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2021-11-15 GC Agenda - Item 12 - Attachment 1 - Noosa Council Annual Report 2020-21
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General Committee Agenda
15 November 2021
2020 - 21 Attachment 1 to Item 12
Annual Report
Noosa Shire Council
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Full text of sections 2 to 78 (of 131)
Section 2
Acknowledgements Noosa Shire Council acknowledges the Traditional Owners of this region, the Kabi Kabi People, and pays respect to Elders past and present, and the broader Aboriginal and Torres Strait Islander community of Noosa Shire. Noosa Shire Council thanks all contributors and stakeholders involved in the development of this Report. Copyright © Noosa Shire Council 2021. Noosa Shire Council supports and encourages the dissemination and exchange of information. However, copyright protects this publication. Noosa Shire Council has no objection to this material being reproduced, made available online or electronically but only if it is recognised as the owner of the copyright and this material remains unaltered. All images within this report are © Noosa Shire Council unless credited otherwise.
Section 3
2020 - 21 Annual Report
Contents
Introduction....................................................................................................................................... 5
Welcome........................................................................................................................................ 6
Discover our Shire.......................................................................................................................... 6
Noosa at a glance.......................................................................................................................... 7
Message from the Mayor...............................................................................................................8
Message from the Chief Executive Officer.................................................................................10
Councillors.................................................................................................................................... 12
Our Council.................................................................................................................................. 13
Our Vision, Values and Purpose.................................................................................................. 14
Our Corporate Planning.............................................................................................................. 15
Our Corporate Structure............................................................................................................. 17
Year in Review................................................................................................................................. 18
Year in Review.............................................................................................................................. 19
Top 10 Highlights.........................................................................................................................20
Theme - Noosa Environment...................................................................................................... 21
Theme - The Noosa Community................................................................................................ 23
Theme - The Noosa Economy.................................................................................................... 26
Theme - Long Term Planning for Noosa Shire...........................................................................28
Theme - Excellence as a Council................................................................................................ 31
Reportable Disclosures................................................................................................................... 34
Information relating to Councillors............................................................................................. 35
Remuneration........................................................................................................................... 35
Councillors’ Expenses and Facilities....................................................................................... 36
Councillor Meeting Attendance.............................................................................................. 37
Overseas Travel........................................................................................................................ 38
Councillor Conduct.................................................................................................................. 38
Executive Remuneration..............................................................................................................40
Commitment to Equal Opportunity Employment..................................................................... 42
Public Sector Ethics Disclosures................................................................................................. 42
Administrative Action Complaints.............................................................................................. 43
Page 3
Section 4
Noosa Shire Council
Privacy Complaints...................................................................................................................... 44
Human Rights Complaints........................................................................................................... 45
Resolutions................................................................................................................................... 45
Access to Information.................................................................................................................. 46
Council Registers......................................................................................................................... 46
Corporate Governance................................................................................................................ 47
Enterprise Risk Management................................................................................................... 47
Audit and Risk Committee....................................................................................................... 48
Internal Audit............................................................................................................................ 48
Discretionary Funds..................................................................................................................... 54
Beneficial Enterprises.................................................................................................................. 54
Business Activities........................................................................................................................ 54
Significant Business Activity........................................................................................................ 54
Commercial Business Units......................................................................................................... 54
Competitive Neutrality................................................................................................................ 54
Services, facilities and activities for which special rates/charges were levied...................... 55
Summary of concessions for rates and charges........................................................................ 55
General rate concessions........................................................................................................ 55
Deferment of general rates..................................................................................................... 55
Deferment for pensioners....................................................................................................... 56
Pensioner Concessions............................................................................................................ 56
Arrangements to Pay............................................................................................................... 57
Rebate on Waste...................................................................................................................... 57
Invitations to Change Tenders....................................................................................................58
Infrastructure Charges.................................................................................................................58
Community Financial Report......................................................................................................... 62
Financial Statements 2020-21 ...................................................................................................... 69
Section 5
2020 - 21 Annual Report Introduction 2020 - 21 Annual Report 5 1 1 1 2 2 2001 712 55 32 6 hae 4 1 1 1 3 0 1737 796 437 32 -1 5 1 1 1 3 1 1737 815 21 10 10 ty 5 1 1 1 3 2 2138 796 13 32 0 hb 4 1 1 1 4 0 2130 830 21 23 -1 5 1 1 1 4 1 2130 830 21 23 18 y 4 1 1 1 5 0 1398 850 795 65 -1 5 1 1 1 5 1 1398 873 5 5 0 , 5 1 1 1 5 2 1675 860 22 5 19 ce 5 1 1 1 5 3 1720 869 4 14 38 i 5 1 1 1 5 4 1801 891 53 7 18 Se 5 1 1 1 5 5 2016 863 25 27 21 Me 5 1 1 1 5 6 2096 879 9 6 37 on 5 1 1 1 5 7 2125 850 68 65 0 cae 4 1 1 1 6 0 1360 899 844 60 -1 5 1 1 1 6 1 1470 907 5 35 30 al 5 1 1 1 6 2 1699 909 154 50 16 2 4 1 1 1 7 0 1278 940 966 40 -1 5 1 1 1 7 1 1278 951 14 10 37 sf 5 1 1 1 7 2 1463 946 7 8 0 ; 5 1 1 1 7 3 1669 942 36 27 43 > 5 1 1 1 7 4 1792 940 80 40 16 a8 5 1 1 1 7 5 1976 943 120 31 35 ae 5 1 1 1 7 6 2152 945 92 23 20 VSO 4 1 1 1 8 0 1232 963 969 41 -1 5 1 1 1 8 1 1232 986 8 10 58 : 5 1 1 1 8 2 1653 963 205 41 10 on) 5 1 1 1 8 3 1840 959 41 49 41 a. 5 1 1 1 8 4 1881 969 83 27 28 a 5 1 1 1 8 5 1994 973 107 30 41 | 5 1 1 1 8 6 2167 973 3 5 35 i 4 1 1 1 9 0 947 991 1271 99 -1 5 1 1 1 9 1 947 1017 10 5 6 - 5 1 1 1 9 2 1027 994 27 35 29 lier 5 1 1 1 9 3 1186 997 45 16 21 oe 5 1 1 1 9 4 1487 1019 6 3 0 , 5 1 1 1 9 5 1683 1007 14 14 0 - 5 1 1 1 9 6 1744 1022 21 21 0 z 5 1 1 1 9 7 1810 1004 15 18 0 \ 5 1 1 1 9 8 1843 991 103 99 22 ies 5 1 1 1 9 9 1991 1017 3 6 0 N 5 1 1 1 9 10 2007 996 44 38 9 Ps 5 1 1 1 9 11 2055 1002 42 37 37 dee 5 1 1 1 9 12 2123 1014 2 2 0 ; 5 1 1 1 9 13 2198 1008 20 17 0 . 4 1 1 1 10 0 1122 1014 1181 44 -1 5 1 1 1 10 1 1122 1028 8 5 0 - 5 1 1 1 10 2 1537 1014 15 28 47 oOo 5 1 1 1 10 3 1730 1039 13 13 0 r 5 1 1 1 10 4 1800 1047 5 7 21 _ 5 1 1 1 10 5 1819 1014 80 44 16 Ste 5 1 1 1 10 6 1928 1014 123 41 0 Wears! 5 1 1 1 10 7 2087 1026 54 28 0 _ 5 1 1 1 10 8 2300 1031 27 7 77 .8 4 1 1 1 11 0 891 1034 1285 46 -1 5 1 1 1 11 1 891 1055 4 1 12 . 5 1 1 1 11 2 1558 1058 23 15 36 te 5 1 1 1 11 3 1647 1034 160 46 14 Rs 5 1 1 1 11 4 1895 1051 37 26 34 RR 5 1 1 1 11 5 1952 1043 224 36 27 es» 4 1 1 1 12 0 1559 1067 643 26 -1 5 1 1 1 12 1 1559 1070 35 8 24 “he 5 1 1 1 12 2 1644 1083 5 3 66 = 5 1 1 1 12 3 1698 1055 144 41 26 Sree 5 1 1 1 12 4 1869 1075 31 11 9 A. 5 1 1 1 12 5 1993 1055 28 42 36 ET 5 1 1 1 12 6 2043 1055 51 42 30 hg, 5 1 1 1 12 7 2138 1080 64 11 14 <n 4 1 1 1 13 0 1450 1049 895 85 -1 5 1 1 1 13 1 1450 1072 19 30 0 - 5 1 1 1 13 2 1571 1049 163 85 29 nS: 5 1 1 1 13 3 1776 1090 42 18 7 oo 5 1 1 1 13 4 1833 1057 106 55 9 pe 5 1 1 1 13 5 2015 1067 90 59 20 a 5 1 1 1 13 6 2201 1086 98 36 21 ay 4 1 1 1 14 0 184 1151 2244 42 -1 5 1 1 1 14 1 184 1152 2 2 58 ; 5 1 1 1 14 2 263 1169 9 11 24 AE 5 1 1 1 14 3 510 1153 30 26 26 Ro 5 1 1 1 14 4 547 1151 62 29 25 rate 5 1 1 1 14 5 693 1172 31 10 24 ‘am 5 1 1 1 14 6 1679 1155 10 11 0 * 5 1 1 1 14 7 1981 1152 31 41 32 War 5 1 1 1 14 8 2020 1152 26 41 17 tad 5 1 1 1 14 9 2138 1158 7 2 18 i 5 1 1 1 14 10 2289 1153 91 30 20 ASS 4 1 1 1 15 0 0 1157 2370 75 -1 5 1 1 1 15 1 29 1199 23 25 35 DH 5 1 1 1 15 2 110 1187 42 32 24 MIRE 5 1 1 1 15 3 205 1183 153 49 21 woo 5 1 1 1 15 4 367 1199 19 7 0 <? 5 1 1 1 15 5 413 1157 218 64 27 ee 5 1 1 1 15 6 697 1175 39 33 78 = 5 1 1 1 15 7 1897 1203 10 10 25 : 5 1 1 1 15 8 1971 1182 87 49 27 an 5 1 1 1 15 9 2108 1178 52 48 32 ae 5 1 1 1 15 10 2294 1187 76 38 8 aie 5 1 1 1 15 11 2388 1187 34 24 31 Os, 4 1 1 1 16 0 19 1222 2397 75 -1 5 1 1 1 16 1 19 1220 239 51 28 goin 5 1 1 1 16 2 1276 1245 293 52 7 ee 5 1 1 1 16 3 1661 1229 609 55 19 ea 5 1 1 1 16 4 2281 1236 128 53 1 ee 4 1 1 1 17 0 13 1261 2403 35 -1 5 1 1 1 17 1 13 1263 40 23 24 va 5 1 1 1 17 2 167 1244 61 53 31 aia 5 1 1 1 17 3 231 1263 26 21 14 2 5 1 1 1 17 4 349 1262 186 26 29 mk 5 1 1 1 17 5 919 1262 488 32 23 ee 5 1 1 1 17 6 2056 1245 14 53 15 ew 5 1 1 1 17 7 2223 1272 59 18 19 ee 5 1 1 1 17 8 2314 1264 102 31 0 ee! 4 1 1 1 18 0 0 1237 2427 109 -1 5 1 1 1 18 1 0 1305 23 25 28 sa 5 1 1 1 18 2 45 1297 30 29 34 i 5 1 1 1 18 3 119 1259 74 70 21 Pit 5 1 1 1 18 4 230 1302 81 21 29 ea 5 1 1 1 18 5 337 1315 10 5 28 SO 5 1 1 1 18 6 373 1307 17 15 21 OR 5 1 1 1 18 7 423 1291 73 31 35 aca 5 1 1 1 18 8 531 1258 165 84 24 i 5 1 1 1 18 9 787 1277 39 51 21 ge 5 1 1 1 18 10 933 1254 24 92 17 ne 5 1 1 1 18 11 1002 1279 185 33 25 aes 5 1 1 1 18 12 1222 1292 36 12 39 oan 5 1 1 1 18 13 1511 1277 195 29 22 eee 5 1 1 1 18 14 1706 1237 66 97 17 sah 5 1 1 1 18 15 1949 1237 211 97 13 ee 5 1 1 1 18 16 2179 1284 248 46 29 eae 4 1 1 1 19 0 13 1321 768 46 -1 5 1 1 1 19 1 13 1322 33 45 39 a 5 1 1 1 19 2 75 1329 30 19 13 ee 5 1 1 1 19 3 133 1325 51 13 0 a 5 1 1 1 19 4 203 1330 87 28 24 Re 5 1 1 1 19 5 321 1325 21 25 27 a 5 1 1 1 19 6 412 1320 27 32 16 oor 5 1 1 1 19 7 445 1347 3 1 8 3 5 1 1 1 19 8 527 1321 77 33 14 yee 5 1 1 1 19 9 692 1327 40 10 29 eee 4 1 1 1 20 0 37 1350 517 41 -1 5 1 1 1 20 1 37 1356 14 7 55 wd 5 1 1 1 20 2 212 1350 24 28 51 re) 5 1 1 1 20 3 273 1350 7 34 9 Fi 5 1 1 1 20 4 311 1355 7 6 46 2 5 1 1 1 20 5 369 1367 1 3 81 4 5 1 1 1 20 6 428 1357 34 15 31 ee 5 1 1 1 20 7 533 1364 21 27 16 se 4 1 1 1 21 0 77 1465 251 49 -1 5 1 1 1 21 1 77 1491 14 16 24 sie 5 1 1 1 21 2 207 1465 30 49 16 ra 5 1 1 1 21 3 301 1465 27 47 0 - 4 1 1 1 22 0 51 1684 1485 53 -1 5 1 1 1 22 1 19 1687 36 51 29 cts 5 1 1 1 22 2 99 1697 14 26 28 eat 5 1 1 1 22 3 132 1684 32 53 20 \i 5 1 1 1 22 4 253 1688 77 48 34 Sm 5 1 1 1 22 5 1533 1723 3 1 22 xh 4 1 1 1 23 0 9 1789 1340 29 -1 5 1 1 1 23 1 9 1800 4 5 0 , 5 1 1 1 23 2 181 1796 5 13 18 wy 5 1 1 1 23 3 314 1795 2 3 0 ; 5 1 1 1 23 4 1345 1814 4 4 0 ; 4 1 1 1 24 0 134 1773 1366 123 -1 5 1 1 1 24 1 41 1829 13 20 0 ~ 5 1 1 1 24 2 134 1773 40 123 2 N 5 1 1 1 24 3 198 1796 36 45 47 y 4 1 1 1 25 0 3 1907 441 32 -1 5 1 1 1 25 1 3 1904 99 42 41 oi 5 1 1 1 25 2 198 1910 17 29 41 it 5 1 1 1 25 3 351 1911 5 3 0 E 4 1 1 1 26 0 1345 2855 571 101 -1 5 1 1 1 26 1 1345 2855 571 101 91 Introducti
Section 6
Noosa Shire Council Welcome Welcome to the Noosa Shire Council Annual Report for 2020-21. This report is a comprehensive summary of our performance from 1 July 2020 to 30 June 2021. This Report includes our financial performance as at 30 June 2021 as well as governance and statutory information with the aim of providing understandable information to members of our community. The Annual Report is aligned to five key themes that form the basis of Council’s corporate and operational plans and it also highlights a range of achievements and progress made in delivering services to our community in alignment with our vision: “Noosa Shire – Different by Nature” Discover our Shire Located in South-East Queensland, Noosa Shire is situated at the northern tip of Queensland’s Sunshine Coast. Noosa Shire covers an area of 872 km² and is home to more than 56,000 people. Noosa Shire enjoys a sub-tropical climate, beautiful beaches, mountains and forests, which makes it one of Australia’s most desirable places to live, work and visit. The traditional owners and original custodians of the land are the Kabi Kabi people. Noosa Shire is a growing residential and tourist area, with substantial rural, rural-residential and parkland areas. It is made up of 18 hinterland villages and 11 coastal towns and has an economy that is diversifying beyond a thriving tourism industry. Noosa’s economy relies significantly on the health, professional services, tourism, retail and construction sectors. It is home to more than 7,000 businesses, predominately small and micro, including successful entrepreneurs and skilled business people. It is the natural landscape that attracts visitors to Noosa Shire. The coastal landform of shallow lakes, river systems and coastal escarpment provide a stunning backdrop to our community. Thirty five per cent of the Shire is protected as either national park, reserve or conservation area. Noosa Shire is recognised as a UNESCO Biosphere and has a proud history of preserving its natural environment. Page 6
Section 7
2020 - 21 Annual Report
Noosa at a glance
56,587 Accommodation 25,302
people living and Food
Services is the employed
in our Shire
largest industry residents
7,271 $72,956 49 years
local median age
median
businesses total family
in Noosa income
22,109 $860,000
267.6km² households
median
protected
house
natural areas
price
24,286 $580 per $3.00
local jobs week median Billion
rent for a Gross Regional
3 bedroom Product
house
Source: Statistical data and information has been sourced from National Institute of Economic and Industry Research,
Real Estate Institute Queensland, Australian Bureau of Statistics and the Queensland Government Statistician’s Office. Page 7
Section 8
Noosa Shire Council Message from the Mayor The 2020-21 year was certainly a roller coaster ride and a challenging one for all of us. The impacts of COVID continue to dictate much of what is possible, but our Shire has shown resilience, determination and a strong community approach to this unpredictable environment. We continue to work with our residents and our business community to overcome the challenges that we still face. The formation over 15 months ago of our Business Roundtable continues to keep us closely aligned with our business owners and our workers. Council has remained focussed on maintaining the right balance between carefully managing our finances and delivering the services and infrastructure expected from our community. To ease the burden on residential households and guide them through the pandemic, we put a freeze on rates and charges by reducing a number of levies in the 20-21 financial year. This resulted in almost 80 per cent of Noosa ratepayers having no increase in their total rates charges. One of the highlights of 2020-21 was the completion of the Orealla Crescent bridge. This was yet another jointly funded project with the Federal Government, which has delivered a great legacy piece of infrastructure for our community. Equally important was the delivery of the $3 million upgrade to Hilton Terrace and new roundabout plus a $2 million revamp to Gympie Terrace. We have received generous financial support from the Queensland Government under the Unite and Recover and Works for Queensland programs during the 12 months. It resulted in the delivery of over 60 grassroots projects. These include new shower facilities for Youturn, resurfacing local netball courts, upgrading lifeguard towers, refurbishing the Pomona Memorial School of Arts Hall and many other improvements to other community halls in the Shire. It has been a big focus for this Council. We have been very proactive in delivering “grassroots” style projects that provide a tangible benefit to our community. Another key decision made in 20-21 was the adoption of the New Noosa Plan – the culmination of a long journey for our Shire. The new Noosa Plan involved a complete re-write of the 2006 Planning Scheme and its adoption was a red letter day for Council and the community. We have also had and will continue to have a strong focus on engaging and talking to our community. Page 8
Section 9
2020 - 21 Annual Report
With so many events cancelled due to COVID, it was wonderful to initiate the Connecting Noosa
Christmas Convoy in December 2020. The Councillors and I felt it was such an important way to
connect with our community, it has now been funded and will return in December 2021. We can’t
wait.
We delivered on a promise to better engage with residents in budget talks and sought feedback.
Residents were given the opportunity to voice their thoughts and opinions through an online
budget tool, which gave them the ability to understand and balance the budget. It also helped
highlight where they think their money should be spent.
I am extremely proud of how this group of Councillors have forged a united approach to many
issues. Our primary focus is listening to our community and making decisions with our residents at
the forefront of our minds.
Council’s strong financial position has stood us in good stead as we have weathered the COVID
storm. We moved quickly to support our community and businesses by introducing a range of
COVID-19 assistance measures that have continued into 2020/21.
We know more challenges are ahead, but I am confident as an organisation, we will continue to
meet these head on.
I am proud of what the Council team achieved over the past 12 months, but there’s always more
to do. I would like to congratulate our hard working staff, who every day put the community first
and make this great Shire a fantastic place to live, work and play. On a personal note I would
like to thank our CEO Brett De Chastel for his ongoing support, advice and wisdom and I would
like to acknowledge Deputy Mayor Frank Wilkie for his hard work and support and the ongoing
camaraderie with all Councillors. Our job is to serve you our community, and we all do that with
gusto, integrity and in good faith.
Clare Stewart
Mayor
Page 9
Section 10
Noosa Shire Council Message from the Chief Executive Officer I am sure that somewhere in the dictionary there is a single word that might describe the year that was. Challenging, difficult, a rollercoaster, uncertainty, lockdown, recovery, cautious optimism, lockdown again - the list goes on but none of these words quite capture the year in its entirety. The COVID-19 pandemic has had a significant impact across the world and Noosa was not immune from this impact. History will look back upon this time in wonder at the profound changes brought about by the pandemic to our everyday way of life and the impact on local communities and economies. Yet despite the challenges of COVID-19, Council continued to do what it does best – providing service to our community. Despite spending a lot of time dealing with COVID-19 issues, Council was also able to progress with some wonderful achievements highlighted by Mayor Clare Stewart in her introduction. Please have a quick read of our “Top 10 Achievements” in this annual report as that will give you a good understanding of the range of issues that have been achieved in 2020/21. We deal with such a diversity of issues as a local government on behalf of our community. Some of our long-term aspirations are also coming to fruition. For example, construction has commenced on the long awaited Tewantin Bypass with construction underway on a $9M project to upgrade the Beckmans Road/Cooroy Noosa Road intersection with that project being fully funded by the State government. Council has been lobbying for this work for over 7 years and it is pleasing to see work now underway. Similarly, Council has been planning the Hinterland Adventure Playground for Cooroy and the hinterland area for many years. All of the necessary approvals were finalised, tenders let and construction is now occurring on this signature playground for our region. It will be a wonderful place for children from our hinterland to enjoy. Meanwhile, our Peregian Beach Digital Hub continues to go from strength to strength. Although only open for a few years, it has prospered through the COVID-19 period fuelled by a dramatic rise in digital businesses. It has also been successful in attracting over $2M in government funding to develop FireTech. This is an innovative program to advance the use of cutting-edge technology in preventing, detecting and fighting bushfires and will establish our Hub as the Centre for Excellence for bushfire management in Australia. And finally, despite very financially challenging times, Council has maintained a focus on its long-term financial sustainability. We took the opportunity to restructure our long-term debt to take advantage of record low interest rates, thus crystallising some significant savings for our ratepayers. Page 10
Section 11
2020 - 21 Annual Report
Of course, this introduction really just skims across the highlights for an exceptionally busy year for
Noosa Council.
Yet, on an everyday basis, we have Council staff:
• Putting out swimming pool lane ropes at 5:30am for the 232,000 annual visitors to our
aquatic centre
• Helping customers with their library needs – borrowing 342,000 items during the year
• Answering telephone enquiries from customers – 71,000 during the year.
Please take the time to read our annual report and see what your Council has been doing on
behalf of our community.
As always, the achievements of our Council are due to the tremendous dedication and effort of
our staff. Our community is fortunate that it has such wonderful staff working for its local Council.
Every day, staff are out keeping our parks and public spaces looking great, patching potholes,
helping people at the library, working with local businesses on our Economic Strategy, helping
elderly at our Noosa Community Support Centre, cleaning the beach at Sunrise – the list goes on.
Our staff have passion and it is the opportunity to make a difference to the community that we
live in that drives us. For most of our staff, it is more than just a job. You might not know that many
staff also undertake volunteer roles within our community with some staff giving up lunch breaks
to help with meals on wheels deliveries, other staff volunteering at the community hub to support
homeless people and staff working to raise funds for breast cancer and other good causes. It’s
that passion to make a difference that separates our Council staff from many “public sector” staff
working in other levels of government. We are focused on public service.
We are lucky to have this level of commitment and I would like to publicly thank each and every
one of our Council staff for their commitment and dedication.
I would also like to thank Mayor Clare Stewart, Deputy Mayor Frank Wilkie and all of the Councillors
for their support and dedication throughout the year. Our Councillors have worked diligently
throughout the year to support the community through these difficult times and to make the best
decisions that they can on their behalf.
Please enjoy reading this annual report. We are very proud of it and what we have achieved in
what has been a challenging year.
Brett de Chastel
Chief Executive Officer
Page 11
Section 12
Noosa Shire Council
Councillors
Noosa Shire Council is represented by seven Councillors, including the Mayor, who were elected at
the Local Government elections on 28 March 2020 and made Declarations of Office on 15 April 2020.
Our Councillors represent all areas of the Shire as Noosa is an undivided local government area.
The role of Councillors is to represent the community and make decisions that benefit the whole
Noosa Shire region, now and into the future.
Councillors are responsible for:
• providing leadership to the local government and the community;
• planning for the delivery of services and strategic planning for the future;
• developing policy and making local laws; and
• complying with legislation.
As well as being a Councillor, the Mayor has extra duties. The Mayor:
• leads and manages Council Meetings to ensure that Council decisions are actioned;
• provides strategic direction; and
• represents Council at civic or ceremonial functions.
As part of connecting with the community, the Councillors hold regular community chat sessions
around the Shire and catch up with residents in regular informal and relaxed settings.
From left to right: Cr Amelia Lorentson, Cr Tom Wegener, Cr Karen Finzel, Cr Frank Wilkie, Mayor Clare Stewart, Cr Brian Stockwell, Cr Joe Jurisevic.
Page 12
Section 13
2020 - 21 Annual Report
Our Council
Noosa Shire Council was created in 1910 under the Queensland Local Authorities Act of 1902.
In 2008, the Shire was amalgamated with Maroochy Shire and Caloundra City Councils to form
the Sunshine Coast Regional Council.
On 1 January 2014, Noosa Shire Council was re-established as a local government after the
Noosa community campaigned for a number of years to restore its own local government.
Snapshot
501 7 49
employees elected median age
members of workforce
50% 1 1
female Noosa Regional Noosa Aquatic
workforce Gallery Centre
71,227 1 1
customer Digital Hub Community
service Support Day
interactions Respite Centre
Waste &
1 2 Environmental
Health was the
Noosa Botanic libraries and 1 most popular
Gardens mobile library topic raised by
customers
Page 13
Section 14
Noosa Shire Council
Our Vision, Values and Purpose
“Noosa Shire – Different by Nature”
The aim of Council’s vision is to create an aspirational goal for the future and to set the tone for future
planning and thinking. Our vision is underpinned by our Council’s beliefs. When working towards our
vision, we will focus on:
Respect – Respect for the diversity of opinions and beliefs in our community
Responsiveness – As a Council, being connected with our community
Inclusion – Access to participatory and democratic processes
Authenticity – Understanding our history and learning from our past
Our staff have defined how we want to operate as a Council:
Noosa Council is a supportive and passionate team
built around openness and informality
We value:
COMMUNITY
Working hand in hand
with our community
INNOVATION
Striving for better ways
to do things
SUSTAINABILITY
Managing environmental,
social and economic
resources for the future
Page 14
Section 15
2020 - 21 Annual Report
Our Corporate Planning
Our corporate planning framework connects the various components of our corporate planning
process to illustrate how our teams and individuals contribute to the success of our organisation.
Each year Council will focus on its Operational Plan and Budget to ensure that:
• the key focus areas identified in the Corporate Plan are prioritised during Council’s annual
budget process;
• resources are identified to bring the key focus areas to fruition; and,
• performance measures are identified to monitor progress.
In addition and to prioritise and identify various projects, initiatives and services to be funded and
delivered by Council on behalf of the community each year, Council undertakes a robust process
to ensure all proposed items align with Council’s long term goals and strategies. The process
also involves identifying the risks and opportunities associated with pursuing or not pursing a
specific item leading to informed decision making. This risk-based approach enables Council to
appropriately prioritise spending and the allocation of resources each year, whilst at the same time
informing possible future resourcing priorities.
CORPORATE
PLAN
CORPORATE PLAN
Our vision, values, goals
OUR VISION, VALUES,priorites
and strategic GOALS AND
STRATEGIC PRIORITES
OPERATIONAL PLAN & BUDGET
Our operations
BRANCH PLANS
Council’s branches / teams
PERFORMANCE PLANS
Our staff
The Noosa Council Corporate Plan 2017 - 2037 outlines Council’s 20 year vision for the Noosa Shire
and strategic direction for Council. It identifies long term goals under five key themes and identifies
key focus areas to be undertaken within the first five year term of the Plan (i.e. 2017- 2022). These
focus areas inform Council’s corporate planning and budget process.
Page 15
Section 16
Noosa Shire Council
The Operational Plan 2021-22 outlines initiatives and services that Council will undertake to advance
the key focus areas and goals of the Corporate Plan for the financial year in accordance with the
adopted budget. The Operational Plan 2021-22 and the Annual Budget 2021-22 are complementary
documents and are developed in parallel to provide consistency between commitments in Council’s
work program and the resourcing allocations determined as part of the annual budget.
Theme 1 The Noosa Environment
20 YEAR GOAL Our environment is protected and enhanced
and is valued by the community.
Theme 2 The Noosa Community
20 YEAR GOAL Our community is connected, safe and happy
and able to meet their potential.
Theme 3 The Noosa Economy
20 YEAR GOAL Our economy is diverse and resilient.
Theme 4 Long term planning for Noosa Shire
20 YEAR GOAL Noosa Shire is well managed and sustainable.
Theme 5 Excellence as a Council
20 YEAR GOAL The Noosa Shire community is proud of its Council.
Page 16
Section 17
2020 - 21 Annual Report
Our Corporate Structure
Council’s corporate structure is adopted annually and sets the overall structure, departments and
functions to enable the delivery of services to our community. Day-to-day management of the
Council as an organisation is the responsibility of our Executive Team.
Elected Council
Mayor and
Councillors
Internal Audit
Chief Executive
Officer
CEO’s Office
Infrastructure Executive Environment Community Corporate
Services Services and Sustainable Services Services
Development
Infrastructure People and Culture Strategic Land Use Community Financial Services
Planning, Design Governance Planning Development Revenue Services
and Delivery Economic Community
Customer Service Information,
Asset Management Development Facilities Communications
Community
Buildings and Engagement Development Libraries and and Technology
Facilities Assessment Galleries Procurement
Civil Operations Building and Local Laws Fleet
Plumbing Waste and Property
Environmental Environmental
Services Health
Page 17
Section 18
Noosa Shire Council
Year in Review
Page 18
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5 1 1 1 85 1 139 3171 66 37 18 aresSection 19
2020 - 21 Annual Report
Year in Review
This section of the Annual Report considers Council’s progress in achieving the goals set out in its
Corporate Plan 2017-2037. The Corporate Plan sets out Council’s long-term strategies and priorities.
It also sets out Council’s values and vision - “Noosa Shire - Different by Nature”.
The Corporate Plan identifies five themes, a series of long-term goals and key focus areas for 2017-
2037. Council’s progress towards achieving its long-term goals and priorities is set out on the
following pages. Council’s Operational Plan 2020-21 details the significant initiatives that Council
undertook during the period as we progress further towards the achievement of key focus areas set
out in the Corporate Plan.
Throughout the year, the Chief Executive Officer (CEO) provided Council with quarterly reports
outlining progress of the Operational Plan and details of Key Performance Indicators. The CEO also
provided a separate report at the end of the financial year to Council on the progress towards
achieving the Corporate Plan outcomes. Both the quarterly and annual reports to Council are made
available to the public on Council’s website.
Page 19
Section 20
Noosa Shire Council
Top 10 Highlights
(in no particular order)
Supporting our community during the COVID-19 pandemic through various lockdowns
and subsequent recovery phases. This included new events like the Christmas convoy to
bring cheer to our community.
Commencement of the long awaited Tewantin by-pass with construction of
the $9M first stage beginning at the Beckmans Road/Cooroy
Noosa Road intersection.
Council attracted over $23M in funding commitments from the State and Federal
Governments for our region for a range of infrastructure and programs that support our
community.
Establishment of the Noosa River Stakeholder Advisory Committee to provide
Council and Marine Safety Queensland with advice on priorities for
the Noosa River.
Adopting the new Noosa Planning Scheme and working through
its implementation.
Commencement of construction of the Hinterland Adventure Playground -
a signature project for Cooroy and the Hinterland area.
Our Peregian Beach Digitial Hub attracted over $2M in government funding to develop
FireTech - an innovative program to advance the use of cutting-edge technology in
preventing, detecting and fighting bushfires.
Completion of major infrastructure projects including the Orealla Bridge at Sunrise
Beach and the new roundabout at Hilton Terrace, Tewantin.
Council undertook a restructure of our existing debt of approximately $22M to take
advantage of lower interest rates providing a saving to our ratepayers.
Introducing a new online portal called “Open Council” to make our Council
more transparent.
Page 20
Section 21
2020 - 21 Annual Report
Theme - Noosa Environment
Corporate Plan Goal - Our environment is protected
and enhanced and is valued by the community
Key achievements as we work towards our long term goal include:
Specific Operational Plan Priorities
• The Noosa Environment Strategy was adopted by Council in 2019 and implementation is well
underway. The first progress report on implementation actions was provided to Council in
September 2020.
• Council developed a draft Climate Change Response Plan and community consultation was
undertaken in relation to that plan. The final plan including a detailed action plan is proposed for
adoption by Council in late 2021.
• Council established, in conjunction with Marine Safety Queensland (MSQ ), the Noosa River
Stakeholder Advisory Committee. This committee has broad representation across the various
stakeholder groups for the Noosa River and is providing advice to both Council and MSQ on river
management issues.
• Council entered into a new 4 year Partnership Agreement with the Noosa Biosphere Reserve
Foundation. A project that came to fruition in 2020/21 was the NBRF initiated project to develop
a new master plan for the hinterland tracks and trails. This has resulted in initial funding of $1.6M
from the State government to initiate its implementation with a focus on Pomona/Cooran.
• Council worked with key partners to continue to transition the Yurol and Ringtail forestry areas
to National Park. The first 350 ha has been dedicated as National Park and final harvesting of pine
and hardwood forests is ahead of schedule. Tree planting at Ringtail has already occurred via
community tree planting days with over 25,000 trees planted. Negotiations are also underway
with a large not for profit organisation to join the project and undertake major restoration works.
• Council has continued to reduce its carbon footprint while aiming to achieve a zero net carbon
emissions by 2026. This including installing more solar panels on Council facilities.
• The three-year partnership between Noosa Council and The Nature Conservancy continues with
the aim of starting to restore the lost oyster habitat that once formed the basis of the Noosa River
ecosystem ultimately improving biodiversity in the river. Engineering and bathymetric work is
complete.
Page 21
Section 22
Noosa Shire Council
Other Initiatives to enable Council to achieve its goal for this theme
• Council continued to provide a Land for Wildlife incentive scheme providing free trees, training,
and contractor support to eligible properties. There are currently 360 Land for Wildlife members
with a total of 513 separate land parcels in this valuable voluntary conservation program.
• Through the Environment Levy, Council purchased a significant parcel of land at Lake Flat Road,
Boreen Point for conservation. The nearly 100 hectare property contains important wetlands and
koala habitat.
• Council adopted the Noosa Bushland Reserve Strategic Management Plan and the Noosa Bushland
Reserve Strategic Fire Management Plan. These two plans outline how we will better manage our
bushland reserves and in particular, how we will manage fire risk in our Council bushland reserves.
• Council continued to support the Noosa Biosphere Reserve Foundation (NBRF) which is working
closely with the community in developing signature projects that will maintain the balance
between people and the environment. NBRF continues to identify projects and seek funding
consistent with its objectives.
• The Noosa River catchment maintained its A- rating in the 2020 Healthy Land and Water Report
Card, with the river also scoring a five-star economic and social benefit rating.
• Council commenced work on a new Waste Strategy to guide responsible waste management over
the long term. Eleven additional methane extraction wells were installed in March 2021 and further
capping works are being undertaken to any methane escaping from the site. Options are being
explored to utilise methane for power generation on site.
• Council supported Climate Week in March 2021 with over 20 events being held throughout the
Shire.
Page 22
Section 23
2020 - 21 Annual Report
Theme - The Noosa Community
Corporate Plan Goal - Our community is connected,
safe and happy and able to meet their potential
Key achievements as we work towards our long term goal include:
Specific Operational Plan Priorities
• Council continued implementation of Council’s Social Strategy including the Cultural Plan, Sport
and Active Recreation Plan and Health and Wellbeing Plan. Council endorsed a 2020/21 Action Plan
to progress implementation of the Cultural Plan.
• Our Community Facilities (Noosa Aquatic Centre, Noosa Leisure Centre and The J) had difficult
trading conditions due to closures associated with the pandemic. Nevertheless, while open, they
continued to play an important role in the social fabric of our community and have performed well
given the COVID-19 context.
• Planning approval was obtained and tenders let
for the construction of the Hinterland Adventure
Playground at Cooroy. Construction has started
with the new all abilities playground scheduled
to open by the end of 2021.
• Council sourced funding and assisted with the
construction of additional crisis housing as part
of the Shine Housing project.
• A consultant was engaged to investigate
the needs and opportunities for a new Regional Art Gallery including an examination of other
successful regional galleries. This work is part of a long term strategy to establish a new Regional
Art Gallery for Noosa.
• Council researched the best options for the replacement of our aging mobile library truck. A new
service model has been adopted that will provide more options for our community to access
library resources from locations other than Council’s two permanent libraries. The tender has been
let for the new mobile Library which will come into operation in 2021/22.
• Master Plans for the Noosa District Sports
Complex and the Cooroy Sports Complex
were adopted by Council last year and
implementation is now underway. New lighting
was installed at the Noosa District complex and
detailed design for internal roads completed
as well as concept plans for the well-being hub
have been developed.
• Major investment in our Road network
continued comprising a $4.6M reseal program
including the reseal of Maple Street, Cooroy and the Reef Street/Eenie Creek Road roundabout.
Council also continued its refurbishment and upgrade of major bridges throughout the Shire
including the Orealla Bridge at Sunrise Beach on David Low Way.
• Construction on Stage 3 of the Rufous Street, Peregian development commenced. The new
carpark was completed in 2019 but the construction of the new Peregian Beach Community
House was delayed as a result of the collapse of the initial primary contractor. In 2020/21,
a new tender was let and construction is now underway.
Page 23
Section 24
Noosa Shire Council
Other Initiatives to enable Council to achieve its goal for this theme
• Council resolved to make changes to its planning scheme and to update the Noosa Council
Housing Needs Assessment. This is in response to the housing crisis in Noosa caused by significant
demand for housing from interstate migration. This high demand has led to increases in weekly
rental prices impacting on housing affordability for locals including key workers.
• Due to Covid 19 resulting in the cancellation of traditional school leaver celebrations on the Gold
Coast, “schoolies” choose to come to Noosa in large numbers. Working co-operatively with the
Police/Ambulance, Hastings Street Association, Tourism Noosa and the Red Frog Organisation,
Council helped co-ordinate a safe venue on Noosa Main Beach with support services and clean up.
• Continuation of our disability compliant program for bus stops with the program now over 90%
complete. This program has had 50/50 funding from the State Government.
• Council employed a new Community Development Officer to assist our community to recover from
the 2019 bushfire events in Peregian, Cooroibah and Noosa North Shore. Using funding provided
by other levels of government, Council has managed a range of projects to improve disaster
management capacity and community resilience. Council also organised one year anniversary
events at Peregian, Cooroibah and the Noosa North Shore.
• Council determined to introduce its own bushfire management capacity with a particular focus on
having in-house staff trained to manage cool weather burns of Council bushland reserves to reduce
long term fire risks.
• Council supported the community through the ongoing COVID-19 pandemic. Key measures
included increasing health and hygiene measures in public spaces, providing COVID safe
information and advice to businesses and community organisations and supporting social service
organisations. Like other organisations, Council also had to manage and respond to various
lockdowns and operating its facilities in accordance with the relevant COVID safe rules.
• Council provided significant support to the Kin Kin and broader hinterland communities regarding
serious concerns in relation to the impact on residential amenity from the operation of the Kin Kin
Quarry. This included working with the community to gather evidence for a potential court case
and providing an “on the ground” liaison officer to provide community support.
• Council continues to collaborate and partner with Kabi Kabi Traditional Custodians on a range
of initiatives. In particular, Council has worked closely with Greenfleet, Landcare and the Kabi
Kabi Corporation on an opportunity for the Kabi Kabi to become involved in the Yurol Ringtail
Environmental project. This has resulted in an Indigenous Land Use Agreement for this project
being agreed to between the Kabi Kabi and Greenfleet.
• Council delivered a $24M capital program
which included a range of projects that support
our community. These included an upgrade
of the Tewantin netball courts, renewal of the
Peregian Beach boardwalk and refurbishment
of public toilets, park shelters etc. About
25 community projects were delivered from
funding received from the State Government
under the Unite and Recovery program.
Page 24
Section 25
2020 - 21 Annual Report
• Council also received an extra $1M from the Local Roads Community Infrastructure grant program
and resurfacing and sealing works were undertaken in Ely Street Noosaville, Tinbeerwah Road,
Tinbeerwah and David Low Way, Peregian Beach.
• Council continued to support the Flight Path Forum community organisation in its opposition to
changes to the Sunshine Coast Airport flight paths which impact on the Noosa community.
• Council continued to support community organisations with training to remain sustainable and
manage current issues. Workshops and webinars covered grant writing, workplace health & safety
and meeting legal and financial obligations.
• Council continued to provide its community grant program supporting our community groups.
During 2020/21, we provided $1,032,608 in community grants to 123 recipients to support
projects, acquisition of equipment or events. Council staff also facilitated a number of evening
information sessions for community organisations to help improve their governance and grant
writing skills. Details of the grant categories and amounts are set out below.
Table 1 – Community Grants
Grant Type Number of Recipients Total grant value*
Community Projects 43 $235,694
RADF 10 $41,632
Alliance Agreements 10 $82,853
Economic 3 $10,000
Emergency Alliance Agreements 2 $22,289
Environment 11 $265,583
Halls and Community Centres 10 $83,028
Festive Season Events 4 $16,983
Signature Events 4 $20,495
Sports Fields 12 $176,441
Water Rebates** 34 $77,610
Total 143 $1,032,608
Notes
*Amounts rounded to nearest dollar.
**plus community groups whose Water Rebates were subsidised through alternate funding.
Page 25
Section 26
Theme - The Noosa Economy
Corporate Plan Goal - Our Economy is
diverse and resilient
Key achievements as we work towards our long term goal include:
Specific Operational Plan Priorities
• Council continued to successfully implement its Local Economic Plan in partnership with
local businesses, government agencies and key industry groups. The sharp downturn in the
economy following the onset of COVID in 2020 was followed by a steady recovery, particularly
for the tourism accommodation sector as Australians holidayed at home due to the absence of
international travel. However, not all sectors of the economy shared in that recovery with many
businesses continuing to face difficult trading conditions.
• The Local Economic Plan review is well underway with background research complete and
consultation with the Business Roundtable. An Economic Strategy 2021 Discussion Paper has been
released for comment and the new Economic Strategy will be finalised in late 2021. This is an
important strategic directions policy that will help guide the development of the Noosa economy
in the post-COVID environment.
• Council entered into a Memorandum of Understanding with the University of the Sunshine Coast
(USC). This provides the Council and USC with a framework to work on projects, undertake joint
research and provide work experience for University students.
• The Peregian Digital Hub, in its third year of operation, is now home to more than 50 technology
specialists and is building a strong network of digital sector sub-groups, with membership
exceeding 1,000 digital marketers, coders, screen and music producers. The Digital Hub is using
more than $2M in government grants to establish the FireTech Living Lab program which will
establish Noosa as the centre of excellence for fire technology development and testing.
Page 26
Section 27
2020 - 21 Annual Report
Corporate Plan - Theme 2: The Noosa Community
• The Noosa Education and Training Alliance (NETA) has expanded and is progressing projects that
include education and industry pathways and the establishment of a Future Skills Learning Hub.
Key achievements
• Plans have been as we work
finalised towards our
to remodel long term
the existing goal include:
Peregian Community House as the next stage of
the Digital
Specific Hub. Funding
Operational from the FireTech grant will support additional high tech fit out of that
Plan Priorities
area. Construction will commence in 2021/22.
• Council continued implementation of Council’s Social Strategy including the Cultural Plan, Sport
Other
andInitiatives to enablePlan
Active Recreation Council to achieve
and Health and its goal for Plan.
Wellbeing this theme
Council completed a review of the
Cultural Plan’s 2019 Action Plan, which demonstrated 85%
• Noosa Council worked with local businesses through the Business of the Roundtable
actions weretocompleted or
provide targeted
well underway.
economic Council also
development endorsed
support a 2020/21
through Action
the COVID-19 Plan to progress
pandemic, implementation
both in the response andof the
Cultural
recoveryPlan.
phases. This was a major focus in the 12 month period.
• Council COVID-19 support for the local economy and businesses included:
• A major refurbishment of the Noosa Aquatic Centre was completed following a short closure.
o Working with the Business Roundtable with representatives from local business associations,
The refurbishment included replacing the roof, timber decking and completing major pool
State and Federal Government agencies and other key stakeholders. The group provided a
maintenance such as tiling and re-grouting.
forum for business support, advocacy and the distribution of COVID safe information for local
• Council adopted a Community Health and Wellbeing Plan and 12-month implementation plan.
businesses.
• The first stage of the pre-feasibility study for a Regional Art Gallery was completed. This
o Providing a subsidised Business Support Panel which offered mentoring and free specialist
stage reviewed the existing Galleries’ strengths and weaknesses and engaged a consultant to
business advice to affected businesses.
investigate the needs, opportunities and priorities of a possible new Gallery. This study will be
o Implementing
complete by earlya2021.
9-point Business Recovery Framework to drive the post COVID economic
recovery.
• Council has investigated contemporary options for outreach library services to replace the
o Providing
existing Mobilefee relief which
Library to businesses and the
is reaching organisations andlife.
end of useful reducing Council payment
It is expected terms
that the new to 7
service
modeldays
willfor
belocal
fullysuppliers to assist
implemented their2021.
by late cashflow.
• Master Plans
Council’s for thesupport,
COVID-19 Noosa District Sports
including Complex
subsidised and the Cooroy
professional Sports
services panelComplex were
and a partnership
adopted by Council
with Business Mentorsand implementation
Noosa, plans
was valued at commenced including the preliminary civil works
$43,641.
• design for the Grants
The Economic Noosa District
programSports Complex.by the uncertainty of COVID restrictions and
was impacted
lockdowns. Council did provide $10,000 for a range of projects that support the local economy.
2020/21 recipients included the Hastings Street Association, Cooroy Chamber of Commerce and
Woman by Abby Rose.
• Council improved communications with the business community via a direct bi-monthly Economic
Development e-newsletter. Council’s business webpages were updated to provide a one-stop
portal for local businesses including a business events calendar, grants information, Federal and
State government support programs and local economic data and statistics.
• The Economic Development team provided support to businesses and associations including
one-on-one meetings to better help businesses navigate Council functions and requirements and
providing guidance on strategic planning and the development of business plans. Council also
welcomed the establishment of the Pomona Chamber of Commerce.
Page 27
Section 28
Theme - Long Term Planning for Noosa Shire
Corporate Plan Goal - Noosa Shire is well managed and
sustainable
Key achievements as we work towards our long term goal include:
Specific Operational Plan Priorities
• The new Noosa Plan was adopted by Council at a July 2020 Special Meeting and commenced
on 31 July 2020. Council has already made some administrative amendments to the planning
scheme and is working to ensure compliance with the Ministerial conditions associated with the
scheme adoption.
• Council’s Draft Coastal Hazard Adaptation Plan (CHAP) was published for community feedback.
Further work is being done on community engagement via a roundtable with the draft CHAP to
be presented to a future Council meeting.
• Council is seeking the necessary approvals to implement the Noosa Spit Shoreline Erosion
Management Plan (SEMP) which is a detailed study of the erosion occurring on Noosa Spit
because of river movement, tide and boat wash. Funding has been allocated in Council’s
budgets to undertake planning and construction works identified in the SEMP.
• Council had formed a working group to guide the Revenue Diversification Project. The working
group was investigating options to broaden Council’s revenue streams to reduce where
possible the reliance on general rate increases to fund service delivery. Due to the ongoing
impact of planning for COVID response on key staff, this initiative is on hold but will be revisited
once we have more time, post COVID.
• Council continued to implement the priority actions of the Noosa Transport Strategy including
completing the annual Christmas and Easter ‘Go Noosa’ Peak Period Traffic Management Plan.
Council also supported the annual Electric Vehicle Expo undertaken by Zero Emissions Noosa.
• Negotiations progressed with Translink to introduce electric buses for Noosa, upgrade the
Noosa Heads bus stop to a multi-modal interchange and improve public transport generally.
Funding has been provided for design work on the Noosa Heads bus stop area.
• The schools program has continued to improve traffic around schools by getting more kids
using active travel and school buses.
• Council completed a comprehensive analysis of the possible options for the future use of
the former Tewantin TAFE site. This included new information regarding constraints on the
site. Council determined not to proceed with a purchase of the site at the July 2020 Council
meeting.
• Council developed a Walking and Cycling Strategy which included High Priority Cycling
Corridors. The Strategy was the subject of extensive community engagement during the year
and was adopted by Council in July 2021. Funding has been provided in the 2021/2022 budget
to begin implementation. Council completed the design of the Noosa Parade corridor upgrade
with the assistance of Queensland Government funding and also received significant funding
from the State government for delivery in 2021/2022.
Page 28
Section 29
2020 - 21 Annual Report
Page 29
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5 1 1 1 32 5 3041 2381 21 42 22 ‘Section 30
Noosa Shire Council
Other Initiatives to enable Council to achieve its goal for this theme
• Council adopted a COVID Financial Recovery Plan to mitigate financial sustainability risks as part
of its 2020/21 budget. This included re-prioritising expenditure and projects, reviewing the
2020/21 budget assumptions including preparing detailed cash flow modelling and providing
advice to support effective decision-making by Council. Careful financial management was
undertaken during the year resulting in a better than expected financial outcome at the end of
the financial year.
• The Pathways and Boardwalks Asset Management Plan was endorsed which is a blueprint to
guide the management of the Shire’s various footpaths, cycleways and boardwalks networks and
associated infrastructure assets now and into the future.
• Council let tenders for the Cooroy Noosa Road and Beckmans Road intersection upgrade and
has secured $9M in funding from the Queensland Government for that project. This is stage 1 of a
long term plan for a Tewantin By-pass.
• As a result of the COVID pandemic, many of the Council Business Continuity Plans were reviewed
and updated including the ICT Business Continuity Plan.
• Council undertook a second round of community consultation on a proposed local law for the
management of Short Stay Accommodation properties (STAs). This draft local law is designed to
address how STAs can be better managed to reduce their impact on neighbourhood amenity.
Page 30
Section 31
Theme - Excellence as a Council
Corporate Plan Goal - The Noosa Shire Community
is proud of its Council
Key achievements as we work towards our long term goal include:
Specific Operational Plan Priorities
• The Workforce Planning Strategy was finalised with two pilot projects undertaken.
Implementation will continue once COVID-19 priorities have diminished.
• Council introduced a new process to seek community feedback on Council’s 2021/22 budget.
This entailed asking the community how they wish to be engaged, seeking feedback on
community priorities including the development of an innovative online budget feedback tool
and having the draft budget available for community comment. Only a handful of councils in
Queensland undertake this level of community engagement on the development of their annual
budget.
• Council continues to make progress transitioning to Technology One Ci Anywhere for Council’s
Enterprise Management System. Highlights include implementing E-recruitment, Procure to Pay
(stage 2) and the Fees and Charges module. The CIA request management system is being
reviewed to identify improvement opportunities for the customer experience.
• Council undertook a restructure of our approximately $22M debt to take advantage of historic
low interest rates. This resulted in considerable savings for our ratepayers.
• Council introduced a new Tenderer Financial Capacity Assessment Process Policy to ensure
that tenderers have the financial capacity to deliver Council contracts, thus reducing the risk of
contractors failing during construction projects.
• Council continues to grow and support our staff through leadership/ supervisor development
programs and the employee training program.
Page 31
Section 32
Noosa Shire Council
• The 2020/21 leadership development program focused on continuous improvement and the
development of a strong, cohesive, high performing leadership team. Staff involved commended
the program for delivering genuine improvement in leadership capabilities and helping to build
stronger relationships. We also had a team of future leaders participate in the LGMA Management
Challenge to develop their management skills.
Other Initiatives to enable Council to achieve its goal for this theme
• The Queensland Audit Office gave Council another clean bill of health issuing an unmodified audit
opinion.
• The use of social media platforms remained an integral part of Council’s strategy to keep the
community informed. Facebook followers on Council’s main page grew 11% to finish the year
at 19,617 followers. A focus on building the LinkedIn page resulted in a 57% growth to 5,905
followers. Similarly, Council’s Instagram followers increased 60% to 3,523 and Council’s eNews
subscribers have increased 76% to 4,285.
• Regular Mayoral video updates helped improve communication and engagement with the
community throughout the year, particularly during lockdown periods. Council also introduced
a new “Your Noosa” newspaper centrepiece in local papers to keep the community informed
about Council news.
TRAIL PLAN EMBRACING CIRCULAR ECONOMY IN BRIEF
ON TRACK He added that it makes sense
to keep products and materials Show time!
Peaceful, diverse and as long as we can. The 2021 Noosa Country Show
challenging is how long-term will be held on Friday and
resident and highly regarded “Not only does it benefit our Saturday, September 10 and 11.
professional chef Matt Golinski local economy, but also helps Friday September 10 is a public
describes the Noosa Hinterland. build a stronger community. I holiday for Noosa Shire.
base my business around the
“I love the diversity of the
landscape and the friendliness
idea of a circular economy.” Strategy adopted
in the small towns. They’ve A new website is set to play a More off-road paths and
managed to retain that special pivotal role in helping Noosa bike ways, more separated
country town community businesses to also divert waste bike riding paths and better
feeling despite the growth in product from landfill. connections between paths
recent years.” and shops are the top three
The digital platform ASPIRE actions in the Noosa Cycling
Recently, Matt has brought his acts as a marketplace for
interest and passion for the and Walking Strategy and
business. Implementation Plan adopted
Hinterland to council’s Trail
5 Project and taken part in It works on circular economy by council. The Plan is designed
stakeholder meetings discussing principles, connecting to get more people riding a bike
further development of this trail producers of waste with those and walking by making it so
which links Pomona to Cooran who can reuse, repair, remake convenient and safe that it is
via the Tuchekoi National Park. and recycle the products. the preferred mode of transport
for our residents and visitors.
“It’s been great to be part of this Noosa Council’s Waste Check out the full plan on
discussion with the community Keith Hamlyn, owner of Loop Oils, and Waste Education and Sustainability Officer, Emma Menzies Education and Sustainability council’s website.
about how to make these trails Officer, Emma Menzies, said
Noosa local Keith Hamlyn lockable tins which I use to
more usable and therefore better
makes his business work for collect the used oil in.
council had invested in a Making a Difference
utilised by everyone,” Matt said. license to help local business
our environment. Our partnership with Snap
Upgrades being considered for “It’s stored in 1000 litre to improve its recycling efforts. Send Solve is now 3 years
Trail 5 include improvements Keith owns Loop Oils, and plastic containers from a strong recording over 9,630
“Businesses can trade,
to the existing trail network, with each step of his business local brewery and then sold reports! Snap Send Solve is an
exchange or sell unwanted
development of critical loops, process he teams up with for stock feed and biodiesel app that allows users to report
waste with the ASPIRE
revised directional signage and local businesses to make a manufacture. local issues in 30 seconds or
program, reducing waste
installation of a new trail hub to difference. “I sell my oils in less. Most reported issues
“I then give the plastic disposal costs and the amount
provide a better user experience recyclable steel containers and, include overgrown vegetation,
containers to the Mary River of waste sent to landfill.
and improve bushfire resilience. after use, they go to recycling,” dumped rubbish and
he said. Catchment Committee which
“I am really looking forward to “Any business with less than abandoned vehicles. Download
they use as cane toad traps,”
these improvements enticing 100 staff can register for free the app for FREE today!
“I then purchase second-hand Keith shared.
more people to our patch of via council’s website,” she said.
paradise!”
Matt Golinski enjoying a run in the Noosa Hinterland
NEW PLAYGROUND TAKING SHAPE TIME TO ROLL UP
YOUR SLEEVES
Construction of the Lower Hill Heritage area plus The project is a joint initiative
Locals are being urged to get the
NOT-FOR-PROFITS ENJOY $162,000 CASH BOOST Hinterland nature-based, all-
abilities playground in Cooroy
22 ‘overflow’ parks near the
Cooroy Tennis Club,” he said.
of Noosa Council and the
Queensland Government. COVID-19 vaccination at the
Sunny Street clinic in Tewantin.
Latest council grants round delivers financial support for 18 community groups, is well underway!
“In addition, two new disabled Located at 10 Pelican Street, next
Onsite, the replicated creek car parks will be created
events and projects. water play area with timber adjacent to the playground in
to Australia Post.
Council has approved more “This funding will enable us to Noosa Trailblazers Mountain Council’s Community bridge crossings and pathways Marara Street and a new raised You can call 5313 7778 to have a
than 620 community grant continue playing competitive Bike Club trail works to Development Manager connecting active play areas is pedestrian crossing at Maple chat and make an appointment.
applications since 2015, games at night and maintain provide access to emergency Alison Hamblin encouraged well into construction whilst Street, between Apex Park and The clinic provides the
distributing more than $3.8 a positive light reading that vehicles. Noosa’s 300-plus community major play equipment is being the Library.” AstraZeneca and the Pfizer
million to a wide range of not- exceeds the standards set by organisations to contact council manufactured offsite. vaccine.
for-profit organisations. our local and state governing “By applying grant funds for advice on a wide range of During construction of the
towards maintenance and According to Project Manager, raised pedestrian crossing, Not only does the jab protect
body,” said Club spokesperson council and external grants. you and your family, but every
The first round of Community Andrew Grennan. improvement of the Wooroi Paul Brennan, construction is a section of Maple Street
Project Grants for 2021/22 mountain bike trail network, The next Community Project also starting on new car parks, between Cooroy Library and test and jab by the clinic helps
provides more than $160,000 in Other recipients include the Club is able to return the Grant round opens for pathways and a new raised Mary River Bridge will be support Sunny Street.
support of 18 events, building Cooroy Tennis Club to install a benefits these grants make applications August 25. pedestrian crossing to support closed and diversions in place Sunny Street is a volunteer
projects and equipment book-a-court system, Pomona possible directly back to the new facility. for approximately three weeks outreach clinic for people
upgrades, including Cooroora & District Community House the all trail users from the Visit council’s website at from 6 September. These experiencing homelessness and
United Football Club’s new to improve its community community,” spokesman Rick noosa.qld.gov.au/community/ “We are about to start works should be completed by have barriers accessing health
stadium lighting. meeting room acoustics, and Tate said. grants/council-grants for more construction of 34 new car October. care across Queensland.
info. spaces on Maple Street and the
Page 32
Section 33
2020 - 21 Annual Report
• Council successfully transitioned to remote working during the COVID-19 restrictions allowing
many services to continue to be provided to the community. Employees were supported through
flexible work arrangements and initiatives which focused on their health and wellbeing.
• Council finalised a new four year Certified Agreement with unions and staff.
• Council continued its “Public Question Time” at its monthly Ordinary Meetings as part of its
ongoing commitment to accountability and community engagement.
• Council updated its Councillor Code of Conduct, Standing Orders, Meeting procedures etc. in
response to major legislative reform by the State Government in November 2020. These reforms
were designed to improve Council governance across Queensland and Noosa Council is fully
compliant with the new legislation.
• The Audit and Risk Committee continued to provide valuable advice and independent assurance
for governance and finance matters across Council even during these difficult times impacted by
COVID-19. This included reviewing Council’s strategic risks, policies and organisational key
performance indicators. The two independent members continued to provide crucial guidance,
expertise and advice on high risk matters. A new Audit and Risk Committee Chairperson was
appointed as well as a new independent member who are both providing Council with valuable
insight into management of risk and good governance.
• Council’s Internal Audit Program continued with an audit being undertaken of Asset Management.
Page 33
Section 34
Noosa Shire Council
Reportable Disclosures
Page 34
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° a Rae seeSection 35
2020 - 21 Annual Report
Information relating to Councillors
Remuneration
Councillor remuneration is determined by the Local Government Remuneration Commission (the
Commission) established under the Local Government Act 2009 (“LG Act”). The Commission
determined remuneration for Mayors, Deputy Mayors and Councillors and released an annual report
which established single remuneration levels for the year.
The Local Government Remuneration Commission Annual Report 2019 listed Noosa Council as a
Category 3 Council, and prescribed the annual rate of remuneration for the Mayor and Councillors
for the period 1 July 2020 to 30 June 2021 (the period) as follows:
• M
ayor - $133,196;
• D
eputy Mayor - $83,247; and,
• C
ouncillors - $70,759.
In accordance with section 244(3) of the Local Government Regulation 2012 (“LG Regulation”), the
remuneration prescribed by the Commission cannot include:
• A
ny amount for expenses to be paid or facilities to be provided to a Councillor of a local
government under its expenses reimbursement policy; or
• A
ny contribution a local government makes for a Councillor to a voluntary superannuation
scheme for Councillors established or taken part in by the local government under section
226 of the LG Act.
The LG Act does however allow a local government to take part in a superannuation scheme for its
Councillors and on 20 January 2014 Council authorised the payment of superannuation contributions
for Councillors of up to 12% of their annual salary on the condition that Councillors:
• C
ontribute an amount of up to 6% from their salaries and Council contributes a
proportionate amount of up to 12% to a nominated superannuation fund;
•. Make contributions through an arrangement by way of a formal request to Council; and
• N
ominate their preferred superannuation fund, and where no nomination has occurred,
the superannuation payments be made to LG Super.
The total remuneration paid to the Councillors for the period is provided in the table below.
Table 2 – Councillor Remuneration for period 1 July 2020 to 30 June 2021
Councillor Salary ($) Superannuation ($) TOTAL ($)
Mayor Clare Stewart 127,470 16,273 143,743
Cr Frank Wilkie (Deputy Mayor) 79,669 10,171 89,840
Cr Karen Finzel 67,718 8,645 76,363
Cr Brian Stockwell 67,718 8,645 76,363
Cr Amelia Lorentson 67,718 8,645 76,363
Cr Tom Wegener 67,718 8,645 76,363
Cr Joe Jurisevic 67,718 8,645 76,363
Notes:
1. Amounts rounded to nearest dollar
2. Superannuation shown is Council’s 12% contribution Page 35
Section 36
Noosa Shire Council
Councillors’ Expenses and Facilities
As required under section 250 of the LG Regulation, the Councillors’ Expenses Reimbursement and
Provision of Facilities Policy ensures Councillors are provided a reasonable level of resources and
facilities, including administrative support, in order to carry out their duties in an effective and efficient
manner.
Categories of expenses and eligibility for reimbursement prescribed by the Policy for the period
include:
• Professional development & representation (Mandatory and Discretionary);
• Travel, as required to represent Council;
• Meals when travelling for Council business;
• Accommodation;
• Private and Council vehicle usage;
• Hospitality;
• Administration support and access to Council office facilities;
• Home office and telecommunication needs;
• Safety equipment; and
• Insurance cover.1
The reimbursements that were made to Councillors for the period are outlined in Table 3 below.
For the period, all claimed expenses were processed and fell within the required limits prescribed by
the Policy.
Table 3 – Councillor Expenses for the period 1 July 2020 to 30 June 2021
Councillor Mandatory Discretionary Use of private Home office Travel TOTAL ($)
professional professional vehicle - & tele- expenses as
development development option 1 communications required to
($) ($) ($) ($) represent
Council
Mayor Clare 664 - 5000 2880 - 8544
Stewart
Cr Frank Wilkie 652 - 5000 2880 - 8532
Cr Karen Finzel - 591 5000 2880 - 8471
Cr Joe Jurisevic - 1528 5000 2880 - 9408
Cr Amelia - - 5000 2880 - 7880
Lorentson
Cr Brian - - 5000 2880 - 7880
Stockwell
Cr Tom - - 5000 2880 - 7880
Wegener
1
Councillors are covered under relevant Council insurance policies while on Council business, including for public liability,
professional indemnity, Councillors liability and personal accident, and domestic and overseas travel
Page 36
Section 37
2020 - 21 Annual Report
Councillor Meeting Attendance
Council conducts its business at open public meetings which are part of Council’s commitment to
transparent decision making and engagement with our community. Meetings are generally held in
the Council Chambers at Tewantin. Council’s General Committee, Ordinary and Special Meetings are
live streamed on Council’s YouTube channel with past recordings also available for viewing on this
platform.
Generally, all standing committees are held once per month where a range of issues and
recommendations are made for Council consideration.
In accordance with section 186(c) of the LG Regulation, meeting attendance for the period is shown
in Table 4.
Table 4 – Councillor Meeting attendance for the period 1 July 2020 to 30 June 2021.
Councillor Ordinary General Planning & Services & Special & Audit
Meeting Environment Organisation Budgetary & Risk
Committee Committee Committee
Total Meetings 12 12 11 11 11 3
Held
Mayor Clare 12 11 11 11 11 3
Stewart
Cr Frank Wilkie 12 12 n/a 10 11 n/a
Cr Karen Finzel 9 10 11 n/a 11 n/a
Cr Joe Jurisevic 12 12 n/a 11 10 n/a
Cr Amelia 12 12 n/a 11 10 3
Lorentson
Cr Brian 12 12 11 n/a 11 n/a
Stockwell
Cr Tom Wegener 12 12 11 n/a 10 n/a
Note: N/A indicates that the Councillor is not a representative of the particular committee.
Page 37
Section 38
Noosa Shire Council
Overseas Travel
No official overseas travel was undertaken by Councillors or employees during the period.
Councillor Conduct
Chapter 5A of the LG Act outlines the requirements for dealing with the conduct of Councillors. In
particular, the Act prescribes the requirements for local governments for dealing with inappropriate
conduct, misconduct and corrupt conduct of Councillors to ensure that:
• Appropriate standards of conduct and performance are maintained; and
• A Councillor who engages in inappropriate, misconduct or corrupt conduct is disciplined.
Councillors’ conduct is governed by the Code of Conduct for Councillors in Queensland, adopted
by Council on 4 August 2020, which sets out the principles and standards of behaviour expected
of Councillors and mayors when carrying out their roles, responsibilities and obligations as elected
representatives of their community.
Complaints about the conduct of Councillors are to be made, or referred, to the Independent
Assessor for investigation and determination. The Office of the Independent Assessor will assess
all complaints received and may also initiate their own investigation if they have reason to suspect
Councillor misconduct or inappropriate conduct.
In accordance with section 186 of the LG Regulation, Table 5 outlines orders, actions and outcomes
relating to the conduct of Councillors for the period.
Table 5 – Conduct of Councillors
Conduct of Councillors for the period 1 July Response
2020 to 30 June 2021
The number of orders made under section Nil
150I(2) of the LG Act.
The number of orders made under section Nil
150AH(1) of the LG Act.
The number of decisions, orders and 5
recommendations made under section
150AR(1) of the LG Act.
The name of each Councillor for whom a Former Councillor Jess Glasgow
decision, order or recommendation under
section 150I(2), 150AH(1) or 150 AR(1) of the
LG Act was made.
Page 38
Section 39
2020 - 21 Annual Report
Conduct of Councillors for the Response
period 1 July 2020 to 30 June 2021
A description of the unsuitable 1. That former Cr Jess Glasgow engaged in misconduct
meeting conduct, inappropriate as defined in section 150L(1)(b)(i) of the LG Act, in that
conduct or misconduct engaged in his conduct involved a breach of trust placed in him as
by each of the Councillors. a Councillor, either knowingly or recklessly, in that his
performance on the television series, The Bachelorette,
was inconsistent with the local government principle
of ‘democratic representation, social inclusion and
meaningful community engagement’ [section 4(2)(c) of
the LG Act], the Councillor’s responsibility to provide
‘high quality leadership to the local government and
the community’ [section 12(3)(b) of the LG Act], and
the Councillor Code of Conduct, as adopted by Noosa
Shire Council on 20 December 2018.
2. That former Cr Jess Glasgow engaged in misconduct
as defined in section 150L(1)(b)(i) of the LG Act, in that
his conduct involved a breach of the trust placed in
him as a Councillor, either knowingly or recklessly, in
that he made false or misleading statements to the
media that Mayor Wellington had been informed of,
and had approved, his involvement in The Bachelorette
television series, which was inconsistent with the local
government principle of ‘ethical and legal behaviour’
[section 4(2)(e) of the LG Act] and the Councillor Code
of Conduct, as adopted by Noosa Shire Council on 20
December 2018.
A summary of the decision, order On 22 February 2021, the Councillor Conduct Tribunal
or recommendation made for each determined:
Councillor.
In respect to Point One above:
a. Pursuant to s 150AR(1)(b)(ii) of the LG Act, former
Councillor Glasgow is reprimanded for his conduct; and
b. Pursuant to s 150AR(1)(b)(iv) of the LG Act, that former
Councillor Glasgow pay to the local government, namely
the Noosa Shire Council, an amount of 15 penalty units (or
$2,001.75).
In respect to Point Two above:
a. Pursuant to s 150AR(1)(b)(ii) of the LG Act, former
Councillor Glasgow is reprimanded for his conduct; and
b. Pursuant to s 150AR(1)(b)(iv) of the LG Act, that former
Councillor Glasgow pay to the local government, namely
the Noosa Shire Council, an amount of 15 penalty units (or
$2,001.75); and
Page 39
Section 40
Noosa Shire Council
Conduct of Councillors for the Response
period 1 July 2020 to 30 June 2021
c. Pursuant to s 150AR(1)(b)(v) of the LG Act, that former
Councillor Glasgow reimburse the local government,
namely the Noosa Shire Council, $1,000.00 for the
costs arising from the Councillor’s misconduct.
The number of complaints referred 3
to the assessor under section
150P(2)(a) of the LG Act by the local
government, a Councillor of the local
government or the Chief Executive
Officer of the local government.
The number of matters, mentioned Nil
in section 150P(3) of the LG Act,
notified to the Crime and Corruption
Commission.
The number of notices given under Nil
section 150R(2) of the LG Act.
The number of notices given under Nil
section 150S(2)(a) of the LG Act.
The number of decisions made under 1
section 150W(1)(a), (b) and (e) of the
LG Act.
The number of referral notices Nil
accompanied by a recommendation
mentioned in section 150AC(3)(a) of
the LG Act.
The number of occasions information Nil
was given under section 150AF(4)(a)
of the LG Act.
The number of occasions the local Nil
government asked another entity to
investigate, under chapter 5A, part
3, division 5 of the LG Act for the
local government, the suspected
inappropriate conduct of a Councillor.
The number of applications heard by 1
the conduct tribunal under chapter
5A, part 3, division 6 of the LG Act
about whether a Councillor engaged
in misconduct or inappropriate
conduct.
Page 40
Section 41
2020 - 21 Annual Report
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5 1 1 1 35 12 3458 2360 3 19 66 |Section 42
Noosa Shire Council Executive Remuneration Under section 201 of the LG Act, the annual report of a local government must state the total of all remuneration packages that were payable during the reporting period to the senior management of the local government and the number of employees in senior management who are being paid each band of remuneration. The senior management, of a local government, consists of the CEO and all senior executive employees of the local government. A senior executive employee is an employee who reports directly to the CEO and whose position would ordinarily be considered to be a senior position in the corporate structure. The total of remuneration packages payable to senior management during the period was $1,106,467. The annual package bands for Council’s senior management team are outlined in Table 6. Table 6 – Executive Remuneration Package Band Number of senior management employees $0 - $100,000 1* $100,001 - $200,000 1 $200,001 - $300,000 3 $300,001 - $400,000 1 Note: *Director commenced June 2021. Commitment to Equal Opportunity Employment Council promotes the values of a diverse workforce and is an equal opportunity employer. Council’s employment practices are aligned to Queensland’s Anti-Discrimination Act 1991 and relevant federal anti-discrimination laws. Council recognises the importance of workforce diversity and promotes a working environment where people are treated on their merits at every stage of their employment. At Council, all employees are encouraged to embrace equity and diversity at all levels within the organisation. The Noosa Council Employee Code of Conduct reinforces the standards of behaviours required of employees including non-discriminatory workplace practices. Council will continue to strive to build a workforce and supporting organisational culture that reflects the diversity of the greater community and is free of all forms of discrimination and harassment. Page 42
Section 43
2020 - 21 Annual Report
Public Sector Ethics Disclosures
In accordance with sections 23 and 12M of the Public Sector Ethics Act 1994, which are applicable
to local governments, Council is required to have developed and implemented a code of conduct
based on the following ethics principles and values:
• integrity and impartiality;
• promoting the public good;
• commitment to the system of government; and,
• accountability and transparency.
Council’s employees are bound by the standards of behaviour set in Council’s Employee Code of
Conduct (the Code). Agreeing to work in compliance of the Code is a mandatory requirement of
all positions. During the period, council provided online e-learning and face-to-face training and
education to all employees on its expectations regarding conduct through inductions of new staff
members and re inductions of existing staff. This approach has made it easier for employees to
complete timely training and testing to ensure they understand their responsibilities to adhere to
the Code.
Additional targeted online e-learning training on elements of the Code was provided to all staff
throughout the financial year on the following topics:
• Privacy;
• Human Rights;
• Preventing corruption; and,
• Public Interest Disclosures.
Similarly, all Councillors were provided with training on various ethical and governance topics
including conflicts of interest, risk, complaints management, public interest disclosures, preventing
corruption, and human rights.
During the financial year, Council’s 2021 Public Interest Disclosure Program was adopted and
published on Council’s website. To support this program, managers, supervisors and the executive
team were provided with refresh training in Public Interest Disclosures to strengthen ethical
principles and practices across Council.
Additionally, substantial progress has been made to develop a new Governance Framework based
on the four pillars of the Public Sector Ethics Act 1994 with the intention of adopting this framework
in the following financial year and which will apply to all employees and Councillors.
Administrative Action Complaints
Council is committed to providing quality customer service and communicating effectively with our
community. Council acknowledges the importance of accountable and transparent decision making
to ensure all complaints are dealt with in a fair, prompt, confidential and respectful manner. Council’s
Administrative Action Complaints process provides customers the opportunity to lodge a complaint
about a decision or action Council has taken, or failed to take, where considered appropriate in the
circumstances to do so. This process allows customers to request a review of decisions made by
Council where no other formal appeal provisions are available under legislation or within Council.
Page 43
Section 44
Noosa Shire Council
Council’s Administrative Action Complaints process has been developed to ensure:
• Complaints are handled in a professional, structured and timely manner which is objective,
consistent and respectful of privacy;
• Procedural fairness is upheld and the community has confidence in Council’s complaint
handling process;
• All staff members are accountable regarding the management of complaints; and
• Complaints are used to identify problems and to continuously improve Council’s services
to the community.
Council’s Administrative Action Complaints process deals with complaints through a three-tiered
approach, whereby complaints are assessed objectively and may be allocated at a first level to
be managed directly by the relevant operational area. If a complainant remains unsatisfied with a
first level response, they may wish to have their complaint managed and investigated at a second
level internal review. Where a complainant remains dissatisfied with the outcome of a second
level review, they may wish to lodge a complaint with an external agency, such as the Queensland
Ombudsman’s Office. A copy of Council’s Administrative Action Complaints Management Process is
available on Council’s website.
Table 7 provides statistics on Administrative Action Complaints received for the period.
There has been an increase in complaints received this financial year compared to last financial
year by 5 complaints. Overall, this financial year Council has performed satisfactorily by ensuring
complaints were properly considered, investigated and finalised within policy timeframes. This
includes an increased number of complaints that required complex investigations to be undertaken
in the review process.
Table 7 – Administrative Action Complaints
Administrative Action Complaints – 1 July 2020 to 30 June 2021
(a) The number of administrative action complaints made to Council 23
(b) The number of administrative action complaints resolved under Council’s 13
complaints management process
(c) The number of administrative action complaints not resolved under Council’s 10
complaints management process
(d) The number of administrative action complaints under (c) that were made 0
in the previous financial year
Privacy Complaints
A key aspect of good governance is the responsible handling of personal information and Council
is strongly committed to protecting an individual’s right to privacy and protecting the personal
information of individuals. Queensland’s Information Privacy Act 2009 regulates how personal
information is managed within government. Council’s Governance Branch independently investigate
complaints made by individuals who believe that Council has failed to fulfil its legislative obligations.
Table 8 outlines privacy complaints for the period.
Page 44
Section 45
2020 - 21 Annual Report
Table 8 – Privacy Complaints
Privacy Complaints – 1 July 2020 to 30 June 2021
The number of privacy complaints received by Council 2
The number of privacy complaints completed by Council 1
Human Rights Complaints
Noosa Council is committed to protecting and promoting human rights by ensuring that human
rights are considered when making, interpreting and applying laws, developing policies, and
providing services to our community. Council also recognises that it has an important role in
complying with Queensland’s Human Rights Act 2019 through its actions, decisions, proposals and
recommendations.
Under the Human Rights Act 2019, a person who believes a public entity has limited their human
rights has the right to raise a complaint directly with Council. In accordance with section 65 of the
Human Rights Act 2019, Council has 45 business days to respond, after which the individual can
make a formal complaint to the Queensland Human Rights Commission if Council has not responded
or the person is not satisfied with Council’s response.
During 2020-21, Council did not receive any human rights complaints.
Resolutions
In accordance with section 185 of the LG Regulation, particular resolutions associated with expenses
must be reported. These resolutions are outlined in Table 9 for the period.
Table 9 – Resolutions
LG Regulation provision Resolution Adoption
Section 250(1) Nil
(Adoption of an expense reimbursement policy)
Section 250(2) Nil
(Amendment of its expenses reimbursement No resolutions were made during the 2020-21
policy) financial year. Council’s Councillors’ Expenses
Reimbursement and Provision of Facilities Policy
was adopted by Council on 21 May 2020.
Section 206(2) Nil
(Threshold for non-current physical asset to be No resolutions were made during the 2020-
treated as an expense) 21 financial year. Council’s Non-Current
Asset Accounting Policy adopted by Council
resolution on 15 June 2017 includes recognition
thresholds for non-current assets.
Page 45
Section 46
Noosa Shire Council
Access to Information
Right to Information and Information Privacy gives the community greater access to government
information, including from Council, unless contrary to public interest. Council processes Right to
Information (RTI) and Information Privacy (IP) access applications in accordance with the following
Queensland legislation:
• Right to Information Act 2009;
• Right to Information Regulation 2009;
• Information Privacy Act 2009; and
• Information Privacy Regulation 2009.
During this financial year, Council processed 27 formal information access applications. Table 10
provides a summary of information access applications for the period.
Table 10 – Information Access
Information Access – 1 July 2020 to 30 June 2021
The number of Right to Information access applications received by Council 24
The number of Information Privacy access applications received by Council 3
The number of Right to Information access applications finalised by Council 19
The number of Information Privacy access applications finalised by Council 3
The number of pages released under the Right to Information Act 2009 1,284
The number of pages released under the Information Privacy Act 2009 20
The number of pages refused under the Right to Information Act 2009 812
The number of pages refused under the Information Privacy Act 2009 4
The amount of fees and charges received under the Right to Information Act 2009 $19,531
Note: Amount rounded to the nearest dollar.
Council Registers
Under section 190 of the LG Regulation, Council must maintain certain registers. A number of
these registers are available for public inspection at Council’s Tewantin office or can be viewed on
Council’s website.
Below is a list of registers kept by Council:
• Asbestos Register
• Asset Register
• Backflow Device Register
• Building and Plumbing Fees and Charges
• Cemetery Register
• Complaints Register
• Conflicts of Interest Register
• Contact with Lobbyists Register
Page 46
Section 47
2020 - 21 Annual Report
• Contracts Register
• Corrupt Conduct Register
• Councillor Conduct Register
• Delegations Register
• Development Application Register
• Engineering and Environment Fees and Charges
• General Cost Fees and Commercial Charges
• Gifts and Benefits Register
• Health Licensing Register
• Instrument of Appointments
• Insurance Claims Register
• Local Laws Register
• Noosa Policy Register
• On-site Sewerage Facility Register
• Other Development Fees and Charges
• Planning and Development Fees and Charges
• Public Interest Disclosure Register
• Public Pool License Register
• Registers of Interests
• Regulated Dog Register
• Roads Register
• Secondary Employment Register
• Strategic Risk Register
Corporate Governance
Good governance is at the heart of everything we do at Council and ensures the community has trust
and confidence in the decisions we make. The Noosa Council Governance framework consists of
rules, relationships, systems and processes within and by which authority is exercised and decisions
are made and actioned to optimise Council’s performance to achieve its objectives. Council is
currently reviewing its Corporate Governance Framework to strengthen, promote and enhance good
governance practices in Council.
Enterprise Risk Management
Council manages risks and opportunities within a context of competing resources, financial and
community priorities. It recognises that innovation involves risks, but also provides opportunities to
create new ways to benefit the community and achieve its objectives.
Council’s Enterprise Risk and Opportunity Management Framework is an organisation-wide
commitment to foster innovation and enable opportunities within the context of identifying, managing
and monitoring the internal and external risks that may impact the delivery of its strategies, services
and projects. In alignment with the international standard for risk management – AS/NZS ISO
31000:2018, Council is undertaking continuous improvement in this area through further developing
its Enterprise Risk and Opportunity Management Policy, Framework and Guidelines. Risk and
opportunity management is considered part of normal business activity and is becoming more deeply
embedded through Council’s plans and strategies, service delivery and projects.
Page 47
Section 48
Noosa Shire Council
Audit and Risk Committee
In accordance with Subdivision 2 of the LG Regulation, Council conducts Audit and Risk Committee
meetings to promote good corporate governance through the provision of independent advice
and counsel on audit and risk management issues covering a wide range of Council operations and
projects.
Council’s Audit and Risk Committee Charter (amendments adopted 18 March 2021) highlights that a
key duty of the Committee is to provide reasonable assurance to Council that its core business goals
and objectives are being achieved in an efficient and economical manner, within an appropriate
framework of internal control and risk management.
Three formal Audit and Risk Committee meetings were held throughout the period. The Audit
and Risk Committee comprises of two Councillor members and two expert independent external
members. The members of Council’s Audit and Risk Committee are:
• Mayor Clare Stewart
• Cr Amelia Lorentson
• Tim Cronin (Chair)
• Kerry Phillips
Internal Audit
Under section 105 of the LG Act, Council has established an efficient and effective internal audit
function that will provide independent, objective assurance and appropriate services designed to
add value and improve Council’s operations.
On 18 March 2021, Council adopted changes to the Internal Audit Policy (previously adopted 19
March 2020) which provides the framework for the conduct of internal audit function of Council as
endorsed by the Audit and Risk Committee.
The Policy identifies that internal audit will play an active role in:
• developing and maintaining a culture of accountability and integrity;
• facilitating the integration of risk management into day-to-day business activities and
processes; and
• p
romoting a culture of cost-consciousness, self-assessment and adherence to high ethical
standards.
Within this context, Council’s internal audit activity over the medium-term is managed by its
Internal Audit Plan which is developed having regard to current strategic and operational risks and
is reviewed by the Audit and Risk Committee and adopted annually by Council. Council’s internal
audits are conducted in accordance with Council’s Internal Audit Terms of Reference and Internal
Audit Policy. For the period, Council undertook an internal audit on asset management. The internal
audit was undertaken by a specialist external provider. Council has in place a number of systems
and processes to ensure that recommendations resulting from its internal audits are appropriately
actioned and implemented into day-to-day operations.
Page 48
Section 49
2020 - 21 Annual Report
Grants to Community Organisations
Council actively assists community organisations to implement projects and activities which benefit
Noosa Shire residents. As such, Council’s grants are intended to help organisations and individuals
to meet community and environmental needs, build community skills and resilience and develop
and maintain community infrastructure.
For the period, Council’s grants were managed in accordance with several policies including:
• Community Grants Policy (adopted 21 May 2020);
• Environment Grants Policy (adopted 19 September 2019); and,
• Economic Development Grants Policy (adopted 16 November 2017).
Council allocated a total of $1,032,608 to support community organisations and activities.
In accordance with section 189 of the LG Regulation, a summary of all grants to community
organisations for the financial year is shown in the table below.
Table 11 – Expenditure on grants to community organisations
Grant Recipient Funding Amount ($)
Community Project Grant
Anywhere Theatre Festival Limited 7,500.00
AV Coastguard Association 10,000.00
Cooroora Historical Society T/A Noosa Shire Museum 4,914.80
Cooroora Netball Club Inc 6,780.00
Cooroora United Football Club 2,239.85
Cooroy Chamber of Commerce Inc 1,500.00
Cooroy Eumundi Cricket Club Inc 10,000.00
Cooroy Memorial Hall Association Inc 3,000.00
Noosa 2010 Probus Club 1,545.46
Noosa and District Pipe Band Inc 3,821.00
Noosa Arts Theatre Inc 3,055.00
Noosa Australian Football Club 7,000.00
Noosa Branch Little Athletics Inc 4,252.37
Noosa District Netball Association Inc 3,386.36
Noosa Environmental Education Hub 8,800.00
Noosa Malibu Club 3,850.00
Noosa Shire Chess Club Inc 3,000.00
Noosa Trailblazers Mountain Bike Club Inc 4,682.00
Noosa Volleyball Club Inc 6,400.00
Noosa Water Polo 1,381.00
NoosaCare Incorporated 8,000.00
Pomona & District Community House Inc 2,000.00
Page 49
Section 50
Noosa Shire Council
Grant Recipient Funding Amount ($)
Pomona Arts Inc 11,500.00
Pomona, Cooroy and Districts Australian Football Club 7,300.00
PTSD Dogs Australia Ltd. 5,000.00
Queensland Country Women's Association 27,506.00
Sunny Kids Inc. (Formerly 'Cooroy Family Support Centre') 8,058.00
Sunshine Butterflies 7,000.00
Sunshine Coast Sports Aviators 2,499.00
Tewantin Noosa Cricket Club 5,000.00
Tewantin Noosa Lions Club Inc 2,000.00
The Noosa Croquet Club Inc 3,000.00
The Tyler Kennedy Legacy Trust tas Salty Souls Legacy 5,000.00
University of the Third Age Noosa Regional U3A Incorporated 5,000.00
Youturn Limited 30,000.00
SUB-TOTAL 225,970.84
Economic Development Grants
Woman by Abby Rose 6,000.00
Hastings Street Association Inc 2,000.00
Cooroy Chamber of Commerce Inc 2,000.00
SUB-TOTAL 10,000.00
Environment Project Grant
Noosa Integrated Catchment Assoc Inc 5,323.00
Noosa Integrated Catchment Assoc Inc 6,818.00
Hinterland Bush Links Inc 23,620.00
SUB-TOTAL 35,761.00
Regional Arts Development Fund
Hinterland Art Group Inc T/A Pomona Railway Station Gallery 3,095.00
Mr Dave Barrie 3,455.00
Mr Gerhard Herbst 4,787.00
Mr Phil Jarratt 3,500.00
Ms Alison Burnley 4,900.00
Ms Bianca Tainsh 2,500.00
Ms Louise Birgan- Bezel 5,000.00
Ms Tania Nash 4,395.00
Sunshine Troupe Inc 5,000.00
Tewantin Traders Association 5,000.00
SUB-TOTAL 41,632.00
Page 50
Section 51
2020 - 21 Annual Report
Grant Recipient Funding Amount ($)
Multi-year Environment Collaborative Grants
Tourism Noosa Ltd 61,800.00
Noosa Integrated Catchment Assoc Inc 76,182.00
Murray River Catchment Coordinating Committee 35,000.00
SUB-TOTAL 172,982.00
Three Year Alliance Agreement - Community
Noosa Community Training College 15,453.38
Cooroy Noosa Genealogical and Historical Research Group Inc 5,306.82
Sunshine Butterflies 7,960.23
Pomona Arts Inc 7,960.23
Sunny Kids Inc 5,306.82
Noosa District community FM Radio Assoc.Inc 7,960.23
The Salvation Army Property Trust 16,454.28
Cooroora Historical Society T/A Noosa Shire Museum 5,306.82
Noosa Arts Theatre Inc 7,960.23
Country Noosa Inc 3,184.10
SUB-TOTAL 82,853.14
Three Year Alliance Agreement - Emergency
Australian Volunteer Coast Guard 11,144.32
LifeFlight Foundation Ltd 11,144.31
SUB-TOTAL 22,288.63
Three Year Alliance Agreement - Environment
Flying-fox Rescue Release Noosa Inc 11,165.00
Noosa & District Landcare Group Inc 10,150.00
Zero Emissions Noosa Inc 18,270.00
Wildcare Australia Inc 1,015.00
Noosa Integrated Catchment Assoc Inc 16,240.00
SUB-TOTAL 56,840.00
Three Year Festive Event Agreement
Kin Kin Community Group Inc 1,592.05
Cooroy Chamber of Commerce Inc 7,429.55
Tewantin Noosa Sub Branch 3,714.77
Queensland Regional Broadcasters Pty Ltd 4,246.64
SUB-TOTAL 16,983.01
Page 51
Section 52
Noosa Shire Council
Grant Recipient Funding Amount ($)
Three Year Management and Maintenance Community Halls and Centres Agreement
Cooran Memorial School of Arts Inc 7,619.64
Cooroy Memorial Hall Association Inc 12,738.07
Federal Memorial Hall Inc 5,212.98
Kin Kin Community Group Inc 6,321.50
Peregian Beach Community House Inc 9,674.33
Pomona & District Community House Inc 18,098.37
Pomona Memorial School Of Art Hall 12,945.73
Ridgewood Community Hall Association Inc 4,542.63
Rotary Club of Noosa Heads Queensland Incorporated 2,653.41
Tinbeerwah Hall Incorporated 3,221.24
SUB-TOTAL 83,027.90
Three Year Signature Event Agreement
Cooroy Future Group Inc -2,983.00
Noosa Open Studios Inc 7,105.00
Noosa Heads Jazz Club Inc 5,228.39
NOOSA alive! 11,144.84
SUB-TOTAL 20,495.23
Three Year Sports Field Maintenance Agreement
Cooroora United Football Club 9,016.86
Cooroy Eumundi Cricket Club Inc 9,016.86
Noosa Australian Football Club 18,033.74
Noosa District Rugby League Football Club Inc 27,050.36
Noosa District Rugby Union Club Inc 15,028.11
Noosa District Softball Association 15,028.11
Noosa Lions Football Club Inc 21,039.39
Noosa Touch Association Inc 12,022.49
Pomona, Cooroy and Districts Australian Football Club 9,016.86
Pomona-Cooran Amateur Rugby League Football Club Inc 15,028.11
Tewantin Noosa Cricket Club 22,542.31
Tewantin State School 1,818.18
Girraween Sports Complex 1,800.00
SUB-TOTAL 176,441.38
Water Rebates
34 different not-for-profit community organisations 77,610.83
SUB-TOTAL 77,610.83
Page 52
Section 53
2020 - 21 Annual Report
Grant Recipient Funding Amount ($)
Grants and Subsidies
United Synergies Ltd 2,400.00
IFYS Ltd 2,273.00
Cooroy Memorial Hall Association Incorporated 1,000.00
Cooroy - Eumundi Cricket Club Inc 900.00
Lake Cootharaba Sailing Club Inc 1,250.00
Cooroy Horse & Pony Club 700.00
Strade Bianche 300.00
Noosa District Softball Assoc Inc 900.00
SUB-TOTAL 9,723.00
TOTAL EXPENDITURE FOR THE PERIOD: 1,032,608.96
Notes:
1. The Regional Arts Development Fund (RADF) is a partnership between the Queensland Government and
Noosa Shire Council to support the development of local arts and culture. It supports local arts and cultural
development opportunities by providing one-off, short-term, project-based financial assistance.
2. Grant repayments relate to grants that were unclaimed or refunds returned to Council relating to previous
grant rounds that were not acquitted.
Page 53
Section 54
Noosa Shire Council
Discretionary Funds
Section 109 of the LG Act defines discretionary funds as funds in the local government’s operating
fund that are:
• budgeted for community purposes; and
• allocated by a Councillor at the Councillor’s discretion.
For the period, Council did not establish any discretionary funds.
Beneficial Enterprises
Section 39(3) of the LG Act defines a beneficial enterprise as an enterprise that a local government
considers is directed to benefiting, and can reasonably be expected to benefit, the whole or part of
its local government area. Additionally, section 39(4) of the LG Act provides that a local government
is conducting a beneficial enterprise if the local government is engaging in, or helping, the
beneficial enterprise.
During the period, Council did not engage in any beneficial enterprises.
Business Activities
A business activity is defined in Schedule 4 of the LG Act as the trading in goods and services by the
local government.
Council conducted the following business activities during the period:
• Waste management; and
• Holiday parks, including the Boreen Point Campground, Noosa North Shore Beachfront
Caravan Park and Noosa River Holiday Park.
Significant Business Activity
In accordance with threshold of expenditure and the methodology prescribed by sections 19 and
20 of the LG Regulation, Council’s waste management activity was considered a significant business
activity for the period.
Commercial Business Units
Pursuant to section 27(2) of the LG Regulation, a commercial business unit is a business unit that
conducts business in accordance with the prescribed key principles of commercialisation.
Council did not nominate any business activities as commercial business units during the period.
Competitive Neutrality
Council is committed to ongoing compliance with National Competition Policy principles and its
legislative obligations in this area. Furthermore, Council is committed to ensuring that its business
activities operate on a level playing field with private businesses in the community.
Page 54
Section 55
2020 - 21 Annual Report
Council ensures that the pricing practises for each business activity comply with the principles of
full cost pricing such that total revenue, inclusive of identified and measured community service
obligations and net of any advantages and disadvantages of public ownership, should aim to cover
the following elements:
• Operational and resource costs;
• Administration and overhead costs;
• Depreciation;
• Tax and debt equivalents; and
• Return on capital / return on cost.
During the period, there were no investigation notices provided to Council relating to competitive
neutrality complaints. Accordingly, the Queensland Competition Authority did not make any
reportable recommendations to Council in relation to a competitive neutrality complaint.
Services, facilities and activities for which special rates/charges were levied
Below is a list of Council levies and special rates/charges for the period:
• Tourism and Economic Levy
• Noosa Waters Lock and Weir Maintenance Levy
• Noosa Waters Canal Maintenance Levy
• Noosa Junction Levy
• Hastings Street Precinct Levy
• Noosa Main Beach Levy
• Rural Fire Charge
• Hastings Street Community Safety Program Charge
• Lower Noosa North Shore Electricity Charge
There were no levies or special charges supplied by another local government under an agreement
for conducting a joint government activity.
Summary of concessions for rates and charges
General rate concessions
In addition to those classes of land granted a general rate exemption, Council also provides general
rates concessions to land deemed eligible in accordance with Council’s General Rate Donations
Policy. Applications received during the 2020/21 year that meet the policy eligibility requirements
will be granted a general rate concession for the year. Property owners must immediately notify
Council if there is a substantive change of land use for a property in receipt of a general rate
concession.
Deferment of general rates
Chapter 4 Part 10 of the LG Regulation 2012 allows Council to grant a rating concession to certain
ratepayers by entering an agreement to defer the payment of rates and charges.
Pursuant to section 120(1)(a), section 121(b) and section 122(1)(b) of the LG Regulation 2012 Council
may allow eligible pensioners to enter into an agreement to defer the payment of rates.
Page 55
Section 56
Noosa Shire Council
Deferment for pensioners
To assist eligible pensioners who have experienced large increases in the value of their property
as determined by the Department of Natural Resources, Mines and Energy or have experienced
financial hardship, Council will allow deferment of up to 50% of the general rate. The deferred rates
will accumulate as a debt against the property until it is sold or until the death of the ratepayer.
The deferment of general rates applies only to rates payable with respect to land included in
Differential General Rates Categories 1, 5, 6, 7, 8, 9, 10, 11 or 24.
To be eligible to defer up to 50% of the general rate the applicant must:
• own and occupy the property; and
• have no overdue rates and charges on the said property; and
• be the holder of a Pension Concession Card issued by Centrelink or the Department of
Veteran Affairs; or
• a Repatriation Health (Gold) Card issued by the Department of Veteran Affairs; or
• a Commonwealth Seniors Health Card; or
• a Queensland Seniors Card issued by the Queensland State Government.
Note that automatic eligibility applies to those ratepayers currently receiving a Pension Concession
on their rate notice. Eligibility for those ratepayers with a Seniors Card will be assessed accordingly.
In accordance with section 122(5) of the LG Regulation, Council is authorised to charge interest, or
request payment of an additional charge, to all deferred general rates for the relevant period.
For the period one ratepayer had their general rates deferred.
Pensioner Concessions
Council’s pensioner rate concession to eligible pensioners shall be allowed under Chapter 4, Part 10
of the LG Regulation. Table 12 outlines the method of calculation.
Table 12 – Method of calculation
Pension Rate Sole title to the property Joint title to the property
Maximum level of pension $230 p.a. maximum $180 p.a. maximum
$115 per half year $90 per half year
Not Maximum level of pension $115 p.a. maximum $65 p.a. maximum
$57.50 per half year $32.50 per half year
Page 56
Section 57
2020 - 21 Annual Report
Single Owner on the Maximum Rate of Pension
Where the pensioner is in receipt of the maximum level of pension and has sole title to the property
that is their principal place of residence, the concession shall be 25% of the general rate up to a
maximum amount of $230.00 per annum.
Joint Owner on the Maximum Rate of Pension
Where the pensioner is in receipt of the maximum level of pension and owns the property jointly
with one or more people, the concession shall be 25% of the general rate up to a maximum amount
of $180.00 per annum.
Single Owner not on the Maximum Rate of Pension
Where the pensioner is not in receipt of the maximum level of pension and has sole title to the
property that is their principal place of residence, the concession shall be 25% of the general rate up
to a maximum amount of $115.00 per annum.
Joint Owner not on the Maximum Rate of Pension
Where the pensioner is not in receipt of the maximum level of pension and owns the property jointly
with one or more people the concession shall be 25% of the general rate up to a maximum amount
of $65.00 per annum.
Arrangements to Pay
Chapter 4 Part 10 of the LG Regulation allows Council to grant a rating concession to certain
ratepayers by entering into an arrangement to pay rates and charges. Pursuant to section 120(1)(c),
section 121(b) and section 122(1)(b) of the LG Regulation, Council may allow ratepayers to enter into
an arrangement to pay rates and charges by weekly, fortnightly or monthly payments.
These arrangements will be entered into for properties where there were no overdue rates and
charges as at 1 January 2020 and the ratepayer and Council agree that such payments will allow the
outstanding rates or charges payable to be paid by the end of the current financial year i.e. 30 June
2021.
An application for an arrangement to pay should be received by Council prior to 31 July 2020
or 31 January 2021. Under an arrangement no discount will be provided for rates which are due.
Repayments will be calculated as at the time of applying for an arrangement and will not incur
interest charges.
Where a ratepayer defaults on an arrangement to pay, the arrangement will be cancelled, and
interest will be charged on the overdue rates and charges in accordance with section 2.5.1 of the
Revenue Statement.
Rebate on Waste
Chapter 4 Part 10 of the LG Regulation allows Council to grant a rebate of rates or charges to certain
ratepayers on the basis that the payment of the rates or charges will cause hardship to the land
owner.
Page 57
Section 58
Noosa Shire Council
Pursuant to section 120(1)(c), section 121(a) and section 122(1)(b) of the LG Regulation Council
may, at its discretion, determine whether to grant a rebate of all or part of the minimum waste
management utility charge referred to in section 5.1.5 of the Revenue Statement to ratepayers
whose waste services have been reduced or cancelled as a result of Coronavirus economic impacts.
Invitations to Change Tenders
For the period, there was one reportable invitation made by Council to change tenders for Tender
T000030 - Construction of Carparks and Pedestrian Safety Improvements, due to the introduction
of additional specification to the tender.
Infrastructure Charges
Under Queensland infrastructure charges legislation, Council levies infrastructure charges on
development approvals. They can be collected in the form of monetary contributions, or in some
instances in the form of physical trunk infrastructure in lieu of paying the charge. The timing of
money contributions received may differ from the timing of when the infrastructure is constructed,
and any unspent funds are held by Council in reserve for that purpose in future years.
Council’s planning scheme identifies the particular trunk infrastructure can be funded through
infrastructure charges in its Local Government Infrastructure Plan (LGIP).
Table 13 summarises the infrastructure charges revenue and expenditure for the 2020-21 financial
year. In accordance with the Planning Regulation 2017, full details of infrastructure charges are
provided on Council’s website.
Table 13 – Infrastructure charges
Infrastructure charges revenue Infrastructure charges revenue expenditure
Total amount Total amount of Total amount of Total amount of Total amount
of infrastructure infrastructure infrastructure infrastructure of unspent
charges revenue charges that charges revenue charges that infrastructure
collected were offset (i.e. spent on the the local charges
(by way of infrastructure supply of trunk government revenue
infrastructure provided by a infrastructure refunded
charges levied) developer in lieu
of paying the
charge)
$’000 $’000 $’000 $’000 $’000
3,553.0 99.4 2,900.0 55.5 597.4
Page 58
Section 59
2020 - 21 Annual Report
The following table outlines the trunk infrastructure that was funded through infrastructure charges
during the 2020-21 financial year.
Table 14 – Trunk infrastructure
Trunk infrastructure Trunk infrastructure Locality Method of Value
description network delivery ($’000)
Upgrade existing trunk Transport Noosaville Developer 21.4
footpath along frontage (Pathways)
Upgrade Bus Stop + existing Transport (Bus Stop Noosaville Developer 71.5
trunk footpath along frontage & Pathways)
Upgrade existing trunk Transport Noosaville Developer 2.1
footpath along frontage (Pathways)
Upgrade existing trunk Transport Noosaville Developer 4.4
footpath along frontage (Pathways)
Funding of loan repayment Transport, Various Council 3,046.4
costs associated with loan Public Parks,
funds raised historically to Stormwater
construct trunk infrastructure
in the Noosa Shire
Upgrade to Bus Stop (Balance) Transport (Bus Tewantin Council 38.4
Stops)
Upgrade to Bus Stop Transport (Bus Tewantin Council 18.0
Stops)
Upgrade to Bus Stop Transport (Bus Tewantin Council 10.5
Stops)
Upgrade to Bus Stop Transport (Bus Tewantin Council 30.0
Stops)
Upgrade to Bus Stop Transport (Bus Noosaville Council 34.5
Stops)
Upgrade to Bus Stop Transport (Bus Noosaville Council 26.4
Stops)
Upgrade to Bus Stop (Balance) Transport (Bus Cooroy Council 24.4
Stops)
Upgrade to Bus Stop Transport (Bus Tewantin Council 26.0
Stops)
Upgrade to Bus Stop (Balance) Transport (Bus Sunshine Council 30.0
Stops) Beach
Page 59
Section 60
Noosa Shire Council
Trunk infrastructure Trunk infrastructure Locality Method of Value
description network delivery ($’000)
Tewantin, Ernest St/Hilton Transport (Roads) Tewantin Council 1,436.1
Tce. Upgrade T intersection to
roundabout
Orealla Bridge Upgrade Transport (Roads) Sunrise Council 2,716.9
Beach
Tewantin Doonella Bridge Transport (Roads) Tewantin Council 23.4
Cooroy Hinterland Playground Public Parks Cooroy Council 1,486.2
Noosaville, Sea Eagle Drive Transport (Roads) Noosaville Council 181.7
pathway upgrade
Doonan, Landfill site Cell 2.3 Public Parks Doonan Council 234.9
and part Cell 2.4 expansion –
site preparation works
Tewantin Bypass Transport (Roads) Tewantin Council 486.6
Garth Prowd Bridge Transport (Roads) Noosa Heads Council 45.7
Wapunga Lane Bridge Transport (Roads) Cootharaba Council 96.4
Council’s long term financial plan, adopted as part of the 2021-2022 budget, provides a forward
projection of anticipated infrastructure charges revenue and expenditure.
Page 60
Section 61
2020 - 21 Annual Report
Table 15 – Forecast infrastructure charges and expenditure
Financial Year 2021-2022 2022-2023 2023-2024 2024-2025
$'000 $'000 $'000 $'000
Infrastructure charges revenue 2,000.0 2,000.0 2,000.0 8,000.0
Trunk infrastructure 6,664.6 4,754.6 6,161.1 1,079.0
expenditure
Page 61
Section 62
Noosa Shire Council
Community Financial Report
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7 MiSection 63
2020 - 21 Annual Report
Highlights and achievements
Council has achieved another positive financial result this year. The following outcomes were
achieved during the year:
1. An operating surplus of $2.15 million was achieved despite Council’s freeze on rates for
most ratepayers. However, after taking advantage of loan refinancing opportunity with lower
interest rates to free-up future cash flows, the refinancing early repayment fee of $2.5 million
resulted in a final marginal net operating deficit of $0.35 million.
2. Increased support from the state and federal governments for both operating and capital
projects has seen grant funding grow significantly over the previous year with $15.0 million
received.
3. A net financial result of $13.92 million when adding Council’s share of Unitywater’s annual
1.profit, capital revenue and capital income is also added to Council’s operating position.
$102 million Liquidity Over $1 Billion
Opera�ng Stable cash at
Revenue bank & low debt
generated in Community Equity
$13 million $15 million Credit ra�ng
on renewal of
Received in Sound with a
Infrastructure
Grants and Subsidies Neutral outlook
Assets
Background
Council’s annual financial statements are prepared to comply with Australian Accounting Standards
and contain specific information regarding financial performance.
Financial statements include:
• a Statement of Comprehensive Income Figure 1 – Financial Reporting Elements
(i.e. Profit and Loss),
• a Statement of Financial Position
(i.e. Balance Sheet),
• a Statement of Changes in Equity, and
• a Statement of Cash Flows.
Collectively, these financial statements provide
a formal picture of the financial strength of an
organisation.
The Community Financial Report (CFR) consists of five
key reporting elements, each of which has a specific
purpose for the measurement and presentation of
Council’s finances. The linkages between the five key
elements are shown in Figure 1.
Page 63
Section 64
Noosa Shire Council
Where was the budget spent?
Council spends significant amounts of ratepayer funds providing a range of services to the Noosa
community. A summary of the cost of the services for our major service areas is provided in Figure
2. Spending on these services (including roads, bridges, parks, community facilities and waste
management) makes up a significant component of Council’s annual budget.
Figure 2 – Operating Cost of Core Council Services 2020/21 ($’000)
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
Property / Holiday Parks
Waste / Health
Community Facilities
Local Laws
Roads / Bridges /
Parks and Reserves
Community Development
Economic Development
Planning and Environment
Libraries / Galleries
Building / Plumbing
Community Engagement
Drainage
Statement of Comprehensive Income
This statement (also known as the profit Figure 3 – Council Net Result Financial
and loss) measures how Council performed Performance 2020/21 ($’000)
financially in relation to funding its operations
during the financial year. In simple terms, it 2019/20 2020/21
summarises how much money was received by ($’000) ($’000)
Council and how much was spent in a particular
Revenue 111,738 120,741
year. Figure 3 summarises Council’s 2020/21
financial performance. Expenses 101,828 106,821
The 2020/21 net result of $13.92 million Net Result 9,910 13,920
includes non-operational items such as
revenue received specifically to fund capital The removal of $8.37 million of non-
expenditure (including grants and subsidies operational items shows Council’s actual
and developer contributions), Council’s share operating deficit to be $0.34 million
of Unitywater’s annual profit and an early
repayment fee associated with the refinancing
of Council’s QTC debt facility.
Page 64
Section 65
2020 - 21 Annual Report
Operating revenue – where the money came from
Throughout the financial year, Council received a total Figure 4 – Operating Revenue Sources
of $101.7 million in operating revenues (rates, fees, 2020/21
operating grants), $13.1 million in capital revenues
(developer contributions, capital grants) and $5.9 Unitywater
9%
million recorded as revenue from Council’s share of Grants & Other
Revenue
investment in Unitywater. Interest 6%
Revenue
1%
Figure 4 outlines the sources of Council’s $101.7 million
in operating revenue received in 2020/21. Fees & Charges
18%
Key Council revenue sources include:
• Rates and utility charges comprising general rates,
Other Income
charges for waste collection and disposal, special rates 2% Rates & Utility
Charges
such as the tourism and economic levy as well as other 64%
separate rates and special charges.
• Fees and charges include a range of regulatory The above breakdown in operating
fees and charges as well as revenue from commercial revenue confirms that Council continues
operations such as holiday parks and waste to have significant control over the
management. majority of its income sources, and as
• Interest revenue includes the return from the a result is not reliant on other levels of
investment of available cash. government or external agencies to
• Revenue from other income includes tax payments maintain its financial independence.
from Council’s shareholding in Unitywater.
Operating expenditure – where the money goes
Council expended a total of $102.0 Key Council expenditure sources include:
million in undertaking operating • Employee benefits - includes staff wages,
activities during the financial year. superannuation, fees paid to Councillors and other
Figure 5 presents a breakdown by employment costs.
expenditure type for operating • Depreciation expenditure – records the consumption
of community infrastructure assets over their
expenditure incurred during 2020/21.
respective useful lives and provides an indication of
Figure 5 – Operating Expenses by the level of required expenditure on the rehabilitation
Function 2020/21 and renewal of existing assets annually. The
revaluation of infrastructure assets during the year
Depreciation has also impacted the annual depreciation charge.
17%
• Materials and services – includes information
Finance &
Employee communication technology, consultancy services,
Benefits
Other Costs
35% contractor services, electricity, external hire, rentals,
5%
repairs and maintenance, and advertising and
donations.
• Finance and other costs – include interest paid on
Materials & loan borrowings, fees associated with the early
Services
43% repayment of borrowings and movement in the
provision for future landfill rehabilitation costs.
Page 65
Section 66
Noosa Shire Council
Statement of Financial Position
The Statement of Financial Position (or balance sheet) measures what Council owns (i.e. its assets),
and what we owe (i.e. liabilities) to determine the total community equity (net worth) at the end of
each financial year. Overall, Council’s investment in community capital continues to grow steadily.
Figure 6 summarises the movement in Council’s assets
Cash levels have increased due to
and liabilities that comprise community equity.
sustainable cash management practices
Figure 6 – Comparative Statement of Financial as well as from the timing of capital works
Position 2020/21 ($’000) projects and related grant funding. Debt
levels have remained consistent as Council
2019/20 2020/21
continues to strengthen its debt position.
($’000) ($’000)
Overall, Council’s net cash position (i.e.
Assets 1,142,095 1,183,587 cash less debt) continues to be strong with
Liabilities 56,987 61,682 an increase of $13.3 million year on year.
Community 1,085,108 1,121,905 Figure 7 – Cash and Debt Comparison
Equity 2020/21 ($’000)
$80,000
Figure 7 shows Council’s cash and debt holdings as at $70,000
$60,000
30 June 2021 compared to the previous year. $50,000
$40,000
Assets – what we own
$30,000
$20,000
$10,000
Current assets are represented by cash, investments, $-
Cash Debt
inventories and receivables (money owed to Council). 2019/20 ($,000) 2020/21 ($,000)
Council’s current assets as at 30 June 2021 equated to
Figure 8 – Non-Current Assets and
$83.0 million.
Community Infrastructure 2020/21
Non-current assets of over $1 billion includes
($’000)
property, plant and equipment totalling $952 million,
as well as the value of Council’s investment in Parks & Other
Work in Progress
$28,059
Infrastructure
Unitywater. Property, Plant and Equipment represents $47,248 Land &
Improvements
community infrastructure which includes roads, Stormwater & $176,062
Drainage Network
bridges, stormwater, buildings, land and other $143,771
Buildings
$62,243
operational assets owned and controlled by Council. Intangible Assets
$1,435 Plant & Equipment
$7,899
The main non-current asset categories and their
respective values are shown in the Figure 8.
Road & Bridge Network
Liabilities – what we owe
$488,899
Money owed by Council is presented as both current and non-current liabilities in the statement of
financial position. Current liabilities are those amounts that are payable by Council within the next
twelve months, and non-current liabilities are payable beyond the twelve month horizon.
The most significant element is loans raised by Council to fund the investment in community
infrastructure. Total loans remained constant in 2020/21 with Council’s refinancing its QTC debt
facility to take advantage of lower interest rates and to free up future cash flows for reinvestment.
Council’s standard annual loan repayment schedule was met.
Page 66
Section 67
2020 - 21 Annual Report
Statement of Changes in Equity
The Statement of Changes in Equity illustrates
Figure 9 - Community Equity movement
how the net worth of Council has changed
$1,150,000
as a result of activities undertaken during the
period. Council’s total community equity as at $1,100,000
30 June 2021 is $1.1 billion. $1,050,000
Amount ($'000)
Community equity is equal to total assets (what $1,000,000
we own) less total liabilities (what we owe) and $950,000
represents Council’s net investment in assets.
$900,000
Figure 9 shows the movement in Community
$850,000
Equity since the De-Amalgamation of Council 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
in 2014.
Statement of Cash Flows
The Statement of Cash Flows shows where Council has generated cash and where these funds
have been expended. The detailed schedule in the financial statements is summarised in Figure 10
(columns above the line represent cash flowing into the organisation, and columns below the line
represent cash payments made).
Figure 10 – Net Cash Flow Sources 2020/21 ($’000)
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$-
-$5,000
-$10,000
Operating Activities Investing Activities Financing Activities Net Movement in Cash
Key elements to Council’s annual cash flow include:
• O
perating activities depicts the net of income received from rates, interest, grants, etc. and
payments made to suppliers and employees.
•
Investing activities relate to the acquisition and sale/disposal of long-term assets, generally in
the form of roads, bridges, plant and equipment, etc. A negative outcome here represents a
net investment in community infrastructure during the reporting period.
•
Financing activities shows the receipt and repayment of Council borrowings. A negative
outcome here represents that Council has repaid more loans compared to new borrowings
raised.
• movement in cash represents the total physical movement of cash, with any accounting
Net
adjustments and accruals removed. The net positive movement in cash for the year of $13.0
million represents a net increase in cash on hand, with all significant outlays fully funded within
the period.
Page 67
Section 68
Noosa Shire Council
Financial ratios
Ratios are useful tools for getting a snapshot of the financial status and trends of an organisation.
Ratios can also be useful in comparing Noosa Council to other Councils to gain an understanding
of relative financial strength. This analysis is undertaken periodically by the Queensland Treasury
Corporation (QTC) in assessing the financial sustainability of Council.
A number of sustainability ratios are mandated under the Local Government Regulation 2012,
including target ranges for each measure. Details of these ratios are shown in Figure 11, including
actual results for the current reporting period plus projections over the next 9 years.
Figure 11 – Financial Ratios 2020/21 (Actual) to 2029/30 (Forecast)
Period Ended 30 June 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030
Sustainability Ratios
Operating Surplus Ratio
Operating Position 7.5% (0.6)% - 0.2% 0.3% 0.2% 0.2% 0.2% 0.2% 0.2%
Local Govt Act upper indicator 10% 10% 10% 10% 10% 10% 10% 10% 10% 10%
Net Financial Liabilities Ratio
Net Financial Liabilities Ratio (19.9)% (4.9)% 1.0% (1.0)% (3.3)% (5.8)% (1.8)% 1.3% (0.7)% (5.3)%
Local Govt Act upper indicator 60% 60% 60% 60% 60% 60% 60% 60% 60% 60%
Asset Sustainability Ratio
Asset Sustainability Ratio 83.4% 121.9% 152.9% 95.7% 102.6% 91.3% 128.6% 126.0% 98.1% 88.0%
Local Govt Act minimum indicator 90% 90% 90% 90% 90% 90% 90% 90% 90% 90%
Colour Scale: Within Moderate Outside
range range
Operating surplus ratio
Council should be aiming to achieve as a minimum a balanced operating position to ensure that revenues
received are sufficient to fund operations and capital replacement works. A surplus will be represented by a
positive result.
Operating Surplus / (Deficit) The 2020/21 operating surplus ratio of 7.5% is a reflection of
consistent revenue growth along with good management of our
expenditure. The forecast shows Council’s ongoing commitment
Total Operating Revenue
to strong financial management.
Net financial liabilities ratio
The target range is less than 60%. A negative percentage indicates that current assets exceed total liabilities
and is considered a very strong position.
Net Financial Liabilities
(Total liabilities less current assets) The strong position of (19.9%) at 30 June 2021 indicates that
Council has the capacity to service higher levels of debt if needed.
Total Operating Revenue
Asset sustainability ratio
This is a measure of whether Council is reinvesting in existing assets to ensure that they meet required levels
of service for the community.
Annual Asset Renewal and During 2020/21 Council achieved a ratio of 83.4%. This ratio is
Rehabilitation Expenditure reflective of the efficient delivery of the capital program during
the year, including an investment of $13 million in the replacement
Annual Depreciation Charge of infrastructure such as roads, bridges and buildings. This
result reflects Council’s continued investment in infrastructure
replacement and adherence to sound asset management
Page 68
principles to maintain levels of service to the community.
Section 69
Financial Statements 2020 – 21
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| ! — ie ee LeSection 70
Noosa Council
General Purpose Financial Statements
for the year ended 30 June 2021
§MainTOC§
Table of Contents Page
Primary Financial Statements
Statement of Comprehensive Income 3
Statement of Financial Position 4
Statement of Changes in Equity 5
Statement of Cash Flows 6
Notes to the Financial Statements
1 Information about these financial statements 7
2a Council Functions – Component Descriptions 9
2b Council Functions – Analysis of Results by Function 10
3 Revenue 11
4 Interest and Other Income 14
5 Employee Benefits 15
6 Materials and Services 15
7 Finance Costs 16
8 Capital Expenses 16
9 Cash, Cash Equivalents and Financial Assets 16
10 Receivables 17
11 Other Assets 20
12 Equity Investments 20
13 Investment property 22
14 Property, Plant and Equipment 23
15 Intangible Assets 32
16 Contract Balances 32
17 Leases 33
18 Payables 36
19 Borrowings 37
20 Provisions 38
21 Other Liabilities 39
22 Asset revaluation surplus 39
23 Commitments for Expenditure 40
24 Contingent Liabilities 40
25 Superannuation 41
26 Reconciliation of Net Result for the year to Net Cash Inflows/(Outflows) 42
27 Events after the reporting period 42
28 Financial Instruments and Financial Risk Management 43
29 National Competition Policy 46
30 Trust funds 46
31 Prior Period Adjustments 47
32 Transactions with Related Parties 48
Management Certificate 50
Independent Auditor's Report 51
continued on next page ... Page 1 of 61
Section 71
Noosa Council
General Purpose Financial Statements
for the year ended 30 June 2021
Table of Contents Page
Current Year Financial Sustainability Statement
Certificate of Accuracy - Current Year Financial Sustainability Statement 55
Independent Auditor's Report - Current Year Financial Sustainability Statement 56
Unaudited Long Term Financial Sustainability Statement
Certificate of Accuracy - Long Term Financial Sustainability Statement 61
Page 2 of 61
Section 72
Noosa Council
Statement of Comprehensive Income
for the year ended 30 June 2021
§Statement§
$ '000 Notes 2021 2020
Income
Revenue
Recurrent Revenue
Rates, Levies and Charges 3a 69,168 69,237
Fees and Charges 3b 7,504 6,444
Sales Revenue 3c 11,557 8,486
Grants, Subsidies, Contributions and Donations 3d(i) 6,107 5,446
Total Recurrent Revenue 94,336 89,613
Capital Revenue
Grants, Subsidies, Contributions and Donations 3d(ii) 13,177 8,400
Total Capital Revenue 13,177 8,400
Other Income
Rental Income 17 1,365 1,003
Interest and Investment Revenue 4a 3,021 3,937
Equity share of profit (loss) in Associate through Participation Rights 12 5,890 6,094
Other Income 4b 2,952 2,691
Total Other income 13,228 13,725
Total Income 120,741 111,738
Expenses
Recurrent Expenses
Employee Benefits 5 35,692 33,624
Materials and Services 6 44,071 42,844
Finance Costs 7 4,827 4,688
Depreciation and Amortisation:
- Property, Plant and Equipment 14 16,978 16,063
- Intangible Assets 15 404 404
- Right of Use Assets 17 49 54
Total Recurrent Expenses 102,021 97,677
Other Expenses
Capital Expenses 8 4,800 4,151
Total Other Expenses 4,800 4,151
Total Expenses 106,821 101,828
Net Result 13,920 9,910
Other Comprehensive Income
Items that will not be reclassified to Net Result
Increase/(Decrease) in Asset Revaluation Surplus 22 21,949 35,715
Total Other Comprehensive Income for the year 21,949 35,715
Total Comprehensive Income for the year 35,869 45,625
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies.
Page 3 of 61
Section 73
Noosa Council
Statement of Financial Position
as at 30 June 2021
§Statement§
$ '000 Notes 2021 2020
Assets
Current Assets
Cash and Cash Equivalents 9 70,028 57,024
Receivables 10 9,485 8,883
Inventories 143 181
Contract Assets 16 487 27
Other Assets 11 2,938 2,885
Total Current Assets 83,081 69,000
Non-current Assets
Receivables 10 49,468 49,593
Equity Investments 92,433 88,040
Investment Property 13 2,900 3,000
Intangible Assets 15 3,036 3,211
Property, Plant and Equipment 14 952,580 929,090
Right of Use Assets 17 89 161
Total Non-Current Assets 1,100,506 1,073,095
Total Assets 1,183,587 1,142,095
Liabilities
Current Liabilities
Payables 18 7,344 7,692
Contract Liabilities 16 4,377 1,568
Borrowings 19 955 3,023
Lease Liabilities 17 25 54
Provisions 20 8,103 7,582
Other Liabilities 21 3,999 3,158
Total Current Liabilities 24,803 23,077
Non-Current Liabilities
Borrowings 19 20,258 18,493
Lease liabilities 17 66 110
Provisions 20 16,555 15,307
Total Non-Current Liabilities 36,879 33,910
Total Liabilities 61,682 56,987
Net Community Assets 1,121,905 1,085,108
Community Equity
Asset Revaluation Surplus 108,473 86,524
Retained Surplus/(Deficiency) 1,013,432 998,584
Total Community Equity 1,121,905 1,085,108
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies.
Page 4 of 61
Section 74
Noosa Council
Statement of Changes in Equity
for the year ended 30 June 2021
§Note/Subtotal§
§Subnote§
Asset
Revaluation Retained Total
$ '000 Notes Surplus Surplus equity
2021
Balance as at 1 July 86,524 998,584 1,085,108
Correction of prior period errors – 928 928
Restated Balance as at 1 July 86,524 999,512 1,086,036
Net Result – 13,920 13,920
Other Comprehensive Income for the year
- Increase/(Decrease) in Asset Revaluation Surplus 14 21,949 – 21,949
Other Comprehensive Income 21,949 – 21,949
Total Comprehensive Income for the year 21,949 13,920 35,869
Balance as at 30 June 108,473 1,013,432 1,121,905
2020
Balance as at 1 July 50,809 991,767 1,042,576
Correction of prior period errors – (593) (593)
Adjustment on initial application of AASB 15 / AASB 1058 (2,500) (2,500)
Restated Balance as at 1 July 50,809 988,674 1,039,483
Net Result – 9,910 9,910
Other Comprehensive Income for the year
- Increase/(Decrease) in Asset Revaluation Surplus 14 35,715 – 35,715
Other Comprehensive Income 35,715 – 35,715
Total Comprehensive Income for the year 35,715 9,910 45,625
Balance as at 30 June 86,524 998,584 1,085,108
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies.
Page 5 of 61
Section 75
Noosa Council
Statement of Cash Flows
for the year ended 30 June 2021
§Statement§
$ '000 Notes 2021 2020
Cash Flows from Operating Activities
Payments to Suppliers and Employees (85,962) (83,749)
Receipts from Customers 95,823 91,168
9,861 7,419
Receipts
Rental Income 1,365 1,003
Interest and investment revenue received 3,021 3,937
Non Capital Grants and Contributions 6,225 5,315
Income Tax Equivalent Received 1,936 1,857
Income from Equity Investment 1,495 1,396
Payments
Borrowing Costs (133) (143)
Net Cash Inflows/(Outflows) from Operating Activities 26
23,770 20,784
Cash flows from investing activities
Receipts
Proceeds from Sale of Property, Plant and Equipment 217 284
Grants, Subsidies, Contributions and Donations 13,678 8,640
Payments
Payments for Intangible Assets (505) (1,045)
Payments for Property, Plant and Equipment (20,519) (23,795)
Net movement in Loans and Advances 125 125
Net Cash Inflows/(Outflows) from Investing Activities (7,004) (15,791)
Cash flows from financing activities
Receipts
Proceeds from borrowings 21,082 –
Payments
Repayment of Borrowings (24,844) (3,950)
Net Cash Inflows/(Outflows) from Financing Activities (3,762) (3,950)
Net Increase/(Decrease) in Cash and Cash Equivalents held 13,004 1,043
Cash and Cash Equivalents at the beginning of the financial year 57,024 55,981
Cash and Cash Equivalents at the end of the financial year 9 70,028 57,024
The above statement should be read in conjunction with the accompanying notes and Significant Accounting Policies.
Page 6 of 61
Section 76
Noosa Council
Notes to the Financial Statements
for the year ended 30 June 2021
Note 1. Information about these financial statements
§Note/Subtotal§
§Subnote§
(a) Basis of preparation • AASB 2020-1 Amendments to Australian Accounting
Standards – Classification of Liabilities as Current or
The Noosa Shire Council is constituted under the Non-Current and associated standards.
Queensland Local Government Act 2009 and is domiciled in
Australia. (d) Estimates and Judgements
These general purpose financial statements are for the Councils make a number of judgements, estimates and
period 1 July 2020 to 30 June 2021. They are prepared in assumptions in preparing these financial statements. These
accordance with the Local Government Act 2009 and the are based on the best information available to Council at the
Local Government Regulation 2012. time, however due to the passage of time, these
assumptions may change and therefore the recorded
These financial statements comply with Australian balances may not reflect the final outcomes. The significant
Accounting Standards and Interpretations issued by the judgements, estimates and assumptions relate to the
Australian Accounting Standards Board (AASB). Council is following items and specific information is provided in the
a not-for-profit entity for financial reporting purposes and relevant note:
complies with Australian Accounting Standards as
applicable to not-for-profit entities. • Valuation of investment property - Note 14
• Valuation and depreciation of property, plant and
These financial statements have been prepared under the equipment - Note 14
historical cost convention except for the revaluation of certain • Impairment of property, plant and equipment - Note 8
classes of property, plant and equipment and investment • Provisions - Note 20
property. • Contingent liabilities - Note 24
• Financial instruments and financial assets - Note 28
(b) New and revised Accounting • Revenue recognition - Note 3
Standards adopted during the year
(e) Rounding and Comparatives
Noosa Shire Council has adopted all standards which
became mandatorily effective for annual reporting periods The financial statements are in Australian dollars and have
beginning on 1 July 2020, none of the standards had a been rounded to the nearest $1,000, unless otherwise
material impact on reported position, performance and cash stated.
flows.
Comparative information is generally restated for
An assessment of the impact of AASB 1059 Service reclassifications, errors and changes in accounting policies
Concession Arrangements: Grantors on Council resulted in unless permitted otherwise by transition rules in a new
no arrangements being identified which would fall within the Accounting Standard. Comparative information is prepared
scope of this standard. on the same basis as prior year.
(c) Standards issued by the AASB not yet (f) Volunteer Services
effective Council currently utilises volunteer resources at Noosa
The AASB has issued Australian Accounting Standards and Community Support Centre, Noosaville & Cooroy Libraries,
Interpretations which are not yet effective at 30 June 2021, Noosa Botanic Gardens, Noosa Bushland Care and Noosa
these standards have not been adopted by Council and will Gallery.
be included in the financial statements on their effective date.
Where the standard is expected to have a significant impact Council has not recognised the value of volunteer services
for Council then further information has been provided in this in these financial statements as the value donated cannot
note. be reliably measured at this time. Furthermore, if these
volunteer services had not been donated they would not
Effective for NFP annual reporting periods beginning on have been procured.
or after 1 January 2022
(g) Taxation
• AASB 2020-3 Amendments to Australian Accounting
Standards - Annual Improvements 2018-2020 and Council is exempt from income tax, however Council is
Other Amendments subject to Fringe Benefits Tax, Goods and Services Tax
• AASB 2014-10 Sale or Contribution of Assets (‘GST’) and payroll tax on certain activities. The net amount
between and Investor and its Associate or Joint of GST recoverable from the ATO or payable to the ATO is
Venture (amended by AASB 2015-10 and AASB shown as an asset or liability respectively.
2017-5)
Effective for NFP annual reporting periods beginning on
or after 1 January 2023
continued on next page ... Page 7 of 61
Section 77
Noosa Council
Notes to the Financial Statements
for the year ended 30 June 2021
Note 1. Information about these financial statements (continued)
(h) COVID-19
Council’s operations for the year ended 30 June 2021 have
continued to be impacted by the COVID-19 pandemic.
While Council facilities re-opened earlier than anticipated
and in line with Government directives, sales revenue
relating to some holiday parks, the leisure centre, aquatic
centre, The J entertainment venue and waste facilities are
still marginally down against the results achieved in the
2018/19 financial year.
Ratepayer support during the period was provided by way
of an extended general rate payment discount period, with a
5% discount for payment within 30 days and a 2.5% discount
for payments within 60 days. Remission of Interest on
outstanding rates was also provided to those ratepayers who
entered into payment arrangements.
Council also provided a business support package which
included community grants, options to extend rent
abatement periods for some its commercial tenants and the
waiving and discounting of various fees and permits to
impacted businesses.
Council continued to maintain supplier payments at reduced
terms of seven days to assist local business with cashflow.
Impacts of COVID-19 on asset revaluations undertaken
during the current year were assessed, however it was
determined that there was not a significant impact and
Council's assets as presented in the financial statement are
at fair value.
The overall financial impact on Council attributed to the
COVID-19 pandemic in the 2020/21 financial year was not
material.
Page 8 of 61
Section 78
Noosa Council
Notes to the Financial Statements
for the year ended 30 June 2021
Note 2a. Council Functions – Component Descriptions
§Note/Subtotal§
§Subnote§
Details relating to the Council's functions / activities as reported in Note 2(b) are as follows:
CEO OFFICE
The goal of the Chief Executive Officer function is to provide leadership to the organisation to ensure it meets its strategic and
operational objectives, as well as to provide executive support to Councillors and guidance to the Council leadership team.
Service areas include the CEO's Office and Internal Audit.
COMMUNITY SERVICES
Community Service's goals are to provide facilities and opportunities for residents and visitors to participate in community,
cultural and recreational activities across the shire; protect the health and safety of the Noosa community; and assist community
groups and organisations through the provision of advice and community grants. Service areas include Cemeteries, Community
Development, Cooroy and Noosaville Libraries, Environmental Health, Local Laws, Noosa Aquatic Centre, Noosa Community
Support, Noosa Leisure Centre, Noosa Regional Gallery, Pest and Vector Control, the J and Waste Management.
INFRASTRUCTURE SERVICES
The goal of the Infrastructure Services department is to provide efficient planning, maintenance and delivery of infrastructure
over its lifecycle. The department operates and maintains infrastructure including roads and bridges, buildings, canals, parks,
stormwater drainage, waterways and beaches in the Noosa Shire in accordance with established service levels. Service areas
include Asset Management, Council Buildings and Facilities, Civil Operations, Infrastructure Planning, Design and Delivery.
EXECUTIVE SERVICES
The goal of the Executive Services department is to provide effective governance oversight of the organisation, human resource
management support to the organisation and ensure Council's customer focus including communication and community
engagement processes. Service areas include Community Engagement, Customer Service, Executive Services, Governance
as well as People and Culture.
CORPORATE SERVICES
The goal of the Corporate Services department is to provide effective support to the organisation to ensure that Council
services are provided in accordance with agreed service levels that ensure Council's ongoing sustainability. Service areas
include Financial Services, Information Communication Technology, Procurement and Fleet, Property and Facilities as well
as Revenue Services.
ENVIRONMENT AND SUSTAINABLE DEVELOPMENT
The goal of the Environment and Sustainable Development department is to provide effective planning, development
compliance, economic development and environmental services that promote long-term sustainable outcomes for the Noosa
community. Service areas include Building and Plumbing Services, Economic Development, Development Assessment,
Environmental Services and Strategic Land Use Planning.
Page 9 of 61
The text continues on section 79.