2018-08-07 Services and Organisation Committee Agenda

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA                                   7 AUGUST 2018


The operational return to Council per visit, exclusive of depreciation and internal charges, was
$0.09, a marked improvement on last year’s cost per visit of $0.57. Inclusive of all costs, this
figure increases to a cost of $3.41, up on last year’s figure of $3.18 due to an increase of nearly
$200k in internal charges.

The NAC continues to have limited capacity during most weekday afternoons, often because of
the growing popularity of water polo. While lanes are open to the public these are generally
limited to one or two during the peak times of 3.30pm – 6pm.

3.    STAFFING

The revised staff structure, incorporating a Customer Service & Administration Supervisor and an
Operations Supervisor, is working well and has helped in facilitating some of the recent
performance improvements.

A new local area work agreement (LAWA) for staff was negotiated as part of Council’s broader
certified agreement negotiation process. With 90% of the staff vote coming back in favour of the
agreement, it appears that staff are happy with the conditions under which they are employed.

The NAC remains a seasonal operation and therefore a large percentage of its team are
employed as casuals, with staff levels fluctuating throughout the year.

4.    SYSTEMS, PROCESSES AND OTHER MATTERS

An electronic time and attendance system (Tanda) is currently being jointly trialled by Community
Facilities and Corporate Services. If this system proves compatible with the highly complex
industrial relations environment of Council then it will improve rostering, reporting, budgeting and
payroll processes and provide further control of the facility’s largest expense (wages). The trial is
progressing reasonably well and will conclude at the end of October.

A detailed asset management plan has been completed and will provide an improved approach
to asset management and maintenance. This in turn will ensure the viability of the centre well into
the future.

The installation of solar panels as part of the suite of Council’s ZEN works has been delayed
while further assessment of the existing roof’s remaining life is undertaken. A decision around the
next steps of this project is pending.

The lease on the NAC café expired on 30 June and a new operator has now taken over the
operations. Customers are already enjoying a reinvigorated space and the new menu’s offerings.
In a positive step, the café operators have taken large steps towards minimising their plastic
footprint and adhering to the Plastic Free Noosa priority actions, including not selling bottled
water (it is instead sold in cartons made from renewable resources). Further to this, the NAC is
considering how the centre as a whole can also move toward lowering its plastic footprint.

The NAC has worked hard to develop a new website and to formalise its social media presence.
Both these projects form part of a suite of strategic marketing initiatives that have been
implemented this year and will assist in continuing to drive revenue and customer growth.

5.    FUTURE DIRECTION

This is a time to consolidate the growth achieved in the last three years while still searching for
ways to become even better. The team have embraced the new staff and membership structure
and are committed to not only providing the community with a facility to be proud of, but one that
continues to adapt to meet the changing ways in which our community recreates.


                                                                                    Page 71 of 165