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2021-05-11 Services & Organisation Committee Meeting Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 11 May 2021
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 81 (of 96)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
TABLE OF CONTENTS
ITEM PAGE
1 ATTENDANCE & APOLOGIES 3
2 CONFIRMATION OF MINUTES 3
3 PRESENTATIONS 3
4 DEPUTATIONS 3
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE 4
1 MEMORANDUM OF UNDERSTANDING WITH THE UNIVERSITY OF THE
SUNSHINE COAST 4
2 CEO TRANSITION TO RETIREMENT 17
6 REPORTS FOR NOTING BY THE COMMITTEE 26
3 CAPITAL PROGRAM DELIVERY STATUS – APRIL 2021 26
4 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE – 3RD QUARTER
2020-21 36
5 JANUARY 2021 RATE LEVY OVERVIEW 45
6 CORPORATE SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21 50
7 EXECUTIVE SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21 55
8 COMMUNITY SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21 65
9 OPERATIONAL PLAN PROGRESS REPORT – 3RD QUARTER 2020-21 81
7 CLOSED SESSION 96
Page 2 of 96
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
1 ATTENDANCE & APOLOGIES
2 CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 6 April 2021 be
received and confirmed.
3 PRESENTATIONS
Nil.
4 DEPUTATIONS
Nil.
Page 3 of 96
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 MEMORANDUM OF UNDERSTANDING WITH THE UNIVERSITY OF THE SUNSHINE
COAST
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ 27.77 - Education
Attachments 1. Draft Memorandum of Understanding
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation Committee
Meeting dated 11 May 2021 and:
A. Agree to enter into a Memorandum of Understanding with the University of the Sunshine Coast
which will enable Noosa Council and the University of the Sunshine Coast to develop a
productive long-term working relationship with the opportunity to develop specific projects that
will benefit both parties;
B. Appoint the Chief Executive Officer as Council’s Co-Chair of the Management Committee
under the Memorandum of Understanding; and
C. Appoint Councillor ________ as Council’s additional representative on the Management
Committee.
REPORT
1. Background
The University of the Sunshine Coast (USC) is the major university in our region. As well as their
main campus at Sippy Downs, USC has also had a physical presence in Noosa for nearly 15 years.
On 17 February 2021, the Mayor, Councillors and CEO met with the Vice Chancellor and senior staff
at USC. We explored opportunities to work more closely together in the future and agreed that it
would be opportune to consider the establishment of a formal Memorandum of Understanding (MOU)
between the two organisations. Since that time, the Chief Executive Officer and the Pro Vice
Chancellor (Engagement) have been in negotiations about how we can advance the working
relationship.
2. Proposed Memorandum of Understanding
A draft Memorandum of Understanding has been developed (see Attachment 1) and is presented to
Council for adoption. The key points in relation to the proposed MOU are as follows:
An MOU is an enabling document to help establish a working relationship which can lead to
specific projects that the parties can do together.
Page 4 of 96
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
A Management Committee will be established to nurture the working relationship with that
Committee to be to be co-chaired by the Noosa Council CEO and the University Pro Vice-
Chancellor (Engagement).
The Council can have an additional member of the Management Committee and the
recommendation proposes that the additional member from Noosa Council be a Councillor and
the Council will need to select one of the Councillors to represent it on that Committee.
Sitting beneath the Engagement Committee, both Council and the University will establish a
joint MOU Working Group comprising relevant operational staff. This group will focus on
identifying specific projects that their respective organisations can consider. From Council’s
perspective, at staff level this will be led by our Economic Development team (Carolyn Bullen)
who also has carriage of the Noosa Education and Training Alliance (NETA Group).
The intent of the MOU is for Council and USC to work through a process to identify specific
projects will that we can work on together to give effect to the MOU. The types of projects that
could be developed could include:
o Research Projects – Noosa Council may be able to identify particular subjects/areas that
it wishes to have researched while at the same time, USC has PhD and other students
looking to undertake real-life research projects. This MOU provides an opportunity for
collaboration in that regard to ensure that research undertaken has a real life application
and would create benefits for the Noosa community.
o Student and Education development - opportunities for USC to undertake student
placements at Noosa Council and for Noosa Council to consider student graduate
programs to provide real life learning opportunities to support student studies. Similarly,
USC may be able to provide training programs for Council staff to support ongoing
professional development.
o Engagement – working together on events and symposiums to increase opportunities
for education in the Noosa area.
o Other projects such as opportunities for Council to link up innovative businesses based
in Noosa with University researchers to continue to develop new products and services
that may have commercial value.
Previous Council Consideration
Nil.
Finance
There are no financial implications in signing the MOU. There may be a financial cost to Council in
entering into any detailed subsequent agreements for the University to undertake research or other
activities on Council’s behalf. This will be determined as we develop further detailed projects for
consideration.
Risks & Opportunities
Establishing this Memorandum of Understanding with the University of the Sunshine Coast will
provide opportunities for both the University and Council to develop their ongoing relationship. There
are some specific opportunities to develop projects that focus on research, student and education
opportunities and supporting engagement of education opportunities in the Noosa Shire.
Consultation
External Consultation - Community & Stakeholder
Vice Chancellor of USC
Pro Vice Chancellor (Engagement) of USC
Page 5 of 96
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Internal Consultation
Acting Economic Development Manager
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services X Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance X Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 6 of 96
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
ATTACHMENT 1
Page 7 of 96
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
ATTACHMENT 1
AUSTRALIA
MEMORANDUM OF UNDERSTANDING
for
ENGAGEMENT AND COLLABORATION
BETWEEN
UNIVERSITY OF THE SUNSHINE COAST
AND
NOOSA SHIRE COUNCIL
Page 1 of 10
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Page 8 of 96
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
AUSTRALIA
THIS MEMORANDUM OF UNDERSTANDING is made the day of 2021
BETWEEN
UNIVERSITY OF THE SUNSHINE COAST
ABN 28 441 859 157
90 Sippy Downs Drive, Sippy Downs, Queensland {USC}
AND
NOOSA SHIRE COUNCIL
ABN 97 969 214121
9 Pelican St, Tewantin QLD 4565 (NSC}
BACKGROUND
A. This Memorandum of Understanding {MOU) was prepared to formally record the in-principle
agreement between USC and NSC to cooperate with one another in connection with
establishing a mutually beneficial relationship as further described in this MOU.
B. This MOU is taken to have commenced on the date hereof and will continue until terminated
in accordance with clause 7.
INTERPRETATION
In this MOU, unless the contrary intention appears:
{a} clause headings are for convenient reference only and have no effect in limiting or extending
the language of the provisions to which they refer;
{b) where a word or phrase is given a particular meaning, other parts of speech and grammatical
forms of that word or phrase have corresponding meanings;
{c) areference toa clause, annex or schedule is a reference to a clause of, or annex or schedule to,
this MQU;
{d) no provision of this MOU will be construed adversely to a party solely on the ground that the
party was responsible for the preparation of this MOU or that provision;
{e} areference to “including” should be read as “including, without limitation’;
{f} areference to writing, or written, refers to any representation of words, figures or symbols
capable of being rendered in a visible form; and
{g) words in the singular include the plural and vice versa.
Page 2 of 10
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
AUSTRALIA
OPERATIVE CLAUSES
1. Purpose
The parties acknowledge and agree that the primary purpose of this MOU is to establish an
enduring and mutually beneficial relationship between the parties by developing closer ties
and undertaking the various associated activities {Principal Activities) further detailed in the
Schedule.
2. Consultation and cooperation
{a) The parties recognise and agree that the proper performance of this MOU will require
frequent and close cooperation between them. The parties will consult reasonably with one
another in relation to all matters concerning the Principal Activities.
{b) The parties recognise that separate agreements may be required to properly document
specific initiatives that the parties agree are to be implemented as part of developing closer
ties in accordance with clause 1.
3. Intellectual property
{a) The parties agree that each party retains ownership of any intellectual property pre-existing
or independently owned or developed by a party which is made available by a party to the
other party for the purposes of this MOU.
{b) All rights, title and interest in such intellectual property is and remains the property of the
relevant party but each party grants to the other party a licence to use, reproduce, adapt
and communicate such intellectual property as may be used for purposes envisaged under
this MOU. Such licence does not include any right to grant sub-licences.
{c) If however collaborative or joint activities give rise to intellectual property, the parties must
use their best endeavours to agree on the ownership of such intellectual property and to
ensure appropriate licences are provided to the other party {as may be reasonable and
necessary in the circumstances). Any such agreement or licences must be documented in
writing and approved accordingly.
{d) Both parties agree that all commercialisation opportunities resulting from joint research or
joint activities will be assessed on a case-by-case basis and separate agreements will be
negotiated and executed for each opportunity.
{e) All publications arising from joint research or joint activities will be jointly attributed to both
USC and the other party, with USC to have the primary attribution for publications and the
other party to have the secondary attribution.
4. Legal status
{a) Except as set out in clauses 3, 4, and 5:
Page 3 of 10
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AUSTRALIA
{i) this MOU is not intended to create binding legal obligations between the parties;
and
{ii} the understandings expressed in this MOU are subject to and conditional on the
negotiation and execution of final contracts.
{b) Each of the parties acknowledges and agrees that it intends to use reasonable endeavours to
enter into separate legally binding long form agreements to record the terms on which the
Principal Activities will be undertaken, and the respective contributions of the parties
including those outlined in the Schedule.
{c) The parties agree to negotiate in good faith in relation to the terms and conditions of their
respective agreement/s, as soon as reasonably practicable to enable the agreement/s to be
executed no later than nine {9) months after this MOU is signed by both parties.
5. Publicity and public announcements
{a) No party may make or authorise the making of any press release or other public
announcement relating to the negotiations of the parties, the subject matter of this MOU or
any of the transactions contemplated by it unless:
{i} it has the prior written approval of the other party; or
{ii} the release or announcement is required to be made by law, provided that nothing
in this clause restricts a party from making any public comments or statements in
relation to any matters relating to this MOU where in their judgment it is in the best
interests to do so. Where possible, that party will provide reasonable prior notice of
any such public comments or statements.
{b) This clause survives termination of this MOU.
6. Governance
{a) The parties are committed to the principles of best practice in governance, recognising that
strong, accountable and transparent governance is directly linked to achieving desired and
measurable outcomes. To that end, the parties agree to establish a committee
{Management Committee) to assist with oversight of the Principal Activities.
{b) The Management Committee will:
{i) provide a forum for the parties to discuss their respective priorities;
{ii) increase the quality and quantity of opportunities for collaboration and cooperation;
{iii) provide leadership across the full range of activities to be considered under this
MOU, including to assist in the implementation of the objectives of this MOU;
{iv) establish working groups to resolve issues of mutual significance, including to assist
in effecting identified opportunities;
Page 4 of 10
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{v) identify ways to deepen the relationship between the parties at various levels in
accordance with the MOU; and
{vi) undertake any other activity consistent with the stated objectives of this MOU.
{c} The Management Committee will consist of four {4) members to be jointly appointed by USC
and NSC.
{d) The Management Committee will meet at six {6) monthly intervals and as necessary.
{e} A Co-Chair representing USC and a Co-Chair representing NSC will chair meetings of the
Management Committee on an alternating basis. The agenda for the meeting will be set by
the relevant chair, which will be circulated at least seven {7} days prior to the proposed
meeting.
{f) The initial Co-Chairs will be USC Pro Vice-Chancellor (Engagement) {USC) and Noosa Shire
Council CEO {NSC).
7. Termination
{a} Unless the parties have entered into agreement/s as contemplated above or have otherwise
agreed in writing, this MOU will terminate automatically on 30 June 2024.
{b) A party may terminate this MOU with immediate effect by written notice to the other party
if the other party:
{i) breaches any of the material provisions of this MOU where the breach is incapable
of remedy; or
{ii) breaches any of the provisions of this MOU where the breach is capable of remedy
but fails to remedy that breach within five (5) business days of notice requiring it to
do so.
8. Inconsistency
If there is any inconsistency between any of the provisions of this MOU and the Schedule,
the relevant provision of this MOU will prevail to the extent of the inconsistency.
9. Costs
{a) The parties agree that each party is responsible for its own costs and expenses:
{i) relating to preparation and negotiation of this MOU; or
{ii) incurred by it relating to the preparation and negotiations of any long form
agreement/s as contemplated by this MOU.
{b) Each party acknowledges that it enters in to this MOU at its own risk and any claims made or
proceedings brought by any third party against any party/s relating to this MOU will be the
Page 5 of 10
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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AUSTRALIA
responsibility of the relevant party/s against which the claim is made or the proceedings are
brought.
10. Variation
This MOU shall only be varied by way of a written variation signed by the parties.
11. Waiver
The failure of either party to enforce this MOU shall in no way be interpreted as a waiver of
its rights under this MOU. A single or partial exercise of the power or right does not
preclude a further exercise of it or the exercise of any other power or right under this MOU.
12. Entire Agreement
This MOU constitutes the entire agreement between the parties and supersedes all prior
representations, agreements, statements and understandings relating to its subject matter,
whether verbal or in writing
13. Applicable Law
This MOU is governed by, and is to be construed in accordance with, the laws from time to
time in force in Queensland. The parties agree to submit to the jurisdiction of the courts
having jurisdiction in Queensland.
14. No Agency, Joint Venture or other Relationship
The parties acknowledge that they must not hold themselves out as an agent, partner or co-
venturer of the other and that this MOU is not intended and does not create an agency,
partnership, joint venture or any other type of relationship except the contract relationships
established hereby.
15. Notices
Any notice, advice, agreement, undertaking or any other communication given by one party
to the other for the purposes of this MOU must be in writing.
16. Severability
If any provision of this MOU is illegal, invalid or unenforceable then:
{i) | where the offending provision can be read down so that it is partially valid and
enforceable, it must be read down to the extent necessary to achieve that result; and
{ii} in any other case, the offending provision must be severed from this MOU.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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17. Counterparts
This MQU may be executed in any number of counterparts. Together all counterparts make
up one instrument.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
AUSTRALIA
Each party will confirm its respective agreement to the terms set out above by signing where
indicated below and returning a signed copy by email to the other party.
Signed for and on behalf of
UNIVERSITY OF THE SUNSHINE COAST:
by its authorised representative:
Signature
Name
Position
Date
Signed for and on behalf of
NOOSA SHIRE COUNCIL
by its authorised representative:
Signature
Name
Position
Date
Page 8 of 10
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
AUSTRALIA
SCHEDULE
Principal Activities
Education
Work Integrated Learning {Wit}
WIL broadly describes opportunities for students to put theory into practice, develop personal and
professional skills, establish job networks, and find out what it’s like to work in your area of study.
USC and NSC will identify and promote WIL opportunities for USC students within NSC and the NSC
region. Such opportunities may include internships, practicums, placements, projects, wider field
experience, supervised professional experience, professional practice or work experience.
Professional Development
USC and NSC will share experience and expertise to identify professional development opportunities
for local government employees.
Research
Research describes the “creative and systematic work undertaken in order to increase the stock of
knowledge — including knowledge of humankind, culture and society — and to devise new
applications of available knowledge”.
Both parties acknowledge that coordinated research, development and innovation activities provide
a foundation for sound economic, social and environmental development. Together they will seek to
identify, promote and deliver research projects or activities that progress the economic, social and
environmental! development of the NSC region. Such research activities should include those that:
e Offer translational benefits to local industries such as, but not limited to, tourism;
e Increase local capacity to address complex issues through partnerships with initiatives such
as, but not limited to, the Noosa Biosphere; and
e Increase capacity of the NSC region’s research and innovation-led industries.
Engagement
Engagement describes the reciprocal process of exchanging ideas and sharing knowledge, skills and
resources to produce tangible beneficial outcomes. Both parties agree to work together to identify
and implement initiatives that will increase the scope and scale of activities that USC delivers in the
NSC region and align with regional priorities. Such activities may include, but are not limited to,
hosting events such as conferences and symposiums.
1 OECD (2015), Frascati Manual 2015: Guidelines for Collecting and Reporting Data on Research and Experimental
Development, The Measurement of Scientific, Technological and Innovation Activities, OECD Publishing, Paris, pp 44-45
Page 9 of 10
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Activation
The above activities will be explored and actioned through the establishment of an MOU Working
Group.
The Working Group will consist of three representatives from each of USC and NSC, and be
coordinated through:
s The Office of Engagement - USC
° Economic Development — NSC
The Working Group will identify and agree priority projects of mutual benefit and seek approval
within their respective organisations for endorsement by the Management Committee by the 30°"
June annually for the life of this MOU; and report annually on progress and outcomes to the
Management Committee and within the own organisations {as required).
The Working Group are authorised to co-opt other members from across their organisation on an as
needs basis to:
° identify and determine projects; and
° develop agreed project implementation plans including budgets, stages, clear outcomes,
milestones and KPI's.
Page 10 of 10
Page 16 of 96Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
2 CEO TRANSITION TO RETIREMENT
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ CEO – Governance & Administration
Attachments 1. Letter from CEO to Mayor and Councillors
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation Committee
Meeting dated 11 May 2021 and:
A. Note the advice from the CEO that he proposes to retire on 2 February 2022; and
B. Council commence a recruitment process for a new CEO with a view to having a decision on
his replacement by October 2021 to enable a smooth transition to occur.
REPORT
The purpose of this report is to advise Council that the Chief Executive Officer is proposing to
transition to retirement in early 2022. This report sets out details of the proposed transition process
and also includes the rationale for retirement at this time, reflections on his years as CEO and
appreciation for support to the CEO during that time.
1. CEO transition to retirement
Attachment 1 to this report sets out a letter from myself as CEO to the Mayor and Councillors
outlining my intention to transition towards retirement. I intend to retire on 2 February 2022. The
attachment sets out my rationale for retirement at this time, reflections on my period as CEO and a
series of “thank yous” for support during my time as CEO.
In a nutshell:
I have been privileged to be CEO of this organisation since we de-amalgamated at the
beginning of 2014.
It has been an incredible journey and one that I am so fortunate to have been part of.
By the time my retirement date comes around, I will have been CEO for 8 years and feel that
it is time for someone else to step forward to pick up the mantle. I hope that whoever comes
next has the opportunity to take our Council to even greater heights.
I have a strong personal conviction that organisational renewal is desirable for the benefit of
the organisation – fresh eyes, fresh ideas and new energy.
The time is right. There is an ideal window for a new CEO to commence at a Council –
generally in years 2 or 3 of the 4 year Council term. This minimises disruption in the lead up to
the Council election process and also in the year following an election as the new Council goes
through its induction process.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
On a personal basis, I reach the milestone age of 60 just after my retirement and it is time to
give time to my family and to stop and smell the roses.
I have been incredibly fortunate to work with 3 Mayors and 12 different Councillors since de-
amalgamation. They have been very supportive of me as CEO.
This Council has been blessed to have such strong Executive and Management Teams which
I have been privileged to lead.
And of course, I have been CEO of magnificent staff who provide “above and beyond” service
to our community every day. The staff at our Council care deeply about our community and
have a passion for what they do.
I am also aware that there is sometimes speculation about “hidden reasons” for a CEO deciding to
leave their role. To make it abundantly clear, my decision to retire next year is not related to any
reason other than those identified in this report and my attached letter. Specifically, it is not related
to the additional workload associated with leading through the Covid period, it is not related to the
change in Council at the last election nor is it related to any other issue. It is simply time for me to
ride into the sunset satisfied that I have contributed positively to the Noosa Council and Noosa
community.
2. What next?
By giving Council my advice at this time, it provides Council with almost 9 months to plan for the
CEO changeover.
My intention in providing ample notice is to ensure that the transition process is as smooth as
possible, allows Council plenty of time to undertake a comprehensive recruitment process and finally,
allows for a handover period between the outgoing CEO and the incoming CEO.
For those Councillors who have not been through a CEO recruitment process before, this part of the
report sets out how that process works.
Ultimately, it is the Council (by Council resolution) who appoints the CEO. That is anticipated to
occur in in late 2021 to allow for a smooth transition process.
For the recruitment of a CEO, it is normal to engage the services of a specialist recruitment agency
to help facilitate the recruitment process. This will be undertaken by the Director of Executive
Services in consultation with the Mayor and Deputy Mayor. While our Council doesn’t normally use
recruitment firms for any vacant positions, it is appropriate in this circumstance to employ such an
agency to assist. The recruitment agency should be in place by the end of June.
After that time, the usual process will apply – advertising, screening, shortlisting, interviewing and
referee checks. The Mayor and Deputy Mayor will have oversight of the process and, of course, will
engage with Councillors throughout that process. As outlined above, it is the Council that makes the
final decision based on the recommendation from the panel.
Previous Council Consideration
Nil.
Finance
It will cost approximately $20,000 - $25,000 to have a recruitment agent assist in facilitating the CEO
recruitment process. This funding can be allocated during BR1 as part of the normal budget revision
process.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Risks & Opportunities
If not managed properly, a change in leadership at a CEO level can bring disruption to an
organisation. That is why 9 months’ notice been given to ensure that a smooth and planned transition
can be undertaken.
The decision to appoint a new CEO is an important one for any Council. By giving plenty of notice,
the Council is able to take its time, undertake a thorough recruitment process and review all
candidates prior to making the appointment. It also provides time to engage a specialist recruitment
firm that can assist Council throughout the process.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Mayor and Deputy Mayor
Director of Executive Services
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services Environment & Sustainable Development Infrastructure Services
x Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
ATTACHMENT 1
Page 20 of 96
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
ATTACHMENT 1
1 May 2021
Mayor Clare Stewart and Councillors
Noosa Shire Council
9 Pelican Street
Tewantin QLD 4566
Dear Clare and Councillors,
Re: - Transition to Retirement
| would like to advise the Council that after much contemplation, that | propose to transition to retirement
in early 2022.
In doing so, my intention is to provide the Council with as much notice as possible to enable a smooth
transition process for the role of CEO to occur. My intention is to retire on 2 February 2022 which coincides
with the expiry of my current contract. This will provide Council with almost 9 months to advertise, shortlist,
interview and select a new Chief Executive Officer and also provide time for a “CEO handover” to minimise
any operational disruption to the organisation. There is a lot on at the moment and the more time there is
to have a measured handover, the better for the Council in terms of continuity.
| would like to share with the Council my reasoning for transitioning to retirement at this time.
Firstly, | have a strong personal view that any organisation need renewal on a regular basis. This helps bring
new ideas, new energy and fresh eyes to a Council which | think will be good for the organisation in the longer
term. | am personally proud of what our Council has achieved since we de-amalgamated at the beginning of
2014. It has been an incredible experience and one that | am very privileged to have been part of. | hope
that whoever is the next CEO can take the Council to even greater levels.
Secondly, if a Council is going to have a change at the CEO level, it’s best to happen near the midterm, not
just before or just after an election. Changes before or after an election can be quite disruptive to a Council
based on my experience of what has occurred at other councils across Queensland. My proposed retirement
date will be close to the midterm for this Council and enable a new CEO to settle in with the current Council
and be well established before the next election period starts. Having been through a number of elections,
| know how challenging election periods can be and how important it is to go into that time with a settled
CEO/Council relationship in place.
And finally, | turn 60 next year. | have put my heart and soul into this organisation for many years since
originally being appointed as Director of Corporate Services in 2001. Now coming up for 8 years as CEO, it’s
time to slow down and smell the roses and enjoy the lifestyle that Noosa has to offer. Suffice to say that the
role of CEO is quite an intense one and it will be good to have some time to myself. The average tenure for
a CEO in local government across Queensland is currently less than 2 % years reflecting the somewhat
challenging nature of the role in recent years. Not many CEO’s get to choose the time of their departure.
| have some plans to spend time doing volunteer work to help some indigenous Councils develop their
governance capabilities and hope that my experience will help make a difference to those Councils. | will, of
course, get further involved in the Noosa community by having time to volunteer for local community groups.
And finally, | may get some requests to provide support and assistance to other CEO’s across the State which
| willbe happy to do. The role of alocal government CEO is a somewhat complex and occasionally lonely role
and | would like to continue the work | have been doing for the last few years as LGMA State President in
supporting other Council CEOs via mentoring.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Reflection
It is natural at a milestone moment such as this to reflect on what has been achieved in my time as CEO. In
almost all instances, the achievements outlined are the product of our staff and | have been fortunate to be
the CEO of the organisation at this most productive and interesting time.
Considering retirement has made me reflect on what we have collectively achieved in recent years and in no
particular order, | would like to reflect on the following:-
e Starting the Council from de-amalgamation was a great challenge. | was fortunate to inherit good work
undertaken by the Transfer Team in readiness for the Council starting at the beginning of 2014 including
a then innovative approach to ICT systems. There was a lot of work to be done to establish the
“machinery of government” including governance policies, delegations, staff positions, organisational
structures etc. We had a blank sheet and took advantage of that to create the best Council we could be.
e It was in this period that we focused on establishing good governance practices. This included the
establishment of our Audit and Risk Committee, Council committees, meeting procedures and writing a
new set of local laws. None of this sounds particularly exciting but good governance leads to good
decision-making and it forms the building blocks of a good Council. A lot of our success can be tied back
to good governance.
e Wearein a strong financial position, not something many councils in Queensland can claim. Establishing
a Financial Sustainability Policy as the basis for decisions during our budget processes has been a big
success as well as managers undertaking “build from base” budgeting. Years of good financial
management allowed Council to make an early re-payment of $10m off our debt in 2019. We have also
restructured our existing debt to take advantage of lower interest rates. At the time of de-amalgamation,
our inherited debt was $40M but it is now below $22M.
e We have also managed to be very innovative. The best examples of this are:-
> Peregian Beach Digital Hub - | can still recall negotiating to buy the precinct land from the Pine Rivers
Bowls club. Who would have thought that only a few years later, we would have a world-class Digital
Hub filled to capacity and delivering such innovative programs as FireTech? The success of this
initiative has been beyond expectations and is evidenced by the more than 1,000 individuals and
businesses who connect to the Hub via the various affiliated digital network groups.
> Community juries - Noosa Council ran the first community juries in Queensland local government.
They were a highly innovative way of engaging with the community to allow them to “deep dive”
into particular subject matters. One of the jury outcomes led to Council making a decision to
introduce a green wheelie bin, thus reducing the amount of waste going to landfill.
» Makerspace in Council libraries — the Cooroy library introduced the first Makerspace in a public
library in Queensland. Providing an opportunity for local residents to explore their creative abilities
and introducing virtual reality and 3-D printing to local school students. The Cooroy Library was also
selected as one of the top 7 coolest libraries in the world.
e We have also been successful in winning a number of high profile awards. Just two examples include:-
> The Noosa Heads Boardwalk - a world-class connection between Hastings Street and the Noosa
National Park. Conceived over a number of years and being delivered ahead of time and below
budget, this project won both its category and also the overall winner by the Institute of Public Works
Engineering as the best project in Queensland. It is highly acclaimed by our local community as a
signature piece of infrastructure that blends in with the local environment.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
> The Yurol Ringtail conservation project — an innovative five way partnership between three State
government Departments, Council, a local environment organisation and a private timber plantation
company which will see the establishment of a new national park for Noosa comprising over 2,400
ha. Providing regional environment connectivity at a scale not normally achieved in south-east
Queensland, this project won both the Queensland and Australian local government awards for best
project of its type in 2019. This is one project that | am particularly proud of given its long-term
benefits to the Noosa region and environment.
e We have developed and tested in real life our disaster management capability and have come through
with flying colours. Although now just a distant memory, early minor flooding following de-amalgamation
assisted in “road testing” our response capability. The remnants of Cyclone Debbie in February 2017
proved that we could manage more significant disasters which stood us in good stead for the 2019
bushfires. With four separate fire events, our Council was able to support our community and local
emergency services. My most vivid memory is standing in front of the Council Chambers on the Friday
evening of the Cooroibah fires watching the glow work its way towards Tewantin. Visiting the evacuation
centres at midnight and seeing our staff provide support and assistance to hundreds of evacuees
demonstrated how committed our staff are to supporting the Noosa community. We also have focused
on reducing future risk by installing new flood gauges, undertaking flood prevention works at the
Daintree Estate, Rifle Street Pomona and more recently, increasing our fire burn program and fire access
track maintenance.
e Of course, the advent of Covid 19 in early 2020 presented new challenges. With many of the decisions
to be made in relation to our Covid response falling within the caretaker period, as CEO | was mindful to
support both the community and also our staff in unprecedented times. This type of issue wasn’t in the
“CEO manual” but we adapted as an organisation by changing work practices (working from home etc)
while at the same time, ensuring that services were still provided to our community. We also established
the Business Roundtable, provided discounts for various business licenses, supported local community
groups to deliver food parcels and adopted a “Covid budget”. | am incredibly proud of how our team
responded to the Covid challenge and | even learnt new skills by introducing live CEO online broadcasts
to our staff.
e There are some particular projects which | would like to highlight as being significant in this period. These
include:-
>» The sealing of Dr Pages Road. At a cost of $5.5M, this signature road sealing project opened up the
northern part of our hinterland for tourism opportunities as well as benefiting the community living
in that locality to be able to access Tewantin on an all-weather road. It was designed and constructed
in a compressed timeframe and opened in 2016.
> The purchase of Johns Landing. Working with the Community Roundtable, Council was successful in
assisting to relocate and provide social support to over 90 residents of Johns Landing in order to
alleviate social problems that had been apparent for many years. The Council now has a riverfront
asset which is available for future use options as well as securing environmental land as part of the
purchase.
> Queens Baton relay. As part of the 2018 Commonwealth games, Noosa hosted the Queens Baton
relay. It was a wonderful community event culminating with the baton being run along Noosa Main
Beach and feedback from the organisers was that the Noosa leg of the relay was one of the best
organised and supported of the relay. Perhaps we will be hosting the Olympic torch relay in 2032?
Page 22 of 96Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
> Tait Duke cottage. Although not a major project, it was a highly significant one that resolved the
location and proposed use of this cottage which had been “stored” in the Wallace Park precinct for
many years during the SCRC years. Creating a partnership with community organisations has seen
the cottage brought back to life and provided community benefit.
> Hinterland playground. This promises to be another signature piece of infrastructure that will have
the “wow factor” for the hinterland. Many years in the making, construction has now begun following
an extensive assessment, tender and planning processes. | look forward to taking my future
grandkids to this park.
e =©Refurbishing existing facilitates has been consistent with my philosophy of “looking after what you have
before you build something new”. |n the past few years, we have:-
> Undertaken a major revamp of the Noosaville Library that refurbished the asset for future
generations and added significant new capability including RFID and a Makerspace. This
refurbishment complimented the existing architecture, expanded the public areas and added
innovative solar panels to the roof line.
>» Undertaken a major refurbishment of the Noosa Aquatic Centre that included a complete revamp of
the major pool, replacement of the deck, roof and also major plant and equipment to operate the
facility (including the heat pumps). The facility remains a centrepiece of the local swimming
community after 25 years.
» Undertaken a major refurbishment of the Noosa North Shore campground to provide for both world
class beach side camping options for our community/visitors and also to provide Council with long-
term commercial revenue. Similarly, refurbishments of public amenities at our Munna Point
campground and Boreen Point campground have been undertaken.
» Focus on refurbishing our bridges given that there is a significant amount of Federal funding
available. This has included major bridges like the Munna Point Bridge, the Mary River Road Bridge
at Cooroy and the Orealla Bridge at Sunrise Beach. Indeed, we have been highly successful in
attracting funding from the State and Federal Government for a range of projects. | haven’t added
it up over the years but imagine we have attracted over S40M worth of State and Commonwealth
funding to our region.
e Starting a new Council meant we had to establish a range of long-term strategies/plans to help guide
decision-making. These included:-
» A Local Economic Plan which was focused on diversifying our economy away from tourism and is
currently being reviewed for its second iteration. Our economy has become more resilient as
evidenced by the “bounce back” after Covid.
>» A Social Strategy supported by a range of sub-plans including a Sport and Recreation Plan, an Arts
and Cultural Heritage plan etc. This is supported by an active community grants program to support
our local community groups.
> An Environment Strategy supported by specific plans including a koala conservation plan. This is
supported by an environment grants program together with acquisitions via our environment levy of
land at Boreen Point, Cooroibah and Johns Landing.
>» Anew Town Planning Scheme developed after 4 years of research and community engagement was
adopted in 2020. This was a challenging process with high levels of community interest.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
» Establishing the Noosa Design Principles to help guide maintenance of our “look and feel” that makes
Noosa special.
» Retaining the Noosa Biosphere Reserve status by having UNESCO renew our Biosphere Reserve
registration for another 10 years from 2018.
» Establishing a Zero Emissions target for our organisation by 2026 and installing over 1,200 solar
panels in recent years.
» Establishing our Noosa Transport Strategy which has seen the introduction of free buses at Christmas
and Easter as part of an integrated plan to reduce vehicle usage in the face of rising traffic congestion
associated with increasing visitor numbers.
e And | will finish were | started with reflections on governance. Having good governance is so critical to
success. | am particularly proud of the last 12 months where, after a strongly contested election, we have
been able to forge good working relationships within the Councillor group and also between the
Councillors and senior staff. The community has been able to observe this through live streaming, the
various community roundtables and I’m looking forward to having once again community based Council
meetings twice a year in the post Covid environment. There have been obviously challenges over the last
years (| refuse to watch anymore reality TV) but | urge the Council to continue to focus on good
governance is the bedrock of an effective Council.
Phew! No wonder | am looking forward to retirement!
Thanks
I’m sure there will be time closer to my finish date to reflect some more and provide thanks for the support
of the organisation for me in my role as CEO. However, | wanted to take this opportunity to acknowledge at
this time some particular for their support. In no particular order:-
e | have had the great privilege to work for 3 mayors since being CEO. Mayor Noel Playford, Mayor Tony
Wellington and Mayor Clare Stewart have all been incredibly supportive. The relationship between a
Mayor and the CEO is critical to the success of a Council and | have been fortunate to work with some
great mayors who have supported me in that regard. All have been quite different but | have been
privileged to be able to forge good working relationships which have been much appreciated.
e Since de-amalgamation, | have served 12 different Councillors over 3 terms. Each Council has had its own
character but all had one thing in common —a desire to do the best for Noosa and a strong love for the
Noosa community. | have certainly appreciated the support from the councillors and hope that | have
provided sound advice and assisted them over that period. | certainly recognise that the role of the
Councillor is significantly more difficult than many in the community would appreciate given the
complexity and the range of services and issues a Councillor must deal with. | thank each and every
Councillor for their time and patience in dealing with me as CEO.
e We have been fortunate to have a relatively stable Executive Team and Management Team since de-
amalgamation. That is unusual in local government these days but Noosa is blessed with being able to
attract and retain very fine staff who have the best interests of the community at heart. The culture of
this Council should not be taken for granted. Indeed, it is what sets us apart from most other councils
and its importance should be not underestimated. The recruitment of the new CEO needs to focus on
the organisational cultural aspect. My Executive Team and Management Team have made my role as
CEO so much easier and most of the successes | have identified in this letter are as a result of their
endeavours and dedication.
Page 24 of 96Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
e It is difficult for me to express sufficient appreciation for our Council staff who are at the frontline of
providing services to our community every day. These are the unsung heroes of our Council. Whether
it is putting out lane ropes at the Aquatic Centre at 5.30am, cleaning up beaches early in the morning
after Schoolies, grading gravel roads on quiet country back roads or helping people select the right library
book, our staff go above and beyond every day in helping our community. Their flexibility and endeavour
during the Covid-19 pandemic is particularly worthy of note.
e have had the privilege of dealing with so many different Noosa community, environment and business
organisations, residents and ratepayers over the years. Everyone in Noosa shares a passion for this place.
As Councillors will recall me saying on a number of occasions, “everyone in Noosa agrees on the why, all
of the arguments are about the how”. That reflects the shared values within the community and a
passion to keep Noosa special.
In closing, | would like to thank the current and previous Councils for their faith in me as CEO. It has been an
honour to serve the Noosa community and to lead this great organisation.
Yours faithfully
) Y
Y AL th @ «Al
Brett de Chastel
Page 25 of 96Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
6 REPORTS FOR NOTING BY THE COMMITTEE
3 CAPITAL PROGRAM DELIVERY STATUS – APRIL 2021
Author Asset Planning Coordinator, Alex Neville
Index ECM/ Subject/ 2020-2021 Annual Capital Works Program
Attachments 1. Capital Projects Delivery Status – 27th April 2021
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Asset Planning Coordinator to the Services & Organisation
Committee Meeting dated 11 May 2021 providing an update on the status of the 2020/21 Capital
Works Program to 27 April 2021 including the progress of the $4.6m of COVID recovery funding
projects and maintenance activities and the $1m funding (of a total $1.99m) assigned to this financial
year for the Local Roads Community Infrastructure (LRCI) grant.
REPORT
This purpose of this report is to inform Council of the overall status and associated activities of the
Capital Works Program to 27 April 2021. The report provides an opportunity to highlight and discuss
projects within the program and confirm the delivery status of the projects delivered throughout the
2020/21 financial year.
There are 103 active projects in the 2020/21 capital program as at 27 April 2021 with a combined
value of $31.24m.
1. Completed Projects
A number of projects have been completed during the third quarter of the 2020/21 financial year.
These include but are not limited to:
Tewantin Netball Courts Upgrade – New concrete slab poured, court surface finished and
linemarking completed;
Lake Macdonald Playground Renewal;
Noosa Waters Seagull Playground Renewal;
Noosaville Pandorea Park Playground Renewal;
Noosaville Sea Eagle Drive & Shire Drive Pathway Upgrades – Project highlights include
additional concrete footpaths constructed, upgrades to existing mid-block refuge infrastructure
and vegetation clearing & trimming to increase sight distances. See Images 1 & 2; and
Shine House - Stand Alone Unit Construction – Construction works have been completed.
Page 26 of 96
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Image 1 & 2: Sea Eagle Drive, Tewantin - Footpath Construction
2. COVID Recovery Funding Program
The $4.6m received by Council from COVID stimulus funding has been allocated to a total of 25
projects across the Shire. Of the total 25 projects, 19 are either taking place or completed.
Expenditure actuals and commitments exceed $3.4m as at 27 April 2021.
Additionally, reseal projects, comprising sealing the gravel section of Tinbeerwah Road and
pavement repairs and bitumen seal of Green Gate Drive, Cooroibah, have now also been completed.
These projects were funded as part of the Local Roads Community Infrastructure (LRCI) grant.
Reseal works on David Low Way, Peregian Beach (Image 3) are currently underway. The 1.6km
section from Peregian Esplanade to Mahogany Drive was identified as requiring remediation in the
recent road condition survey. The completion of these reseal works is expected by 15 May 2021.
Image 3: David Low Way, Peregian Beach – Road Reseal Night Works
Page 27 of 96
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
3. Works in Progress
Design and delivery activities have further increased during the third quarter with a number of
projects reaching milestones. These include:
Hinterland Playground - Site fencing was established in early April, site excavations are
currently in progress (Image 4 below). Design development to suit flood modelling levels and
final arrangements are ongoing. Contract is on track to finish by December 2021
Rufous Street – Construction has commenced on the Community House with pad footings
being excavated, sheet piling and installation of underground water tanks. Design of the Digital
Hub has also commenced. See Images 5 & 6.
Hilton Terrace (Ivory Palms) Footpath, Tewantin – Works in progress with completion expected
by early May.
Sunrise Beach Sobraon Street Slope Stabilisation – Design being finalised (currently at 70%),
early site investigation works are underway with construction on track to commence early June
Expected project completion is September 2021.
Peregian Beach Boardwalk – At tender approval process. Starting on site in early May, for
completion by the end of financial year.
Project Avenue Stormwater, Noosaville – Design will be finalised in April with the tender to be
advertised in May.
Eenie Creek Roundabout – Bridge abutment remediation works programmed for early May.
This is the first component in a series of road safety improvements including kerb realignment
and resealing the roundabouts road surface.
Hinterland Bridges (Cooroy Belli Creek Road Bridge & Lawnville Road Bridge) – the Projects
team are currently in the process of evaluating tender responses received.
Image 4: Hinterland Playground - Excavation of Western Remediation Area
Page 28 of 96
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Image 5 & 6: Rufous Street Community House
Previous Council Consideration
Nil.
Finance
The current capital delivery expenditure to 27 April 2021 is $15.44m, or 49% of the $31.24m capital
program. As the second quarter largely involved design and procurement, the delivery and
completion of projects has increased this quarter with $11.5m committed expenditure (37% of the
total program).
The following table and the graph shows a breakdown of expenditure as at 27th April 2021.
Remaining
Capital Works Program Amount Capital
Expenditure
14%
YTD Actual Expenditure $15,443,410
Committed YTD Actual
Committed Expenditure $11,545,737 Expenditure Expenditure
37% 49%
Remaining Capital Expenditure $4,253,678
Full Year Budgeted Expenditure $31,242,825
Page 29 of 96
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Risks & Opportunities
In the November 2020 and February 2021 Capital Program Delivery Status Report it was stated that
there was substantial risk surrounding the delivery of the Capital Program due to resignations and
resourcing constraints within the Design and Delivery team. This risk has greatly reduced following
the appointment of the Delivery Coordinator, who has quickly adapted to working within Noosa
Council’s Project Delivery team.
There have been risks in project cost estimations, with tendered prices returning significantly higher
than expected due to a saturated market caused by the recent influx of stimulus grants. This has
become more apparent through the evaluation of recent tender submissions.
Additionally, there are risks surrounding the supply of materials for construction. This has been
evident with the supply of steel reinforcement bars for concreting works, as well as the supply of
certain timbers. This risk can be mitigated by allowing for additional time to complete major projects
involving large material requirements.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Project delivery staff within the Infrastructure Services Department were consulted in the preparation
of this report.
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 30 of 96
Section 31
ATTACHMENT 1
Page 31 of 96
ATTACHMENT 1 Capital Schedule
for the period ending 27 April 2021
Report run date: 27-Apr-2021 16:07:37
Bridges
500812 500812 500812 - Orealla Crescent Overpass Refurbishment - BRP 2,961,918 2,750,332 2,750,332 2,750,332 2,750,332 2,707,299 39,[email protected]%
500864 500864 500864 - Tewantin Doonella Bridge Renewal 0 0 50,000 50,000 13,881 18,098 5.2500 36.20%
500942 500962 500942 - Cooran Tablelands Road Bridge Renewal - BRP 904,576 795,480 795,480 250,000 113,613 103,023 28,[email protected]%
500946 500972 500946 - Kin Kin Wahpunga Lane Bridge Renewal Annual - BRP 41,477,322 1,272,767 1,272,767 122,000 73,693 71,655 [email protected]%
510057 501056 510057 - Eenie Creek Road Pedestrian Bridge - U&R oO 100,000 100,000 100,000 100,000 94,310 [email protected]%
510065 501063 510065 - Cooroy Belli Creek Road Bridge Renewal 0 0 35,000 35,000 35,000 48,850 12,502. 139.57%
510066 501064 510066 - Noosa Heads Garth Prowd Bridge Renewal 0 0 50,000 50,000 25,000 31,957 9,[email protected]%
510067 501065 510067 - Black Mountain Lawnville Road Bridge Renewal 0 0 35,000 35,000 31,708 45,126 2,902. 128.93%
510070 510033 510070 - Monks Bridge Abutment Renewal 0 0 90,000 90,000 45,000 180 08 0.20%
510071 510034 510071 - Directional Signage Hilton Tce 0 0 20,000 20,000 10,000 2,393 9.239.@ 11.97%
Total Bridges 5,343,816 4,918,579 5,198,579 3,502,332 3,198,228 3,122,891 142,119 89.17%
Coastal Canals and Waterways
510029 501023 510029 - Noosa Heads Dog Beach SEMP 300,000 300,000 110,000 110,000 49.455 52,673 3,[email protected]%
510069 510069 510069 - Noosa Waters Revetment Wall 0 oO 110,000 110,000 55,000 2,258 08 2.05%
510078 510078 510078 - Replace Dune Fencing at First Cutting - CatD2019 0 0 25,000 25,000 25,000 0 08 0.00%
Total Coastal Canals and Waterways 300,000 ~~-300,000 ~~ ODS~*~S~«SSOSC*~*~*~« a ASC*~*~é; a SS~*~*~*~SCOSC*~*«S
Community Facilities
500873 500873 500873 - NAC - LTS AMP Pool Renewal Program 0 13,435 13,435 13,435 13,435 13,435 00 100.00%
500905 500907 500905 - Rufous St - Stage 3 Community House, Car Park & Landscape 1,841,000 4,307,176 4,307,176 2,207,176 1,265,504 -84,825 2,953,521 @ -3.84%
500906 500908 500906 - Rufous St - Stage 3 Civil Works (Water Main) it} 0 0 0 0 2,980 00 0.00%
500925 500940 500925 - Rufous St - Stage 3 Digital Hub Expansion 0 17,827 17,827 17,827 14,580 3,487 00 19.56%
500926 500941 500926 - Rufous St - Stage 3 Project Management 0 55,343 55,343 55,343 55,343 13,690 42360 24.74%
500931 500952 500931 - Community Facilities Minor Works Brought Forward it) 57,500 57,500 57,500 57,500 37,530 [email protected]%
500947 500973 500947 - Noosaville Wallace House Restumping 0 0 0 0 it} 2,569 2,[email protected]%
510015 510015 510015 - NAC Replacement of Light Pole Fittings oO 59,500 59,500 59,500 0 0 00 0.00%
510018 510018 510018 - Pomona School of Arts Hall - Amenities Upgrade - W4Q 309,000 309,000 309,000 309,000 309,000 24,090 1,484.@ 7.80%
510023 510023 510023 - Legal and Procurement Advice, Ricon Insolvency oO oO 0 oO 0 310,476 22,[email protected]%
510030 501024 510030 - Shire Electrical Distribution Board Renewals - W4Q 120,000 120,000 120,000 120,000 120,000 78,889 46,[email protected]%
510031 501025 510031 - Shire Community Halls and Facilities Renewals - W4Q 250,000 250,000 270,000 270,000 270,000 205,709 46,[email protected]%
510032 501026 510032 - Cooroy Lower Mill Site Shed - W4Q 50,000 50,000 50,000 50,000 50,000 500 [email protected]%
510033 501027 510033 - Tewantin Sports Complex - Navy Cadets - W4Q 150,000 150,000 150,000 150,000 55,047 11,609 450 7.74%
510040 501037 510040 - Shine House - Stand Alone Unit Construction - W4Q 250,000 250,000 250,000 320,000 249,476 253,374 08 79.18%
510041 501038 510041 - Cooroy Butter Factory - Security Fence - W4Q 10,000 10,000 10,000 10,000 10,000 8,687 00 86.87%
510053 501052 510053 - Tinbeerwah Hall Cladding and Roof refurbishment U&R 0 150,000 150,000 150,000 150,000 88,187 40,[email protected]%
510056 501055 510056 - New Amenities - United Synergies Community Building - U&R 0 60,000 60,000 90,000 60,000 1,081 86,[email protected]%
510058 501057 510058 - Lifeguard Tower Renewal works - U&R oO 57,000 57,000 57,000 57,000 45,489 00 79.81%
510060 501059 510060 - Noosa Triathlon Club clubroom alterations - U&R 0 3,000 3,000 3,000 3,000 2,127 08 70.90%
510061 501060 510061 - The J Community Centre seating refurbishment - U&R oO 100,000 100,000 100,000 100,000 38,820 38,[email protected]%
510072 510035 510072 - NAC Switchboard Replacement 0 0 135,000 135,000 67,500 0 08 0.00%
510074 510074 510074 - Living Fire Tech Lab - Disaster Rec Cat D oO oO 0 oO 0 365 00 0.00%
510077 510077 510077 - Peregian Beach Rufous St Public Art - CatD2019 it} 0 20,000 20,000 20,000 0 08 0.00%
Page 31 of 96Section 32
Page 32 of 96
Report run date: 27-Apr-2021 16:07:37
510082 510082 510082 - NAC Replacement of Pool Blankets 0 0 oO 20,000 0 0 00 0.00%
Total Community Facilities 2,980,000 6,019,781 6,194,781 4,214,781 2,927,385 1,058,267 3,291,199 25.11%
Corporate Bulletins
510081 510081 510081 - Noosa Depot Roof Replacment 0 0 0 84,602 0 0 00 0.00%
Total Corporate Buildings 0 0 0 84,602 0 0 0 0.00%
Environmental Assets, Bushland, Tracks and Traits
510064 501062 510064 - Noosa Trails Network 0 0 0 it} 0 2,205 39,3600 0.00%
510068 501066 510068 - Cooroora Trail Loop and Trail Hub 0 0 0 240,000 0 23,247 68,686. @ 9.69%
510075 510075 510075 - Environment Land Purchase - Lake Front Rd, Boreen Point 0 0 0 950,000 0 944,284 00 99.40%
Total Environmental Assets, Bushland, Tracks and Trails 0 0 0 1,190,000 0 969,736 108,046 81.49%
Gravel Road Network
500978 501028 500978 - Shire Gravel Resheeting Annual 410,000 410,000 410,000 410,000 410,000 295,480 120,[email protected]%
Total Gravel Road Network 410,000 410,000 410,000 410,000 410,000 295,480 120,290 72.07%
Holiday Pars
500661 500661 500661 - Noosa North Shore Campground Redevelopment 0 0 oO it} 0 9,571 00 0.00%
510049 501048 510049 - Boreen Point Campground Upgrade Works - U&R 0 410,000 410,000 410,000 400,000 314,628 34.2100 76.74%
Total Holiday Parks 0 410,000 410,000 410,000 400,000 324,199 34,210 79.07%
Libraries & Galleries
500651 500651 500651 - Noosaville Library, Refurbishment Planning and Design 0 0 oO it} 0 1,782 00 0.00%
510034 501029 510034 - Cooroy Library Renewal of CCTV Cameras 25,000 25,000 25,000 25,000 25,000 16,662 00 66.65%
510035 501030 510035 - Whole of Shire Mobile Library Service Solution 700,000 700,000 700,000 350,000 33,333 415 08 0.12%
510052 501051 510052 - Noosa Regional Gallery Foyer & Amenities upgrade U&R 0 200,000 200,000 200,000 200,000 12,831 143,451@ 642%
Total Libraries & Galleries 725,000 925,000 925,000 575,000 258,333 31,690 143,451 5.51%
Parks & Playgrounds
500551 500551 500551 - Noosa Hinterland Priority Playground - Planning & Design 700,000 739,554 739,554 1,220,000 380,743 371,959 3,985,721 30.49%
510036 501031 510036 - Noosaville Pandorea Park Playground Renewal 80,000 80,000 55,000 55,000 55,000 47,776 [email protected]%
510054 501053 510054 - Renewal of Noosa Waters Seagull Playground - U&R 0 100,000 100,000 100,000 100,000 84,605 00 84.60%
510055 501054 510055 - Renewal of Lake Macdonald Playground U&R 0 70,000 90,000 90,000 90,000 74,489 00 82.77%
510059 501058 510059 - Sunshine Beach Skate Park New Shade Structure - U&R. 0 150,000 150,000 150,000 150,000 11,651 7445 Q 7.77%
510076 510076 510076 - Lake Cooroibah Foreshore - CatD2019 0 0 40,000 40,000 40,000 it} 08 0.00%
510079 510079 510079 - Replace Shade Shelters at Noosa Banks - Cat D2019 0 0 50,000 50,000 50,000 0 08 0.00%
Total Parks & Playgrounds 780,000 1,139,554 1,224,554 1,705,000 865,743 590,478 3,993,165 34.63%
Pathways & Boardwals
500622 - Noosa Heads Noosa Parade Road Corridor Upgrade - Design 0 0 0 100,000 0 130,963 59,461 130.96%
500888 501039 500888 - Cooroy Maple Street Raised Pedestrian Crossing - LGGSP 347,000 347,000 347,000 347,000 133,547 16,217 16,327 @ 467%
Page 32 of 96Section 33
Page 33 of 96
Report run date: 27-Apr-2021 16:07:37
500903 500906 500903 - Tewantin, Hilton Terrace CNLGGP & Ivory Palms 0 6,568 231,865 231,865 166,568 15,925 24,[email protected]%
500919 500919 - Wallace Park Pathway 5&6 - W4Q 119,000 119,000 119,000 119,000 119,000 110,301 12,1440 92.69%
500956 501033 500956 - Shire Pathway Renewal Program Annual - W4Q 332,000 332,000 332,000 332,000 271,572 293,016 29,[email protected]%
500967 500994 500967 - Noosaville Sea Eagle Drive & Shire Drive Pathway Upgrades 195,000 358,137 358,137 358,137 358,137 56,903 115,[email protected]%
510037 501032 510037 - Noosa Heads Main Beach Boardwalk LED Lighting Renewal 120,000 120,000 120,000 120,000 120,000 51,224 49,[email protected]%
510050 501049 510050 - Peregian Beach Boardwalk - U&R it} 230,000 230,000 230,000 230,000 14,958 00 6.50%
510051 501050 510051 - Noosa Heads Sunshine Beach Road Pathway Lighting - U&R it} 150,000 150,000 150,000 150,000 1,652 110,738. @ 1.10%
Total Pathways & Boardwalks 1,113,000. ~4,662,705. ~+4,;888,002~*~«S«S88,002~—=~*~«si BB S~*~*~*~s OT ASSS~*~*~*«s NR ATO~*~*~*«S ATT
Public Amenities
510048 501047 510048 - Public amenities renewal and upgrade works - U&8R 0 220,000 220,000 220,000 220,000 170,735 8,240. @ 77.61%
Total Public Amenities 0 220,000. 220,000. 220,000. 220,000. 470735. 6240 77.61%
Public Transport Infrastructure
500957 501021 500957 - Shire Bus Shelter Disabled Compliant Program Annual - PTIAP 250,000 250,000 250,000 250,000 135,101 15,203 115,[email protected]%
Total Public Transport Infrastructure _—-250,000..~«250,000.~=«=~*~*~*~«SHO;ODDS=*~“‘*«éSOWOOSCOC*C*«‘sSSAOS=*=<“‘«‘iSWOSS~*~«dNSOGZ~*~*~*«wC OS
‘Sealed Roads Network
500757 500840 500757 - Black Mountain - Road Priority Sections and Road Reconstruct it} 0 0 0 it} 213 00 0.00%
501035 - Shire Reseal & Rehabilitation Renewal Program Annual 3,091,726 3,091,726 3,091,726 4,089,537 3,091,726 3,218,908 1,187,943. @ 78.71%
510017 510017 510017 - Damaged Guardrail Renewals (Various) 0 25,768 25,768 25,768 25,768 25,545 11,599. @ 99.13%
510022 510022 510022 - Sunrise Beach, Tingira Cres Emergent Slip Repair it} 0 0 0 0 5405 14,[email protected]%
510025 510025 510025 - Sunshine Beach, Ross Cres Emergent Slip Repair 0 0 0 0 0 18,233 00 0.00%
510038 501034 510038 - Shire Sealed Road Network Rehabilitation and Reconstruction 790,000 790,000 790,000 790,000 197,499 0 00 0.00%
510047 501045 510047 - Tewantin Bypass Stage 1 0 600,000 600,000 600,000 435,978 300,991 428,[email protected]%
Total Sealed Roads Network 3,881,726 4,507,494 4,507,494 5,505,305 3,750,971 3,569,295 1,642,072 64.83%
‘Sports Ground and Facilities
510063 501061 510063 - Tewantin Netball Courts Upgrade - U&R. it} 310,000 310,000 310,000 310,000 319,140 00 102.95%
Total Sports Ground and Facilities 0 310,000 310,000 310,000 340,000 319,140 0 102.95%
Stormwater Draimage
500916 500916 - Gympie Terrace Stormwater 600,000 600,000 40,000 40,000 5,807 6.311 7,259. @ 15.78%
500960 - Shire Bioretention Basin Renewals Program Annual 0 72,190 72,190 72,190 13,124 8,650 2,[email protected]%
500972 500972 - Noosaville, Project Ave Stormwater Drainage Easement Upgrade 200,000 237,324 237,324 85,000 110,000 18,003 00 21.18%
510039 501036 510039 - Sunrise Beach Sobraon Street Slope Stabilisation - W4Q &LRCI 915,346 915,346 915,346 915,346 404,955 93,195 405,[email protected]%
510080 510080 510080 - Marcus Beach DLW Stormwater Culvert Emergent Works it} 0 0 266,210 0 107,811 57,[email protected]%
Total Stormwater Drainage 1,715,346 1,824,860 1,264,860 1,378,746 533,886 233,970 472,019 16.97%
‘Transport and Infrastructure Management
500546 500546 500546 - Whole of Shire Forward Planning & Design Program - Construct 500,000 500,000 500,000 500,000 240,767 214,197 48,[email protected]%
500679 500679 500679 - Tewantin, Hilton Tce & Emest St Intersection Upgrade Constr it} 1,365,597 1,435,597 1,435,597 1,435,597 1,435,154 8400 99.97%
- Sunshine Beach Pacific Avenue Pathway, Pedestrian & Drainage 0 24,608 24,608 24,608 24,608 9,813 06 39.88%
Page 33 of 96Section 34
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Report run date: 27-Apr-2021 16:07:37
500973 501000 500973 - Transport Strategy, Walking & Cycling Strategy &CNLG Grant 0 250,496 250,496 250,496 199,861 185,573 38,561.@ 74.08%
Total Transport and Infrastructure Management 500,000 2,140,701 2,210,701 2,210,701 1,900,833 1,844,738 87,939 83.45%
500974 501001 500974 - Noosa Heads The
5 1 1 1 4 8 908 623 90 19 54 Woods Bin Storage Enclosure 0 58,457 58,457 58,457 45,341 10,192 14,344. @ 17.44%
500976 501003 500976 - Masterplan Landfill SW Controls & Design 0 115,466 115,466 115,466 59,781 22,433 51,[email protected]%
510028 510028 510028 - Illegal Dumping Hotspot 0 59,433 59,433 59,433 44,900 44,900 00 75.55%
510042 501040 510042 - Noosaville Eumundi Road Landfill Outbound Weighbrdge 560,000 560,000 560,000 80,000 301,574 25,941 4,[email protected]%
510043 501041 510043 - Noosaville Eumundi Road Landfill Liner, Cell capping design 2,110,000 2,110,000 2,110,000 200,000 153,489 154,498 3,[email protected]%
510044 501042 510044 - Noosaville Eumundi Road Landfill Expansion of Resource Recov 750,000 750,000 750,000 50,000 83,858 1,622 10,[email protected]%
Total Waste Management 3,420,000 3,653,356 3,653,356 563,356 688,942 259,586 84,729 46.08%
Other Capital PR ERE EL 6,590,000 ete EY eS REE 4,725,756 1,891,911 880,590
500686 501044 500686 - Shire Bridge Annual Level 3 Inspections Annual 55,000 55,000 55,000 55,000 55,000 1,592 50,[email protected]%
500753 500753 500753 - Zero Emissions Noosa Project Implementation 250,000 521,655 521,655 521,655 332,857 369,244 79,[email protected]%
500963 500991 500963 - Shire CCTV Drainage Condition Assessment Program Annual 220,000 220,000 220,000 220,000 170,000 119,864 33,[email protected]%
500964 500992 500964 - Shire Road Infrastructure Asset Data Mat & Condition Annual 220,000 340,000 340,000 340,000 237,519 199,858 00 58.78%
500977 501004 500977 - Asset Management Systems Implementation 200,000 200,000 200,000 200,000 116,662 69,004 182,[email protected]%
510020 510020 510020 - Noosa Junction Streetscape 0 46,000 46,000 46,000 39,000 10,342 3.1250 22.48%
510062 #NIA 510062 - Unite and Recover Community Stimulus Package Revenue U&R 0 0 0 0 0 450 00 0.00%
Total Asset Management 945,000 1,382,655 1,382,655 1,382,655 951,039 770,355 348,780 55.72%
500518 500518 500518 - Plant and Fleet Replacement Program 895,000 1,344,345 1,234,345 1,234,345 301,149 211,149 429,[email protected]%
Total Fleet - Plant Replacement 895,000 1,344,345 1,234,345 1,234,345 301,149 211,149 429,867 17.11%
500542 500542 500542 - Implementation of Cl Anywhere Functionality for TechnologyOn 628,000 713,000 713,000 713,000 452,852 383,860 68,504. @ 53.84%
Total Information Technology 628,000 713,000 713,000 713,000 452,852 383,860 68,504 53.84%
510045 501043 510045 - QTC Capital Debt Redemption 2,414,000 2,414,000 2,414,000 2,414,000 2,414,000 0 08 0.00%
Total Other 2,414,000 2,414,000 2,414,000 2,414,000 2,414,000 0 0 0.00%
500714 500714 500714 - Whole of Shire, Climate Change Adaptation Strategy 210,000 210,000 210,000 210,000 172,987 134,399 5,[email protected]%
500716 500716 500716 - Whole of Shire, Project Team Resources for New Planning Sche 366,000 366,000 301,000 421,000 301,000 315,917 00 75.04%
500890 500890 500890 - Shire Planning Scheme Consultancy 0 0 100,000 100,000 81,803 61,774 27,955. @ 61.77%
500968 500995 500968 - Shire Project Place Spaced Approach - Placemaking Pilot Prog 160,000 160,000 125,000 5,000 50,928 14,457 018 289.15%
Page 34 of 96Section 35
Page 35 of 96
Report run date: 27-Apr-2021 16:07:37
Total Planning Scheme Expansion 736,000 736,000 736,000 736,000 606,717 526,547 33,439 71.54%
Grand Total 27,036,888 35,282,030 35,392,327 31,242,825 22,003,458 15,443,410 11,545,737 49.43%
Capital Works Program
YTD Actual Expenditure $15,443,410
Committed Expenditure $11,545,737
Remaining Capital Expenditure $4,253,678
Full Year Budgeted Expenditure $31,242,825
Remaining Capital
Expenditure
13.61%
Committed
Expenditure YTD Actual
36.95% Expenditure
49.43%
Page 35 of 96Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
4 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21
Author Acting Director Infrastructure Services, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Subject/ Branch Management/ Infrastructure Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Director Infrastructure Services to the Services &
Organisation Committee Meeting dated 11 May 2021 providing an update on operations of the
Infrastructure Services Department for the period 1 January to 31 March 2021.
REPORT
The adopted organisation structure includes the following branches under the Infrastructure Services
Department and functions within the Director’s Office:
Asset Management;
Buildings and Facilities;
Civil Operations;
Disaster Management;
Infrastructure Planning, Design and Delivery; and
Transport Strategy.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Infrastructure Services Department.
Page 36 of 96
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
INFRASTRUCTURE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Asset Management
The Noosa Spit Shoreline Erosion Planning approval applications and Await outcome of planning It is not expected to receive approval
Management Plan (SEMP) and the preliminary designs have been approvals. until July 2021, therefore no further
action plan to prioritise any completed. Confirm budget year for action until approvals have been
recommendations arising from the SEMP implementation. received from the State Government.
have been adopted by Council. Staff are
now planning the project throughout the
2020/21 financial year for construction to
be undertaken in 2021/22 financial year.
Complete Pathways & Boardwalks and The Pathways & Boardwalks AMP The Parks & Playgrounds AMP is Complete the final draft of Parks &
the Parks & Playgrounds Asset endorsed by Council behind schedule and is proposed to Playground AMP for adoption by
Management Plans (AMP) be finalised by the end of financial Council.
year.
Develop a Service/Management Plan for A final draft has been prepared for Finalise the Hastings Street service Have the Service Plan endorsed by
Hastings Street Noosa. comment and once feedback is management plan – Incorporating Hastings Street Association and the
received the document will be lessons learned during the 2020/21 Executive Team.
finalised for endorsement by the Christmas holiday period.
Executive Team.
Asset Data Management program Work Orders successfully migrated A 5-year road reseal program is Undertake condition assessments
into the latest Technology One. currently being developed from the on Pathways within the Technology
Data has been reconciled from the data collected by the road condition One application.
sealed road asset condition survey. survey program. Undertake kerb and channel data
Technology One defect dashboard Pilot a work crew with the field reconciliation
has been finalised application within Technology One. Undertake roll-out of field application
within technology one to all field staff
Business as Usual activities Completion of the reseal program Condition assessments on a number Commence Phase 4 of the buildings
works including additional Local of bridges and structures currently condition assessments.
Roads and Community Infrastructure underway. Commence Gympie Terrace and
Program (LRCI) grant money. Phase 4 of the buildings condition Area 6-8 for stormwater CCTV
assessments currently underway.
Eenie Creek Road/Reef Street
roundabout pavement rehabilitation
planning underway, completion
expected mid/late May.
Undertake Gympie Terrace and Area
6-8 for stormwater CCTV
Page 37 of 96
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Buildings & Facilities
Ensure Council owned and operated Shelter renewal program Grant Funded Projects Shelter Renewal program
assets continue to follow the Noosa look BBQ renewal program BBQ renewal program BBQ renewal program
and feel guidelines Shower renewals Shelter renewal program Shower renewal
Bottle fill stations Amenities upgrades Grant Funded Projects
Shower renewal
Additional water filling station
Management of Council engaged Distribution boards evaluation parts Security Monitoring Contract Ensure all contractors have
contractors to maintain levels of service. 1&2 Trade Services Review completed requests as per contracts.
Ensure compliance of shire wide assets Test and tag electrical devices Test and tag electrical devices Continue as per scheduled
to meet legislative requirements Back flow prevention Electrical RCD testing maintenance of all compliance and
Fire services Back flow prevention legislative requirements.
Lift maintenance Fire services
Air conditioning maintenance Air conditioning maintenance
Delivery of 90% of the Capital Works Shower Renewals Shelter renewal program Shelter renewal program
Program as approved by the CWE 1 shelter upgraded BBQ renewal program BBQ renewal program
Shower renewal Shower renewal
Pomona Hall Amenities Upgrade Planning public amenities upgrades
Sunshine Beach street lighting Distribution board upgrades
Delivery of 100% of the Works for Camphor Laurel Amenities Remaining Amenities Upgrades Finalising procurement for grant
Queensland and Unity & Recover grant Noosa Dolphins Roof Replacement United Synergies Refurbishment funded projects.
funded projects Cooran Hall Asbestos Removal and Tinbeerwah Hall Roof Cavity Commence construction of gallery
Re-sheeting Strengthening and Recladding amenities upgrade.
Further Amenities Upgrades Camphor Laurel New Amenities Replace Roof to Depot
Further distribution board upgrades Further Amenities Upgrades Replace ceiling to depot
Development and quote for Gallery Further distribution board upgrades Replace carpet to depot
amenities upgrade Gallery amenities upgrade Repaint depot internally
Commence construction of Youturn Mould and water penetration to
amenities upgrade Noosa Depot
Life guard tower upgraded Replace Roof to Depot
Insulation removed from Depot Replace ceiling to depot
ceiling Replace carpet to depot
Repaint depot internally
Review of systems and services to Pest control contract is working well Ensure all contracts have been Ensure contract service level
maintain a high service level. with precise and accurate reports completed for the financial year agreements are being maintained
being obtained on the condition of
Council assets
Page 38 of 96
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Civil Operations
Undertake a review of Gravel Roads An extension of 6 months for the hire Implement recommendations of Determination for purchase of a
Maintenance Grading period of Sherrin grader completed gravel road maintenance review grader to the fleet.
with the Gympie Council grader hire Gympie Council site visit
period commencing early April. Award gravel material supply tender.
External review of gravel road Conduct testing of a blend of
maintenance practices is complete recycled asphalt and clay to
with excellent feedback regarding determine best outcomes.
performance and cost effectiveness.
Undertake a review of Roads Input into a Road Reserve Review of draft policy/guideline for Communication Plan for Council and
Landscaping levels of service Landscaping Guideline being finalisation. Community.
developed by Infrastructure Commence the documentation of Council endorsement of final
Planning, Design & Delivery Branch. the desired levels of service for policy/guideline.
landscaping for reporting to the
Roads Working Group
Establish a Working Group to provide Working Group Charter Formation of sub-groups ie. CORPCG Charter to be reviewed.
guidance and governance of the endorsement. Maintenance Planning, Workforce Sub-groups to meet and consider
implementation of the Civil Operations Project Roadmap accepted by Planning and Communication relevant deliverables in the Branch
Review Working Group. Planning before next CORPCG Improvement Roadmap.
Focus Group reinvigorated including Meeting.
all Supervisors.
Review Branch Workforce Plan in Initial review by People and Culture Review the Branch Workforce Plan Commence implementation of
conjunction with People and Culture Advisor taking into account the Service revised Branch Workforce Plan
Branch Review results
Finalising the policy/process for planting Consulted with the working group Finalise proposed policy and Conduct Councillor Workshop on
in and managing structures in the road and a review of the policy and guideline with submission to the proposed policy and guideline
reserve to reduce risk and complaints guideline is complete. Services and Organisation
Committee.
Develop a 5 year plan for the Noosa Initial meeting in December with Finalise Friends of the Noosa Commence development of the plan
Botanic Gardens in consultation with the Friends of the Noosa Botanic Botanic Gardens work program and and reference document
Friends to guide annual work programs Gardens Executive members to initiatives for 21-22. Commence first agreed project
and project activities in the Gardens. discuss their proposed work program
Compile a reference document on the Reviewed content of onsite tours
Noosa Botanic Gardens in collaboration with Friends of the Noosa Botanic
with the Friends. This will be the basis of Gardens and initiatives for 21-22
the content and information presented on
the onsite tours.
Page 39 of 96
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Delivery of 90% of Capital Works Pacific Avenue, Sunshine Beach Myall St Cooroy Pathway Renewal Osprey Avenue, Peregian Beach
Program as approved by CWE Pathway Renewal Station Street Pomona Pathway Pathway Renewal
St Andrews Drive Pathway Renewal Renewal
Gravel Resheeting Program Claude Batten Drive, Noosa Heads
complete Pathway renewal
Completion of Pandrea Park, Lake Noosa Parade, Noosa Heads
McDonald Park and Seagull Park Pathway Renewal
playground renewals
Establish a new contract arrangement Tender documentation completed, Evaluating submissions and report to Engage successful Contractor
for slashing of rural roadside vegetation advertised and closed Council
Disaster Management
Governance Support received from LDMG to use Amend current DM Plan to reflect Review and develop revised main
Review of Disaster Management Plans Cat D Bushfire funds to develop a changes to LDC and LDMG Chair. DM Plan.
new local Disaster Management Develop and implement Community Review and amendment of DM Sub-
(DM) Plan. Procurement to DM Plans. Plans as required.
commence shortly to engage a Completion of the QERMF risk Specific policies written to ensure
consultant to assist with the process. assessment to be undertaken to more robust procedures in place.
inform review of DM Plan. Continuous improvement
Preparation for coming fire season.
Capability Comprehensive audit currently being Recruitment and training for LDCC Looking for opportunities for
Strengthen and increase the Disaster undertaken of the Noosa Leisure positions continues. improvement and utilisation of Bush
Management capability, including Centre Investigating initiatives for Bushfire fire funding.
training and conducting exercises. Generator connection points at Funding Staff training to create in-house
major evacuation centres now Working with QFES Communities expertise in mapping for flood
installed Team to develop and implement forecasting
recovery and resilience programs Continuous improvement
Continuing refinement of flood
forecasting software
Developing procedures for LDCC.
Reviewing and finalising LDCC
position duty statements
Audit of evacuation centres and
neighbourhood safer places
Legislative Compliance Review Review of emerging legislation. Implementation of new IGEM
Monitor, develop and maintain DRFA Compliance framework
compliance levels in accordance with Annual review of DM Plan.
Local, State and Commonwealth Audit staff training in compliance
requirements. with Qld Disaster Management
Page 40 of 96
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Training Framework to ensure
compliance.
Engagement & Collaboration Working with Boreen Point and Continue building relationships with Continual building of relationships
Build and maintain internal and external Noosa Northshore DM community key local, state and Federal agency through collaborative approaches.
partnerships/ networks to strengthen the groups on temporary Community DM colleagues. Look at joint stakeholder exercise for
Noosa Shire community resilience. Plans until new local DM plan Identify opportunities for 2021.
developed. engagement in multi-agency DM
LDMG meetings, discussion activities.
exercises and co-delivery of Continue building relationships with
workshops maintain both internal local community groups.
and external stakeholders Preparation for February LDMG.
relationships.
Infrastructure Planning, Design & Delivery
Noosa Design Principles consideration Place Design has prepared a draft Continue working on planning for Participate in place making
across departmental strategic planning of Noosa Junction streetscape survey & Noosa Junction Streetscape workshops driven by Strategic
the Hastings Street Precinct and future consultation package for the Noosa upgrade subject to budget and Planning department.
place making projects. Junction Association. resourcing. Continue planning and detailed
Concept review completed for Coles Planning for the Noosa Drive design of the Noosa Drive Pathway
redevelopment of the Bowls club pathway upgrade and Noosa (pending grant acceptance).
site. (Coles redevelopment of the Junction Streetscape upgrade Implementation of design vision
Bowls club site is currently on hold.) continues to progress. statements into all PMP’s ongoing.
TMR cycle grant submitted for the
Noosa Drive pathway upgrade
(Design only).
Cooroy Hinterland Playground DA with conditions finalised. Reviewing submissions from tender Project News update in relation to
design and construct. Design and Construct contract for Cooroy Maple Street carpark. construction status.
awarded and executed. Working with contractor regarding Award contract for Cooroy Maple
construction program subject to DA Street carpark and pedestrian safety
requirements finalisation. improvements.
Tewantin Bypass Stage 1 - Design / Design has achieved 50% milestone. Review construction funding Complete detailed design process
Construction and long term Coordination Finalised relocation requirements agreement at 90% design and including detailed costings and
with DTMR regarding Tewantin Bypass other public utility providers. finalise the delivery methodology. contract documents.
and Cooroy Intersection upgrades. Project Management support tender Seek signed construction funding Commence clearing works.
documentation reviewed and agreement. Finalise Unitywater design and
construction funding allocated Preparing early works packages for tender release for trunk water main.
through QTRIP. clearing and trunk water main Complete procurement process in
Public consultation commenced. relocation. readiness for principal roadworks
Analyse community consultation contractor.
feedback when complete.
Page 41 of 96
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Stage 2 – DA and Planning of Future Budget allocated from Transport levy Noosa Junction car parking supply Noosa Junction car parking supply
Transit Facility at Shire Business Centre. for land purchase. and demand analysis to inform Civic and demand analysis to inform Civic
site future planning. site future planning.
Walking and Cycling Strategy Finalise HPR final report and concept Integrate 10yr W&C capital plan with Incorporate public consultation
plans with TMR and close grant. Councils budget process. comments into the W & C Strategy.
Present Walking and Cycling Complete public consultation Present final Walking & Cycling
Strategy to Council for approval. Walking and Cycling strategy. Strategy to Council for approval.
Complete community engagement Begin E-mobility policy and
for Noosa Parade upgrade design. guideline.
Noosa Hinterland Recreation Trails 3 Noosa Hinterland Trails Road show Feasibility study for Stage 1 trail Establish on going operational cost.
sessions held. grant project. Complete detailed trail auditing.
Project team appointed. Develop a community engagement Liaise with stakeholders including
Budget allocated for Noosa Trails plan. QPWS, volunteer groups,
Master planning. Native Title assessment scheduled. environmental groups, cultural
PMP development and project Engage expert consultant to assist heritage groups.
governance. with design process.
Early stakeholder engagement.
Develop streetscape policy in conjunction Working with the Noosa Junction Awaiting commencement of the Work with place making section to
with the Place making team to outline Association to develop scope and place making section within strategic develop a streetscape policy.
funding options with the local business concepts for a Streetscape upgrade. planning. Adopt place making section
community. Working with the Noosa Junction Awaiting stakeholder consultation streetscape policy.
Association to develop levy model for engagement to be completed by the
Noosa Junction Streetscape Noosa Junction Association.
upgrade.
Early planning and review of project Identification of Grant funded major Master Planning for major Review resource allocation for
briefs for projects in Capital Works projects, future resource impacts for infrastructure projects next 5 years. design and delivery 2021/2022.
Program 21/22. Replanning of 5 year design, delivery and consultation Continue 3 year look ahead for major Assist new communications officer
Capital Works Program and establish requirements. infrastructure planning identifying with project requirements as a result
Planning Working Group Objectives. Updated project management plan construction conflicts and of early planning identification.
and checklist implemented. opportunities. Asset IPDD team with requirements
Budget approved and allocated to Outsource action plan requirements for continuation of PLM (Planning
Draft a Native Title/Cultural Heritage to expert for project Native Lifecycle Management) rollout by
action plan for projects. Title/Cultural Heritage action plan. Asset team.
Early risk identification and engagement Smart sheet tool continues to be Continue to develop to report Continuous improvement activities.
with working groups. refined for reporting high level Quarterly risk to PCG and CWE. Drive for quality/mature risk reporting
corporate reporting of Project Risk to via working groups to ensure
PCG and CWE. consistent messages in relation to
project risk early identification and
regular re-evaluation.
Page 42 of 96
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Transport Strategy
Plan the implementation of the key Collaboration on the Walking and Schools program – ongoing; Ongoing actions include;
transport strategies in the Noosa Cycling Strategy projects. Evaluate the results from 2020/2021 Investigation into paid parking.
Transport Strategy 2017-2027. Preparation for 2021 Easter Holidays Peak Period Traffic Management Noosa Junction parking demand
Go Noosa program. plan taking COVID impacts into analysis.
Car Parking Management including consideration. Scope initiatives for Go Noosa
refinement of traffic control systems Investigation into paid parking and 2021/2022 Christmas Holidays.
during peak holidays. Noosa Junction parking demand
Submission of grant application for analysis.
design of Noosa Drive walking and Input into Noosa Traffic Study
cycling upgrade. update.
Trial key transport strategy initiatives. TransLink recommend to proceed to Collaborative approach with Ongoing collaboration and
Develop a memorandum of develop individual initiatives over TransLink on Electric bus fleet. negotiation with TransLink on
understanding with TransLink and other MOU. Scope public transport identified Noosa public transport
key stakeholders. improvements. projects.
Investigate Demand Response
Transport models to Kin Kin.
Investigate bus to Noosa National
Park and Noosa Spit as part of Go
Noosa program.
Investigate option for Free Weekend
Buses.
Business as Usual Activities Noosa Drive walking and cycling Collaborative approach delivery Report to PCG for approval to enter
pathway concept planning complete. team Walking/Cycling project and into funding agreement with
Negotiation with TransLink for High Priority Corridor Study team on TransLink for Noosa Drive precinct
funding into options analysis and design outputs. planning (2021/22 Financial year).
business case for upgrade of Noosa Prepare scope for Noosa Heads Commence options analysis
head bus stop into a multimodal stop. Multimodal Transport interchange planning for Noosa Heads
options analysis planning. Multimodal upgrade.
Page 43 of 96
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services X Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 44 of 96
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
5 JANUARY 2021 RATE LEVY OVERVIEW
Author Manager, Revenue Services, Kellie Seeleither
Corporate Services Department
Index ECM Rates Management/Rateable Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Revenue Services to the Services & Organisation
Committee Meeting dated 11 May 2021 providing an overview of the January 2021 Rate Levy.
REPORT
This report provides Council with a summary of the January 2021 rate levy.
1. Levy Summary
Rate notices were issued on 19 January 2021 with property owners having until 19 February to pay
to receive a 5% discount on their general rates, and until 22 March to pay to receive a 2.5% discount
on their general rates.
The gross amount of the levy was $39.92 million, which comprised $36.47 million of Council rates
and charges, and $3.45 million for the State Emergency Management Levy. Between July 2020 and
January 2021 the net increase in rateable properties was 72, representing minimal growth of 0.23%.
Rateable
Levy/Charge Amount # Properties Valuation
Or # Services
General Rates $26.141 million 30,862 $9.563 billion
Separate Charges
Environment Levy $0.864 million 30,862 30,862
Sustainable Transport Levy $0.347 million 30,862 30,862
Heritage Levy $0.077 million 30,862 30,862
Special Rates and Charges
Tourism & Economic Levy $1.447 million 5,957 $1.679 billion
Noosa Main Beach Maintenance $0.299 million 2,067 $642 million
Hastings St Precinct Maintenance $0.171 million 2,067 $642 million
Hastings Street Safety Levy $0.078 million 833 833
Rural Fire Levy $0.081 million 6,474 6,474
Noosa Junction Levy $0.047 million 155 $44 million
Noosa Waters Lock & Weir Levy $0.034 million 591 $508 million
Noosa Waters Canal Maintenance Levy $0.008 million 591 $508 million
Page 45 of 96
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Rateable
Levy/Charge Amount # Properties Valuation
Or # Services
North Shore Electricity Charge $0.023 million 27 27
Utility Charges
Waste Management Charges $6.655 million 30,004 34,989
Holding Tank Charges $0.084 million 83 83
Backflow Device Registration Fees $0.118 million 1,454 4,707
Emergency Management, Fire and
$3.452 million 31,632 31,704
Rescue Levy (EMFRL)
2. General Rate Details by Category
#
# Rateable Properties
General Rate Category Revenue
Properties Valuation on
Minimum
1 - Rural & Agricultural 219 $63,678,500 $167,012 108
2 – Commercial valued up to $175,000 999 $74,974,974 $573,669 940
3 – Commercial valued $175,001 - 408 $111,271,919 $402,805 50
$400,000
4 – Commercial valued over $400,000 295 $272,763,945 $1,012,752 11
5 – Residential PPR valued up to $325,000 11,399 $2,511,303,772 $6,549,059 10,217
6 – Residential PPR valued $325,001 - 2,773 $1,085,354,452 $1,992,576 443
$500,000
7 – Residential PPR valued $500,001 - 776 $464,956,612 $849,241 -
$750,000
8 – Residential PPR valued $750,001 - 471 $423,089,152 $750,447 15
$1,000,000
9 – Residential PPR valued $1,000,001 - 191 $212,364,000 $357,145 57
$1,200,000
10 – Residential PPR valued $1,200,001 - 232 $390,225,000 $628,139 23
$2,500,000
11 – Residential PPR valued over 46 $153,700,000 $212,580 7
$2,500,000
12 – Residential Not PPR valued up to 3,879 $968,600,351 $2,770,815 2,944
$420,000
13 – Residential Not PPR valued 234 $108,503,664 $243,427 -
$420,001 - $500,000
14 – Residential Not PPR valued 428 $257,263,228 $571,382 1
$500,001 - $750,000
15 – Residential NPPR valued over 685 $996,544,121 $2,217,311 -
$750,000
16 – Vacant Land > $1M and area more 10 $18,800,000 $80,332 -
than 1,500m2
17 – Pump Stations, Stock Grazing Permits 2 $55,128 $220 1
and garages/small lots with an area less
than 20m2
18 – Vacant Land subject to developers 64 $31,745,000 $36,649 -
concession
Page 46 of 96
Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
#
# Rateable Properties
General Rate Category Revenue
Properties Valuation on
Minimum
19 – Retirement Villages 8 $18,925,000 $129,196 1
20 – Shopping centre - gross floor area 6 $20,300,000 $118,846 -
between 2,500 & 10,000m 2
21 – Shopping centre - gross floor area 1 $28,000,000 $220,808 -
greater than 10,000m2
22 – Shopping centre - gross floor area 4 $5,966,952 $26,657 -
between 1,000 & 2,500m2
23 – Strata Units Not PPR 5,619 $1,011,271,952 $4,828,201 3,616
24 – Strata Units PPR 2,108 $329,308,055 $1,388,565 1,453
25 – Extractive Industries Quarries 1 $350,000 $1,909 -
26 – Nursing Homes 4 $3,600,000 $11,952 -
Total 30,862 $9,562,915,777 $26,141,695 19,887
3. Rate Concessions
Details of the Council pensioner concessions granted on the January levy are set out below.
Maximum Rebate
Type of Council Concession # Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,353 $155,595
Maximum/Joint Owners $90.00 1,303 $112,352
Not Maximum/Sole Owner $57.50 652 $37,490
Not Maximum/Joint Owners $32.50 907 $28,708
Total 4,215 $334,145
In addition to the pensioner concessions Council provided general rate donations for 53 eligible
properties totalling $73,433.
Details of the pensioner concessions funded by the State Government are as follows: -
State Government Rebates # Properties Amount
General Rates & Charges 4,366 $427,366
State Emergency Management Levy 4,366 $77,920
Page 47 of 96
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
4. Payment Preferences and Arrangements to Pay
BPay continues to be the most popular payment option by far, as shown in the graph below.
Online 6.60%
Direct Debit Phone 4.05%
7.07%
Counter
5.90%
Aust
Post
5.85% Bpay 70.53%
There are currently 330 properties that have made an arrangement to pay their current rates in
accordance with section 2.6.2 of the Revenue Statement, representing $189,317 of the outstanding
rates and charges. This figure may increase, however, once reminder notices are issued later this
month.
5. Electronic Rate Notice Delivery
Council continues to encourage residents to register for electronic delivery of their rate notice, either
by e-mail direct to their private email address or delivery to their online banking platform via
BpayView. At the conclusion of the levy period we had 1,141 properties registered for BpayView
and 8,886 properties registered for email delivery, which means that we have just over 31% of all
rate notices now sent electronically. Ongoing efforts are being made to continue to encourage
electronic rate notice delivery, including contacting new owners and inviting them to register for email
delivery.
6. Extended Discount Period
Payment patterns were very similar to the July levy, with the majority of properties once again taking
advantage of the 30-day 5% discount period.
By the end of the 60 day discount period the levy was approximately 84.7% paid. The chart below
shows the payments made each week in the levy period, as a percentage of the total rates levied
including arrears.
45
40
35
30
25
20
15
10
5
0
Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 Week 9 Week 10
January 20 Levy July 21 Levy January 21 Levy
Page 48 of 96
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Previous Council Consideration
Nil.
Finance
There are currently no properties where the outstanding rates and charges are close to the rateable
value of the land, consequently there is no risk of any rates and charges being written off as bad
debts at this time.
Risks & Opportunities
Net rates and charges represent 70% of Council’s total operating revenue. The issuing and collection
of rates revenue is critical in ensuring cash flows are available to fund Council operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 49 of 96
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
6 CORPORATE SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ Branch Management/ Corporate Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 11 May 2021 providing a Corporate Services Department update for the
period 1 January to 31 March 2021.
REPORT
The adopted organisation structure includes the following branches under the Corporate Services
Department:
Financial Services;
ICT;
Procurement;
Fleet;
Property; and
Revenue Services.
Corporate Services primarily provides internal support to the other Council Departments, with the
exception of the Property branch that deals primarily with land and property management issues.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the department.
Page 50 of 96
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
CORPORATE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Financial Services
Business As Usual activities Budget Review 3 completed and Finalisation of the 2021/22 budget Review issues identified during
adopted by Council on 15 April 2021. development for adoption in June external and internal audits to
Inaugural budget consultation 2021. improve Council’s internal controls.
process underway, with initial Comprehensive valuation of parks Branch and risk plan updates and
outcomes presented to Council at and other infrastructure assets staff performance appraisals.
special meeting on 23 April 2021. underway. Commence project to implement new
Debt financing restructure of Queensland Audit Office (QAO) creditor payment technologies for
Queensland Treasury Corporation interim audit completed in April 2021 automated invoice processing and e-
(QTC) loans finalised in April 2021. with no significant issues identified. invoicing.
Continue to monitor Council’s Preparation for end-of-financial year
financial performance on an ongoing annual reporting process
basis, including the financial impacts
from the COVID-19 pandemic.
Branch and risk plan updates and
staff performance appraisals.
ICT
Business as Usual activities Implemented 24x7 cyber security Cyber security improvements. Request management system
monitoring system. Updating ICT Acceptable Use Mobile review.
Provided mapping for Noosa trails Device policies. Testing and rollout of the Technology
network and biosphere trail. Tender for managed ICT services. One (T1) 2020B release.
Completed procurement for Supporting current flexible working
replacement of oldest multi-function environment.
printing devices. ICT asset replacements.
Created maps for fire trail Updating storm tide maps and
maintenance. evacuation zones.
Branch and risk plan updates and
staff performance appraisals.
Page 51 of 96
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Procurement
Business as Usual activities Continued support in delivering Provide ongoing procurement Prepare for 21/22 Capital Program
multiple grant funded procurements – support across Council. and general operations procurement
both Tenders and Quotes. 2020/21 capital program and activity.
Tender Awards (8) including for associated tenders/procurement Review and finalise e-Probity tool
Hinterland Playground (Construction) processes. function in T1.
and Peregian Beach Community Branch and risk plan updates and Review and develop Contracts
House. staff performance appraisals. Module in T1.
Continued additional support for Team consolidation workshop.
Grant Funded procurements.
Development of team consolidation
session.
Fleet
Business as Usual activities Monthly Fleet Advisory group Continue to provide ongoing support Ongoing maintenance and repairs for
meetings continue to discuss and across Council during COVID-19. fleet and small plant.
manage all fleet matters. Schedule remainder of fleet capital Prepare for fleet 2021/22 capital
Continue to purchase and supply replacement program for delivery in replacement program delivery.
COVID PPE products. 2020/21.
Fleet utility and van replacement Branch and risk plan updates and
procurement completed – awaiting staff performance appraisals.
delivery.
Scope High Band VHF Radio
Infrastructure requirements for
Queensland Resilience and Risk
Reduction Fund grant application.
Property
Business as Usual activities Work Health and Safety Hazard Noosa River Holiday Park – Noosa River Holiday Park -
Inspections completed for Lifeguard preparation of procurement Installation of site powerheads and
towers and holiday parks. documentation for installation of site metering software
Various high use permit and powerheads and metering software Ongoing assessment of applications
temporary event applications Progress capital works and grant and permits for use of Council owned
decided. funded projects and operational or managed land.
Branch and risk plan updates and maintenance on community Finalise Commercial High Use Permit
staff performance appraisals. properties for 2020/21. tender process.
Lease option exercised for Sunrise Developing application guidelines to
Neighbourhood Shopping Centre assist event organisers lodge event
(Medical Centre). applications.
Page 52 of 96
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
North Shore Campground – tender Pelican Pete tenure renewal.
awarded for new management Secure tenant for Shop 8 – Sunrise
services agreement. Neighbourhood Shopping Centre.
Road closure application for
Hinterland Playground.
Commercial high use permits tender
outcomes report.
Branch and risk plan updates and
staff performance appraisals.
Revenue Services
Business as Usual activities January rate levy processed. Processing of agency payments and Test and finalise preparations for July
Pensioner claim and fire returns done direct debit payments. rate levy, including undertaking pre-
for January levy. Processing of property transfers, new levy pensioner verification.
Answering of customer queries plans and rate searches. Recommence recovery action for
generated by the issue of the rate Budget development and preparation rates debtors with large arrears.
notices. of new Revenue Statement for
budget adoption.
Issue of reminder notices.
Branch and risk plan updates and
staff performance appraisals.
Page 53 of 96
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Previous Council Consideration
Nil.
Finance
Current business as usual activities and projects of the Department are funded within the current
adopted budget.
Risks & Opportunities
Periodic reporting of Departmental performance allows Council to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities X ICT
Libraries & Galleries X Procurement & Fleet
Local Laws X Property
Waste & Environmental Health X Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 54 of 96
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
7 EXECUTIVE SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/Subject/Executive Branch Updates
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 11 May 2021 providing an update on the operations of the Executive
Services Department for the period 1 January to 31 March 2021.
REPORT
The adopted organisation structure includes the following branches under the Executive Services
Department:
Governance;
People and Culture;
Community Engagement; and
Customer Service.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Executive Services Department.
Page 55 of 96
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
EXECUTIVE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Governance
Support the organisation with integrity Participated in statewide Public Finalisation of draft Organisational Roll out to middle management
related matters Interest Disclosure (PID) Quarterly Policy on Conflict of Interest. targeted external training ½ day
March meeting hosted by the QLD Review and implement 2021 PID session on having difficult
Ombudsman’s Office. Management Program. conversations and resolving conflicts
Delivered online Velpic training for all Review Council’s Fraud and to assist integrity and ethics across
Council staff on integrity and Corruption Policy. Council.
governance related training focusing Upcoming PID refresher training for
on PIDs – note 387 staff have Executive and management levels
completed training which is positive being facilitated by QLD
progress for the ongoing training and Ombudsman’s Office.
understanding of the PID process. Continue to coordinate and manage
Coordination and management of integrity and ethics investigations for
integrity and ethics cases for Council Council.
with external specialist support.
Support Council’s Audit and Risk Coordinated and prepared Continue implementation of A&R Commence preparations for Council’s
Committee Governance and Risk related Committee action items, including July Audit & Risk Committee Meeting.
documents and reports for Council’s policy reviews and development. Co-ordination of internal audit of
Audit and Risk (A&R) Committee Asset Management.
Meeting of 12 March 2021.
As part of A&R Committee reporting,
completed and delivered Council’s
draft Governance Framework.
Coordination of Council’s Business Continue implementation of 2019 Monitor and adjust COVID-19 BCP, if Continue implementation of 2019
Continuity Framework Audit recommendations for Business required. Audit recommendations for Business
Continuity Planning. Note - This has Continuity Planning.
been delayed due to limited resources
and other priorities.
Governance and Risk Management Attended Local Government Risk Preparation for Council participation Director and Governance continue to
Forum in March 2021. in QLD’s Privacy Awareness Week assist in the Governance Review
Attended LGMA Governance May 2021 campaign, including online being undertaken by an external
Exchange session. velpic training and new intranet consultant.
Completed Council’s draft material. Finalise draft Compliance and
Governance Framework and Completion of Council’s annual Enforcement Policy and present to
presented to the Audit & Risk Insurance Renewal process for Executive Team for endorsement.
Committee for initial feedback. FY21/22. Continue preparing draft Council
Vexatious Complaints Policy.
Page 56 of 96
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Delegations Review Project Stage 2 Completion of Council’s insurance Mid-year Delegations Review
completed. This includes the issuing Self-assessment audit. required to be undertaken due to
of tailored delegations memos to all Delivering Authorised Personnel numerous legislative changes.
Council staff. Training refresh for relevant staff.
Completed procurement activities for Review Council’s Privacy Policy and
engaging a consultant to conduct align with Office of the Information
Governance Branch Review. Commissioner (OIC) best practice.
Development of a draft project plan to Note - This is 80% complete but
review how Council manages delayed due to other priorities.
personal information in accordance Preparing insurance claims quarterly
with the Information Privacy Act 2009 reporting for Executive Team
via our systems, practices and information.
processes across all operational Preparing complaints quarterly
areas. reporting for Executive Team
Attended Technology One demo on information.
future corporate reporting and risk Recruitment of Governance Officer
management modules options. for parental leave cover.
Governance Arrangements Review –
Engagement of consultant.
Recruitment of two temporary
positions (Governance Project Officer
& Governance Systems Officer).
Director – In association with the
review of Governance arrangements,
co-ordinate the review of Council’s
model for the provision of legal
services and approach to
organizational improvement.
Business as Usual activities 15 insurance claims received* Ongoing coordination of progress Continue to process customer
(reduction of 10 from last qtr); *Note – reporting for Council’s Operational operational transactions including:
13 public liability claims received - Plan and Branch Plans. RTIs, complaints (various types) and
mainly for personal injuries and tree Continue to network with Local and insurance claims.
related damages. 2 Council Motor State groups for best practice and Ongoing coordination of certain legal
vehicle claims received. process improvements. matters on behalf of Council, where
2 Administrative Action Complaints Continue to process insurance claims required.
received (reduction of 7 from last qtr); <$15,000 in compensation value.
4 Right to Information (RTI)
applications received (same as last
qtr).
Page 57 of 96
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Ongoing advice and support to
operational teams on various matters
including risk, governance and policy
advice.
People and Culture
Leadership Team Development Program Promote the progress and purpose of Presented Draft framework at Scheduling of next leadership
the group to teams and the February Leadership Group Meeting development session for May 2021.
organisation, reinforcing the agreed with follow up for feedback and input Planning for 21/22 development
values which have been adopted by into priorities. Information has been program delivery following budget
the group. consolidated and submitted into approval.
21/22 budget build. Finalisation of
initial framework pending budget
approval.
Ongoing training provided to staff
through the corporate training
program.
Support to LGMA Challenge team.
Traineeships Executive Team endorsed Recruiting to new trainee for Noosa Considering future opportunities for
appointment of one new trainee in Community Support. traineeships through available govt.
Noosa Community Support. funding and as part of workforce
planning and Civil Operations review
outcomes.
Placement of Noosa Community
Support trainee by 30 June 2021.
Work Health and Safety Managed Workcover claims and Continuing to implement the Implementation of the new WHS
supported employees in suitable deliverables from the Workplace Management Plan and training
duties and return to work program. Health & Safety Management System program.
Development of TAKE5’s to reflect Plan (April 2020-March 2021) Identify and implement strategies to
COVID-19 safe work practices. Continuous improvement of the WHS reduce claims which impact on
Modification of work practices (e.g. system and Safety Awareness. Workcover premiums.
number of passengers in vehicles) to Ongoing management of cases to Finalise roll out of the SKYTRUST
reflect COVID-19 restrictions. achieve better claim and return to system.
Completion of review of WH&S work outcomes. Completion of review of WH&S safe
procedures and publication. Providing COVID-19 response work procedures.
Endorsement of Injury Management services.
and Prevention Strategy.
Page 58 of 96
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Co-ordinate 2020/2021 Training Some non-essential training was not Implementation of the 20/21 training Progress essential training with
Programme and Budget completed due to COVID-19 program and review of training COVID-19 restrictions easing.
restrictions. provision/methods given COVID-19 Planning for 21/22 program delivery
Online training has been offered restrictions. following budget approval.
where possible. Training limited to
essential/compliance training due to
COVID-19.
Preparation of the 21/22 training
program and budget.
Workforce Planning Reviewed all draft documents in Progression of Workforce Planning Work with Departments to progress
readiness for progressing workforce (identified as a priority within key priority areas and commence
planning activities. Council’s Operational Plan) operational workforce planning.
scheduled as part of 2020/21 People
& Culture Branch Plan.
Priority focus for workforce planning
for 2020/21 identified with Executive
Team.
Council’s Drug and Alcohol Policy and Random testing put on hold due to Preparation for reintroduction of Re-commencing of testing.
Procedure COVID-19. testing
Employee Relations Review of P&C policies for Resolution of any emerging Finalisation of bargaining for the new
compliance with the Qld. Anti- workplace issues. Certified Agreement.
Discrimination Act. Endorsement of updated P&C
policies.
Commencement of negotiations for
new Certified Agreement
Employee Wellness Program Appointment of new Employee Maintain wellness site with up to date, Continue to identify initiatives for the
Assistance Provider. relevant information and resources. wellbeing framework which will have
Finalisation of initial staff welling Implementation of new Employee a direct impact on employees and
challenge - Destination GO Assistance Provider. increase participation and
Challenge. Resurvey employees to monitor engagement with the Wellness
wellbeing and assess flexible work Project.
arrangements. Planning for 21/22 program delivery
Identification of initiatives for 21/22 as following budget approval.
part of budget submission.
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Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Provide frontline response services to Provide response services as part of Continue to provide response
Support the organisation with HRM the COVID-19 Taskforce Team the COVID19 Taskforce Team. services to the COVID19 Taskforce
services incl. payroll, work health and including employee relations, Continued review of P&C policies. Team.
safety, recruitment, on-boarding and wellbeing, deployment opportunities, Finalise 21/22 budget submission. Assess future work practices, policies
workplace relations. implementing working from home Brach functional review. and procedures post COVID-19.
arrangements and supporting Commence development of next Finalise People and Culture Strategy.
employees impacted by the People and Culture Strategy. Prepare 21/22 Branch Plan.
temporary closure of Council facilities. Review 20/21 Branch Plan to Director-Review of work
Review of the Payroll BCP. prioritise deliverables before 30 June. arrangements as a result of COVID-
19.
Community Engagement
Communications and Community Weekly Mayor video continues to Implemented promotional campaign Ongoing monitoring to gauge
Engagement generate good engagement. Now a to encourage residents to get involved effectiveness of weekly Mayor
critical part of the Communication and in budget preparations. Community Video.
Engagement Strategy. Go Noosa publicity implemented for Canvassing options to create
Your Noosa monthly double page Easter period. templates for all future print
spread in Noosa Today proving advertising to have a consistent look
popular with general community. for promoting messaging and
New software – balancing budget tool community engagement activities.
– implemented on Your Say Noosa Plan for and co-ordinate the
website as part of 21-22 budget Community Engagement Strategy
consultation. Review incl. review of branch
services.
Website Management Created a Major Projects page on the Regular meetings being conducted Continue quarterly catch up of new
Council website. This page provides with Web Content authors across Website Hierarchy Approval team.
up to date info on major projects being council to review first year of web Continue to focus on improving
constructed in Noosa Shire Council platform operation. website pages content and links.
Website now operating effectively. Recorded an average of 72,000 Ongoing review of content in liaison
Continuing to provide assistance and unique monthly visitors to Council with Web Authors.
guidance on web improvements to website between January and March
staff. 2021.
Review of current COVID pages and
content, as restrictions ease.
The three month visitation was
216,057 unique visitors – an increase
in visitation numbers on previous
quarter.
Page 60 of 96
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Positions Vacant and Landfill
Resource Recovery continue to be
the most visited pages.
Social Media Growth continued across three key Review ongoing on current video Target was to reach 3,500 followers
social media platforms. editing software to determine whether on Instagram before June 2021. This
Linkedin now has 5,559 followers. An upgrade required. target has already been achieved.
11% growth this quarter. Looking to increase scheduling of Revised target is to reach 4,000 by
Produced a promotional video for Council content to ensure improved end of next quarter.
Cycling and Walking Strategy to reach and engagement with
heighten awareness of consultation audience.
period (strong engagement of video
on social media).
Facebook followers at 19,617 – 12 %
increase for the quarter.
Instagram followers at 3,523.
#Your Noosa social media campaign
resulted in over 500 images being
tagged with Your Noosa hashtag this
quarter. In February, we launched the
initiative and every week, we would
share the best on our social media
pages. Purpose of the campaign is to
encourage pride in the shire and
generate some positivity post-COVID.
Corporate E-newsletter promotion Opted to continue delivery of eNews Will remain with current eNews Look to produce a video to promote
fortnightly, which is helping grow provider, however will consider a eNews subscriptions to use on social
subscriber numbers. rebrand-redesign of the eNewsletter media and website.
Number of subscribers now at 3,897. Redesign of eNews template to be
This is an increase from previous investigated including a name change
quarter. to Your Noosa eNews (this is still
Open rate is quite reasonable and being considered)
being monitored.
Business as Usual activities Have taken over production and Deliver Citizenship Ceremony in late Co-ordinate official opening or sod
design of internal Pelican Brief. May at the J Noosa turning event for Hinterland
18 media releases prepared (as listed Preparation underway to develop a Adventure playground.
on Council’s website) communication plan for the 21-22 Maintain focus on producing short,
Delivered a highly successful budget. quality videos to enhance council
Australia Day Citizenship ceremony messaging.
and another event in March 2021.
Page 61 of 96
Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Co-ordinated and delivered official Continue to produce monthly Your Investigating options to install a studio
opening of the Orealla Crescent Noosa double page edition in Noosa green screen for future video
Bridge. Today. production.
Sod turning arranged to Working with Infrastructure Services
commemorate start of the Community to coordinate media and community
House at Peregian Beach. messaging for Hinterland Adventure
Arranged ongoing publicity for Playground
Work4Qld and Unite and Recover
projects.
Customer Service
Recruitment and Training 4 new casuals CSO’s recruited, on- Continued monitoring and buddy Backfill Parental leave and
boarding training completed. training of 4 new casual CSO’s as secondment positions.
1 part-time CSO seconded to IS, competency improves. Rates training pending budget
position not backfilled due to no end Secondment opportunities for CSO to changes.
date of secondment clarified. Respite Centre.
Continued development of officers to Local Laws and Waste trucks ‘ride
support CSTL position for purpose of along’.
backfilling leave and peak periods. Armed hold up and Disgruntled
customer training.
OH&S training for nominated CSO.
Review of Branch Policies and Updated Customer Service Cash Pending Hybrid WFH organisational Review council FY procedure
Procedures Handling Policy. guidelines, ensure current CS policies changes specifically rates ahead of
and process align. issue date.
Review BCP and update as required. Review and document procedure for
Review CS security policies and granting new CSOs access to CS
procedures pending security working based systems.
group recommendations.
Continual CS intranet (iP@N) Review of iP@N pages relating to Review of iP@N pages relating to Review of Building & Plumbing, Asset
improvements Procurement, Fleet, Emergency Rates, Disaster, Local Law, Waste Management, Environmental Health
Procedures, Community and Property. and Civil Ops. pages.
Development, Community Facilities, Update all pages within the above Update all pages within the above
Libraries & Galleries, and Economic review to the new format/layout incl. review to the new format/layout which
Development. procedural pages, which use uses Accordions to make pages more
Update all pages within the above Accordions to make pages more user user friendly
review to the new format/layout which friendly. Finalise the Departmental Staff
uses Accordions to make pages more Prepare all iP@N pages for new Listing page which provides staff
user friendly. financial year (links to updated Fees names and duties within all
Page 62 of 96
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Worked on the planned replacement & Charges, forms, updated departments and link with relevant
iP@N. procedures for Rates). iP@N pages.
Commenced responsibility of and Liaise with IT on ability to add buttons
created a procedure on approving from iP@N direct to our internal
events that are lodged on the request system with the request type
Community Events webpage. fields auto-populated.
PureCloud improvements. Implemented skill based routing and Work with PureCloud support to Create training guides.
assigned skills to agents for all improve WFM/ Rostering system. Review canned responses
queues – purpose is to have more Work with ICTM to update directory (templates) and up date for new
experienced CSO receive and handle link to Teams. financial year.
web chats while newer CSO receive
calls.
Business as Usual activities Q3 Call statistics: Managing staff leave requests Manage peak period, Rates/ Animal
- Calls offered – 13,782 Continued training and development Registration/ Other License renewals
- Average Speed of Answer - 43 Combined services meetings to due to new financial year.
secs commence with key departments Continue to work with areas in
- Average Handle time - 5 mins. 15 again. managing customer requests.
secs.
Planning for peak period (next
quarter).
Continue to work with operational
areas re: customer requests, ECR.
Monitor customer requests.
Page 63 of 96
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Previous Council Consideration
Nil.
Finance
Nil.
Risk & Opportunities
Periodic reporting of departmental performance allows Council to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
While the impact of COVID-19 on departmental operations has lessened this quarter some
departmental projects/programs are impacted e.g. delays in training delivery and workforce planning.
In response Managers are focusing on branch planning, reviewing priorities and resource allocation,
and risk management.
Increasing demand for Governance Services and limited resources within the branch have resulted
in the delay of several governance projects including policy development and the progress in
implementing the Enterprise Risk Management Framework. A review of Governance Arrangements
will commence on 10 May 2021 and temporary additional resources have been allocated to increase
support to the Branch.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Branch Managers of the Department were consulted in the preparation of this report.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
X Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
X People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 64 of 96
Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
8 COMMUNITY SERVICES DEPARTMENT UPDATE – 3RD QUARTER 2020-21
Author: Director Community Services, Kerri Contini
Community Services Department
Index: ECM/ Subject/ Branch Management/ Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services & Organisation
Committee meeting dated 11 May 2021 providing an update on the operations of the Community
Services Department for the period 1 January to 31 March 2021.
REPORT
The adopted organisation structure includes the following branches under the Community Services
Department:
Director’s Office;
Community Development and Community Grants;
Community Facilities (Including Noosa Community Support, The J, Bicentennial Community
Centre, Noosa Aquatic Centre and Noosa Leisure Centre);
Libraries and Galleries;
Local Laws: and
Waste, Environmental Health and Cemeteries
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Community Services Department for the period 1 January 2021 to 31 March 2021.
Page 65 of 96
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
COMMUNITY SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
DIRECTOR’S OFFICE
Rufous St Precinct Development Tender awarded to Kane Continue design of conversion of Complete concept plans for FireTech
Constructions for Peregian Beach existing Community House to Lab
Community House and Greenspace extension of Digital Hub in Commence tenure negotiations for
Project construction schedule consideration of FireTech grant new Community House
completed Finalise resolution of outstanding Ri-
Works commenced Con claims
COMMUNITY DEVELOPMENT
Social Strategy Implementation 22,000 meals delivered in the Noosa Investigate reestablishment of Investigate insurance bulk buy
Shire in the last 12 months (since Orange Sky laundry Service in Noosa options for Halls & Community
Covid). Shire. Centres.
Weekly community evening meal re- Work with Oz Harvest to identify land Work with QShelter to host Squalor
established in partnership with for food production to support and Hoarding training.
Vinnies. community meals. Continue progress detailed design of
Facilitated strategic planning process Work with stakeholders to investigate the Noosa District Sports Complex
for Pomona Community House, and crisis housing options for people at internal road.
Tewantin-Noosa Lions Club risk of homelessness. Develop scope and procurement for
Final completions achieved on all Work with Sunny Kids to finalise ReGen Wellbeing Hub feasibility
Works for Qld funded infrastructure position paper and recommendations Finalise concept plans for Cooroy
projects in partnership with for identified gaps in service delivery Sports Complex redevelopment
Infrastructure Services and Property. for family and young people services.
Contributed to coordination of Work with Peregian Beach
Building Condition audits on Community House committee to
community buildings. identify opportunities to plan the
Continued to progress the Noosa activation of the new centre.
District Sports complex masterplan Continue to investigate opportunities
implementation: detailed design for for proposed Tiny Houses for youth
stage 1 civil works and stakeholder transitional housing.
consultation to develop the ReGen Ongoing participation in Place-Based
Wellbeing Hub model. Response to Homelessness and part
Completed audit of school sporting of the new Sunshine Coast Care
infrastructure for community use. Coordination Group
Delivered Grow Your Arts workshop - Live Music development program in
Career Planning for Creatives partnership with RASN provider,
Page 66 of 96
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Workshop and stakeholder Creative Arts Alliance and other SEQ
engagement with user groups at North councils
Cooroy Sports Complex to develop Work with the Cooran Pomona
concept designs Rugby League Club and Kin Kin
Completed ActiveKIT funding Community group to develop a
application to State Government to Hinterland Sports Program
bolster Ageing Well Noosa program Strategic Planning session to
and offer more entry level commence for Noosa Waterpolo,
programming.
Noosa Care and Tewantin-Noosa
Working with Noosa World Surfing
Bowls Club
Reserve and surfing community (all
craft) on a surf and beach safety Re-establish the Social Services Hub
project. once a suitable location is found for
COVID testing and vaccination
Council Community Grants Program Hosted Grants Nibbles and Approach and lodge Eco-Biz ap- Process all Water Rebate claims
including RADF Networking Night 4 March. Over 120 plications on behalf of eligible not for (direct billed Not for Profits).
organisation participated and heard profits Administer assess and moderate
from eight presenters Complete RADF Biannual Report to applications in Round 15 Community,
Opened Grant Round 15 – Arts Qld Environment and RADF Grants.
Community, Environment and RADF Prepare new Three Year Funding
Grants. Agreements for Sports Field
Maintenance and Community Halls
Recruited new RADF Committee
Maintenance.
member to replace retiring member
Submitted RADF funding application
to Arts Qld for 2021-22
Disaster Recovery Coordinated and delivered Bushfire Ongoing Bushfire and Covid-19 Develop further events and activities
Risk Management Workshop in Recovery support that build community resilience and
partnership with emergency agencies Plan and coordinate further Mental help prepare for disaster events
and QLD Fire Biodiversity Health First Aid training In partnership with Council’s Disaster
Consortium for Noosa North In partnership with Boreen Management Officer, develop
Shore/Teewah residents. Point/Cootharaba communities hold Disaster Management Plans in areas
Organised and delivered Mental an emergency preparation family wanting and interested in having
Health First Aid Training at Pomona community event.
specific plan e.g. Boreen Point,
for community members on Work with community groups in
Resilience in the Face of Disaster. Pomona, Cooran
disaster preparedness/resilience I.e.
Continued to activate and further Pomona Community House, Kin Kin In partnership with the disability
develop the Connecting Noosa Rural Fire Brigade/Residents sector and community work on
program, providing free activities that Association/Lake Cootharaba Person Centred Emergency Planning
Page 67 of 96
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
assist recovery from bushfires and Residents Assoc/Sailing Club. In partnership with the Multicultural
COVID 19. Working with SES and The Social sector and community work on CALD
Tap on their local volunteer communities being more resilient and
recruitment campaign – focussing on prepared in the event of a disaster.
Pomona, Cooroy and Cooran areas. Continue to deliver on the community
Engage with the disability sector and recovery plan.
residents with the Person Centred
Emergency Planning (P-CEP) so that
our residents with a disability are
preprepared in an emergency.
Engage with our CALD/Multicultural
sector and residents on disaster
preparedness.
In partnership with SEQ Fire
biodiversity Consortium and
Landcare host a Bushfire Information
night at The J Noosa 29 April 2021.
Volunteer Initiatives Provided support and assistance to Continue to provide up to date Continue to prepare and deliver the
community organisations in relation information and support as well as 2020/21 Workshop and Event
to COVID restrictions and return to managing a response to community calendar for volunteers
operations organisations and volunteers
Supported and encouraged sporting regarding their needs during COVID-
clubs to apply for state and federal 19
funding including BBRF Rnd5 (Noosa Continue working with and
Pickleball), Cooroy Pony Club, collaborating with local community
Combined Coastal Car Club, organisations to ensure food supply
Cooroora Netball, Tewantin Noosa for vulnerable persons is available
Bowls club Organise breakfast and key speakers
for National Volunteers week
Facilitated free First Aid accredited
courses for volunteers during Heart
Week
Business as Usual Activities Hosted the School Principals Participate in co-ordinated Council Work with local, regional and State
Network Meeting response to series of issues in Kin Sporting bodies on planning sporting
Kin events in Noosa in line with COVID-
Continue to work with Building and 19 restrictions/directives. (ie State
Facilities and Property to deliver and National championships)
Works for Qld and Unite and Recover Work with the University of the
infrastructure projects Sunshine Coast High Performance
Page 68 of 96
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Work with CASA, Planning and Athletes and the Mayor to deliver the
Property teams and relevant Clubs to “I Encourage You’ initiative to local
resolve issues with the Teewah schools
Airstrip
Contribute to working groups for the
Noosa Trail Master Plan
Implementation and the Noosa
Walking and Cycle Strategy.
COMMUNITY FACILITIES
Noosa Leisure Centre – Financial The net result to YTD budget was a Continue to closely monitor and Continue to closely monitor and
Performance positive variance of $221k, with minimise financial impacts from minimise financial impacts from
revenue up $205k and expenditure COVID-19 COVID-19.
down $16k. This situation will likely Undertake budget review.
change as budgets are re-evaluated
in BR3.
Noosa Leisure Centre - General Continued to increase operations and Complete ITQ process for Wallace Re-launch of NLC social netball
work with patrons and user groups to Park Precinct – LED Lighting program.
ensure a COVID safe operating Upgrade and appoint contractor. Preparation for upcoming events,
environment. Engage contractor to provide report including the annual Rotary Noosa
Kids’ Playroom attendances up 28% on works required to adequately Daybreak Bookfest and Pickleball
compared to same period last year. repair or replace deteriorating roof Tournament in May.
Completed planned maintenance sheets and gutters.
Schedule remaining annual
projects including servicing of the Continue to focus on rebuilding
maintenance jobs.
stadium fans. patronage as much as possible within
Review of Group Fitness and Ball a COVID safe operating Ongoing monitoring of COVID-19
Sports program offering completed environment. landscape and adjustment of
and changes implemented. Continue to work with user groups to operations if required.
Collaboration with Noosa Council’s ensure continued compliance with
COVID-19 Taskforce team and the relevant industry COVID Safe Plans.
Queensland Ambulance Service, to Annual review of NLC Marketing
successfully accommodate a COVID- Plan.
19 testing site in the NLC stadium for Upgrade of ageing and faulty stadium
1.5 weeks in January. scoreboards.
Page 69 of 96
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Aquatic Centre – Financial The net result to YTD budget was a Continue to closely monitor and Continue to closely monitor and
Performance positive variance of $674k, with minimise financial impacts from minimise financial impacts from
revenue up $787k and expenditure COVID-19 COVID-19
over by $113k. This situation will
likely change as budgets are re-
evaluated in BR3.
Noosa Aquatic Centre – General Adherence to State Government Complete tender process for NAC Manage staff as rosters, timetables
approved COVID Plan for Aquatic café operation. and hours reduce during the
Facilities. Release ITQ for pool blankets. transition from summer to winter.
Continued to support all key user Appoint contractor for replacement of Liase with contractors to minimise the
groups returning to the NAC NAC main switchboard. impact of pool closure during
Attendance numbers broadly tracking Develop and execute NAC ‘off-peak’ installation of new main switchboard.
in line with trends from previous years promotion to boost attendance during Continue to minimise the impacts and
which is pleasing given the impact of the quieter times of the day and risks of COVID-19 to staff and
Covid-19 restrictions at the start of months of the year. patrons while maximising the
financial year. Continue to focus on rebuilding financial performance of the centre
Continued to deliver a modified in- patronage as much as possible under Review success of revised Junior
house junior squad coaching new COVID safe operating Squad Program and determine future
program following voluntary environment direction
departure of the previous coaching Continue to market to and Finalise and release ITQ for new light
contractors. communicate with users to pole footings.
encourage regular utilisation of the Consider best way forward for the
NAC’s services. development of the centre’s 10-year
masterplan.
The J & BCC – Financial Performance The reported net result to YTD Continue to closely monitor and Continue to closely monitor and
budget was a positive variance of minimise financial impacts from minimise financial impacts from
$54k, with revenue down $38k and COVID-19 COVID-19
expenditure under by $92k. However,
an incorrect expense allocation of
$33k was discovered following
finalisation of the month and has
since been adjusted. This in effect
bumps the result up to a positive net
variance to budget of $87k. YTD
revenue is down because the impact
of Covid restrictions was greater than
expected when developing the
budget assumptions.
Page 70 of 96
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
The J & BCC – General Continued increase in activity as Continue to closely monitor COVID- Continue to monitor ongoing COVID-
COVID restrictions eased and 19 operating restrictions. 19 restrictions whilst safely
promotors became more confident to Further review and liaise with maximising operational opportunities
market national tours. promoters to maximise activity within for the facility.
Ongoing liaison with clients and the COVID restrictions at given times. Review The J’s performance against
promotors, working through relevant Ongoing liaison with TicketSearch to previous business plan and develop
COVID restrictions where applicable. correct/improve some processes. a new one for the next 5 years
Transitioned ticketing system from Further consultation with ZEN to Ensure theatre seating refurbishment
SABO to TicketSearch: a major piece review LED lighting options for upper is completed on time and within
of work for the team. and lower foyers, upper deck and budget.
Ceased staffing assistance to local ramp areas Recruitment of a new part-time
not-for-profits and agencies now that Complete theatre seating Marketing Officer.
The J is fully operational refurbishment project
Completed ITQ process for theatre
seating refurbishment.
Noosa Community Support – Financial The net result to YTD budget was a Continue to closely monitor financial Continue to closely monitor financial
Performance positive variance of $111k, with and funding body KPI (output and funding body KPI (output
revenue up $4k and expenditure achievement) performance, achievement) performance,
under by $107k. Expense savings particularly considering COVID-19 particularly considering COVID-19
were realised due to the limited disruption. disruption.
number of services delivered during
the most restrictive periods of Covid-
19.
Noosa Community Support – General Ageing Well Noosa program Continue to review operations to Continue to review operations to
continues to grow with additional ensure compliance with COVID-19 ensure compliance with COVID-19
classes being introduced including restrictions and meeting of funding restrictions and meeting of funding
aqua aerobics. body obligations body obligations
Social support groups continue, Telephone support and welfare Work closely with Community
albeit with restricted numbers checks will continue for clients who Development to introduce more
although more clients are now choose to remain isolated wellness and re-ablement programs
confident to socialise. We have Showcase NCS Centre to other in the hinterland.
waiting lists for two coffee groups. community stakeholders for potential Upgrade storeroom to a ‘Quiet Room’
Re-established connection with collaboration to support our target to introduce a carers’ counselling
Carers Qld who are meeting with group. service in conjunction with Carers
carers to offer financial support. Continue to foster partnerships with Qld.
NCS day respite service is continuing Dementia Qld, Parkinsons Qld and Commence collaboration with Noosa
to grow due to partnerships with Community Development to develop Library on their Seed Program.
Dementia Qld and Parkinsons Qld. a Noosa Dementia Alliance Group for Evaluate all NCS operations to
New service delivery model the Shire. ensure compliance with Royal
Page 71 of 96
Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
focussing on supporting carers and Evaluation of all program activities to Commission recommendations.
their loved ones is being lauded ensure they meet recommendations Audit and edit NCS policies and
amongst local community groups. by Royal Commission. procedures to include COIVID-19
Staff development day included Working on continuous improvement and Royal Commission
virtual reality workshop (EDIE). strategies for staff rostering. recommendations.
Pathway installed between NCS, Review transport service.
Library and the Leisure Centre to Source more volunteers.
make it easier for clients wishing to
access these services.
LIBRARIES & GALLERIES
LIBRARIES Council endorsed proposed Evaluation of Invitation to Quote for Finalise alternative kiosk/ service
Mobile Library Service Replacement replacement model. kiosks has identified a risk with the provision options and locations.
Plan Invitation to Quote for Library kiosks proposed kiosks in regards to Ingress Deliver library life-long learning
released and closed 17 March 2021. Protection (dust and moisture programs within the community.
Tender for new Library vehicle protection). This poses potential Review outreach vehicle weekly
completed and released. Tender challenges in housing this type of timetable and confirm weekly
includes two options – diesel and kiosk in external locations. Further timetable for 2022.
electric. Closes 28 April 2021. investigation into alternative kiosks Begin work on potential branding and
and service options to be undertaken marketing of new outreach library
before proceeding. service.
Evaluate Tender for new vehicle.
Develop suite of library life-long
learning outreach programs and
confirm locations of delivery.
Plan and deliver a range of engaging Launched State Library of Continue to deliver grant-funded Deliver Regional Arts Development
public library programs which support Queensland’s Strategic Priorities programs – Engaging Science Tech Funding (RADF) program – Creative
reading, learning and literacy (including grant program – The Noosa Seed Savvy Seniors and First Five Forever 3D printing and printmaking
digital literacy) Library. Corresponding community - under Covid-19 safe variations to workshops.
workshops underway. the projects. Complete acquittal documentation for
Delivered Engaging Science grant Deliver Easter School Holiday grant-funded projects – Engaging
program – Drone workshops as part program. Science, Tech Savvy Seniors, Noosa
of Summer School Holiday program. Continue delivery of outreach early Seed Library and First Five Forever.
Delivery of new early literacy literacy workshops within local Develop new State Library of
workshops at local schools and schools. Queensland grant funded program –
daycare centres, as part of the First Storytime Greatest Hits – a video
Five Forever grant-funded program. recording showcasing a compilation
Page 72 of 96
Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
(5 workshops with 108 attendees) Develop Regional Arts Development of storytime songs for children and
Funding (RADF) program – Creative their families.
3D printing and printmaking program.
Successful in additional year of First
Five Forever grant funding - $27,365
Deliver capital works and facilities Noosa Regional Gallery amenities Complete Noosa Regional Gallery Progress rectification of identified
projects upgrade project design confirmed amenities upgrade. defects on Cooroy Library rooftop.
and tender awarded. Trial new SMS reminder notifications
for library events to improve
attendance.
GALLERIES Concluded exhibition program: Working with artists on the Delivery of Flame Path – woodfired
Plan and deliver a schedule of engaging Elysha Rei: (Furusato) patterns from development of projects for Floating ceramic from Quixotica
exhibitions and programs which diversify pilgrimage; Daniel Agdag: Land 2021 Development of Peter Phillips
and grow audiences; and support local Miscellaneous Assemblies; and Delivery of Peta Clancy: exhibition
arts practices Miriam Innes: New York Rambling. Undercurrent; Kent Morris: Development of Petalia Humphries
Delivered exhibition program: Unvanished; and Sara Moore: Ochre exhibition
Shannon Garson: Shimmering Energetic Activation as part of Monitoring exhibition and public
World; Michelle Hamer: Are You Connecting Stories Southeast programming scheduling and
having a Good Night?; and Yanni Queensland North collaborative First delivery relative to changing COVID-
Van Zijl: Casuistry. Nations program. 19 circumstances
Delivered public programs online Curating engagement content (video, Ongoing planning for Floating Land
associated with each exhibition and exhibition catalogues, image 2021
project galleries, children’s activities) for Planning for 2022 exhibition program
Developed framework for Floating online delivery.
Land 2021. Developing new Floating Land
Established the artists participating in website.
Floating Land 2021.
Secured $56,000 Arts Queensland
funding towards Floating Land 2021.
Noosa Cultural Plan 2018 – 2023 Pre-feasibility Study for Launch new Noosa Library Service Deliver 'Live and Local' music
Implementation new/upgraded Regional Gallery website recovery project – a collaborative
completed. Planning for the 'Live and Local', project in partnership with Live Music
Development of new Noosa Library music recovery project – a Office and Creative Arts Alliance to
Service website collaborative project in partnership showcase local performing artists
In partnership with the Butter Factory with Live Music Office and Creative and activate public performing
Arts Centre, engaged 7 local artists, Arts Alliance to showcase local spaces.
to create individual and stunning performing artists and activate public Continue to implement 2020/21
artworks for the seed packets, as part performing spaces. As part of this Action Plan
of the Noosa Seed Library program. program, an audit on existing public
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Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Artist in Residence programs performing spaces will be Review and evaluate progress of
underway at the Butter Factory Arts undertaken. 2020/21 Action Plan and start the
Centre as part of the Noosa Seed Planning for Floating Land 2021 – development of 2021/22 Action Plan.
Library program. see Galleries for more information on
Sustainability workshops underway relevant Cultural Plan actions.
in partnership with Permaculture Launch the online heritage portal –
Noosa, as part of the Noosa Seed see Heritage for more information on
Library program. relevant Cultural Plan actions.
HERITAGE - Plan and deliver key Heritage Portal instance created, Complete User Testing, continue data Finalise Noosa Notables interviews
Heritage Levy Initiatives & a range of design applied, and test content load and undertake user training for for 2020-21
Heritage projects and programs loaded. Heritage Portal Finalise Reel Stories of Noosa project
Reel Stories of Noosa project Launch Noosa News and Noosa Launch Heritage Portal
commenced Advocate digitisation project Finalise Community Halls
Development of Community Halls Deliver Heritage Month program Management Plan
Management Plan commenced within scope and context of ongoing Continue to monitor COVID-19
Plaques and Memorials Policy impacts of COVID-19 safe-plans conditions in context of impacts on
adopted by Council at Ordinary Finalise Expression of Interest for proposed 2020/21 projects
Meeting on 18 March 2021 film-maker to produce film Commence review of Noosa Council
Noosa News and Noosa Advocate documenting 2019 fires (in Naming Policy
digitisation project complete. partnership with Community Begin planning for 2021-22 projects
Ongoing recording of Noosa Development Team)
Notables Interviews
Business as Usual activities Total Jan – March 2021 Continue to review operations to Continue to review operations to
LIBRARY - ensure compliance with changing ensure compliance with Covid-19
o Visitors: 53,143 Covid-19 restrictions and meeting of restrictions and meeting of grant-
o Programs: 107 (970 attendees) grant- funding body obligations funding body obligations
o New Members: 1216 Recruitment finalised for two Continue to monitor and review
o Library Loans: 98,082 additional casual staff members to operational budgets leading up to
o E-Resources Loans - 24,630 assist with library early literacy end of financial year.
o Seed Packet Loans - 1405 programs. Delivery of 'Dealing with Hostile and
o Telephone enquiries: 2042 Planning for delivery of 'Dealing with Violent People' training for the
GALLERY - Hostile and Violent People' training Community Services staff.
o Visitors: (NRG door traffic for Community Services staff.
counter failed during this quarter Ergonomic Support and Assessment
therefore no data available for Training provided to Library Service
this period.) team.
o Programs: 20 (183 attendees) Investigation and review of new
o Mailing list subscribers: 2,957 Digital Media Service – Hoopla, to
o Instagram followers: 9,663 provide alternative e-resource
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Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
(NRG) + 1,597 (FL) - total: content.
11,260
o Facebook followers: 3,291
(NRG) + 1,680 (FL) - total: 4,971
LOCAL LAWS
Manage Local Law Compliance 1,123 customer requests Complaints about Illegal Camping Continue with school lectures and
16 reported dog attacks (4 on People Activity continue, early patrols are introduce community group lectures
& 12 on Animals) ongoing due to increase in tourism on responsible pet ownership and
27 proactive patrols undertaken heading into peak periods eg Easter safety around animals.
3,719 Local Laws Infringements and long weekends Continue reviewing and update
issued: Ensuring all staff remain vigilant and operational processes. Appeals and
246 Animal infringements observant of WH&S requirements for Rostering Procedures completed.
290 Restricted activity – camping Covd-19. Discuss strategies to improve Animal
3,183 Parking infringements Supporting other agencies with inter- Pound infrastructure in collaboration
250 Appeals assessed agency operations eg QPS and with RSPCA and other stakeholders.
427 new dog registrations QPWS Start the procurement process of the
Undertook successful ATV trail to Further developed operational purchase of ATV once budget 21/22
encourage dog on lead compliance policies is approved and commence
on local beaches recruitment of staff to resource this
Local laws staff undertook training to programme.
be authorised for Marine Safety Implement staff training and
Patrols and to issue infringements in development programme including
the National Park local government investigations,
animal management and dealing with
dangerous people.
Devise interdepartmental strategies
for dealing with encroachment on
local government controlled including
legacy issues and support policy
development.
Page 75 of 96
Section 76
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
WASTE & ENVIRONMENTAL
HEALTH
Waste Management Presented the first of two Councillor Appointment of the new Manager of Progress Waste Strategy
workshops on the future of Bulk Waste and Environmental Health. development including the
‘Kerbside’ collection. Production of the Noosa Council community consultation and
Waste officers worked closely with Strategy for Waste. stakeholder engagement phase.
collections contractor to ensure Implement enhanced illegal dumping Complete the detailed design phase
effective service delivery during busy surveillance and compliance for the construction of the next waste
holiday period. activities utilising Qld Govt grant. cell and expansion of resource
Installation of 11 additional gas wells Progress construction of second recovery area at Eumundi Road
to maximise methane extraction. weighbridge and new gatehouse at Landfill
Completed the 10 year capital works Eumundi Road Landfill and Resource Construction of a waste compound in
plan for the Eumundi Road Resource Recovery Centre Noosa Woods that will allow more
Recovery Facility. Landfill gas contractor liaising with effective servicing of public place bins
Completed the $10million build from Energex on potential for power in the Hastings Street precinct.
base budget for waste expenditure generation at landfill. Deliver the second workshop on the
for the 2021/22 financial year. Negotiate a new agreement with future of Bulk Kerbside.
Procurement of the ASPIRE VISY to accept Council’s kerbside Waste service levels of key
recycling brokerage system recycling at their material recovery commercial businesses to be audited
developed by CSIRO. facility. as Covid restrictions ease.
Continue to work with Council’s ICT
section to iron out current issues with
the waste management request and
complaints system.
Develop the contract specification for
the next liquid waste tender.
Waste Levy Completed the review and provided a Payment of waste levy revenue on
submission to the Queensland time in accordance with legislation to
Government for the annual subsidy avoid interest penalty payments
payment to offset the levy for
domestic services
Waste Levy fees being paid to State
Government in accordance with
monthly invoices received.
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Section 77
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Memorandum of Understanding (MOU) Formal MoU process concluded and Waste Managers from the three Monitor progress as Moreton Bay RC
with Unitywater, Sunshine Coast Unitywater have withdrawn. Councils will continue to meet to continue to explore advanced waste
Regional Council and Moreton Bay discuss potential opportunities to treatment options.
Regional Council, regarding Advanced work collaboratively on regional
Waste Treatment advanced waste treatment.
Health Inspection Program Licensed premises inspection Conduct annual inspection program Planning for reinspection of industrial
program delayed by COVID – 19 of licensed premises where possible premises at risk of waterways
workloads however EHO’s have now and monitor the ongoing impact of pollution from July 2021.
completed 95% of the inspections COVID-19 Continued integration of Covid safe
leading into end of financial year Liaise with Queensland Health, compliance workload into current
Fees and charges for public Public Health Unit on Covid safe work structures
swimming pool approvals complete compliance for the Noosa region Promote compliance with mandatory
with implementation scheduled for Planning to build capacity for an COVID-19 check-in app.
2021/22 financial year effective multi-agency health Provide technical and specialist
Completed transition from paper response in preparedness for a advice to the community and internal
based inspection program to second wave of COVID-19 on the business units on Covid safe
electronic inspections via iPads Sunshine Coast. practices from a public health
340 Health requests Implementation of streamlined food perspective.
134 Food inspections business licence application process Implementation of iCouncil software
80 Covid Inspections in partnership with ICT by utlising to allow Officers to undertake
technology one to its full potential. inspections via their iPads in the field
and for the inspection report to link
directly into technlogy one saving
time for administration and EHO’s.
Vector Control (Mosquitoes) Commenced aerial control of Continue regular aerial mosquito Monitor salt marsh breeding areas
mosquito borne diseases in salt control in salt marsh areas at each following rainfall and spring tidal
marsh areas during the heavy wet peak tide or coinciding with heavy activity
weather after Christmas and New rainfall events Conduct regular aerial treatment
Year Limited fogging to be implemented program for the salt marsh breeding
Commenced ovi trapping program to where weather conditions prevent areas and fogging of adult
detect presence of Aedes Aegypti aerial control by helicopter resulting mosquitoes with potential to transmit
(blood borne disease vector in massive breeding of mosquitoes mosquito borne illness
mosquito). and complaints from residents Work with our communication staff to
Ensure the program focuses on improve information to public on the
disease transmitting mosquitoes and treatment program and domestic
not nuisance pest species that do not mosquito breeding prevention
transmit disease. strategies.
Continue to utilise light trapping to
monitor adult mosquitos.
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Section 78
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Continued to oversight COVID–19 Planning for the implementation of Progress data integrity for cemeteries
requirements for the public and staff inspections of commercial swimming online database.
to prevent the spread of the pools for annual licensing Continue to implement innovative
pandemic. recognising the current environment technology solutions into business as
of COVID-19 and the impact it has usual activities.
caused to the accommodation
industry.
Planning for the implementation of
industrial premises inspection
program.
Page 78 of 96
Section 79
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Previous Council Consideration
Nil
Finance
Despite the disruption of Covid-19, the Community Services Department has completed the third
quarter of 2020/21 in a strong financial position, being $3.214M favourable to budget year-to-date.
As all operations as function near to business as usual this position may reduce given the need to
undertake additional expenditure.
Revenue was $2.53M favourable due to higher waste revenues of $1.425M driven by higher rates,
disposal fees and sale of recyclables. Community Facilities revenue was above budget by $958K
mainly due to earlier re-opening of NAC and NLC. Local Laws was $104K above budget due to
higher infringement and SPER revenues.
Expenses were $684K favourable, mainly due to lower employee costs of $456K. Materials and
Services expenses were also below across the department due to operational expenses delayed
through Covid-19.
The surplus will be partially taken up in the 3rd Quarter Budget Review.
Risks & Opportunities
The major risks facing the department include:
maintaining adequate health, hygiene and mitigation measures in response to the coronavirus
Covid-19 pandemic;
managing business-as-usual tasks within Covid-19 and bushfire recovery workloads;
managing waste and associated emissions;
responding to funding changes in Noosa Community Support; and
managing transition of key staff close to retirement.
The main opportunities the department is investigating include:
investigating new models of service and operation as a result of Covid-19;
implementing new service models for the Library’s outreach services;
supporting organisations access recovery funding;
diversifying revenue streams; and
recruiting new managers within key roles.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Community Services’ Managers and Coordinators contributed to the preparation of the quarterly
departmental update report
Page 79 of 96
Section 80
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Support X Director Director
X Community Development Financial Services
X Community Facilities Fleet
X Libraries & Galleries ICT
X Local Laws Procurement
X Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 80 of 96
Section 81
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 MAY 2021
9 OPERATIONAL PLAN PROGRESS REPORT – 3RD QUARTER 2020-21
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation Committee
Meeting dated 11 May 2021 providing an update on progress with the implementation of the
Operational Plan to 31 March 2021 and details of Council’s Key Performance Indicators.
REPORT
As usual, this quarterly report is in two parts. The first part provides Council with an overview of
progress in implementing the annual Operational Plan. The second part focuses on the Key
Performance Indicators (KPIs) which are reported to Council on a quarterly basis.
To provide context about how our organisational reporting to Council works, the following graphic is
provided:
This report relates to the third quarter of the 2020/21 financial year for the Operational Plan and
some management KPIs.
Page 81 of 96
The text continues on section 82.