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2021-09-07 Services & Organisation Committee Meeting Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 7 September 2021
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
TABLE OF CONTENTS
ITEM PAGE
1 ATTENDANCE & APOLOGIES 3
2 CONFIRMATION OF MINUTES 3
3 PRESENTATIONS 3
4 DEPUTATIONS 3
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE 4
1 GO NOOSA PEAK PERIOD TRAFFIC MANAGEMENT – CHRISTMAS 2021/22
& EASTER 2022 4
2 CHANGE IN USE & TENURE - PART OF LOT 69 RP41223 AND PART OF
LOT 2 RP839623 12
3 PROPOSED NEW LEASE – SHOP 8 SUNRISE NEIGHBOURHOOD
SHOPPING CENTRE 19
6 REPORTS FOR NOTING BY THE COMMITTEE 26
4 NOOSA AQUATIC CENTRE (NAC) – FULL YEAR REPORT TO 30 JUNE 2021 26
5 NOOSA COMMUNITY SUPPORT (NCS) – FULL YEAR REPORT TO 30 JUNE
2021 33
6 NOOSA LEISURE CENTRE (NLC) – FULL YEAR REPORT TO 30 JUNE 2021 38
7 THE J – FULL YEAR REPORT TO 30 JUNE 2021 44
8 BICENTENNIAL COMMUNITY CENTRE (BCC) – FULL YEAR REPORT TO 30
JUNE 2021 52
7 CLOSED SESSION 55
Page 2 of 55
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
1 ATTENDANCE & APOLOGIES
2 CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 10 August 2021 be
received and confirmed.
3 PRESENTATIONS
Nil.
4 DEPUTATIONS
Nil.
Page 3 of 55
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 GO NOOSA PEAK PERIOD TRAFFIC MANAGEMENT – CHRISTMAS 2021/22 & EASTER
2022
Author Project Officer – Transport Innovation, Joanna Ferris
Infrastructure Services Department
Index ECM/ Subject/ Transport Policy
ECM/ Project & Contract/ Transport Strategy / Car Parking Management
ECM/Project & Contract/ Transport Strategy / General
Attachments Nil
EXECUTIVE SUMMARY
The Go Noosa peak period traffic management plan aims to manage traffic and congestion over the
Christmas and Easter school holidays. The plan includes a range of measures to encourage the use
of sustainable transport including free bus travel on existing TransLink bus services within Noosa,
provision of the high frequency Go Noosa loop bus, promotion of park & ride locations, promotion of
the Noosa ferry, variable message signs to raise awareness of alternative travel options, traffic
control and wayfinding signage to assist the movement of pedestrians, buses and vehicle flow and
collaboration with key stakeholders to market and promote Go Noosa.
RECOMMENDATION
That Council note the report by the Project Officer – Transport Innovation to the Services &
Organisation Committee Meeting dated 7 September 2021, and:
A. Subject to TransLink agreement, approve the use of free travel on the temporary 065 Go
Noosa Loop bus from 11 December 2021 - 23 January 2022 and 2 - 18 April 2022.
B. Subject to TransLink agreement, approve the use of free travel on the temporary 064 Peregian
Beach to Noosa Heads bus from 11 December 2021 - 23 January 2022 and 2 - 18 April 2022.
C. Subject to TransLink agreement, approve the use of free travel on TransLink routes 626, 627,
628, 629 and 632 from 11 December 2021 - 23 January 2022 and 2 - 18 April 2022.
D. Delegate authority for the CEO to cancel, stand down and recommence free bus services
based on the professional advice from Council’s COVID Safety Team and seeking the input
from Noosa Chamber of Commerce, Tourism Noosa, the Transport Strategy Steering Group
and Hinterland Business Representatives including advice and information from the
Queensland Government recommended COVID Safe Public Transport Plan as to suggested
best practice and policy guidelines as their primary Terms of Reference.
E. Approve the continued promotion of the Noosa Ferry in Go Noosa marketing as an alternative
mode of travel.
F. Approve the use of the Noosa AFL ground, The J car park and Noosa Junction Transit Centre
as Park & Ride locations.
G. Approve the use of Variable Message Signs (VMS) at strategic locations from 11 December
2021 - 23 January 2022 and 2 - 18 April 2022 for the purpose of informing motorists of car
parking availability and alternative travel options to the Hastings Street precinct.
H. Approve the use of traffic control in the Hastings Street precinct and surrounding areas to
manage pedestrian, bus and vehicle movements from 11 December 2021 - 23 January 2022
and 2 - 18 April 2022.
Page 4 of 55
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
I. Approve the use of wayfinding signage in the Hastings Street precinct, Noosa Junction and
Noosaville from 11 December 2021 - 23 January 2022 and 2 - 18 April 2022 for the purpose
of informing motorists of car parking availability and alternative travel options to the Hastings
Street precinct.
J. Approve the temporary conversion of 4 parallel car parks on the southern side of Hastings
Street from the Hastings Street roundabout to 36 Hastings Street for other uses including,
bicycle and scooter parking, and increased footpath, from 11 December 2021 - 23 January
2022 and 2 - 18 April 2022.
REPORT
The purpose of this report is to seek Council approval for the implementation of the Go Noosa peak
period traffic management plan for the Queensland State School Christmas holiday period of 11
December 2021 – 23 January 2022 and the Queensland State School Easter Holiday period of 2 –
18 April 2022.
The Go Noosa peak period traffic management plan was first trialled in 2018 and has continued to
be used to manage peak period traffic congestion by aiming to reduce private vehicle traffic rather
than increase road capacity. The Go Noosa peak period traffic management plan initiatives are
aligned with the Noosa Transport Strategy principles and desired objectives.
1. Go Noosa peak period traffic management plan 2021/22
The proposed Go Noosa peak period traffic management plan includes:
Free buses
Park & Ride
Variable Message Signs
Traffic Control
Paid Parking –- Noosa Heads Lions
Wayfinding signage
Parallel parking changes in Hastings Street
Marketing.
2.1 Free Buses
a. Existing TransLink Services:
The following existing TransLink bus services are recommended for inclusion in the 2021/22
Go Noosa peak period traffic management plan:
Route 626 – Tewantin to Sunrise Beach via Noosa Heads
Route 627 – Tewantin to Sunshine Beach via Noosa Heads
Route 628 – Noosa Parklands to Noosa Junction, via Noosa Civic
Route 629 – Tewantin to Noosa Junction via Noosa Civic
Route 632 – Noosa to Cooran via Cooroy and Pomona.
b. Additional Bus Services:
064 – Peregian Beach to Noosa Heads shuttle bus from 8am to 6pm
Due to the TransLink ticketing system, the existing 620 bus service between Peregian
Beach and Noosa Heads is unable to accommodate free travel on the Noosa component
of the service. In order to offer a free service to residents and visitors between Peregian
Beach and Noosa Heads, the 064 additional bus service is recommended.
Page 5 of 55
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Council is aware that the operation of a free bus on the same route as a paid bus service
does cause some confusion, however we aim to mitigate this with clear marketing.
TransLink have advised that smart ticketing will be introduced in 2022 and ideally this
will allow for free travel on Noosa journeys on Route 620 in the near future.
065 Go Noosa Loop Bus
The popular 065 Go Noosa Loop bus servicing Hastings Street, Noosa Drive, Weyba
Road and Noosa Parade is recommended with services every 15 minutes from 7am-
7pm and every 30 minutes from 7pm-10pm with the exception of 31 Jan when it is
proposed to finish at 1am.
Excluded Bus Services:
The TransLink bus services 620, 630, and 631 travel outside of the Noosa Shire and are
unable to be included in the free services due to the TransLink ticketing process as
described above. Inclusion of the Noosa component of these services will be reviewed
in the future once Trans Link’s Smart ticketing is introduced.
2.2 Park & Ride
To encourage people to park outside of the congested tourist areas and utilise free buses, Council
promotes the following dedicated Park and Ride locations:
Noosa AFL grounds (approx. 400 car parks)
The J (approx. 100 car parks)
Noosa Junction Transit Centre (approx. 50 car parks are converted to 6P)
Hide & Ride where people are also encouraged to park anywhere along the free bus routes
and ferry route.
The Park & Ride locations are promoted through:
Go Noosa directional signage
Marketing material including posters and factsheets
Variable Message Signs.
2.3 Variable Message Signs
Variable Message Signs (VMS) located on key routes around Noosa provide information on
expected car parking availability, and promote alternate travel options including free buses, park &
ride locations, bicycles and the ferry options.
2.4 Traffic Control
It is proposed to utilise traffic control, on an as needed basis, between 11 December 2021 – 23
January 2022 and 2 – 18 April 2022. The use and number of traffic controllers will be based on
anticipated demand and weather dependent.
The purpose of the traffic control is to:
give priority to buses and pedestrians
keep traffic moving so buses are not sitting in queues
improve accessibility to the Noosa Heads area
minimise traffic disruptions in the Noosa Heads area.
The use of traffic control is constantly monitored, evaluated and reviewed during operation with
changes made as required. Feedback is obtained from the community and key stakeholders and
incorporated into improvements to the operation of the traffic control. The Easter 2021 Go Noosa
survey data indicated that 63% of respondents found that the traffic control were effective at
prioritising the movements of buses, pedestrians and vehicle flow with 30% unsure. Additional
consultation with key stakeholders will be conducted prior to commencement.
The traffic controllers also undergo a specific Go Noosa training program to establish expected
customer service standards.
Page 6 of 55
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
2.5 Paid Parking - Noosa Heads Lions Park
As adopted at the Ordinary Meeting on 17 September 2020, the Noosa Heads Lions Park
greenspace will be used as an overflow car park during school holidays and long weekends for the
period of the public health declaration of the COVID-19 pandemic, weather dependent.
A request for inconsistent use of the park for paid parking has been entered into with the Department
of Natural Resources and Mines (DNRME). No further correspondence has been entered into with
DNRME due to the fact that the public health directive is still in place as such the park continues to
be used for paid parking during all school holidays and long weekends. Further discussions with
DNRME will occur as required.
The Tewantin-Noosa Lions Club will operate the car park from 8:30am to 5.00pm daily. Vehicles
are charged a flat rate of $20 (incl. GST) per day or part thereof. Revenue is shared 50/50 between
The Tewantin-Noosa Lions Club and Council.
Council’s revenue from paid parking funds:
rectification of any damage/impact from parking on the reserve
the hire of temporary fencing to protect children at the playground & BBQ area
parking signage at Lions Park
printing of tickets, and
the use of traffic control to assist in the movement of pedestrians from Lions Park.
In addition, 50% of Council’s share will be held in reserve and allocated to recreational improvements
in the Noosa Heads Lions Park.
Paid parking at the Noosa Heads Lions park is not part of the above recommendations because use
of the park for paid parking during peak holidays was adopted at the 17 September 2021 Ordinary
Meeting (refer section on Previous Council considerations below).
2.6 Wayfinding
To further assist pedestrians and bus passengers, temporary wayfinding signage will be installed in
and around Noosa Heads and Noosa Junction as well as at bus stops.
It is also proposed to have a bus passenger assistant at the Noosa Heads Bus Interchange to assist
passengers with wayfinding on week-ends and public holidays.
2.7 End of Trip Facilities
It is proposed to investigate the provision of additional temporary bicycle racks and scooter parking
in high use areas.
2.8 Parallel parking – Hastings Street
In order to reduce vehicle traffic movements that impact on the Hastings St/Noosa Drive roundabout
it is proposed to temporarily convert four parallel car parking bays on the southern side of Hastings
Street to increase footpath space and temporary scooter parking.
2.9 Marketing and Evaluation
The Easter 2021 Go Noosa evaluation survey found that 40% of survey respondents were aware of
Go Noosa because they caught a free bus the previous year (this figure has been increasing each
year). Go Noosa aims to continue to build public awareness of the brand.
It is also proposed to use community and stakeholder networks to promote Go Noosa including
Noosa Junction Traders Association, Tourism Noosa, accommodation providers, Hastings Street
Association and TransLink.
The objectives of the Go Noosa marketing plan are to:
Page 7 of 55
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Raise awareness of alternative transport options to driving, such as Park & Ride, Free Buses,
walking and cycling and the Noosa Ferry.
Offer a relaxed and stress free alternative to driving a car into the Hastings street precinct.
It is proposed to employ a number of different marketing methods including:
Posters & Factsheets
Energex pole banners
Signage at bus stops
Wayfinding signage
Variable message signs
Park and Ride signage
Community radio announcements
Paid newspaper advertisements
Media launch
Existing Apps (My TransLink, Moovit etc.)
Noosa Council media channels – Facebook, website, newsletter, messages on hold etc.
3. Evaluation
The performance of the Go Noosa peak period traffic management plan will be evaluated against
previous years’ data and assist in refining future peak period traffic management plans. Sources of
data will include but are not limited to:
Bus patronage data
Bus travel time information
Pedestrian and cyclist counts
Vehicle queue length data
Survey (face-to-face and online)
Stakeholder feedback.
Previous Council Consideration
Ordinary Meeting Minutes, 17 June 2021, Item 5, Page 07
That Council note the report by the Project Officer to the Services & Organisation Committee Meeting
dated 8 June 2021 regarding the evaluation of Go Noosa – Christmas 2020-21 and Easter 2021 and
note that a further report will be brought to Council on recommendations for managing peak period
traffic for Christmas 2021-22 and Easter 2022.
Ordinary Meeting Minutes, 17 September 2020, Item 8, Page 16
That Council note the report by the Project Manager Transport Innovation to the General Committee
Meeting dated 14 September 2020 and:
A. Approve the use of the Noosa Heads Lions Park Reserve for paid car parking over 2020/21
Christmas holiday period from 14 December 2020 to 27 January 2021 with delegation to the
CEO to reduce the days subject to weather and advice from the Council COVID Safe team;
B. Approve the use of the Noosa Heads Lions Park Reserve for paid car parking over 2021 Easter
holiday period from 2 April 2021 to 18 April 2021 with delegation to the CEO to reduce the
days subject to weather and advice from the Council COVID Safe team;
C. Approve the use of the Noosa Heads Lions Park Reserve for paid car parking over the 2020
September holiday period from 19 September 2020 to 5 October 2020 with delegation to the
CEO to reduce the days subject to weather and advice from the Council COVID Safe team;
Page 8 of 55
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
D. Write to the Department of Natural Resources, Mines and Energy and seek Ministerial
Approval for an inconsistent secondary use of the Noosa Heads Lions Park (Lot 117 on
SP108103) for paid car parking during school holidays and long weekends for the period of
the public health declaration for the COVID-19 pandemic; and
E. That an amount equivalent to 50% of Council’s share of the ‘profit’ from car parking in the
Noosa Heads Lions Park Reserve be held ‘in reserve’ and allocated to recreational
improvements in Lions park for residents and visitors alike, noting that the term ‘profit’ refers
to Council’s share of the revenue less costs associated with rectifying any damage/impact from
parking on the reserve, the hire of temporary fencing to protect children at the playground &
BBQ area, parking signage at Lions Park, the printing of tickets and the use of traffic control to
assist in the movement of pedestrians from Lions Park.
Finance
It is proposed that the 2021-22 Go Noosa peak period traffic management plan be funded by the
Sustainable Transport Levy and income generated from the Noosa Heads Lions Park paid parking.
The below table details all proposed initiatives and estimated costs. (Exact costs were not available
at the time of writing this report, estimates are based on quotations from previous Go Noosa
Christmas & Easter services).
Table 1: Peak Period Traffic Management Initiatives and Cost Estimates
Initiatives Details Xmas Easter
2021-22 2022
Estimated Estimated
Costs Costs
5 TransLink Bus Route 626 – Tewantin to Sunrise Beach via Noosa Heads $113,610 $33,125
Services
Route 627 – Tewantin to Sunshine Beach via Noosa
Heads
Route 628 – Noosa Parklands to Noosa Junction, via
Noosa Civic
Route 629 – Tewantin to Noosa Junction via Noosa Civic
Route 632 – Noosa to Cooran via Cooroy and Pomona
065 Go Noosa Temporary loop Bus servicing Noosa Parade, Noosa Drive $117,500 $34,807
Loop Bus and Weyba Road.
064 Peregian Temporary service to replace existing TransLink route 620 $72,500 $29,016
Beach – Noosa for Noosa Shire residents and visitors.
Heads Bus
Park & Ride The Noosa AFL ground, The J carpark and the Noosa $3,000 $1,500
Junction Transit Centre will be promoted as the key Park &
Ride locations for the free 065 Go Noosa Loop bus.
Variable Car parking availability and alternative transport options $18,000 $18,000
Message Signs shown on digital variable message signs (VMS)
Traffic Control Traffic control $70,000 $38,000
Parallel Parking Convert 4 car parks on southern side of Hastings Street to $1,000 $1,000
in Hastings St reduce congestion causing reverse parking close to
roundabout.
Wayfinding Wayfinding signage to assist residents and visitors with $2,500 $2,500
signage alternative travel options and pedestrian routes within the
Hastings Street precinct.
End of Trip Provision of temporary bicycle parking, scooter parking $5,000 $5,000
Facilities
Noosa Ferry User pays. Include in marketing only. $1,000 $1,000
Page 9 of 55
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Initiatives Details Xmas Easter
2021-22 2022
Estimated Estimated
Costs Costs
Marketing Promotion of Go Noosa (banners, flyers, news print etc.) $10,000 $10,000
Total $414,110 $173,948
Combined Go Noosa Christmas 2021-22 & Easter 2022 $588,058
Total
Paid Parking Use of Lions Park for overflow parking. Refer separate ($93,400) ($27,260)
revenue – Council report to General Committee dated 14 September
Noosa Heads 2020.
Lions Park
Lions Club (less GST) $46,700 $13,630
(Figures based
on 2020/21
actual revenue) Noosa Council $46,700 $13,630
Remaining Sustainable Transport Levy balance
Sustainable Transport Levy as at 30 June 2021 $637,757
Peak Period Traffic Management 2021-22 cost estimate. $588,058
Contingency 5% $29,402
Lions Park car park Noosa Council net revenue estimate ($60,330)
Net Costs $557,130
Balance $80,627
Noting that the July rates have been levied at approximately $460,000 but are currently not included
in the above levy balance.
Risks & Opportunities
Go Noosa peak period traffic management has been operational since 2018 with improvements and
amendments made each year as required.
The key risk is the unknown situation of COVID-19 lockdowns and associated impacts on proposed
initiatives. Operational risks associated with Go Noosa can be managed through dialogue with
operators and key stakeholders.
The uncertainty of COVID-19 and the promotion of Noosa to the drive market in South-East
Queensland results in unknown traffic volumes needing to be managed.
Financial risks of not having quotations for all services are mitigated by the initiatives being
consistent with previous years spend.
Opportunities include continuing to work with key stakeholders to promote alternative transport
options to residents, workers and visitors.
Consultation
External Consultation - Community & Stakeholder
Go Noosa feedback surveys 2020/21
Hastings Street Association
Tewantin Noosa Lions Club
TransLink
Page 10 of 55
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 11 of 55
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
2 CHANGE IN USE & TENURE - PART OF LOT 69 RP41223 AND PART OF LOT 2 RP839623
Author Community Development Officer, Kylie Finigan
Community Services Department
Index ECM/10.02 Noosa Social Strategy
Attachments 1. Site plans
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Development Officer to the Services & Organisation
Committee Meeting dated 07 September 2021 and:
A. Enter into Freehold Permit (3 years) with Noosa Community Garden Inc. over part of Lot 2
P839623 vacant open space at Wallace Park for the purpose of relocation of the Noosa
Community Garden from Earl Street, Tewantin;
B. Enter into Freehold Lease (3 years) with YouTurn Ltd over Lot 69 RP41223 for the purpose of
siting two (2) prefabricated, relocatable Tiny Homes to be managed as supported short-term
transitional accommodation for young, vulnerable people;
C. Authorise the Chief Executive Officer to enter into tenure renewal negotiations with community
organisations in accordance with the Community Purpose Land and Infrastructure Tenure
Policy; and
D. Apply the exception to the requirement for tendering under Section 236 (1) (b) (ii) of the Local
Government Regulation 2012 for disposal of a non-current asset other than by tender or
auction if the valuable non-current asset is disposed of to a community organisation.
REPORT
The purpose of this report is to endorse the change of use and tenure of two parcels of land to
facilitate the relocation of the Noosa Community Gardens and the establishment of YouTurn’s Tiny
Homes project for youth transitional accommodation.
1. Background
YouTurn Youth Support, formerly United Synergies and Noosa Youth Service began in 1989, have
held a long-term Freehold Lease at 12 Ernest Street, Tewantin (Lot 168 SP132627) and have
provided services to vulnerable youth for the past 32 years.
In 2012 United Synergies established a community garden within their lease boundary to support
Slow Food Noosa and community partners. United Synergies recruited from local high schools to
participate in the garden alongside other community members, United Synergies’ staff and clients.
In 2016 the community garden was relocated to the adjacent 14 Earl Street (Lot 268 SP132627) in
preparation for the relocation of Tait-Duke Community Cottage from Wallace Park. The garden
relocation was coordinated by United Synergies and undertaken by Skilling Queenslanders for Work
participants.
Tait-Duke Community Cottage was relocated to 14 Earl Street in 2016. A consortium of community
partners including United Synergies, Hutchinson Builders, Rotary Club of Noosa Heads and Skilling
Queenslanders for Work renovated the Cottage. After Tait-Duke Community Cottage was officially
opened in mid-2017, Rotary Club of Noosa Heads Inc. entered into a tenure agreement with Noosa
Page 12 of 55
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Council to operate the Cottage as a community centre and Rotary’s home-base for meetings and
activities.
In 2018 the Noosa Community Garden members became an incorporated group, expanded their
membership and activities on site and began negotiations with Council for tenure of neighbouring
Lot 69 RP41223. Tenure was granted in 2020 (3 year Freehold Permit) expiring 20 February 2023.
The Noosa Social Services Hub was established in 2018 at Tait-Duke Community Cottage providing
a fortnightly drop-in centre where those facing hardship can access medical and social support
services in the one location. Demand for the Hub services increased, with further service providers
participating in the Hub.
In 2020 United Synergies rebranded as YouTurn Youth Support and expanded their Specialist
Homelessness Services and Emergency Relief Program. In response to the COVID-19 pandemic,
Council and YouTurn partnered to upgrade laundry and shower facilities at YouTurn to meet the
growing demand of service support for people experiencing homelessness.
YouTurn, Noosa Social Services Hub and Northern Sunshine Coast Social Services Network
agencies have reported substantial increases in the demand for support services and emergency
relief by people experiencing homelessness. YouTurn alone have reported a 200% increase in the
number of emergency relief presentations.
With limited accommodation services for at-risk youth in Noosa, local organisations had been
seeking opportunities to undertake projects which fill the key gap being transitioning from emergency
accommodation to independent living. YouTurn began to explore the feasibility of Tiny Homes for
short-term, transitional housing to young families requiring homelessness support to transition to
independent living.
YouTurn launched their “Big Hearts for Tiny Homes” fundraising campaign in 2020 and approached
Council to assist in identifying potential sites for a Tiny Homes project in Noosa Shire.
Since early 2021, Noosa Community Garden Executive Committee and individual members have
consistently approached Council expressing their concern about the increasing number and
activities of people who are experiencing homelessness in the Earl Street precinct. In a written
request for assistance, Noosa Community Garden President stated that members felt unsafe while
undertaking their gardening activities and that this incompatibility of use in the precinct had resulted
in a loss of membership, financial capacity and was impacting the health and wellbeing of members.
Council officers have been in consultation with the Noosa Community Garden Executive to develop
options which will resolve the concerns of their members.
2. Summary of the Proposal
YouTurn have made a formal request to Council to consider Earl Street as a suitable location for two
(2) tiny homes to provide supported short-term housing for vulnerable young people transitioning
from emergency accommodation to independent living.
In response to the approaches to Council by Noosa Community Garden and YouTurn, Council has
considered:
Noosa Community Garden members’ ability to undertake their gardening activities with a
feeling of safety and to continue operating with financial stability;
The projected increase in demand for support from people experiencing homelessness across
the Shire;
Vulnerable people's challenges in accessing housing and support services in an appropriate
environment, and
Identified need for transitional housing for young people in Noosa Shire.
i) Noosa Community Garden relocation
Following the review of the concerns of the community garden members, a relocation of the Noosa
Community Garden was recommended and Wallace Park identified as a viable site for relocation.
Page 13 of 55
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Lot 69 RP41223 consists of a number of community facilities including Noosaville Library, Noosa
Leisure Centre and Noosa Community Support Centre.
The relocation of the Noosa Community Garden to Wallace Park provides an opportunity for
collaboration with complimentary community organisations, increased visibility, membership growth
and community profile.
The proposed Part of the vacant land for use as the Noosa Community Garden is located adjacent
to Noosaville Library, at the rear of Noosa Community Support Centre. There is currently no planned
use on this Part of Lot 69 RP41223.
Consultation and subsequent site visit resulted in Noosa Community Garden formally accepting an
offer by Council for a supported relocation to Part of Lot 2 RP839623, Wallace Park Noosaville, with
a resolution being made at their Annual General Meeting on 25 August 2021.
Council officers consider this a highly positive outcome to the ongoing concerns of community
garden members.
ii) YouTurn Tiny Homes Project
Council officers have worked with YouTurn and internal stakeholders to further understand and fully
consider the feasibility of YouTurn’s request for the Tiny Homes project. The location is considered
highly advantageous given the proximity to YouTurn’s service centre and Noosa’s Social Services
Hub allowing ongoing support as needed, shared utilities and resources with YouTurn, the quiet cul
de sac position within a community precinct and good access to employment, education and public
transport. The project will act as a pilot for potentially further housing projects for YouTurn or other
community housing providers.
The proposal offers a unique opportunity to showcase an innovative Community and Council
collaborative response to an identified need for transitional housing for young people in our
community.
The relocation of the Noosa Community Garden from Earl Street Tewantin allows for better
placement of the tiny homes and reduces probable conflict between user types.
3. Strategic alignment
Council officers consider that both of these proposals strongly align with key Council and other
relevant strategies.
The proposed new purpose and tenure of Part of Lot 2 RP839623 Wallace Park Noosaville aligns
with Noosa Social Strategy key initiatives:
Improve and advocate for inclusive access to public spaces, places and services, and
Assist community groups and sporting organisations to maintain their assets.
The proposed changes to purpose and tenure of Lot 69 RP41223, Earl Street Tewantin align with
Noosa Social Strategy key initiative:
Work with government agencies, not-for-profit organisations and business sector to explore
innovative ways of tackling housing affordability.
Youth are a priority cohort under the National Housing and Homelessness Agreement (NAHA; 2018),
which is carried over into Queensland State Government strategy: “Homelessness to Housing
Strategy 2020” calling for enhanced service models and significant support from the broader
community.
4. Planning requirements
i) Part of Lot 2 RP839623
The proposed Noosa Community Garden relocation site is a section of vacant land at Wallace Park
zoned Community Facilities for Community Use. The use is consistent with a community garden.
ii) Lot 69 RP41223
Page 14 of 55
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
The proposed site of the Tiny Homes is zoned Recreation Open Space.
Relocatable homes is not a consistent use although Planning Regulations 2017, Schedule 6, Part 2,
s2(1) planning schemes are prohibited from making the following assessable development: A
material change of use of premises for a class 1 or 2 building, if the use is providing support services
and temporary accommodation for persons escaping domestic violence.
This proposed project qualifies for an exemption under Regulations 2017, Schedule 6, Part 2, s2(1).
iii) Flooding
Lot 69 RP41223 is located in an active water flow area. Whilst flood levels have not been recorded
for this land parcel, a Flood Information Certificate has indicated applicable minimum floor level for
habitable room/area which can be achieved through the tiny home design.
As the tiny homes are relocatable and have easy road access for evacuation if required, this has
been considered in YouTurn’s risk management plans and Council officers consider these plans to
be a satisfactory mitigation plan.
5. Tenure
Council Officers have recommended the following tenure arrangements:
Freehold Permit (3 years) to Noosa Community Garden Inc. over part of Lot 2 RP839623 at Wallace
Park for the purpose of relocation of the Noosa Community Garden and;
Freehold Lease (3 years) to YouTurn Ltd over Lot 69 RP41223 for the purpose of siting two (2)
prefabricated, relocatable tiny homes.
In accordance with the Local Government Regulation 2012 section 236, Council may enter into a
contract to dispose of an interest in a non-valuable asset including the granting of a lease over land
or a building without completing the tender process section 228 prescribes, if a relevant exception
applies.
Accordingly, the relevant exception is referenced in Section 236 (1) (b) (ii) whereby Council is not
required to tender of these properties as the purpose of the tenure renewals are to community
organisations. The requirement of this exception is that a relevant Council resolution is first obtained.
Previous Council Consideration
Nil.
Finance
i. Relocation of Noosa Community Garden
Council will seek external funding and labour support for the relocation of Noosa Community Garden
from Earl Street to Wallace Park. Estimates are being prepared, although costs are not expected to
exceed $20,000. Council will provide in-kind labour support and the offer of surplus materials
however a direct cash contribution will not be required.
Tenure responsibilities will be in accordance with Freehold Permit. Future stages of the Noosa
Community Garden development will be eligible for funding in the Noosa Council Community &
Environment Grants Program and other funding programs e.g. Gambling Community Benefit Fund.
Noosa Community Garden is eligible for Council’s Community Grant Program - Water Rebates.
ii. You Turn - Tiny Homes
Funding has been secured for two (2) tiny homes and associated ancillary costs through YouTurn’s
sponsorship and a major fundraising campaign “Big Hearts for Tiny Homes” launched in 2020.
YouTurn will be responsible for all maintenance and operational costs of the tiny homes and have
built in an affordable rental fee under a resident tenancy agreement which will contribute to
maintenance and improvements. YouTurn are eligible for Council’s Community Grant Program -
Water Rebates and are recipients of Council’s Three-Year Community Alliance Agreement.
Page 15 of 55
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Project Management and delivery will be the responsibility of YouTurn with Community Development
Officer as Council Liaison.
There is no expectation of financial contribution from Council for the Tiny Homes project.
Human Rights
The needs of all involved stakeholders have been considered in accordance with the requirements
of the Queensland Human Rights Act 2019. The proposed changes are seen as a positive outcome
for the priority user groups – vulnerable young people and community garden members.
Opportunities & Risks
A detailed Risk and Opportunity Assessment was undertaken in preparation of this report.
Meeting the needs of both community organisations and their members and clients supports the
creation of places and spaces that foster safety, cohesion, wellbeing and sustainable living for
everyone, including advocacy for marginalised persons with higher needs.
The relocation of the Noosa Community Garden enables the growth of the ecosystem in a
complimentary community precinct. Tiny homes for youth transitional housing contributes directly to
Council’s response to the housing crisis.
Should Council not support the relocation of Noosa Community Garden to Wallace Park, there is a
risk that the conflict between Noosa Community Garden member’s ability to undertake gardening
activities safely and vulnerable persons’ ability to access housing and support services in an
appropriate environment will be significantly escalated. This will require ongoing input from Council
officers to manage and is likely to see the demise of the community garden.
Risks associated with the garden relocation include:
External funding and support is not secured by Council to undertake the relocation as per
agreement with Noosa Community Gardens. This risk is mitigated by Community Development
Officers’ extensive network of agencies providing financial and in-kind support in place,
including Noosa Community Training Centre.
Materials and labour cost escalation; mitigated through minimising time delays between quotes
and engagement of contractors. 10% contingency will also be included in the project budget.
Time delays due to wet weather: A two week allowance for inclement weather delays is
factored into the project delivery plan. Noosa Community Gardens working group will take
responsibility for the removal, care and replanting of plants to be relocated.
There is a risk if Council approves the new land use and YouTurn cannot meet terms pursuant to
the Freehold Lease, the project could fail resulting in reputational impact to Council. As YouTurn is
a financially sound organisation with 30 years proven experience, has established support programs,
property management and risk management frameworks in place, these risks are considered to be
a low likelihood.
If Council does not support the project, it misses an opportunity to facilitate an innovative housing
pilot project which could improve the pathway for people with housing insecurity. This could result in
poorer outcomes for vulnerable young people, health and safety impacts in the community, potential
reputational/public trust impacts and economic impacts.
Consultation
Consultation has been undertaken with neighbouring businesses and residents in Hilton Terrace in
regards to the Earl Street Tiny Homes project with mainly positive feedback. The only issue of note
raised was concern over the potential impact on existing parking demand. YouTurn states that
potential tenants are likely to rely on public transport, and should a tenant have a vehicle, a parking
space will be allocated in YouTurn’s onsite car park.
Some stakeholders have raised concerns regarding the potential for more than two homes to be
located on the site and creating the perception of a relocatable home village. Council officers have
Page 16 of 55
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
been clear that two homes are considered a reasonable number for the site.
Additional parking demand with the relocation of the Noosa Community Garden to Wallace Park
precinct was considered in the identification of a suitable site. Existing precinct parking, including
overflow parking off Wallace Drive will be monitored.
Consultation with community facilities and organisations in Wallace Park Precinct has been
undertaken with an overwhelmingly positive response.
All stakeholder concerns and questions have been addressed and both projects have obtained
strong support.
External Consultation
YouTurn Youth Support Inc.
Noosa Community Garden Inc.
Rotary Club of Noosa Heads Inc.
Northern Sunshine Coast Social Services Network – 28 agencies
Noosa Community Training Centre Inc.
Oz Harvest Inc.
Neighbouring businesses – Hilton Terrace and neighbouring residence – Ernest Street
Wallace Park Precinct facility managers and community organisations
Internal Consultation
CEO Environment & Sustainable
Community Services Director Development Director
Community Development Building & Plumbing Services
Community Facilities Development Assessment
Libraries & Galleries Environmental Services
Corporate Services Director Strategic Land Use Planning
Property Infrastructure Services Director
Executive Services Director Building & Facilities
Community Engagement Civil Operations
Governance Infrastructure Planning, Design &
Delivery
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 17 of 55
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Page 18 of 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
ATTACHMENT 1
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Placement of Tiny Homes on Lot 69 RP41223, Earl Street,
Tewantin. For indicative purposes only.
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Drive ; — ;
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Proposed location of Noosa Community Garden on Part of Lot 2 RP839623
Wallace Park, Noosaville. For indicative purposes only.
Page 18 of 55Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
3 PROPOSED NEW LEASE – SHOP 8 SUNRISE NEIGHBOURHOOD SHOPPING CENTRE
Author Property Advisor – Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/Subject: 46.01 Leases
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 7 September 2021 regarding the lease of Shop 8, Sunrise
Neighbourhood Shopping Centre and:
A. Agree to enter a commercial lease of the premises to Tro Management Australia Pty Ltd, for
a ten (10) year term, as generally outlined in the report;
B. Agree to an initial rent-free period of 12 months;
C. Authorise the CEO to award up to 5 subsequent lease extensions each of 3 years, subject
to the lessee complying with the terms of the lease, and
D. Note that capital investment of up to $700,000 will be required to be considered in budget
review 2 or 3 to fund the expansion works required once a lease is finalised.
REPORT
The purpose of this report is to seek Council approval to enter into a new lease for Shop 8 - Sunrise
Neighbourhood Shopping Centre. Council owns the Centre and Shop 8 is the largest tenancy in
the Centre comprising 305m2. It has traditionally been leased as a convenience store/grocer and
is the key anchor tenancy at the Centre. In recent years the shop has been vacant which has
affected the performance of the Centre.
At Council’s April Ordinary Meeting, Council agreed to enter into a commercial lease of the
premises with Tanglewood Company Pty Ltd. Subsequently, Tanglewood provided notice that it
did seek to continue lease negotiations for Shop 8.
Colliers International (Council’s managing agent for the Centre) have continued to actively seek a
new tenant for the vacant shop and have received an offer to lease from Tro Management Australia
Pty Ltd for an IGA supermarket. The lessor’s proposed operation will require expansion of Shop 8
to approximately 500m2.
In accordance with their role as managing agent, Colliers has undertaken an assessment of the
lease proposal and supporting information as per the Tenant Assessment Criteria noted in
Attachment 1. The proposal scored highly against the criteria and Colliers notes in their opinion
‘…an IGA is an excellent fit for the Sunrise Beach Shops’.
The agreed rent achieves a fair market value in line with an independent market valuation. The
primary lease provisions proposed are as follows:
Page 19 of 55
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Lease Provision Proposal
Lessee Name: Tro Management Australia Pty Ltd
Premises: Part of Lot 8 RP901384
Annual Rent: $130,000 plus GST
Nett Lettable Area: Approximately 500m2
Indicative Commencement Date: 1 October 2022
Rent Free Period: 12 months
Initial Lease Terms: 10 years
Options to Extend: 5 x 3 years
Market Rent Reviews: At the commencement of each option.
Outgoings: Lessee is responsible for their proportionate share of outgoings for the
centre.
Permitted Use: Supermarket
Previous Council Consideration
Ordinary Meeting, 15 April 2021, Item 3, Page 8
That Council note the report by the Property Advisor – Commercial Property to the General
Committee Meeting dated 12 April 2021 regarding the lease of Shop 8, Sunrise Neighbourhood
Shopping Centre and:
A. Agree to enter a commercial lease of the premises to Tanglewood Company Pty Ltd, for a five
(5) year term, as generally outlined in the report;
B. Agree to an initial rent-free period of 6 months; and
C. Authorise the CEO to award up to 4 subsequent lease extensions each of 5 years, subject to
the lessee complying with the terms of the lease.
Finance
The annual financial return posed by the new lease commencing in October 2022 is as detailed
above. The lease will however require the expansion of the Shop 8 footprint from 305m 2 to
approximately 500m2, with Council proposed to fund the expansion works at an estimated cost of
between $650,000 and $700,000. Should Council endorse the recommendations in this report the
cost of the works will need to be considered for inclusion in budget review 2 or 3.
Comprehensive financial viability analysis has been undertaken to determine the value of Council’s
investment into expanding Shop 8. The analysis has been reviewed by the Director Corporate
Services and demonstrates positive returns for Council, with a positive net present value within 10
years and a payback period on investment of 6 years for ratepayers (applying a discount rate of
7.5%).
Tro Management Australia Pty Ltd will undertake substantial fit out works to the premises. The
proposed twelve (12) month rent free period is intended to help offset the lessee’s establishment
costs, with lease revenue to be recognised in the 2023/24 budget (i.e. from October 2023).
Risks & Opportunities
Risks
The proposed lease poses minimal risk because it seeks to re-establish an anchor commercial
tenant in the centre.
Opportunities
The lessee’s proposal demonstrates a commitment to the Centre and identifies new business and
employment opportunities. The new lease proposal will help activate the Centre and meet the
needs of the community.
Page 20 of 55
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Consultation
External Consultation - Community & Stakeholder
Colliers International Sunshine Coast
Savills Valuations Pty Ltd
Internal Consultation
Director Corporate Services
Property Manager
Finance Manager
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development x 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
Page 21 of 55
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Attachment 1
Page 22 of 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Attachment 1
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788 Colliers
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au MOB +61 468 495 640
EMAIL [email protected]
12 August 2021
Robyn Mercer
Noosa Council (Commercial Property)
PO Box 141
TEWANTIN QLD 4565
Dear Robyn
Re: Application of Tro Management Australia Pty Ltd (Todd O'Reilly trading as IGA)
Thank you for the privilege of allowing us to assist with your tenant search for the 2 Grasstree
Court (Sunrise Beach Shops). It is the view of Colliers Sunshine Coast that the successful placement
of IGA operated by Todd O'Reilly will be a key milestone in Noosa Council's strategic objective of
re-activating the complex. This letter outlines the process that was followed to procure O'Reilly
IGA in addition to our assessment of O'Reilly IGA as a potential tenant for the complex.
Procurement Process
Colliers International (Sunshine Coast) followed the procurement processes required of Council, in
addition to generally accepted methods of advertising online and approaching potentially suitable
tenants within our own database. The below table outlines the timeframes surrounding the tenant
procurement.
Procurement Timeline
Pre November 2019 Property had been advertised with other commercial leasing agents.
15 November 2019 to Publicly advertised online via major commercial real estate websites:
current e Realcommercial.com.au
e Commercialrealestate.com.au
e Colliers.com.au
10 December 2019 Publicly Advertised in Noosa News (1/4 page advert.). See Annexure A.
2 December 2019 to Discussions with several potential users over the leasing period
26 February 2021
26 February 2021 to April Agreed terms with Tanglewood and presented proposal for Council's
2021 consideration. Council agreed to support the proposal.
April 2021 to June 2021 Tanglewood changed their position and terms.
June 2021 to July 2021 e Tanglewood advised they were no longer interested in the
opportunity.
e Received offers from Metcash on behalf of a Sunshine Coast based
IGA operator and Todd O'Reilly another Sunshine Coast based IGA
operator.
Accelerating success. —————
Colliers International (Sunshine Coast) Pty Ltd | ABN 73 599 247 155
Page 22 of 55Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Page 23 of 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Colliers
Negotiated further with Todd O'Reilly and agreed on principal terms.
July 2021 to August 2021 Multiple follow ups made with Metcash with no return correspondence
- assumed no further interest.
9 August 2020 Submitted application for Todd O'Reilly (IGA).
Tenant Overview: Tro Management Australia Pty Ltd (Todd O'Reilly trading as IGA)
IGA is an Australian chain of supermarkets owned by Metcash with individual stores independently
owned. Todd O'Reilly has extensive experience owning and operating IGA supermarkets on the
Sunshine Coast with stores in Little Mountain, Mooloolaba and Chancellor Park.
Tenant Assessment Criteria
Commercial Terms 19/20 The commercial lease terms offered by Todd O'Reilly
are reflective of the asking terms. The “rent free
incentive” is below market in a post covid
environment.
Business Track Record 19/20 Todd and his family have successfully run multiple IGA
stores across the Sunshine Coast. Todd has an
accounting background which has helped him achieve
a strong trade across his stores.
Capability and Resources 18/20 Based on an asset and liability statement provided and
a recommendation from Thomas Brown (previously
the business development manager at Metcash), we
are confident that Todd will be able to meet the
financial obligations of the lease.
Suitability & Compatibility 17/20 IGA Sunrise Beach will be backed by a _ national
company and run by a local resident on the Sunshine
Coast. IGA will support local suppliers, brands and
other businesses. IGA Sunrise Beach is set to attract
large volumes of patrons to the complex and fill a gap
in the market.
Contribution to Local 20/20 In addition to working with other local business, IGA
Economy Sunrise Beach will be providing the surrounding
catchment areas with the opportunity to shop for
fresh produce as well as activating Sunrise Beach
Shops, strengthening the trade for existing businesses
in the complex.
Total Assessment 93/100 It is the opinion of Colliers that Todd O'Reilly (IGA) is an
excellent fit for the Sunrise Beach Shops.
Accelerating success. —————
2
Page 23 of 55Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Page 24 of 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Ory liTSas
Conclusion
We again thank you for the opportunity to work alongside Noosa Council to find a suitable tenant
for the Sunrise Shops. Having followed the Council's due process and having assessed the potential
tenant against the Council's criteria, we strongly support the application of Todd O'Reilly (IGA) and
can be called upon anytime to provide further feedback.
Yours sincerely
Colliers
BZ
Jesse Howitt
Executive - Commercial Sales & Leasing
Mobile: 0468 495 640
Accelerating success. —————
3
Page 24 of 55Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Page 25 of 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Colliers
Annexure A -
Newspaper advertisement image:
Accelerating success. OTS
Reach more people - better results faster
COMMERCIAL TENANCIES FOR LEASE
FOR LEASE
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Jesse Howitt 0468 495 640
colliers.com.au
Accelerating success. —————
4
Page 25 of 55Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
6 REPORTS FOR NOTING BY THE COMMITTEE
4 NOOSA AQUATIC CENTRE (NAC) – FULL YEAR REPORT TO 30 JUNE 2021
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services Department
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 September 2021, providing an end of year update on the
activities of the Noosa Aquatic Centre for the 2020/21 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Aquatic Centre’s (NAC) activities
for the financial year ending 30 June 2021.
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 to
improve revenue through innovative and entrepreneurial approaches, whilst minimising operational
costs.
It is important to note that Covid-19, its associated operating restrictions and the general
uncertainty around how facilities would be able to operate throughout the year had a significant
impact on the reported financial performance of all of Council’s community facilities in 2020/21. A
large component of this impact related to the difficulty of setting accurate budgets prior to the
commencement of the year, given the high level of operating uncertainty at the time. Despite
making some budget adjustments following completion of the third quarter there was ultimately still
a level of variability between budgeted and actual financial performance. Given this situation it may
be more meaningful to gauge the year’s performance by comparing to previous years’ results than
against budget.
Page 26 of 55
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
NAC interim financial performance as at end of financial year 30 June 2021.
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 929,614 1,559,614 1,826,947 117.1% 267,333
Total Expenditure 2,590,457 2,775,757 2,918,645 105.1% (142,888)
Net Result - Surplus/(Deficit) (1,660,843) (1,216,143) (1,091,698) 124,445
Total Revenue 929,614 1,559,614 1,826,947 117.1% 267,333
Direct Costs (Controllable)
Employee Benefits 1,112,265 1,222,265 1,325,374 108.4% (103,108)
Finance Costs 0 0 8 100.0% (8)
Materials & Services 609,444 684,744 731,498 106.8% (46,755)
Other Expenses 1,087 1,087 1,103 101.5% (17)
Subtotal Direct Costs (Controllable) 1,722,796 1,908,096 2,057,984 107.9% (149,888)
Operating Surplus/Deficit (793,181) (348,481) (231,036) 417,221
Indirect Costs (Corporate)
Depreciation & Amortization 239,018 239,018 239,018 100.0% 0
Internal Charges 628,644 628,644 621,644 98.9% 7,000
Subtotal Indirect Costs (Corporate) 867,662 867,662 860,662 99.2% 7,000
Net Result - Surplus/(Deficit) (1,660,843) (1,216,143) (1,091,698) 124,445
*Please note figures are interim financial results only as final figures were not available at the time
of compiling this report.
Noosa Aquatic Centre
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
(500,000)
(1,000,000)
(1,500,000)
2020-21 2020-21
YTD YTD
Budget Actuals
Page 27 of 55
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
End of year performance against budget shows revenue up 17%, while expenditure was over
budget by 5%. Overall, the centre finished $124k ahead of the net budgeted position, a strong
result given the impact and uncertainties of Covid-19.
The NAC was quite fortunate to not suffer significantly from Covid-related patron density limits
throughout the year thanks largely to the outdoor nature of the facility. That said, there were brief
periods of low visitation numbers due to shutdowns or restrictions on people being able to visit if
they’d recently been in hot spots.
All revenue streams performed strongly against budget, particularly learn to swim revenue,
however, a comparison to previous years’ performance paints a more meaningful picture. In this
regard, revenue performance was broadly in line with a three-year average across 2016/17 to
2018/19. Total revenue was just 1% below the average and while there were other small variances,
most weren’t of material concern.
Lease revenue (café) was down 57% against the average as rent-free periods were granted to
help the lessee continue to operate during our quietest periods early in the year. Admission fees
were also down but most of this related to a shift in business models where the NAC now collects
junior squad revenue directly (via the squad revenue budget line) but does not separately levy a
casual entry charge for participants, as used to be the case. Admission fees revenue has also
been impacted as more people access the centre via memberships, with this revenue instead
showing up in group fitness, squad and gym revenue.
Expenditure finished the year approximately $143k over budget which was more indicative of
inaccurate budgets rather than true overspends. When comparing results to the previously
referenced three-year average there were few material variances to report. Employee costs were
up 12% on the three-year average however this is unsurprising given the compounding effect of
pay rises over time and the additional labour required this year to administer and enforce Covid-
19 restrictions and cleaning requirements.
The snapshot of historical performance below shows that the net operating result for the NAC has
worsened a little over recent years. This is no big surprise given the disruption of Covid-19 and
increased competition in this time (St Andrew’s pool), however the team will continue to work hard
to minimise the operational cost of the facility over coming years. While revenue growth appears
to have plateaued, operational expenses (largely labour) have continued to increase and this is
the main cause of financial performance deteriorating somewhat.
Page 28 of 55
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
NAC historical financial performance – 2016/17 to 2020/21
2016/17 2017/18 2018/19 2019/20 2020/21
Revenue actuals actuals actuals actuals actuals
40023 - Miscellaneous Fees & Charges 14,038 13,139 11,194 0 0
40029 - Rent Revenue 13,500 13,025 13,325 13,438 13,658
40034 - Lease Revenue 61,141 65,184 53,778 30,179 25,497
41153 - Admission Fees 494,139 513,250 482,124 314,052 430,194
42020 - Other - Sales - Retail 180,613 174,294 166,958 117,582 201,072
42072 - Learn to Swim Revenue 689,854 703,645 654,846 397,857 654,694
42073 - Squad Revenue 97,859 111,889 126,583 72,593 184,156
42074 - Group Fitness Revenue 138,818 154,386 154,228 104,871 160,451
42075 - Gym Revenue 106,612 147,772 155,362 98,643 150,258
42076 - Creche Revenue 9,508 8,969 7,603 5,474 6,968
1,806,082 1,905,552 1,826,002 1,154,689 1,826,947
Controllable expenses
6EX01 - Employee Benefits 1,157,384 1,181,757 1,214,416 1,046,812 1,325,374
6EX02 - Finance Costs 0 (268) (118) 10,645 8
6EX03 - Materials & Services 793,850 701,009 738,792 562,948 731,498
6EX06 - Other Expenses 990 1,024 1,060 1,084 1,103
1,952,224 1,883,522 1,954,151 1,621,488 2,057,984
Net operating result (146,143) 22,030 (128,149) (466,800) (231,036)
Uncontrollable expenses
6EX04 - Depreciation & Amortization 192,724 228,237 231,689 236,922 239,018
6EX12 - Internal Charges 448,309 646,462 584,076 640,418 621,644
641,033 874,698 815,765 877,340 860,662
Total operating result (787,176) (852,669) (943,914) (1,344,140) (1,091,698)
2. CUSTOMERS
The NAC recorded 232,074 attendances for the year which was a 45% increase on the previous
year’s Covid-affected figure of 159,721. Pleasingly this result was just 3.6% less than the centre’s
last full year of operation in 2018/19. This demonstrates that patrons are largely keen to maintain
their lifestyle and fitness regimes despite recurring operating disruptions.
Traditionally the NAC has had limited lane availability during peak times, although this wasn’t as
big an issue this year due to the Covid-19 restrictions and disruptions. Demand for space will
continue to be managed carefully as the centre returns to more typical utilisation levels. The St
Andrew’s pool continues to alleviate some pressure on space as select activities, including some
water polo sessions, shift away from the NAC.
Page 29 of 55
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
NAC annual attendance comparison
300,000
245,308 242,922 240,893
250,000 235,037 232,074
200,000
159,721
150,000
100,000
50,000
0
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
NAC annual cost per visit comparison
$9.00 $8.42
$8.00
$7.00
$6.00
$5.00 $4.70
$3.92
$4.00 $3.51
$3.18
$2.92
$3.00
$2.00
$1.00
$1.00 $0.57 $0.53
-$0.09
$0.00
2016/17 2017/18 2018/19 2019/20 2020/21
-$1.00
Operating cost per visit Total cost per visit
Tracking the cost per visit, both for operational cost (exclusive of depreciation and internal charges)
and total cost, can be an effective way to gauge efficiency of service delivery over time. The above
chart clearly shows the impact of reduced attendance on this metric over the past two Covid-
affected years.
3. STAFFING
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.
Page 30 of 55
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Staff have worked well together throughout the year, ensuring Covid-19 systems and requirements
are upheld and have liaised closely with patrons and clients on the implications of the various
restrictions and lockdowns. Staff have been particularly grateful for the support Council has shown
them via the provision of pandemic leave and redeployment opportunities throughout Covid
shutdowns.
There are no further staffing issues of significance to report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
The NAC’s current software system has some limitations and we are investigating a more
contemporary system that will allow for enhanced communication, flexibility and patron
interface. We anticipate shifting at some point in 2022.
The original main switchboard that was installed in 1999 has reached the end of its useful
life and will be replaced with a modern equivalent in September. This will result in a multi-
day shutdown in order to allow for the safe disconnection of the current switchboard and
installation of the new one.
The lease for the onsite café was tendered and awarded in 2021. The café operator is doing
a great job and the high quality of their offering is appreciated by patrons.
The NAC continues to trial in-house coordination of the junior squad program following the
voluntary departure of the previous contract holders in 2020. The program is performing well
so far but management are yet to determine the best long-term operating model.
A series of promotional videos were filmed, highlighting the variety of services the NAC
provides to the community. The videos will be uploaded on the website and used for social
media campaigns in the near future.
5. FUTURE DIRECTION
Similar to last year, the focus of the new financial year will continue to be on safely operating in
line with the various Covid-19 requirements and restrictions. While the team would love to see
utilisation levels grow to new highs, this must be done in a way that ensures staff and patron safety.
Given the program’s size and significance, the NAC has completed preliminary works to aid the
development of a strategy to guide the learn to swim program over the coming years. The program
has consistently performed to a high standard and is well regarded in the industry, however, the
team are keen to determine ways to stay ahead of the curve and ensure it remains a highly
successful program.
In addition, the NAC is to undertake a master planning process to ensure we continue to search
for ways to be even better and to provide the community with a facility that continues to adapt to
meet the changing ways in which our community recreates. While it was hoped that this piece of
work would have been completed by now, internal resourcing limitations have prevented that from
occurring. In the interim the NAC will continue to seek funding opportunities for the conceptualised
family change space and a standalone multipurpose room for group fitness programing and use
by a variety of associated key user and community groups.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of the NAC’s day-to-day operations. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to the
NAC in the form of staff and patron safety and financial performance of the centre. Management
will continue to do all they can to effectively balance service provision and safety by operating
within the parameters set by State and Federal governments and departments, and those
endorsed by Council’s own internal COVID-19 taskforce.
Page 31 of 55
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 32 of 55
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
5 NOOSA COMMUNITY SUPPORT (NCS) – FULL YEAR REPORT TO 30 JUNE 2021
Author Noosa Community Support Coordinator, Linda Wylie
Community Services Department
Index ECM/ Subject/ 1.05 Community Support Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Community Support Coordinator to the Services &
Organisation Committee meeting dated 7 September 2021, providing an update on the activities
of Noosa Community Support for the 2020/21 financial year.
REPORT
The purpose of this report is to advise Councillors of Noosa Community Support (NCS) activities
for the financial year ending 30 June 2021.
NCS receives funding from the Department of Health - Commonwealth Home Support Programme
(CHSP) to provide a broad range of entry-level services to assist frail older people aged 65 years
and over (50 years and over for Aboriginal and Torres Strait Islander people) who have functional
limitations (including cognitive), to remain living independently at home and in their community.
CHSP services are:
domestic assistance
social support - individual
allied health care
personal care
social support – groups
wellness and reablement groups
flexible respite
centre based day respite
counselling /support, information and advocacy
transport
home maintenance
minor home modifications
goods, equipment and assistive technology.
NCS also receives funding from the Department of Housing and Public Works for the Home Assist
Secure (HAS) program to provide the following services to people aged 60 years and over or who
have a disability and hold a current pensioner concession card:
information and referrals regarding health and wellbeing, home safety and security
home maintenance
minor home modifications
Page 33 of 55
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
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, whilst minimising operational costs.
NCS operates under funding agreements with both the State and Federal governments. The
requirements of the various funding agreements dictate that NCS should aim to perform to a ‘zero
bottom line’ standard, i.e. that all funding received should be fully expended on relevant programs
and services.
As per last year, while Covid-19 had a major impact on the team’s operations and their ability to
deliver certain services, this didn’t translate to a reduction in revenue because of the nature of the
bulk funding agreements in place at NCS. Funding bodies again advised of their willingness to be
flexible in how funding was expended during Covid-19.
NCS finished the year with a reported actual surplus of nearly $51k, however, it is expected that
this will reduce as year-end figures continue to be finalised. While revenue was down on budget
by $130k due to a reduction in fees and charges as a result of restricted programming, this was
fully offset by $202k of expenditure savings. Expenditure savings were realised in employee costs
and contractor services, again mainly as a result of restricted programming.
NCS interim financial performance as at 30 June 2021
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 2,635,171 2,764,741 2,634,594 95.3% (130,148)
Total Expenditure 2,635,171 2,786,020 2,583,182 92.7% 202,838
Net Result - Surplus/(Deficit) 0 (21,278) 51,411 72,690
Total Revenue 2,635,171 2,764,741 2,634,594 95.3% (130,148)
Direct Costs (Controllable)
Employee Benefits 1,520,099 1,520,099 1,457,629 95.9% 62,470
Finance Costs 0 0 5,723 100.0% (5,723)
Materials & Services 610,269 761,117 626,440 82.3% 134,678
Other Expenses 541 541 549 101.5% (8)
Subtotal Direct Costs (Controllable) 2,130,909 2,281,758 2,090,341 91.6% 191,417
Operating Surplus/Deficit 504,262 482,984 544,253 (321,565)
Indirect Costs (Corporate)
Depreciation & Amortization 34,642 34,642 34,642 100.0% 0
Internal Charges 469,620 469,620 458,199 97.6% 11,420
Subtotal Indirect Costs (Corporate) 504,262 504,262 492,842 97.7% 11,420
Net Result - Surplus/(Deficit) 0 (21,278) 51,411 72,690
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Page 34 of 55
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Noosa Community Support
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
(500,000)
2020-21 2020-21
YTD YTD
Budget Actuals
2. CUSTOMERS
Commonwealth Home Support Program YTD Outputs
1 July 2020 to 30 June 2021
Service Services provided
Allied Health Care 531
Social Support - Group 6,562
Telephone welfare checks During COVID 2,212
Welfare visits During COVID 87
Zoom exercise classes During COVID 220
Goods & Assistive Technology Aids 20
Domestic Assistance 2,892
Home Maintenance 1,909
Home Modification 221
Personal Care 1,220
Flexible Respite 240
Centre based day respite 118
Social support - Individual 2,261
Transport 7,804
Total 26,297
The above services (excluding welfare checks and zoom classes) delivered a total of 37,123 hours
of service to NCS CHSP clients during this period. Welfare telephone calls and visits ranged from
15 minutes to 2.5 hours, depending on the needs of the client.
Page 35 of 55
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Noosa Home Assist Summary YTD Outputs
1 July 2020 to 30 June 2021
Information & Referral Services provided
Total clients received info & referral 1,361
Home Maintenance/Minor Modifications
HAS output hours 3,103
The above services delivered a total of 3,900 hours of service to clients through Noosa Home
Assist Secure during this period.
3. STAFFING
A number of staff changes occurred during the year which gave the team the opportunity to
continue to streamline the structure and ensure staff skillsets are utilised as effectively as possible.
Group activities across NCS have operated intermittently between Covid-19 outbreaks and
subsequent restrictions. All other services continued and in some cases, grew, albeit with some
modifications to ensure staff and client safety. Staff who would normally deliver group activities
were reassigned to other NCS tasks and as such did not see a material drop in hours during Covid-
19.
There are no further staffing issues of significance to report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Whilst group activities were restricted due to Covid-19, our clients continued to receive
services during their isolation (home visits, telephone welfare checks, home delivery of
shopping and other supplies).
It was business as usual for Home Assist Secure and transport services, and in fact the
demand for these services increased.
Dementia-specific activities and services continue to be provided for our respite clients.
All staff and volunteers have been trained in infection control and have adequate access to
personal protective equipment (PPE) to help manage the risks of Covid-19.
All guidelines and procedures have been updated to allow for appropriate Covid-19 safety
measures.
An operational review of the Home Assist Secure service model and structure has been
finalised and guidelines and procedures have been updated and implemented accordingly.
NCS continues to work closely with Council’s Community Development team. Additional
Ageing Well Noosa fitness classes have been introduced in Cooroy, Pomona, Cooran,
Noosaville (Noosa Leisure Centre), Tewantin Pool and Peregian Beach. These classes are
very popular and provide significant benefit to attendees.
Recommendations from the Royal Commission into Aged Care are being addressed to
ensure NCS achieves ongoing compliance.
CHSP funding will be extended through to June 2023, however the format of the funding may
change somewhat (there is a proposed shift to a payment in arrears funding model). Beyond
June 2023 there is a proposed new funding model called ‘Support at Home’ which NCS is
currently investigating to determine how we can remain competitive within a changed funding
landscape. CHSP funding comprises approximately 86% of total funding for NCS; HAS
funding currently runs through to June 2023.
5. FUTURE DIRECTION
NCS will continue to work closely with Carers Gateway who provide financial and emotional
support to carers. NCS has provided a counselling room to be used by a Carers Gateway
social worker and counsellor. The impact of Covid-19 on carers has become highly evident
Page 36 of 55
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
of late and more support for carers is one of the recommendations from the Royal
Commission report.
The local Parkinson’s Queensland support group have recently begun utilising the centre for
their monthly meetings and social events and this mutually beneficial partnership will
continue on in 2021/22.
NCS will continue to collaborate with various Council teams and facilities to develop and
implement innovative activities aimed at increasing the wellness of Noosa’s senior residents.
Operations will continue to be streamlined and refined.
Future improvements to the Centre to further enhance quality service provision for clients will
be considered.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of the day-to-day operations at NCS. However, it
should be noted that the ongoing Covid-19 pandemic presents significant operational risk to NCS
in the form of staff and client safety. Management will continue to do all they can to effectively
balance service provision and safety by operating within the parameters set by State and Federal
governments and departments, and those endorsed by Council’s own internal Covid-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services.
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 37 of 55
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
6 NOOSA LEISURE CENTRE (NLC) – FULL YEAR REPORT TO 30 JUNE 2021
Author Noosa Leisure Centre Coordinator, Cathy Simon
Community Services Department
Index ECM /Subject / 72.03 Noosa Leisure Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Leisure Centre Coordinator to the Services &
Organisation Committee meeting dated 7 September 2021, providing an update on the activities
of the Noosa Leisure Centre for the 2020/21 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities
for the year ending 30 June 2021.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, pickleball, kids’
playroom, group fitness classes, indoor rock climbing, corporate training, including Council
programs and school sessions, special events and venue hire. Meeting and conference rooms are
also available for hire. The indoor rock climbing wall is managed by an external contractor.
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 to
improve revenue through innovative and entrepreneurial approaches, whilst minimising operational
costs.
It is important to note that Covid-19, its associated operating restrictions and the general
uncertainty around how facilities would be able to operate throughout the year had a significant
impact on the reported financial performance of all of Council’s community facilities in 2020/21. A
large component of this impact related to the difficulty of setting accurate budgets prior to the
commencement of the year, given the high level of operating uncertainty at the time. Despite
making some budget adjustments following completion of the third quarter there was ultimately still
a level of variability between budgeted and actual financial performance. Given this situation it may
be more meaningful to gauge the year’s performance by comparing to previous years’ results than
against budget.
NLC interim financial performance as at 30 June 2021
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 313,698 475,698 555,997 116.9% 80,299
Total Expenditure 1,069,419 1,083,419 1,127,210 104.0% (43,791)
Net Result - Surplus/(Deficit) (755,721) (607,721) (571,213) 36,509
Page 38 of 55
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 313,698 475,698 555,997 116.9% 80,299
Direct Costs (Controllable)
Employee Benefits 444,212 458,212 472,183 103.0% (13,971)
Finance Costs 0 0 (11,930) 100.0% 11,930
Materials & Services 296,517 296,517 340,259 114.8% (43,743)
Other Expenses 3,207 3,207 3,257 101.5% (50)
Subtotal Direct Costs (Controllable) 743,936 757,936 803,770 106.0% (45,834)
Operating Surplus/Deficit (430,238) (282,238) (247,772) 126,133
Indirect Costs (Corporate)
Depreciation & Amortization 89,044 89,044 89,044 100.0% 0
Internal Charges 236,439 236,439 234,396 99.1% 2,043
Subtotal Indirect Costs (Corporate) 325,484 325,484 323,440 99.4% 2,043
Net Result - Surplus/(Deficit) (755,721) (607,721) (571,213) 36,509
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Noosa Leisure Centre
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
(200,000) Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
(400,000)
(600,000)
(800,000)
2020-21 2020-21
YTD… YTD…
End of year performance against budget shows revenue up 17%, while expenditure was over
budget by 4%. Overall, the centre finished $36k ahead of the net budgeted position, a strong result
given the impact and uncertainties of Covid-19.
NLC operated with quite restrictive patron density limits in place throughout the first quarter but
was largely able to operate as per normal thereafter. That said, there were brief periods of low
visitation numbers due to shutdowns or restrictions on people being able to visit if they’d recently
been in hot spots.
All revenue streams performed strongly against budget, particularly group fitness revenue,
however, a comparison to previous years’ performance paints a more meaningful picture. When
Page 39 of 55
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
compared to the three-year average across 2016/17 to 2018/19, venue hire was down 18%, food
(café) sales down 22%, retail down 10% and crèche down 52%. This underperformance points to
a structural shift in consumers’ usage patterns since Covid-19 emerged and it is expected that we
will continue to see underperformance in these areas moving forward.
Pleasingly, NLC saw very strong revenue performance from the group fitness program which
produced revenue of $221k, roughly $70k or 47% higher than the three-year average. Sports
program revenue also performed well, up 17% on the three-year average. The group fitness
program has continued its impressive growth trajectory over recent years and NLC’s evolving
offering is clearly being well received by locals who are keen to exercise and connect with each
other. It’s a similar story for sports program revenue, with strong performance in this category
thanks to growing participation in stadium sports such as pickleball and badminton, as well as
others. Both group fitness and sports programs benefit from membership revenue and have been
beneficiaries of more patrons choosing to utilise NLC’s services via a membership instead of as a
casual user or visit pass holder.
Expenditure finished the year approximately $44k over budget which was more indicative of
inaccurate budgets rather than true overspends. When comparing results to the previously
referenced three-year average there were few material variances to report. Employee costs were
up 10% on the three-year average, however, this is unsurprising given the compounding effect of
pay rises, growth in group fitness labour and expanded weekend operating hours over this time.
The snapshot of historical performance below shows that the net operating result for NLC has
remained relatively consistent over recent years. This is particularly pleasing given the impacts of
Covid-19 over the past two years and the negative structural changes we’re seeing to revenue
streams such as venue hire and café sales.
NLC historical financial performance – 2016/17 to 2020/21
2016/17 2017/18 2018/19 2019/20 2020/21
Revenue actuals actuals actuals actuals actuals
40023 - Miscellaneous Fees & Charges 0 0 0 0 0
41103 - Other - Sales - Bar & Kiosk Sales 0 0 0 0 0
41154 - Venue Hire 159,382 174,028 174,233 125,455 139,362
42019 - Other - Sales - Food 177,777 180,011 177,696 131,115 138,806
42020 - Other - Sales - Retail 563 7,165 4,181 3,948 3,564
42074 - Group Fitness Revenue 118,451 146,775 185,424 161,104 221,021
42076 - Creche Revenue 9,712 8,704 8,253 4,964 4,258
42077 - Kids Playroom Revenue 17,198 21,507 22,895 13,623 20,957
42078 - Sports Program Revenue 20,234 25,587 25,927 23,250 28,029
49030 - Internal Recoveries - Catering 0 0 0 0 0
503,318 563,776 598,607 463,459 555,997
Controllable expenses
6EX01 - Employee Benefits 413,875 427,629 446,174 413,505 472,183
6EX02 - Finance Costs 1,174 (851) (220) (187) (11,930)
6EX03 - Materials & Services 329,676 341,621 369,887 293,039 340,259
6EX06 - Other Expenses 2,921 3,023 3,129 2,985 3,257
747,646 771,423 818,970 709,343 803,770
Net operating result (244,327) (207,646) (220,362) (245,884) (247,772)
Uncontrollable expenses
6EX04 - Depreciation & Amortization 74,755 84,767 84,767 88,938 89,044
6EX12 - Internal Charges 147,793 304,066 213,217 224,039 234,396
222,548 388,833 297,984 312,977 323,440
Total operating result (466,875) (596,479) (518,347) (558,861) (571,213)
Page 40 of 55
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
2. CUSTOMERS
NLC recorded 80,898 attendances for the year, up 10% on the previous year’s total of 73,470
(noting that 2019/20 was more heavily impacted by Covid-19 shutdowns and restrictions). Covid-
19 restrictions continue to have a large impact on NLC’s visitation numbers, particularly as limited
spectators are permitted to watch sporting groups and children’s activities. Additionally, a reduction
in venue hire bookings and café visits impacted the overall attendance figures for the year.
Although the era of hosting large events at NLC seems to have ended for now, it was pleasing to
see the return of Rotary Noosa Daybreak’s annual charity event, Bookfest, following the
cancellation of last year’s event due to Covid-19.
NLC annual attendance comparison
140,000
127,580
120,000
109,108
101,877
100,000 89,840
80,898
80,000 73,470
60,000
40,000
20,000
0
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Tracking the cost per visit, both for operational cost (exclusive of depreciation and internal charges)
and total cost, can be an effective way to gauge efficiency of service delivery over time. The below
chart clearly shows the impact of reduced attendance on this metric over the past two Covid-
affected years.
NLC annual cost per visit comparison
$8.00 $7.61
$7.06
$7.00
$6.00 $5.46
$5.30
$5.00 $4.54
$4.06
$4.00 $3.35
$3.06
$2.81
$3.00 $2.36
$1.90 $1.72
$2.00
$1.00
$0.00
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Operating cost per visit Total cost per visit
Page 41 of 55
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
3. STAFFING
NLC has one full-time staff member (NLC Coordinator) and approximately 15 casual staff.
Staff have worked well together throughout the year, ensuring Covid-19 systems and requirements
are upheld and have liaised closely with patrons and clients on the implications of the various
restrictions and lockdowns. Staff have been particularly grateful for the support Council has shown
them via the provision of pandemic leave and redeployment opportunities throughout Covid
shutdowns.
There are no further staffing issues of significance to report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
With the assistance of Council’s Covid-19 Taskforce and the Queensland Ambulance
Service, NLC was activated as a temporary Covid-19 testing site in January for just under
two weeks. While the stadium was used for the entry and exit of participants being tested,
the facility was able to continue running some non-stadium programs during this time.
To improve awareness of NLC all year round, a promotional video was filmed, highlighting
the multiple services NLC provides for the community. The videos will be uploaded on the
website and used for social media campaigns in the near future.
In an effort to improve lighting in the car parks and pathways throughout the Wallace Park
Precinct, an upgrade of the LED lights throughout the precinct is in progress. Not only will
the improved lighting benefit our participants who attend evening programs, it will also
provide extra security and comfort to evacuees when the facility is utilised for emergency
evacuation purposes. Funding has been secured through the 2019 Queensland Bushfires –
DRFA Category D funding program.
Completion of a number of planned maintenance projects including:
- Installation of covers over stadium exhaust fans to prevent water ingress onto stadium
floors, particularly during wild weather events.
- Upgrade of ageing and faulty stadium scoreboard in Court 2.
An upgrade to the upstairs meeting room was also completed, which included new carpet,
bench, sink and cupboards and a more energy efficient air conditioning system.
5. FUTURE DIRECTION
Safe management of the facility in line with Covid-19 restrictions and rebuilding of the
centre’s customer and revenue base.
Continue to monitor and review attendance numbers for NLC programs to ensure programs
continue to represent a viable ongoing offering.
Upgrade of faulting scoreboard on Court 1.
Complete strategic planning for the facility, including the development of a ‘current state of
affairs’ report which will look to kick-start the thinking around the long-term development of
the centre.
Continued enhancements to the centre’s aesthetics.
Upgrade of current Links centre management software to allow for enhanced online
offerings, as well as a more reliable in-house experience for staff.
A review of the current usage arrangements with long-term hirers.
Previous Council Consideration
Nil.
Page 42 of 55
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of NLC’s day-to-day operations. However, it should
be noted that the ongoing Covid-19 pandemic presents significant operational risk to NLC in the
form of staff and patron safety and financial performance of the centre. Management will continue
to do all they can to effectively balance service provision and safety by operating within the
parameters set by State and Federal governments and departments, and those endorsed by
Council’s own internal Covid-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 43 of 55
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
7 THE J – FULL YEAR REPORT TO 30 JUNE 2021
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM/ Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by The J & Bicentennial Community Centre Coordinator to the Services
& Organisation Committee meeting dated 7 September 2021, providing an update on the activities
of The J for the 2020/21 financial year.
REPORT
The purpose of this report is to advise Councillors of The J’s activities for the financial year ending
30 June 2021.
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances and live entertainment. It is also home to current tenants the University of
the Sunshine Coast (who will cease their lease agreement on 31 December 2021) and Noosa
Community Radio.
The J is the venue of choice for a number of community groups including Community Solutions,
Sunshine Coast Youth Justice, STEPS, Noosa Chorale, Alliance Françoise, Noosa Alive, Hillsong
Church, USC–CIDSEL, Noosa Music Society, Noosa Film Society, and numerous school and
commercial dance/theatre groups who conduct a range of youth activities, performances, awards
and presentation ceremonies.
The J’s theatre/auditorium capacity sits at 402 (including portable mezzanine seating for 64). The
mezzanine area continues to be regularly utilised by hirers to extend theatre capacity or as a
separate meeting space for up to 50 people. The J also offers a combination of additional flexible
meeting spaces, conference rooms and facilities for hire which are complemented by covered
outdoor areas and stylish open foyers.
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 to improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
It is important to note that Covid-19, its associated operating restrictions and the general uncertainty
around how facilities would be able to operate throughout the year had a significant impact on the
reported financial performance of all of Council’s community facilities in 2020/21. A large component
of this impact related to the difficulty of setting accurate budgets prior to the commencement of the
year, given the high level of operating uncertainty at the time. That said, The J was also
disproportionately affected by operating restrictions in comparison to other facilities. Given this
situation it may be more meaningful to gauge the year’s performance by comparing to previous
years’ results than against budget.
Page 44 of 55
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
The J interim financial performance as at 30 June 2021
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 362,792 362,792 407,220 112.2% 44,428
Total Expenditure 1,272,604 1,272,604 1,249,500 98.2% 23,105
Net Result - Surplus/(Deficit) (909,812) (909,812) (842,279) 67,533
Total Revenue 362,792 362,792 407,220 112.2% 44,428
Direct Costs (Controllable)
Employee Benefits 422,707 422,707 431,660 102.1% (8,952)
Finance Costs 0 0 36 100.0% (36)
Materials & Services 306,739 306,739 284,678 92.8% 22,061
Other Expenses 1,087 1,087 1,103 101.5% (17)
Subtotal Direct Costs (Controllable) 730,533 730,533 717,477 98.2% 13,055
Operating Surplus/Deficit (367,741) (367,741) (310,257) 31,373
Indirect Costs (Corporate)
Depreciation & Amortization 267,185 267,185 267,185 100.0% 0
Internal Charges 274,887 274,887 264,837 96.3% 10,050
Subtotal Indirect Costs (Corporate) 542,072 542,072 532,022 98.1% 10,050
Net Result - Surplus/(Deficit) (909,812) (909,812) (842,279) 67,533
*Please note figures are interim financial results only as final figures were not available at the time
of compiling this report.
The J Community Centre
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Net Result -
(500,000) Surplus/(Deficit)
(1,000,000)
(1,500,000)
2020-21 2020-21
YTD… YTD…
The J’s financial result was considerably impacted by ongoing Covid-19 operating restrictions which
effectively rendered the venue inoperable for the first half of the year. The centre largely lost all ability
to generate revenue throughout this period and was also required to issue a number of refunds to
customers and hirers for cancelled bookings. The second half of the year resembled something
closer to a normal operating period and was at times very busy as rescheduled performances were
slotted in amongst pre-existing bookings. A real highlight during this time was selling out five Kitty
Flanagan performances!
Page 45 of 55
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
By end of year, revenue was 12% ahead of budget, while expenditure was roughly 2% below budget.
Overall, the centre finished $67k ahead of the net budgeted position, a strong result given the
significant impact and uncertainties of Covid-19.
All revenue streams performed strongly against budget, however, a comparison to previous years’
performance paints a more meaningful picture. When compared to the three-year average across
2016/17 to 2018/19, revenue performance as a whole was down around 38%, with that level of
reduction fairly consistent across most revenue streams. The one exception was lease revenue
which was down only 10% on the average as a majority of rental payments were made in line with
budget throughout the year.
Expenditure finished the year broadly in line with budget expectations. When compared to three-
year averages, materials and services costs tracked roughly 31% under the three-year average
which is reflective of savings made in areas directly related to hosting performances. Employee costs
were down 7% on the three-year average, with only minor labour savings made because staff were
largely redeployed or working on behind the scenes tasks during operating restrictions.
The comparison of historical financial performance below clearly shows the negative impact of
Covid-19 on revenue from 2019/20 onwards. While some expenditure savings have been achieved
during Covid, they have not been sufficient to fully offset the negative revenue impacts and therefore
the operating performance of the venue has understandably deteriorated over the past two years.
Despite this, staff remain committed to running the venue as efficiently and effectively as the
operating conditions allow for.
The J historical financial performance – 2016/17 to 2020/21
2016/17 2017/18 2018/19 2019/20 2020/21
Revenue actuals actuals actuals actuals actuals
40025 - Misc Fees - Venue Catering 2,240 127 0 0 0
40032 - Other - Sales - Equipment Hire 42,323 55,644 54,931 47,758 38,957
40034 - Lease Revenue 81,372 88,825 91,759 84,976 78,887
41103 - Other - Sales - Bar & Kiosk Sales 120,015 141,696 125,955 81,394 73,288
41154 - Venue Hire 164,521 187,961 192,983 143,570 95,118
42000 - Other - Commission Received 46,122 60,278 55,173 38,467 28,400
42017 - Other - Sales - Tickets 27,749 26,684 21,956 7,116 21,075
42032 - Other - Sundry Recoupment 4,822 12,359 9,598 10,802 9,108
42043 - Other - Misc - Photocopying and Printing 4,050 3,781 4,521 3,113 250
42044 - Other - Misc - Employee Cost Recoveries 73,944 123,677 110,170 84,817 55,927
42046 - Other - Misc - Telephone Transaction Fee 1,413 1,364 1,207 757 714
42050 - Marketing Recoupment/Recovery 2,603 5,666 4,690 8,440 5,496
49029 - Internal Recoveries - Venue Hire 1,485 0 0 0 0
572,658 708,062 672,942 511,210 407,220
Controllable expenses
6EX01 - Employee Benefits 435,061 462,775 489,231 465,299 431,660
6EX02 - Finance Costs 0 (214) (101) (26) 36
6EX03 - Materials & Services 400,108 446,584 397,606 309,742 284,678
6EX06 - Other Expenses 74 1,024 1,060 1,084 1,103
835,243 910,169 887,795 776,099 717,477
Net operating result (262,585) (202,106) (214,854) (264,889) (310,257)
Uncontrollable expenses
6EX04 - Depreciation & Amortization 241,050 257,369 258,648 266,695 267,185
6EX12 - Internal Charges 199,305 299,393 263,568 277,808 264,837
440,356 556,762 522,216 544,503 532,022
Total operating result (702,940) (758,868) (737,069) (809,393) (842,279)
Page 46 of 55
Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
2. CUSTOMERS
An overview of users and events accommodated at The J over the past 12 months is as follows:
Education/Schools/Govt – Workshops, performances and presentations
St Teresa’s Catholic College
St Andrews Anglican College
Good Shepherd Lutheran College
USC & USC-CIDSEL International Development
Sunshine Coast Youth Justice
Noosa Flexible Learning
Federal & State MP’s
Qld Fire & Rescue Service
Noosa Professional Dance Academy
The Dance Centre Peregian Beach
NDIS
Australian Energy Foundation
Office of Liquor & Gaming
LGMA
Community groups
Noosa Council Community & internal/workshops
Noosa Chorale
Noosa Heads Jazz Club
Noosa Music Society
Noosa Business Mentoring
Noosa Chances
Sunshine Coast Community Orchestra
Sunshine Coast Creative Alliance
Community Focus Association
Community Solutions
Wesley Mission
STEPS
Endeavour Foundation
United Synergies
Noosa Community Radio
Tourism Noosa
Hillsong Church
Sunshine Beach SLSC
QMusic
Special events
Noosa Alive (Noosa Long Weekend Festival)
Australian Citizenship Ceremonies
Noosa Jazz Party
Ironman Oz
Santa’s Classy Helpers
Comedy
Melbourne Comedy International Road Show
Sydney Comedy Festival
Sunshine Coast Comedy Festival – Mel Buttle
Kitty Flanagan
Page 47 of 55
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Jimeoin
Arj Barker
Anna Brennan
Nickelby
Comedy Circus Stunt Show
Live music/bands/dance
Sound Feast Open Mic/Live Bands
Tribute Bands (various)
Soweto Gospel Choir
A Taste of Ireland
Theatre
Sunshine Coast Youth Theatre
Mad About Theatre
Little Seed Theatre Company
Coast Academy of Song & Dance
Hamburger Productions
Performing Arts Factory
Jally Productions
Film
Flickerfest
Manhattan Short Film Festival
Ocean Film Festival
Banff Mountain Film Festival
Radical Reals
Top Dog Film Festival
The J annual attendance comparison
100,000
90,992
90,000 85,089
79,740
80,000 76,970
70,000 62,881
60,000
50,000
39,161
40,000
30,000
20,000
10,000
0
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
The above attendance figures are inclusive of USC and Noosa Community Radio attendances and
all events and bookings at The J. The ongoing effects of Covid-19 through 2020/21 are clear and
saw attendance numbers decline to their lowest levels in recent history.
Page 48 of 55
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Total value of tickets sold at The J
$1,200,000
$1,053,134
$1,013,781
$1,000,000
$872,971
$800,000
$652,156 $677,213
$595,673
$600,000
$400,000
$200,000
$0
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
The total value of tickets sold in 2020/21 was marginally higher than the previous year which shows
just how strong the second half of the year was given nearly all ticket sales occurred in this period
alone (for comparison, 2019/20’s result related to approximately nine months of the year).
The J annual cost per visit comparison
$25.00
$21.51
$20.00
$15.00
$12.87
$9.64
$10.00 $8.76 $8.92
$8.10 $7.92
$5.00 $4.21
$3.48 $3.25
$2.38 $2.36
$0.00
2015/16 2016/17 2017/18 2018/19 2019/20 2020/21
Operating cost per visit Total cost per visit
Tracking the cost per visit, both for operational cost (exclusive of depreciation and internal charges)
and total cost, can be an effective way to gauge efficiency of service delivery over time. The above
chart clearly shows the impact of reduced attendance on this metric over the past two Covid-affected
years.
Page 49 of 55
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
3. STAFFING
The J’s small team continues to work well, running the centre in a highly efficient manner, particularly
when compared to other similar venues with larger teams. The impact of Covid-19 remains
significant for the team and continues to cause operational headaches as shows are cancelled,
performers are unable to enter Qld and/or theatre occupancy limits are reduced in line with ever-
changing operating restrictions. The team have handled this volatile period extremely well and
continue to operate with the utmost professionalism during a highly stressful period.
On a positive note, a new part-time Marketing & Communications Officer was appointed earlier this
year, filling a long-term void within the structure.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
A much-needed refurbishment of the theatre’s 15-year-old seating took place this year thanks
to a State Government Covid grant. Initial feedback from patrons is that the seats are now
much more comfortable.
The J continued to support other Council departments during the prolonged Covid closure and
were deployed to assist several community organisations during this time.
5. FUTURE DIRECTION
Manage the ongoing challenges of Covid-19 and the at times significant impact of operating
restrictions.
Review of The J’s booking system and consideration of alternatives.
Development of a new 5-year business plan.
Ongoing liaison with Noosa FM with the view to formalise an extended lease given their recent
achievement of greater operational and financial stability.
Following USC’s decision not to activate their next 5-year lease option at The J, prepare an
options paper outlining possible future uses of this space. The options paper will consider a
wide range of possibilities with a focus on ensuring any future uses are compatible with existing
operations at The J.
Previous Council Consideration
Nil
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of The J’s day-to-day operations. However, it should
be noted that the ongoing Covid-19 pandemic presents significant operational risk to the centre in
the form of staff and patron safety and financial performance. Management will continue to do all
they can to effectively balance service provision and safety by operating within the parameters set
by State and Federal governments and departments, and those endorsed by Council’s own internal
Covid-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Page 50 of 55
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 51 of 55
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
8 BICENTENNIAL COMMUNITY CENTRE (BCC) – FULL YEAR REPORT TO 30 JUNE 2021
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM/ Subject/ 72.01 BCC
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by The J & Bicentennial Community Centre Coordinator to the Services
& Organisation Committee meeting dated 7 September 2021, providing an update on the activities
of the Bicentennial Community Centre for the 2020/21 financial year.
REPORT
The purpose of this report is to advise Councillors of Bicentennial Community Centre’s (BCC)
activities for the financial year ending 30 June 2021.
The BCC comprises the Main Hall, Annexe and Demountable buildings. The BCC is permanently
occupied by two community groups, being Noosa Gymnastics Club (Main Hall) and Montessori
Noosa (Demountable and Annexe).
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 to improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
It is important to note that Covid-19, its associated operating restrictions and the general uncertainty
around how facilities would be able to operate throughout the year had a significant impact on the
reported financial performance of all of Council’s community facilities in 2020/21. A large component
of this impact related to the difficulty of setting accurate budgets prior to the commencement of the
year, given the high level of operating uncertainty at the time. Given this situation it may be more
meaningful to gauge the year’s performance by comparing to previous years’ results than against
budget.
Page 52 of 55
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
BCC interim financial performance as at 30 June 2021
Statement of Income and Expenses 2020-21 2020-21 2020-21 %
Original YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 148,198 148,198 137,929 93.1% (10,269)
Total Expenditure 134,695 134,695 127,230 94.5% 7,466
Net Result - Surplus/(Deficit) 13,503 13,503 10,700 (2,803)
Total Revenue 148,198 148,198 137,929 93.1% (10,269)
Direct Costs (Controllable)
Employee Benefits 12,000 12,000 13,235 110.3% (1,235)
Finance Costs 0 0 0 0.0% 0
Materials & Services 38,060 38,060 29,372 77.2% 8,687
Other Expenses 541 541 549 101.5% (8)
Subtotal Direct Costs (Controllable) 50,601 50,601 43,157 85.3% 7,444
Operating Surplus/Deficit 97,597 97,597 94,773 (17,712)
Indirect Costs (Corporate)
Depreciation & Amortization 73,019 73,019 73,019 100.0% 0
Internal Charges 11,075 11,075 11,053 99.8% 22
Subtotal Indirect Costs (Corporate) 84,095 84,095 84,073 100.0% 22
Net Result - Surplus/(Deficit) 13,503 13,503 10,700 (2,803)
*Please note figures are interim financial results only as final figures were not available at the time
of compiling this report.
Bicentennial Community Centre
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
2020-21 2020-21
YTD YTD
Budget Actuals
BCC’s revenue suffered slightly as a result of rent relief provided to Noosa Gymnastics Club during
their enforced Covid-19 shutdown at the start of the year. However, the revenue shortfall was largely
offset by maintenance expenditure savings and as a result the net financial result for the year was
just $3k behind budget.
Page 53 of 55
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
The comparison of historical financial performance below reveals that revenue growth has plateaued
over the past few years. Fortunately, controllable expenses have reduced over the same period,
creating a trend of enhanced operating performance. While this trend is now expected to stabilise,
it’s pleasing to see BCC performing so strongly.
BCC historical financial performance – 2016/17 to 2020/21
2016/17 2017/18 2018/19 2019/20 2020/21
Revenue actuals actuals actuals actuals actuals
40034 - Lease Revenue 76,670 101,045 103,246 91,413 97,929
41154 - Venue Hire 36,125 20,726 35,000 40,000 40,000
112,795 121,771 138,246 131,413 137,929
Controllable expenses
6EX01 - Employee Benefits 12,884 9,258 10,374 12,813 13,235
6EX02 - Finance Costs 0 387 0 0 0
6EX03 - Materials & Services 53,318 58,469 43,011 37,868 29,372
6EX06 - Other Expenses 493 510 528 540 549
66,695 68,624 53,913 51,221 43,157
Net operating result 46,100 53,147 84,333 80,193 94,773
Uncontrollable expenses
6EX04 - Depreciation & Amortization 50,286 56,067 68,050 84,532 73,019
6EX12 - Internal Charges 7,346 7,230 7,515 11,425 11,053
57,632 63,297 75,565 95,957 84,073
Total operating result (11,532) (10,150) 8,768 (15,764) 10,700
2. CUSTOMERS
The key customers at BCC remain Noosa Gymnastics Club (Main Hall lease), Noosa Montessori
School (Demountable building lease and Annexe hire with intention to lease) and Little Seed Theatre
Company (Noosa Montessori School sublets space to this group). No usage occurs outside of these
groups due to the permanent and exclusive nature of the usage agreements.
Council does not maintain visitation statistics for BCC and thus statistics are unable to be provided.
3. STAFFING
The J staff continue to oversee BCC’s operations and the small team does a great job of running
both centres in a highly efficient manner. Given the nature of BCC’s utilisation by permanent tenants,
there is now little day-to-day involvement at BCC for Council staff. However, relationship
management and oversight of major building maintenance projects remain a priority.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Montessori Noosa has continued to expand. Negotiations are ongoing to finalise an expanded
lease arrangement with Montessori Noosa, encompassing both the Demountable and Annexe
buildings.
A new lease is proposed for Noosa Gymnastics Club to encompass the extensions of the BCC
Main Hall, however the formalisation of this lease has been delayed during the recent Covid-
disrupted period.
Page 54 of 55
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 SEPTEMBER 2021
5. FUTURE DIRECTION
Continue liaison with all key users of BCC and update leases to reflect changing usage of the
site.
Review and prioritise ongoing maintenance requirements, especially given the age and
condition of parts of the facility.
Previous Council Consideration
Nil
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of BCC’s day-to-day operations. However, it should
be noted that the ongoing COVID-19 pandemic presents significant operational risk to the centre in
the form of lessee and patron safety and financial performance of the site. Management will continue
to do all they can to effectively balance service provision and safety by ensuring lessees are
operating within the parameters set by State and Federal governments and departments.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
7 CLOSED SESSION
Nil.
Page 55 of 55