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2020-09-14 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 14 September 2020
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE -
1 132005.1133.13 - PLANNING & ENVIRONMENT COURT APPEAL NO 2097 OF 2020
- APPLICATION FOR A MINOR CHANGE TO DEVELOPMENT APPROVAL FOR 140
MULTIPLE DWELLING UNITS & ASSOC FACILITIES - SHOP, RESTAURANT,
MULTI-FUNCTION ROOM & GYM AT 75 RESORT DRIVE, NOOSA HEADS -
(Planning & Environment Committee Agenda, 8 September 2020, Item 1, Page 3)
Reason for referral – No meeting quorum at P&E Committee due to conflict of interest
declarations
2 MCU11/0266.03 REQUEST FOR EXTENSION TO CURRENCY PERIOD FOR A
DEVELOPMENT PERMIT FOR MATERIAL CHANGE OF USE OF PREMISES FOR
OFFICE, RESTAURANT & SHOP AT 6 HERON STREET, PEREGIAN BEACH -
(Planning & Environment Committee Agenda, 8 September 2020, Item 3, Page 34)
Reason for referral – Significance of the issue
3 51988.2849.03 - MINOR CHANGE TO A DEVELOPMENT APPROVAL FOR A
MULTIPLE DWELLING OF 20 UNITS, 8 SHOPS AND 2 RESTAURANTS - 49
HASTINGS STREET, NOOSA HEADS -
(Planning & Environment Committee Agenda, 8 September 2020, Item 4, Page 74)
Reason for referral – For further consideration
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE -
Nil.
REPORTS DIRECT TO GENERAL COMMITTEE 3
4 PROPOSED LEASE OF COOROY DATA CENTRE AT 11A MAPLE STREET,
COOROY 3
5 NOOSA NORTH SHORE BEACH CAMPGROUND – PROPOSED INTERIM
MANAGEMENT AGREEMENT 7
6 TENDER T0000017 - STREET SWEEPING SERVICES 10
7 NOOSA RIVER OYSTER ECOSYSTEM RESTORATION PROJECT – ANNUAL
REPORT NO. 1 AND OUTCOMES OF INDEPENDENT REVIEW OF MONITORING
AND EVALUATION PLAN 14
8 USE OF LIONS PARK NOOSA HEADS FOR CAR PARKING 18
9 FINANCIAL PERFORMANCE REPORT – AUGUST 2020 24
CLOSED SESSION -
Page 2 of 36
Section 3
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
REPORTS DIRECT TO GENERAL COMMITTEE
4 PROPOSED LEASE OF COOROY DATA CENTRE AT 11A MAPLE STREET, COOROY
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/Subject: 46.01 Lease/Application/LEAS20/0003
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor to the General Committee Meeting dated 14
September 2020 regarding the lease on Council’s Cooroy Data Centre premises at 11A Maple
Street and:
A. Agree to enter a commercial lease of the premises to OneQode Assets Pty Ltd as generally
outlined in the report; and
B. Agree to negotiate and enter a licence for an associated wireless internet
telecommunications mast on the adjacent Cooroy Butter Factory rooftop.
REPORT
The purpose of this report is to seek approval to enter into a new lease of Council’s Cooroy Data
Centre facility. The data centre was constructed by Council in 2008 with joint funding under the
Federal Government’s Clever Networks initiative. It is a 97m2 fully enclosed building that sits on
Council owned land directly to the south of the Cooroy Butter Factory. The bespoke building design
includes fibre optic connections, specialised electrical, cooling and fire services. On completion of
construction the facility was leased to project partner, Mach Technology, for 10 years, with that
agreement ending in October 2018 and Mach electing to vacate. Site details are shown in Figures
1 – 3 below.
Extensive lease negotiations occurred with two other parties in late 2018 and 2019 but did not
proceed to a lease. The property was advertised through Council’s leasing agent, Colliers, and
preliminary leasing terms agreed with OneQode Assets Pty Ltd in August this year. OneQode are
a fledgling Brisbane based technology company offering high-speed internet and data services.
They are seeking to leverage the advantages of the Sunshine Coast’s new international fibre optic
cable connection and provide new services to businesses and residents.
Page 3 of 36
Section 4
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Figure 1 – Site Location
Figure 2 – Lease Area
Page 4 of 36
Section 5
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Figure 3 – Photo of Premises
The proposal involves a whole-of-building lease to provide the lessee with full control of the
premises to establish a new data centre.
Preliminary agreement on lease terms has been reached with OneQode and a draft lease
prepared. The primary lease provisions proposed are as follows:
Lease Provision Proposal
Premises: Part of Lot 1 SP221081
shown as Lease A on the Survey Plan
Annual Rent: $34,000 plus GST
Nett Lettable Area: 97m2
Indicative Commencement Date: 25 September 2020
Rent Free Period: 6 months
Initial Lease Terms: 5 years
Options to Extend: 2 x 5 years
Market Rent Reviews: Fixed increases at 3.5% annually.
Permitted Use: Data Centre
The agreed rent achieves a fair market value, as determined by an independent market valuation.
Financial due-diligence company checks conducted by independent advisors, Illion Australia,
indicate the lessee has sound financials and is unlikely to default.
OneQode proposes to undertake substantial building and services upgrades at its cost to
contemporise and bring the facility up to its specification. The proposed 6 month rent free period
is intended to help offset the tenant’s establishment costs.
It is recommended Council agrees to enter a lease with OneQode Assets Pty Ltd in line with the
above provisions.
Page 5 of 36
Section 6
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
In line with the previous tenant’s telecommunications equipment at the site, OneQode also seeks
to install a 3 metre high wireless transmission mast (for backhaul connection and wireless internet
transmission) on the roof of the Cooroy Butter Factory. Consultation with Butter Factory
stakeholders is underway and, subject to satisfactory negotiation of a temporary licence, property
staff are also supportive of entering into a licence for that purpose. The recommendation also
addresses this issue accordingly.
Previous Council Consideration
Nil.
Finance
The financial return posed by the new lease is as detailed above. Some legal and transaction
costs will be incurred in the order of $3,000. Lease revenue will be incorporated in the 2020/21
budget.
Risks & Opportunities
The proposed lease poses minimal risk because it seeks to re-establish a commercial tenant at
this facility. Final agreement and execution of the lease is still to occur so there is still risk the
lease may not eventuate.
The proposed lease presents an opportunity to improve service provision to residents and
businesses via competition in the high-speed broadband market.
Consultation
External Consultation
SPM Law Solicitors
Internal Consultation
Property Manager
Property Officer
Libraries and Galleries Manager
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
X Libraries & Galleries Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 6 of 36
Section 7
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
5 NOOSA NORTH SHORE BEACH CAMPGROUND – PROPOSED INTERIM
MANAGEMENT AGREEMENT
Author Property Advisor Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/ 8.03 Noosa Holiday Parks Admin
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor Commercial Property to the General
Committee Meeting dated 14 September 2020 and:
A. Authorise the CEO to enter into an interim management agreement for the Noosa North
Shore Beach Campground with 1Eight Pty Ltd for 6 months commencing 1 October 2020
with an additional 1 x 1 month extension option at Council’s sole discretion; and
B, Apply the exception to the requirement under Section 235 (a) of the Local Government
Regulation 2012 for entering into a contract for goods and services without first inviting
written quotes or tenders if satisfied that there is only 1 supplier who is reasonably available.
REPORT
The current managers of the Noosa North Shore Beach Campground (the Campground),
Beachfront Caravan Park Pty Ltd, have been managing the site since 1 August 2012. The original
management agreement was for a three year term with 2 x 1 year extension options. Both one
year options were accepted by Beachfront Caravan Park Pty Ltd with the second option expiring
31 July 2017.
Since 1 August 2017, due to uncertainty regarding the timing of the site redevelopment and more
recently the COVID-19 pandemic, successive interim management agreements have been agreed
by Council to enable business continuity and avoid operational disruption.
An Invitation to Tender for management services at the Campground was issued in March 2020,
however the tender was withdrawn on 23 March 2020 due to Council’s organisational response to
the COVID-19 pandemic. Subsequently, in April 2020 Council approved a further extension of the
current interim agreement to 30 September 2020 (with additional option periods) to secure ongoing
management services and business continuity until a new public tender could be issued, after the
2020-2021 Christmas school holiday period.
On 31 August 2020, Beachfront Caravan Park Pty Ltd advised Council they would not provide
management services at the Campground beyond 30 September 2020.
Page 7 of 36
Section 8
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Considering the risks regarding the timing of this advice and the current COVID-19 operating
environment, Council contacted the managers of both the Boreen Point Campground and Noosa
River Holiday Park to ascertain their interest in managing the Campground under the current
management agreement conditions until a new tender process is completed in 2021. Both are
proven operators familiar with the Noosa Holiday Parks operating environment, booking system
and the established COVID-19 safe operating protocols.
The current management agreement was provided to both parties and site inspections were also
undertaken to assist both parties make an informed decision and as a result the manager of the
Boreen Point Campground (1Eight Pty Ltd) expressed interest in managing the Noosa North Shore
Beach Campground in accordance with the current management agreement conditions and
required management period.
Accordingly, this report seeks Council approval to enter into an interim management agreement
for 6 months commencing 1 October 2020 with 1Eight Pty Ltd for the Noosa North Shore Beach
Campground as outlined in this report.
Previous Council Consideration
Post Election Meeting Minutes, 17 April 2020, Item 3, Page 3
That Council note the report by the Chief Executive Officer to the Post Election Meeting dated 17
April 2020 in relation to Council’s response to the Coronavirus COVID-19 Pandemic and note the
decisions made by the Chief Executive Officer under delegated authority for the period 20 March
2020 – 14 April 2020.
Finance
The proposed management agreement extension at the Noosa North Shore Campground provides
no foreseeable negative financial impact to Council given the proposed interim manager will
manage the Campground in accordance with conditions outlined in the current management
contract.
Risks & Opportunities
Risks
Failure to approve an interim management agreement at the Noosa North Shore Campground
risks a break in business continuity and effective operations during the COVID-19 recovery period.
Opportunities
A new interim management agreement allows campground operations to continue and will ensure
revenue is maximised during the busy 2020 – 2021 Christmas school holiday period.
The extension period also allows Council sufficient time to undertake a public tender process for
the provision of management services at the cessation of the 2020-2021 Christmas school holiday
period.
Extension of the management agreement aligns with Theme 5 of Council’s Corporate Plan –
Excellence as a Council – Maximise financial opportunities for Council land holding for the purpose
of maximising non-rate revenue.
Page 8 of 36
Section 9
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Consultation
External Consultation - Community & Stakeholder
Beachfront Caravan Park Pty Ltd
Dineen Tourism Management
1Eight Pty Ltd
Internal Consultation
Director Corporate Services
Procurement Services Manager
Property Officer
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 X 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 9 of 36
Section 10
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
6 TENDER T0000017 - STREET SWEEPING SERVICES
Author Works Coordinator, Edwin Hamill
Infrastructure Services Department
Index ECM/ Project and Contract/T000017 Street Sweeping
Attachments 1. T000017 Street Sweeping – Evaluation matrix
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Works Coordinator to the General Committee Meeting dated
14 September 2020 and:
A. Award tender T000017 Street Sweeping Services to Specialised Pavement Services Pty Ltd;
B. Award the contract for an initial term of two (2) years, with an option to extend for one (1)
term of up to twelve (12) months. The option to extend will be at Council’s own discretion and
subject to the contractor’s ability to meet the requirements under the contract.
REPORT
Council has been sourcing street sweeping services from Environmental Wastewater Catchment
Services trading as ‘Enviro Sweep’ under a specific Noosa Council Local Buy Arrangement for the
past four years. This arrangement has exhausted all extensions and is due to expire on 5 October
2020.
The invitation of public tenders for T000017 Street Sweeping was advertised on VendorPanel
Public Tenders and published in both Noosa Today and online with NewsCorp Australia (within the
Noosa Shire region) on 23 July 2020. At tender box close on 19 August 2020 submissions were
received from the following, with the three (3) conforming respondents listed in alphabetical order:
1. Environmental Wastewater Catchment Services Pty Ltd trading as Enviro Sweep
2. GGB Machinery Pty Ltd
3. Specialised Pavement Services Pty Ltd (SPS)
These tenders were assessed and rated by members of the evaluation panel in accordance with
the following procurement probity plan evaluation criteria:
Capability & Resourcing
Contract Experience & Capacity
Methodology
Quality
Health & Safety
Environment & Sustainability
Contribution to Local Economy
Price
Page 10 of 36
Section 11
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
It was a mandatory requirement that all machines be fitted with GPS equipment.
This Contract stipulates a requirement to cart and dispose of all collected material from
roads/streets. All waste material is to be transported and disposed of at Council stockpile sites or
landfill sites. Under the current sweeping contract, the majority of sweepings are stored and
processed at Council’s Ringtail Quarry creating topsoil which is then used on various projects. The
waste from sweeping is predominately vegetative matter and the manufactured topsoil product has
been tested to ensure it does not contain contaminants. It is intended to continue this practice
saving Council higher sweeping rates associated with landfill charges and only require
contaminated loads e.g. with glass to be taken to landfill.
The evaluation methodology considered non-price elements (60% of the score) and a price
component (40% of the score). The evaluation process for the price component was undertaken
estimating the proportion of each disposal options and pricing the annual program for all three
submissions.
Finance
Tendered rates per km for disposal at stockpile sites have reduced by approximately 6% from the
current contract.
The 2020/21 budget for street and carpark sweeping is $370,745 and $2,912 respectively based
on sweeping a total of 11,585 km on road and 91 km for carparks.
Based on the estimated quantities it is anticipated that expenditure will fall within the current budget
funding with a saving of approximately $22,000 in the 20/21 financial year and $30,000/annum
thereafter.
Risks & Opportunities
The recommended tenderer is a company with a large fleet and has committed to a dedicated
near-new backup sweeper and a backup casual operator for this contract. This will minimise
downtime caused by breakdowns and absences.
Their submission also included new technologies which have the potential to provide the
community with better street sweeping outcomes including:
‘Smart Sweep’ - Software that uses historical data to program services to ensure streets are
swept at the optimum times.
‘LED Perimeter Zone Lighting’ – LED lights a red perimeter on the surface around the
sweeper indicating a no go zone for road users.
‘Reverse Smart Radar’ – Any obstacle that is within a defined parameter causes the truck to
Autobrake which in turn requires the operator to inspect the rear of the truck before he can
override and release the brake.
‘Exception Reporting Program’ – Allows the operator to flag and report to Council events
such as overhanging trees, dumped rubbish, broken infrastructure and potholes/ road
defects.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Internal consultation as marked below.
Page 11 of 36
Section 12
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries X Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 12 of 36
Section 13
ATTACHMENT 1
Page 13 of 36
ATTACHMENT 1
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
NAME OF TENDERER PRICE *
(Conforming Tenders Only) (excl. GST)
1 * Estimated annual program costs bared on Council
2 |SpecialisedPavementServices(SPS) «$344,610 | covering 99.6% disposal costs disposal casts and 0.4%
3 |[GGB Machinery Ptyitd $898,730] disposed ot landfill at contractor's expense.
NON-CONFORMING TENDERS
1 2 3
. - Specialised Pavement -
PART 4 - Non price elements | .
ptatencrmre | emeneoy [me ne = sor | om fae sreng
luati ne ighti Resuient score Resuisnt score ResuRant score x
peomemorss | es | | we |e [ae [om [oe
famomimcecm | we | = || = |= | = | |
a
a
fame | pe | [om | os | oe
momerasscmmy | ss | « [oe |» |o= | » | =
SS a
peters | ems | lw Ts
Services (SPS,
otal Fees (Pc) 40% $344,465 $344,610 $408,730
Average Fees (Pav) S....cmssrersrssrsee $365,935
Price Score 106 106 83
Normalised Price Score (Pn) 100 100 83
Weighted Price Score (Pw)
[amet
Contract Administrator's signature:
Page 13 of 36Section 14
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
7 NOOSA RIVER OYSTER ECOSYSTEM RESTORATION PROJECT – ANNUAL REPORT
NO. 1 AND OUTCOMES OF INDEPENDENT REVIEW OF MONITORING AND
EVALUATION PLAN
Author Environmental Services Manager, Craig Doolan
Environment & Sustainable Development Department
Index ECM/ Waterways Management – Noosa River
Attachments 1. Noosa Oyster Project: Annual Report No. 1
2. Independent Scientific Review of Monitoring and Evaluation Plan
(Note: Both attachments have been provided separately to this report)
EXECUTIVE SUMMARY
At the July 2019 Ordinary Meeting Noosa Council endorsed entering into an Alliance & Funding
Agreement with international conservation organisation The Nature Conservancy, establishing a
strategic partnership and for the purposes of undertaking oyster ecosystem restoration in the
Noosa River over three years.
The Alliance and Funding Agreement provides for a series of deliverables and measurable
outcomes to be achieved over the 3 years. This report provides Council with one of those key
milestones, an annual report presented to Noosa Council within 90 days of the end of the financial
year.
RECOMMENDATION
That Council note the report by the Environmental Services Manager to the General Committee
Meeting dated 14 September 2020 and approve the Noosa River Oyster Project: Annual Report
No. 1 (provided as Attachment 1 to the report) as meeting the requirements of the Alliance &
Funding Agreement.
REPORT
The Alliance & Funding Agreement Schedule A provides a Project Description, project milestones
and outcomes as well as outlining the scope of the partnership over three years. As part of the
deliverables for the project, an annual project report must be provided each year that addresses,
at a minimum:
Activities undertaken during the subject financial year, status and progress against
deliverables, budget progress, income and expenditure, report against monitoring and
evaluation program and measurable outcomes and outline of proposed upcoming
works/activities for future period.
Measurable Outcome 10, as part of this Agreement, states that the annual report and, when
applicable, final report, in Measurable Outcome 9 is presented to Noosa Council by TNC in
conjunction with Noosa Council officers for its approval for endorsement within 90 days of the end
of each financial year during the term of the Agreement, and (if acceptable) approved by Noosa
Council.
Noosa River Oyster Project: Annual Report No 1, attached to this report, fulfils this requirement.
The report provides;
An overview of progress on the project and key activities in the first year of the Agreement.
Progress against all Deliverables identified in the Alliance & Funding Agreement.
Page 14 of 36
Section 15
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
A financial summary of budget progress so far in the project, including a breakdown of
expenditure by project activity.
Details of extensive community consultation to this point of the project.
Current work priorities and pressures.
Priorities for the upcoming period.
The report outlines the significant progress that has been made on the project, especially in the
past few months, in what has been a challenging year in terms of barriers to engagement due to
COVID-19. Most importantly, it highlights the breadth and extent of consultation occurring between
the Project Manager and key stakeholders in the community, and opportunities for public
involvement in the project moving forward.
Independent Scientific review of the Monitoring and Evaluation Plan
At Noosa Council’s July Ordinary Meeting, Council approved the Project Management Plan for the
project, subject to Council appointing an independent scientific expert to provide a review of the
project’s Monitoring Evaluation and Reporting Plan. The review is to include an assessment of the
effectiveness of the methodology, project’s goals, measures, outputs and outcomes within the
context of ecological restoration and the terms of the three year contract, and recommendations (if
any) for improvement to be included in the Monitoring and Evaluation Plan.
A scope of works based on the Council decision was prepared and Eberhard Consulting were
engaged to undertake this review at a cost of $5280.00.
This independent review is now complete, the review makes some suggestions for minor additions/
clarifications to the monitoring and evaluation plan however provides the following summary;
Overall, the review concludes that the MER plan is robust and comprehensive, and the proposed
indicators and monitoring methods likely to be effective. The MER Plan obviously reflects TNC’s
experience with similar oyster restoration projects in Australia and overseas.
The Monitoring and Evaluation Plan approved by Council at its July meeting is now being reviewed
and updated to take on board the minor suggested additions. The full report is in Attachment 2 for
information. Council officers will work with TNC to review and implement all the recommendations
of the review.
Noosa River Stakeholder Group
At Noosa Council’s July Ordinary Meeting, Council also decided to Establish a Noosa River
Stakeholder Reference Group to provide strategic input, local knowledge and expertise into River
Management initiatives, initially providing input into this Shellfish Restoration project and more
broadly into finalisation and implementation of the Noosa River Plan, and to Delegate to the CEO
to determine the Terms of Reference and undertake a process to establish the Noosa River
Stakeholder Reference Group together with the appropriate role for Councillor representation on
that Group.
Terms of Reference are being developed and will be finalised as soon as possible.
Previous Council Consideration
Previous Council reports have set out quite a lot of detail on this project and for ease of reference,
links to those previous reports are provided here:
General Committee Agenda, 15 July 2019 -
https://www.noosa.qld.gov.au/downloads/file/641/2019-07-15-general-committee-agenda-
pdf
Page 15 of 36
Section 16
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
General Committee Agenda, 14 January 2019 -
https://www.noosa.qld.gov.au/downloads/file/566/2019-01-14-general-committee-meeting-
agenda-pdf
Ordinary Meeting Minutes, 16 July 2020, Item 2, Page 7
That Council note the report by the Environmental Services Manager to the Planning &
Environment Committee meeting dated 7 July 2020 and:
A. Approve the Project Management Plan (provided as Attachment 1 to the report) as meeting
the requirements of the Project Implementation Plan outlined in the Alliance & Funding
Agreement subject to Council appointing an independent scientific expert to provide a review
of the project’s Monitoring Evaluation and Reporting Plan. The review is to include an
assessment of the effectiveness of the methodology, project’s goals, measures, outputs and
outcomes within the context of ecological restoration and the terms of the three year contract,
and recommendations (if any) for improvement to be included in the Monitoring and
Evaluation Plan; and
B. Note the Terms of Reference of the Noosa River Oyster Restoration Project Technical
Advisory Group (provided as Attachment 2 to the report); and
C. Establish a Noosa River Stakeholder Reference Group to provide strategic input, local
knowledge and expertise into River Management initiatives, initially providing input into this
Shellfish Restoration project and more broadly into finalisation and implementation of the
Noosa River Plan, and
D. Delegate to the CEO to determine the Terms of Reference and undertake a process to
establish the Noosa River Stakeholder Reference Group together with the appropriate role
for Councillor representation on that Group.
Ordinary Meeting Minutes, 18 July 2019, Item 8, Page 18
That Council note the report by the Director, Environment & Sustainable Development Department
to the General Committee Meeting dated 15 July 2019 and:
A. Approve the Alliance and Funding Agreement with The Nature Conservancy provided as
Attachment 1 to the report; and
B. Authorise the CEO to make minor amendments to finalise the document and to sign and
execute the Alliance and Funding Agreement with The Nature Conservancy.
Finance
Noosa Council has already paid the first instalment of the Alliance & Funding Agreement
AUD$179,237 upon the execution of the agreement.
The second payment of AUD$200,000 is due upon demonstrated achievement of measurable
outcomes 1, 2, 3, 4, 5, 8 and 13(a) of the Alliance & Funding Agreement.
The achievement of Measureable Outcome 10, as provided in this report, which is that the annual
report and, when applicable, final report, in Measurable Outcome 9 is presented to Noosa Council
by TNC in conjunction with Noosa Council officers for its approval for endorsement within 90 days
of the end of each financial year during the term of the Agreement, and (if acceptable) approved
by Noosa Council is not a requirement of the second payment, but is for the third and fourth
payments related to the project.
Page 16 of 36
Section 17
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Risks & Opportunities
COVID-19 has created some specific challenges for the project, especially around meaningful
engagement with the community and starting citizen science opportunities. The ‘Shuck don’t
Chuck’ program has been enthusiastically received by some local businesses when original
discussions were had with them in November 2019. After being put on hold, these conversations
are now being revisited to see what capacity businesses have to be involved. Other arrangements
are also in place to ensure the consistent supply of shell needed for the project.
Consultation
External Consultation - Community & Stakeholder
Significant external consultation with local community stakeholders, businesses, State
Government Departments, research institutions and Council officers has occurred over the past
couple of months in the lead up to the development of this annual report. These are specifically
identified in Attachment 1 Noosa Oyster Project: Annual Report No. 1 to this report.
Internal Consultation
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
Executive Services x Environment & Sustainable Development Infrastructure Services
Director x Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 17 of 36
Section 18
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
8 USE OF LIONS PARK NOOSA HEADS FOR CAR PARKING
Author Project Manager Transport Innovation, Adam Britton
Infrastructure Services Department
Index ECM/ Subject/ Go Noosa
Property/ 133789 – Lions Park
Project/ NTST Car parking management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager Transport Innovation to the General
Committee Meeting dated 14 September 2020 and:
A. Approve the use of the Noosa Heads Lions Park Reserve for paid car parking over 2020/21
Christmas holiday period from 14 December 2020 to 27 January 2021 with delegation to the
CEO to reduce the days subject to weather and advice from the Council COVID Safe team;
B. Approve the use of the Noosa Heads Lions Park Reserve for paid car parking over 2021
Easter holiday period from 2 April 2021 to 18 April 2021 with delegation to the CEO to reduce
the days subject to weather and advice from the Council COVID Safe team; and
C. Consult with the community on the use of the Noosa Heads Lions Park Reserve for paid car
parking on long weekends and all school holidays only during the period of the COVID
pandemic.
REPORT
The purpose of this report is to clarify the current and future use of the Noosa Heads Lions Park,
Lot 117 on SP108103, Reserve for Recreation purposes (the Reserve) for paid parking on
weekends and all school holidays.
A more detailed report will be provided to a future round of Council meetings outlining the proposed
strategies for managing traffic congestion during the upcoming Christmas and Easter holiday
periods.
This report is being provided in advance of that timing due to the need to clarify whether or not
paid parking should be allowed in the Noosa Heads Lions Park and if so, for what periods.
1. Background
The Noosa Heads Lions Park (the Lions Park) was set aside as a reserve for recreation on 7
August 1982 following a land reclamation scheme. It is an area of approximately 1 hectare and is
reserve owned by the State Government Department of Natural Resources Mines and Energy
(DNRME) with Noosa Council as public trustee in control of the site. The Lions Park is one of the
Shire’s premier recreation assets, is highly valued by residents, tourists and families and provides
an attractive and vegetated entry statement into the Hastings Street precinct symbolic of Noosa’s
environmental stewardship.
Page 18 of 36
Section 19
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Soon after the Lions Park was established it became the venue for the Noosa Triathlon and today
hosts events such as the Noosa Food and Wine Festival, Runaway Noosa Marathon and Noosa
Car Show. For over twenty years, the reserve has also been used for overflow paid car parking
over the Christmas and Easter school holidays.
Paid parking has been managed by the Tewantin-Noosa Lions Club through its volunteer members
on behalf of Council with the revenue shared equally between the Tewantin-Noosa Lions Club for
their charitable works and the remaining revenue to Council to fund park refurbishment and traffic
management costs.
The reserve previously accommodated approximately 250 vehicles however in recent years, the
car parking capacity was reduced to 150 vehicles based on an arborist report citing a significant
impact to the melaleuca trees due to vehicles parking under the trees. The park area also incurs
damage to the subsurface drainage as a result of vehicles parking on the grass area.
Prior to COVID it was envisaged that through increased use of alternative modes of travel into
Hastings Street precinct as a result of the Go Noosa program, the use of the park reserve for paid
parking would be phased out and the reserve would remain in use at Christmas and Easter for its
primary purpose i.e. a public park for use by the community. However, COVID is likely to reduce
the expected number of people accessing the Noosa Heads area through public transport as part
of Council’s free bus program at Christmas and Easter. It is probable that in the short term that
the private vehicle may be the preferred mode of choice in lieu of free buses that normally attract
significant patronage. This is expected to delay the recommendation to completely phase out the
use of Lions Park for Christmas and Easter.
When the pandemic situation stabilises, the longer term use of Lions Park for car parking can be
reassessed.
Whilst the use of Lions Park as a car park has been a regular occurrence over the last 20 years
there have been requests to increase its use as a carpark during COVID from trader associations
such as the Hastings Street Association and Tourism Noosa.
2. Council Policies and Strategies
There are a number of overarching policies and strategies that identify the conflict of using Lions
Park as a car park, refer summary of key items below.
Document Key Principles
Noosa Design Principles Open space will remain a priority even though the demand for car
parking seems limitless (Principle 9, Sensitive Growth and
Development)
Improve access for pedestrians, cyclists and public transport before
using public space for car parking (Principle 8, Our Local Character)
Design a transport network that does not attempt to cater for all peak
traffic and parking loads but provides for a high level of service during
non-peak periods. (Principle 2, Walking, Riding and Driving).
Avoid sacrificing public open space for car parking (Principle 7,
Walking, Riding and Driving).
Noosa Transport Strategy Focus on moving people and goods rather than on moving cars
2017-2027 Provide infrastructure and services that are designed to give priority
to pedestrians, cyclists, scooters and public transport over private
cars
Page 19 of 36
Section 20
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Document Key Principles
Address peak time traffic congestion by reducing traffic rather than
increasing road capacity
Design, encourage and facilitate transport options that reduce the
emissions produced by our community.
Events Policy The day-to-day recreational use of community land by residents and
visitors will generally take precedence over events.
Events must not adversely impact on the environment, public
infrastructure or other community assets.
Events in locations susceptible to bad weather must provide detailed
contingency plans and meet the cost of any repair and reinstatement
of community assets
Given the limited available community event space in Noosa’s high
use precincts, Council encourages the identification of alternative
locations for staging events.
3. DNRME Correspondence
Prior to the implementation of the 2019 ‘Go Noosa’ Easter Peak Period Traffic Management Plan,
DNRME (the Department of Natural Resources, Mines and Energy) advised Council by email that
they were not supportive of Lions Park being used for car parking after the Easter holidays. In
August 2019, Council staff requested further consideration from DNRME to allow paid parking for
the 2019 Christmas holiday period to which DNRME formally responded in writing that the
Department maintained the position that they were not supportive of the Reserve being used for
parking, especially during peak holiday periods. This information was communicated to the
Transport Steering Group members and TransLink. On receipt of this advice, staff sought to
increase park and ride capacity through use of the Noosa AFL grounds as this location can
accommodate approximately 500 vehicles and is serviced by the free 065 Go Noosa Free Loop
bus.
During October 2019, the Hastings Street Association lobbied DNRME regarding the change and
sought to allow car parking to continue. Subsequent to this, DNRME formally advised Council in
writing that the Department now offered no objection to Council, as trustee, making appropriate
arrangements for the Reserve to be used for parking during Christmas 2019 and Easter 2020.The
Council decided on 21 November 2019 to agree to the Lions Park being used for commercial car
parking but only for the 2019/2020 Christmas holidays and the 2020 Easter holidays (in practice,
the Easter holiday period was not used for car parking due to the COVID shut down period).
There has been increased pressure from key groups including the Hastings Street Association and
Tourism Noosa to open the reserve to car parking on more school holidays and potentially long
weekends in response to pressures to increase car parking to facilitate the expected drive market
as a result of COVID.
In June 2020, Noosa Council’s Property Manager submitted a proposal to DNRME requesting use
of the reserve for car parking on long weekends.
DNRME have advised the following:
DNRME have previously provided support to the council, as trustee, for the use of the Lions Park
during peak holiday periods and for major tourism events to assist with the parking issues around
Hasting Street and Noosa Heads.
It is noted that there appears to be sufficient parking allocated for users of the recreation reserve
and the request for additional parking is not for users of the reserve.
Page 20 of 36
Section 21
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
The request to use the reserve for additional parking is likely to restrict the use of the reserve for
its dedicated purpose, if parking is allocated on the grassed area of the reserve.
DNRME’s preliminary view is should council as trustee determine the communities use of the
reserve for recreation purposes is no longer required and the land is required for parking purposes,
the department is happy to work with the council to obtain a suitable outcome.
As the proposed use as a car park is inconsistent with the current purpose of the reserve, DNRME
considers public consultation should be undertaken by the council, to determine the land is no
longer required for its dedicated purpose.
In summary, regardless of Council internal processes to determine a position, community
consultation will be required to determine if the reserve, which is currently for recreational
purposes, is no longer required for recreational purposes and should be used for car parking on
long weekends and all school holidays.
Image 1: Noosa Heads Lions Park
Previous Council Consideration
Ordinary Meeting Minutes, 21 November 2019, Item 4, Page 14
That Council note the report by the Director Infrastructure Services to the Services & Organisation
Committee Meeting dated 12 November 2019, and:
A. Approve the use of the Noosa Heads Lions Park for paid parking as part of Go Noosa
Christmas 2019/20 (14 - 15 December 2019, 21 - 22 December 2019, 26 December 2019 –
12 January 2020, 18 - 19 January 2020, and 25 – 26 - 27 January 2020) and Easter 2020 (4
- 5 April 2020, 10 - 13 April 2020 (Easter long week-end) and 18 - 19 April 2020).; and
B. Approve 50% of the car parking revenue to go to the Tewantin-Noosa Lions Club and the
remaining revenue to go towards Go Noosa initiatives.
Page 21 of 36
Section 22
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Finance
The below table details the estimated costs and revenue through the use of Lions Park for paid car
parking for the recommended dates;
Proposal Estimate Comments
Christmas Holiday period
Operational dates:
Sat 12 and Sun 13 December ($2,750) Park restoration allowance
Sat 19 and Sun 20 December $102,920
Sat 26 December to Sun 17 January 2021 Revenue Share Total revenue based on previous
Sat 23 January to Tues 26 January Council $51,460 average of 166 cars/day @ $20/day for
31 days.
Lions Club $51,460
Easter Holiday period
Operational dates: ($2,750) Park restoration allowance
Sat 27 March 2021 to Sun 18 April 2021 $76,360
Revenue Share Total revenue based on previous
Council $38,180 average of 166 cars/day @ $20/day for
23 days
Lions Club $38,180
Total Council net revenue estimate $84,140
Total Lions Club net revenue estimate $89,640
Risks & Opportunities
Council needs to balance the needs of the broader Noosa community to access public parkland
against the request for paid parking to be allowed on this reserve to support the business
community in the Hastings Street precinct.
Further, more use of the site for car parking could increase the potential damage to turf and
infrastructure although this risk can be minimised by ensuring that no car parking is allowed if there
are any rain events.
Allowing the area to be used for car parking recognises the special circumstances that are currently
in place as a result of the COVID pandemic with less visitors and residents likely to use public
transport which would normally be available as a result of the free bus program.
Operationally, the Tewantin-Noosa Lions Club is generally an aged volunteer based organisation
with approximately 20 to 30 members that facilitate the paid parking with 6 volunteers required
each day the parking is in use. Whilst the Lions Club is obliging to assist with all requests to open
the park for paid parking, consideration is to be given to the demands on the volunteers should
Council seek to extend the paid parking period particularly given increased risks from COVID and
the management of COVID safe practices.
Consultation
External Consultation - Community & Stakeholder
Transport Strategy Steering Group
Tewantin-Noosa Lions Club.
Page 22 of 36
Section 23
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Internal Consultation
Property
Parks
Infrastructure Services
Departments/Sections Consulted:
x Chief Executive Officer Community Services Corporate Services
x 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
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director x Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 23 of 36
Section 24
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
9 FINANCIAL PERFORMANCE REPORT – AUGUST 2020
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Performance against current budget for the month of August 2020 aligns with YTD budget at this
early stage of the new financial year. The current budget now includes the recent budget review 1
adjustments for any operational and capital commitments carried over from 2019/20.
YTD Financial Performance Summary
Budget Actual Variance Variance Status
$m $m $m %
Operating Revenue $38.4 $39.3 $0.9 2.5% On Track
Operating Expense $16.5 $16.1 $0.4 2.7% On Track
Operating Position $21.8 $23.2 $1.4 6.4%
Capital Revenue $1.3 $1.3 $0.0 1.7% On Track
Capital Expenditure* $2.9 $2.9 ($0.0) (0.5%) On Track
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Figure 1: Actual Performance Compared to Budget
$45
YTD Budget ($m)
$40 $38.4 $39.3
YTD Actual ($m)
$35
$30
$25
$20 $16.5 $16.1
$15
$10
$5
$-
Operating Revenue Operating Expenditure
Page 24 of 36
Section 25
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Council’s performance against key measures of financial sustainability have been calculated as at
August 2020. These indicators enable the reader to assess Council’s success in managing its
budget, cash and debt as well as undertaking sustainable asset management. The table below
contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Target Current Actual YTD
Budget
Operating Surplus Ratio 0-10% -2.3% 59.1% On Track
Net Financial Liabilities Ratio <60% -6.3% -48.7% On Track
Cash Cover Ratio 3 months 6.6 months 11.4 months On Track
Asset Sustainability Ratio > 90% 101.5% 13.3% On Track
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee Meeting
dated 14 September 2020 outlining August 2020 year to date financial performance against
budget, including performance against key financial sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 16.7%)
Council has received 41% ($39.3 million) of its operating revenue budget ($96.6 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $34.6 million (51%) of the Waste utility charges $290k above YTD budget
annual budget of $68.4 (53% or $6.5 million of $6.2 million budget
million has been earned earned), due to recovery of commercial
collection services previously impacted by the
COVID-19 pandemic
Fees and $1.4 million (21%) of the $6.6 Plumbing application fees $37k above YTD
Charges million annual budget has budget (25% or $255k of $1.0 million budget
been earned earned)
Development assessment fees $37k below
YTD budget (14% or $223k of $1.6 million
budget earned)
Sale of Goods $1.5 million (21%) of the $7.3 Holiday Park sales $254k above YTD budget
and Services million budget has been (32% or $528k of $1.6 million budget earned) –
received Parks have reopened earlier than budgeted
following COVID-19 pandemic related closures.
Positive revenue variances will be offset by
additional variable operating costs
Community Facilities (NAC, NLC and The J)
$271k above YTD budget (19% or $278k of $1.5
million budget earned) – Facilities have
reopened earlier than budgeted following
COVID-19 pandemic related closures. Positive
revenue variances will be offset by additional
variable operating costs
Waste management sale of recoverable
materials $58k below YTD budget (17% or
$673k of $4.0 million budget earned)
Page 25 of 36
Section 26
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Category Summary Comments
Interest $64k (7%) of the $870k Recent downward movements in interest rates
Received annual budget has been will impact on Council’s interest revenue on
earned cash invested, and will need to be monitored
Unitywater On track Nil
Dividend and
Tax
Other Revenue $361k (18%) of the $2.0 Recoupment of Unitywater charges from
million budget has been lessees $55k above YTD budget - offset by
earned additional utility charge expenses
Operating $1.3 million (23%) of the $5.8 Operating grants are in line with budget
Grants, million budget has been expectations at this stage
Subsidies received 50% ($1.2 million) of the financial assistance
grant was again prepaid in May 2020 and may
impact on Council’s 2020/21 final operating
position if the prepayment approach is
discontinued by the Australian government
Unitywater On track Unitywater distributions are fixed each year so
Distributions little budget variance risk
Unitywater have advised that distributions will
not change due to any COVID-19 impacts on its
financial position
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$1.6 $1.5
$1.4 $1.4
YTD Budget ($m)
$1.4 $1.3
YTD Actual ($m) $1.2
$1.2 $1.0
$1.0
$0.8
$0.6
$0.4
$0.2 $0.2
$0.1 $0.2 $0.1 $0.1
$0.2 $0.1 $0.1
$0.0
Grants
Charges
Goods &
Other
Income
Unitywater
Services
Sales of
Rental
Interest
Fees &
Share of
Page 26 of 36
Section 27
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Operating Expenditure (YTD Benchmark 16.7%)
Actual operating expenditure is currently 16% ($16.1 million) of full year budget ($98.8 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $4.9 million (14%) of the Under expenditure for permanent staff salaries
annual budget of $34.8 and wages ($585k) partially offset by additional
million has been expended spend on casual staff and external labour hire
($167k).
Materials and $7.6 million (18%) of the Waste Management costs for landfill operation
Services $43.3 million annual budget and waste collection $88k below YTD budget
has been expended. (15% or $1.4 million of $9.8 million budget spent
Parks and gardens $77k below YTD budget
(12% or $277k of $2.5 million budget spent) –
timing of mowing services, arborist works and
park maintenance
Holiday parks $43k above YTD budget (22% or
$189k of $861k budget spent) – operating costs
from parks reopening earlier than budgeted
following COVID-19 pandemic related closures.
Offset by additional revenues.
Finance Costs On track Nil
Depreciation On track Nil
Other Expenses On track Nil
Figure 3: Operating Expenditure Position by Type
$9.0
$8.0
$8.0 $7.6
YTD Budget ($m)
$7.0
YTD Actual ($m)
$6.0 $5.2 $5.0
$5.0
$4.0 $3.2 $3.2
$3.0
$2.0
$1.0 $0.2 $0.2 $0.0 $0.1
$0.0
Materials
Finance Costs
Employees
Depreciation
Other
Page 27 of 36
Section 28
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Capital Revenue
YTD capital revenue of $1.3 million received comprises cash contributions from developers ($74k)
and capital grants ($1.2 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable.
Figure 4: Capital Revenue by Type
$1.4
$1.2 $1.2
$1.2 YTD Budget ($m)
YTD Actual ($m)
$1.0
$0.8
$0.6
$0.4
$0.2 $0.1 $0.1
$- $-
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Program
Actual capital expenditure (excluding commitments) is $2.9 million (YTD budget $2.9 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
$3.0
$2.6 $2.6 YTD Budget ($m)
YTD Actual ($m)
$2.5
$2.0
$1.5
$1.0
$0.5 $0.3 $0.3
$0.0
Capital works Other capital
Page 28 of 36
Section 29
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Cash Management and Investment Performance
Total cash on hand at the end of August was $74 million. Included in this balance are funds held
in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant and other capital works grants, July rates payments
continuing to flow in, and unspent monies committed for funding capital projects which are
underway and carrying over from 2019/20 into the 2020/21 financial year.
The following pie charts present the mix of cash held at August 2020 by agency (graph on the left)
and by credit risk rating (graph on the right). All funds have been invested in accordance with the
Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds.
Figure 6: Closing Cash Held by Agency and Credit Rating
CBA A1 +
9% (CBA +…
QTC A1 +
91% (QT…
The following chart monitors the year-to-date trend on total cash and the agencies invested. The
bi-annual issue of rates and levies occurred in July, which has increased cash balances during
August and will continue to do so through to September with the extended 60-day payment terms
adopted for the 2020/21 budget. During August, $20 million from rates payment was deposited into
QTC cash deposits in line with Council’s Investment of Surplus Funds Policy.
Figure 7: 12 Month Trend of Cash Invested by Agency
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
-
Sep-19 Oct-19 Nov-19 Dec-19 Jan-20 Feb-20 Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Page 29 of 36
Section 30
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the financial year has only just commenced.
Category Comments
Operating Surplus Ratio Intent: Identifies the extent to which
revenues cover operational
expenses, to ensure community
equity is not degraded
Target: 0 – 10%
Result: 59%
Comment: The high ratio reflects
the levying of rates in July, which will
degrade as expenditure occurs on
operations through to the next rate
run in January 2021
Cash Expense Cover Intent: Indicates how long Council
can continue paying its day-to-day
expenses from cash at bank without
needing additional cash flows
Target: > 3 months
Result: 11.4 months
Comment: Whilst current cash
cover remains above target,
business as usual expenditure and
any negative COVID-19 pandemic
financial impacts through to 30 June
2021 will degrade Council’s cash
holdings.
Asset Sustainability Ratio Intent: Measures the extent to which
assets are being replaced as their
condition degrades to ensure service
potential is maintained
Target: 90% of depreciation budget
spent on renewals annually
Result: In line with budget
Comment: The capital program has
only just commenced. It is expected
that the ratio will progressively
increase each month as expenditure
on renewals occurs.
Page 30 of 36
Section 31
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Category Comments
Net Financial Liabilities Ratio Intent: Outlines the level that net
Council debt can be serviced by
operating revenues. A ratio below
zero implies that liabilities are less
than cash (and other current assets)
and there is adequate borrowing
capacity available if needed.
Target: less than 60%
Result: -48.7%
Comment: Council has low debt
levels and strong cash holdings. The
July rates revenue and prepayment
of the financial assistance grant also
inflates the YTD actual outcome
Investment Return Intent: Ensure appropriate return on
investment yield for cash at bank.
Target: 0.25% above current
Bloomberg commonwealth 10 year
bond rate yield (0.11%)
Result: 0.53%
Comment: Regardless of the
current levels of low long term bond
and interest rates (due to current
economic conditions), Council’s
investment return still remains above
target
Rates in Arrears Intent: Ensuring that the amount of
unpaid rates remains sustainable
and does not negatively impact cash
flows
Target: 5% industry benchmark
Result: 4.5%
Comment: Regardless of being at
the low point in the cycle (with July
rates becoming due in September
with the extended 60-day payment
terms), the rate arrears ratio may
increase as the economic impacts of
the pandemic are realised over the
next 12-24 months.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Page 31 of 36
Section 32
GENERAL COMMITTEE MEETING AGENDA 14 SEPTEMBER 2020
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 32 of 36
Section 33
Page 33 of 36
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 68,388 34,248 34,574 326 51%
Fees and charges 6,640 1,400 1,385 (14) 21%
Interest received 870 81 6 (17) T%
Sale of Goods and major services 7,281 1,036 1,509 473 21%
Sale of contract and recoverable works 23 - 0 0 1%
Rental & lease income 1,197 194 199 5 17%
Other income 771 80 162 82 21%
Grants, subsidies, contributions and donations 5,757 1,222 1,318 95 23%
Unitywater Distributions 5,650 124 124 - 2%
96,575 38,385 39,335 950 41%
Expenses
Recurrent Expenses
Employee benefits 34,806 5.166 4,980 (186) 14%
Materials and services 43,293 7,996 7,644 (352) 18%
Finance costs 1,538 179 239 59 16%
Depreciation 18,963 3,161 3,161 - 17%
Other expenses 189 41 71 30 38%
98,789 16,542 16,094 (448) 16%
OperatingResult 243A A888
Summary of Capital Revenue and Expenditure
Capital Funding
Capital cash contributions and infrastructure charges 1,521 74 74 - 5%
Contributed assets 2,000 - - - 0%
Capital grants and subsidies 11,340 1,183 1,205 22 11%
Cash / revenue 19,001 3,543 3,531 (12) 19%
New loan borrowings 3,420 - - - 0%
Other capital revenue - - - - 0%
Total CapitalRevenue 282 BOO BOD
Capital Expenditure
Contributed assets 2,000 - - - 0%
Capital works - constructed assets 28,692 2,637 2,650 12 9%
Capital works - other capital 4,176 281 284 2 7%
Loan redemption 2,414 1,881 1,881 0 78%
Other capital expenses - - (5) (5) 0%
Total Capital Expenditure 57282800 BON
Page 33 of 36Section 34
Page 34 of 36
Current Assets
Cash and cash equivalents 43,016 74,290 57,023
Trade and other receivables 9,085 13,500 5,440
Inventories 198 180 181
Contract Assets - 27 27
Other current assets 2,466 3,866 4,732
54.765 91,863 67,403
Non Current Assets held for sale - - -
Total Current Assets 54,765 91,863 67,403
Non Current Assets
Trade and other receivables 49,718 49,593 49,593
Other non current Assets - - -
Investments 83,342 88,040 88,040
Investment property 3,300 3,000 3,000
Property, plant and equipment 948 640 907,193 907,520
Right of Use Assets - 161 161
Intangible assets 7,773 7,735 7,635
Total Non Current Assets 1,092,773 1,055,720 1,055,948
Total Assets 1,147,538 1,147,583 1,123,351
Current Liabilities
Trade and other payables 6,419 12,675 10,642
Contract Liabilities - 2,377 2,377
Borrowings 3,116 1,342 3,023
Lease Liablities - 54 54
Provisions 4,630 3,634 4,630
Other 2,778 1,139 786
Total Current Liabilities 16,942 21,220 21,512
Non Current Liabilities
Borrowings 19,637 18,493 18,493
Lease Liabilities - 110 110
Provisions 12,054 15,307 15,307
Total Non Current Liabilities 31,691 33,910 33,910
Total Liabilities 48,633 55,130 55,422
Net Community Assets 1,098,905 1,092,454 1,067,929
Community Equity
Asset Revaluation Surplus 85,293 64,690 64,690
Retained Surplus / (Defeciency) - - =
Shire Capital 1,013,612 996,953 992,255
Current Year Net Earnings - 30,811 10,985
Total Community Equity 1,098,905 1,092,454 1,067,929
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Cash Flows from Operating Activities
Receipts from Customers 83,309 30,859 91,168
Payments to Suppliers and Employees (77,358) (11,762) (82,671)
5,951 19,097 8,498
Investment and Interest Revenue Received 3,470 64 3,937
Rental Income 1,199 199 1,003
Non Capital Grants and Contributions 5,752 1,318 5,315
Income Tax Equivalent Received 41,200 124 1,857
Income from Equity Investments 1,850 - 1,396
Payments:
Borrowing Costs - - -
Interest Expense (1,126) (5) (143)
Net Cash Inflow/(Outflow) from Operating Activities = = 48,296 20,797 21,86
Receipts:
Proceeds of Sale of Property, Plant and Equipment - - 284
Grants, Subsidies, Contributions and Donations 12,861 1,278 8,640
Payments:
Payments of Property, Plant and Equipment (31,419) (2,698) (24,208)
Payments for Intangible Assets (1,449) (228) (1,710)
Net Movement in Loans and Advances - - 125
Net Cash Inflow/(Outflow) from Investing Activities = (20,007) (4,648) (16,869)
Cash Flows from Financing Activities
Proceeds from Borrowings 3,420 - -
Payments:
Repayment of Borrowings (2,636) (1,881) (3,950)
Net Cash Inflow/(Outflow) from Financing Activities == 784 (4881) (3,950)
Net Increasel(Decrease) in Cash andCash Equivalentsheld = (927), 17.267 1,042
Cash and Cash Equivalents at the beginning of the reporting period 43,942 57,023 55,981
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Materials and services
Advertising and Marketing 187 20 1 (9) 6%
Administration Supplies and Consumables 683 119 99 (19) 15%
Audit Expenditure 160 2 - (2) 0%
Communications and IT 678 111 92 (20) 13%
Commission Paid 605 102 152 50 25%
Consultancy Services 928 110 122 12 13%
Contract Services 20,798 2,875 2,656 (220) 13%
Contributions, Donations, Sponsorship and Prizes 3,387 1,489 1,476 (13) 44%
Electricity 1,639 266 301 36 18%
Internal Fleet Costs and External Plant Hire 1,615 359 342 (16) 21%
Grants Paid to Community Organisations 1,547 341 335 (6) 22%
Insurance 591 570 (21) 91%
Legal Expenses 1,105 172 197 25 18%
Operating Leases and Rentals 256 55 53 (2) 21%
Software and Maintenance 2,003 332 324 (9) 16%
Subscriptions and Registrations 263 156 176 21 67%
Waste Levy Payments 1,185 191 206 15 17%
Water and Sewerage Charges 1,091 170 116 (54) 11%
All Other Materials and Services 4,538 536 416 (120) 9%
43,293 7,996 7,644 (352) 18%
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