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2018-02-06 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 6 February 2018
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Frank Pardon (Chair), Jess Glasgow, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 76 (of 144)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 REQUEST TO PURCHASE THE COOROORA MASONIC TEMPLE 3
2 AWARD OF TENDER 1718T054 - LICENCE FOR REUSABLE GOODS
RECYCLING AND SALES FACILITY 7
3 NOOSA SPORT AND ACTIVE RECREATION IMPLEMENTATION PLAN 16
4 CHRISTMAS 2017-18 FREE HOLIDAY BUSES SUMMARY 23
REPORTS FOR NOTING BY THE COMMITTEE 30
5 OPERATIONAL PLAN PROGRESS REPORT - 2ND QUARTER 2017-18 30
6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 43
7 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 50
8 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2017 58
9 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER
2017-18 63
10 CAPITAL PROGRAM DELIVERY STATUS - DECEMBER 2017 72
11 COMMUNITY SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 83
12 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) HALF-YEARLY
UPDATE TO 31 DECEMBER 2017 104
13 NOOSA LEISURE CENTRE (NLC) HALF-YEARLY UPDATE TO 31 DECEMBER
2017 114
14 NOOSA AQUATIC CENTRE (NAC) HALF-YEARLY UPDATE TO 31 DECEMBER
2017 121
15 NOOSA COMMUNITY SUPPORT (NCS) HALF-YEARLY UPDATE TO
31 DECEMBER 2017 129
16 WASTE MANAGEMENT UPDATE REPORT TO 31 DECEMBER 2017 134
CLOSED SESSION -
Page 2 of 144
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 REQUEST TO PURCHASE THE COOROORA MASONIC TEMPLE
DOCUMENT INFORM AT ION
Author Director Community Services, Alan ‘Fox’ Rogers,
Community Services Department
Index ECM/ Subject/ Property Management - Acquisition/ Purchase/ Disposal
Attachments 1. Noosa Museum letter dated 20 December 2017 (Note: 35 page
attachment provided separately to this report)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services and
Organisation Committee Meeting dated 6 February 2018 regarding the request from the Noosa
Museum for Council to contribute funding to assist in the purchase the Cooroora Masonic Temple
and:
A. Advise the Noosa Museum that Council does not support their request for Council to gift
$225,000 (or any amount of funds) from the Heritage Levy to purchase the Cooroora
Masonic Temple;
B. Resolve not to purchase the Cooroora Masonic Temple;
C. Encourage the Museum to progress the implementation of the recommendations of the
2017 Strategic Review; and
D. Give consideration in the 2018/19 budget process to funding a photographic study and
developing a 3D virtual tour of the Cooroora Masonic Temple to ensure the visual
preservation of, and improved public access to the unique aspects of the building subject to
the owner’s consent.
REPORT
The purpose of this report is to provide a background and overview of issues related to the
request by the Noosa Museum (the Museum) for Council to assist them to purchase the
Cooroora Masonic Temple.
Following a meeting with the Mayor on 11 December 2017, members of the Museum
Management Committee wrote to the Mayor requesting that Council consider becoming a
financial partner with the Museum in the purchase of the Cooroora Masonic Temple and land.
The Management Committee feel that the purchase of the Temple would allow the Museum to
operate the Temple as a visitor attraction/annexe to the Museum.
Following a discussion between the Mayor and Councillors, Community Services staff were
requested to report to Council regarding the Museum’s request.
Page 3 of 144
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
1. The Cooroora Masonic Temple
The Cooroora Masonic Temple was built in 1923. It was used by the Cooroora Freemasons until
2003, when dwindling membership forced the sale of the property.
It is a simple timber building (10m x20m) with a gabled, corrugated iron roof. It consists of a front
anteroom (now converted into a reception area and two small offices) with a main hall at the rear
where ceremonies and rituals were conducted.
The property was privately purchased in 2005 and then restored for use as a health studio. It
continues to be privately owned and is in reasonable condition.
The land on which the temple is located is zoned Community Services. The building was listed
on the Queensland Heritage Register in 2003.
The rationale for heritage listing is that in addition to demonstrating the development of Pomona,
the spread of freemasonry in Queensland and representing an intact example of a timber
Masonic temple, the building features unique murals on the interior walls that were hand-painted
by a Pomona merchant and Lodge member, Brother William Hodge. The Temple murals
replicate murals that featured on the walls of a building in London that was destroyed in WWII.
They depict the symbolism and beliefs of freemasonry.
The Museum lists one objective of its proposal as being to provide protection, preservation and
public access to the murals.
2. Noosa Museum Proposal
The Museum proposes to use the Temple as an annexe to the Museum (refer to Attachment 1).
The property will become part of the Museum’s collections providing public access to the murals,
a venue for Museum events, displays and visiting exhibitions.
The Museum’s Management Committee believes that the purchase of the Temple will improve
the Museum’s sustainability and complement their development planning following on from a
Council funded review by the Queensland Museum’s Development Officer, Josh Tarrant to
develop an agreed Strategic Plan for the Noosa Museum (undertaken in 2017). The Museum
also undertook a voluntary self/peer-review process in 2017 in conjunction with Museum &
Gallery Services Queensland.
The outcome of these reviews was three reports including a range of recommendations relating
to:
Succession planning;
Volunteer recruitment, retention and training;
Collection rationalisation; and
Exhibition/display redevelopment.
The Josh Tarrant review makes no mention of the Museum purchasing the Cooroora Masonic
Temple.
The Noosa Museum’s proposal is for Council to allocate $225,000 (being half the purchase price
of the Temple) from the Heritage Levy towards the purchase of the land and building which would
ultimately be owned by the Museum. The Museum would then seek funding and donations for
the other 50% of the purchase price and be responsible for the ongoing maintenance and upkeep
of the building.
Page 4 of 144
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
3. Staff Assessment of the Noosa Museum proposal
The Masonic Temple is currently protected by a State Heritage listing and well-cared for in
private hands. Previous investigations of the Temple building by Council staff indicate that there
are significant challenges to effectively using the building as an exhibition space particularly its
small size and the need to keep furniture and fittings away from the murals on the walls.
The Noosa Museum is volunteer run and currently only has a very small income stream from
visitors fees, sales of books and images, research fees and grants. A significant percentage of
the Museum’s current annual revenue comes from a Noosa Council Community Alliance grant of
$10,075.
Council’s current heritage priorities are:
preserving and maintaining those heritage assets that Council already owns or has
responsibility for, and
collecting and interpreting heritage for broad community access and education.
Based on these priorities, the provision of additional accommodation for the Museum is not a
Council priority.
Staff see value in approaching the current owners of the building to gain their consent to
undertake a photographic study and developing a 3D virtual tour of the Temple to ensure the
visual preservation of, and improved public access to the unique aspects of the building.
Staff believe the Noosa Museum should focus on implementing the recommendations resulting
from the recent reviews specifically:
reducing their collection;
upgrading exhibition displays;
improving volunteer retention; and
undertaking training to improve ongoing viability/sustainability.
The financial implications and potential risks inherent in this proposal are discussed in the
Finance section of the report.
Previous Council Consideration
The matter of the purchase and/or relocation of the Cooroora Masonic Temple has come before
Council several times previously, as follows:
2003 Council supported a request by the community for relocation of the Masonic
Temple to adjacent to the Railway Art Gallery. The community however could not
meet the conditions and the initiative lapsed
2010-12 Request by the Noosa Museum (the Cooroora Historical Society) for the Sunshine
Coast Council to acquire the Masonic Temple and relocate the building to the land
to the rear of the Museum building. This request was not supported by Council.
2015-16 Request by Cooroora Historical Society for Council to acquire the Masonic Temple
building. This request not supported by Council. Cooroora Historical Society
advised by Council to undergo a review and strategic planning exercise before
any further consideration would be given to requests for additional
accommodation for Museum collection.
Page 5 of 144
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Finance
While Council has not undertaken a formal valuation of the property, it is valued on real
estate.com between $350k - $439k. The balance of funds in the Heritage Levy as at 30 June
2017 was $300k.
A significant factor in weighing up the Museum’s proposal is that it has not provided a business
case demonstrating its ability to pay for its 50% of the cost of purchasing the property.
Furthermore, it has not secured an income stream to maintain the building nor guarantee of
obtaining grants to do so.
Risks & Opportunities
There is no legislative restriction on Council contributing towards a not for profit organisation
purchasing an asset. There are however, significant risks associated with this proposal which
include:
Setting a precedent for other similar requests for Council to assist community groups in
purchasing land/buildings;
The lack of a business plan or revenue to support the Museum’s purchase and subsequent
sustainable operation and maintenance of the premises;
The perception that significant rate-payer funds have been allocated to a single community
organisation with little broad community benefit; and
Council’s potential liability if the Museum is unable to sustainably operate and maintain the
property and/or its existing operations.
On the basis of these risks, staff are recommending that Council not proceed with the Museum’s
proposal.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Mayor and Councillors
Director Corporate Services
Libraries and Galleries Manager
Property Manager
Heritage Librarian
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
X Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 6 of 144
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
2 AWARD OF TENDER 1718T054 - LICENCE FOR REUSABLE GOODS RECYCLING
AND SALES FACILITY
DOCUMENT INFORM AT ION
Author Manager Waste and Environmental Health, Wayne Schafer
Community Services Department
Index ECM/ Waste Management/ Waste Contracts – Resource Recovery
Attachments 1. Evaluation Matrix - Tender 1718T054
EXECUTIVE SUMMARY
Council’s adopted Waste Reduction and Recycling Plan 2016-2024 “Towards Zero Waste” aims
to maximise waste reduction and recycling initiatives to reach the State Government object of
55% reduction of waste to landfill by 2024. Waste reduction initiatives at the Tip Shop plays an
important role in achieving Council’s objectives.
In April 2017, Council agreed to seek tenders from ‘Not for Profit’ (NFP) organisations for a 7
year licence to operate the Reusable Goods Recycling and Sales Facility at the Resource
Recovery Centre, Eumundi Rd, Doonan.
The aim of this process was to improve the current recycling activities at the Eumundi Landfill
and Resource Recovery Centre in line with contemporary waste and recycling management
practices.
Two tenders were received, being Noosa Community Training Centre (NCTC), incumbent
operator currently trading as Briteside Inc. and Resource Recovery Australia (RRA), who
conducts similar recycling activities at five local government sites in New South Wales (NSW).
Tender evaluations by staff resulted in RRA scoring highest and being the most beneficial tender
to Council.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services
and Organisation Committee Meeting dated 6 February 2018 regarding a new licence for
operation of the Reusable Goods Recycling and Sales Facility at the Resource Recovery Facility,
Eumundi Road, Doonan and:
A. Award a licence for a period of 7 years (plus three licence extensions of one year each at
Council’s discretion) to Resource Recovery Australia;
B. The licence commencement date to be prior to 1 July 2018 as determined by the CEO;
C. Authorise the CEO to extend the current licence for Noosa Community Training Centre to
operate the site until a transfer of licence to Resource Recovery Australia can be smoothly
achieved;
D. Offer to purchase the existing Noosa Surf Club building and the small storage shed on site
from Noosa Community Training Centre for an agreed market valuation;
E. Acknowledge the undertaking from the successful tenderer that they propose to offer
employment to existing Briteside staff where staff meet the relevant employment criteria;
and
F. Request the CEO to explore ways in which Council can support Noosa Community
Training Centre to deliver their local training programs in the absence of revenue from the
Briteside Tip Shop.
Page 7 of 144
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
REPORT
Background
Council’s adopted Waste Reduction and Recycling Plan 2016-2024 “Towards Zero Waste” aims
to implement waste reduction and recycling initiatives to reach the State government object of
55% reduction of waste to landfill by 2024. Maximising waste reduction initiatives at the Tip Shop
plays an important role in achieving Council’s objectives.
This report outlines the tendering process, evaluation and recommended award for the new 7
year licence for operating Council’s Reusable Goods Recycling and Sales Facility at the
Resource Recovery Facility, Eumundi Road, Doonan.
The purpose of this report is to present to Council outcomes of the tender evaluation.
This report recommends the prompt acceptance of a successful tenderer to ensure that sufficient
time is available for the successful contractor to mobilise the required plant, equipment and staff
resources to facilitate a smooth transition to the next contract.
Summary of the letting of tenders
Tenders were uploaded to LG Tender Box on 22 September 2017 and advertised in the
Sunshine Coast Daily on 23 September 2017. Tenders closed at 2pm on 24 October 2017 after a
4 week tendering period.
During the tender period the Waste Coordinator conducted a tender briefing session and site
inspection for prospective tenderers.
Tender scope
Tenders were limited to ‘Not-for Profit’ organisations who were invited to tender for the licence to
occupy land at the Resource Recovery Centre, Eumundi Road, Doonan for the purpose of
diversion and sale of reusable items.
Development of the tender documents
Draft licence documents were developed by the Coordinator Waste in consultation with waste
management staff. These documents detailed both the waste management and social outcomes
that Council was seeking from the tender process.
The draft tender documents were then referred to a local legal services consultant (Anumis) for
review and amendment to ensure that the tender and License documents complied with contract
law requirements, workplace health and safety obligations and the specifications were consistent
with achievable contractual outcomes without disadvantage to Council.
Objectives of the new licence
On 11 April 2017, Council’s Services & Organisation Committee considered a report by the
Manager Waste and Environmental Health on the proposed tender. Councillors expressed a
preference for the new licence to include innovative waste management solutions and based on
discussions these were developed for the site, including:
Improved waste diversion - diversion prior to the weighbridge;
A formalised operational process to maximise recovery of reusable items;
Work carried out with other community groups to maximise waste diversion;
Workshops for the community, community groups and schools on recycling and upcycling
initiatives;
Accurately recording volumes of waste diverted from landfill;
Page 8 of 144
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Payment handling procedures and regular audit report submissions;
Agreed pricing schedule with Council for items sold;
Improved signage and customer engagement when receiving material;
Customer service and satisfaction surveys;
A nominated percentage of net revenue to be allocated to community waste initiatives and
site improvement;
KPIs be set for operating the licence. These were to include:
o Percentage of total waste diverted from landfill;
o Number of hours of training delivered to staff and members of the community;
o Number of traineeships delivered/completed on site;
o Provision and amount of employment opportunities for disadvantaged members of
the community;
o Total amount of revenue allocated to community initiatives;
o Number of customer/Council complaints and time taken for resolution.
Tender evaluation team
Tender evaluation was performed by Manager Waste and Environmental Health, Coordinator
Waste Management and Economic Development Manager with support from Procurement and
Contract Section staff.
Tenders received
Two ‘Not for Profit’ organisations submitted tenders. These were:
Noosa Community Training Centre Inc. (the incumbent Licensee);
Community Resources Incorporated trading as Resource Recovery Australia;
(A NSW based company that operates a range of waste related facilities for Local
Government in that state including transfer stations and tip shops.)
Two other ‘Not for Profit’ organisations attended the arranged tender briefing and on-site
inspection of the facility and downloaded tender documents, but did not tender.
Tender evaluation
Tender assessment criteria was developed and tenders were evaluated with the following criteria
being considered:
Proven capability and experience in waste diversion, recycling and upcycling;
Proven and verified capability to deliver all the new innovations required under the new
Licence;
Reports from referees on track record;
The submitted business management plan to operate the site and meet obligations over
the term of the Licence;
Management systems and accreditation in environment, safety and quality assurance;
Contribution to the local economy;
Training and employment of the local community and in particular the disadvantaged;
Proven track record in working with other community groups; and
Recent awards in contemporary waste management practice.
Page 9 of 144
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Comparison of recycling initiatives offered
Resource Recovery Australia Noosa Community Training Centre
Wide range of donated goods and retrieved goods Wide range of donated goods and retrieved goods
– received, repaired and sold. – received, repaired and sold.
Tinkerage Workshops for residents – working with For future Council consideration but not formally
residents to create, repair or refurbish goods included in offer - Briteside educational bus
owned by residents. Providing tools and instruction (replicating Council’s educational program), E buy
from qualified staff, working with Trashy Artisans tip shop for sales promotion on line.
Cooperative. Teaching how to use tools making
and repairing things especially art.
Tinkerage (Green Bikes) – residents learn the
repair, building and maintenance of bikes rather
than discard them.
Tinkerage Workshops for Kids – small children
learn how to take things apart, fix them and use
simple tools.
Mattress Recycling – at cost to Council but with Mattress Recycling – at cost to Council (currently
the benefit of including the recovery of timber and Briteside recovers steel only - Foam and textiles
steel, bailing foam for manufacturing carpet go to landfill).
underlay.
Tyre Recycling – RRA are acquiring a leading tyre No involvement in tyre recycling (Council sends
recycler in NSW, working with University of NSW tyres to a tyre recycler).
and Moly Cop steel manufacturer to provide
shredded tyres rubber surfacing and moulded
products and steel making feedstock.
Timber – sorting, de-nailing, cutting to square and Useful timber de-nailed and sold. Small amount
sale. A quantity is intended to be diverted to local used in making useful items like tables and seats.
Men’s sheds, The Tinkerage, or sale as firewood
when reuse inappropriate.
Textiles – recovery of reusable textiles, bagging Textiles recovery not mentioned
and sale.
Collaboration with charities – helping them clear Proposing collaboration with charities but past
unsold items vs disposal to landfill, assisting stock encouragement to collaborate with other
turnover and maintain fresh stock. organisations has been limited.
Social Media – links to Council’s website including Proposing a range of social media interaction such
(Facebook, Linkedin, Twitter, Instagram) as website and Facebook to promote items for
advertising new and novel items for sale. sale, specials and freebies.
Salvaging – proposed if permitted by Council at Salvaging not mentioned. (Previously reliant on
the transfer station for useful items not pre-sorted Cleanaway to intercept items not diverted at
or donated to RRA. (RRA estimate additional Transfer Station).
recovery of 5 tonne per month at Eumundi Rd)
Page 10 of 144
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Social enterprise proposals
Resource Recovery Australia Noosa Community Training Centre
Indigenous employment policy – 25% of staff are Not mentioned
indigenous employees.
Employment of disadvantaged people – offer Employment of disadvantaged people in Work
employment to long term unemployed and Skills Traineeships etc. Similar initiatives to RRA
disadvantaged as an objective to upskilling and submission. No commitment to regularly turnover
reemployment. Proposing to turn over staff after of staff after upskilling.
upskilling.
Training – Proposing to work with Horizons 2 Pty Provide a range of Government funded training
Ltd (local company) to provide staff training. As a programs such as First Start, Work skills, Youth
minimum standard RRA staff are trained to Skills, Get ready for work including training to
Certificate II Waste Management. Waste Management Certificate II and III.
Work in conjunction with “Work for the Dole” to Not mentioned.
upskill and improve employment opportunities.
Summary of tender evaluation scores:
Quality and Health and Safety:
Both organisations scored the same score of 80.
Capability and Resourcing:
RRA scored much higher (85 v 62.5) as their submission was very professional and
outlined current and proposed activities in NSW which could be replicated in Noosa.
Overall their submission was more innovative and expansive when compared to the NCTC
submission.
Methodology:
RRA provided a very clear outline of the services to be provided and the timelines when
various services would be introduced and how the services would be delivered, resulting in
a high score of 95 vs 50 for NCTC.
Environment and Sustainability:
RRA scored slightly higher (60 vs 50) than NCTC but this had little overall impact on final
scores.
Contribution to Local Economy:
NCTC scored 100 vs 82 as they are a local Not For Profit, and have a good track record of
providing local employment and training programs for the Noosa community. However it
should also be noted that RRA also propose to employ locals and provide local training
programs.
The evaluation resulted in a total score for price and non-price elements:
RRA 100 vs NCTC 78.27
Page 11 of 144
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Financial comparisons
The tender assessment panel believe that the RRA offer significantly higher dollar returns
towards community waste and recycling initiatives approved by Noosa Council.
The Tender and draft licence required the licensee to specify a nominated % of the annual net
revenue that they will contribute to recycling and waste education and other initiatives approved
by Council. Both tenderers specified differing % amounts each year for the 7 year period based
on variables in their estimated gross revenue.
It was difficult to compare the proposed actual amounts in both tenders as they had different
expenditure and revenue estimates.
To fairly compare the financial return to Council over the 7 year period, the tender evaluation
panel assumed a standard net profit based on known revenues for both tenderers.
Using this assumption, the additional investment into waste and recycling initiatives over the 7
year period was RRA $1,147,740 and NCTC $747,165
Summary of comparisons between tenderers
NCTC
NCTC has delivered recycling and waste diversion services for Council for the last 17 years
operating as Briteside.
Over this time Briteside services have remained similar to the services they provided when the
program commenced. Manufacture of new items for sale from recycled material and restoration
of used furniture and other goods was more prevalent in the past, but noticeably less in recent
years.
While NCTC has had a strong focus on delivering external training programs of high local
importance to the community, they have not developed any significant new and innovative waste
reduction and recycling over this period.
RRA
This company is highly innovative and focussed on delivering quality waste management
outcomes and has provided excellent reports from referees in other local governments.
There is also a high component of local training programs and community support for
underprivileged and unemployed similar to NCTC but with more of a community focus on waste
reduction and training in the waste area.
There is also a substantially higher financial return to Council which can be used to fund future
waste related recycling and diversion initiatives, reducing the financial burden on Council to fund
these initiatives.
Importantly, this NSW organisation indicates in their submission a proposal to employ and train
locals and incumbent employees and to purchase locally.
Proposed successful tenderer
RRA scored significantly better than other tenderer when objectively assessed against the tender
evaluation criteria. Evaluation criteria were quantitative and set out prior to tender, focussed on
ensuring minimum risk to Council and highest likelihood of tenderer being able to meet all licence
requirements.
Page 12 of 144
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
RRA scored very highly due to:
Excellent track record across five other Local Government sites with similar contracts in
waste and recycling, providing glowing references from other councils;
Proven potential to deliver on new Licence conditions requested by Council;
Business processes already developed to meet new and more stringent reporting and
financial conditions required in the Licence;
Innovation in the waste area;
Significantly higher dollar returns for future site development and community waste
initiatives;
Multiple recent awards in waste recycling and social enterprise activities;
Proven ability to deliver waste and recycling workshops and training to communities;
Proven ability to promote and market waste reduction and recycling initiatives;
Commitment to employing and training Noosa locals;
Training to be conducted on site at Noosa Eumundi Road, Doonan – hands on;
Partnering with local upcycling business;
Detailed and comprehensive business management plan for site development and process
improvement;
High standard of environment, safety and quality management plans;
Proven record of community engagement.
Previous Council Consideration
Ordinary Meeting. 20 April 2017, Item 2, Page 6
That Council note the report by the Manager Waste and Environmental Health to the Services &
Organisation Committee Meeting dated 11 April 2017 and:
A. Agree to call tenders for a licence to occupy land at the Resource Recovery Centre,
Eumundi Road, Doonan for the purpose of ‘diversion and sale of reusable items’;
B. Limit tenders to be invited from Not for Profit organisations or Social Enterprises only;
C. Agree to the conditions outlined in the report to be included in the licence; and
D. Authorise the Manager Waste and Environmental Health to extend the agreement with
Noosa Community Training Inc. on a month to month basis to provide sufficient time to
implement the new arrangement.
Finance
Refer financial comparison section of the report.
Risks & Opportunities
RRA have difficulty in replicating their successful NSW operations in Noosa;
Revenue returns are not as high as projected;
Impact on NCTC training operations following loss of revenue generated by Briteside
operations;
Loss of local jobs from NCTC if RRA do not employ site staff. (However tender and verbal
advice from RRA is that existing employees will have an opportunity to be employed.)
Page 13 of 144
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Community Services;
Manager Waste and Environmental Health;
Economic Development Manager
Waste Coordinator;
Governance Advisor;
Procurement/ Contracts Advisor.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries X Procurement & Fleet
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
X Governance X Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 14 of 144
Section 15
ATTACHMENT 1
Page 15 of 144
errr rrr nar cia ray ATTACHMENT 1
PRICE
NAME OF TENDERER (excl of GST)
(Conforming Tenders Only) Based on estimate of
relevant 7-year Nett
Revenue
1
2 [Noosa Community Training Centre 747,165
NON-CONFORMING TENDERS
1 2
PART A - Non price elements Resource pecovely Noosa coor ty
eee h ee ton price elements. Australia Training Centre
Resultant Resultant
Evaluation Criteria Weighting (%) score x score x
weighting weighting
rr a
Normalised Technical Score (Tn)
Australia Training Centre
Total Fees (Pc) 15% $1,147,740 $747,165
Average Fees (Pav) $.........:ssccseeceeseeee $947,453
Price Score 117 73
Normalised Price Score (Pn) 100 62
Weighted Price Score (Pw)
Total Score of price and non price elements
Contract Administrator & Assesment Panel Member 1 Waste Coordinator, Community Services
Assesment Panel Member 2 Waste and Environmental Health Manager
Assesment Panel Member 3 Economic Development Manager
Assesment Panel Member 4 O™—OCCC'Y
Assesment Panel Member 5 OO Page 15 of 144Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
3 NOOSA SPORT AND ACTIVE RECREATION IMPLEMENTATION PLAN
DOCUMENT INFORM AT ION
Author Community Development Manager, Alison Hamblin
Community Services Department
Index ECM/ Subject/Noosa Sport and Active Recreation Plan
Attachments 1. Noosa Sport and Active Recreation Implementation Plan
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 6 February 2018 and:
A. Adopt the Noosa Sport and Active Recreation Implementation Plan as set out in
Attachment 1 to the report; and
B. Request the Chief Executive Officer to provide an update and review of the Implementation
Plan every three years of operation.
REPORT
1. Background
The 2016 Noosa Social Strategy recommended Council develop a Sport and Active Recreation
Plan.
2. Sport and Active Recreation Plan
Noosa Council adopted the Noosa Sport and Active Recreation Plan 2018 at its Ordinary
Meeting of 19 October 2017, following a process of:
Statistical analysis;
Policy review;
Targeted workshops with Councillors, Council staff, State Government agencies, sport and
recreation service providers and representatives;
General community feedback; and
Input and review by the Sport and Active Recreation Plan Community Reference Group.
The Noosa Sport and Active Recreation Plan 2018 provides an understanding of the current
position and potential for future development of the local sport and active recreation sector from
grass roots to elite participation, including administration and coaching.
Page 16 of 144
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
3. Implementation Plan
Recognising that some of the proposed actions in the Plan will require additional resourcing, the
Executive Team recommended that following Council’s adoption of the Plan, a 12 month
Implementation Plan be developed and resourcing for this Implementation Plan be considered in
the 2018/19 budget process. The Implementation Plan provided in Attachment 1 looks to detail
actions out to 2021.
Council’s role in the implementation of the Plan will vary depending on the type of action
required. For example, Council may be:
an advocate;
a regulator;
a partner;
a facilitator;
a funder; or
a service provider.
Council’s Community Development Team will oversee the implementation of this Plan and
ensure all lead Departments remain on track with the proposed actions.
Previous Council Consideration
Ordinary Meeting, 19 October 2017, Item 6, Page 7
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 10 October 2017 and
A. Approve the “Noosa Sport and Active Recreation Plan 2018” provided at Attachment 1 to
the report; and
B. Request the Chief Executive Officer to develop a prioritised 2018/19 implementation plan
for consideration in the 2018/19 budget process.
Finance
Funding has already been provided for some of the actions contained within the Implementation
Plan in the existing core Community Development budget eg Difficult to Locate Sport Study, Get
Out and Get Active programs.
$130,000 will be requested for two new initiatives in the Community Development Team’s
2018/2019 budget. This funding will be directed to the following projects:
Noosa District Sports Complex Master Plan - $30,000
Shire wide cycle plan - $100,000
Developing these plans will provide a strategic basis for capital investment (Council, external
funding and sporting organisations) into these facilities over the next 10 plus years.
It is proposed that future budget allocations for the implementation of the Sport and Active
Recreation Plan be reviewed annually and then considered in Council’s annual budget process.
Page 17 of 144
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Risks & Opportunities
A number of the actions identified in the Plan require cross-Council collaboration to implement
including:
Completion of detailed plans (Shire-wide Cycle Plan, Noosaville Foreshore Land Use
Master Plan, Noosa Community Health Plan, Noosa River Plan; Sports Complex Master
Plans);
Review and investigation of current Council policies (commercial use of community land,
low use commercial permits, facility management on Council owned – club leased sports
facilities);
Development of a Desired Standards of Service for sport and recreation facilities;
Provision of training and developing action and management templates including guidance
materials for environmentally friendly practices for sport and active recreation providers
including reducing water and energy consumption rates, financial costs, reducing waste
and increasing organic turf management practices; and
Review the management models used for sports facilities that are owned or controlled by
Council with the view of prioritising the core activity of the club.
Other actions will be led by external agencies such as Tourism Noosa (eg Noosa Trail Network
Master Plan) or Department of National Parks, Sport, Recreation and Racing.
External funding, partnerships and strategic alliances with government agencies, businesses,
community groups and individuals will also be sought to achieve the goals identified in the Sport
and Active Recreation Plan.
Consultation
External Consultation - Community & Stakeholder
Tourism Noosa
Department National Parks, Sport, Recreation and Racing
Internal Consultation
The Community Development branch has held discussions regarding the development of the
Implementation Plan with staff in the following branches:
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Community Development Financial Services
Executive Support x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws x Property
x Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development x Infrastructure Services
Community Engagement x Building & Plumbing Services x Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance x Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
x Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 18 of 144
Section 19
ATTACHMENT 1
Page 19 of 144
Noosa Sport and Active Recreation Implementation Plan ATTACHMENT 1
Current and Proposed Actions Timeframe (Year Lead Delivery Partners Resources Required Status
Key initiative 1: Ensure Council policies, plans and strategies consider the implications of the sport and active recreation sector and where possible increase enablers and reduce barriers to physical activity participation in the community
a) Ensure the new Noosa Plan reflects the changing needs of the local Sport and Active Recreation Short 17/18 Council - Community| Council - Strategic Land Use Planning, Property ,Community Facilities & No budget required
sector in relation to future land requirements and land use provisions. Development Environment and Sustainable Development
b) Provide input into the new Local Government Infrastructure Plan (LGIP) by: Short 17/18 Council - Community| Council - Strategic Land Use Planning, Environment and Sustainable Development, Core budget Complete. LGIP due April 2018
1. Identifying land acquisition requirements to meet future Sport and Active Recreation needs to Development Property & Community Facilities
2036 including: State Government - Department of National Parks Sport and Racing (DNPSR) &
- Removing the existing Cootharaba future land acquisition and instead identify future land Department of Environment and Heritage Protection (DEHP)
requirements around the Noosaville/ Sunshine Beach area where population growth indicates a
future demand for sports facilities.
- Removing the parcel on Cooyar St, Noosa Heads (lot/plan 15SP177649) currently identified
for future sport development and instead investigate the expansion of playing fields at the
Girraween Sports facility
- Maintaining the identified parcel in Yurol Forest Pomona for future development of low impact
sport use eg mountain bike or walking trails
- Identifying future upgrades and embellishment to sport and active recreation land;
2. Separate Indoor
5 1 43 1 1 4 520 974 79 28 93 Sport and Community
5 1 43 1 1 7 842 974 123 22 96 Facilities with the purpose of accurately reflecting
indoor sport use and future requirements.
c) Develop Desired Standards of Service (DSS) for sporting facilities and venues (requirement for Short 17/18 Council - Community| Council - Environment and Sustainable Development, Strategic Land Use Planning,| No budget required Preparation underway as per of the LGIP discussions due
LGIP). Note that land allocated for sport and active recreation requires a minimum of 80% usable Development Community Facilities & Property by April 2018.
area.
qd) Develop and seek endorsement of the Noosaville Foreshore Land Use Master Plan Short 17/18 Council - Property Council - Strategic Land Use Planning, Community Development, Parks and Currently in final stages of completing a draft Master Plan.
Gardens, Economic Development
Community and Commercial stakeholders
e) Develop and seek endorsement of the Noosa Community Health Plan Short 17/18 Council -|Council - Strategic Land Use Planning, Community Development, Parks and) No budget required Sourcing communicable disease trend data from Sunshine
Environmental Health |Gardens, Economic Development Coast Public Health Unit
Community and Commercial stakeholders
f) Ensure Sport and Active Recreation is considered in the review of the Noosa River Plan Short 17/18 Council - Community| Council -Environment and Sustainable Development, Property, Community No budget required Underway. Currently in final stages of completing a draft.
Development Development, Parks and Gardens, Economic Development, Community and Internal consultation and Community consultation
Commercial stakeholders commencing in 2018
Key initiative 2: Plan sport and recreation facilities and spaces to meet existing and future trends, needs and demands
a) Review existing and/or develop new master plans for multi-use and large sporting precincts) Short/Medium 18/19 -|Council - Community|Council - Community Development, Strategic Land Use Planning, Infrastructure| Proposed budget of $30,000 for each master plan.| Preliminary work on Noosa District Master Plan underway.
including: 20/21 Development Planning, Design and Delivery, Asset Management, Property, Economic| To be split over several financial years
- Cooroy Sports Complex Development, Environment and Sustainable Development commencing with $30,000 for the Noosa District
- Pomona Show Grounds Community and Commercial stakeholders relevant to the precinct Sports Complex Master Plan in 2018/19 and
- Noosa District Sports Grounds Noosa Show Society (Noosa Show Grounds, Pomona) with Support from Council $30,000 for Cooroy Sports Complex in 2019/20.
- Girraween Sports Complex State Sporting Organisations
- Noosa AFL
Master plans to incorporate best practice design.
b) Progressively implement sporting precinct master plans Medium/Long 19/20 + Council - Community|Council - Community Development, Strategic Land Use Planning, Infrastructure) Budget to be determined followingh development
Development and| Planning, Design and Delivery, Asset Management, Property, Economic} of master plan
Infrastructure Development, Environment and Sustainable Development. Community and
Services
Commercial stakeholders relevant to the precinct
c) Develop site-specific development plans for small and single use sports grounds. Plans to Medium 20/21 Council - Community| Community and Commercial stakeholders relevant to the precinct For consideration as part of 20/21 budget
incorporate best practice design. Development development
qd) Develop and seek endorsement of a facility master plan for Noosa Aquatic Centre including car Medium 20/21 Council - Community| Noosa Show Society (Noosa Show Grounds, Pomona) with Support from Council
park and vacant land that outlines and prioritises future developments (infrastructure and Facilities
operational)
e) Develop and promote a Noosa Trail Network Master Plan that promotes the sustainable use of Short 18/19 Tourism Noosa Council - Community Development, Environment and Sustainability, Economic) Explore opportunities for external funding Tourism Noosa secured funding. Project to commence
the trail network Development February 2018
State Government - Queensland Parks and Wildlife Service
Community and Commercial stakeholders
f) Work towards a regionally connected network of trails that accommodate equestrian, cycle and Long 19/20 Tourism Noosa Tourism Noosa Explore opportunities for external funding
walking activities eg coastal and hinterland trail networks 20/21 Council - Community Development, Environmental Services, Economic
Development, Infrastructure Planning, Design and Delivery
State Government - Queensland Parks and Wildlife Service
Community and Commercial stakeholders
g) Develop a shire-wide cycle plan which considers competitive, recreational (including mountain Short 18/19 Council - Community| Council - Infrastructure Planning, Design and Delivery For consideration as part of 18/19 budget
biking), active transport elements and trail/route connectivity across the Shire which includes a Development State Government - Queensland Parks and Wildlife Service development. Explore opportunities for external
review of the Principe Cycle Network Plan SEQ and the Priority Routes identified for Noosa, and Community and Commercial stakeholders funding
the feasibility of competitive cycling infrastructure (e.g. velodrome)
h) Advocate for Noosa's sports providers to be represented in the strategic and facility development Ongoing Council - Community| Council - Asset management, Property, Australian Skateboarding Federation Core budget
plans of state and regional level sporting organisations. Development Tourism Noosa (Train network only)
User groups
Page 19 of 144Section 20
Page 20 of 144
Current and Proposed Actions Timeframe |Year Lead Delivery Partners Resources Required Status
i) Continue to develop maintenance and improvement plans for informal recreation Ongoing Council - Property & Community Development Core budget
venues/facilities such as skate parks and trail networks based on demand and in line with any Community and Commercial stakeholders
relevant master planning
J) Review the management models used for sports facilities that are owned or controlled by Long 21/22 Council - Community| Council - Property Core budget
Council with the view of prioritising the core activity of the club Development Community and Commercial stakeholders
State Government - Sport and Recreation Services
k) Partner with the State Government and sport and recreation organisations to enhance women's Short 17/18 Council - Community| Council - Property External funding Applications closed. Successful applications announced
participation in sport and to develop functional and inclusive female change rooms and amenities 18/19 Development State Government - Sport and Recreation Services February 2018.
Community and Commercial stakeholders - Local Sporting Clubs, State Sporting
Organisations
Key initiative 3: Work cooperatively with Sunshine Coast and Gympie Councils to ensure the region's sport and active recreation needs are met
a) Develop and endorse the Regional Difficult to Locate Sports Facilities Plan in partnership with Short 17/18 Council - Community| Council - Property, Infrastructure Planning, Design and Delivery, Asset Management| External funding Study currently in consultation stage - draft report due to
Gympie and Sunshine Coast Councils Development & Environment and Sustainable Development Council mid 2018.
State Government - Sport and Recreation Services, Queensland Parks and Wildlife
Service
Community and Commercial stakeholders
b) Continue to collaboratively work with neighbouring local governments to plan, advocate and Ongoing Council - Community| Tourism Noosa Meeting held with St Andrew's College regarding pool.
deliver sport and active recreation facilities and services where those facilities are utilised by Development and| Sunshine Coast Council Funding options currently being explored.
residents of both LGA's eg St Andrew's College Aquatic Facility, House with No steps etc. Community Facilities | schools
Council - Community Development, Community Facilities & Property
Community and Commercial stakeholders
c) Continue to liaise and co-operate with the University of the Sunshine Coast and Sunshine Coast Ongoing Council - Community| University of the Sunshine Coast Explore opportunities for external funding
Regional Council to ensure regional level facility development for elite athletes. Development and| Sunshine Coast Regional Council
Community Facilities || o¢al clubs/regional/state associations
Council - Community Development
Key initiative 4: Use localised, evidenced based date to inform decision making processes
a) Develop a comprehensive database of sport and recreation providers and facilities, noting Medium 20/21 Council - Community| Council -Property Core budget
predominate user/target groups, services provided, membership data and facility usage rates, Development State Government - Sport and Recreation Services
changing trends or emerging needs Schools
Community and Commercial stakeholders
b) Develop a statistically reliable survey to monitor and report on physical activity participation in Medium 20/21 Council - Community| State Government - Sport and Recreation Services Core budget
Noosa Shire every three years Development University of the Sunshine Coast
c) Contribute to and review data in the DNPSR Sports Planning Tool (GIS) and promote other data Ongoing Council - Community| State Government - Sport and Recreation Services DNPSR Sports Planning Tool (GIS) is now live.
collection for sports planning and participation trends (eg Ausplay Survey) to assist in local Development
development and decision making
qd) Ensure State/National bodies have access to localised data that will improve broader decision Ongoing Council - Community| Council - Property
making and benefit Noosa's sport and active recreation industry Development State Government - Sport and Recreation Services
Key Initiative 5: Encourage partnership opportunities for government, non-government
, commercial and not for profit organisations where there is significant benefit to the community (including Programs, events and facilities)
a) Investigate the option for the co-location of commercial, NFP sport and active recreation Medium 20/21 Council - Community| Council - Strategic Land use Planning, Property & Environment and Sustainable|Core budget
providers on Council owned/managed sports facilities. Identify land use planning implications for Development Development
the New Noosa Plan. Community and Commercial stakeholders
b) Continue to provide sport field maintenance and community project grants, building insurance Ongoing Council - Community| Council - Property, Governance Core budget
cover and water rebates to eligible not for profit sport and active recreation providers. Development
c) Update the sporting
5 1 138 1 1 4 514 2345 95 22 90 events resource guide and marketing collateral Long 21/22 Council - Community| Council - Economic Development, Community Facilities, Property Core budget
Development Tourism Noosa
State, regional and local sporting clubs
Community and Commercial stakeholders
qd) Encourage the development of Hinterland Specific Mountain Bike Events and/or Adventure Ongoing Council - Community| Council - Economic Development
Racing. Development Tourism Noosa
State Government - Queensland Parks and Wildlife Service
Community and Commercial stakeholders
Key Initiative 6: Deliver a diverse range of sport and active recreation opportunities that respond to existing and future demands, trends and community need
a) Provide a clear focus and market position for the delivery of services at the NAC and NLC. Medium 19/20 Council - Community| Council - Community Facilities Core budget
Include the allocation of resources for evidenced-based community programming with the view Facilities Community and Commercial stakeholders
of increasing the physical activity of particular target groups
b) Continue to apply to State and other targeted funding programs where there is an identified need Ongoing Council - Community| Council -Community Facilities, Property Explore opportunities for external funding Funding success for Get Out Get Active grants.
(eg Get Out Get Active, Game On Qld, Female Facilities Program etc) to increase the physical Development State Government - Sport and Recreation Services
activity participation of identified 'low-participatory' groups. Ensure that sport and recreation Community and Commercial stakeholders
programs are spread across the Shire and provide reasonable access for residents eg
hinterland, across all demographics.
c) Continue to engage with not-for profit and commercial operators in the delivery of new Ongoing Council - Community| Council - Community Development & Community Facilities Explore opportunities for external funding
initiatives/programs that promote physical activity. Development State Government - Sport and Recreation Services
Community and Commercial stakeholders
Page 20 of 144Section 21
Page 21 of 144
Current and Proposed Actions Timeframe Year Lead Delivery Partners Resources Required Status
Key Initiative 7: Balance the increasing demand for commercial use of public spaces with resident expectations of access to these spaces
a) Support commercial providers that comply with Council permit conditions in public spaces Short 18/19 Council - Property Council - Property & Community Engagement Core budget
through the development of a Council
5 1 15 1 1 7 755 475 124 22 96 Permitted
5 1 15 1 1 8 888 475 95 22 96 trainer tag and public awareness campaign Community and Commercial stakeholders
b) Monitor the number of permits issued for high use public areas such as foreshores, beaches and Ongoing Council - Property Core budget
parklands
Key Initiative 8: Increase the available space for indoor sports activities to accommodate existing and future growth eg netball, futsal, basketball etc
a) Conduct a detailed audit of school facilities with the view to identifying functionality for community Medium 19/20 Council - Community| Council - Community Development & Community Facilities Proposed budget of $10,000 to complete audit in
use Development Schools 19/20 financial year
Education Qld and Independent Schools
b) Identify single use indoor facilities in the Shire and assess the potential for expansion to a multi- Medium 19/20 Council - Community| Council - Community Development & Community Facilities Budget in 19/20 Master plan required for the identified site ($50,000)
use facility suitable for community use where there is an identified need Development Schools
Education Qld and Independent Schools
c) Identify potential partnerships for school facility upgrades or new infrastructure projects to Medium 19/20 Council - Community| Council - Community Development & Community Facilities Explore opportunities for external funding
support community use Development Schools
Education Qld and Independent Schools
qd) Review the operations of the Noosa Leisure Centre and develop a business case for possible Medium 20/21 Council - Community| Council - Community Facilities Core budget
expansion which considers the financial projections, facility mix, viability and management Facilities Community and Commercial stakeholders
arrangements to meet the needs of indoor sports
Key Initiative 9: Develop greater links with schools (primary and secondary) to ensure increased physical activity opportunities for students and the broader community. (participation & facilities)
a) Implement Walk and Ride to Schools Programs as recommended in the Noosa Transport Short 18/19 Council -|Council - Infrastructure Planning, Design and Delivery Sustainable Transport Levy This is on track to commence in 2018. Schools are invited
Strategy Infrastructure Schools to participate so it’s only with those schools that voluntarily
Planning, Design and| Equcation Qld and Independent Schools sign up to the program and are large enough to have traffic
Delivery congestion issues
b) Seek funding to implement a cycle skills program for Noosa schools Short 18/19 Council -|Council - Community Development & Infrastructure Planning, Design and Delivery Sustainable Transport Levy Previous years Council have applied for Community Road
Infrastructure Schools Safety Grants (& been successful) to deliver cycle skills for
Planning, Design and Noosa Schools.
Delivery
c) Continue to promote the Commonwealth funded Sporting Schools program and advocate for the Short 18/19 Council - Community| Sporting Schools Explore opportunities for external funding
inclusion of additional schools and associated funding for the Noosa area Development State Government - Education Qld and Independent Schools & Department of
National Parks, Sport and Racing
State Sporting Organisations
qd) Continue the Council funding model for Education Qld Pools Ongoing Council - Community| Council - Community Facilities
Facilities Education Qld
e) Facilitate applications and apply to relevant grant programs (State, Commonwealth or other) to Ongoing Council - Community| Council - Community Facilities
contribute to new infrastructure on school (state, independent, private) land that will Development State Government - Education Qld and Independent Schools
accommodate identified high community need
f) Develop local agreements for use of school facilities outside of school hours with local school Short 19/20 Council - Community| Council - Community Facilities
principals with the support of the Regional Office of Education Qld Development State Government - Education Qld and Independent Schools
g) Continue to deliver Come and Try Sports Days including a Commonwealth Sports Gala Day (in Ongoing Council - Community| Council - Community Facilities Core Budget and extrenal grant Commonwealth Come and Try day sports gala scheduled
the lead up to the Commonwealth Games) and assist with the promotion of 'sign on' dates for all Development State Government - Department of National Parks, Sport and Racing, Education Qld for 26 March 2018. External funding received.
sporting clubs in the Shire and Independent Schools
Community and Commercial stakeholders
Key Initiative 10: Support the professional development of the local sport and active recreation sector
a) Continue to deliver and enhance a range of tools and opportunities to develop the professional Ongoing Council - Community| Council - Economic Development
capacity of sport and active recreation providers that improve governance/business practices Development Local sport & active rec providers (NFP & Commercial)
and pathways for athletes, coaches and administrations including: Regional/State sporting organisations
a. Training Chambers of Commerce
b. Professional networking opportunities State Government - Queensland Parks and Wildlife Service & Sport and Recreation
c. Resources and online tools Services
d. Industry Facebook group
e. Mentoring programs
f. Marketing
Page 21 of 144Section 22
Page 22 of 144
Current and Proposed Actions Timeframe |Year Lead Delivery Partners Resources Required Status
Key Initiative 11: Prioritise and encourage environmentally friendly infrastructure development and management practices in sports facilities
a) Provide training and develop action and management plan templates including guidance Medium 20/21 Council -|Council - Community Development, Waste and Environmental Health & Environment
materials for environmentally friendly practices for sport and active recreation providers. Environment and) and Sustainability Development
Including reducing water, financial costs and energy consumption rates, reducing waste and Sustainability
increasing organic turf management practices.
b) Support sport and active recreation providers through initiatives that increase and/or maximise Ongoing Council - Community| Council - Community Development, Infrastructure Planning, Design and Delivery,
the use of sporting and active recreation facilities and spaces including: Development Asset Management, Environment and Sustainability Development, Community
- installation or upgrade of lighting (LED preferred) Facilities, Property
- solar State Government - Queensland Parks and Wildlife Service & Sport and Recreation
- water harvesting Services
- renewable energy
- flood mitigation works
- directional and educational signage
- mapping
- promotional materials eg social media etc
Key Initiative 12
a) Support an application for Noosa headland and adjacent beaches to become a World Surfing Short 17/18 Community Council - Community Development Completed. Official opening of WSR in March 2018
Reserve Organisation -| State Government - Queensland Parks and Wildlife Service
National Surfing) Tourism Noosa
Reserve Committee
b) Provide input and assist with local community engagement in the planning and management of Ongoing State Government -|Council - Community Development, Infrastructure Planning, Design and Delivery &
parks and forests managed by the Department of National Parks, Sport and Racing (DNPSR) Department of| Asset Management
National Parks, Sport| State Government - Queensland Parks and Wildlife Service
and Racing
c) Advocate for new or upgraded infrastructure (eg amenities, way finding signage etc) to respond Ongoing Council Council - Community Development, Infrastructure Planning, Design and Delivery &
to increasing use of parks and forests managed by DNPSR for active recreation. Seek Asset Management
partnerships between DNPSR, Council and NFP organisations to source funding for improved State Government - Department of National Parks, Sport and Racing
infrastructure in these parks and forests
Key Initiative 13: Review Process
a) Provide a report to Council and the community on the progress of actions in the Noosa Sport and Long 21/22 Council - Community
Active Recreation Plan every three years with a review of the plan in 2024. Development
b) Develop an annual priorities action plan for consideration in Councils budget process Short 18/19 Council - Community
Development
Page 22 of 144Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
4 CHRISTMAS 2017-18 FREE HOLIDAY BUSES SUMMARY
DOCUMENT INFORM AT ION
Author Project Officer, Joanna Ferris
Infrastructure Services Department
Index ECM \ Project \ Pub-Trans: PT-FHB; NHLPC
ECM \ Subject \ 45.15 Traffic and Transport
Attachments Nil
EXECUTIVE SUMMARY
The 2017/18 Christmas Free Holiday Buses were conducted between 26 December 2017 and 5
January 2018 at a total cost of $65,664 (excl GST).
There were an estimated 45,725 passengers carried over the 11 day period. The estimated cost
per passenger was $1.44.
The services included six bus services (5 existing TransLink services and a temporary shuttle
between Peregian Beach and Noosa Heads via Noosaville), Council Cabs and the Boreen Point-
Tewantin Flexilink service.
The Noosa Heads Lions Park was utilised as a paid car park for 13 days (26 December – 7
January 2018). 3,500 vehicles utilised the car park, which generated $70,000 with $25,455 of the
parking revenue going to the Tewantin-Noosa Heads Lions Club.
RECOMMENDATION
That Council note the report by the Project Officer to the Services & Organisation Committee
Meeting dated 6 February 2018 providing a summary of the 2017/18 Christmas Free Holiday
Buses program and agree to revert temporary shuttle 064 to the previous route from Peregian
Beach to Noosa Heads for the 2018 Easter Free Holiday Buses program.
REPORT
The purpose of this report is to provide an overview of the 2017/18 Christmas Free Holiday
Buses program. Points of interest include:
There has been an increase in the average daily number of passengers carried compared
to the last two years;
The increase in the cost of paid parking at the Noosa Heads Lions Park may have been a
factor in the decrease in cars using the facility and hence entering the busy Hastings Street
precinct;
The Free Holiday Buses survey revealed a significant increase in the number of
respondents using the free bus services to get to work than in previous years.
There was a considerable drop in patronage on the temporary shuttle route 064 from
Noosa Heads to Peregian Beach which has been attributed to the extension of the route
during the 2017/18 Christmas period to include a loop along Noosa Parade and Weyba
Road.
Page 23 of 144
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
1. Free Services
The following five Noosa-specific TransLink services were included:
Route 626 – Tewantin to Sunrise Beach via Noosa Heads
Route 627 – Tewantin to Sunshine Beach via Noosa Heads
Route 628 – Noosa Parklands to Noosa Junction, via Noosa Civic
Route 629 – Tewantin to Noosa Junction via Noosa Civic
Route 632 – Noosa to Cooran via Cooroy and Pomona
Additional service:
Temporary Shuttle Route 064 – Peregian Beach to Noosa Heads via Noosaville
Existing Council services:
Council Cabs and Boreen Point-Tewantin Flexilink.
2. Passenger Data
An estimated 45,725 passengers were carried over the 11-day period. Refer to Table 1: Free
Services 26 Dec 2017 – 5 Jan 2018, for a breakdown of passenger numbers by route.
Routes 626 (Tewantin to Sunrise Beach via Noosa Heads) and 627 (Tewantin to Sunshine
Beach via Noosa Heads) carried 75% of all passengers
Table 1: Free Services 26 Dec 2017- 5 Jan 2018
Route 26 Dec 27 Dec 28 Dec 29 Dec 30 Dec 31 Dec 1 Jan 2 Jan 3 Jan 4 Jan 5 Jan Total
626 932 1645 1535 1632 2117 2126 2047 1521 1604 1989 1531 18,679
627 1123 1056 1479 1618 1729 1840 1240 1367 1494 1415 1338 15,699
064 226 361 483 476 316 305 273 435 472 327 400 4,074
629 313 170 260 438 422 249 360 316 368 451 258 3,605
628 240 236 216 278 213 247 190 249 393 315 388 2,965
632 51 66 54 103 29 60 23 101 41 53 122 703
Total 2,885 3,534 4,027 4,545 4,826 4,827 4,133 3,989 4,372 4,550 4,037 45,725
The Free Holiday Buses are increasing in popularity compared to the previous two years. Refer
to Table 2: Average daily number of passengers carried by year.
Table 2: Average daily number of passengers carried by year
Year Passengers
2017/18 4,157
2016/17 4,024
2015/16 3,926
Patronage on temporary shuttle route 064 has decreased, however it remains the third most
popular service. In 2016/17 shuttle 064 travelled between Peregian Beach and Noosa Heads, the
daily average number of passengers carried was 507.
Page 24 of 144
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
In 2017/18 shuttle 064 included a loop along Noosa Parade and Weyba Road before travelling
back to the Eastern beaches, the daily average number of passengers carried was 370. This may
be due to the change in route and timetable conflicts with paid Route 620 (Maroochydore –
Noosa Heads). To increase patronage on this route, it is proposed to remove the Noosa Parade
and Weyba Road loop from temporary shuttle route 064.
Passenger data for Council Cabs and the Boreen Point- Tewantin Flexilink was consistent with
the regular passenger use.
3. Marketing
Marketing of the Free Holiday Buses included:
Provision of signage at major bus stops;
15 street banners;
Variable message boards on four major connecting roads and at the entrance to Noosa
Parade;
Posters in all Council facilities;
Posters at cafes, cinema, shopping centres, visitor info centres etc;
Council communication tools including website, Facebook and messages on hold;
Liaison with external stakeholders (Tourism Noosa, accommodation providers, shopping
centres etc.) for inclusion on websites, emails, and newsletters;
Media launch with support from local newspapers and television; and
Livery on Shuttle 064 Peregian Beach – Noosa Heads via Noosaville.
Image 1: Free Holiday Buses Launch at “the beach”
Page 25 of 144
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
TransLink also provided in-kind marketing support including:
Inclusion of the additional shuttle services on TransLink’s journey planner;
Inclusion of messaging on webpages of all relevant TransLink routes;
Web tile on TransLink home page leading up to and during free period; and
Inclusion of messaging on Noosa Junction Transit Centre real-time display.
4. Passenger Assistant at Noosa Heads Bus Station
One Sunbus passenger assistant was based at Noosa Heads Bus Station from 9.30am to
4.10pm on Saturday 30 and Sunday 31 December. These days were selected based on
passenger data from 2016/17 and once again proved to be the busiest days. The passenger
assistant addressed passenger enquiries and coordination of bus movements.
5. Feedback Survey
A feedback survey was available on Council’s website, Facebook, a link on the FHB posters and
hard copies were distributed by the passenger assistant at the Noosa Heads bus station. The
survey consisted of 16 questions seeking feedback on areas such as age, purpose of travel,
satisfaction with trip, residential status, reasons for using the Free Holiday Buses and awareness
of public transport. Of the 16 questions, 5 of the questions were targeted specifically at Noosa
residents. A total of 129 surveys were completed (50 online & 79 hard copy).
Points of interest include:
66% of respondents who caught a Free Holiday Bus had access to a car in Noosa;
Consistent with previous years, the main reason people caught a free holiday bus was to
avoid traffic and congestion, followed by convenience and limited car parking;
94% of users were either very satisfied (67%) or satisfied (27%) with their trip;
77% of users caught a bus for recreational purposes e.g. to get to the beach,
entertainment, dining etc., 21% used it to perform errands such as shopping, 21% caught
the bus to get to work (up on last year’s survey respondents of 9%) and 15% caught a bus
to visit friends/family (the total is greater than 100% as people could select more than one
answer);
If the buses had not been free, 49% of the respondents would have driven their car;
Word of mouth continued to be the primary means by which people found out about the
Free Holiday Buses (33%), followed by street banners on power poles (26%), the
newspaper (26%) and roadside traffic signs (21%);
72% of respondents had caught a Free Holiday Bus in previous years (up on last year’s
survey respondents of 53%);
The residential status of respondents included – Noosa Council residents (49%), Sunshine
Coast Council residents (22%), Interstate visitors (12%), Queensland residents (8%), and
International visitors (9%);
34% of respondents were aged between 41-60 years, 24% were 26-40 years and 20%
were 60 years and older;
51% of respondents stated that they will use public transport more in the future because of
the Free Holiday Buses, 26% said maybe, 13% were already regular bus users and 10%
said no.
The vast majority of open-ended feedback were very positive, thanking Council for providing the
service. There continues to be confusion/negativity about Route 620 (Noosa Heads –
Maroochydore) which is not part of the free services due to constraints with TransLink as well as
requests for the services to run for longer.
Page 26 of 144
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
6. Noosa Heads Lions Park Car Park
The Noosa Heads Lions Park was used as a car park from 26 December 2016 – 7 January 2017.
Vehicles were charged a flat rate of $20. The car park was managed by the Tewantin Noosa
Lions Club with assistance from the Cooroy Camphor Laurel group and the Noosa Heads Lions
Club. There was a total of 3,500 vehicles with a daily average of 269 vehicles.
The total income generated from the car park was $70,000 with 40% of the parking revenue
($25,456) going to the Tewantin Noosa Heads Lions Club. The remaining revenue comes to
Council with some of the funds used towards park refurbishment, signage, printing of ticket books
and barricades to protect children in the Lions Park playground from vehicles.
Table 3: Tewantin-Noosa Lions Club Income
Christmas Average daily Tewantin
vehicles Noosa Lions
Club Income
2015/16 (14 of 16 days) 406 $30,998
2016/17 (11.5 of 14 days) 450 $28,041
2017/18 (13 of 13 days) 269 $25,456
Previous Council Consideration
Ordinary Meeting, 19 October 2017, Item 3, Page 10
That Council note the report by the Project Officer to the Services & Organisation Committee
Meeting dated 10 October 2017 and:
A. Agree to provide Free Holiday Buses for the Christmas (26 December 2017 to 5 January
2018) and Easter (30 March 2018 to 8 April 2018) periods including the Boreen Point –
Tewantin FlexiLink and Council Cabs services;
B. Accept TransLink’s quotation of $35,988 (excl GST) for the Christmas Free Holiday buses
for Routes 626, 627, 628, 629 and 632;
C. Accept Transit Australia Group’s (Sunbus) quotation of $35,377 (excl GST) for a shuttle
service between Peregian Beach and Noosa Heads for both the Christmas and Easter
periods, with an extension to service additional stops in Noosa Heads and Noosaville;
D. Approve the installation of temporary decals on the Peregian - Noosa Heads Shuttle at an
estimated cost of $5,740 (excl GST);
E. Delegate authority to the CEO to finalise negotiations with TransLink for the provision of the
Easter Free Holiday buses for Routes 626, 627, 628, 629 and 632;
F. Approve a marketing budget of $8,440 for the Christmas and Easter Free Holiday Buses;
G. Approve a budget of $3,526 for a Sunbus passenger assistant to be located at the Hastings
Street bus interchange on 30 - 31 December 2017, 31 March 2018, and 7 April 2018;
H. Approve the use of Noosa Heads Lions Park as a car park for the Christmas (26 December
2017 to 7 January 2018) and Easter periods with the car park to be managed by the
Tewantin-Noosa Lions Club, and set the parking fee to $20 per day or part thereof; and
I. Approve the allocation of 40% of the Noosa Heads Lions Park car parking revenue to the
Tewantin-Noosa Lions Club with the remaining revenue to come to Council and applied
towards the regeneration of the park.
J. That staff consider the viability of traffic and pedestrian management at the Noosa Drive
and Hastings St intersection during the peak Christmas period.
Page 27 of 144
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Finance
The total cost for the Christmas 2017/18 Free Holiday Buses including marketing, the passenger
assistant, Route 064 livery, and the bus services was $65,664. The Free Holiday Buses were
funded out of the Sustainable Transport Levy.
The estimated cost per passenger during the 11-day period was $1.44.
The total income generated from the Noosa Heads Lions Park car park was $70,000. The
Tewantin Noosa Heads Lions Club is not registered for GST and received $25,454.
Risks & Opportunities
There was a decrease in use of the Noosa Heads Lions Park car park, which may be due
to the increase of parking fees from $10 to $20.
The Tewantin Noosa Lions Club received $2,585 less revenue than last year. However,
this difference is less than the loss of income they received between 2015/16 and 2016/17
at $2,957.
Consultation
External Consultation - Community & Stakeholder
Passenger Assistant – fielded several questions regarding frequency of free services, departure
times, which buses are free and directions for different locations (Sunrise Beach, Gympie Tce,
Tewantin).
Tewantin Noosa Heads Lions Club – reported the following:
General observation that the number of cars in the Noosa Heads area was below previous
years;
The adjacent Council car park often had vacant spaces due to the new 4 hour time limit. In
previous years without a time-limit there were very few spare spaces available during the
day;
Assume the drop in average cars per day was predominately due to the price increase;
It was noticeable that the percentage of ‘locals’ was down on previous years and many who
used the car park were critical of the increased charge;
The percentage of day trippers and tourists was significantly higher;
Opening of the Lions Park across this period is welcomed by many seeking to access the
Hastings St precinct and Main Beach at such a busy period particularly by visitors; and
Council staff were again very cooperative both in putting the contract in place and
managing the park, signage etc.
Community Feedback – refer to Section 5. Feedback Survey
Internal Consultation
Parks Supervisor –Noosa Heads Lions Park in good condition. No wet weather closures.
Management Accountant – Free Holiday Buses expenditure.
Page 28 of 144
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development X Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 29 of 144
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
REPORTS FOR NOTING BY THE COMMITTEE
5 OPERATIONAL PLAN PROGRESS REPORT - 2ND QUARTER 2017-18
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 6 February 2018 providing an update on progress with the
implementation of the Operational Plan to 31 December 2017 and details of Council’s Key
Performance Indicators.
REPORT
As usual, this quarterly report is in two parts. The first part provides Council with an overview of
progress in implementing the annual Operational Plan. The second part focuses on the Key
Performance Indicators (KPIs) which are reported to Council on a quarterly basis.
To provide context about how our organisational reporting to Council works, the following graphic
is provided:
This report relates to the second quarter of the 2017/18 financial year for the Operational Plan
and some management KPIs.
Page 30 of 144
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
1. OPERATIONAL PLAN UPDATE
Only the major initiatives are included in the Operational Plan with day to day “business as usual”
activities included in Branch Plans.
The Branch Plans are being used by Managers to manage day to day activities. They are an
effective tool for ensuring that all of the “business as usual” activities are undertaken and that any
minor projects are followed through. They are reported to Council by Directors on a quarterly
basis and those reports are on this round of Council meetings.
Details of each Operational Plan project is set out in Attachment 1 with an assessment of
whether the issue in completed, on target or behind schedule. Comments are also provided for
the information of Councillors about the status of each issue. It is important to note that this is
“as at 31 December” i.e. the end of the second quarter and in some instances, the actions have
been advanced further since that time.
There are 30 initiatives in the Operational Plan. The current status of those projects is:
Not started: 2
Behind Schedule: 6
On track: 22
Completed: 3
(Note that some of the initiatives in the Operational Plan have more than one action so there are
more than 30 statuses listed above).
The table below highlights some specific Operational Plan issues that may be of interest to
Council.
Initiatives Comment
Compostable dog waste The previous stock of plastic bags have almost been exhausted and
bags compostable dog waste bags are now ready for rollout.
Zero Emissions Action Plan The zero emissions action plan was adopted in the January round of
Council meetings. Also at that time, Council adopted the first of a series
of capital works for Council key buildings and facilities installing solar
systems.
Purchase of Johns Landing The purchase of Johns Landing was successfully settled in November
with vacant possession. Council’s Community Services Department and
the Community Roundtable worked closely with affected residents to
provide alternative accommodation. Site clean-up and restoration is
currently underway.
Yurol and Ringtail Forest A Memorandum of Understanding was signed between three
project government departments, Council, HQPlantations and Noosa Parks
Association in October 2017. Work is now underway following the recent
State election to formalise contracts to bring this project to fruition.
Park Road Boardwalk Tenders have closed and are currently being evaluated. We are still on
track to commence this financial year.
Rufous Street Digital Hub The building component is almost complete with surrounding parkland
Project restoration to be completed in the coming months. The process for
securing tenants and a Digital Hub Coordinator are well underway.
Noosa Transport Strategy A Project Manager has now been appointed. Consultation with
Translink is continuing and the Schools based program is underway.
Page 31 of 144
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Initiatives Comment
Development of the new This project is proceeding well with the majority of the document being
Planning Scheme drafted. The intention is to have a draft Scheme for Council’s
consideration by March 2018 prior to submission to the State
government for their required State Interest Check. We are still on track
for public consultation in the second half of 2018.
Development of a Regional The commencement of this project has been delayed pending the
Art Gallery Strategy appointment of a new Gallery Director. That appointment has now been
made. In addition, the Arts and Cultural Heritage Plan (which will assist
in developing a Regional Art Gallery Strategy) is scheduled for
completion in the next few weeks.
Service Level reviews This project follows the request during the 2017/18 budget process to
document our various service levels so Council can consider these
issues during its annual budget process. The majority of “external
services” (in addition to some internal services) have now been
documented and will be presented to Council for consideration during
the upcoming budget process.
Implementation of the Library Designs for the refurbishment of the Noosaville Library have been
Strategic Plan finalised and plans are well underway to commence this project in
March. Communication has commenced with our community to inform
them about the impacts on library services during the refurbishment
period.
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. Approximately 30 management KPIs were developed and these are reviewed on a
monthly basis by Council’s Executive Team. Approximately 15 of those KPIs are reported to
Council on a quarterly basis. They are also reported to the Audit & Risk Committee in detail at
each Audit & Risk Committee meeting.
As far as the CEO is aware, we are one of the few Councils in Queensland to make this KPI
information available to the public via “non-confidential” reports. The KPIs are included in
Attachment 2.
The key issues arising from an assessment of the KPIs for the first quarter are as follows:
Our People
In relation to Workplace Health and Safety, the long-term trend of improvement has
continued. The Executive Team recently met with the external independent WHS Auditor
and an audit will be undertaken commencing in April 2018. This will give Council a clear
update on progress over the last few years.
Personal leave was quite high in the previous quarter in particular as we had a flu / virus
ripple through the organisation but personal leave has come back to normal levels in
December.
Our staff turnover rate remains relatively low compared to other Councils. In the September
quarter, we had a number of retirements of long term staff which may be a sign of things to
come with our workforce being, on average, older than many others. However, the
December quarter saw us return to traditionally low levels of staff turnover.
Page 32 of 144
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Our Customers
Over the last few years, the total number of customer requests received by Council had
been on an upward trend. However, for the first time, the last quarter saw a slight decline in
the total number of requests received by Council. It is too early to tell if this is a one-off
aberration or the start of a new trend.
The changeover to new planning legislation has resulted in some reporting hiccups and it
may take some time to be sure that the data integrity is sound in relation to our
Development Assessment processes.
The average time to process building and plumbing applications is still meeting statutory
timeframes.
Our Finances
Our financial KPIs measure solvency, investment performance and outstanding rates. All
of these KPIs continue to be on track.
Council receives a financial performance report at the end of each month which provides a
more detailed analysis of Council’s financial position. Council receives a detailed report on
capital works progress every quarter.
Our Systems and Processes
We have recently re-promoted the use of the App – Snap Send Solve. This enables
customers to use their mobile phones to capture issues and send them to Council via an
email. There has been a significant uptake in the last month or two of this new technology
with the number of electronic requests received in December being the highest on record.
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities has been provided by each Department.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 33 of 144
Section 34
ATTACHMENT 1
Page 34 of 144
OPERATIONAL PLAN 2017-18 PROGRESS REPORT ATTACHMENT 1
THE NOOSA ENVIRONMENT
No. Project Responsibility Update ELT)
1 Develop and commence implementation of Zero Emissions Environmental Services Manager Baseline emissions have been recalculated and reported to Council. An On track @
Action Plan Action Plan is to be presented to Council in January 2018. Procurement
process has commenced to implement 2017-18 capital works for key
buildings and facilities.
2 Implementation of Zero Waste Strategy: Roll out of 10,000 green waste bins has been completed. Bin collection Completed o
- Roll out of Garden Waste Recycling Bins Waste & Environmental Health Manager commenced in September 2017.
- Introduce compostable dog waste bags Local Laws Coordinator Currently running down stocks of existing plastic bags. Order for new On track @
bags has been placed and the roll out of the new bags is expected to
commence in the third quarter of 2017/18.
3 Ongoing negotiations with the Queensland Government Environmental Services Manager Initial negotiations have occurred with the Queensland Government and On track @
regarding Noosa River management will continue to be progressed through the development of the Noosa
River Plan. The Draft Noosa River Plan will go out for public consultation
during the first few months of 2018.
4 Pursue potential Yurol and Ringtail Forests environmental Chief Executive Officer A Memorandum of Understanding has been signed with three State On track @
project government departments, HQPlantations, Council and Noosa Parks
Association. More detailed formal contracts are now being negotiated.
5 Assist Noosa Biosphere Reserve with the UNESCO Biosphere Environmental Services Manager Staffs are currently participating in a monthly meeting as part of the On track @
renewal process Biosphere Periodic Review Advisory Group to support and provide
information into the review and renewal process.
6 Finalise Environment Policy and Strategy and commence Director Environment & Sustainable Development of a Draft Strategy has commenced, however is behind Behind Schedule O
implementation Development schedule. Work will progress in the first part of 2018.
THE NOOSA COMMUNITY
No. Project SS eT yi 8 Update Status
1 Implementation of Social Strategy: Director Community Services Purchase of Johns Landing finalised on 22 November 2017. Demolition of Completed @
- Purchase of Johns Landing and transition of long term buildings and final clean up is scheduled for January/February 2018.
residents to alternative accommodation
- Finalise development of Arts and Cultural Heritage Plan and Director Community Services Draft plan scheduled for completion late January 2018. On track @
commence implementation
- Finalise development of Sport and Recreation Plan and Director Community Services Final Plan endorsed by Council on 19 October 2017. Completed QO
commence implementation
2 Commence community consultation for an iconic playground at Infrastructure Planning, Design & Delivery A draft project management plan has been developed which includes Behind Schedule (®)
Cooroy Manager stakeholder analysis and communications requirements.
3 Implementation of Library Strategic Plan Libraries and Galleries Manager Noosaville Library refurbishment and Radio Frequency Identification On track @
underway. Technol implementation commencing in the third quarter of
2017/18.
4 Partner with the Cooroy Memorial Hall Committee for building Infrastructure Planning, Design & Delivery Asbestos removed from the building and restoration works commenced. On track OQ
restoration and refurbishment Manager
5 Develop a Regional Art Gallery Strategy Libraries and Galleries Manager Development of the Regional Gallery strategy will commence in the fourth Not started x]
quarter of 2017/18 following the appointment of the new Gallery Director
early in 2018.
Page 34 of 144Section 35
Page 35 of 144
THE NOOSA ECONOMY
No. Project Responsibility Update Status
1. Commence renewal of Park Road boardwalk Infrastructure Planning, Design & Delivery Tenders have closed and are being evaluated. On track @
Manager
2 ‘Finalise construction of Rufous Street Digital Hub project (Stage Economic Development Manager Construction of the Digital Hub building and restoration of the surrounding On track @
1) and adoption of hub operating model parkland will be completed by Easter. Commenced process to appoint a
Coordinator for the Digital Hub.
3 Continued implementation of Local Economic Plan_ incl. Economic Development Manager Continued to deliver on Local Economic Plan Priority actions, highlights On track g
providing support to existing industry representative groups and include the launch of the Economic Grants Program and strong industry
evaluation of peak body models engagement in relation to the development of the New Planning Scheme.
LONG TERM PLANNING FOR NOOSA SHIRE
No. Project Responsibility Update Status
1 Finalise drafting of new Noosa Planning Scheme and obtain Planning Scheme Project Manager Council resolved to prepare the Scheme under the Planning Act on 16 On track Q
Queensland Government approval November 2017. Bulk of the drafting has been completed with a few final
issues being workshopped with Councillors. Zoning maps, overlay maps
and higher order Strategic Framework maps all being finalised. Urban
design consultancy work nearing completion. Draft Retail Needs Analysis
received to help with centres. Intention to present a draft scheme to
Council before end March 2018.
2 Develop Climate Change Adaptation Plan & actions (Stage 1) Project Coordinator - Climate Change Coastal hazards adaptation plan project on schedule. Risk mitigation On track @
Adaptation options analysis being paused to allow appropriate time for stakeholder
engagement. This will have no effect on the final delivery date of the plan
in late 2018.
3 Finalise Noosa River foreshore management plan and Property Manager Draft Master plan going out to public consultation 22 January 2018 On track Q
commence implementation
4 Complete detailed asset management plans for identified pilot Asset Planning Manager Asset management plan template has been agreed on. NAC & Slurry On track 8
areas and commence development of asset management plans Systems AMP's to be presented to March round of Council meetings.
for the remaining infrastructure classes Roads & Bridges AMP's drafted but will not be completed until the
conclusion of the revaluation period to factor in adjusted unit rates and
depreciation.
5 Commence implementation of priority actions from Council's Director Infrastructure Services Project Manager interviews have been undertaken. Transport audit in On track g
Transport Strategy Hastings Street precinct will be conducted on 3 January 2018. Christmas
Free Holiday Buses completed. Schools program to commence in Term 1.
6 Commence detailed design of North Shore Beachfront Property Manager The detailed design has commenced and construction is due to Behind Schedule @
campground redevelopment including environmental restoration commence May/June 2018.
works
7 Review of Noosa Community Support operating model in Community Facilities Manager Discussions with the Federal and State Funding agencies regarding the On track @
preparation for new funding arrangements operations of Noosa Community Support scheduled for the third quarter
of 2017/18.
8 Development of a robust 10-year Capital Works Program Asset Planning Manager Intent is for the 10 year capital program to be prepared by the end of the Behind Schedule O
financial year.
Page 35 of 144Section 36
Page 36 of 144
EXCELLENCE AS A COUNCIL
No. Project Responsibility Update A) Ebert)
1 Develop a master plan for the Tewantin administration building Director Infrastructure Services This project is in the identification stage. Issues and options will be Not started 3
considered and a needs analysis undertaken to determine office space
requirements.
2 Negotiate new employee Certified Agreement People and Culture Manager Council and unions have agreed in principle to the terms and conditions of Behind Schedule O
the new Certified Agreement. Union consultation with members is still
occurring with some delays still being experienced to reach final
consensus.
3 Test and review Council’s Business Continuity Plans Governance Advisor Business Continuity Plan owners are currently in the process of reviewing Behind Schedule ©
adopted plans and educating team members with BCP responsibilities on
associated requirements. The next phase of this project is the
implementation and testing of the plans by relevant areas within Council.
4 Focus on continuing to develop our organisational culture and Chief Executive Officer WHS celebration event with Shane Webcke held at Noosaville Depot in On Track @
values the last quarter. Proposal to revamp Social Club underway.
5 Continue TechnologyOne CIA transition including core ICT Manager Completed Enterprise Budgeting system in November. Progressing On Track o
enterprise suite conversion and planning for property and property, rating and financials
compliance transition
6 Review of general rating structure and rating concessions Revenue Services Manager A number of Councillor workshops have been held however detailed work On Track @
cannot be undertaken until the new property valuations are received in
late February or early March.
7 Continue to provide excellence in customer service Director Executive Services Snap Send Solve contacts and online e-requests continue to increase. On track @
Call volumes as a result of the increase to online services have dropped
slightly compared to the second quarter last year. Webchat is still on hold
pending resolution of ICT issues.
8 Commence a review of service levels for key Council services Executive Officer Most of the external services have now had their service levels On track QO
documented. They will be presented to Councillors during the upcoming
budget process.
Page 36 of 144Section 37
ATTACHMENT 2
Page 37 of 144
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4 1 1 1 84 0 356 2078 1611 86 -1
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5 1 1 1 84 2 479 2078 33 38 91 %
5 1 1 1 84 3 826 2106 12 12 74 .
5 1 1 1 84 4 1076 2098 22 30 26 2
5 1 1 1 84 5 1147 2113 19 16 69 a
5 1 1 1 84 6 1429 2119 21 27 96 8
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4 1 1 1 85 0 355 2106 1612 74 -1
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5 1 1 1 85 2 505 2110 19 17 54 L
5 1 1 1 85 3 822 2126 15 14 79 a
5 1 1 1 85 4 1076 2140 22 3 57 2
5 1 1 1 85 5 1136 2106 24 48 19 jo
5 1 1 1 85 6 1800 2156 3 8 55 |
5 1 1 1 85 7 1964 2171 3 9 64 |
4 1 1 1 86 0 356 2123 1095 64 -1
5 1 1 1 86 1 356 2123 16 30 18 :
5 1 1 1 86 2 816 2145 14 14 0 .
5 1 1 1 86 3 1076 2145 16 31 0 |
5 1 1 1 86 4 1147 2154 19 25 75 3
5 1 1 1 86 5 1429 2152 22 35 50 3
4 1 1 1 87 0 1076 2177 891 34 -1
5 1 1 1 87 1 1076 2177 16 14 86 3
5 1 1 1 87 2 1800 2202 3 9 57 '
5 1 1 1 87 3 1964 2202 3 9 42 '
4 1 1 1 88 0 356 2155 1094 69 -1
5 1 1 1 88 1 356 2155 16 30 37 3
5 1 1 1 88 2 475 2166 44 58 62 &,
5 1 1 1 88 3 1076 2193 16 14 39 o
5 1 1 1 88 4 1147 2184 27 36 38 2
5 1 1 1 88 5 1425 2180 25 37 36 oy
4 1 1 1 89 0 1076 2218 891 54 -1
5 1 1 1 89 1 1076 2218 22 19 59 2
5 1 1 1 89 2 1147 2223 27 24 78 38
5 1 1 1 89 3 1800 2249 3 23 43 :
5 1 1 1 89 4 1964 2249 3 23 28 '
4 1 1 1 90 0 356 2197 810 68 -1
5 1 1 1 90 1 356 2197 21 51 0 :
5 1 1 1 90 2 1076 2248 16 13 24 3
5 1 1 1 90 3 1147 2250 19 15 56 2
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5 1 1 1 91 1 356 2252 16 13 75 a
5 1 1 1 91 2 483 2269 23 16 70 %
5 1 1 1 91 3 1076 2263 97 24 13 sr
4 1 1 1 92 0 356 2268 1611 67 -1
5 1 1 1 92 1 356 2268 16 13 43 :
5 1 1 1 92 2 1637 2311 2 7 0 \
5 1 1 1 92 3 1800 2326 3 9 44 '
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5 1 1 1 93 2 492 2280 29 31 91 °
5 1 1 1 93 3 1076 2295 22 54 13 F
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5 1 1 1 93 5 1964 2342 3 23 11 '
4 1 1 1 94 0 1964 2373 3 9 -1
5 1 1 1 94 1 1964 2373 3 9 4 '
4 1 1 1 95 0 356 2314 1094 81 -1
5 1 1 1 95 1 356 2314 16 38 7 :
5 1 1 1 95 2 1076 2353 16 13 45 3
5 1 1 1 95 3 1429 2351 21 44 82 8
4 1 1 1 96 0 1076 2376 727 36 -1
5 1 1 1 96 1 1076 2376 16 13 84 5
5 1 1 1 96 2 1800 2404 3 8 67 '
4 1 1 1 97 0 356 2353 1094 70 -1
5 1 1 1 97 1 356 2354 16 44 0 :
5 1 1 1 97 2 480 2353 41 49 85 %
5 1 1 1 97 3 1076 2393 22 30 94 a
5 1 1 1 97 4 1429 2400 21 23 64 @
4 1 1 1 98 0 1429 2427 538 32 -1
5 1 1 1 98 1 1429 2427 21 8 0 q
5 1 1 1 98 2 1964 2451 3 8 73 '
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5 1 1 1 99 1 356 2399 135 50 40 2%
5 1 1 1 99 2 1076 2433 22 30 50 z
5 1 1 1 99 3 1429 2442 22 15 58 ~
5 1 1 1 99 4 1637 2481 1 7 64 |
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5 1 1 1 100 2 477 2443 18 19 35 i
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5 1 1 1 100 4 1800 2497 3 9 51 '
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5 1 1 1 105 2 407 2527 57 67 83 |
5 1 1 1 105 3 474 2532 48 47 87 &
5 1 1 1 105 4 1076 2560 22 17 40 5
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4 1 1 1 107 0 356 2564 1611 81 -1
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5 1 1 1 107 2 507 2569 19 16 0 :
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5 1 1 1 109 2 1076 2645 16 14 50 3
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5 1 1 1 109 4 1800 2667 3 8 0 !
5 1 1 1 109 5 1964 2684 3 8 88 |
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4 1 1 1 120 0 158 3044 2151 114 -1
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5 1 1 1 124 2 2288 3289 20 39 33 ND
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5 1 1 1 126 1 159 3254 33 23 53 _Section 38
Page 38 of 144
>8ssQ 2 ny 5 Q\i' PRS
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_Section 39
Page 39 of 144
OUR CUSTOMERS
Measure Measure
Number of requests received x month % of requests completed within target date x month
Purpose Purpose
Level of customer demand & whether service levels appropriate Indicator of whether service levels are satisfactory
2250 100%
70 | _w_ fF ™
1750 80%
1500 | fe Lt ne” . TP es wif"
1250 Mie ee a" —aanerenen 60% rN te _
s
oo fw a eS
sli ee ee
40%
500 ——_———S—.
250 ————
0 20% —_—
July Aug Sept Oct Nov Dec Jan Feb March April May June
0%
a All others & Local Laws i Parks July Aug Sept Oct Nov Dec Jan Feb March April May June
& Waste Management & Works Operations @ Environmental Health
Comment Comment
Categories show the 'Work Groups' that on average receive the highest number of
requests each month.
Measure Measure
Average seconds of wait time in phone queue % of planning applications decided within statutory timeframe
Purpose Purpose
Service timeliness / capacity to respond Service timeliness
120 100%
80%
90 >
60 A erent, ys oN
*¢
* + o 60%
o * ?
: i; 7 7 | 7 .
0 0%
x 3 a Oct Nov Dec
RS) oe WwW EF <P SF od >) 0
’ we & ~ e vw ial w Ss m= MCU Reconfiguration mOp Works mOp Works (Veg) #DBW RAP wmTotal
Comment
Some technical issues in calculating data.
2015/16 data is shown by dotted purple line. 2016/17 data is shown by black line
Page 39 of 144Section 40
Page 40 of 144
Measure Measure
Average processing time 20 day plumbing applications
% of building information requests completed within statutory time frame
Service timeliness Level of activity & service
20
100% ma Sanaa nae
7 15 - ™ —
80% \ 1 Va % .
tit \ stent
Mm Tiiil al i fii oa “
Mm Giiil nae
BEGG
0% ss & Sf & ye
July Aug Sept Oct Nov Dec Jan Feb March April May June 3 a eal we oe ¢ wf we ve
Comment Comment
2015/16 data is shown by dotted purple line. 2016/17 data is shown by black line
Page 40 of 144Section 41
Page 41 of 144
OUR FINANCES
Measure Measure
Investment return 0.25% above benchmark (UBS Bank Bill index) Rate arrears ratio <5%
Purpose Purpose
Performance of invested ratepayer funds Measures the efficiency of Council's collection of rates and charges
1.0% 15%
0.8% =
/—™~~ oe ote 10%
@ %, A
0.6% . oe
* anes? waa
0.4% si — 5%
0.2% —_
0%
0.0% Ss e S$ € SF F OBO
July Aug Sept Oct Nov Dec Jan Feb March April May June ” eal . & w ef ¥ S
y vy <€ ss
Comment Comment
Investments delayed in September for review of approach. Cash held now invested as
per Investment Policy.
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
10
8
6 aete
a,
4 1 1 1 29 0 352 1617 1112 179 -1
5 1 1 1 29 1 352 1697 15 23 97 4
5 1 1 1 29 2 396 1618 19 90 0 ;
5 1 1 1 29 3 463 1617 41 179 0 ;
5 1 1 1 29 4 553 1617 42 179 17 -
5 1 1 1 29 5 1284 1676 53 34 53 ee
sae
0 | eae
RY \
Si p® oF oF wt of FH oe wy ys”
Comment
2015/16 data is shown by dotted purple line. 2016/17 data is shown by black line Page 41 of 144Section 42
Page 42 of 144
OUR SYSTEMS & PROCESSES
Measure ; Measure :
% of requests for service that were lodged electronically % of payments made electronically
Purpose Purpose
Identify growth of online services Identify growth of online services
40% 100%
90% ———
“oe ia a
70%
a . ‘8.7 ; a 40% l iu _ 7 iu i
ott, 50%
10% | 1 | ll | - 208
20%
0% oe
July Aug Sept Oct Nov Dec Jan Feb March April May June 0% | 7 J | | =
wE requests Email (incl. requests via mobile applications) July Aug Sept Oct Nov Dec Jan Feb March April May June
Comment Comment
Note: 2015/16 data excludes requests received via email (including via mobile This KPI includes all payments made to Council via electronic means (including BPAY,
applications) direct debit, via Council's website, at Australia Post outlets etc)
2015/16 data is shown by dotted purple line. 2016/17 data is shown by black line
Page 42 of 144Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18
DOCUMENT INFORM AT ION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Subject/ Executive Branch Updates
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 6 February 2018 providing an update on operations of the Executive
Services Department for the period 1 October to 31 December 2017.
REPORT
The adopted organisation structure includes the following branches under the Executive Services
Department:
Governance;
People and Culture;
Community Engagement; and
Customer Service
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Executive Services Department.
Page 43 of 144
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
EXECUTIVE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Governance
Support the organisation with integrity Facilitated Councillor Workshop in Finalise review of Council’s Coordinate training for relevant staff
related matters December relating to Councillor Employee Code of Conduct with in relation to identifying Public
Requests, legislative updates, emphasis on integrity items in Interest Disclosures.
contact with lobbyists obligations, consultation with People and
and public record keeping. Culture.
Develop guidance documents to
support employees with identifying
and managing conflicts of interests.
Support Council’s Audit and Risk Co-ordinate Council’s 17/18 Internal Coordination of agenda and Coordinate and track progress of
Working Team Audits (Insurance Renewals and preparation of Governance and Risk action items resulting from
Strategy, Rates Revenue and Utility related documents and reports for February’s Audit and Risk
Charges and Bank Reconciliation Council’s Audit and Risk Committee Committee meeting and Internal and
Processes). Meeting of 9 February 2017. External Audit recommendations.
Coordination of Council’s Business Support Operational BCP Owners Support Operational BCP Owners Plan comprehensive formal business
Continuity Framework (ICT, Customer Service, Buildings, (ICT, Customer Service, Buildings, continuity testing program for
Waste Recovery and Payroll) with Waste Recovery and Payroll) with operational BCP in consultation with
updating plans to reflect implementing plans and developing the CEO.
organisational structure changes. various testing exercises.
Local Law Review 2016/17 Workshop with Councillors further Update amending local laws to Review public feedback resulting
amendments to be included in propose to Council prior to from consultation process and report
amending local laws and undertaking the required public to Council for consideration.
coordinating the formal amendment consultation process. Finalise update of Council’s
process. Support the Waste and Compliance and Enforcement
Environmental Health Manager with Policy.
the Local Law No 7 (Waste
Management) 2017 law making
processes.
Governance and Risk Management Finalise Annual Council Delegations Finalise Draft Governance Report draft Governance Framework
Items Review. Framework for Council approval in to Executive Team and to Council
Facilitate final Executive Team Risk Q3. for adoption.
Management Review for 2017. Finalise Insurance Renewal
Coordinate end of Q2 Strategic and Procedure in accordance with
Operational Risk Reviews. Internal Audit recommendations.
Page 44 of 144
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Processed 11 insurance claims, 6 Review of Governance Policies, Further formalise team procedures.
Administrative Action Complaints, which are schedule for review. Coordinate Complaints Management
and 1 Right to Information to be delivered to relevant staff.
application.
People and Culture
Negotiating the new Certified Agreement Form of draft CA agreement in its Continuing negotiations and to reach All unions indicated agreement with
final stages. agreement on a new Certified the draft CA at the meeting on 9
Council information sessions held at Agreement with minimum disruption January. After this the Services
all Council sites. to operations and while continuing Union and the AWU, following
healthy workplace relations. employee meetings, have withdrawn
their agreement.
Certification of the Agreement and
implementation.
Developing a 2017- 2020 People and This was endorsed by the Executive Implementing and communication Implementing and communication
Culture Strategy Team in September after extensive the strategy to all stakeholders with the strategy to all stakeholders.
stakeholder consultation. the priorities being workforce
planning, values and change
management strategies.
Supervisor Development Program LGMA has been engaged to Finalising arrangements for sessions Ongoing administration and
facilitate Council’s first Supervisor and participants. coordination for the program.
Development Program. Sessions begin on 14 and 15 Monitoring feedback from
24 participants are enrolled to February. participants to ensure the program is
complete the 5 day program which relevant to their needs and the
will be run over 5 months needs of the organisation.
commencing on 14 February.
Work health and safety audit Developed rectification action plan Continue to address deficiencies External audit to be conducted in
from audit findings. found in audit and update audit March 2018 by LGW.
Commenced addressing deficiencies rectification action plan.
found in audit and update audit Collect evidence for external audit to
rectification action plan be conducted in March 2018 by
LGW.
People and Culture Service Review Consultant, David Spearritt engaged Review process has commenced. Service Review due to be completed
to complete this Service Review. Stakeholders meetings planned for by Mar/April 2018.
31 March and 1 February.
Providing information as required for
this review.
Page 45 of 144
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities “On the Road Tour” introduced as Continued provision of a high level Continued provision of a high level
Support the organisation with payroll, part of the Corporate Induction to of service and systems of service.
work health and safety, recruitment introduce new recruits to Council’s enhancements.
and on-boarding and workplace diverse facilities and business areas.
relations (This was well received by
participants.)
30 positions were advertised
internally and externally this quarter
compared to 27 in the previous
quarter. 20 appointments were made
this quarter compared to 26 in the
previous quarter.
Community Engagement
Website Project Website Strategy approved- Finalise ‘clean up’ of website Possible migration to new platform
communicated internally via email Undertake navigation consultation
and Intranet. and finalise desired home page
Coordinating Web Authors to headings.
complete ‘clean up’ the site. Liaise with LGAQ for possible
migration to new platform timing and
resources.
Internal Communications Project Rolling out actions from approved Reminding managers of actions to Communications requirements
Internal Communications Strategy - further improve internal associated with a possible Intranet
communication items on team communications. migration to new platform.
meeting agendas and reinforced via Promoting ICT- led Office 365
managers and Pelican Brief. training.
Office 365 training commenced.
Intranet Project Intranet Management Plan Support ICT Officer in assisting Web Support ICT and organisation for
approved. Authors complete ‘clean up’ of migration to new platform.
Content Maintenance Schedule intranet.
active and Web Authors ‘cleaning Ascertain timings for possible
up’ site. migration to new platform from
Web Authors trained and supported LGAQ and resources
in clean up by ICT officer back fill Finalise desired home page wire
frame.
Mobile responsiveness of the
intranet.
Page 46 of 144
Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Waste Reduction & Recycling Plan – Successful completion of Ongoing communications regarding Clean up Australia Day promotion.
Roll-out of new garden waste bins communications and promotion for correct use of all bins to promote
the garden waste bin roll out. recycling and maintain low rates of
National Recycling Week bin contamination – social media
communications incl. social media content plan development.
Effective responses to community Illegal dumping social media & video
comment and questions on new bins campaign.
via social media/website/letters to
the editor
Effective free mulch advertising.
Messages on Hold project Worked with ICT to develop in- Refine MOH process and Continue to produce professionally
house process for monthly procedures in response to feedback. finished monthly MOH.
messages on hold, to save Council
the $3,900 annual cost of
outsourcing.
Social Media Management Plan Commenced work on drafting Social Progressing the Plan. Finalise Social Media management
Media Management Plan – supports Plan and implement actions.
SM Policy.
Corporate E-newsletter promotion E-newsletters in new template going Finalise E-newsletter promotional Continue to promote e-newsletter.
out monthly to 1,700 residents and plan and implement.
promotion via social media.
Business as Usual activities Support for Project teams going out Communications/YSN/SM/ Communications Hilton Terrace
for consultation: /YSN/ infographic infographic for promotion of Upgrade and Library refurbishment.
/media/social media: Noosaville Council’s holistic approach to Communicate outcomes of recent
Foreshore Management Plan, Active managing Noosa River: Climate advertising for Peregian Beach
Teens and Active women, Local Law Change Action Plan, Noosaville Digital Hub tenants and
No 7 waste Management. Foreshore Management Plan & management arrangements.
Snap send solve & free holiday Noosa River Plan. IAP2 training in online engagement
buses social media & media Editing/ layout & Design of Noosa techniques.
campaigns. River Plan document. Queen’s Baton Relay 26 March.
Noosa River Plan & Staff Xmas Effective communications Transport Citizenship ceremony 10 April.
video items – e.g. Castaways new parking,
Update of Brand Manual in Park Road Boardwalk.
consultation with Infrastructure Effective Communications: picture
Design team for signs element. library refurbishment.
Your Say Noosa migration to new Focus on illegal dumping – video &
platform – new look and feel. social media.
Page 47 of 144
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Queens Baton Relay progress. Queens Baton Relay
Successful Australia Day citizenship. communications.
Layout design of Active Sport and
Rec Plan.
40 media releases prepared (as
listed on Council’s website)
compared to 49 in the previous
quarter.
Customer Service
Recruitment and Training Training completed of staff required Continual monitoring of casuals Review training plan and gap
for backfill role. performance. analysis.
2 Permanent Part Time roles filled. Recruitment for new casuals to help Recruit 1 PPT CSO pending staff
Training plan for new staff created. cover staff shortages in April. movement.
3 current staff trained on counter Recruit 1 PFT position still vacant. Plan cross department training for
procedures and handling. staff.
Training via IP@N quiz.
Review of Polices within the branch BCP reviewed. Cash handling procedures. Webchat procedures developed.
Review of iP@N. Ongoing review of iP@N. Testing of BCP.
Continual CS intranet (iP@n) Open support ticket resolved for Plan quiz schedule for coming year. Review knowledge pages and
improvements system improvement around Review knowledge pages relating to prepare changes for EOFY.
reviewing pages. - Rates, Building Environmental Review knowledge pages relating to
Customer Service pages relating to Health. Environmental Service and
T1 counter processes reviewed. Governance.
Service Review Service review of customer service Finalisation of service review. Implementation of actions from
operations commenced. service review.
New phone call system Improved messaging and call flow. Review afterhours messaging after Review system configuration and
recent changes with LL. impact to processes. Look for
Webchat, recent improvements have improvements.
occurred to schedule functionality of
webchat. Implementing and testing
these with aim to publish and
implement ASAP.
Business as Usual activities Continue to promote Snap Send Work with ICT to resolve web chat Conduct a “Pulse” survey of
Solve app. system issues. customer service satisfaction.
Continue to progress web chat
functionality.
Page 48 of 144
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Previous Council Consideration
Nil.
Finance
Nil.
Risk & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Branch Managers of the Department were consulted in the preparation of this report.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
X People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 49 of 144
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
7 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ Branch Management/ Corporate Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 6 February 2018 providing an update on operations of the Corporate
Services Department for the period 1 October to 31 December 2017.
REPORT
The adopted organisation structure includes the following branches under the Corporate Services
Department:
Financial Services;
ICT (including Records);
Procurement & Fleet;
Property; and
Revenue Services.
Corporate Services primarily provides internal support to the other Council Departments, with the
exception of the Property branch that deals primarily with land and property management issues.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the department.
Page 50 of 144
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
CORPORATE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Financial Services
Budget November budget review (BR2) Monitoring and support for April budget review (BR3) for any
finalised and adopted by Council. managers in developing their final 2017/18 operational and capital
2018/19 budget development 2018/19 budget requests. budget adjustments.
process has commenced. Ongoing monthly budget reporting Review of core and new initiative
New Technology One Enterprise and support. budget requests as part for the
Budget module successfully 2018/19 budget development.
implemented.
Assets Stage 1 of the asset management Recruitment of vacant Asset Capitalisation of constructed and
initiative to reconcile road assets Accountant position. developer contributed assets in the
between the pavement management Finalise the revised useful lives to be financial asset register to eliminate
system (SMEC) and GIS completed. applied to road assets. backlog from position vacancy.
Financial revaluation program for Stage 2 of the asset management Asset procedures to be reviewed to
roads and land asset classes initiative to reconcile road assets streamline processes and improve
commenced. from SMC/GIS to Technology One. efficiency and transparency.
Complete the financial revaluations
for roads and land assets.
Statutory Reporting, Risk Management 2016/17 financial statements and Implement improvements to bank Implement improvements to controls
and Audit Compliance annual report adopted by Council. reconciliation process per internal and processes regarding user
Internal audit of bank reconciliation audit outcomes. access to the financial system as
processes undertaken to identify recommended by QAO external
opportunity for process improvement. auditors.
Financial Systems Analyst recruited
(vacant position) to help implement
improved financial controls.
Treasury, Investments and Banking Investment portfolio managed to Reinvestment of short-term surplus Review location, service cost and
ensure optimal return for Council in cash following January rates run. usage of current EFT devices,
alignment with Investment Policy including consideration of a remote
requirements. payment site (e.g. Cooroy Library).
Business As Usual Activities Monthly financial performance Refine the capital financial reports Quarterly performance plan reviews
reporting. provided to support Council’s project for all staff.
managers and project control Commence collation of information
groups. for annual Fringe Benefits Tax return
Page 51 of 144
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
ICT
TechnologyOne Latest versions of TechnologyOne Evaluation of the opportunities and Testing the 2018A version.
systems made available to staff. impacts of the next TechnologyOne
software version (2018A).
TechnologyOne CI Anywhere (web New TechnologyOne enterprise Planning implementation for new Planning for Procurement and
browser based) functionality to simplify budgeting system implemented. property and rating system and Finance CIA rollout that will improve
systems and make them accessible on online customer portals. the user interface and provide
mobile devices Investigating Corporate Performance opportunities for automation.
Management functionality for Planning for Eplan CIA
governing reporting and risk implementation for new planning
management. scheme.
Updating the ICT roadmap.
GIS Mapping Mapping of road verges for mowing Review of GIS strategy and Ongoing updating of datasets.
contract specification to help ensure determine if the three current GIS
accurate scoping and better quotes. products can be consolidated.
Completed mapping for conservation Providing latest aerial photography
land plan. imagery to staff. This is an annual
Provided data collection tool to project with the State Government.
capture park infrastructure assets.
ICT Security Ongoing security training including Assessing the impact of “Meltdown” Continuous improvement of ICT
phishing testing. and “Spectre” CPU vulnerabilities on security to meet emerging threats.
External consultancy provided a gap internal and contracted cloud
analysis to help prioritise and plan systems and patching systems.
ICT security initiatives.
ICT Strategy and roadmap Updated ICT Strategy. Continuing positive partnership Progressing implementation.
Monthly steering group meetings arrangement with TechnologyOne to
held with TechnologyOne. progress projects.
Bi-monthly Council ICT Steering
Group meetings.
Business as Usual activities Ten times faster public Internet at Installing new broadband Internet Rollout of PC replacements across
The J using the NBN. services for SES offices using the the organisation.
Ten times faster staff connection at NBN with 4G mobile backup.
Pomona Depot using the NBN. Setup of the temporary library
Moved 445,000 staff working files to offices.
the Microsoft Office 365 cloud to Improved holiday park websites.
improve security and accessibility.
Page 52 of 144
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Procurement & Fleet
Fleet Replacement and Maintenance Fleet 17/18 capital purchases under 2017/18 replacement program to T1 Fleet Manager module to be
Program development or evaluation. continue as identified in the fleet 10- updated with additional asset
Two new rollers used for road work year capital replacement program information to provide the easy
under evaluation. Ongoing maintenance for fleet and export of data into spreadsheets for
New wood chipper machine has small plant. analysis and reporting.
been purchased and awaiting 2018/19 fleet capital expenditure
delivery. and operational budget under
Replacement Parks tipper truck development.
under construction. Working with WHS to deliver driver
training.
Local Buy Alliance ArcBlue quarterly spend data Ongoing tenders and quotations Consultation to be undertaken with
analysis received. Results of the either out to tender/quotation, under Local Buy regarding future panel
audits undertaken by ArcBlue under preparation or under evaluation. arrangements.
evaluation and further discussions to Consultation with key stakeholders
be arranged to determine the future to monitor key projects and allocate
strategic approach. sufficient timeframes for
Small sites electricity transfer to new procurement planning to be
Local Buy contract complete. undertaken.
Undertake pilot project with New TechnologyOne Procure to Pay Ongoing testing of the Procure to Working group to progress and
TechnologyOne to implement the new module is now in the Test Pay module as part of early adopter confirm the Go live date of new
CI Anywhere Procure to Pay module environment. program with Technology One. Procure to Pay module.
Intensive testing and involvement of Contract module to be considered
a small working group to be and working group to be established
established. to undertake testing.
Vendor Panel Marketplace Vendor Panel e-quotation tool is still Work underway so that quotations in Continued engagement with internal
in take up phase by staff. Vendor Panel can be referenced in stakeholders & key staff to ensure
Continued support by the the new T1 Procure to Pay module. the Vendor Panel quotation tools are
Procurement Team as required. used for all quotations and are part
of the Procurement process.
Page 53 of 144
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Procurement and Contracts continue Quarterly performance plan reviews Ongoing Procurement training for
to support staff across the undertaken. relevant staff to be actioned.
organisation. BR2 budget submissions submitted.
Numerous tenders awarded and Procurement reports to be
results published on the Council distributed to the relevant staff.
website.
Fleet Advisory Team meetings have
added additional senior staff to
facilitate enhanced decision making
strategies.
Property
Holiday Parks Tender awarded for Noosa River Commencement of Noosa River Consideration of future management
Holiday Park small and large Holiday Park small amenities services for the Noosa North Shore
amenities upgrades. replacement in February 2018. beachfront campground (after
Cash audits undertaken. redevelopment).
Boreen Point Campground – Updating website to become mobile
management agreement option friendly in conjunction with ICT.
renewal.
Development and finalisation of Executed tenure agreements: The following leases to be signed: New lease for Surf Lifesaving
community tenure documents with o Cooroy RSL Permit o Kin Kin Sport and Recreation Queensland for storage facility –
community groups. o Shine Houses o Cooran Memorial School of Arts Noosa Spit.
o Pomona Arts Inc. o Girraween Sports Complex Cooroy RV Stopover – investigate
o Noosa Malibu Club (new tenure community led management model.
Wallum Lane) Continue with expired community
o Kin Kin Tennis Club tenure renewals.
o Noosa Shire Arts and Crafts Progress capital works projects and
Further discussions with Noosa operational maintenance on
Heads SLSC regarding future community properties for 2017/18.
proposals for surf club building.
Development and finalisation of EOI for 4 Jarrah Street, Cooroy - Continuing to align Certificates of Initiate lease negotiations for
commercial tenure documents. Lease negotiations finalised. Currency for Public Liability to Sunrise Shop 8 – supermarket
financial year. (market valuation has been
Renew co-location lease agreement obtained).
for sub tower at the Noosaville Report to Council for lease option for
depot. Sunrise Shop 3 – Hairdresser.
Lease negotiations for telco facility – Initiate lease discussions with Mach
Cooyar Street. Technologies – Cooroy Data Centre.
Page 54 of 144
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
New titles being created for 3 X Cooroy RSL lease negotiations.
industrial lots Jarrah Street (Stage 1
Carpenter’s Lane).
Noosa Slipway lease amendment.
Noosa River Foreshore Land Use Draft plan issued for public Preparing Your Say Noosa content. Issue of final consultation summary.
Master Plan. consultation 22 January 2018 on Workshop findings with Council.
Your Say Noosa and face to face Final master plan issued.
consultation in February 2018 at Report to Council adopting master
Noosaville Library plan.
North Shore Campground conceptual ‘Early Works’ approval from DNRM Working with Council’s Project Work with Council’s Project Officer
planning & feasibility assessment. for 2018 construction program (in Officer to progress detailed design to implement updated
lieu of Ministerial signoff on land- communications plan on proposed
swap). construction in 2018 (construction
Completed hydrogeological study on expected to commence May/June
groundwater aquifer to inform 2018).
water/wastewater design.
Procured consultant to commence
water/wastewater design.
Business as Usual activities Performance plans developed for all Meeting with Sunshine Coast Sports Implementation of service review
staff. Aviators Inc. regarding feedback on recommendations.
Various High Use Permit and draft permit issued for Tingira Ongoing assessment of applications
Temporary Event applications Crescent as a launch site for Hang and permits for use of Council
decided. gliding / paragliding. owned or managed land.
Workplace Health and Safety Quarterly performance plan reviews
Inspections completed for all Holiday for all staff.
Parks and Lifeguard facilities Finalising service plan for Lifeguard
Finalised land tenure issues with Services for Council consideration.
DNRM for Cooroy RSL to enable the
issue of a trustee lease.
Page 55 of 144
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Revenue Services
Rating System Provided information for internal Preparation for January rate run, Agree on new charging structure for
audit of revenue services and including running of test rate levy. commercial wheelie bin charges and
differential general rate review. Finalise updating of waste charges commence audit on existing services
Liaise with waste management per new mandatory three bins to ensure a smooth implementation
branch to discuss alternative service, including adjustments for in the 2018/19 financial year.
charging structure for commercial late/non delivery of garden waste Participate in transition to new
wheelie bins. bins within specified time frames. Technology One CIA rating system.
Commencement of rating review to Continuation of rating review.
inform 2018/19 development. Processing on new valuations
issued by the Department of Natural
Resources and Mines late February
or early March.
Rates modelling following issue of
new valuations to understand
impacts.
Business as Usual activities Returns for State Emergency Processing of agency payments and Efficiently respond to customer
Management Levy, State pensioner direct debit payments. queries concerning the January rate
concession scheme and Rural Fire Undertake pensioner verification levy.
completed for July to December prior to January rate run. Issue of reminder notices for unpaid
rating period. Training new staff in processing of rates in early March.
new plans and amended valuations. Implementation of internal audit
recommendations.
Page 56 of 144
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Previous Council Consideration
Nil.
Finance
Current business as usual activities and projects of the Department are funded within the current
adopted budget.
Risks & Opportunities
Periodic reporting of departmental performance allows Council to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Community Development X Financial Services
Executive Support Community Facilities X ICT
Libraries & Galleries X Procurement & Fleet
Local Laws X Property
Waste & Environmental Health X 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 57 of 144
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
8 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2017
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ Subject: 8.16 Camping and Caravan Facilities (General)
Attachments Nil
EXECUTIVE SUMMARY
Nil.
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 6 February 2018 providing an update on operations of the Noosa Holiday Parks
for the period 1 July to 31 December 2017.
REPORT
Council operates one holiday park and two campgrounds offering a wide variety of unique
experiences for visitors. These Council business activities operate under management
agreements with varying terms to suite the scale of the operation, and are administered by
Council’s Property branch. This report provides an update on the business activities for the
period 1 July 2017 to 31 December 2017.
FINANCIAL PERFORMANCE
TOTAL BUSINESS ACTIVITY 2017/18 2017/18 2017/18 YTD % YTD
Current YTD YTD Variance Variance
Budget Budget Actuals
Total Revenue 3,140,897 1,676,922 1,727,263 50,340 3.0%
Total Expenditure 2,221,217 1,169,881 1,167,409 2,472 0.2%
Operating Surplus 919,680 507,041 559,853 52,812
Key Comments Total Business Activity
YTD financial performance for the Holiday Parks is positive, with revenue above budget due to
strong patronage (resulting from a good weather run) and expenses slightly below budget.
Expenses are expected to match budget at the end of the financial year while revenue will be
closely managed to determine any impacts from the small amenities replacement at the Noosa
River Holiday Park and preliminary redevelopment works at the Noosa North Shore
Campground. Any impact on overall profitability due to site works will be assessed and reported.
Boreen Point Campground 2017/18 2017/18 2017/18 YTD $ % YTD
Current YTD YTD Variance Variance
Budget Budget Actuals
Total Revenue 481,812 260,761 272,313 11,552 4.4%
Total Expenditure 358,672 163,745 151,144 12,601 7.7%
Operating Surplus 123,140 97,016 121,169 24,153
Page 58 of 144
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Key Comments Boreen Point Campground
Year to date revenue for 2017/18 has exceeded budget primarily due to favourable weather
conditions resulting in strong visitation. Year to date expenses for the 2017/18 financial
year are under budget due to the timing of routine maintenance works.
Noosa River Holiday Park 2017/18 2017/18 2017/18 YTD $ % YTD
Current YTD YTD Variance Variance
Budget Budget Actuals
Total Revenue 2,051,295 1,092,015 1,117,483 25,468 2.3%
Total Expenditure 1,446,248 774,541 784,583 (10,042) (1.3%)
Operating Surplus 605,047 317,474 332,900 15,426
Key Comments Noosa River Holiday Park
Similar to Boreen Point, year to date revenue has exceeded budget due to strong visitation
due to favourable weather conditions.
Year to date operating expenses have slightly exceeded budget due to the timing of
maintenance works to roadways and pathways.
The small amenities replacement is timed to commence in late February 2018. The impact
of any short-term site disruption on profitability will be closely managed.
North Shore Campground 2017/18 2017/18 2017/18 YTD $ YTD
Current YTD YTD Variance Variance
Budget Budget Actuals
Total Revenue 607,790 324,146 337,467 13,321 4.1%
Total Expenditure 416,296 231,595 231,683 (88) (0.0%)
Operating Surplus 191,494 92,551 105,784 13,233 13,233
Key Comments Noosa North Shore Beach Campground
Similar to Boreen Point and Noosa River year to date revenue is above budget.
Conservative revenue forecasting due to the uncertainty regarding the timing of the
campground redevelopment is contributing to the positive result year to date.
Year to date operating expenses are in line with budget.
PARK OCCUPANCY PERFORMANCE
The table below summarises occupancy data to 31 December 2017. The table highlights a
93.18% occupancy rate for Noosa River Holiday Park (with powered caravan sites at 99%
occupancy) which reflects the location of the park and its popularity with customers. The Noosa
North Shore and Boreen Point Campgrounds’ lower occupancy rates reflect that these facilities
are more remote and offer a different experience for customers.
Location Occupants Average Stay % Site
(Days) Occupied
Boreen Point 9,352 2.35 41.63
North Shore 7,744 3.06 46.81
Noosa River 10,924 4.63 93.18
Page 59 of 144
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
MAINTENANCE
Maintenance for each facility is performed in line with established budget allocations, including
any reactive maintenance. Condition assessments have been undertaken for each site and forms
part of asset management plan development and the 2017/18 maintenance budget.
MANAGEMENT AGREEMENT STATUS
Noosa River Holiday park – Council resolved in the April 2017 Ordinary meeting to award a
new 3 year management agreement to the current holiday park operators. The new
agreement commenced 1 June 2017.
Boreen Point Campground – Council resolved in the December 2017 Ordinary Meeting to
approve the second of two 1 year options, extending the term to April 2019.
Noosa North Shore Beach Campground – The final 1 year option expired on 31 July 2017.
Council resolved in the April 2017 Ordinary Meeting to enter into an extension to the
current interim management agreement for a period of 10 months commencing 1 August
2017 to allow for the essential upgrade before entering into a future agreement subject to
the timing of site redevelopment.
Previous Council Consideration
Ordinary Meeting, 21 December 2017, Item 4, Page 8
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 12 December 2017 and authorise the CEO to exercise the option to extend the
current management agreement for the Boreen Point Campground to Crimmins Enterprises Pty
Ltd aft The Crimmins Trust for a further one (1) year period commencing 7 April 2018
Ordinary Meeting, 21 December 2017, Item 5, Page 9
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 12 December 2017 and:
A. Set fees and charges for the Noosa Holiday Parks to apply until the end of the July 2019
Queensland school holidays; and
B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for
Noosa Holiday Parks for the period ending Monday 17 July 2019 as detailed in the tables
contained within the report.
Ordinary Meeting, 20 April 2017, Item 5, Page 6
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Award contract 1516T078 to Anvera Pty Ltd trading as Dineen Tourism Management for
the Noosa River Holiday Park Management Services for an initial three (3) year period
commencing 1 June 2017; and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a
further one (1) year period subject to satisfactory performance.
Page 60 of 144
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Ordinary Meeting, 20 April 2017, Item 6, Page 7
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Set fees and charges for the North Shore Beachfront Campground to align with the
cessation of the July 2018 Queensland school holidays;
B. Adopt the Proposed Commercial Charges Schedule for the Noosa North Shore Beachfront
Campground for the period ending 16 July 2018 as detailed in the tables contained within
the report; and
C. Authorise the Chief Executive Officer to enter into an extension to the current management
agreement with Beachfront Caravan Park Pty Ltd for 10 months commencing 1 August
2017.
Ordinary Meeting, 16 February 2017, Item 10, Page 8
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 7 February 2017 providing an update on operations of the Noosa Holiday Park
and Campgrounds for the period 1 July 2016 to 31 December 2016.
Finance
Refer to financial performance section of this report.
Risks & Opportunities
Risks
The short term risk of reduced revenue at both Noosa North Shore Campground and Noosa
River Holiday Park due to current capital projects will be offset by longer term revenue
opportunities for both sites due to improved and more attractive facilities for customers.
Opportunities
A full tariff review of the business activity is expected in the 2018/19 financial year. The review
will benchmark the business activity against other comparable locations to ensure appropriate
pricing for energy consumption to encourage emission reductions in addition to exploring
alternative revenue generating options.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Property Officer
Management Accountant
Page 61 of 144
Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health X 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 62 of 144
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
9 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18
DOCUMENT INFORM AT ION
Author Director Infrastructure Services, Carl Billingham
Infrastructure Services
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 6 February 2018 providing an update on operations of
the Infrastructure Services Department for the period 1 October to 31 December 2017.
REPORT
The adopted organisation structure includes the following branches under the Infrastructure
Services Department:
Asset Management;
Buildings and Facilities;
Civil Operations;
Disaster Management; and
Infrastructure Planning, Design and Delivery
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Infrastructure Services Department.
Page 63 of 144
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
INFRASTRUCTURE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Asset Management
Ongoing condition assessments Stormwater condition assessments The ongoing development of a 5- Completion of the conditions
across all asset classes (i.e. continue with a further 4km of the year reseal program for Council’s assessments for next round of
stormwater, buildings and the Main piped network assessed in the sealed road network. building condition assessments.
Beach Slurry System) second quarter. Condition assessments for the next Endorsement of the 5 year reseal
Condition assessment has been round of Buildings including the program.
completed for the Main Beach sand public amenities is currently being
pumping system procured.
Complete detailed Asset Management Draft Asset Management Plans for Complete the Draft Asset Commence other major asset class
Plans for identified pilot areas - Roads the NAC and the Noosa Main Beach Management Plans and present to Asset Management Plans.
and Bridges, the Noosa Aquatic Centre Sand Pump System are nearing the March 2018 Council meetings.
& the Main Beach Slurry System and completion.
commence development of Asset
Management Plans for the remaining
infrastructure classes
Asset Management Road Map Roadmap initiatives have stalled Provide an update of the roadmap Continue with the ongoing
- ongoing implementation of the whilst staff resources are being initiatives to reflect the capability implementation of the asset
initiatives identified in the Asset reviewed. However, the within the organisation to ensure the management roadmap initiatives.
management road map development of some of these completion of the roadmap is
initiatives continues. aligned to the expectations of
Council’s capabilities.
Awareness and development of Asset Awareness training for Asset Development of more advanced and Delivering more advanced asset
management functions across the Management continued across the asset management specific training management training sessions into
organisation - Awareness training and organisation. sessions. specific teams.
corporate asset system development.
Specifically the Work Order
management implemented through the
majority of the organisation
As Constructed and Capitalisation Developer contributed assets are Continue to capitalise the projects Continue to improve the processes
Process - Ongoing development of the regularly loaded into the system completed from the capital works around the capture of Contributed
as constructed and capitalisation from the asset management branch. program. assets from developers
processes. The capitalisation activities are
ongoing from capital works being
delivered with the backlog of
projects being addressed.
Page 64 of 144
Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Capital Works Program A draft 5 year program is being Initial workshops have commenced Have a draft 5 year capital program
- The development from a 5yr capital prepared for future budget in establishing a capital works prepared for the April 2017 budget
works program to a 10 year capital workshops. program for 2018/2019. workshop.
works program that is aligned to
Councils long term financial planning.
Business as Usual activities Completion of customer requests Ensure customer enquiries are Further develop systems and
continue to be undertaken by staff. being addressed in a timely manner. processes to better respond to
technical enquiries relating to
technical issues.
Buildings & Facilities
Align to Council’s mobility system and Continued use and training being Further training & development to be Ongoing development and use of
roll out undertaken. established for new electrician. mobility system that are aligned to
Continued development of cyclic Council’s asset management
activities into the work management systems.
system.
Compliance auditing of shire wide assets 50% of the Council owned buildings Documentation loaded to ECM Continue priority inspections.
to ensure legislative requirements are have been audited. Continued compliance checks.
being met
Create a critical asset register to align to Outlined register and commence Continued asset capture and Finalise asset register and confirm
asset management objectives population of assets populate register. accuracy.
Undertake condition assessments of Scheduled amenities condition Complete condition assessments Finalise condition assessments.
public amenities assessment with external support. Collating data. Finalise collected data into asset
management system.
Delivery of 90% of Capital Works Reviewed capital works program Continued monitoring of project Ensure projects meeting milestones.
Program as approved by CWE Continue to track and ensure capital milestones and financial tracking. Financial projections are on target.
works completion. Tender preparation for financial Close out completed projects.
New capital works projects identified approval.
and tracking.
Business as Usual activities Trade Services Panel approved Review preventative maintenance Implement identified preventative
Unity water MOU installation of tasks & contracts continued for maintenance changes.
bottle filling stations newly identified equipment. Advise successful tenderers.
Installed dog wash facility at Beach 2018/19 Budget build from base. Review of electrical services across
Access 47, Marcus Beach. Continued review of services. the shire.
Electrician position filled. Working through Council owned Continued monitoring of portfolio.
Electrical services being assessed facilities asset capture. Continued assistance provided to
and moved in house where possible. the wider business group and shire.
Page 65 of 144
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Civil Operations
Review Levels of Service for Assist Executive Office with review Draft document under review Continue with asset inspections &
Maintenance Activities & documentation of service levels. works management in accordance
with adopted service levels
Renew Ringtail Quarry Site Based Neighbour has fenced property Review training requirements for site Review quarry operations & financial
Management Plan (SBMP) boundary with quarry addressing staff as necessary following Dept of accounting in association with
issues associated with access to the Natural Resources & Mines review Finance Branch
quarry area by uncontrolled animals. Continue supplying internal crews
with quarry materials.
Implementation of Branch Workforce Recruitment of Parks & Gardens Review & update the Branch Information sessions for staff using
Plan Coordinator & Parks Technical Workforce Plan Mobility in conjunction with the
Officer Roll out of supervisor training in upgrade to 2017A release of
association with People & Culture Technology One
Branch
Review tree management systems & Recruitment of staff to temporary Review of long term arrangement for Further investigation into the effect &
process including resourcing. positions approved in the 17/18 tree management for consideration appropriate actions in response to
budget as part of the new initiative by Council as part of the budget phelinus disease
for tree management process
Botanic Gardens Master Plan Finalised tenure arrangements & Finalise design & documentation for Executive Team review of draft
formal handover to Council the replacement shade house master plan
Improvement to response to events by Project to improve the Ensuring that operations crews are Workshop with QRA to improve
Council’s operations crews. understanding & appropriate actions able to respond to events as evidence to support claims under
for various ALERT warnings from required Natural Disaster Relief and
councils flood gauges successful for Recovery Arrangements
Get Ready funding
Tree Policy Review A revised draft of Council’s Tree Workshop revised draft policy with Report to Council
Policy has been completed Councillors
Review community engagement Engagement with Bushcare Groups New Parks & Gardens Coordinator Review notification processes &
activities regarding new guidelines. will be building relationships with information provision regarding
Continuation of this project is now community groups Branch activities including works
with Environmental Services since program delivery
the commencement of the new
Branch Manager in December.
Engagement with Friends of Noosa
Botanic Gardens regarding a new
propagation shed
Page 66 of 144
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Delivery of 90% of Capital Works Emergent work to repair landslip & Weyba Road median islands & Continue with delivery of capital
Program as approved by CWE drainage at Sunrise Beach resurfacing projects including the sealed road
completed resurfacing & gravel road resheeting
Resurfacing program approximately program
45% complete
Cooroy-Noosa Road roadworks
completed
Disaster Management
Review 2016/2017 Noosa Local DM Plan 2018 endorsed by LDMG Commencement of review of 14 x Completion of first draft of 14 Sub-
Disaster Management Plan Results of IGEM assessment Operational Sub-Plans Plans
Annual assessment against the released Distribution of Sub-Plans to staff Commence review of Evacuation
Emergency Management Assessment internally for input and feedback Centres
Framework and review of the Plan
Review of the Noosa Local Disaster Scheduled to commence Jan 2018 Review commenced and redrafting Completion of first draft
Recovery Plan - Review is triggered by is currently ahead of schedule
changes to the State Disaster Recovery
Plan
Disaster Exercises - Development, Successful conduct of LDCC and Completion of Evaluator’s Report on Conduct Pomona Sub-Group
conduct and evaluation of function Recovery Exercises Muddy Waters LDCC and Recovery Exercise exercise in February
exercise for Noosa Local Disaster Muddy Waters LDCC and Recovery Exercises
Coordination Centre and discussion Scheduling of 5 x exercises for 2018 Evaluator’s Reports and Action
exercise for Local Recovery Committee Developing Pomona Sub-Group Plans endorsed by LDMG
exercise Commence development of FCC
Review of Evacuation Planning exercise
Event & Exercise Continuous Review and improvements to LDCC Action Plans from 2017 LDCC and Scheduling and commencing tasks
Improvement - Undertaking roles and responsibilities Recovery Exercise Muddy Waters identified in Action Plans
improvements identified in action plans Finalisation of FCC Activation Status
following evaluation of exercises and and Actions Guideline
disaster events
Disaster Training Program - Continuation of program of LDCC Additional training and procedure Finalise training / procedure
Identification of training needs and one-on-one training development for Emergency Alerts documentation for Emergency Alerts
delivery of training program Recruitment of additional staff and Evacuation Planning Finalise training / procedure
Guardian training for external documentation for Evacuation
agency liaison officers (as required) Planning
Continued training for incoming
LDC, Deputy LDC and DMO
Page 67 of 144
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Get Ready Program - Delivery of Commencement of Get Ready Arrange community resilience Complete community resilience
program of initiatives funded by RACQ Flooding environmon project workshops in liaison with QFES workshops.
QFES Get Ready Program (dependent
on receipt of funding)
Community Disaster Sub Groups - Identified need for Noosa North Conducting Pomona Sub-Group Evaluate Pomona Sub-Group
Continued support to community sub Shore DM Sub-Group. exercise Exercise
groups with appropriate activities, Conducted initial meeting with North Conducting inaugural North Shore Continue drafting North Shore DM
exercises, liaison and capacity Shore representatives Sub-Group meeting Plan
development Commence drafting North Shore DM
Plan
Business as Usual activities Local Disaster Management Group Continue to monitor weather and Maintain Watching Brief on weather
continues to meet quarterly severe warnings forecasts on daily/hourly basis, as
LDC attends the District Disaster Activate LDMG as required required.
Management Group Regular liaison with internal and
DMO assisted SCC and Gympie external stakeholders as weather
with evaluation of their recent events develop
exercises
Infrastructure Planning, Design &
Delivery
Signage Policy -to implement the Draft guidelines and criteria have Collating feedback on guidelines Refining signage requests process
signage guidelines and design criteria been distributed for feedback and and criteria for inclusion in revised for inclusion in revised draft
are currently successfully in use. draft guidelines. guidelines.
Community Engagement have Developing action plan for finalising Finalised draft guidelines and criteria
reviewed the draft guidelines and draft guidelines and criteria. for adopted by Director.
updated to reflect corporate
branding.
Hinterland Playground Plan - Plan and Draft Project Management Plan Finalisation of concept plans in Undertake a Councillor Workshop to
design (subject to Grant Funding) an developed preparation of consultation and present the preferred design for the
iconic playground in Cooroy Ongoing development of ‘high-level’ feedback playground.
concept plans showing possible Issue of Project Management Plan Formalise stakeholder consultation
playground setout and infrastructure Commission Business Case analysis plan and commence community
Identification of emergent works and to assess project risks, benefits and feedback sessions.
projects in surrounding area that budget Finalise budgets for future design
support the playground and delivery activities.
Page 68 of 144
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Market sounding to identify Commence detailed design.
organisations capable of delivering
playground detailed designs and
construction, including bespoke
design elements
Rufous St digital hub project - Construction is 90% complete Achieve Practical Completion of Handover ready for fitout
Construction of the Rufous St digital hub building
project Procure Fibre Optic Lead in.
Investigate key transport strategies - Conducted interviews for Finalise appointment of Project Councilor workshop to progress key
Recruit a Project Manager and appointment of Project Manager. Manager priorities
commence investigation of the five Traffic and pedestrian audit of Conduct Steering group and working Conduct school travel surveys and
prioritised strategies in the Noosa Hastings Street precinct on 3 Jan group meetings site assessment.
Transport Strategy 2017-2027 Continued discussions with key Commence ‘Walk and Ride to Review client expert reports.
industry specialists. School’ program.
Continued discussions with Analysis of Hastings Street precinct
TransLink and Sunbus. traffic and pedestrian data
Xmas Free Holiday Buses Prepare for Easter Free Holiday
Noosaville State School & Sunshine Buses
Beach State School signed up to Continue discussions with TransLink
participate in Walk-and-Ride to and Sunbus
School Program Continue discussions with industry
Adoption of Transport Strategy specialists
governance structure
Councilor workshop with client side
experts to refine and progress key
priorities.
Streetscape Plans - commence work on Planning for the Hinterland Design of the raised crossing in Assess available base data for
streetscape plans for three precincts Playground in Cooroy has Maple St, Cooroy has commenced. Cooroy, Pomona, Noosa Junction
commenced. Pioneer Park, Cooran community and Gympie Terrace precincts and
A concept plan has been developed consultation has been programmed. determine if additional survey is
for Pioneer Park, Cooran. Reviewing what base data is required.
Activity Centre Plans for the New available for Cooroy, Pomona, and Collate and review background
Noosa Plan have been reviewed Noosa Junction and Gympie Terrace information for each precinct.
and feedback provided to Planning. precincts.
Page 69 of 144
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Infrastructure, Planning Design & Inclusion of relevant design principle Monitor the implementation of Ongoing implementation through
Delivery - Ensure Noosa's Design into project news, consultation business processes staff inductions, consultant briefings,
Principles and the Noosa Style are information and responses to the design checklists.
considered in the planning of future community to raise awareness
projects within the community.
Business as Usual activities Tenders closed for Park Road Assessing Park Road Boardwalk Award and commence Park Road
Boardwalk. tenders. Boardwalk upgrade.
Tender closed for Main Beach Assessing tenders for Main Beach Award and commence Main Beach
Boardwalk upgrade. Boardwalk upgrade. Boardwalk upgrade.
Completed Tewantin Boat Ramp Finalising construction drawings for Tender Hilton Terrace corridor
upgrade and Blakesley Street Hilton Terrace corridor upgrade. upgrade Stage 1 works.
footpath. Design of Donnelly’s Road and Pioneer Park, Cooran community
Completed public consultation for Black Mountain Road upgrades. consultation.
Noosa Parade corridor upgrade. Detailed design of Noosa Parade Castaways Beach carpark design
Construction Drawings issued for: corridor upgrade. and consultation.
o Weyba Road upgrade Peregian Beach Amenities upgrade
o DDA Bus Stop upgrade Stage 1 design.
Page 70 of 144
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services X Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 71 of 144
Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
10 CAPITAL PROGRAM DELIVERY STATUS - DECEMBER 2017
DOCUMENT INFORM AT ION
Author Asset Planning Manager, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Subject/ 2017-2018 Annual Capital Works Program
Attachments 1. Capital Projects Delivery Status, 31 December 2017
EXECUTIVE SUMMARY
The project delivery status report is presented regularly to the Services & Organisation
Committee. This report particularly highlights the projects that have commenced or are nearing
completion in the second quarter of the 2017/2018 financial year.
This report also provides a capital project delivery spreadsheet (Attachment 1) that gives a
general overview of the financial status of all projects as they are delivered.
RECOMMENDATION
That Council note the report by the Asset Planning Manager to the Services & Organisation
Committee Meeting dated 6 February 2018 providing an update on the status of the projects
being delivered in the 2017/18 Capital Works Program.
REPORT
The purpose of this report is to inform Council of the overall status and associated activities of
the Capital Works Program to the end of December 2017. The report also provides an
opportunity to highlight and discuss projects within the program, and confirm the delivery status
of projects as they are delivered throughout the 2017/2018 financial year.
There are currently 114 active projects in the 2017/18 capital program as of 31 December 2017
(including the carryover projects from 2016/2017) with a value of $28.6M.
1. Current Projects
The Project Delivery and Design teams are now focused on the design and delivery phases for
the majority of projects within the Capital Works Program. While the design stages of projects
require significant internal resourcing, this stage usually results in limited expenditure being
recorded against the projects until the delivery /construction phases commence which then
consume high expense in shorter periods of time.
The construction phase of projects will progressively increase and will continue through to the
end of June 2018. It is important to note that the commitments allocation reflects the extent of
planning and design activities undertaken with $4.2M of commitments raised as of 31 December
2017 and a total of $12.1M of actuals expended.
Projects being delivered across the capital program which are nearing completion include:
Peregian Beach Digital Hub Project
Noosaville Wallace Park Pathway Renewals
Noosa Heads Noosa Spit SLSQ Storage Facility
Cootharaba Kinmond Creek Culvert upgrades
Noosaville Weyba Road Corridor Improvements
Page 72 of 144
Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Peregian Beach – Digital Hub Project Noosa Heads - Noosa Spit SLSQ Storage Facility
Noosaville – Weyba Road Corridor improvements
2. Completed Projects
Projects continue to be delivered across the capital program with many projects well underway,
including:
Tewantin Boat Ramp Upgrade
Cooroy Cooroy Library LED Lighting Renewal
Six Mile Creek Flood Gauge Monitoring Systems
Sunshine Beach Skate Park Renewal
Tewantin Cooroy Noosa Road Stage 1 & 2
Tewantin – Tewantin Boat Ramp Upgrade Tewantin – Cooroy Noosa Road Stage 1 & 2
In addition to the above-mentioned completed projects, delivery for the 2017/18 road reseal
program is well underway with further works programmed for February in both coastal and
hinterland areas.
Page 73 of 144
Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
4. Project Planning & Design
The project delivery approach for 2017/18 has seen a steady flow of projects being completed.
The availability of design and planning resources has challenged the capital program with a
number of positions vacated in the first quarter. Whilst the program is on target with the year to
date budget forecasts and recruitment of these vacated positions has commenced, there will be
impacts on the delivery throughout the third and fourth quarters until design and planning
resources are re-established. The remainder of the year will focus on priority projects and
consideration for adjustments to the program will be undertaken to ensure targets are achieved.
5. Summary
The current capital delivery expenditure to the 31 December 2017 including actuals and
commitments is $16.4M or 57% of the capital program. The delivery and completion of projects
continues across the capital works program with more resources to be recruited in coming
months to support the planning and design phases of the projects. The program is currently on
target with the year to date budget $12.7M but will need increased monitoring, as a result of the
loss of design staff in recent times that will potentially affect the delivery phase of projects.
The table and graph below provide a breakdown of expenditure as at 31 December 2017.
YTD Current Budget $ 12,726,677
YTD Actual Expenditure $ 12,070,846
Committed Expenditure $ 4,361,846
Remaining Capital Expenditure $12,147,245
Full Year Budgeted Expenditure $28,579,938
Current Capital Works Program Expenditure as of 31/12/2017
Remaining Capital
Expenditure
42.50%
YTD Actual
Expenditure
42.24%
Committed
Expenditure
15.26%
Page 74 of 144
Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Project delivery staff within the Infrastructure Services Department were consulted in the
preparation of this report
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development X Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 75 of 144
Section 76
ATTACHMENT 1
Page 76 of 144
| ™~ =) .
NOOSA COUNCIL ATTACHMENT 1 Capital Schedule
for the period ending December 2017
Report run date: 05-Jan-2018 12:23:36
500503 500503 - Whole of Shire Bridge replacement program - Planning and des 1,500,000 1,500,000 0 0 0 [email protected]%
500813 500810 - Mary River Road Bridge Replacement 0 0 401,350 21,924 22,697 72,[email protected]%
500814 500811 - Old Noosa Road Bridge Replacement 0 0 254,400 27,000 26,952 6,[email protected]%
500812 500812 - Orealla Crescent Overpass Refurbishment 0 0 33,600 0 0 08 0.00%
500418 500818 - Weyba Creek Bridge deck joints 0 0 60,000 0 0 08 0.00%
Total Bridges 1,500,000 1,500,000 749,350 48,924 49,648 80,078 6.63%
500777 500777 - Noosaville Noosa Waters Lock & Weir Annual Renewal Program 12,000 12,000 0 0 0 08 0.00%
500784 500784 - Noosa River Bathymetry Survey 60,000 60,000 60,000 3,000 406 08 0.68%
500818 500816 - Seahaven Retaining Wall 0 0 43,550 43,550 45,754 oo 105.06%
500419 500819 - Noosa North Shore 3rd Cutting Beach Access 0 0 23,500 0 0 08 0.00%
500820 500820 - Renewal of revetment wall at O-Boats Gympie Tce, Noosaville 0 0 225,000 0 0 1,[email protected]%
Total Coastal Canals and Waterways 72,000 72,000 352,050 46,550 46,161 1,085 13.11%
500693 500693 - Peregian Beach, 5 Rufous St Redevelopment Construction 2,000,000 2,568,735 2,568,735 1,291,880 1,378,981 1,111,[email protected]%
500730 500730 - Peregian Beach, Rufous St Civil Works 0 550,893 550,893 516,643 517,127 6,053 © 93.87%
500775 500775 - Carpenters Lane Industrial Development 0 0 0 0 37,755 [email protected]%
Total Commerical Land & Property 2,000,000 3,119,628 3,119,628 1,808,523 1,933,863 1,117,118 61.99%
100726 100726 - Peregian Surf Club Public Amenities - Planning & Design 35,000 35,000 35,000 1,768 1,769 30,[email protected]%
500651 500651 - Noosaville Library, Refurbishment Planning and Design 0 47,947 1,113,127 44,921 45,443 [email protected]%
500653 500653 - Noosa Heads, Lions Park Public Amenities Refurbishment 0 0 0 0 617 08 0.00%
500658 500658 - Cooroy Library, Repairs to Strip Lighting 0 83,044 63,044 63,044 60,511 10 95.98%
500695 500695 - Noosa Heads, The J Upgrade Theatre Seating Capacity 0 0 0 0 5,863 08 0.00%
500731 500731 - Sunshine Beach, NAC Overflow Carpark Drainage 0 0 0 0 3,555 oY) 0.00%
500785 500785 - Girraween Sports Complex - condition assessment priority wor 53,500 53,500 53,500 0 105 08 0.20%
500803 500789 - Noosa Community Support - Carport and Internal Auto Door 0 31,000 31,000 31,000 25,796 08 83.21%
500805 500805 - Noosa Community Support 0 120,000 120,000 0 0 [email protected]%
Total Community Facilities 88,500 370,491 1,415,671 140,733 143,659 30,529 10.15%
Page 76 of 144The text continues on section 77.