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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 7 August 2018
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 69 (of 165)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 ROAD BRIDGES ASSET MANAGEMENT PLAN 3
2 PROPOSED LEASE OF SHOP 3 SUNRISE BEACH NEIGHBOURHOOD
SHOPPING CENTRE, 2 GRASSTREE CT, SUNRISE BEACH 6
3 COOROY MEMORIAL HALL REFURBISHMENT PROJECT 8
4 REQUIREMENTS FOR WASTE CONTAINER STORAGE & RETRIEVAL UNDER
LOCAL LAW 7 33
5 1718T112 TIMBER AND GREEN WASTE PROCESSING - TENDER
ACCEPTANCE 41
6 SOCIAL STRATEGY IMPLEMENTATION UPDATE 2017/2018 44
7 LOCAL LAWS AMENDMENTS 57
8 COUNCILLOR REPRESENTATIVE ON NORTHERN SEQ REGIONAL ROADS
AND TRANSPORT GROUP 62
REPORTS FOR NOTING BY THE COMMITTEE 64
9 NOOSA HOLIDAY PARKS UPDATE REPORT TO 30 JUNE 2018 64
10 NOOSA AQUATIC CENTRE (NAC) FULL YEAR REPORT TO 30 JUNE 2018 68
11 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) FULL YEAR REPORT
TO 30 JUNE 2018 74
12 NOOSA COMMUNITY SUPPORT (NCS) FULL YEAR REPORT TO 30 JUNE 2018 84
13 NOOSA LEISURE CENTRE (NLC) FULL YEAR REPORT TO 30 JUNE 2018 89
14 WASTE MANAGEMENT - 6 MONTHLY REPORT 95
15 COMMUNITY SERVICES DEPARTMENT UPDATE 4TH QUARTER 2017-18 107
16 CORPORATE SERVICES DEPARTMENT UPDATE 4TH QUARTER 2017-18 126
17 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE 4TH QUARTER 2017-18 134
18 EXECUTIVE SERVICES DEPARTMENT UPDATE 4TH QUARTER 2017-18 143
19 OPERATIONAL PLAN PROGRESS REPORT - 4TH QUARTER 2017-18 151
CLOSED SESSION -
Page 2 of 165
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 ROAD BRIDGES ASSET MANAGEMENT PLAN
DOCUMENT INFORM AT ION
Author Asset Planning Manager, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Subject/ Asset Management / Bridges
Attachments 1. Road Bridges AMP July 2018 (33 page attachment provided separately
to this agenda)
EXECUTIVE SUMMARY
Noosa Council has a statutory requirement to develop detailed asset management plans for its
major asset classes. The Road Bridges assets were chosen as the third asset management plan
drafted in the suite of asset management plans to be developed across Council’s infrastructure.
In developing the road bridges asset management plan, it was essential to consider the following
key objectives:
Describe the assets and the services provided.
Link Council’s long-term financial plan through.
o An asset renewal program reflected in Council’s Capital Works Program.
o A maintenance program.
Levels of service and demand are identified and determined.
The assets are identified with a condition.
Life cycle costs are addressed.
Long-term cash-flow requirements are forecast for asset renewals, maintenance and
operations.
Asset rationalisation and disposal is addressed.
The risk management activities associated with the assets.
These objectives align with both the Noosa Council’s asset management roadmap and the
Queensland Audit Office asset management outcomes.
RECOMMENDATION
That Council note the report by the Asset Planning Manager to the Services & Organisation
Committee Meeting dated 7 August 2018 and endorse the Road Bridges Asset Management
Plan as a document that specifies the activities, resources and asset classes to achieve Noosa
Council’s asset management objectives.
REPORT
The purpose of the road bridges asset management plan is to define the whole of life activities
associated with operating and maintaining the road bridges for the Noosa Community. The plan
identifies the assets and the levels of service. A key outcome of the asset management plan is
the identification of the current state of asset condition and the development of renewal and
maintenance plans. Importantly, the identification of future costs and potential risks to the road
bridge assets is fundamental in achieving the asset management objectives for Noosa Council.
Page 3 of 165
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
1. Road Bridges Overview
Council’s road bridges play a vital role in connectivity of the 867km road network (both 670km
sealed and 197km unsealed roads) across the Noosa Shire. There are a total of 51 road bridges
and 5 underpass pedestrian bridges on Council’s asset register, considered in this Asset
Management Plan (AMP). These bridges have a current replacement value of $103m, which
equates to 10% of Council’s financial assets.
The operational and maintenance expenses for road bridges make up approximately 3% of the
$70m annual budget. The capital works program fluctuates from year to year, however, the
2018/19 capital works program with a capital investment of $2.53m for road bridges equates to
9% of the $28.5m capital works program.
2. Road Bridge Assets
There a total of 56 structures within the Road Bridges Asset Management Plan (AMP). For the
purpose of this AMP these assets will be referred to throughout this document as “bridges”.
The bridge assets included in the AMP consist of:
23 Timber Road Bridges
28 Concrete Road Bridges
5 Concrete Underpasses
Bridges are critical infrastructure to Noosa’s transportation network with the primary function of
maintaining connectivity of Council’s sealed and unsealed road network. The asset conditions
are ranked according to the International Infrastructure Management Manual (IIMM), based on a
condition rating (1-very good to 5-very poor). The combined rating of the 56 bridge assets
resulted in an average condition rating of 3 (Good).
3. Road Bridges Asset Management Improvement Initiatives
The development of the Road Bridges Asset Management Plan identified a number of initiatives
for continual improvement in achieving good asset management outcomes. Key areas for
improvement included:
Asset Inventory
Condition Assessments
Workforce Continuity
Asset Systems
Renewal and Maintenance Plan development.
These initiatives are detailed in this AMP.
Previous Council Consideration
Council has recently adopted the following asset management plans:
Strategic Asset Management Plan, September 2017
Noosa Aquatic Centre Asset Management Plan, March 2018
Main Beach Sand Pumping System Asset Management Plan, February 2018.
Finance
Financial forecasting is a critical objective in developing an asset management plan. Having an
understanding of future expenditure improves the decision-making and planning activities. The
AMP highlights the cumulative asset renewal expenditure of $32.7m for the next 10 years and
has highlighted that the operational and maintenance expenses for bridges makes up
approximately 3% of the $70m annual budget.
The financial summary combined with the maintenance and renewal plans within the AMP
provides the basis of the annual budget process for the bridges. The maintenance and renewal
plans will be reviewed annually and a more detailed analysis and review completed after the next
round of asset condition assessments.
Page 4 of 165
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Risks & Opportunities
It is important to have a good understanding of the risks associated with the operations of
bridges. Council continues to develop its bridge management activities to ensure that the bridges
are meeting the intended design life and where necessary work on the optimised intervention for
undertaking rehabilitation and renewal activities. However, there are risks associated with
delivering the current levels of service and not being able to enact identified activities as
referenced in the AMP; Council has identified the main risks as:
1. Bridge deterioration and structural failure possibly accelerated by the increasing severity in
weather and climate change conditions. Currently there are assessments proposed for all
bridges in marine areas, to identify any calcification and impacts from the saltwater
environment on these structures. Increased asset failure due to carbonation of concrete
bridges needs greater emphasis and further investigations.
2. Asset Performance – No asset failures that influence the service levels.
3. Asset Knowledge - The need to understand the performance of bridges at component level
and a componentisation process needs to be undertaken. Improve decision making to
mitigate bridge related risks.
4. Climate Change adaptation considerations to be implemented into the asset decision
making processes.
5. Funding – the ongoing operational and maintenance costs for bridges will continue to rise
and efficiencies and cost savings are reviewed regularly. Grant opportunities for
renewals/upgrades must always be considered.
6. Workforce Continuity - there is a specialist team within the organisation that is responsible
for the operations of bridges, the continuity beyond the current workforce must be
considered over the next 3 to 5 years.
These risks and all other current risks will be regularly reviewed and if necessary, they can be
documented in the Infrastructure Services – Risk Register.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Detailed consultation with Council staff was fundamental in the development of the AMP. The
document review, condition assessments and the development of the renewal and maintenance
plans were a significant part of the consultation undertaken. In addition, the financial data that
related to operating and maintenance expenses and budgets was reviewed by Financial
Services.
Departments/Sections Consulted:
x Chief Executive Officer Community Services x Corporate Services
Executive Officer Director Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director x Director
Community Engagement Building & Plumbing Services x Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development x Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 5 of 165
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
2 PROPOSED LEASE OF SHOP 3 SUNRISE BEACH NEIGHBOURHOOD SHOPPING
CENTRE, 2 GRASSTREE CT, SUNRISE BEACH
DOCUMENT INFORM AT ION
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/Subject: 46.01 Lease/Application/LEAS18/0001
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 7 August 2018 regarding the commercial lease of Council premises at Shop 3,
Sunrise Beach Neighbourhood Shopping Centre and:
A. Agree to enter a commercial lease of the premises to Casey Reid & Julie Sevier for a three
year term;
B. Agree to an initial rent-free period of 3 months; and
C. Authorise the CEO to award two subsequent lease extensions of 3 years, subject to the
lessee complying with the terms of the lease.
REPORT
The purpose of this report is to seek Council approval to enter into a new lease for Shop 3 of the
Sunrise Beach Neighbourhood Shopping Centre. Council owns the shopping centre and most
recently leased Shop 3 as a hair salon. The previous lease expired in June 2018 and the tenant
chose not to exercise its option to extend its lease.
Submissions from prospective tenants were sought via Council’s agent, Ray White Commercial
Noosa, and in-principle agreement for a new lease has been reached with local residents, Casey
Reid and Julie Sevier, to establish a café. The proposed new lessees have provided
documentation to support their lease proposal including references, financial information,
budgets, fitout plans and a business plan to allow evaluation of their suitability. The material has
been assessed and the new lease proposal is deemed suitable. The agreed rent achieves a fair
market value in line with an independent market valuation for the premises. The primary lease
provisions proposed are as follows:
Lease Provision Proposal
Premises: Area 3 on Lot 8 RP901384
Annual Rent: $30,000 plus GST
Nett Lettable Area: 72m2
Initial Lease Terms: 3 years
Options to Extend: 2 x 3 years
Market Rent Market reviews to occur prior to commencement of years 4 & 8. Fixed increases
Reviews: at the lessor of 3% or CPI prior to commencement of years 2, 3, 5, 6, 7 & 9.
Outgoings: Responsibility of lessee
Permitted Use: Café/Bar/Restaurant
Rental Free Period : 3 months
Bond: 3 months rental and outgoings
Special provisions: Installation of a grease trap of a minimum size of 2,000L to be undertaken by
the tenant in accordance with environmental health requirements.
Council will allow exclusive use of an additional 25m 2 outdoor dining area,
via separate annual permit, charged in line with its adopted footpath dining
fee for the area.
Page 6 of 165
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
It is recommended Council agrees to enter a commercial lease with Casey Reid and Julie Sevier
for Shop 3 generally in line with the above provisions.
Previous Council Consideration
Nil
Finance
The financial return posed by the new lease is as detailed above. Revenue at the centre is
currently impacted by the vacant tenancy but the total rent free period is relatively minor.
Risks & Opportunities
The report seeks to minimise risk associated with securing a new lessee and allowing the lessee
to activate its business plan. The lessee’s proposal demonstrates a commitment to the centre
and identifies new business and employment opportunities. A café had traded at the shopping
centre in the past and has been and identified as desirable at the centre. The new café will help
activate the centre and meet the needs of the residential catchment.
Consultation
External Consultation
Commercial Real Estate Agents
Property Valuer
Internal Consultation
Manager Property
Property Officer
Environmental Health Officer
Development Planner
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws x Property
x Waste & Environmental Health Revenue Services
Executive Services X Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 7 of 165
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
3 COOROY MEMORIAL HALL REFURBISHMENT PROJECT
DOCUMENT INFORM AT ION
Author Director Community Services, Alan Rogers
Community Services Department
Project Manager, Adam Britton
Infrastructure Services
Index ECM/ 69.02 – Community Services Section
Attachments 1. Deed of Agreement between Noosa Shire Council and the Cooroy
Memorial Hall Association Inc relating to the Maintenance and
Upgrade of the Cooroy Memorial Hall
2. Report on the 2017/18 Maintenance and Upgrade of the Cooroy
Memorial Hall and School of Arts Building by the Cooroy Memorial
Hall Association
3. Cash and In Kind Income and Outgoings Cooroy Memorial Hall
Association 1 May 2017 to 10 June 2018
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by Director Community Services and Project Manager, Infrastructure
Services to the Services & Organisation Committee Meeting dated 7 August 2018 and formally
acknowledge the Cooroy Memorial Hall Association for the excellent result they achieved in
refurbishing the Cooroy Memorial Hall.
REPORT
Background
The Cooroy Memorial Hall (the Hall) was opened in 1926. It was conceived as a new community
hall to serve the District’s growing population and as a permanent memorial to those servicemen
from the town who had lost their lives in World War 1.
For many decades the Hall was a community hub and was used for Anzac services, showing
movies, dances and balls, wedding receptions, church services, speech nights, public meetings
club and other activities.
The Cooroy Memorial Hall has heritage values and is included in the Maple St Character Area of
the Noosa Planning scheme.
A number of structural modifications were made to the Hall in the 1960s and 1970s.
The Hall was re-roofed in 1991 and repainted in 2000. However in the years after 2010 the then
Trustees of the Hall, the Cooroy RSL, found it increasingly difficult allocate adequate funds to
maintain the Hall and in November 2015, the Trustees closed the hall due to safety concerns.
Independent Building Inspections Report
Following an approach by the Trustees for Council to take over the Hall and in order to
understand the seriousness of the safety issues and the condition of the building, Council
commissioned a detailed building report on the Hall in September 2016 from consultants
‘Independent Building Inspections’.
Page 8 of 165
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
The report identified a number of key areas that required repair including termite damage in a
number of parts of the building, rafters requiring repair, drainage problems, rectification work to
some of the bearers and a considerable amount of asbestos in the building.
It concluded that the building while not safe to use at that time was generally in a satisfactory
condition for its age and was possible to restore.
The report estimated the cost for Council to undertake the necessary maintenance works to
simply reopen the Hall, at between $300,000 to $400,000 and up to $1million to bring it up to a
high standard of repair.
Council Trusteeship
Council agreed to accept trusteeship for the Cooroy Memorial Hall (Lot 1 on Crown Plan C56038)
at its Ordinary Meeting of the 20 October 2016.
Council convened a public meeting to discuss the future of the Cooroy Memorial Hall on
Saturday 26 November 2016.
Over 120 community members attended this meeting and there was lively discussion on a
number of issues including:
future-uses for the Hall
the local community’s ability to contribute to the repair, maintenance and management of
the Hall
the possibility of replacing the Hall with a memorial or recreational park
The clear message from those members of the community attending the meeting was that the
community wanted the Hall retained as a memorial building, and that potential future uses for the
Hall included community events and exhibitions, dance classes, weddings and possibly even
markets. There was also a stated energy and enthusiasm from the community to contribute to the
renovation of the Hall.
On 13 December 2017, the Department of Natural Resources and Mines transferred the DOGIT
for Lot 1 on Crown Plan C56038 to Council (Tile No 158775214, Dealing No 717710498).
Establishment of the Cooroy Memorial Hall Association
Approximately 50 members of the Cooroy community met on 4 January 2017 at the Cooroy
library and agreed to form the Cooroy Memorial Hall Association (CMHA). The CHMA’s
application for incorporation was approved on the 24 January 2017, by the Office of Fair Trading.
Development of a proposed maintenance and upgrade schedule of works
Following the establishment of the CHMA a number of meetings took place between Council
Officers and the CMHA building sub-committee to discuss developing a partnership to repair and
restore the building.
These discussions resulted in three key agreements. These were:
the repairs recommended in the Independent Building Services (IBS) would need to be
completed prior to the Memorial Hall being reopened,
CHMA would manage the renovation works, and
Council and the local community should contribute to the renovations.
Page 9 of 165
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Once these items had been agreed to, the CMHA building sub-committee developed a draft
building works project plan, cost estimate and programme, which was presented to Council for
ratification.
On the 17 April 2017, Council resolved to enter into an agreement to lease the Cooroy Memorial
Hall to the Cooroy Memorial Hall Association for the purpose of the Association undertaking an
agreed schedule of maintenance and upgrade works.
Council also agreed to allocate up to a maximum of $192,000 from Heritage Levy funds towards
the Cooroy Hall maintenance and upgrade works on the proviso that the Association match these
funds dollar for dollar either in cash or via grants, donations of goods or the provision of in kind
services.
Deed of Agreement
Following the Council resolution, a Deed of Agreement was entered into between Council and
the CMHA which allowed the Association to gain procession of the Hall for the purposes of
restoring and renovating the building.
The Deed also outlined the roles and responsibilities of the parties and the financial
arrangements whereby Council would contribute funding.
Project Delivery
CMHA delivered the project through a contract arrangement with a well-respected local builder H
J (Harry) Kirk to undertake the role of the Principal Contractor.
They also appointed retired local engineer Phil McGrath as the Superintendent to oversee the
Principal Contractor. Phil undertook this significant role in a voluntary capacity.
This level of project contracting and governance is in line with Council’s typical procurement
processes.
All volunteers on the project were under the supervision of the Principal Contractor and given
training and required to obtain their white card before they could work on site.
To further ensure good governance, the Council appointed a Council Liaison Officer (the Project
Manager Infrastructure Services) who assisted monitoring the standard of building works,
progress and expenditure.
CMHA maintained detailed project cost records for periodic review and ultimate audit purposes
and submitted monthly claims to NSC for reimbursement.
Work on the renovations commenced on 12 July 2017 with a proposed 6 months works program.
By Christmas 2017, the asbestos had been removed from the building and all of the major
structural repairs and other building maintenance identified in the consultant’s building report had
been substantially completed.
After Christmas, the focus moved to upgrading the toilets, the kitchen, entries and frontage site
works. New electrical wiring was installed throughout the building and fan ventilation and LED
lighting added and the annex flooring upgraded.
Despite some delays due to wet weather in March 2018, the works were completed in time for
the official reopening of the building on Saturday 2018.
Page 10 of 165
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
For further details on the works undertaken refer to Attachment 2 Report on the 2017/18
Maintenance and Upgrade of the Cooroy Memorial Hall and School of Arts Building by the
Cooroy Memorial Hall Association.
Previous Council Consideration
Ordinary Meeting Minutes, 17 April 2017, Page 10, Item 5
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 11 April 2017 and agree to:
A. enter into an agreement to lease the Cooroy Memorial Hall with the Cooroy Memorial Hall
Association (the CMHA) for the purpose of the Association undertaking the schedule of
maintenance and upgrade works as per attachment 1
B. enter into a five year lease (with the terms and conditions of the lease being similar to other
community hall lease arrangements) for the CHMA to manage and operate the Cooroy
Memorial Hall subject to the CHMA satisfactorily completing the schedule of maintenance
and upgrade works as per Attachment 1 and producing a final business plan; and
C. allocate up to $192,000 from Heritage Levy funds towards the Cooroy Hall maintenance
and upgrade works on the proviso that the Association match these funds dollar for dollar
either in cash or via grants, donations of goods or the provision of in kind services
Finance
The original budget for the project was $384,000 with Council and the community each to
contribute 50% either in cash or kind.
The final project cost was $469,300 of which Council contributed $192,000 from the Heritage
Levy and a $12,000 annual maintenance grant.
CHMA raised $164,100 in cash and grants and $103,200 in kind. The most significant
contributions to the restoration came from the Bendigo Bank, a grant from the Gambling Benefit
fund and a sum of $16,152, which had been held in trust by the RSL for maintenance works.
The replacement cost of a community building this size is conservatively estimated at
approximately $1,750,000 to $2,000,000.
Overall, the project represented excellent value for money and is an exemplar for future
community partnership projects.
Lessons learned
The maintenance and upgrade of the Cooroy Memorial Hall was initially a high-risk project from a
Council perspective primarily because Council ceded operational responsibility for the works to a
newly formed community association. That it was ultimately a success can be attributed to a
number of factors. These include:
The development of a positive working relationship between the CHMA and Council before
the project commenced
Undertaking a thorough building condition audit before the project commenced which
detailed the priority and nature of the works to be undertaken
The energy and professionalism of the CHMA building subcommittee and the CHMA board.
The fact that the building subcommittee consisted of people with significant building,
architectural and project management skills and the CHMA board had significant financial
management and political expertise gave Council confidence in being prepared to hand
over project management responsibility.
Page 11 of 165
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
The employment of an experienced and passionate local builder who was prepared to act
as Principal Contractor for the project.
Good Governance with respect to the development of a robust deed of agreement between
Council and the CHMA before the project began and the CHMA entering into professional
agreements with the builder and other major sub-contractors on the project.
The energy and generosity of the local community and businesses who really got behind
the project both financially and with inkind donations.
Regular meetings between Council representatives and the CHMA as the project
progressed.
Consultation
External Consultation - Community & Stakeholder
Cooroy Memorial Hall Association
Harry Kirk
Phil McGrath
Internal Consultation
Libraries and Galleries Manager
Property Manager
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning
Design and Delivery
Page 12 of 165
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 1
Page 13 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
DEED OF AGREEMENT
Between:
Noosa Shire Council
And
-Cooroy Memorial Hall Association Inc.
RELATING TO THE MAINTENANCE AND UPGRADE
OF THE COOROY MEMORIAL HALL
am RE : ie
Page 13 of 165Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 14 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
DEED OF AGREEMENT is made on day of 2017
BETWEEN: The Noosa Shire Council of 9 Pelican Street, TEWANTIN QLD 4565
(Council)
AND: The Cooroy Memorial Hall Association Incorporated (the CMHA) of 32 Spitfire
Lane, Cooroy, 4563
1. Background
a) Council agreed to accept Trusteeship of the Deed of Grant in Trust (DOGIT)
for Lot 1 on Crown Plan C56038 on which sits the Cooroy Memorial Hall and
the Cooroy RSL Services and Citizens Memorial Club at it Ordinary Meeting
of the 20 October 2016.
b) In resolving to accept the Trusteeship, Council also requested that further
consultation be undertaken with the Cooroy community and the Department of
Mines and Natural Resources about possible future uses and management of
the Cooroy Memorial Hall.
c) At the Noosa Council Ordinary Meeting held on 20 April 2017 Council agreed
to:
(i) | Enter into an agreement to lease the Cooroy Memorial Hall with the
Cooroy Memorial Hall Association Inc. (the CMHA) for the purpose of
the Association undertaking the schedule of maintenance and
upgrade works as per attachment 1;
(ii) Enter into a five year lease (with the terms and conditions of the
lease being similar to other community hall lease arrangements) for
the CMHA to manage and operate the Cooroy Memorial Hall, subject
to the CMHA satisfactorily completing the schedule of maintenance
and upgrade works as per attachment 1 and producing a final
business plan; and
(iii) Allocate up to $192,000 from Heritage Levy funds towards the
Cooroy Hall maintenance and upgrade works on the proviso that the
CMHA match these funds dollar for dollar either in cash or via grants,
donations of goods or the provision of in kind services.
d) The CMHA agrees to expend and acquit all approved funding it may receive
from Council pursuant to the operation of this Agreement and as otherwise
instructed in writing by Council.
e) This Deed of Agreement details the roles, responsibilities, and arrangements
with regard to the maintenance and upgrade works outlined above.
1
Page 14 of 165Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 15 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
2. Vision
2.1. Council and the CMHA will work in partnership to renovate the Cooroy
Memorial Hall in accordance with the agreed plans and in so doing they will
provide opportunities for community groups, job-seekers, students and local
businesses to contribute to this community project.
2.2. Where practical, the Parties will make decisions and actions relating to the
renovation project having regard to this agreed vision.
3. Definitions
The Alliance The parties working together to advance the common interest of the
renovation of the CMHA for community benefit.
Council Liaison Officer is the nominated Council employee responsible for
communication between the Cooroy Memorial Hall Association and Council.
Parties to this agreement are Council and the CMHA.
Project Control Group (PCG) comprises representatives from each party who
oversee the planning and delivery of the renovation of the Cooroy Memorial Hall.
Project Manager is the CMHA, who have ultimate responsibility for the renovation
works.
Principal Contractor is the party, engaged by the CMHA who has the responsibility
for constructing the works as per approved drawings and specifications.
4. Interpretation
4.1. In this Deed of Agreement, a reference to a statute, code, or other law
includes regulations and other instruments under it and consolidations,
amendments, re-enactments or replacements of the statute, code or law;
and
4.2. The monetary amounts states in this Deed of Agreement are inclusive of
any GST which the CMHA may be required to pay with respect to the
renovation project.
5. Scope
5.1. The scope of this Agreement relates specifically to the renovation of the
Cooroy Memorial Hall as set out in Attachments 1 and 2.
2
Page 15 of 165Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 16 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
5.2. Once the Maintenance & Upgrade works are completed and the building has
received a Certificate of Classification, Council agrees to finalise negotiations
and enter into a five- year lease for the Cooroy Memorial Hall with the CMHA.
The terms of this lease are not outlined in this Agreement.
6. Period of the Agreement
6.1. This Deed of Agreement commences on the date the last Party signs this
Deed of Agreement, and continues until completion of the renovation project
or otherwise terminated pursuant to the terms of this Deed of Agreement.
7. Roles and responsibilities of parties
7.1. Cooroy Memorial Hall Renovation Project Control Group
7.1.1. The Project Control Group (PCG) is responsible to oversee the
renovation of the Cooroy Memorial Hall. The PCG is made up of
representatives from each of the following:
e Noosa Council
e Cooroy Memorial Hall Association Management Committee
e Cooroy Memorial Hall Association Building Sub Committee
(Minute taker)
e Principal Contractor
e Building Certifier (as required)
7.1.2. The Project Control Group will meet monthly for the duration of the
project.
7.1.3. The individual roles of Council and the CMHA under this Deed of
Agreement are outlined below:
7.2 Noosa Council
7.2.1. Council agrees to:
a) Provide funding up to $192,000 as per the April 20 2017 Council
resolution to the CMHA to undertake the renovation project;
b) Provide an asbestos register for the building and undertake an
electrical safety review prior to providing the CMHA site possession;
c) Actively participate in the PCG;
d) Provide access to the site for approved CMHA members, contractors
and volunteers engaged by the CMHA once Items 7.3 c (i) to (v) and
Items 8.1 and 8.2 have been completed; and
e) Negotiate in good faith with the CMHA about the terms of lease.
3
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
7.3 Cooroy Memorial Hall Association
7.3.1. In consideration of Council agreeing to allocate up to $192,000 from
the Heritage Fund Levy for the renovation project, the CMHA
acknowledges that it has the necessary skills and experience to
undertake the project and agrees to:
a) Match the funds provided by Council dollar for dollar either in cash or
via grants, donations of goods or the provision of in kind services;
b) Keep full and accurate records relating to the project and make these
available to Council within 10 days upon request;
c) Project management of the renovation project, which includes but is
not limited to the following:
(i) | Obtain all development, building and other associated
approvals prior to arranging the commencement of any
works on the site;
. (ii) Engage or nominate from within the CMHA, a suitably
qualified project manager with the relevant skills and
experience to undertake the management of the project;
(iii) If Council reasonably forms the opinion that the person
selected as project manager does not have the skills,
qualifications or experience to undertake the coordination of
the approved project, the Council may require the ,
organisation to appoint a project manager suitable to
Council;
(iv) Engagement and contract administration of a suitably
qualified Principal Contractor to coordinate all building and
site Work Health and Safety (WHS) aspects of the project.
Council must be notified of and approve the proposed
principal contractor prior to its engagement by the CMHA;
(v) Where any alteration, addition, refurbishment or demolition
of portions of the hall containing asbestos material is
proposed, the CMHA must take all reasonable steps to
ensure that the Principal Contractor undertakes all works in
accordance with the Work Health and Safety Act and
Regulation 2011 and that the principal contractor and any
subcontractors it engages need to assess whether the
proposed works may impact on any asbestos in the building
and if so, comply with any relevant obligations under the
Work Health and Safety Act and Regulation 2011;
(vi) Development and maintenance of Project programme.
However, any variation to the approved project must be
approved in writing by Council's Liaison Officer prior to that
variation being effected;
(vii) Notify PCG of any delay in the project works;
4
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
(viii) CMHA will not use the approved funding for the benefit of
any other project, activity or third party except to the extent
that it is a consequence of and consistent with the approved
project.
(ix) Engagement of a suitably qualified Building Certifier;
(x) Preparation of construction drawings and their lodgement
with the building certifier;
(xi) Obtaining all required Building and Plumbing Approvals;
(xii) Financial control (including payment of the Principal
Contractor and all suppliers);
(xiii) Coordination of sponsorship and donations of materials and
trade as per the scope of works;
(xiv) Coordination of Gambling Community Benefit Grant
Application and other applications to assist with funding the
project;
(xv) Volunteer Coordination including any associated WHS
obligations and training with respect to Volunteers and
obtaining relevant Public Liability and Work Cover/Volunteer
Insurance coverage;
(xvi) Building Certificate of Classification ‘
(xvii) Management of any issue that arises in relation to
construction of the project.
d) With respect to the CMHA engagement of a Principal Contractor,
CMHA must take all reasonable steps to include within the scope of
its agreement with the Principal Contractor the following (but not
limited to) obligations:
(i) Construct the works as per approved drawings and
specifications. The licenced builder and project construction
manager for the project;
(ii) Act as the Principal Contractor for the project under Work
Health & Safety Act 2011 and is responsible for the
Workplace Health and Safety Management and
Coordination of all persons on site;
(iii) Development of a Safety Management Plan for the
construction works, which is to be reviewed by the PCG and
approved by Council’s WHS team;
(iv) Ensure adherence to the Safety Management Plan during
the construction works including provision of Tool Box talks
for high risk activities;
(v) Undertake Audits of Safety Management Plan during
construction and provide confirmation of the same to the
PCG;
(vi) Attend Site and Project Control Group meetings as
requested;
5
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
(vii) Provide access to and coordinate contractors and suppliers
working on the project;
(viii) Oversee the work of volunteers on the project;
(ix) Obtain and provide confirmation to the PCG of the
Contractors Public Liability Insurance as a Principal
Contractor with respect to the project and Workers’
Compensation Insurance with respect to their activity.
8. Insurance and Indemnity
8.1. The CMHA shall indemnify Council and its officers, employees and agents
(“those indemnified”) from and against all actions, proceedings, claims,
demands, costs (including legal costs and all reasonable costs associated
with defending those indemnified), losses, damages and expenses,
including those arising out of the terms of any settlement, which:
a) May be brought against or made upon those indemnified; and
b) Those indemnified may incur or sustain, arising out of or as a
consequence of:
(i) Any breach of this Agreement by CMHA, its Directors, Officers,
employees, contractors or agents; or
(ii) Any wilful, unlawful or negligent act or omission of the CMHA, its
Directors, Officers, employees, contractors or agents, under or in
connection with this Deed of Agreement.
8.2. The CMHA must effect and maintain adequate insurance to cover any
liability arising as a result of its undertaking of the project and provide
Council with a copy of relevant policies or certificates of currency upon
request. The CMHA is also responsible for obtain any Workers’
Compensation Insurance required under state legislation and also coverage
for any volunteers it engages to assist with the project.
9. Communication
9.1. The CMHA building sub-committee will distribute PCG Meeting Actions
within 1 week of meeting.
9.2. The Council Liaison Officer will provide regular project updates to Council’s
Capital Works Executive
9.3. All Alliance parties will contribute to media and communications activities in
accordance with agreed communications plan between parties.
6
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
10. Confidentially and information sharing
10.1.It is agreed that wherever appropriate and relevant, all parties will make
information available to all parties in regards to the project.
10.2. All media releases must be agreed by both parties.
11.Amendments to this Deed
11.1.All parties may request changes to this Deed of Agreement. Any changes,
modifications, revisions or amendments to this Deed of Agreement must be
mutually agreed in writing.
11.2.In the event that the CMHA cannot fulfil its obligations under this Deed it
must immediately notify the PCG and enter into discussions with Council in
order to resolve the matter.
12.Work Health & Safety
12.1.All parties to this Deed of Agreement have various WHS responsibilities to
their employees, organisation members, and the general public. All parties
must ensure that they do not place at risk their employees, contractors,
volunteers, and the general public as a result of their activities in connection
with the project.
12.2. All contractors and volunteers engaged on site have a duty under the Work
Health and Safety Act 2011 to provide a safe place and a safe system of
work so as not to place at risk the contractors own employees as well as
other workers and the general public at the workplace.
12.3.All contractors engaged by the parties of this Agreement must comply with
all relevant WHS legislation, codes of practice and any other WHS policies
and procedures that are in any way applicable to this project.
12.4. The Principal Contractor engaged by the CMHA has management or control
of the workplace and must ensure it discharges its duties in accordance with
the Work Health and Safety Act 2011 and Work Health and Safety
Regulation 2011. The CMHA will include this & other appropriate WHS
requirements in the scope of its engagement of the Principal Contractor.
12.5. Prior to working at the site the Principal Contractor must ensure all workers
and volunteers:-
a) Have received an appropriate site specification induction.
b) Hold a general construction induction card.
c) Are wearing appropriate Personal Protective Equipment.
d) Are competent to perform the work and where applicable hold the
relevant WHS licence.
7
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
12.6. It is the responsibility of the relevant party engaging such workers and
volunteers to ensure that this is undertaken.
12.7. For day-to-day operations on site the Principal Contractor is responsible for
the co-ordination of activities under the direction of the CMHA.
13. Financial Arrangements
13.1. Council has agreed to fund 50% of the project costs to a maximum of
$192,000. Council will make payments to the CMHA according to the
following schedule:
a) $16,152.42 within (14) days of signing this agreement. These being
funds raised by the community and held in Trust by Council for the
maintenance of the Hall.
As these monies were raised by the community they shall be deemed
to qualify as part of the CMHA’s dollar for dollar contribution to the
project.
b) $32,000 once the CMHA has obtained the necessary building approval
for the renovation works;
c) Monthly progress payments thereafter equivalent to 50% of progress
as agreed by the PCG at their monthly meeting and upon receipt of an
invoice.
13.2. The CMHA will match Council's funds dollar for dollar either in cash, via
grants, donations of goods or the provision of in kind services.
13.3. The CMHA will table the nature and amount of their cumulative contributions
monthly at the PCG meeting as per Attachment 2.
14. Inclusion of other parties
14.1. Either party may actively encourage other parties who may not be signatories
to the Agreement to join the Alliance where there are clear financial, efficiency
and community development benefits to participating agencies and where the
new arrangements fulfil the objectives of this Agreement.
14.2. All parties need to approve a new party joining the Alliance.
15. Dispute Resolution
15.1. If the Council or the CMHA thinks that a dispute has arisen under this Deed
of Agreement, that party may serve a notice upon the other party (a Dispute
4 1 1 10 14 0 651 2696 1336 44 -1
5 1 1 10 14 1 651 2696 137 38 96 Notice)
requiring it to follow the procedure outlined below and nominating a
representative of that party with authority to settle the dispute
8
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
a) Within 7 days of receiving the notice, the party receiving the Dispute
Notice must serve a notice on the other party (a Reply
5 1 1 1 3 12 1729 656 144 38 96 Notice),
nominating a representative with authority to settle the dispute.
b) The representatives of each party will meet within 7 days of the receipt
of the Reply Notice and will use their best endeavours to resolve the
dispute.
c) If the dispute is not resolved to the satisfaction of both parties within 14
days of the receipt of the Reply Notice, the parties will refer the dispute
to the Council's Chief Executive Officer.
d) The CEO will decide the method of dispute resolution and the
procedure to be adopted to solve the dispute. For example, without
limitation, the Council may decide to:
(i) refer the dispute to arbitration under the Commercial Arbitration Act
1990;
(ii) refer the matter to the Community Justice Programme;
(iii) appoint an expert (whose decision will be final and binding on the
parties) to decide the dispute; or
(iv) refer the dispute to mediation.
e) Each party will continue to perform its obligations under this agreement
during any dispute.
16. Contacts
All communication between the parties should be between the
following nominated representatives:
MAME [Postion [oncansanion prone [me
Clint Irwin | Property and | Noosa Council | 0427640715 | [email protected]
Facilities
Manager
Adam Project Noosa Council 0434075518 | [email protected]
Britton Manager
Paul Kluck | President Cooroy 0409476451 | [email protected]
Memorial Hall
Association
Phil Chair Cooroy 0418712119 | [email protected]
McGrath Memorial — Hall
Association —
Building Sub
Committee ;
9
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
17. Signatories
EXECUTED as a DEED:
ARoa i a)
SIGNED for and on behalfof Noosa Shire Council, by
(Signature) AxaAN {Ro = RS
(Name)
DikecToR ConnoumTY DERVICES
(Position)
Being the duly a he officer, mel
This |
5 1 1 5 4 3 1031 1442 99 34 18 dayof___
5 1 1 5 4 4 1221 1418 128 54 11 June
5 1 1 5 4 5 1605 1445 79 27 96 2017
4 1 1 5 5 0 500 1521 295 28 -1
5 1 1 5 5 1 500 1521 25 26 96 In
5 1 1 5 5 2 537 1521 50 27 96 the
5 1 1 5 5 3 652 1529 94 20 92 presence
5 1 1 5 5 4 758 1521 37 28 96 of:
4 1 1 5 6 0 456 1513 1250 155 -1
5 1 1 5 6 1 456 1513 344 142 15 Cline
5 1 1 5 6 2 811 1513 344 142 0 Chaeiien
5 1 1 5 6 3 1235 1560 204 96 73 Manacpy
5 1 1 5 6 4 1508 1540 198 128 0 Vroperky
4 1 1 5 7 0 497 1684 522 37 -1
5 1 1 5 7 1 497 1684 166 34 96 (Signature
5 1 1 5 7 2 675 1685 57 27 96 and
5 1 1 5 7 3 747 1692 88 21 95 name
5 1 1 5 7 4 847 1685 31 28 95 of
5 1 1 5 7 5 886 1686 133 35 96 witness)
4 1 1 5 8 0 497 1761 1075 119 -1
5 1 1 5 8 1 497 1761 433 119 10 ede
5 1 1 5 8 2 986 1767 125 35 92 Cooroy
5 1 1 5 8 3 1123 1768 156 27 96 Memorial
5 1 1 5 8 4 1293 1769 62 27 96 Hall
5 1 1 5 8 5 1368 1769 204 28 96 Association
4 1 1 5 9 0 497 1928 178 35 -1
5 1 1 5 9 1 497 1928 178 35 96 (Signature)
3 1 1 6 0 0 496 1960 1747 1399 -1
4 1 1 6 1 0 611 1960 302 85 -1
5 1 1 6 1 1 611 1960 85 85 58 Ya
5 1 1 6 1 2 748 1969 165 67 2 Klock
4 1 1 6 2 0 496 2091 120 35 -1
5 1 1 6 2 1 496 2091 120 35 96 (Name)
4 1 1 6 3 0 562 2095 1282 158 -1
5 1 1 6 3 1 562 2095 281 116 0 eecidont
5 1 1 6 3 2 950 2130 175 123 39 Coorow
5 1 1 6 3 3 1171 2130 209 83 16 Memoria,|
5 1 1 6 3 4 1419 2134 78 80 60 Hall
5 1 1 6 3 5 1531 2129 50 84 8 h.
5 1 1 6 3 6 1591 2160 100 55 67 Soc.
5 1 1 6 3 7 1707 2136 117 80 4 Vnc
5 1 1 6 3 8 1839 2198 5 5 52 .
4 1 1 6 4 0 496 2255 152 35 -1
5 1 1 6 4 1 496 2255 152 35 96 (Position)
4 1 1 6 5 0 497 2337 524 35 -1
5 1 1 6 5 1 497 2337 89 34 96 Being
5 1 1 6 5 2 599 2337 48 27 96 the
5 1 1 6 5 3 660 2337 65 35 96 duly
5 1 1 6 5 4 736 2338 167 27 96 authorised
5 1 1 6 5 5 917 2338 104 32 96 officer,
4 1 1 6 6 0 496 2383 1184 80 -1
5 1 1 6 6 1 496 2415 67 45 96 This
5 1 1 6 6 2 739 2386 42 28 0
day of Jone. 2017
In the presence of:
AL | | Od bud Tamuny MCKoY
(Signature a name of witness)
10
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 24 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 1
PROPOSED MAINTENANCE AND UPGRADE OF THE COOROY MEMORIAL HALL
Cooroy Memorial Hall Association Inc., April 2017.
1. BACKGROUND
This building report has been prepared by the Association to be submitted to Noosa Shire
Council (Hall Trustees), as part of an application for the Association to be granted
management rights to the hall.
Council has indicated to the Association that their application needs to include a building
report outlining the proposed actions and expenditure required to rectify urgent maintenance
issues, and carry out desirable upgrades to various hall facilities.
2. PROJECT LOGISTICS
The Association proposes to deliver the project by engaging a Registered Builder as the
Principal Contractor & Project Manager. The Principle Contractor will effect Contractors
Insurance & Public Liability Insurance for the project, while the Association will effect
Volunteer Insurance to cover volunteer workers not otherwise covered. Sub-Contractors
engaged by the Principle Contractor will be self-insured.
With regard to the estimates of costs, the labour, plant and materials for all work has been
estimated at current market rates, regardless of whether paid for with cash or received as
donated/in-kind support. It is impossible at this stage of the project to accurately assess the
amount of donated materials/volunteer labour support that will be received, except to say
that the detailed estimates indicate approximately 50% labour content — some trade skills will
have to be paid for, but probably 40% will be builder’s labourer work and will be unpaid
volunteer/in-kind support.
3. HALL MAINTENANCE
The hall maintenance required to be carried out was identified in inspections and detailed in
the report by Independent Building Inspections (IB! Report 2016). This report allocated
various priorities to the maintenance issues and a copy is attached to this report as
Appendix 3.
The Association and its advisors including a Registered Builder, have carried out further
inspections of the hall and prepared budget estimates to undertake all maintenance
identified in the IBI Report. The estimated cost of this work is approximately $148,000;
excluding upgrades to facilities, and some maintenance which would be obviated by
upgrades.
11
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
4. HALL UPGRADES
Discussions between Council and the Association produced an awareness of the desirability
of upgrading various facilities to meet modern expectations and current regulations.
Consequently, plans have been prepared outlining proposed upgrades to kitchen, toilets and
hall entries. These upgrades have resulted in reduction in the size of the bar area to extend
the disabled toilet; but the reduced bar still provides a serviceable facility in the same
location at minimal cost (approximately $3,000 to modify servery/entry door).
A building certifier has also been engaged and carried out a hall inspection. His
recommendations for upgrades for fire safety, including main entry modification and fire hose
reel installation, totalling $14,000, have been included in the estimates.
Proposed upgrade plans are attached as Appendix 2 and estimated costs for the various
upgrades totalling $216,000.
COST PLAN
Kitchen $55,000 App. 1.1
Toilets (including bar modification) $82,000 App. 1.2
Entries $34,000 App. 1.3
(including fire safety upgrades)
Painting (Exterior & Hall Interior) $45,000 -
Further details of the cost estimates are contained in the attached Appendix 1.
5. BUILDING MAINTENANCE/UPGRADE PROGRAMME
A Building Maintenance/ Upgrade Programme has been prepared providing a summary of
the various building activities and budget expenditures to deliver the project objectives.
The maintenance and upgrades have been cost estimated in detail and the estimates
summarised in the Programme attached as Appendix 1.
The activities scheduled in the Programme relating to maintenance issues raised in the IBI
Report are scheduled under “BUILDING REPORT”, Activity Nos. 1.1-1.7.
a2
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
The IBI Report App. 3 has been annotated with the Programme Activity number which
corresponds to the relevant maintenance item.
6. CONCLUSIONS
The Association is proposing to undertake the following work on the hall: -
e Maintenance work estimated to cost $148,000
e Upgrade work to kitchen, toilets and entries estimated to cost $216,000
e Total estimated project cost $384,000, including $20,000 Contingencies/
Overheads with a project completion time of 6 months
e Approximate value of in-kind support estimated to be 40% of project cost
($154,00), hence Council support/Grants required to the value of
approximately $230,000
13
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 27 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
‘ . ©
Attachment 2
Cooroy Memorial Hall Cate 12 Apel 267
Building Maintenance/Upgrade Programme
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intind sigeat $154.00
Caw ostiay $230.00 Prepared ty Couto Mernortel al Associatat he Apa 2017
14
Page 27 of 165Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 2
Page 28 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 2
Cooroy Memorial Hall Association Inc The Secretary
CMHA Ine
PO Box 19
Cooroy Q 4563
Our Heritage — Our Future [email protected]
Report on 2017/18 maintenance and upgrade by the Cooroy Memorial Hall Association
1. BACKGROUND
In 1921 the World War One returned soldiers of the Cooroy district and the community resolved to
build a grand hall as a permanent memorial to the fallen servicemen. The design incorporated the
earlier 1911 School of Arts building as an annex wing to the hall. Together they raised the necessary
funds and the hall was opened in 1926 to serve not only as a memorial but as a vital community hub.
The hall fulfilled its roles for many decades with alterations and extensions being undertaken until as
recently as the 1970's.
In recent decades the hall was under the Trusteeship of the Cooroy RSL Board and due to lack of
available funding for necessary maintenance the hall fell into disrepair and was closed in November
2015 following an electrical safety inspection report. These faults were rectified but a subsequent
Structural Engineers Report commissioned by the RSL in April 2016 identified structural issues so the
hall remained closed.
After initial discussions with the RSL the Noosa Shire Council (NSC) commissioned a comprehensive
building condition report from Independent Building Inspections (IBI) which concluded that the
building was generally in satisfactory condition relative to age and was possible to restore.
The IBI report provided estimated $300-$400,000 was required to restore hall for safe use, $800-
$1,000,000 for very good condition and alternatively $165,000 for demolition.
In October 2016 NSC resolved to agree to accept Trusteeship of the hall and enter into a community
consultation process to determine future uses for the hall or alternative uses for the site. In November
2016 Council held a community consultation meeting to discuss hall options. At that meeting, which
was attended by over 100 people, the community voiced its support for preservation of the hall under
NSC Trusteeship.
Page 28 of 165Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Cooroy Memorial Hall Association Inc The Secretary
CMHA Ine
PO Box 19
Cooroy Q 4563
Our Heritage — Our Future [email protected]
On 21 December NSC held a further meeting of invited stakeholders to investigate the way forward in
partnership with the community
2. COOROY MEMORIAL HALL ASSOCIATION (Inc.)
Following the December meeting, a public meeting was called and held in Cooroy Library on 4
January 2017 at which it was resolved to form a new incorporated body, “Cooroy Memorial Hall
Association” and a management committee was elected. The Association, CMHA(Inc.), was
subsequently incorporated in late January.
The CMHA’s mission was to renovate the hall and subsequently manage it as a community facility
and servicemen’s memorial. Following it incorporation CMHA entered into negotiations with NSC to
lease the building.
In support of their submission the CMHA prepared a Business Plan and a Report on Building—
Proposed Maintenance and Upgrade. These documents outlined a future operation model and a
proposed schedule of building works to be undertaken prior to the group entering into a lease
arrangement. The works included $148,000 of urgent maintenance and $216,000 worth of building
upgrades, which came to a total of $384,000 including contingencies.
On 20 April 2017 Council resolved to enter into an agreement to lease with CHMA for the purpose of
CHMA undertaken the proposed maintenance and upgrade works.
Council also agreed to provide 50/50 funding up to a maximum of $192,000 from the Heritage Levy
Reserve with the balance to be funded by CMHA raising donations from local business, the general
community, Government grants and volunteer trades/labour.
3. PROJECT DELIVERY
The CMHA proposed to deliver the project by contracting a Registered Builder to undertake the legal
requirements of the Principal Contractor and act as Project Manager. To ensure governance
appropriate to a project using public funding the CMHA also appointed a Project Superintendent and
Client’s Representative while NSC appointed a Council Liaison Officer who jointly monitored works
Page 29 of 165Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Cooroy Memorial Hall Association Inc The Secretary
CMHA Ine
PO Box 19
Our Heritage — Our Future
standards, progress and expenditure. CMHA maintained detailed project cost records for periodic
review and ultimate audit purposes and submitted monthly claims to NSC for reimbursement. The
Registered Builder, HJ Kirk, commenced work on site on 12 July 2017 with a proposed 6 months
works program.
The proposed works included all maintenance work identified in the IBI Report plus upgrading of
toilets, kitchen, entries, disabled access, fire safety and re-painting externally and internally. These
works were to be carried out by the Builder, donated trades work, a team of volunteers and paid
tradesmen, when necessary.
The maintenance works, especially structural, were given priority and following detailed inspection it
became clear that it was desirable to carry out more extensive repairs/ maintenance, including asbestos
material removal, than originally envisaged. This was not unexpected in a building over 90 years old,
the extra works were not major and project funding was being very well supported by the business and
general community donations. At all times the quality of the finished project was prioritized over
expediency or maintaining the works programme.
By the end of 2017, afier about 5 months’ work on site, the major structural repairs and other building
maintenance had been substantially completed plus demolition of the kitchen/toilet areas. When work
re-commenced in January 2018, the focus was upgrades to toilets, kitchen, entries and frontage site
works which resulted in a substantial increase in the rate of expenditure due to purchase of plumbing
items, kitchen appliances and new floor coverings. New electrical wiring throughout was essential
and, as funds were available, extra expenditure was incurred by upgrading all fan ventilation, lighting
and dining annex flooring.
Supply of volunteer labour became an issue in the latter stages of the project and increased reliance on
paid tradesmen was necessary to maintain work efficiency and progress, and in some cases, for work
safety.
Delays arising from wet weather in March caused a postponement of the originally planned March
opening; however, the hall was officially opened in a grand community celebration on Saturday, 21
April 2018.
Page 30 of 165Section 31
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Page 31 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Cooroy Memorial Hall Association Inc The Secretary
CMHA Ine
PO Box 19
Cooroy Q 4563
Our Heritage — Our Future [email protected]
4. CONCLUSIONS
The project could have been completed within the original budget of $384,000 if work was restricted
to the original scope. However, as funds were available, the scope of upgrades were expanded as
evidenced by the completed hall and final cost was approximately $460,000; including value of all
donated labour (approx. $113,000), materials and services.
Although there were occasional trials, the Committee and Sub-committees of the CMHA functioned
smoothly and effectively in planning and managing all aspects of the project. It should be noted
however, that the CMHA was particularly fortunate that these committees comprised members with
multi-disciplinary experience ranging across Local Government, management, community liaison,
accounting, legal, building, architecture and engineering.
It was essential to the successful project completion to have the services of a very experienced local
builder who was passionately committed to the project and not a contractor with primarily a pecuniary
interest. Opportunities for extras claims and cost blowouts would be frequent in such a project.
Over-reliance on volunteer labour in such a community project is a potential problem. Even with an
initial high degree of enthusiasm, the attrition in volunteer resources is substantial. The limiting factors
include Workplace Safety requirements for a White Card; the physical nature of the work, especially
in summer; and Monday to Friday work hours effectively limits the bulk of the volunteers to retirees.
(Over the last 2 months the volunteer pool had become only 4/5 regular workers on site, not every day,
and 4 of these contributed 150-200 hours each to the project.
Finally, the funding partnership approach between the Council, Community and the CMHA resulted in
the feeling of ownership of the Hall within the Community and a better value for money than if the
Council had approach the task on its own.
Report prepared for CMHA(Inc.)
22 June 2019
Attachments: (Various Photographs in electronic format)
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 3
Page 32 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 3
Cooroy Memorial Hall Association Inc The Secretary
ian ; CMHA Inc
jan Gr a PO Box 19
Ss — Cooroy Q 4563
Our Heritage — Our Future [email protected]
Cooroy Memorial Hall Association Inc
Cash & In-Kind Income and Outgoings
Hall Refurbishment
1 May 2017 to 30 June 2018
Cash & In-kind Contribution
Council Contribution - Heritage Levy $192,000.00
Council Maintenance Grant $12,000.00
CMHA contribution $164,122.00
CMHA rental income after opening $6,100.00
Total Cash Contribution $374,222.00
In-Kind Contribution
CMHA In-kind contribution $113,213.00
Total cash & in-kind Contribution $487,435.00
Less Outgoings
Levies/insurance/power $4,327.00
Materials/equip hire $89,218.00
Fixtures & fittings $47,640.00
Labour head contractor $85,594.00
Labour other contractors $71,984.00
Kitchen & bar fitout $64,131.00
other expenses $9,328.00
builders clean & consumables $2,000.00
Goods & services received in-kind $113,213.00
total outgoings $487,435.00
Page 32 of 165Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
4 REQUIREMENTS FOR WASTE CONTAINER STORAGE & RETRIEVAL UNDER LOCAL
LAW 7
DOCUMENT INFORM AT ION
Author Manager Waste and Environmental Health, Wayne Schafer
Community Services Department
Index ECM/ Services & Organisation Committee / 7/08/2018 / Agenda
Attachments 1. Council Policy - Requirements Relating to Waste Containers
EXECUTIVE SUMMARY
Not Applicable.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services &
Organisation Committee Meeting dated 7 August 2018 and:
A. Adopt the Council Policy – “Requirements Relating to Waste Containers” for storing,
presenting for service and retrieving Waste after service” provided at Attachment 1; and
B. Note that that a Community Education Program outlining the Council Policy requirements
followed by an enforcement program will be undertaken.
REPORT
This report addresses a growing concern about standard general waste containers and industrial
waste containers, (wheelie bins and bulk waste bins) remaining on the road carriageway or
footpath for extended periods. This report recommends Council adopt the attached Policy to
support Local Law No 7 (Waste Management) 2018 which will clearly identify Council’s
requirements for waste container storage, presenting containers for a collection service and
removing them to private land after servicing.
1. Report terminology
This report uses terminology to describe waste containers in accordance with the definitions in
Local Law 7. For example:
Standard General Waste Container - refers to an ‘approved’ domestic or commercial wheelie
bin for storing waste, recyclable material or garden waste. This may include a bulk waste
container.
Industrial Waste Container - refers to an ‘approved” wheelie bin or bulk bin for storing industrial
waste.
Waste Container – refers to a Standard General Waste Container or an Industrial Waste
Container
2. Standard General Waste Containers
There is a growing number of owners or occupiers of domestic premises who are:
permanently storing waste containers on the footpath or carriageway; or
failing to remove waste containers from the footpath or the road carriageway after the
container has been serviced.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Council’s waste collection contractor, Cleanaway services containers in high profile commercial
areas early in the morning, before commercial premises begin trading. This allows traders to
remove the waste containers from the footpath before shops open and remove conflicts with the
public. Some commercial property owners or occupiers are allowing waste containers:
to remain on public footpaths in commercial areas for extended periods during the day,
which obstruct pedestrian traffic; or
to remain in close proximity of outdoor eating areas, which can detract from the amenity
and enjoyment of the outdoor dining experience.
Waste management staff often observe public safety or amenity impacts arising from the
abovementioned practices, or are required to action complaints from neighbours or the public.
3. Private Waste Containers
Not all waste services are provided by Council’s waste collection contractor and private
contractors are not subject to the conditions imposed upon Cleanaway in the waste collection
contract. (Cleanaway are contractually obligated to ensure commercial and industrial bulk bins
are serviced from a private property and returned to the property immediately after serving).
Some waste containers (bulk bins) provided by private waste contractors are:
permanently stored on the road carriageway, footpath or council land; or
stored for lengthy periods of time on Council land (footpath or road reserve) before or after
servicing
The new Policy will assist to manage the above issues with private waste containers.
4. Standard Industrial Waste Containers (Builders Bins/Skip Bins) Approved Under a
Development Approval
Standard Industrial Waste Containers at building sites are often not able to be stored and
serviced on the building site due to limited access. They must be stored on the footpath or
carriageway and generally fenced off for public safety. These containers are subject to conditions
under a Development Approval (DA) and are not proposed to be managed outside the DA
process.
5. Local Law 7 (Waste Management) 2018
The provisions of Local Law No 7, Section 8 allows Council to specify:
the storage location for waste containers on private land
the collection location for waste containers awaiting service (i.e. on the footpath)
the time period that waste container may remain on public land before and after servicing.
There is an absence of clear policy to guide the public on the expectations of Council, other than
information on recycling calendars or the Council web site. This does not provide sufficient
information for the staff to properly manage the current situation.
6. Strategy For Achieving Compliance With Local Law 7 and The Policy
It is Council's aim to achieve voluntary compliance with respect to its Local Laws and Policy
requirements wherever possible. The proposed strategy for achieving compliance with Local Law
7 and the supporting Policy are:
1. To clearly inform owners and occupiers through an appropriate communication strategy of
their responsibilities for:
a. storing waste containers;
b. presenting waste containers on the footpath for serving; and
c. retrieving waste containers to private land.
This communication will include the reasons for adopting these requirements including the
public safety and visual amenity impacts.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
2. To encourage compliance by residents who are not familiar with the requirements (i.e.
stickers on bins)
3. To issue a formal notice under Local Law 7 to persistent offenders.
4. Where the offender fails to meet their obligations after receiving a formal notice, to then
issue an infringement notice.
7. Enforcement
The Policy is not intended to be applied to one off instances where an owner is absent on rare
occasions and fails to observe the presentation and retrieval requirements as detailed in this
report. The enforcement requirements are intended for situations where there is a history of
failing to comply.
Owners or occupiers (i.e. holiday homes) who regularly leave their waste container on public land
will be required to comply by arranging for someone to present and retrieve their waste
containers.
Previous Council Consideration
Nil.
Finance
Failing to comply with storage requirements for waste containers under Section 8 of the Local
Law carries a ‘maximum penalty’ of 20 penalty units (currently valued at $2,600).
Infringement notices under this section involve 2 penalty units ($260).
It is proposed to issue Infringements notices to repeat offenders who fail to comply with written
instructions to comply with Section 8 of Local Law 7.
Risks & Opportunities
Risks
Failure to enforce Local Law 7 could involve Council in an insurance claim if a person was injured
because of a bin remaining on a carriageway or footpath. There is always a risk that pedestrians
may be injured when bike riders weave to avoid a bin on the footpath, or near a bike path, when
a pedestrian is also using the path.
Storage of waste containers for long period of time on the roadway/footpath presents the
following impacts and risks:
Waste containers remaining on road carriageways restrict valuable car parking spaces
Manoeuvring vehicles can be damage while parking, particularly if they hit a metal bin
Outdoor dining patrons subjected to odour arising from adjacent waste containers on the
footpath, before or after servicing
Impacts on the amenity (look and feel) of Noosa as a high profile tourist destination
It is considered that there is a community expectation that Council will take reasonable and
practical steps to address the above issues.
Opportunities
By implementing the requirements of the attached Policy there are opportunities to:
Clearly inform the public about their responsibilities under Local Law 7;
Prevent long term storage of waste containers on road carriageways and footpaths and
minimize public health, safety risks;
Improve visual amenity of the area, which is essential to Noosa as a world-class tourist
destination.
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Consultation
External Consultation - Community & Stakeholder
There have been a number instances where owners or occupiers have been warned about the
storage requirements for their waste containers. In the absence of an adopted position by
Council it is difficult to regulate unacceptable storage practices.
Internal Consultation
The matter was raised at a Councillor discussion forum on 27 April 2018 where Councillors
requested a report be presented to Council.
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
x Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
x Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 1
Page 37 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 1
_¢ ) | NOOSA Council Policy
| mB OSE CONTAINERS
XOU . REQUIREMENTS RELATING TO WASTE
Corporate Plan Reference: Theme 1: The Noosa Environment
Theme 2: The Noosa Community
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Manager Waste and Environmental Health
POLICY BACKGROUND
Noosa Council provides standard general waste containers for domestic, commercial and industrial
waste. Council’s approved waste collection contractor collects over 50,000 waste containers every
week.
Most residents are very conscious of doing the right thing. However, Council does receive
complaints and Council Officers regularly observe instances where waste containers present a
public health, safety or amenity impact, such as:
e Risk to pedestrians when a bike rider weaves to avoid a waste container on or adjacent to a
bike path;
e Manoeuvring vehicles can be damaged while parking, particularly if they hit a metal bin;
e Conflicts between outdoor dining patrons and odour arising from adjacent waste containers left
on the footpath after servicing;
e Impacts on the amenity (look and feel) of Noosa as a high profile tourist destination.
The significant number of waste containers in Noosa Shire requires that Council:
e Clearly inform the public of their obligations regarding waste containers to avoid confusion;
e Ensure that presentation of waste containers for servicing complies with the Council’ obligations
under the waste collection contract;
e Reduces the potential impacts on public health, safety and amenity associated with waste
containers.
Local Law No 7 (Waste Management) 2018 provides Council with the power to impose the conditions
in this Policy. The Local Law No 7 (Waste Management) 2018 contains additional requirements
relating to waste that should be read in conjunction with this policy.
COUNCIL POLICY
1. Application of the Policy
This Policy applies to all Standard General Waste Containers and Industrial Waste Containers as
defined under the Schedule Dictionary of Local Law 7 (Waste Management) 2018.
The Policy applies to all waste collection services provided by Council and by other private waste
collection contractors.
2. Definitions under the Policy
Standard General Waste Container - refers to an ‘approved’ domestic or commercial wheelie bin
for storing waste, recyclable material or garden waste. This may include a bulk waste container.
Page 1
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
COUNCIL POLICY - <INSERT POLICY TITLE>
Industrial Waste Container - refers to an ‘approved” wheelie bin or bulk bin for storing industrial
waste.
Waste Container — refers to a Standard General Waste Container or an Industrial Waste Container
3. Storage Location For Standard General Waste Containers
All waste containers must be stored on private land until they are temporarily presented at the
collection location for servicing by the collection contractor.
The storage location for Standard General Waste Containers on private land should preferably be at
the rear of the property. However, to facilitate convenient presentation on service day, the storage
location may be on private land at or near the front alignment of a domestic or commercial building
on the site.
Multi-unit accommodation may have the storage location included in a Development Approval which
may specify a storage enclosure near the front alignment of the property, or another location on the
land.
4. Presenting Waste Containers for servicing by Council’s Contractor
1. Wheelie Bins may be placed on the footpath adjacent the premises on the evening before service
day, but at least by 6am on service day.
2. Where there is no designated footpath, (such as in rural areas) wheelie bins must be placed on
the road verge in a safe location where the footpath would normally be provided. The placement
of bins should facilitate collection by the waste collection vehicle, but not interfere with the safe
flow of traffic.
3. Bins must be placed as close to the street gutter as practical, with the front of the container facing
the road.
4. Bins must be spaced at least 50cm apart to allow unrestricted access for the mechanical
collection arm on the collection vehicle.
5. On sloping sites the bins should be placed on level ground to prevent tipping over and spilling
waste.
6. The lids of the bin must be closed to prevent windblown litter and spillage of waste during the
lifting cycle, when being emptied into the collection vehicle.
7. Where the Councils waste collection contractor has agreed to collect wheelie bins from multi
residential, commercial or industrial premises, waste containers may be placed in an approved
accessible location on the private property.
5. Standard General Commercial and Industrial Waste Containers (Bulk Bins)
1. Bulk waste containers must be stored and serviced on private property, where possible.
2. The collection vehicle must enter and leave the property in a forward direction (not reversing) if
possible to avoid reversing onto a footpath with resulting risk to the public.
3. Where on site servicing is not possible, the waste container must be fitted with wheels and rolled
onto the footpath or edge of the carriageway from the private property for servicing no earlier
than the evening before service day, but before 6am on service day.
4. The bulk waste container must be removed to private property immediately after servicing.
6. Special Requirements for Commercial Shopping Areas
1. Waste Containers must not be placed on the footpath in the evenings in close proximity to
outdoor dining areas as they will create an objectionable odour to customers.
2. Where waste containers are serviced early in the morning before commercial trading
commences they must be relocated to private property by the time shops are first opened. This
Page 2
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
COUNCIL POLICY - <INSERT POLICY TITLE>
is to remove obstructions to pedestrians and conflicts associated with early morning outdoor
eating.
te Exemptions
Industrial Waste Containers at Building Sites
Bulk waste containers provided for storage of waste at building sites may be permanently located
on the footpath, where storage on private land and access for servicing is not available during
construction. Bins stored on public land adjacent to a building site must comply with the requirements
of the Development Approval, including fencing off of the area for public safety, if required.
Domestic Clean-up Services
Contractors delivering waste containers for intermittent services (i.e. domestic clean-up) by provision
of a bulk waste container service, may place a waste container on the footpath for as long as, but
no longer than, is reasonably necessary for the bin to be loaded and removed.
Council may direct the removal of the container, if in the opinion of an authorised officer, the container
remains on the footpath for longer than is reasonably necessary to fill the container with waste for
servicing.
8. Policy Enforcement
There are often circumstances where an owner or occupier is unable to adhere to the requirements
of presenting or removing waste containers from the footpath as detailed in the Policy. (For example
the owner or occupier is absent from Noosa for one or two days). The intent is not to penalize
occupiers on these rare occasions. However, when an occupier is absent on a regular basis, the
expectation is that a neighbour or other agent will be engaged ensure compliance with this policy.
The enforcement of this policy will include:
e Ani initial communication strategy to inform the public of the requirements of this Policy.
e Where occupiers or businesses regularly fail to comply they will be provided with information to
ensure they are aware of the policy requirements and encouraged to comply
e Where an authorised officer observes repeated failure to comply with the policy, a formal
compliance notice may be served on the responsible person. This may be followed by the issue
of an infringement notice if there is a further failure to comply.
9. Penalties
The penalties for failing to comply with the requirements of this policy are outlined in Council’s Local
Law No. 7 (Waste Management) 2018.
A breach of Section 8 of Local Law No 7 (Waste Management) 2078 relating to storage of waste
containers carries a maximum penalty of 20 Penalty Units ($2,600) or a penalty infringement notice
may be issued.
Waste containers stored on road reserve of a footpath for longer than indicated above is a breach of
Local Law 7 and may subject the person responsible to receive a penalty infringement notice of 2
penalty units (currently $260).
(The value of penalty units are subject to change in accordance with Government Policy).
Page 3
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
COUNCIL POLICY - <INSERT POLICY TITLE>
ROLES AND RESPONSIBILITIES
Authorised Officers in the Waste and Environmental Health, and Local Laws branches of the
Community Services Department will enforce this Policy.
RELEVANT LEGISLATION
(List relevant policies, state and federal legislation if applicable)
Environmental Protection Regulations
Waste Reduction and Recycling Regulations
Local Law No7 (Waste Management) 2018
Garden Waste Service Policy
Residents are subject to assist Council meet its obligation under Council's Waste Management
Contract 2017- 2024.
ati R a saer Chana N Endorsed/ Rev ed by Date
Page 4
Page 40 of 165Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
5 1718T112 TIMBER AND GREEN WASTE PROCESSING - TENDER ACCEPTANCE
DOCUMENT INFORM AT ION
Author Waste Coordinator, Ian Florence
Community Services Department
Index ECM/ 1718T112 – REPORTS TO COUNCIL
Attachments 1. Evaluation Spreadsheet
EXECUTIVE SUMMARY
This report considers the provision of timber and green waste services to support Council’s waste
management and recycling operations at three (3) sites.
This is a schedule of rates contract for an initial period of three (3) years. There will be the option
to extend for a further three (3) terms of up to twelve months each at Council’s discretion.
RECOMMENDATION
That Council note the report by the Waste Coordinator to the Services & Organisation Committee
Meeting dated 7 August 2018 and:
A. Award tender 1718T112 Timber and Green Waste Processing to Mulch Management
(Aust) Pty Ltd; and
B. Award the contract for an initial term of up to three (3) years, with an option to extend for
three (3) terms of up to twelve (12) months each. The option to extend will be at Council’s
own discretion and subject to the contractor’s ability to meet the requirements under the
contract and pricing.
REPORT
The invitation of public tenders for Timber and Green Waste Processing was advertised on LG
Tenderbox on 11 May 2018. At tender box close on 5 June 2018 submissions were received
from the following eleven (11) respondents (in alphabetical order):
Aboriculture Contractors Australia Pty Ltd
Aegina Pty Ltd ATF Galbraith Family Trust t/as ARG Trees
BioGen Tech Pty Ltd
Brisbane Enterprises (QLD) Pty Ltd
Earthborn Australia Pty Ltd
Eric Child and Sons Pty Ltd
Emberwell Pty Ltd t/as Corbet's Haulage
Ironjack Recycling Pty Ltd
Mulch Management (Aust) Pty Ltd
Rippa Services Group Pty Ltd t/as Gold Coast Mulching Services
We Just Grind It Vegetation Management Qld Pty Ltd.
Two (2) of the submissions were regarded as non-conforming due to one providing no pricing
and the other only providing pricing to an alternate specification.
Page 41 of 165
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
The tenders were then evaluated using the following criteria:
Price
Capability and Experience
Methodology
Quality
Health & Safety
Environment & Sustainability
Contribution to Local Economy
The evaluation methodology considered a price component of 45% of the score, and non-price
elements of 55% of the score.
Mulch Management (Aust) Pty Ltd demonstrated the capability, experience and resources to
deliver on Council’s contract requirements for processing timber and green waste. They also
demonstrated that they have the capability to satisfy Council’s requirements in the areas of
workplace health and safety, environmental performance and quality assurance.
No company provided evidence of being based in the Noosa Shire.
Pricing was assessed by applying the tendered unit rates to the average volume (m3) of timber
and green waste that would be required to be processed and windrowed in a year.
In the overall price and non-price evaluation, Mulch Management (Aust) Pty Ltd demonstrated
the best value for money, and therefore is recommended as the tenderer considered the most
advantageous to Council for 1718T112 Timber and Green Waste Processing.
Finance
As this is a schedule of rates contract, the total price is dependent upon the quantity of green and
timber waste material generated by Council per year. This quantity will be dependent on weather
and could significantly escalate in the event of a storm event. Applying the tendered schedule of
rates to the average quantity per year gives an anticipated annual cost of $271,000 for 2018/19.
The proposed 2018/2019 financial year Waste Section operational budget for timber and green
waste processing is $321,450.
Risks & Opportunities
The risks associated with the delivery of this contract are low, based on Mulch Management’s
capability and experience. Mulch Management are also Noosa Council’s current green waste
processing contractor and they have provided a high level of service during this contract period.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer x Director x Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries x Procurement & Fleet
Local Laws Property
x Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 42 of 165
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Attachment 1
Page 43 of 165
Attachment 1
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
NAME OF TENDERER PRICE
(Conforming Tenders Only} (excl of GST)
[4 [We Just Grind It Vegetation Management Old Pty Ltd
|_2 [Mulch Management (Aust) Pty Ltd
[3 |ironjackRecyclingPtyltd
| 4 |Aboriculture Contractors Australia Pty Ltd r —-§369,400 ss
[S [Aegina Pty Ltd ATF Galbraith FamilyTrustt/asARGTrees [$366,200 __|
[6 [Brisbane Enterprises (QLD) Pty Ltd _ ; $489,940
[7 [Eric Child and Sons Pty Ltd = | __$562,000_
| 8 [EmberwellPtyLtdt/asCorbet'sHaulaze $646,000
| 9 |Ripps Services Group Pty Ltd t/as Gold Coast Mulching
a
NON-CONFORMING TENDERS
1
2 [Earthborn Australia Pty Ltd Seeking to remove all product mulched not to Spec._
a ae ee ee ee
i 2 s 4 5 6 iz 3 =
tail nage lust Ltd ntracto Galbraith Famil nterprises (QLD) p t/asCorbet's _| Group PtyLtdt/as
Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant Resultant
Evaluation Criteria Weighting (3) score x score k score x score k score x score & score # score # score #
conimeemns |e fas fasts [owl [so fo lusl «lawl « fuw[ nos] = [owl m | an
weighting weighting weighting weighting weighting weighting weighting weighting weighting
eee a) vo | wm [we | a0 fo | soon [ao | 200 [so | zoo [seo | soo: [vo | zso | seo: | seo: | ino: | 200 |
mm | | | amo | co | 00 | a0: | 200 | so | 20 | a0 | 200 | oo | 200 | a | s00 | oo | soo | so | 200 |
Heath att | ame | as | ase | ao | oo | ao | oo | mo | roo | o | ooo | se | seo | me | coo | se | soo | as | ase |
sremmecscmrany | as) | | too | mm | aso | a0 | ‘too | so | aso | ao | soo | oo | coo | om | soo | om | soo | oe | 200
cnieemeoinaeemn | [2s paw [vs | oe [os [am [o [ow [oso [os [oe [os [oe [@ [om [os | oe]
comeasee S| we | se | us | ws | ae [| ae | ome | nm | ma |
| Normalised Technical Score (Tn) S 7.75
| [ae ee
sgetation Manageme: just] Pry tractors Galbra ami Enterprises {QLD) Pty Ltd fas Corbet's Group dt/as
Total Fees {Pc} 45% $250,400 $271,000 $284,800 $369,400 $366,200 $489,940 $562,000 $646,000 $1,043,960
Average Fees (Pav) S..sssssssessseseesees $475,967
Price Score 147 143 140 122 123 37 82 64 -19
Normalised Price Score (Pn) 100 37 95 83 83 66 Sé 44 °
| Weighted Price Score (Pw) 45.00 43.68 42.79 37.37 37.57 29.63 25.01 19.62
Se ——
Page 43 of 165Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
6 SOCIAL STRATEGY IMPLEMENTATION UPDATE 2017/2018
DOCUMENT INFORM AT ION
Author Community Development Manager, Alison Hamblin
Community Services Department
Index ECM/Subject/Social Policy
Attachments 1. Noosa Social Strategy Implementation Update 2017/2018
2. 2018 Social Charter
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Development Manager to the Infrastructure &
Services Committee Meeting dated 7 August 2018 on the Social Strategy Implementation Plan
after 2 years of operation and;
A. Request the Chief Executive Officer provide Council with an update and a revised action
plan after a further twelve (12) months of operation;
B. Request the Chief Executive Officer to review and update the Noosa Social Strategy in
2018/19 for Council’s consideration in 2019/2020; and
C. Adopt the 2018 Social Charter as set out in Attachment2 of the report.
REPORT
The 2014/2015 Operational Plan identified the development of a Social Plan for Noosa Shire as a
key objective. A Noosa Social Plan was adopted in December 2015 covering the period 2016-
2023 (The Social Plan) which sets out Noosa’s aspirations and social priorities for the next seven
years.
The Social Strategy articulates four key themes which provide the focus for the Strategy’s key
initiatives and actions. They are:
Cohesive and resilient communities
Active and healthy communities
Accessible, diverse and affordable communities
Creative and informed communities
When the Strategy was approved at the Ordinary meeting on 17 December 2015, Council
requested the Chief Executive Officer to develop an Implementation Plan detailing a three year
action plan to support the Social Strategy.
The Implementation Plan was prepared and presented to Council in July 2016. It is a whole of
Council plan but primary responsibility for its implementation rests with the Community
Development team.
Social Charter
Following last year’s annual report to Council on the implementation of the Social Strategy,
Councillors requested a review of the 2006 Social Charter. The 2006 Social Charter formed part
of Councils previous 2006 – 2016 Social Strategy. It was a short statement that articulated the
feelings of Noosa residents with regard to their community and fellow citizens. It was distributed
to new residents in Council Welcome Kits and sent to resorts, business and other venues for
display.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Council requested this update to ensure a greater focus on social justice and inclusiveness as
well as linking to the four current Social Strategy themes. Members of the Community
Roundtable were consulted in the development of the new Charter. See Attachment 2. The
updated Charter will be used to prioritise future budget bids, form partnerships with other levels
of government and/or the community and to allocate resources including members of the
Community Development Team’s time.
Implementation highlights for 2017/2018
Delivery of the three year Social Strategy action plan is on track (refer Attachment 1 Noosa
Social Strategy Implementation Update 2017/2018). Highlights for 2017/2018 include:
Cohesive and resilient communities
Updating the 2006 Noosa Social Charter to have a greater focus on social justice and
inclusiveness.
Community Roundtable focus in 2017/18 was to deal with issues of affordable housing and
homelessness which have been highlighted through the work undertaken to date by the
roundtable’s work with the residents of Johns Landing.
Celebration of National and International Volunteers Week which included the making of
‘short films about six local community groups and what they give to the community’.
A ‘Thank You’ picnic brunch with over 100 volunteers attending across a broad section of
the community and Volunteer Master Class.
Other volunteer initiatives including targeted 1 on 1 strategic planning workshops for
community organisations and free first aid courses for 50 volunteers.
Assisting in the collaboration between Noosa Flexi School and Noosa Residential Care to
set up the ‘Generations Café” social enterprise. The development of other such enterprise
options are being explored.
Active and healthy communities
The Sport and Active Recreation Plan was adopted and an implementation plan endorsed
which sets out priorities for sport and active recreation across the Shire.
External funding sourced and programs implemented for Active Teens, Active Women 18-
24 years and Active Women 40 plus and Come and Try Adventure Racing.
External funding sourced for Regional Difficult to Locate Sports Facilities Plan for the
Noosa, Sunshine Coast and Gympie Council areas. Noosa Council is leading the
development of this Plan. Consultation phase completed.
Community health and wellbeing plan commenced.
Successful Noosa Queens Baton Relay event as part of the build-up to the 2018
Commonwealth Games.
Two Come and Try Sports Day.
Progress made on a Noosa Trail Master Plan in partnership with Tourism Noosa.
Accessible, diverse and affordable communities
$819,420 in community grants allocated as follows
o Community Alliance - $114,687
o Community Halls and Centres - $ 79,218
o Community Projects - $ 261,057
o Emergency Services - $ 21,307
o Festive Season Events - $ 44,558
o Regional Arts Development Fund - $69,000
o Signature Events - $60,320
o Sports Field Maintenance - $165,273
Page 45 of 165
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Staff assisted community organisations in obtaining external grants to the approximate
value $640,000. These projects include:
o Upgrade of female change rooms and amenities, equipment and install safety lighting
at Noosa Softball
o Repair Kiln Shed Roof at Noosa Shire Arts and Craft
o Upgrade courts at Cooroy and Tewantin Tennis Courts
o Cooroy Memorial Hall Kitchen
o Cooran Hall Air conditioning
o Peregian Tennis lights
o Croquet Solar
o Coach and first aid accreditation courses at a number of different sites
o Noosa Outrigger canoes
o Peregian Beach tennis club ball machine
o Sunshine Beach surf lifesaving trailer
o Noosaville cycling training equipment
o Five canoes for the local Scouts
o Local soccer shade shelter and seating and roof repair
o A cricket wicket roller
o Rotary toilet facilities
o Peregian Beach Community Garden equipment
Assisted in organising and launching a community partnership program with local State
Member of Parliament Sandy Bolton, United Synergies and the Smith Family to assist
disadvantaged youth.
Creative and Informed Communities
New Gallery Director appointed.
Noosa Cultural Plan drafted and currently out for final consultation before adoption by
Council.
A number of ‘Grow Your Arts’ Workshops facilitated by Council e.g. Finding your Arts
funding, How to write a grant application, Q Music Industry Connect, Maker in residence in
Cooroy Library.
Construction of Stage 1 of the Digital Hub with $1m in grant funding obtained from the
State.
Noosaville Library upgrades commenced.
The library hosted externally grant funded workshops for Science Week, Early Literacy
Program, Writer’s Festival and book fair, Tech Savvy Seniors, Maker-Magic Program
(Engaging Science); and
Establishing the Maker’s Space at Cooroy Library where all ages can build, make and
code.
1 x Arts Breakfast and 2 x Pecha Kucha nights in collaboration with Sunshine Coast
Creative Alliance
Community feedback
Throughout the year the Community Development team has received a number of testimonials
from community groups some of which are outlined below:
National Volunteer Week Short Films Feedback from Volunteering Queensland
“We saw these and thought they were amazing … some were featured (with your credits) at our
Qld Volunteer Awards Morning tea! They were truly wonderful.”
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Come and Try Adventure Challenge
“Just wanted to say thanks for Sunday’s tri-adventure. What an awesome event. So good for the
soul! Really appreciate the access to the kayak and the mountain bike - that was really special ...
As were the trails we ran, the forest we peddled through and the birds in the lake that we tried not
to disturb as we kayaked to the next check point. Felt so lucky to live in this part of the
world. We appreciate your efforts & are extremely grateful for the decisions you make with
respect to maintaining Noosa's beautiful natural assets - it is these environmental assets that
give us vitality and joy in the turbulent rat race of life.”
Queens Baton Relay – Baton Bearer Feedback
“Thank you for a wonderful day, thank you to you and the team for organising such a wonderful
event. The warmth and energy that the team had made the day even more special, from the bus
to the police to the helpers along the way a big thank you.”
Queens Baton Relay - Gold Coast 2018 Commonwealth Games (GC2018) and the Queen’s
Baton Relay (QBR) team
“I want to thank you for all your support and assistance in bringing the Queen’s Baton to
Tewantin and Noosa! Thank you to you and the entire Local Working Group for your efforts in
coordinating both celebrations and pulling together all the logistical elements required for the
relay. I know it takes a lot of work and we couldn’t have done it without you. You have both been
wonderful to work with over the last 18 months or so – it is always a pleasure dealing with you
and I love how much enthusiasm you have brought to all aspects of planning for the relay. You
always kept me on my toes. Our team were thrilled to bring the relay to the Noosa region and it
was great to see how the community really got behind the different elements of the relay – the
large number of smiling, cheering faces all along the route through to the community celebrations
– so many people on Main Beach!! A number of people in our team commented to me about
how great the crowds were in Noosa – definitely our biggest yet!”
Come and Try Sports day – School feedback
“Massive thanks to Noosa Council. It was an absolutely superb afternoon that ran so smoothly.
The kids loved it. Congratulations on a really super job pulling it all together.”
External Grant recipient
“We’d like to thank you again for your help with our grant applications in August last year. You
advised us to apply for the Gambling Community Benefit Fund grant, as well the GPPS grant,
since there was so much competition, and we heard last Friday that we were successful. The
grant is for the resurfacing of courts 1 and 2. So many thanks for your assistance!”
Grow Your Arts event attendee feedback
“Thank you for yesterday afternoon. All the Council representatives were fabulous, prepared,
practiced, informative, approachable, and concise. And having Gail talk about her experiences
was a real winner.”
Northern Sunshine Coast Network facilitated by CDO– new participant feedback:
“I would like to express my appreciation for being invited to this meeting and thought it was one
of the best meetings I have attended because of the number and diversity of attendees. I
received five new referrals to my Employment Service.”
Noosa Community Partnership Roundtable - Johns’ Landing Project
“The group discussion saw a wonderful collaboration of ideas between a range of government
agencies and community service providers. Together, we found places to live for people affected
by the camp's closure and provided them with referral to support groups to help them move on
with the next phase of their lives.” Department of Housing & Public Works.”
“This innovative approach of joint service provision achieved independent accommodation
outcomes for 84 disadvantaged residents. The outcome of the collaborative approach has
Page 47 of 165
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
resulted in agreement by all round table participants to continue this approach to support the
disadvantaged community members. This will result in assisting with supporting the most
vulnerable in our community to contribute to our communities as valued members.” United
Synergies
“The successful relocation, and indeed betterment of the future of many of the residents who were
relocated, is testimony to the successful collaboration, co-operation and learnings of those at the
Roundtable. Noosa Council is to be commended for their initiative in this collaborative project and
the manner in which it steered the group toward a successful outcome.” St Vincent de Paul
2018/19 Priorities
While there has been good progress towards achieving the outcomes detailed in the three year
Social Strategy implementation plan, there remains a considerable body of work to be
undertaken.
It is therefore recommended that the Plan remain substantially as is for the next year, before
being reviewed and updated in the 2019/20 financial year. Priorities for 2018/2019 include:
Finalise the Cultural and Community Health and Wellbeing Plans
Implement key actions identified in Council Transport Strategy, Cultural Plan, Public Health
Plan and Sport and Active Recreation Plan.
Peregian Beach Community House relocation as part of the Rufous St Masterplan Stage 3
project
Review and develop the Noosa District and Cooroy Sports Complex Master Plan.
Finalise and adopt the Difficult to Locate Sports Facilities Plan.
Work with the roundtable to advocate for improved State and Federal funding and facilitate
programs which aim to reduce social isolation and support people with mental illness.
Encourage and facilitate opportunities for young people to engage with Noosa Council.
Specifically, hold a ‘Council Hack’ event, creating an opportunity for young people to ask
Councillors questions around key issues impacting them based on a Q & A style format,
with previously workshopped questions.
Review the RADF program in line with the Cultural Plan once adopted.
Provide opportunities to showcase local organisations who provide excellence in inclusive
practices.
Conduct a review of the Noosa Regional Gallery including service delivery and location.
Previous Council Consideration
Ordinary Meeting Minutes, 20 July 2017, Item 2, Page 10
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 11 July 2017 on the Social Strategy Implementation Plan
after twelve (12) months of operation and
A. Request the Chief Executive Officer provide Council with an update and a revised action
plan after a further twelve (12) months of operation;
B. Agree to update review the 2006 Social Charter, to have a greater part of which will be to
ensure that it has sufficient focus on social justice and inclusiveness; and
C. Agree that in 2018 the focus for the Community Round Table will be to seek to address
issues of homelessness and affordable housing within the Shire.
Ordinary Meeting Minutes, 17 December 2015, Item 5, Page 4
That Council note the report by the Community Development Coordinator to the Infrastructure &
Services Committee Meeting dated 8 December 2015 and
A. Approve the Noosa Social Strategy, provided at Attachment 1 to the report;
Page 48 of 165
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
B. Authorise the Chief Executive Officer to make any required minor amendments to the
Strategy prior to its publication; and
C. Request the Chief Executive Officer to develop an implementation plan to support the
Social Strategy by 30 April 2016.
Finance
Funding for actions within the Implementation Plan is contained in core budget allocations and
new initiatives across a range of Council Departments and branches.
$100,000 has been specifically allocated in the Community Development Team’s 2018/2019
budget to implement the Social Strategy. This funding will be directed to the following projects:
Sport and Active Recreation Plan implementation namely the Noosa District and Cooroy
Sports Complex Master Plan
Arts, Heritage and Culture Plan implementation
Community Initiatives:
- Initiatives to support volunteers
- Youth initiatives
- Assisting support services for the homeless including orange sky laundry
External funding, partnerships and strategic alliances with government agencies, businesses,
community groups and individuals will also be sought to achieve the goals identified in the Social
Strategy.
Risks & Opportunities
The cost of implementing the key initiatives in this strategy is beyond the capacity of Council
alone. To this end, Council will be seeking partnerships and strategic alliances with external
agencies, businesses, community groups and individuals to achieve our goals.
Consultation
External Consultation - Community & Stakeholder
Community Roundtable Members
Internal Consultation
The Community Development branch has held discussions regarding the development of the
Implementation Plan with staff in the following branches:
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support x Community Development Financial Services
x Community Facilities ICT
x Libraries & Galleries Procurement & Fleet
Local Laws Property
x Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
x Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance x Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 49 of 165
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 50 of 165
ATTACHMENT 1
Actions | Current and Proposed Actions Lead DepartmentBranch within Council Update for 2017-18
Key initiative 1: Organise and facilitate a Community Partnership Roundtable to systematically identify, consider and aim to address key local social issues
Develop Tems of Reference for Community Partnership Roundtable (CPR
fi identify key stakeholders and individuals through an EOI process
(ii, __ Facilitate maugural meetings of the Community Partnership Roundtable
iv. | Establish a maximum of five (5) community roundtable prioriy projects to be implemented over he next 3 Council- Community Development 16/17 and 17/18 Priority - Johns Landing and 18/19 to be Affordable Housing ‘Homelessness
Key initiative 2: Develop an interactive com munity facility database (including school facilities) with the aim of maximising use of existing facilities [rrrtwt—(TOOOOCOCOCOC“‘(‘(‘(‘(‘(C‘*@dS
Establish a database which identifies all community facilities in the Shire [Council - Community Development & Property and Facilities
i, Develop and maintain an interactive, searchable, on line tool that provides details for all community venues Council - Community Development Project on hold until finds available
for hire in Noosa Shire
Revive 3. Review Canelimanaged ii ptm ne [a
| fees and charges to jComcil- Community Faciities review completed. 3 in progress and 2 not started. 3 year business Plan at the J to be reviewed in 2019.
Implement recom mendations of service reviews of Noosa Aquatic Centre and The J ncluding review of a7 . 7” Fees and charges reviewed at the NAC and The J. 19 of 23 recommendations of the NAC service
i, | ‘Work with Noosa Gymnastics Club Inc. to expand the Bicentennial Community Hall facility 16/1 Council - Community Developm ent & Community Facilities compliant fire booster pump, Resolution under investigation.
y r 7 . .
liv. __ [Implement recommendations of reviews of Noosa Leisure Centre (Council - Community Facilities
lv. _| Planning and design for the refurbishment of Noosaville Library to better meet community needs (Council - Libraries & Galleries Refurbishment plans completed. DLGIP grant obtained.
vi | Undertake Noosaville Library refurbishment
fevatnes Encourage mote a pave oportnies ad appechibn Br vOmNom (a
. ‘to2 nail :. os » Participated in SC Volunteer Stakeholder Reference Group. Developed volunteer program that inchides
i Develop sckevant tamme. templates, networking and volunteer recognition opportunities for community Current (Council - Community Development and People and Culture training and up skillng of community groups. Run International Volunteer Day Picnic Brunch. Supported
organisations and their volunteers . . - 4 1 1 1 24 0 2225 1269 524 20 -1
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5 1 1 1 24 4 2373 1269 21 15 96 do
5 1 1 1 24 5 2399 1269 40 15 96 First
5 1 1 1 24 6 2445 1269 28 15 96 Aid
5 1 1 1 24 7 2479 1269 63 15 96 Course
5 1 1 1 24 8 2550 1273 18 11 96 as
5 1 1 1 24 9 2576 1271 34 18 96 part
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5 1 1 1 24 11 2641 1265 47 28 96 Heart
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5 1 1 1 25 2 530 1326 31 15 96 and
5 1 1 1 25 3 568 1326 80 15 96 celebrate
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5 1 1 1 25 5 771 1326 114 20 95 opportunities
5 1 1 1 25 6 892 1326 50 15 48 with
5 1 1 1 25 7 949 1330 30 11 96 our
5 1 1 1 25 8 983 1326 123 20 73 community
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5 1 1 1 25 12 1176 1326 74 15 96 National
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5 1 1 1 25 29 2850 1330 40 11 96 over
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5 1 1 1 26 19 2644 1350 18 16 96 of
5 1 1 1 26 20 2666 1350 74 16 96 National
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5 1 1 1 28 2 401 1455 82 17 96 Initiative
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5 1 1 1 28 9 997 1455 49 22 96 bring
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5 1 1 1 29 14 3064 1576 18 15 97 12
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5 1 1 1 30 4 664 1600 75 16 96 Councils
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5 1 1 1 34 24 1817 1741 33 28 80 ent
5 1 1 1 34 25 2225 1757 110 16 70 intemational
5 1 1 1 34 26 2340 1758 82 15 88 Women's
5 1 1 1 34 27 2430 1758 24 15 92 Dav,
5 1 1 1 34 28 2475 1758 36 15 96 One
5 1 1 1 34 29 2566 1762 9 11 67 n
5 1 1 1 34 30 2582 1758 45 15 89 Stars
5 1 1 1 34 31 2635 1757 64 16 83 against
5 1 1 1 34 32 2705 1757 74 16 82 Violence,
5 1 1 1 34 33 2793 1757 49 16 95 Youth
5 1 1 1 34 34 2849 1762 36 11 74 wee!
4 1 1 1 35 0 445 1820 2683 20 -1
5 1 1 1 35 1 445 1820 48 15 51 Work
5 1 1 1 35 2 499 1820 13 15 92 in
5 1 1 1 35 3 519 1820 101 20 96 partnership
5 1 1 1 35 4 626 1820 34 15 95 with
5 1 1 1 35 5 669 1820 41 15 95 local
5 1 1 1 35 6 715 1820 117 20 96 organisations
5 1 1 1 35 7 840 1823 16 12 96 to
5 1 1 1 35 8 862 1820 87 16 96 celebrate,
5 1 1 1 35 9 956 1823 71 17 96 promote
5 1 1 1 35 10 1036 1820 31 15 96 and
5 1 1 1 35 11 1074 1820 37 20 96 help
5 1 1 1 35 12 1118 1820 38 15 96 fund
5 1 1 1 35 13 1162 1820 40 20 96 days
5 1 1 1 35 14 1199 1816 29 28 95 of
5 1 1 1 35 15 1232 1820 70 15 95 national
5 1 1 1 35 16 1308 1824 18 11 96 or
5 1 1 1 35 17 1331 1820 41 15 96 local
5 1 1 1 35 18 1678 1832 3 2 36 .
5 1 1 1 35 19 1781 1832 3 2 0 .
5 1 1 1 35 20 1934 1832 3 2 20 ae
5 1 1 1 35 21 1990 1836 3 3 54 Thaw,
5 1 1 1 35 22 2225 1820 87 20 65 Examples
5 1 1 1 35 23 2319 1820 42 15 96 have
5 1 1 1 35 24 2369 1820 78 15 96 included:
5 1 1 1 35 25 2459 1820 30 19 74 Qld
5 1 1 1 35 26 2496 1820 56 16 93 Week,
5 1 1 1 35 27 2559 1820 49 15 91 Booin
5 1 1 1 35 28 2616 1820 42 16 96 Gari,
5 1 1 1 35 29 2665 1820 53 15 96 World
5 1 1 1 35 30 2724 1820 113 15 91 Environment
5 1 1 1 35 31 2843 1820 40 20 96 Day,
5 1 1 1 35 32 2890 1820 76 15 96 Australia
5 1 1 1 35 33 2973 1820 39 20 96 Day,
5 1 1 1 35 34 3019 1820 50 15 95 Youth
5 1 1 1 35 35 3076 1820 52 15 94 Week
4 1 1 1 36 0 357 1778 2652 122 -1
5 1 1 1 36 1 357 1778 81 122 64 a
5 1 1 1 36 2 446 1844 98 20 96 importance
5 1 1 1 36 3 551 1844 66 20 96 through
5 1 1 1 36 4 625 1844 25 15 96 the
5 1 1 1 36 5 656 1848 50 11 80 comm
5 1 1 1 36 6 705 1840 48 28 80 unity
5 1 1 1 36 7 760 1840 54 28 96 grants
5 1 1 1 36 8 822 1848 73 16 96 program
5 1 1 1 36 9 1404 1828 66 40 84 Current
5 1 1 1 36 10 1539 1832 79 15 50 Council-
5 1 1 1 36 11 1624 1832 76 15 93 Libraries
5 1 1 1 36 12 1707 1833 15 14 93 &
5 1 1 1 36 13 1721 1832 83 15 90 Galleries
5 1 1 1 36 14 1812 1832 32 15 90 and
5 1 1 1 36 15 1850 1832 100 20 90 Community
5 1 1 1 36 16 1958 1832 118 20 90 Development
5 1 1 1 36 17 2225 1844 109 15 73 Intemational
5 1 1 1 36 18 2339 1844 94 15 96 Volunteers
5 1 1 1 36 19 2441 1844 39 19 97 Day,
5 1 1 1 36 20 2487 1844 74 15 96 National
5 1 1 1 36 21 2566 1844 94 15 96 Volunteers
5 1 1 1 36 22 2668 1844 56 16 95 Week,
5 1 1 1 36 23 2731 1844 89 15 96 Christmas
5 1 1 1 36 24 2828 1844 32 15 96 and
5 1 1 1 36 25 2865 1844 40 15 96 New
5 1 1 1 36 26 2913 1844 49 15 96 Years
5 1 1 1 36 27 2969 1844 40 15 96 Eve.
4 1 1 1 37 0 359 1900 2372 49 -1
5 1 1 1 37 1 359 1916 37 21 37 Key
5 1 1 1 37 2 401 1916 82 16 96 Initiative
5 1 1 1 37 3 489 1916 16 16 96 6:
5 1 1 1 37 4 611 1916 71 16 96 Partner
5 1 1 1 37 5 686 1916 40 16 96 with
5 1 1 1 37 6 733 1915 34 22 96 key
5 1 1 1 37 7 772 1916 121 16 96 stakeholders
5 1 1 1 37 8 901 1918 17 14 96 to
5 1 1 1 37 9 925 1920 101 17 96 encourage
5 1 1 1 37 10 1031 1916 56 16 95 broad
5 1 1 1 37 11 1094 1916 109 21 96 community
5 1 1 1 37 12 1208 1916 119 21 96 participation
5 1 1 1 37 13 1334 1916 16 16 96 in
5 1 1 1 37 14 1358 1916 83 16 96 activities
5 1 1 1 37 15 1449 1916 36 16 96 that
5 1 1 1 37 16 1491 1918 69 19 96 protect
5 1 1 1 37 17 1566 1916 35 16 96 and
5 1 1 1 37 18 1607 1916 81 16 96 enhance
5 1 1 1 37 19 1694 1915 29 17 96 the
5 1 1 1 37 20 1730 1916 138 16 96 environmental
5 1 1 1 37 21 1873 1916 60 16 96 values
5 1 1 1 37 22 1941 1915 21 17 67 of
5 1 1 1 37 23 1962 1911 30 30 67 the
5 1 1 1 37 24 2002 1916 49 16 96 Shire
5 1 1 1 37 25 1995 1900 736 49 18 Cr
4 1 1 1 38 0 381 1950 2536 107 -1
5 1 1 1 38 1 381 1950 57 107 10 |
5 1 1 1 38 2 445 1998 75 15 79 Promote
5 1 1 1 38 3 527 1997 32 16 97 and
5 1 1 1 38 4 566 2000 66 17 96 support
5 1 1 1 38 5 638 1997 66 20 95 existing
5 1 1 1 38 6 712 1997 127 16 96 environmental
5 1 1 1 38 7 844 1997 108 20 71 volunteering
5 1 1 1 38 8 959 2002 85 15 96 programs
5 1 1 1 38 9 1052 1997 77 16 96 available
5 1 1 1 38 10 1137 1998 13 15 93 in
5 1 1 1 38 11 1158 1997 26 16 96 the
5 1 1 1 38 12 1191 1997 45 16 92 Shire
5 1 1 1 38 13 1540 1997 67 16 56 (Council
5 1 1 1 38 14 1612 2006 7 3 85 -
5 1 1 1 38 15 1624 1997 50 16 96 Parks
5 1 1 1 38 16 1681 1997 33 16 97 and
5 1 1 1 38 17 1719 1997 66 16 96 Natural
5 1 1 1 38 18 1791 1998 50 15 96 Areas
5 1 1 1 38 19 2225 1997 111 20 70 Employment
5 1 1 1 38 20 2342 1997 20 16 96 of
5 1 1 1 38 21 2364 1997 103 20 96 Community
5 1 1 1 38 22 2473 1997 100 20 96 partnership
5 1 1 1 38 23 2579 1997 60 16 96 Officer
5 1 1 1 38 24 2645 2000 16 13 95 to
5 1 1 1 38 25 2668 1997 50 16 96 assist
5 1 1 1 38 26 2725 1997 25 16 96 the
5 1 1 1 38 27 2757 1997 43 16 96 Bush
5 1 1 1 38 28 2808 1998 42 15 96 Care
5 1 1 1 38 29 2857 2002 60 15 96 groups
4 1 1 1 39 0 339 2057 2762 53 -1
5 1 1 1 39 1 339 2057 45 53 49 i,
5 1 1 1 39 2 414 2061 24 45 53 |
5 1 1 1 39 3 446 2064 44 15 96 Seek
5 1 1 1 39 4 496 2064 32 15 96 and
5 1 1 1 39 5 534 2064 64 20 96 provide
5 1 1 1 39 6 607 2064 97 20 95 community
5 1 1 1 39 7 710 2067 45 17 95 grant
5 1 1 1 39 8 761 2064 113 20 96 opportunities
5 1 1 1 39 9 883 2064 22 15 96 for
5 1 1 1 39 10 911 2064 82 15 96 initiatives
5 1 1 1 39 11 1000 2064 33 15 96 that
5 1 1 1 39 12 1039 2064 41 15 96 seek
5 1 1 1 39 13 1086 2067 16 12 96 to
5 1 1 1 39 14 1108 2064 62 15 96 involve
5 1 1 1 39 15 1177 2064 69 15 96 broader
5 1 1 1 39 16 1252 2064 99 20 95 community
5 1 1 1 39 17 1539 2077 68 16 65 Council
5 1 1 1 39 18 1608 2057 7 40 65 -
5 1 1 1 39 19 1624 2077 28 16 54 Planni
5 1 1 1 39 20 1730 2077 10 15 67 d
5 1 1 1 39 21 1746 2077 39 16 77 Envi
5 1 1 1 39 22 1855 2080 5 12 0 :
5 1 1 1 39 23 2225 2064 73 20 70 (Ongoing
5 1 1 1 39 24 2307 2073 5 3 92 -
5 1 1 1 39 25 2321 2065 46 14 96 16/17
5 1 1 1 39 26 2374 2065 81 17 95 $121,650
5 1 1 1 39 27 2456 2058 24 31 96 of
5 1 1 1 39 28 2485 2064 67 15 96 Council
5 1 1 1 39 29 2557 2067 54 17 96 grants
5 1 1 1 39 30 2619 2068 42 11 96 were
5 1 1 1 39 31 2668 2064 24 15 95 for
5 1 1 1 39 32 2698 2064 110 15 96 environment
5 1 1 1 39 33 2814 2064 60 15 93 related
5 1 1 1 39 34 2880 2064 166 20 90 projects/applicants
5 1 1 1 39 35 3056 2065 45 14 95 17/18
4 1 1 1 40 0 449 2082 2448 24 -1
5 1 1 1 40 1 449 2089 103 16 95 participation
5 1 1 1 40 2 560 2089 13 16 96 in
5 1 1 1 40 3 580 2089 127 16 96 environmental
5 1 1 1 40 4 717 2089 64 16 93 projects
5 1 1 1 40 5 789 2089 32 16 93 and
5 1 1 1 40 6 828 2089 80 16 64 imitiatives
5 1 1 1 40 7 1418 2082 46 11 22 urea
5 1 1 1 40 8 1555 2078 30 37 44 oun
5 1 1 1 40 9 1584 2086 34 3 31 cls
5 1 1 1 40 10 1653 2082 47 15 8 Benning
5 1 1 1 40 11 1708 2082 20 11 47 and
5 1 1 1 40 12 1760 2082 93 11 0 Rnvronmen
5 1 1 1 40 13 2225 2089 81 16 25 $200.000
5 1 1 1 40 14 2313 2089 20 16 96 of
5 1 1 1 40 15 2335 2089 68 16 96 Council
5 1 1 1 40 16 2410 2092 52 14 96 grants
5 1 1 1 40 17 2469 2094 42 11 96 were
5 1 1 1 40 18 2519 2089 24 16 96 for
5 1 1 1 40 19 2548 2089 111 16 80 environment
5 1 1 1 40 20 2665 2089 60 16 80 related
5 1 1 1 40 21 2736 2089 161 16 58 projects/applicants
4 1 1 1 41 0 359 2107 2793 48 -1
5 1 1 1 41 1 359 2123 37 21 74 Key
5 1 1 1 41 2 401 2122 82 17 96 Initiative
5 1 1 1 41 3 490 2123 15 16 96 7:
5 1 1 1 41 4 601 2118 81 31 95 Partner
5 1 1 1 41 5 681 2118 44 31 95 with
5 1 1 1 41 6 734 2122 73 17 96 schools
5 1 1 1 41 7 814 2122 35 17 96 and
5 1 1 1 41 8 856 2125 75 19 96 support
5 1 1 1 41 9 937 2122 77 17 96 services
5 1 1 1 41 10 1022 2125 18 14 96 to
5 1 1 1 41 11 1046 2122 76 22 96 develop
5 1 1 1 41 12 1129 2122 34 17 96 and
5 1 1 1 41 13 1169 2126 102 18 96 encourage
5 1 1 1 41 14 1276 2122 92 17 96 initiatives
5 1 1 1 41 15 1375 2122 37 17 96 that
5 1 1 1 41 16 1418 2125 74 19 96 support
5 1 1 1 41 17 1498 2126 58 18 96 young
5 1 1 1 41 18 1564 2122 70 22 96 people,
5 1 1 1 41 19 1641 2122 43 17 95 their
5 1 1 1 41 20 1690 2122 73 17 95 families
5 1 1 1 41 21 1770 2122 35 17 95 and
5 1 1 1 41 22 1811 2126 58 13 94 carers
5 1 1 1 41 23 2084 2107 1068 48 0 [rrrrtw~—‘“OO™OOTTTOOTTTOCOCOCOC“‘“(‘SNCNC*SdS
4 1 1 1 42 0 445 2172 2370 20 -1
5 1 1 1 42 1 445 2172 63 15 58 Deliver
5 1 1 1 42 2 514 2176 84 16 96 programs
5 1 1 1 42 3 605 2172 67 20 96 through
5 1 1 1 42 4 679 2172 69 15 96 libraries
5 1 1 1 42 5 756 2172 32 15 96 and
5 1 1 1 42 6 794 2172 99 20 96 community
5 1 1 1 42 7 898 2172 50 15 96 which
5 1 1 1 42 8 955 2174 68 18 96 support
5 1 1 1 42 9 1028 2172 26 15 95 the
5 1 1 1 42 10 1061 2172 115 20 95 development
5 1 1 1 42 11 1173 2168 19 28 74 of
5 1 1 1 42 12 1194 2172 74 20 74 literacy
5 1 1 1 42 13 1274 2172 32 15 93 and
5 1 1 1 42 14 1313 2172 69 20 88 kaming
5 1 1 1 42 15 1539 2172 68 15 22 (Council
5 1 1 1 42 16 1612 2181 7 2 79 -
5 1 1 1 42 17 1624 2172 76 15 45 Librares
5 1 1 1 42 18 1708 2172 14 15 92 &
5 1 1 1 42 19 1721 2172 83 15 95 Galleries
5 1 1 1 42 20 2225 2172 73 20 47 (Ongoing
5 1 1 1 42 21 2307 2172 70 20 93 delivery
5 1 1 1 42 22 2381 2172 18 15 96 of
5 1 1 1 42 23 2403 2172 51 15 96 broad
5 1 1 1 42 24 2461 2176 49 16 96 range
5 1 1 1 42 25 2505 2168 23 28 69 of
5 1 1 1 42 26 2529 2172 75 20 69 literacy
5 1 1 1 42 27 2609 2172 32 15 96 and
5 1 1 1 42 28 2648 2172 69 20 96 learning
5 1 1 1 42 29 2724 2176 91 16 96 programs.Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 51 of 165
ATTACHMENT 1
Develop a working relationship with the Department of Communities Office for Youth and establish a
Noosa Youth Service Provider's Network to encourage partnerships, collaboration and networking between|16/17 (Council - Community Development Noosa Youth Network formed - 4 meetings held to date.
professional working with the Shire’s young people
[i _[Prioritise funding through the Community Grants program for projects that support young peop 1718 JCouncil- Community De velopment on
Key Initiative 8: Undertake a service mapping exercise of providers in order to identify gaps and potential opportunities for partnering in service delivery a
| Shire residents and provide a report on the outcomes to the CPRT ahd Conte Company De renpmcae aderray
jii___Tidentify gaps and opportunities in delivery of social services [17/18 Council - Community Development
jii__ [Develop a plan for addressing the identified gaps im service delivery m partnership with the CPRT i718 ____[Council- CommunityDevelopment__. =F or future consideration once gap analysis completed
eee
| ee ae Welbemg survey for Noosa local government area using the Australian Unity heir Council- Community Development Compkted - will be undertaken every 2 years. Next one to take place at end of 2018.
Identify sources of use ful social data and establish process/tool for collation of Noosa specific data on
social issues eg Department of Treasury, Centrelink, Primary Health Network etc and purchase/negotiate 17/18 Council- Community Development Ongoing
ccess rights whe) quired
ie Deve cam line tool that reports on the social data for the Shire that can be shared with local has | Council- Community Development Project on hold until funds available
iv. | Prepare a community status report based on outcomes from CPRT and the wellbemg imdicators for Te ee Cikinusdhy Develonient Underway, to be included in 2017/18 Annual Report
inclusion in Council's Annual Report
Key Initiative 10: Take a lead role in establishing professional networks that encourage collaborative practice, information sharing and professional development |
Range of networks staff are involved in: SE Qld Arts and Culture Worker Network, Sport and Recreation
LGA Forums, Tourism Noosa Networking Nights, CALM, Community Development Networks, AIGM
Participate in and support relevant professional networks. Current Council - All Departments Network, Disability Action Group, participation in LGMA Management Challenge and continued to
consult with other Councils (Gympie, Sunshine Coast, Westem Downs), SC Volunteer Stakeholder
Reference Group
fi fEstablish professional networks quired and recommended by the CPR Northern Sunshine Coast Network group established - sharing and addressing social issue
Key Initiative 11: Develop disaster management plans and resilience strategies for at risk local communities and groups ld
i Meet Councils legislative requirements under the Disaster Management Act 2003 (Council - Planning and Infrastructure & Community Services Completed and ongoing
is ‘Continue to facilitate the Noosa Local Disaster Management group and the Noosa Local Recovery Group (Council - Planning and Infrastructure & Community Services Compketed and ongoing
liv. __ [Complete disaster management plans for communities and groups as identified above 718 [Council - Community Services & Planning and Infrastructure
Rejmmnve 2 ‘Leverage ehaobgy legate and deer semis (_—e
» , - . o as : To date the following has occurred - Tech Savy Seniors program, developing of technology maker and
ee tine oftechnologies by providing training opportunities on he use ofthese technologies fr 16/17 Council - Community Development & Libraries and Galleries leaming space, robotics and coding program, assisted groups one on one with use of free website
ty group: development; ongoing
iti, __] Adopt social media policy forCounci] Council - Community Engagement Comptcte
Prioritise initiatives that integrate the use of new and emerging technologies in Council grant programs (Council - Community Development & Economic Development pommeany eee aoe Snes ee ee ne we Ue a8 nOipetree te Preaan Stoney
Infra-red search camera (Noosa Coast Guard)
Reyne 5_____cel ove tp Shop Common is Wan MUR eRe ECS wade oe ot SSSI
| Use results from service mapping, CPRT and facility audit to identify need and locations of potential Council Community Development Project on hold until funds available
community hubs
i, | Develop a business case for the creation ofa stand alone Community Services one stop shop in Noosa hss Council - Community Development Project on hold until funds available
Actions | Current and Proposed Actions Lead Agency Resources Required
Keyminive Deep and plement Spor Ave Rerenbn ad Ope Soc Pl _———_———_—_—_——_———
i Develop and seek council endorsement of a Noosa Open Space Plan to inform the Planning Scheme (Council - Planning and Infrastructure Open Space plan was undertaken to inform planning scheme
jii___ Implement key actions identified m the Noosa Sport and Active Recreation Plan IFAS8/A9 Council - Community Development Underway and ongoing - refer to implementation plan
jv. __ {implement key actions identified in the Noosa Open Space Plan 17/8/19 Council - Planning and Infrastructure
Key Initiative 2: Proactively work with government agencies, commercial and not for profits organisations to address the risk factors associated with preventable diseases |
Page 51 of 165Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 52 of 165
ATTACHMENT 1
Develop initiatives with relevant organisations including Country to Coast Primary Health Network and
i Queensland Health which assist in stimulating opportunities for residents to undertake sufficient physical |Current Council- Community Development Partner in Healthy Towns Awards with PHN and SCC
activity and lead healthy lifestyles
in| Provide and support physical activity opportunities that target populations that have low participation rates. |Current Council - Community Development externally through successful grant applications).
Provide and support initiatives that promote healthy eating and provide nutrition education to targeted Current Council- Community Development Nutrition
5 1 1 1 6 20 2308 539 31 15 96 and
5 1 1 1 6 21 2345 539 75 20 96 Physical
5 1 1 1 6 22 2425 539 64 20 95 Activity
5 1 1 1 6 23 2494 539 24 15 94 for
5 1 1 1 6 24 2524 544 53 10 94 mums
5 1 1 1 6 25 2586 539 31 15 96 and
5 1 1 1 6 26 2623 539 43 15 96 kids workshop held for mums in partnership with DNPSR
populations with low food literacy. ity P now DHP W (Department of Housing and Public Works), Sport and Rec Services at NLC
Provide and support programs that aim to reduce risk factors associated with preventable diseases and Council- Community Development and Environmental Health Ongoing. Exampks include: Park Run initiative, Heart Foundation Walking, Spanner in the Works
Develop a community health plan. 17/18 Council - Environmental Health Reference Group meeting draft planned for September 2018
| Support play based learning through Council's community facilities Current (Council - Libraries & Galleries and Community Facilities Playroom at NLC extended hours (4124 visits - 12mth period
: a anes ona a cas Community Facilities in discussion with Libraries & Galleries regarding making these spaces available.
including inspection schedule
Hi | Develop a maintenance and replacement plan and budget for children’s play spaces across the shire Council - P lanning and Infrastructure
Develop a master plan for Chaplin Park in consultation with the community to ensure valuable open space 16/17 Council- Property and Facilities and Community Development Part of Foreshore Master Plan. Recommendation for a Feasibility Study 19/20 for non powered water
is being utilised to its full potential sports facility
Design and constuctRe gional Hinterland Playground 18/19 Council- Planning and Infrastructure Planning underway for hinterland playground
17/18: $150,000 external grants contributed to cycleways throughout the Council area. Park Road
1 Continue to maintain and prom ote the cycling and walking pathways across the Shire Current Council - Planning and Infrastructure Boardwalk extending from Hastings Street to the Noosa Heads National Park, costing over $6m
commenced.
: : ino . i . 16/17: Print of mankey' maps promoting the Wooroi and Noosa Trail Network; 17/18: Come and Try
i. in partnership with Department of National Parks, Sport and Racing, Tourism Noosa and private enterprise Current Council- Planning and Infrastructure Adventure Challenge (externally funded through successful grant application); Trail Master P lan
prom ote the use ofrecreational trails. . re :
underway in partnership with Tourism Noosa
ji | Develop a network between Gympie and Sunshine Coast Council to ensure continuity of trail linkages ig Council- Planning and Infrastructure Consideration as part of Trails Master Plan
across local government boundaries
. Support initiatives through Councils Community Grants Program and other funding sources that promote . . a
™ the use and maintenance of the Noosa Trail Network 1718 Council- Community Development Core activity
Key Initiative 5: Advocate for and encourage low cost, sustainable community initiatives that promote healthy lifestyle choices across the Shire PO
Deliver programs which provide information and learning opportunities in the areas of health and wellbeing Council - Libraries & Galleries Regular program of presenters providing a range of topics on health and wellbeing issues
= Work with Tourism Noosa, businesses and local sporting clubs to attract sporting events and teams to . . Completed - Sports Facilities guide launched. Some facilities provided training for commonwealth
il. . . “yee pt 16/17 Council- Community Development .
Council’s major venues. including the development ofa Noosa Sports Facilities Guide games teams
Create opportunities for visiting elite athletes to provide inspiration and mentoring to local young athletes 17/18 Council - Community Development
‘Workshops held in partnership with DHP W - Sports Strapping (Advanced) March 2018, Facility
iv. Create opportunities for grass roots officiating and adm inistrative development 17/18 Council- Community Development Maintenance June 2018 with workshops in Sports Psychology and Coaching planned for August and
October 2018.
Develop parmerships and programs that introduce community activation ofundemutilised public spaces
v. such as edible gardens, urban games, street makeovers and temporary closures for street activity and 18/19 Council- Community Development & Planning and Infrastructure Will consider adding to Council grants priority areas for funding in 19/20.
neighbourhood building
Key Initiative 6: Advocate for and encourage local programs and services that aim to prevent mental illness and social isolation Pee
Provide and promote activities and awareness campaigns such as mental health week and World Mental 16/17 Council- Community Development
Health Day (October)
Prionttise funding through Councils Community Grants Program for projects that adéress social isolation o J, 7), ¢ Council- Community Development 2016-17 RADF grant priority - Art+Health funded 2 projects addressing Mental Health
reduce the risks of mental illness in the communit
iii Promote localand acces sible support services for families, friends, neighbours and colleagues of people 17/18 Council- Community Development Underway and ongoing
with mental ilmess
Initiatives in this area include the Active Mums program, horticultural programs and the development of
iv. Deliver programs and services which reduce social isolation and increase community connectedness. Current Council - Libraries & Galleries the work shed at Noosa Community Support, Library Home Services taking materials and reading into
houses and nursing homes
Key Initiative 7: Enhance community safety through the implementation and application of Crime Prevention through Environmental Design (CPTED) principles Pe
public facilities and places.
Key Initiative 8: Develop and implement behavioural change strategies to help achieve Council’s Towards Zero Waste — Waste Minimisation Plan Po
Launch Towards Zero Waste Campaign during National Recycling Week. 16/17 Council- Waste Completed
| Encourage and improve recycling outcomes through awareness training, behaviour change, and education 16/17 Council- Waste Underway and ongoing
programs.
Encourage voluntary uptake of the garden waste (3 bin system) collection service, including awareness 16/17 Council- Waste Completed
raising of correct useSection 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 53 of 165
ATTACHMENT 1
Prepare Community for mandatory three-bia system of waste collection inchdiag the garden Waste dna . Mandatory third (garden waste) bin collection service now implemented across the Shire in all
(Oct 2017, including community education and awareness campaign, and the development ofa reward and ‘ouncil- Waste . oe i"
Po 5 1 1 1 4 3 915 461 4 2 6 .
5 1 1 1 4 4 2234 443 96 21 56 townships
5 1 1 1 4 5 2324 439 10 29 86 .
5 1 1 1 4 6 2336 444 27 15 96 No
5 1 1 1 4 7 2370 443 63 16 96 reward
5 1 1 1 4 8 2439 448 19 11 96 or
5 1 1 1 4 9 2463 446 100 18 96 recognition
5 1 1 1 4 10 2570 448 76 16 96 program
5 1 1 1 4 11 2655 443 118 21 96 implemented
5 1 1 1 4 12 2780 446 16 13 96 to
5 1 1 1 4 13 2803 443 44 16 94 date.
4 1 1 1 5 0 398 455 682 21 -1
5 1 1 1 5 1 398 459 100 17 89 recognition
5 1 1 1 5 2 504 460 77 16 96 program
5 1 1 1 5 3 581 451 34 30 90 for
5 1 1 1 5 4 619 455 168 21 80 excellentrecyclng
5 1 1 1 5 5 795 456 33 16 97 and
5 1 1 1 5 6 834 456 63 20 97 garden
5 1 1 1 5 7 904 459 53 12 96 waste
5 1 1 1 5 8 964 455 116 21 96 performance
4 1 1 1 6 0 312 640 2873 24 -1
5 1 1 1 6 1 312 653 3 2 81 .
5 1 1 1 6 2 398 641 69 15 66 Provide
5 1 1 1 6 3 474 636 102 29 95 community
5 1 1 1 6 4 580 636 57 29 96 grants
5 1 1 1 6 5 645 644 15 12 92 to
5 1 1 1 6 6 667 641 122 20 24 organsations
5 1 1 1 6 7 796 643 15 13 96 to
5 1 1 1 6 8 819 641 53 15 95 assist
5 1 1 1 6 9 877 641 36 15 96 with
5 1 1 1 6 10 920 641 27 15 96 the
5 1 1 1 6 11 954 643 38 13 96 cost
5 1 1 1 6 12 998 640 20 16 88 of
5 1 1 1 6 13 1021 640 116 16 88 maintenance
5 1 1 1 6 14 1146 641 32 15 96 and
5 1 1 1 6 15 1185 641 85 20 96 upgrades
5 1 1 1 6 16 1277 640 21 16 96 of
5 1 1 1 6 17 1701 654 20 10 24 ow
5 1 1 1 6 18 1760 658 3 3 74 Tew
5 1 1 1 6 19 2234 641 99 20 64 (Completed
5 1 1 1 6 20 2340 641 33 15 96 and
5 1 1 1 6 21 2379 641 73 20 93 ongoing
5 1 1 1 6 22 2459 650 6 2 93 -
5 1 1 1 6 23 2473 641 57 20 96 Sports
5 1 1 1 6 24 2537 641 45 15 96 Field
5 1 1 1 6 25 2589 641 122 15 94 Maintenance,
5 1 1 1 6 26 2720 637 103 29 95 Community
5 1 1 1 6 27 2824 637 50 29 96 Halls
5 1 1 1 6 28 2882 641 32 15 96 and
5 1 1 1 6 29 2921 641 70 15 93 Centres
5 1 1 1 6 30 2999 641 73 20 89 Fundmg
5 1 1 1 6 31 3079 641 78 20 96 Program
5 1 1 1 6 32 3166 645 19 11 96 as
4 1 1 1 7 0 311 651 2602 39 -1
5 1 1 1 7 1 311 657 9 11 0 *
5 1 1 1 7 2 399 666 100 20 94 community
5 1 1 1 7 3 505 666 72 16 96 facilities
5 1 1 1 7 4 1387 651 69 39 64 Curent
5 1 1 1 7 5 1542 654 66 16 89 ouncil-
5 1 1 1 7 6 1614 655 104 19 96 Community
5 1 1 1 7 7 1726 654 123 20 96 Development
5 1 1 1 7 8 2234 666 36 16 88 well
5 1 1 1 7 9 2276 671 19 11 88 as
5 1 1 1 7 10 2303 666 105 20 93 contributing
5 1 1 1 7 11 2416 669 16 13 92 to
5 1 1 1 7 12 2440 666 118 16 36 nfrastructure
5 1 1 1 7 13 2566 666 77 20 95 projects.
5 1 1 1 7 14 2650 666 53 18 96 (Total
5 1 1 1 7 15 2708 666 105 16 93 contribution
5 1 1 1 7 16 2821 666 92 18 93 $389.923)
4 1 1 1 8 0 307 728 2457 22 -1
5 1 1 1 8 1 307 728 85 22 0 ji__—_—(|
5 1 1 1 8 2 399 732 46 16 88 Seek
5 1 1 1 8 3 451 732 66 16 94 funding
5 1 1 1 8 4 525 732 39 16 91 from
5 1 1 1 8 5 573 732 107 16 91 non-council
5 1 1 1 8 6 685 737 69 11 96 sources
5 1 1 1 8 7 762 736 16 12 95 to
5 1 1 1 8 8 785 732 74 16 95 upgrade
5 1 1 1 8 9 867 732 33 16 94 and
5 1 1 1 8 10 908 733 72 15 94 improve
5 1 1 1 8 11 988 733 86 15 95 community
5 1 1 1 8 12 1095 732 78 16 86 facilities.
5 1 1 1 8 13 1527 732 81 16 6 Council
5 1 1 1 8 14 1600 728 16 30 92 -
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5 1 1 1 33 22 2048 1710 12 15 29 &
5 1 1 1 33 23 2059 1710 87 15 29 Libraries
5 1 1 1 33 24 2153 1710 33 15 96 and
5 1 1 1 33 25 2239 1723 83 20 93 Ongoing.
5 1 1 1 33 26 2329 1723 42 16 92 Kabi
5 1 1 1 33 27 2376 1723 43 16 92 Kabi
5 1 1 1 33 28 2424 1723 130 20 93 representative
5 1 1 1 33 29 2561 1727 21 12 93 on
5 1 1 1 33 30 2589 1723 74 20 90 hertage
5 1 1 1 33 31 2670 1723 34 16 93 and
5 1 1 1 33 32 2710 1723 67 16 67 culmral
5 1 1 1 33 33 2782 1722 86 17 95 reference
5 1 1 1 33 34 2876 1727 67 16 96 groups.
4 1 1 1 34 0 399 1736 1208 21 -1
5 1 1 1 34 1 399 1736 75 21 63 dialogue
5 1 1 1 34 2 1527 1736 80 16 67 Galleries
4 1 1 1 35 0 303 1787 2877 51 -1
5 1 1 1 35 1 303 1787 34 51 32 i
5 1 1 1 35 2 371 1791 21 43 48 |
5 1 1 1 35 3 399 1787 67 50 79 Provide
5 1 1 1 35 4 475 1793 30 40 85 and
5 1 1 1 35 5 506 1787 90 51 18 formalise
5 1 1 1 35 6 600 1787 120 51 0 opporuniies
5 1 1 1 35 7 724 1797 17 36 92 m
5 1 1 1 35 8 748 1787 68 51 92 council
5 1 1 1 35 9 821 1787 51 51 35 poly
5 1 1 1 35 10 876 1787 123 51 95 development
5 1 1 1 35 11 1004 1797 94 17 95 processes
5 1 1 1 35 12 1106 1796 16 13 96 to
5 1 1 1 35 13 1129 1797 66 17 96 engage
5 1 1 1 35 14 1203 1793 36 16 96 with
5 1 1 1 35 15 1246 1793 90 16 96 traditional
5 1 1 1 35 16 1355 1787 94 51 38 has
5 1 1 1 35 17 1542 1805 66 16 52 ouncil-
5 1 1 1 35 18 1614 1805 107 21 96 Community
5 1 1 1 35 19 1726 1805 228 21 93 Development
5 1 1 1 35 20 1849 1787 16 43 93 &
5 1 1 1 35 21 1867 1805 87 21 95 Strategic
5 1 1 1 35 22 1962 1805 78 21 94 Planning
5 1 1 1 35 23 2234 1787 72 49 86 Process
5 1 1 1 35 24 2311 1787 115 49 95 commenced
5 1 1 1 35 25 2433 1788 52 50 27 waka
5 1 1 1 35 26 2491 1787 70 49 39 meetne
5 1 1 1 35 27 2569 1787 81 49 80 between
5 1 1 1 35 28 2658 1793 69 16 96 Council
5 1 1 1 35 29 2733 1793 33 16 96 and
5 1 1 1 35 30 2773 1793 26 16 93 the
5 1 1 1 35 31 2807 1793 41 16 86 Kabi
5 1 1 1 35 32 2854 1793 42 16 86 Kabi
5 1 1 1 35 33 2907 1793 96 16 96 Traditional
5 1 1 1 35 34 3008 1794 70 15 96 Owners
5 1 1 1 35 35 3086 1797 20 12 96 on
5 1 1 1 35 36 3115 1794 39 19 95 May
5 1 1 1 35 37 3159 1794 21 15 95 20
4 1 1 1 36 0 310 1834 2889 52 -1
5 1 1 1 36 1 310 1852 37 21 67 Key
5 1 1 1 36 2 353 1851 84 17 96 Initiative
5 1 1 1 36 3 444 1852 16 16 96 4:
5 1 1 1 36 4 574 1851 131 22 96 Development
5 1 1 1 36 5 718 1855 10 13 96 a
5 1 1 1 36 6 735 1851 59 17 96 social
5 1 1 1 36 7 799 1854 126 19 96 procurement
5 1 1 1 36 8 931 1851 60 22 96 policy
5 1 1 1 36 9 997 1851 35 17 96 and
5 1 1 1 36 10 1040 1851 113 22 96 incorporate
5 1 1 1 36 11 1160 1851 58 17 96 social
5 1 1 1 36 12 1223 1851 69 17 94 benefit
5 1 1 1 36 13 1297 1851 81 17 94 criterion
5 1 1 1 36 14 1386 1851 36 17 96 into
5 1 1 1 36 15 1429 1851 91 17 16 Council's
5 1 1 1 36 16 1528 1854 127 19 96 procurement
5 1 1 1 36 17 1661 1855 101 18 96 processes
5 1 1 1 36 18 2232 1834 967 52 11 Pe
4 1 1 1 37 0 307 1937 1686 21 -1
5 1 1 1 37 1 303 1933 33 30 68 ji,
5 1 1 1 37 2 335 1933 63 30 15 __|
5 1 1 1 37 3 399 1940 71 15 95 Develop
5 1 1 1 37 4 480 1944 10 11 95 a
5 1 1 1 37 5 497 1940 54 15 96 social
5 1 1 1 37 6 560 1943 113 12 96 procurement
5 1 1 1 37 7 683 1940 38 15 96 policy
5 1 1 1 37 8 738 1940 33 15 96 that
5 1 1 1 37 9 777 1944 106 11 96 encourages
5 1 1 1 37 10 891 1940 26 15 96 the
5 1 1 1 37 11 925 1940 119 15 96 development
5 1 1 1 37 12 1040 1933 20 30 96 of
5 1 1 1 37 13 1063 1933 46 30 94 local
5 1 1 1 37 14 1115 1933 54 30 94 social
5 1 1 1 37 15 1181 1940 100 15 96 enterprises
5 1 1 1 37 16 1527 1940 81 15 63 Council
5 1 1 1 37 17 1600 1933 15 29 93 -
5 1 1 1 37 18 1614 1940 90 15 96 Community
5 1 1 1 37 19 1717 1940 132 15 85 Development
5 1 1 1 37 20 1855 1941 15 14 93 &
5 1 1 1 37 21 1874 1940 119 15 96 Procurement
4 1 1 1 38 0 307 1961 2718 22 -1
5 1 1 1 38 1 307 1961 85 22 0 lii___
5 1 1 1 38 2 399 1966 67 15 90 [Review
5 1 1 1 38 3 478 1965 33 16 96 pilot
5 1 1 1 38 4 517 1965 57 16 96 Social
5 1 1 1 38 5 580 1966 118 15 96 Procurement
5 1 1 1 38 6 703 1965 38 16 96 café
5 1 1 1 38 7 749 1966 90 15 96 enterprise
5 1 1 1 38 8 847 1965 14 16 90 in
5 1 1 1 38 9 868 1966 67 15 90 Cooroy
5 1 1 1 38 10 940 1965 65 16 95 Library
5 1 1 1 38 11 1385 1961 135 22 3 lis/ig_
5 1 1 1 38 12 1527 1965 81 16 3 [Council
5 1 1 1 38 13 1599 1957 12 34 86 -
5 1 1 1 38 14 1614 1965 79 16 93 Libraries
5 1 1 1 38 15 1701 1966 15 15 93 &
5 1 1 1 38 16 1719 1965 81 16 93 Galleries
5 1 1 1 38 17 2234 1965 67 16 85 Review
5 1 1 1 38 18 2308 1965 31 16 96 has
5 1 1 1 38 19 2347 1965 44 16 96 been
5 1 1 1 38 20 2398 1965 107 16 87 undertaken.
5 1 1 1 38 21 2518 1965 57 16 93 Social
5 1 1 1 38 22 2580 1966 93 15 96 Enterprise
5 1 1 1 38 23 2681 1965 59 16 96 closed
5 1 1 1 38 24 2746 1961 42 30 96 after
5 1 1 1 38 25 2795 1961 68 30 96 deemed
5 1 1 1 38 26 2874 1970 22 11 95 no
5 1 1 1 38 27 2903 1965 56 16 95 longer
5 1 1 1 38 28 2965 1965 60 16 42 viable.
4 1 1 1 39 0 310 1987 2885 43 -1
5 1 1 1 39 1 310 2001 37 20 76 Key
5 1 1 1 39 2 353 2000 84 17 94 Initiative
5 1 1 1 39 3 445 2001 15 16 95 5:
5 1 1 1 39 4 574 2000 93 17 96 Advocate
5 1 1 1 39 5 674 2003 18 14 96 to
5 1 1 1 39 6 699 2000 75 17 92 Federal
5 1 1 1 39 7 779 2000 36 17 92 and
5 1 1 1 39 8 822 2001 49 16 96 State
5 1 1 1 39 9 877 2001 133 16 96 Governments
5 1 1 1 39 10 1018 2000 28 17 95 for
5 1 1 1 39 11 1052 2000 95 17 95 increased
5 1 1 1 39 12 1153 2002 78 19 96 support
5 1 1 1 39 13 1237 2000 28 17 96 for
5 1 1 1 39 14 1271 2000 58 17 96 social
5 1 1 1 39 15 1334 2000 70 17 96 service
5 1 1 1 39 16 1410 2000 93 21 96 provision
5 1 1 1 39 17 1510 2000 59 17 96 where
5 1 1 1 39 18 1576 2000 47 17 96 need
5 1 1 1 39 19 1630 2000 36 17 96 and
5 1 1 1 39 20 1672 2004 47 17 96 gaps
5 1 1 1 39 21 1727 2000 46 17 96 arise
5 1 1 1 39 22 3188 1987 7 43 41 |
4 1 1 1 40 0 399 2035 2355 41 -1
5 1 1 1 40 1 399 2039 66 21 21 lcatify
5 1 1 1 40 2 470 2039 33 21 96 key
5 1 1 1 40 3 508 2038 42 38 94 state
5 1 1 1 40 4 558 2039 33 16 90 and
5 1 1 1 40 5 598 2039 63 16 20 federal
5 1 1 1 40 6 667 2038 110 38 93 government
5 1 1 1 40 7 782 2035 74 41 72 dcparm
5 1 1 1 40 8 849 2038 45 38 88 ents
5 1 1 1 40 9 904 2035 37 41 77 with
5 1 1 1 40 10 947 2035 119 41 80 respoasbility
5 1 1 1 40 11 1073 2039 24 16 83 for
5 1 1 1 40 12 1103 2039 53 16 92 social
5 1 1 1 40 13 1162 2044 56 11 88 issucs
5 1 1 1 40 14 1226 2039 77 21 40 affecting
5 1 1 1 40 15 1311 2039 26 16 94 the
5 1 1 1 40 16 1542 2053 65 15 85 ‘ouncil-
5 1 1 1 40 17 1620 2053 62 17 96 Mayor,
5 1 1 1 40 18 1689 2053 107 17 96 Councillors,
5 1 1 1 40 19 1803 2053 50 17 96 CEO,
5 1 1 1 40 20 1859 2053 82 15 97 Directors
5 1 1 1 40 21 2234 2053 37 15 67 Part
5 1 1 1 40 22 2277 2052 21 16 96 of
5 1 1 1 40 23 2300 2052 106 17 96 Community
5 1 1 1 40 24 2412 2052 103 16 93 Roundtable
5 1 1 1 40 25 2523 2062 6 3 93 -
5 1 1 1 40 26 2536 2053 53 15 96 Johns
5 1 1 1 40 27 2597 2053 70 20 96 Landing
5 1 1 1 40 28 2675 2053 79 15 95 initiative.
4 1 1 1 41 0 399 2065 2001 16 -1
5 1 1 1 41 1 399 2066 57 15 91 Noosa
5 1 1 1 41 2 464 2061 34 30 69 com
5 1 1 1 41 3 497 2061 67 30 69 munity
5 1 1 1 41 4 570 2065 33 16 96 and
5 1 1 1 41 5 610 2065 79 16 95 establish
5 1 1 1 41 6 698 2065 57 16 96 and/or
5 1 1 1 41 7 761 2068 77 13 94 maintain
5 1 1 1 41 8 835 2061 15 30 96 a
5 1 1 1 41 9 863 2068 77 13 96 strategic
5 1 1 1 41 10 947 2065 114 16 96 relationships
5 1 1 1 41 11 1650 2069 4 4 85 :
5 1 1 1 41 12 2396 2070 4 3 60 :
4 1 1 1 42 0 292 2083 2055 44 -1
5 1 1 1 42 1 292 2083 44 44 58 i
5 1 1 1 42 2 372 2087 20 36 58 |
5 1 1 1 42 3 399 2098 74 21 96 Through
5 1 1 1 42 4 480 2098 28 16 93 the
5 1 1 1 42 5 515 2099 60 16 93 CPRT,
5 1 1 1 42 6 575 2094 75 30 96 identify
5 1 1 1 42 7 653 2094 117 30 96 opportunities
5 1 1 1 42 8 779 2098 24 16 96 for
5 1 1 1 42 9 809 2098 86 20 96 advocacy
5 1 1 1 42 10 901 2102 20 12 96 on
5 1 1 1 42 11 928 2099 59 15 93 Noosa
5 1 1 1 42 12 996 2098 60 16 52 Shire’s
5 1 1 1 42 13 1062 2098 64 21 94 priority
5 1 1 1 42 14 1132 2094 51 30 91 social
5 1 1 1 42 15 1185 2094 62 30 91 issues
5 1 1 1 42 16 1388 2083 59 44 43 zis
5 1 1 1 42 17 1502 2087 18 36 57 |
5 1 1 1 42 18 1542 2098 66 16 57 ‘ouncil
5 1 1 1 42 19 1598 2094 15 30 66 -
5 1 1 1 42 20 1614 2098 107 21 96 Community
5 1 1 1 42 21 1727 2098 77 16 96 Services
5 1 1 1 42 22 2234 2099 42 15 84 Core
5 1 1 1 42 23 2284 2098 63 21 96 budget
4 1 1 1 43 0 311 2186 2463 35 -1
5 1 1 1 43 1 311 2194 9 11 91 i
5 1 1 1 43 2 398 2190 66 16 16 Deliver
5 1 1 1 43 3 469 2195 87 15 96 programs
5 1 1 1 43 4 563 2186 30 28 96 and
5 1 1 1 43 5 592 2186 87 28 96 services
5 1 1 1 43 6 686 2190 52 16 96 which
5 1 1 1 43 7 746 2193 69 17 95 support
5 1 1 1 43 8 821 2190 45 16 93 older
5 1 1 1 43 9 872 2190 61 20 92 peopk
5 1 1 1 43 10 940 2190 46 20 93 living
5 1 1 1 43 11 995 2190 125 20 63 independently
5 1 1 1 43 12 1128 2190 61 20 93 though
5 1 1 1 43 13 1196 2190 70 16 91 Counci
5 1 1 1 43 14 1271 2190 72 16 96 libraries
5 1 1 1 43 15 1383 2186 73 28 57 (Current
5 1 1 1 43 16 1527 2190 70 16 0 Council
5 1 1 1 43 17 1597 2186 11 29 85 -
5 1 1 1 43 18 1614 2190 79 16 93 Libraries
5 1 1 1 43 19 1700 2191 14 15 93 &
5 1 1 1 43 20 1719 2190 81 16 96 Galleries
5 1 1 1 43 21 1808 2190 33 16 95 and
5 1 1 1 43 22 1847 2186 41 29 93 Com
5 1 1 1 43 23 1887 2186 62 29 93 munity
5 1 1 1 43 24 1958 2190 80 16 92 Facilities
5 1 1 1 43 25 2234 2203 81 16 86 services.
5 1 1 1 43 26 2322 2203 71 16 84 Federal
5 1 1 1 43 27 2400 2187 39 38 84 CHSP
5 1 1 1 43 28 2462 2203 62 18 96 funding
5 1 1 1 43 29 2535 2203 82 16 96 extended
5 1 1 1 43 30 2625 2207 16 12 96 to
5 1 1 1 43 31 2648 2204 21 15 96 30
5 1 1 1 43 32 2676 2204 42 15 96 June
5 1 1 1 43 33 2726 2204 48 15 92 2020.Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 54 of 165
ATTACHMENT |
h Ensure the planning scheme allows for housing, services and inffastructure that supports aged persons (Council - Strategic Planning INew Planning Scheme drafted and provides for additional aged care and support services
Reyne Avec rased Bali opera re ape dpe wih sahil iT
i ron wn ey seis Seep sevice provabe noes and ee creat Suashine Coast region t0 ouncil- Community Development & Community Facilities Core activity of Noosa Community Support
Key Initiative 8 : Work with the community and relevant Federal and State Government agencies to assist the implementation of major social reforms such as the National Disability
Insurance Scheme and Domestic Violence initiatives
| eat fy = sane for implementation of major social reforms through CPRT, service mapping and ei? | com cil= Community Development & Comumunity Faciities Underway and ongoig
Reyatne9__Urdeaie a owsny Nets abo frm Pawns wd re HOY na
| Complete a Noosa Housing Needs analysis in consultation with key stakeholders heir Council - Strategic Planning eee Needa: Amaya enorned’ hy Comaee Si Apit 2017's Re purpose of among the E aatieg
Y 2017
Key Initiative 10: Work with government agencies, not-for-profit organisations and the business sector to explore innovative ways oftackling housing affordability CF]
Provide advice and assistance to homeless residents in the Shire Current Council - Community Development, Local Laws and Parks and Gardens Jokes Leading iatiative completed; gencral i aaa partership with service providers is
provided. Orange Sky Laundry initiative facilitated.
is | een departments, not for profits and businesses with an interest in addressing omens isn? | ‘ouncil- Community Development Fohns Laiiding ‘iaiiative
ordabiliv in the Noo hire and work with thes« Q o add . ofhom Q nt
manne te Picourage achiohe practices m community and commercial activiies TO CHOU everyone Tepardiess of het abilies oF challenges, AUE TO Pa DATE ee
om munity life
Prioritise finding through the Community Grants program for projects that support inclusive practices in 1718 ouncil- Community Development Core budget; Revisit community grants project guidelines in 18/19 to make adjustments to priority areas
community activities land incorporate changes to environment grants.
i, | Provide opportunities t9 showcase local organisations who provide excellence in inclusive practices iso Council - Community Development Project on hold until funds available
Key nkiatve 12; Contaue o facie inprovemeats in public wanepor, waking and cycing cles wo keen dependency on private vehicle aT
iJ Finalise and seek Council endorsement of a Noosa Transport Strategy Council - Infrastructure & Planning Noosa Transport Plan completed and endorsed
actions | Current and Proposed Actions intemal Responsibility Resources Required
Reyne Deep nd pines ru cahwl an ean Pi a
Develop and seek endorsement ofa Noosa Arts, Culture and Heritage Plan (including the mcorporation of , 2 Plan drafted and presented to Council in May 2018. Consultation in July, aim to go to council for
16/17 ouncil- Community Services a
a public arts policy) : adoption in September.
ii___| implement key actions identified in the Noosa Arts, Culture and Heritage Plan. (Council - Community De velopment, Libraries and Galleries For consideration once plan has been approved as part of 2018/19/20 budget development
Key Initiative 2: Work with creative businesses, not for profits, governments and cultural organisations to develop and expand the Shire’s creative industries (a
i Deliver herkage and gallery based exhibitions cesthitbtahekGaintes Cagoue, hae sine exhibition celebrating the 50th Anniversary of the naming of the Sunshine
Grow your Arts quarterly e-newsletter continued; workshops include Finding Your Arts Funding, How to
_ . eat a nay a. Se . write a grant application, 2 X Q Music Industry Connect. Support for programs with Create Noosa for
Expand and deliver ‘Grow your Ans’ development programs 1678 Council - Community Development & Galleries Immerse Conference, Sunshine Coast Skate Park Launch Bands, QBR artwork installation, QBR music
len route, Maker in residence in Cooroy Library
ii en ee erereeee not for profits and cubural organisations with an interest in creative industry ouncil- Community Development & Galleries Database developed and ongoing. 400+ people and organisations and 150+ places
iv. | Develop a professional partnership and support with the Sunshine Coast Creative Alliance (Council - Community Development & Galleries (Underway and ongoing - Pecha Kucha Night and Arts Breakfast held in Noosa. More events planned
— oie Sir org anis htions to Siem paras rehips and events test showcase.and grow iCouncil- Community Development, Libraries & Galleries Ongoing ¢g Cooroy Fusions, technology digital VR events, Floating Land
Key Initiative 3: Support local artists and arts organisations to provide a range of arts and cultural services and activities |
i. Partner with Arts Queensland in the provision of the Regional Arts Development Fund (RADF) Current ‘ouncil - Community Development 17/18: Arte Olt pattaceed wih Couacl aed contvuted $40,000 towants RADE prdgram: Walllig'ca
outcome for 18/19 funding
b | Continue to deliver Floating Land Environmental Art event Current (Council - Libraries & Galleries (funding to be confirmed in Sept 2018) $47,425 Building Better Regions Fund grant secured
F ss “ i ss . z Working towards September 2019 event - partnership with RADF for $7500 for residency program
Page 54 of 165Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 55 of 165
ATTACHMENT 1
Ongoing eg Noosa Long weekend, Friends of the Gallery, Cooroy Butter Factory, Cooroy Memorial Hall,
iti. Work in partnership with local organisations to deliver arts and cultural services and activities Current Council - Libraries & Galleries, Community Development Sunshine Coast Creative Alliance, Noosa Arts and Crafts. Noosa Arts Theatre, Pomona Arts Inc, Kin Kin
Community Group, Cooran Hall
Design and deliver professional developm ent programs to increase the capacity of both community 17/118 Council- Community Development, Libraries and Galleries Part of Grow Your Arts initiatives in 17/18. Proposed as part of funding submission to Arts Qld (RADF)
organisations and creative practitioners for 18/19
Key Initiative 4: Use social media and emerging technologies for information sharing and lifelong learning purposes
. . . a . . an: . a Robotics and Coding, emerging technologies such as VR content creation kits, ongoing Maker space
i Deliver Programs and services which utilise emerging technologies to provide information and facilitate Current Council- Libraries & Galleries established at Cooroy Library and part of Noosaville library upgrades. Digital Hub program includes
lifelong leaming aa :
creative in residence (co-funded with RADF)
Partner with the Sunshine Coast Creative Alliance to develop an arts sector e-newsktter 16/17 Council - Community Development and Galkries Counc infiative ~ Grow your Arts quarterly E-Newsletter developed in 16/17 and has been distributed
Include emerging technologies as focus area of Grow
5 1 1 1 13 9 882 751 51 30 96 Your
5 1 1 1 13 10 935 751 50 30 95 Arts projects 17/18 Council - Community Development Proposed as part of funding submission to Arts Qld (RADF) for 18/19
Construction of Stage 1 of the Digital Hub commenced June 2017 with $1m in grant funding obtained
. . . os . . . . from the from State Gov't. Digital Hub launch in August/September. Funding sourced for the Peregian
i Implementation of Rufous Street Master Plan and construction of digital hub 16/17/18 Council - Community Services & Infrastructure and Planning Beach Community House relocation as part of the Rufous St Masterplan Stage 3 project. Relocation to
take place in 18/19
Prioritise RADF grant funding to address identified social issues. 16/17/18 Council - Community Development
Key Initiative 6: Facilitate the co-location of community groups for the purpose of resource and information sharing PY
Facilitate networking opportunities and management workshops for arts community groups Council - Community Development Ongoing. Part of Grow Your Arts initiatives
Create/support creative community hubs in locations such as Wallace Park, Cooroy Butter Factory, Noosa 16/17 Council- Community Development, Galleries and Libraries Continue to support creative organisations such as Cooroy Future Group, Pomona Arts Inc, Noosa Shire
Junction, Pomona Arts and Crafts Assoc and Innovate Noosa
Key Initiative 7: Respect Noosa’s history and heritage and identify opportunities for preservation, interpretation and celebration PY
i Maintain a heritage library service which collects and documents local heritage and provides services and Current Council- Libraries & Galleries Ongoing
programs to enable local heritage to be broadlyaccessible. °
[i_____ [im plement new heritage levy polic 16/17 Council - Libraries and Galleries, Strategic Planning Heritage reference group established; policy complete
[ii | Work with Noosa Museum to develop a 5-year strategic plan and collections polic 16/17 Council - Libraries Reportreceived from Heritage consultant and implementation commenced.
: In partnership with community organisations, complete the renovation of Tait-Duke Community Cottage P , : 16/17: Cottage completed. Review of first year of operation with Rotary Club ofNoosa Heads
N. with acknowledgement to the history and heritage through historical display and celebrations 16/17 Council- Community Development and Libraries undertaken. Amendment to Tenure. 17/18: Activation now the focus
Develop Indigenous signage Project in recognition of significant locations and flora and fauna in 17/18 Council- Libraries and Galleries & Planning and Infrastructure Under consideration for funding by the Heritage Levy Advisory Committee
consukation with traditional owners -
Progressively digitise heritage material to increase accessibility and preserve original materials 16/17/18 Council - Libraries & Galleries Underway, funded from heritage levy, ongoing
Key Initiative 8: Encourage the provision of local festivals, events and celebratory activities Ps
16/17 Community Program Grant funds contributed to 27 local events
i Encourage local festivals, events and activities through Councils Community Grants program Current Council - Community Development 17/18: A total of $171,291 Community Grants Program and 50th Anniversary Heritage funding supported
32 events.
fi | Provide development and networking opportunities for organisers oflocalevents 17/18 Council - Community Development & Community Engagement Another events workshop will be scheduled when the Shire wide events policy is in place.
Develop and seek endorsement on a five year library strategic plan (as per Library Service Review 178 Council Libraries & Galleries Finalised as part of Service Review
recommendations
Conducta review of the Noosa Regional Gallery including service delivery and location 17/18 Council - Libraries & Galleries New Gallery Director appointed. Review will commence this year
| Develop/support Arts outreach activity/strategy ic.: satellite Gallery programs to 17/18 (Council- Community Development and Galleries Project on hold until funds available
remote/community/schoolsSection 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Page 56 of 165
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
>. —— EB ee — | |
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Noosa Council maintains that the principles of Social Justice lie at the heart of the values and beliefs
that underpin our community.
Council is thus committed to implementing policies and providing services that decrease inequity,
promote inclusiveness and result in public spaces that everyone can enjoy.
Council acknowledges the traditional custodians of this land, the Gubbi Gubbi/Kabi Kabi people, and
pays respect to their elders, past present and emerging. For tens of thousands of years, these First
Nation People cared for the local environment.
Council also recognises all those who have helped shape the Shire since it was formed in 1910. We
thank the countless volunteers and community groups who have developed the social capital evident
in our towns and villages.
Council will work in partnership with our community to ensure that Noosa is:
A cohesive, tolerant and resilient community — where individual differences are respected and
everyone can actively participate in community life
An active and healthy community where the health and wellbeing of individuals and
the broad community are nurtured
An accessible, diverse community where there are available and affordable places
for people to live, meet and play
A creative and informed community where individuals have the opportunity to explore
their creativity and shape their own ideas.
In order to maintain the social fabric and vibrancy of the Noosa community, Noosa Council will seek
exemplary collaboration between local government, non-government organisations, businesses,
service agencies, facility providers and individuals. Where possible, Council will avoid duplication of
services, improve efficiencies and ultimately seek to further enhance community cohesion.
Everyone has a role to play in ensuring that Noosa Shire continues to prosper and thrive as an
inclusive community both now and into the future. We ask that you help Council achieve this goal.
August 2018
ay PO Box 141 Tewantin QLD 4565 (CA SPARC
mo NOOSA COUNCIL ee WSU a AERP LH [email protected]
www.noosa.qid.gov.au
Page 56 of 165Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
7 LOCAL LAWS AMENDMENTS
DOCUMENT INFORM AT ION
Author Governance Advisor, Paul Bright
Executive Services Department
Index ECM/ Local Laws
Attachments 1. Public Interest Test Report about Administration and Other Local
Laws (Amendment) Local Law (No.1) 2018 and Administration and
Other Subordinate Local Laws (Amendment) Subordinate Local Law
(No.1) 2018 (31 page)
2. Administration and Other Local Laws (Amendment) Local Law (No.1)
2018 (6 pages)
3. Administration and Other Subordinate Local Laws (Amendment)
Subordinate Local Law (No.1) 2018 (26 pages)
4. Letter from the Department of Transport and Main Roads (3 pages)
5. Consolidated version of amended local laws (201 pages)
The above attachments are provided separately to this agenda)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Governance Advisor to the Services & Organisation
Committee Meeting dated 8 August 2018 and resolve:
A. To note Council has consulted with relevant government entities about the overall State
interest in Administration and Other Local Laws (Amendment) Local Law (No.1) 2018; and
B. To implement the recommendations of the Public Interest Test Report about Administration
and Other Local Laws (Amendment) Local Law (No.1) 2018 and Administration and Other
Subordinate Local Laws (Amendment) Subordinate Local Law (No.1) 2018 (provided at
Attachment 1); and
C. To make Administration and Other Local Laws (Amendment) Local Law (No.1) 2018 as
advertised (provided at Attachment 2); and
D. To make Administration and Other Subordinate Local Laws (Amendment) Subordinate
Local Law (No.1) 2018 as advertised, subject to the inclusion, in section 8 (Amendment of
sch 5 (State-controlled roads to which the local law applies) of the following –
‘For the purposes of the Transport Operations (Road Use Management) Act 1995, section
66(5)(b), the chief executive’s written agreement is subject to the limitations specified in a
letter from the Department of Transport and Main Roads to the local government dated 19
June 2018 (provided at Attachment 3)’; and
E. To note the letter of the Department of Transport and Main Roads (provided at Attachment
4); and
F. To note that each of Administration and Other Local Laws (Amendment) Local Law (No. 1)
2018 and Administration and Other Subordinate Local Laws (Amendment) Subordinate
Local Law (No. 1) 2018 contain anti-competitive provisions; and
G. To adopt, pursuant to section 32 of the Local Government Act 2009, a consolidated version
of each of the following (provided at Attachment 5) –
Page 57 of 165
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
(i) Noosa Shire Council Local Law No. 1 (Administration) 2015;
(ii) Noosa Shire Council Local Law No. 2 (Animal Management) 2015;
(iii) Noosa Shire Council Local Law No. 4 (Local Government Controlled Areas, Facilities
and Roads) 2015;
(iv) Subordinate Local Law No. 1 (Administration) 2015;
(v) Subordinate Local Law No. 3 (Community Environmental Management) 2015;
(vi) Subordinate Local Law No. 4 (Local Government Controlled Areas, Facilities and
Roads) 2015;
(vii) Subordinate Local Law No. 5 (Parking) 2015.
H. Authorise the CEO to coordinate the remaining procedural steps required to finalise the
local law making process in accordance with Council’s adopted process.
REPORT
This report deals with the adoption of proposed Administration and Other Local Laws
(Amendment) Local Law (No.1) 2018 and Administration and Other Subordinate Local Laws
(Amendment) Subordinate Local Law (No.1) 2018 following referral to the State Government
entities for comment and subsequent public consultation.
1. Background
At the General Committee Meeting of 16 April 2018, Council proposed to make Administration
and Other Local Laws (Amendment) Local Law (No.1) 2018 and Administration and Other
Subordinate Local Laws (Amendment) Subordinate Local Law (No.1) 2018.
Once adopted by Council, the amending local laws will alter Council’s current suite of local laws
as outlined in the table below.
Amendments contained in Administration and Other Local Laws (Amendment ) Local Law (No.1) 2018
Including definition for ‘accommodation parks’ to include caravan parks, camping grounds and
complementary accommodation. (Noosa Shire Council Local Law No. 1 (Administration 2015)
Remove irrelevant prescribed activities. (Noosa Shire Council Local Law No. 1 (Administration 2015)
Update references to the Planning Act 2016 (Noosa Shire Council Local Law No. 2 (Animal
Management 2015)
Include an offence relating to the removal / damage of vegetation on local government land. Noosa
Shire Council Local Law No. 4 (Local Government Controlled Areas, Facilities and Roads) 2015
Amendments contained in Administration and Other Local Laws (Amendment ) Subordinate Local Law
(No.1) 2018
New approval criteria for operation of an ‘accommodation park’. (Noosa Shire Council Subordinate
Local Law No. 1 (Administration) 2015)
New approval criteria for operation of a ‘shared facility accommodation’. (Noosa Shire Council
Subordinate Local Law No. 1 (Administration) 2015)
Place a 7 day limit on for sale/lease/sold signs following settlement. (Noosa Shire Council Subordinate
Local Law No. 1 (Administration) 2015)
Inclusion of self-approval criteria for installation of election signage on private land. (Noosa Shire
Council Subordinate Local Law No. 1 (Administration) 2015)
Nominating that Local Law 1 apply to all state government controlled roads in the Shire. (Noosa Shire
Council Subordinate Local Law No. 1 (Administration) 2015)
Include an updated definition for ‘urban area’ aligned to the South East Queensland Regional Plan
2017. (Noosa Shire Council Subordinate Local Law No. 2 (Animal Management) 2015)
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Include an updated definition for ‘urban area’ aligned to the South East Queensland Regional Plan
2017. (Noosa Shire Council Subordinate Local Law No. 3 (Community and Environmental
Management) 2015)
Improve wording in relation to prohibited fires. (Noosa Shire Council Subordinate Local Law No. 3
(Community and Environmental Management) 2015)
Inclusion of the following National Park carparks as regulated off street parking areas to be regulated
by Council; Mt Tinbeerwah, Noosa Heads National Park carpark; Wooroi Day Use Area; and Laguna
Lookout carpark. (Noosa Shire Council Subordinate Local Law No. 5 (Parking) 2015)
2. Additional Steps in the Local Law Making Process
Referral to State Entities
Following Council’s resolution of 16 April 2018 to propose to make the amending local laws, the
draft laws were referred to 25 Government entities for comment about the overall State Interest.
These entities are listed in the Public Interest Test Report.
Of the 25 entities consulted, Council received comments from the entities outlined in the table
below.
Entity Comment and Council Response
Department of Local The Department notes Council’s amendments to include regulation of
Government, Racing and vegetation clearing on Council land and encourages Council to ensure
Multicultural Affairs these provisions do not conflict with section 37 of the Local Government
Act 2009 (LGA) by establishing an alternative development process.
This comment was reviewed with King and Company solicitors and
Council’s Development Assessment Manager and it is confirmed that the
proposed amendment does not conflict with the LGA.
Department of Agriculture The Department reviewed Council’s amendments and was concerned that
and Fisheries the proposed amendments for a self-contained RV park have the ability to
impact agricultural state interests. Specifically, DAF was concerned that
there is a risk that a self-contained RV park could impact the normal
operations of an existing rural activity or prevent one from expanding.
This comment was reviewed by Council’s Planning and Local Laws
branches and it is determined that the concerns raised by the Department
would be considered in any approval application received by Council.
Council’s Development Assessment Manager also confirmed that the
planning scheme addresses any amenity issue by requiring a setback of
these campsites by 50m from any dwelling unit on the subject or adjacent
property.
Public consultation process
Council invited written submissions from the public on the proposed amending local laws for a
28 day period from 27 April 2018 to 25 May 2018.
In accordance with Council’s Local Law Making Process, an advertisement was placed in Noosa
News to inform the community of the proposed amendments and the consultation process. A
project was also opened on Council’s Your Say Noosa website.
As a result of the public consultation process, Council received 4 written submissions, which all
related to the proposed regulation of parking within the Noosa National Park Carparks. A
summary of those submissions is outlined below.
It is important to note that whilst the proposed amendments make the following National Park
carparks regulated off street parking areas: Mt Tinbeerwah carpark, Noosa Heads National Park
carpark, Wooroi Day Use Area and Laguna Lookout carpark, the relevant time limits and
regulation conditions are not set within the local law. The relevant time limits will be determined in
consultation with Council and The Department of Environment and Science (Parks and Forests).
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Submission received Summary
Submission one Delighted if Council could stop people parking at Noosa Heads National
Park carpark. However, the carpark should not be physically closed /
locked all night.
A few short stay parks might be useful but having all parks limited to a
maximum of 2 hours would be inadequate for:
(a) A walk through the park via Hells Gate;
(b) Catching waves as they need to be shared with other surfers;
(c) A picnic followed by a walk for a family with children.
Submission two Overnight campers dominating car parks has become excessive and
limits the use by locals.
An overnight ban from 10:00pm to 4:00am could be effective.
Supporting a 4 hour daytime parking limit to prevent tourist camper vans
dominating the car parking for the entire day.
Submission three The decision to regulate parking in the National Park areas should be
applauded. A time limit of 3 to 4 hours would be appropriate to allow
time needed to walk, enjoy a surf or a swim.
Council should also consider limiting parking time for the streets around
Little Cove such as Alderly, Pandanus, Mitti and Kereela. Residents
could be supported by providing a vehicle specific exemption certificate.
Submission four The proposal for regulate the National Park carparks has a lot of merit.
Getting the time limits right will be key to ensuring the community is not
unfairly disadvantaged. To ensure the location is suitable for day-trips
and extended walks, any restriction to parking should be no less than 6
hours.
Agreement with the Department of Environment and Science (Parks and Forest)
The Department of Environment and Science has confirmed that there are no provisions in the
Nature Conservation Act 1992 preventing Noosa Shire Council’s local laws applying over the
National Park Carparks with respect to regulating off street parking.
The Department has formally consented to the relevant amendments by way of letter from Mr
Geoff Brittingham, Regional Director, South East Queensland.
Agreement with the Department of Transport and Main Roads
The Department of Transport and Main Roads has agreed to Council making the amending local
laws for all declared state controlled roads in the local government area, subject to the conditions
contained in the letter of the authorised delegate, Katherine Mackenzie, Corporate Counsel
(provided at Attachment 4).
In light of the requested conditions, the amending subordinate local law has been amended with
the inclusion, in section 8 (Amendment of sch 5 (State-controlled roads to which the local law
applies) of the following –
‘For the purposes of the Transport Operations (Road Use Management) Act 1995, section
66(5)(b), the chief executive’s written agreement is subject to the limitations specified in a
letter from the Department of Transport and Main Roads to the local government dated 19
June 2018’
Anti-competitive provisions
In consideration of the impacts identified in the Public Interest Test Report (Attachment 1), it is
recommended that each of the anti-competitive provisions identified in the public interest test
plan be retained in the amending local laws, because:
(a) The benefit of the anti-competitive provisions to the community as a whole outweighs the
costs; and
(b) The most appropriate way of achieving the objectives of the local laws is by restricting in
the way provided by the anti-competitive provisions.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Remaining procedural steps to finalise the local law making process
Pending Council’s approval to make the amending local laws, after its consideration of the public
interest test report and public consultation submissions, the remaining procedural steps outlined
below will be undertaken:
Publishing a public notice on Council’s Website that Council has made the amending local
laws;
Publishing a notice in the Queensland Government Gazette;
Providing the Minister of Local Government with a copy of the Gazatte Notice, a copy of the
certified amending local laws, the public interest test report, and copy of a certified
consolidated version of each local law amended; and
Updating Council’s register of local laws.
Pursuant to section 32 of the Statutory Instruments Act 1992, the amending local laws will
commence on the date, which the notice of making them is published in the gazette.
Previous Council Consideration
At the Ordinary Meeting of 19 April 2018, Council adopted to propose to make amending local
laws as reported to the General Committee Meeting of 16 April 2018. These were the amending
local laws that went out to public consultation.
Finance
The proposed amendments will not have any significant impact on Council or the Community
from a financial perspective.
Risks & Opportunities
It is considered prudent to ensure that Council’s local laws remain current and effective in order
to achieve the strategic compliance and enforcement objectives of Council. Ensuring that Council
has a practical and relevant local law system in place further protects the Noosa Community.
Consultation
External Consultation - Community & Stakeholder
King and Company Lawyers have been engaged by Council to assist with the local law
amendment process and drafting the amending local laws.
Internal Consultation
The development of the amending local laws involved internal consultation with a number of
operational areas across Council and the project group, which included Council’s Local Law
Manager, Waste and Environmental Health Manager, Waste and Environmental Health
Coordinator, Manager Development Assessment, and Director Community Services.
Departments/Sections Consulted:
X Chief Executive Officer x Community Services Corporate Services
Executive Officer X Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
X Local Laws Property
X Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service X Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
8 COUNCILLOR REPRESENTATIVE ON NORTHERN SEQ REGIONAL ROADS AND
TRANSPORT GROUP
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Councillors/Mayor – Governance and Administration
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 7 August 2018 and appoint Cr _________ to replace Cr Pardon as
Council’s representative on the Northern SEQ Regional Roads and Transport Group.
REPORT
Together with the Sunshine Coast Regional Council, Moreton Bay Regional Council and
Somerset Regional Council, Noosa Council is a member of the Northern SEQ Regional Roads
and Transport Group which is part of the Roads and Transport Alliance with the Department of
Transport and Main Roads (TMR). There are 17 such Groups across Queensland and their
purpose is to look at road and transport issues which transcend Council boundaries. The groups
look at both regional roads with local significance (managed by TMR) and local roads with
regional significance (managed by Councils). They also provide advice to TMR on the allocation
of funding across the region to prioritise road and transport issues. The group meets several
times per year with each Council hosting meetings.
Each Council has a Councillor representative on the group as well as technical staff. In April
2016 Cr Pardon was appointed as Council’s representative on the group but has indicated that
he would now like to step down from that role. Cr Pardon was originally appointed to that role
when he was Chairperson of the Services and Organisation Committee. Council will therefore
now need to appoint another Councillor representative to that role.
Previous Council Consideration
Ordinary Meeting, 28 April 2016, Item 3, Page 6
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee meeting dated 19 April 2016 and:
A. Appoint the Mayor as a permanent member and Cr Wilkie as the initial member of the CEO
Performance Review Committee and authorise the Mayor to review and appoint a
Councillor representative on an annual basis;
B. Appoint the Mayor as Chair and Cr Jurisevic as Deputy Chair of the Noosa Local Disaster
Management Group and Cr Jurisevic as Chair of the Noosa Local Disaster Recovery
Committee;
C. Appoint Cr Wilkie as Council’s representative on the Tourism Noosa Board;
D. Appoint the Mayor to the Noosa Biosphere Reserve Foundation Board;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
E. Appoint the Mayor and Cr Jurisevic as members of the Case Management Working Group;
F. Appoint Cr Pardon as Council’s representative on the Northern SEQ Regional Roads and
Transport Group;
G. Note the Mayor’s membership of the SEQ Regional Plan Committee;
H. Appoint the Mayor and Cr Jackson as members of the Audit and Risk Committee;
I. Appoint Cr Stockwell as a member of the Environment Levy Working Group;
J. Appoint Cr Glasgow as Council’s representative on the Regional Arts Development Fund
Committee;
K. Appoint Cr Wilkie as a member of the Rufous Street Project Control Group;
L. Appoint Cr Stockwell as Chair of the Park Road Boardwalk Project Reference Group; and
M. Appoint Crs. Pardon, Jackson and Wilkie as members of the Transport Strategy Project
Control Group.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
REPORTS FOR NOTING BY THE COMMITTEE
9 NOOSA HOLIDAY PARKS UPDATE REPORT TO 30 JUNE 2018
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ Subject: 8:16 Camping and Caravan Facilities (General)
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 7 August 2018 providing an update on operations of the Noosa Holiday Parks for
the period 1 January 2018 to 30 June 2018.
REPORT
Council operates one holiday park and two campgrounds offering a wide variety of unique
experiences for visitors. These Council business activities operate under management
agreements with varying terms to suite the scale of the operation, and are administered by
Council’s Property branch. This report provides an update on the business activities for the
period 1 January 2018 to 30 June 2018.
FINANCIAL PERFORMANCE
2017/18 2017/18 2017/18 %
YTD
TOTAL BUSINESS ACTIVITY Original Current YTD Current
Variance
Budget Budget Actuals Budget
Total Revenue 3,140,897 3,190,897 3,246,655 101.7% 55,758
Total Expenditure 2,221,165 2,221,217 2,316,450 104.3% (95,234)
Operating Surplus 919,732 969,680 930,205 (39,476)
Key Comments Total Business Activity
Financial performance for the total business activity is slightly negative, with revenue above
budget due to strong patronage and expenses exceeding budget. These expenses relate
primarily to unplanned operational expenses which are further described below.
2017/18 2017/18 2017/18 % YTD
Boreen Point Campground Original Current YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 481,812 481,812 489,979 101.7% 8,167
Total Expenditure 358,664 358,672 389,273 108.5% (30,600)
Operating Surplus 123,148 123,140 100,706 (22,434)
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Key Comments Boreen Point Campground
Operating revenue for the 2017/18 financial year has slightly exceeded budget primarily
due to favourable weather conditions resulting in strong visitation.
Operating expenses for the 2017/18 financial year are over budget primarily due to
management commissions exceeding budget by $15,000 and timing of maintenance works
including replacement of hot water systems, valves and installation of filtration to hot water
systems and additional Unitywater water quality testing charges.
Noosa River Holiday Park 2017/18 2017/18 2017/18 % Current YTD
Original Current YTD Budget Variance
Budget Budget Actuals
Total Revenue 2,051,295 2,091,295 2,136,183 102.1% 44,888
Total Expenditure 1,446,213 1,446,248 1,497,220 103.5% (50,972)
Operating Surplus 605,082 645,047 638,964 (6,083)
Key Comments Noosa River Holiday Park
Similar to Boreen Point, operating revenue for the 2017/18 financial year has exceeded
budget due to strong visitation due to favourable weather conditions.
Operating expenses for the 2017/18 financial year have exceeded budget due to the timing
of maintenance works to roadways and pathways and replacement of all washing
machines.
The small amenities replacement commenced in late February 2018 and is now complete.
The large amenities refurbishment has commenced and is planned to be complete in
November 2018.
North Shore Campground 2017/18 2017/18 2017/18 % Current YTD
Original Current YTD Budget Variance
Budget Budget Actuals
Total Revenue 617,790 617,790 620,493 100.4% 2,703
Total Expenditure 416,288 416,296 429,958 103.3% (13,661)
Operating Surplus 191,502 201,494 190,535 (10,959)
Key Comments Noosa North Shore Beach Campground
Operating revenue for the 2017/18 financial year is in line with budget.
Operating expenses for the 2017/18 financial slightly exceeded budget. This is primarily
due to increased water delivery charges because of dry conditions between September
and March and increased effluent cartage costs.
It is now expected that the tender for construction of major upgrades for the facility will
commence in the first quarter of 2019 and the wastewater treatment installation completed
prior to the upcoming Christmas school holiday period.
PARK OCCUPANCY PERFORMANCE
The table below summarises occupancy data to 30 June 2018. The table highlights a 91%
occupancy rate for Noosa River Holiday Park (with powered caravan sites at 97% occupancy)
which reflects the location of the park and its popularity with customers. The Noosa North Shore
and Boreen Point Campgrounds’ lower occupancy rates reflect that these facilities are more
remote and offer a different experience for customers.
Location Occupants Average Stay (Days) % Site Occupied
Boreen Point 16,551 2.3 36.30
Noosa River 22,447 4.41 90.76
North Shore 13,989 3.06 43.04
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
MAINTENANCE
Maintenance for each facility is performed in line with established budget allocations, including
any reactive maintenance. Condition assessments have been undertaken for each site and forms
part of asset management plan development and the 2018/19 maintenance budget.
MANAGEMENT AGREEMENT STATUS
Noosa River Holiday Park – Council resolved in the April 2017 Ordinary meeting to award a
new 3 year management agreement to the current holiday park operators. The new
agreement commenced 1 June 2017.
Boreen Point Campground – Council resolved in the December 2017 Ordinary Meeting to
approve the second of two 1 year options, extending the term to April 2019. Given the April
2019 expiry of the second 1 year option, a tender process for the new management
agreement will commence after the 2018 Christmas school holiday period.
Noosa North Shore Beach Campground – The final 1 year option expired on 31 July 2017.
Council resolved in the April 2018 Ordinary Meeting to enter into an extension to the
current interim management agreement for a period of 11 months commencing 1 June
2018 to allow for the essential upgrade before entering into a future agreement subject to
the timing of site redevelopment.
Previous Council Consideration
Ordinary Meeting Minutes, 19 April 2018, Item 2, Page 7
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 10 April 2018 and authorise the Chief Executive Officer to enter into an extension
to the current agreement with Beachfront Caravan Park Pty Ltd for 11 months commencing 1
June 2018.
Ordinary Meeting Minutes, 15 February 2018, Item 8, Page 8
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 6 February 2018 providing an update on operations of the Noosa Holiday Parks
for the period 1 July to 31 December 2017.
Ordinary Meeting Minutes, 21 December 2017, Item 4, Page 8
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 12 December 2017 and authorise the CEO to exercise the option to extend the
current management agreement for the Boreen Point Campground to Crimmins Enterprises Pty
Ltd aft The Crimmins Trust for a further one (1) year period commencing 7 April 2018
Ordinary Meeting Minutes, 20 April 2017, Item 5, Page 6
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Award contract 1516T078 to Anvera Pty Ltd trading as Dineen Tourism Management for
the Noosa River Holiday Park Management Services for an initial three (3) year period
commencing 1 June 2017; and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a
further one (1) year period subject to satisfactory performance.
Finance
Periodic reporting of departmental performance allows Councillors to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Risks & Opportunities
Risks
The short term risk of reduced revenue at both Noosa North Shore Campground and Noosa
River Holiday Park due to current capital projects will be offset by longer term revenue
opportunities for both sites due to improved and more attractive facilities for customers.
Opportunities
A full tariff review of the business activity is expected to commence in the latter half of the
2018/19 financial year. The review will benchmark the business activity against other comparable
locations to ensure appropriate pricing for energy consumption to encourage emission reductions
in addition to exploring alternative revenue generating options.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Property Officer
Management Accountant
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
10 NOOSA AQUATIC CENTRE (NAC) FULL YEAR REPORT TO 30 JUNE 2018
DOCUMENT INFORM AT ION
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services
Index ECM/ Subject/ 72.02 Noosa Aquatic Centre
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Aquatic Centre Coordinator to the Services &
Organisation Committee meeting dated 7 August 2018, providing an update on the activities of
the Noosa Aquatic Centre for the 2017/18 financial year.
REPORT
The purpose of this report is to advise Council of the Noosa Aquatic Centre’s (NAC) activities for
the financial year ending 30 June 2018.
The NAC comprises a 50m Olympic-sized pool, 25m pool, leisure pool, fitness studio, change
rooms and associated amenities. The NAC also oversees the maintenance of the Sunshine
Beach Skate Park.
The NAC provides a broad range of aquatic and leisure programs including recreational
swimming, learn to swim (LTS) programs, elite squad training, aqua aerobics and water polo, as
well as circuit classes and general gym usage in the fitness studio.
1. FINANCIAL PERFORMANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and
improving revenue through innovative and entrepreneurial approaches while at the same time
seeking to minimise operational costs.
NAC interim financial performance as at 30 June 2018
Statement of Income and 2017/18 2017/18 2017/18 % YTD
Expenses Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 1,830,248 1,830,248 1,905,569 104.1% 75,321
Total Expenditure 2,767,726 2,767,726 2,758,690 99.7% 9,037
Operating Result (937,478) (937,478) (853,121) 84,357
Expenditure Summary
Employee Benefits 1,204,595 1,204,595 1,181,757 98.1% 22,838
Materials & Services 709,772 709,772 701,478 98.8% 8,294
Finance Costs 0 0 (268) 100.0% 268
Other Expenses 1,024 1,024 1,024 100.0% (0)
Depreciation & Amortization 204,899 204,899 228,237 111.4% (23,338)
Internal Charges 647,436 647,436 646,462 99.8% 974
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 2,767,726 2,767,726 2,758,690 9,037
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 AUGUST 2018
Noosa Aquatic Centre
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Operating Result
(500,000)
(1,000,000)
(1,500,000)
2017/18 2017/18
YTD YTD
Budget Actuals
Strong performance against budget in the first half of the year triggered budget review
amendments resulting in the NAC revenue budget increasing by $160k. Expenditure budgets
also increased by a total of almost $35k, $10k of which related to staff back pay following the
endorsement of Council’s certified agreement. The remaining $25k related to materials and
services expenses required to deliver increased revenue.
By year’s end, the NAC had achieved its best ever operating result of a $22k surplus, net of
uncontrollable depreciation and internal charges expenses. The facility finished $84k ahead of
the revised current budget.
Revenue was 5.5% higher than 2017/18 and was $75k up on the revised budget target. When
compared to 2016/17 actuals, particularly strong performance was seen in gym revenue (up
38.6%), squad (up 14.3%) and group fitness (up 11.2%).
This performance can be attributed to the improved gym facilities and the enhanced membership
and visit pass structure that encourages users to visit all areas of the facility on a regular basis.
There are now 340 members with access to the gym, up from 239 last year and just 146 prior to
upgrading the gym. The addition of new circuit classes and monthly workshops has also aided
revenue growth and improved retention rates.
Revenue performance in the remaining budget lines broadly aligned with budget expectations.
Cumulative annual learn to swim (LTS) program enrolments remained steady at 3,688 and class
occupancy levels averaged 85%, higher than the broadly accepted industry target of 80%.
Just as pleasing as strong revenue performance was the team’s effort to curtail controllable
expenditure. In fact, controllable expenses finished the year 3.5% or $69k down on 2016/17’s
level. Controllable expenditure finished the year roughly $33k under budget, with employee
benefits comprising $23k of this figure.
The comparison of the past 4 years’ financial performance below reveals strong revenue growth
at the NAC, particularly over the past 3 years. It also shows the stabilisation of controllable
expenses over the past 12 months and the resulting improvement to the centre’s net operating
position. Large increases in internal charges, due mainly to changes in cost allocation
methodology, are also evident.
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The text continues on section 70.