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2021-11-09 Services & Organisation Committee Meeting Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 9 November 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 9 NOVEMBER 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 CONTRACT NO. T000053 BUS SHELTER SUPPLY & INSTALLATION –
TENDER AWARD 4
2 CONTRACT NO. T000058 - MAINTENANCE AND SERVICING OF HEATING,
VENTILATION AND AIR CONDITIONING (HVAC) SYSTEMS - TENDER
AWARD 8
3 TOURISM FUNDING AGREEMENT REVIEW PROCESS 14
6 REPORTS FOR NOTING BY THE COMMITTEE 18
4 JULY 2021 RATE LEVY OVERVIEW 18
5 CAPITAL PROGRAM DELIVERY STATUS – 30 SEPTEMBER 2021 24
6 OPERATIONAL PLAN PROGRESS REPORT – FIRST QUARTER 2021-22 32
7 CLOSED SESSION 64
Page 2 of 64
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
1 ATTENDANCE & APOLOGIES
2 CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 12 October 2021 be
received and confirmed.
3 PRESENTATIONS
Nil.
4 DEPUTATIONS
Nil.
Page 3 of 64
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 CONTRACT NO. T000053 BUS SHELTER SUPPLY & INSTALLATION – TENDER AWARD
Author Project Officer – James Santifort
Infrastructure Services Department
Index ECM / Project & Contract / T000053 Bus Shelter Supply & Installation –
Tender Award / Council Reports
ECM / Subject / Contracting / Traffic & Transport
Attachments 1. Evaluation Spreadsheet
EXECUTIVE SUMMARY
This report provides a tender evaluation summary and recommendation for the tender award
for the external supply and installation of bus shelters.
Noosa Engineering & Crane Hire Pty Ltd is the incumbent and have undertaken these services
for Council since 2015.
In accordance with Council procurement policy and procedure, an Invitation to Tender (ITT)
was initiated and attracted two (2) responses with both considered compliant for further
assessment.
Following a detailed assessment by a selected panel it is proposed to award the contract for a
2-year period (from 30 November 2021) with three (3) potential extra terms of up to twelve (12)
months each subject to performance review and supply requirements.
The tender evaluation panel completed the evaluation process and considered Noosa
Engineering & Crane hire Pty Ltd to be the most advantageous to Council, presenting the best
value for money.
RECOMMENDATION
That Council note the report by the Project Officer to the Services & Organisation Committee Meeting
dated 9 November 2021, and:
A. Award Contract No. T000053 for the supply and installation of bus shelters to Noosa
Engineering & Crane Hire Pty Ltd for a period of two (2) years commencing on 30 November
2021; and
B. Subject to satisfactory performance by Noosa Engineering & Crane Hire Pty Ltd, authorise
the CEO to approve the option to extend the contract at the expiry of the first two (2) year
term for a further three (3) terms of up to 12 months each, ending 29 November 2026.
REPORT
1. Background
Since 2015, Noosa Engineering & Crane Hire have been supplying and installing bus shelters as
part of the Bus Stop Shelter Upgrade Program. Under the program, over 80 “Noosa Style” shelters
have been installed in both coastal and hinterland regions. The Bus Stop Shelter Program is partly
funded and administered by the Department of Transport and Main Roads (TransLink) who approve
the location of upgraded bus stops and shelters. This program has two (2) more guaranteed years
of this program with ten (10) bus shelters approved and more shelters possible in future years.
In accordance with Part 3 of the Local Government Regulations and Council Procurement Policy,
Council invited written tenders for the supply and installation of bus shelters. The invitation to tender
Page 4 of 64
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
was issued as a schedule of rates contract for an initial contract term of two (2) years, plus three (3)
extra terms of up to twelve (12) months each at Council’s sole discretion.
Council invited written tenders via the Council VendorPanel e-portal on 13 September 2021 and
advertised the tender within the Noosa Today publication on 17 September 2021, with responses
closing on 7 October 2021.
Two (2) responses were received within the VendorPanel e-portal from the following suppliers in
alphabetical order:
Noosa Engineering & Crane Hire Pty Ltd
Streets Ahead Maintenance Pty Ltd
After an initial compliance review of each of the responses to ensure responses met the minimum
tender requirements, both submissions were deemed conforming tenders.
Tender Evaluation
The conforming tenderers were evaluated using Council’s Weighted Attribute Evaluation
spreadsheet against the following evaluation criteria and weightings:
Criteria Weighting
Price 35%
Capability & Resourcing 10%
Contract Experience & Capacity 10%
Quality 10%
Methodology 10%
Health & Safety 5%
Environment & Sustainability 5%
Contribution to Local Economy 15%
The evaluation was conducted by the Evaluation Panel that consisted of the following members of
staff:
Project Officer (Contract Administrator)
Designer – Capital Works
Technical Officer – Asset Planning
Workplace Health and Safety Advisor (Safety Only)
Each member of the Evaluation Panel read and declared that they understood and accepted the
probity requirements, which includes a declaration of conflicts of interest and confidentiality.
Attachment 1 – Evaluation Spreadsheet presents the evaluation outcome of the conforming
submissions against the above criteria.
The tender evaluation panel completed the evaluation process and considered Noosa Engineering
& Crane Hire to be the most advantageous to Council, presenting the best value for money. Noosa
Engineering & Crane Hire Pty Ltd.’s tender submission is most favourable based on their tender
demonstrating the following:
High level of experience and capability undertaking these works for Council for the last several
years;
Adequately resourced;
A detailed methodology demonstrating their understanding of the scope;
Contributing to the local economy being locally based in Noosaville employing 35 to 40 locals;
and
Third party accredited and certified management systems for Quality Assurance,
Environmental Management and Occupational Health and Safety.
Page 5 of 64
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Next Steps
Once awarded, six (6) bus shelters will be ordered immediately to meet requirements for the 2021-
2022 Bus Stop Program.
Previous Council Consideration
Nil
Finance
The contractor is engaged under a schedule of rates contract utilising existing budget from capital
expenditure under the annual Bus Stop Program. Estimated expenditure against this contract is
estimated to be approximately $320,000 over 2 years.
Risks & Opportunities
Safety Risks Mitigation
Noosa Engineering & Crane Hire fails to Prior to commencement of services, Noosa Engineering &
ensure Crane Hire Pty Ltd will ensure management plans, Safe
the work is conducted safely and in Work Method Statements, Job Hazard Analysis (or similar),
accordance with minimum standards. Traffic Guidance Schemes and other documentation are
submitted, reviewed, and accepted by Council.
Council will undertake surveillance, regular safety audits and
inspections throughout the construction period.
Resource Risks Mitigation
Quality, safety, and service are affected due Noosa Engineering & Crane Hire Pty Ltd have nominated a
to resource shortages. highly capable team for this project and can add additional
and appropriately skilled resources as required.
Council can engage the services of other contractors if
required.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Corporate Services (Procurement), Infrastructure Services (Infrastructure Planning, Design and
Delivery, Civil Operations and Asset management), and Executive Services (People and Culture –
Workplace Health & Safety).
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development 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 Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development X Civil Operations
X People and Culture (Safety) Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 6 of 64
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 7 of 64
Attachment No.1 - Final Evaluation
NOOSA SHIRE COUNCIL _ Weighted Attribute Evaluation Spreadsheet - Final Evaluation
[Contorming and Atternate Tenders Only a 2 3 4 s 6 7 s 3 20 au a
[australian Business Number (ABN) 64 129 692 210 34 O10 677 764
of Tenderer (Respondent) eee ees oss Enginosring &
per Respondent Detads ABN aoe eat crane Wire Py
of Submission (as per VendorPanes) 07-Oct-22 07-Oct-21
Registered Address (City/State Only) Luscombe, QLD Noosaville, QLD
Price (Excl GST) $ 233,003.35 | $ 321,063.00
| PART A- Non orice elements Aaistennnce Povita | Crane! - eae wr
|capatatity and Resourcing: 10% 750 8.00 ooo ooo ooo 0.00 000 0.00 0.00 0.00 0.00 000
[Contract Experience amd Capacity 10% 6.00 10.00 00 ooo ooo oo 0.00 0.00 0.00 0.00 0.00 0.00
Methodology 10% 620 620 ooo ooo ooo 000 000 0.00 0.00 0.00 0.00 0.00
Quality 10% 8.00 3.00 ooo ooo ooo oo 000 0.00 0.00 0.00 0.00 0.00
[pean & Safety s% 413 425 ooo ooo ooo 000 ooo 0.00 0.00 0.00 0.00 000
Environment & Sustainability sé 3.50 400 oo ooo ooo oo 0.00 0.00 0.00 0.00 0.00 0.00
|Contribution to Local Economy 1s% 1.20 15.00 ooo ooo ooo 000 0.00 0.00 0.00 0.00 0.00 0.00
Technical Score 6% 36.53 s7.05 ooo 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 000
Normalised Technical Score (Tn) 4161 65.00
PARTS - Price element pene Aine | Sener e
Maintenance Pty itd Crane Hire Pty Ltd
Fees (Pc) sé 2 233,00335 $ 321,063.00
Score 116 a o o o o o o o o o o
|lormatised Price Score (Pn) 100 73 o o o o o ° ° ° ° o
[Weighted price Score (Pw) 35.00 25.40
| Total Score af price and non price elements 76.61 90.40
‘The Assessment Panet confirms the above scores and weightings of this evalwation and confirms the evaluation has been conducted in accordance with the Procurement Probity Plan
| ‘Assessment Panel Position Titte ‘Signature
Evaluation Pane! Chair & Assesment Panel Member 1 Project Officer (JS) x sa
‘Assesment Panel Member 2 Designer - Capital Works (DK) xs
Assesment Panel Member 3 Technical Officer-Asset Panning (OR) % Rie#
(Assesment Pane! Member 4 Workplace Health & Safety Advisor (PR) xs
Assesment Pane! Member 5 x
TO00053 - Evaluation Workbook (0. Master) Page 1 2s/ov2021
Page 7 of 64Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
2 CONTRACT NO. T000058 - MAINTENANCE AND SERVICING OF HEATING,
VENTILATION AND AIR CONDITIONING (HVAC) SYSTEMS - TENDER AWARD
Author Buildings and Facilities Coordinator – Chris Steel
Infrastructure Services Department
Index ECM / Subject / Contracting / Council Properties
ECM / Project & Contract / T000058 Maintenance and Servicing of Heating,
Ventilation and Air Conditioning (HVAC) Systems / Reports to Council
Attachments 1. Evaluation Spreadsheet
EXECUTIVE SUMMARY
This report provides a tender evaluation summary and recommendation for the tender award
for the external supply of maintenance and servicing of heating, ventilation and air conditioning
(HVAC) systems.
Council outsources its maintenance and servicing of HVAC systems for a set period.
The current existing contract is due to expire on 30 November 2021.
In accordance with Council procurement policy and procedure, an invitation to tender (ITT)
was initiated and attracted ten (10) responses with all considered compliant for further
assessment.
Following a detailed assessment by the evaluation panel it is proposed to award the contract
for a 1-year period (from 1 December 2021) with a potential further four (4) terms of 12 months
each subject to satisfactory performance.
The tender evaluation panel completed the evaluation process and considered the Trustee for
Gealy's Investment Trust t/as Gealy's Air-Conditioning & Refrigeration to be the most
advantageous to Council, presenting the best value for money.
RECOMMENDATION
That Council note the report by the Buildings and Facilities Coordinator to the Services &
Organisation Committee Meeting dated 9 November 2021 and
A. Award Contract No. T000058 for the provision of Maintenance and Servicing of Heating,
Ventilation and Air Conditioning (HVAC) Systems to the Trustee for Gealy's Investment Trust
t/as Gealy's Air-Conditioning & Refrigeration for a period of one (1) year commencing on 1
December 2021; and
B. Subject to satisfactory performance by the Trustee for Gealy's Investment Trust t/as Gealy's
Air-Conditioning & Refrigeration, authorise the CEO to approve the option to extend the
contract at the expiry of the first term for a further four (4) terms of up to 12 months each ending
on 30 November 2026.
REPORT
2. Background
Council’s historical expenditure for HVAC services is as follows:
Calendar Year Total Expenditure (GST Incl)
2018 $ 176,218.88
2019 $ 211,168.83
2020 $ 187,151.71
2021 (YTD to 30 June 2021) $ 153,331.22
Page 8 of 64
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
The current contract for HVAC maintenance is with Gealy's Air-Conditioning & Refrigeration
(Contract No. 1516T089) which is scheduled to expire on 30 November 2021. Gealy's Air-
Conditioning & Refrigeration have performed satisfactorily under contract for Council since
September 2016.
In accordance with Part 3 of the Local Government Regulations and Council Procurement Policy,
Council invited written tenders for the provision of maintenance and servicing of heating, ventilation
and air conditioning systems. The invitation to tender was issued as a schedule of rates contract for
an initial contract term of one (1) year, plus four (4) extra terms of up to twelve (12) months each at
Council’s sole discretion.
Council invited written tenders via the Council VendorPanel e-portal on 7 September 2021 and
advertised the tender within the Noosa Today publication on 10 September 2021, with responses
closing on 7 October 2021.
Ten (10) responses were received within the VendorPanel e-portal from the following suppliers in
alphabetical order:
A E Smith Service (SEQ) Pty Ltd;
Airmaster Australia (Qld) Pty Ltd;
Carseldine Air Conditioning Pty Ltd;
D & E Air Conditioning Pty Ltd;
DJM Air Pty Ltd;
Engie Mechanical Services (Qld) Pty Ltd t/as EQUANS Mechanical Services;
ATF Gealy's Investment Trust t/as Gealy's Air-Conditioning & Refrigeration;
Hiflow Industries Pty Ltd ATF Hiflow Unit Trust;
Maclaren Holdings Pty Ltd ATF Maclaren Family Trust t/as Noosa Electric Co; &
System Air Pty Ltd t/as SABE Services Group.
3. Tender Evaluation
The Invitation to Tender (ITT) sought to have a contractor that required the following mandatory
licencing/qualifications:
Certificate 3 in Refrigeration and Air Conditioning;
Arctic Refrigeration Licence (RAC01);
Arctic Traders Authorisation;
Restricted Electrical Licence; and
QBCC Licence.
All tenderers complied with the above licencing and qualification requirements.
The ITT sought a schedule of rates for preventative maintenance across all of Council’s facilities
performed, monthly, quarterly or annually, plus a schedule of rates for corrective maintenance.
Additionally, the ITT required Tenderers to nominate the number of hours dedicated to complete the
servicing each year.
The conforming tenderers were then evaluated using the Council’s Weighted Attribute Evaluation
spreadsheet against the following evaluation criteria and weightings:
Page 9 of 64
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Criteria Weighting
Price 40%
Capability & Resourcing 10%
Contract Experience & Capacity 5%
Quality 5%
Methodology 15%
Health & Safety 10%
Environment & Sustainability 5%
Contribution to Local Economy 10%
The evaluation was conducted by the Evaluation Panel consisting of the following members of staff:
Buildings and Facilities Coordinator (Contract Administrator)
Acting Buildings & Facilities Coordinator
Acting Manager Libraries & Galleries
The J Coordinator
Workplace Health and Safety Advisor (Safety Only).
Each member of the Evaluation Panel read and declared that they understood and accepted the
probity requirements, which includes a declaration of conflicts of interest and confidentiality.
A pricing scenario was developed to evaluate the pricing (schedule of rates) based on current
maintenance and servicing of HVAC systems activities for preventative and corrective maintenance
activities. The estimated contract costs based on the pricing scenario is summarised in the table
below. The table also includes the total dedicated hours tendered by the tenderer to perform the
services.
Estimated Contract Costs Total Hours
Dedicated per
Total Estimated Total Estimated Price Year for Visits
Tenderers
Cost per Year Cost for 5 Years Rank (Preventative)
A E Smith Service (SEQ) Pty Ltd 161,289.18 806,445.90 3 362.83
Airmaster Australia (Qld) Pty Ltd 156,751.90 783,759.50 1 359.67
Carseldine Air Conditioning Pty Ltd 192,090.00 960,450.00 8 263.83
D & E Air Conditioning Pty Ltd 174,459.30 872,296.50 6 440.67
DJM Air Pty Ltd 214,155.00 1,070,775.00 9 1,094.83
Engie Mechanical Services (Qld) Pty Ltd
177,283.03 886,415.15 7 479.16
t/as EQUANS Mechanical Services
ATF Gealy's Investment Trust t/as Gealy's
170,820.50 854,102.50 4 874.00
Air-Conditioning & Refrigeration
Hiflow Industries Pty Ltd ATF Hiflow Unit
159,306.17 796,530.83 2 484.75
Trust
Maclaren Holdings Pty Ltd ATF Maclaren
284,009.00 1,420,045.00 10 1,501.50
Family Trust t/as Noosa Electric Co
System Air Pty Ltd t/as SABE Services
172,775.00 863,875.00 5 596.17
Group
Average 186,293.91 931,469.54 - 645.74
Median 173,617.15 868,085.75 - 481.95
Page 10 of 64
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
The lowest priced submission was tendered by Airmaster Australia (Qld) Pty Ltd, but the total hours
nominated (dedicated) by Airmaster Australia (Qld) Pty Ltd to perform the services required were
lower than the tendered average and median.
The tender evaluation panel completed the evaluation process and considered Gealy's Air-
Conditioning & Refrigeration to be the most advantageous to Council, presenting the best value for
money. Gealy's Air-Conditioning & Refrigeration tender submission is most favourable based on
their tender demonstrating the following:
High level of experience and capability providing maintenance and servicing of HVAC systems
services to Noosa Shire Council for over 5 years;
Adequately resourced with an acceptable quantity of hours nominated (dedicated) to perform
the services;
A detailed methodology demonstrating their understanding of the scope; and
Contributing to the local economy with the business based in Noosa.
Attachment 1 – Evaluation Spreadsheet presents the evaluation outcome of the conforming
submissions against the above criteria.
4. Next Steps
The Trustee for Gealy's Investment Trust t/as Gealy's Air-Conditioning & Refrigeration are the
incumbent contractor to Council and therefore will continue with the new replacement contract after
the existing contract expires on 30 November 2021.
Previous Council Consideration
Nil
Finance
The maintenance and servicing of HVAC systems contractor is engaged under a schedule of rates
contract utilising existing budget from capital and operational expenditure. Expenditure against this
contract is estimated to be approximately $175,000 per year.
Risks & Opportunities
Safety Risks Mitigation
The Trustee for Gealy's Investment Trust t/as Prior to commencement of services, Gealy's Air-
Gealy's Air-Conditioning & Refrigeration fails to Conditioning & Refrigeration management plans,
ensure the work is conducted safely and in Safe Work Method Statements, Job Hazard Analysis
accordance with minimum standards. (or similar) and other documentation will be
submitted, reviewed, and accepted by Council.
Council will undertake surveillance, regular safety
audits and inspections throughout the construction
period.
Resource Risks Mitigation
Quality, safety, and service are affected due to Gealy's Air-Conditioning & Refrigeration have
resource shortages. nominated a highly capable team for this project and
can add additional and appropriately skilled
resources as required.
Council can engage the services of other HVAC
maintenance contractors in the event of Gealy's Air-
Conditioning & Refrigeration being unable to supply
services. Council will regularly monitor any patterns
where Gealy's Air-Conditioning & Refrigeration are
unable to HVAC services as required, and review as
per conditions of contract.
Page 11 of 64
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Corporate Services (Procurement), Infrastructure Services (Infrastructure Planning, Design and
Delivery), and Executive Services (People and Culture – Workplace Health & Safety).
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
X Community Facilities Fleet
X Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture (Safety) Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 12 of 64
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 13 of 64
Attachment No.1 - Evaluation Spreadsheet
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
~~ La [hneecrtion | aan [eaenaiedMercrmdm | aman |
Codtioning PfwhC] Syrterse Price After Correctiors as
a i ii aie
[conforming and Alterrate Tenders Onty 2 2 2 ‘ s « ? . . » a 2
|Aseritan Buniress Mernber (ABM oes 733 256 suozuam | reosus | sasensm | sess | aewosmocr | samsocmze | SS SSM! | pannus | casesaoa
ET Ceahys
ings Mecrance Macies helsing Py
Marne of Tenderer (Respondent) Atsmmntervce | Aimaarcunmts | Carine ar |OREArCordtionme! cy ge peying | SAMeMt Gil Pry d —— — sen7@t | tg ATF Madaree|Sytem Ale Pey ita
Ja: per Rerpondent Details ABW (S80) Pry ued {id} Pry uted Conditioning Pry itd Pry lie ‘tian EQUIANE on . a Farefiy Tram t/me | SADE Sendome Group
Mechanics Servicer Conitoeniey sand Moces Clectric Co
Retreertion
[ote of Suteniasion om per VerdorPane!} woz oos-23 onoe-2 an-ot-2 o6-0e-23 cb oezt onoa-2 07-08-23 oboe zt 6-23
[uses Regteres cress (State Oni) EageFam. aD | SeleCrest.cid | Sretonbtte,ciD | Thgnipe, Ce Cooreteah, CLD | kerwaner, NOW | Coombeh, CLD Geobeng CHD Mocemfie. cD | Loganholme, CLD
|Terstered Price (fect GST) $ meses.oo |S mea. 7s0.50) $ onaso.00 | $ 872,296.50 | $ .o70775.00) $ mmeaiss | $ 4,202.50 | $ yea ssoas | ¢ 1a4zopes.00 | $ 663,578.00
|Terdered Price (incil GST)
| =rectiona/carfcations fac G57) $ -|$ - Is - Is - ls - Is - Is -|$ - Is -|$ -
| entoreing or iterate Conterring Conterming. Cantorming: Conforming Cortarcing: Cantarming Conforning Contarming Contorreing Conterming
[Alternate Price Adjustments (Bac GST)
foo saa * . $ mess. ¢ 7ers050 $ wmason0 $ sr229650 $ Loma $ mmaaisas S$ 20250 $ mmeassoms $ i4mosson $ B63, 670
[price variance % from Lowest Price 2s CoN 2s as a a8 aa ae as 2s
eeereane sO OS
[Price Variance from Median + ees +S mss Ss monzs ¢ 47073 | $ aoaesas |S 1as29.40 | ises2s nswm $ sSiase2zs 42078
/Price Variance Strom Medan oO -_ oe us ~~ = ma = ad on “a
| sherthist (VM) ves Yes ‘. Yes ‘ ve Yes es ve ve
(DART A- Non price elements (AE Sent Service Alnamer Asreatle ae Oatar DAM Ale Py Lit Engie ATE Geaty's 7 ‘Syateee Air Pry!
(5EON Pow tnd AOD Pew ont Condidenine Pov ind Conditioning Pty ind Servicer (Otc) Pov ind fewestment Traut tae ind ATF Mitfow Unit Pty int ATF Mectoren t/a SAD Servicer
Jevelustion Gtterie ‘Weighting (%) wegen wee ed reams tae eed meeinee megan wise wrens meee went rere werent cee wages mere ages mise
| Capatslity and Resourcing -_ 450 720 720 6m ss eso 72 620 700 om oo oco
| Comtract taperience and Capacity ~ as aso i138 2. as 300 400 27s 300 ans c.o0 000
[tetnedctany a aso ars acs 70 as as noo m3 32048 ons ooo oo
| Cnaaitey ns oc 3.00 230 2s 200 soo so 1s 30 320 ono oo
Meath & Safety a m 00 620 6m en 350 - os so > cD 000
|treronmert § sutaratally ~ aso a2 2380 2 an 2s 3 1s 200 320 oo ooo
|cereteation to Local Ecomorry os an aus s2s an wo 640 10.00 42 2000 = oo ooo
[rota tecscal score ~~ a8 ae ma ts ws ae 480 us a2 (20.18 20 00
Normatived Technical Score (Tn) on 0 ara aor os 348 00 “is sea2 sa
PANT B - Price ol AE Senith Service “Alnamer Asrmatic: ‘Corsetdine Aly Oatar DUM Ab Pay Lat (Engle Mecharvca! ATE Geaty's ‘Mfow indus Pry Mociaren Woking: Syuteee Air Pry Lee
= (5EOI Pow tnd NOK Pre cee Condidenine Pry ind Conditionina Pry ing py Servicer (Oki) Pov ind lewextment Trunt tar ind ATF Mitiow Uinft Pty int ATF Maclaren t/a SABE Servicer
| Total Fems (Pe) -“~ $806,448.90, $7ma,7s0.50 ($900,450.00 sar2s0 $1,070, 778.00 ‘guseais.25 $a%4,102.50 $79es30.43 ‘$L420.045.00, ‘Saes.e75.00
Price Score 3 is 7 108 s 1 2 i“ - 20 ° °
| mecrealines Price Scare (Pn os 100 ™ 2 n » = » a = ° °
| Wewghtes Price Score [Pw m6 0.00 ma un zs 3620 0 as 16az 3723
Total Score of price and non price elements “us 70 95 nn mn nm v2 ow 7303 90.84
Racha
The Anamramest Pane! confirms the abow scores ang eeighting: of ts evatsstior and canfirry the evatuction hes beer cosducted in acordonas att the Procurereers Prabtty Pan
Aaseximent Panel ‘Position Tithe ‘Signature
| tvausbon Panel Char § Assesment Panel Merrber 1 Desking: & Facies Coordinator (CS) R Chute Stach
Aaseamert Panel Member 2 Actrg Buildings & Facilities Coordingtor (P) a Van Pearce
Assesment Panel Member 3 Acting Manager Ubraries & Galleries (TK) 2 iy 4
| ‘pasexrmant Panel Marner 4 The | Coordinator (58) *% Scott 2rab, ‘
Asveamert Pare! Meroer Worslace Health and Satety Acts (7) * Leta DbtonSection 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
3 TOURISM FUNDING AGREEMENT REVIEW PROCESS
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/71.01/Tourism Noosa
Attachments Nil
EXECUTIVE SUMMARY
At its July 2021 meeting, the Council resolved to bring forward negotiations in relation to the funding
agreement with Tourism Noosa. The current agreement with Tourism Noosa expires on 30 June
2022 but Council was looking to finalise arrangements for any new agreement by December 2021.
Since making that decision, it has become apparent that there are quite a lot of changes underway
which are creating uncertainty to be able to finalise meaningful negotiations.
From Council’s perspective, these variables include:
(a) commencement of a Destination Management project
(b) working towards finalisation of the Council’s new economic development strategy and
(c) change of Council CEO.
From Tourism Noosa’s perspective, these variables include
(a) proposed major changes to the TN Constitution
(b) resulting changes in the structure and membership of the TN Board.
Accordingly, it is recommended that we extend the existing agreement for a further 12 months and
to commence the negotiation of a new funding agreement in the second half of 2022. Informal
discussions with the Tourism Noosa board indicate support for this approach.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 9 November 2021 and
A. Agree to extend the existing funding agreement between Council and Tourism Noosa for a
further term of 12 months on and from 1 July 2022 on the same terms and conditions as
contained in the existing funding agreement;
B. Request the Chief Executive Officer to undertake negotiations for a new funding agreement
with Tourism Noosa in the second half of 2022; and
C. Note that any new long term funding agreement will not commence until 1 July 2023.
REPORT
Purpose
At its Ordinary Meeting 15 July 2021, Item 8, Page 22, Council passed the following resolution
That Council note the report by the Chief Executive Officer to the General Committee Meeting dated
12 July 2021 and note that the CEO will work through a review process with Tourism Noosa with the
intent of finalising a new Funding Agreement for consideration by Council by the end of 2021 noting
that any new agreement will not commence until 1 July 2022.
Since that time, it has become apparent that both Tourism Noosa and Noosa Council have significant
changes underway and that it would accordingly, be better to negotiate a longer term agreement
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Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
once there is more certainty for both parties. This report outlines a range of issues that are currently
being worked through by both Council and Tourism Noosa.
1. Background and history of Funding Agreements between Noosa Council and Tourism
Noosa
Tourism Noosa and Noosa Council entered into their first funding agreement in 2000/01, shortly after
the establishment of Tourism Noosa. This organisation was established in 2000 jointly by the tourism
sector and Council to take the lead on marketing and promotion of the Noosa region and ongoing
development of the Noosa brand. Council assisted in the establishment of the Constitution for
Tourism Noosa which was based on a representation model.
During the 2000’s Council and Tourism Noosa had a series of funding agreements setting out how
the funds were to be used. Tourism Noosa acted as the Local Tourism Organisation (LTO) and has
become recognised as one of Australia’s premier LTO’s. (The Regional Tourism Organisation (RTO)
for the broader Sunshine Coast region is Visit Sunshine Coast which covers the Sunshine Coast
Council, Noosa Council and Gympie Council areas.)
During the amalgamation years, Tourism Noosa continued to operate under the Sunshine Coast
Regional Council with funding provided via a formal agreement.
At de-amalgamation in 2014, Noosa Council inherited a number of agreements from the Sunshine
Coast Regional Council (SCRC), namely:-
A funding agreement between Council and Tourism Noosa for funding of $1,745,928 pa to
undertake marketing and tourism promotion for the Noosa area;
A funding agreement between Council and Sunshine Coast Destinations Limited (SCDL) (now
called Visit Sunshine Coast) as the RTO for funding of $500,000 pa to support regional tourism
marketing; and
A funding agreement between Council and Ironman Australia for funding of $270,000 pa as
sponsorship of the Noosa Triathlon.
The above agreements were entered into by SCRC prior to amalgamation and effectively transferred
to Noosa Council on de-amalgamation on 1 January 2014.
On 1 July 2015, Noosa Council terminated the RTO funding agreement with SCDL and at that time,
Council and Tourism Noosa entered into a new 2 year funding agreement that added an extra
$500,000 of funding to Tourism Noosa to their previous funding level. This agreement allowed
Tourism Noosa to determine the extent of funding they wished to allocate to regional tourism
opportunities and projects via the RTO.
Also, at the end of the 2015 calendar year, the sponsorship agreement with Ironman Australia
concluded and the $270,000 triathlon sponsorship funding was allocated to Tourism Noosa from
2016 for Tourism Noosa to liaise directly with Ironman Australia to determine sponsorship
arrangements for the Noosa Triathlon.
On 1 July 2017, Noosa Council entered into a further agreement with Tourism Noosa for funding.
This was a 3 year agreement with a two year option (which was subsequently exercised) and expires
on 30 June 2022. The key elements of this agreement were:-
Total annual funding of $2.52M was provided and the term of the funding agreement was linked
to the then Noosa Tourism Strategy 2017-22 (hence the total 5 year term).
The funding agreement provided that the annual funding could not be reduced, thus providing
certainty of funding for Tourism Noosa to allow for multi-year planning.
The agreement required Tourism Noosa to maintain a marketing cash contingency of
$350,000. Essentially, this was to ensure that Tourism Noosa maintained a cash reserve in its
bank account that could be used in the case of an unforeseen event. Potential examples that
were given at the time included a pilot strike, weed infestation on main beach, major weather
events etc. As it turned out, a worldwide pandemic was the trigger for that contingency reserve
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Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
being accessed in 2020. In hindsight, including this requirement in the 2017 agreement at that
time was a good initiative.
Improved reporting requirements including:
Providing an annual report (including a copy of the audited financial statements) to
Council by 30 November each year. These are reported to Council each year to ensure
that these are a matter of public record.
Providing an annual Business Plan to Council by 15 March each year. These Business
Plans include detailed financial information including a statement of comprehensive
income, statement of financial position and statement of cash flows and key performance
measures that link to the Tourism Strategy Noosa 2017–2022.
Twice a year (in February and August) Tourism Noosa were required to present to
Councillors on their progress in relation to their activities, KPIs, financial progress and to
keep the Councillors informed about Tourism Noosa’s activities. This has generally been
undertaken over the life of the agreement except for some periods during the pandemic.
Over the life of the 2017- 2022 agreement, $12.6M of funding has been allocated to Tourism Noosa
making this one of Council’s most significant financial agreements.
2. Proposed extension to the existing agreement
The intent was to negotiate a new long-term funding agreement between Council and Tourism Noosa
with that negotiation to be complete by December 2021. However, there is not enough certainty to
be able to plan for a longer term funding agreement given a number of current variables. These
current variables include:-
Council is commencing a Destination Management project looking at its role as the Destination
Management agency and how it can better define its expectations in terms of destination
management from a resident/visitor perspective.
Council is in the process of finalising its next local economic strategy. This strategy, when
adopted, would be supported by action plans and assist Council in prioritising its focus for
economic development matters.
Tourism Noosa is in the process of reviewing and updating its constitution. Tourism Noosa
was established 20 years ago and it is certainly timely to update and review the Constitution.
Council is supportive of this process.
As a result of the Constitution review, it is likely that there will be changes to the Tourism Noosa
board - both in terms of the number of board members and also the membership of the board.
As Council would be aware, the relationship between Tourism Noosa and Council has been
managed at a CEO-to-CEO level. With the retirement of the Noosa Council CEO, it would
make sense to allow the new Council CEO to review the current arrangements/relationships
before entering into any long-term agreement.
Accordingly, this report recommends that the existing funding agreement between Tourism Noosa
and Noosa Council be extended for a further 12-month period on the same terms and conditions.
This will allow time for the above matters to be addressed and create a more certain environment
for negotiating a longer term agreement.
Previous Council Consideration
Ordinary Meeting, 7 May 2015, Item 8, Page 10
That Council note the report by the Chief Executive Officer to the General Committee Meeting dated
4 May 2015 and authorise the Chief Executive Officer to enter into a 2 year funding agreement with
Tourism Noosa in accordance with the proposed terms and conditions outlined in the report.
Ordinary Meeting, 7 August 2017, Item 3 Page 7
That Council note the report by the Chief Executive Officer to the Services and Organisation
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Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Committee Meeting dated 8 August 2017 and authorise the Chief Executive Officer to enter into a
Funding Agreement with Tourism Noosa generally in accordance with the terms and conditions set
out in the draft Funding Agreement provided at Attachment 1 to the report.
Ordinary Meeting 19 March 2020 (Mayoral Minute), Item 1 Page 3
That in relation to the Coronavirus (COVID-19) Pandemic, Council:
B. Approve the request by Tourism Noosa for it to access the Marketing Contingency Reserve in
accordance with section 7 of the Funding Agreement between Noosa Council and Tourism
Noosa, noting that Tourism Noosa will determine the timing and approach of future marketing
in consultation with the tourism sector and Council.
Ordinary Meeting 15 July 2021 Item 8 page 22
That Council note the report by the Chief Executive Officer to the General Committee Meeting dated
12 July 2021 and note that the CEO will work through a review process with Tourism Noosa with the
intent of finalising a new Funding Agreement for consideration by Council by the end of 2021 noting
that any new agreement will not commence until 1 July 2022.
Finance
There is no cost in extension of the existing agreement. However, as noted in the report, there is
considerable annual funding provided to Tourism Noosa for promotional activities. That funding is
currently set at $2.52M pa which is included in the 2021/22 Council budget.
Risks & Opportunities
Negotiating a new long-term agreement at this point in time would potentially create risks for Council
(and Tourism Noosa) due to the number of variables identified in this report. Those risks can be
reduced by negotiating a new long-term agreement once there is more certainty across the range of
issues identified in this report.
Council and Tourism Noosa have always had a strong working relationship. Extending the existing
agreement for 12 months from 1 July 2022 will provide certainty for both parties in the short term
until a longer term agreement can be agreed. It will also provide plenty of time for Council and
Tourism Noosa to work through a negotiation process for that new agreement.
Consultation
External Consultation - Community & Stakeholder
Chairperson of Tourism Noosa
CEO of Tourism Noosa
Internal Consultation
Departments/Sections Consulted:
x Chief Executive Officer 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
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director x Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 17 of 64
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
6 REPORTS FOR NOTING BY THE COMMITTEE
4 JULY 2021 RATE LEVY OVERVIEW
Author Manager, Revenue Services, Kellie Seeleither
Corporate Services Department
Index ECM Rates Management/Rateable Services
Attachments Nil
EXECUTIVE SUMMARY
This report provides Council with a summary of the July 2021 rate levy. Overall, $43.048 million
was levied to 30,915 properties with the discount period extended again as part of COVID-19 relief
measures and 4,300 properties also being eligible for pensioner rate concessions. The proportion
of rates notices issued electronically has increased to 36%.
RECOMMENDATION
That Council note the report by the Manager Revenue Services to the Services & Organisation
Committee Meeting dated 9 November 2021 providing an overview of the July 2021 Rate Levy.
REPORT
1. Levy Summary
Rate notices were issued on the 20th July 2021 with property owners having until 20th August to
pay to receive a 5% discount on their general rates. Prior to the due date the decision was made
to extend the discount period by 4 weeks, to 17th September, as part of covid relief measures.
The gross amount of the levy was $43.048 million, which comprised of $39.526 million of Council
rates and charges and $3.522 million for the State Emergency Management Levy. Between
January 2021 and July 2021, the net increase in rateable properties was 53 which represents a
minimal growth rate of 0.17%.
Rateable Valuation
Levy/Charge Amount # Properties
Or # Services
General Rates $29.859 million 30,915 $9.575 billion
Separate Rates & Charges
Environment Levy $0.989 million 30,915 30,915
Sustainable Transport Levy $0.464 million 30,915 30,915
Heritage Levy $0.131 million 30,915 30,915
Bushfire Resilience and
$0.300 million 30,915 $9.575 billion
Response Levy
Special Rates and Charges
Noosa Main Beach Maintenance $0.315 million 2,066 $663 million
Hastings St Precinct Maintenance $0.180 million 2,066 $663 million
Hastings Street Safety Levy $0.081 million 833 833
Noosa Junction Levy $0.095 million 155 $44 million
Noosa Waters Lock & Weir Levy $0.110 million 591 $508 million
Noosa Waters Canal Maint. Levy $0.008 million 591 $508 million
North Shore Electricity Charge $0.023 million 27 27
Page 18 of 64
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Rateable Valuation
Levy/Charge Amount # Properties
Or # Services
Utility Charges
Waste Management Charges $6.731 million 30,022 34,868
Holding Tank Charges $0.086 million 83 83
Backflow Device
$0.121 million 1,704 4,765
Registration Fees
Paper Fee $0.033 million 17,483 17,483
Emergency Management, Fire and
$3.522 million 31,682 31,746
Rescue Levy (EMFRL)
2. General Rate Details by Category – as at Issue Date
#
Properties
General Rate Category # Properties Rateable Valuation Revenue
on
Minimum
1 - Rural & Agricultural 217 $62,820,500 $169,533 122
2 – Commercial 1,711 $464,115,839 $2,324,464 899
3 – Extractive Industries 1 $350,000 $34,151 -
Quarries
4 – Retirement Villages 8 $18,925,000 $131,048 1
5 – Residential PPR valued up 11,395 $2,506,919,212 $6,637,780 10,236
to $325,000
6 – Residential PPR valued 3,510 $1,527,807,927 $2,843,258 446
$325,001 - $750,000
7 – Residential PPR valued 460 $413,644,333 $744,246 12
$750,001 - $1,000,000
8 – Residential PPR valued 188 $209,100,000 $356,630 56
$1,000,001 - $1,200,000
9 – Residential PPR valued 231 $388,925,000 $635,166 23
$1,200,001 - $2,500,000
10 – Residential PPR valued 45 $148,100,000 $207,891 7
over $2,500,000
11 – Residential Not PPR 4,515 $1,807,781,865 $4,736,350 2,661
12 – Residential
Home Hosted 142 $79,372,416 $241,031 37
Transitory Accommodation
13 – Residential
559 $442,674,980 $1,804,016 137
Transitory Accommodation
14 – Vacant Land > $1M and
9 $16,600,000 $72,891 -
area more than 1,500m2
15 – Vacant Land subject to
65 $31,610,000 $37,015 -
developers concession
16 – Shopping centre - gross
floor area between 1,000 & 4 $5,966.952 $31,443 -
2,500m2
17 – Shopping centre - gross
floor area between 2,500 & 3 8,000,000 $49,180 -
5,000m2
18 – Shopping centre - gross
floor area between 5,000 & 3 12,300,000 $86,414 -
10,000m2
19 – Shopping centre - gross
floor area between 10,000 & - - - -
20,000m2
Page 19 of 64
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
#
Properties
General Rate Category # Properties Rateable Valuation Revenue
on
Minimum
20 – Shopping centre - gross
floor area between 20,000 & - - - -
30,000m2
21 – Shopping centre - gross
floor area between 30,000 & 1 $28,000,000 $245,896 -
40,000m2
22 – Shopping centre - gross
- - - -
floor area greater than 40,000m 2
23 – Strata Units Not PPR 2,086 $360,142.928 $1,754,955 1,395
24 – Strata Units PPR 2,134 $332,974,595 $1,421,579 1,475
25 – Strata Units
Home Hosted 41 $8,293,298 $43,714 24
Transitory Accommodation
26 – Strata Units
3,475 $644,511,680 $5,001,800 2,248
Transitory Accommodation
27 – Non Strata Residential
76 $32,755,000 $99,379 54
2 – 4 Residences
28 – Non Strata Residential
15 $8,740,000 $43,463 15
5 – 9 Residences
29 – Non Strata Residential
5 $2,545,000 $28,975 5
10 – 14 Residences
30 – Non Strata Residential
2 $2,530,000 $17,385 2
15 – 19 Residences
31 – Non Strata Residential
2 $2,090,000 $23,180 2
20 – 30 Residences
32 – Non Strata Residential
- - - -
Greater than 30 Residences
33 – Non Strata Residential
Transitory Accommodation 11 $6,485,000 $30,004 7
2 – 4 Residences
34 – Non Strata Residential
Transitory Accommodation 1 $520,000 $5,795 1
5 – 9 Residences
35 – Non Strata Residential
Transitory Accommodation - - - -
10 – 14 Residences
36 – Non Strata Residential
Transitory Accommodation - - - -
15 – 19 Residences
37 – Non Strata Residential
Transitory Accommodation - - - -
20 – 30 Residences
38– Non Strata Residential
Transitory Accommodation - - - -
Greater than 30 Residences
Total 30,915 $9,574,601,525 $29,858,810 19,865
Page 20 of 64
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
3. Change in General Rate Categories Since Issue Date
General Rate Category # Properties # Properties Difference %
July levy current
1 - Rural & Agricultural 217 216 -1 -0.46%
2 – Commercial 1,711 1717 6 0.35%
5 – Residential PPR valued up to 11,395 11,472 77 0.68%
$325,000
6 – Residential PPR valued $325,001 - 3,510 3,538 28 0.80%
$750,000
7 – Residential PPR valued $750,001 - 460 464 4 0.87%
$1,000,000
8 – Residential PPR valued 188 189 1 0.53%
$1,000,001 - $1,200,000
9 – Residential PPR valued 231 232 1 0.43%
$1,200,001 - $2,500,000
10 – Residential PPR valued over 45 47 2 4.44%
$2,500,000
11 – Residential Not PPR 4,515 4,463 -52 -1.15%
12 – Residential Home Hosted 142 122 -20 -14.08%
Transitory Accommodation
13 – Residential Transitory 559 532 -27 -4.83%
Accommodation
15 – Vacant Land subject to developers 65 61 -4 -6.15%
concession
23 – Strata Units Not PPR 2,086 2,173 87 4.17%
24 – Strata Units PPR 2,134 2,175 41 1.92%
25 – Strata Units Home Hosted 41 36 -5 -12.20%
Transitory Accommodation
26 – Strata Units Transitory 3,475 3,388 -87 -2.50%
Accommodation
27 – Non Strata Residential 76 78 2 2.63%
Please note – this table only shows categories where there has been a change in the number of
properties and includes 53 new properties that have been created since the levy was issued.
4. Rate Concessions
Details of the Council pensioner concessions granted on the July levy are set out below.
Maximum Rebate
Type of Council Concession # Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,409 $162,035.00
Maximum/Joint Owners $90.00 1,314 $112,550.00
Not Maximum/Sole Owner $57.50 637 $36,627.50
Not Maximum/Joint Owners $32.50 940 $29,763.00
Total 4,300 $340,975.50
In addition to the pensioner concessions Council provided general rate donations for 53 eligible
properties totalling $86,893.92.
Details of the pensioner concessions funded by the State Government are as follows:
Page 21 of 64
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
State Government Rebates # Properties Amount
General Rates & Charges 4,300 $420,973
State Emergency Management Levy 4,300 $78,103
5. Payment Preferences and Arrangements to Pay
BPay continues to be the most popular payment option for ratepayers, as presented in the graph
below.
There are currently 338 properties that have made an arrangement to pay their current rates in
accordance with section 2.5.2 of the Revenue Statement, representing $163,157 of the outstanding
rates and charges. This figure is in line with previous levy periods and indicates that we have not
had an increase of people seeking to pay their rates by instalment.
6. Electronic Rate Notice Delivery and Paper Fee
This was the first levy in which Council charged a paper fee of $1.93 to cover the cost of printing
and posting a hard copy rate notice in an effort to encourage residents to register for electronic
delivery of their rate notice, either by e-mail direct to their private email address or delivery to their
online banking platform via BpayView. When the levy was issued we had 1,102 properties
registered for BpayView and 9,195 properties registered for email delivery, which means that we
have just over 32% of all rate notices sent electronically.
Currently we have 1,162 properties registered for BpayView and 10,485 properties registered for
email delivery, increasing our proportion of rate notices sent electronically to 36%.
7. Extended Discount Period
Payment patterns were very similar to the previous 2 levies, differing only in that the payments
made by direct debit on the due date were processed on the 60-day due date, whereas in previous
levies with both a 30 and 60 day due date most people had their direct debit payments processed
on the 30 day due date to take advantage of the higher discount.
By the end of the 60 day discount period the levy was approximately 82.1% paid. The chart below
shows the payments made each week in the levy period, as a percentage of the total rates levied
including arrears.
Page 22 of 64
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
45
Percentage of Rates Levied
40
35
30
25
20
15
10
5
0
Week Week Week Week Week Week Week Week Week
1 2 3 4 5 6 7 8 9
January 20 Levy July 20 Levy January 21 Levy July 21 Levy
Previous Council Consideration
Nil
Finance
There are currently no properties where the outstanding rates and charges are close to the rateable
value of the land, consequently there is no risk of any rates and charges being written off as bad
debts at this time.
Risks & Opportunities
Net rates and charges represent 70% of Council’s total operating revenue. The issuing and
collection of rates revenue is critical in ensuring cash flows are available to fund Council operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 23 of 64
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
5 CAPITAL PROGRAM DELIVERY STATUS – 30 SEPTEMBER 2021
Author IPDD Manager – Craig Eldridge
Infrastructure Services Department
Index ECM/ Subject/ 2021-2022 Annual Capital Works Program
Attachments Nil
EXECUTIVE SUMMARY
This report provides a status update for the Capital Works program as at 30 September 2021
The total proposed expenditure for capital works for the 21/22 FY is $53.6m inclusive of carry
forwards ($5.8m), expenditure in direct control of Infrastructure Delivery ($47.5m) and other
such as community projects, ICT and fleet ($6.1m).
As at 30th September Council has expended 9.4% of the 21/22 FY budget with $22m in
commitments at the time of this report
It is important to note that much of the first quarter of each financial year is taken up with
planning and preparing tenders based on the annual budget that is provided once confirmed.
Officers have $33m in various stages of construction, pre-tender, tender evaluation, detailed
design, final options analysis and environmental approvals status.
The road reseal expended $1m of the $5.5m budget for 21/22 FY and has all identified
projects programmed for completion by 30 June 2022.
Council has secured grant funding revenue of $25m while Council’s contribution to projects
with grant funding is at $17.2m and non-grant capital projects amounts to $11.4m.
To date Council has completed three projects in the first quarter.
Infrastructure Services are experiencing a large increase in the body of work of design (in-
house designing between 15 and 20 projects and managing external design of $15.9m).
There are currently 25 multi-year projects in various stages of completion
The reduced availability of labour, equipment and materials and a ‘hot” construction industry
is proving challenging however currently works are being managed within overall budget
limitations where feasible.
RECOMMENDATION
That Council note the report by the Infrastructure Planning, Design & Delivery Manager to the
Services & Organisation Committee Meeting 9 November 2021 providing an update on the delivery
of the 2021/22 capital program as at 30 September 2021.
REPORT
This report is to inform Council of the overall status of the Capital Works Program at the end of
September 2021.
The report provides an opportunity to highlight and discuss projects within the program and confirm
the delivery status of projects delivered in the first quarter of the 21/22 FY.
It is important to note that the financial summary provided in this report is subject to timing and
report accruals (i.e., a major project funded over multiple years may be significantly closer to
completion than the 21/22 financials may indicate).
Page 24 of 64
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
1. Current Projects
The major focus in the first quarter of the 21/22 FY is to:
Continue the construction phase of several major projects that have been budgeted over
multiple years namely - Hinterland Playground, Rufous Street Community Centre etc.
Review tender submissions for several major projects also budgeted for construction delivery
the 2021/22 financial year; these include two Hinterland bridges, Wahpunga Lane and
Tablelands Rd, Tewantin Bypass stage 1, Peregian Fire Tech lab and Gympie Terrace
Stormwater as an example.
The Design Services team are currently designing in-house 15 to 20 projects worth approximately
$2.2m, managing the external design of $15.9m and supporting the delivery of over $20m worth of
infrastructure.
Due to supply market shortages the Design Team is working with Civil Operations and the Delivery
Team to redesign or complete options analysis to avoid critical material delays and recycle stored
materials.
In addition, delivery of the 21/22 Road Reseal Program of $5.5m is underway and has expended
$1m of works completed in the first quarter. These works include the following:
Langura Street, Noosa Heads and Camphor Road, Pinbarren
Belwood Place, Pomona and Pioneer Road, Pomona
School Street, Pomona and Pottery Street, Pomona
Ambulance Street, Pomona and Weemilah Court, Cooran.
Hinterland Playground, Cooroy
Hinterland playground crane lift of the tower structure for the flying fox being placed onsite. Totem poles
are featured in the foreground, adding to the high-end architectural feel of the nature-based playground.
Page 25 of 64
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
The new raised pedestrian crossing and associated additional carparks in adjacent areas.
Peregian Beach - Stage 3 Rufous St
New Community Centre
2. Grant Funding
The 21/22 FY Capital Works program includes an unprecedented amount of grant funding with
projects listed below being the most recent projects with newly approved grants:
Project Name Budget Funding Information
Noosa Heads Bus Stop – Options Analysis and Concept $200,000 TMR and Council 50/50
Design
Noosa Drive Halse Lane to Sunshine Beach Rd - design $445,000 GLNGG and Council 50/50
shared path
Works for Queensland - South East Queensland $4,080,000 W4Q SEQ CSP 2021_24
Community Stimulus Program, allocated to 18 projects
shire wide over 3 years
Figures 1 and 2 below demonstrate the non-grant funded capital projects vs projects with grant
funding and Council’s contribution towards those with grant funding.
Page 26 of 64
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Figure 1 detail Percentage of CWP Value of CWP
Non Grant Projects 21% $11.4m
Projects with Grant Funding 79% Refer figure 2 for more detail
21-22 Capital Projects
21%
Non Grant Capital Projects
Projects with Grant Funding
79%
Figure 1
Figure 2 detail Percentage of CWP Value of CWP
Non grant projects 21% $11.4m
Grant funding revenue 47% $25m
Councils’ contribution to projects with grant funding 32% $17.2m
21-22 Capital Projects
21%
32% Non Grant Capital Projects
Grant Funding Revenue
Noosa Councils Contribution to Grant
funded projects
47%
Figure 2
3. Completed Projects
A busy first quarter has seen the completion of 9% of capital expenditure, moreover this quarter
has seen outcomes in a heated construction market resulting in material shortages, pricing
increases, as well as contractor availability issues; all continue to present challenges for Council
with respect to program delivery.
Page 27 of 64
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Project Control Groups and the Capital Works Executive have continued to enable staff and
Councillors to make informed decisions that relate to projects being delivered throughout the year.
This quarter has seen the completion of:
Noosa Waters Revetment Wall works
Sunshine Beach Skate Park New Shade Sail
Sobraon Street Slope Stabilisation.
Sunshine Beach Skate Park Shade Sail
Construction was completed on 29 September 2021, $10,000 under budget and community
feedback is ‘the skate park feels bigger, we love it”.
Sunrise Beach Sobraon Street Slope Stabilisation
Summary
The capital works program commitments total $22m which is a combination of $11.9m in
commitments and $11m in pending commitments which have been included in this report at Figure
3.
With a large ramp up of design and delivery activities to support the capital works program which
includes unprecedented amounts of grant funding, the Infrastructure Services Department is
addressing staffing shortages with recruitment activities for a Project Delivery Coordinator, two
Project Manager roles, one Project Officer role and a Planning Coordinator.
Figure 4 reflects the escalation in works as seen by the financial commitments totalling $22m.
Page 28 of 64
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Previous Council Consideration
Nil.
Finance
The year-to-date capital delivery expenditure to 30 September 2021 is $5.04m or 9.4% of the
Capital Program total. Figures 3 and 4 below demonstrate the year-to-date budget, actual
expenditure and percentage of program delivered including commitments, broken down for Capital
and Other Capital. Other Capital includes Asset Management, Information Communication and
Technology, Fleet, and the Planning Scheme expansion.
CWP Baseline BR1 Budget 21/22 $ 47,579,152 $ 6,115,239 $ 53,694,391
Other Capital Totals Capital
Capital
(ICT, Fleet) Works
Budget Year to Date $ 4,050,830 $ 1,016,076 $ 5,066,906
Actuals Year To Date $ 4,052,236 $ 988,757 $ 5,040,993
*Remaining Commitments and/or
$ 22,706,534 $ 1,336,801 $ 24,043,336
contracts in place
Figure 3 - Finance as at 30 September 2021
$25,000,000
$24,043,336
$22,706,534
$20,000,000
$15,000,000
$5,040,993
$5,066,906
$4,052,236
$4,050,830
$10,000,000
$1,336,801
$1,016,076
$988,757
$5,000,000
$-
Capital Other Capital Totals Capital Works
(ICT, Fleet)
Budget Year to Date Actuals Year To Date Commitments
Figure 4 – Finance status of Capital Works as at 30 September 2021
Page 29 of 64
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Capital Works Program Delivery Status of Multi Year Projects
21/22 21/22 Total Project Total % of **Total %
21/22 YTD Remaining Actuals To Total Project Project Budget Project
Finance Project Number - Description Budget Actuals Budget Date Budget Expended Complete
500551 - Noosa Hinterland Priority Playground - Planning & Design 4,160,752 913,524 3,247,228 3,037,598 6,102,000 50% 88%
500622 - Noosa Heads Noosa Parade Road Corridor Upgrade 1,847,167 59,644 1,787,523 594,995 6,000,000 10% 25%
500864 - Tewantin Doonella Bridge Renewal 1,976,593 6,357 1,970,236 163,887 7,000,000 2% 18%
500905 - Rufous St - Stage 3 Community House, Car Park & Landscape 3,481,193 664,250 2,816,943 2,292,161 5,213,994 44% 50%
500942 - Cooran Tablelands Road Bridge Renewal - BRP 769,650 15,677 753,973 233,639 1,364,287 17% 75%
500946 - Kin Kin Wahpunga Lane Bridge Renewal Annual - BRP 1,380,877 14,694 1,366,183 193,319 2,733,577 7% 75%
510035 - Whole of Shire Mobile Library Service Solution 696,916 1,854 695,062 4,938 750,000 1% 40%
510039 - Sunrise Beach Sobraon Street Slope Stabilisation - W4Q &LRCI 669,677 471,474 198,203 717,143 915,346 78% 82%
500888 - Cooroy Maple Street Raised Pedestrian Crossing - LGGSP 883,407 130,231 753,176 202,550 883,407 23% 92%
510042 - Noosaville Eumundi Road Landfill Outbound Weighbridge 553,885 2,078 551,807 28,193 580,000 5% 38%
510043 - Noosaville Eumundi Road Landfill Liner, Cell capping design 1,632,462 38,530 1,593,932 216,068 2,030,000 11% 52%
510044 - Noosaville Eumundi Road Landfill Expansion of Resource
Recovery 268,727 509 268,218 31,783 1,190,000 3% 22%
510047 - Tewantin Bypass Stage 1 8,913,379 302,919 8,610,460 789,540 9,800,000 8% 72%
510059 - Sunshine Beach Skate Park New Shade Structure - U&R 130,137 57,215 72,922 77,078 150,000 51% 99%
510064 - Trails Master Plan and Implementation Plan 65,553 8,725 56,828 23,172 80,000 29% 24%
510065 - Cooroy Belli Creek Road Bridge Renewal 879,835 20,474 859,361 75,639 900,000 8% 13%
510066 - Noosa Heads Garth Prowd Bridge Renewal 1,004,314 55,359 948,955 101,045 3,500,000 3% 5%
510067 - Black Mountain Lawnville Road Bridge Renewal 1,453,960 20,119 1,433,842 72,032 1,510,875 5% 24%
510068 - Trail 5 Upgrade 1,634,165 16,025 1,618,140 62,586 1,680,725 4% 15%
Pending
510020 - Noosa Junction Streetscape 26,047 7,863 18,184 7,863 Funding
510083 - Noosa Heads Bus Station Options Analysis and Concept Design 200,000 614 199,386 1,637 200,000 1% 1%
510084 - Cooroy Gumtree Drive Pedestrian Bridge Construction 130,000 706 129,294 706 130,000 1% 11%
510091 - Noosaville Foreshore Park Stormwater Renewals SEQCSP2124 200,000 776 199,224 776 600,000 0% 1%
510104 - Detailed Design Redevelopment Cooroy Sports Complex 50,000 243 49,757 243 1,250,000 0% 1%
510128 - Noosa Heads, Noosa Drive Halse Lane to Sunshine Beach Rd 270,000 1,323 268,677 1,323 445,000 0% 0%
Due to scale and complexity, the projects listed in the Multi-Year Project table are being delivered over multiple financial years.
**Note Total percentage project complete = total project duration completed.
The capital works program commitments totalling $22m is a combination of $11.9m in commitments and $11m in pending commitments which have been
included in this report at Figure 3 on page 6.
Page 30 of 64
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Risks & Opportunities
Risks that have presented challenges to delivery of the Capital Works Program include the increased
cost associated with and reduced availability of equipment and materials, this is compounded by a
decreased availability of contractors caused by the saturation of Government stimulus funding and
influenced by lack of commercial opportunities due to border lockdowns.
The construction industry is also proving challenging due to this inflated market and future
uncertainty and lack of confidence in supply chain and availability of manpower, resulting in the
private sector adopting a wait and see approach due to above constraints.
Additionally, the labour market is heated and whilst recruiting for key personnel (Delivery Co-
ordinator) is underway; it has highlighted the need for business continuity within the current teams’
internal structures. The formal role out of the proposed restructure is currently being managed by
the Infrastructure Services Director.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Staff within the Infrastructure Services Department & Corporate Services Departments were
consulted in the preparation of this report.
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 31 of 64
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
6 OPERATIONAL PLAN PROGRESS REPORT – FIRST QUARTER 2021-22
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
A report is provided to Council each quarter providing an update on the Operational Plan progress.
For 2021/22, we have improved the Operational Plan by providing more details of projects/activities
and the Operational Plan Progress report (Attachment 1) also provides more details than previous
years. Most projects are tracking well at this early stage of the financial year.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 9 November 2021 regarding the 2021-22 Operational Plan and:
A. Note the progress with the implementation of the 2021-22 Operational Plan to 30 September
2021 provided as Attachment 1 to the report; and
B. Note Council’s Key Performance Indicators provided as Attachment 2 to the report.
REPORT
The purpose of this report is to provide Council with an overview of progress in implementing the
annual Operational Plan and provide details of Council’s quarterly Key Performance Indicators
(KPIs).
To provide context about how our organisational reporting to Council works, the following graphic is
provided:
Page 32 of 64
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
1. 2021-22 OPERATIONAL PLAN
The Operational Plan contains details of the specific projects that Council adopted as part of its
budget process. The 2021-22 operational plan contains a lot more detail than previous operational
plans. Day to day “business as usual” activities are included in Branch Plans.
The Branch Plans are being used by Managers to manage day to day activities. They are an
effective tool for ensuring that all of the “business as usual” activities are undertaken and that any
minor projects are followed through.
Details of each Operational Plan project is set out in Attachment 1 with an assessment of whether
the issue in completed, on track, behind schedule or not started. Comments are also provided for
the information of Councillors about the status of each issue. It is important to note that this is “as
at 30 September” i.e. the end of the first quarter.
There are 74 initiatives in the 2021/22 Operational Plan. The current status of those projects is:
Status Quarter 1 Quarter 2 Quarter 3 Quarter 4
(July – Sept 2020) (Oct – Dec 2020) (Jan – Mar 2021) (Mar – June 2021)
Not started 3
Behind Schedule 10
On Track 59
Completed 2
Note - some of these initiatives are multi-year projects and have been identified as “on track” where
the initiative will be completed in the next financial year.
The table below highlights some specific Operational Plan issues that may be of interest to Council
with a particular emphasis on some projects that are either not commenced or are behind schedule.
Initiatives Comment
Coastal Hazards Adaption Plan The second round of community consultation is concluding with a
(CHAP) report to Council to consider the final version of the CHAP for
adoption.
Review of Council’s Corporate Plan With the planned retirement of the CEO, the development of a
new corporate plan will be undertaken in early 2022 once the new
CEO is on board.
Develop a performance management This work will be undertaken once the corporate planning process
framework is underway.
Explore options for and investigate This project is on hold pending the recruitment of a new manager
the feasibility of relocating the Noosa of Libraries and Galleries.
Regional Gallery
Finalise a review of governance The consultant has completed 4 separate reports which are being
arrangements and implement reviewed by staff. Some of these reports have already been
recommendations to improve service considered by the Audit and Risk Committee.
delivery
Continue to develop the Enterprise Draft risk appetite statements have been developed and will be
Risk Management Framework workshopped with councillors in the near future.
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Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. 16 of those KPIs are reported to Council on a quarterly basis. The KPIs are included in
Attachment 2.
The key issues arising from an assessment of the KPIs are as follows:
Our People
The issue of staff turnover has been topical recently. For the information of Council, our
historical staff turnover has been as per the table below:
Year Staff turnover rate
(percentage)
2014/15 11.06%
2015/16 13.06%
2016/17 8.9%
2017/18 8.2%
2018/19 10.9%
2019/20 9.6%
2020/21 6.6%
The staff turnover rate in the first quarter of 2021/22 is 4.7%. The first quarter is also the
quarter that traditionally sees a significant number of retirements early in a new financial year.
That has been the case with 5 of our outdoor staff retiring in that 3 month period.
In relation to Workplace Health and Safety, our Lost Time Injury Duration results have been
quite variable over the last 12 months. There have been a number of longer term issues which
have impacted on the statistics in previous years but 2021/22 is showing a better trend. The
Audit and Risk Committee has also recently reviewed WH&S issues.
Personal leave shows that leave is increasing slightly compared to previous years and this has
been driven by a significant increase in the number of long-term illnesses. This was particularly
the case in relation to personal leave greater than 5 days reflecting some long-term illnesses
of some staff.
Our Customers
The number of customer requests has continued to increase and is at an all-time high. This
has presented some challenges with meeting customer requests within the target dates and
our management team is currently refocusing on this issue. Anecdotal feedback from other
Councils is that this trend is occurring more broadly across the State with increased customer
requests.
While the number of customer requests is increasing, the response time for our front line staff
in answering telephone calls and dealing with matters in the first instance is still quite good.
Our current front line call centre staff are working very well.
For building, plumbing and development applications, we are seeing record application
numbers. This continues the trend from the last 6 to 12 months and this is not a Noosa
phenomenon with other local governments reporting similar record application numbers. All
councils are competing for limited resources with town planners and building surveyors in
particular being in short supply in south-east Queensland. This is no doubt as a result of the
various government stimulus programs to encourage building development across the country
and also reflecting the high demand for new housing as a result of the influx of interstate
migrants. The rate of applications has not yet slowed.
Page 34 of 64
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Our Finances
Our financial KPIs measure solvency, investment performance and outstanding rates. All of
these KPIs continue to be on track and in particular, there is no significant change in trend for
rate arrears. Our ratepayers are paying their rates at the same level as pre-pandemic times.
Council receives a financial performance report at the end of each month which provides a
more detailed analysis of Council’s financial position. Council receives a detailed report on
Capital Works progress every quarter.
Our Systems and Processes
The use of online services continues to increase year on year. The proportion of payments
continues to be high as cash payments are being limited due to the COVID-19 pandemic.
3. CLOSED SESSION ITEMS
At the request of Councillors, this part of the report identifies whether or not there have been any
matters dealt with in confidential session within Council or Committee meetings which have
subsequently been made public. There were none in this quarter. The community can keep up-to-
date with this information by checking Council's website – https://www.noosa.qld.gov.au/decision-
making
Previous Council Consideration
Quarterly reports are provided to Council outlining our progress with the Operational Plan.
Finance
The projects within the Operational Plan are reviewed and funded as part of Council’s annual budget
process.
Risks & Opportunities
A failure to achieve the outcomes set out in the Operational Plan would be problematic. In some
cases, projects may take longer than anticipated to achieve the best outcome.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities have been provided by relevant Departments.
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
X 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 35 of 64
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
ATTACHMENT 1
Page 36 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Sr 1U Ec)
Focus Areas Areas/Officers
1.1 Adopt an Implement priority activities from | Protection of the Shire’s | Environmental |The Noosa Environment Strategy is currently On track
overarching the Environment Strategy natural environment and | Services/ guiding priorities for the Noosa environment and a
Environment achievement of strategic Environmental S€°0nd annual report on implementation actions is
Strategy environmental targets Services urrently being completed, to be reported to Council
Manager before the end of the year. A further report on the
progress towards the 10-year targets is currently
underway, with further work to be undertaken where
gaps exist. This is likely to be ready on the third
anniversary of the endorsement of the Environment
trategy, at the end of the 21/22 FY.
1.2 Revitalise the Work with the Noosa River Management of key Co-chaired by |The Noosa River Stakeholder Advisory Committee | On track
Noosa River Plan Stakeholder Advisory Committee _| threats to the Noosa CEO with MSQ/(NRSAC) has continued to meet throughout the
and Marine Safety Queensland to | River System and its CEO quarter with key outcomes being further
better manage the Noosa River Environmental and Social onsideration of new anchoring, mooring and live
values aboard regulations for the Noosa River, as well as
participation in the Maritime Safety Queensland
safety and speed review for the Noosa River. The
ommittee also made a submission on the draft
Noosa Areas National Parks Management Plans
prepared by the Queensland Government, with
particular regard to the relationship of the national
parks to the Noosa River system, particularly Lake
leyba and Weyba Creek.
Continue to partner with the Oyster beds inthe Noosa | Environmental | TNC is working with authorities to finalise all Behind
Nature Conservancy to River are rebuilt to Services/ relevant permits for the on-ground restoration Schedule
implement the Oyster Reef improve habitat for fish Environmental | works, i.e. Owners consent, Resource Allocation
Restoration Project in the Noosa and marine life Services Authority, development consent, general fisheries
River Manager permits. A construction contractor is being engaged
and restoration works are expected to commence
this summer, subject to government approval. 15Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 37 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates Status
Focus Areas Areas/Officers
tonnes of local, recycled oyster shell is currently
being washed and bagged ready for oyster seeding
at Bribie Island Research Centre and deployment
onto the restoration sites.
1.3 Implement Implement the annual action plan Reduce Council's Environmental | Investigations are continuing for Noosa Council On track
Council's Zero for the Zero Emissions emissions Services/ options to be powered by renewable energy e.g
Emissions Strategy Organisational Strategy (ZEN) Environmental | PPA, green power, LGCs etc.
Services Rate 3 Street lighting upgrades to LEDs are
Manager ongoing.
Continuing to work with waste to determine
effective options for reducing emissions from
organic waste to landfill.
Develop the Emissions Reduction | Achievement of Council’s | Environmental | Carbon footprint for 20/21 has been completed and | On track
Offset Strategy for Council’s nett Zero emissions target | Services/ is being reviewed by external auditors to confirm
operations. 2026 Environmental | Council’s annual emissions in line with changes in
Services the Climate Active national reporting standards.
Manager
1.4 Adopt and Progress the implementation of Optimisation of landfill, Waste Services/| 10 year capital works plan completed pending final | On track
implement the the Noosaville Eumundi Road control leachate and Manager designs for stage 3 cells and RRA configuration.
following plans that Landfill Master Plan emissions capture Waste & Cell 1.1 and 2.2 expansion this financial year
form part of our Environmental | including final capping works and new storm water
Environment Health management system.
SHBIEOY Biodiversity Continue to implement the Yurol Continuation of Pine and Co-ordinated by |The Draft Yurol-Ringtail State Forest Ecological On track
Plan, Bushfire i ‘ : : :
Ringtail Forestry project Hardwood removal and CEO & Restoration Plan and Vegetation Assessment has
Management Plan, : 5
broad scale revegetation | Environmental jbeen completed and handed over to QPWS,
Coastal Management : : : :
Gian: <lood in preparation for transfer | Services/ Landcare and Greenfleet to inform nursery
: of land to National Park Environmental (Propagation and plantings of approximately 1000ha
Management Plan, : :
Koala Goneervation Services of former plantation areas.
Manager QUT koala baseline and vegetation monitoring and
Page 37 of 64Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 38 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates RSLs}
Focus Areas Areas/Officers
Plan, Waterways and dog threat assessment using drone technology has
Wetlands started for year 1 of 3.
Management Plan, ommunity engagement regarding trail closures, fire
Open space Plan, management and general project information is
Waste Reduction and ongoing, in collaboration with QPWS, HQP and
Recycling Plan. DAF.
Develop a new Noosa Waste Achieve waste Waste Services/| New waste manager appointed late August. On track
Strategy minimisation and Manager Planning and scoping of Strategy including
diversion targets and Waste & communication plan commenced. Target for draft
support net zero Environmental | sign off end of FY.
emissions target Health
Improved Flying Fox Management | Properly maintained flying | Environmental (Council's subsidised service program is now active | On track
process fox infrastructure Services/ at sites at Kin Kin, Pinaroo Park and Wallace Park.
Environmental New initiative funding this year will upgrade the first
Services sprinkler system installed at Wallace Park, and
Manager external grant funding will provide for a expert
advice on management options at Kin Kin and
allace/Pinaroo Park into the future.
Implement the Noosa Bushland Clear prioritisation of Environmental | Bushland Strategic Management Plan and On track
Reserve Strategic Management resources towards Services/ Strategic Fire Management Plan endorsed in June
Plan and Fire Management Plan bushland management Environmental | 2021 and Fire Management Officer on board in
and active involvement of | Services September 2021. Currently engaging with the
the community in the Manager community on a management plan for Noosa
restoration of degraded Banks, and soon to begin the same with the
bushland areas Coastal Foreshore Management Plan. Extra
funding has kept on extra staff in Natural Areas,
undertaking specific projects and local sites,
including the Eastern Beaches. The Bushcare
program currently at capacity with demand for new
groups still coming in, this will be reviewed at
Page 38 of 64Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 39 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates RSE 1 UC)
Focus Areas Areas/Officers
Basa tire. | |
1.5 Reinforce our Streetscape upgrade project Improved management of | Infrastructure Participate in council workshops and working groups| On track
Noosa Design implementation Noosa’s public areas and | Planning, and are consistent with message to apply design
Principles built environment to align | Design & principals.
with the Noosa Design Delivery, Civil ti fdesi a fa finite all
Principles and Noosa Operations ee ion of design vision statements into a
Style (Civil Works & Sones:
Mtce), Civil Planning and detailed design of the Noosa Drive
Operations Pathway underway.
(Parks &
Gardens), Asset|Planning for Noosa Junction Streetscape upgrade
Management/ subject to formal budget agreement.
Infrastructure
Planning
Design &
Delivery
Manager
1.6 Manage Continue to implement best Development outcomes Development 305 applications lodged during this quarter On track
development within practice Development aligned with the Assessment/ including 108 Superseded Planning Scheme
the Noosa Shire in Assessment services that deliver environmental controls Development | requests.
accordance with the strategic environmental included in the Noosa Assessment 317 applications decided.
Noosa's outcomes committed to in the Plan 2020 Manager
environmental Noosa Plan 2020
outcomes
1.7 Plan our Community ZEN emissions The Noosa Community is | Environmental | Investigations are continuing into community On track
response to climate project implementation assisted to become zero Services/ battery option and funding opportunities with ZEN
change net emissions by 2026 Director Inc.
Environment &| Applications for community Grants for projects
Sustainable aligning with the CCRP have been received.
Page 39 of 64Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 40 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates RSLs
Focus Areas Areas/Officers
Development | Noosa & Sunshine Coast Councils received a grant
to implement the first 2 phases of the LGAQ
Climate Risk Framework for Local Governments —
internal & community surveys are underway and
workshops are being planned.
The Noosa Youth Climate Summit was held 9/10
facilitated by NYAG in conjunction with USC and
Council.
Continue to progress the The Council has a planto | Strategic Land | The CHAP is progressing through a second round | Behind
finalisation and implementation respond to the challenges | Use Planning/ | of community consultation and is due to be Schedule
of the Coastal Hazard Adaption of climate change on our Director reported to council at the end of this calendar year.
Plan (CHAP) coastal areas Environment &
Sustainable
Development
Finalise the development of the Climate risks and Strategic Land | The CCRP was endorsed by Council 19/8/2021 On track
Climate Change Response Plan & | emissions reduction are Use Planning/ | Membership of the CCRP Community Reference
commence implementation considered and Director Group has been endorsed by Council (21/10/2021).
responded to ina holistic | Environment &
way Sustainable
Development
Continue the implementation of Improved management of | Environmental | A dedicated Fire Management Officer was On track
Council’s Fire Management Plans | our bushland reserves Services/ appointed in September. He is currently reviewing
and bushland reserves with regard to fire andthe | Environmental | training, equipment and vehicles, as well as
implementation of amore | Services maintaining fire trails as we head into the summer
proactive, specialised Manager season.
burning regime
Noosa Heads Main Beach SEMP Improved management of | Asset ARA has agreed to an application timeframe Behind
shoreline erosion in Management/ extension, previously due October 2021, now Schedule
Noosa Main Beach and Asset Planning! ebruary 2022.
Page 40 of 64Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 41 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - Noosa Environment
5 Corporate Plan Goal - Our environment is protected and enhanced and is valued by the community
Corporate Plan Key Operational Initiatives Outcomes Responsible Updates RSE NU EC}
Focus Areas Areas/Officers
Noosa River Co-ordinator [BMT Global preparing sediment sampling and
analysis plan (SAP).
Forecast SAP finalisation and approval January
2022.
Coastal Reserve Management Develop a detailed Asset A dedicated officer for this project has started in On track
Plan management Planfor the | Management/ | early October and is currently finalising the project
eastern beaches to Asset Planning| Plan and has begun direct engagement with
manage encroachments, | Co-ordinator; | community stakeholders.
accesses and works in Environment
the dunes Officer —
Coastal
Management
Page 41 of 64Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 42 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Q Noosa Council 2021/22 Operational Plan Quarterly Progress Report
& a Theme - The Noosa Community
ra Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
aes Areas/Officers
2.1 Undertake Implement priority activities from | An effective framework to | Community Priority for 21/22: On track
implementation of the the Social Strategy continue to improve Development/ (Lead a social services mapping exercise and
Noosa Social Strategy community wellbeing and | Community development of a social services position paper.
cohesiveness Development Development and implementation of a 12 month
Manager calendar of volunteer workshops that are
responsive to community needs.
Support the community with the | Improved community Council has initiated proceedings in the Planning | On track
intensity of usage of the Kin Kin | outcomes through Council and Environment Court seeking orders to limit the
Quarry advocacy impact of the quarry on local residents. An interim
hearing will occur on 12 November. The Kin Kin
Quarry Roundtable continues to meet on a regular
basis.
Maintain our relationship with the | A positive and effective Director Relationship building focused around new Council} On track
local indigenous community partnership built on trust | Community point of contact. Key inclusion of Kabi Kabi
and respect Services community in Floating Land 2021.
Page 42 of 64Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 43 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
[@) Noosa Council 2021/22 Operational Plan Quarterly Progress Report
2 a Theme - The Noosa Community
Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update SILI
Neer Areas/Officers
2.2 Adopt and Implement priority activities from | Delivery of better social Community 21/22 Cultural Action Plan — Key priority activities | On track
implement the following | the Cultural Plan, Community outcomes including a Development/ | underway including ITQ for Stage 2 Gallery Pre-
plans that form part of Health and Wellbeing Plan and the | cohesive resilient Community Feasibility study; Shirewide Liveability Survey;
our Noosa Social Sport and Active Recreation Plan | community, an active and | Development | Live & Local Music Development Program; and
Strategy - Cultural Plan, healthy community, an Manager Incorporating creative works in Peregian
Community Health and accessible diverse and Community House.
Wellbeing Plan and the affordable community
Sport and Active . ;
Recreation Plan Sport and Active Recreation Plan
Key recommendations currently being
implemented including Feasibility for non-powered
water sports currently out to tender; Noosa
Cycling and Walking strategy and implementation
plan completed and endorsed; Noosa Trails
network master plan implementation underway;
and Sport infrastructure improvements including
LED lighting for sports fields.
Deliver Floating Land 2021 event | Increased accessto and | Galleries/ Floating Land: at the edge of ideas delivered 9" to. On track
participation in arts and Gallery 24h October. In excess of 30 installations and
culture Director performances delivered across Boreen Point and
Park Road Boardwalk.
Annual Christmas convoy Increased community Community Dates set for 6" — 9th December 2021. Route is | Ontrack
connectedness Development/ | being finalized.
Community
Development
Manager
Page 43 of 64Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 44 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
9) Noosa Council 2021/22 Operational Plan Quarterly Progress Report
& 2) Theme - The Noosa Community
Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Bole rain RSE
ao Areas/Officers
2.3 Implement the New Mobile Library and Accessible and Libraries/ Vehicle tender awarded in July 2021; Kiosk On track
Libraries Strategic Plan Community Outreach Service is contemporary outreach Libraries & ordered for Peregian Community House; ITQ
planned and implemented library services Galleries currently being prepared for kiosk at Pomona
Manager Community House; New suite of library outreach
programs developed and delivered. Three initial
focus locations — Pomona, Peregian and Kin Kin.
2.4 Continue to support Continue the construction of Completion of site Director Construction of new Peregian Beach Community | On track
our community to utilise | Stage 3 of the Rufous Street construction and the new | Community House and Green Space nearing completion.
Council controlled land project incl. the construction of neighbourhood centre Services Transition to new building to occur early in 2022.
and buildings through the new Peregian Beach which will strengthen Concept design for refit of old community house
formal tenure Community House. community connection drafted.
arrangements Increase Community Grants Improved community Community Grant round closed on the 6! October 2021. On track
programme participation and social Development/ | 24 round to open in Feb/March 2022.
benefits Community
Development
Manager
Sunshine Beach skate ramp Improved design to better | Infrastructure |Design and specifications in final review. On track
renewal integrate skate facilities Planning Design| Tender out November 2021.
with surrounding & Delivery, Tender award expected December 2021 round of
infrastructure and Infrastructure | meetings.
erwireninent Planning Completed prior to end of financial year.
Design &
Delivery
Manager
Kin Kin Recreational Centre Increased community Property/ An Invitation to Quote for building works has been| On track
Renewal connection and Property developed by Infrastructure to remediate the
responsible management | Manager building. The remediation will occur in conjunction
of assets with the bat excrement clean-up operation.
Page 44 of 64Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 45 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
[@) Noosa Couneil 2021/22 Operational Plan Quarterly Progress Report
& Y Theme - The Noosa Community
Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
eke Areas/Officers
Progress the implementation of Strategic direction for the | Community Commenced implementation of On track
the Master Plans for the Noosa development and Development/ | recommendations.
District Sports Complex and implementation of sport |Community | Concept design for redevelopment of Cooroy
Cooroy Sports Complex and recreation facilities Development | Sports Complex.
Manager Resurfacing Noosa District Network courts.
Undertaking feasibility study of Regen Wellbeing
Hub.
2.5 Plan and build an Continue with the construction of Completion by the end of | Infrastructure Playground construction continues with practical | Behind
iconic all abilities the Cooroy/Hinterland All-Abilities | 2021 to increase Planning Designcompletion set for late January 2022 and Schedule
playground at Cooroy Playground interaction and & Delivery/ landscaping establishment period ending February
inclusiveness Infrastructure 2022.
eink Additional 34 carparks and raised crossing
estgn onstruction completed by 30 October 2021.
Delivery
Manager
2.6 Explore options for Pre-Feasibility Study Noosa Options and scenarios for | Director Awaiting appointment of new Manager. Not
and investigate the Regional Gallery (Stage 2) a new regional art gallery | Community started
feasibility of relocating are analysed to assist Services
the Noosa Regional Council in deciding
Gallery whether or not to proceed
to a further stage in this
project
Page 45 of 64Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 46 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Q Noosa Council 2021/22 Operational Plan Quarterly Progress Report
2 a Theme - The Noosa Community
ra) Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update SIS
Pal ye Areas/Officers
2.7 Plan for Noosa's Deliver Ageing Well Noosa Assistance provided to Community Launched in October 2021. October program can} On track
aging demographic and | program older members of our Development/ | be found here -
support our health and community to continue Community https :/Avww.noosa.gid.gov.au/downloads/file/3161
aged care sectors living an active and Development | /ageing-well-activities-october
fulfilling life Manager Further information on what is available to Seniors
can be found here -
https :/Avww.noosa.gid.qov.au/seniors-1
Page 46 of 64Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 47 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
QQ Noosa Council 2021/22 Operational Plan Quarterly Progress Report
& fy Theme - The Noosa Community
Corporate Plan Goal - Our community is connected, safe and happy and able to meet their potential
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update ers
ic Areas/Officers
2.8 Maintain the ability | Review of Noosa Local Disaster _ Increased local area Director Review of the Local Disaster Management Plan | On track
to respond to disaster Management Plan capability for prevention | Infrastructure [has been broken into 3 tasks as below.
events (LDMP) preparedness, response | Services
and recovery in a disaster ask-1: Project inception & Hazard scenario
generation: This task is now complete. All
existing documentation and data provided has
been reivewed. Required GIS data have been
collated for analysis.
Task-2: Preliminary risk assessment: This task
is underway. QERMF spreadsheet for all 6
scenarios have been established and preliminary
information are progressively being collated in the
spreadsheet. Desktop GIS analysis of some
hazards have commenced (i.e. flood) to identify
exposed assets. Meshblock scale data for Noosa
has been collected from Geoscience Australia
(Australian Exposure Information Portal) to inform
he assessment.
Task-3: Stakeholder engagement: This task is
underway, preliminary list of agencies have been
shortlisted for one-on-one discussion. Meeting set-
up with them is underway. Internal workshop date
0 be confirmed.
Support the community in the Increased community Director Supported second anniversary commemoration of) On track
ongoing recovery efforts fromthe | health and wellbeing Community 2019 bushfires. Current focus on developing
2019 Bushfires and COVID-19 Services emergency planning for vulnerable communities in
aged care and disability sectors through Person
Centred Emergency Preparedness framework.
Page 47 of 64Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 48 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
C6 Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - The Noosa Economy
Sa Corporate Plan Goal - Our Economy is diverse and resilient
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
Pek) Areas/Officers
3.1 Implement the Noosa | Implement priority activities from | Broadening of the Economic Underpinning the delivery of the Local Economic | On track
Local Economic Plan the Local Economic Plan to build | economic structure that de-| Development/ | Plan is the success of the digital hub with October
the resilience of Noosa’s risks Noosa’s exposure to | Economic 2021 Social Return on Investment (SRO!) report
traditional sectors and continue to} economic shocks and Development | showing a $4m annual impact.
build capacity in growth sectors | increased job opportunities | Manager Working with the Business Roundtable, the group
that diversify the economy has responded to COVID impacts and supported
a resilient local economy
3.2 Provide support fora | Development of Destination Identification of destination | Economic Early discussion underway, budget allocated and | On track
sustainable tourism sector) Management Framework Concept | management models Development | project resource expected to be appointed in
appropriate to Noosa in Manager November 2021.
order to determine the
most appropriate model to
preserve the local lifestyle
and also the visitor
experience.
Continue to support local Increased participation and| CEO/Economic| Business Roundtable functioning effectively with | On track
businesses and collaborative engagement of business Development | strong business precinct engagement.
arrangements e.g. Business associations Manager coordinated response to COVID lockdown
Round Table impacts and positive relations formed across
members and between coast and hinterland.
3.3 Develop programs to | Review the Local Economic Plan | Increased resilience in the | Economic Adoption of new ED Strategy scheduled for On track
foster growth in key and develop a resilient and community and economy, | Development/ | December 2021.
industry sectors by responsive New Economic with expanding Economic
working collaboratively Strategy opportunities to increase Development
wellbeing through high Manager
value employment
Page 48 of 64Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 49 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
($) Noosa Council 2021/22 Operational Plan Quarterly Progress Report
Theme - The Noosa Economy
SEQ] Corporate Plan Goal - Our Economy is diverse and resilient
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
Nate) Areas/Officers
Continue to progress council’s Increased talent pipeline Economic Underpinning the delivery of the Local Economic | On track
Industry Development Program and technology that Development/ | Plan is the success of the digital hub with October
across priority sectors focusing | support all sectors Economic 2021 Social Return on Investment (SROI) report
on digital, education and Training Development | showing a $4m annual impact.
and rural enterprise. Manager Future Skills Hub project advancing.
Support business recovery efforts! Local businesses feel Economic Business Roundtable and Noosa Council On track
post COVID-19. Provide targeted | connected and supported | Development/ | continuing to provide direct support to local
support, information and resulted in improved Economic business and the Roundtable adopted an
resources to local businesses resilience to economic Development | advocacy paper related to small business
impacted by COVID-19. volatility Manager financial compensation for those impacted by
lockdowns.
Deliver economic stimulus Local business and the Economic Hinterland Playground and New Peregian On track
projects funded by community benefit from Development/ | Community House developments contributing to
Commonwealth and State record investment in local | Economic significant local employment.
Government COVID-19 grants capital works projects Development
Manager
3.4 Support the growth of | Support technology initiatives - Acceleration of business Economic Underpinning the delivery of the Local Economic | On track
our education and including the Peregian Digital Hub| and employment growth. Development/ | Plan is the success of the digital hub with October
research sector Expansion of Peregian Economic 2021 Social Return on Investment (SROI) report
Digital Hub and rollout of | Development | showing a $4m annual impact.
the FireTech program Manager
Digital Hub expansion and FireTech program on
track.
Page 49 of 64Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 50 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
4 Theme - Long Term Planning for Noosa Shire
) Corporate Plan Goal - Noosa Shire is well managed and sustainable
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
Tao} Areas/Officers
4.1 Adopt a new Town Undertake the process for Increased provision of Director Housing Needs Assessment report scheduled for | On track
Planning Scheme amendments to the Noosa Plan affordable and accessible | Environment | peer review and councilor workshops in November
housing. Delivery of & and December.
Ministerial conditions and | Sustainable | Minister Conditions work on track.
associated amendments Development
Short Stay Local Law Management of short stay | Director Short Stay local law adopted by Council in October | On track
implementation letting to reduce the Environment | and commencement date of local law 1S February
impacts on permanent & 2022.
residents and residential Sustainable
amenity Development
Continue rollout of Place Making | Measured improvement in | Director Development of monitoring and evaluation On track
project liveability through planning, | Environment | framework commenced. Undertaking a Shire Wide
design and management of| & Liveability Survey to help inform this process.
public spaces Sustainable
Development
4.2 Implement an Continue to implement priority Transport options Director Go Noosa 21/22 Christmas and Easter Holidays. On track
integrated Transport activities from the Noosa contribute positively to a Infrastructure Saquing cullaboration and neaouation with
Strategy that encourages | Transport Strategy strong economy, the health} Services a k on identified eon ublic transport
alternative transport and wellbeing of the feck p p
usage and reduces our community and a low ideas
dependence on private carbon future Noosa Heads Bus Stop Options Analysis and
motor vehicles Concept design underway.
Implement the Walking and Facilitation of walking and | Infrastructure Walking and Cycling implementation plan has On track
Cycling Strategy cycling for transport, Planning, commenced with the design of 12 shire wide
recreation, health and Design & pathway links/expansions.
tourism Delivery,
Infrastructure
Planning,
Design &
Page 50 of 64Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 51 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
4 ; Theme - Long Term Planning for Noosa Shire
eS) Corporate Plan Goal - Noosa Shire is well managed and sustainable
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
Areas Areas/Officers
Delivery
Manager
Noosa Hinterland recreation trails | Increased recreational Environmental |T rail S Detailed Audit completed and negotiations | On track
upgrade/implement Noosa Trails | opportunities and improved] Services, ith QPWS regarding realignment opportunities
Master Plan, Audit of the trail multi use trails and Infrastructure |have commenced.
network linkages within the trails Planning, . . .
i Planning and design work has commenced on trail
network Design & head and tall node fACilit
Delivery. ead and trail node facilities.
InfrastructurelCouncil have approved the Noosa Biosphere Trail
Planning Concept. This is the basis for a series of audits to
Design & identify preferred alignments and the development of
Delivery an implementation plan.
Manager
Once the final alignments of Trail 5 are confirmed
with QPWS, display maps and design work for the
rail 5 project will be available. Proposal is the
display be presented at Stan Topper Park. The
Noosa Trail Masterplan Stakeholder Group will be
invited to attend the display.
Pathways expansion Improved access and Infrastructure |CNLGG grant successful to Design the additional | On track
connectivity within the shire] Planning, shared pathway at Noosa Drive Halse Lane to
Design & Sunshine Beach Rd.
Delivery Future identification of walking and cycling grant site
Infrastructure ¢
z opportunities.
Planning
Design &
Delivery
Manager
Page 51 of 64Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 52 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
4 , Theme - Long Term Planning for Noosa Shire
> Corporate Plan Goal - Noosa Shire is well managed and sustainable
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update RSV cy
rales) Areas/Officers
4.3 Implement the Undertake non powered water Delivery of land use Community Tender process for feasibility study has On track
Noosaville Foreshore sports feasibility study outcomes identified inthe | Development, | commenced.
Land Use Management Noosa Foreshore Land Property/
Plan Use Master Plan Community
Development
Manager
4.4 Ensure effective Develop the new Corporate Plan | Progress towards Development of new Corporate Plan planned for Not
service planning achieving Council's long 2022 following the appointment of the new CEO. started
processes are in place term vision and to provide
strategic direction to
council over the next 5
years
4.5 Develop and report on} Develop a Performance To assist in decision Director Ideally there should be alignment between Not
community sustainability | Measurement Framework making and improving Executive Council's strategic planning approach and the started
indicators performance by linking Services performance measurement framework. The new
organisational objectives to Corporate Plan to be developed in 2022 will lay the
operational and individual foundation for the PM Framework.
levels
4.6 Meet the principles of | Ongoing Support of the Noosa A community led Environmental |Continue to support and collaborate under new On track
the UNESCO Man inthe | Biosphere Reserve Foundation framework that meets the | Services/ contract agreement.
Biosphere Program balance between Environment Councils officers are currently working with Noosa
environment and al Services [Biosphere Reserve Foundation to compile reporting
sustainable human Manager requirements as part of ongoing performance
development obligations for the Biosphere declaration.
47 Establish functional | Finalise development of asset Asset management Asset Parks and Playgrounds AMP currently underway —_| On track
Asset Management Plans] management plans for major objectives are met and full | Planning/ ith aim to complete by end of December 2021. This
for all Council asset asset classes by completing the | suite of Asset Management! Asset AMP is the last required to complete the suite.
classes Parks and Playgrounds AMP Plans completed Planning Co-
ordinator
Page 52 of 64Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 53 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
‘% Theme - Long Term Planning for Noosa Shire
> Corporate Plan Goal - Noosa Shire is well managed and sustainable
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Status
Nir) Areas/Officers
4.8 Undertake long term | Bridge renewal programme Replacement and Infrastructure |Cooran Tablelands Rd and Kin Kin Wahpunga Lane | On track
financial sustainability upgrading of bridges to Planning, hinterland bridges construction commencing 25
planning incorporating improve the road network | Design & October 2021.
Asset Management Plan and to deliver economic Delivery. . . .
ouicomes benefits and improved INTEAStrUeture ep, na seal Lawnville Rd, hinterland
asset management Planning ridges in design phase.
Design & ewantin Lake Doonella bridge is undergoing
Delivery options analysis for remediation.
Manager
Garth Prowd bridge undergoing options assessment
or remediation and pathway widening.
Shire pedestrian bridges, Alec Loveday and Cooroy
Gumtree for remediation are in planning and
approvals.
Asset management renewal Maintenance of assets to | Asset Delivery of Shire Level 3 Bridge and Structure On track
programme required standards and Planning/ condition assessments currently underway.
achiever tent ef ststaiiabie Asset Shire reseal program delivery underway.
outcomes in safety, Planning Co-
minimising lifecycle and | ordinator —_—_‘|Shire Stormwater CCTV Condition Assessment
project delivery costs program underway.
Noosa Heads Parade Corridor Improve community Infrastructure | Noosa Parade Corridor upgrade tender has closed | On track
stormwater drainage upgrade connectivity and create a_ | Planning, and evaluation underway. Aiming for report to
collective vision. Foster Design & Council in December 2021.
successful social networks | Delivery/Infra
and benefit multiple structure
stakeholders Planning
Design &
Delivery
Manager
Page 53 of 64Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 54 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
? @ Theme - Excellence as a Council
Corporate Plan Goal - The Noosa Shire Community is proud of its Council
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update SS)e= 10K)
flare Areas/Officers
5.1 Maintain a focus on | Customer service request Customer requests are Director Processes & procedures identified for closure of On track
excellence in Customer | management review dealt with in acceptable Infrastructure) requests not automatically closing on completion.
Service and improved timeframes Services Mapping processes to provide ‘first contact’
service delivery information on website to reduce request numbers.
Customer Service scripting reviewed & updated.
5.2 Maximise financial | Carpenters Lane land - Extension | Future Property/ The last development approval provided by Behind
opportunities for Council | of time for development approval | consideration/options for | Property Planning cannot be further extended and has Schedule
land holdings for the the future development of | Manager expired. New development approval is required and
purpose of maximising the site are maintained process will be managed by Property.
non-rate revenue
5.3 Further develop Continue the transition to T1 Ci Integration of council’s ICT/ Progressing the improvement and modernisation of | On track
systems to promote Anywhere for Council’s enterprise) systems to streamline ICT Manager | fleet management systems, invoice processing
continuous improvement | management system operations, increase systems and customer information with completion
flexibility, increase in December 2021. In early 2022 work will
productivity and cost commence on infringements, animal registration
efficiencies and debtors systems.
Implement improved systems Protection from cyber- ICT/ Implemented major improvements including an Completed
security measures and testing attacks and mitigate harm | ICT Manager | automated vulnerability scanning solution to identify
to networks, applications, and priorise the elimination of weaknesses and a
devices and data security event database to detect suspicious
activity.
5.4 Embed corporate Staff satisfaction survey Increased understanding of Survey undertaken and results to be shared with Behind
values into the employee morale and staff staff, Leadership team and Councillors. Strategic Schedule
organisational culture satisfaction responses to be developed to core issues.
5.5 Improve online Review and refinement of Council | A positive customer ICT, various | Working to integrate Snap Send Solve with our On track
customer interface on line request system experience utilising on line | branches/ requests system in early 2022 to improve the
services request systems ICT Manager | &fficiency of processing those requests.
Page 54 of 64Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 55 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
¢@ JQ Theme - Excellence as a Council
Corporate Plan Goal - The Noosa Shire Community is proud of its Council
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update so) 10
taro) Areas/Officers
5.6 Continue to meet or | Continue Council focus on budget! Services delivered in All 2020/21 financial statements audited and signed. | On track
exceed all statutory management and delivery of accordance with Departments/ | Nearly all statutory ratios met.
financial ratios and key objectives in branch and risk established levels within All Directors/ | 2021/22 YTD performance currently in line with
operational targets plans budget Director budget.
Corporate
Services
5.7 Ensure that Continue to implement the WFP Continue to implement the | People & Workforce planning has been undertaken in several} Behind
workforce planning is in | strategy across operational areas | WFP strategy across Culture/ branches however a more strategic approach is Schedule
place across the operational areas People & required. The implementation of the VWWFP strategy
organisation Culture has been affected by emerging issues and
Manager resourcing constraints. It will be a priority for the
new P&C Manager.
5.8 Improve and Implement the WH&S System Plan! Ensure the provision ofa | People & Current WH&S System Plan “Safe Plan” in place On track
maintain the safety and safe workplace Culture/ and the elements are implemented in accordance
wellbeing of employees People & with the Plan’s targets.
Culture
Manager
Undertake an internal review of Progress against the Plan | People and Internal review undertaken In July 2021 with an Completed
Workplace Health and Safety is reviewed and Culture/ 83.7% compliance result, an increase of 3.7% on
System Plan implementation opportunities for People & the results of the internal review undertaken in
improvement identified Culture 2019.
Manager
5.9 Enhance Finalise the review of the Increased community Communicatio| Consultant engaged to review and assist in Behind
opportunities for the Community engagement Strategy | engagement and improved | ns & preparation of new Strategy. Schedule
community to engage and Framework decision making and Community First Councillor workshop held in October 2021 with
with the council and outcomes for the Engagement/ | a similar workshop planned for Managers and
ensure CE best practice community Community | Engagement Ambassadors in late November.
is embedded in council Engagement
operations Manager
Page 55 of 64Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 56 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
e? a Theme - Excellence as a Council
Corporate Plan Goal - The Noosa Shire Community is proud of its Council
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Noe HUE
Natt) Areas/Officers
2022/23 Budget Engagement Opportunity for community | Financial Planning and preparation for the 2022/23 budget On track
Process input into budget priorities | Services/ process, including consultation, underway.
Director Engagement is scheduled to occur between March
Corporate and June 2022.
Services
5.10 Ensure that Council | Continue management of financial) Compliance with legislative | Waste Financial performance of Council business units is | On track
business activities performance in 2021/22 and obligations Services, reviewed and analysed on an ongoing basis.
remain competitive and ensure full cost pricing outcomes Property/ = a ; ; ;
profitable are targeted as part of 2022/23 Waste & Pricing and profitability of business units will be
budget price settings Envi t assessed and modelled to ensure full cost pricing is
nvironment |. chieved as part of the upcoming 22-23 budget
al Health development process.
Manager,
Director
Corporate
Services.
5.11 Ensure that Undertake annual scenario testing| Increase awareness of All Directors! [BCPs have been further developed and tested, — On track
Business Continuity of BCPs responsibilities and test Director including pandemic preparedness across Council
Plans are developed and improve procedures in| Executive and in relation to our critical services within People
and tested BCPs to manage business | Services and Culture branch, Waste and Environmental
disruptions in the event of a Health and IT. Plans to further enhance testing,
disaster or unexpected preparedness and reporting is also underway in
catastrophe ollaboration with Council's Emergency Operations
eam.
Undertake an evaluation of Increase operational Director Initial review focused on key elements to inform On track
Council’s response to the COVID- | resilience including Community | next phase of Covid with opening of state borders
19 pandemic including its impact | operational and financial Services and likely increase in infections including update of
on council resilience Pandemic Management Sub-plan and branch
business continuity plans reflective of learnings.
Page 56 of 64Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 57 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Noosa Council 2021/22 Operational Plan Quarterly Progress Report
v2 J Theme - Excellence as a Council
Corporate Plan Goal - The Noosa Shire Community is proud of its Council
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update NSLS
lars Areas/Officers
5.12 Strengthen Finalise review of governance Compliance with legislative | Director Governance review undertaken by the consultant | Behind
Council's governance arrangements and implement and ethical obligations to | Executive with final report drafted. Schedule
framework and develop | recommendations for improved optimise council's Services
leadership potential service delivery performance
5.13 Embed risk Continue to implement the ERM Improved organisational Director ERM policy reviewed. ERM framework drafted to Behind
management practices Framework ability to identify and Executive align to ISO standards and pilot tests undertaken. | Schedule
into decision making manage risks Services Risk appetite statement reviewed and risk
processes tolerances tested and drafted. Several RM sessions
conducted with operational areas to test RM tools
and approach.
Development of a Contract Provision of a clear and Procurement/ | Work has commenced scoping the parameters of | On track
Management Framework standardised approach to | Procurement | the framework including identifying the key
managing and Manager elements. Briefing note to be prepared for ET in Q3
administering contracts 21/22.
Page 57 of 64Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 58 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Attachment 2
KEY PERFORMANCE INDICATORS
OUR PEOPLE
Measure Measure
Average Lost time injury duration Council % of LGW
Purpose Purpose
Safety of the workplace Safety of the workplace
25 foo 3.0% -------------------------------------------------------------
20 ;
15 ee eg 2.0% +}------------------------------- gg ---7 996 ES :
ae ie sae 1.65%
A 1
- f -_ ~ 1.24% oe
5 a 1.0% + --- --- -- -~- -- -~~- -
0+ i + : ap ap ap a
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Gili 2021/22 2020/21 * 2019/20 ane
2 sow” so'® ae ao® 9 api? po p pi? pune
Comment
Duration is defined as the average days lost per lost time injury. The formula is No. of
5 zy Comment
work days lost / No. of lost time njuries.
Page 58 of 64Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 59 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
OUR PEOPLE
Measure Measure
Personal leave total days x month Staff turnover rate as percentage of establishment ‘eve!
Purpose Purpose |
Low levels of sick leave can equate to high morale and vice versa Te track staff turnover over tim= and identfy trends
500 -——HA i oe
400 4% - a
\ /\, a. 7
300 +4 EE SS ‘gy Ra
\. q a 2% - p—$“hes — -____
200 $$$ 5 ——_____— te
5 1 1 1 12 6 2527 1281 33 52 0 oxa
4 1 1 1 13 0 324 1436 1369 29 -1
5 1 1 1 13 1 324 1436 59 29 93 100
5 1 1 1 13 2 426 1452 15 2 53 +-
5 1 1 1 13 3 1410 1422 44 57 0 “ayga
4 1 1 1 14 0 1904 1512 1310 27 -1
5 1 1 1 14 1 1904 1512 42 27 93 0%
5 1 1 1 14 2 2290 1528 2 7 0 T
5 1 1 1 14 3 2597 1528 2 6 36 T
5 1 1 1 14 4 2906 1528 2 4 18 t
4 1 1 1 15 0 365 1549 2732 66 -1
5 1 1 1 15 1 365 1586 19 29 67 0
5 1 1 1 15 2 2104 1549 72 45 96 Sept
5 1 1 1 15 3 2417 1549 60 45 96 Dec
5 1 1 1 15 4 2722 1549 48 45 96 Mar
5 1 1 1 15 5 3022 1553 75 29 96 June
4 1 1 1 16 0 438 1631 1607 37 -1
5 1 1 1 16 1 438 1632 68 36 94 July
5 1 1 1 16 2 543 1632 68 36 95 Aug
5 1 1 1 16 3 645 1631 77 36 96 Sept
5 1 1 1 16 4 761 1631 62 29 94 Oct
5 1 1 1 16 5 866 1632 67 28 95 Nov
5 1 1 1 16 6 972 1631 67 29 96 Dec
5 1 1 1 16 7 1080 1632 60 28 96 Jan
5 1 1 1 16 8 1185 1631 64 29 95 Feb
5 1 1 1 16 9 1291 1632 65 28 96 Mar
5 1 1 1 16 10 1398 1631 62 37 96 Apr
5 1 1 1 16 11 1500 1632 69 36 96 May
5 1 1 1 16 12 1600 1632 82 28 96 June
5 1 1 1 16 13 1889 1639 156 27 95 Comment
4 1 1 1 17 0 456 1684 2166 33 -1
5 1 1 1 17 1 456 1687 84 26 83 WSick
5 1 1 1 17 2 550 1687 71 24 57 leave
5 1 1 1 17 3 631 1687 33 24 57 <5
5 1 1 1 17 4 677 1687 61 29 86 days
5 1 1 1 17 5 795 1687 252 27 8 wsCarer'sleave<5
5 1 1 1 17 6 1060 1687 61 29 81 days
5 1 1 1 17 7 1178 1687 148 26 40 mPersonal
5 1 1 1 17 8 1337 1687 71 24 40 leave
5 1 1 1 17 9 1421 1687 32 24 90 >5
5 1 1 1 17 10 1464 1687 63 29 96 days
5 1 1 1 17 11 1888 1685 120 29 91 2021/22
5 1 1 1 17 12 2020 1703 8 3 93 -
5 1 1 1 17 13 2040 1685 83 29 81 4.7%:
5 1 1 1 17 14 2136 1685 117 29 93 2020/21
5 1 1 1 17 15 2268 1702 11 4 92 -
5 1 1 1 17 16 2290 1684 83 33 79 6.6%:
5 1 1 1 17 17 2387 1685 120 29 93 2019/20
5 1 1 1 17 18 2518 1702 10 4 92 -
5 1 1 1 17 19 2540 1685 82 29 88 9.6%:
4 1 1 1 18 0 1888 1733 754 33 -1
5 1 1 1 18 1 1888 1733 119 26 94 2018/19
5 1 1 1 18 2 2044 1733 99 33 0 10.9%:
5 1 1 1 18 3 2155 1733 121 26 0 2017/18
5 1 1 1 18 4 2309 1733 76 26 41 §€2%
5 1 1 1 18 5 2405 1733 119 26 95 2016/17
5 1 1 1 18 6 2558 1733 84 33 77 8.9%;
4 1 1 1 19 0 1889 1781 560 31 -1
5 1 1 1 19 1 1889 1781 118 27 93 2015/16
5 1 1 1 19 2 2020 1796 8 4 92 -
5 1 1 1 19 3 2044 1781 116 31 92 13.06%;
5 1 1 1 19 4 2174 1781 120 26 0 2074/15
5 1 1 1 19 5 2306 1796 11 4 92 -
5 1 1 1 19 6 2330 1781 9 26 85 1°
5 1 1 1 19 7 2350 1781 99 27 30 .06%-
4 1 1 1 20 0 300 1813 2113 48 -1
5 1 1 1 20 1 300 1813 169 45 96 Comment
5 1 1 1 20 2 1889 1827 67 26 74 Data
5 1 1 1 20 3 1970 1827 133 26 94 recorded
5 1 1 1 20 4 2117 1834 35 19 84 on
5 1 1 1 20 5 2162 1834 18 19 84 a
5 1 1 1 20 6 2189 1827 134 34 93 quarterly
5 1 1 1 20 7 2332 1827 81 26 90 hasis
4 1 1 1 21 0 1918 2288 289 44 -1
5 1 1 1 21 1 1918 2288 105 44 95 Page
5 1 1 1 21 2 2039 2289 48 34 96 59
5 1 1 1 21 3 2103 2288 42 35 96 of
5 1 1 1 21 4 2159 2289 48 34 96 64Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 60 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
OUR CUSTOMERS
Measure Measure
Number of requests received x month % of requests completed within target date x month
Purpose Purpose
Level of customer demand & whether service levels appropriate Indicator of whether service levels are satisfactory
2500 100% ~=———H
2250 - ee = |
2000 - 5 6 80% -- -
1750 + = cd eat er | Ve MMO RR CRE eRe eee wenign. gee castteeoees
1500 - : ng 60% - ala
1250 | _ ' |
1000 40% -
750 +
500 +- | - —
Rs Ss
250
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June 0% + —I
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
@ All others @ Local Laws uw Parks
& Waste Management @ Works Operations @ Environmental Health id 2021/22 Spee fe: “ees SRE |
Comment Comment
Categories show the 'Work Grcups' that on average receive the highest number of
requests each month.
Page 60 of 64Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 61 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
OUR CUSTOMERS
Measure oe : Measure
Average seconds of “wait” time in phone queue % of building information requests completed within statutory time frame
Purpose Purpose
Service timeliness / capacity to respond Senice timeliness
69
100% PL Lb baht OPP TL LL het 7
5) @enecceee = eens,
AD a2. er ee ms BA z
| we - “tee. Mom —_ Spe — 60%
20 - 40%
19
20%
a = 7 1
July Aug Scpt Oct Nov Dcc Jan Feb Mar Apr May Junc 0% ' - : r : - - 7 1 + - -
Juy Aug Sept Oc Nov Dec Jan Feb March Apr May June
GR) 2021/22 me 2020/21 eevee 2019/20
Comment
Comment
‘Measure Measure
ae of planning epplicacions decidce wit statutory tincframe Average processing time 10 day plumbing applications
mpose =
Service timeliness urpose
: Level of activity & service timeliness
140 a] Pr
190 4 ros ee,
er 7
9 + — — —— weal i
ee
7" ln Mong Wy Mag se hae eta ™ 0
WI Not decided = Decided 9 ee July (notcecided) August (not cecidad) Juy Aug Sept Oct Nov Dec Jan Feb March Apr May June
Comment Comment
Data is for September 2024 Legislation introduced on 1 July 2019 has reduced the statutory time from 20 days to 10 days
Page 61 of 64Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 62 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
OUR FINANCES
Measure
5 1 1 1 3 2 1566 446 115 23 96 Measure
4 1 1 1 4 0 306 485 1576 34 -1
5 1 1 1 4 1 306 488 151 24 96 Investment
5 1 1 1 4 2 467 490 79 22 96 return
5 1 1 1 4 3 557 487 88 25 96 0.25%
5 1 1 1 4 4 656 488 83 24 96 above
5 1 1 1 4 5 749 488 156 24 96 benchmark
5 1 1 1 4 6 915 487 72 32 96 (UBS
5 1 1 1 4 7 999 488 69 24 95 Bank
5 1 1 1 4 8 1079 487 37 25 96 Bill
5 1 1 1 4 9 1128 488 82 31 96 index)
5 1 1 1 4 10 1567 485 65 25 96 Rate
5 1 1 1 4 11 1642 492 99 18 96 arrears
5 1 1 1 4 12 1752 486 57 24 92 ratio
5 1 1 1 4 13 1821 485 61 25 89 <5%
4 1 1 1 5 0 306 522 1370 38 -1
5 1 1 1 5 1 306 522 114 38 96 Purpose
5 1 1 1 5 2 1566 526 110 30 96 Purpose
4 1 1 1 6 0 306 563 2094 30 -1
5 1 1 1 6 1 306 563 154 22 96 Performance
5 1 1 1 6 2 471 563 23 22 96 of
5 1 1 1 6 3 502 563 98 22 93 invested
5 1 1 1 6 4 611 565 117 28 93 ratepayer
5 1 1 1 6 5 736 563 66 22 96 funds
5 1 1 1 6 6 1566 563 120 22 96 Measures
5 1 1 1 6 7 1696 563 38 22 96 the
5 1 1 1 6 8 1745 563 115 29 96 efficiency
5 1 1 1 6 9 1870 563 22 22 96 of
5 1 1 1 6 10 1900 563 109 22 85 Council's
5 1 1 1 6 11 2020 563 116 22 96 collection
5 1 1 1 6 12 2147 563 25 22 96 of
5 1 1 1 6 13 2180 565 59 20 96 rates
5 1 1 1 6 14 2251 563 42 22 96 and
5 1 1 1 6 15 2304 563 96 30 96 charges
4 1 1 1 7 0 319 647 2295 22 -1
5 1 1 1 7 1 319 647 62 22 46 1.0%
5 1 1 1 7 2 395 642 54 40 0 ——
5 1 1 1 7 3 498 642 21 40 0 AS
5 1 1 1 7 4 1580 647 53 22 65 15%
5 1 1 1 7 5 1642 642 28 40 42 3
4 1 1 1 8 0 317 748 64 22 -1
5 1 1 1 8 1 317 748 64 22 96 0.8%
4 1 1 1 9 0 652 805 1636 43 -1
5 1 1 1 9 1 652 811 74 34 28 jerry
5 1 1 1 9 2 1056 837 16 10 48 we
5 1 1 1 9 3 1580 817 50 22 96 10%
5 1 1 1 9 4 1760 805 49 42 12 sts
5 1 1 1 9 5 1824 837 6 6 0 .
5 1 1 1 9 6 2243 819 17 29 68 +
5 1 1 1 9 7 2283 839 5 5 42 -
4 1 1 1 10 0 317 836 2020 54 -1
5 1 1 1 10 1 317 851 54 25 96 0.6%
5 1 1 1 10 2 643 850 6 8 42 :
5 1 1 1 10 3 769 858 6 5 0 e
5 1 1 1 10 4 825 836 17 29 72 A
5 1 1 1 10 5 896 875 31 12 38 ote
5 1 1 1 10 6 1016 874 15 16 10 is
5 1 1 1 10 7 1046 852 5 7 0 -
5 1 1 1 10 8 1092 851 6 8 48 :
5 1 1 1 10 9 1130 873 62 17 54 ony
: : * .
0.4% A A ‘. : = ee
. /\ =
0.2% ey
0.0% ll 0% Tia
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment Comment
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
7 =
6 ~——--rtt —_$§_
al .
2+
0 ‘ ' ‘ : , ‘ ‘ : ' : +
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment
Page 62 of 64Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
Page 63 of 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
OUR SYSTEMS & PROCESSES
Measure Measure
% of requests for service that were lodged electronically % of payments made electronically
Purpose Purpose
Identify growth of online services Identify growth of online services
“oN
_ Cy. ~
30% —— hae
60% -
20% + - —
40%
10% + ns
7 20%
0% 1
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June 0%
@E requests @ Email (incl. requests via mobile applications) July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment Comment
This KPI includes all payments made to Council via electronic means (including BPAY,
direct debit, via Council's website, at Australia Post outlets etc)
Page 63 of 64Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 NOVEMBER 2021
7 CLOSED SESSION
Nil.
Page 64 of 64