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AGENDA
Special Meeting
Tuesday 28 June, 2022
commencing at 10.00am
Council Chambers, 9 Pelican Street, Tewantin
Crs Clare Stewart (Chair), Karen Finzel, Joe Jurisevic, Amelia Lorentson,
Brian Stockwell, Tom Wegener, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of the other 78 sections
Section 2
SPECIAL MEETING AGENDA 28 JUNE 2022
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES -
2. REPORTS 3
1 2022/23 NOOSA COUNCIL BUDGET PROCESS CONSULTATION FEEDBACK 3
2 OPERATIONAL PLAN 2022-23 19
3 ADOPTION OF 2022-23 BUDGET POLICIES 22
4 2022-23 FEES AND CHARGES 47
5 2022-23 BUDGET ADOPTION 49
6 STATEMENT OF ESTIMATED FINANCIAL POSITION FOR THE 2021-22 FINANCIAL
YEAR 59
7 ORGANISATIONAL STRUCTURE 62
3. MEETING CLOSURE 79
Page 2 of 79
Section 3
SPECIAL MEETING AGENDA 28 JUNE 2022
2. REPORTS
1 2022/23 NOOSA COUNCIL BUDGET PROCESS CONSULTATION FEEDBACK
Author Director Corporate Services (Acting), Trent Grauf
Corporate Services Department
Index ECM/ 7.33 - 2022 – 2023 Budget
Attachments 1 Balance the Budget Participation Tool Response Summary
2 Summary of Face-to-Face Consultation
3 Summary of Consultation Outcomes
EXECUTIVE SUMMARY
As part of the 2022/23 budget development process, Council has undertaken a community
engagement process to seek feedback on the draft budget priorities before its adoption on 28 June
2022. 170 responses were received, through a number of channels including face to face sessions,
email, online survey and a balance-the-budget tool.
Council has considered and reviewed the feedback, with the following changes made to the budget
for adoption:
• Deferral of Short Stay Local Law renewal fees;
• Increased investment in environmental services through a new community Bushcare officer
and additional allocation of funds for Environment Grants; and
• Additional project funding for both Council’s Economic Development branch and Tourism
Noosa.
These changes to the final budget will not impact Council’s financial sustainability with all key
financial sustainability ratio targets still met in line with Council’s Financial Sustainability Policy.
RECOMMENDATION
That Council note the report by the Director Corporate Services (Acting) to the Special Meeting dated
28 June 2022 regarding the 2022/23 Budget process community consultation outcomes and note
that feedback received was considered by Councillors during the finalisation of the 2022/23 Council
budget.
REPORT
Under sections 104 and 107A of the Local Government Act 2009 and section 170 of the Local
Government Regulation 2012, Council is required to adopt, for each financial year, after 31 May
before the financial year and before 1 August in the financial year, a budget and revenue statement.
Council’s budget process runs from November through to June each year and is a significant annual
project for Council, requiring considerable organisational and Councillor input to ensure that budget
decisions align with Corporate Plan objectives, Operational Plan targets and Financial Sustainability
Policy requirements.
Council has continued its commitment to the community engagement process for its 2022/23 budget
development, with a number of channels offered to elicit community feedback regarding the
proposed draft budget and priorities. The engagement approach has involved the following to date:
Page 3 of 79
Section 4
SPECIAL MEETING AGENDA 28 JUNE 2022
1. General communication of the process through Council social media channels, website and
local newspapers.
2. Establishment of an online Council Budget Engagement Process project page via the Your
Say Noosa tile on Council’s website.
3. Continuation of the Balance Your Noosa Council Operating Budget participation tool where
residents could change budget spending priorities whilst still having to balance the budget.
4. Encouraging general submissions regarding community budget priorities on the Council Your
Say webpage via ideas, and also via email to Council’s budget feedback email address.
5. Publishing of Council’s 10 year capital plan for feedback.
6. Face to face sessions to allow residents to discuss budget priorities directly with Councillors.
A summary of the key outcomes has been provided below.
1 Balance Your Noosa Council Operating Budget Participation Tool
The balance the budget online participation tool was deployed on the Your Say Noosa webpage in
an attempt to engage and educate the community regarding Council’s budget, and to allow a resident
and or ratepayer to sit in a Councillor’s shoes regarding setting spending priorities, in addition to
ensuring that the budget is balanced by either increasing revenues or reducing spending in other
areas. Feedback from the use of the tool by the community was intended to assist Councillors in
understanding whether the spending priorities of the community aligns with Council’s current and
future spending priorities, with any significant funding misalignment explored and understood as part
of the budget process.
The tool was made available for a two week period from 20 May to 5 June 2022. Council received
2,631 page views, the average time on the webpage was 2 minutes 49 seconds, and 39 submissions
were made (users were required to balance the budget before a submission was allowed).
The two graphs below highlight the average overall balance the budget (BTB) submitted amounts
compared to Council’s current spending priorities (i.e. original 2021/22 budget) and proposed
spending priorities identified in developing the draft base 2022/23 budget. It should be noted that the
graphs represent averages across all of the 39 submissions made, with individual submissions
including both increases and decreases in expenditure for specific expenditure categories.
Page 4 of 79
Section 5
SPECIAL MEETING AGENDA 28 JUNE 2022
Graph 1 – Top 4 Council Expenditure Categories ($ million)
• Average balance the budget
submissions wanted higher levels
of investment in infrastructure
such as roads and bridges
maintenance ($115k or 0.48%
higher than Council’s draft base
budget), more expenditure on
waste management ($87k or
0.54% higher than Council’s draft
base budget) and less
expenditure in community
facilities and services ($69k or
0.46% lower than Council’s draft
base budget).
• The desire for additional
investment in infrastructure is
consistent with the outcomes of
the budget consultation
undertaken online via Your Say
Noosa.
Graph 2 – Other Council Expenditure Categories ($ million)
• Average balance the budget
submissions wanted higher levels
of investment in environmental
management and sustainability
initiatives ($258k or 3.84% higher
than Council’s draft base budget),
and less expenditure on Libraries,
Art & Culture ($261k or 3.67%
lower than Council’s draft base
budget) and a reduction in
expenditure on corporate and
administration costs ($113k or
0.6% lower than Council’s draft
base budget). All other
expenditure areas remaining on
average the same.
• The desire for additional
investment in the environment is
also generally aligned with the
outcomes of the budget
consultation undertaken online via
Your Say Noosa .
Table 1 – Summary of Expenditure Submissions by Category
Submission Summary Base No Increase Decrease % Budget % Budget % Budget
Budget change Budget Budget Increase Decrease Unchanged
($m)
Maintaining roads, bridges, buildings, pathways, parks, beaches and stormwater systems
Operating and maintaining sealed $24.1 23 12 4 31% 10% 59%
and unsealed roads, bridges,
buildings, pathways and stormwater
systems
Operating and maintaining parks, $9.4 23 9 7 23% 18% 59%
landscapes, trees, beaches and
canals
Providing community facilities and services
Community development and other $1.9 29 3 7 8% 18% 74%
services
Library services $4.2 28 0 11 0% 28% 72%
Page 5 of 79
Section 6
SPECIAL MEETING AGENDA 28 JUNE 2022
Submission Summary Base No Increase Decrease % Budget % Budget % Budget
Budget change Budget Budget Increase Decrease Unchanged
($m)
Noosa aquatic centre, The J $7.4 31 3 5 8% 13% 79%
community centre, leisure centre,
Noosa community support
Art gallery and Cooroy butter factory $1.0 31 2 6 5% 15% 79%
Holiday parks $1.6 39 0 0 0% 0% 100%
Environmental management and sustainability initiatives
Natural areas including bushland $3.1 26 11 2 28% 5% 67%
reserves and trails maintenance, fire
management, environmental
operations and sustainability
Environment levy funded initiatives $1.9 22 15 2 38% 5% 56%
(land purchases. private land
conservation, river management)
Waste collection, disposal, $16.4 28 9 2 23% 5% 72%
recycling and waste education
Tourism and Economic Development
Tourism $2.6 37 2 * 5% 0% 95%
Economic Development $1.8 23 6 10 15% 26% 59%
Sustainable transport initiatives $1.6 27 6 6 15% 15% 69%
Heritage services $0.4 28 2 9 5% 23% 72%
Planning, building, health and $10.3 27 2 10 5% 26% 69%
other inspection services
Customer service, governance $18.8 24 2 13 5% 33% 62%
and administration
* Funding levels to Tourism Noosa were unable to be reduced due to current contractual arrangements.
In terms of how the submitters wished to balance the operating budget expenditure changes through
revenue adjustments the following was observed (on average):
• General rates were increased by $74k (0.09% increase);
• Fees and sales remained unchanged;
• The environment levy was increase by $123k (6.2% increase);
• The heritage levy was decreased by $31k (8.6% decrease);
• The sustainable transport levy was increased by $19k (1.2% increase)
• The bushfire resilience levy was increased by $27k (4.8% increase)
Further specific details extracted from the Balance Your Noosa Council Operating Budget
participation tool submissions has been provided in Attachment 1 for information.
2 Your Say Noosa Submitted Ideas
In addition to using the Balance Your Noosa Council Operating Budget participation tool, Council
also encouraged residents and ratepayers to take the opportunity to send in specific suggestions
and / or submissions via the Your Say Noosa webpage that could be considered by Council. 78
contributions occurred on the page with ideas varying between requests for information through to
ideas to provide additional services and also reduce services. This feedback has been included in
the overall consultation summaries provided in Attachment 3 to this report.
3 Direct Feedback to Council’s Budget Email Address
Residents and ratepayers were also encouraged to email any specific budget priorities directly to
Council’s budget email address [email protected] 6 of 79
Section 7
SPECIAL MEETING AGENDA 28 JUNE 2022
31 emails and 4 hard copy submissions were received from residents, ratepayers, industry
associations and resort managers with key themes including: levels of investment in tourism and
economic development, transitory accommodation rating, short term accommodation fees, Lake
Donella foreshore management, environment and natural area projects, road and pathway
maintenance, hinterland road upgrades, affordable housing, climate change, construction of
footpaths, walkways and cycling.
4 Face to Face Meetings
Two Councillor-led half day consultation sessions were offered to allow residents to meet with
Councillors to discuss their specific budget priorities. Sessions were held on 1 and 2 June, with 18
residents / ratepayers taking the opportunity to meet face to face with Councillors to provide their
feedback and ideas. This is an increase in participation at the face-to-face sessions compared to the
prior year where 6 residents / ratepayers attended the budget consultation sessions.
A number of issues were raised including transitory accommodation rating, short stay
accommodation fees, arts and culture strategy, hinterland roads, parks and pathways maintenance,
land valuations, disaster recovery projects, and the liveability and future vision for Noosa. A
summary of these sessions are outlined in Attachment 2 to this report.
5 Combined Consultation Outcomes – Operational Budget
All feedback from each engagement processed was combined and analysed to assess where key
concerns and priorities are for the community in respect of the proposed budget for 2022/23. The
following figure presents a snapshot of all proposed submissions by topic, and split into
representation on whether the feedback was to either to increase or decrease the level of service
and initiatives delivered.
Topics have been ranked highest to lowest on combined score. The graph reveals a number of
trends including:
• The shire’s ratepayers (i.e. those who have responded to the consultation) have divergent
opinions on increasing / decreasing investment in some key service areas such as parks and
open space, community development, economic development and strategic land use planning.
• There is a noted risk that the balance-the-budget tool may skew results where it forces the user
to reduce a budget elsewhere in order to increase funding to their priorities. The service area
where there has been a reduction may simply be due to the need to find an area for reduction.
Further review of service levels may be necessary in future budgets for these areas to ensure
Council efficiently meets community need.
• Roads, environment and natural areas, waste, foreshores and canals, transport and strategic
land use were the key identified operational priorities.
It should also be noted that Association and industry submissions have been counted as a single
submission. However noting that these bodies are representative of many individual businesses,
their input has been considered in more detail separately.
A overview of the outcomes of all consultation channels is provided in Attachment 3 to this report.
Page 7 of 79
Section 8
SPECIAL MEETING AGENDA 28 JUNE 2022
Graph 3 – Summary of Combined Submissions – Operational Budget
The following table summarises the key operational priorities identified in the consultation and
subsequent actions taken to finalise the budget.
Table 2 – Key Outcomes from Review of Operational Budget Submissions
Priority Budget Outcome
Amended
Roads Bridges and No • $600k (9.6%) increase to roads, bridges and stormwater
Stormwater maintenance already included in the draft budget for improved
maintenance services to Council infrastructure
Environment and Yes • Environment Grants: an additional $95k included
Natural Areas • Bushland Reserves: A new community bushcare officer position
added to the budget
Waste Management No • $1 million of additional investment in waste management initiatives
already included in the draft budget including:
o Review of alternative waste treatment options for the landfill,
including landfill-to-gas / electricity, anaerobic digestion,
organics options.
o Marketing and education on waste recovery including bin
labels and tagging
o Polystyrene processing to remove it from going to landfill
o Continuation of the annual textile drive initiative
Foreshores, Beaches No • Funding has already been included in the draft budget to
and Canals commence additional work on foreshore and coastal reserves
management plans, including eastern beaches and Lake Doonella
Sustainable No • A number of key new initiatives already proposed for 2022/23,
Transport including transit hub investigation, Noosa Woods ferry stop
investigation, finalisation of design on Noosa Heads Multi-Modal
bus stop and a parking technology trial.
Strategic Planning No • Funding already included in the draft budget for:
(including Housing o A detailed site-based feasibility investigations for progressing
and Climate Change) affordable and social housing including partnership
opportunities
o Climate change project acceleration
o Strategic planning and support staff resourcing also included
to support the progression of strategic land use planning,
climate change and affordable housing initiatives.
Page 8 of 79
Section 9
SPECIAL MEETING AGENDA 28 JUNE 2022
Priority Budget Outcome
Amended
Parks, Playgrounds No • $261k (4.0%) increase to parks and playgrounds maintenance
and Open Space already included in the draft budget for improved maintenance
services to Council open space and infrastructure.
Tourism and Yes • Additional $125k each additional funding for Council’s Economic
Economic Development branch and Tourism Noosa projects.
Development
6 Combined Consultation Outcomes – Rates, Fees and Charges
Whilst there was a range of community feedback on different elements of Council’s rates, levies as
well as fees and charges pricing, the predominant number of responses received was in relation to
transitory accommodation (in particular for resort-style facilities with on-site managers). 10% of
consultation respondents identified concerns regarding transitory accommodation charges.
The budget feedback related to the combined ratepayer impacts of the new general rating transitory
category established in the 2021/22 budget combined with the new proposed fees under the Short
Stay Local Law to be introduced in 2022/23.
In also reviewing the status of the Short Stay Local Law implementation, Council has noted that:
• Officers have recently received a significant influx in applications due to public anticipation that
application fees will be introduced from 1 July;
• This influx is generating a backlog as officers progress through the applications;
• Officers will be undertaking a 12 month implementation review of the new Local Law in February
2023. This will provide more information on the costs associated with the administering the Local
Law.
As a result, it has been proposed that the budget be amended to delay the introduction of any
renewal fees until after the completion of the 12 month review. Application fees will still apply from 1
July.
Previous Council Consideration
The 2021/22 draft budget feedback was adopted by Council resolution on 16 June 2021 (Ref. Special
Meeting Minutes, 16 June 2021, Item 1, Page 5)
The 2021/22 original budget was adopted by Council resolution on 30 June 2021 (Ref. Special
Meeting Minutes, 30 June 2021, Item 3, Page 3.
The 2022/23 budget commencement scene setting report was adopted by Council resolution on 30
March 2022 (Ref. Special Meeting Minutes, 30 March 2022, Item 1, Page 3).
The 2022/23 draft budget for consultation was adopted by Council resolution on 20 May 2022 (Ref.
Special Meeting Minutes, 20 May 2022, Item 1, Page 3).
Finance
The budget consultation has resulted in a number of changes to the draft 2022/23 budget. These
changes have been accommodated whilst still maintaining Council’s financial sustainability through
the delivery of an operating surplus and meeting all key financial sustainability ratio targets in line
with Council’s Financial Sustainability Policy.
Minor costs have been incurred to date to undertake the budget engagement process and have been
absorbed in the current operating budget.
Page 9 of 79
Section 10
SPECIAL MEETING AGENDA 28 JUNE 2022
Risks & Opportunities
Risks
Reputational – Council has progressed down the path of consultation on future Council budgets.
Community trust will likely be eroded should Council determine to abandon future budget
consultation.
Priorities – Engagement processes with the community can achieve sub optimal outcomes and
priority misalignment should wide engagement not occur as intended.
Opportunities
A budget consultation process is an opportunity to understand the priorities and appetite of our
community and ensures that effective engagement continues to retain community confidence in
Council processes and decision making.
Consultation
External Consultation - Community & Stakeholder
The purpose of the process was to elicit feedback from the general community regarding budget
priorities for consideration for the finalisation of the 2022/23 budget.
Internal Consultation
Community Engagement.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 10 of 79
Section 11
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 11 of 79
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OoSection 12
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 12 of 79
BTB Revenue submissions received
- - tL Ss b . ‘ $3,000
General Rates Submissions Sis $84,267 a PON ern $2,500 $2423
} Decrease 2 : $2,096
$84,000 $5, 2, 5% $2,000 aa $1,903
ieaeees $83,000 No yp $5, 3, 8% StF
$83,500 ___ Increase enn
- 0, 0% , $82,500 $82,212 $82,212 — $82,286 Shene i: ; ae $1,000
No _ Increase, $82,000 , 13% : oa
Change, — 3, 8% $81,500 e
er $81,000 Environment levy ($000)
: Rates ($'000) : oe ipineienea hes Site bel arial
wieeciraaaund = Max'Submitted Amount 18% =Min Submitted Amount Average Amoun: Submitted
| [ee ae * 56% of submissions left the levy unchanged
* 92% of submissions left rates unchanged + 5% of submissions decreased the levy
* No submissions decreased rates + 39% of submissions increased the levy
* 1 submission increased rates 25% * The average amount submitted equated to a 6.23% increase
Sustainable Transport Levy $2,500
Submissions oa $2, Heritage Levy Submissions es =
teal 026 i issi
De $1,576 $1,595 $400 57
_$5, 7. 18% 1500 Hse Dectease an = =
$1,000 $3;9,23% $250 $207
Increase pee
Change, ww Increase % Ne Increase oe
No $5, 3, 8% $500
26, 67% ~_ $10, 1, 2% $0 Granae, $2.5, 2 .
De Sustainable transport levy ($'000) 28, 72% a so Tass artete)
\_Increase = Base Amount Max Submitted Amount Wiis = ion ee eee
$15, 2, 5% Min Submitted Amount m Average Amount Submitted i saa abbiennas Anand i igerigy rick Sb rte
* 67% of submissions left the levy unchanged + 72% of submissions left the levy unchanged
“ Rear oe
* 18% of submissions decreased the levy * 23% of submissions decreased the levy
* 15% of submissions increased the levy * 5% of submissions increased the levy
* The average amount submitted equated to a 1.2% increase + The average amount submitted equated to a 8.7% decrease
Bushfire Resilience $1,400
Decrease $1200 8.158
$5, 1, 2% $1,000
Increase sem $556 $583
ZA __ Increase an $406
$5, 1, 2% 3600
aan ee «$15, 1, 3% a
ange, $200
35, 90% _ Increase
; $20, 1, 3% $0
Bushfire Resilience Levy ($000)
Base Amount Max Submitted Amount
‘= Min Submitted Amount = Average Amount Submitted
* 90% of submissions left the levy unchanged
* 2% of submissions decreased the levy
* 8% of submissions increased the levy
* The average amount submitted equated to a 4.8% decrease
Page 12 of 79Section 13
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 13 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
BTB Average expenditure submissions received
Base Budget Avg BTB Movement
2023 Budget 2023
$m $m $m
Roads & Bridges 24.08 24.20
16.15 1623[ 0.09 |
Tourism & Econ Dev
Utites Baap ABT (0.00
Parks & Gardens (0.02)
(0.03)
Community Facilities 14.92 14.85 (0.07)
Planning & Building 10.31 10.23 (0.08)
Corporate Administration 18.77 18.66 (0.11)
Libraries, Arts & Culture (0.26)
Total Operational Expenditure 117.68 117.59 (0.09)
Top 5 Overall Increases by $ Top 5 Overall Decreases by $
Average Average
Category Overall Category Overall
Increase $ Decrease $
Environment Levy funded initiatives $123,077 Library Services $133,333
Roads, bridges and infrastructure maintenance $107,692 Planning, building, health and other inspection services $82,051
Waste collection, disposal, recycling and waste education $87,179 Art Gallery and Butter Factory* $74,359
Beaches and canals $71,795 Economic Development $64,103
Tourism *** $71,795 Corporate services including HR & financing $58,974
* The Art Gallery and Butter Factory had 6 submissions for decrease in spend
Page 13 of 79Section 14
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 14 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
Attachment 2 - Summary of Face-to-Face Consultation Sessions
Two community engagement sessions where held this year as part of the 2022/23 budget process. A summary of these sessions is outlined in the
tables below.
11am - 1pm 10am - 12pm
| Paper Surveys Submitted | 1
Themes discussed: Themes discussed:
* Black Mountain Road Land Slip * Transitory Accommodation rating rationale and
* Maintenance of Botanic Gardens possibility for review
« Land Valuations « Short Term Accommodation renewal fee
* Gravel Road program exemption for onsite resort managers
* Housing affordability and options « Bushland Care resourcing
* Disaster Recovery « Future Arts & Culture strategy and iconic venue
* 10 Year Capital Program * Noosa Waters Lock and Weir Levy information
* Collection of data for short stay applications
* Review of use of Environment Levy funds
¢ Livability of Noosa into the future
« Support for Tourism
* Ratepayers not wanting to subsidise Tourism
*« Non growth strategy for Noosa
* Lack of visions for the future of Noosa
Page 14 of 79Section 15
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 15 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
Attachment 3 —- Summary of Consultation Outcomes
Operational Expenditure — Top 10 Overall Increases
Operating and maintaining sealed and unsealed roads, bridges, buildings, pathways 9 43 35
and stormwater systems
Environment Levy funded initiatives (land purchases, private land conservation, river 15 15 30
management)
Natural areas including bushland reserves and trails maintenance, environmental
10 10 20
operations and sustainability initiatives
Waste collection, disposal, recycling and waste education 10 9 19
Sustainable Transport Levy funded initiatives 12 6 18
Beaches and canals 11 5 16
Planning, building, health and other inspection services 14 2 16
Parks, playgrounds and gardens maintenance 7 6 13
Community development, sport and recreation as well as community grants 9g 3 12
Economic Development 4 6 10
Page 15 of 79Section 16
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 16 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
Capital Works — Submissions by Category
Category Number
Footpaths, walking & cycling 22
Roads 18
Open Space 14
Streetscaping & Placemaking 13
Overall 6
Road Safety 4
Sustainable Transport 4
Commerical Property 3
Community Facilities 2
Public amenities 2
Accessibility 1
Bus Shelters 1
Canals and Waterways 1
Disaster Management 1
Environment 1
Streetlighting 1
ZEN 1
Grand Total
Page 16 of 79Section 17
SPECIAL MEETING AGENDA 28 JUNE 2022
Page 17 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
Capital Works — Top Category Submissions
Category tem Nib
Footpaths, walking & cycling Hinterland bikeways & Walking Trails 5
A bike path out to Boreen Point. 1
Bike paths and bike underpasses on major roundabouts 1
Bike tracks (Cooran to Pomona. Cooran to Hastings St ) 1
Increased Program 1
Cckinnon Dr to Boreen Point 1
Cooroy footpaths and bikepaths 1
Footpaths in Cooran 1
Golf Course Drive 4
Katherina St to Noosa Dr 1
Lake Entrance and Walter Hay 1
Lake MacDonald Dr - Botanic Gardens 1
Lanyana Way and Wyandra St 1
Missing links near schools 1
Path ways linking Cooroibah with Tewantin. 1
Pomona (School St, Factory St, Mountain St, Hill St, Subway Av, subway underpass, etc.) 1
Walking and Cycling networks in high speed zones 1
Walking path - DLW from Orealla Crs to connect to Hill St & Edward St 1
Footpaths, walking & cycling Total 22
Open Space Botanic Gardens “
Ed Webb Park =
consider re-naming Pinaroo Park to Sian
5 1 1 6 3 7 1862 1791 110 40 77 Kingi Park, in her memory 1
Hinterland facilities 1
Hinterland Playground - Shade Structures in playground zone, stormwater swale & public art 1
More beach Showers 1
Noosa Woods Undercover Areas for Events 1
Skateparks 1
Disaster / erosion backup sandstone steps Noosa Main Beach 1
Open Space Total 14
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Category tem Nib
Roads Hinterland Roads ~
Beckmans Road 2
Increased Program -
Black Mountain Rd 1
Continued upgrading of main bridges and roads in the hinterland. 1
Cooroy over railway track 1
Gravel Roads 1
Lanyana Way & landscaping 1
Noosa Drive 1
Sealing of roads in Pomona, Cooran & Kin Kin 1
Six mile One lane bridge Pomona kin kin Rd.
Main Rd to Cooran and Kin Kin 1
Jam Pot Creek Rd
Scooter parking in Hastings / Main Beach 1
Roads Total 18
asthe Tewantin investment a
Cooroy Cenotaph, parks and surrounding infrastructure 2
Progress streetscape projects 2
Gympie Terrace 1
Hinterland investment 1
Noosa Junction (events) 1
Surfboard Lockers 1
Peregian Square including lighting, parking, CCTV, signage and village square 1
Streetscaping 13
Placemaking Total
Page 18 of 79Section 19
SPECIAL MEETING AGENDA 28 JUNE 2022
2 OPERATIONAL PLAN 2022-23
Authors Chief Executive Officer, Scott Waters
CEO’s Office
Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Subject 2022-23 Budget
Attachments 1. Operational Plan 2022/23
(24 Page Attachment provided separately to this report)
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Special Meeting dated 28 June
2022 and pursuant to section 174 of the Local Government Regulation 2012, and adopt for the 2022-
23 financial year its annual Operational Plan 2022/23, provided as Attachment 1 to the report.
REPORT
Council is required to adopt an Operational Plan each year which sets out its projects and priorities
that support it achieving its long-term objectives. As required by the legislation, Council’s progress
in achieving the outcomes set out in the Operational Plan is also reported to Council on a quarterly
basis.
The format and content of the 2022/23 Operational Plan was developed to reflect our current
Corporate Plan. The process for the development of a new of a new Corporate Plan will commence
in July 2022 with the involvement of the Chief Executive Officer, Scott Waters. The new Corporate
Plan will set Council’s strategic direction for the next 5 years and subsequently inform the
development of future Operational Plans and Budgets. Council should note that it is possible for an
Operational Plan to be amended at any time throughout the financial year.
1. Operational Plan 2022/23 (see Attachment 1)
The Operational Plan has been based on our current Corporate Plan using the five Themes we have
adopted as a way of categorising our projects.
The content of the proposed Operational Plan 22/23 has been sourced from:
• New initiatives proposed in the 2022/23 Budget;
• The proposed Capital Works Program; and
• Current projects that will continue.
A degree of judgement has been used to identify significant projects and issues that should be
included in the Operational Plan that Council will want to monitor on a quarterly basis during 2022/23.
Every new initiative is not included – only the significant ones.
2. Branch Plans
Every branch within the Council has a Branch Plan. This plan sets out “business as usual” services
and activities of each branch as well as minor projects approved through the new initiative process.
Branch Plans also include other issues such as risk assessments. The Branch Plans are used at a
management level and link to staff performance review processes, management meetings and
operational risk management processes.
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3. Reporting
To ensure accountability, the following reporting mechanisms will apply:
1. Corporate Plan – Report to Council by the CEO on an annual basis (normally after 30 June)
which highlights the progress on the key priorities in the Corporate Plan.
2. Operational Plan – Report to Council by the CEO on a quarterly basis in relation to the progress
of significant projects identified in the Operational Plan.
3. Subject Matter Reports – Periodic reports to Council on a specific subject providing an in-depth
review of the subject, an analysis of performance and achievements and the identification of
emerging issues.
4. Key Performance Indicators (KPIs) – These have previously been reported to Council by the
CEO on a quarterly basis together with the Operational Plan report.
5. Business area reports – Some of our larger or commercially significant services (such as The
J, Noosa Aquatic Centre, Noosa Leisure Centre, waste management etc) will continue to report
to Council on a six monthly basis on their financial, customer and operational performance.
6. Financial Performance reports – Reported to Council monthly to comply with the requirements
of the legislation. Also, proposed budget amendments are reported to Council as part of the
budget review process.
7. Capital Program – Reported to Council on a quarterly basis to monitor progress with delivery
of the capital program. Council has also established a Capital Works Executive to help better
manage the program.
Previous Council Consideration
Special Meeting Minutes, 30 June 2021, Item 2, Page 3
That Council note the report by the Chief Executive Officer to the Special Meeting dated 30 June
2021 and:
A. Pursuant to section 174 of the Local Government Regulation 2012, adopt for the 2021-22
financial year its annual Operational Plan 2021-22, provided as Attachment 1 to the report;
and
B. Defer a review of the Noosa Council Corporate Plan until 2022 when Council’s new Chief
Executive Officer has commenced.
Finance
The Operational Plan is implemented via the resources allocated through the 2022-23 Council
Budget. It is adopted as part of the suite of documents that make up the Council budget package.
Risks & Opportunities
A well-structured Operational Plan provides Council with a clear outline of its priorities for the
2022/23 financial year. It also provides an opportunity for Council to receive quarterly reports from
the Chief Executive Officer regarding progress in achieving those outcomes.
Consultation
External Consultation - Community & Stakeholder
A community consultation process was undertaken in the development of the 2022-23 Budget. The
outcomes of this process have helped inform the development of the Operational Plan 2022/23.
Internal Consultation
Executive Team
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Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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3 ADOPTION OF 2022-23 BUDGET POLICIES
Author Director Corporate Services (Acting), Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 2022 - 2023 Budget
Attachments 1. Financial Sustainability Policy
2. Investment of Surplus Funds Policy
3. Debt Policy
4. Management of Restricted Cash Policy
5. General Rate Donations Policy
EXECUTIVE SUMMARY
The Local Government Act 2009 requires Council to adopt a number of policies related to the annual
budget to ensure the effective and efficient financial governance of the organisation. The Financial
Sustainability Policy is a discretionary policy adopted by Council which is also included in the budget
policy suite. The Debt Policy must be adopted annually; and the Investment of Surplus Funds Policy
should be reviewed periodically to ensure it continues to meet Council’s strategic and operational
objectives.
RECOMMENDATION
That Council note the report by the Director Corporate Services (Acting) to the Special Meeting dated
28 June 2022 and:
A. Adopt the Financial Sustainability Policy, which is provided as Attachment 1 to the report.
B. Pursuant to section 191 of the Local Government Regulation 2012, adopt for the 2022/23
financial year the Investment of Surplus Funds Policy, which is provided as Attachment 2 to
the report.
C. Pursuant to section 192 of the Local Government Regulation 2012, adopt for the 2022/23
financial year the Debt Policy, which is provided as Attachment 3 to the report.
D. Adopt the Management of Restricted Cash Policy, which is provided as Attachment 4 to the
report.
E. Adopt the General Rate Donations Policy, which is provided as Attachment 5 to the report.
REPORT
The Local Government Regulation 2012 Sections 191 and 192 require Council to prepare an
Investment Policy and Debt Policy. The Debt Policy is required to be adopted each financial year
with the Investment of Surplus Funds Policy to be reviewed on an annual basis.
The Financial Sustainability Policy is not required under legislation although is now embedded as an
essential Noosa policy to reinforce Council’s commitment to the prudent financial management of
Council’s resources on behalf of our community.
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1. Financial Sustainability Policy
The Financial Sustainability Policy outlines the financial framework that Council will work within to
ensure that community capital is protected and that Council will meet its financial sustainability
targets into the future.
2. Investment of Surplus Funds Policy
The Investment of Surplus Funds Policy outlines how Council can invest community funds based on
certain parameters including authorised investments and acceptable financial institutions to minimise
risk.
3. Debt Policy
In accordance with legislation, Council must adopt a Debt Policy for the financial year that includes
an outline of borrowings proposed within the current year plus a forecast of borrowings over the
ensuing 9-year period. Council is proposing to borrow $5.76 million in the 2022/23 financial year and
$0.9 million proposed in the 2023/24 financial year to fund further waste management capital
infrastructure works and Noosa Water lock replacement works. Further borrowings are currently
forecast in future years for additional waste management landfill and resource recovery area works.
4. Management of Restricted Cash Policy
The Management of Restricted Cash Policy outlines the internal and external restricted cash
reserves required for cash management to ensure that Council can meet regulatory requirements,
allocate funds for specific future projects and activities, and to ensure sufficient working capital to
meet current and long term financial obligations.
5. General Rate Donations Policy
The General Rate Donations Policy outlines the eligibility criteria required to be met for community
organisations to receive a donation from Council equivalent to the general rates payable on a
property.
Previous Council Consideration
Special Meeting Minutes, 30 June 2021, Item 2, Page 3
That Council note the report by the Director Corporate Services to the Special Meeting dated 30
June 2021 and:
A. Adopt the Financial Sustainability Policy, which is provided as Attachment 1 to the report;
B. Pursuant to section 191 of the Local Government Regulation 2012, adopt for the 2021/22
financial year the Investment of Surplus Funds Policy, which is provided as Attachment 2 to
the report; and
C. Pursuant to section 192 of the Local Government Regulation 2012, adopt for the 2021/22
financial year the Debt Policy, which is provided as Attachment 3 to the report.
D. Adopt the Management of Restricted Cash Policy, which is provided as Attachment 4 to the
report.
E. Adopt the General Rate Donations Policy, which is provided as Attachment 5 to the report.
Finance
Council borrowing is effectively guaranteed by the State Government, and as such any borrowing
must be approved by the Minister for Local Government (in accordance with the Statutory Bodies
Financial Arrangements Act 1982).
The Investment of Surplus Funds Policy encourages diversification and aims at preservation of
capital as a priority over investment returns, thereby minimising risk.
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Risks & Opportunities
Failure to effectively comply with legislation regarding the review, update and adoption of required
policies and new policies may compromise effective organisational governance and compromise
Council’s short and long term financial sustainability.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Revenue Services Manager
Financial Services Manager
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
X 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 24 of 79
Section 25
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ATTACHMENT 1
| ¢ » | NOOSA Council Policy
mi Keener FINANCIAL SUSTAINABILITY
POLICY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 28 June 2022
Policy Author: Director Corporate Services
POLICY BACKGROUND
Council has a responsibility to ensure that it has sufficient resources now and into the future to
provide levels of service that are both affordable and at a level considered appropriate by the
community. This responsibility encompasses how decisions are made regarding the allocation of
ratepayer funds to Council's day to day operations as well as towards the replacement of existing
assets and procurement of new assets.
Responsible ongoing financial management by Council will achieve the following objectives:
° Council operates in an efficient and effective manner, minimising general rate increases.
e Full cost pricing compliance for Council business activities.
e Ongoing operating surpluses to ensure Council’s equity is not degraded and future financial
risk can be adequately mitigated.
e Appropriate collection and retention of cash funds for ongoing infrastructure and asset
replacement and renewal (including future climate change mitigation measures).
° Future trunk infrastructure financial obligations can be met.
° The implementation of adopted strategies and plans to achieve Corporate Plan goals.
° Informed decisions are made on discretionary new operating or capital investment proposals
(i.e. business cases including whole of life cost analysis).
e Infrastructure and assets are maintained to required service levels.
e Debt levels will be minimised, and returns on cash holdings maximised.
° Achieving all of the minimum financial sustainability benchmarks set by legislation.
The key measurement criteria for whether Council is achieving its financial sustainability objectives
over the short and medium term are the three financial sustainability ratios required to be published
under legislation, namely the:
1. Operating surplus ratio;
2. Net financial liabilities ratio; and
3. Asset sustainability ratio.
Council's current and expected financial sustainability performance will be measured and reported
against the benchmarks set by the state government, as well as by ongoing periodic sustainability
assessments undertaken by the Queensland Treasury Corporation (QTC).
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FINANCIAL SUSTAINABILITY POLICY
COUNCIL POLICY
Operating Surplus
Council will ensure that it maintains an operating surplus each year over the life of the ten (10) year
financial plan. An operating surplus is achieved when operating revenues are greater than operating
expenses (including depreciation and interest on debt). The operating surplus ratio is one of the
three (3) key measures of financial sustainability required under legislation. It calculates the
operating surplus (or deficit) as a percentage of Council operating revenue. The target operating
surplus ratio set by the state government is between 0% and 10%.
Council will target to achieve an operating surplus commensurate with mitigating Known risks with
respect to appropriately funding future trunk infrastructure requirements, whilst also ensuring that
the operating surplus ratio is contained within the required benchmarks.
Liquidity Management
The cash expense cover ratio is a key indicator utilised to measure Council liquidity (i.e. current
financial health) and to assess ongoing financial sustainability risk. This ratio calculates how long
Council can continue paying its day-to-day expenses from cash at bank without needing additional
cash flow injections. Council will target achieving a minimum cash expense cover of three months
operating expenditure held as restricted cash in any given financial year. The cash expense cover
ratio will be reported to Council on a monthly basis.
Expenditure Management
Council will ensure that expenditure on goods and services to meet established service levels will
be undertaken efficiently and effectively. This will be achieved via the development of the annual
operating expenditure budget from a zero base, ensuring staff compliance with Council’s policies
and procedures as well as partnering with key stakeholders such as Local Buy to ensure efficient
cost procurement options are implemented.
Expenditure management outcomes will be measured by how Council performs annually against its
operating and capital expenditure budget allocations.
Physical and Natural Asset Management
Council will ensure that it maintains its physical and natural assets on an ongoing basis at defined
levels to ensure that services are able to be provided effectively to the community.
The asset sustainability ratio is one of the three (3) key measures of financial sustainability required
under legislation. This ratio is calculated by measuring the annual expenditure on the renewal and
rehabilitation of Council’s assets against the annual depreciation charge. It is a measure of whether
Council is reinvesting appropriately in existing infrastructure assets.
Council will target over the life of the ten (10) year financial plan to achieve a minimum asset
sustainability ratio of 90% (including plant, fleet and office equipment renewals) consistent with the
benchmark unless condition based renewal forecasts demonstrate a percentage lower than 90% in
any given year. Investment in natural assets will be prioritised according to biodiversity value and
ecosystem service benefits realised for the community.
Established management plans for Council's asset and infrastructure classes will incorporate annual
maintenance financial estimates as well as ten (10) year renewal / replacement forecasts developed
from regular asset condition assessments. Asset management plan financial forecasts will be
incorporated into Council’s ten (10) year financial plan and annual budget to ensure financial
sustainability implications are appropriately considered.
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FINANCIAL SUSTAINABILITY POLICY
Annual depreciation forecasts will be developed on an asset by asset basis utilising methodology
endorsed by the Queensland Audit Office, with assets regularly revalued in accordance with
legislative requirements
The QTC project decision framework will be utilised for business case analysis for all new and
replacement capital projects in accordance with policy. The outcomes from the analysis will be used
to inform Council of whole of life costing implications associated with each project.
Debt Management
New debt will only be incurred as part of Council’s strategic approach to:
e Liquidity management that considers the minimisation where possible of surplus cash
holdings; and
e Intergenerational equity requirements.
The net financial liabilities ratio is one of the three (3) key measures of financial sustainability required
under legislation. The net financial liabilities ratio represents Council's net financial liabilities (total
liabilities less current assets) expressed as a percentage of total operating revenue. A negative
percentage indicates that current assets exceed total liabilities. The target net financial liabilities ratio
set by the state government is less than 60%.
Council will adopt a conservative approach to new debt to ensure that the net financial liabilities ratio
is below the target over the life of the ten (10) year financial plan. New debt that may be required to
assist with the funding of trunk infrastructure to cater for population growth will be considered ona
case by case basis.
Full Cost Pricing
Council will ensure that competitive neutrality and full cost pricing outcomes required under
legislation with respect to its business activities are complied with on an annual basis.
Commercial Opportunities
Commercial opportunities will only be considered if they provide value for money to the community
and have a positive net impact on overall general rate funding requirements of Council.
The QTC project decision framework will be utilised for business case analysis for all new identified
commercial opportunities. The outcomes from the analysis will be used to inform Council of whole
of life costing implications associated with each commercial proposal.
Climate Change
Council recognises that mitigation measures to address climate change may have financial
sustainability implications. Ongoing infrastructure and operating funding will be considered as part
of long term planning and addressed via inclusion in the 10 year financial plan and discussed
annually through the budget process (where identified).
Council will also ensure that operational and strategic decisions made today with associated climate
change implications will give adequate consideration to minimising the exposure of future Councils
to potential financial risk.
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FINANCIAL SUSTAINABILITY POLICY
ROLES AND RESPONSIBILITIES
The Chief Executive Officer is responsible for the delivery of the annual budget.
RELEVANT LEGISLATION
Local Government Act 2009
Local Government Regulation 2012
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ATTACHMENT 2
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ATTACHMENT 2
| @ NOOSA Council Policy
meee INVESTMENT OF SURPLUS
FUNDS POLICY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 28 June 2022
Policy Author: Director Corporate Services
POLICY BACKGROUND
The intent of this document is to outline Noosa Shire Council's (Council) investment of surplus funds
policy and guidelines regarding the investment of surplus funds, with the objective to maximise
earnings within approved risk guidelines, following ethical investment principles where appropriate
to ensure the security of funds.
The activities of the investment officers or fund managers responsible for stewardship of Council’s
funds will be measured against the standards in this policy and its objectives. Activities that defy the
spirit and intent of this policy will be deemed contrary to the policy.
For the purpose of this policy, investments are defined as arrangements that are undertaken or
acquired for producing income and apply only to the cash investments of Council. This policy applies
to the investment of all surplus funds held by Council.
For the purposes of the appointment of an external fund manager pursuant to section 59 of the Act,
to operate in a manner consistent with this policy will constitute compliance.
COUNCIL POLICY
Council has been granted authority to exercise Category 1 investment power under Part 6 of the
Statutory Bodies Financial Arrangement Act 1982 (the Act) without further approval.
The Treasurer may from time to time constrain the investing activities of local government by
limitation, caveat, restriction and/or other relevant regulation. Where this occurs, this Investment
Policy will be reviewed and reissued for the subsequent change in legislation.
AUTHORITY
All investments are to be made in accordance with:
° Statutory Bodies Financial Arrangements Act 1982
e Statutory Bodies Financial Arrangements Regulation 2007
e Local Government Act 2009
ETHICS AND CONFLICTS OF INTEREST
Prudent Person Standard
The standard of prudence is to be used by investment officers when managing the overall portfolio.
Investments will be managed with the care, diligence and skill that a prudent person would exercise
in managing the affairs of other persons. This includes having in place appropriate reporting
requirements that ensure the investments are being reviewed and overseen regularly.
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INVESTMENT OF SURPLUS FUNDS POLICY
Investment officers are to manage the investment portfolios not for speculation, but for investment
and in accordance with the spirit of this policy. Investment officers are to avoid any transactions that
might harm confidence in Council and will consider the safety of capital and income objectives when
making investment decisions.
Ethics and conflicts of interest
Consideration will be given to ethical investment principles in determining the approved counterparty
for investment of funds.
Investment officers / employees shall refrain from personal activities that would conflict with the
proper execution and management of Council’s investment portfolio. This includes activities that
would impair the investment officer’s ability to make impartial decisions. This policy requires that
employees and investment officials disclose to the Chief Executive Officer (CEO) any conflict of
interest or any investment positions that could be related to the investment portfolio.
Delegation of authority
Authority for implementation of this policy is delegated by Council to the CEO in accordance with the
Local Government Act 2009, Section 257 (1) (b) — Delegation of local government powers.
Authority for the day-to-day management of Council's Investment Portfolio is to be delegated by the
CEO to the Director Corporate Services and to the Financial Services Manager in accordance with
section 259 of the Loca! Government Act 2009, and subject to regular reviews with the Director
Corporate Services and CEO.
GUIDING PRINCIPLES
Council's overall objective is to invest its funds at the most advantageous rate of interest available
to it at the time, for that investment type, and in a way that it considers most appropriate given the
circumstances. In priority, the order of investment activities shall be the preservation of capital,
liquidity, and return.
Preservation of capital
Preservation of capital shall be the principal objective of the investment portfolio. Investments are to
be performed in a manner that seeks to ensure security of principal of the overall portfolio. This would
include managing credit and interest rate risk with given risk management parameters and avoiding
any transactions that would prejudice confidence in Council or its associated entities.
Credit Risk
Council will evaluate and assess credit risk prior to investment. The investment officer will minimise
credit risk in the investment portfolio by prequalifying all transactions including the brokers / securities
dealers with which they do business, diversify the portfolio and limit transactions to secure
investments.
Interest Rate Risk
The investment officer shall seek to minimise the risk of a change in the market value of the portfolio
because of a change in interest rates. This would be achieved by measuring the investment term
against the cash flow requirements of Council and structuring the portfolio accordingly. This will avoid
having to sell securities prior to maturity in the open market. Secondly, interest rate risk can be limited
by investing in shorter term securities.
Maintenance of liquidity
The investment portfolio will maintain sufficient liquidity to meet all reasonably anticipated operating
cash flow requirements of Council, as and when they fall due, without incurring significant transaction
costs due to being required to sell an investment. For these purposes, illiquid investments are
defined as investments that are not publicly traded in sufficient volume to facilitate, under most
market conditions, prompt sale without severe market price effect.
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INVESTMENT OF SURPLUS FUNDS POLICY
Examples include:
e investment in private placements;
e a security that is not supported or priced by at least two approved brokers/securities dealers;
° sub investment grade (i.e., a lower than rating BBB- (Standard and Poor's) or equivalent), and
in most cases, BBB rated investments; and
e unrated securities.
Return on investments
The portfolio is expected to achieve a market average rate of return and take into account Council’s
ethical investment appetite, risk tolerance, current interest rates, budget considerations, and the
economic cycle. Any additional return target set by Council will also consider the risk limitations,
ethical and prudent investment principles and cash flow characteristics identified within this policy.
Comparison of performance
For performance purposes, the portfolio will be compared to the Bloomberg AusBond Bank Bill Index
and/or the Bank Bill Swap Reference Rate over a rolling one-year period. The benchmark target is
to be set equal to or above the benchmark yield and consider the expected types of securities held
in each portfolio. In comparing performance, the portfolio will be market valued and take into account
all coupons, deposits and withdrawals to / from the portfolio.
ROLES AND RESPONSIBILITIES
Authorised personnel
The Director Corporate Services and the Financial Services Manager are authorised to invest funds
at their discretion in investments consistent with this policy and legislation.
The Financial Services Manager will report to Council for investment guidelines and oversight of
investment activities for the purposes of this policy.
Internal controls
The Financial Services Manager in consultation with the Director Corporate Services shall establish
internal controls and processes that will ensure investment objectives are met and that the
investment portfolios are protected from loss, theft or inappropriate use.
The established processes will include monthly and quarterly reporting, as well as an annual review
of the policy. The internal controls will address the following:
° control of collusion;
° accounting and record keeping;
° evidence of quotes for each investment transaction;
° delegated authority to investment officers;
° compliance and oversight of investment parameters; and
e reporting guidelines.
The internal controls will be subject to periodic reviews by Council's Internal Audit function to verify
compliance with the policy and legislation.
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INVESTMENT OF SURPLUS FUNDS POLICY
INVESTMENT PARAMETERS
Investable funds
For the purposes of this policy, investable funds are the moneys available for investment at any one
time and include Council’s bank account balance. Included in this balance is any moneys held by
Council on behalf of external parties (for example cash performance bonds).
Investable funds will be determined against the cash flow needs of Council following the adoption of
the annual budget.
Authorised investments
Without specific approval from Council or the Treasurer, investments are limited to those prescribed
by Section 6 of the Statutory Bodies Financial Arrangements Act 1982 for local governments with
Category 1 investment power, which include:
° deposits with a financial institution;
° interest bearing deposits;
° commercial paper;
° bank accepted/endorsed bank bills;
° bank negotiable certificates of deposit;
° short term bonds;
° floating rate notes;
° QIC Cash Fund; and
° QTC Capital Guaranteed Cash Fund, Debt Offset Facility, Fixed Rate Deposit (up to 12
months) and QTC Working Capital Facility.
Prohibited investments
This Policy prohibits any investment carried out for speculative purposes. The Financial Services
Manager may include a prohibited investments list within the Investment Guidelines.
The following investments are prohibited by this investment policy:
° derivative based instruments (excluding floating rate notes);
° principal only investments or securities that provide potentially nil or negative cash flow;
e stand-alone securities issued that have underlying futures, options, forward contracts and
swaps of any kind; and
e securities issued in non-Australian dollars.
Portfolio investment parameters and credit requirements
The following table shows the credit ratings and counterparty limits for Council:
Short Term Rating (Standard & Poor’s) or equivalent Individual Total Limit
Counterparty
Limit
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INVESTMENT OF SURPLUS FUNDS POLICY
It is noted that for the purposes of this investment portfolio, the percentage limits apply effective from
the date of purchase as a percentage of the market value of the portfolio. No more than 20 per cent
of the portfolio is to be invested in Floating Rate Notes.
When considering investment options, the investment officer will establish a margin of 10 basis
points in interest rate returns to give preference to those institutions considered to be responsible
investors (e.g. do not invest in fossil fuel companies).
Maturity
The maturity structure of the portfolio will reflect a maximum term to maturity of no longer than 12
months.
Liquidity requirement
Given the nature of the funds invested, no more than 20 per cent of the investment portfolio will be
held in illiquid securities and at least 10 per cent of the portfolio can be called at no cost or will mature
within 0-7 days.
Breaches
Any breach of this policy is to be reported to the CEO and rectified within 24 hours of the breach
occurring.
Where Council holds an investment that is downgraded below the minimum acceptable rating level,
as prescribed under regulation for the investment arrangement, Council shall within 28 days after
the change becomes known to the local government, either obtain Treasurer’s approval for
continuing with the investment arrangement or sell the investment arrangement (including, for
example, withdrawing a deposit).
Where limits for different risk categories or where counterparty limits are breached, the Financial
Services Manager will bring the matter to the attention of the Director Corporate Services with a
recommendation on potential options (e.g. continuing with the investment through until maturity, or
withdrawing a deposit).
Safekeeping and custody
Each transaction will require written confirmation by the broker / dealer / bank. Council will hold
security documents, or alternatively a third party custodian authorised by the Manager Financial
Services and evidenced by safekeeping receipts may hold security documents.
Criteria of authorised dealers and broker
Council will maintain a list of authorised financial institutions and securities brokers that the
investment officers may deal with. These financial intermediaries must have a minimum long term
rating of at least either A+/A1/A+ from Standard and Poors, Moodys or Fitch IBCA.
All transactions undertaken on behalf of the investment portfolio of Council will be executed either
by Council directly, or through securities brokers registered as Australian Financial Service
Licensees (ASIC) with an established sales presence in Australia, or direct issuers that directly issue
their own securities which are registered on Council’s approved list of brokers/dealers and direct
issuers.
REPORTING
The Financial Services Manager will prepare a monthly report and evaluation of the transactions,
concentrations, performance and compliance of the investment portfolio. The report will include:
e summary of securities held at the end of the reporting period by counterparty;
e liquidity of the portfolio as at reporting date;
° percentage of the portfolio considered ethical investment;
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INVESTMENT OF SURPLUS FUNDS POLICY
° percentage of the portfolio held by investment risk category; and
° performance of the portfolio [relative to Bloomberg AusBond Bank Bill Index benchmark and/or
BBSW].
On an annual basis, the policy will be reviewed and amended where required, with any amendments
to be approved by Council prior to implementation as part of annual budget adoption.
PERFORMANCE MEASUREMENT
The investment return for the portfolio shall be measured using the market value of the portfolio,
including withdrawals and deposits, and total performance of the portfolio compared to the
Bloomberg AusBond Bank Bill Index. This is to include changes in the capital value of assets held
(where applicable), income from managed investment portfolio assets, proceeds of sales of assets
sold and cost of assets acquired. The market value of the portfolio is to be calculated at least monthly
to coincide with monthly reporting. In defining market value, at least two pricing sources should be
included in the valuation of the securities.
DEFINITIONS
BBSW - Bank Bill Swap Rate — This is the daily calculation of the yields on bank bills of 1, 2, 3, 4,
5, and 6 month maturities used for the setting of financial arrangements.
Bloomberg AusBond Bank Bill Index — widely considered to be the industry benchmark for short
term cash fund performance and is used by market participants as a means of comparing the returns
generated by the various cash funds available in the market.
Credit Risk — is the risk of loss due to the failure of an investment issuer or guarantor
Ethical Investment Principles — Investment in companies or industries that promote positive
approaches to environmental, social and corporate governance issues; or the avoidance of
investment in industries deemed harmful to health or the environment. These principles have been
recognised by the United Nations Principles for Responsible Investment.'
Financial Institution is defined as an authorised deposit-taking institution within the meaning of the
Banking Act 1959 (Cwith), Section 5.2
Investments are defined as arrangements that are undertaken or acquired for producing income
and apply only to the cash investments of Noosa Shire Council.
Market Value of the portfolio is the book value of fixed term fixed interest deposits plus a market
value assessment of commercial paper, bank bills, and bonds or floating rate notes.
Q/C — Queensland Investment Corporation.
QTC — Queensland Treasury Corporation.
RELEVANT POLICIES AND LEGISLATION
Statutory Bodies Financial Arrangements Act 1982
Statutory Bodies Financial Arrangements Regulation 2007
Local Government Act 2009
Banking Act 1959 (Cwith)
1 Further information on the United Nations Principles for Responsible Investment, including a schedule of Australian signatories, can be
obtained from the following website http://www.unpri.org/principles/
2 For a list of authorised deposit taking institutions, refer to the website of the Australian Prudential Regulation Authority:
http:/Awww.apra.gov.au/adi/.
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Version control:
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
1.0 Create new on de-amalgamation from ¥ Manager Financial Services 22/12/2013
Sunshine Coast Regional Council
2.0 Annual Review ¥ Manager Financial Services 02/06/2014
3.0 Annual Review Y Manager Financial Services 13/05/2015
4.0 Annual Review N Manager Financial Services 20/05/2016
50 Annual Review Y Director Corporate Services 19/05/2017
6.0 Annual Review Y Council 06/07/2018
7.0 Annual Review N Couneil 28/06/2019
8.0 Annual Review Y Council 10/07/2020
9.0 Annual Review N Council 30/06/2021
10.0 Annual Review N Council 28/6/2022
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ATTACHMENT 3
| ¢ )_ | NOOSA Council Policy
br Reels DEBT POLICY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 28 June 2022
Policy Author: Director Corporate Services
POLICY BACKGROUND
The purpose of this policy is to ensure the sound management of Council's existing and future debt.
The policy will provide clear guidance for staff in the management of Council's debt portfolio and
maintenance of appropriate debt and debt service levels.
This policy applies to all Councillors and Council staff and extends to all borrowing activities of Council
and any controlled entities.
COUNCIL POLICY
Council will utilise a debt management strategy based on sound financial management principles and
ensure net debt (net financial liabilities) remains within financial sustainability targets.
Borrowing Purposes
1. Legislation prevents Council from accessing loan financing to fund operating deficits.
2. Council undertakes full analysis of all funding options as outlined in the Long Term Financial
Model, including a forward program of capital works, to determine any borrowing requirements.
3. Council recognises that infrastructure demands placed upon Council can often only be met
through borrowings, but will always be mindful of the additional cost incurred by the community
when assets are acquired through borrowings.
4. Council will consider loan funding for capital renewal projects on a case by case basis, but
predominately borrow only for new, expansion or upgrade capital projects, giving consideration
to inter-generational equity particularly for the funding of long term infrastructure projects.
5. | Where capital expenditure is deferred from one year to the next, the drawdown of approved
loan funds will be reviewed to minimise interest expenses.
6. Borrowings for infrastructure that provides a positive rate of return on investment will take priority
over borrowing for other assets.
Debt Term
7. | Where capital projects are financed through borrowings, Council will repay the loan over a term
which takes into consideration the expected life of those assets, and over a term that optimises cash
flow efficiency.
7.1. If surplus funds become available, and where it is advantageous to Council, one-off loan
repayments will be made to reduce the term of existing loans.
7.2. In an environment of fluctuating interest rates, and where there is a distinct economic
advantage to Council, consideration will be given to renegotiating any outstanding loans
to obtain the best long-term benefit to Council.
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DEBT POLICY
Repayment Ability
8. Council will maintain close scrutiny of debt levels to ensure that relevant sustainability indicators
will not exceed target parameters recommended by Queensland Treasury Corporation (QTC)
and the Local Government Regulation 2012
Borrowing Sources
9. Council will raise all external borrowings from the QTC. Consideration will be given to the
provision of loans to business activities and other specifically identified projects and activities
from surplus cash reserves held by Council by way on an internal loan.
Proposed New Borrowings
10 Pursuant to section 192 Local Government Regulation 2012, Council must prepare a debt policy
each year that states the new borrowings planned for the current financial year and the next 9
financial years.
10.1 Proposed Borrowings are outlined in Appendix A
Leases
11. Funding alternatives for asset acquisition also includes leasing. Leases are defined under
accounting standard AASB 16 as a contract for the right of use over an asset for a temporary
period of time.
11.1 Any low value (under $10,000) or short term (under 12 months) leases are considered an
operating expense.
11.2 However, all other lease arrangements under AASB 16 are reported as a right-of-use
asset with a corresponding liability in the balance sheet recognised with all other debt and
loan borrowing instruments.
11.3 Any lease arrangement greater than $2 million (other than any lease for office premises)
are considered borrowings under the Statutory Bodies Financial Arrangement Act 1982
and will require prior approval by the Queensland Government before they are committed.
11.4 Council will also undertake a lease vs. buy analysis before entering into any lease
contract.
Internal Loans
12 The provision and approval of an internal loan will depend on the availability of surplus cash at
the time of consideration and the capacity of either the business activity or operational activity
to repay the loan.
12.1 All decisions regarding internal loans will be made by Council as part of the annual budget
process. The approval to establish an internal loan will only occur following confirmation
that Council’s relevant sustainability indicators in the 10 year financial forecast will not be
compromised.
12.2 The term of any internal loan will be appropriate to the life of the infrastructure / asset
being financed.
12.3 The interest rate will be the sum of
(a) the equivalent QTC borrowing rate for the proposed term;
(b) the QTC administration charge; and
(c) anadditional margin above the QTC borrowing rate.
In all cases, where business activities are subject to the provisions of the National
Competition Policy, the cost to the business will be no less than what would apply to an
equivalent private sector business.
12.4 Provision for the repayment of an internal loan will be included in the annual budget for
the business or operational activity.
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DEBT POLICY
GUIDING PRINCIPLES
The purpose of establishing a Debt Policy is to:
e Provide a comprehensive view of Council’s long term debt position and the capacity to fund
infrastructure growth for the Shire;
e Increase awareness of issues concerning debt management;
° Enhance the understanding between Councillors, community groups and Council staff by
documenting policies and guidelines;
e Demonstrate to government and lending institutions that Council has a disciplined approach to
borrowing.
ROLES AND RESPONSIBILITIES
Pursuant to section 192 of the Loca/ Government Regulation 2012 detail of the proposed borrowing
for the current year and the future 9 years will be prepared annually as part of the budget process.
Applications outlining proposed borrowings will be forwarded to the Minister for Local Government for
approval.
Periodic Credit Reviews will be undertaken by the QTC on behalf of the State Government.
Loan proceeds will be drawn down subject to cash flow requirements annually so as to minimise
interest expenses.
All lease proposals will be referred to Financial Services for evaluation to assess alternatives for
funding asset acquisition and to ensure statutory compliance.
MEASUREMENT OF SUCCESS
Financial sustainability indicators remain within target ranges and the provision of necessary
infrastructure is not constrained through the lack of capital funding.
Details of outstanding loans will be reported annually in Council’s Financial Statements and Annual
Report.
DEFINITIONS
Business Activity — A Council activity subject to the application of full cost pricing principles as
defined in the Local Government Act 2009 and Local Government Regulation 2012.
inter-generational equity — This relates to the fairness of the distribution of the costs and benefits of
a policy when costs and benefits are borne by different generations. (i.e. the principle whereby those
who derive a direct benefit from the service or infrastructure provided actually pay for that service).
Net financial liabilities ratio — This is an indicator of the extent to which the net financial liabilities of
Council can be serviced by its operating revenues. A ratio greater than Zero (positive) indicates that
total liabilities exceed current assets, whereas a ratio of less than zero (negative) indicates that current
assets exceed total liabilities and therefore Council would appear to have the capacity to increase
loan borrowings.
RELEVANT POLICIES AND LEGISLATION
° Local Government Act 2009
e Local Government Regulation 2012
e Statutory Bodies Financial Arrangements Act 1982
e Statutory Bodies Financial Arrangements Regulation 2007
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Appendix A
Schedule of Proposed Borrowings:
2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32
$,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000
Baro [svsino | oom | 0 | 2 | zroamo| som | 0 | oo | > | o |
Borrowings
Purpose
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ATTACHMENT 4
ee a NOOSA Council Policy
@ | COUNCIL MANAGEMENT OF
RESTRICTED CASH
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 28 June 2022
Policy Author: | Director Corporate Services
POLICY BACKGROUND
The purpose of this policy is to establish a framework for the ongoing management of cash reserves,
including the establishment of targets and thresholds where appropriate.
COUNCIL POLICY
Restricted cash reserves are established to set aside funds for Council to meet regulatory
requirements, allocate against specific future projects and activities, and to ensure sufficient working
capital to meet current and long term financial obligations.
All reserves are fully cash backed, and are established for specific purposes. Restricted cash
reserves fall into the categories of:
1. Externally Restricted Cash
° Unexpended levy funds;
° Contributions received from developers for specific purposes constrained under
legislation;
° Unexpended grants and subsidies received from State or Federal Government agencies
and provided for specific purposes;
° Unexpended carbon tax liabilities collected; and
° Unexpended loan funds.
2. Internally Restricted Cash
° Natural disaster rehabilitation;
e Asset renewal:
° Waste management;
e Plant replacement;
* Liquidity management (cash expense cover); and
° Other specific purpose.
To ensure oversight on restricted cash balances, a register of restricted cash will be maintained by
Council and disclosed in the financial statements on an annual basis.
1. Externally Restricted Cash
Unexpended Levy Funds
This category includes money received for special and separate rates and charges, as outlined in
the Revenue Statement, and for which a levy Overall Plan provides for funds to be spent over a
number of financial periods.
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COUNCIL POLICY —-MANAGEMENT OF RESTRICTED CASH
Funds can only be applied in accordance with the purpose for which they were originally collected,
as outlined in the Revenue Statement. Should any levy be discontinued, remaining funds will be
allocated in accordance with the provisions of the Local Government Regulation 2012.
Developer Contributions
This category includes contributions received from developers in accordance with conditions applied
to development applications, subject to constraints imposed by other legislation. Funds may be
allocated to fund trunk infrastructure investment or other expenditure as part of the annual budget
process, and any unspent funds received in a financial year will be constrained for future use.
Unexpended Grants and Subsidies
This category includes funds received from either State or Federal Governments by way of a specific
advance or grant that is constrained or tied to a specific project or purpose, subject to contractual
obligations or other legislation.
Carbon Tax
This category includes money collected historically through waste management charges to satisfy
Council’s future carbon tax liability for the Eumundi Road landfill site.
Unexpended Loans
Loans are raised each year for specific projects as outlined in Council’s debt policy, adopted with
the annual budget. Any unspent funds will be constrained for application against the original projects
identified in the budget and expended in subsequent financial years.
2. Internally Restricted Cash
Natural Disaster Rehabilitation
Council makes provision in each budget to cater for natural disaster events, but the frequency and
severity of events cannot be planned with any accuracy. Accordingly, cash will be restricted with a
target balance of 5% of general rates revenue to cater for rehabilitation and repairs associated with
storms, flooding, bush fires or other unforeseen events. The balance will be targeted to be
maintained each year after consideration of surplus cash available from operations, and the financial
impact of any actual disaster events.
Asset Renewal
Council will ensure that it maintains its assets and infrastructure on an ongoing basis at defined
levels to ensure that services are able to be provided effectively to the community. The asset
sustainability ratio is one of the three (3) key measures of financial sustainability required under
legislation. Council will target over the life of the ten (10) year financial plan to achieve a minimum
asset sustainability ratio of 90% (including plant, fleet and office equipment renewals) consistent with
the benchmark unless condition based renewal forecasts demonstrate a percentage lower than 90%
in any given year.
100% of the annual depreciation charge will be constrained and made available for investment in
asset renewal. Vvhere funds are not fully allocated within any financial year, and the actual asset
sustainability ratio achieved is less than 100%, any remaining surplus will be constrained to provide
for expenditure in a subsequent period where required.
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COUNCIL POLICY —-MANAGEMENT OF RESTRICTED CASH
Waste Management Landfill Rehabilitation
Council undertakes a full cost pricing model for determining charges to apply for waste management
operations, which includes allocation of funds for future rehabilitation and replacement of assets in
accordance with a long term financial forecast. Accordingly, unspent funds will be constrained to
meet future business strategy and landfill rehabilitation obligations.
Plant Replacement
To ensure sufficient funds are available to finance the ongoing replacement of Council’s plant and
fleet, any operational surplus or unexpended depreciation amount from fleet activities will be
constrained to provide for expenditure in a future period.
Liquidity Management (cash expense cover)
The cash expense cover ratio is a key indicator utilised to measure Council liquidity (i.e. current
financial health) and to also assess ongoing financial sustainability risk. This ratio calculates how
long Council can continue paying its day-to-day expenses from cash at bank without needing
additional cash flow injections. Council will target achieving a minimum cash expense cover of three
months operating expenditure held as restricted cash in any given financial year.
Other Specific Purpose
Council budgets annually for a range of anticipated costs for legal and insurance claims that are part
of normal operational activities. Any unspent portion of these budgets will be constrained to provide
for unforeseen future risks as they arise.
Separate accounts within this category will also be maintained for stand-alone activities subject to
external funding, such as Noosa Community Care.
ROLES AND RESPONSIBILITIES
The Director Corporate Services is Policy owner and responsible for oversight of the financial
management of Council.
The Manager Financial Services has operational responsibility for the development of Council’s long
term financial forecast and annual budget, and for oversight of Council’s treasury function including
cash management.
RELEVANT LEGISLATION
There are no specific legislative requirements around the adoption of a formal policy regarding the
restriction of cash, however, where unspent funds are derived from special rates and charges,
specific grants, or developer contributions, the funds can only be allocated for the original purpose.
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ATTACHMENT 5
ee a NOOSA Council Policy
MKC GENERAL RATE
DONATIONS POLICY
Corporate Plan Reference: The Noosa Community
Endorsed by Council: 28 June 2022
Policy Author: Director Corporate Services
POLICY BACKGROUND
Noosa Council recognises that community organisations provide an extensive range of valuable
community, sporting, recreational, environmental and cultural services to residents of the shire.
These services play a key role in the development of strong and connected communities and the
provision of positive lifestyle choices for residents.
Council currently supports these organisations through a number of mechanisms including direct
staff assistance and advice, the annual Council community grants program and via reduced fees
payable including development fees and contributions.
Council is also committed to supporting community organisations by providing a donation up to the
value of the annual general rates levied on a property owned or utilised by an eligible community
organisation.
COUNCIL POLICY
Legislative requirements
Section 93 (3) of the Local Government Act 2009 states that certain land is exempt from general
rates. Section 73 of the Local Government Regulation 2012 further details land that is exempt from
rating in accordance with Section 93(3)(j)(ii) of the Local Government Act 2009.
Section 119 of the Local Government Regulation 2012 states that Council may grant a ratepayer a
concession for rates or charges. Section 120(1)(b)(i) states that the concession may be granted if
Council is satisfied the land is owned by an entity whose objects do not include making a profit.
Eligibility Criteria
To be eligible for a donation under this policy, community organisations must meet the following
eligibility criteria. Organisations must:
1. Be an incorporated not for profit organisation or a company limited by guarantee that has
been endorsed by the Australian Taxation Office as a charity (tax exempt fund or deductible
gift recipient);
2 Be a registered not for profit association in Queensland;
3. Either own, lease or be trustee for the subject land, and be directly responsible for the
payment of rates and charges levied by Council;
4. Be substantially volunteer-based and not in receipt of Queensland or Australian
Government operational funding;
3: Not operate under a commercial business model; and
6. Organisations must demonstrate their eligibility by completing the ‘Donations In-lieu of
Rates and Charges Levied by Council’ form.
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COUNCIL POLICY - GENERAL RATE DONATIONS
Classes of Organisations
1. |Community, & welfare organisations
A. Not-for-profit organisations that exist primarily to undertake community service and welfare
activities and rely mainly on volunteer labour, membership fees and/or community funding to
operate sustainably.
B. Crisis and emergency accommodation - non-profit entities that operate for the public benefit
by providing crisis accommodation i.e. transitional short — medium term accommodation
including for example, accommodation for persons escaping domestic violence.
2. Housing facilities for the aged
A. — Religious entities that provide housing for aged persons as defined in section 73 of the Local
Government Regulation 2012; or
B. Not-for-profit organisations that provide high care nursing home type housing for aged
persons. A donation is not applicable for independent living facilities. For those properties with
a combination of high-care and independent living facilities, a donation is only applicable on
general rates applicable to the high-care portion of the property.
Note: does not include accommodation facilities provided for aged persons by commercial
enterprises that are not registered charitable, not for profit, religious or community / welfare
organisations.
3. Emergency services
Not-for-profit emergency service organisations such as SES, Rural Fire Brigades, Air Sea Rescue,
and the like that rely wholly or in part on voluntary labour and funding drawn from the community.
4. Sporting and recreation organisations (a)
Up to a 100% donation on general rates will apply to not-for-profit organisations that undertake
particular sporting or recreational activities for the benefit of members and rely exclusively on
membership fees and/or community fundraising. These clubs may hold a Community Other liquor
licence. This does not include clubs or organisations with paid employees.
5. Sporting and recreation organisations (b)
Up to a 50% donation on general rates will apply to organisations that undertake sporting or
recreational activities for the benefit of members and have paid employees, hold an open liquor
licence and has less than 5 gaming machines.
6. Surf Life Saving Clubs
Up to a 100% donation on general rates will apply to Surf Life Saving Clubs that undertake particular
community, sporting or recreational activities for the benefit of members.
Recognition Provision
As a condition of a rate donation, suitable acknowledgement is to be given to Council by the
organisation for the rate donation provided. This acknowledgement can be in the form of signage,
any form of communication by the organisation to members or proper mention at appropriate
functions, events, delegations, presentations or the like.
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COUNCIL POLICY - GENERAL RATE DONATIONS
Donation Review Process
All donations approved under this policy will be reviewed every four years. Organisations will be
notified of the scheduled review in writing. To be eligible to continue to receive a donation,
organisations must demonstrate their eligibility by completing the ‘Donations In-lieu of Rates and
Charges Levied by Council’ form. Council may request additional information and/or an on-site
meeting with the organisation.
Donation recipients under this policy are required to immediately notify Council should their eligibility
status change. Failure to do so may result in Council recovering any funds incorrectly paid to, or on
behalf of the organisation.
ROLES AND RESPONSIBILITIES
Revenue Services will maintain the list of eligible organisations and undertake reviews of eligibility
in accordance with this policy.
DEFINITIONS
Commercial business model - means a business operating on a fee for service basis and has the
ability to generate sufficient income to support operations (excluding those child care centres and
kindergartens affiliated with the Créche and Kindergarten Association Ltd (C&K) or a community
based early childhood provider).
RELEVANT LEGISLATION
Local Government Act 2009
Local Government Regulation 2012
Revenue Statement
Revenue Policy
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4 2022-23 FEES AND CHARGES
Author Manager Financial Services (Acting), Pauline Coles
Corporate Services Department
Index ECM/ 7.34 – 2022-23 Fees and Charges
Attachments Attachment 1 - 2022-23 Schedule of Fees and Charges
(76 page attachment provided separately to this report)
EXECUTIVE SUMMARY
General cost-recovery fees and commercial charges are expected to generate approximately $21.2
million in the 2022-23 financial year, representing almost 18% of Council’s annual operating revenue.
Fees and charges are set where possible to reflect cost recovery, with commercial charges set at
full cost after consideration of market factors. The 2022-23 fees and charges schedule is provided
in Attachment 1.
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the Special Meeting dated
28 June 2022 and pursuant to sections 97, 98 and 262(3)(c) of the Local Government Act 2009, fix,
for the 2022-23 financial year the cost-recovery fees and commercial charges provided as
Attachment 1 to the report.
REPORT
Section 97 of the Local Government Act 2009 requires that cost-recovery fees are to be set at a level
equal to or less than cost of providing a particular service. As part of the 2022-23 budget
development, fees and charges were reviewed to ensure that where possible prices were set for
anticipated volumes at cost reflective levels in line with legislation. Increases identified at levels
above inflation were subsequently presented to Councillors through budget workshops for
discussion and agreement.
Charges which are commercial in nature are set in accordance with Section 262(3)(c) of the Local
Government Act 2009. Commercial charges are applicable to both of Council’s nominated business
activities, Waste Management and the Holiday Parks. Full cost price modelling was undertaken for
both of these activities to ensure that charges reflected full cost and a user pays philosophy, and no
general rate subsidy is required
Previous Council Consideration
Council considers fees and charges levels annually as part of the budget process. Fees and charges
can also be amended, removed or introduced during a financial year via Council resolution.
Finance
General cost-recovery fees and commercial charges are expected to generate approximately $21.2
million in the 2022-23 financial year, representing almost 18% of Council’s combined annual
operating revenue.
Risks & Opportunities
Failure to appropriately adopt general cost-recovery fees and commercial charges may result in
Council being left without the head or power to charge for goods and services, compromising
ongoing financial sustainability and Council’s reputation.
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Consultation
External Consultation - Community & Stakeholder
A draft of the proposed 2022-23 Fees and Charges was provided as part of the community
consultation process, which invited community members and industry groups to provide feedback
on the draft 2022-23 budget.
Internal Consultation
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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5 2022-23 BUDGET ADOPTION
Author Director Corporate Services (Acting), Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 2022-23 Budget
Attachments 1. Noosa Council 2022/23 Budget document
(79 page attachment provided separately to this report)
EXECUTIVE SUMMARY
Under sections 104 and 107A of the Local Government Act 2009 and section 170 of the Local
Government Regulation 2012, Council is required to adopt, for each financial year, after 31 May
before the financial year and before 1 August in the financial year, a budget and revenue statement.
The Noosa Council 2022/23 Budget document provided at Attachment 1 contains the required
documentation to adopt Council’s 2022/23 budget and the following motions have been drafted to
meet legislative requirements.
RECOMMENDATION
MOTION 1
That pursuant to section 104 of the Local Government Act 2009 and section 170 of the Local
Government Regulation 2012, the budget for the financial year ending 30 June 2023, incorporating
statements of income and expenditure, financial position, cash flow, changes in equity, long-term
financial forecast, revenue statement and revenue policy, and 2022/23 capital program as contained
in the Noosa Council 2022/23 Budget document (provided as Attachment 1 to the Special Meeting
report dated 28 June 2022), be adopted.
MOTION 2
That pursuant to section 94 of the Local Government Act 2009 and section 80 of the Local
Government Regulation 2012, Council resolves to levy the differential general rates for the 2022/23
financial year as set out in the Revenue Statement contained in the Noosa Council 2022/23 Budget
document (provided as Attachment 1 to the Special Meeting report dated 28 June 2022).
MOTION 3
That pursuant to section 81 of the Local Government Regulation 2012, Council resolves that the
rating categories of rateable land in its local government area and a description of each of the rating
categories for 2022/23, be as follows:
Category Description Identification
(Guidance only)
1. Rural & Agricultural. Land used, or intended to be used, for rural or Land with the following
agricultural or primary production purposes. land use codes: 44,
60-61, 64-71, 73-89
and 93 or as otherwise
identified by the CEO.
2. Non-Residential. Land which is used, or intended to be used, for Land with the following
non-residential purposes other than land included land use codes: 07-20,
in categories 1, 3, 4 and 14 - 20. 22-39, 41-50, 52 and
91 or as otherwise
identified by the CEO.
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SPECIAL MEETING AGENDA 28 JUNE 2022
Category Description Identification
(Guidance only)
3. Extractive Industries. Land used for the purpose of extractive industry Land with land use
for more than 50,000 tonnes per annum of code 40 or as
material from the earth. otherwise identified by
the CEO.
4. Retirement Villages Land used for the purposes of a retirement Land with the following
village. land used code 21 or
as otherwise identified
by the CEO.
5. Residential (PPR) and Land, with a rateable value of less than or equal Land with the following
Other – RV to $500,000 which is- land used codes: 01,
<=$500,000. a. used as the owner’s principal place of 02, 04, 05 and 06 or
residence, other than land in categories 10, as otherwise identified
22, 23 and 25 to 36; or by the CEO.
b. not included in any other category.
6. Residential (PPR) and Land, with a rateable value between $500,001 Land with the following
Other – RV $500,001 - and $1,500,000 which is- land used codes: 01,
$1,500,000. a. used for as the owner’s principal place of 02, 04, 05 and 06 or
residence other than land in categories 10, as otherwise identified
22, 23 and 25 to 36; or by the CEO.
b. not included in any other category.
7. Residential (PPR) and Land, with a rateable value between $1,500,001 Land with the following
Other – RV $1,500,001 and $3,000,000 which is- land used codes: 01,
- $3,000,000. a. used as the owner’s principal place of 02, 04, 05 and 06 or
residence other than land in categories 10, as otherwise identified
22, 23 and 25 to 36; or by the CEO.
b. not included in any other category.
8. Residential (PPR) and Land, with a rateable value greater than Land with the following
Other – RV > $3,000,000 which is- land used codes: 01,
$3,000,000. a. used as theowner’s principal place of 02, 04, 05 and 06 or
residence other than land in categories 10, as otherwise identified
22, 23 and 25 to 36; or by the CEO.
b. not included in any other category.
9. Residential (Not PPR) Land used for residential purposes other than as Land with the following
the owner’s principal place of residence other land used codes: 02
than land in category 11, 21, 24 and 25 to 36. and 05 or as otherwise
identified by the CEO.
10. Residential Home Land used as the owner’s principal place of Land with the following
Hosted Transitory residence plus as transitory accommodation - land used codes: 02
Accommodation other than land in category 23 and 25 to 36. and 05 or as otherwise
identified by the CEO.
11. Transitory Land used as transitory accommodation, other Land with the following
Accommodation. than land in category 24 and 25 to 36. land used codes: 02
and 05 or as otherwise
identified by the CEO.
12. Vacant Urban Land – Vacant land with a rateable value greater than Land with the following
RV > $1,000,000 and $1,000,000, with an area of more than 1,500m2 in land used codes: 01,
area more than 1,500 the locality of Castaways Beach or Cooroy or 04 and 06 or as
m2. Marcus Beach or Noosa Heads or Noosaville or otherwise identified by
Peregian Beach or Sunrise Beach or Sunshine the CEO.
Beach or Tewantin, other than land included in
category 13.
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SPECIAL MEETING AGENDA 28 JUNE 2022
Category Description Identification
(Guidance only)
13. Subdivided land not yet Vacant land to which Chapter 2, Part 2, Division Land with the following
developed 5, Subdivision 3 of the Land Valuation Act 2010 land used code 72 or
applies. as otherwise identified
by the CEO.
14. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 1,000 and land used codes: 14,
between 1,000 and 2,500m2 15, 16 or 23 or as
2,500m2 otherwise identified by
the CEO.
15. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 2,501 and land used codes: 14,
between 2,501 and 5,000m2. 15, 16 or 23 or as
5,000m2 otherwise identified by
the CEO.
16. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 5,001 and land used codes: 14,
between 5,001 and 10,000m2. 15, 16 or 23 or as
10,000m2 otherwise identified by
the CEO.
17. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 10,001 and land used codes: 14,
between 10,001 and 20,000m2. 15, 16 or 23 or as
20,000m2 otherwise identified by
the CEO.
18. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 20,001 and land used codes: 14,
between 20,001 and 30,000 m2. 15, 16 or 23 or as
30,000m2 otherwise identified by
the CEO.
19. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area with a gross floor area between 30,001 and land used codes: 14,
between 30,001 and 40,000 m2. 15, 16 or 23 or as
40,000m2 otherwise identified by
the CEO.
20. Shopping Centres – Land used for the purposes of a shopping centre, Land with the following
gross floor area greater with a gross floor area greater than 40,000 m2. land used codes: 14,
than 40,000m2 15, 16 or 23 or as
otherwise identified by
the CEO.
21. Strata Units Land which is a strata unit used for residential Land with the following
(Not PPR). accommodation purposes other than as the land used codes: 08 or
owner’s principal place of residence, other than 09 or as otherwise
land in category 24. identified by the CEO.
22. Strata Units Land which is a strata unit used as the owner’s Land with the following
(PPR). principal place of residence other than land in land used codes: 08 or
category 23. 09 or as otherwise
identified by the CEO.
23. Strata Units Home Land which is a strata unit used as the owner’s Land with the following
Hosted Transitory principal place of residence and is defined as land used codes: 08 or
Accommodation. transitory accommodation. 09 or as otherwise
identified by the CEO.
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SPECIAL MEETING AGENDA 28 JUNE 2022
Category Description Identification
(Guidance only)
24 Strata Units Transitory Land which is a strata unit used other than as the Land with the following
Accommodation. owner’s principal place of residence and is land used codes: 08 or
defined as transitory accommodation. 09 or as otherwise
identified by the CEO.
25. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- 2 to 4 residences there are 2 to 4 self-contained flats, studios, land used code 03 or
cabins or dwellings, other than land in category as otherwise identified
31. by the CEO.
26. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- 5 to 9 residences there are 5 to 9 self-contained flats, studios, land used code 03 or
cabins or dwellings, other than land in category as otherwise identified
32 by the CEO.
27. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- 10 to 14 residences there are 10 to 14 self-contained flats, studios, land used code 03 or
cabins or dwellings, other than land in category as otherwise identified
33. by the CEO.
28. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- 15 to 19 residences there are 15 to 19 self-contained flats, studios, land used code 03 or
cabins or dwellings, other than land in category as otherwise identified
34. by the CEO.
29. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- 20 to 29 residences there are 20 to 29 self-contained flats, studios, land used code 03 or
cabins or dwellings, other than land in category as otherwise identified
35. by the CEO.
30. Non-Strata Residential Land, used for residential purposes, on which Land with the following
- greater than 30 there are 30 or more self-contained flats, studios, land used code 03 or
residences cabins or dwellings, other than land in category as otherwise identified
36. by the CEO.
31. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 2 to 4 self-contained flats, studios, land used code 03 or
Accommodation - 2 to cabins or dwellings, and where at least one of the as otherwise identified
4 residences self-contained flats, studios, cabins or dwellings is by the CEO.
transitory accommodation.
32. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 5 to 9 self-contained flats, studios, land used code 03 or
Accommodation - 5 to cabins or dwellings, and where at least one of the as otherwise identified
9 residences self-contained flats, studios, cabins or dwellings is by the CEO.
transitory accommodation.
33. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 10 to 14 self-contained flats, studios, land used code 03 or
Accommodation - 10 to cabins or dwellings, and where at least one of the as otherwise identified
14 residences self-contained flats, studios, cabins or dwellings is by the CEO.
transitory accommodation.
34. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 15 to 19 self-contained flats, studios, land used code 03 or
Accommodation - 15 to cabins or dwellings, and where at least one of the as otherwise identified
19 residences self-contained flats, studios, cabins or dwellings is by the CEO.
transitory accommodation.
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Category Description Identification
(Guidance only)
35. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 20 to 29 self-contained flats, studios, land used code 03 or
Accommodation - 20 to cabins or dwellings, and where at least one of the as otherwise identified
29 residences self-contained flats, studios, cabins or dwellings is by the CEO.
transitory accommodation.
36. Non-Strata Residential Land, used for residential purposes, on which Land with the following
Transitory there are 30 or more self-contained flats, studios, land used code 03 or
Accommodation - cabins or dwellings, and where at least one of the as otherwise identified
greater than 30 self-contained flats, studios, cabins or dwellings is by the CEO.
residences transitory accommodation.
MOTION 4
That pursuant to section 94 of the Local Government Act 2009 and section 94 of the Local
Government Regulation 2012, Council resolves to levy the special charges for the 2022/23 financial
year as set out in the Revenue Statement contained in the Noosa Council 2022/23 Budget document
(provided as Attachment 1 to the Special Meeting report dated 28 June 2022).
The special charges set out in the Revenue Statement are:
• Noosa Waters Lock and Weir Maintenance Levy
• Noosa Waters Canal Maintenance Levy
• Noosa Junction Levy
• Hastings Street Precinct Levy
• Noosa Main Beach Levy
• Hastings Street Community Safety Program Charge
• Lower Noosa North Shore Electricity Charge
For that purpose the rateable land to which the special charges apply and the overall plans for the
services, facilities or activities to which the special charges apply be the rateable land and overall
plans specified in the Revenue Statement.
MOTION 5
That pursuant to section 94 of the Local Government Regulation 2012, Council resolves to adopt the
overall plans, annual implementation plans and benefitted area maps specified in the Revenue
Statement contained in the Noosa Council 2022/23 Budget document (provided as Attachment 1 to
the Special Meeting report dated 28 June 2022) for the special charges it resolves to levy under
resolution 4.
MOTION 6
That pursuant to section 94 of the Local Government Act 2009 and section 99 of the Local
Government Regulation 2012, Council resolves to levy the utility charges for the 2022/23 financial
year as set out in the Revenue Statement contained in the Noosa Council 2022/23 Budget document
(provided as Attachment 1 to the Special Meeting report dated 28 June 2022).
MOTION 7
That pursuant to section 94 of the Local Government Act 2009 and section 103 of the Local
Government Regulation 2012, Council resolves to levy the separate rates and charges for the
2022/23 financial year as set out in the Revenue Statement contained in the Noosa Council 2022/23
Budget document (provided as Attachment 1 to the Special Meeting report dated 28 June 2022).
The separate rates and charges set out in the Revenue Statement are:
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• Environment Levy
• Sustainable Transport Levy
• Heritage Levy
• Bushfire Resilience and Response Levy
MOTION 8
That pursuant to section 107 of the Local Government Regulation 2012 and section 114 of the Fire
and Emergency Services Act 1990, Council resolves that rates and utility charges, and the
Queensland Government’s Emergency Management Levy, for the year ending 30 June 2023 will be
levied six monthly and as set out in the Revenue Statement contained in the Noosa Council 2022/23
Budget document (provided as Attachment 1 to the Special Meeting report dated 28 June 2022).
MOTION 9
That pursuant to section 122 of the Local Government Regulation 2012, Council resolves to grant
concessions to ratepayers as set out in the Revenue Statement (contained in the Noosa Council
2022/23 Budget document) and Council’s General Rate Donations Policy.
MOTION 10
That pursuant to section 118 of the Local Government Regulation 2012, Council resolves that all
rates and charges must be paid within 30 days after the date of issue of the rates notice.
MOTION 11
That pursuant to section 133 of the Local Government Regulation 2012, Council resolves that all
overdue rates and charges bear interest as set out in the Revenue Statement contained in the Noosa
Council 2022/23 Budget document (provided as Attachment 1 to the Special Meeting report dated
28 June 2022).
MOTION 12
That pursuant to section 257 of the Local Government Act 2009 Council delegates to the Chief
Executive Officer its powers under section 81 of the Local Government Regulation 2012 to identify
the differential rating category into which each parcel of rateable land in the Council’s local
government area is included by using relevant information from the Council’s land record and any
other information which identifies the use of rateable land.
MOTION 13
That it be recorded that in each case where a preceding Motion refers to a matter set out in the
Revenue Statement contained in the Noosa Council 2022/23 Budget document (provided as
Attachment 1 to the Special Meeting report dated 28 June 2022), that matter is incorporated by
reference into, and forms part of the terms and content of the motion, and will be so incorporated
and form part of the terms and content of Council’s resolution to adopt the motion.
Page 54 of 79
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SPECIAL MEETING AGENDA 28 JUNE 2022
REPORT
1 Background
In accordance with sections 104 and 107A of the Local Government Act 2009 and section 170 of the
Local Government Regulation 2012, Council is required to adopt, for each financial year, after 31
May before the financial year and before 1 August in the financial year, a budget and revenue
statement.
The budget document provided for consideration and adoption includes:
• Budget Financial Statements including Long Term Financial Forecast;
• Rates and Charges Comparison;
• Relevant Measures of Financial Sustainability;
• Schedule of Levies and Separate Charges;
• Tourism and Economic Development Investment;
• Capital Program;
• Revenue Policy; and
• Revenue Statement.
2 Total Council Expenditure Budget
Council’s total 2022/23 expenditure budget of $160 million incorporating an operating expenditure
budget of $118 million, a capital expenditure budget of $42.0 million which includes loan repayments
of $1.0 million.
3 Financial Sustainability
The 2022/23 budget continues Council’s focus on, and compliance with, its Financial Sustainability
Policy. Council has an ongoing responsibility to ensure that it has sufficient resources now and into
the future to provide levels of service that are both affordable and considered appropriate by the
community. This responsibility encompasses how decisions are made regarding the allocation of
ratepayer funds to Council’s day to day operations as well as towards the replacement of existing
assets and procurement of new assets.
The key measurement criteria for whether Council is achieving its financial sustainability objectives
over the short and medium term are three financial sustainability ratios required to be published
under legislation. These ratios effectively allow the community to determine:
1. If Council is appropriately funding its day to day operations and asset consumption costs (i.e.
the operating surplus ratio);
2. Ensuring its debt is at a level that can be repaid from current operating revenues (i.e. the net
financial liabilities ratio); and
3. Replacing community infrastructure when required and to ensure asset service levels can be
maintained (i.e. the asset sustainability ratio).
The 2022/23 budget continues Council’s financial sustainability commitment with all three ratios
within the benchmark ranges set by the Queensland Government:
Indicator Target Budget
Operating Surplus Ratio 0-10% 0.1%
Net Financial Liabilities Ratio <60% -7.1%
Asset Sustainability Ratio >90% 151.6%
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SPECIAL MEETING AGENDA 28 JUNE 2022
4 Operating Budget
Council’s 2022/23 operating budget includes both revenue and expenditure required to both fund
and deliver day to day operations according to current levels of service. The table below outlines the
proposed operating budget position, with an operating surplus position ensuring that Council’s
required operating expenditure for the financial year is fully funded by operating revenue.
Operating Budget 2022/23
($’000)
Revenue $118,213
Expenditure $118,066
Operating Surplus $147
5 Budget Breakdown
A brief outline of the main elements of the Council budget is provided below.
5.1 Operating Revenue
Net Rates and Utility Charges
2022/23 budgeted net rates and utility charges total $82.5 million, with the early payment discount
($2.8 million), pensioner concessions ($700k), and general rate donations for community
organisations ($174k) continuing.
The rate notice for the majority of properties will show a minimum general rate increase of $58
(5.0%), a $17 (5.0%) increase in the waste collection charge, and an increase in the existing
environment levy of $6 (9.4%), heritage levy of $1.50 (18%) and no increase to the sustainable
transport levy.
Overall, this represents a total net minimum rate increase of 5.1% in line with the March 2022 national
Consumer Price Index. Full details of Council’s rates and charges are contained in the Revenue
Statement 2022/23.
Fees and Charges
Council has forecast $8.9 million in revenue from fees and charges in 2022/23. The majority of
Council fees and charges budget relates to development related revenue (planning applications),
local laws (parking and infringement fees) and plumbing and building regulatory fees for service.
Rental Income
Total 2022/23 budgeted rental income totals $1.8 million. Included in this budget are a number of
commercial property leasing arrangements including the Digital Hub, Noosa North Shore Ferry and
Sunrise shopping centre.
Interest Received
Interest on cash investments and overdue rates is forecast to achieve $870k in 2023/23. Interest
revenues are expected to increase from current year 2021/22 levels due to higher interest rates
forecast in the current economic climate.
Sales
Total sales revenue for 2022/23 is estimated at $12.3 million. Sales revenue is derived from activities
such as holiday park occupancy, waste management disposal fees and recyclable sales, and
revenue generated from Council’s community facilities (Aquatic Centre, Leisure Centre, The J, etc.)
These revenue streams have recovered strongly following the pandemic and are forecast to return
to pre pandemic levels in the 2022/23 financial year.
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Unitywater Distributions
Interest, dividend and tax payments associated with Council’s investment in Unitywater is estimated
at $6.0 million for the 2022/23 financial year.
Other Income
Income from other sundry sources is estimated at $1.0 million for the 2022/23 financial year.
Grants & Subsidies
Operating grants and subsidies of $4.9 million relate primarily to the annual financial assistance
grant, Australian and Queensland government payments to fund Noosa Community Support
operations and Queensland government library funding.
5.2 Operating Expenditure
Employee Benefits
Employee costs of $42.2 million includes direct employee related salary expenditure and other
indirect costs such as superannuation, workers compensation insurance and staff training. The total
increase in staff costs from 2021/22 is 11%, reflecting employee certified agreement increases and
workers compensation premium increases, and the inclusion of new staffing resources in the budget.
Materials and Services
Materials and services are a significant component of Council’s expenditure budget at $54.8 million.
Significant areas of material and service expenditure that assist with the delivery of services to the
community include $8.4 million in maintenance and operational costs for shire parks and natural
areas, roads, beaches and canals, $3.2 million investment in environmental management and
sustainability initiatives as well as waste management costs of $13.5 million relating primarily to
waste collection, processing and recycling, and disposal contracts.
Other significant expense items included in the draft budget include information communication and
technology contract costs, annual lifeguard service provision provided by SLSQ, holiday park
operations, Tourism Noosa payments for tourism promotion, and operating and maintenance costs
for Council’s community and commercial facilities.
Finance Costs
Finance costs of $1.2 million includes $0.6 million for interest payments on Council borrowings with
Queensland Treasury Corporation, $0.5 million for future landfill rehabilitation cost provisioning and
also bank and merchant fees ($0.1 million).
Depreciation
The draft budget includes asset consumption costs of $19.7 million which is utilised to assist with
funding renewal and replacement works in Council’s proposed $42 million capital program in
2022/23.
Other Expenses
Other minor expenses are estimated at $256k for 2022/23.
6 Capital Budget
Council’s 2022/23 capital budget of $42.0 million includes an investment of $29.8 million to renew
existing infrastructure, $11.3 million for new and upgrade works and an additional $1.0 million
allocated to repay existing debt. Council intends to sustainably fund the capital plan via a mix of
grants and external funds ($14.4 million), new borrowings ($5.8 million) and cash ($21.8 million).
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SPECIAL MEETING AGENDA 28 JUNE 2022
A number of significant value projects are proposed to be included in the 2022/23 financial year
including the completion of Beckmans Road Bypass Stage 1, Noosa River Dog Beach SEMP
implementation, Firetech living laboratory at the Digital Hub, completion of Noosa Parade Upgrade
stage 1, completion of the Eumundi Road Landfill cell as well as the replacement of a number of
bridges as part of the Australian Government Bridge Renewal Program.
Previous Council Consideration
The 2021/22 original budget was adopted by Council resolution on 30 June 2021 (Ref. Special
Meeting Minutes, 30 June 2021, Item 3, Page 3.
The 2021/22 budget review 2 (BR2) was adopted by Council resolution on 21 January 2022 (Ref.
Ordinary Meeting Minutes, 22 January 2022, Item 5, Page 5).
Finance
The Revenue Policy and Statement is the head of power that allows Council to levy rates and
charges on an annual basis.
Risks & Opportunities
Adoption of the annual budget is required under section 107A of the Local Government Act 2009 to
provide Council the power to levy rates and charges, charge fees and expend funds on delivering
services to the community.
Consultation
External Consultation - Community & Stakeholder
Council undertook budget engagement with the community for the 2022/23 budget, with input from
the previous 2021/22 budget consultation process as well as other recent key community surveys
including the Liveability Survey and Community Satisfaction Survey.
Specific local associations and ratepayer groups were also consulted where required with respect to
the development of special rates and levies for the 2022/23 financial year.
Internal Consultation
All areas of Council have been involved in the development of the proposed budget and a number
of workshops have been held with Councillors
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support X Director X Director
Community Development X 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 X 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
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SPECIAL MEETING AGENDA 28 JUNE 2022
6 STATEMENT OF ESTIMATED FINANCIAL POSITION FOR THE 2021-22 FINANCIAL
YEAR
Author Manager Financial Services (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject/ 2023 - 2023 Budget
Attachments 1. Statement of Estimated Financial Position
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the Special Meeting dated
28 June 2022 and pursuant to section 205 of the Local Government Regulation 2012 note the
Statement of Estimated Financial Position for the 2021/22 Financial Year, provided as Attachment
1 to the report.
REPORT
The Statement of Estimated Financial Position must be presented to Council as part of the Council’s
annual budget meeting and is a requirement under section 205 of the Local Government Regulation
2012.
The Statement of Estimated Financial Position is a document that states the estimated financial
operations and financial position of Council for the 2021/22 financial year.
The financial statements as provided in Attachment 1 provides a comparison between the 2021/22
original budget, current budget (being the Budget Review 2 adopted at Council’s Ordinary Meeting
on 20 January 2022) and the latest forecast 30 June 2022 position.
Previous Council Consideration
Special Meeting Minutes, 30 June 2021, Item 4, Page 43
That Council note the report by the Manager Financial Services to the Special Meeting dated 30
June 2021 and pursuant to section 205 of the Local Government Regulation 2012 note the Statement
of Estimated Financial Position for the 2020/21 Financial Year, provided as Attachment 1 to the
report.
Finance
As above and attached.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial sustainability.
Effective budget management and reporting is an important risk mitigation tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
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SPECIAL MEETING AGENDA 28 JUNE 2022
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director X Director
Community Development X 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 Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Page 61 of 79
SPECIAL MEETING AGENDA 28 JUNE 2022
ATTACHMENT 1
Noosa Council
2021/22 Statement of Estimated Financial Position
For the Year Ended 30 June
~ 7 raul Fd ral Fd
Statement of Comprehensive Income a Ps
ee ee
Revenue
Operating Revenue
Net Rates, Levies and Charges 74,501 F474
Fees and Charges F185 8,246
Rental Income 1,885 1,885
Interest Received 670 a7o0
Sales Revenue 10,246 11,116
Other Income or4 1,244
Grants, Subsidies, Contributions and Donations 5,432 5,925
Unitywater Distributions. 5,650 5,650
Total Operating Revenue 106,634 105,530
Capital Revenue
Govemment Subsidies and Grants - Capital 20,562 18,963
‘Gontributions - Assets and other Mon-monetary 1,500 1,500
Contributions - Monetary 1,297 1,307
Total Capital Revenue 23,450 21,360
Total Revenue 130,093 134,390
(Capital Incone
Total Capital Income - -
Total income 130,093
Expenses.
Operating Expenses
Employee Benefits 37,605 38,134
Materials and Services 47,693 41,061
Finance Costs 1,114 1,114
Depreciation and Amortisaton 19,580 19,580
ther Expenses 243 243
Total Operating Expenses 106,325
Capital Expenses
Total Capital Expenses -
Net Result 23,769 241,225
Operating Result
[mopecmnonet Ym |
Operating Expenses. 106,325 170,761
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SPECIAL MEETING AGENDA 28 JUNE 2022
7 ORGANISATIONAL STRUCTURE
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Organisational Structures
Attachments 1. Proposed Organisational Structure
2. New Permanent Positions
3. All Temporary Fixed Term Positions
EXECUTIVE SUMMARY
The purpose of this report to inform Council of the proposed changes to the organisational structure
which if adopted will increase the number of Equivalent Full Time (EFT) positions from 386.71 to
394.91. This report also identifies temporary project positions of greater than one year which are
required to deliver term projects where there is no requirement for the position beyond the term of
the project.
Although not a statutory requirement, it is good management practice for Council to re-adopt its
organisational structure each year at the time it adopts its Operational Plan and Budget. This ensures
that Council has an up-to-date structure which reflects the resources allocated within the budget and
which is aligned to the priorities and objectives of Council’s Operational Plan, Capital Program, and
standards of service delivery.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Special Meeting dated 28
June 2022 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
REPORT
The proposed organisational structure (refer Attachment 1) identifies current Equivalent Full Time
(EFT) Positions for each Department and Branch. The EFT is used as a unit of measure which shows
how many total full-time employees or part time employees add up to a full-time position. Once
adopted by Council it cannot be changed without a Council resolution. The detailed structures within
branches can be amended by the CEO provided the total EFT is not changed. This gives
management the flexibility to fine tune the detailed structure.
The last review of the organisational structure was reported to the General Committee meeting on
14 February 2022. At that time there was an increase in the EFT of 2.6, from 384.11 to 386.71.
The key points to note with the proposed organisational structure are:
• An increase in the total EFT from 386.71 to the now recommended 394.91 for approval, an
increase of 8.2 EFT.
• The proposed organisational structure reflects proposed new positions identified through the
new initiative and budget process. In all, 9 new permanent positions (8.2 EFT) made up of 7
full time and 2 part time positions. Details of these positions are provided (refer Attachment
2).
Variations to the structures of the following branches are recommended:
- Waste and Environmental Health
- Building and Plumbing
- Development Assessment
- Environmental Services
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- Community Engagement
• This report also identifies existing temporary project positions greater than one year associated
with the delivery of various Council projects (refer Attachment 3). Council’s attention is drawn
to 14 new temporary positions associated with various projects. These positions will expire at
the conclusion of the projects and are not included in the EFT count however they are essential
to the delivery of major projects and do have budgetary implications. The status of temporary
project positions (greater than 1 year) is regularly reported for Council’s information in the 6
monthly establishment update report.
• While temporary fixed term project positions are created for specific terms and will expire at
the conclusion of the projects, in certain circumstances their terms may be altered depending
on the project and circumstances.
• Salary provision has been made in the proposed 22/23 Noosa Council Budget to fund these
positions.
• While the focus of this report is the permanent establishment and long-term temporary project
positions greater than one year, it is relevant to consider the number of all temporary (long and
short term) positions and casual positions which support the delivery of Council services, and
which are provided for in the salaries budget.
There are currently a total of 187 temporary and casual employees engaged by Council
including:
- 80 temporary employees (full time and part time) made up of long-term project
employees (as identified in Attachment 3 to this report) and short-term temporary
employees who may be engaged under varying circumstances e.g., to replace
permanent employees on leave or to meet peaks in workloads for a short period.
- 107 casual employees (equating to 26.86 EFT positions) engaged on an as needed basis
e.g., to meet peaks in workloads, unexpected absences of existing employees.
• There are no redundancies proposed in this budget.
Previous Council Consideration
Ordinary Meeting Minutes 17 February 2022, Item 6, page 12
ORGANISATIONAL STRUCTURE That Council note the report by the Director Executive Services
Department to the General Committee Meeting dated 14 February 2022 and adopt the Noosa
Council Organisational Structure as set out in Attachment 1 to the report.
Special Meeting Minutes, 30 June 2021, Item 5, page 11
ORGANISATIONAL STRUCTURE That Council note the report by the Chief Executive Officer to the
Special Meeting dated 30 June 2021 and adopt the Noosa Council Organisational Structure as set
out in Attachment 1 to the report
Ordinary Meeting Minutes, 17 December 2020, Item 3, page 7
ORGANISATIONAL STRUCTURE That Council note the report by the Director Executive Services
to the Services & Organisation Committee Meeting dated 8 December 2020 regarding the
organisational structure and position establishment including temporary project positions.
Special Meeting Minutes, 10 July 2020, Item 7, page 11
That Council note the report by the Director Executive Services to the Special Meeting dated 10 July
2020 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the report.
Finance
Provision exists within the 2022/23 budget to fund the proposed changes to the permanent
organisational structure.
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Risks & Opportunities
Temporary positions provide flexibility for Council particularly in the delivery of significant projects
where specialised skills and experience is required.
The proposed changes to the EFT and organisational structure are the result of emerging issues
and the need for greater administrative and professional support in the delivery of Council services.
The proposed changes have been reviewed by the Executive Team and are supported. In relation
to temporary project positions, a potential risk is that under the current Noosa Council Certified
Agreement 2021, a casual or maximum term employee working on a systematic and regular basis
for a period of 12 months may apply to convert their status to permanent full time or part time position
depending on the average hours worked over the preceding 12 months. Conversion would not occur
if the appointment was for a specific project or is backfill for staff on leave for a specified period
where there is a defined end date.
While temporary positions provide flexibility for Council particularly in the delivery of significant
projects where specialised skills and experience is required, the salary costs of these positions
require management oversight. The extension of existing temporary project positions and the
creation of new permanent positions are reviewed in the budget development and approval process.
A review of temporary positions will be undertaken in the mid-year budget review.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Consultation has occurred with Councillors and the Executive Team as part of the budget process.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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ATTTACHMENT 1
Functions
TOTAL EFT —- 394.91
J —— SS
( Intemal Audit Chief Executive
; Officer
( CEO's Office } 4 EFT
( 2 EFT J A J
TT oS ("Environment and Ss, _—
eae Executive Services Sustainable Community Services Corporate Services
4126.7 EFT 32.91 EFT* Development 130.40 EFT* 44.2 EFT
\ , } 57.7 EET* / \ } \
Se A SS 2, Qe A = oe S AY
¢ Infrastructure Planning, ¢ People and Culture e Environmental Services e Waste and Environmental ¢ Property
Design and Delivery « Governance e Strategic Land Use Health e Finandal Services
e Asset Management ¢ Customer Service Planning e Local Laws e Revenue Services
¢ Buildings and Facilities ¢ Community Engagement ¢ Economic Development ¢ Community Facilities e ICT
e Civil Operations e Development « Community Development e Procurement
« Strategic Projects Assessment e Libraries and Galleries « Fleet
e Building and Plumbing
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown onthis structure.
Further details are available on the individual branch/team structures.
* The structure is subject to Council approval
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Management
( Intemal Audit
a, CHIEF EXECUTIVE
- z OFFICER
(—) 1 EFT
[ CEO's Office \
2 EFT )
Director Infrastructure Director Executive Directoy Erivirormient Director Community Director Corporate
Services Services end.Sustainable Services Services
Development
Total EFT: 3
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Infrastructure Services
(- DIRECTOR N
INFRASTRUCTURE Director's Office
SERVICES eT
\ 1 EFT J)
Infrastructure Flanning, Asset Management Buildings and Facilities Civil Operations Strategic Projects
aa ny 9 EFT 6 EFT 91.7 EFT 1 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown onthis structure.
Further details are available on the individual branch/team structures. Total EFT: 126.7
Page 67 of 79Section 68
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Executive Services
‘DIRECTOR EXECUTIVE || eases
SERVICES | Support
se 1 EFT J) OS EFT
P : Community
eople and Culture Governance Customer Service ENCadehent
13.1 EFT 4 EFT 9.01 EFT pees
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown onthis structure.
Further details are available on the individual branch/team structures. .
* The structure is subject to Council approval Total EFT: 32.91
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Environment and Sustainable Development
(DIRECTOR tC
ENVIRONMENT AND Administrative
SUSTAINABLE Support
DEVELOPMENT TERT
: . Strategic Land Use : Development segs ,
Environmental Services : Economic Development Building and Plumbing
Z Planning Assessment 5
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown onthis structure.
Further details are available on the individual branch/team structures.
* The structure is subject to Council approval Total EFT: 57.7
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Community Services
DIRECTOR Administrative
COMMUNITY SERVICES Support
S 1 EFT J VEPT
Waste and Local Laws Community Facilities Community Libraries and Galleries
Environmental Health 12.7 EFT Management Development Management
21.85 EFT* . 3.4 EFT 6.2 EFT 2.EFT
Noosa Aquatic Centre Noosa Leisure Centre ae. | aa Libraries Art Gallery
19.56 EFT 8.41 EFT 46 EFT 20.27 EFT 24.71 EFT 4.7 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 130.40
* The structure is subject to Council approval ota : .
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Corporate Services
DIRECTOR f Administrative
CORPORATE SERVICES Support
\ 1 EFT J SEPT
Property Financial Services Revenue Services ICT Procurement Fleet
a 9.4 EFT 6.5 EFT 12.5 EFT 4.2 EFT 4 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
Total EFT: 44.2
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ATTACHMENT 2
New Permanent Positions
Development DA Admin Support Permanent Part Time |Purpose-to support the proposed new development positions and assist in
Assessment Officer {.6 EFT) meeting business outcomes and service delivery demands of the branch.
Salary provision for this position exists within the 22/23 operating budget.
Development Development Planner Permanent Full Time |Purpose-to meet business outcomes and service delivery demands.
Assessment {1 EFT) Salary provision for this position exists within the 22/23 operating budget.
Development Development Engineer Permanent Full Time |Purpose-to meet business outcomes and service delivery demands
Assessment {1 EFT) Salary provision for this position exists within the 22/23 operating budget.
Environmental Admin Support Officer Permanent Full Time |Purpose-to provide improved customer support to external customers and
Services {1 EFT) administrative support to team members.
Salary provision for this position exists within the 22/23 operating budget.
Building and Plumbing] Building Technical Permanent Full Time |Purpose-to assist in undertaking customer requests, management of building
Officer {1 EFT) files and building assessments.
Salary provision for this position exists within the 22/23 operating budget.
. Waste Waste Data Analyst’ Permanent Full Time |Purpose-to upskill the branch and improve effectiveness.
Process Engineer {1 EFT) Salary provision for this position exists within the 22/23 budget.
0 Waste Project Officer Permanent Full Time |Purpose-to upskill the branch and improve effectiveness.
{1 EFT) Salary provision for this position exists within the 22/23 budget.
Community Community Engagement Permanent Full Time |Purpose - to provide specialist CE services
Engagement & Coms |Advisor {1 EFT) Salary provision for this position exists within the 22/23 operating budget
EXEC S Coms & Community [Social Media Permanent Part Time |Purpose-to provide additional communication services particularly in social
Engagement Communications Officer {.6 EFT) media and on line platforms.
Salary provision for this position exists within the 22/23 operating budget
otal EFT 8.2
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ATTACHMENT 3
Pe eee eee eee
E&SD Strategic Land Use Principal/Senior 10537 Temporary Full Time (3 years, Purpose-to meet project demands associated with the new planning scheme.
Planning Strategic Planner 19/10/16 -19/10/19), term extended to | Originally approved OM 17/12/15.
30/6/20, term extended to 31/12/20, Extension granted to 30/6/20 OM 15/12/19. Extension granted to 31/12/20 by CEO and Special Meeting
term extended to 30/6/21, term 10/7/20. Extension granted to 30/6/21 OM 17/12/20. Extension granted to 30/9/22 Special Budget
extended to 30/6/22, term extended to |meeting 30/6/21. Extension granted to 31/12/22 OM 17/2/22.
31/12/22, further extension required to | Salary provision for this position exists within the 22/23 operating budget.
30/6/23. Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Strategic Land Use Project Coordinator - 10563 Temporary Full Time (2 years, Purpose-to develop the Noosa Council Coastal Hazard Adaption Strategy.
Planning Climate Change 06/02/170 - 05/02/19), term extended | Originally approved at OM 15/12/16.
Adaptation to 31/12/19, term extended to Term extended to 31/12/19 OM 17/12/18 given the revised agreed project completion date for the Noosa
31/12/20, term extended to 30/6/21, Council Coastal Hazard Adaption Strategy.
extension granted to 30/6/22, Extension granted to 30/6/20 OM 15/12/19 to undertake the completion of the broader shire wide
extension granted to 21/10/22, further |adaption planning and a review of the structure of the department.
extension required to 30/6/23. Extension granted to 31/12/20 by CEO and Special Meeting 10/7/20. Extension granted to 30/6/21 OM
17/12/21. Extension granted to 30/6/22 Council Special Meeting 30/6/21. Extension granted to 21/10/22
OM 17/2/22.
Salary provision for this position exists within the current 22/23 operating budget.
The position is to be reviewed as part of the CHAP and associated resourcing requirements.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Strategic Land Use Climate Change Project }10725 Temporary Full Time (7/2/22-7/10/22), |New
Planning Officer extension required to 30/6/23. Purpose-to provide climate education and capacity building for staff and the community.
Extension required to 30/6/23.
Salary provision for this position exists within the current 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Strategic Land Use Place Program 10674 Temporary Full Time (12 mths), New
Planning Coordinator extension required to 30/6/23. Purpose-to co-ordinate a pilot place making programme.
Originally endorsed by ET 16/1/19. Project funding provided in 2021 budget Special Meeting 10/7/20.
Position currently vacant.
Salary provision for this position exists within the current 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Strategic Land Use Project Support Officer | TBA Temporary Full Time (.6 EFT), New
Planning extension required to 30/6/23 Purpose-to support proposed new development positions and assist in meeting business outcomes and
service delivery demands of the branch.
Salary provision for this position exists within the current 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
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E&SD Development Development Planner |10577 Temporary Full Time (3 years, Purpose-to assist in processing planning applications and in meeting high workloads in the DA Branch.
Assessment 27/08/18 - 26/08/21), further extension] Term extended in leiu of creating the temp. full time Planning Officer position approved as a PMI in the
required to 27/4/25 17/18 Budget Special meeting 6/7/18.
Extension granted by CEO to 24/11/23. Extension granted to 11/1/24 OM 17/12/21. Extension granted to
11/1/24 OM 17/2/22. Further extension granted to 27/4/25 by CEO.
Salary provision for this position exists within the 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Development Development Planner |10624 Temporary Full time (3 yrs, 3/6/19 - Purpose-to assist in processing planning applications and in meeting workloads of the DA Branch.
Assessment 3/6/22), extension granted to 30/6/25. |Approved Council OM 9/4/19 and also reported to Council Special Meeting 28/6/19.
Extension granted to 30/6/25 by Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Development Development Engineer |10623 Temporary Full Time (3 yrs, 18/3/19 - |Purpose-to assist in processing planning applications and in meeting workloads of DA Branch.
Assessment 18/3/22), extension granted to 8/3/24, |Approved Council OM 9/4/19 and reported to Council Special Meeting 28/6/2019.
further extension required to 7/2/25. Extension granted to 8/3/24 by Council Special Meeting 30/6/21. Further extension granted by ET to
7/2/25.
Salary provision for this position exists within the current 22/23 operating budget.
Status of this position to be further considered in the 22/23 mid year budget review.
E&SD Development DA Admin Support 10697 Temporary Part time (.6 EFT) (3 years,| Purpose-to meet increased admin. workloads associated with an increase in DA applications and
Assessment Officer 20/7/21-18/7/24). requirements.
Approved Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 operating budget.
E&SD Development Development Planner |10701 Temporary Full Time (3 years, 1/9/21- |Purpose-to meet high workloads associated with an increase in DA applications and DA approval
Assessment (note Graduate 30/8/24). requirements.
Development Planner Approved Council Special Meeting 30/6/21.
appointed in Salary provision for this position exists within the 22/23 operating budget.
E&SD Development Compliance Officer 10728 Temporary Full Time (3 years, Purpose-to support the implementation of the new STA Local Law.
Assessment 24/1/22-17/1/25). Position created Council OM 12/10/21.
Salary provision for this position exists within the 22/23 operating budget.
E&SD Development Compliance Officer 10729 Temporary Full Time (3 years, Purpose-to support the implementation of the new STA Local Law.
Assessment 18/1/22-17/1/25). Position created Council OM 12/10/21.
Salary provision for this position exists within the 22/23 operating budget.
E&SD Development DA Admin Support TBA Temporary Full Time (.6) OXxyrs) New
Assessment Officer Purpose-to meet increased admin. workloads associated with an increase in DA applications and
requirements.
Salary provision for this position exists within the 22/23 operating budget.
E&SD Economic Development | Digital Hub Director 10595 Temporary Full Time (2 years, Purpose- to facilitate the Peregian Hub's Implementation Plan.
05/03/18 - 04/03/20), term extended to | Originally approved by Council at OM 16/11/17.
12/3/23, extension required to 30/6/23. ]A review of the role relative to the future direction of the HUB was undertaken in August 19 and the term
was extended to 12/3/23 OM 15/8/19.
Salary provision for this position exists within the 22/23 operating budget.
Status and term of position to be further considered in the 22/23 mid year budget review.
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E&SD Economic Development |Economic Development |10708 Temporary Full Time (2 years to Purpose-to assist in progressing the implementation of the LEP.
Advisor 14/4/23), extension required to Proposed term 2 yrs to 14/4/23. Approved by CEO.
30/6/23. Approved OM 17/2/22.
Salary provision for this position exists within the 22/23 operating budget.
Term of position to be further considered in the 22/23 mid year budget review.
E&SD Economic Development |Economic Development |10722 Temporary Full Time ( 4/1/22- New
Advisor Destination 30/12/22), extension required to Purpose-To develop a Destination management Plan for Noosa Shire.
Management & Coms 30/6/23 Salary provision for this position exists within the 22/23 operating budget.
Term of position to be further considered in the 22/23 mid year budget review.
E&SD Environmental Services [Principal Environment |10637 Temporary Full Time (3 years) to Purpose-to implement the programme to progress the Noosa River Plan.
Officer-River Strategy & 30/6/22, term extended to June 2024. |Approved Council Special Meeting 28/6/19. Extension granted to June 2024 OM 17/2/22.
Management Salary provision for this position exists within the 22/23 operating budget.
Status and term of position to be further considered in the 22/23 mid year budget review.
E&SD Environmental Services |Environment Officer 10710 Temporary Full Time (11/10/21- New
Coastal Management 30/6/22), extension required to Not previously not reported to Council.
30/6/24. Purpose-to prepare and finalise foreshore management plans to ensure better coastal protection
Salary provision for this position exists within the Environment Levy budget.
E&SD Environmental Services |Project Officer Fauna |10732 Temporary Full Time (original term to |New
Management end 3/10/22), extension required to Not previously reported to Council.
30/6/24. Purpose-to pursue preparation of threatened species monitoring program and management plans for
key threatened species consistent with the Noosa Environment Strategy.
Salary provision for this position exists within the Environment Levy budget.
E&SD Environmental Services |Environment Officer- 10691 Temporary Part Time (.5 EFT) New
Vegetation Assessment (19/7/21-3/10/22), term extended to Not previously reported to Council
30/6/22, term further extended to Purpose-to assess and record vegetation across the Shire, updating current vegetation and bidiversity
3/10/22 maps to inform the bBiodiversity overlay, regrowth vegetatin mapping, fire hazard mapping and Koala
Habitat mapping.
Term 19/7/21-28/1/22, term extended to end 30/6/22, term further extended to 3/10/22.
Salary provision for this position exists within the Environment Levy budget.
E&SD Environmental Services |Conservation TBA Temporary Part Time (.3 EFT), 2 years] New
Partnerships Officer Purpose-to undertake property assessments and provide advice and engagement on the management
of properties for their conservation values while supporting an existing officer who is transitioning to
retirement.
Salary provision for this position exists within the 22/23 operating budget.
IS Infrastructure Planning, |Project Manager - 10596 Temporary Full Time (2 years, Purpose-to co-ordinate the development of the transport strategy and the implementation of initiatives.
Design and Delivery Transport Innovation 24/07/18 - 23/07/20), term extended to | Approved Council OM 20/07/17. Filled under an internal secondment arrangement by Project Manager.
(renamed to Project 24/1 2/22, further extension required to | Term extended to 24/12/20 by CEO. Further extension granted by ET to 30/6/25. Further extension
Manager - Special 30/6/25. granted to 24/12/22 Counil Special Meeting 10/7/20.
Projects) Salary provision for this position exists within the Sustainable Tpt. Levy budget.
Status of this position will be further considered in the 22/23 mid year budget review.
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Is Infrastructure Planning, |Project Officer - 10641 Temporary Part Time (0.6 FTE) (3 Purpose-to assist in advancing the behaviour change components of the Transport Strategy.
Design and Delivery Transport years, 25/11/2019 - 24/11/2022), Approved OM 19/8/19.
further extension required to 30/6/23 ‘| Salary provision for this position exists within the Sustainable Tpt. Levy budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Is Infrastructure Planning, |Designer - Capital 10594 Temporary Full Time (3 years, Purpose-to ensure efficient and effective delivery and oversight of the capital works programme.
Design and Delivery Works 26/02/18 - 25/02/21), extended to Approved Council OM 16/11/17.
25/2/23, further extension required to |Further extension endorsed by ET. Extension granted to 25/2/23 OM 17/12/20
30/6/23. Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Is Infrastructure Planning, |Project Coordinator 10628 Temporary Full Time (3 years, 28/1/20 | Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Design and Delivery - 17/1/23), term extended to 30/6/25. |Approved Council Special Meeting 28/6/19.
Extension granted to 30/6/25 OM 17/2/22.
Salary provision for this position exists within the 2022/23 budget.
Is Infrastructure Planning, |Contracts and Project |10629 Temporary Full Time (3 years, 8/7/19 - | Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Design and Delivery Superintendent 8/7/22), extension granted to 30/6/25. |Approved Council Special Meeting 28/6/19.
Extension granted to 30/6/25 OM 17/2/22 to meet future capital works programme
Salary provision for this position exists within the 2022/23 budget.
Is Infrastructure Planning, |Infrastructure Planning |10649 Temporary Full Time (3 years ending |Purpose-to assist with planning, designing and delivering Council's ongoing Capital Works programme,
Design and Delivery Officer 10/8/23), extension granted to 30/6/25. | Transport and Placemaking Projects.
Approved Council OM 1012/19.
Extension granted to 30/6/25 approved OM 17/2/22 to meet future capital works programme.
Salary provision for this position exists within the 2022/23 budget.
Is Infrastructure Planning, |Designer - Capital 10659 Temporary Full Time from 1/2/21- Purpose-to assist with the design and delivery of the Tewantin Bypass Stage 1 Project and Capital
Design and Delivery Works 26/3/23, extension required to 30/6/23. | Works programme.
Endorsed by ET 17/11/20. Approved by Council OM 17/12/20.
Extension required to 30/6/23.
Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Is Infrastructure Planning, |Designer - Capital 10683 Temporary Full Time from 27/3/21- Purpose-to assist with the design and delivery of the Tewantin Bypass Stage 1 Project and Capital
Design and Delivery Works 26/3/23 extension required to 30/6/23. | Works programme.
Endorsed by ET 17/11/20. Approved by Council OM 17/12/20.
Extension required to 30/6/23.
Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Is Infrastructure Planning, |Project Officer/ 10684 Temporary Full Time for 3 years Purpose-to assist with the coordination and management of infrastructure projects in the capital works
Design and Delivery Graduate Engineer ending 9/5/23, extension required to |programme.
Projects 30/6/23. Endorsed by ET 17/11/20.
Approved by Council OM 17/12/20.
Extension required to 30/6/23.
Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Is Infrastructure Planning, |Project 10685 Temporary Full Time (3 years, 6/9/21- |Purpose-to assist with the management of infrastructure projects in the capital works programme.
Design and Delivery Officer/Graduate 6/9/24). Endorsed by ET 17/11/20.
Engineer Projects Approved by Council OM 17/12/20.
Salary provision for this position exists within the 22/23 capital budget.
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Is Infrastructure Planning, |Infrastructure 10686 Temporary Full Time (3 years, ending |Purpose-to provide communications and consultation support for Infrastructure projects in the works
Design and Delivery Communications and 10/4/24), extended to 30/6/25. programme.
Consultation Officer Endorsed by ET 17/11/20. Approved by Council OM 17/12/20. Extension granted to 30/6/25 Council
Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 capital budget.
IS Infrastructure Planning, |Project Manager 10718 Temporary Full Time (3 yrs, ending Purpose-to assist with the management of infrastructure projects in the capital works programme.
Design and Delivery 30/6/25). Endorsed by ET .
Approved OM 17/2/22.
Salary provision for this position exists within the 2022/23 capital works budget.
IS Infrastructure Planning, |Project Manager 10717 Temporary full time (3 yrs, ending Purpose-to assist with the management of infrastructure projects in the capital works programme.
Design and Delivery 30/6/25). Endorsed by ET.
Approved OM 17/2/22.
Salary provision for this position exists within the 2022/23 capital works budget.
IS Infrastructure Planning, |Project Officer 10719 Temporary full time (3 yrs, ending Purpose-to assist with the management of infrastructure projects in the capital works programme.
Design and Delivery 30/6/25). Endorsed by ET.
Approved OM 17/2/22.
Salary provision for this position exists within the 2022/23 capital works budget.
Is Asset Management Asset Technical Officer, |10631 Temporary Full Time (3 years, 16/9/19-] Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information
Asset Data 2/9/22), extension granted to 10/5/23, |Approved Council Special Meeting 28/6/19.
Improvement Project further extension required to 30/6/23. | Extension granted to 10/5/23 OM 17/2/22 (note-position vacated, new appointment made, additional
renamed to Co- term required to attract applicant).
ordinator Asset Further extension required to 30/6/23.
Systems Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
IS Buildings and Facilities |Electrical apprentice 10640 Temporary Full Time (4 years 30/9/19- | Purpose-to improve efficiency and effectiveness of branch operations and WFP requirements.
29/9/23). Approved Council Special Meeting 28/6/19.
Salary for this position exists within the 22/23 operating budget.
Is Director's Office Aministration Officer 10699 Temporary Full Time (3 yrs, ending Purpose-to support increased adminstraitive workloads assocated with the increased capital works
28/6/24). programme.
Approved Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 capital budget.
IS Director's Office Disaster Resilience 10739 Temporary Full Time (9/5/22-3/5/24) |New
Officer Purpose-to support projects to strengthen Noosa's resilience to natural disasters.
Approved by ET.
Salary for this position from the Qld disaster resilience funding grant.
Corp S Director's Office Special Projects 10605 Temporary Full Time (3 years, 1/10/18 | Purpose-to facilitate the delivery of Council’s CiAnywhere Enterprise Budgeting system and to meet to
Advisor - 30/09/21), extension granted to meet project demands. Filled under an internal secondment arrangement by Financial Accountant.
3/12/21, further extension granted to | Originally approved by the CEO for an initial 18 month period. Term extended by 3 years to 3/12/21
3/12/24. Council OM 20/12/18. Extension granted to 3/12/24 Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 capital budget.
Status of this position will be further considered in the 22/23 mid year budget review.
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Corp S ICT Project Officer, 10617 Temporary Full Time (2 yrs, 9/12/19- |Purpose-to provide support the implementation of the new Property and Rating system.
renamed ICT System 10/12/21), extension granted to to Approved Council OM 9/4/19.
Analyst 10/12/24. Internal secondment arrangement Project Officer P&C Systems.
Extension granted to 10/12/24 Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 capital budget.
Corp S ICT Systems Support 10675 Temporary Full Time (2 years - Purpose-to assist the Noosability Team in implementing the property system.
Officer (Noosability 8/12/20 to 8/12/22), further extension }|Approved Council Special Meeting 30/6/21
Project) required to Dec 24. Further extension required to Dec 24. Salary provision for this position exists within the 22/23 budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Corp S ICT ICT Trainee 10564 Temporary Full Time unitl 31/3/23 Purpose - Temporary role providing ICT help desk support for a period of 1 year
Approved by ET.
Salary provision for this position exists within the 22/23 budget.
Partially funded by First Grant programme.
Corp S ICT ICT Operations Support }10713 Temporary Full Time to 3/7/22. New
Officer Extension required for 12 mths to Not previously reported
3/7/23. Purpose-to provide ICT business support continuity
Approved by ET 20/9/21-17/12/21. Further extensions granted to 3/7/22.
Further extension required to 3/7/23.
Salary provision for this position exists within the 22/23 budget.
Corp S Property Property Project Officer,}10625 Temporary Full Time (3 years, 2/9/19- |Purpose-to ensure the delivery of key priority projects, improve efficiency and fill service gaps.
renamed property 1/9/22), further extension required to [Approved Council Special Meeting 28/6/19.
Advisor-Commercial 30/6/23. Further extension required to 30/6/23.
Property Salary provision for this position exists within the 22/23 budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Corp S Financial Services Project Accounting 10632 Temporary Full Time (3 years), further | Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information,
Officer renamed to extension required to 30/6/23. asset data improvement project.
Finance Project Officer Approved Council Special Meeting 28/6/19. Note: Position not filled. Position to be redesigned to a
(Capital Works & Asset temporary graduate role for 2 years.
Data Systems) Salary provision for this position exists within the 22/23 capital budget.
redesgned to Asset Status of this position will be further considered in the 22/23 mid year budget review.
Corp S Financial Services Management 10642 Temporary Full Time (16/9/19 - Purpose-to provide support to the branch given the absence of the Management Accountant.
Accountant 16/9/20, further extension granted Extension granted to 31 December 2021 OM 17/12/20.
17/9/20 - 31/12/20), extension granted | Extension granted to 30/6/22 Council Special Meeting 30/6/21. Extension granted to 31/12/22 OM
to 31/12/21, Extension granted to 17/2/22.
30/6/22, extension granted to Further extension required to 30/6/23.
31/12/22, further extension required to | Salary provision for this position exists within the 22/23 budget.
30/6/23. Status of this position will be further considered in the 22/23 mid year budget review.
Corp S Procurement Procurement & 10578 Temporary Full Time (3 years Level 6 |Purpose-to support short & medium term procurement needs associated with an increase in the capital
Contracts Officer from 19/7/21-3/3/23). programme.
Approved Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 capital budget and operating budget.
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Com S Community Community 10658 Temporary Full Time (2 years, 1/7/20- | Purpose-to enable effective delivery of bushfire community recovery activities, the CD Branch Plan and
Development Development Officer 30/6/22). social strategy initiatives. Temporary position identified as a PMI in the 20/21 budget process. Approved
(Recovery) Council Special Meeting 10/7/20.
Salary provision for this position to be met by Bushfire Recovery Grant.
Com S Environmental Health |Environmental Health [10711 Temporary full time ( 26/8/21-30/6/22), | New
Officer further extension required to 30/6/23. |Not previously reported
Purpose-to provide additional resources as identified in the internal review of EH servicess.
Originally appointed 26/8/21-26/11/21 but extended to 30/6/22. Further extension required to 30/6/23.
Salary provision for this position exists within the 22/23 budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Com S Libraries Trainee 10733 Temporary full time (to 34/3/23) New
Purpose-to provide support to Library services
Salary provision for this position exists within the 22/23 budget.
Salary provision for this position exists within the 22/23 budget.
Partially funded by First Start grant ptogram
Com $ Noosa Community Trainee 10682 Temporary full time (to 23/8/22) Purpose-temporary role providing support to Community Support services
Support Salary provision for this position exists within the 22/23 budget.
Partially funded by First Start grant ptogramme
Exec S$ Governance Governance Systems |10689 Temporary Full Time Purpose-to assist in the implementation of corporate governance reporting systems.
Officer (3 years to 29/11/24 ) Endorsed by ET 25/11/20.
Approved by Council OM 17/12/20.
Salary provision for this position exists within the 22/23 operating budget.
Budget for future years to be reviewed as part of the ICT capital programme.
Exec S People and Culture People and Culture 10668 Temporary Part Time/Full Time Purpose-to support the delivery of the program of work and increase service coverage to the business
Advisor (12 months, 06/01/21 - 06/01/22). areas.
Extension granted to 30/6/24. Endorsed by ET 14/10/2020.
Approved by Council OM 17/12/20.
Extension granted to 30/6/24 Council Special Meeting 30/6/21.
Salary provision for this position exists within the 22/23 operating budget.
Status of this position will be further considered in the 22/23 mid year budget review.
Exec S People and Culture People and Culture 10727 Temporary Part Time (.6 EFT)(12 Purpose-to provide additional support to Civil Operations Branch in the implementation of outcomes of
Advisor months 1/7/21-30/6/22), extendedto the Civil Operations Service Review. Original term 1/7/21-30/6/22.
30/6/23. Extension granted to 30/6/23 OM 17/2/22.
Salary budget for 22/23 to be met from the Civil Operations salaries budget (vacancies).
Status of this position will be further considered in the 22/23 mid year budget review.
Exec S People and Culture People and Culture TBA Temporary Part Time (.6 EFT, 15/6/22-] New
Advisor 30/6/23). Purpose-to provide additional support to Civil Operations Branch in the implementation of outcomes of
the Civil Operations Service Review.
Salary budget for 22/23 to be met from the Civil Operations salaries budget (vacancies).
Status of this position will be further considered in the 22/23 mid year budget review.
3. MEETING CLOSURE
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