Agreements
as part of its annual budget process. Recipients will be required to provide an annual acquittal
(including audited financial statements) and a progress report demonstrating delivery of agreed
outcomes. If Council decides to continue with the program, renewal of agreements will be negotiated
three months prior to their expiry, and if funds allow, invite expressions of interest from eligible not
for profit community organisations.
Recipients of Three-Year Community Alliance Agreements are ineligible for Three-Year Maintenance
Agreements and Three-Year Signature Community Event Grants.
6. Three-Year Maintenance Agreements
This funding will provide financial support up to three years to eligible not for profit community
organisations that maintain Council and community infrastructure. There are two categories:
« Maintenance and management of community halls or centres. Eligible community organisations
may receive part funding for on-going operational and/or maintenance purposes of Council
infrastructure only where that infrastructure is publicly accessible.
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* Sports field maintenance. Eligible sporting organisations may receive part funding for on-going
maintenance of sporting fields. The organisations must have primary responsibility for fields that
are open to the public when not being used by those organisations.
Three-Year Maintenance Agreements operate by invitation-only rather than through a competitive
process. Recipients will be required to provide an annual acquittal and demonstrating delivery of
agreed outcomes. If Council decides to continue with the program, renewal of agreements will be
negotiated three months prior to their expiry. Council will establish funding amounts for the individual
Three-Year Maintenance Agreements as pan of its annual budget process.
Recipients of Three-Year Maintenance Agreements are ineligible for Three-Year Community Alliance
Agreements and Three-Year Signature Community Event Grants.
7. Water Rebates
Council will fund Unitywater fixed water and sewerage access charges for eligible not for profit
organisations as defined in this Policy. The maximum annual funding for each organisation will be
limited to the minimum water and sewerage access charges (based up to and including 25mm
meters) for each land parcel unless there is a legal requirement or hydrology report that requires the
organisation to have a larger water meter or additional meters.
In addition Council will fund the annual water consumption charges of all eligible not for profit
organisations up to a maximum of $1,000 per annum, however, organisations with consumption
charges over $250 per annum will be required to have a Council approved water management plan
in place.
The cost of the water rebate will be identified and funded through the Community Grants Program
as it forms part of Council’s support to community organisations.
8. Building Insurance Cover
Council will cover the cost of building insurance for eligible not for profit community organisations (as
defined in this policy) with facilities built on Council owned or controlled land. The insurance provided
by Council will be incorporated into Council's Local Government Mutual (LGM) Asset Scheme
Industrial Special Risks coverage. The cover will only be provided on the terms offered by the LGM
to Noosa Council and is not negotiable for individual groups.
The cost of this insurance will be identified and funded through the Community Grants Program as
it forms part of Councils support to community organisations. Council may require community groups
covered by this scheme to meet excess charges in the event of any claim.
g C ity Di E LB 5
In response to natural disasters. including global pandemics declared by the World Health Organisation,
Council will provide grants to support community organisations in their endeavours to respond and
recover from the impacts.
Recovery Grants Program through budgetary processes. Council may determine priority funding areas
based on the relevant disaster and these priorities will be identified in the relevant Grant Guidelines.
Projects that are ineligible for funding are detailed in the Community Disaster Response and Recovery
Grant Guidelines.
Ihe number of grants approved by Council will depend on the demand for funding, the available budget
and Council priorities. Applications may be part funded to assist distribution of funds to more community
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
APPLICATION PROCESS
All community grant applications must be submitted by the advertised closing date and time.
Applications received after the closing date and time will not be accepted.
Applications for Community Project, Festive Season Event and RADF grants must be submitted online
on a current Grant Application Form made available by Noosa Council. Applicants must have spoken
with a Council Officer prior to submitting the grant.
Three-Year Maintenance Agreements operate by invitation-only rather than through a competitive
process.
Water Rebates and Building Insurance Cover will be arranged for eligible recipients and these
organisations will not be required to complete an application form.
OUT OF ROUND FUNDING
In exceptional circumstances, or cases of significant hardship, Council may consider special one-off
funding outside the scheduled grant timeframe.
CONDITIONS OF FUNDING
All successful applicants will be required to enter into a funding deed of agreement with Council and
acquit funds within the allocated timeframes. The timeframes and acquittal requirements are outlined
in the supporting Grant Guidelines for the specific funding program. Successful applicants will be
required to actively and publicly acknowledge Council's support.
COUNCIL'S ROLES AND RESPONSIBILITIES
Council will publicise the availability of its grants programs widely and in such a way as to promote
public confidence in the process. In assessing the grants, Council will:
* Ensure public monies are allocated in a fair and equitable way;
« Ensure best possible value for money;
* Check each application against eligibility criteria and assessment criteria, as set out in the
appropriate Grant Guidelines; and
« Seek recommendations from an expert panel that can comprise Council officers, Councillors
and/or community representatives.
Council will determine the total allocation of funds to the community grants program through its
annual budgetary processes. The number and types of grants approved by Council will depend on
the demand for funding, the available program budget and Council priorities. In some instances, part
funding may be offered. Funding priorities for individual grant programs will be regularly reviewed to
ensure their relevance and they continue to meet Council objectives.
Council officers are available to provide advice to applicants. They will also assist applicants to
identify additional and alternative sources of funding relevant to their project or event. Council officers
and Councillors are responsible for recognising and declaring any actual or potential conflicts of
interest. A conflict of interest can occur when your private interests interfere, or appear to interfere,
with your duty to put the public interest first. This is defined in the Local Government Act (for
Councillors) and the Noosa Council Employee Code of Conduct (for Council staff). Anyone having a
determined conflict of interest should not debate or be involved in any discussions on any matter
relating to that application.
Council officers are required to adhere to this policy when supporting, facilitating, or delivering grants-
related activities. It is the responsibility of Council officers to ensure that grants and funding provided
from public monies are:
« Administered transparently and accountably,
« Aligned with Council's objectives, goals and priorities;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
e Effectively advertised and promoted to the community so that all potential applicants have equal
opportunity to apply for funds; and
* Monitored for compliance against set performance measures.
Final decisions in the Community Grants Program are made by the Council, CEO or delegate.
RELEVANT DOCUMENTS
« Councils adopted strategic documents as can be found here:
https:/Avwww.noosa.gid.gov.au/principles-plans-strategies
RELEVANT LEGISLATION
Queensland Govemment
« Local Government Regulation (2012)
« Local Government Act (2009)
« Statutory Bodies Financial Arrangements Act (1982).
Noosa Council
* Noosa Council Employee Code of Conduct
DEFINITIONS
Acquittal
This is the process by which a recipient demonstrates in writing to the funding body that it has
expended the funds in accordance with the terms and conditions of the funding agreement on
completion of the activity or project. The acquittal process, when conducted correctly, demonstrates
that these monies were being used efficiently, effectively or that the community is getting value for
money for services.
Auspice
Auspice means that an organisation takes responsibility for ensuring the funds are used as specified
in the grant allocation. An auspicing organisation will be responsible for-
¢ Sign off on the funding agreement;
* The receipt, banking and administration of all monies;
* Project monitoring and completion;
« Ensuring the applicant acquits the funding on time; and
« Sign off on the acquittal form.
Business
For the purpose of this policy, business is defined as an organisation or enterprising entity
engaged in commercial, industrial or professional activities for profit. This may be in the form of a
sole trader, company or partnership. (Sole trader: an individual operating as the sole person
legally responsible for all aspects of the business. Company: a legal entity separate from its
shareholders. Partnership: an association of people or entities running a business together, but not
as a company).
Community
For the purpose of this policy, community refers to a group of people living within the Noosa Shire
local government boundaries.
Donations
Donations are defined as a voluntary gift of product, service or cash without expectation of return.
Funding Agreement
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
A legal agreement entered into by the successful applicant and Council noting the obligations of both
parties.
Grant
Funds provided to a recipient through a formal program for a specified purpose, directed at achieving
goals and objectives consistent with Council policy, where the recipient is selected on merit against
a set of criteria. Funding is subject to entering a written agreement with Council that outlines
accountability requirements.
Grant Guidelines
The grant guidelines will include:
* Purpose of the grant
* Key dates
« Assessment critena
« Howto apply
« How to acquit
Individuals
Individuals are classified as a singular person or couple, as distinguished from a group, who carry
on activities for a community purpose and benefit.
Organisations
For the purposes of this Policy the term Organisations means:
« Incorporated Associations (incorporated under state legislation, commonly have ‘Association’ or
‘Incorporated’ or ‘Inc.’ in their legal name);
« Incorporated Cooperatives (also incorporated under state legislation, commonly have
‘Cooperative’ in their legal name);
* Companies (incorporated under the Corporations Act 2001 — may be proprietary company (limited
by shares or by guarantee) or public companies); and
« Aboriginal Corporations (incorporated under the Corporations (Aboriginal and Torres Strait
Islander) Act 2006)
Naming Rights
The right to name property, either tangible property or an event, usually granted in exchange for
financial consideration.
Not for profit community organisation
A community organisation that operates as an incorporated organisation (as defined above) with a
primary purpose of providing services to the community and is not carried on for the direct or indirect
profit or gain of its members, both in its operations and winding up.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Public Interest
For the purpose of this policy, public interest refers to ‘the welfare of the general public in contrast to
the interest of an individual or group’.
Service Level Agreements
Service Level Agreements are a formally negotiated agreement between Council and an
organisation, individual or community group which details the nature, quality and scope of a service
to be provided. The purpose of a service level agreement is to formalise the services of a provider
and outline the responsibilities of both Council and the provider in the provision of a service.
Sponsorship
Sponsorship is a contractual business arrangement under which a sponsor, for a specified term,
provides a contribution in cash and/or in kind (“contra”) in return for specified commercial benefits.
Transparency
Transparency refers to the openness with which the administration of funds and obligations between
entities are discharged.
Version control:
Version Reason/ Trigger Change | Endorsed/ Reviewed by Date
(Y/N)
1.0 New Policy N Noosa Council 3 April 2014
2.0 Policy review after 2 grant Y Noosa Council 15 January 2015
rounds
3.0 Policy review after completion Y Noosa Council 11 February 2016
of 2015/16 grant rounds
40 Amendment to Policy Y Noosa Council 16 June 2016
5.0 Amendment to Policy Y CEO 5 January 2017
6.0 Amendment to Policy Y Council 21 February 2019
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
REPORTS FOR NOTING BY THE COMMITTEE
6 WASTE MANAGEMENT - 6 MONTHLY REPORT
DOCUMENT INFORM AT ION
Author Manager Waste and Environmental Health, Wayne Schafer
Community Services
Index Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services and
Organisation Committee Meeting 12 May 2020, providing an update on the activities of the Waste
Section for the first six months of financial year 2019/20.
REPORT
The purpose of this report is to advise Council of waste management activities over the first six
months of the 2019/20 financial year. The Waste Section is responsible for:
the delivery of domestic and commercial waste and recycling collection services for Noosa
residents and businesses;
holding tank collection services;
operation of the Eumundi Rd Landfill and Resource Recovery Facility;
operation of Pomona and Cooroy Waste Transfer Stations;
waste education.
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 July – December 2019
2019-20 2019-20 2019-20 %
Statement of Income and Expenses Current YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 17,846,949 8,943,421 8,894,157 49.8% (49,264)
Total Expenditure 15,025,150 7,332,502 6,993,870 46.5% 338,631
Net Result - Surplus/(Deficit) 2,821,799 1,610,920 1,900,287 289,367
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Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
2019-20 2019-20 2019-20 %
Statement of Expenses Current YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Employee Benefits 874,328 433,404 428,713 49.0% 4,692
Finance Costs 176,923 88,461 88,466 50.0% (5)
Materials & Services 10,641,285 5,144,331 4,806,769 45.2% 337,562
Depreciation & Amortization 761,157 380,578 380,578 50.0% 0
Other Expenses 328 164 591 180.4% (427)
Internal Charges 1,470,894 735,447 738,637 50.2% (3,191)
Competitive Neutrality 1,100,236 550,116 550,116 50.0% 0
Total Expenses 15,025,150 7,332,502 6,993,870 46.5% 338,631
Waste Management
10,000,000
9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
2019-20 2019-20
YTD YTD
Budget Actuals
Budget Commentary
For the six month period to December 2019 the Waste Management Teams delivered an operating
surplus of $1,900,287 which is $289,367 favourable to budget. Expenditure was $338,631 below
estimates which was partially offset with slightly lower revenues of $49,264.
Capital Work Projects
Upgarade of Gravel Road Behind the Transfer Station and Reviva Sales Area
All tender contract documents for ITQ1920Q058 for the Supply of all Reinforcing, Placement
and Finish of Premix Concrete were finalised by 31 December 2019 and were uploaded into
Vendor Panel marketplace in early January 2020. The project is expected to be completed
by the 30 June 2020.
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Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Pomona Asphalt Resurfacing.
Works commenced on asphalt resurfacing at the Pomona waste transfer station due to water
ingress into the asphalt surface and base materials in early November 2019. These works
were undertaken under the current contract 1718T021: Road Resurfacing and Rehabilitation
was awarded to “All Roads”. The works included profiling failed sections of the asphalt hard
stand and deep lift on the internal intersection. All asphalt resurfacing and internal
linemarking were completed by the end of November 2019.
Capital Works – Improved Roadworks
Master Planning Eumundi Rd Landfill
ATC Williams (Consultant) commenced work on a Master Plan for the Eumundi Rd Landfill
to guide the future development of the site and provide details on future stages of
development. This report will guide the Capital Works Program for the 2020/21 year.
Design of Outbound Weighbridge Eumundi Rd
A late project was approved during the year to design a new outbound weighbridge at the
landfill to facilitate construction in 2020/21. This project was moved forward due to serious
congestion and safety issues where traffic was banking up onto Eumundi Road, while
commercial vehicles used the inbound weighbridge to tare off after disposing of their load.
Construction Of A Revised Waste Storage Area For Bins In Hastings Street.
The current storage areas for public place bins awaiting servicing along Hastings Street
needed replacement and a new storage area for bin collection by Cleanaway is being
constructed in the latter part of 2019/20.
Page 47 of 119
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
2. CUSTOMERS
Collection Services
Collection Services – waste bin collected weekly
Recycling and Green Waste bins collected fortnightly
Type of bin service 31-Dec-18 30-Jun-19 31-Dec-19
Refuse bins
140ltr 126 187 237
240ltr 30,284 30,625 30,328
360ltr 176 297 414
1100ltr 373 383 386
Recycling bins
240ltr 25,510 25,555 25,715
360ltr 295 320 376
1100ltr 332 325 250
Green Garden bins
240ltr 14,727 14,809 14,842
360ltr 689 768 854
1100ltr 0 0 5
Bulk Refuse bins
1 cubic metre 23 21 22
1.5 cubic metre 199 198 198
2 cubic metre 24 26 26
3 cubic metre 230 211 216
Compactor bins 2 2 2
Cardboard only bins
1100 litre 0 84 87
3 cubic metre 0 5 5
4.5 cubic metre 0 1 1
The 360L bin size has proven popular and numbers continue to grow, particularly for the 360L
green garden bins.
It has been noted that competing waste collection contractors have continued to win a growing
number of bulk bin customers. Businesses we have spoken to claim the main reason is that they
can be directly billed monthly and have more control over waste costs. Loss of these services
causes a revenue drop to Council that must be offset by other customers.
The push continues to remove as much cardboard as possible from co-mingle bins into dedicated
cardboard bins. Cleanaway have been active in monitoring recycling bins for possible conversation
to cardboard services.
New commercial 1100L green garden bins have not proven popular and there are still large
quantities of green garden waste being disposed to landfill through Cleanaway on call bins. One
spin off from the 1100L green garden bin awareness program has been an increase in 240L and
360L green garden bins at commercial properties. Unfortunately we do not differentiate these
numbers above, but they would account for the bulk of the growth in service numbers.
The North Shore Transfer Station was closed early in the financial year due to all residents on
North Shore having access to a kerbside bin service. There is a small transfer station created in
the old Council quarry for the restricted use by Teewah residents.
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Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Customers using Council’s three waste sites
Transactions Eumundi Road Cooroy Pomona
2014-15FY 92,798 4,404 4,874
2015-16FY 107,421 4,022 4,904
2016-17FY 115,573 4,975 5,414
2017-18FY 119,583 5,362 6,083
2018 – 19FY 120,511 5,829 5,957
July-December 2018 63,299 2,866 2,880
Customer Service Requests
Waste Customer Service Requests July - December
900 2019
778
800 718
700
600
500
400 349 327
270
300
200 120 136
100 16 16 3
0
Bulk kerbside collection service
The annual bulk kerbside collection commenced on the 16 July 2019 and ran for eight weeks. The
collection method this time was enhanced by the involvement of Resource Recovery Australia
which collected any suitable reusable goods or resources for resale. Cleanaway segregated and
collected metals, e-waste and timber separately to general waste to facilitate recycling of these
products.
Bulk Kerbside – Weights of material collected
Tonnes 2014 2015 2017 2018 2019
Waste 1182.18 878.14 866.98 647.57 690
Steel 325.12 190.53 473.052 527.2 227
E-Waste 31.708 35.34 22
Reusable items 16 RRA
Mattresses (No.) 256 191 140 115
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Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Kerbside service - Asbestos contamination in dumped material on Tablelands Road
A concerning amount of illegally dumped material in isolated rural areas occurred again in 2019.
The dumping of asbestos presents serious health risks to residents, collection staff and costs for
specialised clean up by Council. Further information on the Bulk Kerbside service was provided to
Council in a report dated 19th December 2019 outlining operational concerns with the service.
Resource Recovery – Material recovered in tonnes (major categories)
2015FY 2016FY 2017FY 2018FY 2019FY July – Dec 19
Recyclables 7,006.57 7,295.68 7,492.64 7,564 7,037 3,682.68
Garden 11,197 12,346.59 13,354.5 14,317 15,507 7,550.32
Concrete 3,527.5 3,361.47 7,118 6,533 7,742.6 2,945.72
Metal 1,822 2,766.4 2,818 2,602.92 2,523.32 1,359.04
Timber 571.34 677.94 1,437 1,391 1,643 568.80
Cardboard 366 378.75 388 368 330.81 237.40
Batteries 26.9 35.1 27.4 26.54 34.7 15.56
E-Waste 0 0 83.5 88.64 66.3 61.50
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Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Queensland Waste Levy
On 1 July 2019 the Queensland Government introduced a $75-per-tonne levy for waste disposed
to landfill. This generated some teething problems for Waste Management staff due to inaccurate
data input by weighbridge attendants and the interface of Newcastle Weighing’s software
programme Wasteman 2G to meet the legal requirements for reporting. Summary data returns for
all movements of waste internally and external to and from the site need to be uploaded each
month for calculation of waste levy fees payable by Council.
The introduction of the waste levy also has a requirement that vehicles disposing of waste with a
Gross Vehicle Mass (GVM) over 4.5tonnes be dual weighed (in and out after unloading), which
has produced traffic management issues on the site with incoming vehicles backed up, and at
times onto Eumundi-Noosa Road during peak periods.
The construction of a second outbound weighbridge is now considered essential for safety and
traffic managemnt on the site and is currently being designed for construction in 2020/21.
Waste management contracts
Timber and Green Waste Processing
The processing of timber and green waste is one of the Waste Section’s largest contracts
with costs annually of around $300,000 (dependant on seasonal volumes generated). This
was a full tender process and awarded to Mulch Management (Australia) Pty Ltd on 27
August 2018, for the initial contract term of two years, with three by twelve-month optional
extension periods.
Crushing of Concrete
Council has a major contract for crushing of concrete at Eumundi Rd landfill, pulverising and
crushing for resale as 80mm, 40mm and 25mm sized material. Depending on commercial
activity and receipt of product this can involve expenditure of about $400,000 per annum.
This material is sought by commercial operators as it is sold at a reduced costs to encourage
diversion of the product from landfill and reuse of the product.
Collection and Sale of Scrap Metal and Lead Acid Batteries
The sale of ferrous and non-ferrous metals and lead acid batteries generates well over
$400,000 in revenue to Council. This contract was recently let has an initial term of five years
with two twelve-month optional extension periods.
Reviva
A licence to operate Council’s reuse and sales facility (Reviva) has been awarded to not-for-
profit company Resource Recovery Australia (RRA) who commenced operations on the 1
July 2018. They receive and on sell donated or recovered good delivered to the landfill to
assist in diversion of waste from burial in landfill. A recently established education building
has been constructed on their site for use by Councils education officer and Reviva. RRA
provide training and reemployment opportunities for their staff.
RRA’s six months of operation have seen them meet all Key Performance Indicators required
under the Licence.
Liquid Waste Contract
Suttons Cleaning Service provide a contracted service to about 80 residential properties that
have a septic holding tank which require regular removal of liquid waste. This contract will
expire at the end of the 2019/20 year.
Hazardous Waste Contract
ITQ1819Q097 for the Collection, Transport and Disposal of Household Hazardous Waste for
all waste facilities within Noosa Shire was finiliSed on the 30 October 2019 and awarded to
Cleanaway’s Hazardous Waste Division with costs annually of around $38,000 to $45,000
(dependant on volumes, types of waste disposed at sites).
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Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Street Litter and Illegal Dumping
Street Litter (public place) bins
To date waste officers have installed ten new waste bin enclosures. There has also been a
number of damaged and deteriorated enclosures removed and replaced. Waste officers are
currently negotiating with the manufacturers of the enclosures to return and recycle the
aluminium. So far, this has been positive and may result in credit being given to Council for
new replacement enclosures. Waste officers are also looking into a program to replace
damaged/rusted bin poles. Dog bag dispensers are also being replaced and updated where
needed.
Street litter recycling bins continue to be rolled out in the high profile high use areas of
Gympie Terrace and Hastings Street. Recycling bins have also been installed in the main
streets of Pomona, Cooroy and Cooran.
Illegal dumping
Since July 1 2019, there have been 344 reports of illegal dumping. This can be broken down
into 33 incidents of dumped green garden waste, 26 instances of littering and 285 incidents
of dumping other or mixed loads of material in excess of 240L.
There is an apparent increase in passive dumping where large household items are
jettisoned onto the street, usually in close proximity to the domestic premises they originate
from.
Waste officers continue to visit dumping incidents to determine if the person responsible can
be identified. Works Section are requested to collect this dumped material.
Waste officers issued eight show cause notices and five Penalty Infringement notices. Three
warning letters were also issued. Further actions included four compliance notices to clean
up jettisoned material. Compliance was voluntarily achieved after door knocking in seven
instances.
Complaints continue to be received under Local Law 7 for wheelie bins left out on the footpath
for prolonged periods. Fifteen (15) warning letters have been issued with mixed results.
Compliance has also been achieved through face-to-face contact. There was success,
dealing directly with real estate agencies letting to tenants, particularly in Sunshine Beach.
Bins left out continue to be a source of customer complaint, often linked with Air B&Bs where
our collection services do not adjoin a weekend.
The camera surveillance program has continued at known hotspots and reactionary dumping
spots. We lost six more cameras to vandalism and the program was struggling after cameras
were stolen from Cootharaba, Boreen Point, Pomona, Belli Creek and Noosaville. Currently
as at April 2020 we have 10 operating cameras deployed in seven spots around the fringe
areas. In August 2019 staff contacted Brisbane City Council about their illegal dumping
program and eventually arranged a personal visit in Brisbane. Staff are adopting some of the
strategies observed, which have been successful. Brisbane City Council have the best-
practice surveillance and prevention of illegal dumping program in Queensland and have not
lost a camera installation since 2018.
Waste Section applied for and was successful in obtaining a grant of $50,000 for improved
illegal dumping surveillance. This grant program will fund improved operations next financial
year. The following photos depict typical illegal dumping.
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Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Illegally dumped green waste Illegally dumped general waste
WASTE EDUCATION JULY 2019 – DEC 2019
Presentations/workshops
Recycling and waste education talks and workshops have been given to twelve different schools
and kindergartens in the Noosa Shire from July 2019 - Dec 2019.
Date Organisation Grade Number Presentation
of
Students
25/07/19 Community screening Community 300 Screening of 2040 and Q&A
of 2040 as part of Plastic Free July
07/18/19 Sunshine Beach Year 4 120 Landfill Tour
08/08/19 Cooran School Year 4 25 Waste & Recycling talk
12/08/19 Good Shepherd Year 9 53 Waste & Recycling talk & landfill tour
13/08/19 Good Shepherd Year 9 73 Waste & Recycling talk & landfill tour
14/08/19 St Teresa’s Year 9 100 Landfill Tour
20/08/19 Pomona Primary Years 3-6 66 Landfill Tour – Eco Warriors
School
28/08/19 C&K Kindy Preschool - 38 Waste & Recycling talk
2 groups & a waste truck attended.
04/09/19 St Teresa’s Year 7 150 Waste & Recycling talk
6/09/19 Noosa Show Community Stall at the Noosa Show for 2 days
25/09/19 CLO Sunshine 60 & Community 12 Waste & Recycling talk.
Better Group Cooroy RSL, 23 Maple Street
08/10/19 St Thomas More Year 4 120 Waste and Recycling talk
09/10/19 St Teresa’s Year 7 112 Landfill tour
18/10/19 St Thomas More Year 4 120 Landfill tour
23/10/19 Cooroy 4 x Year 4 90 Recycling & Waste talk & landfill tour
classes
11-17 National Recycling Noosa 810 Talks at Bunnings, workshops,
Nov week Community movie, and preloved clothing market
21/11/19 Tewantin School 3 x Year 2 75 Recycling & Waste talk & landfill tour
classes
3/12/19 Gympie East School Years 2 & 3 40 Recycling & Waste talk & landfill tour
TOTAL 2,304
Page 53 of 119
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Images of Education Program delivered Jul 2019 – Dec 2020
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Media, social media and promotion
Weekly ‘Waste Fee Friday’ Facebook posts have been used to engage with the community during
the six-month period with over 40 Facebook posts. This included several campaigns including
Plastic Free July, Waste Free Friday, National Recycling Week (NRW), soft plastic reduction and
reducing waste over Christmas. These posts give ideas and alternatives on how to do things better
and reduce waste. These posts have reached over 120,252 people. There have been regular
sliders on Council’s website page and Instagram, media releases, newspaper adverts and an
interview on ABC radio as part of National Recycling Week.
Jul 2019 – Dec 2019 – Waste Education synopsis
School talks and landfill visits Twelve different schools and kindies
Recycling and waste Spoke to over 2,304 students and members of the community
education talks and workshops
Community screening of the Sold out event 300 people (paid event)
film 2040 as part of Plastic
Free July
Facebook posts Weekly “Waste Free Friday” posts
Over 40 Facebook posts reaching over 120,252 people
National Recycling Week All 10 events were booked out (paid events), engaged with over 810
November 2019 people.
Workshops/activities included an outdoor movie, Slow Clothing Talk,
Upcycling clothes workshop, Beeswax Wrap workshops, information
sessions, preloved clothing market and e-waste collection at Bunnings
(which was supported by the Noosa Men’s Shed).
Events attended Stall at Noosa Show (2 days) & stalls during National Recycling week
Recycling audit for Noosa Envirocom conducted a recycling audit showing 6% contamination of
Shire recycling bins
Behaviour change trial – 6 Developed & implemented a behaviour change project to remove
week bin tagging trial green waste & recycling from the general waste bins. Conducted two
trials one residential and one commercial in three different areas in
Noosa.
The trial was very successful finding a 65% decrease in the number of
bins with contamination
Staff coffee cup initiative Staff waste reduction and awareness, 135 coffee cups sold to staff to
encourage reusing opposed to single use cups
Bin Covers used at events The usage of special bin lids and covers were used at 16 events over
the past 6 months
Activities planned for May – Dec 2020
Talks and landfill visits with schools & community groups
Fit out and opening of the Waste and Recycling Education Centre
Reviewing and update the waste and recycling website
Composting workshops
Preparation for National Recycling week in November, organise workshops, movies and
talks
3. PEOPLE
The Waste Section’s staff numbers and positions have remained static over the period.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
4. SYSTEMS & PROCESSES
Environmental
Landfill Gas Volumes (Cubic Metres) by Month 2019/20
The following graph shows a comparison of the cubic metres of landfill gas flared each month by
LMS. Under the Contract with LMS, staff are not permitted to publicly release the volume of gas
flared as this is “commercial in confidence”. (LMS generate revenue from auctioning carbon credits
associated with flaring and potential volumes for auction should not be available to LMS
commercial competitors). However, LMS accept that staff may report generally on monthly
variations in gas volumes captured without disclosing actual cubic metres of gas flared.
Landfill gas extraction and Zero Emissions Noosa (ZEN) targets.
The Waste Section is working with the Ann Nolan, Council’s Carbon Reduction Project Officer for
Zero Emissions Noosa (ZEN) to reduce the carbon impact at the landfill.
The landfill is the most significant contributor (66%) of the total carbon emissions for Council.
The whole of Council is intended to be carbon neutral by 2026.
Staff are working with LMS to install lateral gas extraction lines as each layer of the landfill is
completed to capture more gas. Additional vertical gas wells to improve methane capture for
flaring of methane are also planned.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Council officers working with the landfill gas contractors (LMS) have installed lateral gas
collection lines in the active cell. The road to Cell 2.2 has been filled to allow for the
construction of a ring main along with additional vertical lines and manifolds to gain access
to the newer areas of waste. It is anticipated that this will increase the overall methane
recovery. LMS are unable to provide details of the estimated increase in capture given the
variables involved.
Quarterly onsite meetings have been established between Waste Officers, ZEN
representatives and LMS. Current trends in gas volume, operational status of wells, future
plans for the gas network and heat mapping areas of landfill with good/poor gas capture are
analysed to direct increased future volume of methane capture.
Landfill leachate system maintenance and upgrade - Contractors have been engaged to
undertake maintenance and a condition assessment of the leachate rising main and dual
pumping system to allow for continual discharge of leachate to sewer at the maximum
discharge rates accepted by Unity Water.
Environmental Compliance
The following notifications for the landfill have been made to the Department of Environment
and Science in the reporting period July 2019 to December 2019. The table below shows
their resolutions to demonstrate the incidents did not lead to off-site environmental impacts.
Date Incident Resolution
14 October Total Suspended Following the receipt of results, visual inspections were
2019 Solids Compliance undertaken weekly identifying no sediment deposits on
Limit exceedance vegetation and/or signs of die off or any other indications of
following an 80mm environmental harm. In addition drains were cleaned of
overnight intense accumulated sediment by the on-site contractor. External
rainfall event. contractors were also engaged to undertake maintenance on
the High Efficiency Sediment basin dosing and control
systems to rectify the Total Suspended Solids (TSS) Level.
The Department of Environment and Science required no
further action and closed this matter without any enforcement
action.
No actual or potential environmental harm from landfilling operations was recorded during
the reporting period July 2019 to December 2019. Internal weekly and monthly environmental
inspections continue to be conducted by Council’s Environment Officer.
Management and control of environmental impacts remain the top priority of the Waste
Section through the planning process for the construction of the next stage of landfill
development, due to commence in the next financial year. Preparatory work included a
detailed flora and fauna study of the land surrounding the landfill site to guide the detailed
design and master planning process being conducted in 2020FY ensuring that impacts are
controlled.
Environmental works within the upcoming 6 months include:
A groundwater review completed in July 2019 identified changes to the groundwater
monitoring strategy. This requires close monitoring of groundwater quality in BH32, BH5 and
newly installed upgradient groundwater well BH33 to determine potential landfill impact on
groundwater at BH32 and BH5 background monitoring wells or changes in ambient
groundwater quality;
Review and amendment of the REMP to reflect the changes made in the monitoring program
since the previous version was drafted in May 2015, including amendments of the
assessment criteria for decisions on determining requirement for midfield and farfield
monitoring;
Ongoing monitoring in accordance with the REMP.
Future Direction
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Future landfill development
In 2018 Noosa Shire Council engaged ATC Williams to undertake conceptual design of the
future landfill Cells 2.3 & 2.4. This process identified the importance of Master Planning of
the entire landfill to ensure adequate space could be provided for associated and future
infrastructure and site operations. The outcomes of the Master Planning investigations has
identified that a change in ultimate landform is necessary, and has indicated that the
construction of proposed Cell 2.4 in the short term is not necessary. As a result the Waste
Section has taken the initiative to acquire a designated Council Project Officer to oversee the
delivery of the Landfill design and construction.
In order to set a defined pathway forward Council Officers and ATC Williams been provided
with additional plans showing airspace modelling and development sequencing. The
development sequencing is based on the material site balance, airspace modelling
requirements, stormwater management requirements and capping (leachate production)
requirements. Leachate, waste-water and gas collection infrastructure continue to be the
main focus areas that are considered to be the key planning considerations for future site
and cell development.
Regional waste strategy
The Waste Manager and Waste Coordinator are representing Noosa Council on a Project Control
Group overseeing a project on the feasibility of regional waste management solutions. The regional
group includes senior officers from Sunshine Coast and Moreton Bay Councils and Unitywater. An
initial report from the consultant engaged to conduct the feasibility study was presented, but action
deferred pending the Council elections in March 2020.
Officers have also attended the WBBROC group to discuss advanced waste disposal options
available within that region, which might provide a significant advantage to Noosa Council.
Charging structure – Commercial waste
Waste officers worked with officers from the Finance Branch on the restructuring of commercial
waste charges and this was implemented in July 2019. A special waste charge was implemented
for the Peregian shops as they are provided with communal bulk waste and recycling disposal bins.
This communal facility prevented charging each shop for the number of services they used.
Waste Levy
In July 2019 the Queensland Government introduced a $75-per-tonne levy on waste disposed of
to landfill. The Queensland Government has committed to ensuring that the introduction of the
levy will have no direct impact on households. To deliver this scenario, the State made a prior lump
sum payment to Councils to offset the levy cost to households. Government promised the levy
should not impact householders’ rates, or charges at the landfill gate. However, businesses did
incur the waste levy. For businesses to minimise paying the levy, they will need to reduce their
waste generation and recycle as much as possible.
Some waste material is exempt from the levy, such as waste produced from declared natural
disasters. It was also proposed that application for exemptions or discounts can be made for some
categories of waste such as waste dumped by charities and residual wastes from recycling
processes.
The Waste Section worked with senior officers of the Finance and Rates Sections of Council on
how the levy is administered and costs recovered. The Waste Section is also working with officers
of the Queensland Government to ensure that Council’s waste facilities and systems meet the new
standards for administering the levy and accounting for all waste that is landfilled or recovered.
Council was required to make application to the Queensland Government for approval of the
existing landfill and resource recovery areas prior to 30 June 2019 to comply with obligations
imposed under the Waste Levy legislation. The application process requires Council to submit
volumetric details of landfill capacity used each year and remaining stockpiles of recyclable
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material held on site. Volumetric surveys must then be submitted annually to support auditing of
waste received, levy charges imposed and landfill airspace consumed.
Previous Council Consideration
Ordinary Meeting, 19 September 2019
That Council note the report by the Waste Coordinator to the Services and Organisation Committee
Meeting dated 10 September 2019, providing an update on the activities of the Waste Management
Section for the financial year 2018/19.
Ordinary Meeting, 19 December 2019
That Council note the report by the Waste Coordinator to the Services & Organisation Committee
Meeting dated 10 December 2019 providing an overview of the 2019 Kerbside Bulk Waste
Collection Service and request a further report to Council to examine options for providing the
service into the future.
Finance
Refer to Section 1 – Finance.
Risk
Council officers responded to Workplace Health and Safety (WH&S) risks around areas of public
interface at the Eumundi Road site, particularly in the resource recovery area. The Manager has
engaged Cleanaway’s senior management on the issue. Cleanaway are now working with Council
and providing a “Spotter” on the landfill and resource recovery areas to ensure separation of the
public from heavy equipment
The Waste Section is also implementing independent legal advice on Council’s WH&S obligations
as they relate to management and control of waste sites and various contractors and sub-
contractors. This included a third party WH&S audit of Council’s waste contracts and contractors’
documentation and processes.
Business Continuity
The Council has a Risk Management Program and Business Continuity Program which are
updated in the first half of each financial year. An external consultant tested the Risk Plan by
performing a desktop exercise with satisfactory results.
Consultation
External Consultation - Community & Stakeholder
Cleanaway
Unitywater
LMS
Moreton Bay Regional Council
Sunshine Coast Regional Council
Wide Bay Burnett Regional Organisation of Councils (WBBROC)
Boomerang Alliance
Queensland Government - Department of Environment and Science
Internal Consultation
Financial Services
Project Officer, Carbon Reduction
WH&S Advisor
Departments/Sections Consulted:
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development x Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
x Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
x
Design and Delivery
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Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
7 COMMUNITY SERVICES DEPARTMENT UPDATE - 3RD QUARTER 2019-2020
DOCUMENT INFORM AT ION
Author: Director Community Services, Kerri Contini
Community Services Department
Index: ECM/ Subject/ Branch Manager/ 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 12 May 2020 providing an update on the operations of the Community
Services Department for the period 1 January to 31 March 2020.
REPORT
The adopted organisation structure includes the following branches under the Community
Services Department:
Director’s Office;
Community Development and Community Grants;
Community Facilities (Including Noosa Community Support, The J, Bicentennial Community
Centre, Noosa Aquatic Centre and Noosa Leisure Centre);
Libraries and Galleries;
Local Laws: 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 for the period 1 January to 31 March 2020.
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COMMUNITY SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
DIRECTOR’S OFFICE
Rufous St Precinct Development Construction of new Peregian Beach Completing necessary processes as Complete design documents for
Rufous St carpark complete. part of Ri-Con liquidation. community house.
Concept plans for conversion of RFQ for remaining design elements Prepare for tender process for
existing Community House to for community house. community house and green space.
extension of Digital Hub complete.
Project plan and schedule reviewed
following collapse of Ri-Con
Constructions Pty Ltd
Documents and information provided
for liquidation of Ri-Con
Constructions.
Disaster Management Program of works developed for Assessment of impact of Reviewing third party Recovery and
Category D Bushfire Recovery Coronavirus COVID-19 on Noosa Evacuation arrangements.
Exceptional Assistance funding and community Completing detailed COVID-19
submitted to Queensland Early planning for COVID-19 Recovery plans.
Reconstruction Authority Recovery Relaxation of COVID-19 measures
Continuing recovery efforts for fire Planning for scaled re-establishment in line with Common
impacted communities of Council services and facilities
Case management of highly Evacuation Centre audits
impacted bushfire residents Feasibility assessment of bushfire
Bushfire lessons learned conducted recovery funding project concepts
and Recovery sub-plans reviewed
accordingly
Further training conducted for
evacuation centres
Taskforce established to manage
Council’s response to coronavirus
COVID-19
Coronavirus COVID-19 specific
pandemic plan developed and
implemented
Facilitated bushfire debrief with
Aged Care facilities
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
COMMUNITY DEVELOPMENT
Social Strategy implementation EOI progressed into “Pipeline” Covid-19 Community Response and Develop programs, activities and
project through Queensland Recovery events that could activate
Government Active Community Continue to support social service community and encourage social
Infrastructure Funding Program for agencies in the delivery of inclusion post COVID-19
$1million for Cooroy gymnastics hall emergency relief services. Continue the expansion of the Social
expansion and soccer/cricket Working with local community Services Hub Virtual Services
clubhouse re-development. organisations to ensure food supply Work with our not for profit sector to
for vulnerable persons reopen and recover.
Assisted Tewantin Noosa Cricket
Set up Virtual Social Services Hub Work with Noosa Community
club with hosting the Pakistan and
Make available free flu shots to our Support, Noosa Library and Noosa
West Indies Women T20 World Cup Leisure Centre to facilitate a
most vulnerable thanks to the
cricket teams for warm-up games, support of Sunny Street ‘seniors’ hub
training and community engagement Coordinate Noosa’s inclusion in Re-activate the senior's health and
activities. Place-Based Response to wellbeing program (Ageing Well
Beach Volleyball Come n Try Homelessness. Noosa) in collaboration with Noosa
sessions held at Sunshine Beach in Facilitate Community Meal Delivery Community Support and Noosaville
partnership with Noosa Volleyball, Program with the support of local Leisure Centre
Ivory Palms and Gold Coast charities Complete concept designs for the
Volleyball. 40 participants attended. Working with stakeholders on the Cooroy gymnastics hall and
Supported social service preliminary design for the internal soccer/cricket clubhouse
organisations with delivery of road and pathway network through redevelopment project.
emergency relief during COVID-19 Noosa District Sports Complex Undertake an organic turf sports
Developed information and web Assisting with the delivery of field trial (to take advantage of non-
sporting clubs infrastructure projects use during COVID-19)
pages for residents and community
(Tewantin Noosa Cricket Clubs
organisations on support through lighting, Noosa Rugby
COVID-19 League/Touch Football combined
Completed Service Clubs lighting)
promotional videos Partnering with Australian
Participated in wide-ranging Skateboarding Community Initiative
networks and forums to deliver Noosa web championship
at home Skateboarding boarding
championships as a feeder to the
National Championships (U6 –
Open)
Finalise the Social Services Hub
promotional video
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Council Community Grants Program Finalised Round 12 grant payments Assess and report Regional Arts Host Grants Nibble and Networking
including RADF Reviewed all grant forms in Development Fund (RADF) Round Night (at The J in August)
preparation for Round 13 13 to Council. Process agreements, conditions and
Community & Environment Grants & Support community organisations payments RADF Round 13.
RADF – application forms, acquittal and service organisations with Review grants program in
forms and internal processing forms external grant applications consideration of emerging needs
through COVID-19 recovery.
Opened Round 13 Community & Write and submit RADF application
Environment Grants & RADF (10 to Arts Queensland for the 2020-
applications) - Community grant 2021 program
applications put on hold due to Propose a quick response grant
COVID-19 (subject to Council approval) to
Delivered Arts Funding information support our not for profits affected by
COVID-19
session with Arts Qld, Regional Arts
Fund and RADF
Volunteer Initiatives Grants Network Nibbles with over Fortnightly webinars to support our Prepare for activities, events and
100 attendees on the 4 March 2020. not for profits during COVID-19 - workshops that respond to COVID-
Worked with USC to complete commencing 5 May 2020 19 effected not-for-profit
preliminary review of the Noosa Provide support to community organisations
Show. organisations manage volunteers Early planning for events and
during COVID-19 activities post COVID-19
Held Come n Try Sport Afternoon on
18 February 2020, with attendance
of just under 200 participants &
parents, included involvement of five
local & State sporting organisations.
Business as Usual activities Restumping project at Wallace
House (Noosa Arts and Crafts)
Advocating and closely liaising with
Dept Housing and Public works
(Sport and Recreation) for support
initiatives to assist major impacts of
COVID-19 on sporting clubs.
Continue to support the
redeployment of casual staff by
identifying organisations where they
can volunteer
Develop and implement a COVID-19
Community Arts Project
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
COMMUNITY FACILITIES
Noosa Leisure Centre (NLC) - financial As at 31 March, revenue ahead of Forecast impact of COVID-19 Forecast impact of COVID-19
performance budget by $29k (strong performance closure on financial performance for closure on financial performance for
from group fitness and venue hire), future periods. future periods.
expenditure tracking $26k under
meaning net $55k ahead of YTD
budget.
Noosa Leisure Centre - general New seniors’ ‘Ageing Well Noosa’ Redeploy NLC staff to other Council Preparation for scaled re-
program introduced in March, in or community organisation teams instatement of NLC and activities
collaboration with Community while NLC remains closed because post COVID-19
Development and Noosa Community of COVID-19. Continue to support staff via
Support. Record & release instructional redeployment opportunities.
Cleaning contract awarded. videos to help our community stay Complete remaining safety audits
Additional roller skating session active & connected to our facilities incl. basketball backboards and
introduced on Saturday afternoons during the closure. climbing wall.
with encouraging attendance Implement communications plan Replacement of worn carpets in
numbers. with patrons & key user groups to Lounge and Breakout rooms.
Ventilation fans upgraded in Stadium maintain contact during COVID-19 Continue to implement plans to
with new, more energy efficient period. freshen up areas of the facility that
units. Finalise invitation to quote process currently look tired and run-down.
for upgrade of stadium scoreboards. Finalise invitation to quote process
Review pickleball program to for upgrade of volleyball posts.
enhance this growing activity.
Identify centre maintenance priorities
for completion during shutdown.
Meet with Plastic Free Noosa
representative to discuss solutions/
opportunities to further reduce
centre waste.
Noosa Aquatic Centre (NAC) – financial Current reported financial Forecast impact of COVID-19 Forecast impact of COVID-19
performance performance is impacted by the closure on financial performance for closure on financial performance for
longer than expected shutdown at future periods. future periods.
the beginning of the financial year.
Revenue is down $69k however,
expenditure is $153k below budget,
largely due to casual labour
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
expenses that that were not incurred
during the shutdown. Overall, the
NAC is net $84k ahead of YTD
budget.
Noosa Aquatic Centre – major capital Major maintenance works completed Coordinate installation of new heat Finalise upgrade or replacement of
works including replacement of deck and pump for 50m pool. the main switchboard prior to
roof, as well as tile and grout works Develop and release invitation to connection of the new solar panels
in the 50m and Leisure pools. Cost quote for the replacement light pole Complete replacement of the light
escalations were kept to a minimum footings. pole footings and subsequently shift
and no major defects have occurred light poles and install new LED
since reopening. lights.
Install of remaining 72kW of solar
panels complete (system now totals
100kW).
Noosa Aquatic Centre – general Patronage numbers have largely Coordinate the redeployment of staff Preparation for scaled re-
recovered to normal levels following during the COVID19 closure period. instatement of NAC and activities
the closure over winter. Where possible, attempt to provide post COVID-19.
Implementation of marketing plan to staff with continuity of employment Continue to support staff via
continue to boost patronage and and assist our community in a redeployment opportunities.
counter the effects of St Andrew’s variety of ways. Determine the best paths forward for
opening their pool and learn to swim Record and release instructional the café and junior squad coaching
school. videos to help our community stay leases, both expiring 30 June 2020.
Upskilling of new staff over peak active and connected to our facilities Continue to review ways to reduce
summer period. during the closure. the centre’s emissions in addition to
Implement communications plan the solar install; will work with a
with patrons and key user groups to consultant to get the most efficient
maintain contact during COVID-19 use of the centre’s plant and
period. equipment.
Determine scope and required Commence work on the masterplan
resources for the completion of the and LTS strategy.
10-year NAC masterplan and the
Learn to Swim (LTS) program
strategy.
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
The J and BCC – financial performance As at 31 March (including Forecast impact of COVID-19 Forecast impact of COVID-19
approximately two weeks’ impact closure on financial performance for closure on financial performance for
from COVID-19), revenue was under future periods. future periods.
original budget by $13k and
expenditure was tracking $34k
under, meaning net $21k ahead of
YTD budget
The J and BCC – general Ongoing reduction in energy usage Minimise the impacts and risk of Preparation for scaled re-
predominantly due to solar COVID-19 to staff, facility users and instatement of The J and activities
installations and staff awareness to the community. post COVID-19.
reduce consumption at The J. Where appropriate, redeploy staff to Approve and complete LED lighting
Finalisation of LED lighting design other Council or community installations
for upper and lower foyers, upper organisation teams while The J Complete minor construction works
deck and ramp area, which will remains closed because of COVID- and floor repairs and reseals.
further increase energy efficiency at 19. Transition ticketing system from
The J. Support facility tenants through this SABO to TicketSearch during
Commenced rescheduling, difficult time. shutdown.
postponing and cancellation of Release invitations to quote for Review The J’s performance against
events following facility shutdown various projects. previous business plan and look to
because of COVID-19. Furthermore, Plan transition of ticketing system develop a new plan for the next 5
refunded over $100,000.00 in actual from SABO to TicketSearch during years.
ticket sales (most of this revenue shutdown.
was held on behalf of promoters
rather than Council’s money).
Procurement commenced for minor
building works and The J floor reseal
projects. These works will be
expedited during shutdown.
Noosa Community Support (NCS) – Tracking in line with budget Continue to closely monitor financial Continue to closely monitor financial
financial performance expectations, with revenue up $25k performance, particularly in light of performance, particularly in light of
and expenditure over $33k, meaning COVID-19 impacts. COVID-19 impacts.
a very small net deficit to budget of Forecast impact of COVID-19 on Forecast impact of COVID-19 on
$8k. financial performance for future financial performance for future
periods. periods.
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Community Support – general Reviewed existing service delivery Continue to review business Monitor COVID-19 landscape and
model to accommodate COVID-19 operations to comply with COVID-19 continue to modify services as
restrictions. A majority of services restrictions and still meet funding required.
are continuing to be delivered to body obligations. Finalise Administration positions
clients (group activities excluded). Telephone support and welfare across team.
Providing assistance to local Meals checks implemented for clients who Continue to review systems and
on Wheels groups who have seen a are isolated and are without a strong processes, particularly ways to get
large drop-off in volunteers because support network. more from centre management
of COVID-19 concerns. Assist community organisations with software or alternative systems.
Worked closely with Noosa Leisure related services where required. Develop and release tender for a
Centre, Noosa Library and Find innovative ways to stay in touch panel of approved contractors for
Community Engagement Team to and provide support to clients whose work across NCS’ various services
introduce My Aged Care information normal services have forced to (predominately home assistance,
sessions. cease. maintenance and modifications
Instigated a number of new related).
programs and achieved very good Continue to monitor funding
outputs. More exercise classes and landscape for changes to ensure
social groups have been introduced. NCS can respond swiftly and
Negotiated with the Department of effectively; new two-year funding
Health to transfer CHSP outputs into agreement from Commonwealth
more relevant activities to increase Home Support Program (Dept of
our support for carers. This has Health) expected mid-May 2020.
been approved by the Department of
Health.
Implemented further electronic
accounts payable and receivable
processes.
LIBRARIES & GALLERIES
LIBRARIES Consultation with key stakeholders Finalise service and operational Present options for outreach model
Mobile Library Service Replacement undertaken. model and services to new Council
Plan Concept plans for potential vehicle Undertake further stakeholder Draft project plan inclusive of
finalised. engagement comprehensive communication plan
Researched possible locations for based on confirmation of future
potential library kiosks in Pomona model.
and Peregian.
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BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Plan and deliver a range of engaging Partnered with Starry Nights Postponing and redeveloping public Scope ideas/available authors for
public library programs which support Outdoor Movies to host Cooroy programs impacted by COVID-19 next large literary event
reading, learning and literacy (including Rooftop Cinema events in January Allocate additional funding and Submit Strategic Priorities grant by 1
digital literacy) and February increase promotion of e-resources May 2020
Celebrated Library Lovers Day in and online materials. Delivery of postponed grant-funded
February with community activities Research possibility of establishing projects
and entertainment and International a seed library and scope local
Women’s Day with presentations partnerships
Hosted a diverse range of Draft “Strategic Priorities” grant for
workshops including “Learn to write State Library of Queensland (for the
seed library)
a powerful memoir”, “Introduction to
Prepare next school holiday program
Reiki” sewing workshop and Arduino
(ie. for Winter break)
(coding electronics) workshop series
Prepare upcoming author talks and
for making a weather station
events for April – June 2020
Hosted “Support services in our
community” sessions (in conjunction
with Noosa Community Support)
GALLERIES Delivered A Life in Patches, an Postponing and rescheduling Monitoring exhibition and public
Plan and deliver a schedule of engaging exhibition in collaboration with the exhibitions and public programming programming scheduling and
exhibitions and programs which diversify Wallace House Quilters. impacted by COVID-19 delivery relative to changing COVID-
and grow audiences; and support local Delivered Davida Allen from the Adapting planned public programs 19 circumstances.
arts practices McCrea Collection. and developing new public programs Liaising with programmed artists and
Opened Mary Macqueen suitable for online delivery stakeholders e adjustments to
Retrospective (closed to public after Restructuring Lyn McCrea Memorial delivery of exhibitions.
first week due to COVID-19) Drawing Prize and DRAW Student Adjusting usual operations for online
Opened Rosie Lloyd-Giblett, Art Award for online delivery. delivery where appropriate.
Between the Trees (closed to public Planning for 2021 – 2022 exhibition Start planning for Floating Land
after first week due to COVID-19) programs. 2021.
Delivered public programs Managing new tasks and impacts on
associated with each exhibition and gallery staff as a result of COVID-19.
project.
Noosa Cultural Plan 2018 – 2023 Invitation to Quote for external Continue to analyse options for Evaluate submission for Pre-
Implementation consultant to undertake New Gallery future model of how Council delivers Feasibility Study for new Noosa
Pre-Feasibility Study released on cultural development activities. Regional Gallery.
VendorPanel in April. Draft 2020/21 Action Plan listing Appoint contactor for Pre-Feasibility
range of actions to be delivered. Study for New Noosa Regional
Gallery if suitable quote is identified.
Page 69 of 119
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Commence work towards Wood-
fired Ceramics from Cooroy
travelling exhibition in line with
Growing the Cultural Economy
HERITAGE - Plan and deliver key Online cemeteries database Continue work on Stage 2 of Local Complete 2019/20 Heritage Levy
Heritage Levy Initiatives & a range of launched and live Heritage Register Review and Budget Initiative projects to the
Heritage projects and programs Stage 1 of Local Heritage Register Citation updates extent possible in COVID-19
Review and Citation updates Oversee Historian-in-Residence environment including
undertaken program (on modified basis due to Increase digital content
Place of Crowes and Tewantin’s COVID-19) creation/online presence during
Oyster Feasts short films distributed Assess and adjust other 2019/20 COVID-19
to schools and made available Heritage Levy budget initiative Continue to monitor COVID-19
online projects to suit COVID-19 conditions conditions in context of impacts on
Australian Heritage Festival events Adapt other business as usual proposed 2020/21 projects
planned (and cancelled due to activities to suit COVID-19
COVID-19) conditions, including considering
Historians-in-Residence Expression options for delivering more online
of Interest process complete and two content in lieu of face-to-face
historians appointed programming
Deliver capital works and facilities Completion of Noosaville Library Generator Connection Point to be Progress Mobile Library
projects Solar Panel project. installed at Cooroy Library (to Replacement options (as above).
Continued rectification of Noosaville support Evacuation Centre Deliver staff training on library
Library refurbishment defects operations) branches operating as Evacuation
achieved. Now only one outstanding Install solar panels on the Butter Centres and Noosaville Library
item to be rectified. Factory Arts Centre and undertake hosting the post-disaster recovery
Noosaville Library’s Meeting Room identified roof repairs.
hub.
Pod installed. Rectification of identified defects on
Draft Capital Works Brief for new
New Adult Fiction collection layout Cooroy Library roof.
implemented in Noosaville Library, in Fire System at Cooroy in response
response to community feedback. to ongoing issues with current
system and significant reactive
maintenance costs
Business as Usual activities Total January – March 2020: Stocktake library collection Preparation for scaled re-
o Visitors: Library: 82,048; CollectionHQ training in collection instatement of Libraries & Galleries
Gallery: 8,185 management software facilities and activities post COVID-
o Program Attendance: Library: Collaborate with People & Culture to 19.
2,942; Gallery: 701 develop corporate training program
Page 70 of 119
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
o Library Loans: 116,361 (incl. for internal staff to undertake during Spydus database clean-up projects
renewals) (excl. renewals total COVID-19 conditions. following collection stocktake
101,288) Undertake planning for new
o Finalised contracts for Courier websites – Library & Gallery
Service, Cleaning and Adult Prepare new Building Maintenance
Literacy Officer System (BMS) Contract for Cooroy
Library (expires in June)
LOCAL LAWS
Manage Local Laws Compliance 837 customer requests Adjusting enforcement approach, Post Covid-19- Re commence
23 reported dog attacks particularly in parking due to Covid- school lectures and introduce
(15 on animals - 8 on People) 19 impacts community group lectures on
51 Proactive patrols undertaken Continuing to conduct early patrols responsible pet ownership and
2,961 Local Laws infringements to address illegal camping, animal safety around animals.
were issued: (approx. 1,000 less related offences and unlawful Monitor budget implications from
than previous ¼ due to Covid-19 prescribed activities in line with COVID-19
relaxation on enforcement) Covid-19 reduced enforcement Monitor and review compliance
o 224 animal infringements Maintaining team morale during areas
o 219 restricted activity – camping. these isolated times Evaluate required pound
o 2,518 parking related Budget adjustments due to lost improvements
infringements. revenue & increased expenses in
197 appeals assessed PPE.
Increase in online dog registrations Explore new options in operational
Seamless transition to working in processes to maintain service
isolation. Increased efficiency with delivery and customer satisfaction
infield use of technology. Ensuring all staff adhere to WH&S
requirements for COVID-19.
WASTE & ENVIRONMENTAL
HEALTH
Waste Management Contract Successfully applied for a $50,149 Negotiating with a local Macadamia Planning for construction of a new
grant for illegal dumping from State farmer to use landfill much to landfill cell adjoining cells 1.1 and
Government. supplement organic farming 2.2
Spotter installed on landfill 3 hrs per Filling stages 3 and 4 of Cell 2.2 at Finalize master planning report for
day to increase public safety. Eumundi Road landfill currently the landfill in preparation for detailed
Design process commenced for underway. design of the next cell and
outbound weighbridge at the landfill. ATC Williams final report on master associated infrastructure in 2020/21.
Submission made to State planning for landfill received and Review trial waste disposal facility
Government on proposed changes under review. for Teewah residents
Page 71 of 119
Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
to waste legislation intending to Review the draft 2020/21 waste
remove protection of existing waste budget and financial impacts of
collection contracts. COVID–19.
Waste Levy Waste Levy fees being paid to State Payment of waste levy revenue on Review waste budget and waste
Government in accordance with time in accordance with legislation to levy charges for the 2020/21 budget
monthly invoices received. avoid interest penalty payments. which would normally increase by $5
Progress introduction of Garden per tonne to $80 per tonne from 1
Waste Service to commercial July 2020.
premises and expand offering of 1.1
Cubic Metre Garden Waste bins to
reduce the impact and costs of the
waste levy on commercial business.
Container Refund Scheme (CRS) State Government extended the Maintain communications with VISY Review the budget impacts of the
Container Refund Sharing Recycling and the viability of CRS revenue sharing agreement as
Agreement - the 50/50 sharing of continued processing of recyclable the volume of recyclable material
CRS revenue will continue unless material in the current COVID–19 collected in the kerbside collection
parties decide to have a separate crisis and prepare for any significant service. There is a trend in reduction
agreement outside the legislated impacts on Councils kerbside in volume of recyclable sent to VISY
conditions. recycling collection service which reduces the revenue paid to
Council.
Memorandum of Understanding (MOU) Decision made by members to defer Review the MOU proposal and the Work with MOU partners and the
with Unity Water regarding Advanced progress on the options for draft report by consultant Ramboll, in consultant Ramboll on a financial
Waste Treatment advanced waste treatment following line with newly elected Councils. analysis of the most appropriate
withdrawal by one of the MOU Negotiate with MOU partners on technologies and costs for
participating Councils & the what waste processing technology to consideration by members of the
imminent Local Government focus on in the next stage of the MOU.
elections. study.
Waste Feasibility Study Wide Bay Final report received by consultants Review report recommendations Present report to Council and obtain
Burnett Regional Organisation of on a waste feasibility study and a position on Noosa’s ongoing
Councils (WBBROC) proposed advanced waste treatment involvement in the WBBROC
for WBBROC Councils and Noosa, if advanced waste treatment
it wished to participate. proposals.
Health Inspection Program Licensed premises inspection Review the fees and charges for Implement the licensing of public
program has been impacted by public swimming pool approvals and pools
COVID – 19. The program was on report to Council any recommended Reinspection of industrial premises
track in January and February changes. likely to pollute waterways that were
Page 72 of 119
Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
except for implementing the Implement the annual inspection inspected in the 2018/19 financial
licensing of public swimming pools. program of licensed premises where period.
191 Food Businesses were possible and in the ongoing impact Complete annual food business
inspected this quarter: 98 had minor of COVID-19. license inspections.
non compliances
10 Improvement Notices issued
under the Food Act
316 CRM`s were received and
processed: Vector control 49;
Cemeteries 51; Health 216.
5 Businesses with Environmental
Authorities were inspected: 2 non-
compliant (corrective action in place)
10 visitor parks and 1 temporary
accommodation site inspected.
Vector Control (Mosquitoes) Completed aerial control of mosquito Continue regular aerial mosquito Monitor salt marsh breeding areas
borne diseases in salt marsh areas control in salt marsh areas at each following rainfall and spring tidal
during the heavy wet weather after peak tide or coinciding with heavy activity.
Christmas and into the new year rainfall events. Conduct regular aerial treatment
Wet conditions and king tides have Limited fogging to be implemented program for the salt marsh breeding
increased the need for regular aerial where weather conditions prevent areas and fogging of adult
treatment of salt marsh areas aerial control by helicopter resulting mosquitoes with potential to transmit
in massive breeding of mosquitoes mosquito borne illness.
and complaints from residents. Work with our communication staff
Program’s focus is on disease to improve information to public on
transmitting mosquitoes and not the treatment program. Review
nuisance pest species that do not Vector Control Management Plan
transmit disease.
Business as Usual activities Formally celebrated the completion Forced deferral of the Council Further Development and review of
of the online burial records system approved behavioural change 2020/21 Budget for both Waste and
20th January, now available to the program for better segregation of Environmental Health including fees
public to facilitate family tree waste and recyclable material, and charges given the impact of
research by family members and impacted by COVID–19 and is COVID-19
reduce staff time providing the unlikely to progress this financial
information. year.
Food - Risk assessment matrix Review Standard Operating
finalised Procedures
Page 73 of 119
Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
Previous Council Consideration
Nil.
Finance
The Department has performed strongly for the first three quarters of 2019/20 and at the end of
March shows a net $1.2M year-to-date position ahead of projected budget. The impact of COVID-
19, a lower revenue profile for the final quarter and committed expenditure will have a significant
impact on the final budget position for 19/20.
Risks & Opportunities
The major risks facing the department include:
managing the operational and financial impacts of Coronavirus COVID-19
managing waste and associated emissions;
responding to funding changes in Noosa Community Support;
co-ordinating effective transition of key staff close to retirement.
The main opportunities the Department is investigating include:
adapting service models to changes brought about by COVID-19
reviewing Council’s role in affordable housing;
exploring new service models for the library’s outreach services; and
diversifying revenue streams.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Community Services’ Managers and Coordinators contributed to the preparation of the quarterly
departmental update report.
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer X Community Development Financial Services
Executive Support X Community Facilities ICT
X Libraries & Galleries Procurement & Fleet
X Local Laws Property
X Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 74 of 119
Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
8 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 3RD QUARTER 2019-2020
DOCUMENT INFORM AT ION
Author Director Infrastructure Services, Carl Billingham
Infrastructure Services Department
Index ECM/ Subject/ Branch Management/ Infrastructure Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Infrastructure Services to the Services & Organisation
Committee Meeting dated 12 May 2020 providing an update on operations of the Infrastructure
Services Department for the period 1 January to 31 March 2020.
REPORT
The adopted organisation structure includes the following branches under the Infrastructure
Services Department and functions within the Director’s Office:
Asset Management;
Buildings and Facilities;
Civil Operations;
Disaster Management;
Infrastructure Planning, Design and Delivery; and
Transport Strategy.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Infrastructure Services Department.
Page 75 of 119
Section 76
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
INFRASTRUCTURE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Asset Management
Finalise the Noosa Spit Shoreline The SEMP has been reported to Undertake planning for approvals Prepare for SEMP implementation
Erosion Management Plan (SEMP) and Council. proposed in the SEMP. for the 2020/2021 budget.
develop an action plan to prioritise any
recommendations arising from the
SEMP
Complete Pathways & Boardwalks and The Pathways AMP is currently in The Parks & Playgrounds AMP is Complete the final draft of the AMPs
the Parks & Playgrounds Asset draft format but still require more behind schedule but will be drafted for adoption by Council.
Management Plans work with data information. by the end of June.
Develop pilot Lifecycle Plans for Beach No activities have commenced. The development of a standard Finalise lifecycle plan template and
Accesses, Sealed Roads and template for lifecycle plans is still to commence development of
Stormwater asset classes. be completed. Lifecycle Plans.
Develop a Service/Management Plan for Initial document has been prepared Continued consultation with Finalise the Hastings Street service
Hastings Street Noosa. by the consultant. Further Hastings Street Association has management plan.
development required to get the seen the timeframes extended for
necessary information updated and the service plan, as a number of
relevant to Hastings Street precinct items require further development
included to ensure the document before they can be included within
the document. This includes the
complements the activities
collation of maintenance plans and
undertaken. activities that are specific to the
infrastructure within Hastings Street.
Asset Data Management program Aligned road segment data for road Buildings and Stormwater Asset Detail Data Reports and
survey and disaster relief funding revaluations have been undertaken Dashboard.
purposes. and are awaiting the draft report.
T1 Project Lifecycle Management Finalising the pathway condition
module configuration remains assessment guidelines and
incomplete and on-hold. maintenance plans.
Business as Usual activities Development of the 2020/21 reseal Preparation of an alternative Ongoing development of the
program. 2020/21 capital works program. Technology One system to improve
Continual development of asset asset inspection practices.
working groups.
Page 76 of 119
Section 77
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Buildings & Facilities
Ensure Council owned and operated Cooroy Butter Factory roof Shelter renewal program. Shelter Renewal program
assets continue to follow the Noosa look replacement. BBQ renewal program. BBQ renewal program
and feel guidelines Noosa Banks shelter renewal. Shower renewal. Shower renewal
Electrical distribution board Bottle fill stations. Bottle fill stations
upgrades.
Tewantin Admin office
refurbishments.
Management of Council engaged Fire and Electrical contract. Pest Control Invitation to Quote Ensure all Council contractors have
contractors to maintain levels of service completed their requests as per
& ensure availability of staff during a contracts.
disaster.
Ensure compliance of shire wide assets Test and tag electrical devices Test and tag Continue as per scheduled
to meet legislative requirements Back flow prevention Electrical RCD testing maintenance of all compliance and
Fire services Back flow prevention legislative requirements.
Lift maintenance Fire services
Air conditioning maintenance Air conditioning maintenance
Delivery of 90% of the Capital Works Cooroy Butter Factory roof Shelter renewal program Shelter renewal program
Program as approved by the CWE replacement. BBQ renewal program BBQ renewal program
Shower renewal Shower renewal
Cooroy Butter Factory roof upgrade Tewantin SES building roof upgrade
tender assessment construction.
Tewantin SES building roof
upgrade.
Progress with Noosa Waters entry
design.
Review of systems and services to Invitation to Quote (ITQ) for ITQ for pest control in community Ensure all contracts have been
maintain a high service level. legislative services (fire & electrical). buildings. completed for the financial year
Business as Usual activities Back flow prevention devices Back flow prevention. Planned maintenance activities.
serviced as per schedule. COVID-19 staff and public safety Reactive maintenance activities.
Continued asset compliance for activities.
FY19/20. Shire Assets compliance for
COVID-19 staff and public safety FY19/20.
activities. Security working group
Building and Facilities working
group.
Shelter asset capture.
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Section 78
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Civil Operations
Implement QitPlus system for reporting Group text messaging in place for Ongoing group text messaging to be Assess systems & processes used
by on call officers. use by On Call Officers used as an interim measure. to determine best means of
Alternative methods/procedures are Commence trial of new procedures reporting by on call officers.
under consideration that will utilise using Council systems.
Council’s systems.
Develop a Strategic Tree Management Stage Two of Weeping Paperbark Complete Noosa Waters palms Complete the capture of tree data
Plan removal and replacement program thinning and replacement program for other precinct areas in the Shire.
completed. (currently 70% complete).
Tree inspection program in precinct Complete proactive works program
areas ongoing and required works for 19/20 - finish off Marcus Beach.
undertaken.
Six Month Progress Review
undertaken
Contribute to improved asset Engagement with working groups Implementation of Ongoing participation in Asset
management outcomes through regarding renewal candidates for recommendations from the review of Working Groups including: Roads,
involvement in the Asset Working 20/21 capital budget consideration footpath inspection process. Bridges, Stormwater, Parks &
Groups Combined Civil Operations/Asset Playgrounds
Planning Branch review of footpath
inspection process.
Develop a plan for street lighting New LED light fittings installed on Addressing lighting defects Work with the Asset Planning team
including: Renewal program for rate 3 Claude Batten Dr path & Main identified through the 3 monthly to populate lighting condition data in
lighting, review of level of service to Beach Boardwalk. inspection and any customer Council’s asset system
inform a plan for lighting upgrades and Briefing note regarding requests.
reducing ad hoc installations, establishment of a lighting renewal
Opportunities to implement LED lighting. program presented to the Roads
Working Group.
Conduct Business Improvement Review Business Improvement Review by Assessment of grader utilisation and Detailed assessment of
of the Branch consultant completed. future requirements. recommendations to determine
future actions. Consider further
engagement of consultant to assist
with the next stage of the review.
Review Branch Workforce Plan in Training needs submitted for 20/21 Ongoing management of COVID-19 Preparation of new MyPlans for
conjunction with the Corporate budget consideration impacts 20/21
Workforce Planning Project COVID-19 Risk Assessments and Review the Branch Workforce Plan
Undertake a project in conjunction with changes to work practices taking into account the Service
Libraries Branch to improve computer Review results.
Page 78 of 119
Section 79
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
literacy for field workers
Performance Plans for Field Staff
Finalising the policy/process for planting Review of draft policy and guideline Finalise draft policy and guideline Report to Council to consider
in and managing structures in the road by internal working group with feedback from working group adoption of policy and guideline.
reserve to reduce risk and complaints
Establish a Memorandum of Draft MoU reviewed by Council’s Draft MOU currently under review Joint signing of MOU by Council
Understanding between Council & the legal firm and given to Friends of by Friends of Noosa Botanic and Friends of the Botanic Gardens
Friends of Noosa Botanic Gardens Noosa Botanic Gardens Gardens
Delivery of 90% of Capital Works Gravel Road Resheeting Program, Tingira Cr and Ross Cr stabilisation Ambulance St gravel road seal
Program as approved by CWE completed and reinstatement project.
Botanic Gardens irrigation renewal Leslie Drive Koala poles renewal
completed. Hector & Tewah St. gravel road seal
projects
Renewal of kerb and channel at
Seaview Terrace Sunshine Beach
Install new Botanic Gardens
signage
Commence AW Dan Park
playground renewal
Develop good working relationships with Update Civil Operations Branch Scope additional garden bed Work positively with the Association
the Hastings Street Association activities and service included in the renovations in liaison with HSA in the delivery of services in the
including contribution to a Precinct Plan Hastings St Levy model for the Consider Mini Street Sweeper Hastings St precinct particularly levy
20/21 budget options funded activities
Disaster Management
Governance The Noosa Disaster Management Internal lessons were captured Review and amendment of DM Sub-
Review of Disaster Management Plans Plan has been tested a number of across all areas of the business and Plans.
times in recent months. are currently being actioned. Development of Threat Specific -
Initial agency lessons learnt have Pandemic Plan
been received in draft format but will Specific policies written to ensure
be captured formally once received more robust procedures in place
in its final version. Continuous improvement
Implementation of lessons learnt
QERMF risk assessment to be
undertaken to inform review of DM
Plan
Page 79 of 119
Section 80
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Capability Disaster Management presentation Guardian training for QPS Officers Audit of evacuation centres and
Strengthen and increase the Disaster scheduled for Councillors. to supplement LDCC staff if neighbourhood safer places.
Management capability, including QDMA Training and Disaster shortages are experienced Looking for opportunities for
training and conducting exercises. improvement and utilisation of Bush
Management inductions scheduled Recruitment and training for
for Cr Stewart as the new Chair of positions continues fire funding.
the LDMG. Flood forecasting software Staff training to create in-house
implementation expertise in mapping for flood
forecasting
Investigating initiatives for Bushfire
Funding Planning for joint annual exercise /
Guardian training.
Working with QFES Communities
Team to develop and implement Continuous improvement
recovery and resilience programs.
Continuing refinement of flood
forecasting software
Legislative Compliance Review IGEM Bushfire review, specific to Actioning IGEM review findings. Implementation of new IGEM
Monitor, develop and maintain Peregian Fires framework
compliance levels in accordance with
Local, State and Commonwealth
requirements.
Engagement & Collaboration Fire Events tested relationships with Capture lessons learnt in final Continual building of relationships
Build and maintain internal and external both internal and external format from all stakeholder through collaborative approach
partnerships/ networks to strengthen the stakeholders agencies.
Noosa Shire community resilience. Continue building relationships
Infrastructure Planning, Design & Delivery
Finalise signage guidelines & signage Refined signage requests process Include refined signage requests Implement signage guidelines and
design criteria. Reference made to the Local process in the Noosa Signage criteria for use by all staff
Government Neutral Services Signs Guidelines Monitor and update as required
Public Places Guide 2019 document Guidelines and criteria to be
in the Noosa Signage Guidelines finalised for adoption by Director.
Progressive development of Streetscape A planner has been engaged for Planning for the Noosa Drive and Continue concept report for Noosa
Plans in accordance with the Noosa project planning from Noosa Hastings Street precincts is on hold Drive and Hasting Street precincts.
Design Principles. Junction to Noosa Drive and the pending resourcing. Await Noosa Junction Association
(Gympie Terrace, Cooroy, Pomona, Hastings Street precinct. Working with the Noosa Junction consultation to determine their
Peregian, Thomas Street, Noosa Place Design has completed 1st pass Association and Place Design to priorities.
Junction) concept design for the north-eastern produce concept plans for a Progress concept design for Noosa
corner of the Junction. streetscape is on hold during Junction streetscape, develop draft
COVID-19 restrictions.
Page 80 of 119
Section 81
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
A series of meetings have been held levy model and commence
with the Noosa Junction Association consultation.
to develop the scope, concepts and Place making team will be included
levy model for a streetscape in development of any precinct
upgrade. planning.
Regular representation at various Presentation to new Council on Run a series of Noosa Design
Run a series of workshops for the working groups. Noosa Design Principles. Principles workshops planned for
Infrastructure Services Department that Noosa Design Principles regularly the Infrastructure Services
focus on the Noosa Design Principles discussed at working group Department.
and the relationship they have to service meeting.
level requirements for Councils Asset Reviewing asset management plans
Management Plans. for alignment with the Noosa Design
Principles.
Develop a design intent statement for all Reviewed and endorsed 2019/2020 Continue to review and endorse Continue to develop a design intent
new key projects; Review and endorse Capital Works program projects with changes in project scope prior to statement for all new key projects
changes in project scope prior to a focus on the design look and feel. implementation, with a focus on the for 2020/2021 Capital Works
implementation with a focus on the Revised Project Management Plan design look and feel for 2019/2020 program.
design look and feel. has been developed which includes Capital Works program. Continue to review and endorse
a section for agreed scope and changes in project scope prior to
statement of intent. implementation, with a focus on the
design look and feel for 2020/2021
Capital Works program.
Ensure that the Noosa Design Principles Project team is working on planning Continue working on planning from Continue working as part of the
are considered in the cross from Noosa Junction to Noosa Drive Noosa Junction to Noosa Drive and project team planning for Noosa
departmental strategic planning of the and Hasting Street precinct Hasting Street precinct upgrades. Junction to Noosa Drive and
Hastings Street Precinct and future upgrades. Continue working on the planning Hasting Street precinct upgrades
place making projects. Project team working with Noosa for a Noosa Junction Streetscape subject to budget and resourcing.
Junction Association on the upgrade. Continue working as part of the
planning for a Noosa Junction project team working on the
Streetscape upgrade. planning for Noosa Junction
Streetscape subject to budget and
resourcing.
Cooroy Hinterland Playground Procurement activities are continuing Close out Development Assessment Revise project management plan
designed and constructed. with the construction tender recently issues. (PMP) to capture and reflect current
closed. Complete tender evaluation project status.
process. Tender assessment report &
recommendation to Council for
approval.
Page 81 of 119
Section 82
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Construction of the intersection upgrade Construction commenced. Ongoing communication activities Ongoing communication activities.
and associated stormwater informing residents and the Commencement of roundabout
improvements on Hilton Terrace to community on the progress of works and achieving practical
improve safety for road users and construction work. completion.
pedestrians. Ongoing construction inspection
and management activities.
Continue to rollout PTAIP DDA bus stop Design of all sites in the 19/20 Commence preparation for Construction of the remaining sites
compliance program in line with PTAIP program. 2020/2021 PTAIP DDA Bus are programmed and on track for
legislative requirements. Construction of Package 1 & 2 program. delivery this financial year.
completed. Construction of the remaining sites
are programmed and on track for
delivery this financial year.
Tender process for package 3 of the
PTAIP Year 6 underway.
Develop streetscape policy to outline Working with the Noosa Junction Awaiting commencement of the Work with place making section to
funding options with the local business Association to develop the scope, place making section within develop a streetscape policy.
community. concepts and levy model for a strategic planning. Adopt place making section
Streetscape upgrade. Continue working as part of the streetscape policy.
Meeting held to discuss levy model project team working on the
for a Noosa Junction Streetscape planning for Noosa Junction
upgrade Streetscape subject to budget and
resourcing
Coordinate with DTMR the Beckman’s Ongoing meetings are being held Continue ongoing meetings with Consider resourcing requirements
Road and Cooroy Intersection upgrades. with TMR officers and Council is TMR officers to develop terms for a for detailed design for the upgrade
awaiting a response from TMR to MOU. of the Cooroy Noosa Road and
Council's previous letters. Finalise Council’s alternate concept Beckman’s Roads intersection.
Council’s alternate concept design design and issue to TMR. Develop an MOU with TMR for
has been reviewed and costed by a Review TMR’s business plan and delivery of Tewantin Bypass.
consultant. funding agreement for Cooroy
A copy of TMR’s business plan and Noosa Road and Beckman’s Roads
funding agreement for Cooroy intersection upgrade.
Noosa Road and Beckman’s Roads
intersection upgrade has been
received.
Page 82 of 119
Section 83
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 12 MAY 2020
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Design decisions to be documented and Design decisions are being Continue to document design Develop a program of infrastructure
reported to the RPEQ or Council as documented and reported to RPEQ. decisions and report to RPEQ. assessments based on level of risk.
required. Standards are being included in Continue to include standards in Adopt process for documenting
Include standards in construction construction drawings sets. construction drawings sets. Design decisions reporting to
drawing sets. Develop a program of
Continue to develop a process for Council.
infrastructure assessments based on
documenting design decisions
level of risk e.g. traffic volumes audit
reporting to Council.
Assess lighting compliance risk at
roundabouts & crossings etc.
Define staff roles within Project Staff roles have been defined within Continue ongoing development of Consider establishment of Project
Management Plans and Improve current Project Management Plans. tools and procedures. Management Office.
awareness of previous project lessons Lessons learnt register established Continue documenting lessons
learnt summaries. and populated from recent projects learnt summaries for completed
for future reference. projects future reference.
Provide high level corporate reporting of Quarterly risk reporting is being Continue to develop to report Continue ongoing development of
Project Risk to PCG, CWE and Council. provided to PCG and CWE each Quarterly risk to PCG and CWE. process and smart sheet tool for
quarter. reporting high level corporate
Continue to refine smart sheet tool reporting of Project Risk to PCG
for reporting high level corporate and CWE.
reporting of Project Risk to PCG and
CWE.
Continually evolve contractor selection Consultants / contractors are Continue use of lessons learnt and Consider establishment of Project
process. reviewed and scorecard developed contractor references database for Management Office.
Develop database of lessons learnt and after project completion. completed projects.
contractor references. Lessons learnt and contractor Continue to use consultants /
Review of consultants / contractors after references database has been contractors review scorecard for key
project completion. developed for key projects. projects.
North Shore Holiday Camp designed Handover of project underway. Finalise any remaining invoices. Close out project.
and developed for sustainable tourism.
Plan and manage a continual effort to Project Officers are regularly Continue to regularly engage with Consider establishment of Project
inform and engage the community. engaging with the community on key the community throughout key Management Office.
projects. projects. Noosa Parade community
Recent projects include Cooroy engagement.
Hinterland Playground via Cooroy
Library and dedicated project
website.
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