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Meeting papers
AGENDA
General Committee
Meeting
Monday, 20 January 2025
commencing at 12:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips, Tom
Wegener, Frank Wilkie, Nicola Wilson
“Noosa Shire – different by nature”
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Page 2
GENERAL COMMITTEE MEETING 20 JANUARY 2025
1. DECLARATION OF OPENING
2. ACKNOWLEDGEMENT OF COUNTRY
3. ATTENDANCE & APOLOGIES
4. CONFIRMATION OF MINUTES
5. PRESENTATIONS
6. DEPUTATIONS
1 DEPUTATION - Sustainable Transport
Applicant: Jennifer Clement on behalf of Zero Emissions Noosa
Speakers: Anne Kennedy, Vivien Griffin and Jennifer Clement
7. ITEMS REFERRED FROM COMMITTEES
8. REPORTS DIRECT TO GENERAL COMMITTEE
8.1. GO NOOSA INTERIM REPORT
CONTRACT NO. RP00073 REGISTER OF PRE-QUALIFIED SUPPLIERS FOR
8.2.
PROVISION OF PARKS AND LANDSCAPING SERVICES
8.3. COMMUNITY GRANTS POLICY - REVISED
PROCUREMENT ASSESSMENT WORKING TEAM - CONTRACT AWARDS UNDER
8.4.
CEO DELEGATION
8.5. FINANCIAL PERFORMANCE REPORT – DEC 2024
8.6. BUDGET REVIEW 2 (BR2) FOR THE 2024/25 FINANCIAL YEAR
PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY - NOVEMBER
8.7.
2024
8.8. LEGAL COUNSEL UPDATE
9. CLOSED SESSION
9.1. INTEGRATED LANDFILL CAPPING SOLUTION - TENDER
CONSIDERATION PLAN
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
9.2. 62 LAKE MACDONALD DRIVE, COOROY - REVISED
SUBDIVISION LAYOUT
10. MEETING CLOSURE
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
8.1 GO NOOSA INTERIM REPORT
Author Director Infrastructure Services, Shaun Walsh
Infrastructure Services Department
Index ECM/ Subject/ Transport Policy
ECM/ Project & Contract/ Transport Strategy / Car Parking Management
ECM/Project & Contract/ Transport Strategy / General
Attachments 1. Attachment 1 - 250109 Noosa Drive and Hastings Street
EXECUTIVE SUMMARY
The Go Noosa Holiday Program is a key initiative within the Noosa Transport Strategy 2017–2027
(the Strategy), designed to enhance the transport experience for both residents and visitors and is
funded via the Sustainable Transport Levy (the Levy). The Levy is an essential resource for funding
initiatives to sustainably manage congestion, alleviate pressure on the road network, and address
parking challenges throughout the Noosa region. The program is funded to the amount of $900,000
largely through the Transport Levy. Despite rising costs associated with delivering the Go Noosa
initiatives, the Levy has remained unchanged since 2018 and is currently in deficit.
The viability of existing programs should be assessed to ensure the Levy funds are utilised effectively
to continue developing the Strategy initiatives. This interim report focuses on the Free Bus program
and the Council Cabs and Flexi-link services due to impending funding and operations deadlines. A
fuller report concerning the whole program including comprehensive data, will be presented later this
year.
RECOMMENDATION
That Council note the report by the Director Infrastructure Services to the General Committee
Meeting dated 20 January 2024 regarding the Go Noosa Program and
A. Advise Translink that Council wishes to cease the Free Weekend Bus Services and the Go
Noosa Free Bus service for peak seasons in light of 50cent fares and authorise the CEO to
negotiate an amended Go Noosa agreement with Translink concerning remaining Go Noosa
services;
B. Undertake a community information program jointly with Translink to advise patrons of changes
to the bus service;
C. Note that a review has commenced of the Council Cabs and Flexilink services to assess their
effectiveness and return on investment in preparation for 2025-26 financial year budget; and
D. Note the proposed traffic management changes at the corner of Noosa Drive and Hastings Street
as outlined in this report.
REPORT
1. Operational Summary
Free Buses under the Go Noosa program continued on weekends and peak periods over the recent
Christmas and New Year period consistent with previous years. Recently State Government
announced the ongoing implementation of 50-cent public transport fares across the region. In
addition, the State has commenced rollout of Smart Ticketing and contactless payment, aimed to
replace Go Cards. These two state wide initiatives have largely negated the need for Council funded
Free Buses, as it also provides a key incentive for patrons to use public transport and assist in
congestion reduction.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
The August 2024 Go Noosa evaluation report presented to Council's July meeting outlined the need
for review of Council Cabs and Flexilink services due to low patronage and increasing costs. It is
intended to commence this review for the 2025-26 budget to ensure optimal use of funds generated
by Council's Transport Levy.
In addition, parking changes are proposed at the corner of Noosa Drive and Hastings Street,
including the relocation of the existing loading zone located, widened footpath and increased
motorbike parking. These measures were trialled over the Christmas peak period to observe
potential improvement to traffic delays while prioritising pedestrian safety. These changes have been
favourably received by the local business community and have been seen to successfully improve
pedestrian and traffic flow.
These three Go Noosa program initiatives require immediate evaluation and are presented ahead of
a more comprehensive report which will include a review of the full program including evaluations
of:
• Bus patronage
• Lions Park overflow parking
• Main Beach drop-off zone
• Park-and-Ride services
• Wayfinding signage
Free Buses in Light of the 50-Cent Public Transport Scheme
The introduction of the Queensland Government's 50-cent flat rate for public transport has been
confirmed by Government as ongoing and has prompted a need to reassess the Go Noosa Free
Bus program, which is funded by Council through Translink as the service provider.
A review has been conducted to evaluate the cost-effectiveness of continuing the Free Bus program.
Key aspects include:
• 50-cent flat-rate public transport scheme provides significant incentive for public transport users
and negates the need for the Free Bus program. Data received from Translink shows 9.2% uplift
on weekends and 22.8% on weekdays arising from the 50-cent program since its inception.
• Preliminary estimates suggest potential savings may be realised if the Free Bus program is
removed from Translink agreements, which is currently funded by the Transport Levy. This
contracted amount is commercial in confidence but the amount is not insignificant.
• Consideration needs to be given to retaining the Go Noosa Loop service (between park-and-ride
areas and Hastings Street) as a free service, as it is unclear whether Translink would provide
this service at the 50-cent rate.
• Subject to negotiations with Translink, retention of the Go Noosa Loop service to park and ride
stations may mean that Council maybe able to alter the way this service is provided, including
use of smaller buses. This aspect requires further detailed consideration with Translink, the
Transport Operation (Passenger Transport Act) including any use of public bus stops
Following negotiations with Translink the full financial savings will be clearer.
Any changes to transport arrangements will need to be fully communicated to the public and a
communications program is planned to advise of altered arrangements.
Review of Council Cabs and Flex-link Services
Council operates a Flexi-link service between Boreen Point and Tewantin for people with limited
transport options and connects passengers with existing public transport services for onward
journeys. Council Cabs provides affordable door-to-door transport service for eligible
residents. A comprehensive review of the Council Cabs and Flexi-link services has commenced to
evaluate its usage and cost to the Council. Key components of the review include:
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• Patronage and cost.
• Alternative services now available by community and charity services.
• Investigating existing State Government programs, such as the Community Transport Program
and The Taxi Subsidy Scheme (TSS), to determine how these can support the transition.
• Benchmarking other on-demand services implemented by Translink in other regional localities
in Queensland
• Direct engagement with existing users.
• Consideration of alternatives including termination of the schemes and/ or replacement with new
initiatives
For the 2023-2024 financial year, the combined total Council expenditure (ex GST) for Flexi-link and
Council Cabs was $58,491.44.
Parking Changes at the Corner of Noosa Drive and Hastings Street
A trial over the Christmas period of the following traffic management changes were undertaken in
Noosa Drive and Hastings Street to improve pedestrian and traffic flows:
• Implementation of footpath widening by relocating the existing loading zone and removal of
parking spaces in Noosa Drive outside Ben & Jerry's to enhance pedestrian capacity and
accessibility, aligning with current pedestrian flow demands. Additionally, the removal of parallel
parking near the Hastings Street roundabout once again help alleviates forward queuing, thereby
improving traffic flow and reducing congestion.
• Reallocated the existing parking area in Hasting Street outside Rococo's to dedicated motorcycle
parking to enhance traffic flow by reducing congestion caused by vehicles attempting to parallel
park at this location. This adjustment minimises disruptions to the Hastings Street and Noosa
Drive roundabout by mitigating immediate forward queuing, enabling smoother traffic movements
through the roundabout.
These changes were favourably received by the Hastings Street Association and as a result is
proposed to continue as a trial for three months in order to monitor and receive feedback during this
time. In the event that ongoing feedback is positive, these changes may be rolled out permanently.
Council staff recommend Councillors inspect the locality during the trial period, and a mutually
convenient time will be arranged by Infrastructure Services staff.
New Sustainable Transport Initiatives
It is anticipated that forecast changes will provide a significant release of financial and resource
capacity to advance other new sustainable and contemporary transport initiatives that focus on
emerging priorities. Opportunities are currently being assessed by staff and will be subject to future
reporting and Council decision.
One emerging area is electric mobility. As its meeting of 17 October 2024, Council resolved a Notice
of Motion concerning e-bikes and e-scooters, including e-bike rider education as part of the Go
Noosa program and referred future funding requirements to budget deliberations. E-bikes and e-
scooters have the potential to be a significant new mobility means to reduce congestion in Noosa
and is supported by the Noosa Transport Strategy. At the moment resources are not available to
advance response strategies around this emerging transport form.
If funding capacity is made available, Council resources could be made available to explore initiatives
which may include:
• Establishing safe infrastructure for e-mobility, such as designated lanes and parking areas.
• Running safety and education campaigns.
• Partnering with the State Government to advocate for the revival or expansion of rebate
schemes.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Link to Corporate Plan
Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
Objective 2.4 Advocate and partner with all levels of government for increased funding for
connected transport nodes, transit hubs, including walking, cycling and public transport and explore
opportunities through smart city1, smart biosphere and innovation to transform the way we move
around and engage in our community.
Objective 2.7 Fund and deliver sustainable assets and facilities and associated services responding
to the changing needs of the community and the challenges and opportunities of the future.
Previous Council Consideration
Ordinary Meeting Minutes 12 August 2024
That Council
A. Note the report by the Acting Director Infrastructure Services to the General Committee meeting
dated 12 August 2024 regarding the Go Noosa Initiatives;
B. Delegate authority to the CEO to approve the ongoing implementation of the Go Noosa
initiatives as outlined in this report, subject to Council’s budget processes;
C. Note the proposal for Council Officers to undertake a review of the of the Boreen Point Flexilink
and Council Cabs service and report back to Council;
D. Note that, as Council has yet to conduct community engagement specifically on the future use
of the Noosa Heads Lions Park Reserve during peak periods as per the Motion of March 16,
2023, approve the use of the Noosa Head Lions Park for additional overflow parking in the period
from Saturday 14 December 2024 to Tuesday 28 January 2025 and Saturday 2 April 2025 to
Monday 21 April 2025 by the Tewantin Noosa Lions Club at their discretion and that Council
communicate these intentions with the Queensland Department of Resources; and
1. Authorise the CEO to negotiate fees.
E. Seek community feedback on the future use of the park;
F. Approve the temporary use of the "Main Beach Local Government Reserve”, adjacent to the
Noosa Heads Surf Club, as a “Main Beach Drop Off Zone” for the peak Christmas/New Year’s
Eve two-week period (with a preference for the dates to be 23 December 2024 to 5 January
2025) including drop-off/pick-up, disability permit holders, scooter/motorbike, Council lifeguards,
emergency services vehicles, NYE rapid response area, and additional facilities such as waste
collection, temporary toilet block etc;
G. Note that a Parking Management Plan, including a Local Parking Plan for Noosa Heads is under
preparation and a Movement and Place study is proposed for the 2025/26FY, that closely
considers carparking and circulation in the Main Beach locality including future use of the Noosa
Heads Lions Park, the Noosa Heads Bus Station, the Maze Carpark and the Main Beach Local
Government Reserve which will wholistically consider the uses, design and circulation within
these critical spaces for Noosa Heads and will be subject to community engagement; and
H. Note that Council’s resolution on 13 September 2021 that allowed the concept of a one-way
"Local Loop" with Bus Priority Lane, from Noosa Drive to Noosa Parade be referred to a
Councillor workshop to encourage bus usage and frequency.
Finance
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
The Transport Levy currently operates at a deficit, with funds raised not matching annual costs. The
shortfall is funded from general revenue. The report recommendations are seeking to reduce costs
through timely review of existing services, which have opportunity for more cost effective
delivery. Following further review and negotiation full financial benefit can be modelled and included
in budget planning for the FY 25/26.
Risk & Opportunities
The report recommendations seek to address cost risks arising in the Go Noosa Program. There is
an opportunity to redirect released resources and funds to arising and new programs addressing
contemporary transport issues.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director x Director
Strategy & Sustainability Development Assessment x Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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Page 9
TED
RELOCA ZONE
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LOADIN
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O S A D
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Rev B - 09/01/2024
PSM 162075
Rev A - 18/12/2024
B
9904
PLANTERS W 1M X D 0.5M X H 0.5M
SANDSTONE BLOCKS W 1M X D 0.5M X H 0.5M
NOOSA HEADS - GO NOOSA
0 1 2 5 10m
Scale 1:100 @ A3
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
8.2 CONTRACT NO. RP00073 REGISTER OF PRE-QUALIFIED SUPPLIERS FOR
PROVISION OF PARKS AND LANDSCAPING SERVICES
Author Parks and Streetscapes Coordinator, Geordie Lascelles
Civil Assets & Operations | Infrastructure Services Department
Index ECM / Contracting / Contractors & Consultants
ECM / Project & Contract / RP00073 Register of Pre-Qualified Suppliers for
Provision of Parks and Landscaping Services / Reports to Council
Attachments 1. Attachment 1 - RP000073 (Refresh) - Evaluation Workbook
EXECUTIVE SUMMARY
In November 2022, the Council resolved to approve Contract No. RP00073 Register of Pre-Qualified
Suppliers (ROPS) for Provision of Parks and Landscaping Services for a total of five terms of twelve
(12) months each, total of five (5) years ending 30 November 2027. The ROPS consisted of sixteen
(16) suppliers across the following categories:
1. Landscape Construction and Maintenance Services
2. Irrigation and Watering
3. Turf and Turf Care Services
4. Minor Mowing and Slashing Services
5. Landscape Management and Supervision Services
In this instance it has been determined prudent to seek a further refresh of this ROPS by inviting
new suppliers to be added to the ROPS to give Council more contractor resources to perform the
services. Suppliers who have already been selected as a pre-qualified supplier under the ROPS
need not to submit a tender in response to this invitation unless the supplier wished to change some
aspect of their offering.
Strategic Procurement Plan and Probity Plan was developed.
In accordance with Council Procurement Policy and procedure, an Invitation to Tender (ITT) was
initiated and attracted twenty-two (22) responses. Whilst Council encouraged all capable suppliers
to tender, Council intends to utilise this ROPS to encourage the development of competitive local
business and industry. This may result in Council giving preference to local suppliers over non-local
suppliers when engaging suppliers from the ROPS.
This ROPS is a register of suppliers that are pre-qualified and capable of responding to the Council’s
requirements in a timely manner; and where the Council can either:
1. directly engage a supplier from the ROPS on an as required basis utilising the rates provided
within the Schedule of Pricing or on other rates as agreed; or
2. request quote(s) from one or more suppliers on the ROPS on an as required basis for fixed
term services utilising the rates provided within the Schedule of Pricing or on other rates or
lump sum price as agreed.
Inclusion onto this ROPS does not provide a guarantee of work during the term of this Contract. The
tender evaluation panel completed the evaluation process and considered 16 new suppliers listed to
be added to the existing list of suppliers. With the addition of these refreshed new suppliers, the
ROPS will now consist of a total 31 suppliers.
RECOMMENDATION
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
That Council note the report by the Parks and Streetscapes Coordinator to the General Committee
Meeting dated 20 January 2025 and
A. Approve the award of Contract No. RP00073 for the Register of Pre-qualified Suppliers for the
Provision of Parks and Landscaping Services {Refresh} for a period of twelve (12) months to 30
November 2025, and that the following suppliers will be in addition to the existing list of suppliers
on this ROPS:
• Ace Landscapes Qld Pty Ltd
• Advanced Pump and Filtration Solutions
• Austspray Environmental Weed Control Pty Ltd
• Barung Landcare Assn Inc
• Coast Care Landscaping Co Pty Ltd
• Element Queensland Pty Ltd
• Global Turf Projects (Qld) Pty Ltd
• Living Turf
• New Start Australia Pty Ltd
• Palmwoods Revegetation
• The Pump House Group Pty Ltd
• Regal Innovations Pty Ltd
• Skyline Landscape Services (Qld) Pty Ltd
• South East Agricultural and Landscape Services Pty Ltd
• Suregreen Pty Limited
• Turf & Landscape Specialists Pty Ltd
B. Subject to satisfactory performance of the suppliers, authorise the CEO to approve the option to
extend the contract at the expiry of this term for a further two (2) terms of up to twelve (12)
months each ending on 30 November 2027.
REPORT
1. Background
Council’s current Contract ROPS for Provision of Parks and Landscaping Services (Contract
No.RP00073) is scheduled to expire on 30 November 2027 (including extension options). This ROPS
arrangement included 16 suppliers in November 2022. Approximate historical expenditure for this
ROPS is as follows:
Financial Year Invoiced Value
2022 / 2023 $71.7k
2023 / 2024 $269.5k
2024 / 2025 $209.5k
In accordance with Part 3 of the Local Government Regulations and Council Procurement Policy,
Council invited written tenders for the refresh of the ROPS Contract No. RP00073 for Provision of
Parks and Landscaping Services. The ITT was issued as a schedule of rates contract. Council invited
written tenders via the Council VendorPanel e-portal on 21 October 2024 and advertised the tender
on Council’s webpage on 21 October 2024 and within the Noosa Today publication on 25 October
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
2024, with responses closing on 12 November 2024.
Twenty-two (22) responses were received within the VendorPanel e-portal from the following
suppliers in alphabetical order:
• Ace Landscapes Qld Pty Ltd
• Advanced Pump And Filtration Solutions
• Anchored Plumbing Co.
• Austspray Environmental Weed Control Pty Ltd
• Barung Landcare Assn Inc
• Canasta Holdings Pty Ltd t/as LD Total (Existing Supplier)
• City Coastal Rural Pty Ltd
• Coast Care Landscaping Co Pty Ltd
• Ecomyhome Pty Ltd
• Element Queensland Pty Ltd
• Global Turf Projects (Qld) Pty Ltd
• Hoyles Landscape Management – (Existing supplier)
• Living Turf
• New Start Australia Pty Ltd
• Palmwoods Revegetation
• Regal Innovations Pty Ltd
• Skyline Landscape Services (Qld) Pty Ltd
• South East Agricultural And Landscape Services Pty Ltd
• Suregreen Pty Limited
• The Pump House (Existing Supplier but with a change of ownership)
• The Trustee For The Pennell Family Trust (Naturezone) (Existing Supplier)
• Turf & Landscape Specialists Pty Ltd
2. Tender Evaluation
The ITT sought to have a list of suppliers that held Public and Product Liability Insurance, Workers
Compensation – WorkCover (where applicable), Third Party and Comprehensive MV Insurance for
all services sought.
All suppliers recommended for inclusion to the ROPS complied with the above licencing and
qualification requirements.
The ITT sought a schedule of rates and submissions on the evaluation criteria. The suppliers were
then evaluated against the following evaluation criteria:
Criteria
Technical, Financial Respondent MUST provide evidence in the response to suggest that the
and Managerial respondent does have the necessary Technical and Managerial Capability
Capability
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
necessary to perform contracts on time and in accordance with agreed
requirements.
Must provide details of Health & Safety Management System and complete
Health and Safety – the questionnaire provided within the tender suite.
Management Respondent MUST provide evidence in the response to suggest that the
Systems respondent, if engaged to perform the contract, would provide the services to
Council in compliance with the Workplace Health and Safety legislation.
Must provide details of Zero Emission Initiatives and complete the
questionnaire provided within the tender suite.
Environment and Respondent MUST provide evidence in the response to suggest that the
Sustainability respondent, if engaged to perform the contract, would provide the services to
Council that identifies strategies to assist Council meeting the Zero Emissions
Organisational Strategy 2016 – 2026 targets.
MUST provide schedule of rates.
Respondent MUST provide evidence in the response to suggest that the
Price
respondent, if engaged to perform the contract, would provide value for
money.
The evaluation was conducted by the Evaluation Panel consisting of the Parks and Streetscapes
Coordinator, Parks and Gardens Technical Officer, Parks Supervisor, Community Development
Officer – Sport and Recreation, Workplace Health and Safety Officer.
Each member of the Evaluation Panel read and declared that they understood and accepted the
probity requirements, which includes a declaration of conflicts of interest and confidentiality.
Of the twenty-two (22) Respondents, three (3) Respondents are not recommended for inclusion,
three (3) Respondents are existing suppliers with a change to rates, and the remaining 16
Respondents are recommended for acceptance on the ROPS (one (1) Respondent has had a
change of ownership).
The 3 (three) Respondents not recommended for inclusion are:
• Anchored Plumbing Co.
• City Coastal Rural Pty Ltd
• Ecomyhome Pty Ltd
Attachment 1 – Evaluation Workbook presents the evaluation outcome.
The existing active suppliers on the ROPS that shall extend are as follows:
• AVM Operations Pty Ltd t/as All Vegetation Management
• APG Group Pty Ltd t/as Aussie Parks & Gardens Group
• TTF Allofus Family Trust t/as Complete Turf Management
• Creative Playground Surfaces Pty Ltd
• S.C.L Services Pty Ltd t/as Disc Landscapes
• TTF GLG Greenlife Group Unit Trust t/as GLG Greenlife Group
• Green Options Pty Ltd
• Canasta Holdings Pty Ltd t/as Greenwood Landscape Management (LD Total)
• SG Montague & JM Wallis t/as Hoyles Landscape Management
• Hydromulch Solutions Pty Ltd TTF Outside the Box t/as Hydromulch Solutions
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• TTF The Pennell Family Trust t/as Nature Zone
• Ranges to Reef Environmental Service Pty Ltd
• The Maintenance Company Pty Ltd
• Irrigation Centre Pty Ltd t/as Think Water Noosa
• Wagners CFT Manufacturing Pty Ltd
The Pump House Unit Trust t/as The Pump House business has had a change of ownership recently
and therefore re-submitted a tender for inclusion to this arrangement as The Pump House Group
Pty Ltd.
3. Next Steps
Contract documents shall be issued to the suppliers recommended for inclusion to the ROPS, and
all suppliers will be required to register and maintain their details in the VendorPanel e-portal to
ensure insurances are maintained.
The ROPS is a register of suppliers that are pre-qualified and capable of responding to the Council’s
requirements in a timely manner; and where the Council can either:
• directly engage a supplier from the ROPS on an as required basis utilising the rates provided
within the Schedule of Pricing or on other rates as agreed; or
• request quote(s) from one or more suppliers on the ROPS on an as required basis for fixed term
services utilising the rates provided within the Schedule of Pricing or on other rates or lump sum
price as agreed.
Inclusion onto this ROPS does not provide a guarantee of work to suppliers during the term of this
Contract.
Suppliers shall be engaged under this ROPS applying the Panel Management Plan as a guide. The
Panel Arrangement Management Plan is used by contract managers to document all key information
about how the ROPS will be utilised.
Link to Corporate Plan
Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
2.2 Fund and deliver accessible and improved, parks, open spaces, walking and cycle paths and
trails, including greening our paths and cycleways to meet contemporary needs.
Previous Council Consideration
Ordinary Meeting Minutes 17 November 2022
That Council note the report by the Parks and Gardens Coordinator to the Services & Organisation
Committee Meeting dated 8 November 2022 and
A. Award Contract No. RP00073 for a Register of Pre-qualified Suppliers for the Parks
and Landscaping Services for a period of twelve (12) months commencing on 1 December 2022 to
the following suppliers:
• AVM Operations Pty Ltd t/as All Vegetation Management
• APG Group Pty Ltd t/as Aussie Parks & Gardens Group
• TTF Allofus Family Trust t/as Complete Turf Management
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• Creative Playground Surfaces Pty Ltd
• S.C.L Services Pty Ltd t/as Disc Landscapes
• TTF GLG Greenlife Group Unit Trust t/as GLG Greenlife Group
• Green Options Pty Ltd
• Canasta Holdings Pty Ltd t/as Greenwood Landscape Management
• SG Montague & JM Wallis t/as Hoyles Landscape Management
• Hydromulch Solutions Pty Ltd TTF Outside the Box t/as Hydromulch Solutions
• TTF The Pennell Family Trust t/as Nature Zone Landscaping & Property Maintenance
• Ranges to Reef Environmental Service Pty Ltd
• The Maintenance Company Pty Ltd
• TTF The Pump House Unit Trust t/as The Pump House
• Irrigation Centre Pty Ltd t/as Think Water Noosa
• Wagners CFT Manufacturing Pty Ltd.
B. Subject to satisfactory performance of the suppliers, authorise the CEO to approve the option to
extend the contract at the expiry of initial term for a further four (4) terms of up to twelve (12) months
each ending on 30 November 2027.
C. Authorise the CEO to approve the addition of new suppliers to Contract No. RP00073 for the
Register of Pre-qualified Suppliers for Parks and Landscaping Services as a result of an advertised
refresh at the expiry of the initial term and term extensions.
Finance
Parks and Landscaping services are engaged on an as needs basis under a schedule of rates
utilising existing budget from capital and operational expenditure. Historical expenditure for services
was up to $269.5k per year, and it is anticipated that the expenditure on this ROPS will continue to
be up to $300k per year.
Risk & Opportunities
The establishment of a ROPS reduces the risks associated with engaging these services ensuring
that approved suppliers have the appropriate insurances.
The ROPS also is an effective way to reduce the workload on both Council and contractors to
undertake work in a timely manner, while still ensuring compliance with Council’s Procurement
Policy.
The development of a Panel Management Plan will provide internal staff guidance in relation to the
selection of contractors from the panel and assessment of contractor performance.
Safety Risks Mitigation
The Suppliers fail to ensure the work is conducted Prior to commencement of services, the Suppliers
safely and in accordance with minimum standards. management plans, Safe Work Method Statements,
Job Hazard Analysis (or similar) and other
documentation will be submitted, reviewed, and
accepted by Council.
Council will undertake surveillance, regular safety
audits and inspections throughout the service
delivery period.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Resource Risks Mitigation
Quality, safety, and service are affected due to The Suppliers have nominated capable
resource shortages. personnel for the services sought here and can add
additional and appropriately skilled resources as
required.
Council can engage the services of Suppliers of this
ROPS in the event of a Supplier being unable to
supply services. Council will regularly monitor any
patterns where the Suppliers are unable to provide
trade services as required, and review as per
conditions of contract.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
x People & Culture Community Connection ICT
Governance Customer Experience x Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director x Director
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws x Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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Evaluation
Attachment 1
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Evaluation
Contract Title: Register of Pre-qualified Suppliers for Parks and Landscaping Services
Contract No: RP00073
If the Evaluation Panel’s final assessment is that the response to any of the evaluation criteria assessment questions is ‘NO’ then the Evaluation Panel will consider if the Supplier’s inability to meet the criteria is limited. Where this is agreed to be the case, the Evaluation
Panel may still assess the Supplier as suitable for appointment.
Technical, Financial and Managerial Health & Safety – Management
Criteria Environment & Sustainability Price
Capability Systems
Must provide details of Zero Emission Initiatives
Must provide details of Health & Safety
and complete the questionnaire provided within
Management System and complete the
Respondent MUST provide evidence in the
questionnaire provided within the tender suite.
the tender suite. MUST provide schedule of rates. Comments
response to suggest that the respondent does Respondent MUST provide evidence in the Respondent MUST provide evidence in the
NAME OF TENDERER have the necessary Technical and Managerial
Respondent MUST provide evidence in the
response to suggest that the respondent, if response to suggest that the respondent, if
No.
response to suggest that the respondent, if Accept
(Conforming Tenders Only) Capability necessary to perform contracts on time engaged to perform the contract, would provide engaged to perform the contract, would provide
engaged to perform the contract, would provide
and in accordance with agreed requirements. the services to Council that identifies strategies to value for money?
the services to Council in compliance with the
assist Council meeting the Zero Emissions
Workplace Health and Safety legislation.
Organisational Strategy 2016 – 2026 targets.
1 Ace Landscapes Qld Pty Ltd YES YES YES YES YES
Sole operator, based locally, limited H&S and Env docs but are proven long
2 ADVANCED PUMP AND FILTRATION SOLUTIONS YES YES YES YES term local supplier with good capability for the Irrigation scope YES
3 Anchored Plumbing Co. NO NO NO NO no documentation provided (trade services panel check) NO
4 Austspray Environmental Weed Control Pty Ltd YES YES YES YES WHS questionnaire provided 26/11 YES
5 Barung Landcare Assn Inc YES YES YES YES YES
Already on ROPS (LD Total), rate increase for trade and labour, rate decrease
6 Canasta Holdings Pty Ltd YES for apprentice Exist
7 City Coastal Rural Pty Ltd NO NO YES YES WHS questionnaire incomplete, limited capability NO
8 Coast Care Landscaping Co Pty Ltd YES YES YES YES WHS questionnaire provided 25/11 YES
9 Ecomyhome Pty Ltd YES NO NO YES Limited documentation provided. no WHS questionnaire NO
10 Element Queensland Pty Ltd YES YES YES YES YES
11 Global Turf Projects (Qld) Pty Ltd YES YES YES YES no WHS questionnaire, provided 26/11 YES
12 Hoyles Landscape Management YES Already on ROPS, new rates submitted. Exist
13 LIVING TURF YES YES YES YES One Q missed in WHS questionnaire. YES
14 New Start Australia Pty Ltd YES YES YES YES Pricing provided 25/11 YES
15 Palmwoods Revegetation YES YES YES YES YES
16 Regal Innovations Pty Ltd YES YES YES YES no WHS example plans provided, clarification sent 26/11 YES
17 Skyline Landscape Services (Qld) Pty Ltd YES YES YES YES No presence in Sunshine Coast region YES
South East Agricultural And Landscape Services Pty
18
Ltd
YES YES YES YES YES
19 Suregreen Pty Limited YES YES YES YES YES
20 The Pump House YES YES YES YES YES
21 The Trustee For The Pennell Family Trust (Naturezone) YES Already on ROPS, WHS docs out of date Exist
22 Turf & Landscape Specialists Pty Ltd YES YES YES YES Clarify for missing WHS docs, provided 27/11. YES
Evaluation Panel Position Title
The Evaluation Panel Chair confirms the
Evaluation Panel Chair & Member 1 Parks & Gardens Coordinator (GL) above evaluation
Evaluation Panel Member 2 Technical Officer - Parks and Gardens (GC)
Evaluation Panel Member 3 Parks Supervisor (JV) Evaluation Chair's signature: Parks & Gardens Coordinator (GL)
Evaluation Panel Member 4 Community Dev Officer - Sport & Rec (AT)
Evaluation Panel Member 5 Workplace Health & Safety Officer (SP)
RP000073 (Refresh) - Evaluation Workbook_(0. Master).xlsx Page 1 06-01-25
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8.3 COMMUNITY GRANTS POLICY - REVISED
Author Community Connections Manager, Alison Hamblin
Community Services Department
Index ECM/26.17 Community Funding/Grants
Attachments 1. Attachment 1 - Community Grants Policy for Endorsement
EXECUTIVE SUMMARY
The Community Grants Program was created so Council can support local not-for-profit
organisations to deliver important projects and events, build organisational capacity, and develop
and maintain local community infrastructure. Funded projects help deliver on Council’s strategic
goals and key initiatives identified in the Noosa Council Corporate Plan, Noosa Council Social
Strategy 2015 and other subordinate strategies and plans.
The Community Grants program has been running in its current form since 2014 with minor changes.
The Community Grants Policy was revised and adopted in May 2020. Since inception, interest in the
program has been high and is always fully subscribed in each financial year.
A review was commissioned in 2023 to understand whether the community grants program is
responding to the needs of the community and delivering on Council's strategies and policies and
their desired outcomes whilst also providing best practice community grants management. The
Community Grants Policy was reviewed as part of this process.
The review included consultation with a range of stakeholders including community organisations,
external grants makers, staff and Councillors. The review identified key issues and made a series of
recommendations which have informed the policy revisions and relevant guidelines. The resultant
revised Community Grants Policy is now reflective of contemporary grants management practices.
RECOMMENDATION
That Council note the report by the Community Connection Manager to the General Committee on
the 20 January 2025 and approve the revised Community Grants Policy provided at Attachment 1 to
the report.
REPORT
This report seeks Council’s approval to amend the Community Grants Policy following a
comprehensive review of the program's governance, practices, purpose and impact.
1. Background
Noosa Council provides a range of services to support not-for-profit organisations to meet
community needs in the Noosa Shire. These services include assisting organisations to obtain
additional funds through the Community Grants Program (including RADF) which are funded through
the annual budget process, promoting external grant opportunities and providing advice and help for
organisations to apply for non-Council grant opportunities.
The Community Grants Program has been operating largely in its current form since de-
amalgamation in 2014 with some minor changes. It provides funding for non-for-profit organisations
to conduct a variety of initiatives that benefit Noosa residents, including facility upgrades, new
equipment, community event and projects that enhance social inclusion and wellbeing. From 2015
to 2024 there has been over 800 applications received by Noosa Council and over $10 million
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
distributed to eligible community organisations. The grant program aligns with Council's Corporate
Plan 2023–2028, the Noosa Social Strategy 2015, and supporting strategies such as the Sport and
Active Recreation Plan and the Cultural Plan. These initiatives aim to address human social needs,
strengthen community connections and build resilience.
The Grants Program is administered by the Community Development team under a range of policies,
guidelines and procedures. The guiding policy document for the program is the Community Grants
Policy which was last reviewed by Council in May 2020.
2. Community Grants Program Review
In 2023, Council initiated a review of key policies and practices that support Noosa’s community
organisations, including the Community Grants Program and the Community Land Tenure Policy.
The Grants Program review evaluated governance, practices, purpose and impact and is aimed to
ensure that Council continues to effectively address community needs while delivering on its
strategies, policies and desired outcomes. The review was led by the Community Development team
and included support by an external contractor. It incorporated stakeholder consultation, an
assessment of other local government funding programs and consideration of resources which
included the 0.6 part-time Grants Administrator and an annual budget allocation of approximately $1
million.
The review focused on several key areas:
1. Governance: Evaluating the application of best practices, relevant legislation, and regulations to
ensure the Community Grants Policy, program structure, and internal processes are current,
effective at meeting the aims of the program and reduce unnecessary complexity.
2. Community Effectiveness: Identifying ways to increase community engagement with the
program, addressing the challenges organisations face when applying for grants, and ensuring
the program delivers strong outcomes and a return on investment.
3. Efficient Resource Allocation: Exploring the most efficient use of limited resources.
4. Maximising Funding: Ensuring that the Community Grants Policy and Program complements,
rather than duplicates, other ongoing internal and external funding sources, such as Council's
other grant programs, Tourism Noosa's grant funding, Gambling Community Benefit Fund, and
relevant State Government funding.
The review did not cover changes to the overall budget allocation for the grants program or the
operational management of external funding sources. It also did not explore non-grant funding
mechanisms such as loans or other financial assistance.
The review involved engagement with both internal and external stakeholders and was benchmarked
against best practices and community grants policies from other councils. This helped to identify
areas for improvement and ensure the updated program aligns with community needs and Council’s
strategic objectives. Based on the findings, amendments to the Community Grants Policy and
structure were made, reflecting the changes that were reviewed and recommended to enhance
efficiency, equity and transparency.
3. Review Outcomes
The review found that the Community Grants Program is highly regarded by local not-for-profit
organisations. The program received generally positive feedback from both internal and external
stakeholders, particularly regarding the support provided by Council officers. Many community
organisations highlighted that the grants were essential for delivering projects and initiatives that
might not have been feasible without Council funding. These projects strengthened local networks,
promoted cultural and social inclusion, and delivered tangible benefits, such as improved community
facilities and increased accessibility. The review also recognised the program's role in encouraging
collaboration, as numerous grant recipients partnered with other organisations to maximise impact
and share resources.
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Additionally, the streamlined application process, introduced during recent program minor reviews,
was positively received by applicants. Feedback indicated that the simplified format reduced
administrative barriers and made the program more accessible to smaller community groups with
limited resources. This helped broaden the diversity of projects and applicants, aligning the grants
with Council’s overarching equity objectives.
The review also identified some areas for improvement. It found that the Community Grants Program
is not fully aligned with the Council’s current priorities, due to its reliance on the outdated Social
Strategy. Updating this strategy will ensure the program remains relevant and responsive to
emerging community needs.
There was also strong demand for ‘always open’ quick response grants to cater for emerging
opportunities and emergencies, along with strengthening the collaborative approach to driving
further dollars into Noosa community groups.
There was also a clear desire to reduce red tape. Some community organisations found the
application process overly difficult and expressed a preference for more streamlined procedures.
Feedback suggested the use of digital tools to simplify submissions, improve communication and
automate routine tasks. In addition, clearer guidelines, user-friendly templates, and more tailored
workshops could help applicants overcome common challenges and encourage wider participation.
4. Revised Community Grants Policy
One of the key recommendations of the Grants Program review was to revise and update the
Community Grants Policy which helps govern the administration of the Community Grants Program.
The revised Community Grants Policy was developed through a consultative process to ensure it
supports current community needs and aligns with Council priorities and procedures. The process
included a thorough review of feedback from stakeholders, including grant applicants, community
organisations and Council staff. Workshops and focus groups were conducted to gather diverse
perspectives, while benchmarking against best practices from other councils helped identify
opportunities for improvement. Input from these engagements informed the drafting of a policy that
prioritises transparency, equity and accessibility.
The revised policy provides a framework to guide the administration of the Community Grants
Program, ensuring that grants:
• Support Council in achieving its strategic goals and key objectives; and
• Align with the Local Government Act 2009 and Local Government Regulation 2012, which
require that community grants serve a purpose in the public interest.
This policy is designed to be read alongside the supporting guidelines for each individual funding
programs and does not apply to sponsorships, donations, advertising, naming rights or service-level
agreements.
The revised policy contains two main types of changes - program and procedural changes.
Grant Program Changes
Signature Community Events: The Festive Season and Signature Events programs will be combined
into a single program.
Individual Sports Development Grants: The review proposes the introduction of individual Sports
Development Grants to assist Noosa residents who are performing, competing or coaching at
recognised national or international competitions and events.
Quick Response Grants: The ability to provide quick response grants will be made available for both
community grants and RADF grants, similar to the way that Economic Development grants are
offered.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Procedural Changes
Flexibility: The policy is less prescriptive, allowing updates to guidelines to address emerging
community needs and changing procedural requirements.
Smaller Grants: Grants under $2,500 that are supported by the moderation panel will now be
approved by a delegated officer instead of coming to Council for endorsement. This will enable quick
response grants for emergent situations to be offered.
Compliance: The policy incorporates new Code of Conduct and Human Rights statements.
Legislation: Updates have been made to reflect the most current relevant documents and legislation.
Wording: Consolidation and minor word changes to the policy to maintain consistency with other
Council grant policies.
These updates aim to make the grants process more accessible, responsive, and aligned with
community and strategic needs, while building strong partnerships and building capacity across
Noosa.
Link to Corporate Plan
Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
Theme No. 3 - Prosperity
Focus areas include economic development, local business, innovation, arts and culture, waste and
a circular economy.
Theme No. 4 - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Theme No. 5 - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
Previous Council Consideration
Ordinary Meeting Minutes 21 May 2020
That Council note the report by the Community Services Director and the Community Development
Manager to the Services and Organisation Committee Meeting dated 12 May 2020 regarding the
Community Disaster Response and Recovery Grants Program and:
A. Approve amendments to the Community Grants Policy, by the addition of a Community Disaster
Response and Recovery Grant, as provided at Attachment 1;
B. Allocate the remaining $27,000 from the 19/20 Community Grants budget to the Community
Disaster Response and Recovery Grant category for the purposes of running a rapid response grant
round for community organisations that have immediate essential needs as a result of COVID-19;
C. Delegate the Chief Executive Officer to authorise funding payments to the successful applicants;
and
D. Request the Chief Executive Officer to provide a report on the outcome of the 19/20 Community
Disaster Response and Recovery Grant round at a future Council meeting.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Finance
Council determines the total allocation of funds to the Community Grants Program through its annual
budget process. The FY24/25 community grants budget is $978,496. Each year this budget is
generally raised by CPI rate. The CPI rate that is usually applied to the community grants budget is
the September All Groups Brisbane CPI rate.
To incorporate the Individual Sports Development Grants within the new policy framework, an initial
increase of $5,000 per annum to the overall Community Grants budget will be required as part of the
2025/26 budget process. This adjustment is necessary to ensure adequate support and facilitation
of this additional grant stream.
Risk & Opportunities
Opportunities:
Increased Public Trust: Transparent and equitable policy revisions can build greater trust and
credibility with community stakeholders.
Stronger Collaboration: Opportunities to expand partnerships with external funding providers and
community groups may arise, leading to more innovative and impactful projects.
Encouragement of New Applicants: Simplifying the application process or introducing clearer
guidelines could encourage participation from groups that have not previously applied.
Flexibility: The new policy framework for adapting to emerging community needs or addressing gaps
in service delivery
Risks:
Reduced Engagement/Negative feedback: If the amended policy is not well-communicated in a
positive way, community groups might disengage, leading to a decrease in applications or
collaboration.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
x Mayor & Councillors x Director Director
x Chief Executive Officer x Community Development x Financial Services
Executive Officers x Sport & Active Lifestyles Fleet
Community Engagement x Arts & Culture x Revenue Services
People & Culture x Community Connection ICT
x Governance x Customer Experience Commercial Property
Strategy & Environment & Development & Regulation Infrastructure Services
Sustainable Development
Director Director Director
Strategic Land Use Planning Development Assessment Infrastructure Planning, Design
and Delivery
x Economic Development & Local Laws Civil and Asset operations
Destination Management
x Environmental Services Environmental Health Asset Management
Innovation & Digital Hub Building & Plumbing Building & Facilities
x Property / Permits Disaster Management
Waste
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Attachment 1
Council Policy
COMMUNITY GRANTS
Corporate Plan Reference: Theme 2: Liveability
Endorsed by Council:
Policy Author: Community Connection Manager
POLICY PURPOSE
The purpose of this Policy is to guide the administration of Council’s Community Grants to
ensure grant programs assist Council to achieve its strategic goals and identified initiatives. It is
aligned with the intent of the Local Government Act 2009 and the Local Government Regulation
2012.
This Policy is to be read in conjunction with any supporting guidelines for specific funding
programs which are published on Council’s website.
POLICY OUTCOMES
The outcomes of this policy include:
• Providing financial support to community projects that meet identified human social
community needs
• Building community connection, skills and resilience
• Providing opportunities for community projects to leverage Council’s funding assistance
to obtain funding from other sources e.g. co-funding
• Supporting the community to deliver on Council’s strategic goals and identified key
initiatives
SCOPE
This Policy applies to Councillors, all Council employees, and volunteers who conduct activities
and functions on behalf of Council and are involved in the administration and management of
community grants programs (collectively referred to as ‘employees’).
REVIEW
This Policy will be reviewed once per Council term (every four years) or as required from time to
time.
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WHO CAN APPLY
Applicants must meet the specified eligibility criteria outlined in the relevant community grant
guidelines and this Policy. At a minimum, applicants must:
• Be an incorporated not-for-profit community organisation, or have an auspice
arrangement with an incorporated, not-for-profit organisation
• Be applying for a project or event which benefits the residents of Noosa Shire
• Have no debt to Council, (unless an agreed payment arrangement with Council is
satisfactorily being met)
• Have appropriate insurances
• Have successfully acquitted any previous Council Grants
Individuals are eligible to apply through identified programs as outlined in the relevant
guidelines.
WHO CANNOT APPLY
Ineligible applicants are listed in the relevant program’s guidelines and include but are not
limited to:
• Local, State or Federal Government agencies/departments
• Commercial businesses and enterprises (with the exception of RADF applications)
• Foreign entities, such as charity formed or incorporated outside of Australia, even if it is
registered to carry on business in Australia
• Political organisations
ELIGIBLE PROJECTS, EVENTS OR PROGRAMS
Applications for community grants must:
• Demonstrate a purpose that is in the public interest
• Address the purpose and/or priorities of the grant category identified in the relevant
guidelines
• Align with Council’s priorities as described in current Council strategies and plans
• Adhere to the terms and conditions set out in the supporting guidelines for the specific
funding program
INELIGIBLE PROJECTS
Applications that request funding for:
• Religious or faith-based activities
• Political or lobbying activities
• Primary heath or medical care
• Core education or curricula activities
• Payment of debt
• Projects intended to make a commercial profit
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• Projects which intend to gift, sponsor or grant the money to another person or entity
• Items or services purchased or any project activities delivered prior to notification of the
grant outcome
Other eligibility restrictions may apply for specific funding programs. Projects that are ineligible
for funding are detailed in the relevant guidelines for each program.
FUNDING PROGRAMS
The below list outlines Council’s various grant funding programs:
PROGRAM DESCRIPTION
Funding for projects, programs, events, equipment purchases and
Community Project Grants building/ground works. This may include the option for a quick
response grant for emergent or time-sensitive matters.
Supports local arts and cultural development opportunities by providing
Regional Arts Development project-based financial assistance to groups, individuals and
Fund (RADF) businesses. This may include the option for a quick response grant for
time-sensitive items.
Individual Sport Development Support Noosa residents who are performing, competing or coaching
Grants at recognised national or international competitions and events.
Signature Community Events Supports established not-for-profit organisations to deliver community
Grants events that provide significant benefit to the broader community.
Supports not-for-profit community organisations whose services
Community Alliance
provide significant benefit to the Noosa community beyond their
Agreements
membership base.
Support for not-for-profit community organisations that maintain a
Maintenance Agreements
Council hall or centre, or sports field that is open to the public
Water Rebates Support for not-for-profit community organisations
Supports not-for-profit community organisations that are based on
Building Insurance Cover
Council land.
Community Disaster
Supports not-for-profit community groups in their efforts to respond
Response and Recovery
and recover from natural disasters.
Grants
Support to address significant identified community need that is
Other (as required)
outside the standard grant funding rounds.
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APPLICATION PROCESS
Specific instructions on how to apply for each program are available in the relevant program
guidelines. Applications must be submitted by the advertised closing date and time. Late or
incomplete applications will not be accepted unless approved by the Community Connection
Manager because of exceptional circumstances.
CONDITIONS OF FUNDING
Successful applicants will be required to enter into a funding deed of agreement with Council.
Any special conditions or requirements will be outlined in this agreement.
Applicants are required to publicly acknowledge Council’s contribution to their project and must
meet the acknowledgement requirements outlined in the program’s guidelines.
Successful applicants are required to acquit their projects within the timeframes specified in the
program’s guidelines. Acquittal requirements for each grant type are outlined in the relevant
guidelines.
Council reserves the right to conduct random audits of grant acquittals to ensure the grant was
used by the recipient according to the funding agreement. All grant recipients must maintain
accurate financial records for their funded projects and make these records available to the
Council as part of their acquittal. Additional financial information may be requested by Council if
selected for an audit.
ROLE AND RESPONSIBILITIES
Councillors
Councillors will consider and adopt Council’s Community Grants Policy.
Councillors will consider and adopt an appropriate budget allocation to support the Community
Grant program
When making decisions related to grant allocations, Councillors will comply with relevant
legislation, Council’s Community Grants Policy and associated guidelines.
Councillors will identify and declare any conflicts of interest in relation to grant decision making
in alignment with their legislative obligations.
Chief Executive Officer (CEO) and Executive Team
The CEO and Executive Team will endorse Council’s Community Grants Policy for Council
adoption and provide leadership and commitment in its implementation, as well as complying
with other relevant legislation and documents.
Council Employees
When managing and assessing grant applications, Council employees will comply with the
Community Grants Policy, program guidelines an associated legislative requirement.
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Council employees will identify and declare any conflicts of interest when providing advice to
applicants and assessing grant applications. Council employees will immediately notify their
Supervisor / Manager / Director if they suspect any non-compliance issues or breaches of the
Community Grants Policy.
Community Services Department
The Department will periodically review Council’s Community Grants Policy, educate
employees on the application of the Policy and provide advice to Council employees on
community grants related matters.
For grants under $2,500, the Department will provide grant recommendations to Council’s
delegated officer for consideration and approval. For grants over $2,500, Council officers will
provide grant recommendations to Council for consideration and approval by resolution.
Grant Applicants
All grant applicants are entitled to a prompt response to their application in accordance with
Council’s Community Grants Policy and to be kept informed of the progress and outcome of the
application.
HUMAN RIGHTS
In developing the Community Grants Policy, the subject matter has been considered in
accordance with the requirements of the Queensland Human Rights Act 2019. It is considered
that the subject matter does not conflict with any human rights, including the right to take part in
public life, and supports a human rights approach to decision making by Council. Council
representatives will endeavour to act and make decisions under this policy in a manner that is
compatible with human rights. In particular, representatives will endeavour to:
• Identify relevant human rights which may be affected by the action or decision;
• Give proper consideration to the impact of its actions and decisions on human rights;
and
• Ensure that any conduct or decision by Council which limits an individual’s human rights
is reasonable and justifiable. The Community Engagement Policy should be read in
conjunction with Council’s Human Rights Policy
RELEVANT DOCUMENTS
• Noosa Council Corporate Plan 2023-2028
• Noosa Council Annual Operational Plans
• Approved budget and revenue statement for the financial year
• Associated grant guidelines and application forms
RELEVANT LEGISLATION
• Local Government Regulation 2012
• Local Government Act 2009
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• Statutory Bodies Financial Arrangements Act 1982
• Integrity Act 2009
• Public Sector Ethics Act 1994
• Public Records Act 2023
• Right to Information Act 2009
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DEFINITIONS
The process by which a recipient provides written proof that grant funds were
Acquittal used according to the funding agreement, ensuring efficient and effective use or
demonstrating community value.
An organisation that takes responsibility for ensuring grant funds are used as
Auspice specified, including signing the funding agreement, managing funds, overseeing
the project, and ensuring timely acquittal.
Business An entity engaged in commercial, industrial, or professional activities for profit,
including sole traders, companies, or partnerships.
Community A group of people residing within the Noosa Shire local government area.
Community
Purpose A purpose that serves the public interest of Noosa Shire residents.
Funding A legal agreement entered into by the successful applicant and Council noting
Agreement the obligations of both parties.
Funds awarded through a formal program for a specific purpose aligned with
Grant Council policy, based on merit and subject to a written agreement outlining
accountability.
Instructions outlining the purpose, key dates, assessment criteria, application
Guidelines process, and acquittal requirements for a grant.
Individuals A single person engaged in activities that benefit the community.
Not-for-profit
An incorporated organisation focused on providing community services,
community operating without direct or indirect profit for its members, both during operations
organisation and upon winding up.
Incorporated Associations (under state legislation, often with 'Association,'
'Incorporated,' or 'Inc.' in their name); Incorporated Cooperatives (under state
Organisations legislation, typically with 'Cooperative' in their name); Companies (under the
Corporations Act 2001, either proprietary or public); and Aboriginal Corporations
(under the Corporations (Aboriginal and Torres Strait Islander) Act 2006).
Public Interest The welfare of the general public, as opposed to the interests of an individual or
group.
Transparency The openness in administering funds and fulfilling obligations between entities.
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Version control:
Version Reason/ Trigger Change Endorsed/ Reviewed by Date
(Y/N)
1.0 New Policy N Noosa Council 3 April 2014
2.0 Policy review after 2 grant rounds Y Noosa Council 15 January 2015
3.0 Policy review after completion of Y Noosa Council 11 February 2016
2015/16 grant rounds
4.0 Amendment to Policy Y Noosa Council 16 June 2016
5.0 Amendment to Policy Y CEO 5 January 2017
6.0 Amendment to Policy Y Noosa Council 21 February 2019
7.0 Amendment to Policy Y Noosa Council 21 May 2020
8.0 Amendment to Policy Y Noosa Council
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
8.4 PROCUREMENT ASSESSMENT WORKING TEAM - CONTRACT AWARDS UNDER
CEO DELEGATION
Author Director Corporate Services, Trent Grauf
Corporate Services Department
Index 43.14 Procurement - Procedures and Guidelines
Attachments 1. Attachment 1_General Committee Report - PCAWT Contract Awards
EXECUTIVE SUMMARY
In accordance with Council’s Procurement Policy, for any large-sized contractual arrangements
($200,000 excluding GST or more) where the awarding of contract occurs under CEO Delegation
(up to $1,000,000 excluding GST) the process is supported by Procurement Assessment Working
Team (PCAWT) which is convened to provide independent procurement processes review.
Additionally, as per the Policy, additional disclosure requirements have been introduced for the
Director Corporate Services to report these CEO delegated awards to Council bi-annually for noting.
For the period July 2024 – December 2024, nine (9) relevant contracts were awarded under PCAWT
review and CEO delegated approval with a total value of $4.1 million.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the General Committee dated 20
January 2025 regarding contracts awarded under CEO delegation, via the Procurement Assessment
Working Team for the period 1 July 2024 to 31 December 2024.
REPORT
Over recent years market changes coupled with the competition for contractors has meant increased
challenges for local governments in procuring goods and services in a timely manner. As such, the
time it takes to award contracts is critical in Council’s ability to meet growing demands for goods and
services.
In this regard, Council established the Procurement Assessment Working Team (PCAWT) in the
2017/2018 via an Organisational Guideline. The original intention of the PCAWT was to provide
increased review oversight for the awarding of contracts within the CEO delegation of $1 Million, that
were sought via a public invitation to tender, and whereby expediting the award process outside the
normal Council meeting cycle was advantageous to Council.
More recently, the updated Procurement Policy adopted by Council in June 2024 incorporated
reinforced policy protocol for the PCAWT principles whilst also expanding its scope to be able to
consider any large-sized ($200,000 or more, exc. GST) contractual arrangements procured in
accordance with the Local Government Regulation 2012 and Council’s policies and guidelines i.e.
in addition to public tenders, the PCAWT may now also convene to consider and review any large-
sized procurement activity including quotations (under panel arrangement or otherwise), and other
forms of procurement.
The inclusion of the PCAWT into policy, coupled with expanding the scope of procurement activity
the team considers/reviews aims to:
• Continue to facilitate the award of public tenders, within CEO delegation, in order to expedite
contract award,
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• Provide a mechanism for the additional review of any large-sized procurement activity, between
$200,000 - $1,000,000 (exc. GST), prior to recommendation to CEO for award.
• Enhance the existing governance and probity framework, for Council and CEO, for the awarding
of large-sized contracts.
1. CEO Delegation
In accordance with Section 41 of the Council Register of Delegations – Council to Chief Executive
Officer (CEO), the CEO has been granted the authority (by Council) to:
a. undertake the following procurement and contracting activities:
i. invite written quotes for medium-sized contractual arrangements;
ii. invite written tenders for large-sized contractual arrangements;
iii. invite expressions of interest (following Council resolution);
iv. invite offers for the sale of valuable non-current assets (other than sale of land) by written
tender or auction; and
b. make, enter into, amend or discharge contracts (established by the aforementioned methods)
for up to $1,000,000 (excluding GST) for the:
i. procurement of goods and services (including contracts about carrying out of works);
ii. the disposal of valuable non-current assets (but not the sale of land);
iii. the disposal of goods and assets (that are valuable non-current assets).
2. Procurement Policy
In accordance with Council’s Procurement Policy the Procurement Assessment Working Team
(PCAWT) has been established for the following purpose:
Where it has been identified that the award of a large sized contractual arrangement outside of the
normal Council meeting cycle is considered advantageous to Council, the convening of the
Procurement Contracts Assessment Working Team (PCAWT) may be requested. The PCAWT may
review requests for the award of large sized contractual arrangements up to the value of $1 Million
(excluding GST) that have been sought in accordance with the Local Government Regulation 2012
and Council’s procurement policy and guidelines.
3. Procurement Assessment Working Team (PCAWT)
The PCAWT’s role is to review specific requests to approve large-sized contractual arrangements
outside of the normal Council meeting cycle. The PCAWT is comprised of the following Council
Officers*:
1. Director Corporate Services
2. Executive Officer Internal Audit and Corporate Performance
3. Procurement Manager
*Where one of the above is not available, or not suitable due to probity, a substitute officer is sought
to comprise the PCAWT.
Once convened the PCAWT’s role is to undertake a review of the procurement process and
evaluation to ensure that the process was carried out in accordance with Council’s policies and
guidelines. The review may include, but is not limited to, the following:
• Reviewing the evaluation, including scoring, that has been submitted by the evaluation panel;
• Reviewing supplier responses to the invitation to tender/quotation;
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• Consider consistency on evaluation, to other procurement outcomes and policy alignment;
• Clarifying any aspects of the procurement/evaluation process, and proposed award/contract,
with the evaluation panel chair and/or Procurement Advisor.
If the PCAWT is satisfied with the procurement process and the subsequent recommendation for
award, a recommendation (report) will be made to the CEO for consideration.
4. Reporting Requirements
In accordance with Part 4, Chapter 6, Local Government Regulation 2012, all contractual
arrangements worth $2000,000 or more (exclusive of GST) are published via Council’s website, after
award.
To provide additional disclosure, as per policy, the Director Corporate Services will also report
PCAWT reviewed and CEO awarded contracts to Council on a bi-annual basis.
Link to Corporate Plan
Theme No. 5 - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
Previous Council Consideration
Special Meeting 28 June 2024
That Council note the report by the Director Corporate Services to the Special Meeting dated 28
June 2024 and
...
I. Adopt the Procurement Policy, which is provided as Attachment 9 to this report.
...
Finance
Funding of these procurement activities occurs within adopted budgets. Where any procurement
requires additional funding, this is addressed through budget review.
Risk & Opportunities
Risk Mitigation / Opportunity
The PCAWT/CEO process offers 2 stages of
Awarding contracts outside of
review (PCAWT and CEO), in addition to the
Council Meetings perceived as
original procurement evaluation, before a
not being a robust process.
decision to award.
PCAWT A report must first be submitted to the
Process Contracts may be awarded PCAWT, generally by the procurement
outside of Council Meetings, evaluation chair, outlining the details of the
that may otherwise require procurement/project and rationale for seeking
consideration/debate directly by the PCAWT. Should the PCAWT, or
Council. subsequently the CEO, deem that the contract
award should be considered by Council, the
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
process can be directed through the normal
Council Meeting cycle/options.
The PCAWT/CEO contract award process is
Risk that a contract award is only available for large-sized contractual
Delegated
made without delegated arrangements within the delegation of the
Authority
authority. CEO - $1,000,000 (exclusive of GST), as
outlined under Council Policy.
In accordance with Part 4, Section 237 of the
Local Government Regulation 2012 Council
publishes the details of contractual
arrangements of $200,000 (exc. GST) or
Transparency/visibility of
Transparency more both, on Council’s public website and
awarding large-sized contracts
& Tewantin Building public noticeboard.
(within CEO Delegation) outside
Accountability
of Council Meetings.
Council’s procurement policy requires that
contract awards via the PCAWT be reported
to Council bi-annually by the Director,
Corporate Services.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
NA
Internal Consultation
Departments consulted:
Procurement Policy adoption by Council June 2024.
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director X Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience X Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director Director
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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ATTACHMENT 1
GENERAL COMMITTEE MEETING REPORT 20 January 2025
1. Awarded Contracts Table
The following table summarises the Contract Awards approved by CEO under Delegation, as recommended by the Procurement & Contracts
Assessment Working Team (PCAWT) for the period July 2024 – December 2024, in accordance with Council’s Procurement Policy.
Contract Contract Title Awarded Contract PCAWT PCAWT Convened CEO Approval
Number Contractor/s Award Panel Members Date Date
Amount
(GST exc.)
CN00676 Lions Park Noosa R&L Jones $320,115.00 1. Director, Corporate Services 11 July 2024 11 July 2024
Heads Amenities Constructions 2. Executive Officer, Internal Audit
Refurbishment Pty Ltd & Corporate Performance
3. Procurement Manager
CN00442 Noosa River & Six AECOM $454,800.00 1. Director, Corporate Services 20 August 2024 27 August 2024
Mile Creek Flood Australia Pty Ltd 2. Executive Officer, Internal Audit
Study & Corporate Performance
3. A/g Procurement Manager
CN00518 Workers Workcover $975,292.84 1. Director, Corporate Services 26 September 2024 3 October 2024
Compensation Queensland 2. Executive Officer – CEO Office
Insurance 3. Procurement Manager
CN00692 Fabrication, Meyer & $819,972.56 1. Director, Corporate Services 26 September 2024 3 October 2024
Installation & Delivery Landman Pty Ltd 2. Executive Officer – CEO Office
of 7 Truck Bodies & 1 t/as Paulger 3. Procurement Manager
Body Swap Engineering
CN00762 Tewantin TTF Gealy’s $170,504.79* 1. Director, Corporate Services 10 October 2024 25 October 2024
Administration Investment Trust 2. Executive Officer – CEO Office
Building – Air t/as Gealys 3. Procurement Manager
Conditioning Airconditioning
Condenser and Refrigeration
Replacement
Page 1 of 2
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ATTACHMENT 1
GENERAL COMMITTEE MEETING REPORT 20 January 2025
Contract Contract Title Awarded Contract PCAWT PCAWT Convene CEO Approval
Number Contractor/s Award Panel Members Date Date
Amount
(GST exc.)
CN00769 The J Noosa HVAC TTF Gealy’s $309,791.00 1. Director, Corporate Services 10 October 2024 12 November 2024
Renewal Investment Trust 2. Executive Officer – CEO
t/as Gealys Office
Airconditioning 3. Procurement Manager
and Refrigeration
X-SPE014 Christmas 2024 & Transit Australia $226,871.58 1. Director, Corporate Services 16 October 2024 25 October 2024
Easter 2025 Holiday Pty Ltd t/a 2. Executive Officer – CEO
Bus Service Kinetic Office
3. Procurement Manager
CN24870 Supply, Delivery, EROAD Australia $410,490.40 1. Director, Corporate Services 19 December 2024 23 December 2024
Implementation and Pty Ltd 2. Executive Officer, Internal
Maintenance of In- Audit & Corporate
Vehicle Monitoring Performance
System (IVMS) 3. Procurement Manager
CN00568 Doonella Lake Bridge Stantec Australia $410,828.00 1. Director, Corporate Services 19 December 2024 24 December 2024
Detailed Design Pty Ltd 2. Executive Officer, Internal
Audit & Corporate
Performance
3. Procurement Manager
*CN00762 – whilst not a large-sized contract PCAWT reviewed in conjunction with CN00769.
Page 2 of 2
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
8.5 FINANCIAL PERFORMANCE REPORT – DEC 2024
Author Financial Services Manager, Pauline Coles
Financial Services | Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Attachment 1 - Statement of Income and Expenditure - Dec 2024
2. Attachment 2 - Statement of Financial Position - Dec 2024
3. Attachment 3 - Statement of Cashflows - Dec 2024
4. Attachment 4 - Key Materials & Services Expenditure - Dec 2024
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 31 December 2024 is positive with
operating revenues outperforming forecast and operating expenditure under forecast YTD.
Capital revenues are above forecast with capital expenditure behind of forecast due to delays
and rescheduled timing of project delivery.
YTD Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $70.4 $73.4 $3.0 4.3% On Track
Operating Expense $66.6 $67.0 ($0.5) (0.7%) On Track
Operating Position $3.8 $6.4 $2.6
Capital Revenue $30.5 $35.0 $4.5 14.7% On Track
Capital Expenditure* $72.5 $46.7 $25.8 35.6% Behind Budget
* Reflects constructed assets and intangibles only (excludes contributed assets).
The $2.6 million full year positive interim operating variance comprises $1.9 million general
operating surplus from activities that are funded through Council’s general rate, regulatory fees
and sales of goods and services; as well an additional $0.7 million from waste operations and
$0.1 million from holiday park operations. Any unspent levy and separate charge funds are
constrained in reserve for future use where they are not fully utilised in a given year.
Budget Actual Variance
Item YTD YTD YTD
$m $m $m
General business operating position (unconstrained funds) $1.1 $3.0 $1.9
Commercial operations (constrained funds) * $2.0 $2.8 $0.8
Unspent levies (constrained funds) $0.7 $0.6 ($0.1)
Total Council Operating Position $3.8 $6.4 $2.6
* Includes Waste and Holiday Park operations as shown in the table below
Council elects to apply National Competition Policy (NCP) reforms to its Waste Management and
Holiday Parks which provides greater transparency and assists with removing anti-competitive
conduct and ensures the best allocation of Councils limited resources. A summary of the YTD
operational performance of these business activities are outlined below.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Waste Operations Holiday Parks
Budget Actual Variance Budget Actual Variance
YTD YTD YTD YTD YTD YTD
$m $m $m $m $m $m
Revenue 12.7 13.1 0.4 2.2 2.5 0.3
Expenditure 11.2 10.9 0.3 1.7 1.9 (0.2)
Net Operating Position 1.5 2.2 0.7 0.4 0.5 0.1
Financial statements including Statement of Income & Expenditure, Statement of Financial Position
(balance sheet), and Statement of Cash Flows are included as attachments for information for
Council.
Figure 1: Actual Performance Compared to Budget
Council’s performance against key measures of financial sustainability has been calculated as at
December 2024. These statutory indicators enable the reader to assess Council’s success in
managing its budget, cash and debt as well as undertaking sustainable asset management. The
table below contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Current
Target Actual YTD Status
Budget
Operating Surplus Ratio 0-10% -0.1% 8.8% On Track
Net Financial Liabilities Ratio <60% -3.2% -31.5% On Track
Cash Cover Ratio 3 months 9.4 months 9.9 months On Track
Asset Sustainability Ratio > 90% 136.7% 38.7% Behind Budget
RECOMMENDATION
That Council note the report by the Financial Services Manager to the General Committee
Meeting dated 20 January 2025 outlining the December 2024 year to date financial performance
against budget, including changes to the financial performance report with the inclusion of key
financial sustainability indicators.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
REPORT
Operating Revenue (YTD Benchmark 50.0%)
Council has received 52.5% ($73.4 million) of its operating revenue budget ($139.9 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and $47.0 million (49.8%) • Waste utility charges $90.0k above YTD budget
Levies of the annual budget of (50.3% or $8.5 million of $16.9 million annual budget
$94.4 million has been earned)
earned • General rate (net of discounts) $157.9k below YTD
budget (49.7% or $35.5 million of $71.4 million annual
budget earned)
Fees and $5.8 million (52.9%) of • Building & Plumbing Compliance $165.7k above
Charges the annual budget of budget (50.7% or $1.3 million of $2.6 million annual
$10.9 million has been budget earned)
earned • Waste $56.0k above budget (147.4% or $83.9k of
$56.9k annual budget earned)
• Development Assessment $272.9k below budget
(51.1% or $1.8 million of $3.6 million annual budget
earned)
Sale of Goods $7.6 million (55.0%) of • Holiday Park revenue $315.3k above budget (61.3%
and Services the annual budget of or $2.5 million of $4.0 million annual budget earned).
$15.6 million has been Any revenue upside will be generally offset by a
earned corresponding increase in associated operating costs.
• Waste $196.7k above budget (51.8% or $3.9 million of
$7.7 million annual budget earned).
• Sports facility revenue $167.7k above budget (56.1%
or $1.7 million of $2.9 million annual budget earned)
Interest $3.3 million (105.1%) • Interest revenues have continued to track above
Received of the $3.1 million budget with investment in higher yielding term
annual budget has deposits maximising the return on surplus cash
been earned holdings. Cash holdings are higher compared to
previous years due to the advanced payment of QRA
disaster capital works grants and delays in the delivery
of the capital works program.
Other Revenue $1.9 million (59.2%) of • Plant recharge revenue is $76.9k above budget due to
the $3.3 million internal plant being utilised for the delivery of disaster
annual budget has funded capital projects.
been earned • Royalty income from landfill gas $22.4k above budget
(88.5% or $51.5k of $58.1k annual budget earned).
• Recoupment of Waste Bin (SULO) purchases $14.3k
above budget (63.9% or $66.0k of $103.3k annual
budget earned.
Operating $4.2 million (62.9%) of • Operating Grants and subsidies are in line with budget
Grants, the $6.6 million expectations at this stage of the year. YTD variance
Subsidies annual budget has relates to $65k Floating Land grant, $75k for Disaster
been received Recovery & Resilience Officer funding program, $90k
for Regional Enablers program and $98k final
payment relating to Black Summer Bushfire Funding
for the living tech fire lab.
• $1.4 million of the FY 2025 financial assistance grant
allocation was received in July 2024. This is a change
from the previous approach of prepaying part or all of
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Category Summary Comments
the grant in the preceding year. This prepayment
approach had been consistent over the past 7 years.
• Council has received notification of the approved FY
2024/25 financial assistance grant allocation which is
less than budgeted. As such there is potential for this
to impact the FY 24/25 operating position if payment
of future years allocations are not paid in the
preceding year.
Unitywater On track • Unitywater distributions are fixed each year so there is
Distributions limited budget variance risk
Figure 2: Operating Revenue Position by Type (Excluding Rates)
Operating Expenditure (YTD Benchmark 50.0%)
Actual operating expenditure is currently 47.8% ($67.0 million) of the full year budget ($140.1
million). Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $25.7 million (49.0%) of • Expenditure for permanent staff salaries and wages
the annual budget of underspent ($823.3k) due to position vacancies and
$52.6 million has been recoupment of YTD vacancy dividend. This
expended underspend is also partially offset by additional spend
on casual staff and external labour hire ($823.3k).
• Training costs are on target (58.9% or $227.3k of
$386.1k annual budget spent).
Materials and $29.1 million (46.7%) of • Civil Operations $617.0k above budget (53.9% or
Services the $62.4 million annual $5.1 million of $9.5 million annual budget spent).
budget has been • Holiday Parks $217.0k above budget (58.4% or $1.4
expended. million of $2.4 million annual budget spent).
• Holiday Parks $217.0k above budget (58.4% or $1.4
million of $2.4 million annual budget spent).
• Sustainable Transport above budget (14.8% or
$141.8k of $962k annual budget spent).
• Digital Hub above budget (56.0% or $204.8k of
365.4k annual budget spent.
• Waste Management $313.3 below budget (45.0% or
$6.6 million of $14.7 million annual budget spent).
• Arts & Culture $99.8k below budget (41.3% or $1.1
million of $2.6 million annual budget spent).
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Category Summary Comments
• Development Assessment below budget (59.4% or
$779.7 of a $1.3 million annual budget spent).
• Transport and Traffic $40.1k below budget (28.1% or
$64.6k of a $229.6k annual budget spent).
• Sports facilities $52.3k below budget (45.8% or
$730.1k of a $1.6 million annual budget spent).
• Canals & Waterways $40.6 below budget (35.0% or
$121.2k of $526.4k annual budget spent.
Finance Costs Currently on track • Whilst existing loan borrowings are set with fixed
interest rates, any further RBA rate rises will impact
finance costs on new loan borrowings. YTD
underspend also relates to the timing of drawdown of
forecast borrowings for FY 2025.
Depreciation Currently on track Nil
Other Expenses Currently on track Nil
Figure 3: Operating Expenditure Position by Type
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Tourism and economic development activity is funded through the general rates
revenue. Expenditure at 31 December 2024 is outlined below:
Expenditure YTD Budget YTD Actual Variance
$’000 $’000 $’000
Tourism Noosa Funding Agreement $1,260.0 $1,260.0 -
Economic Development $525.6 $508.7 $16.9
Total $1,785.6 $1,768.7 $16.9
Tourism and economic development activity is funded through the general rates. The first instalment
payable under the Tourism Noosa agreement for the 2024-25 financial year was made in July 2024,
with the second instalment due in January 2025. The Tourism Noosa agreement is due for renewal
in June 2025.
• Employee Costs are $18.0k below budget (46.7% or $301.4k of $644.4k annual budget spent)
• Materials & Services are in line with budget at this stage of the year
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Capital Revenue
Year to date Capital revenue of $35.0 million received comprises cash contributions from
developers ($0.6m) and capital grants ($34.4 million). Note that the timing of capital grant
receipts are generally dependent on the timing of grant conditions and also capital delivery
performance, and that the timing of the receipt of developer contributions (both cash and
contributed) is unpredictable.
Grants and subsidies are higher than prior years due to the receipt of funding from the
Queensland Reconstruction Authority for reconstruction works relating to the Black Mountain
landslip and several other flood impacted sites, which are currently under construction.
Figure 6: Capital Revenue by Type
Capital Program
Actual capital expenditure (excluding commitments and disaster projects) is $13.6 million (YTD
budget $23.8 million). Expenditure on disaster projects (excluding commitments) is $33.1 million
(YTD budget $48.8 million).
Detailed discussion of progress in the delivery of the capital works program is provided through
a separate quarterly report by the infrastructure team.
Figure 7: Capital Program Delivery Performance
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Cash Management and Investment Performance
Total cash on hand at the end of December was $94.5 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant, QRA disaster funding and other capital works grants,
prepayment of Waste Levy subsidy (3 years), and unspent monies committed for funding capital
projects which are underway and will continue during the financial year.
The following pie charts present the mix of cash held at December 2024 by agency (graph on
the left) and by credit risk rating (graph on the right). All funds have been invested in accordance
with the Investment Policy and in consideration of the principles of ethical investment,
preservation of capital, return on investment and counterparty thresholds.
Figure 8: Closing Cash Held by Agency and Credit Rating
The following chart monitors the 12 month trend on total cash and the agencies invested. To
maximise the return on in its cash holdings Council has invested $30.5 million in higher yielding term
deposits. These investments were made in line with Council’s Investment of Surplus Funds policy.
Figure 9: 12 Month Trend of Cash Invested by Agency
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no significant emerging risks regarding
performance identified at this stage, however the delay in the delivery of the capital program
may impact Council’s asset sustainability and renewal targets.
Category Comments
Operating Surplus Ratio • Intent: Identifies the extent to which
revenues cover operational expenses,
to ensure community equity is not
degraded
• Target: Greater than 0%
• Result: 8.8%
• Comment: The slowly declining ratio
reflects the levying of 50% of rates in
July and gradual utilisation of these
monies as expenditure occurs on
operations through to the next rating
cycle in January 2025.
Cash Expense Cover • Intent: Indicates how long council can
continue paying its day-to-day
expenses from cash at bank without
needing additional cash flows
• Target: > 3 months
• Result: 9.9 months
• Comment: Cash cover remains
above target, while business as usual
expenditure through to 30 June 2025
will degrade Council’s cash holdings,
albeit not below the target range of 3 –
6 months.
Cash balances include funding for
capital programs, unspent grant
monies paid in advance, Waste Levy
subsidy prepayments and QRA
advance payments for disaster
projects which are restricted for
specific purposes and inflate the ratio.
Asset Sustainability Ratio • Intent: Measures the extent to which
assets are being replaced as their
condition degrades to ensure service
potential is maintained
• Target: 80% of depreciation budget
spent on renewals annually
• Result: 38.7% achieved, however
below forecast result due to project
delays and scheduling.
• Comment: The ratio will
progressively increases each month
as expenditure on renewals occurs as
part of the capital works program. For
transparency QRA disaster projects
have been excluded from the ratio
calculations. Should capital works
continue to fall forecast for the
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Category Comments
remainder of the year this may impact
the achievement of Council’s asset
sustainability and renewal targets
Net Financial Liabilities Ratio • Intent: Outlines the level that net
Council debt can be serviced by
operating revenues. A ratio below zero
implies that liabilities are less than
cash (and other current assets) and
there is adequate borrowing capacity
available if needed.
• Target: less than 60%
• Result: -31.5%
• Comment: Council has low debt
levels and strong cash holdings. The
advance payment of rates, grants and
subsidies also inflates the YTD actual
outcome.
Investment Return • Intent: Ensure appropriate return on
investment yield for cash at bank.
• Target: 0.25% above current
Bloomberg commonwealth 10-year
bond rate yield (4.45%)
• Result: 5.8%
• Comment: With higher-than-
normal cash balances due to the
advance payment of grants and
subsidies and a delayed capital
program, combined with bond
rates remaining steady, Council
has invested surplus cash in
higher yielding term deposits to
maximise returns. Council’s
investment returns remain above
target.
Rates in Arrears • Intent: Ensuring that the amount of
unpaid rates remains sustainable and
does not negatively impact cash flows
• Target: 5% industry benchmark
• Result: 6.3%
• Comment: Rates arrears continue to
decline from the high point in the cycle
with payments coming due in August.
Reminder notices have been issued,
and arrears will continue to stabilise
through to January as they are
collected, and payment arrangements
implemented.
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Link to Corporate Plan
Theme No. 5. - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
Objective 5.2 - Continue to deliver a financially sustainable Council that has the resources now and
into the future to achieve its strategic objectives. This will be supported through the introduction of
enhanced sustainability reporting and performance indicators, as well as ESG (environment social
and governance) accounting practices as guided by statutory requirements.
Previous Council Consideration
Nil.
Finance
As above.
Risk & Opportunities
Council’s risk register identifies a number of risks that could impact on its ongoing financial
sustainability. In order to manage and mitigate these risks Council uses various tools which include
monthly ongoing financial reporting to identify and address emerging issues, conservative budgeting,
compliance with the Financial Sustainability Policy, regular budget reviews, effective liquidity
management to ensure sufficient fiscal flexibility, as well as adhering to the Reserves and Restricted
Cash policy which requires that Council maintains both a disaster management reserve and a
minimum 3 months cash cover to fund emergent matters.
Some examples of potential risks that may impact on Council’s operational performance, capital
program delivery, cashflow and cash reserves include:
• Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
• An extended closure of Council facilities impacting operational revenues;
• A prolonged IT system failure affecting Council’s ability to deliver services or issue rates notices;
• Economic conditions affecting ratepayers’ ability to pay rates;
• Market driven increases in construction and operational costs significantly above estimates;
• Labour and material shortages and delays.
• Strategies, plans and projects deliverables that have not been accurately costed
• Fraud attempts may result in financial impacts to Council if funds cannot be recovered
• Reliance on non-recurrent revenue streams (i.e. interest revenue on grants and short term cash
holdings) to fund business as usual operations may result in higher rate increases in future years
or service level cuts to fund potential shortfalls.
Page 48 of 93
Page 49
GENERAL COMMITTEE MEETING 20 JANUARY 2025
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with Council’s
Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors X Director X Director
X Chief Executive Officer Community Development X Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
X Director X Director X Director
Strategic Land Use Planning Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
Page 49 of 93
Page 50
Attachment 1 - Statement of Income and Expenditure - Dec 2024
Noosa Council
Statement of Income and Expenditure
For the Year Ended 30 June 2025
As at 31 December 2024
Current Current
Budget Budget Actual Variance Annual
2025 YTD YTD YTD Budget
($'000) ($'000) ($'000) ($'000) %
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 94,398 47,108 47,035 (73) 50%
Fees and charges 10,936 5,897 5,789 (108) 53%
Interest received 3,150 1,826 3,310 1,484 105%
Sale of Goods and major services 15,602 7,892 8,576 684 55%
Sale of contract and recoverable works 31 - 13 13 43%
Rental & lease income 2,273 1,183 1,191 9 52%
Other income 1,001 502 746 244 74%
Grants, subsidies, contributions and donations 6,650 3,407 4,181 774 63%
Unitywater Distributions 5,950 2,605 2,605 - 44%
139,990 70,420 73,447 3,026 52%
Expenses
Recurrent Expenses
Employee benefits 52,577 25,753 25,753 (1) 49%
Materials and services 62,339 28,483 29,127 (644) 47%
Finance costs 3,032 1,248 1,113 135 37%
Depreciation 21,936 10,968 10,968 (0) 50%
Other expenses 246 104 57 47 23%
140,130 66,555 67,018 (463) 48%
Operating Result (140) 3,866 6,429 2,563
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,429 614 614 - 43%
Contributed assets 1,500 - 1 1 0%
Capital grants and subsidies 92,983 29,921 34,419 4,497 37%
Cash / revenue 33,182 42,003 14,959 (27,044) 45%
New loan borrowings 5,000 - - - 0%
Other capital revenue - - - - 0%
Total Capital Funding 134,094 72,538 49,993 (22,546)
Capital Expenditure
Contributed assets 1,500 - 1 1 0%
Capital works - constructed assets 120,700 67,734 43,851 (23,883) 36%
Capital works - other capital 10,653 4,184 2,236 (1,948) 21%
Loan redemption 1,241 621 621 - 50%
Other capital expenses - - 3,284 3,284 0%
Total Capital Expenditure 134,094 72,538 49,993 (22,546)
Page 50 of 93
Page 51
Attachment 2 - Statement of Financial Position - Dec 2024
Noosa Council
Statement of Financial Position
For the Year Ended 30 June 2025
As at 31 December 2024
2025 Year End
Forecast 2025 YTD 2024
($'000) ($'000) ($'000)
Current Assets
Cash and cash equivalents 90,162 94,476 106,127
Trade and other receivables 13,017 14,727 19,151
Inventories 198 246 237
Contract Assets - 6,961 6,961
Other current assets 2,854 3,608 1,102
Total Current Assets 106,231 120,018 133,578
Non Current Assets
Trade and other receivables 49,218 49,218 49,218
Other non current Assets - - -
Investments 99,580 103,744 103,744
Investment property 4,000 3,750 3,750
Property, plant and equipment 1,551,112 1,264,765 1,232,917
Right of Use Assets 39 1,123 1,122
Intangible assets 512 216 238
Total Non Current Assets 1,704,460 1,422,815 1,390,989
Total Assets 1,810,692 1,542,833 1,524,567
Current Liabilities
Trade and other payables 9,445 12,181 24,824
Contract Liabilities 4,000 8,167 8,167
Borrowings 1,339 838 1,406
Lease Liablities 23 235 235
Provisions 8,103 8,802 11,727
Other 8,931 5,556 9,334
Total Current Liabilities 31,842 35,779 55,693
Non Current Liabilities
Borrowings 28,394 23,449 23,449
Lease Liabilities 17 917 917
Provisions 33,251 31,559 31,559
Other 8,230 5,203 5,203
Total Non Current Liabilities 69,892 61,128 61,128
Total Liabilities 101,734 96,906 116,820
Net Community Assets 1,708,957 1,445,927 1,407,746
Community Equity
Asset Revaluation Surplus 410,608 316,106 316,106
Retained Surplus / (Defeciency) - - -
Shire Capital 1,298,349 1,091,641 1,044,817
Current Year Net Earnings - 38,179 46,822
Total Community Equity 1,708,957 1,445,927 1,407,746
Page 51 of 93
Page 52
Attachment 3 - Statement of Cashflows - Dec 2024
Noosa Council
Statement of Cash Flows
For the Year Ended 30 June 2024
As at 31 December 2024
Current Actual Actual
Budget YTD Full Year
2025 2025 2024
($'000) ($'000) ($'000)
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts from Customers 121,305 68,438 117,793
Payments to Suppliers and Employees (117,261) (79,333) (112,272)
4,045 (10,895) 5,520
Receipts:
Investment and Interest Revenue Received 5,000 3,906 8,909
Rental Income 2,263 1,191 1,652
Non Capital Grants and Contributions 6,624 4,181 3,939
Income Tax Equivalent Received 2,000 674 2,000
Income from Equity Investments 2,100 1,335 2,100
Payments:
Interest Expense (748) (73) (159)
Net Cash Inflow/(Outflow) from Operating Activities 21,283 320 23,962
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment - - 140
Grants, Subsidies, Contributions and Donations 94,182 35,033 35,447
Payments:
Payments of Property, Plant and Equipment (134,136) (46,073) (70,223)
Payments for Intangible Assets - - 328
Net Movement in Loans and Advances - - 125
Net Cash Inflow/(Outflow) from Investing Activities (39,954) (11,040) (34,183)
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 5,000 - 1,549
Payments:
Repayment of Borrowings (1,162) (929) (1,709)
Net Cash Inflow/(Outflow) from Financing Activities 3,838 (929) (160)
Net Increase/(Decrease) in Cash and Cash Equivalents held (14,832) (11,650) (10,381)
Cash and Cash Equivalents at the beginning of the reporting period 104,994 106,126 116,507
Cash and Cash Equivalents at the end of the reporting period 90,162 94,476 106,126
Page 52 of 93
Page 53
Attachment 4 - Key Materials & Services Expenditure - Dec 2024
Noosa Council
Summary of Key Materials and Services Expenditure
For the Year Ended 30 June 2025
As at 31 December 2024
Prior Year Current Current
Actuals Budget Budget Actual Variance Annual
2024 2025 YTD YTD YTD Budget
($'000) ($'000) ($'000) ($'000) ($'000) %
Materials and services
Advertising and Marketing 373 240 119 129 (10) 54%
Administration Supplies and Consumables 786 780 366 356 10 46%
Audit Expenditure 200 271 3 28 (25) 10%
Communications and IT 1,103 1,337 670 500 170 37%
Commission Paid 1,706 1,752 874 976 (102) 56%
Consultancy Services 1,660 1,989 630 883 (253) 44.4%
Contract Services 28,729 30,154 12,925 12,968 (43) 43%
Contributions, Donations, Sponsorship and Prizes 4,004 3,757 1,814 1,841 (27) 49%
Electricity 1,683 1,843 991 971 20 53%
Internal Fleet Costs and External Plant Hire 2,219 2,167 1,066 1,294 (228) 60%
Grants Paid to Community Organisations 1,511 1,633 1,098 1,127 (29) 69%
Insurance 845 943 884 913 (29) 97%
Legal Expenses 3,528 1,258 847 896 (49) 71.2%
Operating Leases and Rentals 472 721 361 357 4 49%
Software and Maintenance 2,642 2,863 1,376 1,430 (55) 50%
Subscriptions and Registrations 365 370 259 312 (52) 84%
Waste Levy Payments 2,110 2,608 1,304 1,087 218 42%
Water and Sewerage Charges 1,363 1,211 590 645 (55) 53%
All Other Materials and Services 5,137 6,441 2,307 2,415 (108) 37%
60,436 62,339 28,483 29,127 (644) 47%
Materials & Services variance by funding mechanism
As at 31 December 2024
Prior Year Current Current
Actuals Budget Budget Actual Variance Annual
2024 2025 YTD YTD YTD Budget
($'000) ($'000) ($'000) ($'000) ($'000) %
General rates 40,445 39,992 18,793 19,306 (513) 103%
Commercial operations * 16,122 17,057 8,094 7,998 96 99%
Levy funded 3,394 4,544 1,400 1,555 (155) 111%
Grant funded programs 475 746 196 268 (72) 137%
60,436 62,339 28,483 29,127 (644) 47%
Notes:
The above amounts may included levy and grant funded programs. Where budgeted expenditure is unspent these funds will be constrained in reserve
for future utilisation in accordance with the relevant levy guideline or grant agreement.
* includes Holiday Parks & Waste Management operations
Page 53 of 93
Page 54
Noosa Council
Summary of Key Materials and Services Expenditure by Branch
For the Year Ended 30 June 2025
As at 31 December 2024
Prior Year Current Current
Actuals Budget Budget Actual Variance Annual
2024 2025 YTD YTD YTD Budget
($'000) ($'000) ($'000) ($'000) ($'000) %
Arts & Culture 2,172 2,623 1,185 1,085 100 41%
Asset Management 982 1,284 397 350 47 27%
Building and Plumbing Compliance 70 63 20 17 3 27%
Chief Executive Office 1,710 255 205 266 (61) 104%
Civil Operations 10,771 9,490 4,500 5,117 (617) 54%
Community Connection 2,337 2,149 1,100 1,103 (3) 51%
Community Engagement 66 106 42 36 7 34%
Council Buildings and Facilities 1,263 1,285 559 525 35 41%
Customer Experience 13 15 9 8 1 55%
Development Assessment 2,119 1,313 847 780 67 59%
Director Community Services 34 33 17 12 5 34%
Director Corporate Services 438 873 240 294 (54) 34%
Director Development & Regulation 14 32 17 11 6 33%
Director Executive Services 6 65 15 1 14 1%
Director Infrastructure Services 1,250 1,109 66 270 (204) 24%
Director Strategy & Environment 25 33 16 17 (0) 51%
Economic Development & Destination Management 3,085 3,280 1,461 1,462 (0) 45%
Environmental Services 2,466 3,316 1,439 1,393 46 42%
Executive Support 64 86 48 62 (13) 72%
Financial Services 266 431 19 30 (12) 7%
Fleet 1,576 1,605 854 892 (38) 56%
Governance 1,114 968 885 922 (36) 95%
Holiday Parks 2,615 2,370 1,168 1,385 (217) 58%
Information Communication Technology 4,626 5,326 2,606 2,588 18 49%
Infrastructure Planning, Design and Delivery 157 410 132 72 60 17%
Innovation and Digital Hub 471 365 128 205 (77) 56%
Internal Audit & Corporate Performance 24 100 3 - 3 0%
Local Laws & Environmental Health 645 708 246 260 (14) 37%
People and Culture 314 343 150 131 19 38%
Procurement 1,277 1,286 626 680 (55) 53%
Property and Facilities 2,312 2,844 1,341 1,396 (55) 49%
Revenue Services 325 324 52 38 14 12%
Sports & Active Lifestyles 1,540 1,593 782 730 52 46%
Strategic Land Use Planning 782 1,568 382 381 1 24%
Waste 13,508 14,687 6,926 6,613 313 45%
Total 60,436 62,339 28,483 29,127 (644) 47%
Notes:
The above amounts may included levy and grant funded programs. Where budgeted expenditure is unspent these funds will be constrained in reserve
for future utilisation in accordance with the relevant levy guideline or grant agreement.
Page 54 of 93
Page 55
GENERAL COMMITTEE MEETING 20 JANUARY 2025
8.6 BUDGET REVIEW 2 (BR2) FOR THE 2024/25 FINANCIAL YEAR
Author Financial Services Manager, Pauline Coles
Financial Services | Corporate Services Department
Index ECM/ Subject/ 7.40 – 2024-2025 Budget
Attachments 1. Attachment 1 - BR2 Operating Submissions 2024-25
2. Attachment 2 - BR2 Capital Submissions 2024-25
3. Attachment 3 - BR2 Statement of Income and Expenditure 2024-25
4. Attachment 4 - BR2 Budget Financial Statements 2024-25
EXECUTIVE SUMMARY
The Local Government Act 2009 and Local Government Regulation 2012 require Council to
undertake regular reviews of the adopted budget to ensure it remains reflective of planned activities
to be funded through the financial year. This second budget review for the 2024/25 financial year
(BR2) incorporates any new or emergent actions arising from Council resolution, Executive Team or
Capital Works Executive Committee action, reallocation of funds or realised revenue variance since
the adoption of the current BR1 budget in August 2024.
In summary the budget review is proposing to increase Council’s operating position by $278k,
increasing from a $140k deficit to a $138k surplus. This includes a range of emergent costs that
have been funded through additional revenue and grants received year to date. The revised capital
expenditure program has a base capital works program decreasing from $53.8m to $46.1 million. No
changes were made to the QRA funded disaster program which currently amounts to $78.8
million. This brings the total capital works program to $124.9 million.
Item Current Budget Adjustments Proposed Budget
(BR1) ($’000) ($’000) (BR2) ($’000)
Operating Revenue $139,994 $1,309 $141,302
Operating Expenditure $140,134 $1,030 $141,164
Operating Result ($140) $278 $138
Capital Grants and Contributions
$95,683 ($2,519) $93,164
Revenue
Capital Works Expenditure $132,594 ($7,677) $124,917
The report also seeks adoption of proposed General Cost Recovery Fees and Commercial Charges
for the Noosa Holiday Parks for the period from January 2026 to July 2026. These fees and charges
are reviewed every six (6) months as required to maintain a consistent annual forward booking period
and ensure full cost pricing principles are adhered to in the coming financial years in line with National
Competition Policy.
With the recent endorsement by Council of Amendment No 2. To the Noosa Plan 2020 a new fee
has been proposed for applications seeking consideration of assessment under the superseded
planning scheme.
Page 55 of 93
Page 56
GENERAL COMMITTEE MEETING 20 JANUARY 2025
RECOMMENDATION
That Council note the report by the Financial Services Manager to the General Committee Meeting
dated 20 January 2025 regarding Budget Review 2 for the 2024/25 Financial Year and
A. Approve the proposed changes to the budget for the 2024/25 financial year as outlined in the
Revised Budget Financial Statements provided in Attachment 1 - 4 to the report; and
B. Adopt the proposed general cost recovery fees and commercial charges schedule for Noosa
Holiday Parks for the period 27 January 2026 to 13 July 2026, and the introduction of an
application for consideration under the superseded planning scheme fee as detailed in the tables
contained within the report.
REPORT
Section 170(3) of the Local Government Regulation 2012 allows Council, by resolution, to amend
the budget at any time before the end of the financial year. Consequently, formal budget reviews are
scheduled to occur at least twice annually during August and December, and a third in April if
required, using the latest financial information available as the basis to revise the budget forecast.
The key criteria for budget reviews include:
1. Council must target compliance with its Financial Sustainability Policy.
2. The eligible capital or operating projects must be delivery-ready with a commitment to
complete the project during the year.
3. Capital submissions will be reviewed and authorised by the Capital Works Executive before
inclusion as a budget review submission, where the group will consider justification for the
request, deliverability as well as organisational and community priorities before endorsing
any capital works.
4. All operating and capital submissions for additional spend, reallocation of savings or
additional revenue will be confirmed by the Executive Team based on a business risk
assessment.
The revised statement of comprehensive income, included as Attachment 3, identifies the financial
statement line items that have been affected by the proposed budget adjustments. The budget
financial statements, included in Attachment 4, also identify the impact of the proposed budget
adjustments to Council’s financial sustainability indicators.
1. Proposed Operating Budget Adjustments
A proposed 42 operational budget adjustments will result in a $278k improvement to the
operating deficit. The following table summarises the operational submissions by type of
funding, with a detailed list contained in Attachment 1. The financial statements in Attachments
3 and 4 outline the revised budget position as a result of these proposed adjustments.
Type Submissions Revenue Expense Net
($’000) ($’000) ($’000)
Additional Revenue 3 $885 $274 $611
General Revenue Funded (Emergent) 25 ($159) $375 ($534)
Grant Funded 13 $582 $381 $201
Levy Funded 1 $- $- $-
Total 42 $1,308 $1,030 $278
Page 56 of 93
Page 57
GENERAL COMMITTEE MEETING 20 JANUARY 2025
2. Proposed Capital Budget Adjustments
A total of 36 budget review submissions were received for capital works projects, with a
proposed decrease of $7.6 million to the 2024/25 capital works program excluding disaster
funded projects.
With the delivery of QRA funded disaster projects currently under construction, the current year
capital works program includes $78.8 million of QRA funded disaster. These projects relate to
the February 2022 flood event and are fully funded by the Queensland Reconstruction Authority
(QRA). All capital submissions have been reviewed by the Capital Works Executive.
The following table summarises the proposed revised 2024/25 capital budget.
Total Capital Budget Amount
($'000)
Original Budget $45,246
BR1 Adjustments $8,620
QRA Funded disaster projects (carryover) $78,728
Current Capital Expenditure Budget $132,594
Proposed BR2 Adjustments ($7,677)
Revised BR2 Capital Expenditure Budget $124,917
The following table summarises the budget submissions by program and categorised as:
• Multi-Year Rescheduling: Where timing of design and construction works for major projects
straddle multiple financial years, or commencement has been delayed, and the budget has
been reallocated to future years.
• Emergent Works & Variations: Initiation of new capital works items which have arisen since
BR1 or where there has been a variation due to the acceptance of tender, change in scope,
reallocation of funds or savings realised upon completion with project being under budget.
• Project Savings / Transfers: These are realised savings on existing capital works projects
which have been re-allocated to fund emergent works and variations.
The following table summarises the proposed revised 2024/25 capital budget by program, with the
full program contained in Attachment 2.
Current Multi Emergent Project Proposed
Program Budget Year works & Savings / Budget
(BR1) Scheduling Variations Transfers (BR2)
Capital Works
Bridges 2,002 (300) (634) 1,068
Cemeteries 89 89
Coastal Canals and Waterways 3,163 (700) (221) 2,242
Commercial Land & Properties 120 120
Community Facilities 1,413 125 1,538
Corporate Buildings 1,876 68 1,944
Environmental Assets, Bushland,
878 878
Tracks and Trails
Page 57 of 93
Page 58
GENERAL COMMITTEE MEETING 20 JANUARY 2025
Gravel Road Network 401 401
Holiday Parks 120 120
Libraries and Galleries 481 481
Parks & Playgrounds 2,970 2,970
Pathways & Boardwalks 2,384 60 (55) 2,389
Public Amenities 722 220 942
Public Transport Infrastructure 712 712
Sealed Roads Network 8,282 457 8,739
Sports Ground and Facilities 2,246 (1,000) 150 1,396
Stormwater Drainage 1,984 (400) 76 1,660
Streetscapes and Road
Corridors
88 62 150
Transport and Infrastructure
1,100 (62) 1,038
Mgmt
Waste Management 10,147 (5,750) 4,397
Other Works
Asset Management 1,997 (713) 1,284
Fleet - Plant Replacement 3,906 946 4,852
Strategic Planning 4,801 (351) 196 4,646
ZEN Program 743 743
Loan Redemption 1,241 1,241
Total Base Capital Program 53,866 (8,501) 2,297 (1,623) 46,040
QRA Funded Disaster Program
Disaster Recovery works 78,727 150 78,877
Grand Total 132,593 (8,501) 2,447 (1,623) 124,917
3. Fees and Charges Amendments
Holiday Park Fees and Charges
Current fees and charges for the Noosa Holiday Parks apply until 26 January 2026. Council
maintains an ‘advance’ fees and charges schedule for the parks to allow for forward booking of sites
by customers.
Twice yearly, Council reviews and amends the fees, including benchmarking and suitability
assessment of the fee and charge categories.
This report proposes the adoption of fees and charges for the Noosa Holiday Parks for a further six
(6) months to the end of the July 2026 school holiday period, as indicated in Tables 1-4.
Page 58 of 93
Page 59
GENERAL COMMITTEE MEETING 20 JANUARY 2025
Table 1. Boreen Point Campground
27 January 2026 to 12 July 2026
OFF PEAK PEAK
Change Change Change Change
Current Proposed Current Proposed
$ % $ %
Powered Sites $51.00 $53.00 $2.00 3.9% $56.00 $58.00 $2.00 3.6%
Unpowered Sites $45.00 $47.00 $2.00 4.4% $50.00 $52.00 $2.00 4.0%
Table 2. Noosa North Shore Campground
27 January 2026 to 12 July 2026
OFF PEAK PEAK
Change Change Change Change
Current Proposed Current Proposed
$ % $ %
Powered Sites – Bush $59.00 $61.00 $2.00 3.4% $67.00 $69.00 $2.00 3.0%
Powered Sites – Beach $63.00 $65.00 $2.00 3.2% $70.00 $72.00 $2.00 2.9%
Unpowered Sites $46.00 $48.00 $2.00 4.3% $54.00 $56.00 $2.00 3.7%
Table 3. Noosa River Holiday Park
27 January 2026 to 12 July 2026
OFF PEAK PEAK SHOULDER
Change Change Change
Current Proposed Current Proposed Current Proposed
% % %
Powered $64.00 $66.00 3.1% $79.00 $81.00 2.5% $71.00 $73.00 2.8%
Sites
Unpowered $55.00 $57.00 3.6% $69.00 $71.00 2.9% $62.00 $64.00 3.2%
Sites
Unpowered
Waterfront $60.00 $62.00 3.3% $75.00 $77.00 2.7% $67.00 $69.00 3.0%
Sites
Powered
$57.00 $59.00 3.5% $74.00 $76.00 2.7% $65.00 $67.00 3.1%
Motorhome Bay
Page 59 of 93
Page 60
GENERAL COMMITTEE MEETING 20 JANUARY 2025
Table 4. Other Noosa Holiday Park Fees and Charges
27 January 2026 to 12 July 2026
Change Change
Current Proposed
% %
Extra Persons Nightly – Over 5 Years – Boreen Point & Northshore $12.00 $12.00 $0.00 0.0%
Extra Persons Nightly – Over 5 Years – Noosa River $14.00 $14.00 $0.00 0.0%
Extra Vehicles Nightly – if space allows $5.50 $6.00 $0.50 9.1%
Unpowered short term budget site – All Periods – Noosa River $32.00 $32.00 $0.00 0.0%
Public Use of Amenities – Per Day $4.00 $4.00 $0.00 0.0%
Late Checkout $18.00 $19.00 $0.00 5.6%
Group Fee (20+) – per booking $13.00 $14.00 $1.00 7.7%
Washing Machine Charges $6.00 $6.00 $0.00 0.0%
Dryer Charges $4.00 $4.00 $0.00 0.0%
Administration Fee (Cancellations & Amendments) $32.00 $32.00 $0.00 0.0%
Electricity – Daily Access Charge per day $1.20 $1.20 $0.00 0.0%
Electricity – Usage rate per kWh $0.45 $0.45 $0.00 0.0%
Revenue generated by the holiday parks is shared between the Noosa Holiday Parks Management
contractor and Council based on a revenue split arrangement. The cost of delivering the services
associated with the holiday parks as like any business are subject to inflationary
pressures. Accordingly, the proposed fees and charges consider these cost increases to effectively
deliver the Noosa Holiday Parks program into the future.
The proposed fees and charges have also been benchmarked and tested against fees and charges
adopted by government and privately owned camping and caravan parks located in the Fraser Coast
Council, Gympie Regional Council, Sunshine Coast Council, Tweed Shire Council and Byron Bay
Council regions to ensure the proposed fees and charges are in line with industry pricing.
Over time, the Noosa Holiday Park program has developed into a high quality and popular
recreational camping and caravaning tourism offering. Visitation levels have consistently grown year
on year. The proposed fees and charges are considered commensurate with safeguarding and
maintaining the viability of the Noosa Holiday Parks into the future.
Superseded Planning Scheme
With the recent endorsement of Amendment No 2. to the Noosa 2020 plan by Council, a fee for a
development application to be considered under the superseded planning scheme is also being
proposed.
Fee Name Fee Legislative GST Fee Type
(inc GST) Reference
Request for an application to $1,560.00 Local Government N Application
considered under the Superseded Act 2009 | 97(2)(a) Fee
Planning Scheme (BASE FEE)
Page 60 of 93
Page 61
GENERAL COMMITTEE MEETING 20 JANUARY 2025
4. Organisational Establishment
The last review of the organisational structure was reported to the Council at the Special Meeting on
28 June 2024 as part of budget adoption process. Several submissions were received
as part of the budget review process for new and extended temporary and permanent
positions, as well as the conversion of 2 temporary positions to permanent establishment. Details
of these submissions are outlined in the table below.
* The increase in workplace health and safety positions is being funded through savings in workcover premiums resulting
from the change in service provider.
# Previously the Heritage Coordinator position (0.26 FTE) was part funded via the heritage levy. With the cessation and
redesign of the coordinator position the new Heritage Librarian position (0.51 FTE) will now be part funded by the heritage
levy.
Link to Corporate Plan
Theme No. 5 - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
Previous Council Consideration
The 2024/25 original budget was adopted by Council resolution on 28 June 2024 (Ref. Special
Meeting Minutes, 28 June 2024, Item 2.4, Page 72).
The original 2024/25 fees and charges were adopted by Council resolution on 20 June 2024 (Ref.
Ordinary Meeting Minutes, 20 June 2024, Item 8.4, Page 12).
The 2024/25 budget review 1 (BR1) was adopted by Council resolution on 15 August 2024 (Ref.
Ordinary Meeting Minutes, 15 August 2024, Item 8.3, Page 8).
The revised 2024/25 fees and charges were adopted by Council resolution on 15 August 2024 (Ref.
Ordinary Meeting Minutes, 15 August 2024, Item 8.3, Page 8).
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
Finance
Budget Review 2 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 the achievement of set targets for a variety of financial
sustainability ratios which are 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).
Budget Review 2 continues Council’s financial sustainability commitment with all ratios within the
benchmark ranges set by the Queensland Government:
Original
Indicator Target BR1 BR2
Budget
Council Controlled Revenue Ratio No set target 75.9% 75.2% 74.05%
Operating Surplus Ratio Greater than 0% 0.10% (0.1%) 0.1%
Operating Cash Ratio Greater than 0% 18.10% 17.7% 17.8%
Unrestricted Cash Expense Cover Ratio Greater than 3 months 7.7 months 7.3 months 7.4 months
Total Cash Expense Cover Ratio Greater than 3 months 8.9 months 9.4 months 9.5 months
Asset Sustainability Ratio Greater than 80% 102.70% 136.7% 116.6%
Leverage Ratio 0-3 times 1.1 times 1.2 times 0.94 times
Net Liabilities Ratio Less than 60% 0.70% (3.2%) (7.0%)
Risk & Opportunities
In order to manage and mitigate these risks Council uses various tools which include monthly
ongoing financial reporting to identify and address emerging issues, conservative budgeting,
compliance with the Financial Sustainability Policy, regular budget reviews, effective liquidity
management to ensure sufficient fiscal flexibility, as well as adhering to the Reserves and Restricted
Cash policy which requires that Council maintains both a disaster management reserve and a
minimum 3 months cash cover to fund emergent matters.
Some examples of potential risks that may impact on Council’s operational performance, capital
program delivery, cashflow and cash reserves include:
• substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
• Prolonged closure of Council facilities due to unforeseen circumstances;
• A prolonged IT system failure affecting Council’s ability to deliver services or issue rates notices;
• Economic conditions affecting ratepayers’ ability to pay rates;
• Market driven increases in construction and operational costs significantly above estimates;
• Labour and material shortages and delays.
• Fraud attempts may result in financial impacts to Council if funds cannot be recovered
• Reliance on non-recurrent revenue streams (ie interest revenue on grants and short term cash
holdings) to fund business as usual operations may result in higher rate increases in future years
or service level cuts to fund potential shortfalls.
Council is currently in the process of negotiating its new Certified Agreement, with the current
agreement expiring in February 2025. As these negotiations are ongoing and have not yet been
finalised, no financial impact arising from these negotiations has been recognised in this budget
review.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Financial Services have been in contact with all Council branches. Directors of each department
have reviewed endorsed all submissions received. The Executive Team has also reviewed and
endorsed all submissions received.
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
x Mayor & Councillors x Director x Director
x Chief Executive Officer x Community Development x Financial Services
x Executive Officers x Sport & Active Lifestyles x Fleet
x Community Engagement x Arts & Culture x Revenue Services
x People & Culture x Community Connection x ICT
x Governance x Customer Experience x Procurement
x Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
x Director x Director x Director
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GENERAL COMMITTEE MEETING 20 JANUARY 2025
x Strategic Land Use Planning x Development Assessment x Infrastructure Planning, Design
and Delivery
x Economic Development & x Local Laws x Civil and Asset operations
Destination Management
x Environmental Services x Environmental Health x Waste
x Innovation & Digital Hub x Building & Plumbing x Building & Facilities
x Property / Permits x Disaster Management
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Attachment 1
2024/25 Budget Review 2 - Operating Submissions
Expense Revenue Proposed BR2
Item Description ($'000) ($'000) adjustment
increase / (increase) / ($'000)
(decrease)* decrease* increase / (decrease)
Additional Revenue
Financial Services Additional Interest Revenue YTD upside (561,000) 561,000
Holiday Parks YTD Holiday Park Revenue upside offset with additional associated expenditure 193,983 (193,983) -
Local Laws Additional Infringement revenue offset by casual staffing requirements 80,000 (80,000) -
Property and Facilities Recoupment of utility costs from leased properties (50,000) 50,000
Additional Revenue Total 273,983 (884,983) 611,000
General Rate Funded (Emergent)
All Departments Workforce planning (position responsibility reviews, market adjustments and redesigns) 231,789 (231,789)
Vacancy Dividend YTD recoupment 580,000 (580,000)
Vacancy Savings YTD (580,000) 580,000
Buildings and Facilities Asset Management Planning reallocate M&S to Emp Costs - -
Cemeteries Cemetaries mowing contract 30,000 (30,000)
Civil Operations Deck and Boardwalk contract savings (40,000) 40,000
Noosa Botanic Gardens Masterplan 91,100 (91,100)
Community Engagement New temporary Community Engagement Officer (12 mths) 54,830 (54,830)
Equipment & for new temporary Community Engagement Officer (12 mths) 5,000 (5,000)
Heritage Redesign Hertitage Coordinator posiiton to Heritage Advisor 0.6 FTE and Hertiage Librarian 0.8 FTE part Heritage Levy funded (10,438) 10,438
North Shore Ferry North shore ferry operational costs offset by increased revenue 26,000 (26,000) -
People and Culture Temporary position extension - Employee Relations Officer (6mths) 68,060 (68,060)
Permanent Conversion of Temporary Payroll Officer position 48,523 (48,523)
Procurement and Contracts Permanent Conversion of Temporary Procurement & Contracts Officer 44,369 (44,369)
Property and Facilities Lifeguard Services contract savings (70,200) 70,200
Council property maintenance cost saving (7,500) 7,500
Commercial property lease terminations - revenue reduction 64,520 (64,520)
Commercial lease default costs 29,000 (29,000)
Temporary Events and Permit revenue forecast reduction 30,333 (30,333)
Revenue Services YTD Shortfall in Rates revenue from valuation charges 90,000 (90,000)
Workplace Health and Safety New Position : Senior WHS Advisor (1.0 FTE) funded from Workcover premium savings 104,067 (104,067)
FTE Increase : WHS Support Office (0.5 to 1.0 FTE) funded from Workcover premium savings 24,305 (24,305)
FTE Increase :Employee Wellbeing & Injury Management Officer (0.6 to 0.7 FTE) funded from Workcover premium savings 5,366 (5,366)
Forecast Workcover premium savings (258,667) 258,667
General Rate Funded (Emergent) Total 375,603 158,853 (534,456)
Grant / Partnership Funded
Art Gallery and Butter Factory Floating Land 2025 63,000 (63,000) -
Community Development Disaster Management Risk Audit Grant - expenditure in FY 2024 (78,809) 78,809
Recovery and Resilience Officer - Cat C Grant reallocation (55,723) 55,723 -
Recovery and Resilience Officer - Cat C reallocate M&S to Emp Costs - -
Youth Justice Community-based Crime Action Grant reallocate M&S to Emp Costs - -
Community Facilities QRA FRRP Grant - Girraween Sports Oval Embankment 1,340 (26,280) 24,940
Economic Development Additional funding ANU Colab Program - BOAR 63,122 (63,122) -
Eco-Certified Tourism Destination Program 50,744 (50,744) -
Living Fire Tech Lab - Disaster Rec Cat D final grant payment (97,988) 97,988
Regional Enablers Grant Program 90,000 (90,000) -
Environmental Services and Protection Roost Management Plans - Pinaroo Park Grant 10,850 (10,850) -
Noosa Community Support Seniors Social Isolation Grant Program 30,000 (30,000) -
Waste Management Let’s Get it Sorted Partnership Program 127,455 (127,455) -
Grant / Partnership Funded Total 380,788 (582,525) 201,737
Levy Funded
Heritage Redesign Hertitage Coordinator posiiton to Heritage Advisor 0.6 FTE and Hertiage Librarian 0.8 FTE part Heritage Levy funded (0) (0)
Levy Funded Total (0) (0)
Grand Total 1,030,374 (1,308,654) 278,281
* Positive and negative signage applied to this table to reflect accounting debit and credit principles. For example, an increase in cost or a reduction in revenue is denoted as a positive / debit amount
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Asset Management
Renewal
Shire Bridge Annual Level 3 Bridge & Structure Inspections 159,900 (99,000) 60,900 60,900 60,900
Shire Pavement Management System Road Surface Condition Modelling 50,000 50,000 50,000 50,000
Shire CCTV Drainage Condition Assessment Program 66,720 99,000 165,720 165,720 165,720
New, Expansion & Upgrade
Shire - Survey Equipment 129,592 129,592 129,592 129,592
VHF Communication System 1,590,502 (712,500) 878,002 778,000 100,002 878,002
Asset Management Total 1,996,714 - - (712,500) 1,284,214 778,000 - - - 276,620 229,594 1,284,214
Bridges
Renewal
Tewantin Doonella Bridge Renewal 1,025,000 (300,000) 725,000 362,500 362,500 725,000
Noosa Heads Garth Prowd Bridge Renewal 977,239 (634,000) 343,239 171,620 171,619.00 343,239
Bridges Total 2,002,239 (300,000) - (634,000) 1,068,239 534,120 - - - 534,119 - 1,068,239
Cemeteries
Renewal
Cooroy Cemetery Burial Beam 41,000 41,000 41,000 41,000
Cooroy Cemetery Entrance Renewal 28,429 28,429 28,429 28,429
New, Expansion & Upgrade
Tewanting Cemetery Shoring 20,000 20,000 20,000 20,000
Cemeteries Total 89,429 - - - 89,429 - - - - 69,429 20,000 89,429
Coastal Canals and Waterways
Renewal
Noosa Heads Main Beach Sand Recycling System Pipework Renewal 200,000 200,000 200,000 200,000
Noosaville - Renewal Rock Armour Around Noosa River 200,000 200,000 200,000 200,000
Shire Beach Access Renewal Program 256,300 256,300 256,300 256,300
Shire Beach Shower Renewal Program 62,600 62,600 62,600 62,600
Renewal of revetment wall at O-Boats Gympie Tce, Noosaville 417,296 (300,000) 117,296 117,296 117,296
Noosa Shire Council’s Noosa Main Beach Sea Wall Detailed Design 532,466 (100,000) 432,466 216,233 216,233 432,466
Noosa Waters Revetment Wall 32,902 32,902 32,902 32,902
Claude Batten Drive – Mains Water Supply Renewal 198,420 198,420 198,420 198,420
Moorindil St Ferry Landings - Ferry landings/banks stabilisation 165,184 165,184 165,184 165,184
Noosa Heads Dog Beach SEMP 616,028 (221,000) 395,028 395,028 395,028
New, Expansion & Upgrade
Noosa Main Beach Removable Sand Break Seating Structure 50,000 50,000 50,000 50,000
Living Foreshores Hilton Esplanade 432,253 (300,000) 132,253 132,253 132,253
Coastal Canals and Waterways Total 3,163,449 (700,000) - (221,000) 2,242,449 348,486 - 200,000 - 1,643,963 50,000 2,242,449
Commercial Land & Property
New, Expansion & Upgrade
Pomona - Kindergarten - Bathroom Facilities Upgrade 120,171 120,171 60,086 60,086 120,171
Commercial Land & Property Total 120,171 - - - 120,171 - - - - 60,086 60,086 120,171
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Community Facilities
Renewal
Noosa Heads - J Audio Visual Equipment Renewal Program 90,000 90,000 90,000 90,000
Noosaville - Noosa Leisure Centre - Renewal Work 60,000 60,000 60,000 60,000
Sunrise Beach - Noosa Aquatic Centre - AMP Renewals Program 148,000 148,000 148,000 148,000
Sunshine Beach - Lifeguard Tower - Roof Replacement 27,082 27,082 27,082 27,082
Noosaville - Noosa Leisure Centre - Court 2 Renewal 147,617 147,617 147,617 147,617
Noosa Heads - The J - Replacement of HVAC System 547,598 547,598 547,598 547,598
Noosa Heads - Visitor Information Centre - Building Repairs 83,710 83,710 83,710 83,710
Noosaville - Noosa Seniors Flooring Replacement 41,000 41,000 41,000 41,000
New, Expansion & Upgrade
Tewantin Childcare (19 Moorindil St) - Roof Replacement 180,524 180,524 180,524 180,524
Noosaville - Wallace Park Precinct - External CCTV Camera Install 144,000 144,000 144,000 144,000
Peregian Beach - Digital Hub - HVAC Upgrade 38,500 38,500 38,500 38,500
Cooran - 12 King St - Shade Umbrellas 30,000 30,000 30,000 30,000
Community Facilities Total 1,413,321 - 124,710 - 1,538,031 - - - 41,000 1,284,531 212,500 1,538,031
Corporate Buildings
Renewal
Tewantin - Administration Building - Replace Main Aircon Condenser 366,900 366,900 366,900 366,900
Shire Corporate Building Renewal Program 300,000 (176,741) 123,259 123,259 123,259
Shire - Council Buildings - Access Control 194,400 194,400 194,400 194,400
Pomona - Depot - Office Accommodation 100,000 54,000 154,000 154,000 154,000
Depot Building Renewal 95,295 95,295 95,295 95,295
Noosa Shire Building CCTV Program 50,068 50,068 50,068 50,068
Noosaville Depot LDCC Building Roof Replacement 64,086 64,086 64,086 64,086
Noosa Depot & Tewantin Admin Bld ICT Core Switch Replacement 4,000 4,000 4,000 4,000
New, Expansion & Upgrade
Noosaville - 90 Goodchap Street 769,594 122,741 892,335 122,741 769,594 892,335
Corporate Buildings Total 1,876,257 - 68,086 - 1,944,343 - - - - 1,106,663 837,680 1,944,343
Disaster Projects
Renewal
QRA Funded Disaster Projects (Various) 78,727,487 150,000 78,877,487 78,727,487 150,000 78,877,487
Disaster Total 78,727,487 - 150,000 - 78,877,487 78,727,487 - - - - 150,000 78,877,487
Environmental Assets, Bushland, Tracks and Trails
Renewal
Eastern Beaches Coastal Creeks Investigation 57,618 57,618 57,618 57,618
New, Expansion & Upgrade
Kin Kin - Wahpunga (Trail 4) & Woondum (Trail 3) - Trail Renewal 820,000 820,000 410,000 205,000 205,000 820,000
Environmental Assets, Bushland, Tracks and Trails Total 877,618 - - - 877,618 410,000 - - - 262,618 205,000 877,618
Fleet - Plant Replacement
Renewal
Council Fleet and Plant Replacement Program 3,906,549 873,407 4,779,956 2,546,852 2,233,104 4,779,956
Noosa Shire - Fire Levy - Bushfire Vehicle Modifications 72,120 72,120 72,120 72,120
Fleet - Plant Replacement Total 3,906,549 - 945,527 - 4,852,076 - - 72,120 2,546,852 2,233,104 - 4,852,076
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Gravel Road Network
Renewal
Shire Gravel Resheeting Program 400,838 400,838 400,838 400,838
Gravel Road Network Total 400,838 - - - 400,838 - - - - 400,838 - 400,838
Holiday Parks
New, Expansion & Upgrade
Noosa North Shore - Campground - Generator Install 46,200 46,200 46,200 46,200
Noosa North Shore - Campground Water Distribution 22,000 22,000 22,000 22,000
Noosa River Holiday Park - Street Lighting Renewal 51,300 51,300 51,300 51,300
Holiday Parks Total 119,500 - - - 119,500 - - - 119,500 - - 119,500
Libraries and Galleries
Renewal
Butter Factory Arts Centre Heritage Restoration Works 277,400 277,400 277,400 277,400
Whole of Shire Mobile Library Service Solution 40,000 40,000 40,000 40,000
New, Expansion & Upgrade
Shire - New Regional Gallery Stage 3 - Business Case 163,463 163,463 163,463 163,463
Libraries and Galleries Total 480,863 - - - 480,863 - - 277,400 40,000 - 163,463 480,863
Loan Redemption
New, Expansion & Upgrade
QTC Capital Debt Redemption 1,241,000 1,241,000 1,241,000 1,241,000
Loan Redemption Total 1,241,000 - - - 1,241,000 - - - - - 1,241,000 1,241,000
Parks & Playgrounds
Renewal
Noosa Waters Entry Statement Renewal 94,598 94,598 94,598 94,598
Noosaville - Apex Park Fitness Equip - Upgrade - LGIP 124,142 124,142 124,142 124,142
Noosaville - Quota Park-Wheelchair Accessible Park Furniture 55,725 55,725 55,725 55,725
Noosaville Lions Park Pirate Playground Renewal 100,000 100,000 100,000 100,000
Shire BBQ Renewal Program 12,000 12,000 12,000 12,000
Shire Park Furniture Renewal Program 200,000 200,000 200,000 200,000
Shire Park Shelter Renewal Program 116,200 116,200 116,200 116,200
New, Expansion & Upgrade
Cooroy - Noosa Botanic Gardens - Plant & Equipment Shed 160,000 160,000 80,000 80,000 160,000
Cooroy - Noosa Botanic Gardens - Staff Toilet Facility 25,807 25,807 25,807 25,807
Noosa Hinterland Priority Playground - Planning & Design 125,000 125,000 125,000 125,000
Peregian Beach Skate Park Design & Construct 486,881 486,881 486,881 486,881
Peregian Square - Landscape Design and Delivery 64,350 64,350 32,175 32,175 64,350
Sunshine Beach Ed Webb Park Upgrade 1,405,130 1,405,130 790,346 0 614,784 1,405,130
Parks & Playgrounds Total 2,969,833 - - - 2,969,833 790,346 - - - 814,840 1,364,647 2,969,833
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Pathways & Boardwalks
Renewal
Noosa Hinterland Condition Assessment and Prioritisation 18,897 18,897 18,897 18,897
Noosaville - Seagull Park - Pathway renewal 101,919 101,919 101,919 101,919
Shire Wide - Pathway Renewal Program 1,025,000 1,025,000 1,025,000 1,025,000
Sunshine Beach BelmoreTce Pathway Renewal 44,570 60,000 104,570 104,570 104,570
Tewantin - Cooroy Noosa Rd - Pathway renewal 237,748 237,748 237,748 237,748
Tewantin - McKinnon Dr - Pathway renewal 177,789 177,789 177,789 177,789
Noosa Hinterland Trail 7 Upgrade 187,216 187,216 187,216 187,216
New, Expansion & Upgrade
Cooroy - Pathway Hinterland and Local Links - Kauri St 125,203 125,203 125,203 125,203
Pomona - Pathway Hinterland and Local Links - Factory St 55,000 (55,000) 0 -
Peregian Beach Coastal Pathway Upgrade and Cycle Street - Stage 1 100,000 100,000 100,000 100,000
Pomona - Summit Road - Hinterland and local links Pathway 198,000 198,000 198,000 198,000
Shire Information Signage Audit and Design 66,747 66,747 66,747 66,747
Tewantin - Griffith Avenue - Hinterland and Local Links Pathway 45,714 45,714 45,714 45,714
Pathways & Boardwalks Total 2,383,803 - 60,000 (55,000) 2,388,803 298,000 - - - 1,853,139 237,664 2,388,803
Public Amenities
New, Expansion & Upgrade
Boreen Point - Mains Water replacement 45,000 45,000 45,000 45,000
Noosa Heads Lions Park Upgrade Public Amenities 361,369 361,369 361,369 361,369
Noosaville - Gympie terrace - Changing Places Facility 180,735 180,735 180,735 180,735
Pomona & Boreen Point SES Bathroom Amenities 135,357 135,357 82,417 52,940 135,357
Noosa Heads - Visitor Information Centre - Roof renewal and amenities upgrade 220,110 220,110 154,077 66,033 220,110
Public Amenities Total 722,461 - 220,110 - 942,571 263,152 - - - 154,077 525,342 942,571
Public Transport Infrastructure
New, Expansion & Upgrade
Cooroy Centre - Transit Hub Investigations 94,445 94,445 75,000 19,445 94,445
Noosa Civic - Transit Hub Investigations 96,407 96,407 75,000 21,407 96,407
Shire Wide - Bus Stop Upgrades 520,720 520,720 257,720 157,800 105,200 520,720
Public Transport Infrastructure Total 711,572 - - - 711,572 407,720 - - - 157,800 146,052 711,572
Sealed Roads Network
Renewal
Shire Kerb & Channel Renewal Program 205,000 205,000 205,000 205,000
Shire Reseal Program 5,166,020 5,166,020 1,913,000 3,253,020 5,166,020
Shire Wide - Heavy Patching 1,537,500 1,537,500 1,537,500 1,537,500
Sunrise Beach - 56 David Low Way - Retaining Wall Construction 1,055,068 457,354 1,512,422 455,889 1,056,533 1,512,422
Shire Wide - Roundabout Signage 298,207 298,207 298,207 298,207
New, Expansion & Upgrade
Federal Middle Creek Road Resconstruction 20,000 20,000 20,000 20,000
Sealed Roads Network Total 8,281,795 - 457,354 - 8,739,149 2,368,889 - - - 6,350,260 20,000 8,739,149
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Sports Grounds and Facilities
Renewal
Cooroy Sports Complex - Sporting Field Lighting 500,000 150,000 650,000 650,000 650,000
New, Expansion & Upgrade
Cooroy - Sports Complex - Design and Reconfig. Carpark and entrance 3,100 3,100 3,100 3,100
Cooroy Sports Complex - Gymnastics Upgrade & Multi-purpose area 1,624,500 (1,000,000) 624,500 624,500 624,500
Noosa Liesure Centre - Outdoor Court Upgrade 53,829 53,829 43,063 2,153 8,613 53,829
Sunshine Beach - Noosa Rugby Union Club - Redevelopment 65,000 65,000 32,500 32,500 65,000
Sports Grounds and Facilities Total 2,246,429 (1,000,000) 150,000 - 1,396,429 1,317,563 - - - 34,653 44,213 1,396,429
Stormwater Drainage
Renewal
Shire Bio-Retention Basin Renewals Program 151,300 151,300 151,300 151,300
Shire Pipe Relining / Rehabilitation Renewal Program 425,300 425,300 425,300 425,300
Shire Pit Structure Renewal Program 117,900 117,900 117,900 117,900
Sunshine Beach - Ross Crescent - Slope Stabilisation Construction 518,797 (400,000) 118,797 59,399 59,399 118,798
New, Expansion & Upgrade
Noosaville - 74 Goodchap St - Stormwater Drainage 304,100 76,000 380,100 190,050 190,050 380,100
Noosa Heads - Cooyar Street - Stormwater Bio-basin Upgrade 284,160 284,160 284,160 284,160
Sunshine Beach Ross Cresc Slope Stabilisation Design 182,117 182,117 182,117 182,117
Stormwater Drainage Total 1,983,674 (400,000) 76,000 - 1,659,674 343,559 - - - 943,949 372,167 1,659,675
Strategic Planning
Renewal
Coastal, Central Precincts - Local Centre Planning - Carpark Analysis 57,430 57,430 57,430 57,430
New, Expansion & Upgrade
Boreen Point - Campground - Development Master Plan 47,200 47,200 47,200 47,200
Cooroy - Lake Macdonald Drive - Residential Subdivision 3,300,000 3,300,000 3,300,000 3,300,000
Noosa Junction - Masterplan Update 480,554 (300,000) 180,554 180,554 180,554
Noosa Junction Streetscape 51,152 (51,152) 0 -
Noosaville Foreshore Masterplan including Thomas Street 138,071 195,706 333,777 333,777 333,777
Shire Wide - Place Program 158,302 158,302 158,302 158,302
Sunshine Beach - NAC - Needs Assessment and Master Plan 68,548 68,548 68,548 68,548
Doonan - Eumundi Landfill - Masterplan & Feasibility Study 500,000 500,000 500,000 500,000
Strategic Planning Total 4,801,257 (351,152) 195,706 - 4,645,811 3,300,000 - 180,554 547,200 57,430 560,627 4,645,811
Streetscapes and Road Corridors
Renewal
Noosa Parade Upgrade Stage 2 - Design 88,236 62,000 150,236 123,765 26,471 150,236
Streetscapes and Road Corridors Total 88,236 - 62,000 - 150,236 - - - - 123,765 26,471 150,236
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Attachment 2
RENEWAL, NEW, EXPANSIONS & UPGRADE CAPITAL PROJECTS
2024/25 Capital Program - Budget Review 2
Depreciation General
Current Budget Multi Year Emergent Works & Savings & Levy Other
Program Total Grants Loans funded Cash Cash Total
(BR1) Rescheduling Variations Transfers Reserves Reserves
Reserve Reserve
Transport and Infrastructure Management
Renewal
Noosa Heads Noosa Woods Jetty Upgrade Investigations 91,445 91,445 91,445 91,445
Shire Forward Planning & Design Program Construction Ready Designs 468,000 (62,000) 406,000 406,000 406,000
New, Expansion & Upgrade
Noosa Heads, Noosa Drive Halse Lane to Sunshine Beach Rd 305,307 305,307 305,307 305,307
Pomona - Flood Warning Infrastructure 235,000 235,000 235,000 235,000
Transport and Infrastructure Management Total 1,099,752 - (62,000) - 1,037,752 235,000 - - - 497,445 305,307 1,037,752
Waste Management
Renewal
Transfer station office renewals 180,000 180,000 180,000 180,000
New, Expansion & Upgrade
Doonan - Waste Recovery & Landfill - WHS & Environmental Compliance 895,302 895,302 895,302 895,302
Doonan - Landfill - Cell 2.1 Eastern batter capping 1,165,028 1,165,028 1,165,028 1,165,028
Doonan - Landfill - North Batter Capping 1,190,617 (750,000) 440,617 440,617 440,617
Doonan - Landfill - North Batter Solar 226,496 226,496 226,496 226,496
Doonan - Noosaville/Eumundi Road Landfill Expansion of Resource Recovery Area 1,289,184 1,289,184 1,289,184 1,289,184
Doonan - Noosaville/Eumundi Road Landfill - HES Basin 5,000,000 (5,000,000) 0 -
Container Return point 200,000 200,000 200,000 200,000
Waste Management Total 10,146,627 (5,750,000) - - 4,396,627 - - - 4,396,627 - - 4,396,627
Zero Emissions Program
New, Expansion & Upgrade
Emissions Reduction Program Implementation 400,000 400,000 400,000 400,000
Community Batteries for Household Solar 343,068 343,068 343,068 343,068
Zero Emissions Program Total 743,068 - - - 743,068 343,068 - - - - 400,000 743,068
Grand Total 132,593,941 (8,501,152) 2,447,493 (1,622,500) 124,917,782 90,465,390 0 730,074 7,691,179 18,859,328 7,171,812 124,917,783
Page 71 of 93
Page 72
Attachment 3 - Statement of Income and Expenditure (BR2)
Noosa Council
Statement of Income and Expenditure
For the Year Ended 30 June 2025
Current BR1 Proposed Revised BR2
Budget Adjustments Budget
($'000) ($'000) ($'000)
Revenue
Recurrent Revenue
Rates, Levies & Annual Charges 94,398 (90) 94,308
Fees & Charges 10,936 50 10,986
Interest received 3,150 561 3,711
Sale of Goods and major services 15,632 312 15,944
Sale of contract and recoverable works - - -
Rental & lease income 2,273 (39) 2,234
Other recurrent income 1,001 (5) 996
Grants, subsidies, contributions and donations 6,653 519 7,173
Unitywater Distributions 5,950 5,950
139,993 1,309 141,302
Expenses
Recurrent Expenses
Employee benefits 52,577 560 53,138
Materials & services 62,343 470 62,813
Finance costs 3,032 - 3,032
Depreciation 21,936 - 21,936
Other expenses 245 - 245
140,133 1,030 141,164
Operating Result (140) 278 138
Summary of Capital Revenue and Expenditure
Capital Revenue
Capital contributions and donations 1,200 - 1,200
Contributed Assets 1,500 - 1,500
Grants, subsidies, contributions and donations 92,983 (2,519) 90,464
Cash / revenue 33,411 (158) 33,253
New loan borrowings 5,000 (5,000) -
Other capital revenue - - -
Total Capital Revenue 134,094 (7,677) 126,417
Capital Expenditure
Contributed assets 1,500 - 1,500
Capital works - constructed assets 119,906 (7,755) 112,151
Capital works - other capital 11,447 78 11,525
Loan redemption 1,241 - 1,241
Other capital expenses - - -
Total Capital Expenditure 134,094 (7,677) 126,417
Page 72 of 93
Page 73
2024-25
Budget Review 2
Financial Statements
noosa.qld.gov.au
Page 73 of 93
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