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2022-02-14 General Committee Meeting Agenda
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AGENDA
General Committee
Meeting
Monday, 14 February 2022
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Full text of sections 2 to 80 (of 99)
Section 2
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
TABLE OF CONTENTS
ITEM PAGE
1 ATTENDANCE & APOLOGIES 3
2 CONFIRMATION OF MINUTES 3
3 PRESENTATIONS 3
4 DEPUTATIONS 3
5 ITEMS REFERRED FROM COMMITTEES 4
1 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY FOR
NOVEMBER & DECEMBER 2021 4
2 REFER TO CLOSED SESSION AT ITEM 7 – (REPORT 10) 4
3 2021 DELEGATIONS OF AUTHORITY ANNUAL REVIEW 4
6. REPORTS DIRECT TO GENERAL COMMITTEE 5
4 30 TOULAMBI STREET, NOOSA HEADS DESCRIBED AS LOT 15 RP129286 -
SITE INVESTIGATION FOR SOCIAL HOUSING AND MEMORANDUM OF
UNDERSTANDING WITH COMMUNITY HOUSING PROVIDER 5
5 MCU21/0162 - APPLICATION FOR A MATERIAL CHANGE OF USE – COMMUNITY
USE (SURF MUSEUM), FOOD AND DRINK OUTLET, INDOOR SPORT AND
RECREATION AND OFFICES AT 3 HILTON TERRACE, TEWANTIN 23
6 ORGANISATIONAL STRUCTURE 38
7 COUNCILLOR REPRESENTATION ON COUNCIL OF MAYORS WORKING
GROUPS 53
8 FINANCIAL PERFORMANCE REPORT – JANUARY 2022 57
9 OPERATIONAL PLAN PROGRESS REPORT – SECOND QUARTER 2021-22 70
7 CLOSED SESSION 99
10 MCU21/0013 & OPW21/0031 – PLANNING & ENVIRONMENT
COURT APPEAL NO. BD2677 OF 2021 – REFUSAL OF AN APPLICATION FOR
MULTIPLE DWELLING UNITS (19 UNITS), FOOD & DRINK OUTLET, INDOOR
SPORT & RECREATION, HEALTH CARE SERVICE, OFFICE & OPERATIONAL
WORKS AT 30-32 DOONELLA ST, TEWANTIN 99
Page 2 of 99
Section 3
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 17 January 2022 be received and
confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
1. DAVID MCCREADY, GOETZ VON SCHWEINFURTH & JAN DAVEY
Topic: 30 Toulambi Street Zoning to Environmental Management & Conservation
Zone
Page 3 of 99
Section 4
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
5. ITEMS REFERRED FROM COMMITTEES
PLANNING & ENVIRONMENT COMMITTEE
1 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY FOR
NOVEMBER & DECEMBER 2021
(Planning & Environment Committee Agenda, 08 February 2022, Item 5, Page 67)
Reason for referral – for further consideration.
2 REFER TO CLOSED SESSION AT ITEM 7 – (REPORT 10)
SERVICES & ORGANISATION COMMITTEE
3 2021 DELEGATIONS OF AUTHORITY ANNUAL REVIEW
(Services & Organisation Committee Agenda, 08 February 2022, Item 1, Page 4)
Reason for referral – significance of the issue.
Page 4 of 99
Section 5
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
6. REPORTS DIRECT TO GENERAL COMMITTEE
4 30 TOULAMBI STREET, NOOSA HEADS DESCRIBED AS LOT 15 RP129286 - SITE
INVESTIGATION FOR SOCIAL HOUSING AND MEMORANDUM OF UNDERSTANDING
WITH COMMUNITY HOUSING PROVIDER
Author Glen Conforti, Senior Strategic Planner
Environment and Sustainable Development Department
Index ECM/ Subject/ Noosa Plan 2020
Attachments 1. Ecological Values Report (60 page attachment provided separately to this
agenda)
2. Hydrology Overview
EXECUTIVE SUMMARY
The report is to provide preliminary site investigation results of 30 Toulambi Street, Noosa Heads
for social housing and formalise with Coast2Bay Housing Group a willingness to collaborate and
explore opportunities for social housing on Council owned land through a Memorandum of
Understanding (MOU).
At December 2021 Council Ordinary meeting Council resolved to endorse the Housing Needs
Analysis (HNA), which comprehensively outlines the current housing challenge Noosa faces. The
HNA identified a number of opportunities for Council to consider including the investigation for use
of Council owned property for social housing outcomes, specifically;
• 30 Toulambi St, Noosa heads and
• 62 Lake Macdonald Drive, Cooroy.
This report provides the results of the initial investigations into 30 Toulambi Street site. The Lake
Macdonald site is much larger and requires significantly more investigation. A further report to
Council will occur once investigations on 62 Lake McDonald Drive are further advanced.
The investigations of 30 Toulambi Street, Noosa Heads finds the site has constraints in relation to
vegetation, hydrology, bushfire, slope and community ownership of the lot being considered by
neighbours to be part of Pinaroo Park.
It is found the site, while some weeding is done by residents/neighbours and is home to a small
number of Koala and glossy black cockatoo food trees, is degraded and in part mown to reduce
bushfire risk and has limited ecological value. If development of the site for affordable or social
housing was to proceed, removal of vegetation would occur however offset planting may be
possible nearby in Pinaroo Park or Girraween. Hydrology has been modified and a secondary flow
path traverses the lower corner portion of the lot however it is considered this could be managed
and designed to ensure watershed and stormwater disposal with new development is managed.
Other constraints such as bushfire and slope are not considered major and could also be managed
through the development process.
In terms of the nature of this parcel as a Park, this land as a small park benefits surrounding
residents and is locally valued, whereas social housing is considered to benefit the greater
community. There is however some community concern over the potential for development of
social housing on this site. This concern has been shared with officers and Councillors regarding
this parcel. It is valued by local and surrounding residents as part of Pinaroo Park and contributes
to the local sense of place and liveability for these residents. These issues have been taken into
account in preparing this report.
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Section 6
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Further to the above, the flying fox colony adjoining the site has significant impacts on surrounding
residents and Council has had many complaints from residents in the surrounding area regarding
noise, odour and the fear of disease transmission. Delivering housing on the lot would give rise to
more residents living alongside flying foxes, likelihood of more complaints to Council and the need
to increase resources to the Flying Fox Subsidy Scheme. Council has explored many management
strategies of flying foxes within the urban environment with limited success. For these reasons, it
is the Officer’s opinion that the flying fox issue cannot be overcome with a solution and it is not
prudent for Council or good planning to proceed with any further investigations of this site for
housing.
It continues to be very important for Council to continue to advance investigations on other Council
owned sites and explore all opportunities for social and community housing outcomes for its
community. In this regard this report recommends the preparation of a Memorandum of
understanding with Coast2Bay Housing Group is to enable a partnership and collaboration on
delivering social housing in the Shire. The process of engaging with Coast2Bay in this way is in
accordance with Section 236 of the Local Government Regulation 2012 which allows Council to
deal directly with not-for-profit community organisations such as Coast2Bay Housing Group.
RECOMMENDATION
That Council note the report by the Senior Strategic Planner to the General Committee Meeting
dated 14 February 2022 and agree to:
A. Not proceed with any further investigation at 30 Toulambi Street for social or affordable
housing;
B. Resolve to amend the Noosa Plan 2020 by having 30 Toulambi Street included in the
Environmental Management and Conservation Zone;
C. Delegate to the Chief Executive Officer to finalise the details of a Memorandum of
Understanding with Coast2Bay Housing Group to allow collaboration and investigations for
social housing/affordable housing outcomes on Council owned land and other land or
opportunities across the Shire.
REPORT
The objectives of this report are to:
1. Provide Council with the findings of the investigation into the suitability of Council owned land
at 30 Toulambi Street, Noosa Heads for social housing. The development would be
commensurate with that of a dwelling house;
2. initiate a memorandum of understanding with Coast2Bay as confirmation of a partnership in
exploring social housing outcomes on Council owned land and other land in the Shire. This
will also allow Coast2Bay to apply for State funding for social and affordable housing as
opportunities avail;
3. provide information to Council on potential ground/lands lease structures with a community
housing provider to deliver social housing on Council owned properties for the Noosa
community; and
4. discuss amending the Noosa Plan 2020 to include 30 Toulambi Street, Noosa heads in the
Environmental Management and Conservation zone.
An investigation for social housing suitability is provided for 30 Toulambi Street, Noosa Heads. The
site is zoned for low density residential under the Noosa Plan 2020 and therefore any proposed
development would be in the form of a dwelling house.
In advance of Council’s consideration of developing an MOU with Coast2Bay, a non-binding letter
of support to Coast2Bay Housing Group has been provided by the CEO which assisted Coast2Bay
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
to apply for State funding for social housing delivery under the Department of Housing Quick starts
funding program in Noosa. This funding program closed in late January.
Site description
The site is located at 30 Toulambi Street, Noosa Heads bordering the southern boundary of
Pinaroo Park. The following Figures 1 and 2 identify the lot and provide a contour overlay of the
site. The lot contains both non-native and native vegetation and a watercourse is identified within
the Pinaroo Park Bushland Reserve Ecological Restoration Plan traversing the site. These aspects
are further detailed in this report.
A concrete footpath traverses the south west corner of the site with a rock retaining wall located
approximately 6 metres from the front boundary and runs across most of the site. The site is fully
serviced with reticulated water located at Toulambi Street, sewage at the rear north east corner
and stormwater could be disposed of to a lawful point of discharge. Figures 3, 4 and 5 show
services maps. Noting that a reticulated water pump station is located on the neighbouring Council
owned lot 14 (No.32 Toulambi St).
Figure 1 – Site identification
Page 7 of 99
Section 8
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 2 – Contour plan
Figure 3 - Stormwater infrastructure
Figure 4 – Sewage infrastructure
Page 8 of 99
Section 9
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 5 – Reticulated water
1. Site Background
Council was the owner of the larger parent parcel of land at the time of the original subdivision in
1971 / 1972 and has held title ever since. Historical corporate knowledge suggest that the large
parent parcel was handed over to Council for the failure to pay rates. Council undertook the
subdivision and sold off the lots as a source of income over many years.
The existing rock wall at 30 Toulambi Street was a result of the Pinaroo Park Beautification Project
in the 1980’s. A set of timber stairs were also constructed for the Cooloola Hill pedestrian
catchment to access the Junction. Since that time the timber stairs have been replaced with the
existing concrete footpath.
Superseded planning schemes from 1973 – 2006 zoned the land for residential purposes, where
a dwelling house was permitted. This resulted in the lot being zoned for housing for some 35 years
(1971 – 2006).
The Noosa Plan 2006 changed the zoning to Open Space Conservation as the land had not been
developed and adjoined the Park. This zone did not allow for any type of housing development.
The current Noosa Plan 2020 reverted the zoning back to a Low Density Residential, the equivalent
zoning to which it was for 35 years, as the land is:
• a free-hold lot owned by Council;
• historically zoned for residential purpose;
• separate tenure from the park; and
• considered suitable for residential purposes, pending investigation.
The zone was changed to Low density Residential and publicly exhibited as part of the second
round of consultation. No submissions were received as a result of this rezoning.
Under the superseded 2006 Panning Scheme, the site was zoned Environmental Protection
however was not affected by the Biodiversity Overlay. However, the Biodiversity Overlay was
introduced to the site in the Noosa Plan 2020 when zoned to Low Density Residential to ensure
that some of the vegetation would be retained where practical.
The site is included in the following documents:
• Pinaroo Park Management Areas Map (date unknown);
• Pinaroo Park Bushland Management Plan dated October 2004;
• Native Plant list - Pinaroo Park dated 2004;
• Bushfire Management Plan Pinaroo Park dated September 2005;
• Pinaroo Park Bushland Reserve Ecological Restoration Plan dated March 2017; and
• Noosa Bushland Reserves Strategic Management Plan 2021 – 2026.
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Section 10
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
2. Site vegetation
Council engaged North Coast Environmental Services to undertake an Ecological Values Report
(EVR) of the site. The report is attached as Attachment 1.
In summary the report found the site contained a mixed open forest single vegetation community
over a disturbed understorey host to native species but also with a high weed presence. No
conservation significant listed plant species under the schedules of the Queensland Nature
Conservation Act 1992 (NC) or the Commonwealth Environment Protection and Biodiversity
Conservation Act 1999 (EPBC) were observed on or immediately bordering the site.
However, the site is home to some Koala food trees (Melaleuca quinquenervia, Eucalypt
propinqua, Corymbia intermedia and Callitris columellaris) and a few individual Allocasuarina trees
were observed onsite. The Allocasuarina trees are glossy black cockatoo food trees. The
vegetation also provides opportunities for other birds, possums and reptiles and potentially foraging
for the neighbouring fly fox colony. Some Koala scratches were observed and possum scats during
a site inspection.
The EVR indicates the site functions as edge habitat to that within Pinnaroo Park and offers an
approximate 40m wide vegetated buffer thereto which has inherently influenced the establishment
of rainforest flora abutting the northern boundary and provided some protection to the greater
Pinaroo Park from urban activities.
The EVR is generally consistent with the Pinaroo Park Bushland Reserve Ecological Restoration
Plan (PPRRP) which indicates the site has some mowed areas and revegetation with non-natives
and weeds extending from the boundary with dumping and plantings in the lot. The PPRRP
indicates there has been some good weeding by residents undertaken and some small areas of
native understorey exist but indicates this lot is a significant source of degradation for the Park.
Environment Operations suggest that the weeding activities by the resident is valuable, some of
the plantings may or not be conducive to the targeted RE 12.2.5, it could also be argued that
landscape infrastructure and hydrology has altered the feasibility of reaching this desired target.
Notwithstanding the site is home to some Koala and a few glossy black cockatoo food trees, the
site is degraded with much of the understorey cleared and a variety of non-natives exists. The
location adjacent to the urban environment, existing infrastructure and modified hydrology make it
difficult to restore the site to the target RE12.2.5.
Pinaroo Park Bush Care Management
Environment operations advises that Pinaroo Park is one of the oldest bushland management sites
in Noosa. Much of Council's activities in the past were focused around supporting the Pinaroo Park
Bushland Care Group. The group formed around 2002 / 2003 essentially from interest in the
reserve from the Rotary Club. The group unfortunately disbanded in 2015 for various reasons.
The Natural Areas team maintain the park to a point where only minimal resources are required.
Environment Operations indicate, if an updated Bushland Operational Assessment (BOA) was
undertaken, it would likely demonstrate a decline in structure and recruitment in the park.
In terms of maintenance, a mowing contract exists on part of the site and fire trail maintenance is
undertaken along private lot boundaries to the west.
Figure 6 shows the mowed areas and fire trial maintenance around and within the site.
Page 10 of 99
Section 11
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 6 – Maintenance and mowing of the site. Mowing contract in green and fire trail maintenance
in orange hatched.
Effect of development
It is likely that much of the vegetation would need to be removed to accommodate the development.
Offset planting can be directed next door or nearby in the Park or at Girraween. While it is a loss
of vegetation and provides a buffer to urban activities to the greater Pinaroo Park, it is a small
parcel and is not considered to have significant ecological value.
Revenue from development of the site could go towards improving the vegetation structure and
natural recruitment of the whole park towards reaching target RE12.2.5 as set out in the Pinaroo
Park Bushland Reserve Ecological Restoration Plan.
While offset plantings on the adjoining property may be undertaken to physically replace the
removed vegetation, comparing the loss of the perceived park area to the surrounding residents is
difficult to measure.
3. Fauna
The understorey is home to a few individual Allocasuarina trees which the EVR indicates may
provide foraging for the Glossy black cockatoo. In terms of the number and size of the trees, while
it is a loss of potential habitat it very minor in scale, and offset plantings could occur nearby.
A flying fox colony is known to exist in Pinaroo Park with roosting occurring near the rear of the
site boundary. The EVR indicates that the vegetation within the lot could offer foraging habitat for
the flying foxes. Flying foxes are a protected species under the Nature Conservation Act 1992.
Flying fox
Environment Services indicates the colony is transient and does not always roost in the Park. The
colony currently has been there since 2015 in numbers ranging from approximately 500 to many
thousands. Last season was especially busy, with flying foxes extending almost the entire length
of the Park. Environment Services indicate customer complaints regarding noise, odour, guano
and fear of disease transmission and specifically, last season 9 complaints were submitted to
Council from residents close to the park.
Council is familiar with impacts of flying foxes on the built environment with residents around
Wallace Park affected for many years now. Council initiated a Flying Fox Subsidy Scheme where
affected residents of Wallace Park, Kin Kin and Pinaroo Park colonies could be supplied with
helpful items such as car covers, washing line covers, solar panel cleaning and a range of other
Page 11 of 99
Section 12
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
options to help live with flying foxes. The cost to Council of this subsidy is approximately $5,000
per year.
Effects of development
It is difficult to manage flying foxes in the urban environment. Council has implemented a range of
methods to try to manage the flying fox colony at Wallace Park. This exercise has been resource
intensive, acknowledges the presence of flying foxes in our community and seeks to manage the
impacts of flying foxes on residents. The methods used to manage the flying foxes are many and
not in the scope of this report.
In this instance many complaints have resulted from the current colony in Pinaroo Park. While it is
unlikely that development itself would adversely affect the colony, additional residents in the area
affected by the colony are likely to give rise to further complaints and concerns. In addition, further
expenditure from the Flying Fox Subsidy Scheme and more Council resources is likely to occur,
given the close proximity of the roost to this lot.
The flying fox colony represents a significant hurdle for residential development which cannot be
overcome. It is not considered prudent or good planning to place more residents in close proximity
to the flying fox colony for the above reasons.
Koala
The site is home to some Koala food trees with scratches from Koalas identified near Eucalyptus
propinqua, but no scats, however, Possum scats were observed. The EVR report indicates the site
represents the end point of the Pinnaroo Park vegetation corridor and whilst it is not expected that
Koalas would travel through the site heading southward, due to lack of suitable habitat beyond the
southern boundary, it is plausible that may access the site as part of their southern range within
the Pinnaroo Park habitat .
Effects of development
It is likely that the majority of the trees on site would be removed with a few retained within the front
6m setback and an odd tree in the side and rear setback areas. In terms of the Koala food trees,
they would be removed. In this case offset planting could occur in the neighbouring 32 Toulambi
Street or at Girraween with large ex-ground food tree species.
4. Liveability survey
The Noosa Liveability Survey was carried out in November 2021 to gain an understanding of what
people most cared about where they live and how they rated their experience of living in their
neighbourhoods. The survey was undertaken Shire wide and provides statistically representative
data for each location across the Shire.
The top place attribute for the Noosa Heads Community was " Elements of natural environment "
which shows the importance of this attribute in terms of contributing to the overall liveability of
Noosa Heads. This attribute is highly valued (at 85%) and is also performing very well in terms of
peoples experience of this with it scoring 8.9 out of 10.
However, the bottom performing attribute for Noosa Heads was the range of housing prices and
tenures, at 3.7 out of 10. This attribute is not performing well in terms of contributing to the overall
liveability of Noosa heads and is of concern when a liveability score is this low.
Although this attribute was not valued as a high contributor to liveability overall within the Noosa
Heads Community (10%), when looking at the different age sectors for Noosa Heads, it increased
to 23% for under 25s and 21% for the 45-64 age groups, which shows that this attribute is a higher
priority for these groups of people and it's not performing well.
Local residents and neighbours have expressed concern over Council decision to investigate this
site for potential social and affordable housing outcomes. Residents have indicated to Council a
strong connection to the site, its use as part of Pinaroo Park and its local significance as a
vegetated area of greenspace within an urban context, these issues are relevant in terms of the
local residents perception and value of liveability in their neighbourhood.
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Section 13
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
5. Site hydrology
A drainage path appears to have originally traversed the site as indicated in the Pinaroo Park
Bushland Reserve Ecological Restoration Plan (Map’s 1 and 2 Pg.6/7). An extract from these maps
is shown below in Figure 7 for reference.
Figure 7 – Part extract of the Pinaroo Park maps.
Council engaged Switchback Consulting Environmental and Civil Engineers to provide an overview
of site hydrology/hydrogeology. A copy of the overview is provided as Attachment 2. The report
identifies the lower corner of the site has the potential to have a secondary flowpath in significant
rain events, particularly given the stormwater infrastructure in Toulambi Street is not to current
standards and in poor condition. However, the watercourse identified in Figure 7 above was not
observed onsite nor were any springs. Switchback Consulting identifies the headwaters of the
Pinaroo Park ‘waterway’ at the discharge point located to the north east of the lot, behind No. 28
Toulambi Street. Figure 8 below shows the qualitative potential secondary flowpath and
headwaters of the ‘watercourse’. The watercourse has likely been modified as part of the road
works for the original subdivision.
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Section 14
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 8 – qualitative secondary flowpath and watercourse.
Effects of development
Although the watercourse is not observed on site, there is potential for a secondary flowpath in the
northeast corner, which does raise some considerations for any development. However, it is
considered that a solution could be designed to mitigate against any effect of a secondary flowpath.
This would increase the building cost but is not a significant hurdle.
6. Bushfire
Council has a Bushfire Management Plan for Pinaroo Park dated September 2005 (BMP). The
BMP outlines several recommendations to reduce bushfire risk. Council generally undertakes
these recommendations with mowing near private lot boundaries, walking trails and verges. The
risk would be similar to that of adjoining properties to Pinaroo Park. The subject site is partially
mown by a Council contractor to reduce bushfire risk.
Effects of development
The site is subject to bushfire hazard. As part of the design stage of development a Building certifier
would determine a bushfire attack level and building materials / design implemented accordingly.
Depending on the bushfire risk level some cost to building could apply, it is considered that this
issue could be managed.
7. Slope
The site originally had approximately 4.5m of slope diagonally across the site from the road verge
to the northern west boundary. However, that has been modified with a rock retaining wall with
Page 14 of 99
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
most of that slope now within the first 6m of the land, then gently sloping to the northern boundary.
A good building design could have the driveway located to the west side of the lot leading to a
ground level with garaging and services, and bedroom and living spaces on the upper level, which
would likely be at street level.
An engineer would be required to design the driveway and footings to ensure site stability. This is
a normal process on sloping lots and does not create any significant hurdles for development.
8. Zone Amendment
Should the Council resolve not to advance investigations for social or affordable housing at 30
Toulambi Street, its future for housing development of any form should likewise be discounted and
the Environmental Management and Conservation Zone applied to the site when the planning
scheme is next amended.
9. Council responsibility in housing
It could be said that it is not local government responsibility to provide social or affordable housing
for its community, but a State responsibility. However, it is Officers’ opinion that such a view is not
helpful. Housing for the most vulnerable in our community will only occur with government
intervention at all levels. Council shares responsibility, as it is required to adequately plan for and
ensure its community is housed and services are provided to sustain a happy and healthy
community. Further, as per many local employers, Council is finding it difficult to attract and retain
key workers because of the lack of local rental housing.
In December 2021 Council received and endorsed a Housing Needs Assessment which reviewed
in detail the unmet housing needs in Noosa Shire and the various social and economic impacts
this was having on the community.
The private market has created such high Noosa Shire land values, that land for social or affordable
housing is out of financial reach of community housing providers and therefore many in our
community are suffering.
The Noosa Plan outlines where and how dwellings are constructed in the Shire. The Councils’
planning scheme is a policy document regulated by State planning that sets targets for local
government to meet for dwellings numbers. However, it is Council that must ensure that the types
of housing needed is provided for its particular community and in the most appropriate locations.
Council’s intervention by offering its land for housing is essential and is likely to be one of the most
effective ways for social or real affordable housing to be provided because that way the land value
is removed from the equation, as it is generally the land and location which attracts most of the
property value. When the upfront capital investment required for the land component is removed
for community housing providers, this then affords a better chance of securing the needed housing.
Council’s contribution is the land component which can result in revenue from a ground/lands lease
arrangement of up to 40 years. In this way, the property is retained as social housing/affordable
housing for the long term, unlike in the private market where affordability is lost as the property
sells overtime.
In terms of the private market, there is currently no palatable way to entice developers to secure
social housing for the long term. The private sector currently relies on government subsidised rent
schemes for private investors (e.g., NRAS), but when the subsidies disappear, so do the social or
affordable housing. Officers are currently exploring opportunities where social housing can be
secured in the long term privately through advocacy, brokering and agreements as well as working
with the State Government to introduce inclusionary zoning.
Using Council owned land and partnering by entering into long term leases for residential purposes
secures social housing outcomes. Council can partner with or become lessor to community
housing providers (CHP). The CHP have the resources and experience to apply for funding and to
design, construct, manage and maintain the asset.
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10. Partnership structure
As part of the Housing Needs Analysis, the opportunity to partner to deliver social and affordable
housing outcomes was considered important and necessary to ensure the delivery of social
housing outcomes. Coast2Bay Housing is a registered community housing provider. Much of the
state funding currently available under the Housing Investment Growth funding for social and
community housing outcomes requires the involvement or partnering with a community housing
provider.
It is therefore proposed that Council indicate its intention to collaborate with a community housing
provider through entering into a memorandum of understanding (MOU).
A MOU is a non-legally binding agreement between parties that signals a willingness to work
towards a common goal and can be extinguished at any time. An MOU can be a precursor to
downstream negotiations or contracts in specific properties but does not provide exclusivity to the
parties. Downstream contracts or leases such as head or ground/land leases would still be required
to be considered and adopted/agreed to by Council.
An MOU is proposed between Noosa Council and Coast2Bay Housing Group which solidifies an
agreement to collaborate with Coast2Bay to provide social housing on suitable Council owned land
or other opportunities that arise and, apply for State/Federal funding when available. Council has
had a long-standing professional relationship with Coast2Bay Housing Group and the MOU will
ensure the best social and affordable housing outcomes occur to meet the needs of our community.
Coast2Bay is a well-respected not-for-profit community housing provider with a successful history
in Noosa Shire. They manage 491 dwelling through National Rental Affordability Scheme (NRAS)
on the Sunshine Coast and are a tier one community housing provider. Coast2Bay are fully
registered to apply and receive funding from the Department of Housing and Public Works and
other State and Federal departments.
Entering an MOU with Coast2Bay is the first step and signals Council intention to work directly with
Coast2Bay as a community organisation. Leasing of Council/community land must comply with the
contracting provisions of the Local Government Regulation 2021. The Local Government
Regulation 2012, Division 4 Section 236 allows Council to deal directly with a not-for-profit
community organisation. Prior to any further consideration of disposal of land or leasing of land
to a community organisation such as Coast2Bay a further report and consideration would come to
Council. The MOU simply signifies Councils intent to collaborate on these opportunities.
Noting a letter of support was provided to Coast2Bay Housing Group to allow an application for
funding to occur to the State. The funding available was part of the QLD Housing Investment
Growth Initiative - QuickStarts program. Quickstarts is a $1.59 billion capital grants funding
program for accelerated construction of social housing. There is a 4-year target of 137 houses for
the Sunshine Coast. Application closed on 21 January 2022.
Any potential future lease agreement with Coast2Bay would be reported for a Council resolution.
11. Utilising Council land - options
Two options for Council utilisation of its land for affordable housing outcomes are via :
• Head lease, or
• Ground/lands lease
Head lease
Briefly, a head lease is when Council owns the asset and leases the building to a community
housing provider, who in turn subleases the asset as social or affordable. The property remains as
a Council asset. It means that Council would design, construct and maintain the property. A Head
lease arrangement is a significant intervention for Council into housing and carries some risk and
financial liability.
Page 16 of 99
Section 17
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Ground / lands lease
A ground/lands lease is essentially a long-term lease (say 40 years) of the land component only,
in this case, to a community housing provider. The community housing provider undertakes the
feasibility, design, construct, manage and maintains the asset/s at their cost. At the end of the
lease, the Council either:
• renegotiates the lease; or
• take ownership of the asset/s; or
• the asset/s is demolished and the land handed back to Council in the original condition prior
to the lease.
This ground/lands lease structure is not uncommon to Council and is a ‘hands off’ tenant/landlord
approach and resource efficient as Council does not manage or own the asset. For example,
ground/land leases are in place for Eco Cottages at Jarrah Street, Cooroy and the Flexible
Learning Centre at Girraween Court, Sunshine Beach.
If an agreement to lease Council owned land to a community housing provider is sought in the
future, the leasing of community land could also comply with the contracting provisions of Section
236 of the Local Government Regulation 2012 with the exceptions to standard tendering
requirements provided for in the Regulation as described in section 9 of this report. This essentially
allows Council to deal directly with a community organisation.
The ground/lands lease is likely to be what is recommended for Council owned land as it allows
Council to contribute to achieving social/affordable housing outcomes for little risk other than the
use of its land. This information is provided to Council for information only at this stage and is still
subject to further investigation and would be subject to a future report to Council.
Previous Council Consideration
Council on 16 December 2021 (item 8 of the General committee agenda on 13 December 2021)
resolved to investigate opportunities at 30 Toulambi Street for social housing and an undertaking
of $50,000 for budget review for this purpose. This report is the result of that undertaking.
Finance
Council on 16 December 2021 (item 8 of the General committee agenda on 13 December 2021)
made an undertaking for budget review of $50,000 for investigation of social housing on Council
owned land at 30 Toulambi Street.
Risks & Opportunities
This investigation for social housing at 30 Toulambi Street directly aligns with the following Council
Policies or strategies:
• Council’s Housing Needs Assessment – progress unmet housing need;
• Noosa Social Strategy –affordable community housing, crisis housing; and
• Noosa Shire Local Economic Plan - provides social/affordable housing opportunities for
works in the priority sectors.
There is currently no unconstrained land remaining in Council ownership in the Shire, any
consideration of land for social/affordable housing outcomes will present challenges and
considerations that will need to be weighed up in terms of managing the risks and constraints
against the opportunities for greater community outcomes.
The weighing up of the opportunity for social housing on this site which is considered to benefit the
wider community not just a few, against the risks of the negative impacts on liveability of the
proximity of flying fox roost has resulted in officers recommending that Council not proceed with
further investigations on this block for housing. However, that Council remain committed to
investigating further Council land and partner with Coast2Bay in exploring these and other
opportunities.
Page 17 of 99
Section 18
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Consultation
External Consultation - Community & Stakeholder
No formal public or stakeholder consultation has been undertaken for this report specifically. When
the site was rezoned to Low Density Residential public consultation was undertaken as part of the
second round of consultation of the draft Noosa Plan 2020. No submissions were received at that
time.
Council has however received a number emails and information from a small number of local
residents regarding this site and their concerns with any proposed development of the site.
Residents and neighbours do not want social housing on this site, they have a sense of ownership
and attachment to this block. That information has been taken into account in preparing this report
and recommendation.
The following external consultants were engaged to undertake preliminary investigations of 30
Toulambi Street, Noosa Heads:
• North Coast Environmental Services – provided a fauna and flora survey
• Switchback Consulting – Hydrology Overview
Internal Consultation
Comments from the following Council sections are integrated into this report:
• Environment Services
• Environmental Operations
• Property
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health X Property
Revenue Services
Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture X Environmental Services Disaster Management
X Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 18 of 99
Section 19
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 2
Page 19 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 2
2 PO BOX 761 BUDERIM 4554 | PH: 0408 725 826
2™ February 2022
Glen Conforti
Senior Strategic Planner
Noosa Council
[email protected]
Dear Glen
RE: HYDROLOGY CONSTRAINTS REVIEW FOR 30 TOULAMBI STREET NOOSA
Please find below a review of the hydrology constraints for land located at 30 Toulambi St Noosa.
Scope
This review has been undertaken to identify constraints relating to hydrology so that Council can
be informed of issues which may impact the development potential for land located at 30
Toulambi St, Noosa. It is understood that Council is exploring social/affordable housing
opportunities across various Council land holdings, of which this is one.
This review was informed by the following tasks:
1. Desktop review based on Council online mapping layers
2. Site inspection to ground-truth online mapping and identify other potential issues
Drainage Patterns
The subject site is located adjacent to a sag point in the road network. The sag is located
immediately in front of the adjacent property 28 Toulambi St and is identified by the presence of a
side-entry stormwater pit in front of the property. The catchment contributing to this sag point is
shown in Figure 1 and the sag is shown in Figure 2.
Although the underground piped stormwater network continues from this sag point into Wyandra
St, it is clear from the site inspection that excess surface flows/ponding from the sag will
preferentially flow into 28 Toulambi St rather than continuing into Wyandra street, due to the
relative levels at this location.
The frequency with which surface flows will enter 28 Toulambi Street from the road drainage
network is currently unknown and in practice will depend on both the magnitude of the specific
rainfall events experienced as well as the degree of blockage of the stormwater inlets at the sag
and at other locations in the upstream drainage network.
It is expected that overland flows into 28 Toulambi St would occur relatively infrequently, however
would almost certainly occur for events more frequent than the 1%AEP which is the current
a
Page 19 of 99Section 20
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 20 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
standard for which overland flow paths are not permitted to pass through private land for new
development.
It was noted during the site inspection that the stormwater inlets in the catchment are not to
current standards (many are lintel-only with no grate) and were in poor condition. Refer Figure 3
for examples.
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Page 20 of 99Section 21
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 21 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
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Figure 3 — Examples of stormwater inlets within catchment (less than current standards}
When overtand flows occur into 28 Toulambi St, the extent/width of the flowpath is not currently
known. The frontage of 28 Toulambi St is relatively flat however and levels increase rapidly
beyond the frontage of 28 Toulambi St. It is possible that some flow could also enter the frontage
of the subject site from the sag point during such overtopping events, though this is considered
unlikely and would be expected to be limited to the lowest point of the frontage (if it occurs).
Once surface flows have entered 28 Toulambi Street, the direction of travel is highly dependent
on localised surface features such as driveways, fencing, and raised garden beds. Based on the
current site features it is possible that at least a portion of the surface flows from 28 Toulambi
Street would enter the lower portions of the subject site during a major runoff event, before
entering Pinarro Park.
In terms of hydrogeology, no springs were observed during the site visit. The ‘waterway’ through
Pinarro park appears to have headwaters originating at the headwall from the stormwater outlet
from Wyandra St and no defined channel or flowpath was observed within the subject site
Implications for Development of 30 Toulambi St
The hydrologic constraints and risks are shown qualitatively in Figure 4. This Figure shows the
expected preferential direction of overland flows based on the contour data and site inspection
and are not intended to show the extent (width) of inundation.
Overall, it is recommended that further analysis (modelling) is undertaken in order to quantify the
extent of overland flow flooding which effects 28 and 30 Toulambi St in the 1% AEP event
{including allowance for climate change). The identified overland flow flood extent should then be
avoided, and sufficient (300mm) freeboard provided to any proposed building finished floor levels
above the modelled overland flow flood level.
It is recognised however that the subject site has over 4.5m of fall and therefore the implications
for development do depend on the proposed built form and location within the lot.
lf the driveway can be located on the high side of the lot frontage and the built form provided as
elevated pole construction towards the front of the lot, then the hydrologic risks identified in the
preceding sections would be minimised and Council may be willing to accept the residual risks
without further analysis.
Sa
Page 21 of 99Section 22
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
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o SsSection 23
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
5 MCU21/0162 - APPLICATION FOR A MATERIAL CHANGE OF USE – COMMUNITY USE
(SURF MUSEUM), FOOD AND DRINK OUTLET, INDOOR SPORT AND RECREATION
AND OFFICES AT 3 HILTON TERRACE, TEWANTIN
Author Development Planner, Will Koschade
Environment and Sustainable Development
Index ECM/ Application/ MCU21/0162
Attachments 1 – Proposal Plans
APPLICATION DETAILS
Applicant Okanui Museum Pty Ltd TTE
Proposal Material Change of Use - Community Use, Food and Drink Outlet,
Indoor Sport and Recreation and Offices
Properly Made Date 23 September 2021
Information Request Date 22 October 2021
Information Response Date 3 November 2021
Decision Due Date 13 January 2022
Number of Submissions Nil (0)
PROPERTY DETAILS
Property Address Noosa Lakes Resort 95/3 Hilton Tce Tewantin
Noosa Lakes Resort 3 Hilton Tce Tewantin
RP Description Lot 0 SP115731
Lot 95 SP115731
Existing Use of Land Residential Resort & Conference Centre with Ancillary Service
Buildings
STATUTORY DETAILS
SEQRP Designation Urban Footprint
Zone Tourist Accommodation Zone
Precinct Not Applicable
Local Plan Area Tewantin Local Plan Code
Overlays Not Applicable
Assessment Type Impact
EXECUTIVE SUMMARY
The application is seeking approval to permit various uses to operate wholly within the existing
conference centre at the entrance of the Noosa Lakes Resort. The proposed uses include a
Community Use (Surf Museum), Food and Drink Outlet (Restaurant), Indoor Sport and Recreation
(Gym) and Office.
External works would include a new pedestrian pathway from the building’s entry and replacement
of the existing deck on the northern side of the building. Existing landscaped areas along the
building’s frontage would also be revitalised.
Page 23 of 99
Section 24
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
The current land uses include a Residential Resort & Conference Centre with Ancillary Service
Buildings. The existing conference centre was approved by Council in 1997, when a Town Planning
Consent Permit was issued for “Indoor Entertainment/Function Room (Conference Centre) and
Multiple Dwellings of 94 units and accommodation building of 94 units”. At the time Council
acknowledged a nexus between the visitor accommodation use and the conference centre and
considered that the two uses are complimentary.
The purpose of the Tourist Accommodation Zone is to provide for short-term accommodation and
associated uses that serve visitors to support the tourism focus of the area.
The proposed uses are mostly considered appropriate for a Tourist Accommodation Zone as they
will support the area’s tourist accommodation facilities and recreational activities., apart from the
proposed offices. Professional offices do not provide a focus for visitor accommodation and are
more appropriately located in the centre zones.
It is recommended that the application is approved in part to enable the Community Use (Surf
Museum), Food and Drink Outlet (Restaurant) and Indoor Sport and Recreation (Gym) uses to
occur. The offices are not supported as they are contrary to the purpose of the Tourist
Accommodation zone and are more appropriately located in a centre zone. Further there is no
demonstrated need for additional land to be allocated for office space.
RECOMMENDATION
That Council note the report by the Development Planner to the General Committee Meeting dated
14 February 2022 regarding Application No. MCU21/0162 for a Development Permit for Material
Change of Use - Community Use (Surf Museum), Food and Drink Outlet (Restaurant), Indoor Sport
and Recreation (Gym) & Offices situated at Noosa Lakes Resort 3 & 95/3 Hilton Tce Tewantin:
A. Approve the application in part in accordance with the following conditions:
PLANNING
When Conditions must be Complied With
1. Unless otherwise stated, all conditions of this Decision Notice must be complied with prior to
the use commencing, and then compliance maintained at all times while the use continues.
Approved Plans
2. Development undertaken in accordance with this approval must generally comply with the
approved plans of development. The approved plans are listed in the following table unless
otherwise amended by these conditions.
Plan No. Rev. Plan/Document Name Date
TP101 A Site Plan, Skeco Building Design 13/08/21
TP202 A Existing First Floor Plan, Skeco Building Design (annotated) 13/08/21
TP203 A New Ground Layout Plan, Skeco Building Design (annotated) 13/08/21
TP204 A Café Bar Restaurant, Skeco Building Design 13/08/21
TP205 A Gymnasium, Skeco Building Design 13/08/21
Nature and Extent of Approved Use
3. Service vehicle movements associated with the approved use (including loading and
unloading) must not occur outside the hours of 7am to 6pm Monday to Saturday and not at
all on Sundays or public holidays.
4. The outdoor dining area associated with the Food and Drink establishment must not exceed
39m2.
5. The gymnasium is limited to a maximum of 10 people at any given time (excluding staff).
Currency Period
Page 24 of 99
Section 25
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
6. This development approval lapses if the use has not happened by 17 February 2028, unless
an application to extend the currency period is approved by Council.
Street Identification
7. The street address of the development must be clearly visible and discernible from the
primary frontage of the site by the provision of a street number and, where appropriate, the
building name.
Damage to infrastructure
8. Any damage to footpaths, street plantings, natural vegetation/trees kerb and channel,
bridges or roadways must be repaired or reinstated to at least pre-existing conditions.
Building Appearance
9. All mechanical equipment and other service infrastructure located on the site must be:
a. located not less than 2 metres from a property boundary
b. fully enclosed or screened such that they are not visible from the street frontages nor
adjoining properties. Where screened by landscaping, landscaping beds must be at
least 1.5 metres wide.
No part of the site may be used for outdoor storage of materials unless specified on the
Approved Plans or the conditions of this Decision Notice. Materials stored outside of the
building must not exceed 4 metres in height or half the height of the building, whichever is
the greater.
Car Parking
10. A minimum of 31 car parking spaces must be provided and marked on the site and made
available and accessible at all times while the uses are open for business. All car parking
areas and access driveways must be maintained exclusively for vehicle parking and
manoeuvring and kept in a tidy and safe condition at all times.
11. Directional signage must be provided to direct visitors and customers to the car parking
spaces provided on site.
Landscaping Works
12. The development site must be landscaped. The works must be undertaken in accordance
with an Operational Works approval and the Noosa Plan for that specific area and must
include in particular:
a. the works shown on the Approved Plans
b. revitalisation of the existing landscape beds and landscape setbacks along the Hilton
Terrace Road frontage of the subject site (where the conference building is located),
exclusive of the access driveway, generally uncompromised by infrastructure items.
13. All landscape works must be established and maintained in accordance with the approved
design for the life of the development, and in a manner that ensures healthy, sustained and
vigorous plant growth. All plant material must be allowed to grow to full form and be
refurbished when its life expectancy is reached.
14. All landscape works must be maintained generally in accordance with the approved design
for the life of the development.
B. Refuse the proposed Offices for the following reasons:
1. The proposed Offices are not consistent with the purpose of the Tourist
Accommodation Zone as the use does not support short-term accommodation and
tourist attractions.
2. The proposed Offices are not consistent with Overall Outcomes (2)(a), (2)(b) and (2)(y)
and Performance Outcomes PO1, PO2, PO3 and Acceptable Outcome 3.2 of the
Page 25 of 99
Section 26
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Tourist Accommodation Zone Code because:
a) The offices will not complement and enhance the function and attractiveness of the
areas a visitor destination as the offices do not cater to the needs of visitors or
residents enjoying the area.
b) The offices will not serve visitors and preserve the role of the area as tourism focus
area.
c) Offices are not intended to establish in the Tourist Accommodation zone unless
they support the area’s accommodation facilities and tourism and recreation
activities.
3. The proposed offices are contrary to the Strategic Intent and Outcomes for the Shire
as commercial offices are intended to be located in the defined centres and key visitor
areas intended for tourism activities.
4. There is no need for additional land or floor space outside the designated business
centres for offices.
C. Note the report is provided in accordance with Section 63(5) of the Planning Act 2016.
REPORT
1. PROPOSAL
The application seeks approval to permit various uses to operate wholly within the existing function
centre. The proposed uses include a Community Use (Surf Museum), Food and Drink Outlet
(Restaurant), Indoor Sport and Recreation (Gym) and Offices.
The application also seeks approval for some external works which would include a new pedestrian
pathway from the building’s entry and replacement of the existing deck on the north side of the
building (currently dilapidated). In terms of landscaping, approval is sought to revitalise the existing
landscaped buffer along the function centre’s frontage to Hilton Terrace. No other external changes
to the building are proposed. Car parking and access arrangements would also remain unchanged.
The existing building is proposed to be laid out as follows:
Ground floor
• Food and drink outlet (Restaurant) – 191m² (103m² indoor & 39m2 outdoor dining)
• Indoor sport and recreation (Gym) – 387m²
Upper floor
• Offices – 192m²
• Community use (Surf Museum) – 607m²
The location of each use is identified on the proposal plans in Figure 3 and 4.
The applicant further summarises the development proposal as follows:
“The food and drink outlet (Vietnamese) will service Noosa Lakes resort’s permanent and short-
term residents as well as some external patrons attending the café. The restaurant would operate
during regular business hours.
The Indoor sport and recreation use will provide a gymnasium for the residents and visitors to the
resort with some general public attending.
The gymnasium would not operate like a traditional Jetts or F45 and rather focuses on
rehabilitation. The proposed gym operator would only have small class numbers (max 10 for
Vietnam Veterans – not including staff (3 to 4)) and is described as a rehabilitation gym.
Offices are expected to be a type of co-workspace with common facilities with the Community use.
The offices are designed for month to month /week to week contracts allowing for visitors to attend
to some work while also holidaying in the area – there are no long-term leases in the offices and
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
the floor areas are limited in size, not akin to a traditional open floor plan commercial office.
The community use (museum) provides a cultural history of surfing, not only for the Noosa Shire’s
but to the greater surfing community. There are approximately 250 surfboards in the museum,
which forms part of the owner’s private collection (one of the largest in the country).
A surfing library with old magazines and paraphernalia is also provided for the general public to
use. The kitchen on the upper and lower level is directly associated with the museum and would
be used to provide food and drink for interpretive gatherings and occasional functions associated
with the museum.”
A total of 233 onsite car parking spaces are available to accommodate the development including
the existing residential use. This includes 31 exclusive use spaces immediately adjacent to the
existing function centre building. The applicant advises that 26 spaces have also recently been
constructed along Earl Street should additional parking demand be generated.
Figure 1 – Locality plan
Figure 2 – Site plan
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 3 – Ground floor plan
Figure 4 – Upper floor plan
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
2. SITE DETAILS
2.1 Background
A rezoning application for the site was approved on 13 February 1997 to Special Facilities
(integrated residential development and ancillary facility) zone. This approval allowed for 94
multiple dwelling units and a small conference centre.
A Town Planning Consent Permit was issued on 4 March 1998 and amended on 8 April 1998
(11895TC). The permit was for resort, indoor entertainment/function room (conference centre) and
ancillary facilities (multiple dwelling of 94 units and accommodation building of 94 units).
Essentially, this approval allowed for the additional 94 accommodation units and a larger
conference centre. Condition 1 of this approval requires the development to be in accordance with
the rezoning approval, except where varied by the town planning consent permit.
The Indoor Entertainment/Function Room (Conference Centre) was designed to accommodate up
to 250 delegates and private functions. Under the Scheme at the time, Indoor Entertainment was
defined as ”…Any premises used or intended for the use for any activity, purpose or pursuit of an
indoor nature, which affords interest or amusement. Without limiting the generality of the foregoing,
the term includes the use of any premises for any activities, purposes or pursuits included in, but
not limited to, Table 1.3. The term does not include a nightclub as herein defined.”
Table 1.3 Indoor Entertainment
Amusement hall Museum Court
Art gallery (commercial) Music hall Covered swimming pool
Billiard saloon School of art Dance hall
Bowling centre Side show Exhibition
Broadcasting studio Skating rink Gymnasium
Cinema Sporting club Meeting hall
Concert hall Sports Stadium
It is noted that the previous approval permitted additional population density in excess of what the
planning scheme envisaged at the time. The additional population density was supported based
on a need to accommodate the future conference delegates on site. Council acknowledged that
there was a nexus between the development of a substantial conference centre and the need for
delegates to be accommodated in close proximity.
2.2 Site Description
The subject building is the existing indoor entertainment/function centre at the entry to the Noosa
Lakes Resort. The site is generally level.
Vehicular access is provided via Hilton Terrace near the eastern side of the Lake Doonella bridge.
A pedestrian crossing is located to the front of the site and footpaths are located along the frontage
of Hilton Terrace.
Gated access to Earl Street is also provided for pedestrians. The subject building and the resort
have well established gardens with some mature native trees within the site and street trees along
the street frontage.
2.3 Surrounding Land Uses
North – Hilton Terrace, Tewantin boat launch ramp and Lake Doonella bridge.
South – Noosa Lakes Resort multiple dwellings and riparian area of Lake Doonella.
East – Earl Street and shops on Hilton Terrace.
West – Lake Doonella.
3. ASSESSMENT
3.1 Instruments for Statutory Assessment
Under the Planning Act 2016 the application must be assessed against each of the following
statutory planning instruments to the extent they are relevant to the development:
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
• State Planning Policy;
• South East Queensland Regional Plan;
• Planning Regulation 2017;
• Noosa Plan 2020.
3.2 State and Other Statutory Instruments
State Planning Policy
Noosa Plan 2020 is generally consistent with the State Planning Policy July 2017 (SPP) and the
SPP raises no further issues relevant to the proposed development.
South East Queensland (SEQ) Regional Plan
The site is located within the Urban Footprint of the SEQ Regional Plan. The proposal is consistent
with the regional policies of the SEQ Regional Plan.
Planning Regulation 2017
The proposal is for urban activity within the Urban Footprint and is consistent with the assessment
benchmarks contained in the Planning Regulation 2017 for the SEQ Region.
3.3 Statutory Instruments – Planning Scheme
The following codes are most relevant to the development proposal:
• Tewantin Local Plan Code;
• Tourist Accommodation Zone Code;
• Community Activities Code;
• Business Activities Code; and
• Works Code.
Locality Provisions
The subject site is located in the Tewantin Locality and is zoned Tourist Accommodation. The
proposed uses are identified as consistent uses with the zone and are required to follow an impact
assessable application process. The pertinent issues arising out of the assessment are discussed
below:
Tewantin Local Plan Code
The Tewantin Local Plan Code contains limited relevant provisions to the proposal, apart from
Performance Outcome PO17 which requires that “…Noosa Lakes Resort at 3 Hilton Terrace
continues to operate as short term resort accommodation for visitors to the Shire”.
The proposed uses are generally consistent and compatible with the intent for the site to continue
to operate as short term resort accommodation for visitors to the shire, with the uses largely
supportive of the site’s tourism focus with the exception of the proposed offices. The proposed
offices do not directly support the site’s intended use.
Tourist Accommodation Zone Code
The site is located in the Tourist Accommodation Zone. The relevant Purpose and Overall
Outcomes of the Tourist Accommodation Zone Code are provided below. Other relevant
Acceptable Outcome/s and Performance Outcome/s are provided thereafter:
(1) The purpose of the Tourist accommodation zone is to provide for:
a. short-term accommodation; and
b. community uses, and small-scale services, facilities and infrastructure, to
support short-term accommodation and tourist attractions.
(2) The overall outcomes sought for the Tourist accommodation zone are as follows:
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
a. Development provides for a mix of medium to high density visitor accommodation in
the form of resorts, hotels and short-term accommodation such as hostels and self-
contained holiday units.
b. Visitor accommodation in the urban areas is supported by a mix of business activities
which create a vibrant atmosphere and complement and enhance the function and
attractiveness of the area as a visitor destination. Cafes, restaurants, entertainment,
function facilities and complementary shopping and personal services cater to the
needs of visitors as well as Noosa Shire residents enjoying these areas.
c. Business activities are ancillary to visitor accommodation and should be of a
nature and scale compatible with the mixed-use character and coastal amenity of the
area and not compromise the viability of the Noosa Shire centres hierarchy by
introducing activities at a scale that should be accommodated within a centre. No
business uses are appropriate on 215 David Low Way, Peregian Beach.
d. Development in the Tourist accommodation zone is for visitor accommodation and
associated uses that serve visitors to preserve and support the role of Noosaville as a
tourism focus area.
PO1
Development provides a focus for visitor accommodation and a range of ancillary retail, food and
beverage and entertainment uses that contribute to the tourism focus of Noosa Shire.
PO2
Development provides for a range of visitor accommodation activities and non-residential uses
accommodated in mixed-use buildings, where such activities are compatible with and ancillary to
the predominant functions of the zone as visitor accommodation.
PO3
Business uses are secondary to accommodation uses and support recreational activities and
surrounding accommodation facilities without compromising or competing with Major Centres or
District Centres.
AO3.2 Banks, professional offices, supermarkets, discount department stores, showrooms,
hardware stores and health care services are not established in the Tourist accommodation zone.
PO20
Development in the Tourist Accommodation zone and other resort complexes provide visitor
accommodation into the future to preserve and support the role of Noosaville as a tourism focus
area.
The existing development comprises a Resort with 94 Multiple Dwellings and 94 Accommodation
Units and an Indoor Entertainment/Function Room (Conference Centre) at the site entrance. The
conference centre was approved on the basis that it would remain ancillary and complementary to
the visitor accommodation use given the nexus between the two uses.
At the time of the original approval, the Indoor Entertainment/Function Room (Conference Centre)
was designed to accommodate up to 250 delegates and operate as a space intended for private
functions. The Planning Scheme at the time also allowed the building to be put to a number of
other uses including a gymnasium, museum art gallery etc. or other uses defined as “Indoor
Entertainment” under the superseded Scheme. The Planning Scheme supported these uses given
they were considered complimentary and supportive of the primary tourist focus for the site.
The applicant submits that the conference building is no longer considered viable, and the
application seeks approval to introduce a range of business uses to operate from the existing
conference building. These uses include a Community Use (Surf Museum), Food and Drink Outlet
(Restaurant), Indoor Sport and Recreation (Gym) and some Office space. The associated floor
areas for each use are identified on the proposal plans and documented under Section 1 of the
report.
The purpose of the Tourist Accommodation Zone is to provide for short-term accommodation and
uses to support this accommodation and tourist attractions.
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
The proposal retains the site’s existing accommodation on the site. The proposed uses are also
mostly considered appropriate for a Tourist Accommodation Zone in the sense that the
combination of uses would support recreational activities and provide a tourism focus. These uses
include the museum, restaurant and gymnasium. The proposed professional offices however are
not considered appropriate for a Tourist Accommodation Zone and inconsistent with the purpose
of the zone. Professional offices do not support the role of the area for tourism and do not support
the site’s short term visitor accommodation. .
While some offices such as booking office or the like do have a role in the area zoned for tourist
accommodation, professional offices such as solicitors, architects, town planners and the like do
not have any real tourism focus. Such uses would be better suited in a business centre zone.
The restaurant, museum and gymnasium are uses readily expected in a resort environment and
are likely to be utilised by visitors staying at the resort. This is not the case for the professional
offices. The applicant advises that the “offices are designed for month to month /week to week
contracts allowing for visitors to attend to some work while also holidaying in the area – there are
no long-term leases in the offices and the floor areas are limited in size, not akin to a traditional
open floor plan commercial office.” Although the layout of the professional offices is not akin to a
conventional, open floor plan office, the activity would still compete with other office spaces
appropriately located in a centre zone and undermine the strategy for these centres to
accommodate retail and commercial business uses.
The application was referred to Council’s Strategic Planning Branch for comment whom advised
“…the proposal is located at 95/3 Hilton Tce, Tewantin and includes a material change of use for
visitor accommodation (94 Multiple Dwellings and 94 Accommodation Buildings), museum, food
and drink outlet, offices and gym. Whilst acknowledging that the proposed development has a
large portion of the site dedicated for uses that are consistent with and contribute or support the
purpose and overall outcomes of the Tourist Accommodation, the plans also include a small portion
of the development for offices.
Although the office use area is only a small portion of the overall development, the concern is that
proposal does not convey how the office use will contribute to and support the current tourist
accommodation activities on the site. The office tenancies may compete with or compromise the
Tewantin District Centre, where such uses are encouraged. In addition there is no evidence to
suggest that there is an overriding lack of supply for office space with the existing centres in
the locality to support this proposal.”
It is noted that there are currently some commercial vacancies along Poinciana Avenue in the
District Centre Zone, with some land owners in the centre citing the difficult market to include office
space in their development.
Car Parking
Acceptable Outcome AO6.1 of the Driveways and Parking Code requires that car parking spaces
be provided at the rates specified in Table 9.4.1.1 – Minimum Parking Requirements Including End
of Trip Facilities. Where unable to achieve minimum car parking rates, Performance Outcome PO6
of the code requires that “…sufficient parking is provided having regard to the specifics of the use
including:
a. The type and intensity of the land use;
b. Any existing parking available on the site;
c. Hours of operation;
d. Likely number of users;
e. Accessibility to the site by means other than private motor vehicle;
f. The peak parking demand periods of uses on the site; and
g. The availability of alternative car parking.”
The required parking generated by the existing and proposed development is detailed in Table 1
below.
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Table 1 – Car Parking Rates
Use Floor Area Parking Rate Required Parking
Existing 94 multiple dwellings and - Condition 4 requires 188 188 spaces
94 Accommodation Units spaces
Food & Drink Outlet 142m2 Use 1 per 20m2 7 car spaces
Area
Indoor Sport & Recreation 387m2 1 per 20m2 19 car spaces
Office 192m2 1 per 20m2 10 car spaces
Community Use 607m2 1 per 20m2 30 car spaces
TOTAL: 254 car spaces
The original development provided a total of 233 spaces. Condition 4 of the original approval
requires "Provision of 1 carparking space for every dwelling unit, accommodation unit and
manager's residence…” which equates to a total of 188 residential spaces. 31 spaces are located
directly adjacent the conference centre and the balance of 14 other spaces are scattered
throughout the development. This aggregate is 233 spaces.
A combination of condition 4 (which requires 188 resident spaces) and the parking required for the
proposed uses, suggests a parking shortfall of at least 21 spaces.
Some matters included in the planning officer’s report at the time of the original approval are
considered relevant and are discussed below.
The applicant has provided the following information regarding parking justification:
“In further support, the original Council officers planning report acknowledged that the conference
centre could have to more than 250 delegates if required and that private functions such as
wedding receptions is likely to occur and that any overflow parking could be accommodated onsite
without the need for cars to be parked on neighbouring streets. The proposed uses will also not
always happen concurrently and that a percentage of the patrons will be staying onsite reduces
the parking generation of the proposal.
The various uses are also anticipated to operate at peak capacity at different times with the
following estimated times:
-Food and Drink Outlet - 12pm to 2pm and 5pm to 9pm
-Museum - 10am to 4pm with peak during functions between 6pm to 12am
-Office - 9am to 4pm weekdays
-Gymnasium - 6am to 6pm
The museum is the largest user of parking spaces, however based on daily foot traffic the only
times the museum is full is during occasional events after 6pm. The peak periods for the combined
uses will be between 12pm and 2pm (~35 spaces) and during museum functions after 6pm
occasionally (~38 spaces).
There is a bus stop located on Hilton Terrace directly outside the site with the 626, 627 and 601
bus routes meaning a regular 10-minute interval allowing access to the site. A pedestrian crossing
is also located directly opposite the site allowing access to the main walking and riding network.
A further 26 spaces are provided directly adjoining the site in Earl Street and overflow event parking
in Hilton Esplanade.
The proposal is providing the number of car parking spaces likely to be generated by the uses and
there has not been any issues raised in the past in regard to car parking. It is considered the
proposal fully complies with the Driveways and Car Parking Code.”
It is considered that while the development does not satisfy the scheme’s parking requirements,
the proposed development will generate no greater parking demands than the existing approved
Page 33 of 99
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
uses. The applicant is also willing to accept a condition limiting the number of patrons to the gym
to a maximum of 10 persons. Some overflow car parking does further exist in Earl Street (26 new
parking spaces) in reasonable proximity to the site.
The application was referred to Council’s external traffic consultant who advised “…there is
nothing in the existing approval that ties use of the existing conference facility to the
accommodation use, so while it would have been expected that significant conferences at the
existing facility would have had users who also then conveniently stay at the accommodation
overnight, there could be existing conferences where none of the participants use the on-site
accommodation.
I think it would be unreasonable to refuse the proposal on car parking grounds on the basis that
the proposed uses wouldn’t generate an aggregate parking demand in excess to what is
currently permitted.”
CONSULTATION
Referral Agencies
Not applicable
Internal Council Referrals
The application was forwarded to the following internal Council officers:
• Environmental Health Officer
• Strategic Planning
Public Notification
The application was publicly notified for fifteen (15) business days in accordance with the Planning
Act 2016. No submissions were received. The following table provides a summary and assessment
of the issues raised by submitters.
CONCLUSION & REASONS FOR DECISION
The proposed development is consistent with the purpose of the Tourist Accommodation Zone to
provide for short-term accommodation and uses to support this accommodation and tourist
attractions apart from the proposed offices. The museum, gym and restaurant will all complement
and enhance the area’s tourism focus and support the site’s visitor accommodation. The proposed
offices, while small in total floor area, do not support this tourism focus and are not consistent with
the purpose of the zone with the code specifically identifying that professional offices are not
established in the Tourist accommodation zone. Further no need has been demonstrated for
additional land to be allocated for office space and the proposed offices, and the proposal has the
potential to undermine the business centre strategies.
It is therefore recommended that the application is approved in part to enable the Community Use
(Surf Museum), Food and Drink Outlet (Restaurant) and Indoor Sport and Recreation (Gym) uses
to occur, with the offices refused.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
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,
x
Design and Delivery
Page 34 of 99
Section 35
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 35 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Attachment 1
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Page 35 of 99Section 36
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 36 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
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Page 36 of 99Section 37
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 37 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
HBB F000 & Drink - 191m2 (142m2 Use Area)
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Page 37 of 99Section 38
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
6 ORGANISATIONAL STRUCTURE
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Organisational Structures
Attachments 1. Proposed Organisational Structure
2. New Permanent Positions
3. New Temporary Project Positions
4. All Temporary Project Positions
EXECUTIVE SUMMARY
The organisational structure is the framework around which Council’s operations are resourced to
achieve organisational aims. The review of the organisational structure including positions is
undertaken and reported bi-annually to Council. The purpose of this review is to identify any
changes needed to support the delivery of Council services and projects. Any proposed increase
in the positions, which make up the organisational structure, will result in an increase in employee
costs and have a continuing impact on Council’s operating budget, consequently management
oversight is required. This report outlines proposed changes to the organisation structure for
Council’s information and deliberation.
RECOMMENDATION
That Council note the report by the Director Executive Services Department to the General
Committee Meeting dated 14 February 2022 and adopt the Noosa Council Organisational Structure
as set out in Attachment 1 to the report.
REPORT
The purpose of this report is to highlight changes which have occurred to the organisational
structure since 30/6/21 when Council reviewed and adopted a revised organisational structure in
conjunction with the 2021/22 Operational Plan and Budget.
The attached proposed organisational structure (Attachment 1) identifies current Equivalent Full-
Time positions (EFT) for each Department and Branch. Once adopted by Council it cannot be
changed without a Council resolution. The CEO can approve changes to the underlying detailed
structure of Branches if the overall approved EFT is not changed. This gives management the
flexibility to fine tune the detailed structure as required.
The proposed changes to the organisational structure recommended for approval will increase the
EFT by 2.6, from 384.11 to 386.71. The proposed organisational structure changes by Department
are shown in Attachment 2.
This report also identifies temporary project positions greater than 1 year associated with various
Council projects. These positions will expire at the conclusion of the projects and are not included
in the EFT count however they are essential to the delivery of major projects and do have budgetary
implications. The status of temporary project positions (greater than 1 year) is regularly reported
for Council’s information in the 6 monthly establishment report. Council’s attention is drawn to 4
new temporary positions associated with various projects, refer to Attachment 3. A full list of new
and existing temporary project positions is detailed in Attachment 4.
Previous Council Consideration
Special Meeting, 30 June 2021 Item 5, Page 11
That Council note the report by the Chief Executive Officer to the Special Meeting dated 30 June
2021 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
Page 38 of 99
Section 39
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Finance
Provision exists within the 2021-2022 budget to fund the proposed changes to the permanent
organisational structure.
Risks & Opportunities
The proposed changes to the EFT and organisational structure are the result of emerging issues
and the need for greater administrative and professional support in the delivery of Council services.
The proposed changes have been reviewed by the Executive Team and are supported. In relation
to temporary project positions, a potential risk is that under the current Noosa Council Certified
Agreement 2018, a casual or maximum term employee working on a systematic and regular basis
for a period of 12 months may apply to convert their status to permanent full time or part time
position depending on the average hours worked over the preceding 12 months. Conversion would
not occur if the appointment was for a specific project or is backfill for staff on leave for a specified
period where there is a defined end date.
While temporary positions provide flexibility for Council particularly in the delivery of significant
projects where specialised skills and experience is required, the salary costs of these positions
require management oversight. The extension of existing temporary project positions and the
creation of new permanent positions are reviewed in the budget approval process.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
The Executive Team (including the Director Corporate Services) and various managers were
consulted in the preparation of this report.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 39 of 99
Section 40
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 40 of 99
Attachment 1 Proposed Organisational Structure Functions
TOTAL EFT —- 386.71
Interrial:Aucit Chief Executive
Officer
CEO's Office 1 EFT
2 EFT
Environment and
in es ae ae Executive Services Sustainable Community Services Corporate Services
Infrastruct : : A : ; y
426.7 EFT* 31.31 EFT Development 128.40 EFT 44.2 EFT*
, 53.1 EFT
¢ Infrastructure Planning, e People and Culture ¢ Strategic Land Use * Community Development 2) linenclal Services
Design and Delivery e Governance Planning ¢ Community Facilities e Revenue Services
¢ Asset Management e Customer Service ¢ Economic Development ¢ Libraries and Galleries e Information, —
e Buildings and Facilities ¢ Community Engagement ¢ Development e Local Laws Communications and
¢ Civil Operations Recessment e Waste and Environmental Technology
¢ Building and Plumbing Health ° Piseareient
e Environmental Services S rroueny
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
*The structure is subject to council approval
Page 40 of 99Section 41
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 41 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Management
Intemal Audit
CHIEF EXECUTIVE
OFFICER
1 EFT
CEO's Office
Director Infrastructure Director Executive pee plea Director Community Director Corporate
Services Services anesustainad’é Services Services
Development
Total EFT: 3
Page 41 of 99Section 42
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Community Services
DIRECTOR Administrative
COMMUNITY SERVICES Support
1 EFT
1 EFT
Waste and Local Laws Community Facilities Community Libraries and Galleries
Environmental Health 12.7 EFT Management Development Management
19.85 EFT . 3.4 EFT 6.2 EFT 2 EFT
Noosa Aquatic Centre Noosa Leisure Centre be eee Libraries Art Gallery
19.56 EFT 8.41 EFT 46 EFT 20.27 EFT 24.71 EFT 4.7 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 128.40
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Corporate Services
DIRECTOR Administrative
CORPORATE SERVICES Support
1 EFT 0.6 EFT
Property Financial Services Revenue Services ICT Procurement Fleet
a 9.4 EFT 6.5 EFT 12.5 EFT 4.2 EFT* 4 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
*The structure is subject to council approval Total EFT: 44.2
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Environment and Sustainable Development
DIRECTOR
ENVIRONMENT AND RUPIRIStraHVS
SUSTAINABLE Support
DEVELOPMENT TERT
1 EFT
Environmental Services Tee Tod Use Economic Development! eins Building and Plumbing
16 EFT 15 EFT 2.6 EFT 17.5 EFT 13.5 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 53.1
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Executive Services
DIRECTOR EXECUTIVE saeenraenies
SERVICES Support
EFT 0.6 EFT
People and Culture Governance Customer Service sreeemean
13.1 EFT 4 EFT 9.01 EFT hacen
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 31.31
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Infrastructure Services
DIRECTOR
INFRASTRUCTURE Director's Office
SERVICES SEPT
1 EFT
ae a Asset Management Buildings and Facilities Civil Operations Strategic Projects
esign and Bellvery 9 EFT 6 EFT 91.7 EFT 1 EFT*
15 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
*The structure is subject to council approval Total EFT: 126.7
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Attachment 2 New Permanent Positions
Corporate Services Procurement Procurement Administration 2 The creation of the new part time position of Procurement
Officer Administration Officer at .6 EFT is required to support
procurement activities and to accommodate a change in
employee work arrangements. It will be offset by a reduction in
the full-time position of Procurement and Contracts Advisor
(PO 10039) from 1 to .6. This will result in a net increase in the
EFT for the Branch from 4 to 4.2.
Community Services Libraries and Digital Services Librarian, The increase in the part time position of Digital Services
Galleries Librarian (PO10295) currently .6 to full time is required to meet
increased demand for digital services. It will be offset against a
reduction in the EFT casual budget by 4. This has a zero net
impact on the EFT for the branch.
Development Development Short Stay Compliance The position of Short Stay Compliance Supervisor was
Assessment Assessment Supervisor previously reported to council and created as a temporary
position. This was an error as the position was required to be
ongoing and should have been created as permanent full time.
This will increase the EFT for the branch from 16.5 to 17.5.
Infrastructure Services | Strategic Projects Project Officer The Special Projects Team is a newly created team established
to progress special infrastructure projects. The position of
Project Officer was previously appointed to the Infrastructure
Planning, Design and Delivery Branch however because of the
restructure the position has been moved to the Special Projects
Team. The position (PO10101) is currently 6 EFT. It is
proposed that this position be increased to 1 EFT. This will
increase the EFT of the Team from .6 to 1 and provide a higher
level of project support.
Infrastructure Services | Infrastructure Infrastructure Planning Co- A review of the Branch’s operations and the requirements for
Planning, Design ordinator the delivery of the future capital programme has identified the
and delivery need for a new permanent full-time position of Infrastructure
Planning Co-ordinator (PO10716).
The creation of this position will increase the EFT of the branch
to 15.
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Attachment 3 New Temporary Project Positions
Environment and Economic Economic Purpose-to assist in progressing the implementation of the Local
Sustainable Development Development 10708 Economic Plan.
Development Advisor Proposed term 2 yrs to 14/4/23.
Infrastructure Services Infrastructure Project Manager 10717 Purpose-to assist with the management of infrastructure projects
Planning, Design in the capital works programme.
and Delivery
Infrastructure Services Infrastructure Project Manager 10718 Purpose-to assist with the management of infrastructure projects
Planning, Design in the capital works programme.
and Delivery
Infrastructure Services Infrastructure Project Officer 10719 Purpose-to assist with the management of infrastructure projects
Planning, Design in the capital works programme.
and Delivery
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Attachment 4 Temporary Project Positions
Temporary Project Positions (with terms 12 months and greater, excluding leave backfill arrangements)
Pe ee em
Strategic Land Use Planning |Principal Strategic Temporary Full Time (3 years, 19/10/16 - |Purpose-to meet project demands associated with the new planning scheme.
Planner 19/10/19), term extended to 30/6/20. term Originally approved OM 17/12/15.
extended to 31/12/20, term extended to Extension granted to 30/6/20 OM 15/12/19.
30/6/21, term extended to 30/6/22, Extension granted to 31/12/20 by CEO and Special Meeting 10/7/20.
extension required to 30/9/22. Extension granted to 30/6/21 OM 17/12/20.
Extension granted to 30/9/22 Special Budget meeting 30/6/21.
Further extension required to 31/12/22. It is proposed that a submission to be made to the 22/23 budget to have the temporary position converted to permanent
given the length of time that has elapsed and given the position now coordinates the place program and project mangers the Shire business centre development
land associated planning scheme amendment process currently underway.
Salary provision for this position exists within the 21/22 budget (operational and part capital (place program)). Salary budget for further extension beyond
30/6/21 to be included subject to approval in the budget.
Strategic Land Use Planning |Project Coordinator - 10563 ‘Temporary Full Time (2 years, 06/02/170- |Purpose-to develop the Noosa Counc’ Coastal Hazard Adaption Strategy.
‘Climate Change 05/02/19), term extended to 31/12/19, term |Orginally approved at OM 15/12/16.
Adaptation extended to 31/12/20, term extended to Term extended to 31/12/19 OM 17/12/18 given the revised agreed project completion date for the Noosa Council Coastal Hazard Adaption Strategy.
30/6/21, extension granted to 30/6/22, Extension granted to 30/6/20 OM 15/12/19 to undertake the completion of the broader shire wide adaption planning and a review of the structure of the
further extension required to 21/10/22. department.
Extension granted to 31/12/20 by CEO and Special Meeting 10/7/20.
Extension granted to 30/6/21 OM 17/12/21.
Extension granted to 30/6/22 Special Budget Meeting 30/6/21.
Further extension required to 21/10/22. The position is to be reviewed as part of the CHAP and associated resourcing requirements.
Salary provision for this position exists within the 21/22 budget. Salary budget for future years to be included subject to approval in the budget.
Strategic Land Use Planning |Place Program Temporary Full Time (12 mths) |Purpose-to co-ordinate a pilot place making programme.
(Coordinator Originally endorsed by ET 16/1/19. Project funding provided in 2021 budget Special Meeting 10/7/20.
Recruitment to this position on hold to be reviewed in 22/23 budget.
E&SD [Development Assessment |DevelopmentPlanner [10577 [Temporary Full Time (3 years, 27/08/18- |Purpose-To assist in processing planning applications and in meeting high workloads in the DA Branch.
26/08/21), extension granted to 11/1/24. Term extended in leiu of creating the temp. full time Planning Officer position approved as a PMI in the 17/18 Budget Special meeting 6/7/18.
Extension granted by CEO to 24/11/23.
Extension granted to 11/1/24 OM 17/12/21.
Salary provision for this position exists within the current operating budget.
[Development Assessment |Development Planner ‘Temporary full time (3 yrs 3/6/19 - 3/6/22), |Purpose-to assist in processing planning applications and in meeting workloads of the DA Branch.
extension granted to 30/6/25. Approved Council OM 9/4/19 and also reported to Council Special Meeting 28/6/19.
Extension granted to 30/6/25 by Special Meeting 30/6/21 to meet continuing high DA workloads.
Salary provision for this position exists within the current operating budget.
E&sD Development Assessment [Development Engineer | 10623 [Temporary Full Time 3 yrs (18/3/19 - Purpose-to assist in processing planning applications and in meeting workloads of DA Branch.
18/3/22), extension granted to 8/3/24. Approved Council OM 9/4/19 and reported to Council Special Meeting 28/6/2019.
Extension granted to 8/3/24 by Special Meeting 30/6/21 to meet continuing high DA workloads.
Salary provision for this position exists within the current operating budget.
[Development Assessment |DA Admin Support 10687 | Temporary Part time (.6 EFT) for 3 year term|Purpose-to meet increased admin. workloads associated with an increase in DA applications and requirements.
Officer |20/7/21-1 8/7/24. Approved Special Budget Meeting 30/6/21.
Salary provision for this position exists within the current operating budget.
E&sD [Development Assessment |Development Planner Temporary Full Time 3 years concluding Purpose-to meet high workloads associated with an increase in DA applications and DA approval requirements.
(note Graduate 30/8/24. Approved Special Budget Meeting 30/6/21.
Development Planner Salary provision for this position exists within the current operating budget.
appointed in substitution)
[Development Assessment |Compliance Officer 10728 Temporary Full Time (3 years to 2024) |Purpose-to suppport the implementation of the new STA Local Law.
Position created Council OM 12 October 21.
Salary provision for this position exists within the current operating budget. Salary budget for future years to be included subject to approval in the budget
[Development Assessment |Compliance Officer Temporary Full Time (3 years to 2024) Purpose-to suppport the implementation of the new STA Local Law.
Position created Council OM 12 October 21.
Salary provision for this position exists within the current operating budget. Salary budget for future years to be included subject to approval in the budget
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E&SD Economic Development Digital Hub Director 10505 Temporary Full Time (2 years, 05/03/18- |Purpose- to facilitate the Peregian Hub’s Implementation Plan.
04/03/20), term extended to 12/3/23. (Originally approved by Council at OM 16/11/17.
|A review of the role relative to the future direction of the HUB was undertaken in August 19 and the term was extended to 12/3/23 OM 15/8/19.
Salary provision for this position exists within the current operating budget.
E&SD Economic Development [Economic Development |10708 |Temporary Full Time (2 years to 14/4/23). |Purpose-to assist in progressing the implementation of the LEP.
Advisor Proposed term 2 yrs to 14/4/23. Approved by CEO.
Salary provision for this position exists in the 2021/22 budget. Salary budget for future years to be included subject to approval in the budget. New
E&SD [Environmental Services Principal Environment [Temporary Full Time (3 years) ending Purpose-to implement the programme to progress the Noosa River Pian.
\Officer-River Strategy & 30/6/22, extension required to June 2024. [Approved Council Special Meeting 28/6/19.
Management Further extension required until June 2024 as a result of the position being vacant..
Salary provision for this position exists in the 2021/22 Environment Levy programmes budget. Salary budget for future years to be included subject to approval in
the budget.
E&SD [Environmental Services [Bushland Regeneration | 10665 [Temporary Full Time to 31/12/21, extended /Purpose-to undertake new conservation projects including in the coastal dunes, maintaining and expanding current sites and providing support to the Natural
iGanger to 31/3/21, further extension required to |Areas Team.
30/6/22. (Original term to 31/12/21 however term extended to 31/3/21 by Manager.
Further extension required to 30/6/22 to progress bushland regeneration efforts.
Salary provision for this position exists in the 2021/22 budget.
E&sD Environmental Services [Bushland Regeneration | 10663 Temporary Full Time to 31/12/21, extension |Purpose-to undertake new conservation projects including in the coastal dunes, maintaining and expanding current sites and providing support to the Natural
Worker required to 30/6/22. Areas Team.
Extension required to 30/6/22 to progress bushland regeneration efforts.
‘Salary provision for this position exists in the 2021/22 budget.
Environmental Services Bushland Regeneration | 10664 |Temporary Full Time to 31/12/21, extension |Purpose-to undertake mew conservation projects including in the coastal dunes, maintaining and expanding current sites and providing support to the Natural
Worker required to 30/6/22. |Areas Team.
Extension of term required to 30/6/22 to progress bushland regeneration efforts.
‘Salary provision for this position exists in the 2021/22 budget.
E&sD Environmental Services Bushland Regeneration | 10662 Temporary Full Time to 31/12/21, extension |Purpose-to undertake new conservation projects including in the coastal dunes, maintaining and expanding current sites and providing support to the Natural
Worker required to 30/6/22. |Areas Team. Note-Subject to grant approval.
Extension of term required to 30/6/22 to progress bushland regeneration efforts.
Salary provision for this position exists in the 2021/22 budget.
is Infrastructure Planning. Project Manager - 10506 [Temporary Full Time (2 years, 2407/18- = |Purpose-to co-ordinate the development of the transport strategy and the implementation of initiatives.
[Design and Delivery Transport innovation 23/07/20), term extended to 24/12/22. pproved Council OM 20/07/17. Filled under an internal secondment arrangement by Project Manager.
(renamed to Project ‘erm extended to 24/12/20 by CEO.
Manager - Special Further extension granted to 24/12/22 Special Meeting 10/7/20.
Projects) ‘Salary provision for this position exists within the Sustainable Tpt. Levy budget.
is Infrastructure Planning, Project Officer - Temporary Part Time (0.6 FTE)(3 years. |Purpose-to assist in advancing the behaviour change components of the Transport Strategy.
[Design and Delivery Transport 25/11/2018 - 24/11/2022) pproved OM 19/8/19.
Salary provision for this position exists within the Sustainable Tpt. Levy budget.
is Infrastructure Planning. Designer - Capital Works [Temporary Full Time (3 years, 2602/18- |Purpose-to ensure efficient and effective delivery and oversight of the capital works programme. Approved Counc’ OM 16/11/17.
[Design and Delivery 25/02/21), extended to 25/2/23. Further extension endorsed by ET.
Further extension granted to 25/2/23 OM 17/12/20
is Infrastructure Planning. Project Coordinator 10628 [Temporary Full Time (3 years, 28/1/20 - [Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
[Design and Delivery 17/1/23), extension required to 30/6/25. pproved Council Special Meeting 28/6/19.
Further extension required to 30/6/25 to meet future capital works programme.
Endorsed by ET.
Salary provision for this position exists within the 2021/22 budget. Salary budget for future years to be included subject to approval in the budget.
Infrastructure Planning. Contracts and Project 10628 [Temporary Full Time (3 years, 8/7/19 - |Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
[Design and Delivery Superintendent 8/7/22), extension required to 20/6/25. pproved Council Special Meeting 28/6/19.
Further extension required to 30/6/25 to meet future capital works programme
[Endorsed by ET
Salary provision for this position exists within the 2021/22 budget. Salary budget for future years to be included subject to approval in the budget.
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is Infrastructure Planning, Infrastructure Planning [Temporary Full Time (3 years ending Purpose-to assist with planning, designing and delivering Council's ongoing Capital Works programme, Transport and Placemaking Projects.
[Design and Delivery Officer 10/8/23), extension required to 30/6/25. Approved Council OM 1012/18.
Further extension required to 30/6/25 to meet future capital works programme. Endorsed by ET
Salary provision for this position exists within the 2021/22 budget. Salary budget for future years to be included subject to approval in the budget.
is Infrastructure Planning, Designer - Capital Works} 10659 Temporary Full Time from 1/2/21-26/3/23. |Purpose-to assist with the design and delivery of the Tewantin Bypass Stage 1 Project and Capital Works programme.
[Design and Delivery Endorsed by ET 17/11/20.
[Approved by Council OM 17/12/20.
Salary provision for this position exists within the current capital budget.
Ss Infrastructure Planning, Designer - Capital Works |10683 Temporary Full Time from 27/3/21-26/3/23. |Purpose-to assist with the design and delivery of the Tewantin Bypass Stage 1 Project and Capital Works programme.
Approved by Council OM 17/12/20.
Salary provision for this position exists within the current capital budget.
is Infrastructure Planning. Project Officer! Graduate | 10684 ‘Temporary Full Time for 3 years ending Purpose-to assist with the coordination and management of infrastructure projects in the capital works programme.
[Design and Delivery Engineer Projects 9/5/23. Endorsed by ET 17/11/20.
Approved by Council OM 17/12/20.
Salary provision for this position exists within the current capital budget.
is Infrastructure Planning, Project Officer!Graduate | 10685 |Temporary Full Time for 3 years to 6/9/24. |Purpose-to assist with the management of infrastructure projects in the capital works programme. Endorsed by ET 17/11/20.
[Design and Delivery Engineer Projects Approved by Council OM 17/12/20.
Salary provision for this position exists within the current capital budget.
ine ee ee
[Design and Delivery [Communications and 10/4/24. [Approved by Council OM 17/12/20.
|Consultation Officer Further extension granted to 30/6/25 by Council Special Meeting 30/6/21.
Salary provision for this position exists within the current capital budget.
is Infrastructure Planning. Project Manager [Temporary Full Time 3 yrs ending 30/6/25 | Purpose-to assist with the management of infrastructure projects in the capital works programme.
[Design and Delivery Endorsed by ET .
Salary provision for this position exists within the 2021/22 capital works budget. Salary budget for future years to be included subject to approval in the budget.
New
Infrastructure Planning. Project Manager [Temporary full time 3 yrs ending 30/6/25 Purpose-to assist with the management of infrastructure projects in the capital works programme.
[Design and Delivery Endorsed by ET.
Salary provision for this position exists within the 2021/22 capital works budget. Salary budget for future years to be included subject to approval in the budget.
iNew
is Infrastructure Planning. Project Officer [Temporary full time 3 yrs ending 30/6/25 Purpose-to assist with the management of infrastructure projects in the capital works programme.
[Design and Delivery Endorsed by ET.
Salary provision for this position exists within the 2021/22 capital works budget. Salary budget for future years to be included subject to approval in the budget.
iNew
is Sse |Asset Technical Officer, ‘Temporary Full Time (3 years, 16/8/19- Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information
|Asset Data Improvement 2/8/22), extension required to 10/6/23. [Approved Council Special Meeting 28/6/19.
Project renamed to Co- Extension required to 10/5/23 (note-position vacated, new appointment made, additional term required to attract applicant).
ordinator Asset Systems Salary provision for this position exists within the current capital budget. Salary budget for future years to be included subject to approval in the budget.
is Buildings and Facilities [Electrical apprentice ‘Temporary full time (4 years 30/9/19- Purpose-to improve efficiency and effectiveness of branch operations and WFP requirements.
29/9/23). Approved Council Special Meeting 28/6/19.
Salary for this position exists within the current operating budget
is Director's Office |Aministration Officer 10698 ‘Temporary Full Time 3 yrs to 13/10/23 Purpose-to support increased adminstraitive workloads assocated with the increased capital works programme.
Approved Council Special Meeting 30/6/21.
Salary provision for this position exists within the current capital budget.
Corp S Director's Office Special Projects Advisor | 10605 [Temporary Full Time (3 years, 1/10/18 - Purpose-to facilitate the delivery of Council's CiAnywhere Enterprise Budgeting system and to meet to meet project demands. Filled under an intemal
30/09/21), extension granted to 3/12/21, secondment arrangement by Financial Accountant.
further extension granted to 3/12/24. Originally approved by the CEO for an initial 18 month period.
Term extended by 3 years to 3/12/21 Council OM 20/12/18.
Extension granted Council Special Meeting 30/6/21.
Salary provision for this position exists within the current capital budget.
Corp S Project Officer, renamed |10617 |Temporary Full Time (2 yrs, 9/12/19- Purpose-To provide support the implementation of the new Property and Rating system.
ICT System Analyst 10/12/21), extension granted to to 10/12/24. |Approved Council OM 9/4/19.
Intemal secondment arrangement Project Officer P&C Systems.
Extension granted 10/12/24 by Council Special meeting 30/6/21.
Salary provision for this position exists within the current capital budget.
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Systems Support Officer [Temporary Full Time (2 years - 8/12/20 to + =|Purpose - Temporary role for a penod of 2 years to assist the Noosability Team.
[Property Property Progect Officer, | 10625 Temporary Full Time (3 years, 2/2/19- Purpose-To ensure the delivery of key pnority projects, improve efficiency and fill service gaps.
renamed property 1/8/22). Approved Council Special Meeting 28/6/19.
|Advisor-Commercial Salary provision exists within the current operating budget for this position
Financial Services Project Accounting 10632 [Temporary Full Time (3 years). Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information, asset data improvement project.
Officer renamed to [Approved Council Special Meeting 28 June 2019. Note: Position not filled.
Finance Project Officer Salary provision for this position exists within the current capital budget. A submission will be made to the 22/23 budget for the position to be redesigned to a
(Capital Works & Asset temporary graduate role for 2 years.
Financial Services SSS Temporary Full Time (16/0/10 - 16/0/20, |Purpose-to provide support to the branch given the absence of the Management Accountant.
further extension granted 17/9/20 - Extension granted to 31 December 2021 OM 17/12/20.
31/12/20), extension granted to 31/12/21, |Extension granted to 30/6/22 Council Special Meeting 30/6/21.
Extension granted to 30/6/22, further Further extension required to 31/12/22.
lextension required to 31/12/22. Salary provision for this position exists within the current operating budget. Salary budget for future years to be included subject to approval in the budget.
Procurement & Contracts | 10578 [Temporary Full Time (3 years Level 6 from |Purpose-to support short & medium term procurement needs associated with an increase in the capital programme.
‘Community Development |Community Development | 10658 ‘Temporary Full Time (2 years, 1/7/20- Purpose-to enable effective delivery of bushfire community recovery activities, the CD Branch Plan and social strategy initiatves. Temporary position identified
a Salary provision for this position to be met by Bushfire R, z
|Governance Project 10688 Temporary Full Time Purpose-to provide additional support to the Governance Branch and subject to the outcomes of the service review of the branch.
Officer (6 - 12 months, term extended to 2/5/22) Endorsed by ET 25/11/20.
Approved by Council OM 17/12/20 6-12 months term. Term extended to 2/5/22 whilst service review undertaken.
Salary provision for this position exists within the current Governance Branch salary budget.
|Governance Systems 10689 Temporary Full Time Purpose-to assist in the implementation of corporate governance reporting systems.
Officer (3 years to 20/11/24 ) Endorsed by ET 25/11/20.
Approved by Council OM 17/12/20.
Salary provision for this position exists within the current operating budget. Budget for future years to be reviewed as part of the ICT capital programme.
People and Culture People and Culture 10668 [Temporary Part Time/Full Time Purpose-To support the delivery of the program of work and increase service coverage to the business areas.
Advisor (12 months, 06/0 1/21 - 06/01/22), extension [Endorsed by ET 14/10/2020.
granted to 30/6/24. Approved by Council OM 17/12/20.
[Extension granted to 30/6/24 by Special Council Meeting 30/6/21.
Salary provision for this position exists within the current operating budget. Salary budget for future years to be included subject to approval in the budget.
People and Culture People and Culture | Temporary Part Time/Full Time (12 months |Purpose-to provide additional support to Civil Operations Branch in the implementation of outcomes of the Civil Operations Service Review. Original term 1/7/21-
Advisor 1/7/21-30/6/22), extension required to 30/6/22.
30/6/23. Extension required to 30/6/23 to assist in the implementation of the review of the Branch.
Salary provision for this position exists within the Civil Operations salary budget (vacancies). Salary budget for future year to be met from the Civil Operations
salaries budget (vacancies).
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7 COUNCILLOR REPRESENTATION ON COUNCIL OF MAYORS WORKING GROUPS
Author Acting Chief Executive Officer, Larry Sengstock
CEO’s Office
Index ECM/ Subject / 27.61 Council of Mayors
Attachments 1. Invitation letter from Council of Mayors for Working Groups
EXECUTIVE SUMMARY
The Council of Mayors (SEQ) meets on a regular basis and addresses issues affecting south-east
Queensland. The Mayors of those member councils work together to advocate to other levels of
government on SEQ Council needs. The Council of Mayors (CoMSEQ) also operate various
working groups which provide an opportunity for Councillors to get involved in policy development
and major projects that have an impact on SEQ. The Council of Mayors have written to Council
inviting nominations for Noosa Councillors and staff to be involved in such working groups.
This report seeks to formalise the appointments of Noosa Shire Councillors to the following three
working groups that CoMSEQ have requested to date:
1. SEQ2032 Legacy Working Group
2. SEQ Waste Working Group
3. SEQ Economic Development Working Group
RECOMMENDATION
That Council note the report by the Acting Chief Executive Officer to the General Committee
Meeting dated 14 February 2021 and
1. Appoint Cr Stewart as Council’s representative on the SEQ 2032 Legacy Working Group;
2. Appoint Cr <insert name> as Council’s representative and Cr <insert name> as the proxy for
the SEQ Waste Working Group;
3. Appoint Cr <insert name> as Council’s representative and <insert name> as the proxy for
the SEQ Economic Development Working Group.
REPORT
The purpose of this report is to nominate representation on the following Council of Mayors Working
Groups, which aim to encourage regional collaboration and coordination across a number of key
project areas.
• SEQ 2032 Legacy Working Group
Identify, collaborate and work on regional legacy and advocacy priorities for SEQ ahead of
the 2032 Brisbane Olympic and Paralympic Games.
As nominations were required urgently for this group, the Mayor, CEO and Director of
Infrastructure were selected as the nominees for this Group. This report formalises that
appointment.
• SEQ Waste Working Group
The focus of this working group is to provide support in the implementation of the SEQ Waste
Management Plan. It also provides a forum for councils to share learnings and engage with
industry and government partners.
Council are invited to nominate one primary Councillor with a proxy Councillor and one
Council waste management officer. The staff appointment will be nominated by the CEO.
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GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
• SEQ Economic Development Working Group
Provides a forum to explore coordinated strategic economic development opportunities
across the region; provides a forum for councils to share learnings and engage with industry
and government partners.
Council are invited to nominate one primary Councillor with a proxy Councillor and one
Council Economic Development officer. The staff appointment will be nominated by the
CEO.
Previous Council Consideration
Council makes a range of Councillor appointments to various working groups, boards and
committees. Those appointments only apply until the time of change of Council following an
election and hence this report identifies these appointments only for the term of this Council.
Finance
Council pays an annual membership fee to the Council of Mayors (SEQ) which includes the
representatives on the working groups.
Risks & Opportunities
The CoMSEQ provides this opportunity for our Council to engage more closely with other SEQ
local governments. Representation on these working groups provides opportunities for our
Councillors to engage with elected representatives from other local governments dealing with these
specific topics and gives Council a further opportunity to raise issues with the CoMSEQ who can
advocate on our behalf.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 54 of 99
Section 55
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 1
Page 55 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 1
8
3
Boe
Ssse
eoe®
Council of Mayors
South Easr Queensland
20 January 2022
Mayor Clare Stewart and CEO
Noosa Council
PO Box 141
Tewantin QLD 4565
Dear Mayor Clare Stewart and Mr Scott Waters,
Council of Mayors (SEQ) Working Groups
Firstly, | would like to thank and congratulate Noosa Council for re-joining the Council of Mayors
(SEQ) (CoMSEQ).
As you are aware, CoMSEQ is Australia’s largest regional advocacy organisation representing
the interests of the Councils across SEQ. CoMSEQ’s mission is to consistently deliver better
regional funding, policy and collaborative outcomes for the communities of South East
Queensland. Noosa is an important part of SEQ and by working together, we have an opportunity
to strengthen our voice and advocacy to other levels of government on key regional matters.
Thank you for the opportunity to provide an update to Noosa Council in December 2021 about
CoMSEQ’s key region-shaping initiatives. As highlighted, please find below an overview of
current COMSEQ working groups. Noosa Council is able to nominate representation on these
groups which aim to encourage regional collaboration and coordination across a number of key
project areas.
SEQ 2032 Legacy Working Group
Identify, collaborate and work on regional legacy and advocacy priorities for SEQ ahead of
the 2032 Brisbane Olympic and Paralympic Games. CoMSEQ recently wrote to you with
details of this group and | acknowledge your response with nominations.
SEQ Waste Working Group
The focus of this working group is to provide support in the implementation of the SEQ
Waste Management Plan. It also provides a forum for councils to share learnings and
engage with industry and government partners.
Chair: Mayor Greg Christensen, Scenic Rim Regional Council
Noosa Council Membership: One primary Councillor with a proxy Councillor and one
Council waste management officer.
SEQ Economic Development Working Group
Provides a forum to explore coordinated strategic economic development opportunities
across the region; provides a forum for councils to share leamings and engage with
industry and government partners.
Chair. Mayor Paul Antonio, Toowoomba Regional Council
Council Membership: One primary Councillor with a proxy Councillor and one Council
Economic Development officer.
Page 55 of 99Section 56
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Page 56 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Additionally, COMSEQ often engages with Council officers outside of these groups to support a
range of regional matters such as the Regional Planning process. It would be appreciated if you
were able to nominate a contact point for Noosa Council for land use and infrastructure planning
matters.
Along with this, some councils choose to have a ‘Council Coordinator’ who is the primary contact
officer for all matters related to Council of Mayors (SEQ). This is not mandatory, however, should
there be an officer you wish to make our primary contact, we will add them to our distribution lists
for all matters.
We're excited to welcome Noosa Council, and on behalf of the CoMSEQ team | look forward to
working with you and your officers on region-shaping priorities for communities of South East
Queensland.
lf you have any questions please do not hesitate to contact me on (07) 3040 3479 or 0417 732
461 or alternatively Matthew Hendry, Manager Advocacy and Engagement at
matthew [email protected] or 0417 603 634.
Yours sincerely
KA
Cf
Scott Smith
Chief Executive Officer
Level 12, 343 Albert Street, Brisbane OLD 4000
PO Box 12995, GEORGE STREET, QLD 4003
T (07) 3040 3460 F (07) 3211 5889 www.seqmayors.qid gov.au
ABN 87 141 329 302
Page 56 of 99Section 57
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
8 FINANCIAL PERFORMANCE REPORT – JANUARY 2022
Author Financial Services Manager (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 31 January 2022 is positive with
operating revenues outperforming forecast and operating expenditure below forecast YTD. Capital
revenues are in line with forecast with capital expenditure slightly behind due to the timing of project
delivery. The budget position presented in this report and attachments reflects Budget Review 2
(BR2), which was adopted by Council at the January 2022 Ordinary Meeting.
YTD Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $95.4 $97.2 $1.8 1.9% On Track
Operating Expense $61.0 $59.3 $1.7 2.8% On Track
Operating Position $34.4 $37.9 $3.5 10.2%
Capital Revenue $9.8 $10.0 $0.1 1.5% On Track
Capital
$20.0 $17.0 $3.0 15.2% Below Budget
Expenditure*
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Figure 1: Actual Performance Compared to Budget
$120
$95.4 $97.2
$100
$80
$61.0 $59.3
$60
$40
$20
$-
Operating Revenue Operating Expenditure
YTD Budget ($m) YTD Actual ($m)
Council’s performance against key measures of financial sustainability has been calculated as at
January 2022. These indicators enable the reader to assess Council’s success in managing its
Page 57 of 99
Section 58
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
budget, cash and debt as well as undertaking sustainable asset management. The table below
contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Current
Target Actual YTD Status
Budget
Operating Surplus Ratio 0-10% -0.6% 39.0% On Track
Net Financial Liabilities Ratio <60% -12.7% -65.4% Above Target
Cash Cover Ratio 3 months 8.8 months 11.2 months Above Target
Asset Sustainability Ratio > 90% 130.1% 37.3% On Track
RECOMMENDATION
That Council note the report by the Financial Services Manager (Acting) to the General Committee
Meeting dated 14 February 2022 outlining January 2022 year to date financial performance against
budget, including changes to the financial performance report with the inclusion of key financial
sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 58.3%)
Council has received 89% ($97.1 million) of its operating revenue budget ($109.6 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and $75.9 million (102%) • Waste utility charges $444k above YTD budget (102.5%
Levies of the annual budget or $13.6 million of $13.2 million annual budget earned)
of $74.8 million has • General rate (net of discounts) $179k below YTD budget
been earned (101.4% or $57.0 million of $56.2 million annual budget
earned)
Fees and $5.7 million (70%) of • Development assessment fees $99k above YTD budget
Charges the $8.2 million (67.4% or $1.6 million of $2.4 million annual budget
annual budget has earned)
been earned • Plumbing application fees $105k above YTD budget
(78% or $1.0 million of $1.3 million annual budget
earned)
• Revenue Services fees for change of ownership and
searches $43k above YTD budget (74.1% or $314k of
$423k annual budget earned)
Sale of Goods $7.4 million (67%) of • Holiday Park sales $423k above YTD budget (74% or
and Services the $11.1 million $2.3 million of $3.1 million annual budget earned) –
annual budget has Positive revenue variances that hold through the
been received financial year will be offset in part by additional variable
operating costs
• Waste management sale of recoverable materials $309k
above YTD budget (93% or $1.0 million of $1.1 million
annual budget earned)
Interest $399k (60%) of the • Interest revenues on cash invested will need ongoing
Received $670k annual budget monitoring to ensure returns on surplus funds are
has been earned maximised as investment rates begin to increase.
Other Revenue $1.8m (58%) of the • Other revenue is in line with budget expectations at this
$3.1 million annual stage
Page 58 of 99
Section 59
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Category Summary Comments
budget has been
earned
Operating $3.2 million (55%) of • Operating grants are in line with budget expectations at
Grants, the $5.9 million this stage.
Subsidies annual budget has • 50% ($1.2 million) of the financial assistance grant was
been received again prepaid in June 2021 and may impact on Council’s
2021/22 final operating position if the prepayment
approach is discontinued by the Australian government.
Unitywater On track • Unitywater distributions are fixed each year so little
Distributions budget variance risk
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$8.0
$7.4
$6.6 YTD Budget ($m)
$7.0
$5.7 YTD Actual ($m)
$6.0 $5.3
$5.0
$4.0
$3.2 $3.3
$2.6 $2.6
$3.0
$2.0
$1.2 $1.3
$0.6 $0.6
$1.0
$0.4 $0.4
$0.0
Charges
Income
Other
Unitywater
Goods &
Grants
Services
Sales of
Rental
Interest
Fees &
Share of
Operating Expenditure (YTD Benchmark 58.3%)
Actual operating expenditure is currently 54% ($59.3 million) of full year budget ($110.1 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee $20.8 million (55%) of the • YTD under expenditure for permanent staff
Costs annual budget of $38.1 million salaries and wages ($2.5 million) due to position
has been expended vacancies, partially offset by additional spend
on casual staff and external labour hire ($1.0
million).
Materials and $26.3 million (51%) of the • Waste Management $271k below YTD budget
Services $51.1 million annual budget (54% or $6.1 million of $11.3 million annual
has been expended. budget spent)
• Environment Services costs $333k below YTD
budget (27.3% or $981k of $3.6 million annual
budget spent) – COVID-19 impacts on staff
have delayed project delivery YTD.
• Libraries & Galleries $221k below YTD budget
(43% or $777k of $1.8 million annual budget
spent) – timing of programs
• Development Assessment $90k below YTD
budget (44% or $741k of $1.3 million annual
budget spent) – timing of development appeal
costs.
Page 59 of 99
Section 60
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Category Summary Comments
• Holiday Parks $444k above YTD budget (79%
or $1.3 million of $1.67 million annual budget
spent) – offset by additional revenue.
Finance Costs On track Nil
Depreciation On track Nil
Other Expenses On track Nil
Figure 3: Operating Expenditure Position by Type
$30.0
$27.2
$26.3
$25.0 YTD Budget ($m)
$21.6 $20.8 YTD Actual ($m)
$20.0
$15.0
$11.4 $11.4
$10.0
$5.0
$0.6 $0.7 $0.1 $0.1
$0.0
Finance Costs
Materials
Depreciation
Employees
Other
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure as at 31 January 2022 is outlined below, which includes the first
instalment payment to Tourism Noosa under the funding agreement.
Expenditure Annual Budget YTD Budget YTD YTD
$m $m Actual Varianc
$m e
Payment to Tourism Noosa $2.52 $1.26 $1.26 -
Economic Development $0.96 $0.33 $0.47 ($0.1)
Total $3.48 $1.59 $1.73 ($0.1)
The payment of the second instalment to Tourism Noosa for 2021-22 ($1.26m) is due in February
2022.
YTD Economic Development expenditure is below budget due to lower employee costs ($55k), as
the Branch Manager was acting as Director of Environment & Sustainable Development for the
first part of the financial year. This has also impacted timing for delivery of initiatives under the
Local Economic Plan ($83k).
Tourism and economic development activity is funded through the general rate, with 5.8% of the
annual general rate committed towards tourism and economic development. Should actual general
rate revenue fall below budget, this does not impact Council’s contractual commitment to fully fund
all tourism and economic development activity. Any general rate revenue shortfall is funded
through other general revenue sources to ensure all planned activities are undertaken in full.
Page 60 of 99
Section 61
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Capital Revenue
YTD capital revenue of $9.8 million received comprises cash contributions from developers ($1.6
million) and capital grants ($7.7 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable.
Figure 4: Capital Revenue by Type
$9.0
$7.7 $7.7
$8.0
YTD Budget ($m)
$7.0
YTD Actual ($m)
$6.0
$5.0
$4.0
$3.0
$1.5 $1.6
$2.0
$0.7 $0.7
$1.0
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Program
Actual capital expenditure (excluding commitments) is $17.0 million (YTD budget $20.0 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
$18.0
$15.7
$16.0
$13.4 YTD Budget ($m)
$14.0
YTD Actual ($m)
$12.0
$10.0
$8.0
$6.0
$4.0
$1.9 $1.2
$2.0 $0.6 $0.6
$0.0
Capital works Other capital Loan redemption
Cash Management and Investment Performance
Total cash on hand at the end of January was $83.2 million. Included in this balance are funds held
in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant and other capital works grants, January rates payments
received, and unspent monies committed for funding capital projects which are underway and will
continue during the financial year.
The following pie charts present the mix of cash held at January 2022 by agency (graph on the
left) and by credit risk rating (graph on the right). All funds have been invested in accordance with
the Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds
Page 61 of 99
Section 62
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Figure 6: Closing Cash Held by Agency and Credit Rating
CBA A1 +
16% (Commercial Banks)
16%
A1 +
QTC (QTC)
84% 84%
The following chart monitors the 12 month trend on total cash and the agencies invested. While
the bulk of cash from the second bi-annual issue of rates and levies is forecast to be received in
February, early payments received during January provided for an increase in cash overall of $7
million. These funds will be reinvested in line with Council’s Investment Policy.
Figure 7: 12 Month Trend of Cash Invested by Agency
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
-
Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
Page 62 of 99
Section 63
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Category Comments
Operating Surplus Ratio • Intent: Identifies the extent to
90% 82.6%
which revenues cover
80%
operational expenses, to ensure
70%
community equity is not
60.9%
degraded
60%
50% 44.5% • Target: 0 – 10%
39.0%
40% 30.5%
• Result: 39.0%
30% • Comment: The ratio is at the
18.3%
20%
8.3%
second peak for the year
10% following the issue of rates and
0% levies in January. This ratio will
-10% slowly decline as expenditure on
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun operations occurs through to the
end of the financial year at 30
Actual Budget Target June 2022.
Cash Expense Cover • Intent: Indicates how long
14.0 council can continue paying its
12.5 12.8 12.5
12.2 11.9 day-to-day expenses from cash
Months (Cash to Cover Operations)
11.6 11.8
12.0 10.9 10.8 11.2 at bank without needing
10.1 10.4
10.0
additional cash flows
• Target: > 3 months
8.0
• Result: 11.2 months
6.0
• Comment: Council is forecast
4.0 to remain above target for the
financial year. Business as
2.0 usual expenditure through to 30
- - - - - - - - - - - - - June 2022 will continue to
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan diminish Council’s cash
holdings, albeit not below the
Actual Minimum (>0 months)
Target (3 months) Maximum (6 months) target range of 3 – 6 months.
Asset Sustainability Ratio • Intent: Measures the extent to
140% 130.1%
which assets are being replaced
as their condition degrades to
120% ensure service potential is
100%
maintained
90% • Target: 90% of depreciation
80%
budget spent on renewals
60% annually
31.6% 37.3% • Result: In line with budget
40% 26.3%
17.2%
• Comment: Construction on
20%
6.5% 10.1% renewal projects slowed over
0.9% the holiday period resulting in a
0%
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun slight deviation to budget YTD.
The capital works program
Actual Renewal Spend (%) Target (%) Renewals Budget (%) remains on track and this ratio
will continue to increase each
month as expenditure on
renewals occurs.
Page 63 of 99
Section 64
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Category Comments
Net Financial Liabilities Ratio • Intent: Outlines the level that
net Council debt can be serviced
80%
60%
by operating revenues. A ratio
60% below zero implies that liabilities
are less than cash (and other
40%
current assets) and there is
20% adequate borrowing capacity
available if needed.
0%
• Target: less than 60%
-20%
-13%
• Result: -65%
-40% • Comment: Council has low debt
levels and strong cash holdings.
-60%
-65%
-80%
Target Budget YTD Actual
Investment Return • Intent: Ensure appropriate
return on investment yield for
cash at bank.
• Target: 0.25% above current
Bloomberg commonwealth 10-
year bond rate yield (0.08%)
• Result: 0.34%
• Comment: Regardless of the
current levels of low long-term
bond and interest rates
Council’s investment return still
remains above target.
As investment rates increase
opportunities to maximise
returns on surplus funds will be
explored in line with Council’s
investment policy.
Rates in Arrears • Intent: Ensuring that the
amount of unpaid rates remains
12.0%
Percentage of Annual Rates in Arrears
10.2% sustainable and does not
10.0% 9.5% negatively impact cash flows
• Target: 5% industry benchmark
8.0% 7.4% 7.3%
6.2% 6.5% • Result: 5.8%
6.0% 5.8%
6.0% 5.0%
5.7%
5.2% • Comment: Rates arrears
4.6%
continue to decline from the high
4.0% point in the cycle however they
remain slightly above target.
2.0%
Recovery action may be
0.0%
considered where appropriate.
Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
Actual Target
Previous Council Consideration
Nil.
Finance
As above.
Page 64 of 99
Section 65
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability.
Some examples of identified risks within the register that could have potential impact on Council’s
operational performance, capital program delivery, cashflow and cash reserves include:
• Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
• Closure of Council facilities due to ongoing Covid 19 restrictions;
• A prolonged IT system failure affecting Council’s ability to deliver services or issue rates
notices;
• Economic conditions affecting ratepayers’ ability to pay rates;
• Market driven increases in construction and operational costs significantly above estimates;
• Labour and material shortages and delays.
Actions to manage and mitigate financial risk on these factors include monthly ongoing financial
reporting to identify and address issues, conservative budgeting and compliance with the Financial
Sustainability Policy, regular budget reviews, effective liquidity management to ensure sufficient
fiscal flexibility, as well as the Reserves and Restricted Cash policy requiring both a disaster
management reserve and 3 months cash cover reserves to fund emergent matters.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 65 of 99
Section 66
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 1
Page 66 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 74,794 75,401 75,989 588 102%
Fees and charges 8.246 5,326 5,732 406 70%
Interest received 670 304 399 5 60%
Sale of Goods and major services 11,004 6,573 7,401 828 67%
Sale of contract and recoverable works 23 - 0 0 1%
Rental & lease income 1,885 1,243 1,254 11 67%
Other income 1,244 574 (63) 46%
Grants, subsidies, contributions and donations 5,925 3,241 3,257 17 55%
Unitywater Distributions 5,650 2.571 2,571 - 46%
109,530 95,384 97,176 1,792 89%
Expenses
Recurrent Expenses
Employee benefits 38,134 21,566 20,786 780 55%
Materials and services 51,001 27,202 26,305 807 51%
Finance costs 1.114 61 655 (13) 50%
Depreciation 19,589 11,427 11,428 (2) 58%
Other expenses 233 140 06 46 41%
110,164 60,977 39,270 1,707 54%
Operating Result 63 OT 906 as
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,397 1,508 1,617 108 116%
Contributed assets 1,500 655 601 36 46%
Capital grants and subsidies 18,963 7,665 7,665 - 40%
Cash / revenue 22,860 10,828 8,561 (2.266) 37%
New loan borrowings 4,859 7 - - o%
Other capital revenue - - - - Oo%
Total Capital Funding STS 08ST 8S aay
Capital Expenditure
Contributed assets 1,500 655 601 36 46%
Capital works - constructed assets 41,980 17,263 14,766 (2,487) 35%
Capital works - other capital 4,792 2,080 1,545 (545) 32%
Loan redemption 1,297 648 648 - 50%
Other anes caninure - - 883 883 Oo%
Page 66 of 99Section 67
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 2
Page 67 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 2
Current Assets
Cash and cash equivalents 65,875 83,220 68,895
Trade and other receivables 10,286 39,863 7467
Inventories 144 151 144
Contract Assets - 487 487
Other current assets 3,425 4.257 4.955
79,730 127,888 81,048
Non Current Assets held for sale - - -
Total Current Assets 79,730 127,388 81,948
Non Current Assets
Trade and other receivables 53,761 40.468 49,468
Other non current Assets - - -
Investments 88,040 92,434 92,434
Investment property 3,000 2.900 2,900
Right of Use Assets 89 8a 89
Intangible assets 2,825 2.831 3,036
Total Non Current Assets 1,146,853 1,105,404 1,100,506
Total Assets 1,226,584 1,233,392 1,182,454
C ¢ Liabiliti
Trade and other payables 7,34 14.268 10,468
Contract Liabilities 4.377 4.377 4,377
Borrowings 246 629 956
Provisions 8,103 5,087 4,047
Other 3,988 3.138 2,898
Total Current Liabilities 24,783 27.525 23,669
Borrowings 24,390 20.258 20,258
Provisions 16,555 16,555 16,555
Total Non Current Liabilities 41,011 36,879 36,879
Total Liabilities 65,794 64.404 60,549
Net Community Assets 1,160,791 1,168,987 1,121,905
Community Equity
Asset Revaluation Surplus 126,128 108,561 108,473
Retained Surplus / (Defeciency) - - -
Shire Capital 1,034,661 1,013,432 900,512
Current Year Net Eamings - 46.995 13,920
Total Community Equity 1,160,790 1,168,987 41,121,305
Page 67 of 99Section 68
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 3
Page 68 of 99
GENERAL COMMITTEE MEETING AGENDA 14 FEBRUARY 2022
ATTACHMENT 3
Receipts from Customers 04.649 62,254 93,975
Payments to Suppliers and Employees (90,066) (47,666) (84.528)
4,582 14,588 9447
Investment and Interest Revenue Received 3,270 1,408 3.401
Rental Income 1,873 1,254 1,365
Non Capital Grants and Contributions 5,887 3,257 6,085
Income Tax Equivalent Received 1,200 932 1,450
Income from Equity Investments 1,850 630 1,600
Payments:
Borrowing Costs - - (2.499)
Interest Expense (516) (83) (131)
[Net Cash Inflow/(Outfiow) from Operating Activities == 18.448 24986 20.719
Receipts:
Proceeds of Sale of Property, Plant and Equipment - 103 217
Grants, Subsidies, Contributions and Donations 20,360 9,282 13,679
Payments:
Payments of Property, Plant and Equipment (45,953) (16,192) (22.721)
Payments for Intangible Assets (829) (343) (1,385)
Net Movement im Loans and Advances - 125 125
[Net Cash Inflow/(Outfiow) from Investing Activities = (26.422) (7.025) (10,085),
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 4,859 - 2.500
Payments:
Repayment of Borrowings (736) (626) (1,263)
Net Cash Inflow/(Outfiow) from Financing Activities == NZS 6G) 2
[Net Increase/(Decrease) in Cash and Cash Equivalents held = (4.453) 44.3350 A 87H
Cash and Cash Equivalents at the beginning of the reporting period 70,028 68,004 57,023
Cash and Cash Equivalents atthe end ofthe reporting period §= 65.875 82298
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ATTACHMENT 4
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ATTACHMENT 4
Materials and services
Advertising and Marketing 227 141 128 12 57%
Administration Supplies and Consumables 751 411 375 36 50%
Audit Expenditure 174 11 12 (1) 7%
Communications and IT 684 466 511 (46) 75%
Commission Paid 1,218 674 907 (233) 74%
Consultancy Services 1,278 574 629 (55) 40%
Contract Services 24,287 12,727 12,135 503 50%
Contributions, Donations, Sponsorship and Prizes 3,471 1,922 1,881 41 54%
Electricity 1,728 1,017 1,006 10 58%
internal Fleet Costs and External Plant Hire 1,668 2950 1,053 (103) 63%
Grants Paid to Community Organisations 1,939 1,085 1,203 (118) 62%
Insurance 703 673 644 30 82%
Legal Expenses 1,866 e156 801 115 43%
Operating Leases and Rentals w2 218 217 1 72%
Software and Maintenance 2,166 1,308 1,258 50 58%
Subscriptions and Registrations 369 284 204 (8) 80%
Waste Levy Payments 1,460 851 924 (72) 63%
Water and Sewerage Charges 1,080 607 425 182 30%
All Other Materials and Services 5,708 2,367 1,902 464 33%
31,091 27,202 26,305 897 51%
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9 OPERATIONAL PLAN PROGRESS REPORT – SECOND QUARTER 2021-22
Author Acting Chief Executive Officer, Larry Sengstock
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Officers provide an updated status report to Council on a quarterly basis. This report reflects the
activities set out in the Operational Plan for the second quarter of the 2021/22 financial year.
The Operational Plan relates to the five key themes in the Corporate Plan and contains 76 agreed
initiatives that relate to the key focus areas.
In summary, the organisation is achieving strong results. Of the 76 initiatives being reported on,
only 3 are not started and 6 are behind schedule; while the remaining 67 are either completed or
on track to be completed within the agreed timeframes.
Covid restrictions have caused some delays, but these are being negotiated well and the
recruitment of a new CEO has delayed the advent of the corporate plan redevelopment.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 14 February 2022 regarding the 2021-22 Operational Plan and:
A. Note the progress report for the 2021-22 Operational Plan to 31 December 2021 provided
as Attachment 1; and
B. Note the status of Council’s Key Performance Indicators provided as Attachment 2.
REPORT
The purpose of this report is to provide Council with an overview of progress and status of the
implementation of the annual Operational Plan and provide details of Council’s quarterly Key
Performance Indicators (KPIs).
The following graphic shows the methodology employed by Council in terms of the strategic
planning and reporting structure. The Corporate Plan provides the high level strategic direction for
Noosa Shire Council with the Operational Plan being the first level of implementation.
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1. 2021-22 OPERATIONAL PLAN
The Operational Plan contains details of the specific projects that were adopted by Council as part
of its budget process. The reporting format for the FY 2021/22 operational plan contains
operational initiatives based on the key focus areas of the Corporate Plan whereas the “business
as usual” activities are included in Branch Plans.
Details of each Operational Plan Initiative are set out in Attachment 1 with a progress update of
each item using the following status criteria of
• completed
• on track
• behind schedule
• not started
Additional comments on each item are also provided by the responsible officers for completeness.
It is important to note that this report is for the 2nd quarter 2021/22 and only reflects the progress
as at 31 December 2021.
There are 76 operational initiatives grouped under and answerable to the 5 key themes of the
adopted Corporate Plan of:
• Noosa Environment
• Noosa Community
• Noosa Economy
• Long Term Planning for Noosa Shire
• Excellence as a Council
The current overall status of these initiatives is:
Status Quarter 1 Quarter 2 Quarter 3 Quarter 4
(July – (Oct – Dec (Jan – Mar (Mar –
Sept 2020) 2020) 2021) June 2021)
Not started 3 3
Behind Schedule 9 6
On Track 63 62
Completed 1 5
In summary, three of the projects remain ‘not started’. Items 4.4 and 4.5 in the report are associated
with the decision to delay the development of the new Corporate plan to allow input from the new
CEO. The third is item 5.2 and reflects Council’s decision to hold off on any decisions on the
development of Carpenters Lane land holding.
Pleasingly an additional four initiatives were completed in this quarter which is also reflected in the
decrease in “behind schedule” and ‘on track’ status.
Note - some of these initiatives are multi-year projects and have been categorised as “on track”
given the initiative will be completed in a future financial year.
The following table provides a brief summary of a number of high interest initiatives. The full list
can be seen in Attachment 1.
Initiatives Comment
Coastal Hazards Adaption Plan Second round of community consultation complete and CHAP
(CHAP) approved by Council in November 2021. CHAP currently with
State for final endorsement. Scoping for implementation
projects and grant applications underway
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Initiatives Comment
Increase Community Grants Completed – two grant rounds had and additional Alliance
programme recipients.
Implement priority activities from Council adopted the update directional document –
the Local Economic Plan to build “Economic Development Strategy 2021-2030”.
the resilience of Noosa’s The Economic Development Manager returned to the role
traditional sectors and continue to following 12 months acting in a Director role.
build capacity in growth sectors Two additional contracted resources engaged to drive
that diversify the economy Destination Management and a focus on Green economy
industry development.
Successful in receiving $50k from the federal government to
assess and develop options for employment hub activation.
Work with the Noosa River The Noosa River Stakeholder Advisory Committee (NRSAC)
Stakeholder Advisory Committee has continued to meet throughout the quarter with key
and Marine Safety Queensland to outcomes being participation in the speed and safety review of
the Noosa River by Maritime Safety Queensland. The
better manage the Noosa River
committee has commenced exploring River Use aspects of the
Noosa River Plan.
Some actions have been delayed by the vacant position of the
Principal Environment Officer – River Strategy and
Engagement and recruitment is ongoing.
Short Stay Local Law Short Stay local law to commence on 1st February 2022.
implementation
Continue with the construction of Playground construction continues with practical completion
the Cooroy/Hinterland All-Abilities set for March 2022, and landscaping establishment period
Playground ending February 2022.
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. 16 of those KPIs are reported to Council on a quarterly basis. The KPIs are included in
Attachment 2.
A selection of some of the key statistics arising from the KPI assessments are shown below:
Our People
• The issue of staff turnover has been topical recently. For the information of Council, our
historical staff turnover has been as per the table below:
Year Staff turnover rate (percentage)
2014/15 11.06%
2015/16 13.06%
2016/17 8.9%
2017/18 8.2%
2018/19 10.9%
2019/20 9.6%
2020/21 6.6%
• The staff turnover rate in this second quarter of 2021/22 has decreased from 4.7% to
approximately 3.3%. It is important to note that these percentages only relate to the
movement in permanent positions and do not include temporary and casual positions.
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Our Customers
• The number of customer requests has reduced in this quarter however in some areas there
has been an increase such as the environment portfolio.
• The average wait time for customers who contact the call centre has reduced in this quarter.
Our Finances
• Rate arrears continue to decline however they remain slightly above the preferred target.
• Council’s working capital ratio remains above 2 supporting Council’s strong liquidity position.
Our Systems and Processes
The use of online services continues to increase year on year. The proportion of payments
continues to be high as cash payments are being limited due to the COVID-19 pandemic.
3. CLOSED SESSION ITEMS
At the request of Councillors, this part of the report identifies whether or not there have been any
matters dealt with in confidential session within Council or Committee meetings which have
subsequently been made public. There were two in this quarter. The community can keep up to
date with this information by checking Council's website – https://www.noosa.qld.gov.au/decision-
making
Previous Council Consideration
Quarterly reports are provided to Council outlining our progress with the Operational Plan.
Finance
The projects within the Operational Plan are reviewed and funded as part of Council’s annual
budget process.
Risks & Opportunities
A failure to achieve the outcomes set out in the Operational Plan would be problematic. In some
cases, projects may take longer than anticipated to achieve the best outcome.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities have been provided by relevant Departments.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Attachment 1
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
se Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Cholera Status Q1 Q2
Focus Areas Areas/Officers
1.1 Adopt an Implement priority activities Protection of the Shire’s Environmental | The Noosa Environment Strategy is currently | Ontrack | On track
overarching from the Environment natural environment and Services/ guiding priorities for the Noosa environment
Environment Strategy achievement of strategic Environmental | 24 a second annual report on implementation
Strategy environmental targets Services actions has been drafted and is included in the
Manager report for the 8 February Planning and
Environment Committee meeting of Council.
1.2 Revitalise the | Work with the Noosa River Management of key threats | Co-chaired by | The Noosa River Stakeholder Advisory Ontrack | Behind
Noosa River Plan _| Stakeholder Advisory to the Noosa River System | CEO with MSQ/| Committee (NRSAC) has continued to meet Schedule
Committee and Marine Safety | and its Environmental and | CEo;s throughout the quarter with key outcomes
Queensland to better Social values Environmental | being participation in the speed and safety
manage the Noosa River Services/ review of the Noosa River by Maritime Safety
Environmental Queensland. The committee has commenced
Seninge exploring River Use aspects of the Noosa
Manager River Plan.
Some actions have been delayed by the
vacant position of the Principal Environment
Officer — River Strategy and Engagement and
recruitment is ongoing.
Continue to partner with the Oyster beds in the Noosa Environmental | TNC continues to experience project delays Behind Behind
Nature Conservancy to River are rebuilt to improve | Services/ due to inability to obtain approvals from Schedule | Schedule
implement the Oyster Reef habitat for fish and marine Environmental | Queensland Government authorities.
Restoration Project in the life Services An Executive Level Forum as defined in the
Noosa River Manager Partnership Agreement was conducted with
officers from Noosa Council and TNC in
attendance to discuss the project.
A report will be presented to the March PE
Committee meeting for Council consideration
of next steps.
1.3 Implement Implement the annual action Reduce Council's Environmental | The focus in the Quarter has been the Ontrack | Ontrack
Council’s Zero plan for the Zero Emissions emissions Services/ completion of the carbon reporting,
Organisational Strateg establishment of the Climate Change
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Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Status Q1 Q2
Focus Areas Areas/Officers
Emissions Strategy Environmental | Response Community Reference Group and
Services the Climate Change Response Grants (both
Manager new initiatives).
Develop the Emissions Achievement of Council's Environmental | Carbon footprint for 20/21 has been completed] Ontrack | On track
Reduction Offset Strategy for | nett zero emissions target Services/ and is being reported to the 8 February PE
Council’s operations. 2026 Environmental | Committee of Council.
Services Commenced piloting WRI Landuse, Landuse
Manager Change and Forestry Guidance for
Greenhouse Gas Accounting.
1.4 Adopt and Progress the implementation | Optimisation of landfill, Waste Services/| 10 year capital works plan completed pending | Ontrack | Ontrack
implement the of the Noosaville Eumundi control leachate and Manager final designs for stage 3 cells and RRA
following plans that | Road Landfill Master Plan emissions capture Waste & configuration. Cell 1.1 and 2.2 expansion this
form part of our Environmental | financial year including final capping works
Environment Health and new storm water management system.
Sohocw Bian Continue to implement the Continuation of Pine and Co-ordinated by| The Draft Yurol-Ringtail State Forest Ontrack | Ontrack
Buchire , Yurol Ringtail Forestry Hardwood removal and CEO & Ecological Restoration Plan and Vegetation
Management Plan project broad scale revegetation in Environmental Assessment has been completed and handed
Coastal “ preparation for transfer of Services/ over to the Operational Team consisting of
Management Plan, land to National Park Environmental | QPWS, Landcare and Greenfleet to inform
Flood Management Services nursery propagation and plantings of
Plan, Koala Manager approximately 1000ha of former plantation
Conservation Plan, as
Waterways and QUT koala baseline and vegetation monitoring
Wetlands and dog threat assessment using drone
Management Plan, technology completed for year 1 of 3 and
Open space Plan, report and presentation provided by QUT.
Waste Reduction Community engagement regarding trail
and Recycling closures, fire management and general project
Plan. information is ongoing, in collaboration with
QPWS, HQ@P and DAF.
Vegetation Assessment Officer continued
shire vegetation assessment project to update
Regional Ecosystem Herbarium Mapping and
Noosa Plan Biodiversity Overlay Mapping to
support Development Assessment Branch.
Develop a new Noosa Waste Achieve waste minimisation | Waste Services/) New waste manager appointed late August. Ontrack | Ontrack
Strategy and diversion targets and Manager Planning and scoping of Strategy including
support net zero emissions | Waste & communication plan commenced. Target for
target Environmental | draft sign off end of FY.
Health
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Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Status Q1 Q2
Focus Areas Areas/Officers
Improved Flying Fox Properly maintained flying | Environmental | Council's subsidised service program is active | Ontrack | On track
Management process fox infrastructure Services/ at sites at Kin Kin, Pinaroo Park and Wallace
Environmental | Park, but Flying-fox numbers are reduced.
Services External grant funding of $24,000 will provide
Manager for expert advice on management options at
Kin Kin and Wallace/Pinaroo Park into the
future. RFQ will be tendered to contractors in
January 2022.
Implement the Noosa Clear prioritisation of Environmental | Bushland Strategic Management Plan and Ontrack | Ontrack
Bushland Reserve Strategic resources towards Services/ Strategic Fire Management Plan endorsed in
Management Plan and Fire bushland management and | Environmental | June 2021 and Fire Management Officer on
Management Plan active involvement of the Services board in September 2021.
community in the Manager
restoration of degraded Consultants have completed draft
bushland areas management plan for Noosa Banks and
engagement with community will recommence.
The Coastal Foreshore Management Plan has
commenced.
Extra grant funding has kept on extra staff in
Natural Areas, undertaking specific projects
and local sites, including the Eastern Beaches.
The Community Bushcare program is currently
at capacity with demand for new groups still
coming in, this will be reviewed at budget time.
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Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Status Q1 Q2
Focus Areas Areas/Officers
1.5 Reinforce our | Streetscape upgrade project | Improved management of _| Infrastructure _ | Participate in council workshops and working | Ontrack | On track
Noosa Design implementation Noosa’s public areas and —_| Planning, groups and are consistent with message to
Principles built environment to align Design & apply design principals.
with the Noosa Design Delivery, Civil . . . .
Principles and Noosa Style | Operations ere of design vision statements into
(Civil Works & all PMP’s ongoing.
Mtce), Civil Planning and detailed design of the Noosa
Operations Drive Pathway underway.
(Parks &
Gardens), Asset} Planning for Noosa Junction Streetscape
Management/ | upgrade subject to formal budget agreement.
Inirast uetire Renewal of design palettes underway.
Planning
Design &
Delivery
Manager
1.6 Manage Continue to implement best Development outcomes Development Appointed new Senior Environment Officer On track On track
development within | practice Development aligned with the Assessment/ with this officer participating in workshops with
the Noosa Shire in | Assessment services that environmental controls Development | the Environment Services team and
accordance with deliver the strategic included in the Noosa Plan | Assessment Environment Levy working group.
Noosa's environmental outcomes 2020 Manager Training workshop held for planners and
environmental committed to in the Noosa senior environment officer on state koala
outcomes Plan 2020 habitat requirements.
1.7 Plan our Community ZEN emissions The Noosa Community is Environmental | Investigations are ongoing into community Ontrack | Ontrack
response to climate | project implementation assisted to become zero Services/ battery option and funding opportunities with
change net emissions by 2026 Project Officer | ZEN Inc.
— Carbon Climate Change Response Plan Community
Reduction Reference Group has been established - 2
meetings have been held to date.
Noosa & Sunshine Coast Councils received a
grant to implement the first 2 phases of the
LGAQ Climate Risk Framework for Local
Governments — internal and external surveys
completed, internal climate risk workshops
completed, external workshops scheduled.
Noosa Youth Advocacy Group presented to
Council on the outcomes of the Youth Climate
Summit.
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Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Status Q1 Q2
Focus Areas Areas/Officers
Continue to progress the The Council has a plan to Strategic Land | Second round of community consultation Behind On track
finalisation and respond to the challenges Use Planning/ | complete and CHAP approved by Council in | Schedule
implementation of the of climate change on our Director November 2021. CHAP currently with State for
Coastal Hazard Adaption coastal areas Environment &| final endorsement. Scoping for implementation
Plan (CHAP) Sustainable projects and grant applications underway.
Development
Finalise the development of Climate risks and Strategic Land | The CCRP was endorsed by Council August | Ontrack | Ontrack
the Climate Change emissions reduction are Use Planning/ | 2021. ACCRP Community Reference Group
Response Plan & commence considered and responded | Director has been established to provide advice on
implementation to in a holistic way Environment &| implementation and meetings have
Sustainable commenced.
Development
Continue the implementation Improved management of Environmental | A dedicated Fire Management Officer was On track On track
of Council’s Fire our bushland reserves with | Services/ appointed in September. He is currently
Management Plans and regard to fire and the Environmental | reviewing training, equipment and vehicles, as
bushland reserves implementation of a more Services well as maintaining fire trails as we head into
proactive, specialised Manager the summer season.
burning regime
Noosa Heads Main Beach Improved management of | Asset SARA has agreed to an application timeframe | Behind On track
SEMP shoreline erosion in Noosa | Management/ | extension, previously due October 2021, now | Schedule
Main Beach and Noosa Asset Planning| February 2022.
Ret Coordinator BMT Global preparing sediment sampling and
analysis plan (SAP).
Forecast SAP finalisation and approval during
January and February 2022.
Coastal Reserve Develop a detailed Asset A dedicated officer for this project has started | Ontrack | Ontrack
Management Plan management Plan for the Management/ | in early October and had finalised the project
eastern beaches to Asset Planning| Plan and has begun direct engagement with
manage encroachments, Coordinator; community stakeholders.
accesses and works inthe | Environment
anes Officer — Background survey has been completed and
Coastal a workshop with Councillors to refine plan
Management | direction is scheduled for early February.
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Q Noosa Council 2021/22 Operational Plan Quarterly Progress Report
& a) Theme - The Noosa Community
& Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Operational Initiatives Outcomes Responsible Update Status Q1 es
Focus Areas Areas/Officers
2.1 Undertake Implement priority activities An effective framework to | Community Priority for 21/22: Ontrack | On track
implementation of from the Social Strategy continue to improve Development/ | Lead a social services mapping exercise and
the Noosa Social community wellbeing and Community development of a social services position paper.
Strategy cohesiveness Development | Development and implementation of a 12 month
Manager calendar of volunteer workshops that are
responsive to community needs.
Support the community with Improved community Council has initiated proceedings inthe Planning | On track | On track
the intensity of usage of the outcomes through Council and Environment Court seeking orders to limit
Kin Kin Quarry advocacy the impact of the quarry on local residents. An
interim hearing was held on 12 November with
the outcome being non favourable to the request
for reduced truck movements during school bus
times. The Kin Kin Quarry Roundtable continues
to meet on a regular basis. The next court
proceedings will occur on March 2-4,2022
where affidavits will be considered.
Maintain our relationship with | A positive and effective Director Relationship building focused around new Ontrack | On track
the local indigenous partnership built on trust and | Community Council point of contact. Key inclusion of Kabi
community respect Services Kabi community in Floating Land 2021.
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Corporate Plan Key Operational Initiatives Outcomes Responsible Update Status Q1 ee,
Focus Areas Areas/Officers
2.2 Adopt and Implement priority activities Delivery of better social Community 21/22 Cultural Action Plan — Key priority Ontrack | On track
implement the from the Cultural Plan, outcomes including a Development/ | activities underway including ITQ for Stage 2
following plans that | Community Health and cohesive resilient Community Gallery Pre-Feasibility study; Shirewide
form part of our Wellbeing Plan and the Sport | community, an active and —_| Development eet aan a re —
Noosa Social and Active Recreation Plan healthy community, an Manager MG an men ae fe ae Se
Strategy - Cultural accessible diverse and Oe Sete Min Sistem SIs) a tree Felt
: ' Community House.
Plan, Community affordable community
Health and
Wellbeing Plan and Sport and Active Recreation Plan
the Sport and Key recommendations currently being
Active Recreation implemented including Feasibility for non-
Plan powered water sports — tender closed and
consultant appointed; Noosa Cycling and
Walking strategy and implementation plan
completed and endorsed; Noosa Trails network
master plan implementation underway; and
Sport infrastructure improvements including LED
lighting for sports fields.
Deliver Floating Land 2021 Increased access to and Galleries/ Floating Land: at the edge of ideas delivered 9'" | On track | Completed
event participation in arts and Gallery to 24th October. In excess of 30 installations and
culture Director performances delivered across Boreen Point
and Park Road Boardwalk.
Annual Christmas convoy Increased community Community Completed 6 — 9th December 2021. Ontrack | Completed
connectedness Development/
Community
Development
Manager
2.3 Implement the New Mobile Library and Accessible and Libraries/ Vehicle tender awarded in July 2021; Kiosk Ontrack | On track
Libraries Strategic Community Outreach Service | contemporary outreach Libraries & ordered for Peregian Community House — unit
Plan is planned and implemented library services Galleries not being shipped until January due to supplier
Manager issues; ITQ currently being prepared for kiosk at
Pomona Community House; New suite of library
outreach programs developed and being
delivered. Three initial focus locations —
Pomona, Peregian and Kin Kin.
2.4 Continue to Continue the construction of Completion of site Director Construction of new Peregian Beach Community; On track | On track
support our Stage 3 of the Rufous Street construction and the new Community House and Green Space nearing completion.
community to utilise | project incl. the construction neighbourhood centre which | Services Transition to new building to occur early in 2022.
Council controlled of the new Peregian Beach will strengthen community Concept design for refit of old community house
land and buildings Community House. connection drafted.
Page 80 of 99The text continues on section 81.