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Meeting papers
AGENDA
Services & Organisation
Committee Meeting
Tuesday, 11 April 2023
commencing at 1:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank
Wilkie
“Noosa Shire – different by nature”
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Page 2
SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
3. PRESENTATIONS
4. DEPUTATIONS
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE
5.1. PARKS AND PLAYGROUNDS ASSET MANAGEMENT PLAN
NOOSA – GYMPIE WASTE MANAGEMENT MEMORANDUM OF
5.2.
UNDERSTANDING
5.3. TOURISM NOOSA FUNDING AGREEMENT
5.4. PROPOSED LEASE TENANCY FOR PEREGIAN DIGITAL HUB
5.5. MOTION TO ALGA NATIONAL GENERAL ASSEMBLY 2023
6. REPORTS FOR NOTING BY THE COMMITTEE
7. CLOSED SESSION
CENTRALISED LEGAL
7.1.
SERVICES TRIAL
8. MEETING CLOSURE
Page 2 of 86
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
5.1 PARKS AND PLAYGROUNDS ASSET MANAGEMENT PLAN
Author Civil and Asset Operations Manager, Bryan O'Connor
Civil Assets & Operation Department
Index ECM\Subject\Asset Management\Asset Management Plans
Attachments 1. Draft Parks and Playgrounds Asset Management Plan
EXECUTIVE SUMMARY
Noosa Council has a statutory requirement to develop detailed asset management plans for its major
asset classes. The Parks and Playgrounds Asset Management Plan (the Plan) is the eighth and final
asset management plan drafted in the suite of asset management plans to be developed across
Council’s infrastructure. In developing the the Plan, it was essential to consider the following key
objectives:
1. Describe the assets and the services provided.
2. Link Council’s long-term financial plan by:
a. defining future asset renewal and upgrades - reflecting Council’s Capital Works
Program
b. identifying the current and future operational and maintenance commitments.
3. Levels of service and demand are identified and determined.
4. The assets are identified with a condition.
5. Life cycle costs are addressed.
6. Long-term cash-flow requirements are forecast for asset renewals, maintenance and
operations.
7. Asset rationalisation and disposal is addressed.
8. The risk management activities associated with the assets.
These objectives are aligned with both the Noosa Council asset management roadmap and the
Queensland Audit Office asset management outcomes.
RECOMMENDATION
That Council note the report by the Civil and Asset Operations Manager to the Services Committee
Meeting dated 11 April 2023 and approve the Parks and Playgrounds Asset Management Plan as a
document that specifies the activities, resources and asset classes to achieve Noosa Council’s asset
management objectives.
REPORT
The purpose of the Parks and Playgrounds Asset Management Plan (the Plan) is to define the whole
of life activities associated with operating and maintaining these assets for the Noosa community.
The Plan identifies the assets and the levels of service. A key outcome of the Plan is the identification
of the current state of the asset conditions and the ongoing development of renewal and
maintenance plans. Importantly, the identification of future costs and potential risks to the Parks and
Playgrounds assets is fundamental in achieving the asset management objectives for Noosa
Council.
1. Parks and Playgrounds Infrastructure Overview
Council’s Parks and Playgrounds play a vital role in the services provided to the community across
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
the Noosa Shire. There is approximately 2,000 parks and playground assets on Council’s financial
register considered in this Plan. These assets have a current replacement value of $25M, equating
to approximately 2% of Council’s financial assets.
The capital, operational and maintenance expenses for parks and playgrounds make up
approximately 3% of the $94M annual budget. The capital works program fluctuates from year to
year, however, the 2021/2022 capital works program the capital investment of $4.6M for parks and
playgrounds equates to 14% of the $31.1M capital works program.
2. Parks and Playgrounds Infrastructure Assets
There are many different asset types within the Plan, with various units and components of
measurement. The assets included in this Plan are summarised below:
a. Park Furniture (Seats, tables)
b. Park Infrastructure (BBQs)
c. Playground Equipment
d. Other Structures (Shelters).
Parks and Playground assets are vital assets to the variety of services provided across the Noosa
Shire. This Plan consolidates Council’s available data and analysis on the parks and playground
assets. It also presents the output of how systematic approaches are applied by Council to optimally
balance cost, risk and performance. This is essential to meet forecasted demand and the levels of
service required.
3. Parks and Playgrounds Asset Condition
In asset reporting an approach to componentisation of the assets to the specific asset class has
been undertaken. This breakdown and componentisation of assets to this level is in accordance with
the financial asset standards and enables more detailed condition information at the component
level. These components are detailed below and reported consistently throughout the Plan:
a. Park Furniture
b. Park Infrastructure
c. Playground Equipment
d. Other Structures.
A consistent condition ranking scale has been chosen by Council as the framework for measuring
parks and playground assets, based on the 1 to 5 ranking according to the International Infrastructure
Management Manual (IIMM). Any asset scoring 4 (fair) to 5 (poor) will be considered and prioritised
under an asset-specific renewal program. Any assets that have reached condition 5 will be included
in the relevant renewal programs of the 10-year Capital Works Program.
The breakdown of replacement costs by asset condition is depicted in the graph below. The
importance of this graph is to identify the value of the asset conditions and where future investments
are required to renew or rehabilitate the parks and playground assets. The importance of the financial
value against each condition enables Council to identify the necessary funding requirements into the
future. Once an asset is rehabilitated or renewed the condition rating will be adjusted within the asset
management system (T1). The timing and renewal of the assets will be addressed in the annual
review of the renewal program and will be reflected in Council’s 10-year Capital Works Program.
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
4. Parks and Playgrounds Asset Management Improvement Initiatives
The development of the Plan identified a number of initiatives for continual improvement in achieving
good asset management outcomes. Key areas for improvement included:
• Asset Inventory;
• Levels of Service;
• Asset Responsibility;
• Condition Assessments;
• Capital Planning;
• Asset Systems;
• Renewal Plans; and
• Maintenance Plans.
These initiatives are detailed in the Plan.
Previous Council Consideration
Council has adopted the following Asset Management Plans:
• Noosa Council Strategic Asset Management Plan, September 2017;
• Main Beach Sand Pumping System Asset Management, February 2018;
• Noosa Aquatic Centre Asset Management Plan, March 2018;
• Road Bridges Asset Management Plan, August 2018;
• Road Infrastructure Asset Management Plan, December 2018;
• Stormwater Infrastructure Asset Management Plan, February 2019; and
• Buildings and Facilities Asset Management Plan, July 2019; and
• Pathways and Boardwalks Asset Management Plan January 2021.
Finance
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Financial forecasting is a critical objective in developing an asset management plan. Having an
understanding of future expenditure improves decision-making and planning activities. The capital,
operational and maintenance expenses for parks and playgrounds make up approximately 3% of
the $94M annual budget.
The financial summary combined with the maintenance and renewal plans within the Plan provides
the basis of the annual budget process. The maintenance and renewal plans will be reviewed
annually and a more detailed analysis and review completed after the next round of asset condition
assessments.
Risk & Opportunities
It is important to have a good understanding of the risks associated with the operation of the parks
and playgrounds assets. Council continues to develop its management activities to ensure that parks
and playgrounds are meeting the intended design life, and where necessary work on the optimised
intervention for undertaking rehabilitation and renewal activities.
The key risks associated with achieving the above objectives of Council’s parks and playgrounds
management activities and associated levels of service have been identified throughout this Plan
and are outlined below:
1. Unanticipated asset deterioration and structural failure possibly accelerated by the increasing
severity in weather and climate change conditions;
2. Asset Performance – No asset failures that influence the service levels. A complete
understanding of all parks and playground assets and their relevant asset condition will assist
in mitigating potential risks.
3. Asset Knowledge - The need to understand the performance of all the parks and playground
assets at component level is essential in mitigating risks. Assets such as playgrounds,
shelters and barbecues are assets that require more detailed inspections and improved
maintenance activities to ensure assets do not become a risk to the community.
4. Funding – the ongoing operational and maintenance costs for parks and playgrounds will
continue to rise and efficiencies and cost savings are reviewed regularly. Grant opportunities
for renewals/upgrades must always be considered.
These risks and all other current risks will be regularly reviewed and if necessary, they can be
documented in the Infrastructure Services – Risk Register.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Detailed consultation with Council staff was fundamental in the development of the Plan. The
document review, condition assessments and the development of the renewal and maintenance
plans were a significant part of the consultation undertaken. In addition, the financial data related to
operating and maintenance expenses and budgets was reviewed by Financial Services.
Departments/Sections Consulted:
Mayor Community Services Corporate Services
Councillors Director Director
Community Development x Financial Services
x Chief Executive Officer x Community Facilities Fleet
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Executive Support Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services x 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 7 of 86
Page 8
Asset Management Plan
Parks and Playgrounds
April 2023
Revision 1.0
Page 8 of 86
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Table of Contents
1. Executive Summary................................................................................................................3
2. Introduction .............................................................................................................................4
2.1 Asset Management Plan Definition and Purpose .......................................................4
2.2 Scope..........................................................................................................................4
2.3 Parks and Playgrounds Asset Types ..........................................................................4
2.4 Parks and Playgrounds Asset Management Objectives .............................................5
2.5 Levels of Service.........................................................................................................5
2.6 Legislative & Standards Requirements.......................................................................5
2.7 Current Levels of Service............................................................................................6
2.8 Measured Levels of Service........................................................................................6
2.9 Future Levels of Service .............................................................................................7
2.10 Hierarchy.....................................................................................................................7
2.11 Maintenance and Operations Management Approach ...............................................8
3. Future Demand........................................................................................................................9
3.1 Demand Drivers ..........................................................................................................9
3.2 Demand Impacts on Assets ........................................................................................9
3.3 Climate Change Adaptation ......................................................................................10
4. Lifecycle Management Plan .................................................................................................10
4.1 Assets .......................................................................................................................10
4.2 Asset Valuation .........................................................................................................10
4.3 Asset Condition.........................................................................................................10
4.4 Parks and Playgrounds Operations & Maintenance Plan .........................................13
4.5 Asset Renewals ........................................................................................................14
4.6 Capital Upgrades, Expansion and New Assets ........................................................15
4.7 Capitalisation of Assets.............................................................................................16
4.8 Disposal and Replacement of Assets .......................................................................16
5. Risk Management .................................................................................................................17
5.1 Critical Assets ...........................................................................................................17
5.2 Risk Assessment ......................................................................................................17
6. Financial Summary ...............................................................................................................18
6.1 Financial Statements and Projections.......................................................................18
6.2 Funding Strategies....................................................................................................18
6.3 Budget Forecasts......................................................................................................18
7. Plan Improvement and Monitoring......................................................................................20
7.1 Status of Asset Management Practices ....................................................................20
7.2 Improvement Program ..............................................................................................20
7.3 Monitoring and Review Processes for the Asset Management Plan ........................21
7.4 Asset Management Effectiveness.............................................................................21
8. ANNEX A: Levels of Service ...............................................................................................22
Asset Management Plan: Parks and Playgrounds Page 1
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Page 10
9. ANNEX B: Parks and Playgrounds Stakeholders ..............................................................26
10. ANNEX C: Document Management .....................................................................................27
11. ANNEX D: Parks & playgrounds Renewal Program ..........................................................28
12. ANNEX E: Parks & Playgrounds Upgrade & Expansion Program ...................................29
Asset Management Plan: Parks and Playgrounds Page 2
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Page 11
1. Executive Summary
Noosa Council is responsible for a diverse and extensive range of community assets which
represents a major investment over many years. To fulfil its objectives in delivering a variety of
services to the community, Council must ensure that the assets supporting these services are
managed in a way that guarantees an optimal balance of cost, risk and performance.
Council’s parks and playgrounds play a vital role in the services provided to the community across
the Noosa Shire. There is approximately 2,000 parks and playgrounds assets on Council’s financial
register considered in this Asset Management Plan (AMP). These assets have a current
replacement value of $25m, equating to approximately 2% of Council’s financial assets.
Operational and maintenance activities are fundamental for the ongoing management of the parks
and playgrounds; it is considered an investment not a liability. The parks and playgrounds assets
rely on operational and maintenance costs for the serviceability of the assets identified in this plan.
These activities are a significant annual investment that directly influence the potential for parks and
playgrounds assets to reach its intended service life. The ongoing development of asset knowledge
through asset inspections, improved maintenance activities, subsequent defect monitoring and
repairs are fundamental in developing sustainable intervention levels for renewals and replacement
of parks and playgrounds assets.
The capital, operational and maintenance expenses for parks and playgrounds make up
approximately 3% of the $94m annual budget. The capital works program fluctuates from year to
year, however, the 2021/22 capital works program the capital investment of $4.6m for parks and
playgrounds equates to 14% of the $31.1m capital works program.
The mitigation of risks is fundamental in the management of parks and playgrounds assets for
Council to make informed decisions. With the focus placed on consistent cyclical inspections across
all parks and playgrounds and condition data accurately recorded in the Technology One - asset
management system (T1). This will be achieved by reconciling financial asset data, operational data
and inspection data to have a single point of truth for all parks and playgrounds assets.
This parks and playgrounds asset management plan (AMP) meets the objectives of the Noosa
Corporate Plan. Key focus areas under the Corporate Plan’s Theme 4: Long term planning for Noosa
Shire – includes: undertaking long term financial sustainability planning identifying asset
management outcomes and establishing functional asset management plans for all Council asset
classes. These focus areas have been a major driver in the development of this AMP. The parks
and Playgrounds AMP provides the relevant information and organisational activities to ensure the
organisational objectives for asset management have been achieved and that the pathway for
continual improvement across all management activities for parks and playgrounds has been
established. The provision of parks and playgrounds is, therefore, a significant pillar of the
infrastructure services provided by Council.
Asset Management Plan: Parks and Playgrounds Page 3
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Page 12
2. Introduction
2.1 Asset Management Plan Definition and Purpose
“Documented information that specifies the activities, resources and timescales required for an
individual asset, or a grouping of assets, to achieve the organisation’s asset management
objectives.”1
The purpose of the parks and playgrounds asset management plan is to define the whole of life
activities associated with operating and maintaining parks and playgrounds for the Noosa
Community. The plan identifies the assets and the levels of service to meet the expectations of the
Noosa Community. A key outcome of the asset management plan is the identification of the current
state of the asset conditions and the development of renewal and maintenance plans. Importantly,
the identification of future costs and potential risks to the assets that support the service for operating
parks and playgrounds is fundamental in achieving the asset management objectives for Noosa
Council.
2.2 Scope
The scope of this asset management plan is to ensure the parks and playgrounds meets,
demonstrates and incorporates the following key asset management objectives:
• A description of assets and the services provided;
• Links to Councils long term financial plan through:
o An asset renewal program reflecting Council’s Capital works program.
o A maintenance program.
• Levels of service and demand are identified and determined.
• The assets are identified with a condition.
• Life cycle costs are addressed.
• Long-term cash-flow requirements are forecasted for asset renewals, maintenance and
operations.
• Asset rationalisation and disposal is addressed.
• The risk management activities associated with the parks and playgrounds.
2.3 Parks and Playgrounds Asset Types
There are many different asset types within the parks and playgrounds asset management plan, with
various units and components of measurement. The assets included in this AMP are summarised
below:
o Park Furniture
o Park Infrastructure
o Playground Equipment
o Park Structures
Parks and playgrounds assets are vital assets to the variety of services provided across the Noosa
Shire. This asset management plan (AMP) consolidates Councils available data and analysis on the
parks and playgrounds assets. It also presents the output of how systematic approaches are applied
by Council to optimally balance cost, risk and performance. This is essential to meet forecasted
demand and the levels of service required.
1 ISO 55000:2014 (3.3.3) Asset Management – Overview, principles and terminology
Asset Management Plan: Parks and Playgrounds Page 4
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Page 13
2.4 Parks and Playgrounds Asset Management Objectives
The AM objectives detailed in the AMP include:
• A consolidated asset register that identifies:
o Asset description;
o Asset condition;
o Useful life and renewal dates; and
o Replacement costs.
• The levels of service provided by parks and playgrounds to the Noosa Community;
• Current and future maintenance expenditure;
• Develop proactive and preventative maintenance strategies;
• Identifying any future demand forecasts for the parks and playgrounds;
• Development of renewal and upgrade programs for all parks and playgrounds across the Shire;
• Identifying any legislative considerations necessary in the management of the parks and
playgrounds;
• Documenting the financial forecasts for the parks and playgrounds;
• Identifying all risks and opportunities related to management of the parks and playgrounds;
and
• Documentation of any future actions identified to improve the asset management objectives of
the parks and playgrounds.
2.5 Levels of Service
The levels of service that are currently being maintained for Council’s parks and playgrounds are
aligned to the Corporate Plan and Branch Plan objectives. The continuous development and
implementation of the asset management objectives that include good asset governance and asset
knowledge are also aligned to the Corporate Plan objectives. The service delivery is provided
internally with external specialists and technical consultants engaged as required.
Any changes in the levels of service to the parks and playgrounds will be required to demonstrate
the benefit and be approved by Council. Changes in levels of service should be addressed through
the asset management governance framework prior to the approval by Council.
2.6 Legislative & Standards Requirements
The legislative and Standards requirements relative to Parks and playgrounds are:
• Building Act 1975
• Disability Discrimination Act (Commonwealth) 1991
• National Construction Code 2015
• The National Construction Code of Australia (NCC)
• Coastal Protection & Management Act
• Queensland Heritage Act
• Nature Conservation Act
• Aboriginal Cultural Heritage Act
• Workplace Health and Safety Act
• AS 4685.1:2021 Playground equipment and surfacing (Parts 1 to 3)
• AS 4422:2022 Playground Surfacing
• AS 16630:2021 Permanently installed outdoor fitness equipment
Asset Management Plan: Parks and Playgrounds Page 5
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Page 14
2.7 Current Levels of Service
The current levels of service for parks and playgrounds is to support the services that are operated
from or within these assets to the Noosa community. Council’s park and playgrounds assets are
designed and constructed to suit the function of the service being provided which determines the
levels of service. The overall management of Council’s parks and playgrounds are in accordance
with the Building Act 1975 and the various Codes of Practice and Australian Standards that support
the specific asset types of the parks and playground equipment.
Regular inspections are critical to the management of parks and playgrounds and the inspections
undertaken by Council, and by third party providers will meet the standards and statutory
requirements to ensure all assets remain safe to all users of Council’s parks and playgrounds. The
scheduled maintenance activities will be within the defined timeframes to ensure that all potential or
identified defects are rectified.
Levels of service must be readily measurable and preferably from available data sources. Each level
of service should be stated in terms of appropriateness and understood by the community for whom
the service is provided. The levels of service in this AMP are intended to:
• Measure of the effectiveness of this AMP;
• Inform the Noosa community of the proposed type and level of service to be offered by Council;
• Assist with identification of the expenditure and benefits of the Noosa Council services being
offered;
• Inform the Noosa community to assess the affordability and suitability of the Noosa Council
services being offered;
• Provide focus for the development of future Parks and playgrounds asset management
strategies;
• Provide guidance for current and future services to be offered; and
• Define the specific levels of service provided by Noosa Council.
The levels of service outlined in this parks and playgrounds AMP are also aligned to:
• Statutory, legislative and relevant code requirements.
• Information obtained from asset condition assessments and maintenance analysis; and
• Noosa Council’s Corporate Plan.
The current levels of service for Council’s parks and playgrounds have been defined at Annex A. It
is recommended that the future detailed asset management plans will provide this information
against the specific parks and Playground equipment and the relevant hierarchy of facilities across
the Shire.
2.8 Measured Levels of Service
To demonstrate the levels of service of the parks and playgrounds assets, Noosa Council undertook
an exercise to define the service outputs for the significant services that the parks and playgrounds
assets support against the Community level of service and the technical level of service criteria.
• Community LOS – relates to how the community receives the service in terms of safety, quality,
quantity, reliability responsiveness, cost efficiency and legislative compliance; and
• Technical LOS – are the technical measures of performance developed to ensure the minimum
community levels of service are achieved.
These service outputs are tabled at Annex A. The service output documents are to be utilised to
inform responsible staff of their obligations in maintaining the current levels of service. When targets
are not achieved, they should be escalated and reported through the Asset Management
Governance Framework. Further development of levels of service across all Parks and Playground
assets is required and has been identified as an improvement initiative within this document.
Asset Management Plan: Parks and Playgrounds Page 6
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Page 15
2.9 Future Levels of Service
Ongoing development of the levels of service for maintenance and inspections has been undertaken
with the development focused on a hierarchy criteria approach. Each asset is assigned a hierarchy
level based on the specific criteria and the ongoing level of service is determined based on this
hierarchy level. The future levels of service will be incorporated within the 2024/25 Parks and
Playgrounds service catalogue, that is reviewed as part of the annual budget process.
2.10 Hierarchy
The parks and playground network has been classified in accordance with the service it provides.
This classification covers the entire open space area. The hierarchy applies to all new and existing
parks and playgrounds wholly or partly controlled by council.
Hierarchy Level Criteria Description Example
Highly significant, heritage or cultural reasons
Hinterland Playground, Cooroy
Serves wider community including beyond Noosa
Pirate Park Playground, Noosaville
region (Visitors)
Level 1 Apex Park Noosa Heads
Used extensively every day of the week
Community expects high standards of maintenance
High population areas
Noosa Heritage significant
Memorial Park, Tewantin
Ed Webb Park, Sunshine Beach
Serves Noosa region community Peregian Beach Park
Level 2
Used frequently most days of each week
Community expects reasonable standards of
maintenance
Parklands Park, Tewantin
Serves the community within a town or suburb
Rainbow Park, Sunrise Beach
Level 3
Used several times each week
Community expects parks and playgrounds to be safe
and presentable
Serves a local neighbourhood
Level 4
Infrequent use each week
Asset Management Plan: Parks and Playgrounds Page 7
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Page 16
2.11 Maintenance and Operations Management Approach
Activity Activity examples Prioritisation Factors Challenges/deficiencies Improvement strategy
category with current practices
Operations • Inspections • Maintaining the • There is parks and • Develop
• Vegetation amenity and playground maintenance and
control appearance of operating operational
(overhanging parks, open management plan, schedules and plan
vegetation) space and street and therefore the that are aligned to
• Debris/litter scapes management of the hierarchy of the
removal • Continued asset these asset classes park and
• Response to functionality is based on safety playgrounds assets.
incidents • The health and related matters to
• Watering safety of the mitigate risk to
gardens community or Council.
Council staff has • The current
the potential to schedules are not
be compromised aligned to asset
hierarchy.
Reactive • Responding to • Prioritising and • The current • Development of the
maintenance issues raised via planning response to reactive T1 asset system for
customer according to maintenance is not more defect and risk
requests severity of documented or management
• Repair of hazard aligned to asset practices across the
watering • Responding in a hierarchy. parks and
systems Interim timely matter to • There is a lack of playgrounds
repairs made to restore water documented infrastructure.
preserve safety systems and knowledge around • Develop priority
until further other structures the maintenance assessments for the
works are into operation responsibilities on response to reactive
undertaken individual maintenance
• Fallen branch playground activities.
removal equipment. • Development of a
maintenance and
operating plan for
parks and
playground
infrastructure.
Planned or • Lawn mowing, • Maintenance of • No preventive • Implement cyclic
preventative edging and assets for safety maintenance condition
maintenance slashing and amenity strategies or plans assessments across
• Weed control • Meeting have been all parks.
and eradication community documented or • Develop an asset
Leaf and general expectations developed. renewal program
litter removal • The current across all parks and
Tree schedules are not playgrounds assets.
maintenance aligned to asset • Develop well defined
• Vandalism hierarchy. proactive and
maintenance • No condition preventative
• Maintenance of assessments have maintenance
playground been recorded for schedules for all
equipment, park the development of parks and
furniture, BBQ renewal plans. playgrounds asset
cleaning, and management plans.
park structures
Regardless of any specific intervention standard or guideline nominated, Council will take
reasonable actions necessary to maintain safety and compliance of its parks, open space and
streetscape assets.
Asset Management Plan: Parks and Playgrounds Page 8
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Page 17
3. Future Demand
3.1 Demand Drivers
There is currently an inconsistent approach of demand management applied to the management of
the parks and playgrounds through the monitoring of the asset conditions, changes in the service
delivery and usage levels. Increases in patronage and operational changes are key demand drivers
on the current and future levels of serviceability for parks and playgrounds. Significant changes in
the services provided and the monitoring of these activities should act as an indicator to reviewing
demand management for a specific building and facility. It is Council Policy that any change in the
level of service due to demand is reported to Council in accordance with current guidelines and
practices.
The major drivers of capital upgrade for parks and playgrounds will be:
• external funding opportunities to improve the current levels of service,
• risk management – including safety and compliance,
• changes in usage levels
• accessibility (including all abilities & access requirements),
• climate change adaptation,
• re-purposing of a facility,
• changes in technologies,
• Impacts on operational and maintenance activities.
The regular parks and playgrounds inspection programs will act as a trigger for any need to improve
on preventative maintenance activities to preserve the life of the assets.
In addition, the development of programs such as establishing the guiding principles for upgrading,
new or renewing parks and playgrounds and specific strategies such as the cycling and walking
strategy and transport strategy will determine the priority of upgrade works required on these assets
into the future.
3.2 Demand Impacts on Assets
Impacts affecting demand include changes in demographics, seasonal factors, consumer
preferences and expectations, technological changes, economic factors, environmental awareness,
legislation changes, and historical importance. Council will respond to demand for new services by
ensuring that a combination of managing existing assets (including upgrades/renewals of
components) and by providing new assets to meet these current and predicted future demands. The
development of a new Parks and Playgrounds Strategy combined with the overarching business
plan will be fundamental in identifying demand impacts on the parks and playgrounds network.
Other operational demand impacts on parks and playgrounds relate to periods of scheduled closures
for asset repairs/refurbishment or maintenance works. These scheduled activities should ideally be
undertaken outside of the peak demand periods where patronage of these assets is most prevalent.
Where practical, after-hour works for scheduled maintenance and capital works may be necessary
to reduce the impacts on the services these assets support.
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3.3 Climate Change Adaptation
Climate Change Adaptation initiatives will be another demand driver that will affect assets that are
located in coastal and foreshore areas. Consideration for tidal surge, rising sea levels and erosion
must be taken into consideration for future upgrades for those affected assets. Those assets can be
identified in the new coastal hazard layers created as part of Council’s development of a Climate
Change Adaptation Plan and viewed on Intramaps. They are located in the Development
Assessment module, under the ‘Coastal Hazards’ folder. Consultation with Council’s Program
Coordinator - Climate Change Adaptation should be undertaken for any assets within these zones.
4. Lifecycle Management Plan
4.1 Assets
Council’s Parks and playgrounds plays a vital role in the services provided to connecting the
community across the Noosa Shire. There are a number of different asset types within the parks and
playgrounds asset management plan, with various units of measurement.
These assets included in this AMP are summarised below:
o Park Furniture (Seats, tables)
o Park Infrastructure (BBQs)
o Playground Equipment
o Other Structures (Shelters)
4.2 Asset Valuation
The value of the parks and playgrounds Assets, at the end of the financial year 2021/2022 for the
purposes of this AMP is summarised below.
Asset Values at 2021/22 Parks and playgrounds
Current replacement cost $25,908,210
Depreciable amount $25,908,210
Depreciated replacement cost $12,262,692
Annual depreciation expense $1,210,444
Table 1: Parks and playgrounds Asset Valuation
4.3 Asset Condition
Levels of service and asset management decision making is directly linked to asset condition; this
determines what condition the asset should be in before an asset management intervention. The
intent of current and future Condition Assessments (CA) is to:
• Provide a robust and repeatable process for carrying out condition assessments on Council’s
parks and playgrounds assets;
• Use condition assessments to develop programs for intervention with regards to further
inspection, monitoring, maintenance and renewals;
• Provide a basis for information for the modelling of condition data for likelihood of asset failure
for those assets not inspected.
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A consistent condition ranking scale has been chosen by Council as the framework for measuring
parks and playgrounds assets, based on the 1 to 5 ranking according to the International
Infrastructure Management Manual (IIMM). Any asset scoring 4 (fair) to 5 (poor) will be considered
and prioritised under an asset specific renewal program.
Condition assessments will be undertaken by internal staff and are planned to commence throughout
the 2020/21 financial year. The data collected will be utilised to create a renewal program. Condition
assessments are cyclic and are proposed to be staged across a 3-5year period based on the
hierarchy of the assets, to cover all of Council’s Parks and playgrounds to ensure the continued
development and priorities of the renewal programs.
In addition to the above condition assessments, Council staff undertake visual condition
assessments for requests that have been reported for assets in poor condition. These assessments
are undertaken on a “reactive” approach to determine if the request warrants the need for future
renewals.
The majority of asset classes within the parks and playgrounds have not had a physical condition
assessment undertaken on them. For the purpose of this AMP, the assets that have not had physical
condition assessments, the condition has been assigned as an age-based condition which is
determined on the remaining useful life of the asset and is referred to as the “modelled condition”.
Ongoing development and prioritisation will ensure that all parks and playgrounds assets are
reconciled within the asset system and condition assessments are undertaken. When undertaking
condition assessments, the asset attributes are updated prior to the next asset evaluation. The
condition assessments will enable the development of renewal programs for the specific assets.
In the development of the asset system and the inspection program, there is a number of park and
playground assets that have been discovered and are yet to be commissioned on Council’s financial
asset register. These assets are currently being commissioned through the Asset Data Management
project and are being prioritised against other asset data management activities within the project.
In asset reporting an approach to componentisation of the assets to the specific asset class has
been undertaken. This breakdown and componentisation of assets to this level is in accordance with
the financial asset standards and enables more detailed condition information at the component
level. These components are detailed below and reported consistently throughout the AMP:
o Park Furniture
o Park Infrastructure
o Playground Equipment
o Structures
Figure 1 details the total number of assets by both physical condition and modelled conditions that
have been commissioned on our financial asset register. Any parks and playgrounds assets that
have reached condition 5 will be included in the relevant renewal programs of the 10-year Capital
Works Program. Parks and playgrounds assets have a modelled condition based on their remaining
life and does not reflect the physical condition of those assets. Undertaking physical condition
assessments of the assets is programmed to commence throughout the 2023/24 financial year.
Physical condition knowledge will assist in developing a more realistic approach to developing
renewal plans that are prioritised and planned. This information is utilised in prioritising the physical
condition assessments.
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Figure 1: Total Condition by Number of Parks and Building Assets
The graph above highlights that the majority of our assets are in a good to very good condition based
on their age. There is a large quantity of park furniture that are condition 5 and these assets will be
prioritised for physical condition assessments in the near future to determine if the asset is
maintaining the level of service.
Figure 2: Parks and playgrounds value by asset type
Figure 2 identifies the assets and the relevant value of each condition. The significance of the graph
below is that there is a very low value of assets in a poor condition and a very high value of our
assets in a very good condition. Those assets that have been identified as conditions 4 or 5 will be
identified for renewal in the 10-year Capital Works Program. The continued approach to having good
sustainable asset renewal interventions will ensure this level of condition is achieved across future
generations.
The current condition is based on the remaining life of the asset. It is recommended to reconcile this
asset information and undertake physical condition inspections to develop a suitable renewal
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program for these assets. The development of these renewal programs for each asset class is
essential in further improving the 10-year Capital Works Program.
4.4 Parks and Playgrounds Operations & Maintenance Plan
Operational and maintenance activities are fundamental for the ongoing management of the parks
and playgrounds; it is considered an investment rather than a liability. The parks and playgrounds
assets rely on operational and maintenance costs for the serviceability of the assets identified in this
plan. These activities are a significant annual investment that directly influence the potential for parks
and playgrounds assets to reach their intended service life. The ongoing development of asset
knowledge through asset inspections, improved maintenance activities, subsequent defect
monitoring and repairs are fundamental in developing sustainable intervention levels for renewals
and replacement of parks and playgrounds assets.
Budget Forecast Forecast Forecast Forecast
Year 2020/21 2021/22 2022/23 2023/24 2024/25
O&M $5,397,945 $3,576,801 $4,133,796 $4,216,472 $ 4,346,164
Budget Forecast Forecast Forecast Forecast
Year 2025/26 2026/27 2027/28 2028/29 2029/30
O&M $ 4,432,180 $ 4,519,917 $ 4,609,408 $ 4,700,689 $ 4,793,795
Table 2: Annual Operational & Maintenance Costs across Parks and Playgrounds
Maintenance and operational costs are identified to ensure council understands the whole of life
costs associated with the day-to-day management of parks and playgrounds assets. Figure 3 below,
identifies the long-term financial commitment required in operating and maintaining parks and
playground assets. In order to maintain assets to an acceptable level, the cumulative costs over a
ten-year period will equate to $44.8m.
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Figure 3: Parks and playgrounds Operating Costs & Forecast
Significant increase in operational and maintenance in 2021 was due to the large volume of activities
required during the early stages of the COVID-19 Pandemic.
4.5 Asset Renewals
The purpose of developing a renewal plan is to identify assets that need to be replaced to maintain
the current level of service. Asset failure due to lack of renewal will affect the capacity to deliver
future renewals of parks and playgrounds and subsequently the service these assets provide to the
Noosa Community.
Parks and playgrounds asset renewals are condition based. Condition assessments provide staff
the ability to develop capital renewal programs. The ongoing asset management maturity relies
heavily on the continued development of the condition assessments and subsequent implementation
of maintenance and renewal plans.
Renewal expenditure is work which does not increase the parks and playgrounds design capacity
but restores, rehabilitates, replaces or renews an existing asset to its original service capacity.
Improved condition assessment data capture is currently being developed to include asset renewal
considerations based on physical conditions and estimates of remaining useful life of assets to guide
and improve renewal programs. Renewal plans are developed to maintain levels of service to ensure
assets achieve their optimal useful life before they reach the asset condition range of 5. Staff
continue to work through the various asset classes to develop renewal programs for the specific
asset classes.
As previously stated - In the absence of physical condition data, an age-based approach to identify
when Council’s parks and playgrounds will reach their useful life has been developed to determine
an overall renewal plan. Priority is required across all the assets classes that have not had physical
condition assessments to develop a suite of renewal programs.
The graph below depicts the past and planned renewals by capital program including the next 10
years. There are ongoing renewals across pathways across the span of the 10 years. It is expected
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that through the establishment of ongoing and detailed physical condition assessments that more
defined renewals will replace the traditional “bucket” allocations that are currently identified and
replaced with asset specific renewal programs within the 10-year capital works program.
As the parks and playgrounds assets age, continued condition assessments are required to monitor
the assets deterioration profiles and will produce the more defined renewal plans. The graph below
enables Council to identify and plan for these significant renewal activities for the next 10 years.
Figure 4: Parks and playgrounds Asset Renewal Costs
4.6 Capital Upgrades, Expansion and New Assets
There is a need to develop more maturity in the overall assessment and management of our parks
and playgrounds assets before there is a consideration for further upgrades and expansion of the
parks and playgrounds assets. Changes in demographics, increased patronage, cost benefits,
sustainability, environmental impacts and overall community benefit are key indicators when
planning for capital upgrades and new pathways and boardwalk assets.
The graph below identifies the 2021/2022 financial year as the most significant investment for
upgrade and expansion projects for the next 10 years. These works related to the completion of the
Cooroy Adventure Park. This project is a good indication of the commitment from Council to further
develop the services it provides to the community as well as promote future economic development
to the tourism and business sectors in the provision of such an iconic piece of infrastructure.
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Figure 5: Parks and playgrounds proposed upgrades Costs
The new development/implementation of the parks and open spaces strategy will be fundamental in
the ongoing development of the upgrade program. As a result, it is anticipated there will be more
upgrades required into the future development of the 10-year capital program for the parks and
playgrounds infrastructure. The development of the parks and open spaces strategy will further
improve the priority of upgrades, expansions and new parks and playgrounds infrastructure and
enable greater planning and potential for obtaining external funding opportunities. Once the parks
and open spaces policy is adopted by Council this plan will be updated to reflect the projects
identified within the strategy to ensure the AMP and the parks and open spaces strategy remain
aligned.
4.7 Capitalisation of Assets
All new and renewed assets will be acquired and commissioned in accordance with the Noosa
Council Capital Delivery Framework.
4.8 Disposal and Replacement of Assets
Disposal of assets will be consistent with statutory and regulatory requirements. The replacement
of assets will be driven from the condition assessments.
The disposal and commissioning of assets from the asset register is undertaken in the capitalisation
and asset write-on/off process. This process is being delivered via the Civil & Asset Operations
Branch and Finance Branch.
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5. Risk Management
Risk management is a coordinated approach to the management and control of risk by Noosa
Council.
5.1 Critical Assets
The identification of critical assets based on the consequence of failure multiplied by the likelihood
of failure; as adapted from the International Infrastructure Manual 2015 Section 3.2.4 has been
undertaken to enable the prioritization of asset management and financial resources. parks and
playgrounds are a critical asset class to the Noosa Community and has significant asset value on
Council’s asset register. The management of Council’s parks and playgrounds assets should
continue to be prioritised to ensure any significant risks are mitigated before they escalate further
and impact on the Community.
5.2 Risk Assessment
It is important to have a good understanding of the risks associated with the operation of the parks
and playgrounds assets. Council continues to develop its parks and playgrounds management
activities to ensure that the parks and playgrounds are meeting the intended design life, and where
necessary work on the optimised intervention for undertaking rehabilitation and renewal activities.
The key risks associated with achieving the above objectives of Council’s parks and playgrounds
management activities and associated levels of service have been identified throughout this AMP
and are outlined below:
1. Unanticipated asset deterioration and structural failure possibly accelerated by the increasing
severity in weather and climate change conditions;
2. Asset Performance – No asset failures that influence the service levels. A complete
understanding of all parks and playgrounds assets and their relevant asset condition will assist
in mitigating potential risks.
3. Asset Knowledge - The need to understand the performance of all the assets at component level
is essential in mitigating risks. Assets such Furniture, play equipment and structures are assets
that require more detailed inspections and improved maintenance activities to ensure assets do
not become a risk to the community.
4. Funding – the ongoing operational and maintenance costs for parks and playgrounds will
continue to rise and efficiencies and cost savings are reviewed regularly. Grant opportunities for
renewals/upgrades must always be considered.
These risks and all other current risks will be regularly reviewed and if necessary, they can be
documented in the annual Branch Plan. Should there be a need for them to be further escalated they
can be addressed for consideration by the Asset Management Working Group, Executive Team, and
Audit and Risk Committee.
To mitigate these risks there are resulting actions from this AMP. For Council to make informed
decisions, it is understood that focus must be placed on consistent cyclical inspections across all
parks and playgrounds assets with condition data accurately recorded in T1 asset management
system. This then supports the reconciling of financial asset data, GIS data and inspection data to
have a single point of truth for all parks and playgrounds assets.
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6. Financial Summary
6.1 Financial Statements and Projections
Council’s parks and playgrounds play a vital role in the services provided to the community across
the Noosa Shire. There is approximately 2000 parks and playground assets on Council’s financial
register considered in this Asset Management Plan (AMP). These assets have a current
replacement value of $25, equating to approximately 2% of Council’s financial assets.
The capital, operational and maintenance expenses for parks and playgrounds make up
approximately 3% of the $94m annual budget. The capital works program fluctuates from year to
year, however, the 2022/23 capital works program the capital investment of $1.5m for parks and
playgrounds equates to 5% of the $29.5m capital works program.
The annual operating plan details the financial statements and projections associated with the
operational and maintenance expenses for the services the parks and playgrounds support on an
annual basis. The capital investments including renewals, upgrades and expansions are highlighted
in the annual capital works program which is reflected in the 10-year capital works program.
6.2 Funding Strategies
The immediate improvements to funding requests for maintenance and renewals in the budget
process are now evidence based and are supported from the condition assessments that have been
carried out.
The funding strategy, key assumptions, reliability and confidence levels are detailed in the Council’s
long-term financial plan. More detailed funding strategies that promote the long-term sustainability
of the parks and playgrounds will be further developed and defined in future asset management
plans.
6.3 Budget Forecasts
Budget forecasts will continue to be developed as information is captured and reported from the
Technology One (T1) financial system. Through the annual review of actuals, maintenance and
renewal activities against budget will initiate further development and identify trends that are
reportable and reflect future year forecasts. The development of the Walking and Cycling Strategy
will impact the current budget forecast within the AMP, based on the proposed upgrades, expansions
and new pathway and boardwalk infrastructure identified within the strategy. When the Walking and
Cycling Strategy is adopted by Council this plan and the budget forecast will be updated to ensure
the AMP and the Walking and Cycling Strategy remain aligned.
Figure 6 below identifies the current forecasts for the operational, maintenance upgrade and renewal
expenses to demonstrate the whole of life costs over a 10-year period for the parks and playgrounds
by program, in the amount of $79m. There will be further asset renewal, upgrades and maintenance
activities to be developed over coming years that will influence this current forecast. To achieve good
asset knowledge of all parks and playgrounds assets it is important to continue with undertaking
asset data reconciliation and physical condition assessments to make well informed asset decisions.
The parks and playgrounds assets have varying useful lives for the asset classes maintained by
Council. The parks and playgrounds useful lives vary, based on construction, material type and have
estimated lives between 10 – 60 years.
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Cumulative Total Maintenance, Renewal and Upgrade Costs
O&M Total (Annual) Renewal Total (Annual)
$90,000,000.00
Combined Total (Cumulative) Upgrade Total (Annual)
Linear (Combined Total (Cumulative))
$80,000,000.00
$70,000,000.00
$60,000,000.00
$50,000,000.00
$40,000,000.00
$30,000,000.00
$20,000,000.00
$10,000,000.00
$-
2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Figure 6: Parks and playgrounds 10-Year forecasted expenditures
Development of ongoing maintenance activities will ensure that future asset failure will be minimised
with a “no-surprises” approach for future funding forecasts. This will be supported through the initial
development of condition monitoring to predict potential maintenance and renewal requirements. In
compiling the current forecasts the following general assumptions have been identified.
• Proposed Capital Renewal Program will be funded in accordance with the current Council
model adopted;
• Renewal works will be prioritised according to asset condition;
• The condition of the assets reflect what is reported within this document;
• Current maintenance funding levels will meet service level requirements;
• Renewals, maintenance and isolated failure replacement is generally ‘like for like’;
• Where a renewal must be provided to a higher standard, the difference in cost between a ‘like
for like’ renewal and the higher standard is to be treated as an asset upgrade.
• Depreciation is in accordance with Council Policy;
• There is no allowance for CPI as the continuing revaluation and condition inspection process
will make adjustments for current rates.
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7. Plan Improvement and Monitoring
7.1 Status of Asset Management Practices
Currently all Asset Management activities are managed within the Noosa Council Asset
Management Governance Framework and enabled through Technology One (T1) asset information
management system. The establishment of a parks and playgrounds working group will enable the
improvement program to set priorities and targets that are aligned to Council.
7.2 Improvement Program
The following initiatives are recommended:
1. Asset Inventory – Ensure that there is one single asset register/hierarchy that captures all
pathway and boardwalk assets; at a level of the lowest or appropriate repairable unit. All other
duplicated asset lists/registers should be eliminated. T1 is the Enterprise Asset Management
repository. Prior to the revaluation, it is recommended a detailed asset register and data
reconciliation project establishes a single point of truth for asset data within T1.
2. Asset Responsibility – Infrastructure Services Director is responsible for the parks and
playgrounds. However, the asset managers are various across parks and playgrounds assets
due to the different locations and the structures and materials of the parks and playgrounds
assets. A detailed asset responsibility matrix is required and will be developed over coming
months by the parks and playgrounds working group and is expected to be completed by
December 2023.
3. Condition Assessments – Condition assessments have commenced and whilst there is good
knowledge of the defects of these assets there is no condition ratings on these assets. A
consistent inspection regime combined with consistent condition scoring will enable the
development of renewal plans and programs.
4. Renewal Plans - The establishment of renewal plans for all assets considered in this AMP is
considered essential to achieving good asset management outcomes. Renewal plans are
based on understanding the condition of Council’s assets and modelling to ensure that the
intervention for renewal achieves the assets useful life. The establishment and review of these
renewal plans will be a focus for the parks and playgrounds Working Group to develop and
implement into Council’s processes and procedures.
5. Capital Planning – The development of upgrade programs will support maintaining the levels
of service and expectations of the community. Further renewal and upgrade programs across
all parks and playgrounds are required. The commencement of condition assessments will
enable the development of capital programs across all parks and playgrounds. These
programs combined with a new Parks and Open Spaces Strategy will improve prioritisation
and strategy around the delivery of capital works.
6. Asset Systems – There is the initial implementation of operational work orders for planned,
reactive work and inspections to date. There are a number of functions of the T1 system that
would improve the operational and maintenance activities and further improve the asset
management objectives of the organisation. These include:
• Planned maintenance work orders;
• Costings via work orders;
• Inspections and defects logged within T1;
• Asset performance reporting from T1;
• Crew management;
• Data capture – asset validation and updating.
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7. Levels of Service - The current levels of service for parks and playgrounds is to support the
services that are operated from or within these assets to the Noosa community. Council’s
parks and playgrounds assets are designed and constructed to suit the function of the service
being provided which determines the levels of service. The measurement of these levels is
ongoing, to monitor if the assets are either under or over serviced. The levels of service that
have been developed in Section 2.9 of this document serve the purpose of how the parks and
playground assets will be managed into the future. In addition, as result of adopting the service
levels defined in Section 2.9, the annual service levels catalogues that are prepared for budget
must be updated to reflect these activities and levels of service.
8. Maintenance Plans – must be regularly reviewed and incorporated into the annual budget
process and aligned to the levels of service activities defined in Section 2.9. Continued
inspections and recording of asset condition and maintenance activities are key to achieving
this initiative. This will be a key outcome for the parks and playgrounds Working Group to
develop site specific maintenance plans and develop the parks and playgrounds maintenance
plan for all the assets considered in this AMP.
7.3 Monitoring and Review Processes for the Asset Management Plan
This first edition of AMP for the parks and playgrounds refers to current levels of services that have
existed over recent years. This AMP is to be a ‘living’ document reflecting actual practices used in
managing the parks and playgrounds. In accordance with this, Council will balance cost, risk and
performance needs for the parks and playgrounds.
The AMP will have a high-level annual review for developing the annual budget from the
maintenance and renewal plans. A full document review will occur on a four-year cycle, in line with
the completion of detailed condition assessments and the financial asset revaluation of the parks
and playgrounds assets.
7.4 Asset Management Effectiveness
The effectiveness of this AMP will be measured in terms of:
1. Adoption of the parks and playgrounds AMP by Council.
2. The ongoing development of good asset knowledge through a commitment to recording
information against assets and undertaking cyclic condition assessments at the facility.
3. Maintenance and renewal plans that are robust and initiate the annual budget process.
4. Historical asset activities that are recorded and located in Council’s asset management
system.
5. Limited reactive work and more planned maintenance activities.
6. The parks and playgrounds AMP becomes the reference point for all information and enables
good decision making for asset related activities and investments.
7. Documented levels of service that complement the parks and playgrounds assets that support
the services provided by Council.
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8. ANNEX A: Levels of Service
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af.) NOOSA i : , .
= wiesete SERVICE LEVEL CATALOGUE
Service Listing 1 of 1
Service Outp RECREATION PARKS
Provision and maintenance of recreation parks, botanical gardens and
associated facilities
Service Activity Maintenance & Operations
The activities include maintenance of turf & landscaping and hard
infrastructure such as picnic shelters, barbeques, playground equipment,
and exercise facilities together with operational activities such as mowing
and cleaning.
Responsible Area‘ [Department Brame
3¢ clure Services Ci & Asse Operations (Parks &
Gardens)
Civi & Asset Operations (Bridge
Community Services Crew)
Buikiings & Facilities
p ire Parks and arcene 301
Arborist Services 2303
Hastings Street Maintenance Levy 2303
Sunshine Beach Skate Park 2609
Management Civil Operations 2000
Works Operations Coordination 2021
r Statistic: Recreation Parks 220 approx. 364 ha
Playgrounds 84 locations
Playground installations 252 units
Shelters 167
Exercise equipment 5 installations
Sport surfaces (basketball etc.) 37
Skate bow!ls/ramps 17 units at 8 locations
Barbecues 103
Legislative responsibility to The Land Act 1994 (as trustee of reserves)
provide this service
iat ee eae lee oe
Neen aR SERVICE LEVEL TARGET
Maintenance
Routine activities include inspections and maintenance activities such as spot weed spraying, removal of
eccumulsted leaf litter, pruning to maintain canopy / tree or shrub shape, turf maintenance, tree maintenance,
mulching and re-planting as required.
Also includes works to maintain park infrastructure such as fencing/bollards, electrical and irrigation systems, water
fountains, shelters, seating, barbeques, playground & recreation facilities such as exercise equipment, spray park/s,
skate, BMX facilities, and outdoor basketball courts.
Explanatory note:
The asset management system provides for a 6 monthly and an annual formal inspection regime for developed
recreational parks.
In addition, playground & fitness equipment instalations at high prionty locations are inspected fortnightly and ail
other playground installations are inspected every two months (as per AS/NZS 4486,
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vos a Ee SERVICE LEVEL TARGET
When the playground inspection is done a quick visual scan is also done of the immediate area to pick up any
&pparent maintenance issues. Similarly where @ reactive maintenance request is received the same visual checks
occur.
Essentially this resufts in 8 higher level of inspection than captured in Council's systems.
>yche inspections Developed Ps Inspectic 5 month lormal spect program
(except for Noosaville Foreshore
which ts inspected by the Roads
Landscaping crew at same frequency
88 program for road landscaping
activities).
Note: The six monthly inspection is
based on 8 checklist that covers
landscaping, trees, turf and hard
infrastructure items (other than
Playgrounds which have a different
nes feet
Playgrounds — Priority locations Fortnightly
Note:
Exceptions that are not captured in
the Asset Management system:
e Pirate Park, Noosaville (Almost
daily in peak periods of use)
. Skate facility, Peregian Beach
(Twice weekly)
Playgrounds — comprehensive
(detailed check/bolts
removed/foundations checked etc.)
WHS inspections:
~ Botanical Gardens
~ Tewantin Splash Park
Scheduled work Generall as identified 0 inspections o nased on site conditic
Special Precincts - Wedding groves
(5 sites at Main Beach, Noosa Twice weekly (contract work)
Coconut trees at Noosaville Twice yearly (not a documented
Foreshore, Noosa Heads Main inspection regime)
Beach & Noosa Waters (remove
flowering sterns/fruit)
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ACTIVITY SERVICE LEVEL TARGET
Cyclic Inspections Turf maintenance (mowing) contract Monthly — based on approx. 30 sites
generated ad hoc by Work Order
system.
Open space cleaning contracts Mont
fem
Scheduled 0 : lenance mowing contract)> atege 1 — 32 cuts (very hag orotile
— only 2 parks sites)
Category 2 - 22 cuts per annum (high
profile areas)
Category 3 — 18 cuts per annum
(local roads/rural)
Category 4 -— 10 cuts per annum (site
specsfic)
Cleaning & litter pick-up (includes
85Q cleaning
Peregian Beach; Sunshine Beach;
Sunrise Beach; Noosa Junction
Noosa Heads; Noosaville & Tewantin
commercial area precincts
Boreen Point & Cooroy - commercial | 3 x week
area precincts
Cooran & Kin Kin - commercial area 2x week
precincts
SSB Skatepark — cleaning & bins
emptied
———— See
requests]
Graffit / Vandalism 10 business days
Note: Counci endorsed Graffiti Policy
dsted 24 August 2014 provides that
upon notification of 8 graffit! incident a
graded approach is taken to removal:
- Obscene, racist & other 24 hours
offensive material
- Large areas of graffiti or in 3 business days
nightly visible
- Minor graffiti incidents 14 business days
a a
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KEY SERVICE METRICS
Lt Rael e iials eT Peer eee
Sones naenn renee re
eae) ee
Recreation Parks Satisfaction Noosa community Community satisfaction mean
Satisfaction mean rating performance rating from the LGAQ
score compared to the State | Community Satisfaction Tracking
mean rating score (out of Survey for Provincial areas for:
optimum rating of 5).
NSC mean State mean | Theme: Community Lifestyle Services
rating (2019) | rating (2017) | Function: Parks, Playgrounds & Public
Ameniies
L400 | 385
' Refer to Asset Responsibility Matrix.
? Source — Asset Register as at Nov 2017 and Recreation Parks Count from mapping layer open spaces classified as
Parks & Gardens — subject to further validation.
3 Source Road Landscaping Maintenance Contracts - 17180014
* Reactive maintenance requests are assessed as to warrant for work and available budget — emergencies responded
to same day.
° This work is done under Local Buy Contract LBNAQG “Mowing, Slashing and Vegetation Control Services”
® Source - Contract Cleaning Open Public Spaces & Amenites 16171113. Category 1 Parks - Noosaville Foreshore
& Peregian Village Square.
Asset Management Plan: Parks and Playgrounds Page 25
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9. ANNEX B: Parks and Playgrounds
Stakeholders
The internal and external stakeholders for the parks and playgrounds are detailed below:
Role Function
Internal
Council Staff Council officers play a major role in managing assets to ensure that they
provide a level of service that meets the needs of both residents and
visitors to the area. Council officers implement the components identified
in the parks and playgrounds asset management plan.
Elected Council Officers This stakeholder group includes Councilors and the Mayor for the Council.
They are primarily responsible to ensure that their decisions represent and
reflect the needs of the wider Noosa community.
Parks and playgrounds Provides technical advice to improve decision making across all internal
Working Group stakeholders. The group must ensure the asset management planning
covers the whole of life and optimally balances cost, risk and performance
of the Parks and playgrounds where possible.
Asset Manager (Various) Infrastructure Services Director responsible for the parks and playgrounds
assets. However, the asset managers are various across the organisation
based on the services provided to the community. A detailed Asset
responsibility matrix is required and will be developed over coming months
by the parks and playgrounds working group and has been defined within
this AMP improvement plan.
Operational Works Responsible for the day-to-day maintenance activities and delivering
minor capital works programs.
Asset Planning Manager Responsible for the facilitation of condition assessments in developing
renewal programs.
Finance Ensures that the appropriate level of financial information is made
available to Infrastructure Services branch management.
External
Community & Residents Residents are the core users of parks and playgrounds. Their needs,
wants and expectations are conveyed to Council, which should be
reflected in the levels of service for maintaining a good building and facility
assets.
Councils Insurer Ensures that all insurance and risk are adequately addressed.
Visitors Visitor’s wants, needs and expectations drive the development in areas of
the highest tourism usage.
It is important that the defined roles have the capability and capacity within their management
responsibility to make good on the responsibilities assigned to them. From stakeholder discussions
held during development of the Asset Management Improvement Roadmap, some of these
responsibilities may be centralised in the first instance and then transferred to other parts of the
Organisation when the appropriate capability and/or capacity is developed.
Asset Management Plan: Parks and Playgrounds Page 26
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10.ANNEX C: Document Management
Document Owner
Revision Date Document Owner Date Approved
1.0 01/04/2023 Civil & Asset Operations Manager
Document History
Revision Date Reviewed By Approved By Date Approved
1.0 01/04/2023 Civil & Asset Operations Council Services
Manager Committee Meeting
Distribution of Copies
Revision No. of Copies Issued to
1st draft 1 x electronic copy Asset Planning Manager
Noosa Council Associated Asset Management Documents
Document Date Approved By
Strategic Asset Management Plan (SAMP) 2017 Council
Noosa Council Asset Management Roadmap 2016 Council
Abbreviations
Abbreviations Meaning
AM Asset Management
AMP Asset Management Plan
CA Condition Assessment
ISO International Standards Organisation
KPI Key Performance Indicators
(LoS) Level of Service
SAMP Strategic Asset Management Plan
Proposed Amendments
No Section Proposed Amendment
Asset Management Plan: Parks and Playgrounds Page 27
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11. ANNEX D: Parks & playgrounds Renewal Program
Program Project Classification Project 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032
Renewal Black Mountain - Cudgerie Common Playground Renewal $184,912.23
Cooroy - Lake MacDonald Drive - Wedding Chapel Renewal $45,043.94
Gympie Terrace Foreshore Pathway LED Lighting Renewal (Yaght club to Boathouse) $120,000.00
Noosaville - Apex Park Fitness Equip - Upgrade - LGIP $131,829.50
Noosaville Apex Park Swing Relocation & Replacement Renewal $39,000.00
Noosaville Gympie Terrace Park Furniture Renewal $110,000.00 $115,000.00 $115,000.00
Shire BBQ Renewal Program $80,000.00 $81,700.00 $83,400.00 $85,200.00 $87,000.00 $88,800.00 $90,700.00 $92,600.00 $94,500.00
Shire Park Furniture Renewal Program $100,000.00 $102,100.00 $104,200.00 $106,400.00 $108,600.00 $110,900.00 $113,200.00 $115,600.00 $118,000.00
Shire Park Shelter Renewal Program $45,000.00 $46,000.00 $47,000.00 $48,000.00 $49,000.00 $50,100.00 $51,200.00 $52,300.00 $53,400.00
Shire Playground Renewal Program $0.00 $159,000.00 $162,000.00 $165,000.00 $168,000.00 $171,000.00 $174,000.00 $150,000.00 $177,000.00
Renewal Total $586,785.67 $537,800.00 $516,600.00 $404,600.00 $412,600.00 $420,800.00 $544,100.00 $525,500.00 $442,900.00
Parks & Playgrounds Total $1,309,534.47 $1,269,800.00 $917,600.00 $1,760,600.00 $412,600.00 $970,800.00 $544,100.00 $525,500.00 $442,900.00
Asset Management Plan: Parks & playgrounds Page 28
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12. ANNEX E: Parks & Playgrounds Upgrade & Expansion Program
Program Project Classification Project 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028 2028/2029 2029/2030 2030/2031 2031/2032
Parks & Playgrounds New, Exp, Upgrade Cooran Straker Park Upgrade $97,000.00
Cooroora Creek Park Upgrade Fitness Equipment $151,000.00
Cooroy - Noosa Botanic Gardens - Staff Toilet Facility $74,148.80
Noosa Heads Lions Park Playground Upgrade $266,000.00
Noosa Heads Pinaroo Park Pathway Lighting $20,000.00
Noosaville Chaplain Park Upgrade $655,000.00
Noosaville Lions Park Playground Upgrade Pirate Park $407,000.00
Peregian Beach Park Upgrade of Shelters and Furniture $115,000.00
Pomona & Boreen Point SES Bathroom Amenities $139,600.00
Shire Parks & Playgrounds Trunk Network Upgrade - LGIP $550,000.00 $550,000.00
Sunrise Beach Foreshore Reserve Picnic Shelters/ BBQ -LGIP $228,000.00
Sunshine Beach Ed Webb Park Upgrade - LGIP $509,000.00
New, Exp, Upgrade Total $722,748.80 $732,000.00 $401,000.00 $1,356,000.00 $550,000.00
Asset Management Plan: Parks & playgrounds Page 29
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
5.2 NOOSA – GYMPIE WASTE MANAGEMENT MEMORANDUM OF UNDERSTANDING
Author Waste and Environmental Health Manager, Kyrone Dodd
Infrastructure Services Department
Index ECM/Subject/Waste Management/Council Reports
Attachments 1. NSC and GRC - MEMORANDUM OF UNDERSTANDING
EXECUTIVE SUMMARY
The objective of this report is to establish a new Memorandum of Understanding (MOU) with the
Gympie Regional Council, which aims to identify collaborative opportunities based on shared
understanding, community benefit, common interest, goals, and mutually beneficial activities, with a
particular focus on Waste Management.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services &
Organisation Committee Meeting dated 11 April 2023 and authorise the CEO to progress and sign
a Memorandum of Understanding (MOU) with Gympie Regional Council and subsequently work on
mutually beneficial activities particularly, but not limited to, Waste Management.
REPORT
1. Background
Collaboration is a pivotal criterion for the Council of Mayors South East Queensland (CoMSEQ)
when allocating funding for waste management initiatives. Noosa Council has already established
collaborative efforts with neighbouring councils, such as the Sunshine Coast Council and Gympie
Regional Council. In this context, the Memorandum of Understanding (MoU) aims to initially
formalise the collaboration between Noosa Council and Gympie Regional Council.
The MoU provides both Councils with a framework for collaborating across a range of initiatives.
However, the primary focus of this collaboration will initially be on waste management opportunities,
including but not limited to, waste contracts, waste infrastructure, land banks, and farming for
resource use such as mulch. The collaboration is expected to result in potential efficiencies, including
cost and resource savings.
While Gympie Regional Council is not a member of CoMSEQ, its proximity to Noosa Council's waste
infrastructure highlights the recognition of the benefits of collaboration in achieving better outcomes
for both communities.
Previous Council Consideration
Nil.
Finance
Financial impacts are to be considered on a project by project basis.
Risk & Opportunities
This collaboration is expected to result in potential efficiencies, including cost and resource savings
by improving the feasibility of projects by scale and location suitability.
All risks and opportunities will be assessed on a project by project basis.
Consultation
External Consultation - Community & Stakeholder
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Gympie Regional Council.
Internal Consultation
Councillor COMSEQ Waste Initiatives Workshop – 2 December 2022.
Departments/Sections Consulted:
Mayor Community Services Corporate Services
Councillors x Director Director
Community Development x Financial Services
Chief Executive Officer Community Facilities Fleet
Executive Support Libraries & Galleries ICT
Local Laws Procurement
x Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director x Director
x Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Page 40
MEMORANDUM OF UNDERSTANDING
This Memorandum of Understanding shall commence on xxxxxxx 2023, for an initial period of two
(2) years.
BETWEEN
Gympie Regional Council ‘GRC’ (ABN: 91 269 530 353) of 2 Caledonian Hill, Gympie, QLD, 4570
- AND -
Noosa Shire Council ‘NSC’ (ABN: 97 969 214 121) of 9 Pelican Street, Tewantin, QLD, 4565
Individually a Party and together the Parties.
PURPOSE
1) This Memorandum of Understanding (MOU) outlines the intentions of the Parties to identify
partnered opportunities under the principles of shared understanding, community benefit,
common interest and goals and mutually beneficial activities. The terms in this MOU are not
exhaustive and are not intended to be legally binding between the Parties.
2) Representatives from each Party will participate to identify and validate proposals for the
establishment of partnered opportunities between the Parties, including but not limited to:
a. Regional waste initiatives and arrangements,
b. Other regional initiatives and arrangements deemed mutually beneficial.
3) The nominated Executive Sponsors from each Council will participate on a Steering
Committee to provide strategic direction, guidance and decision making in relation to the
MOU and subsequent projects/initiatives.
1. DURATION OF MOU
1.1. This MOU shall commence upon the nominated commencement date and will continue for
an initial period of two (2) years. The MOU will renew automatically unless otherwise
terminated at the request of either or both Parties.
1.2. This MOU may be modified at any time and through agreement by both Parties.
2. GUIDING PRINCIPLES
2.1. The Parties agree to the following principles:
• to work in partnership and in good faith;
• to communicate in an open and timely manner; and
• to act in an honest, ethical and transparent manner at all times.
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Memorandum of Understanding between
Gympie Regional Council and Noosa Shire Council
3. OBJECTIVES
3.1. The Parties agree to work together to achieve the following Objectives:
• compliance with applicable legislative and policy frameworks and guidelines, including
but not limited to the Local Government Act 2009 and Local Government Regulation
2012,
• undertake robust project investigation, planning and initiation activities to determine
mutually beneficial regional opportunities,
• establishment of partnered arrangements across any Goods/Services/other, identified
and agreed to by both Parties, under this MOU,
• establishment of regional arrangements to maximise operational and financial efficiency,
• to assist each other as agreed by the Parties to maximise the efficient and effective
provision of services to their respective communities.
4. PARTNERED OPPORTUNITIES - PROJECT PLANNING AND IMPLEMENTATION
4.1. The Parties agree to develop and implement an agreed project planning and
implementation framework including, but not limited to:
• Project Initiation process and documentation,
• Review and approval process/es for proposed projects including consultation with
relevant parties/authorities,
• Appropriate binding agreement/s for project implementation and delivery
• Project reporting and review process/es
5. ROLES & RESPONSIBILITIES
5.1. Executive Sponsor’s will be nominated for each Party and will have the authority to act on
that Party’s behalf, including on the Steering Committee. Executive Sponsor and Steering
Committee representatives are outlined in Schedule A.
5.2. Project Group Representatives will be nominated by each Party on an opportunity/project-
by-project basis and outlined in Schedule B of the MOU for record, along with roles and
responsibilities for each project and associated reference documentation.
5.3. The Steering Committee and Project Group Representative’s will work together to progress
the Objectives of the MOU in accordance with the MOU Principles.
5.4. Each Party agrees to provide the necessary resources in order to progress/achieve the
Objectives and subsequent agreed Projects/Initiatives outlined in Schedule B of the MOU.
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Memorandum of Understanding between
Gympie Regional Council and Noosa Shire Council
6. MEETINGS & REPORTING
6.1. Steering Committee representatives will meet on a quarterly basis to discuss opportunities,
provide support, guidance and oversight of progress of current projects (or as otherwise
required). Decisions at the meeting will be decided unanimously.
6.2. The Steering Committee will record and distribute the outcomes/decisions of the meeting to
nominated Project Groups/Staff of each respective Party. The host Party of the meeting will
finalise the minutes of the meeting and distribute.
6.3. Project Group representatives will meet at a frequency determined at the outset of the
project, or as revised during the project, to discuss the progress of the project and any
actions required. Decisions at the meeting will be decided by consensus. Where decisions
cannot be agreed to at the meeting this will be escalated for consideration by the Steering
Committee.
6.4. The Project Group will record and distribute the minutes of each meeting to the Steering
Committee including:
• A summary update of the previous meeting’s tasks/actions; and
• A summary of the agreed action items, timeframes and responsible party/personnel.
6.5. The Project Group, for each agreed project/initiative, will maintain up to date project
documents in accordance with the agreed Project Planning and Implementation Framework
(section 4) and reference these in Schedule B accordingly.
7. FINANCIAL
7.1. Where any project under this MOU includes financial transaction/s between the Parties, the
transactions will be first endorsed by the Steering Committee, and where required each
Council, prior to the transaction occurring/project commencement.
8. DISPUTE RESOLUTION
8.1. Unless otherwise documented in any binding agreement, The Parties agree to attempt to
resolve disputes through negotiation in good faith, any project dispute under the MOU. If
resolution cannot be achieved, the dispute will be referred to the Steering Committee for
consideration.
9. MOU AMENDMENTS
9.1. Any changes/amendments to the MOU will be documented and communicated to the
Parties for agreement.
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Memorandum of Understanding between
Gympie Regional Council and Noosa Shire Council
10. SIGNATURES TO THIS MEMORANDUM OF UNDERSTANDING
Executed by: Executed by:
Noosa Shire Council Gympie Regional Council
(ABN: 97 969 214 121) (ABN: 91 269 530 353)
…………………………………………………… ……………………………………………………
Signature of Authorised Representative Signature of Authorised Representative
Scott Waters xxxxxxxx
Chief Executive Officer Chief Executive Officer
Name of Authorised Representative Name of Authorised Representative
Date: Date:
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Memorandum of Understanding between
Gympie Regional Council and Noosa Shire Council
SCHEDULE A
NAMES OF EXECUTIVE SPONSORS & STEERING COMMITTEE REPRESENTATIVES
NOOSA SHIRE COUNCIL GYMPIE REGIONAL COUNCIL
Name of Executive Sponsor Name of Executive Sponsor
xxxxxxxxxx – Director xxxxxxx xxxxxxxx – Director xxxxxxxxx
Email – [email protected]
Email – [email protected]
Phone - 5481 xxxxxx / 04xxxxxxxx
Phone – 5329xxxxx / 04xxxxxxxxx
Name of Steering Committee Representatives
Name of Steering Committee Representatives
xxxxxxx – xxxxxxxx
xxxxxxx – xxxxxxxx
xxxxxxx – xxxxxxxx
xxxxxxx – xxxxxxxx
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SCHEDULE B
PARTNERED OPPORTUNITIES SUMMARY & ASSOCIATED PROJECT GROUP REPRESENTATIVES
PROJECT NSC PROJECT ROLES AND GRC PROJECT ROLES AND REFERENCE DOCUMENTS
GROUP RESPONSIBILITIES GROUP RESPONSIBILITIES
REPRESENTATIVES REPRESENTATIVES
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
5.3 TOURISM NOOSA FUNDING AGREEMENT
Author Chief Executive Officer, Scott Waters
CEO Office Department
Index ECM / SUBJECT / TOURISM NOOSA
Attachments 1. Attachment 1 - Deed - Funding Agreement Final
EXECUTIVE SUMMARY
Tourism Noosa (“TN”) and Noosa Shire Council (“NSC”) have held a long term partnership in
advancing the Tourism Industry to positively benefit the Noosa Community and region's
economy. While it is acknowledged that at peak times significant visitor numbers can have a
detrimental effect to the community, NSC is proactively working to manage these impacts via the
development of a Destination Management Plan (“DMP”).
Through this report to Council it is recommended that Council consider entering into a new funding
agreement between NSC and TN. As the primary funder of TN, NSC has governance expectations
in relation to the expenditure of rate payer funds and as such with the renewed agreement, there is
a higher emphasis on NSC requirements, initiatives, value for money, reporting against the
agreement and overall governance. The attached agreement outlines a funding framework covering
current and future activities between TN and NSC.
It also addresses TN’s requirement for an agreed funding quantum essential for TN to have certainty
with respect to strategic planning and TN’s ongoing operations. While NSC is acknowledged as the
primary funder, NSC also recognises that TN is a member based company limited by guarantee and
discharges its responsibilities in accordance with its Constitution.
The framework for the funding agreement contained within the attached Funding and Performance
Deed, is to provide NSC elected representatives with the basis of NSC’s relationship with TN moving
forward. The agreement has been drafted as a funding and performance deed, highlighting NSC’s
expectations of TN to develop a strategy that aligns with key elements of NSC’s vision for the visitor
economy, allow for variations to the agreement in light of NSC’s ongoing DMP process as well as
more regular financial and reporting requirements by TN that demonstrate NSC’s return on
investment. There are also expectations of the highest levels of internal governance and to this end
NSC’s appointed Council Observer will be included in all TN Board meetings (with the exception of
confidential staff matters) and TN will perform annual performance reviews of key staff and directors.
Any corporate governance concerns are to be addressed firstly between TN and the Observer, and
if required, between TN and the CEO and/or Mayor.
It is recommended that the Council authorise the Chief Executive Officer to execute the attached
Funding and Performance Deed, providing agreed funding on a 2 year basis with a 2 year option.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 11 April 2023 regarding the Tourism Noosa Funding and Performance
Deed and
A. Authorise the Chief Executive Officer to execute the Funding and Performance Deed
provided at Attachment 1 to the Report;
B. Authorise the Chief Executive Officer to make minor changes to the Funding and
Performance Deed as required; and
C. Confirm the release of funds as per the report for the 2024 and 2025 Financial Years.
REPORT
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Currently NSC provides funding to TN through a historic MOU, that is limited in it’s ability to be legally
binding and does not provide TN with clear direction as to NSC requirements for expenditure. The
funding of TN occurs through the General Rate, with 5.8% of the annual general rate committed
towards tourism and economic development. The current funding quantum for TN is $2.252M, this
is exclusive of GST and has been static through the life of the previous agreement with the exception
of grant or specific project funding from time to time. It is recommended that funding is not increased
for the life of the new agreement and that internal business efficiencies and the exploration of new
revenue streams drive funding growth. NSC has advised that funding increases must be achieved
through an internal efficiency dividend and that NSC will assist, by ceasing the pass through of
overhead charges.
The attached funding and performance deed recommended for execution is a significant “step up”
from the previous MOU and clearly sets NSC’s expectation of TN as a primary funder. Key elements
of the deed are as per the below:
▪ Industry Stakeholder Collaboration
Demonstrated linkages with industry bodies such as Visit Sunshine Coast and Tourism & Events
Queensland through various marketing and industry development opportunities.
▪ Marketing
An annual marketing plan for destination marketing activities is to be developed to attract high value
travellers from intrastate, interstate and international markets. The plan will detail marketing
activations, TN member co-operative opportunities, market segments, expenditure and anticipated
return on investment.
• Regional dispersal throughout the Shire
A regional dispersal strategy for high value travellers is to continue and progress to be reported.
• Business Events
Meeting Incentives Conventions Exhibitions (MICE) market program or equivalent program to be
developed, that includes NSC facilities, demonstrating high value, low volume corporate visitors with
a focus on non peak days of the week and/or non peak seasons.
• Events
Both parties agree to avoid any duplication of funding or expenditure in relation to “Events”
(management, assessment, advisory etc) within Noosa. To avoid duplication NSC and TN will
continue discussions as to the framework and appropriate event funding mechanism and this will
become an Appendix to the Agreement with a focus on TN’s role in attracting high value visitors to
the region. To build on the current TN event support policy, an event attraction, retention, and
delivery strategy will be developed should TN’s funding of events continue whether in kind or via a
grant process.
• Visitor Information Centre
VIC activities to be enhanced and the implementation of Hinterland VICs is to be explored on a
partnership basis with existing Hinterland businesses, along with further and diversified revenue
streams.
• Sustainability
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Detailed sustainability program to uphold and enshrine “Noosa values” into the promoted visitor
experience. The sustainability program should avoid duplication with current NSC operational and
strategic activities and is to focus on concepts such as regenerative tourism. Where possible current
programs are monetised to provide further revenue to TN and diversify funding streams.
• Sunshine Coast Airport Collaboration
Destination marketing activities for Noosa LGA and any product development in conjunction with
Sunshine Coast Airport are to be managed by TN.
• Product development and industry training
TN will maintain a focus on sustainable product development and relevant tourism related industry
training for TN members.
• TN’s role with Local Stakeholders
TN will meet from time to time with business associations and other representative bodies within the
LGA to identify initiatives for the visitor economy and opportunities for collaboration.
• Destination Management Plan (DMP)
NSC expects that the current DMP exercise will inform its future position in relation to the
management of the visitor economy and tourism within the Noosa region. By extension TN may be
expected to implement aspects of the DMP which fall within its ambit as agreed between TN and
Council from time to time after collaborative consultation. The funding and performance agreement
will be reviewed in-line with the outcomes of the DMP with additional terms to be agreed between
TN and NC when the DMP is developed.
• 2 year plus 2 year Funding Agreement\
Funding is on an agreed 2 year plus 2 year basis with discussions to commence for future funding
or extension of this agreement from 1 July 2024 and conclude via resolution of NSC no later than 31
December 2024. Negotiations will commence on the second “2 years” automatically between the
parties on the basis that both have satisfied their obligations under agreement and any concerns or
opportunities arising from the first term will inform those negotiations.
• Efficiency Dividend
Having established a base level of funding for TN in 2023/24 ($2.52M) no further funding is provided
for with the exception of:
Specific projects or events agreed between NSC and TN in due course that align with TN’s
strategies; and
1. An efficiency dividend as an initial Council initiative whereby identified overhead cost
transfers are removed;
2. Future additional funding must be evidenced through TN sourcing it’s own operational
savings through an efficiency dividend.
• Quarterly reporting to Council
A key governance requirement is for TN to report quarterly to the appropriate NSC committee on
expenditure by TN against the objectives under the agreement, activities being undertaken and
return on investment given NSC’s funding of TN’s operations. It is acknowledged that there may be
a lag on return on investment data. It is expected that TN will at a minimum, double NSC’s
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
contribution in terms of value. TN will make other regular reports available to an appointed Divisional
Head within NSC and on other significant matters directly to the CEO or Mayor as deemed
appropriate.
• Workforce Planning
As the principal funder of TN, NSC’s funding contribution provides significant support in staff wages
and benefits. As part of this agreement TN will provide to Council a workforce plan, updated every
12 months detailing organisational structure, positions and overall wage expenditure and future
requirements for additional staff as part of a workforce plan.
• Recognition of the Council
NSC is to be recognised as the primary funder of TN. NSC protocols in relation to media, marketing,
communications, community engagement, any and all events ensure that the Mayor, Deputy Mayor
and Councillors are afforded the opportunity to attend in the first instance. If the Mayor or Deputy
Mayor is unable to attend then the opportunity will be provided to the Council observer who is also
to be recognised and invited to all events. TN is to provide opportunities for the NSC Mayor, Deputy
Mayor or the Council observer to access Regional Tourism Organisation, State Tourism
Organisation, National Tourism Organisation events as well as trade and industry events, inclusive
of Queensland Tourism Industry Council at NSC’s cost.
• Finance efficiencies and viability, marketing reserve replenishment, organisational
review
TN commits to undertaking an efficiency and effectiveness review in 2023; replenishing the
marketing contingency reserve to pre-covid levels and ensuring that TN is solvent at all times.
• Alternate revenue streams
TN will identify and explore revenue diversification activities; consider a tiered membership program;
look at generating greater revenue from the Visitor Information Centre; and where possible pursue
grant funding opportunities.
• 4 year strategic plan – destination strategy
TN commit to developing a 4 year strategic plan during 2023 that encapsulates the success elements
of NSC’s funding and performance deed.
• 12 month operational plan, with Council sign off
The 4 year strategic plan is to be delivered by an annual operational plan that will require Council
sign off and TN’s budget will reflect the priorities under the strategy.
• Values of Tourism sustainability, visitor experience, high value / low volume tourism
TN will continue to set the direction for Noosa’s tourism industry, guiding sustainable progress to
improve the visitor experience for the benefit of visitors, businesses and the local community and
environment, achieving marketing strategies that attract high value-low volume visitation through
targeted marketing and promotions.
• Non-compete
TN commits to a non-competition policy with NSC including dispute resolution mechanisms.
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Previous Council Consideration
Ordinary Meeting Minutes 18 November 2021, Item 5, Page 23
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 9 November 2021 and the Further Report by the Acting Chief Executive
Officer to the General Committee dated 15 November 2021 regarding the Tourism Noosa Funding
Agreement Review Process and
A. Agree to extend the existing funding agreement between Council and Tourism Noosa for a
further term of 12 months on and from 1 July 2022 on the same terms and conditions as
contained in the existing funding agreement. Noting that Council’s funding is aligned to the
delivery of:
i. Guiding Principles 1 & 2 “Champion the Brand, influencing improved protection and
development of our visitor experience” and “ Deliver marketing and promotion which
drives propensity for high-value visitation, regional and seasonal dispersal” in the
Destination Noosa Strategy 2020-2023; and
ii. The collaborative involvement of Tourism Noosa as one of the stakeholders in the
development of a Destination Management framework, including analysis of options
for Sustainable Destination Accreditation along the lines of that envisaged in Priority
4 ‘Elevate Sustainability’ of the Tourism Noosa Strategy 2017-2022 .
B. Request the Chief Executive Officer to undertake negotiations for a new funding agreement
with Tourism Noosa in the second half of 2022;
C. Note that any new long term funding agreement will not commence until 1 July 2023; and
D. Request the CEO to ensure the agreement is in line with the “Proposed Process” outlined
in the Tourism Funding Agreement Review Process Report to the General Committee
dated 12 July 2021.
Finance
Ongoing financial commitment via the General Rate of $2.52M per annum exclusive of GST.
Risk & Opportunities
Identified within the report.
Consultation
External Consultation - Community & Stakeholder
Tourism Noosa Executive Board members.
Internal Consultation
Departments/Sections Consulted:
x Mayor Community Services Corporate Services
x Councillors Director x Director
Community Development Financial Services
x Chief Executive Officer Community Facilities Fleet
Executive Support Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Executive Services Environment & Sustainable Development Infrastructure Services
Director x Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance x Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Tourism Noosa Funding and Performance Deed
Parties Noosa Shire Council ABN 97 969 214 121
of 9 Pelican Street, Tewantin, Queensland
(Council)
Tourism Noosa Ltd ABN 45 097 924 199
of 2 Parkyn Court, Tewantin, Queensland
(TN)
Recitals A. Council intends to provide certain funding to TN.
B. This Deed sets out details of the intended funding and the
terms and conditions upon which the funding will be provided.
This deed witnesses that in consideration of, among other things, the mutual promises
contained in this Deed the parties agree as follows:
1. Definitions and interpretation clauses
1.1 Definitions
The following definitions apply in this Deed:
means the priorities, obligations and performance measures set
Agreed Priorities
out at item 2 of Schedule 1 of this Deed.
means any claim, demand, complaint, causes of action, cross-
claim (and counterclaim), action, suits or proceeding, whether
Claim
present or contingent, known or unknown and which could be
brought now or in the future including interest and costs.
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means any information, which is not in the public domain, which a
Confidential
Party makes available to the other Party (or that Party's officers,
Information
employees or agents).
The Contingency Fund is a cash account equivalent of
$250,000.00 to be maintained by TN during the term of this
Agreement and is to be administered in accordance with the
further terms of this agreement. The purpose of this fund is to
Contingency Fund
provide for unforeseen expenditure on TN activities that fall
outside of TN’s 4 Year Strategy.
Deed means this deed (the Tourism Noosa Funding Deed).
means the date on which the last of the parties provides its
Effective Date
executed counterpart Deed to the other party.
Funding means the funding specified at item 1 of Schedule 1.
Further Term means 1 July 2025 to 30 June 2027 inclusive.
Initial Term means 1 July 2023 to 30 June 2025 inclusive.
means all copyright, trade mark, design, patents or any other
Intellectual proprietary rights, or rights to registration of such rights existing in
Property Australia or elsewhere or as protected by legislation, whether
created before, on or after the Effective Date.
means:
(a) the Initial Term; and
Term
(b) if subsequently agreed between the Parties, the Further
Term.
1.2 Interpretation
In this Deed:
(a) headings are for convenience only and do not affect
interpretation;
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(b) a reference to any legislation, ordinance, code or other
law includes all legislation and other instruments under
it and any consolidations, amendments, modifications,
re-enactments or substitutions of it;
(c) words denoting the singular include the plural and vice
versa;
(d) words denoting individuals include corporations,
associations, trusts, authorities, instrumentalities,
partnerships and vice versa;
(e) words denoting any gender include every gender;
(f) where a word or phrase is defined, its other
grammatical forms have a corresponding meaning;
(g) a month means a calendar month;
(h) if the date for the performance of any act or thing falls
on a Saturday, Sunday or public holiday in Brisbane,
then the date for performance will be the next Business
Day following that date;
(i) a reference to $ or dollar is to Australian currency;
(j) reference to party, part, clause, annexure or schedule is
a reference to party, part, clause, annexure or schedule
to this Deed as modified or varied from time to time;
(k) references to any party to this Deed or any other
document, deed or agreement shall include its
executors, administrators, substitutes, nominees,
agents, successors and permitted assigns;
(l) the obligations of all parties to this deed shall be joint
and several in nature (as and between all parties to this
Deed);
(m) a reference to writing includes a facsimile or e-mail
transmission and any means of reproducing words in a
tangible and permanently visible form;
(n) if any term of this Deed is legally unenforceable or
made inapplicable, it will be severed or read down but
so as to maintain, as far as possible, all other terms of
this Deed. This shall apply unless doing so would
change the underlying principal commercial purpose of
this Deed; and
(o) no rule of construction will apply to a provision of this
Deed to the disadvantage of a party merely because
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that party put forward the provision or would otherwise
benefit from it.
1.3 This Deed is effective on the Effective Date.
2. Funding
2.1 Council will provide the Funding to TN in the amount and in instalments as specified in
Schedule 1 of this Deed.
2.2 In consideration of the provision of the Funding, TN will perform the obligations
specified in this Deed.
2.3 TN must use the Funding for the Agreed Priorities and must not use the Funding for any
other purpose, unless otherwise approved in writing by Council.
2.4 Subject to the terms of this Deed:
(a) the Funding is for the Initial Term; and
(b) the Funding must be spent by TN within the Initial Term
or such other period as approved in writing by Council.
2.5 Any portion of the Funding uncommitted by TN in accordance with clause 2.4(b) must
be repaid to Council within 60 days of the expiry of the Initial Term.
2.6 The Funding as specified in Schedule 1 of this Deed is the total amount of funding
which will be provided by Council to TN per annum during the Initial Term. Council will
not provide any additional amounts to TN for the Initial Term, subject to the following
exceptions:
(a) additional funding may be provided by Council if
Council, in its sole and absolute discretion, is satisfied
that there is an efficiency dividend as an initial Council
initiative whereby identified overhead cost transfers are
removed and that through internal efficiencies TN has
justified additional funding; or
(b) additional funding may be provided by Council if
Council, in its sole and absolute discretion, is satisfied
that there is a specific project or event for which TN
requires additional funding and which is consistent with
the Agreed Priorities and is satisfied that TN has
achieved operational savings equivalent to the
additional funding sought through demonstrated
efficiencies.
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3. Further Term
3.1 Subject to the parties being in compliance with their obligations under this Deed, the
parties will commence discussions from 1 July 2024 regarding the potential Further
Term, including further funding for the Further Term and the terms on which that funding
will be provided, and will conclude those discussions by 31 December 2024.
3.2 The parties may, but are not obliged to, agree to the Further Term.
4. TN's obligations
4.1 Governance
(a) By 30 September 2023, TN will develop a 4 year
strategic plan which incorporates the priorities,
obligations and performance measures set out at
Schedule 1 of this Deed.
(b) Within 10 business days of the end of each quarter, or
upon request for Council, TN will provide Council with
financial and other reports in relation to the expenditure
of the Funding and the financial and other benefits
attributable to the Funding.
(c) TN will review and make appropriate changes to its
strategy and expenditure upon reasonable request by
Council.
(d) TN will conduct itself in accordance with best practice
standards of internal governance.
(e) Council's appointed Observer will be invited to and
included in all TN Board meetings.
(f) TN will perform annual performance reviews of its key
staff and directors.
(g) TN will cooperate with Council and take appropriate
action to address any corporate governance concerns
raised by Council:
(i) Firstly, by liaison between TN and the Council appointed Observer; and
(ii) Secondly, if requested by Council, by liaison between TN and Council's
CEO and/or Mayor.
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4.2 Strategic and operational plans
(a) By 31 December 2023, TN will implement a 4 year
strategic plan which incorporates the priorities,
obligations and performance measures set out at
Schedule 1 of this Deed.
(b) TN will deliver the strategic plan referred to in clause
4.2(a) above in accordance with annual operational
plans. The specific format and content of the
operational plan is be agreed by Council and TN.
(c) TN will implement an annual operational plan (as
referred to in clause 4.2(b) above) on or before 31
December 2023, and will implement further annual
operational plans annually thereafter for the duration of
the Term.
(d) TN will consult with Council in developing the strategic
plan and operational plans referred to in clauses 4.2(a)
and 4.2(b) above and TN must obtain Council's timely
approval prior to implementing those plans, with such
approval not to be unreasonably withheld.
4.3 Reports
(a) TN must at all times maintain and must produce to
Council upon request and within 10 business days of
Council’s request, reports which specifically identify
expenditure of the Funding by TN.
(b) During the Term TN will report on expenditure of the
Funding by TN, with reference to the Agreed Priorities,
activities being undertaken and return on investment:
(i) quarterly to Council - within 10 business days of the end of each
quarter; and
(ii) otherwise on request by Council in accordance with clause 4.3 (a).
(c) TN must keep adequate accounts, documents and
records in sufficient detail to enable and verify its
compliance with this Deed.
4.4 Recognition of the Council
(a) TN will, in its corporate publications, marketing and
other initiatives acknowledge Council as the primary
sponsor of TN.
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(b) TN will comply with any Council policies and protocols
in relation to media, marketing, communications,
community engagement and events where Council is
directly involved.
(c) TN will invite the Mayor, Deputy Mayor and Councillors
to events. If the Mayor is unable to attend, the Deputy
Mayor will be the designated primary representative or
if the Mayor and Deputy Mayor are unable to attend the
Council appointed Observer will be the designated
primary representative, and the sponsorship of Council
and the presence of the Mayor, Deputy Mayor,
Councillors or the Council appointed Observer (as
applicable) will be acknowledged at all events.
(d) TN will provide the Mayor, Deputy Mayor or the Council
appointed Observer access to Regional Tourism
Organisation, State Tourism Organisation, and National
Tourism Organisation events as well as trade and
industry events, inclusive of Queensland Tourism
Industry Council at Council's cost.
4.5 Other obligations
4.6 TN will immediately notify Council upon becoming aware of a breach or suspected
breach by TN of any of its obligations under this Deed and provide to Council such
details of the breach or suspected breach as Council reasonably requests.
4.7 TN must not, by any act or omission, conduct itself in a manner which adversely affects
or which is reasonably likely to adversely affect Council or the reputation of Council.
4.8 TN may not, without prior written consent of Council, assign any of its interest in or
obligations under this Deed.
5. Indemnity
5.1 Council shall not be liable to TN or to any other person for any loss, damage, or injury
sustained by any person or to any property, howsoever caused, arising out of or in
connection with this Deed except to the extent of any such loss, damage or injury
caused by a negligent, wilful act or default by Council.
5.2 TN indemnifies Council in relation to any costs, charges, damages, expenses,
proceedings, claims, and demands of any nature whatsoever, including legal costs on
the indemnity basis, suffered or incurred by Council in connection with TN’s non
fulfilment of its obligations under this Deed.
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6. Intellectual Property
6.1 The Parties acknowledge that they each respectively have rights to certain Intellectual
Property and nothing permits the use, reproduction, publication, adaptation or
communication of Intellectual Property of the other Party unless expressly authorised by
that Party.
7. Dispute resolution
7.1 The Parties agree to comply with this clause 7 in relation to any matter in dispute in
relation to the non-fulfilment of a party’s obligations under this Deed (Dispute).
7.2 A Party raising a Dispute will give the other Party a notice of dispute setting out:
(a) The details of the Dispute; and
(b) The outcome sought by the Party in relation to the
Dispute.
7.3 Within 10 Business Days of service of a Notice of Dispute or such longer period after
service of a Notice of Dispute as the Parties may agree in writing, representatives of the
Parties will meet and undertake genuine and good faith negotiations with a view to
resolving the Dispute.
7.4 If the Dispute remains unresolved 10 Business Days after the meeting referred to in
clause 7.3 above, the Parties agree to genuinely participate in a mediation in an attempt
to resolve the Dispute.
7.5 The costs of mediation will be shared equally between the parties.
7.6 The Dispute Resolution Process:
(a) continues for any further period agreed between the
parties, including to allow the parties to engage in
further negotiations or engage in any other alternative
dispute resolution process; or
(b) ends, if the parties agree on terms for a resolution of
the Dispute;
(c) ends on the date which is 10 Business Days after the
mediation under clause 7.4 above.
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8. Termination
8.1 To the exclusion of clause 8.2, either party may terminate this Deed within 14 days of
the date the Dispute Resolution Process ends in accordance with clause 7.6 (c).
8.2 Either party may terminate this agreement immediately if the other Party is adjudicated
as insolvent, is placed into liquidation, enters into a scheme of arrangement for the
benefit of its creditors, has a receiver appointed or fails to continue, its business or
charitable activities (as the case may be).
8.3 If this Deed is terminated by Council prior to the expiration of the Term:
(a) TN must pay to Council, any portion of the Funding
uncommitted by TN within 60 days of such termination;
(b) Provide to Council a non exclusive, royalty free licence
to use TN’s Intellectual Property.
9. Confidentiality
9.1 A Party must not, without the prior written consent of the other, disclose Confidential
Information to any other person or entity, except where the disclosure is required for the
proper performance of obligations under this Deed or otherwise as required or permitted
by law.
9.2 On expiration of the Term or earlier termination of this Deed, a party must, at the
request of the other party, immediately return the Confidential Information to the first
party or destroy the Confidential Information (as the first party directs) and certify to the
first party in writing that it has complied with this clause.
10. General Provisions
10.1 This Deed does not create any partnership, contract of employment or employment
relationship, joint venture or relationship of principal and agent between the Parties, and
neither Party has the authority to bind the other Party, pledge the credit of any Party or
bind the Party to any obligation whatsoever, without specific consent in writing of the
other Party.
10.2 A party giving notice under this Deed must do so in writing to the person and at the
address or email address specified in item 3 of Schedule 1 of this Deed.
10.3 Variation
(a) Any variation, modification or waiver of any provision in
this document, or consent to any departure by a Party
from a provision:
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(i) will be of no force nor effect unless it is consented to in writing by the
Parties to this document or, in the case of a waiver, by the Party giving
it; and
(ii) will be effective only to the extent to, or for, which it is made or given.
(b) Any oral variation, modification or waiver of any
provision in this document, or consent to any departure
by a Party from a provision, shall be of no force or effect
until consented to in writing by the Parties to this
document.
10.4 Warranties
(a) Each Party to this document warrants to the other Party
that:
(i) there is no impediment to them entering into this document;
(ii) they have relied upon their own enquiries and have not entered into this
document in reliance on, or as a result of, any representation, promise,
statement, conduct or inducement by, or on behalf of, any other Party
except as set out in this document;
(iii) they have taken, or have had the opportunity to take, independent legal
advice as to the nature, effect and extent of this document.
(b) Each person signing this document as an authorised
officer or agent or otherwise on behalf of any Party, by
doing so, warrants to the other Party that, as at the date
of signing, the person has full authority to execute this
document on behalf of that Party.
(c) Each Party is aware that the other Party has relied upon
the above warranties in entering into this document.
10.5 Severance
(a) The covenants, undertakings and conditions contained
in this document are severable and shall be so
construed as not to infringe any laws that may affect
this document.
(b) If such covenant, undertaking or condition on its true
interpretation is found to infringe any such laws, the
covenant, undertaking or condition shall be read down
to the extent as may be necessary to ensure that it
does not infringe any such law.
(c) In the event that the infringing covenant, undertaking or
condition cannot be read down, it shall be deemed void
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and severable and shall be deemed deleted from this
document to the same extent and effect as if it was
never incorporated into this document.
(d) If any covenant, undertaking or condition is, or
becomes, invalid for any reason, such invalidity shall
not affect the validity or operation of any other
covenant, undertaking or condition of this document
(except to the extent necessary to give effect to such
invalidity).
10.6 Acts to perform agreement
Each Party will promptly perform all acts, execute and deliver all documents, and do
everything reasonably required by the other Party to carry out and give effect to the intent
and purpose of this document.
10.7 Time
Time is of the essence in respect of the obligations contained in this Deed.
10.8 Counterparts
(a) This document may be signed in any number of
counterparts with the same effect as if the signatures to
each counterpart were on the same instrument.
(b) The Parties may exchange counterparts by facsimile or
by attaching a scanned copy of the counterpart to an e-
mail transmission as an Adobe PDF® document.
10.9 Governing Law
(a) The rights, liabilities and obligations of the parties under
this document, and the interpretation and enforcement
of this document, are governed by the laws of the State
of Queensland.
(b) The Parties agree to submit to the non-exclusive
jurisdiction of the Courts of Queensland to deal with all
matters arising out of or related to this document and its
enforcement.
10.10 Entire Agreement
(a) This Deed embodies the entire understanding and
agreement between the Parties in relation to the
Funding as at the Effective Date.
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(b) All previous negotiations, understandings,
representations, warranties, memoranda or
commitments in relation to, or in any way affecting, the
subject matter of this document are merged in and
superseded by this document and are of no force or
effect.
11. Contingency Fund
11.1 Maintenance of Contingency Fund
(a) TN will maintain at all times a Contingency Fund at a
balance that is no less than $250,000.00 throughout the
term of this Agreement, subject to clause 11.2 (b).
(b) Amounts may be withdrawn from the Contingency Fund
on the following conditions:
(i) TN must request Council’s approval for any withdrawal of any amount from
the Contingency Fund, and provide reasons to Council for the request, as well
as a proposal for the reimbursement of any such funds back into the
Contingency Fund within a proposed period;
(ii) Council must provide TN with its approval or otherwise for any such request
within 30 days of receiving TN’s request for a withdrawal.
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Schedule 1
1. Funding
Funding
Amount $2,520,000.00 (excluding GST)
Stages and/or The Amount will be paid in instalments, every 6 months during the
instalments Term as follows:
• $1,260,000 excluding GST on or before 31 July 2023 and
2024; and
• $1,260,000 excluding GST on or before 31 January 2024 and
2025.
2. TN's priorities, obligations and performance measures
Priority Obligations and performance measures
(a) TN acknowledges that Council is presently developing a
DMP which will inform TN's strategy in relation to the
management of the visitor economy and tourism within the
Noosa region.
1. Destination
(b) TN will implement aspects of the DMP, with those aspects
Management Plan
to be identified by Council from time to time after
(DMP)
collaborative consultation between Council and TN.
(c) TN will, upon request from Council, agree to a variation of
this Deed to incorporate agreed obligations arising in
relation to the DMP.
(a) TN acknowledges that the Funding provides significant
support for payment of TN staff wages and benefits.
(b) TN will provide to Council, annually and incorporated in the
2. Workforce Planning
operational plans to be provided under clause 4.2 of this
Deed, a workforce plan detailing organisational structure,
and overall wage expenditure and anticipated future
requirements for additional staff.
(a) By 31 December 2023, TN will undertake and provide to
3. Finance efficiencies
Council an efficiency and effectiveness review. Scope and
and viability, marketing
structure to be determined by TN.
reserve replenishment,
organisational review
(b) TN will ensure that it is and remains solvent at all times.
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Priority Obligations and performance measures
(a) TN will conduct an organisational review and provide that
review to Council, and in conducting that review will:
(i) identify and explore revenue diversification
activities;
4. Additional revenue (ii) consider a tiered membership program;
streams
(iii) review options for generating greater revenue from
the Visitor Information Centre which do not compete
with Members
(iv) identify and commit to the pursuit of grant funding
opportunities.
(a) TN will engage with and demonstrate linkages with industry
bodies such as Visit Sunshine Coast and Tourism & Events
5. Industry Stakeholder
Queensland through various marketing and industry
Collaboration
development opportunities, and will report to Council
regarding its stakeholder collaboration on a quarterly basis.
(a) TN will develop an annual marketing plan for destination
marketing activities to attract high value travellers from
intrastate, interstate and international markets. The plan will
detail:
(i) marketing activations
(ii) TN member co-operative opportunities
6. Marketing
(iii) market segments
(iv) expenditure and anticipated return on investment
(v) reporting on focus areas and activities undertaken
in relation to the Hinterland and the Beach / Coastal
areas.
(a) TN will continue to implement a regional dispersal strategy
7. Regional Dispersal for high value travellers and will report to Council upon
request in relation to activities undertaken.
(a) TN will develop and implements a MICE (Meetings
8. Business Events Incentives Conventions Events) marketing program or
equivalent program which includes Council facilities,
demonstrating marketing to high value, low volume
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Priority Obligations and performance measures
corporate visitors with a focus on non-peak days of the
week and/or non-peak seasons.
(a) TN and Council will take reasonable steps to avoid any
duplication of funding or expenditure in relation to "Tourism
Events” (management, assessment, advisory etc) within
Noosa.
(b) By 31 December 2023 TN will develop an agreed strategy
with Council for TN to implement for event attraction,
retention, and delivery of the strategy.
9. Events
(c) TN will, upon request from Council, agree to a variation of
this Deed to incorporate mutually agreed additional terms as
to an event funding framework and appropriate event
funding mechanisms.
(d) TN acknowledges its key role in attracting high value visitors
to the region.
(a) TN will enhance its VIC activities to increase revenue.
10. Visitor Information (b) TN will explore potential partnerships with Hinterland
Centres (VIC) businesses in relation to the implementation of Hinterland
VICs and will report to Council upon request in relation to
the steps taken by TN and outcomes.
(a) TN will develop a detailed sustainability program to uphold
and enshrine “Noosa values” into the promoted visitor
experience.
(b) TN and Council will ensure that the sustainability program:
11. Sustainability (i) does not duplicate Council operational and strategic
activities;
(ii) focuses on concepts such as regenerative tourism;
(iii) where possible, monetises programs to provide
further revenue to TN and diversify funding streams.
(a) TN will manage destination marketing activities for Noosa
12. Sunshine Coast
LGA and any product development in conjunction with
Airport Collaboration
Sunshine Coast Airport.
13. Product development (a) TN will undertake and report to Council upon request in
and industry training relation to
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Priority Obligations and performance measures
(i) its activities in relation to sustainable product
development; and
(ii) relevant tourism related industry training for TN
members.
(a) TN will meet from time to time with business associations
14. TN’s leadership role and other representative bodies within the LGA to identify
with Local initiatives for the visitor economy and opportunities for
Stakeholders for NSC collaboration, and will report to Council upon request in
respect of these activities and outcomes.
(a) TN will continue to set the direction for Noosa's tourism
15. Values of Tourism industry, guiding sustainable progress to improve the visitor
sustainability, visitor experience for the benefit of visitors, businesses and the
experience, high value local community and environment, achieving marketing
/ low volume tourism strategies that attract high value-low volume visitation
through targeted marketing and promotions.
3. Notices
Notices to Council
Contact Name Scott Waters
Job title Chief Executive Officer
Address 9 Pelican St, Tewantin QLD 4565
Email address [email protected]
Notices to TN
Contact Name Susan Ewington
Job title Acting Chief Executive Officer
Address 2 Parkyn Court, Tewantin QLD 4565
Email address [email protected]
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Signing page
Executed as a Deed
Signed for and on behalf of Noosa Shire Council ABN 97 969 214 121
Signature of witness Signature of signatory
Full name of witness (print)
Name and position of signatory
Address of witness (print)
Signed for and on behalf of Tourism Noosa Ltd ABN 45 097 924 199
Signature of witness Signature of signatory
Full name of witness (print)
Name and position of signatory
Address of witness (print)
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
5.4 PROPOSED LEASE TENANCY FOR PEREGIAN DIGITAL HUB
Author Digital Hub Director, Christopher Boden
Environment and Sustainable Development Department
Index ECM/ Subject/ 45.04 Economic Development
Attachments 1. Nabooki - Leasing Overview and Recomendations 2023
2. Nabooki - Lease Proposal
EXECUTIVE SUMMARY
Council has secured a prospective tenant for a new 75m2 office space at the Peregian Digital Hub.
The tenancy becomes available on 1 May 2023 when the Hub transitions its programs and events
to the new AI Lab facility that has recently been completed. This tenancy helps bolster and stabilise
the Hub’s revenues by way of a multi-year lease.
The proposed tenant, Nabooki, is a Noosa tech success story, employing over a dozen staff and
providing their Software as a Service platform to a wide variety of enterprise clients. Council’s
Property Management Service provider, Colliers, has run a market process and evaluated Nabooki
as a strong fit with the Hub’s industry development objectives and culture.
RECOMMENDATION
That Council note the report by the Digital Hub Director to the Services & Organisation Committee
Meeting dated 11 April 2023 regarding the commercial lease of office space at the Peregian Digital
Hub and:
A. Agree to enter a commercial lease of the Unit 5 premises of 75m2 to Nabooki Pty Ltd. for a
two year term, as generally outlined in the report;
B. Authorise the CEO to award up to three subsequent lease extensions each of 1 year, subject
to the lessee complying with the terms of the lease.
REPORT
The purpose of this report is to seek Council approval to enter into a new lease for commercial office
space at the Peregian Digital Hub.
The Hub’s programs and events are currently run from the CoLab – an open plan area on the ground
floor. Council has now completed construction of the Peregian Digital Hub’s AI Lab which provides
a new home for those programs, starting from May 2023.
The current CoLab space has been fitted out as a stand-alone office space of 752m (now, called Unit
5), with new wall and security access. That work was completed as part of the Lab construction
project and is funded under the same Federal Government grant agreement.
Council decided to tenant the Unit 5 space rather than increase the amount of co-working capacity
on the basis that it would help to stabilise the revenue mix and present an accommodation
opportunity for a growing technology company in the region.
Sourcing and evaluation of prospective tenants for Unit 5 has been undertaken by Colliers, Council’s
contracted provider of Property Management Services, in accordance with the Local Government
Regulation 2012 and guided by the Sound Contracting Principles set out in the Local Government
Act 2009.
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Colliers has worked collaboratively with the Digital Hub Director to ensure that Council’s strategic
objective of bringing together the optimal mix of technology company tenants in the Hub is achieved.
Colliers received a high-quality tenancy application for unit 5 and have recommended Nabooki Pty
Ltd as the prospective tenant for unit 5 at the Digital Hub, guided by criteria that evaluate both their
ability to meet the commercial obligations of the tenancy and their fit with the industry development
objectives and culture of the Hub.
Colliers has provided Council an outline of the procurement process, timeline and assessment
criteria, refer Attachment 1.
The primary lease provisions proposed are as follows:
Lease Provision Proposal
Unit 5
Lessee Name: Nabooki Pty Ltd.
Premises: Lease C being part of Lot 95 on SP137431
as shown on the Plan, 253-255 David Low
Way
Nett Lettable Area: 75m2 approximately
Commencement 01.05.2023
Date
Initial Lease Terms: 2 years
Options to Extend: 1 option, of 2 years
Base rental $38,775 exc GST per annum (to be paid in
monthly instalments in advance)
Market Rent CPI reviews annually with Market review at
Reviews: exercise of option
Outgoings: An annual contribution of $5,000 per
annum, paid monthly and increasing
annually on 1 July by CPI.
Permitted Use: Professional Office
Rental Free Period Nil
Bond: Three month’s rent plus Outgoings plus
GST to be paid by the lessee to the lessor
by cash or bank guarantee upon execution
of the lease.
It is recommended Council agrees to enter commercial leases with Nabooki Pty Ltd. generally in line
with the above provisions.
Previous Council Consideration
Ordinary Meeting Minutes, 19 May 2022, Item 1, Page 3
That Council note the report by the Economic Development Manager to the Services & Organisation
Committee Meeting dated 10 May 2022 regarding the commercial lease of office space at the
Peregian Digital Hub and:
A. Agree to enter a commercial lease of the Unit 3b premises of 45m2 to TP Collab Trading Pty Ltd.
for a three year term, as generally outlined in the report;
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
B. Authorise the CEO to award up to three subsequent lease extensions each of 1 year, subject to
the lessee complying with the terms of the lease.
Finance
The financial return posed by the new lease is as detailed above. Unit 5 has been partitioned with
wall and security doors as part of new AI Lab construction. Revenue contribution from this lease is
factored into the Peregian Digital Hub’s 2023/24 budget.
Risk & Opportunities
The prospective tenant is a software company that has been based in Noosa for a number of years
and grown to employ over a dozen staff, the majority of whom would be based out of the Hub office.
Consultation
External Consultation - Community & Stakeholder
● Commercial Real Estate Agents
● Prospective tenants
Internal Consultation
Departments/Sections Consulted:
Mayor Community Services Corporate Services
Councillors Director x Director
Community Development Financial Services
Chief Executive Officer Community Facilities Fleet
Executive Support Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health x Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director x Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 71 of 86
Page 72
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
13 March 2023
Robyn Mercer & Chris Boden
Noosa Council (Commercial Property)
PO Box 141
TEWANTIN QLD 4565
Dear Robyn and Chris,
Re: Leasing of Peregian Digital Hub
Thank you for the privilege of allowing us to assist with your tenant search for the Peregian Digital
Hub (the Hub). It is the view of Colliers International Sunshine Coast that the successful placement
of Nabooki Pty Ltd (hereinafter Nabooki) will be consistent with Noosa Council’s strategic objective
of bringing together the optimal mix of technology companies to the Hub. This letter outlines the
process that was followed to procure Nabooki in addition to our assessment of Nabooki as a
potential tenant for the Hub.
Procurement Process
Colliers (Sunshine Coast) followed the procurement processes required of Council in addition to
generally accepted methods of advertising online and approaching potentially suitable tenants
within our own database. The below table outlines the timeframes surrounding the tenant
procurement.
Procurement Timeline
3rd February 2023 Publicly advertised Tenancy online via major commercial real estate
websites:
• Realcommercial.com.au
• Commercialrealestate.com.au
• Colliers.com.au
Enhance Listing to Elite Plus status (premium advertising) on
Realcommercial.com.au
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
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Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
Re-establish “Enquiry registration portal” for potential tenants to
register their interest in the space and provide details about their
business.
10th February 2023 Quarter page Advertisement in Noosa news.
8th March 2023 Offer to Lease applications and information sent to relevant parties
who had enquired on the tenancy.
Many enquiries were rejected on the basis that they were not “tech-
based businesses”.
13 March 2023 Applications closed.
Tenant Overview: Nabooki Pty Ltd
Nabooki build and operate white label marketplaces across a wide range of government and
corporate clients. Based on the Sunshine Coast (with the Hub set to be their new Headquarters)
the company has staff in Sydney, Holland, Philippines and an advisory board in the United
Kingdom and USA.
Tenant Assessment Criteria
Commercial Terms 19/20 The commercial lease terms provide an increase on
the previously obtained commencing rents for the
building while providing a fair and competitive
accommodation solution for the tenant.
The rental rate offered is higher than most Sunshine
Coast commercial office space on “face-value”
however the ancillary benefits provided to the
tenant well-justify the higher rental rate as the entire
deal represents excellent value for money.
Business Track Record 20/20 From their beginnings building e-commerce booking
solutions for the likes of Groupon and Scoopon,
Nabooki have grown to build solutions for major
clients such as South Australian Tourism
Commission, Tourism Tasmania, South Australia
Department of Innovation, Queensland Department
of Education, City of Sydney, Woolworths, NRMA and
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
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Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
Westpac. Their products continue to evolve and be
utilised in national, international, and local based
businesses.
Capability and Resources 20/20 Based on the information provided in the Statement
of Consolidated Accounts (2022) I am confident that
Nabooki Pty Ltd will be able to meet the financial
obligations of the lease.
Suitability & Compatibility 18/20 Nabooki is conscious of their ESG impact and engage
a regular self assessment process to assess their
environmental performance and identify areas for
continuous improvement. Continuous reductions in
consumption of paper, fuel and electricity are
achieved through active measures.
Contribution to Local 18/20 Nabooki is a committed and active member of the
Economy Sunshine Coast Tech community. Committed to
training the “tech professionals of the future”
Nabooki has run a successful Trainee program to
develop local skills. Their platform is primarily based
on community economic development and
providing marketing opportunities and exposure for
local business.
Total Assessment 95/100 It is the opinion of Colliers that Nabooki are an
excellent fit for the Peregian Digital Hub.
Conclusion
We again thank you for the opportunity to work alongside Noosa Council to find a suitable
tenant for the Peregian Digital Hub. Having followed the Council’s due process and having
assessed the potential tenant against the Council’s criteria, we strongly support the application
of the two applications and can be called upon anytime to provide further feedback.
Yours sincerely
Colliers International
Michael Polkinghorne
Director – Real Estate Management
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
Page 74 of 86
Page 75
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
Annexure A – Advertising Documentation:
Newspaper – 10th February 2023
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
Page 75 of 86
Page 76
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
Flyer
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
Page 76 of 86
Page 77
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au EMAIL [email protected]
Colliers International (Sunshine Coast) Management | ABN 83 600 592 069
Page 77 of 86
Page 78
5
Page 78 of 86
Level 5 57 The Esplanade PO Box 796 un +617 5478 3788
Cotton Tree QLO 4558 Cotton Tree QLO 4558 Fay +617 baa 5982 a g z
www colliers com au rua michael polkinghorne@colliers @ ol | 1 re rs
LEASE PROPOSAL ~ PEREGIAN BEACH DIGITAL HUB
LEASE C BEING PART OF LOT 95 ON SP137431, TITLE REFERENCE 50339869
of Lessor’s solicitor Attention: Sophie Paras
Argon Law
Level 1, 17 Southern Drive
Maroochydore QLD 4558
Tel: (07) 5443 9988
Fax: (07) 5443 7788
Email: [email protected]
6. Demised premises Lease C being part of Lot 95 on SP137431 as shown on the Plan
attached — 253 David Low Way
SS
re | Lease expiry date 30/4/2025
Pe
12. i
14. Base rental $38,775 excluding GST per annum (to be paid in monthly
instalments in advance)
CPI reviews annually with Market review at exercise of option.
Recoverable outgoings An annual contribution of $5,000 per annum, paid monthly and
increasing annually on | July by CPI.
17, Bond Three month's rent plus Outgoings plus GST to be paid by the lessee
to the lessor by cash or bank guarantee upon execution of the lease.
Page 78 of 86Page 79
Page 79 of 86
Level 5 57 The Esplanade PO Box 796 wan *617 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 ray = - #81 7 5443 5982 a
y Cott n ema hael poikinghome@colhers c : rn
www colliers com au michael iINnghome@colhers com a olliers
20. Town planning The lessee acknowledges it is satisfied as to the suitability of the
premises and, in all respects, of the use and business which may be
carried on from the premises and the lessor makes no warranty in
respect to such matters.
Subject to lessor’s written approval
22) Direct charges The lessee will pay for electricity assessed directly against the
tenancy, cleaning and other costs, if applicable.
23. Make good The lessee, prior to lease expiry, is to reinstate the premises to a
open building configuration and make good all fixtures, walls,
ceilings and floor surfaces to condition as at the date of the
commencement of the lease.
24, Insurance The lessee is to provide a certificate of currency of insurance which
includes the following:
1. Current public liability at $20,000,000 per occurrence;
2; Business insurance for permitted use;
3: Industrial special risk (if required);
4. Plant and chattels owned by the lessee;
5: Workers compensation and any other statutory
insurances as required.
The lessor is to be noted as an interested party on the insurance
policy.
25. Car parking The staff and customers of the lessee will have access to the
common car parking area on a non-exclusive basis.
26. Legal costs Each party will pay their own costs of and incidental to preparation
and negotiation of lease and any other documentation required
regarding the lease.
27. Confidentiality The terms of this proposal and any subsequent lease are to remain
confidential between the parties.
28. Council rules The lessee agrees to abide by the standard Council rules regarding:
I. Maintaining a post office box;
2 No alcohol or gambling on the premises;
3. Maintaining a smoke free environment.
29: Lessor’s approval This offer constitutes an invitation only and does not create a legal
or enforceable agreement or lease between the parties. Further, this
offer is subject to final approval and written consent by the lessor
and execution of the lease documents by all the parties on terms
satisfactory to all parties.
Special conditions Not applicable
Page 79 of 86Page 80
Page 80 of 86
Level 5. 57 The Esplanade PO Box 796 wan +61 7 5478 3788
Cotton Tree QLD 4558 Cotton Tree QLD 4558 ran 961 7 5443 5982 3 | |
www colliers com au eu michael polkinghorne@colkers com ~ aye
OER Le a
31. Signed by Lessee The above terms and conditions have been accepted on behalf of the
Lessee: QO
Signature: { Qe
5 MAY,
g YS =
Full Name: Richard Tenser
Date: 8 / 3 / 2023.
32. Signed by Lessor The above terms and conditions have been accepted on behalf of the
Lessee:
Signature; —
FullName: eee
Date: / ff
Page 80 of 86Page 81
Page 81 of 86
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5 1 1 1 28 4 2352 3429 44 31 96 86Page 82
SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
5.5 MOTION TO ALGA NATIONAL GENERAL ASSEMBLY 2023
Author Chief Executive Officer, Scott Waters
CEO Office Department
Index ECM/Subject/ALGA
Attachments None
EXECUTIVE SUMMARY
The Australian Local Government Association (ALGA) has called for Council's attending this year's
National General Assembly (NGA) in Canberra to submit motions for consideration and if deemed
appropriate the motion will be accepted and debated on the floor of the NGA. Should a motion be
resolved upon, it will then be further considered as a policy position of ALGA for lobbying to the
Australian Government.
The theme of this year's ALGA NGA is "our Communities our Future". It provides a time to reflect
on Local Government's position as the closest level of Government to the community and work
together in forming policy that is presented to the Australian Government to deliver a better future
and enhance our communities into the future.
To be eligible for inclusion in the NGA Business Papers, and subsequent debate on the floor of the
NGA, motions must meet the following criteria:
1. Be relevant to the work of local government nationally.
2. Not be focused on a specific jurisdiction, location or region – unless the project or issue has
national implications.
3. Be consistent with the themes of the NGA.
4. Complement or build on the policy objectives of ALGA and your state or territory local
government association.
5. Be submitted by a council which is a financial member of their state or territory local
government association.
6. Propose a clear action and outcome i.e. call on the Australian Government to act on
something.
7. Not be advanced on behalf of external third parties that may seek to use the NGA to apply
pressure to Board members, or to gain national political exposure for positions that are not
directly relevant to the work of, or in the national interests of, local government.
8. Address issues that will directly improve the capacity of local government to deliver services
and infrastructure for the benefit of all Australian communities.
9. Not seek to advance an outcome that would result in a benefit to one group of councils to the
detriment of another.
10. Be supported by sufficient evidence to support the outcome being sought and demonstrate
the relevance and significance of the matter to local government nationally.
Motions must commence with the following wording: This National General Assembly calls on the
Australian Government to ...
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation Committee
Meeting dated 11 April 2023 regarding a motion to the Australian Local Government Association
National General Assembly 2023 and:
Page 82 of 86
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
A. Approve the following motion that has been submitted to the Australian Local Government
Association:
"This National General Assembly calls on the Australian Government to formulate a National
Policy on Ocean Sewerage Outfalls that aims at NO new ocean and estuarine sewerage
outfalls to be built/developed along the Australian coastline, and that dedicated funding is
provided to support local regional governments and wastewater providers with existing ocean
and estuarine outfalls, to develop new methods/technologies and make every effort to recycle
100% of all treated wastewater generated within their localities, and avoid the need to
discharge in the ocean."
B. Approve Cr Amelia Lorentson to present this motion at the National General Assembly noting
Councillor Lorentson has formed this motion.
REPORT
In forming the motion, Cr Lorentson has worked with Council Officers and members of the
community. Further detail relating to this motion as formed by Cr Lorentson is below:
National Objective:
Why should this be debated at the NGA?
Our beaches and coastline are some of our most important public places. It is unacceptable that in
2023, treated and untreated sewage is still being discharged into our oceans. Our environment and
community demand a better way of managing waste. Wastewater creates a management problem
for local regional governments and wastewater providers that has environmental, socio-economic,
and public health consequences.
Advocating for a National Policy and Strategy that aims at no new ocean and estuarine sewerage
outfalls to be built/developed along the Australian coastline and dedicated funding to develop new
methods and technologies and make every effort to recycle 100% of all treated wastewater
generated to avoid the need to discharge in the ocean, will also improve the long-term sustainability
of Council’s and wastewater providers infrastructure to communities across Australia.
Data gathered in 2016 from 165 of the 175 ocean and estuarine outfalls provide the first national
snapshot of wastewater discharges to Australia’s coastal environment.
The total volume of wastewater discharged to Australia’s oceans in 2016 was 1350 gigalitres:
equivalent to 2.7 Sydney harbours. The potential value of this water would have been more than
more than $1 billion, had as little as 20% been recycled (based on $1.95/kL recycled water charge
by Victoria’s Southeast Water). *Clean Ocean Foundation, Outfall Database
Background Information:
This is what is happening in our backyard in Noosa. We have a sewage Treatment Plant at Burgess
Creek that discharges treated effluent directly into the Coral Sea at Sunshine Beach. The significant
volume of discharge and constant outflow of treated effluent (including stormwater) going into
Burgess Creek and our oceans is, in my opinion, causing erosion to our dunes and coastal
ecosystems that are threatening road infrastructure and private homes.
I question and will continue to question why an activity of dumping treated wastewater and
contaminated stormwater into our oceans is tolerated, and in fact legal.
Are we tolerating practices that compromise the environment, are reasonably foreseeable and
preventable?
Is it environmental best practice?
Is the ‘permitted use’ and environmental practices that were ok 20 plus years ago to dump treated
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
effluent directly into the ocean still relevant?
And if we are ok with it, and the water quality has met recycled water quality criteria, then why aren’t
we reusing it?
In October 2022, I travelled to Cairns for the LGAQ Conference to get Wastewater Reuse on the
State's list of priorities. Upheld by almost all councils (201 for and 15 against).
We need to create a State and a water industry that supports less wasteful distribution and use of
water as well as water treatment and recycling. And that requires legislative changes and
governmental support and incentives for the utilization of reclaimed wastewater. As a State,
Queensland recycles approximately 15% of treated wastewater. In Noosa it is less than 1% of treated
wastewater that is being reused. The remainder is being dumped into our oceans and rivers, causing
environmental damage, pollution, and erosion.
According to Department of Environmental Science, that is about 290 gigalitres per annum. Treated
wastewater is an underutilised resource and it is bankable.
It is time that it is re-evaluated for its worth not only in capital costs, but full costs to councils,
community, and most importantly environment.
UNESCO has made it clear that climate change and water quality is one of the biggest threats to the
health of our environment and community.
Therefore, we need to formulate a National Policy that aims at NO new ocean and estuarine
sewerage outfalls to be built/developed along the Australian coastline, and that dedicated funding is
provided to support local regional governments and wastewater providers with existing ocean and
estuarine outfalls, to develop new methods/technologies and make every effort to recycle 100% of
all treated wastewater generated within their localities and avoid the need to discharge in the ocean.
People and Planet before Profit.
Previous Council Consideration
Nil
Finance
Nil
Risk & Opportunities
As per the report and advised by Cr Lorentson.
Consultation
External Consultation - Community & Stakeholder
As advised by Cr Lorentson.
Internal Consultation
Departments/Sections Consulted:
Mayor Community Services Corporate Services
Councillors Director Director
Community Development Financial Services
x Chief Executive Officer Community Facilities Fleet
Executive Support Libraries & Galleries ICT
Local Laws Procurement
Page 84 of 86
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SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director x Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 85 of 86
Page 86
SERVICES & ORGANISATION COMMITTEE MEETING 11 APRIL 2023
7.1 CENTRALISED LEGAL SERVICES
TRIAL
Author Chief Executive Officer, Scott Waters
CEO Office Department
Index ECM/Subject/Legal
Attachments 1. Attachment 1 - Noosa Council - Summary of Legal
Work HWLE
2. Attachment 2 - CN00259 - Notice of Successful
Quotation - QGP0059-19 - signed by HWL
REASON FOR CLOSED SESSION
This report was considered in closed session in accordance with Section 254J (3) of the Local Government
Regulation 2012, which permits the meeting to be closed to the public for business relating to the
following:
(e) legal advice obtained by the local government or legal proceedings involving the local
government including, for example, legal proceedings that may be taken by or against the local
government;
(g) negotiations relating to a commercial matter involving the local government for which a public
discussion would be likely to prejudice the interests of the local government;
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