Original source · versioned page text
2022-02-08 Services & Organisation Committee Meeting Agenda
Text sections have not been matched to the original PDF pages. Use the original document to check page numbers.
AGENDA
Services & Organisation
Committee Meeting
Tuesday, 8 February 2022
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
See the original
The page text is free to read. Viewing or downloading an original file needs an account.
Log in to see the originalLog in to download the original file
Large file: the download may take up to a minute.
Searchable page text hides email addresses. Original files are unchanged and may show email addresses.
Full text of the other 70 sections
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE 4
1 2021 DELEGATIONS OF AUTHORITY ANNUAL REVIEW 4
2 BBRF GRANT APPLICATION FOR NOOSA DISTRICT SPORTS COMPLEX –
STAGE 1 21
3 HOLIDAY PARKS FEES AND CHARGES 24
6. REPORTS FOR NOTING FOR THE COMMITTEE 27
4 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2021 27
5 CAPITAL PROGRAM DELIVERY STATUS – 31 DECEMBER 2021 34
6 CUSTOMER SERVICE OPERATIONAL REPORT 2021 50
7. CLOSED SESSION 71
Page 2 of 71
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 7 December 2021
be received and confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
Page 3 of 71
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 2021 DELEGATIONS OF AUTHORITY ANNUAL REVIEW
Author Governance Officer, Alexandra Nolan
Executive Services Department
Index ECM/ Subject/ 27.10 Council Meeting Reports
Attachments 1. Delegations of Authority: Council to Chief Executive Officer
(New Delegations)
2. Delegations of Authority: Council to Chief Executive Officer
(Updated) (67 page attachment provided separately to this agenda)
3. Delegations of Authority: Council to Chief Executive Officer
(No Changes) (103 page attachment provided separately to this agenda)
EXECUTIVE SUMMARY
In accordance with section 257(5) of the Local Government Act 2009 (LGA), Council annually
reviews its delegations of authority in alignment with updates provided by King & Company
Solicitors.
In accordance with section 257 of the LGA, Council can delegate a power under this Act or another
Act to the Chief Executive Officer (CEO) to allow for the effective resolution of a range of
operational matters undertaken by Council.
The purpose of this report is to update the currency of Council’s Delegations Register. Additionally,
this report outlines the review of Delegations of Authority for 2021 undertaken by the Governance
Team. The following outcomes are outlined below:
• 4 new delegation registers;
• 7 current delegation registers with required updates; and
• 36 current delegation registers not requiring changes.
If Council resolves to adopt the Recommendations made in this Report, the changes to the
Delegations Register will take immediate effect.
RECOMMENDATION
That Council note the report by the Governance Officer to the Services & Organisation Committee
Meeting dated 08 February 2022 and adopt:
A. New Delegations - Pursuant to section 257 of the Local Government Act 2009, to delegate
the powers of the Local Government outlined in the Delegations of Authority provided at
Attachment 1, to the Chief Executive Officer of Council;
B. Updated Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 2, to the Chief Executive Officer of Council; and
C. Unchanged Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 3, to the Chief Executive Officer of Council.
Page 4 of 71
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
REPORT
1. Delegation Framework Overview
Local Government is under a general obligation to comply with all relevant State and
Commonwealth Acts and Regulations. Local governments are empowered, and are required to
make numerous decisions in order to properly discharge their powers and responsibilities for the
communities they serve.
The Local Government Act 2009 (section 257) (LGA) allows local governments to delegate their
powers by resolution to:
• the Mayor
• the CEO
• a standing committee or joint standing committee
• the chairperson of a standing committee or joint standing committee.
This report deals specifically with delegations from the Council to the CEO.
As a result of this empowerment, the CEO is required to establish a register of delegations
containing the particulars prescribed under a regulation, pursuant to section 260 of the LGA.
Subsequently, as legislation is amended, repealed and introduced, Council is required to update
its Delegations Register.
The Local Government Association of Queensland Ltd (“LGAQ”) supports Queensland Local
Governments in complying with its obligations under section 260 of the LGA, with the assistance
of King and Company Solicitors, by providing local governments with delegation updates.
The Council Delegations Register is divided into numerous parts, containing an individual page or
number of pages for each relevant Act and Regulation in respect of which Council or the CEO may
exercise a power. The Governance Branch maintains the Register through legislative instruments
known as Delegations of Authority.
The diagram below, obtained from LGAQ, provides an illustrative overview of the Queensland
delegations model.
Delegation of power from the Council to CEO
Page 5 of 71
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
In accordance with section 257 (1) of the LGA, Council may delegate a power under this Act, or
another Act, to the Mayor or CEO. The delegation of powers to the CEO allows for the more
efficient and timely resolution of a range of administrative matters.
It is a matter for the Council to decide if one or more, or even the majority of powers contained
within the Council Register are excluded from delegation to the CEO. If Council chooses to exclude
a power from delegation to the CEO, then Council alone may exercise the relevant power.
Council must formally resolve to delegate its powers under the Council Register to the CEO, as
provided in Attachments 1, 2 and 3. It is important to note that Council may retract or condition a
delegation of power from the CEO as desired.
Delegation of Power from the CEO to Employee or Contractor
The CEO has particular powers provided by legislation by virtue of holding the position of CEO
within the Local Government. In accordance with section 259 of the LGA, the CEO may delegate
a power provided by legislation or Council resolution to an appropriately qualified employee or
contactor of Council.
Pending adoption by Council, the CEO, in consultation with the Governance Branch, Directors and
Managers, will on-delegate various powers to relevant positions within the organisation to ensure
efficient operations and service to our community.
Council’s Delegations Register
Pursuant to section 257(5) of the LGA, Delegations to the CEO by Council must be reviewed by
the local government annually. This ensures that the Delegations align with any relevant legislative
changes and new legislation enacted during the previous year.
In accordance with the LGA, Council has in place a Register of Delegations recording all
delegations made by the Council to the CEO, and delegations, which the CEO has on delegated
to various employees and contractors, through Delegations of Authority. The Register of
Delegations must be made available to the public for inspection upon request.
If Council resolves to adopt the Recommendations made in this Report, the changes to the
Delegations Register will take immediate effect.
2. Annual Delegations Review Process
Pursuant to section 257(4) of the LGA delegations to the CEO must be reviewed annually by the
local government. Council previously adopted its current delegations at the Ordinary Meeting of 17
September 2020.
King and Company Solicitors updates the Council Register and CEO Register during the two major
Queensland Parliamentary recesses (summer and winter), working through changes made to Acts
and Regulations. Updates to the Register’s may result from:
1. Changes to relevant State legislation;
2. Introductions of new State legislation; or
3. Improvements to the register as identified by King and Company Solicitors
The Governance Branch uses the content of the registers to undertake a comprehensive review of
Council’s Delegation of Authority Register and presents to Council any changes to current
delegations and new delegations to maintain the currency of Council’s Delegation Register. The
review process is outlined in the following diagram.
Page 6 of 71
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
LGAQ via King and Company makes updates to its Delegation Registers.
Governance Branch reviews LGAQ updates and determines in consultation with relevant operational
teams, Directors and CEO whether the update is required and apprioriate timing.
Where changes to the register are appropriate for Noosa Council, a new Delegation of Authority or
an updated Delegation of Authority is prepared, which outlines the relevant powers to be delegated,
and is reported to Council for approval.
Once the delegation is approved by Council, the CEO, where relevant and appropritate, will on delegate
the authority to exercise that power to various positions within the organisational structure.
3. Outcomes of 2021 Delegations Review
New Delegations
The delegation review has identified that the following new delegations registers are applicable to
Council’s operations:
• Human Rights (Human Rights Act 2019);
• Land Regulation (Land Regulation 2020);
• Nature Conservation (Animals) (Nature Conservation (Animals) Regulation 2020);
• Nature Conservations (Plants) (Nature Conservations (Plants) Regulation 2020).
Copies of the complete new Delegations of Authority to be delegated by Council to the CEO are
provided at Attachment 1.
Required Updates to Current Delegations
The delegation review has identified a number of required amendments to the current Council to
CEO delegations relating to the following Acts and Regulations:
• Building (Building Act 1975 & Building Regulation 2006);
• Environmental Protection (Environmental Protection (Water & Wetlands Biodiversity);
• Policy 2019, Environmental Protection Act 1994 & Environmental Protection Regulation
2019);
• Industrial Relations (Industrial Relations Act 2016 & Industrial Regulation 2018);
• Land Act (Land Act 1994);
• Planning (Planning Act 2016, Planning Regulation 2017 & Development Assessment
Rules);
• Work Health and Safety (Work Health and Safety Act 2011 & Work Health and Safety
Regulation 2011);
• Workers Compensation and Rehabilitation (Workers Compensation and Rehabilitation
Act 2003 & Workers Compensation and Rehabilitation Regulation 2014).
The updated Delegations of Authority relating to the above are provided at Attachment 2. The
changes to the delegations are highlighted yellow for identification.
Summary of Current Delegations not Requiring Changes
Page 7 of 71
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
To avoid any doubt, the current Council Delegations of Authority listed below require no changes
to the previous year.
• Animal Management Animal Management (Cats and Dogs) (Animal Management Act
(Cats and Dogs) Act 2008);
• Asbestos Complaints (Public Health Act 2005);
• Biosecurity (Biosecurity Act 2014 & Biosecurity Regulation 2016);
• Body Corporate & Community Management (Body Corporate and Community
Management (Specified Two-lot Schemes Module) Regulation 2011);
• Coastal Protection and Management (Coastal Protection and Management Act 1995);
• Disaster Management (Disaster Management Act 2003);
• Environmental Offset (Environmental Offsets Act 2014 & Environmental Offsets Regulation
2014);
• Fire and Rescue Services (Fire and Emergency Services Act 1990);
• Food Premises (Food Act 2006 & Food Production Safety Act 2000);
• Heavy Vehicle (Heavy Vehicle (Mass, Dimension and Loading) National Regulation, Heavy
Vehicle National Law (QLD) & Heavy Vehicle National Law Regulation 2014);
• Information Privacy (Information Privacy Act 2009);
• Land Title (Land Title Act 1994);
• Land Valuations (Land Valuations Act 2010);
• Liquor (Liquor Act 1992);
• Local Government – Authority to Sign (Local Government Act 2009);
• Local Government – Finance and Procurement (Local Government Act 2009 & Local
Government Regulation 2012);
• Local Government – Governance (Local Government Act 2009 & Local Government
Regulation 2012);
• Local Government – People and Payroll (Local Government Act 2009 & Local Government
Regulation 2012);
• Local Government – Rates (Local Government Act 2009 & Local Government Regulation
2012);
• Local Government – Roads and Stormwater Drains (Local Government Act 2009 & Local
Government Regulation 2012);
• Local Laws (Local Government Act 2009 & Council Local Laws);
• Peaceful Assembly (Peaceful Assembly Act 1992);
• Planning and Environment Court (Planning & Environment Court Act 2016);
• Plumbing and Drainage (Plumbing and Drainage Act 2018 & Plumbing and Drainage
Regulation 2019);
• Public Health (Public Health Act 2005 & Public Health Regulation 2005);
• Public Health Infection Control (Public Health Infection Control for Personal Appearance
Services) Act 2003);
• Public Interest Disclosure (Public Interest Disclosure Act 2010);
• Public Records (Public Records Act 2002);
• Queensland Heritage (Queensland Heritage Act 1992);
• Right to Information (Right to Information Act 2009);
• State Penalties Enforcement (State Penalties Enforcement Act 1999);
• Statutory Bodies Financial Arrangement (Statutory Bodies Financial Arrangements) Act
1982);
• Summary Offences (Summary Offences Act 2005 & Summary Offences Regulations 2006);
Page 8 of 71
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
• Survey Mapping & Infrastructure (Survey Mapping & Infrastructure Act 2003);and
• TORUM Transport Operations (Road Use Management) Act 1995);
• Waste Reduction & Recycling (Waste Reduction and Recycling Act 2011 & Waste
Reduction and Recycling Regulation 2011).
The complete Delegations of Authority relating to the above list are provided at Attachment 3.
Council’s delegation of these powers remain unchanged from the previous year.
Previous Council Consideration
The majority of Council’s current delegations were adopted by Council at the Ordinary Meeting
held on the 17 September 2020.
Ordinary Meeting, 17 September 2020, Item 1, Page 9
That Council note the report by the Governance Officer to the Services & Organisation Committee
Meeting dated 8 September 2020 and adopt:
A. New Delegations - Pursuant to section 257 of the Local Government Act 2009, to delegate
the powers of the Local Government outlined in the Delegations of Authority provided at
Attachment 1 to the Report, to the Chief Executive Officer of Council;
B. Updated Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 2 the Report, to the Chief Executive Officer of Council; and
C. Unchanged Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 3 to the Report, to the Chief Executive Officer of Council.
Finance
Nil.
Risks & Opportunities
Operationally, if delegations are not current or officers operate outside of their delegated authority,
relevant decisions made and action taken may be considered unauthorised and subject to legal
challenge. This may expose Council to the risk of unnecessary and expensive legal action by third
parties and subsequent reputational damage.
All of Council’s delegations contain the following conditions to manage the risk of Officers acting
beyond the appropriate delegated authority:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer’s letter of
appointment and/or, position description, qualifications, technical knowledge and legislative
requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
Page 9 of 71
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
b. for and Former Delegated Position that ceases to exist, the reference in this Instrument
to the Former Delegated Position will be read as being a reference to the position that
then most closely resembles the Former Delegated Position.
All Council Officers and Contractors with delegated powers approved by the CEO are provided
with a memorandum outlining the powers delegated to them.
Human Rights Statement
In developing this Report the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the Delegations
Review does not conflict with any human rights and supports a human rights approach to decision
making by Council.
In the exercise of these powers, the CEO will need to consider human rights compatibility and may
be required to make further statements to comply with the Human Rights legislation. The CEO
and Council representatives will endeavour to act and make decisions under this Report in a
manner that is compatible with human rights. In particular, representatives will endeavour to:
• identify relevant human rights which may be affected by the action or decision;
• give proper consideration to the impact of its actions and decisions on human rights; and
• ensure that any conduct or decision by Council which limits an individual’s human rights is
reasonable and justifiable.
This Report should be read in conjunction with Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
The Governance Branch consults with the Principal Advisor of LGAQ in relation to delegation
matters, as required.
Internal Consultation
The Governance Branch has consulted with the CEO, relevant Directors, Managers and officers
across the organisation in order to identify and confirm which powers from an operational
viewpoint should be delegated to ensure efficient and effective operations.
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 10 of 71
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Attachment 1
Page 11 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Attachment 1
jefe] NOOSA COUNCIL
NOOSA COU!
mm
DELEGATION OF AUTHORITY
TITLE: HUMAN RIGHTS
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Human Rights Act 2079
Delegated Power:
1. To exercise the powers of Council pursuant to the Human Rights Acf 2079.
Power, as a party to a proceeding before a court, inthe circumstances | Section 49(2)
in subsection 49(1), to make an application to have the proceeding
referred to the Supreme Court.
Power, as a party to a proceeding in the Supreme Court or District Section 52(1)}(a)
Court, to give notice in the approved form to the Attomey-General and
the commission if:
(a) a question of law arises that relates to the application of the Act;
or
(b) a question arises in relation to the interpretation of a statutory
provision in the Act.
Power, as a party to a proceeding, to give notice in the approved form Section 52(1)(b)
to the Attorney-General and the commission if a question is referred to
the Supreme Court under section 49.
Power, where the commissioner decides to accept a human rights Section ?7(1)
complaint, to comply with the actions taken by the commissioner
including:-
(a) making submissions to the commission in writing in response to
the complaint;
(b) complying with a direction to give the commission information
relevant to the complaint;
(c) participating in a conciliation of the complaint under part 4,
division 2, subdivision 4.
Power, as a relevant entity for a complaint, to comply with a direction Section 78(5)
given by the commissioner under subsection 78(2).
Power, as a party to a complaint, to seek the consent of the Section 83(1)
commissioner to be represented by another person.
Page 1 of 10Section 12
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 12 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
ete) NOOSA COUN
NOOSA COUNCIL
mm
Power to make submissions to the commissioner about a proposed Section 93(2)
adverse comment in a report prepared under section 88 or part 4,
division 3.
Power to comply with a notice, issued by the commissioner pursuantto | Section 98(3)
subsection 98(1}, to provide information.
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer's letter of
appointment and/or, position description, qualifications, technical knowledge and legislative
requirements.
3. Inthe event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to the
position that then most closely resembles the Former Delegated Position."
1. The powers and authorities set out above are hereby delegated to the O fficer(s) designated.
2. This Delegation is authorised for indusion in the Delegation of Authority Register.
Page 2 of 10
Page 12 of 71Section 13
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 13 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
ete) NOOSA COU
_ NOOSA COUNCIL
DELEGATION OF AUTHORITY
TITLE: LAND REGULATION
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Loca! Government Act 2009 - Section 257
Land Regulation 2020
Delegated Power:
To exercise the powers of Council pursuant to the Land Regulation 2020.
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power, as trustee, to:- Section 4(3)
(a) give a public notice of the decision to adopt the model by-law; and
(b) notify the chief executive.
NB. for the avoidance of doubt, this section does not include the power to
adopt the model by-law.
Power, as trustee, while the model by-law has effect, to keep a copy of the Section 4(6)
public notice available for inspection free of charge.
Power, as lessee, to appeal against the purchase price decision. Section 19(2)
Power, as prospective lessee or licensee, to appeal against the rental Section 31(3)
category decision.
Power, as prospective permittee, to appeal against the rental category Section 32(3)
decision.
Power, as a tenure holder, to pay the rent or instalments for the tenure when | Section 48(1)
and where required under Part 5, Division 5.
Power, as a tenure holder in the circumstances set out in subsection 60(1), Section 60(2)
to apply to the Minister for a deferral of all or part of the rent or instalments
payable for the tenure.
Power, as a tenure holder who has lodged an application under subsection Section 60(4)
60(2), to give the Minister any further information needed to help decide the
application.
Power, as a tenure holderin the circumstances set out in subsections 65(1) =| Sections 65(3)
and (2), to pay the penalty interest. and (4)
Page 3 of 10
Page 13 of 71Section 14
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 14 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
jefe} NOOSA COUNC
NOOSA COUNCIL
mm
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with council; resolutions,
policies, guidelines, procedures, industnal instruments and agreements.
2. lf the Chief Executive Officer on delegates any of these powers the delegated officer must
exercise any delegated power in accordance with the scope and limitations of the subject
officer's letter of appointment and/or, position description, qualifications, technical knowledge
and legislative requirements.
3. Inthe event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this Instrument
to the Former Delegated Position will be read as being a reference to the position that
then most closely resembles the Former Delegated Position.
1. The powers and authorities set out above are hereby delegated to the O fficer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 4 of 10
Page 14 of 71Section 15
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 15 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
jee) NOOSA COUN
NOOSA COUNCIL
mm
DELEGATION OF AUTHORITY
TITLE: NATURE CONSERVATION (ANIMALS)
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Nafure Conservation (Animals) Regulation 2020
Delegated Power:
7. To exercise the powers of Council pursuant to the Nafure Conservation (Animais)
Regulation 2020.
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power, as the owner of an airport, in the circumstances listed in subsection | Sections 42(2)
42(1), to:- and (3)
(a) take the animal at the airport;
(b) remove or otherwise deal with an animal breeding place used by the
animal;
(c) keep an animal taken for the purpose of releasing it; and
release the animal into a prescribed natural habitat for the animal.
Power, as the owner of an airport, to keep a record for an animal taken under | Section 43(1)
section 42(2).
Power, in the circumstances listed in subsection 61(1) to:- Section 61(2)
(a) destroy the flying-fox roost;
(b) dive away, or attempt to drive away, a flying-fox from the roost; and
disturb a flying fox in the roost.
Power to carry out the activities listened in subsection 62(1) in relation to a | Section 62(1)
tree that is a flying-fox roost.
Power to apply to the chief executive for the grant of an animal authority. Section 236
Power to comply with a notice from the chief executive asking for other | Section 242(4)
information or a document the chief executive requires to decide the
application.
Power to amend an application for the grant of an animal authority. Section 243
Power, as the holder of a renewable licence, to apply to renew the licence. Section 258
Power, as the halder of an animal authority, to apply for an amendment of the | Section 265
authority.
Power to comply with a notice from the chief executive asking for other | Section 266(1)
information or a document the chief executive requires to decide the
amendment application.
Page 5 of 10
Page 15 of 71Section 16
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 16 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
ele] NOOSA COUNCIL
i i ete —_—
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power to amend an application for the amendment of an animal authority. Section 267
Power to comply with a notice from the chief executive the holder the | Section 271(1)
opportunity to make written representations to the chief executive about why
the proposed amendment should not be made.
Power to make written representations to the chief executive about why the | Section 275(1)
chief executive should not suspend or cancel an animal authority.
Power to return an animal authority that has been amended to the chief | Section 276
executive.
Power to return an animal authority that has been suspended to the chief | Section 277
executive.
Power to return an animal authonty that has been cancelled to the chief | Section 278
executive.
Power to apply to have an animal authority that has been damaged, destroyed, | Section 279
lost or stolen, replaced.
Power to surrender an animal authority (with an accompanying notice of | Section 280
surrender) to the chief executive.
Power to apply to the chief executive to amend the urban flying-fox | Section 371
management area map.
Power to provide information to the chief executive that is relevant to the | Section 372
removal of an urban flying-fox management area from the urban flying-fox
management area map.
Power, as an affected person, to apply to the chief executive for a review of | Section 379(1)
the decision.
Power, as an affected person, to ask the chief for an information notice forthe | Section 379(2)
decision.
Power to agree to alonger period for the chief executive to comply with section | Section 381 (2)
381(1).
Power, as an affected person, to apply to QCAT for a stay of the operation of | Section 382
a decision.
Power to apply to QCAT for a review of an internal review decision. Section 383
Conditions of Delegation:
|. The delegated officer must exercise this delegation in accordance with council; resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the Chief Executive Officer on delegates any of these powers the delegated officer must
exercise any delegated power in accordance with the scope and limitations of the subject
officer's letter of appointment and/or, position description, qualifications, technical knowledge
and legislative requirements.
3. Inthe event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
Page 6 of 10
Page 16 of 71Section 17
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 17 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
ee} NOOSA COUN
am
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to the
position that then most closely resembles the Former Delegated Position.
1.The powers and authorities set out above are hereby delegated to the O fiicer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 7 of 10
Page 17 of 71Section 18
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 18 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
ete) NOOSA COUN
NOOSA COUNCIL
mm
DELEGATION OF AUTHORITY
TITLE: NATURE CONSERVATION (PLANTS)
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Loca! Government Act 2009 - Section 257
Nature Conservation (Plants) Reguiation 2020
Delegated Power:
7. To exercise the powers of Council pursuant to the Nafure Conservation (Plants) Reguiafion
2020.
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power, as the holder of a plant authority, to ensure a relevant person carrying | Section 63(2)
out an activity under the authority has a copy of the authority endorsed by the
holder with the relevant person's name and residential address available for
inspection.
Power, as the holder of a plant authority, to:- Section 64(1)
(a) give the chief executive a notice stating the nature of the change and
apply to the chief executive for an amendment of the authority to reflect the
change.
Power, as the holder of a protected plant growing licence, to carry out the | Section 71
activities listed in section 71.
Power, as the holder of a protected plant harvesting licence, to take an | Section 79
authorised plant in accordance with section 79.
Power, as the holder of a protected plant clearing permit, to carry out the | Section 69
activities listed in section 89.
Power to apply to the chief executive forthe grant of a plant authonty.
Power to comply with a request from the chief executive asking for other | Section 105
information or a document the chief executive requires to decide the
application.
Power to amend an application for the grant of a plant authority. Section 107
Power, as the holder of a plant authority, to apply to amend the authority. Section 117
Power, as the holder of a plant authority, to make written representations to | Section 121
the chief executive about why a proposed amendment to the plant authority
should not be made.
Power, as the holder of a plant authority, to make written representations to | Section 124
the chief executive about why the chief executive should not suspend or
cancel the plant authority.
Page 8 of 10
Page 18 of 71Section 19
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 19 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
x MEN ele wesley
NOOSA COUNCIL
mm
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power to return a plant authority that has been amended to the chief executive. | Section 125
Power to return a plant authority that has been suspended to the chief | Section 126
executive.
Power to return a plant authority that has been cancelled to the chief | Section 127
executive.
Power to apply to have a plant authority that has been damaged, destroyed, | Section 128
lost or stolen, replaced.
Power to surrender a plant authority (with an accompanying notice of | Section 129
surrender) to the chief executive.
Power to ask the chief executive to agree to reduce the area of the usual buffer | Section 134
zone for an area to be cleared.
Power, as the holder of a protected plant licence in the circumstances set out | Section 152
in subsection 152(1), to keep a protected plant harvest record.
Power, as the holder of a protected plant licence in the circumstances set out | Section 153
in subsection 153(1), to keep a protected plant trade record.
Power, as the holder of a plant authority in the circumstances set out in | Section 154
subsection 154(1), to keep a record of the information listed in subsection
154(2).
Power, as the holder of a plant authority in the circumstances set out in | Section 155
subsection 155(1), to keep a record of the information listed in subsection
156(2).
Power, as the holder of a plant authority in the circumstances set out in | Section 163
subsection 163(1)}, to give the chief executive a notice stating the record or
copy has been stolen, lost, destroyed or damaged.
Power, as the holder of a protected plant harvesting licence in the | Section 167
circumstances set out in subsection 167(1), to attach a tag supplied under
section 165 to the plant.
Power, as the holder of a protected plant licence in the circurnstances set out | Section 173
in subsection 173(1), to attach a protected plant harvest label.
Power, as the holder of a protected plant harvesting licence in the }| Section 174
circumstances set out in subsection 174(1), to attach a protected plant trade
label.
Power, as the holder of a protected plant harvesting licence in the | Section 175
circumstances set out in subsection 175{1), to mark or label a container
containing the plant with the words required by subsection 175(2).
Power, in the circumstances set outin subsection 177(2),to remove aharvest | Section 177
label.
Power, as an affected person, to apply for a review of a decision. Section 190(1)
Page 9 of 10
Page 19 of 71Section 20
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Page 20 of 71
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
m MEN Weelenn
NOOSA COUNCIL
mm
DESCRIPTION OF POWER DELEGATED LEGISLATION
Power, as an affected person, to ask the chief executive for an information | Section 190(2)
notice for the decision.
Power to agree to a longer penod for the chief executive to comply with section | Section 192
192:
Power, as an affected person, to apply to QCAT for a stay of the operation of | Section 193
a decision.
Power, in the circumstances set out in subsection 194{1)}, to apply to QCAT | Section 194
for a review of an internal review decision.
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with council; resolutions,
policies, guidelines, procedures, industnal instruments and agreements.
2. If the Chief Executive Officer on delegates any of these powers the delegated officer must
exercise any delegated power in accordance with the scope and limitations of the subject
officer's letter of appointment and/or, position description, qualifications, technical knowledge
and legislative requirements.
3. Inthe event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to the
position that then most closely resembles the Former Delegated Position.
1. The powers and authorities set out above are hereby delegated to the O fficer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 10 of 10
Page 20 of 71Section 21
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
2 BBRF GRANT APPLICATION FOR NOOSA DISTRICT SPORTS COMPLEX – STAGE 1
Author Community Development Officer (Sport and Recreation), Amanda Tie
Community Services Department
Index ECM/10.04 Community Development
Attachments Nil
EXECUTIVE SUMMARY
An opportunity exists to submit an application under the Building Better Regions Fund (BBRF)
Round 6 for the Noosa District Sports Complex Internal Road and Pathway Upgrade which is an
integral first step in the delivery of the NDSC Master Plan. The grant provides for 50% of the project
costs. There is currently $900,000 allocated in Council’s 2022/2023 capital works program and
was intended to either fund a portion of the overall project or to be used as the seed funding for
future grant bid. The total project costs have escalated since the initial scope was planned and are
now estimated at $3 million, therefore it is requested that a further $600,000 of Council funding
(total Council funding allocation of $1,500,000) is added to the 2023/2024 capital works program
to meet the grant co-contribution requirements an enable the delivery of this project.
It is important to note that there is no guarantee that the grant application will be successful and
this request for further funding is subject to the grant being awarded to Noosa Council. The
deadline for expenditure for Stage 6 of the BBRF funding is December 2024 therefore the
additional $600,000 could be scheduled to be expended in the 2023/2024 budget.
RECOMMENDATION
That Council note the report by the Community Development Officer (Sport and Recreation) to
the Services & Organisation Committee Meeting dated 8 February 2022) and:
A. Approve the submission of a Building Better Regions Fund Round 6 application for a $3
million project to construct the Noosa District Sports Complex Internal Road and Pathway
upgrade with 50% ($1,500,000) to be funded through Council’s budget and the remaining
50% funded through the BBRF grant, pending a successful outcome.
B. Supplement the 2023/2024 budget with an additional $600,000 Council general revenue
funding to increase the budget allocation of Council funds to $1,500,000 in total, subject to
any reallocation between financial years should the grant be successful and there be capacity
to deliver the project early.
REPORT
The purpose of this report is to seek approval to apply for a Building Better Regions Fund Round
6 grant to enable the completion of the Noosa District Sports Complex Internal Road and
Pathway Upgrade and if successful include an allocation of 50% of project costs.
1. Background
Stakeholder engagement during the Noosa District Sports Complex Master planning process
articulated a strong concern by all clubs at the site for pedestrian (particularly children’s)
safety in particular on the central access road where vehicle and pedestrian interaction is
unavoidable. Informal car parking and a dead end at the northern end of the central access
road exacerbate the issue. Previous site master planning in 2009 had identified deficiencies
Page 21 of 71
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
in the traffic flow and car parking. The site is home to up to nine community sporting
organisations with a combined membership of approximately 3,000 members.
The Noosa District Sports Complex Master Plan (NDSCMP), endorsed by Noosa Council on
13 January 2020, recommends the development of an internal road network providing
through road access in the sports complex. The proposed road alignment (relocated to the
western side of the existing fields) will significantly improve traffic flow and eliminate
pedestrian-vehicle conflict on the site, improve car parking access within the site and provide
safe pedestrian and cycle connectivity through the complex. Works include the realignment
of rugby league and touch football fields, roadworks, pathways, car parking, drainage works
and landscaping.
These works form the integral first stage of the delivery of the NDSCMP and must be
completed prior to any of the other works commencing.
2. Estimates
Concept designs were complete in 2020/2021 and detailed design has been completed in
2021/2022. Preliminary estimates prepared in early 2020 as part of the concept design
development put the project costs at approximately $2.7m. This figure is currently being
reviewed by a quantity surveyor as it does not include an increase due to the current heated
construction market which can conservatively be estimated at an 8.885% increase in
materials and resources in building construction costs as provided by the Non-Residential
Building and Construction PPI (Sept 2021).
3. Funding
Building Better Regions Funding Round 6 has been released which provides the opportunity
to gain a 50% contribution toward the completion of this project.
Previous Council Consideration
Nil
Finance
The following table provides a summary of the financial amendment requested pending a
successful outcome of the grant funding application:
Budget Funding 2022/2023 2023/2024 Total
Current Budget Council Contribution $900,000 $- $900,000
Proposed Budget if Council Contribution $900,000 $600,000 $1,500,000
application is BBRF Contribution $900,000 $600,000 $1,500,000
successful Total Project Costs $1,800,000 $1,200,000 $3,000,000
Risks & Opportunities
Risks
1. Not proceeding will increase safety risks at the site during peak usage times with potential to
result in possible injury to users.
2. Not proceeding will result in a higher cost to council to deliver this project in future years
Opportunities
1. If successful, the grant funding will reduce Council financial commitment to complete this project
by 50%
2. Improve the safety, accessibility and functionality of a site with high usage
Page 22 of 71
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Consultation
External Consultation - Community & Stakeholder
Consultation with user groups during the Noosa District Sports Complex Master Plan
development highlighted this project as a high priority for user groups.
Internal Consultation
The concept and detailed designs for this project have been developed in collaboration between
Infrastructure Services (Planning, Design and Delivery) and Community Services (Community
Development).
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Support X Director X Director
X Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director X 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 X Infrastructure Planning,
Design and Delivery
Page 23 of 71
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
3 HOLIDAY PARKS FEES AND CHARGES
Author Robyn Mercer, Property Advisor – Commercial Property
Corporate Services Department
Index ECM/ 8.03; 8.06; 8.18 Noosa Holiday Parks Admin
Attachments Nil
EXECUTIVE SUMMARY
The report seeks adoption of proposed General Cost Recovery Fees and Commercial Charges for
the Noosa Holiday Parks for the period from January 2023 to July 2023. The fees and charges are
reviewed every six (6) months as required to maintain a consistent annual forward booking period.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 8 February 2022 and:
A. Set fees and charges for the Noosa Holiday Parks to align with the cessation of the end of
the July 2023 Queensland school holidays; and
B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for
Noosa Holiday Parks for the period ending Monday 10 July 2023 as detailed in the tables
contained within the report.
REPORT
Current fees and charges for the Noosa Holiday Parks apply until 23 January 2023. Council
maintains an ‘advance’ fees and charges schedule for the parks to allow for forward booking of
sites by customers.
Twice yearly, Council reviews and amends the fees, including benchmarking and suitability
assessment of the fee and charge categories.
The purpose of this report is to propose the adoption of fees and charges for the Noosa Holiday
Parks for a further six (6) months to the end of the July 2023 school holiday period, as indicated in
Tables 1-4.
Table 1. Boreen Point Campground
24 January 2023 to 10 July 2023
OFF PEAK PEAK
Current Proposed Change Current Proposed Change
Powered Sites $42.00 $43.00 2.4% $47.00 $48.00 2.1%
Unpowered Sites $36.00 $37.00 2.8% $41.00 $42.00 2.4%
Table 2. Noosa North Shore Campground
24 January 2023 to 10 July 2023
OFF PEAK PEAK
Current Proposed Change Current Proposed Change
Powered Sites – Bush $49.00 $50.00 2.0% $56.00 $57.00 1.8%
Powered Sites – Beach $52.00 $53.00 1.9% $59.00 $60.00 1.7%
Unpowered Sites $37.00 $38.00 2.7% $44.00 $45.00 2.3%
Table 3. Noosa River Holiday Park
Page 24 of 71
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
24 January 2023 to 10 July 2023
OFF PEAK PEAK SHOULDER
Current Proposed Change Current Proposed Change Current Proposed Change
Powered
$54.00 $55.00 1.9% $69.00 $70.00 1.4% $61.00 $62.00 1.6%
Sites
Unpowered
$46.00 $47.00 2.2% $59.00 $60.00 1.7% $52.00 $53.00 1.9%
Sites
Unpowered
Waterfront $50.00 $51.00 2.0% $65.00 $66.00 1.5% $57.00 $58.00 1.8%
Sites
Powered
Motorhome $48.00 $49.00 2.1% $64.00 $65.00 1.6% $55.00 $56.00 1.8%
Bay
Table 4. Other Noosa Holiday Park Fees and Charges
24 January 2023 to 10 July 2023
Current Proposed Change
Extra Persons Nightly – Over 5 Years – Boreen Point & Northshore $11.50 $11.50 0.0%
Extra Persons Nightly – Over 5 Years – Noosa River $13.50 $13.50 0.0%
Unpowered short term budget site – Noosa River $32.00 $32.00 0.0%
Extra Vehicles Nightly – if space allows $5.50 $5.50 0.0%
Public Use of Amenities – Per Day $4.00 $4.00 0.0%
Group Fee (20 +) – per booking $12.50 $12.50 0.0%
Late Checkout $16.50 $16.50 0.0%
Washing Machine Charges $5.00 $5.00 0.0%
Dryer Charges $2.00 $2.00 0.0%
Electricity – Daily Access Charge per day $1.20 $1.20 0.0%
Electricity – Usage rate per kWh $0.45 $0.45 0.0%
Administration Fee (Cancellations & Amendments) $30.00 $30.00 0.0%
Previous Council Consideration
General Committee Meeting Minutes, 18 October 2021, Item 11, Page 28
That Council note the report by the Property Advisor – Commercial Property to the General
Committee Meeting dated 18 October 2021 and:
A. Set fees and charges for the Noosa Holiday Parks to align with the cessation of the end of the
January 2023 Queensland school holidays; and
B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for
Noosa Holiday Parks for the period ending Monday 23 January 2023 as detailed in the tables
contained within the report.
Finance
• Profits from the Noosa Holiday Parks offset general rate increases and also contribute to
Council meeting its financial sustainability policy requirements.
• Council business activities (waste management, holiday parks) are required to operate on a
full cost pricing (FCP) basis to ensure the competitive neutrality principle is complied with.
Holiday park advance fees have been set considering likely inflation movements in materials
and services and resulting FCP implications.
Risks & Opportunities
Risks:
Page 25 of 71
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
• Failure to apply the competition neutrality principle via full cost pricing is a breach of the Local
Government Act 2009, and could also potentially result in competitive neutrality complaints
to the Queensland Competition Authority.
• Failure to extend the fees and charges period exposes Council to a reduction in forward
bookings, which effects Council’s financial returns and ability to forward financial plan.
Opportunities:
• Fees are set to ensure ongoing full cost recovery occurs for the business activity at all Noosa
Holiday Parks.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Property Manager
Financial Services Manager
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Support Director x Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health x Property
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 26 of 71
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
6. REPORTS FOR NOTING FOR THE COMMITTEE
4 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2021
Author Property Advisor- Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/ 8.16 Camping and Caravan Facilities (General)
Attachments Nil.
EXECUTIVE SUMMARY
This report provides an update on the Noosa Holiday Park Business Activity for the period from 1
July 2021 to 31 December 2021, including financial and commercial performance, operational
activities and achievements.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 8 February 2022 providing an update on operations of the
Noosa Holiday Park Business Activity to 31 December 2021.
REPORT
1. Financial Performance
2021/22 2021/22 2021/22
TOTAL BUSINESS % Current YTD
Original Current YTD
ACTIVITY Budget Variance
Budget Budget Actuals
Total Revenue $2,951,620 $3,191,338 $1,971,825 61.79% $1,219,513
Total Expenditure $2,228,036 $2,467,754 $1,544,779 62.60% $ 922,975
Operating
$ 723,584 $ 723,584 $ 427,046 $ 296,538
Surplus/(Deficit)
Key Comments Total Business Activity
Financial year performance for the Noosa Holiday Parks business activity is positive, delivering
strong revenue and operating surplus outcomes.
Year-to-date (YTD) performance against budget is stable, with operating revenues outperforming
forecast and operating expenditure slightly higher than forecast due to completion of a number of
operational activities within the early part of the financial year.
Broadly, the camping and caravanning industry has stabilised in financial year 2021/22 following
the uncertainty in prior 2020/21 financial year due to Covid-19 related closures and consumer
uncertainty. Demand for camping and caravanning is consistently growing, further confirming the
continued important role of campgrounds and holiday parks within the tourism and recreation
sector.
Further commentary on each Noosa Holiday Park is provided below.
Page 27 of 71
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Boreen Point Campground
2021/22 2021/22 2021/22
Boreen Point % Current YTD
Original Current YTD
Campground Budget Variance
Budget Budget Actuals
Total Revenue $468,542 $495,260 $342,154 69.09% $153,106
Total Expenditure $449,277 $465,937 $313,303 67.24% $152,634
Operating
$ 19,265 $ 29,323 $ 28,852 $ 471
Surplus/(Deficit)
• Actual revenue YTD has exceeded
budget due to conservative Covid-
19 revenue assumptions and strong
operations.
• End of year revenue is expected to
achieve similar levels to the
previous financial year.
• Actual operating expenses are
trending to slightly exceed budget
largely due to variable operating
costs.
Noosa River Holiday Park
2021/22 2021/22 2021/22
Noosa River % Current YTD
Original Current YTD
Holiday Park Budget Variance
Budget Budget Actuals
Total Revenue $1,907,462 $1,907,462 $1,086,900 56.98% $820,562
Total Expenditure $1,217,931 $1,217,931 $ 706,868 58.04% $511,063
Operating
$ 689,531 $ 689,531 $ 380,032 $309,499
Surplus/(Deficit)
• Actual revenue has exceeded
budget due to conservative Covid-
19 revenue assumptions and strong
operations.
• End of year revenue is expected to
stabilise to pre-Covid-19 levels.
• Actual operating expenses have
slightly exceeded the current budget
due to variable operating costs,
emergent asset renewal works and
vegetation management.
Noosa North Shore Beach Campground
2021/22 2021/22 2021/22
North Shore % Current YTD
Original Current YTD
Campground Budget Variance
Budget Budget Actuals
Total Revenue $575,616 $788,616 $542,770 68.83% $ 245,847
Total Expenditure $560,829 $783,886 $524,608 66.92% $ 259,278
Operating
$ 14,787 $ 4,703 $ 18,163 $ (13,460)
Surplus/(Deficit)
Page 28 of 71
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
• Actual revenue has exceeded budget
due to conservative Covid-19 revenue
assumptions and strong operations.
• Actual operating expenses exceeded
the budget, primarily due to variable
operating costs and adjustment to the
operating and maintenance
expenditure required for the new
infrastructure commissioned in
January 2020.
1. Covid-19 Safe Operations
Covid-safe operation of the parks continues to remain a focus in line with Council’s commitment
and to ensuring that the operational, guest and staff environment at each park is Covid-safe. All
reasonable control measures are actioned and implemented with adherence and compliance with
Queensland Health directives.
2. Park Occupancy Performance
Figure 1. Occupancy (%)
Figure 1 shows that financial year 21/22 occupancy levels at Noosa River are trending to pre-Covid
levels, whilst the elevated occupancy levels achieved at Boreen Point and Noosa North Shore
reflect the result of marketing, strong operational systems and increasing popularity of these parks
within the caravanning and camping sector, particularly noting the unique nature-based
experiential offering for guests.
Page 29 of 71
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Figure 2. Average Stay (days)
Figure 2 highlights the year-on-year consistency in average length of stay at Boreen Point and
Noosa North Shore. The higher-than-average length of stay at in financial year 21/22 at Noosa
River is likely due to Covid-19 influenced travel patterns.
Figure 3. Occupants
Figure 3 demonstrates the increased consumer utilisation of Boreen Point and Noosa North Shore,
with financial year 21/22 year to date occupant numbers trending to exceed levels in previous
years.
3. Maintenance
Maintenance for each facility is performed in line with established budget allocations, including any
reactive maintenance. Completed works at the holiday parks include:
Noosa River Holiday Park:
• Minor tree trimming and tree removal.
Page 30 of 71
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
• Planting and garden regeneration.
• Asset renewal works – stairs, retaining walls, drainage.
Noosa North Shore Beach Campground:
• Tree trimming and tree removal works as part of cyclical framework for vegetation
management and guest amenity.
• Internal road maintenance.
• Improvements to the layout and sizing of powered and unpowered sites where necessary to
provide a higher level of guest amenity.
• Formalisation of the unpowered camping zones with numbering and site markings to improve
operational efficiency, guest experience and commercial framework.
Boreen Point Campground:
• Commissioning of replacement water storage and water distribution infrastructure (funded
by the Unite and Recover grant program).
• Tree trimming and tree removal works as part of cyclical framework for vegetation
management and guest amenity.
• Internal road maintenance and regular road maintenance of the alternate access from Louis
Bazzo Drive.
• Formalisation of the unpowered camping zones with numbering and site markings to improve
operational efficiency, guest experience and commercial framework.
4. Noosa North Shore Campground Waste Water Treatment System
The wastewater treatment system (WWTS) was installed as part of 2020 campground
refurbishment project. A number of issues have been identified with the operation of the WWTS
which pose commercial, environmental, operational and compliance risk to Council. Council has
implemented a precautionary cyclical wastewater pump out schedule while Council works to
resolve broader system failures. The system is being monitored by Council’s Plumbing Branch and
contractual advice has been sought on future actions.
5. Brand Development Initiative
The report by the Property Advisor Commercial Property to the Services & Organisation Committee
Meeting dated 11 August 2020 reported that brand and website development was proposed as
part of a broader marketing and communications project for the Noosa Holiday Parks.
The rebranding component for the holiday parks was completed in financial year 2021, including
logos, graphics, value proposition development, unique selling propositions and icons. The new
branding is inspired by Noosa’s natural environment and is unique to each park, whilst retaining
the Noosa Holiday Parks umbrella branding approach.
The new Noosa Holiday Parks website was launched in September 2021, providing improved user
navigation, clear provision of information (park description, rules, maps, announcements) and
streamlined online booking functionality.
Page 31 of 71
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Previous Council Consideration
Ordinary Meeting, 18 February 2021, Item 5, Page 6
That Council note the report by the Property Advisor Commercial Property to the Services &
Organisation Committee Meeting dated 9 February 2021 providing an update on operations of the
Noosa Holiday Parks Business Activity to 31 December 2020.
Ordinary Meeting, 19 August 2021, Item 3, Page 9
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 10 August 2021 providing an update on operations of the
Noosa Holiday Park Business Activity to 30 June 2021.
Finance
Financial surplus from Noosa Holiday Parks is used to offset general rate increases otherwise
required to fund non-revenue generating Council activities and programs. Council meets its
ongoing financial sustainability policy objectives by ensuring that the Noosa Holiday Parks
business activity meets its full cost recovery obligations.
Risks & Opportunities
Risks
• Following reopening of Australian state borders and subsequent inter-state travel, there is
an ongoing possibility that localised or intra-operation hotspots or clusters will occur,
potentially requiring the implementation of Covid-safe control measures such as temporary
reduced occupancy. Decisions to introduce risk control measures will be guided by the
Queensland Health directives and the State Government.
• Reduced profitability as a result of Covid-19 impacts will be reported to Council.
Opportunities
• Continued review of the operating model at Noosa River Holiday Park to determine the
optimal future contracting and tenure approach.
• Contribution to Council’s sustainability objectives through the introduction of on-charging for
electricity at Noosa River Holiday Park in late 2022.
• Ongoing improvement focus on future-proofing to safeguard commercial activity and
business activity outcomes.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Property Manager
Management Accountant
Page 32 of 71
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Departments/Sections Consulted:
Chief Executive Officer 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 x Property
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 33 of 71
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
5 CAPITAL PROGRAM DELIVERY STATUS – 31 DECEMBER 2021
Author Infrastructure Planner – Tina Peck
Infrastructure Services Department
Index ECM/ Subject/ 2021-2022 Annual Capital Works Program
Attachments 1. Capital Projects Delivery Status – 31 December 2021
EXECUTIVE SUMMARY
• This report provides a status update for the Capital Works program as at 31 December 2021.
• The total proposed expenditure for capital works for the 21/22 financial year is $53.6m
inclusive of carry forwards ($5.8m), expenditure in direct control of Infrastructure Delivery
($47.5m) and other such as community projects, ICT and fleet ($6.1m).
• As at 31st December Council has expended 27% of the 21/22 financial year budget with
$32.6m in commitments at the time of this report and pending commitments totalling $5.1m.
• Project Managers are delivering approx. $35m worth of projects in various stages of
construction, pre-tender, tender evaluation, detailed design, final options analysis and
environment approvals status.
• The road reseal program has expended $2.6m of the $5.5m budget for 21/22 financial year
and has all identified projects programmed for completion by 30 June 2022.
• Council has secured grant funding revenue of $25m while Council’s contribution to projects
with grant funding is at $17.2m and non-grant capital projects amounts to $11.4m.
• Infrastructure Services continue to manage the design of 30 projects in total with internal
design representing approximately $1.8m and the external design of $29m.
• There are currently 26 multi-year projects in various states of completion.
• Current Covid impacts are resulting in disruption to internal and external resources; the
number of impacted staff have reduced capacity of IPDD team and external contractors.
• The reduced availability of labour, equipment and materials and a ‘hot’ construction industry
is proving challenging however works are currently being managed within overall budget
limitations where feasible.
RECOMMENDATION
That Council note the report by the Infrastructure Planning, Design & Delivery Manager to the
Services & Organisation Committee Meeting 8 February 2022 providing an update on the delivery
of the 21/22 capital program as at 31 December 2021.
REPORT
This report is to inform Council of the overall status of the Capital Works Program at the end of
December 2021.
The report provides an opportunity to highlight and discuss projects within the program and confirm
the delivery status of projects delivered in the second quarter of the 21/22 financial year.
It is important to note that the financial summary provided in this report is subject to timing and
report accruals (i.e. a major project funded over multiple years may be significantly closer to
completion than the 21/22 financials may indicate).
1. Current Projects
The major focus in the second quarter of the 21/22 financial year has been:
Page 34 of 71
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
• The final stages of construction of several major projects that have been budgeted over
multiple years
o Hinterland Playground forecast for completion March 2022, and
o Rufous Street Community Centre completion forecast February 2022.
• Award of multiple major project construction contracts totalling $22m that are budgeted in
financial years 21/22 and 22/23 (Contract values noted);
o Hinterland bridges: Wahpunga Lane and Tablelands Road $3,218,340.
o Noosa Parade Corridor upgrade $6,739,146.
o Waste Cell Expansion and Cell 1.1 Capping $6,536,352.
o Tewantin Bypass stage 1. $5,052,575
• Review of tender submissions for additional projects also budgeted for construction in the
21/22 financial year; these include:
o Peregian Fire Tech lab
o Gympie Terrace Stormwater and
o Project Avenue Stormwater upgrade.
The Design Services team currently have 30 projects in design, this is made up of $1.8m (estimated
construction value) of internally designed projects and $29m (estimated construction value) of
externally designed projects as well as supporting the construction delivery of over $20m worth of
infrastructure projects.
Continued supply market shortages has resulted in the Design Team working with Civil Operations
and the Delivery Team to reprice, redesign or complete options analysis to avoid critical material
delays and recycle stored materials.
In addition, the 2nd quarter of the 21/22 Road Reseal Program of $5.5m has delivered $1.6m of
works with the reseal program expenditure now totalling $2.6m. The 2nd quarter works included
the following:
• Langura Street, Noosa Heads and Camphor Road, Pinbarren
• Belwood Place, Pomona and Pioneer Road, Pomona
• School Street, Pomona and Pottery Street, Pomona
• Ambulance Street, Pomona and Weemilah Court, Cooran
• Taine Street, Creek Road to Wylah Street, Noosaville
• Lake Weyba Drive to End of Road, Noosaville
• Koel Street, Lake Weyba Drive to Wylah Street, Noosaville
• Sea Eagle Drive, Agathis Place to Shire Drive, Noosaville
• Weemilah Court Turnaround, Cooran
• Weemilah Court, and Risley Court Roundabout to End of Road, Cooran
• Yatama Place Turnaround, Cooroibah
• 90 Pender Creek Road, to Arthur Stubbins Road, Kin Kin
• Pomona Connection Road to Hollis Road, Pomona
• School Street, and Reserve Street to Station Road, Pomona
• Camphor Road and bottom of the hill to End of Seal, Pinbarren
• 60 Tinbeerwah Road to National Park, Tinbeerwah
• Green Gate Road and Liloura Place to Cul-De-Sac, Lake Cooroibah
• Yatama Place 7A to 77A, Lake Cooroibah.
Page 35 of 71
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Hinterland Playground, Cooroy
One of the picnic shelters, barbeque and shelter furniture which will be installed in February 2022.
Totem poles that make up the climbing structures are featured in the background, awaiting netting and
pond crossing bridge is in foreground highlighting the feel of the nature-based playground.
Page 36 of 71
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
The new raised pedestrian crossing
Stage 3 Rufous Street, Peregian Beach
New Community Centre and landscaping
Page 37 of 71
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Skate Park – Ramp Renewal, Sunshine Beach
Concept design drawing of new half pipe programmed for delivery in May 2022
Noosa Parade Corridor Upgrade, Noosa Heads
Concept drawing of Noosa Parade programmed for delivery Feb 2022 to Oct 2022
Page 38 of 71
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Tablelands Road Bridge Renewal, Cooran
Old Tablelands Road bridge – built Circa 1930’s
New Tablelands Road bridge completion forecast Feb 2022
Page 39 of 71
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
2. Grant Funding
The 21/22 financial year Capital Works program includes an unprecedented amount of grant
funding with projects listed below being the most recent projects with newly approved grants:
Project Name Budget Funding Information
Noosa Heads Bus Stop – Options Analysis and Concept $200,000 TMR and Council 50/50
Design
Noosa Drive Halse Lane to Sunshine Beach Rd - design $445,000 GLNGG and Council 50/50
shared path
Works for Queensland - South East Queensland $4,080,000 W4Q SEQ CSP 2021_24
Community Stimulus Program, allocated to 18 projects
shire wide over 3 years
Figures 1 and 2 below demonstrate the non-grant funded capital projects vs projects with grant
funding and Council’s contribution towards those with grant funding.
Figure 1 detail Percentage of CWP Value of CWP
Non Grant Projects 21% $11.4m
Projects with Grant Funding 79% Refer figure 2 for more detail
21-22 Capital Projects
21%
Non Grant Capital Projects
Projects with Grant Funding
79%
Figure 1
Figure 2 detail Percentage of CWP Value of CWP
Non grant projects 21% $11.4m
Grant funding revenue 47% $25m
Councils contribution to projects with grant funding 32% $17.2m
Page 40 of 71
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
21-22 Capital Projects
21% Non Grant Capital Projects
32%
Grant Funding Revenue
Noosa Councils Contribution to
Grant funded projects
47%
Figure 2
3. Completed Projects
While the second quarter continued to experience a heated construction market with ongoing
material shortages, lengthy lead times, pricing increases and contractor availability issues, 27% of
capital expenditure has been completed this quarter. Moving forward program delivery will continue
to be impacted by the effects of the heated construction market listed.
Project Control Groups and the Capital Works Executive have continued to enable staff and
Councillors to make informed decisions that relate to projects being delivered throughout the year.
This quarter has seen the completion of Sobraon Street Culvert repairs as part of slope stabilisation
project.
Sunrise Beach Sobraon Street Culvert Repairs
This quarter has seen the completion of Sobraon Street Culvert repairs as part of slope
stabilisation project in November 2021 and within Federal LRCI and QLD Government W4Q
grant funding.
Part of the Sobraon street slope stabilisation project, a specialised trenchless structural lining
solution was implemented to avoid the need for deep (approx.7m) trenching.
Culvert repair and slope stabilisation
Page 41 of 71
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Summary
The 21/22 capital works program commitments total $32m and pending commitments not included
in Figure 3 are approx. $5.1m. Large volumes of design and delivery activities continue to be
undertaken in support of the capital works program which includes unprecedented amounts of
grant funding. The Infrastructure Services Department has been successful in addressing some
staff shortages with a new Project Delivery Coordinator, two Project Managers and a Project Officer
commencing in January 2022. The new role of Planning Coordinator will commence in February
2022.
Figure 4 reflects the escalation in works as seen by the financial commitments totalling $32m.
Previous Council Consideration
Nil.
Finance
The year to date capital delivery expenditure to 31 December 2021 is $14.6m or 27% of the Capital
Program total. Figures 3 and 4 below demonstrate the year-to-date budget, actual expenditure and
percentage of program delivered including commitments, broken down for Capital and Other
Capital. Other Capital includes Asset Management, Information Communication and Technology,
Fleet, and the Planning Scheme expansion.
Other Capital Totals Capital
Capital
(ICT, Fleet) Works
CWP Baseline BR1 Budget 21/22 $ 47,579,152 $ 6,115,239 $ 53,694,391
Budget Year to Date $ 15,711,951 $ 2,531,370 $ 18,243,321
Actuals Year To Date $ 13,408,985 $ 1,234,969 $ 14,643,955
% of Annual Budget 28.2% 20.2% 27.3%
*Remaining Commitments $ 31,271,869 $ 1,403,100 $ 32,674,969
Figure 3 - Finance as at 30 September 2021
$35,000,000
$18,243,321
$30,000,000
$32,674,969
$31,271,869
$15,711,951
$14,643,955
$13,408,985
$25,000,000
$20,000,000
$15,000,000
$2,531,370
$1,403,100
$1,234,969
$10,000,000
$5,000,000
$-
Capital Other Capital Totals Capital Works
(ICT, Fleet)
Budget Year to Date Actuals Year To Date Gympie Tce Stormwater
Figure 4 – Finance status of Capital Works as at 30 September 2021
Page 42 of 71
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING REPORT 8 FEBRUARY 2022
Capital Works Program Delivery Status of Multi Year Projects
21/22 Total Project Total % of Total %
21/22 Budget 21/22 YTD Total Project
Finance Project Number - Description Remaining Actuals Budget Project
(BR1) Actuals Budget
Budget Todate Expended Completed
500551 - Noosa Hinterland Priority Playground - Planning & Design 4,160,752 3,058,219 1,102,533 5,182,294 6,284,827 82% 93%
500622 - Noosa Heads Noosa Parade Road Corridor Upgrade - Design 1,847,167 221,290 1,625,877 756,642 6,000,000 13% 47%
500777 - Noosaville Noosa Waters Lock & Weir Renewal 50,000 - 50,000 - 1,260,000 0% 8%
500820 - Renewal of revetment wall at O & T-Boats Gympie Tce, Noosaville 175,000 10,677 164,323 74,623 238,946 31% 50%
500864 - Tewantin Doonella Bridge Renewal 1,976,593 78,152 1,898,441 235,682 5,000,000 5% 24%
500905 - Rufous St - Stage 3 Community House, Car Park & Landscape 3,481,193 1,709,770 1,771,423 3,337,681 5,213,994 64% 85%
500942 - Cooran Tablelands Road Bridge Renewal - BRP 769,650 213,787 555,863 431,749 1,364,287 32% 81%
500946 - Kin Kin Wahpunga Lane Bridge Renewal Annual - BRP 1,380,877 203,213 1,177,664 381,838 2,733,577 14% 35%
500974 - Noosa Heads "The Woods" Bin Storage Enclosure 41,076 14,885 26,191 73,809 100,000 74% 74%
510029 - Noosa Heads Dog Beach SEMP 1,141,547 3,282 1,138,265 61,735 1,200,000 5% 7%
510033 - Tewantin Sports Complex - Navy Cadets - W4Q 204,391 1,930 202,461 17,539 220,000 8% 10%
510035 - Whole of Shire Mobile Library Service Solution 696,916 7,879 689,037 10,963 750,000 1% 40%
510039 - Sunrise Beach Sobraon Street Slope Stabilisation - W4Q &LRCI 669,677 632,963 36,714 878,632 915,346 96% 93%
510042 - Noosaville Eumundi Road Landfill Outbound Weighbridge 553,885 2,768 551,117 28,882 580,000 5% 53%
510043 - Noosaville Eumundi Road Landfill Liner, Cell capping design 1,632,462 235,593 1,396,869 413,131 2,030,000 20% 56%
510044 - Noosaville Eumundi Road Landfill Expansion of Resource Recov 268,727 3,110 265,617 34,383 300,000 11% 21%
510047 - Tewantin Bypass Stage 1 8,913,379 1,675,545 7,237,834 2,162,166 9,800,000 22% 74%
510065 - Cooroy Belli Creek Road Bridge Renewal 879,835 90,818 789,017 145,983 900,000 16% 37%
510066 - Noosa Heads Garth Prowd Bridge Renewal 1,004,314 112,965 891,349 158,651 3,500,000 5% 15%
510067 - Black Mountain Lawnville Road Bridge Renewal 1,453,960 100,297 1,353,663 152,211 1,510,875 10% 37%
510068 - Trail 5 Upgrade 1,634,165 76,451 1,557,714 123,012 1,680,725 7% 25%
510074 - Living Fire Tech Lab - Disaster Rec Cat D 1,934,908 96,256 1,838,652 124,349 1,963,000 6% 38%
510083 - Noosa Heads Bus Station Options Analysis and Concept Design 200,000 2,444 197,556 3,466 200,000 2% 3%
510091 - Noosaville Foreshore Park Stormwater Renewals SEQCSP2124 200,000 6,551 193,449 6,551 600,000 1% 1%
510104 - Detailed Design Redevelopment Cooroy Sports Complex 50,000 346 49,654 346 50,000 1% 5%
510128 - Noosa Heads, Noosa Drive Halse Lane to Sunshine Beach Rd 270,000 7,140 262,860 7,140 455,000 2% 3%
Due to scale and complexity, 26 multi-year projects are being delivered over multiple financial years. The current capital works program commitments
total $32.6m and do not include $5.1m in pending commitments.
Page 43 of 71
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Risks & Opportunities
Risks that have presented challenges to delivery of the Capital Works Program include the increased
costs associated with and reduced availability of equipment and materials. This is compounded by
a decreased availability of contractors caused by the saturation of Government stimulus funding and
influenced by lack of commercial opportunities due to border lockdowns.
The construction industry is also proving challenging due to this inflated market and future
uncertainty and lack of confidence in supply chain and availability of manpower, resulting in the
private sector adopting a wait and see approach due to above constraints.
The number of Covid impacted population is also proving a challenge to both internal and external
resources. Council is working closely to monitor the situation and managing its internal resource pool
to reduce the impact where possible. Council is also monitoring the external contractors resource
impacts which are resulting in some forecast construction and supply chain delays.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Staff within the Infrastructure Services Department & Corporate Services Departments were
consulted in the preparation of this report.
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 44 of 71
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Attachment 1
Page 45 of 71
Attachment 1 Att 1. Capital Program Delivery Status - December 2021
NOOSA COUNCIL Capital Schedule
for the period ending 31 December 2021
Report run date: 07-Jan-2022 17:14:14
500822 500822 500822 - Noosaville Alec Loveday Park Pedestrian Bridge SEQCSP2124 0 0 6,924 2,415 0.00%
500864 500864 500864 - Tewantin Doonella Bridge Renewal 1,976,593 197,231 78,152 56,690 3.95%
500942 500962 500942 - Cooran Tablelands Road Bridge Renewal - BRP 769,650 402,254 213,787 387,404 27.78%
500946 500972 500946 - Kin Kin Wahpunga Lane Bridge Renewal Annual - BRP 1,380,877 202,364 203,213 2,271,652 14.72%
510065 501063 510065 - Cooroy Belli Creek Road Bridge Renewal 879,835 162,880 90,818 17,523 10.32%
510066 501064 510066 - Noosa Heads Garth Prowd Bridge Renewal 1,004,314 187,363 112,965 70,537 11.25%
510067 501065 510067 - Black Mountain Lawnville Road Bridge Renewal 1,453,960 223,378 100,297 1,591 6.90%
510084 510084 510084 - Cooroy Gumtree Drive Pedestrian Bridge Construction 130,000 24,797 19,947 3,503 15.34%
Total Bridges 7,595,229 1,400,267 826,104 2,811,315 10.88%
500777 500777 500777 - Noosaville Noosa Waters Lock & Weir Renewal 50,000 25,000 0 1,559 0.00%
500820 500820 500820 - Renewal of revetment wail at O-Boats Gympie Tce, Noosaville 175,000 10,695 10,677 340 6.10%
510029 501023 510029 - Noosa Heads Dog Beach SEMP 1,141,547 114,774 3,282 68,136 0.29%
510069 510069 510069 - Noosa Waters Revetment Wall 78,768 46,333 35,521 0 45.10%
510078 510078 510078 - Replace Dune Fencing at First Cutting - CatD2019 25,000 19,969 19,969 0 79.87%
510085 510085 510085 - Noosa Heads Main Beach Sand Recycling System Pipework Renewa 100,000 10,417 0 0 0.00%
510092 510092 510092 - Noosa Main Beach Removable Sand Break Seating Structure 75,000 13,500 3,587 2,995 4.78%
510093 510093 510093 - Noosa Main Beach Shower & Rock Wall Seating SEQCSP2124 185,000 83,724 15,522 147,505 8.39%
510110 510110 510110 - Sunshine Beach - Beach Access 31 Renewal SEQCSP2124 0 0 122 0 0.00%
Total Coastal Canals and Waterways 1,830,315 324,410 88,680 220,535 4.85%
500965 501005 500965 - Cooroy Cemetery Plant & Equipment Shed 180,000 162,471 17 500 0.06%
Total Cemeteries 180,000 152,471 117 500 0.06%
500905 500907 500905 - Rufous St - Stage 3 Community House, Car Park & Landscape 3,481,193 1,746,678 1,709,770 418,656 49.11%
500906 500908 500906 - Rufous St - Stage 3 Civil Works (Water Main) 0 0 1,993 0 0.00%
500925 500940 500925 - Rufous St - Stage 3 Digital Hub Expansion 0 0 3,246 0 0.00%
500926 500941 500926 - Rufous St - Stage 3 Project Management 0 0 35,812 12,224 0.00%
510015 510015 510015 - NAC Replacement of Light Pole Fittings 59,500 14,875 0 0 0.00%
Page 45 of 71Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 46 of 71
510018 510018 510018 - Pomona School of Arts Hall - Amenities Upgrade - W4Q 113,590 113,590 81,102 0 71.40%
510023 510023 510023 - Legal and Procurement Advice, Ricon Insolvency 0 0 55,848 5,280 0.00%
510031 501025 510031 - Shire Community Halls and Facilities Renewals - W4Q 0 0 250 0 0.00%
510033 501027 510033 - Tewantin Sports Complex - Navy Cadets - W4Q 204,391 1,930 1,930 0 0.94%
510072 510035 510072 - NAC Switchboard Replacement 135,000 58,932 58,932 61,538 43.65%
510074 510074 510074 - Living Fire Tech Lab - Disaster Rec Cat D 1,934,908 208,030 96,256 60,739 4.97%
510077 510077 510077 - Peregian Beach Rufous St Public Art - CatD2019 49,864 0 0 0 0.00%
510086 510086 510086 - Sunshine Beach NAC Dosing Controller Renewals 17,000 2,833 386 0 2.27%
510087 510087 510087 - Sunshine Beach NAC Pool Cleaner Renewal 29,000 29,000 18,910 0 65.21%
510105 510105 510105 - Tewantin ReGen Wellbeing and Community Hub Feasability Study 100,000 8,333 0 0 0.00%
510106 510106 510106 - SLSC Beach Mat 20,000 20,000 0 20,075 0.00%
510111 510111 510111 - Community Facility Maintenance and Renewal SEQCSP2124 0 0 48,662 112,326 0.00%
510112 510112 510112 - Shire Switchboard & Meter-box Upgrade AS/NZ stand SEQCSP2124 0 0 24,143 0 0.00%
510130 510130 510130 - Noosa Leisure Centre - Roof Emergent Works 0 0 65 0 0.00%
Total Community Facilities 6,144,446 2,204,202 2,137,306 690,837 34.78%
510081 510081 510081 - Noosa Depot Roof Replacment 5,000 5,000 4,980 Qa 99.60%
510095 510095 510095 - Tewantin Emergency Generator 15,000 3,699 348 5,309 2.32%
510113 510113 510113 - Council Building Upgrades SEQCSP2124 0 0 3,249 12,541 0.00%
Total Corporate Buildings 20,000 8,699 8,577 17,850 42.89%
510064 501062 510064 - Trails Master Plan and Implementation Plan 65,553 8,725 13,430 18,370 20.49%
510068 501066 510068 - Trail 5 Upgrade 1,634,165 224,894 76,451 89,305 4.68%
510117 510117 510117 - Conservation Projects on Council Land SEQCSP2124 0 0 52,526 0 0.00%
Total Environmental Assets, Bushland, Tracks and Trails 1,699,718 233,619 142,408 107,675 8.38%
500978 §00978YR22 500978 - Shire Gravel Resheeting Annual 410,000 76,875 0 0 0.00%
Total Gravel Road Network 410,000 76,875 0 0 0.00%
510049 501048 510049 - Boreen Point Campground Upgrade Works - U&R 39,829 25,329 27,829 4,540 69.87%
Total Holiday Parks 39,829 25,329 27,829 4,540 69.87%
510035 501030 510035 - Whole of Shire Mobile Library Service Solution 696,916 301,597 7,879 503,407 1.13%
510094 510094 510094 - New Regional Art Gallery Pre-Feasibility Study 125,000 26,042 0 0 0.00%
Total Libraries & Galleries 821,916 327,638 7,879 503,407 0.96%
500300 501006 500300 - Minor Capital Acquisitions 0 0 6,440 0 0.00%
Total Not Applicable 0 0 6,440 0 0.00%
Page 46 of 71Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 47 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
500551 500551 500551 - Noosa Hinterland Priority Playground - Planning & Design 4,160,752 2,928,252 3,058,219 757,981 73.50%
510059 501058 510059 - Sunshine Beach Skate Park New Shade Structure - U&R 130,137 130,137 120,021 881 92.23%
510076 510076 510076 - Lake Cooroibah Foreshore - CatD2019 50,000 12,971 629 0 1.26%
510079 510079 510079 - Replace Shade Shelters at Noosa Banks - Cat D2019 13,821 3,454 0 0 0.00%
510088 510088 510088 - Sunshine Beach Metal Skate Ramp Renewal 350,000 29,406 10,080 0 2.88%
Total Parks & Playgrounds 4,704,710 3,104,220 3,188,948 758,862 67.78%
500622 500636 500622 - Noosa Heads Noosa Parade Road Corridor Upgrade - Design 1,847,167 80,836 221,290 7,492,409 11.98%
500888 501039 500888 - Cooroy Maple Street Raised Pedestrian Crossing - LGGSP 883,407 795,557 838,823 10,121 94.95%
500903 500906 500903 - Tewantin, Hilton Terrace CNLGGP & Ivory Palms 89,909 35,855 95,452 1,821 106.17%
500919 500923 500919 - Wallace Park Pathway 5&6 - W4Q 0 0 11,050 0 0.00%
500967 500994 500967 - Noosaville Sea Eagle Drive & Shire Drive Pathway Upgrades 176,418 44,520 554 0 0.31%
510050 501049 510050 - Peregian Beach Boardwalk - U&R 32,371 12,083 5,321 0 16.44%
510089 510089 510089 - Noosa Heads First Point-Picture Point Light CWS SEQCSP2124 60,000 23,713 41,610 0 69.35%
510090 510090 510090 - Sunshine Beach BelmoreTce Pathway Renewal WCS SEQCSP2124 100,000 20,844 4,143 0 4.14%
510096 510096 510096 - Castaways Beach Flagship Ct Missing Path Link WCS SEQCSP2124 22,000 8,708 0 0 0.00%
510097 510097 510097 - Cooroy Maple St Pathway OverlanderAv BruceHwy CWS SEQCSP2124 110,000 20,596 6,479 0 5.89%
510098 510098 510098 - Cooroy Tewantin Rd Missing Pathway Link WCS SEQCSP2124 80,500 22,440 2,001 0 2.49%
510099 510099 510099 - Noosaville Bluebell Ct Missing Pathway Link WCS SEQCSP2124 13,000 4,762 2,385 24,545 18.35%
510100 510100 510100 - Pomona Stan Topper Park Pathway Link WCS SEQCSP2124 12,000 4,662 475 0 3.96%
510101 510101 510101 - Tewantin Tinaroo Place Missing Pathway Link CWS SEQCSP2124 12,000 4,624 1,482 0 12.35%
510103 510103 510103 - Tewantin Memorial Park - Poinciana Avenue Pathway SEQCSP2124 0 0 0 0 0.00%
510116 510116 510116 - Noosa Heads Precinct West end Sofitel Boardwalk SEQCSP2124 0 0 1543 0 0.00%
510123 §10123 510123 - Tewantin Emest_Goodchap St Path Linkage CWS SEQCSP2124 0 0 1,391 0 0.00%
510124 510124 510124 - Noosaville Swan St Pathway Koel St to WylahSt CWS SEQCSP2124 0 0 109 52,727 0.00%
510125 §10125 510125 - Peregian Beach Plover St Pathway Piper to Jacana SEQCSP2124 0 0 475 0 0.00%
510127 510127 510127 - Noosa Heads Park Road Temporary Pathway Removal 135,000 135,000 38,422 0 28.46%
Total Pathways & Boardwalks 3,573,772 1,214,198 1,273,008 7,581,623 35.62%
510120 510120 510120 - Public Amenities Renewal Program SEQCSP2124 0 0 8,756 27,730 0.00%
Total Public Amenities 0 0 8,756 27,730 0.00%
500957 501021 500957 - Shire Bus Shelter Disabled Compliant Program Annual - PTIAP 352,391 87,971 89,638 170,164 25.44%
510126 501021FD02 510126 - Tewantin Furness Drive Bus Stop Pathway DDA CWS SEQCSP2124 0 0 1,391 0 0.00%
Total Public Transport Infrastructure 352,391 87,971 91,029 170,164 25.83%
500959 501035YR22 500959 - Shire Reseal & Rehabilitation Renewal Program Annual 5,563,112 2,542,272 2,604,642 2,695,871 46.82%
510025 510025 510025 - Sunshine Beach, Ross Cres Emergent Slip Repair 0 0 39,547 150,242 0.00%
510047 501045 510047 - Tewantin Bypass Stage 1 8,913,379 2,268,213 1,675,545 7,692,860 18.80%
Total Sealed Roads Network 14,476,491 4,810,485 4,319,734 10,538,973 29.84%
Page 47 of 71Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 48 of 71
610104 610104 610104 Detailed Deeign Redevelopment Cooroy Sporte Complex 60,000 48,228 346 0 0.60%
510114 510114 510114 - Peregian Beach Skate Park Design & Construct SEQCSP2124 0 0 1,558 0 0.00%
Total Sports Ground and Facilities 50,000 48,228 1,904 0 3.81%
500916 500920 500916 - Gympie Terrace Stormwater 593,689 55,878 4,369 0 0.74%
500960 §00988 500960 - Shire Bioretention Basin Renewals Program Annual 75,000 12,500 0 0 0.00%
500972 500999 500972 - Noosaville, Project Ave Stormwater Drainage Easement Upgrade 216,306 142,752 22,849 0 10.56%
510039 501036 510039 - Sunrise Beach Sobraon Street Slope Stabilisation - W4Q &LRCI 669,677 471,897 632,963 2,520 94.52%
510091 510091 510091 - Noosaville Foreshore Park Stormwater Renewals SEQCSP2124 200,000 8,771 6,551 0 3.28%
510122 510122 510122 - Dath Henderson Culvert Emergent Works 148,249 46,697 63,098 1,818 42.56%
Total Stormwater Drainage 1,902,921 738,494 729,830 4,339 38.35%
510020 510020 510020 - Noosa Junction Streetscape 26,047 12,622 40,406 93,934 155.13%
Total Streetscapes and Road Corridors 26,047 12,622 40,406 93,934 155.13%
500546 500546 500546 - Whole of Shire Forward Planning & Design Program - Construct 400,000 190,553 182,582 111,324 45.65%
500679 500679 500679 - Tewantin, Hilton Tce & Emest St Intersection Upgrade Constr 30,854 30,854 29,966 0 97.12%
500973 501000 500973 - Transport Strategy, Walking & Cycling Strategy &CNLG Grant 42,054 42,054 20,649 3,400 49.10%
510083 510083 510083 - Noosa Heads Bus Station Options Analysis and Concept Design 200,000 60,000 2444 226,202 1.22%
510102 510102 510102 - Tewantin Doonella St & Memorial Ave Intersection Upgrade 275,000 34,248 9,261 7,720 3.37%
510128 510128 510128 - Noosa Heads, Noosa Drive Halse Lane to Sunshine Beach Rd 270,000 70,595 7,140 0 2.64%
Total Transport and Infrastructure Management 1,217,908 428,304 252,043 348,646 20.69%
500974 501001 500974 - Noosa Heads “The Woods" Bin Storage Enclosure 41,076 15,076 14,885 526 36.24%
500976 501003 500976 - Masterplan Landfill SW Controls & Design 63,356 1,633 1,633 15,080 2.58%
510042 501040 510042 - Noosaville Eumundi Road Landfill Outbound Weighbridge 553,885 2,778 2,768 0 0.50%
510043 501041 510043 - Noosaville Eumundi Road Landfill Liner, Cell capping design 1,632,462 470,227 235,593 7,369,333 14.43%
510044 501042 510044 - Noosaville Eumundi Road Landfill Expansion of Resource Recov 268,727 24,204 3,110 6,000 1.16%
Total Waste Management 2,559,506 513,918 257,988 7,390,939 10.08%
500686 501044 500686 - Shire Bridge Annual Level 3 Inspections Annual 150,000 80,000 1.979 34,750 1.32%
500753 500753 500753 - Zero Emissions Noosa Project Implementation 450,000 123,976 53,176 45,849 11.82%
500963 500991 500963 - Shire CCTV Drainage Condition Assessment Program Annual 200,000 90,147 85,533 82,317 42.77%
500964 500992 500964 - Shire Road Infrastructure Asset Data Mgt & Condition Annual 200,000 74,160 39,892 0 19.95%
500977 501004 500977 - Asset Management Systems Implementation 200,000 53,282 24,291 0 12.15%
Page 48 of 71Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 49 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Total Asset Management 1,200,000 421,564 204,871 162,916 17.07%
500518 500518 500516 - Plant and Fleet Replacement Program 2,727,000 1,162,938 784,793 1,088,256 28.78%
510129 510129 510129 - VHF Vehicle Installation - Cat D 2019 36,192 0 0 0 0.00%
Total Fleet - Plant Replacement 2,763,192 1,162,938 784,793 1,088,256 28.40%
500542 500542 500542 - Implementation of Cl Anywhere Functionality for TechnologyOn 669,000 253,768 236,339 151,928 35.33%
Total Information Technology 669,000 253,768 236,339 151,928 35.33%
510045 501043 510045 - QTC Capital Debt Redemption 1,297,000 648,500 0 0 0.00%
Total Other 1,297,000 648,500 0 0 0.00%
500968 500995 500968 - Shire Project Place Spaced Approach - Placemaking Pilot Prog 160,000 44,600 8.967 0 5.60%
Total Strategic Planning 160,000 44,600 8,967 0 5.60%
Grand Total 53,694,391 18,243,321 14,643,955 32,674,969 27.27%
Capital Works Program
YTD Actual Expenditure $14,643,955 ;
Committed Expenditure $32,674,969 —— pro actu
Remaining Capital Expenditure $6,375,467 12% _ Expenditure
Full Year Budgeted Expenditure $53,694,391 27%
Committed ___ ~
Expenditure
61%
Page 49 of 71Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
6 CUSTOMER SERVICE OPERATIONAL REPORT 2021
Author Customer Service Manager, Jason Pratt
Executive Services
Index ECM/Subject/Customer Service
Attachments 1. Customer Service Operational Report 2021
EXECUTIVE SUMMARY
The Customer Service Operational Report provided as Attachment 1 provides an overview of the
current performance of the Customer Service Branch, the challenges, and opportunities it faced,
highlights recent achievements, and provides an update on systems and projects. It aims to provide
Council with a deeper understanding of the Customer Service Branch, its Key Performance
Indicators and levels of services.
Highlights of the report include:
• Achieving a number of KPIs including average speed of answer of 39 seconds (target being
60 seconds) and first call resolution of 65% (target being >60%);
• Recruitment and on boarding of 5 new customer service officers;
• Improved knowledge management system (iP@N) processes and articles which has improved
officers’ abilities to respond to customer enquiries accurately.
Some challenges noted within the report relate to the branch’s response to COVID, increased salary
costs and resourcing constraints, system challenges affecting the average handle time of calls and
the addition of communication channels such as online chat.
RECOMMENDATION
That Council note the report by the Customer Service Manager to the Services & Organisation
Committee Meeting dated 8 February 2022 providing an update on the activities of the Noosa
Customer Service Branch.
REPORT
The purpose of this report is to present the Noosa Customer Service Operational 2021 report which
provides an update and review of the activities of the Customer Service Branch for the 2021 calendar
year.
Listed within the report is statistical information relating to the volumes of interactions between the
community and the Customer Service team, the different contact methods used by the community
and comparisons to 2020 data. It also lists some of the success and challenges the team has faced
over the past year, and opportunities for improvement.
Highlights of the report include achieving a number of KPIs including average speed of answer of 39
seconds (target being 60 seconds) and first call resolution of 65% (target being >60%); recruitment
and on boarding of 5 new customer service officers; and improved knowledge management system
(iP@N) processes and articles which has improved officers’ abilities to respond to customer
enquiries accurately.
Some challenges noted within the report relate to the branch’s response to COVID, increased salary
costs and resourcing constraints, system challenges affecting the average handle time of calls and
the addition of communication channels such as online chat.
The report aims to present as a comprehensive annual report providing Council with a deeper
understanding of the Customer Service operation.
Page 50 of 71
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Noted below
Departments/Sections Consulted:
Chief Executive Officer Community Services 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 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 51 of 71
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 52 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Attachment 1
Operational Report 2021
CUSTOMER CONTACT OPERATIONAL REPORT 2020/21 |
Page 52 of 71Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 53 of 71
LZ 40 ¢g obeg
| LZ/OzOZ LYOd3Y IWNOLLVYAdO LOVLNOD YIWOISND
$}U9}U07 Jo ayqe
zz0c AUWNHAaS 8 VONSDV DNILSAW S3S.LLINWNOD NOILVSINVDHO 8 SADIAYSSSection 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 54 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Executive Summary
This report contains a summary of the Customer Service teams' operations for 2021.
Customers engage with Council through a variety of channels. While many still contact Noosa Shire
Council via traditional channels such as phone, email and in person, a growing number of people are
now contacting Council via our online services including Online Chat, Online Requests and Snap Send
Solve Mobile App.
Several challenges faced the Customer Service (CS) branch over the last year, the impact of COVID-
19 presents operational issues in management of office space as well as reacting to QLD Health
directives such as, mandatory mask wearing requirements, check-in requirements and social
distancing requirements. Staff attrition has also had a significant impact on achieving branch KPIs
with five new customer service officers employed during this period. The additional resourcing
required to recruit and onboard these staff has been significant, however, the new recruits’ speed to
competency has been good and their integration into the team culture has been positive. System
issues relating to slowness and connectivity as well as bugs and glitches with Technology One
products have also affected speed of service.
The following KPI's were met for the 2021:
e Average Speed of Answer (ASA) was 37 seconds (Target <60 seconds)
e Grade of Service (GOS) was 77% of calls being answered within 60 seconds (Target 80%)
e Abandoned (Abn) rate was 6% (Target 10%)
e First Call Resolution (FCR) was 66% (Target 60%)
e Average Handling Time (AHT) was 5min 43sec (Target 5min)
The Customer Service team achieved their KPIs for ASA, Abn and FCR while missing out on GOS and
AHT. The increase to AHT can be attributed to a number of factors including new staff and new system
issues. While GOS target not being achieved due to a number of extreme contact peaks where staffing
resources were not sufficient to meet these peaks, often due to short lead business activities from other
branches within council.
1
Page 54 of 71Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 55 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| Customer Service Channels
Status of Customer Service Channels at Noosa Council
Service System
Channel
Front Technology One ECR, CiA and Ci/ Operational 8:30am-5:00pm
Counter GenesysCloud / ECM/ email/ Some service interruptions due to
Intramaps/ iP@N (Livepro)/ Council | COVID closure
website and Intranet
| Reception Technology One ECR, CiA and Ci/ Closed permanently due to COVID
(level 3 GenesysCloud / ECM/ email/ risk assessment.
Tewantin Intramaps/ iP@N (Livepro)/ Council
Admin website and Intranet
Bldg)
| = | GenesysCloud Operational_8:30am-5:00pm with
after-hours service for emergencies
nn —
Online Council Website/ CiA Operational
Requests
Snap Send Solve Operational, further integration with
CiA proposed for 2022
GenesysCloud Not planned to be implemented at
this stage
Chatbot/Al GenesysCloud/Livepro/Council Not planned to be implemented at
website this stage
Statistical Summary of Operations
e presented with 52,056 inbound calls
e responded to 4,527 emails
e responded to 3,202 online chats
e front counter handled 10,956 interactions
e generated 17,807 requests loaded by the Customer Service branch
e IP@N (Customer Service knowledge system) updated 6,691 article pages
2
Page 55 of 71Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 56 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| Year on Year Comparison 2020-2021 (calendar year)
Q Dm LY —o
(eo) =s
Emails Front counter Knowledge Online chat Requests
Inbound calls Responded to interactions updates interactions Generated
52,05, 4,527 10,956 6,69 3,202 17,80
2,145 431 sa 1139 73 3,863
Performance against Key Performance Indicators (KPI's)
e Average Speed of Answer (ASA) was 37 seconds (2020) and 37 seconds (2021) (Target
<60 seconds)
e Grade of Service (GOS) 78% (2020) 77% (2021) of calls were answered within 60 seconds
(Target 80%)
e Abandoned (Abn) rate was 7% 2020 and 6% 2021 (Target 10%)
e First Call Resolution (FCR) was not measure in 2020 and achieved 62% (2021) (Target
>60%).
e Average Handling Time (AHT) was 4min 14sec (2020) and 5min 03sec (2021)
Year on Year KPI Comparison 2020 and 2021
Average Average Speed of | Abandoned First Call
Handling Time Answer Rate Resolution
}2021 | Smin 43sec | 37seconds | 6% | 2%
Comparison to T 49 sec +> No 1% Not recorded
2020 change
Commentary on Statistics
e The decrease in inbound calls, and online chats this year compared to last year can be
attributed to the impact COVID-19 had on customers and the customer service branch
in the year prior, with an increase in calls to council in 2020 from confused customers
seeking clarity on the restrictions being implemented. Additionally, COVID-19 forced
the closure of all face-to-face council counters for a period of just over 2 months
(March to June 2020), which resulted in increased call volumes for this period not
replicated in 2021.
e Anincrease to the email interaction this year is a result of some broader marketing and
take up of the Snap Send Solve app and its growing popularity.
e Requests entered by the Customer Service branch have significantly increased this year
and can be attributed to process changes within a number of other business units
requiring additional requests to be loaded which were not loaded previously.
e This year we saw an increase in the number of face-to-face interactions compared to
last year due to the counter being open all year with minimal COIVD disruption.
3
Page 56 of 71Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 57 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| e¢ Council implemented CiA request module which has a better online customer facing
portal which has driven an increase in the number of online requests being generated.
However, from an internal aspect the CiA request system has had issues both in
| performance and usability which has resulted in an increase in agent AHT and
impacted the branch GOS targets.
e The abandoned rate of 6% has improved by 1% year on year which can be aligned to
the consistent great results of the branches ASA.
e The first call resolution is a new metric only recorded this year but indicates the
customer service teams’ ability to answer a customer's enquiry without raising a
request or transferring the call to another business unit. This has in turn added more
pressure on the Customer Service Liaison Officer to ensure the knowledge base system
(iP@N) is kept up to date and is why there has been an increase of 923 updates to
articles this year.
e AHT has increased significantly not only due to the change of the request system but
also due to a number of new customer service officers being recruited and upskilled
to counter. Inexperienced staff take at least 6 months to become competent on the
phones and are often significantly slower than more experienced members of the
team. Additionally the increase in requests being lodged will increase the AHT as these
are timelier than general enquiries.
Customer Requests
There was a total of 25,370 requests created in 2021 for the whole of council with 17,807 (70%)
being created by the Customer Service branch.
The top ten requests raised for business units:
1. Waste Services: 5,296
2. Local Laws: 3,990
3. Parks: 3,518
4. Civil Operations: 2,420
5. Infrastructure Services: 2,283
6. Building: 2,138
7. Environmental Health: 1,228
8. Planning: 723
9. Plumbing Services: 707
10. Natural Areas: 437
Focus on request quality:
Customer Service staff continue to work closely with council's business units in relation to
requests created for their specific areas. By focusing on keeping an up-to-date knowledge
base system as well as training and quality assurance of requests entered, we have reduced the
number of request created to the incorrect areas and/or lacking in sufficient detail for business
units to action requests in a timely manner. With this collaboration between business units and
the Customer Service team we aim to improve the customer experience and deliver accurate
information in a timely manner at the first point wherever possible.
4
Page 57 of 71Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 58 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| . Open and Overdue Requests:
Open and Overdue Requests remain an area of opportunity for all of Council, ICT have
| developed a dashboard for Business Units to be able to monitor their open and overdue
requests. This has resulted in many business units actively reducing the number of overdue
requests from previous years. The number of requests not completed on time each month is
also reducing each month however there is still a large back log of request needing attention.
Trend of Request Responses
3K
2K
/ GEEe i :
0
Ol-Jan O2-Feb 03-Mar O4Apr 05-May O6-Jun O7-Jul O&5-Aug O9-Sep 10-Oct 11-Nov 12-Dec
Ey Completed on Time Ea Not Complete a Not Completed on Time
A number of business units are doing some proactive work to reduce this number. The
Infrastructure Service branch has been working through outstanding requests and has reduced
their backlog significantly, the Waste Services branch is working with ICT to determine a way
to close off request generated to Cleanaway that do not close off automatically due to issues
with 3 party system integration.
Online Requests:
| This year 12.1% (3,072 requests out of 25,370) of all requests were received via Council's
website portal, this is up from last year with 10.5% (2,317 requests out of 21,948) of all request
being received online. Continued work with the Community Engagement team to promote
the online request system to our community via social media should hope to see greater use
of this channel in the future.
% of online requests.
o% =
5
Page 58 of 71Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 59 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| System Upgrades and Opportunities:
A continued focus is on working with ICT and business units to ensure both the customer
facing request portal and the internal request creation system are user friendly. and making
both interfaces streamlined while still capturing the necessary details without duplication or
the need for unnecessary follow-up calls to customers.
Snap Send Solve (SSS) provides the community and Council a mobile app for lodgment of
requests. SSS have been working in conjunction with Technology’ to integrate the two
systems, allowing for a better response to the customer using the app and a direct link into
the request system. It is expected that this will become live in Q2 of 2022.
Call Centre Operations
The call centre handled 52.056 calls, 4,527 emails and 3,202 chats this year. These were all
managed via GenesysCloud which is the Customer Service telephony system used to handle
incoming calls, online chats and Snap Send Solve emails. The system allows for configuration of
the IVR (interactive voice response) queues, Customer Service rosters, as well as branch and
agent performance. The Customer Service team has been using this software since December
2016. Enhancements and updates continue to be rolled out allowing for improved opportunities
in the future.
This year a priority queue was created, and a unique number was supplied to police
communications and emergency services agencies, this has allowed these agencies to bypass
potential long wait times in queue during business hours.
Online chats have continued to be a popular interaction method for the community; however,
these are significantly slower for agents to handle with an AHT of 9min 29sec per interaction.
The higher AHT for chats is mostly lead by delay in response from customers, with customers
often taking a long time to respond to agent questions. Further work and analysis around
resourcing this interaction stream will be done in the future.
GenesysCloud has allowed the customer service branch to transition to WFH seamlessly given
the system is cloud-based agents have had no issue supporting the community during disaster
events and COVID lockdowns while maintaining their own personal health and safety. The
system allows for call recording which will allow for great supervisor training and development
opportunities, the functionality of this and governance requirements will be investigated in 2022.
Calls and Chats have reduced this year compared to 2020, while email contact has increased.
This is a result of the Customer Service counter remaining open in 2021 as opposed to 2020
where the counter closed for just over 2 months causing a displacement of face-to-face
interactions to call and chat resulted, for email interactions a greater effort in promoting Snap
Send Solve this year has generated more interactions from this channel.
6
Page 59 of 71Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 60 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| Call Centre Operations (2021)
Calls
m2021 w 2020
Calls
Chats
m= 2021 m 2020
Chats
Emails
m 2021 m2020
4527
Emails
4096
7
Page 60 of 71Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 61 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| Counter Operations
Face to Face counter operations, which includes all aspects of the Customer Service phone
position as well as processing of payments, lodgment of applications and all cash handling
process has increased this year by over 3,000 interactions. This is a direct result of the counter
being open for all of 2021 and without any extended COVID lockdowns which were
experienced in the year before.
Face to Face
m2021 m 2020
10956
F2F
7920
The Customer Service counter was relocated to the planning counter in June 2020 but due to
security and OH&S risks the counter operation was relocated back to the original location
once Perspex health screens were installed. This has reduced the concerns and risks identified
at the planning counter, however, does create some confusion for customers entering the
building on level 2 with an empty desk in front of them. The level 3 reception area has been
converted to a foyer area with customer entry being via the level 2 entrance.
Customer Service staff have seen an increase in enquiries relating to COVID vaccination and
testing locations and clarity around mask wearing requirements.
Staff Training and Development
The Customer Service branch currently consists of 9.01 FTE which includes a large casual pool
of Customer Service Officers. The branch has had a number of staff seconded or successful in
their applications to other areas of council. This leads to the use of the casual pool to fill gaps
in the establishment for short to medium periods of time until positions are backfilled or
recruited for either internally or externally. As a result a higher than budgeted spend on casual
wages occurs.
8
Page 61 of 71Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 62 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
; ; : November 2021
EXECUTIVE SERVICES DEPARTMENT
CUSTOMER SERVICE
‘Dwector
an
et = as
{ cieeipeomomtinirm
Sasso
Total FTE: 9.01
Recruitment and on-boarding within Customer Service has changed dramatically over the past
year. Previously an individual intake approach had been used, with three to four weeks of
classroom style training provided, prior to buddy training, this onboarding process would
occur every 4 months. This year a greater focus on recruitment has led to half yearly
recruitment drives with larger intakes.
The recruitment for the branch coupled with backfilling of positions with casual staff members
impacted on the Customer Service budget, last financial year the branch saw an overspend of
employee benefits of $60,743. This was absorbed by budget savings within the Executive
Service department. While there was an increase in employee costs Customer Service Officers
are well trained and very knowledgeable in Council practices and are a valuable resource to
the organisation.
Customer Service TOTAL
for the period ending June 2021
[Benchmark % Complete dT 900.0% | e Watch
——— [eg — a — eg — ec geal gp
internal Recoveries 898,531 698,531 898,531 898,531 100.0%
Other Recurrent income oO ° 41 ° 100.0%
[Total Operating Revenue |__s86.558[ 696,533|ee,s72|asess%] aooon| aa]
Employee Benefits 735,632 738,632 796,375) 738,632| 108.3% (60,743) Oo
Finance Costs oO 0 (15,884)| o 100.0% 15,884
Materials & Services 10,846) 10,846) 8,506) 10,846 78.4% 2,340 Q
internal Charges 254,875 254,875 254,875 284,875} 100.0% o °o
Total Operating Expenses | 4,00%,365[4008.363|toas,e7s| 4,001,363] fourm] zea]
Operating Surplus /(Deficiy)__——~+|_——-cro2.e2ay|—crozazay|caasaon| tonearm]
a
TotalCapitaiRevenue | OTOP
Sn en a a a a
Total Capitalexpenses—— POP
9
Page 62 of 71Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 63 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| Phone Training:
Following a review of the Customer Service training plan, a 10 Day training program was
developed. This new training format covers all content previously provided to new recruits,
broken down into a daily training checklist. The benefits include:
o being able to recruit and on-board multiple staff at the same time
© training can be completed as part of business as usual (BAU)
o new staff have more practical training
o training pace and content can be adapted to meet the needs of the trainees
© consistent approach to staff training, as all guides and daily activities are
in the customer service knowledge base system (iP@N)
Five new staff have completed the training and while additional enhancements can be made,
it has received positive feedback from the team and trainees.
Counter Training:
Using a similar training format to the phone training, counter training has been streamlined
to develop more competent Customer Service counter officers. This training provides a
structured format for staff as there was previously no documentation in place. It differs from
the phone training as it is provided solely by peers. Like phone training there are further
development opportunities, but this work has provided an important starting point.
External Training:
With a reduction in face-to-face meetings and training both internally and externally the
Customer Service team has been unable to attend any externally provided training
opportunities. In an effort to upskill staff and provide ongoing training opportunities,
Customer Service has utilised the CANITY training library. This is a low-cost subscription based
online course that has been designed to deliver 3-5min training tips to help improve a variety
of customer service skills. These are assigned to Customer Service team members and
completed between calls and during quieter periods.
Development:
Over the past year a number of key team members were identified for development to be able
to backfill the Customer Service Team Leader and Customer Service Liaison Officer role. This
has allowed for greater support within the branch as well as giving the team members high
skill acquisition, enhancing employee retention and motivation. This development will
continue and aims to give more flexibility and opportunities within the team and allows for
guaranteed coverage in times of leave and absenteeism of these two key roles.
10
Page 63 of 71Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 64 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| iP@N — Knowledge Management System
The Customer Service Centre’s knowledge management system (iP@N) is the essential
knowledge data base for Customer Service Officers (CSO's); it houses information and
resources to manage all customer's enquiries, requests, and work instructions. iP@N has 924
permanent pages which have been accessed 100,927 times this year. The Customer Service
Liaison Officer (CSLO) has also created @t announcements for the team which have been
accessed 5,548 times.
The increase in new pages is a result of improved workflows and process improvements. Many
of the old pages had several processes or page links, making it hard for the CSO to find
information. Instructional videos have also been created and added to many procedural
pages to assist CSO and to help with training.
Focus on IP@N usability and functionality:
CSO’'s rely on IP@N to provide up to date information, which can be found within a few clicks
of a mouse to answer customer enquiries as efficiently as possible. This includes appropriate
key words, reducing unnecessary content, simplifying instructions, and implementing easy to
follow workflows and clearer understanding of processes to reduce errors.
The external focus of IP@N provides information to customers:
e empowering staff to answer customer enquiries the first time they contact us.
e providing a reference number and time frame for a business unit to respond to their
enquiry.
e supplying answers to questions that the business unit has provided — this is then
used to assess the enquiry and ensure there is no delay due to lack of information.
e ensuring that if an enquiry is not council related, customers are provided with an
alternativecontact.
IP@N pages also highlight on-line self-service options available to customers. The CSO's
promote these services to support the customer, this includes:
e referring to eservices for online payments.
e showing Customers where they can find information, including forms and factsheets
via our online website.
e advising that any future customer requests can also be lodged via the website at their
convenience.
The internal focus of IP@N provides information to customers:
e staff working with the Business Units to review their scripting and developing
“questions and answers” to ensure that the information is accurate and timely. Accurate
information in IP@N reduces calls and requests to other business units.
e providing staff availability information.
e staff working with the Business Units to help improve their processes and improve
11
Page 64 of 71Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 65 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| workflows for urgent requests. This contributes to streamlining the call handling process,
reducing call wait-time, and increasing customer satisfaction.
e creating easy to follow work instructions for Receipting, loading applications and other
T1 functions such as memos, change of address and arrangements to pay.
e keeping up to date with news in the region that customers may enquire about — having
thatinformation at hand for the CSO when it is requested.
e sharing staff knowledge with other Business Units to enhance productivity and to
ensure thatevery answer provided is factual, relevant, and consistent.
e Providing access for business units via Open Access portal to the knowledge content
of [email protected] and feedback:
IP@N has an inbuilt feedback section for each IP@N page for CSO's and Business Unit officers
to input feedback. 548 pieces of feedback were received, reviewed, and updated this year,
helping to keep the content of the knowledge base system as up to date as possible.
Customer Service Experience Survey
This year a pulse survey was conducted with our customers and their experience with the
Customer Service Team, this survey was an online survey that is shared with customers who use
the online chat or receive an email from the customer service team after an interaction with one
of the team members.
Customer Service Experience Survey 2020/21
340 O1:57 Closed
Responses Average time to complete Status
ERB) Open in Excel
1. Do you recall the name of the customer service officer?
More Details @ insights
Latest Responses
330 ii
Responses boat
43 respondents (13%) answered Monique for this question
ice lady cones sorry Megan and a
Nina : baie
Monique °3”"
Megan Jen service agent
Vicki insta Alex ennnll Christina town planning
DONNA FREY Pp Megan and Alex
12
Page 65 of 71Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 66 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| 2. How would you rate the quality of your customer service experience? (out of 5)
More Details @ insights
336 kkk kk
Responses 4,74 Average Rating
3. Was the customer service agent polite/friendly?
More Details @ insights
@ v= 334
@ vc 2
4, Was the customer service agent knowledgeable?
More Details @ insights
@ v= 322 \
@ vo 15
5, Was your enquiry or request resolved by the customer service officer?
More Details g@ Insights
@ 286 <
@ No 53
6, Please share any additional comments or questions about your experience.
More Details @ insights
Latest Responses
241 “| was answered quickly with the information | requested. Thank you.”
Responses “The online chat is a great service. No complaints from this ratepayer!*
“Extremely friendly lady and very helpful”
58 respondents (24%) answered service for this question.
answer my question *@rvice - friendly
y4q Nicer Gounidl Great service Council website
service officer friendly . h | f |
online chat Th k service e p UI Excellent service
an
council report customer service email request Reena ;
service thank Dawn was really helpful Good service
13
Page 66 of 71Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 67 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
| The pulse survey results indicated that the majority of customers found our Customer Service
Officers to be friendly, and knowledgeable. There is an opportunity to improve our first call
resolution of enquiries, and it is recognised that the work done by the Customer Service Liaison
officer in updating the customer service knowledgebase system is important.
Overall receiving a rating of 4.74 out of 5 on this type of pulse survey acknowledges the great
work our team does and how all team members strive to “provide excellence in customer
service.”
Community Satisfaction Survey:
In June 2021 a community satisfaction survey was conducted by Market Facts an external
contractor, the results of this survey noted while the Customer Service branch has the smallest
gap between its level of importance and its performance which is an encouraging result however
there is still a number of opportunities for the Customer Service branch to seek improvements.
Customer Service & Communication:
Importance & Performance
= |mportance Means = Performance Means
Customer Service
5.00
4.0
MEANS 6 information services
Providing Leadership & Informing the
Advocacy Community
Responding to the Consulting the
Community community
Some of the areas where improvement could be made were noted within the survey where the
rating had dropped from previous years. Particularly in the service provided via telephone calls
where the branch rating had dropped by 12.2% when compared to the 2019 results and the
service provided at the Tewantin office where the rating had dropped by 15.1%.
Further analysis will be undertaken to better understand the reasons for this and to identify
opportunities for improvement e.g. seeking more in-depth customer feedback and process
improvement.
14
Page 67 of 71Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 68 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Community Satisfaction Survey Results 2021 (extract).
Answering telephone [email protected]% of respondents who contacted the Council rated this aspect of service as ‘Good’ (20.9%) or ‘Very good’
(41.7%), compared to 74.8% in 2019 and 62.9% of the online survey in 2021.
Experience rating - telephone calls
soo —M6,,
40.0
28.7
30.0 20.9 23.0
20.0 [ | aa 12.0
10.0 1.822 1.836
Very good Good Fair Poor Very poor Not
applicable
wNoosa 2019 Noosa 2021
Significant variances were by:
Gender
e 33.8% - Female — Not applicable
[email protected]% aged 55-64 years — Very poor
© 37% aged 65 years and over — Not applicable
Council's main Tewantin office
e 45.3% of respondents who contacted the Council rated this aspect of service as ‘Good’ (21.6%) or ‘Very good’
(23.7%), compared to 60.4% in 2019 and 55.6% of the online survey in 2021.
Experience rating - Tewantin Office
50.0
45.0 =
ao 32.3
. 31.2
_ 28.1
me 23.7
25.0 . 21.6
20.0
15.0 94
10.0 5.4
5.0 a 1814 1.2.0.7
0.0 we = —_—
Very good Good Fair Poor Very poor Not
applicable
MNoosa 2019 M Noosa 2021
15
Page 68 of 71Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 69 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
COVID —19
The COVID-19 Pandemic had a moderate impact on Customer Service operation this year.
Social distancing restrictions have resulted in issues with the customer service office work
areas. However, in accordance with the Customer Service BCP (Business Continuity Plan), all
Customer Service staff have been able to successfully work from home when required while
counter staff based in the administration building have been able to function as normal with
the use of PPE (Personnel Protective Equipment) and adhering to the social distancing
restrictions. Concerns long term remain about the longevity of this arrangement, as the current
office establishment for the Customer Service team does not allow for growth or close support
and supervision of staff.
Improvement Initiative
Combined Services Meetings:
Members of the CS Leadership team have undertaken combined service meetings with specific
business units. The purpose of the meetings is to work with the business unit to ensure any
issues or opportunities for improvement can be identified thus ensuring the best possible
service to our customers can be achieved.
The meetings covered what is going on in the business unit currently and in the near future
and reviewing processes and setting actions to manage future events that may drive customer
interactions. The actions from these meetings include information updates for IP@N, CRM
updates (workflow and service level changes), changes in CS processes, and BU training to be
arranged for CSOs.
At the meetings, CS Leadership team provides the BU with statistics showing the number of
customer interactions, trends, areas of opportunity, as well as Request and IP@N statistics
relating to their unit. The success of this is noted in the reduction in requests created. We
maintain a collaborative approach to these meetings, encouraging two-way engagement. CS
Leadership welcome the BUs feedback to provide us with any specific issues relating to our
performance, highlighting areas of opportunity which we can then work on to improve our
team performance andaddress any knowledge gaps, which will enable us to improve our
service delivery.
However due to the pandemic these meetings have been put on hold and will be restarting
as soon as possible. As these meetings have been critical in building strong working
relationships with other departments across council.
16
Page 69 of 71Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
Page 70 of 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
= io
ia
Conclusion
In summary 2021 the Customer Service branch has performed very well overall meeting and
exceeding most of the branches KPI's, as well as being awarded the Team Award at Councils
recognition awards 2021. Faced with many challenges relating to COIVD-19, staff attrition and
financial resourcing limitations the overall satisfaction of the services delivered by the Customer
Service branch to the community is of high quality. While there is still opportunities to improve
some aspects of the business relating to the better use of some technologies and development
of staff to encourage team members to remain in branch thus reducing the need to continually
recruit and onboard as well as reducing the loss of knowledge and expertise from the branch.
The team continues to reach for and deliver the corporate plan objective of “Providing
excellence in customer service’.
- a |
eer Ninn eS
Customer Se S@ SUUSA
—— | COUNCIIE
= ustin, .
—— a2 Wes
Mi m: B ridge
. i ,
| |
17
Page 70 of 71Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 FEBRUARY 2022
7. CLOSED SESSION
Nil.
Page 71 of 71