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2020-07-10 Special Meeting Agenda
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AGENDA
Special Meeting
Friday, 10 July 2020
commencing at 10.00am
Council Chambers, 9 Pelican Street, Tewantin
Crs Clare Stewart (Chair), Karen Finzel, Joe Jurisevic, Amelia Lorentson,
Brian Stockwell, Tom Wegener, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SPECIAL MEETING AGENDA 10 JULY 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
REPORTS 3
1 OPERATIONAL PLAN 2020-21 3
2 ADOPTION OF 2020-21 BUDGET POLICIES 6
3 ADOPTION OF 2020-21 BUDGET 25
4 LEVEL OF SERVICE CATALOGUE 2020-21 36
5 STATEMENT OF ESTIMATED FINANCIAL POSITION FOR THE 2019-20
FINANCIAL YEAR 39
6 APPLICATION OF NATIONAL COMPETITION POLICY REFORM FOR 2020-21
BUDGET 42
7 ORGANISATIONAL STRUCTURE 45
MEETING CLOSURE -
Page 2 of 59
Section 3
SPECIAL MEETING AGENDA 10 JULY 2020
REPORTS
1 OPERATIONAL PLAN 2020-21
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ 2020 – 2021 Budget
Attachments 1. Operational Plan 2020/21
(Note – 12 page attachment provided separately to this report –
Councillors refer to Tab 1 of Councillor budget packs)
EXECUTIVE SUMMARY
Nil.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Special Meeting dated 10 July
2020 and pursuant to section 174 of the Local Government Regulation 2012, adopt for the 2020/21
financial year its annual Operational Plan 2020/21, provided as Attachment 1 to the report.
REPORT
Council is required to adopt an Operational Plan each year which sets out its projects and priorities
that support it achieving its long term objectives. As required by the legislation, Council’s progress
in achieving the outcomes set out in the Operational Plan is also reported to Council on a quarterly
basis.
The format and content of the 2020/21 Operational Plan was developed to reflect our Corporate
Plan. We aim to have a shorter and more relevant Operational Plan format by not listing every
single project and “business as usual” activity in a large document that loses relevance. Quarterly
reports to Council on the Operational Plan allow Council to focus on progress with the significant
projects. The “business as usual” activities are also reported to Council on a quarterly basis by
Council’s Directors with their Departmental updates.
1 Operational Plan 2020/21 (see Attachment 1)
The Operational Plan has been based on our current Corporate Plan using the five themes we
have adopted as a way of categorising our projects.
The significant projects and issues identified have been sourced from:
New initiatives proposed in the 2020/21 budget;
The proposed Capital Works Program; and
Current projects that will continue.
A degree of judgement has been used by the CEO to identify significant projects and issues that
should be included in the Operational Plan that Council will want to monitor on a quarterly basis
during 2020/21. Every new initiative is not included – only the significant ones.
Page 3 of 59
Section 4
SPECIAL MEETING AGENDA 10 JULY 2020
Perhaps a good way of testing what is in the Operational Plan is to ask the question – What does
Council want to monitor on a quarterly basis via the CEO reports and what are the key projects
that are helping us to achieve our long term goals (as enunciated in the Corporate Plan).
2 Branch Plans
Every branch within the Council has a Branch Plan. This plan sets out “business as usual” services
and activities of each branch as well as minor projects approved through the new initiative process.
Branch Plans also include other issues such as risk assessments. The Branch Plans are used at
a management level and link to staff performance review processes, management meetings and
operational risk management processes.
3 Reporting
To ensure accountability, the following reporting mechanisms will apply:
1. Corporate Plan – Report to Council by the CEO on an annual basis (normally after 30 June)
which highlights the progress on the key priorities in the Corporate Plan.
2. Operational Plan – Report to Council by the CEO on a quarterly basis in relation to the
progress of significant projects identified in the Operational Plan.
3. Departmental Reports – Each Department reports to Council on a quarterly basis on progress
with their Branch Plans. These reports identify what has been achieved, what is currently
being undertaken and what is coming up.
4. Key Performance Indicators (KPIs) – Reported to Council by the CEO on a quarterly basis
together with the Operational Plan report. As far as I am aware, we are one of the few
Councils to report at this level. This is not a statutory requirement. The Audit and Risk
Committee also provides oversight of our KPIs.
5. Business area reports – Some of our larger or commercially significant services (such as The
J, Noosa Aquatic Centre, Noosa Leisure Centre etc) will continue to report to Council on a
six monthly basis on their financial, customer and operational performance.
6. Financial Performance reports – Reported to Council on a monthly basis to comply with the
requirements of the legislation. Also, proposed budget amendments are reported to Council
twice per year.
7. Capital Program – Reported to Council on a quarterly basis to monitor progress with delivery
of the capital program. Council has also established a Capital Works Executive to help better
manage the program.
Previous Council Consideration
Special Meeting Minutes, 28 June 2019, Item 1, Page 2
That Council note the report by the Chief Executive Officer to the Special Meeting dated 28 June
2019 and pursuant to section 174 of the Local Government Regulation 2012, adopt for the 2019/20
financial year its annual Operational Plan 2019/20, provided as Attachment 1 to the report.
Page 4 of 59
Section 5
SPECIAL MEETING AGENDA 10 JULY 2020
Finance
This year, the Council’s capacity to undertake a broad range of new initiatives is quite curtailed as
a result of the impacts of COVID-19. Indeed, some of the most important initiatives are designed
to provide support to the Noosa community, including the business community, in addressing the
impacts of COVID-19.
Risks & Opportunities
A well-structured Operational Plan provides Council with a clear outline of its priorities for the
2020/21 financial year. It also provides an opportunity for Council to receive quarterly reports from
the Chief Executive Officer regarding progress in achieving those outcomes.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Executive Team
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director X Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 5 of 59
Section 6
SPECIAL MEETING AGENDA 10 JULY 2020
2 ADOPTION OF 2020-21 BUDGET POLICIES
DOCUMENT INFORMATION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ 2020 - 2021 Budget
Attachments 1. Financial Sustainability Policy
2. Investment of Surplus Funds Policy
3. Debt Policy
EXECUTIVE SUMMARY
The Local Government Act 2009 requires Council to adopt a number of policies related to the
annual budget to ensure the effective and efficient financial governance of the organisation. The
Financial Sustainability Policy is a discretionary policy adopted by Council which is also included
in the budget policy suite. The Debt Policy must be adopted annually; and the Investment of
Surplus Funds Policy should be reviewed periodically to ensure it continues to meet Council’s
strategic and operational objectives.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Special Meeting dated 10
July 2020 and:
A. Adopt the Financial Sustainability Policy, which is provided as Attachment 1 to the report;
B. Pursuant to section 191 of the Local Government Regulation 2012, adopt for the 2020/21
financial year the Investment of Surplus Funds Policy, which is provided as Attachment 2 to
the report; and
C. Pursuant to section 192 of the Local Government Regulation 2012, adopt for the 2020/21
financial year the Debt Policy, which is provided as Attachment 3 to the report.
REPORT
The Local Government Regulation 2012 Sections 191 and 192 require Council to prepare an
Investment Policy and Debt Policy. The Debt Policy is required to be adopted each financial year
with the Investment of Surplus Funds Policy to be reviewed on an annual basis.
The Financial Sustainability Policy is not required under legislation although is now embedded as
an essential Noosa policy to reinforce Council’s commitment to the prudent financial management
of Council’s resources on behalf of our community.
1. Financial Sustainability Policy
The Financial Sustainability Policy outlines the financial framework that Council will work within to
ensure that community capital is protected and that Council will meet its financial sustainability
targets into the future.
Page 6 of 59
Section 7
SPECIAL MEETING AGENDA 10 JULY 2020
2. Investment of Surplus Funds Policy
The Investment of Surplus Funds Policy outlines how Council can invest community funds based
on certain parameters including authorised investments and acceptable financial institutions to
minimise risk.
3. Debt Policy
In accordance with legislation, Council must adopt a Debt Policy for the financial year that includes
an outline of borrowings proposed within the current year plus a forecast of borrowings over the
ensuing 9-year period. Council is proposing to borrow $3.42 million in the 2020/21 financial year
and $440k in the 2021/22 financial year to fund waste management capital infrastructure projects.
No borrowings are currently forecast in future years post 2021/22.
Previous Council Consideration
Special Meeting Minutes, 28 June 2019, Item 2, Page 3
That Council note the report by the Director Corporate Services to the Special Meeting dated 28
June 2019 and:
A. Adopt the Financial Sustainability Policy, which is provided as Attachment 1 to the report.
B. Pursuant to section 191 of the Local Government Regulation 2012, adopt for the 2019/20
financial year the Investment of Surplus Funds Policy, which is provided as Attachment 2 to
the report.
C. Pursuant to section 192 of the Local Government Regulation 2012, adopt for the 2019/20
financial year the Debt Policy, which is provided as Attachment 3 to the report.
D. Pursuant to section 198 of the Local Government Regulation 2012, adopt the Procurement
Policy, which is provided as Attachment 4 to the report.
E. Adopt the Environment Levy Policy, which is provided as Attachment 5 to the report.
Finance
Council borrowing is effectively guaranteed by the State Government, and as such any borrowing
must be approved by the Minister for Local Government (in accordance with the Statutory Bodies
Financial Arrangements Act 1982).
The Investment of Surplus Funds Policy encourages diversification and aims at preservation of
capital as a priority over investment returns, thereby minimising risk.
Risks & Opportunities
Failure to effectively comply with legislation regarding the review, update and adoption of required
policies and new policies may compromise effective organisational governance and compromise
Council’s short and long term financial sustainability.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Revenue Services Manager
Financial Services Manager
Page 7 of 59
Section 8
SPECIAL MEETING AGENDA 10 JULY 2020
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 ICT
Libraries & Galleries Procurement & Fleet
Local Laws 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 8 of 59
Section 9
ATTACHMENT 1
Page 9 of 59
ATTACHMENT 1
| ¢ § NOOSA Council Policy
ba i Relelenrois FINANCIAL SUSTAINABILITY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 10 July 2020
Policy Author: Director Corporate Services
POLICY BACKGROUND
Council has a responsibility to ensure that it has sufficient resources now and into the future to
provide levels of service that are both affordable and at a level considered appropriate by the
community. This responsibility encompasses how decisions are made regarding the allocation of
ratepayer funds to Council’s day to day operations as well as towards the replacement of existing
assets and procurement of new assets.
Responsible ongoing financial management by Council will achieve the following objectives:
e Council operates in an efficient and effective manner, minimising general rate increases.
° Full cost pricing compliance for Council business activities.
° Ongoing operating surpluses to ensure Council's equity is not degraded and future financial
risk can be adequately mitigated.
e Appropriate collection of cash funds for ongoing infrastructure and asset replacement and
renewal.
° Future trunk infrastructure financial obligations can be met.
e Informed decisions are made on discretionary new operating or capital investment proposals
(i.e. business cases including whole of life cost analysis).
e Infrastructure and assets are maintained to required service levels.
° Debt levels will be minimised, and returns on cash holdings maximised.
° Achieving all of the minimum financial sustainability benchmarks set by legislation.
The key measurement criteria for whether Council is achieving its financial sustainability objectives
over the short and medium term are the three financial sustainability ratios required to be published
under legislation, namely the:
1. Operating surplus ratio;
2. Net financial liabilities ratio; and
3. Asset sustainability ratio.
Council's current and expected financial sustainability performance will be measured and reported
against the benchmarks set by the state government, as well as by ongoing periodic sustainability
assessments undertaken by the Queensland Treasury Corporation (QTC).
Page 9 of 59Section 10
Page 10 of 59
FINANCIAL SUSTAINABILITY POLICY
COUNCIL POLICY
Operating surplus
Council will ensure that it maintains an operating surplus each year over the life of the ten (10) year
financial plan. An operating surplus is achieved when operating revenues are greater than operating
expenses (including depreciation and interest on debt). The operating surplus ratio is one of the
three (3) key measures of financial sustainability required under legislation. It calculates the
operating surplus (or deficit) as a percentage of Council operating revenue. The target operating
surplus ratio set by the state government is between 0% and 10%.
Council will target to achieve an operating surplus commensurate with mitigating Known risks with
respect to appropriately funding future trunk infrastructure requirements, whilst also ensuring that
the operating surplus ratio is contained within the required benchmarks.
Expenditure management
Council will ensure that expenditure on goods and services to meet established service levels will
be undertaken efficiently and effectively. This will be achieved via the development of the annual
operating expenditure budget from a zero base, ensuring staff compliance with Council’s policies
and procedures as well as partnering with key stakeholders such as Local Buy to ensure efficient
cost procurement options are implemented.
Expenditure management outcomes will be measured by how Council performs annually against its
operating and capital expenditure budget allocations.
Asset management
Council will ensure that it maintains its infrastructure and assets on an ongoing basis at defined
levels to ensure that services are able to be provided effectively to the community.
The asset sustainability ratio is one of the three (3) key measures of financial sustainability required
under legislation. This ratio is calculated by measuring the annual expenditure on the renewal and
rehabilitation of Council’s assets against the annual depreciation charge. It is a measure of whether
Council is reinvesting appropriately in existing infrastructure assets.
Council will target over the life of the ten (10) year financial plan to achieve a minimum asset
sustainability ratio of 90% (including plant, fleet and office equipment renewals) consistent with the
benchmark unless condition based renewal forecasts demonstrate a percentage lower than 90% in
any given year.
Established management plans for Council's asset and infrastructure classes will incorporate annual
maintenance financial estimates as well as ten (10) year renewal / replacement forecasts developed
from regular asset condition assessments. Asset management plan financial forecasts will be
incorporated into Council’s ten (10) year financial plan and annual budget to ensure financial
sustainability implications are appropriately considered.
Annual depreciation forecasts will be developed on an asset by asset basis utilising methodology
endorsed by the Queensland Audit Office, with assets regularly revalued in accordance with
legislative requirements
The QTC project decision framework will be utilised for business case analysis for all new and
replacement capital projects in accordance with policy. The outcomes from the analysis will be used
to inform Council of whole of life costing implications associated with each project.
Page 10 of 59Section 11
Page 11 of 59
FINANCIAL SUSTAINABILITY POLICY
Debt management
New debt will only be incurred as part of Council’s strategic approach to:
° Liquidity management that considers the minimisation where possible of surplus cash
holdings; and
° Intergenerational equity requirements.
The net financial liabilities ratio is one of the three (3) key measures of financial sustainability required
under legislation. The net financial liabilities ratio represents Council’s net financial liabilities (total
liabilities less current assets) expressed as a percentage of total operating revenue. A negative
percentage indicates that current assets exceed total liabilities. The target net financial liabilities ratio
set by the state government is less than 60%.
Council will adopt a conservative approach to new debt to ensure that the net financial liabilities ratio
is below the target over the life of the ten (10) year financial plan. New debt that may be required to
assist with the funding of trunk infrastructure to cater for population growth will be considered on a
case by case basis.
Full cost pricing
Council will ensure that competitive neutrality and full cost pricing outcomes required under
legislation with respect to its business activities are complied with on an annual basis.
Commercial opportunities
Commercial opportunities will only be considered if they provide value for money to the community
and have a positive net impact on overall general rate funding requirements of Council.
The QTC project decision framework will be utilised for business case analysis for all new identified
commercial opportunities. The outcomes from the analysis will be used to inform Council of whole
of life costing implications associated with each commercial proposal.
Climate Change
Council recognises that mitigation measures to address climate change may have financial
sustainability implications. Ongoing infrastructure and operating funding will be considered as part
of long term planning and addressed via inclusion in the 10 year financial plan and discussed
annually through the budget process (where identified).
Council will also ensure that operational and strategic decisions made today with associated climate
change implications will give adequate consideration to minimising the exposure of future Councils
to potential financial risk.
ROLES AND RESPONSIBILITIES
The Chief Executive Officer is responsible for the delivery of the annual budget.
RELEVANT LEGISLATION
Local Government Act 2009
Local Government Regulation 2012
Page 11 of 59Section 12
Page 12 of 59
FINANCIAL SUSTAINABILITY POLICY
Version control:
| Version | Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by |Date=
Page 12 of 59Section 13
ATTACHMENT 2
Page 13 of 59
ATTACHMENT 2
| @ NOOSA Council Policy
@ | COUNCIL INVESTMENT OF SURPLUS
FUNDS POLICY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 10 July 2020
Policy Author: Director Corporate Services
POLICY BACKGROUND
The intent of this document is to outline Noosa Shire Council's (Council) investment of surplus funds
policy and guidelines regarding the investment of surplus funds, with the objective to maximise
earnings within approved risk guidelines, following ethical investment principles where appropriate
to ensure the security of funds.
The activities of the investment officers or fund managers responsible for stewardship of Council's
funds will be measured against the standards in this policy and its objectives. Activities that defy the
spirit and intent of this policy will be deemed contrary to the policy.
For the purpose of this policy, investments are defined as arrangements that are undertaken or
acquired for producing income and apply only to the cash investments of Council. This policy applies
to the investment of all surplus funds held by Council.
For the purposes of the appointment of an external fund manager pursuant to section 59 of the Act,
to operate in a manner consistent with this policy will constitute compliance.
COUNCIL POLICY
Council has been granted authority to exercise Category 1 investment power under Part 6 of the
Statutory Bodies Financial Arrangement Act 1982 (the Act) without further approval.
The Treasurer may from time to time constrain the investing activities of local government by
limitation, caveat, restriction and/or other relevant regulation. Where this occurs, this Investment
Policy will be reviewed and reissued for the subsequent change in legislation.
AUTHORITY
All investments are to be made in accordance with:
e Statutory Bodies Financial Arrangements Act 1982
e Statutory Bodies Financial Arrangements Regulation 2007
e Local Government Act 2009
ETHICS AND CONFLICTS OF INTEREST
Prudent Person Standard
The standard of prudence is to be used by investment officers when managing the overall portfolio.
Investments will be managed with the care, diligence and skill that a prudent person would exercise
in managing the affairs of other persons. This includes having in place appropriate reporting
requirements that ensure the investments are being reviewed and overseen regularly.
Page 13 of 59Section 14
Page 14 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
Investment officers are to manage the investment portfolios not for speculation, but for investment
and in accordance with the spirit of this policy. Investment officers are to avoid any transactions that
might harm confidence in Council and will consider the safety of capital and income objectives when
making investment decisions.
Ethics and conflicts of interest
Consideration will be given to ethical investment principles in determining the approved counterparty
for investment of funds.
Investment officers / employees shall refrain from personal activities that would conflict with the
proper execution and management of Council’s investment portfolio. This includes activities that
would impair the investment officer’s ability to make impartial decisions. This policy requires that
employees and investment officials disclose to the Chief Executive Officer (CEO) any conflict of
interest or any investment positions that could be related to the investment portfolio.
Delegation of authority
Authority for implementation of this policy is delegated by Council to the CEO in accordance with the
Local Government Act 2009, Section 257 (1) (b) — Delegation of local government powers.
Authority for the day-to-day management of Council’s Investment Portfolio is to be delegated by the
CEO to the Director Corporate Services and to the Financial Services Manager in accordance with
section 259 of the Local Government Act 2009, and subject to regular reviews with the Director
Corporate Services and CEO.
GUIDING PRINCIPLES
Council’s overall objective is to invest its funds at the most advantageous rate of interest available
to it at the time, for that investment type, and in a way that it considers most appropriate given the
circumstances. In priority, the order of investment activities shall be the preservation of capital,
liquidity, and return.
Preservation of capital
Preservation of capital shall be the principal objective of the investment portfolio. Investments are to
be performed in a manner that seeks to ensure security of principal of the overall portfolio. This would
include managing credit and interest rate risk with given risk management parameters and avoiding
any transactions that would prejudice confidence in Council or its associated entities.
Credit Risk
Council will evaluate and assess credit risk prior to investment. The investment officer will minimise
credit risk in the investment portfolio by prequalifying all transactions including the brokers / securities
dealers with which they do business, diversify the portfolio and limit transactions to secure
investments.
Interest Rate Risk
The investment officer shall seek to minimise the risk of a change in the market value of the portfolio
because of a change in interest rates. This would be achieved by measuring the investment term
against the cash flow requirements of Council and structuring the portfolio accordingly. This will avoid
having to sell securities prior to maturity in the open market. Secondly, interest rate risk can be limited
by investing in shorter term securities.
Maintenance of liquidity
The investment portfolio will maintain sufficient liquidity to meet all reasonably anticipated operating
cash flow requirements of Council, as and when they fall due, without incurring significant transaction
costs due to being required to sell an investment. For these purposes, illiquid investments are
defined as investments that are not publicly traded in sufficient volume to facilitate, under most
market conditions, prompt sale without severe market price effect.
Page 14 of 59Section 15
Page 15 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
Examples include:
e investment in private placements;
e asecurity that is not supported or priced by at least two approved brokers/securities dealers;
e sub investment grade (i.e., a lower than rating BBB- (Standard and Poor’s) or equivalent), and
in most cases, BBB rated investments; and
e unrated securities.
Return on investments
The portfolio is expected to achieve a market average rate of return and take into account Council’s
ethical investment appetite, risk tolerance, current interest rates, budget considerations, and the
economic cycle. Any additional return target set by Council will also consider the risk limitations,
ethical and prudent investment principles and cash flow characteristics identified within this policy.
Comparison of performance
For performance purposes, the portfolio will be compared to the Bloomberg AusBond Bank Bill Index
and/or the Bank Bill Swap Reference Rate over a rolling one-year period. The benchmark target is
to be set equal to or above the benchmark yield and consider the expected types of securities held
in each portfolio. In comparing performance, the portfolio will be market valued and take into account
all coupons, deposits and withdrawals to / from the portfolio.
ROLES AND RESPONSIBILITIES
Authorised personnel
The Director Corporate Services and the Financial Services Manager are authorised to invest funds
at their discretion in investments consistent with this policy and legislation.
The Financial Services Manager will report to Council for investment guidelines and oversight of
investment activities for the purposes of this policy.
Internal controls
The Financial Services Manager in consultation with the Director Corporate Services shall establish
internal controls and processes that will ensure investment objectives are met and that the
investment portfolios are protected from loss, theft or inappropriate use.
The established processes will include monthly and quarterly reporting, as well as an annual review
of the policy. The internal controls will address the following:
e control of collusion;
e accounting and record keeping;
e evidence of quotes for each investment transaction;
e delegated authority to investment officers;
e compliance and oversight of investment parameters; and
¢ reporting guidelines.
The internal controls will be subject to periodic reviews by Council’s Internal Audit function to verify
compliance with the policy and legislation.
Page 15 of 59Section 16
Page 16 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
INVESTMENT PARAMETERS
Investable funds
For the purposes of this policy, investable funds are the moneys available for investment at any one
time and include Council’s bank account balance. Included in this balance is any moneys held by
Council on behalf of external parties (for example cash performance bonds).
Investable funds will be determined against the cash flow needs of Council following the adoption of
the annual budget.
Authorised investments
Without specific approval from Council or the Treasurer, investments are limited to those prescribed
by Section 6 of the Statutory Bodies Financial Arrangements Act 1982 for local governments with
Category 1 investment power, which include:
e deposits with a financial institution;
e interest bearing deposits;
¢ commercial paper;
e bank accepted/endorsed bank bills;
e bank negotiable certificates of deposit;
e short term bonds;
e floating rate notes;
e QIC Cash Fund; and
e QTC Capital Guaranteed Cash Fund, Debt Offset Facility, Fixed Rate Deposit (up to 12 months)
and QTC Working Capital Facility.
Prohibited investments
This Policy prohibits any investment carried out for speculative purposes. The Financial Services
Manager may include a prohibited investments list within the Investment Guidelines.
The following investments are prohibited by this investment policy:
e derivative based instruments (excluding floating rate notes);
e principal only investments or securities that provide potentially nil or negative cash flow;
e stand-alone securities issued that have underlying futures, options, forward contracts and swaps
of any kind; and
e securities issued in non-Australian dollars.
Portfolio investment parameters and credit requirements
The following table shows the credit ratings and counterparty limits for Council:
Short Term Rating (Standard & Poor’s) or equivalent | Individual Total Limit
Counterparty
Limit
PUnrated NN
Page 16 of 59Section 17
Page 17 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
It is noted that for the purposes of this investment portfolio, the percentage limits apply effective from
the date of purchase as a percentage of the market value of the portfolio. No more than 20 per cent
of the portfolio is to be invested in Floating Rate Notes.
When considering investment options, the investment officer will establish a margin of 10 basis
points in interest rate returns to give preference to those institutions considered to be responsible
investors (e.g. do not invest in fossil fuel companies).
Maturity
The maturity structure of the portfolio will reflect a maximum term to maturity of no longer than 12
months.
Liquidity requirement
Given the nature of the funds invested, no more than 20 per cent of the investment portfolio will be
held in illiquid securities and at least 10 per cent of the portfolio can be called at no cost or will mature
within 0-7 days.
Breaches
Any breach of this policy is to be reported to the CEO and rectified within 24 hours of the breach
occurring.
Where Council holds an investment that is downgraded below the minimum acceptable rating level,
as prescribed under regulation for the investment arrangement, Council shall within 28 days after
the change becomes known to the local government, either obtain Treasurer's approval for
continuing with the investment arrangement or sell the investment arrangement (including, for
example, withdrawing a deposit).
Where limits for different risk categories or where counterparty limits are breached, the Financial
Services Manager will bring the matter to the attention of the Director Corporate Services with a
recommendation on potential options (e.g. continuing with the investment through until maturity, or
withdrawing a deposit).
Safekeeping and custody
Each transaction will require written confirmation by the broker / dealer / bank. Council will hold
security documents, or alternatively a third party custodian authorised by the Manager Financial
Services and evidenced by safekeeping receipts may hold security documents.
Criteria of authorised dealers and broker
Council will maintain a list of authorised financial institutions and securities brokers that the
investment officers may deal with. These financial intermediaries must have a minimum long term
rating of at least either A+/A1/A+ from Standard and Poors, Moodys or Fitch IBCA.
All transactions undertaken on behalf of the investment portfolio of Council will be executed either
by Council directly, or through securities brokers registered as Australian Financial Service
Licensees (ASIC) with an established sales presence in Australia, or direct issuers that directly issue
their own securities which are registered on Council's approved list of brokers/dealers and direct
issuers.
Page 17 of 59Section 18
Page 18 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
REPORTING
The Financial Services Manager will prepare a monthly report and evaluation of the transactions,
concentrations, performance and compliance of the investment portfolio. The report will include:
e summary of securities held at the end of the reporting period by counterparty;
e liquidity of the portfolio as at reporting date;
e percentage of the portfolio considered ethical investment;
e percentage of the portfolio held by investment risk category; and
e performance of the portfolio [relative to Bloomberg AusBond Bank Bill Index benchmark and/or
BBSW].
On an annual basis, the policy will be reviewed and amended where required, with any amendments
to be approved by Council prior to implementation as part of annual budget adoption.
PERFORMANCE MEASUREMENT
The investment return for the portfolio shall be measured using the market value of the portfolio,
including withdrawals and deposits, and total performance of the portfolio compared to the
Bloomberg AusBond Bank Bill Index. This is to include changes in the capital value of assets held
(where applicable), income from managed investment portfolio assets, proceeds of sales of assets
sold and cost of assets acquired. The market value of the portfolio is to be calculated at least monthly
to coincide with monthly reporting. In defining market value, at least two pricing sources should be
included in the valuation of the securities.
DEFINITIONS
BBSW - Bank Bill Swap Rate — This is the daily calculation of the yields on bank bills of 1, 2, 3, 4,
5, and 6 month maturities used for the setting of financial arrangements.
Bloomberg AusBond Bank Bill Index — widely considered to be the industry benchmark for short
term cash fund performance and is used by market participants as a means of comparing the returns
generated by the various cash funds available in the market.
Credit Risk — is the risk of loss due to the failure of an investment issuer or guarantor
Ethical Investment Principles — Investment in companies or industries that promote positive
approaches to environmental, social and corporate governance issues; or the avoidance of
investment in industries deemed harmful to health or the environment. These principles have been
recognised by the United Nations Principles for Responsible Investment. '
Financial Institution is defined as an authorised deposit-taking institution within the meaning of the
Banking Act 1959 (Cwlth), Section 5.2
Investments are defined as arrangements that are undertaken or acquired for producing income
and apply only to the cash investments of Noosa Shire Council.
Market Value of the portfolio is the book value of fixed term fixed interest deposits plus a market
value assessment of commercial paper, bank bills, and bonds or floating rate notes.
QIC — Queensland Investment Corporation.
QTC — Queensland Treasury Corporation.
+ Further information on the United Nations Principles for Responsible Investment, including a schedule of Australian signatories, can be
obtained from the following website http://www.unpri.org/principles/
? For a list of authorised deposit taking institutions, refer to the website of the Australian Prudential Regulation Authority:
http://www.apra.gov.au/adi/. _ ;
Page 18 of 59Section 19
Page 19 of 59
INVESTMENT OF SURPLUS FUNDS POLICY
RELEVANT POLICIES AND LEGISLATION
Statutory Bodies Financial Arrangements Act 1982
Statutory Bodies Financial Arrangements Regulation 2007
Local Government Act 2009
Banking Act 1959 (Cwith)
Version control:
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
1.0 Create new on de-amalgamation from | Y Manager Financial Services 22/12/2013
Sunshine Coast Regional Council
2.0 Annual Review Y Manager Financial Services 02/06/2014
3.0 Annual Review Y Manager Financial Services 13/05/2015
40 Annual Review N Manager Financial Services 20/05/2016
5.0 Annual Review Y Director Corporate Services 19/05/2017
6.0 Annual Review Y Council 06/07/2018
70 Annual Review N Council 28/06/2019
8.0 Annual Review Y Council 10/07/2020
Page 19 of 59Section 20
ATTACHMENT 3
Page 20 of 59
ATTACHMENT 3
8 NOOSA Council Policy
| @ | COUNCIL DEBT POLICY
Corporate Plan Reference: Long term planning for Noosa Shire
Endorsed by Council: 10 July 2020
Policy Author: Director Corporate Services
POLICY BACKGROUND
The purpose of this policy is to ensure the sound management of Council’s existing and future debt.
The policy will provide clear guidance for staff in the management of Council’s debt portfolio and
maintenance of appropriate debt and debt service levels.
This policy applies to all Councillors and Council staff and extends to all borrowing activities of
Council and any controlled entities.
COUNCIL POLICY
Council will utilise a debt management strategy based on sound financial management principles
and ensure net debt (net financial liabilities) remains within financial sustainability targets.
Borrowing Purposes
1. Council will not utilise loan funding to finance operating activities or recurrent expenditure.
2. Council undertakes full analysis of all funding options as outlined in the Long Term Financial
Model, including a forward program of capital works, to determine loan funding requirements.
3. Council recognises that infrastructure demands placed upon Council can often only be met
through borrowings, but will always be mindful of the additional cost incurred by the community
when assets are acquired through borrowings which increases the cost of providing capital
infrastructure.
4. Council will endeavour to fund all capital renewal projects from operating cash flows and
borrow only for new or upgrade capital projects, having regard to sound financial management
principles and giving consideration to inter-generational equity for the funding of long term
infrastructure projects.
5. | Where capital expenditure is deferred from one year to the next, the drawdown of approved
loan funds will be reviewed to minimise interest expenses.
6. Borrowings for infrastructure that provides a positive rate of return on investment will take
priority over borrowing for other assets.
Debt Term
7. | Where capital projects are financed through borrowings, Council will repay the loans within a
term not exceeding the life of those assets, and over a term that optimises cash flow efficiency.
7.1. If surplus funds become available, and where it is advantageous to Council, one-off loan
repayments will be made to reduce the term of existing loans.
7.2. In an environment of fluctuating interest rates, and where there is a distinct economic
advantage to Council, consideration will be given to renegotiating any outstanding loans
to obtain the best long-term benefit to Council.
Page 20 of 59Section 21
Page 21 of 59
DEBT POLICY
Repayment Ability
8. Council will maintain close scrutiny of debt levels to ensure that relevant sustainability
indicators will not exceed target parameters recommended by Queensland Treasury
Corporation and the Local Government Regulation 2012
Borrowing Sources
9. Council will raise all external borrowings at the most competitive rates available and from
sources available as defined by legislation. Consideration will be given to provision of loans to
business activities from surplus cash reserves held by Council by way on an internal loan.
Proposed Borrowings
10 Pursuant to section 192 Local Government Regulation 2012, Council must prepare a debt
policy each year that states the new borrowings planned for the current financial year and the
next 9 financial years.
10.1 Proposed Borrowings are outlined in Appendix A
Leases
11 Funding alternatives for asset acquisition also includes leasing. Leases are defined under
accounting standard AASB 16 as a contract for the right of use over an asset for a temporary
period of time.
11.1. Any low value (under $10,000) or short term (under 12 months) leases are considered
an operating expense.
11.2. However, all other lease arrangements under AASB 16 are reported as a right-of-use
asset with a corresponding liability in the balance sheet recognised with all other debt
and loan borrowing instruments.
11.3. Any lease arrangement greater than $2 million (other than any lease for office premises)
are considered borrowings under the Statutory Bodies Financial Arrangement Act 1982
and will require prior approval by the Queensland Government before they are
committed.
11.4. Council will also undertake a lease vs. buy analysis before entering into any lease
contract.
Internal Loans
12. The provision and approval of an internal loan will depend on the availability of surplus cash
at the time of consideration and the capacity of either the business activity or operational
activity to repay the loan.
12.1. All decisions regarding internal loans will be made by Council as part of the annual
budget process. The approval to establish an internal loan will only occur following
confirmation that Council’s relevant sustainability indicators in the 10 year financial
forecast will not be compromised.
12.2. The term of any internal loan will be appropriate to the life of the infrastructure / asset
being financed.
12.3. The interest rate will be the sum of
(a) the equivalent QTC borrowing rate for the proposed term;
(b) the QTC administration charge; and
(c) an additional margin above the QTC borrowing rate.
In all cases, where business activities are subject to the provisions of the National
Competition Policy, the cost to the business will be no less than what would apply to an
equivalent private sector business.
Page 21 of 59Section 22
Page 22 of 59
DEBT POLICY
12.4. Provision for the repayment of an internal loan will be included in the annual budget for
the business or operational activity.
GUIDING PRINCIPLES
The purpose of establishing a Debt Policy is to:
° Provide a comprehensive view of Council’s long term debt position and the capacity to fund
infrastructure growth for the Shire;
° Increase awareness of issues concerning debt management;
° Enhance the understanding between Councillors, community groups and Council staff by
documenting policies and guidelines;
° Demonstrate to government and lending institutions that Council has a disciplined approach
to borrowing.
ROLES AND RESPONSIBILITIES
Pursuant to section 192 of the Local Government Regulation 2012 detail of the proposed borrowing
for the current year and the future 9 years will be prepared annually as part of the budget process.
Applications outlining proposed borrowings will be forwarded to the Minister for Local Government
for approval.
Periodic Credit Reviews will be undertaken by the QTC on behalf of the Minister for Local
Government.
Loan proceeds will be drawn down subject to cash flow requirements annually so as to minimise
interest expenses.
All lease proposals will be referred to Financial Services for evaluation to assess alternatives for
funding asset acquisition and to ensure statutory compliance.
MEASUREMENT OF SUCCESS
Financial sustainability indicators remain within target ranges and the provision of necessary
infrastructure is not constrained through the lack of capital funding.
Details of outstanding loans will be reported annually in Council’s Financial Statements and Annual
Report.
DEFINITIONS
Business Activity — A Council activity subject to the application of full cost pricing principles as
defined in the Local Government Act 2009 and Local Government Regulation 2012.
Inter-generational equity — This relates to the fairness of the distribution of the costs and benefits
of a policy when costs and benefits are borne by different generations. (i.e. the principle whereby
those who derive a direct benefit from the service or infrastructure provided actually pay for that
service).
Net financial liabilities ratio — This is an indicator of the extent to which the net financial liabilities
of Council can be serviced by its operating revenues. A ratio greater than zero (positive) indicates
that total liabilities exceed current assets, whereas a ratio of less than zero (negative) indicates that
current assets exceed total liabilities and therefore Council would appear to have the capacity to
increase loan borrowings.
QTC — Queensland Treasury Corporation.
Page 22 of 59Section 23
Page 23 of 59
DEBT POLICY
RELEVANT POLICIES AND LEGISLATION
« Local Government Act 2009
« Local Government Regulation 2012
« Statutory Bodies Financial Arrangements Act 1982
« Statutory Bodies Financial Arrangements Regulation 2007
Version control:
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
1.0 Create new Manager Financial Services 23/12/2013
2.0 Annual Review Manager Financial Services 02/06/2014
3.0 Annual Review Y Manager Financial Services 02/06/2015
40 Annual Review N Manager Financial Services 20/05/2016
5.0 Annual Review Y Director Corporate Services 19/05/2017
6.0 Annual Review Y Council 29/06/2018
7.0 Annual Review Y Council 06/07/2018
8.0 Annual Review N Council 28/06/2019
9.0 Annual Review Y Council 10/07/2020
Page 23 of 59Section 24
Page 24 of 59
Appendix A
Schedule of Proposed Borrowings:
Proposed
Borrowings 3,420 440 0 0 0
Borrowing . . . . :
Purpose Capital projects as outlined in the adopted 10 year capital program
Page 24 of 59Section 25
SPECIAL MEETING AGENDA 10 JULY 2020
3 ADOPTION OF 2020-21 BUDGET
DOCUMENT INFORMATION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ 2020-21 Budget
Attachments 1. Noosa Council 2020/21 Budget document
(Note – 77 page attachment provided separately to this report –
Councillors refer to Tab 2 of Councillor budget packs)
EXECUTIVE SUMMARY
Under sections 104 and 107A of the Local Government Act 2009 and section 170 of the Local
Government Regulation 2012, Council is required to adopt, for each financial year, after 31 May
before the financial year and before 1 August in the financial year, a budget and revenue statement.
The Noosa Council 2020/21 Budget document provided at Attachment 1 contains the required
documentation to adopt Council’s 2020/21 budget and the following motions have been drafted to
meet legislative requirements.
RECOMMENDATION
MOTION 1
That pursuant to section 104 of the Local Government Act 2009 and section 170 of the Local
Government Regulation 2012, the budget for the financial year ending 30 June 2021, incorporating
statements of income and expenditure, financial position, cash flow, changes in equity, long-term
financial forecast, revenue statement and revenue policy, and 2020/21 capital program as
contained in the Noosa Council 2020/21 Budget document (provided as Attachment 1 to the
Special Meeting report dated 10 July 2020), be adopted.
MOTION 2
That pursuant to section 94 of the Local Government Act 2009 and section 80 of the Local
Government Regulation 2012, Council resolves to levy the differential general rates for the 2020/21
financial year as set out in the Revenue Statement contained in the Noosa Council 2020/21 Budget
document (provided as Attachment 1 to the Special Meeting report dated 10 July 2020).
MOTION 3
That pursuant to section 81 of the Local Government Regulation 2012, Council resolves that the
rating categories of rateable land in its local government area and a description of each of the
rating categories for 2020/21, be as follows:
Rating Category Description Identification
(Guidance only)
1. Rural & Agricultural. Land used, or intended to be used, for rural or Land with the following land
agricultural or primary production purposes. use codes: 44, 60-61, 64-
71, 73-89 and 93 or as
otherwise identified by the
CEO.
Page 25 of 59
Section 26
SPECIAL MEETING AGENDA 10 JULY 2020
Rating Category Description Identification
(Guidance only)
2. Non-Residential – RV Land, with a rateable value less than or equal Land with the following land
<=$175,000. to $175,000, which is used, or intended to be use codes: 07-20, 22-39,
used, for non-residential purposes other than 41-50, 52 and 91 or as
land included in categories 1, 16-22, 25-26. otherwise identified by the
CEO.
3. Non-Residential - RV Land, with a rateable value between Land with the following land
$175,001 - $400,000. $175,001 and $400,000, which is used, or use codes: 07-20, 22-39,
intended to be used, for non-residential 41-50, 52 and 91 or as
purposes other than land included in otherwise identified by the
categories 1, 16-22, 25-26. CEO.
4. Non-Residential - RV > Land, with a rateable value greater than Land with the following land
$400,000. $400,000, which is used, or intended to be use codes: 07-20, 22-39,
used, for non-residential purposes other than 41-50, 52 and 91 or as
land included in categories 1, 16-22, 25-26. otherwise identified by the
CEO.
5. Residential (PPR) and Land, with a rateable value of less than or Land with the following land
Other – RV equal to $325,000 which is- used codes: 01, 02, 03, 04,
<=$325,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
6. Residential (PPR) and Land, with a rateable value between Land with the following land
Other – RV $325,001 - $325,001 and $500,000 which is- used codes: 01, 02, 03, 04,
$500,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
7. Residential (PPR) and Land, with a rateable value between Land with the following land
Other – RV $500,001 - $500,001 and $750,000 which is- used codes: 01, 02, 03, 04,
$750,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
8. Residential (PPR) and Land, with a rateable value between Land with the following land
Other – RV $750,001 - $750,001 and $1,000,000 which is- used codes: 01, 02, 03, 04,
$1,000,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
9. Residential (PPR) and Land, with a rateable value between Land with the following land
Other – RV $1,000,001 $1,000,001 and $1,200,000 which is- used codes: 01, 02, 03, 04,
- $1,200,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
Page 26 of 59
Section 27
SPECIAL MEETING AGENDA 10 JULY 2020
Rating Category Description Identification
(Guidance only)
10. Residential (PPR) and Land, with a rateable value between Land with the following land
Other – RV $1,200,001 $1,200,001 and $2,500,000 which is- used codes: 01, 02, 03, 04,
- $2,500,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
11. Residential (PPR) and Land, with a rateable value greater than Land with the following land
Other – RV > $2,500,000 which is- used codes: 01, 02, 03, 04,
$2,500,000. a. used for residential purposes as the 05 and 06 or as otherwise
owner’s principal place of residence other identified by the CEO.
than land in category 24; or
b. not included in any other category.
12. Residential (Not PPR) Land, with a rateable value less than or equal Land with the following land
– RV <=$420,000. to $420,000, used for residential purposes used codes: 02, 03 and 05
other than as the owner’s principal place of or as otherwise identified by
residence other than land in category 23. the CEO.
13. Residential (Not PPR) Land, with a rateable value between Land with the following land
– RV $420,001 - $420,001 and $500,000, used for residential used codes: 02, 03 and 05
$500,000. purposes other than as the owner’s principal or as otherwise identified by
place of residence other than land in category the CEO.
23.
14. Residential (Not PPR) Land, with a rateable value between Land with the following land
– RV $500,001 - $500,001 and $750,000, used for residential used codes: 02, 03 and 05
$750,000. purposes other than as the owner’s principal or as otherwise identified by
place of residence other than land in category the CEO.
23.
15. Residential (Not PPR) Land, with a rateable greater than $750,000, Land with the following land
– RV > $750,000. used for residential purposes other than as used codes: 02, 03 and 05
the owner’s principal place of residence other or as otherwise identified by
than land in category 23. the CEO.
16. Vacant Land – RV > Vacant land with a rateable value greater than Land with the following land
$1,000,000 and area $1,000,000 and with an area of more than used codes: 01, 04 and 06
more than 1,500 m2. 1,500m2 other than land included in category or as otherwise identified by
18. the CEO.
17. Pump Stations, Stock Land used for the purposes of a pump station, As identified by the CEO.
grazing permits and a garage, or pursuant to a stock grazing
garages with area less permit with an area less than 20m2.
than 20m2.
18. Subdivided land not yet Vacant land to which Chapter 2, Part 2, Land with the following land
developed Division 5, Subdivision 3 of the Land used code 72 or as
Valuation Act 2010 applies. otherwise identified by the
CEO.
19. Retirement Villages Land used for the purposes of a retirement Land with the following land
village. used code 21 or as
otherwise identified by the
CEO.
20. Shopping Centres – Land used for the purposes of a shopping Land with the following land
gross floor area centre, with a gross floor area between 2,500 used codes: 14, 15, 16 or 23
between 2,500 and and 10,000 square meters. or as otherwise identified by
10,000 square meters the CEO.
Page 27 of 59
Section 28
SPECIAL MEETING AGENDA 10 JULY 2020
Rating Category Description Identification
(Guidance only)
21. Shopping Centres – Land used for the purposes of a shopping Land with the following land
gross floor area greater centre, with a gross floor area greater than used codes: 14, 15, 16 or 23
than 10,000 square 10,000 square meters. or as otherwise identified by
meters the CEO.
22. Shopping Centres – Land used for the purposes of a shopping Land with the following land
gross floor area centre, with a gross floor area between 1,000 used codes: 14, 15, 16 or 23
between 1,000 and and 2,500 square meters. or as otherwise identified by
2,500 square meters the CEO.
23 Strata Units (Not PPR). Land which is a strata unit used for residential Land with the following land
or accommodation purposes other than as used codes: 08 or 09 or as
the owner’s principal place of residence. otherwise identified by the
CEO.
24. Strata Units (PPR). Land which is a strata unit used for residential Land with the following land
or accommodation purposes as the owner’s used codes: 08 or 09 or as
principal place of residence. otherwise identified by the
CEO.
25. Extractive Industries. Land used for the purpose of extractive Land with land use code 40
industry for more than 50,000 tonnes per or as otherwise identified by
annum of material from the earth. the CEO.
26. Nursing Homes Land used for the purposes of an aged care Land with the following land
facility or nursing home. used code 27 or as
otherwise identified by the
CEO.
MOTION 4
That pursuant to section 94 of the Local Government Act 2009 and section 94 of the Local
Government Regulation 2012, Council resolves to levy the special charges for the 2020/21
financial year as set out in the Revenue Statement contained in the Noosa Council 2020/21 Budget
document (provided as Attachment 1 to the Special Meeting report dated 10 July 2020).
The special charges set out in the Revenue Statement are:
Tourism and Economic Levy
Noosa Waters Lock and Weir Maintenance Levy
Noosa Waters Canal Maintenance Levy
Noosa Junction Levy
Hastings Street Precinct Levy
Noosa Main Beach Levy
Rural Fire Charge
Hastings Street Community Safety Program Charge
Lower Noosa North Shore Electricity Charge
For that purpose the rateable land to which the special charges apply and the overall plans for the
services, facilities or activities to which the special charges apply be the rateable land and overall
plans specified in the Revenue Statement.
Page 28 of 59
Section 29
SPECIAL MEETING AGENDA 10 JULY 2020
MOTION 5
That pursuant to section 94 of the Local Government Regulation 2012, Council resolves to adopt
the overall plans, annual implementation plans and benefitted area maps specified in the Revenue
Statement contained in the Noosa Council 2020/21 Budget document (provided as Attachment 1
to the Special Meeting report dated 10 July 2020) for the special charges it resolves to levy under
resolution 4.
MOTION 6
That pursuant to section 94 of the Local Government Act 2009 and section 99 of the Local
Government Regulation 2012, Council resolves to levy the utility charges for the 2020/21 financial
year as set out in the Revenue Statement contained in the Noosa Council 2020/21 Budget
document (provided as Attachment 1 to the Special Meeting report dated 10 July 2020).
MOTION 7
That pursuant to section 94 of the Local Government Act 2009 and section 103 of the Local
Government Regulation 2012, Council resolves to levy the separate charges for the 2020/21
financial year as set out in the Revenue Statement contained in the Noosa Council 2020/21 Budget
document (provided as Attachment 1 to the Special Meeting report dated 10 July 2020).
The separate charges set out in the Revenue Statement are:
Environment Levy
Sustainable Transport Levy
Heritage Levy
MOTION 8
That pursuant to section 107 of the Local Government Regulation 2012 and section 114 of the Fire
and Emergency Services Act 1990, Council resolves that rates and utility charges, and the
Queensland Government’s Emergency Management, Fire and Rescue Levy, for the year ending
30 June 2021 will be levied six monthly and as set out in the Revenue Statement contained in the
Noosa Council 2020/21 Budget document (provided as Attachment 1 to the Special Meeting
report dated 10 July 2020).
MOTION 9
That pursuant to section 122 of the Local Government Regulation 2012, Council resolves to grant
concessions to ratepayers as set out in the Revenue Statement (contained in the Noosa Council
2020/21 Budget document) and Council’s General Rate Donations Policy.
MOTION 10
That pursuant to section 118 of the Local Government Regulation 2012, Council resolves that all
rates and charges, and the State Government’s Emergency Management, Fire and Rescue Levy
must be paid within 60 days after the date of issue of the rates notice.
MOTION 11
That pursuant to section 133 of the Local Government Regulation 2012, Council resolves that all
overdue rates and charges bear interest as set out in the Revenue Statement contained in the
Noosa Council 2020/21 Budget document (provided as Attachment 1 to the Special Meeting
report dated 10 July 2020).
Page 29 of 59
Section 30
SPECIAL MEETING AGENDA 10 JULY 2020
MOTION 12
That pursuant to section 257 of the Local Government Act 2009 Council delegates to the Chief
Executive Officer its powers under section 81 of the Local Government Regulation 2012 to identify
the differential rating category into which each parcel of rateable land in the Council’s local
government area is included by using relevant information from the Council’s land record and any
other information which identifies the use of rateable land.
MOTION 13
That it be recorded that in each case where a preceding Motion refers to a matter set out in the
Revenue Statement contained in the Noosa Council 2020/21 Budget document (provided as
Attachment 1 to the Special Meeting report dated 10 July 2020), that matter is incorporated by
reference into, and forms part of the terms and content of the motion, and will be so incorporated
and form part of the terms and content of Council’s resolution to adopt the motion.
REPORT
1 Background
In accordance with sections 104 and 107A of the Local Government Act 2009 and section 170 of
the Local Government Regulation 2012, Council is required to adopt, for each financial year, after
31 May before the financial year and before 1 August in the financial year, a budget and revenue
statement.
The budget document provided for consideration and adoption includes:
Budget Financial Statements including Long Term Financial Forecast;
Rates and Charges Comparison;
Relevant Measures of Financial Sustainability;
Schedule of Levies and Separate Charges;
Capital Program;
Revenue Policy; and
Revenue Statement.
2 COVID-19 Impacts and Financial Recovery Planning
The development of the 2020/21 budget has been challenging within the context of the COVID-19
pandemic and its impact on business as usual Council operations. Social distancing measures
introduced in March 2020 and the ongoing uncertainty regarding the timing of the easing of these
restrictions has required the application of a number of conservative revenue and expenditure
assumptions to the development of the budget, to ensure that immediate going concern risks could
be appropriately considered and Council financial sustainability maintained.
The application of these assumptions has resulted in an overall COVID-19 specific financial impact
of $3.2 million, primarily relating to the gradual relaxing of social distancing restrictions in addition
to the flow on impacts of a likely prolonged economic recovery for the shire. In order to mitigate
the financial risk of the COVID-19 budget impacts for ratepayers, a further review of discretionary
expenditure has resulted in reductions of $2 million, with the net remaining financial impact of
COVID-19 forecast at $1.2 million for 2020/21.
Page 30 of 59
Section 31
SPECIAL MEETING AGENDA 10 JULY 2020
Whilst the 2020/21 budget will be the first budget since de-amalgamation to forecast an operating
deficit, rigorous financial analysis has taken place to provide a financial recovery roadmap for how
Council will navigate through the COVID-19 impacts, to ensure that financial sustainability is
maintained for the benefit of the community, ratepayers and the shire, and key financial
sustainability ratio targets can again be met in the short term. This approach also ensures that key
levels of service to the community will not be compromised, and the benefits of the investment of
Council funds via local business procurement can continue to ensure the local economy is
supported to assist with its recovery.
Whilst it is appropriate for a local government to adopt a conservative financial management and
budgeting approach to protect community equity and minimise financial impacts on ratepayers,
any actual upside resulting from the bounce back of Council revenues more quickly than forecast
will return Council to an operating surplus position consistent with previous years and Council’s
financial sustainability policy requirements.
3 Total Council Expenditure Budget
Council’s total 2020/21 expenditure budget of $125 million incorporates an operating expenditure
budget of $98 million, capital expenditure budget of $24.6 million and loan repayments of $2.4
million.
4 Financial Sustainability
The key measurement criteria for whether Council is achieving its financial sustainability objectives
over the short and medium term are three financial sustainability ratios required to be published
under legislation. These ratios allow the community to determine if Council is:
1. Appropriately funding its day to day operations and asset consumption costs (i.e. the
operating surplus ratio);
2. Ensuring its debt is at a level that can be repaid from current operating revenues (i.e. the net
financial liabilities ratio); and
3. Replacing community infrastructure when required and ensuring asset service levels can be
maintained (i.e. the asset sustainability ratio).
The 2020/21 budget has been prepared with the knowledge that two of the three financial
sustainability ratio targets set by the Queensland Government will not be met, however Council’s
financial sustainability policy requirement to meet all three targets will be achieved by 2022/23 and
thereafter for the term of the 10 year financial plan in accordance with the financial recovery plan
(without compromising current levels of service).
Indicator Target Budget
Operating Surplus Ratio 0-10% (1.9%)
Net Financial Liabilities Ratio Less than 60% -11.1%
Asset Sustainability Ratio Greater than 90% 87.5%
Page 31 of 59
Section 32
SPECIAL MEETING AGENDA 10 JULY 2020
5 Operating Budget
The table below outlines Council’s proposed operating budget position, with an operating deficit of
$1.8 million forecast as a conservative outcome should COVID-19 financial assumptions be
realised.
Operating Budget 2020/21
($’000)
Revenue $96,198
Expenditure $98,016
Operating Deficit ($1,818)
6 Budget Breakdown
A brief outline of the main elements of the Council budget is provided below.
6.1 Operating Revenue
Net Rates and Utility Charges
Total 2020/21 budgeted net rates and utility charges total $68 million, with the early payment
discount ($2.2 million), pensioner concessions ($675k), and general rate donations for community
organisations ($141k) continuing. An average residential property on the minimum general rate will
receive no increase in total rates and charges for the 2020/21 financial year.
Whilst the rate notice for these properties will show a minimum general rate increase of $21
(1.88%) in line with the Queensland local government cost index, and a 3-bin waste collection
charge increase of $6.50 (1.93%), decreases in the environment levy of $14 (20%), public transport
levy of $7.50 (25%) and heritage levy of $5 (50%) have been made to offset any increase in the
total rates bill.
Full details of Council’s rates and charges are contained in the Revenue Statement 2020/21.
Fees and Charges
Council has forecast $6.6 million in revenue from fees and charges in 2020/21, remaining largely
unchanged from 2019/20. The majority of Council’s fees and charges budget relates to
development related revenue (planning applications), local laws (parking and infringement fees)
and plumbing and building regulatory fees for service.
Rental Income
Total 2020/21 budgeted rental income totals $1.2 million. Included in this total is $944k specifically
relating to commercial property leasing arrangements including the Digital Hub, Ferry and Sunrise
Shopping Centre.
Interest Received
Interest on cash investments and overdue rates is forecast to achieve $870k in 2020/21. Interest
revenues are forecast to be significantly impacted due to expected low interest rates on
investments, and lower overall cash balances associated with reduced revenue forecasts.
Page 32 of 59
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SPECIAL MEETING AGENDA 10 JULY 2020
Sales
Total sales revenue for 2020/21 is estimated at $7.3 million. Sales revenue is derived from activities
such as holiday park occupancy, waste management disposal fees and recyclable sales, and
revenue generated from Council’s community facilities (Aquatic Centre, Leisure Centre, The J,
etc.) These revenue streams are forecast to be impacted by the COVID-19 pandemic during
2020/21.
Interest on Unitywater Investment
Interest associated with Council’s equity holding in Unitywater is estimated at $2.6 million for
2020/21.
Other Unitywater Payments
Dividend and tax payments associated with Council’s investment in Unitywater is estimated at $3
million for 2020/21.
Other Income
Income from other sundry sources is estimated at $771k for the 2020/21 financial year.
Grants & Subsidies
Operating grants and subsidies of $5 million relate primarily to the annual financial assistance grant
of $2.2 million, Australian and Queensland government payments totalling $2.3 million to fund
Noosa Community Support operations, and Queensland government library funding of $269k.
6.2 Operating Expenditure
Employee Benefits
Employee costs of $34.6 million includes direct employee related salary expenditure and other
indirect costs such as superannuation, workers compensation insurance and staff training. The
total increase in staff costs from 2019/20 is 2.3%, primarily reflecting the final year of the current
employee certified agreement increases and workers compensation premium increases. Council’s
total employee establishment is budgeted at 375.01 full time equivalents (2019/20 full time
equivalents 375.34).
Materials and Services
Materials and services are a significant component of Council’s expenditure budget at $42.6
million. Significant areas of material and service expenditure that assist with the delivery of services
to the community include $9.5 million in maintenance and operational costs for shire parks and
natural areas, roads, beaches and canals, in addition to waste management costs of $9.8 million
relating primarily to waste collection, processing and disposal contracts.
Other significant expense items included in the budget include information communication and
technology contract costs, annual lifeguard service provision provided by SLSQ, holiday park
operations, Tourism Noosa payments for tourism promotion, and operating and maintenance costs
for Council’s community and commercial facilities.
Page 33 of 59
Section 34
SPECIAL MEETING AGENDA 10 JULY 2020
Finance Costs
Finance costs of $1.5 million includes $1.2 million for interest payments on Council borrowings with
Queensland Treasury Corporation, future landfill rehabilitation cost provisioning and bank and
merchant fees.
Depreciation
The budget includes asset consumption costs of $19 million which is utilised to assist with funding
Council’s capital renewal and replacement program.
Other Expenses
Other expenses are estimated at $189k for 2020/21.
7 Capital Budget
Council’s 2020/21 capital budget of $27 million includes an investment of $16 million to renew
existing infrastructure, $9 million for new and upgrade works and an additional $2.4m allocated to
repay existing debt. Council intends to sustainably fund the capital program via a mix of grants ($7
million) and cash ($20 million).
A number of significant value projects are included in the 2020/21 financial year including the
completion of the Peregian Beach Rufous St precinct development, commencement of the Cooroy
Hinterland Playground construction, and the replacement of three key bridges as part of the
Australian Government bridge renewal program. The full list of projects for the 2020/21 financial
year is contained in the Noosa Council 2020/21 Budget document.
Previous Council Consideration
Council adopted its 2019/20 Budget at a Special Meeting of Council on 28 June 2019.
Finance
The Revenue Policy and Statement is the head of power that allows Council to levy rates and
charges on an annual basis.
Risks & Opportunities
Adoption of the annual budget is required under section 107A of the Local Government Act 2009
to provide Council the power to levy rates and charges, charge fees and expend funds on delivering
services to the community.
Consultation
External Consultation - Community & Stakeholder
Specific local associations and ratepayer groups have been consulted where required with respect
to the development of special rates for the 2020/21 financial year.
Internal Consultation
All areas of Council have been involved in the development of the proposed budget and a number
of workshops have been held with Councillors
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director X Director
Page 34 of 59
Section 35
SPECIAL MEETING AGENDA 10 JULY 2020
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 35 of 59
Section 36
SPECIAL MEETING AGENDA 10 JULY 2020
4 LEVEL OF SERVICE CATALOGUE 2020-21
DOCUMENT INFORMATION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ 2020-2021 Budget
Attachments 1. Level of Service Catalogue 2020/21
(Note – 177 pg attachment provided separately to this report –
Councillors refer to Tab 3 of Councillor budget packs)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Special Meeting dated 10 July
2020 regarding the Level of Service Catalogue and:
A. Adopt the Level of Service Catalogue 2020/21 (as provided at Attachment 1 to the report) for
the purpose of identifying the levels of service for each of the identified service categories.
B. Authorise the CEO to make necessary updates to the Catalogue to reflect the adopted
2020/21 budget.
REPORT
As part of the 2018/19 budget adoption Council introduced its first combined level of service
catalogue which provided details regarding Council service levels. The development of this
catalogue was considered necessary to link Council’s service levels to the budget, and allow the
community to understand in detail what services and activities are funded by the budget.
The table below sets out how service levels integrate into our suite of budget documents:
Document Purpose
Corporate Plan (not adopted annually Our long term strategy based on both a twenty year vision and
as part of the budget process) five year key focus areas
Operational Plan Major projects Council wants to achieve in the 2020/21 financial
year that help us achieve our long term goals
Level of Service Catalogue Levels of service to be provided based on the adopted budget
(focused primarily on “business as usual” type activities)
Financial policies and associated The policy and legislative framework associated with the adoption
policies of the budget
Budget The financial resources allocated to achieve our desired
outcomes
Organisational structure The staff resources allocated to achieve our desired outcomes
Page 36 of 59
Section 37
SPECIAL MEETING AGENDA 10 JULY 2020
Level of service catalogue
The 2020/21 Level of Service Catalogue is attached to this report. For each service activity, we
have identified:
the service output;
where that service fits into our organisational structure;
the relevant links to our budget including cost centre references;
key statistics for the service;
other important information such as opening hours, response times to customers, scheduled
activities, links to asset management information etc;
key service metrics – these include where possible, a reference to the cost per service; and
performance measures – for many of our services that are quantifiable in nature, identifying
performance measures has been relatively straightforward. However, this is more difficult for
services that don't contain quantifiable measures. The performance measures will to
continue to develop over coming years.
Unlike previous budget processes, the Level of Service catalogue was not reviewed in detail this
year for two reasons:
(i) time constraints related to the 2020 election resulting in less time to consider detailed budget
issues after the new Council was sworn in; and
(ii) the impacts of COVID-19 on Council’s financial position meaning that there was less
opportunity to consider changes to levels of service (primarily increases in any level of
service).
It is intended to undertake a more comprehensive review of the Level of Service catalogue during
the 2021/22 budget process.
Previous Council Consideration
Special Meeting Minutes, 28 June 2020, Item 4, Page 10
That Council note the report by the Chief Executive Officer to the Special Meeting dated 28 June
2019 regarding the Level of Service Catalogue and:
A. Adopt the Level of Service Catalogue 2019/20 (as provided at Attachment 1 to the report) for
the purpose of identifying the levels of service for each of the identified service categories.
B. Authorise the CEO to make necessary updates to the Catalogue to reflect the adopted
2019/20 budget.
Finance
Having a detailed service catalogue provides a more complete picture of the budget to Council and
the community. It identifies what services are being provided at a detailed level. It will also assist
in future budget discussions when Council is considering additions or reductions to service levels
for particular services.
Risks & Opportunities
Having a detailed service catalogue will help Council manage its risk in a more cohesive and logical
way. Decisions in relation to changes to future budgets can be referred back to our service levels
to determine whether or not services should be increased or reduced. It also assists in reducing
risk if any key staff leave the organisation as the expected service levels and key information about
activities are documented for future reference.
Page 37 of 59
Section 38
SPECIAL MEETING AGENDA 10 JULY 2020
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Directors and Managers.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 38 of 59
Section 39
SPECIAL MEETING AGENDA 10 JULY 2020
5 STATEMENT OF ESTIMATED FINANCIAL POSITION FOR THE 2019-20 FINANCIAL
YEAR
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 2020 - 2021 Budget
Attachments 1. Statement of Estimated Financial Position
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Special Meeting dated 10
July 2020 and pursuant to section 205 of the Local Government Regulation 2012 note the
Statement of Estimated Financial Position for the 2019/20 Financial Year, provided as Attachment
1 to the report.
REPORT
The Statement of Estimated Financial Position must be presented to Council as part of the
Council’s annual budget meeting and is a requirement under section 205 of the Local Government
Regulation 2012.
The Statement of Estimated Financial Position is a document that states the estimated financial
operations and financial position of Council for the 2019/20 financial year.
The financial statements as provided in Attachment 1 provides a comparison between the 2019/20
original budget, current budget (being the Budget Review 2 adopted at Council’s Ordinary Meeting
on 21 November 2019) and the latest forecast 30 June 2020 position (incorporating an estimate of
the financial impacts from the COVID-19 pandemic on Council’s operating position).
It should also be noted that end of financial year adjustments such as new accounting standards,
changes in employee payables in addition to asset adjustments may change the final financial
position once known.
As part of transparent reporting processes interim financial performance is reported to Council in
the July round of meetings, with a final financial year-end wrap up report provided following
completion of the audit by the Queensland Audit Office (usually November or December each
year).
Previous Council Consideration
Special Meeting Minutes, 28 June 2019, Item 5, Page 10
That Council note the report by the Manager Financial Services to the Special Meeting dated 28
June 2019 and pursuant to section 205 of the Local Government Regulation 2012, note the
Statement of Estimated Financial Position for the 2018/19 Financial Year which is provided as
Attachment 1 to the report.
Page 39 of 59
Section 40
SPECIAL MEETING AGENDA 10 JULY 2020
Finance
As above and attached.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
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 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 40 of 59
Section 41
SPECIAL MEETING AGENDA 10 JULY 2020
ATTACHMENT 1
Page 41 of 59
SPECIAL MEETING AGENDA 10 JULY 2020
ATTACHMENT 1
Noosa Shire Council
2019/20 Statement of Estimated Finanical Position
For the period ending 30 June
Annual Result - Total Council Original Budget Current Budget (BR2)
2020 2020 2021
Statement of Comprehensive Income Smt ATTY PAY
Income ee ee
Revenue
Operating revenue
Net rates, levies and charges $ 67,992 | $ 68,701 | $ 68,940
Fees and charges $ 6.6521 $ 6,642 | $ 6,338
Rental income $ 1,296 | $ 1.2961 $ 973
Interest received $ 1,705] $ 1,704] $ 1,601
Sales revenue $ 96461$ 10,150 | $ 8,178
Other income $ 880 | $ 9851) $ 836
Grants, subsidies, contributions and donations $ 5.130] $ 49991$ 5,141
Unitywater Distributions $ 5,355 | $ 5,356 | $ 5,650
Total operating revenue $ 98,656 | $ 99,833 | $ 97,656
Capital revenue
Government subsidies and grants - capital $ 4608] $ 5,511|$ 5,511
Contributions - Assets and other non-nonetary $ 2,000 | $ 2,000] $ 2,000
Contributions - Monetary $ 2,104] $ 1,904] $ 1,904
Total capital revenue $ 8,712 | $ 9,415|$ 9,415
Total revenue $ 107,368 | $ 109,248 | $ 107,071
Capital income
Total capital income $ - $ - $ -
Total income $ 107,368 | $ 109,248 | $ 107,071
Expenses
Operating expenses
Employee benefits $ 33,863 | $ 33,516 | $ 32,991
Materials and services $ 44,228 | $ 45,863 | $ 44,936
Finance costs $ 1,528 | $ 1,528 | $ 1,572
Depreciation and amortisation $ 18,713 | $ 18,713 | $ 18,713
Other expenses $ 188 | $ 188 | $ 176
Total operating expenses $ 98,520 | $ 99,809 | $ 98,388
Capital expenses
Total capital expenses $ 243 | $ 2431 $ 243
Total expenses $ 98,763 | $ 100,052 | $ 98,631
Net result $ 8,605 | $ 9,196 | $ 8,440
Operating result
Operating revenue $ 98,656 | $ 99,833 | $ 97,656
Operating expenses $ 98,520 | $ 99,809 | $ 98,388
Operating result js SCS 732)
Page 41 of 59Section 42
SPECIAL MEETING AGENDA 10 JULY 2020
6 APPLICATION OF NATIONAL COMPETITION POLICY REFORM FOR 2020-21 BUDGET
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ 22.11 National Competition Policy
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Special Meeting dated 10
July 2020 and:
A. Continue to apply the Full Cost Pricing reform option to the Waste Management business
activity for the 2020/21 financial year in accordance with section 44(1)(b) of the Local
Government Act 2009; and
B. Continue to apply the Code of Competitive Conduct to the Holiday Parks business activity
for the 2020/21 financial year in accordance with section 47 of the Local Government Act
2009.
REPORT
The Local Government Act 2009 requires Council to decide each financial year whether to apply
National Competition Policy (NCP) reform to its identified business activities.
Certain activities of Council are required to be identified as business activities if they trade in goods
and services that could potentially be delivered by a private sector firm for the purposes of earning
profits in the absence of Council’s involvement. They do not include the non-business, non-profit
activities of Council such as the libraries, aquatic centre, parks maintenance etc.
The primary purpose for Councils to apply NCP reforms to its business activities is to assist in
removing anti-competitive conduct, encourage greater transparency in the operation of its
competitive activities and improve the allocation of Council’s limited resources.
A number of different reform options are provided under legislation for application to identified
business activities. Commercialisation or Full Cost pricing reforms are generally applied to larger
or financially significant business activities, whereas the Code of Competitive Conduct is applied
to the smaller or prescribed business activities.
The general premise to consider is that the larger the Council business activity the larger the
potential financial impact on the local economy and potential competitors, and hence greater level
of reform applied to ensure ongoing competitive neutrality.
Page 42 of 59
Section 43
SPECIAL MEETING AGENDA 10 JULY 2020
1. Business Activity Classification
Expenditure thresholds are published each financial year by the Department of Local Government,
Racing and Multicultural Affairs. Councils are required to determine if any of their activities deemed
competitive in nature are classified as either a significant business activity based on the definition
under the Local Government Regulation 2012, or a prescribed or smaller business activity when
implementing the Competitive Code of Conduct. The expenditure thresholds applicable for the
2020/21 financial year are as follows:
$9.7 million for significant business activities; and
$340,000 for Code of Competitive Conduct business activities.
2. Application to Identified Business Activities for the 2020/21 Financial Year
Two of Council’s activities have been identified as competitive in nature that meet the criteria and
relevant threshold levels for identification as business activities. The activities that have been
identified and reform levels to apply (based on the estimated annualised budgeted expenditure)
are:
Business Activity Expenditure Reform Level
Waste Management $12.6 million Significant
Holiday Parks $1.3 million Code of Competitive Conduct
Note: annualised expenditure for significant activities includes total operating expenses less depreciation less
competitive neutrality costs plus interest and loan redemption. Expenditure for code of competitive conduct activities
includes total operating expenses plus interest.
Previous Council Consideration
Council has adopted NCP reforms to the Waste Management and Holiday Parks business activities
since de-amalgamation in 2014.
Finance
The financial implications of NCP reforms primarily revolve around pricing strategies for full cost
recovery, which includes a return on investment component. In addition, there is an administrative
effort in ensuring ongoing competitive neutrality compliance (i.e. budget preparation, reporting,
specific full cost pricing modelling).
Risks & Opportunities
Failure to appropriately review and apply competition reforms annually is a breach of the Local
Government Act 2009, and could also potentially result in competitive neutrality complaints should
appropriate adjustments not be incorporated into business activity pricing decisions.
Consultation
External Consultation - Community & Stakeholder
Council has referenced the latest advice received from by the Department of Local Government,
Racing and Multicultural Affairs in relation to expenditure thresholds.
Internal Consultation
Nil.
Page 43 of 59
Section 44
SPECIAL MEETING AGENDA 10 JULY 2020
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 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 44 of 59
Section 45
SPECIAL MEETING AGENDA 10 JULY 2020
7 ORGANISATIONAL STRUCTURE
DOCUMENT INFORMATION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Subject/ Organisational Structures
Attachments 1. Proposed Organisational Structure
2. Temporary Project Positions
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Special Meeting dated 10
July 2020 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
REPORT
Although not a statutory requirement, it is good management practice for Council to re-adopt its
organisational structure each year at the time it adopts its Operational Plan and Budget. This
ensures that Council has an up to date structure which reflects the resources allocated (budget)
and provides a “package approach” i.e. what we want to achieve (Operational Plan and Capital
Program), what resources we will apply to achieve that (i.e. the financial resources identified
through the budget and the staff resources identified through the organisational structure) and
details of our service levels.
The attached proposed organisational structure (Attachment 1) identifies current Equivalent Full
Time positions (EFT) for each Department and Branch. Once adopted by Council it cannot be
changed without a Council resolution. The detailed structures within branches can be amended
by the CEO provided the total EFT is not changed. This gives management flexibility to fine tune
the detailed structure.
The last review of the organisational structure which resulted in an increase in the permanent
establishment of Council was reported to Council in December 2019. Council at its Ordinary
Meeting on 19 December 2019 approved an increase in the EFT of 3 positions, bringing the total
EFT from 375.34 to 378.34.
The key points to note with the proposed organisational structure (Attachment 1) are:
The total EFT was 378.34 and the total EFT now recommended for approval is 375.01, a
decrease of 3.33.
The proposed organisational structure reflects proposed positions identified through the new
initiative process and included in the draft budget. It also includes variations to the structures
of the following branches:
Page 45 of 59
Section 46
SPECIAL MEETING AGENDA 10 JULY 2020
o Community Development Branch, Community Services Department
The redesign of two positions - Community Development Officer - Arts and Culture and
Community Development Officer (resulting in an increase of .2 EFT) and the redesign
of the Grants Officer position (resulting in a decrease of .4 EFT) as a result of the
financial management of grants being transferred to the Financial Services Branch,
Corporate Services Department.
The overall impact of these changes is a reduction in the EFT of the Community
Development Branch from 5.4 to 5.2 and an increase in the EFT of the Financial
Services Branch, from 9 to 9.4.
o Noosa Community Support (NCS), Community Services Department
As a result of State funding changes, NCS effectively lost 400K of annual funding from
July 2019 onwards. To counter the effects of this lost funding NCS had to reduce
annual expenditure by the same amount in order to operate at a zero-cost level. NCS
has been able to reduce its expenditure levels through a variety of measures including
streamlining its structure. This has occurred through a combination of voluntary hour
reductions and strategically choosing not to replace positions following voluntary
resignations. It is now clear that NCS can operate within the reduced funding landscape
with a reduced EFT level and as such these changes can now be formalised via
changes to the establishment.
The collective effect of these changes is a reduction in the EFT of NCS from 24.9 to
20.27 (a decrease of 4.63 EFT).
It should be noted that for long term comparative purposes, temporary fixed term project
positions are excluded from the EFT however as these positions are essential to the delivery
of major projects and do have budgetary implications, a schedule of these positions is
attached for Council’s information. Salary provision has been made in the proposed 2020/21
budget to fund these positions
There are no redundancies proposed in this budget.
The organisational structure changes in this budget are as follows:
Proposed variances to permanent positions EFT
Position EFT Notes
Community Services Department
Waste and Environmental Health 0.5 New Initiative - Increase from .5 EFT to 1 EFT for the
Branch Environment Officer to undertake environmental surveillance
associated with EPA licence requirements and new landfill
planning, including expansion of a new cell. The current
Environment Officer is part time (.5).
Community Development -0.2 The redesign of two positions of Community Development
Branch Officer and one position of Grants Officer which resulted in a
.2 EFT decrease in the establishment of the Community
Development Branch and an increase of .4 EFT in the
Financial Services Branch, Corporate Services Department.
Noosa Community Support -4.63 Decrease from 24.9 EFT to 20.27 EFT following a reduction in
State government funding which required the review of the
service, its structure and resourcing.
Executive Services Department
Community Engagement Branch 0.2 New Initiative - Increase from .4 EFT to .6 EFT for the part time
Communications Officer (Brand) to effectively manage
Council’s website and its contents.
Page 46 of 59
Section 47
SPECIAL MEETING AGENDA 10 JULY 2020
Position EFT Notes
Environment and Sustainable Development Department
Director’s Office 0.4 New Initiative - Increase from .6 to 1 EFT for the Project
Support and Administration Officer to provide additional
administrative support to the department including natural
areas, pest management, CRMs and financial administration.
The current Project Support and Administration Officer is part
time.
Corporate Services Department
Financial Services Branch 0.4 Increase in the EFT from 9 EFT to 9.4 EFT as a result of the
redesign of the Grants Officer position in the Community
Development Branch, Community Services Department and
the transfer .4 EFT to the Financial Services Branch.
Total -3.33
Temporary Project Positions
Attachment 2 to the report identifies Temporary Project positions greater than 1 year associated
with various projects. These positions will expire at the conclusion of the projects and are not
included in the EFT however they do have budgetary implications in the short term and for this
reason the current status of temporary positions and any new or extended temporary project
positions greater than 1 year are reported to Council.
Included in Attachment 2 is the new temporary full time position of Community Development
Officer, Community Development Branch which was included as a proposed initiative in the budget.
This position will be funded from the bushfire recovery funding grant.
Previous Council Consideration
Ordinary Meeting Minutes, 19 December 2019, Item 6, Page 11
That Council note the report by the Director Executive Services Department to the Services &
Organisation Committee Meeting dated 10 December 2019 detailing the changes made to the
organisational structure and position establishment since 28 June 2019 and approve the updated
organisational structure provided at Attachment 2 to the report.
Special Meeting Minutes, 28 June 2019, Item 6, Page 10
That Council note the report by the Chief Executive Officer to the Special Meeting dated 28 June
2019 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
Finance
Provision exists within the 2020/21 budget to fund the proposed changes to the permanent
organisational structure.
Risks & Opportunities
The proposed changes to the EFT and organisational structure are the result of emerging issues
and the need for greater administrative and professional support in the delivery of Council services.
The proposed changes have been reviewed by the Executive Team and are supported. In relation
to temporary project positions, a potential risk is that under the current Noosa Council Certified
Agreement 2018, a casual or maximum term employee working on a systematic and regular basis
for a period of 12 months may apply to convert their status to permanent full time or part time
depending on the average hours worked over the preceding 12 months.
Page 47 of 59
Section 48
SPECIAL MEETING AGENDA 10 JULY 2020
Conversion would not occur if the appointment was for a specific project or relieving staff on leave
for a specified period of time where there is a defined end date.
Temporary positions provide flexibility for Council particularly in the delivery of significant projects
where specialised skills and experience is required.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Executive Services
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 48 of 59
Section 49
ATTACHMENT 1
Page 49 of 59
Functions ATTACHMENT 1
TOTAL EFT — 375.01
C~ \ cy. SC~S
\ Internal Audit} Chief Executive
QTY
P x Officer
¥ CEO's Office
CEO’s Office } 1 EFT
vO 3 EFT D \ J
(~ » (NN (a Environment and ») (a ) (~ YY
Infrastructure . . . . . .
coninne Executive Services Sustainable Community Services Corporate Services
125.30 EFT 29.31 EFT Development 126.40 EFT 44 EFT
y J KK 46 EFT )} \ J \ }
¢ Infrastructure Planning, e People and Culture ¢ Strategic Land Use ¢ Community Development >) Ginna?
Design and Delivery * Governance Planning * Community Facilities ° Revenue Services
¢ Asset Management © Customer Service ¢ Economic Development + Libraries and Galleries Se
e Buildings and Facilities ¢ Community Engagement * Development e Local Laws Communications and
¢ Civil Operations Renee e Waste and Environmental Technology
© Building and Plumbing Health : praia ly
e« Environmental Services
e Property
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
Page 49 of 59Section 50
Page 50 of 59
Management
(©. \
| Internal Audit |
\ J CHIEF EXECUTIVE
OFFICER
= 1 EFT
( CEO's Office '
L 3 EFT J
Director Infrastructure Director Executive Director Environment Director Community Director Corporate
. : and Sustainable : ‘
Services Services Development Services Services
Total EFT: 4
Page 50 of 59Section 51
Page 51 of 59
Infrastructure Services
(~ DIRECTOR »
INFRASTRUCTURE Director's Office
SERVICES S EFT
LO 1 EFT
Infrastructure Plan ning, Asset Management Buildings and Facilities Civil Operations
Design and Delivery 8 EFT 6 EFT 92.7 EFT
14.6 EFT ,
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 125.30
Page 51 of 59Section 52
Page 52 of 59
Executive Services
(DIRECTOR EXECUTIVE \ Administrative
SERVICES Support
0.6 EFT
\ 1 EFT
People and Culture Governance Customer Service “ ommunity
13.1 EFT 2 EFT 9.01 EFT ngagement
: : 3.6 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 29.31
Page 52 of 59Section 53
Page 53 of 59
Environment and Sustainable Development
4 DIRECTOR yl
ENVIRONMENT AND Administrative
SUSTAINABLE Support
DEVELOPMENT tery
\ 1 EFT y
Environmental Strategic Land Use Economic Development a .
Services Planning Development Assessment Pulling @n oe mbing
13.5 EFT 1.5 EFT 2 EFT 14.5 EFT .
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 46
Page 53 of 59Section 54
Page 54 of 59
Community Services
7
DIRECTOR Administrative
COMMUNITY SERVICES Support
1 EFT
\ 1 EFT y
Waste and Community Facilities Community Libraries and Galleries
. Local Laws
Environmental Health 12.7 EFT Management Development Management
18.85 EFT . 3.4 EFT 5.2 EFT 2 EFT
Noosa Aquatic Centre Noosa Leisure Centre bees se ee oa Libraries Art Gallery
19.56 EFT 8.41 EFT 46EFT 20.27 EFT 24.71 EFT 4.7 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 126.40
Page 54 of 59Section 55
Page 55 of 59
Corporate Services
/nIpecTONR»
DIRECTOR Administrative
CORPORATE SERVICES Support
0.6 EFT
\ 1 EFT
- Property ' Financial Services Revenue Services ICT Procurement Fleet
ERT 9.4 EFT 6.5 EFT 12.5 EFT 4 EFT 4 EFT
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures. Total EFT: 44
Page 55 of 59Section 56
Page 56 of 59
Position Title Department Position
No
Project Support Officer E&SD Strategic Land Use Temporary Part Time (6/6/16}10538 Purpose-to meet project demands associated with the new planning scheme.
Planning - 28/6/19), extened to Originally approved at OM 17/12/15.
31/3/20, further extension Extension granted to 31/3/20 OM Dec 19.
granted to 30/6/20. Further extension granted by Director E&SD to 30/6/20.
Further extension required to 30/9/20.
Salary provision exists within the current capital budget for this position.
Principal Strategic Planner JE&SD Strategic Land Use Temporary Full Time (3 10537 Purpose-to meet project demands associated with the new planning scheme.
Planning years, 19/10/16 -19/10/19), Originally approved OM 17/12/15.
extended to 30/6/20. Extension granted to 30/6/20 OM 15/12/19.
Further extension granted to 31/12/20 by CEO.
Further extension required to 31/12/20.
Salary provision exists within the current capital budget for this position.
Project Coordinator - E&SD Strategic Land Use Temporary Full Time (2 10563 Purpose-to develop the Noosa Council Coastal Hazard Adaption Strategy.
Climate Change Adaptation Planning years, 06/02/170 - 05/02/19), Originally approved at OM 15/12/16.
extended to 31/12/19, further Term extended to 31/12/19 OM 17/12/18 given the revised agreed project completion date for the Noosa
extension granted to 30/6/20. Council Coastal Hazard Adaption Strategy.
Further extension granted to 30/6/20 OM 15/12/19 to undertake the completion of the broader shire wide
adaption planning and a review of the structure of the department.
Further extension granted to 31/12/20 by CEO.
Further extension required to 31/12/20.
Salary provision exists within the current operating budget for this position.
Development Planner E&SD Development Temporary Full Time (3 10577 Purpose-to assist in processing planning applications and in meeting high workloads of the branch.
Assessment years, 27/08/18 - 26/08/21). The term of this position was extended in lieu of creating the temporary full time Planning Officer position
approved as a PMI in the 17/18 budget Special Meeting 6/7/18.
Salary provision exists within the current operating budget for this position.
Development Inspector E&SD Development Temporary Full Time (4 years 10547 Purpose-to assist in processing planning applications and in meeting high workloads of the branch.
Assessment ending 22/8/20). Term extended by 2 years (to 22/8/20) PMI in 18/19 Budget, Special Meeting 6/7/18.
Further extension granted to 31/12/20 by CEO.
Further extension required to 31/12/20.
Salary provision exists within the current operating budget for this position.
Digital Hub Director E&SD Economic Development |Temporary Full Time (2 10595 Purpose-to facilitate the Peregian Hub's Implementation Plan.
years, 05/03/18 - 04/03/20), Originally approved by Council at OM 16/11/17.
term extended to 12/3/23. A review of the role relative to the future direction of the HUB was undertaken in August 19 and the term was
extended to 12/3/23 OM 15/8/19.
Further extension required to 12/3/23.
Salary provision exists within the current operating budget for this position.
Community Bushland Care JE&SD Environmental Services |Temporary Full Time (3 10607 Purpose-to assist in co-ordination the community programme.
Officer years, 17/09/18 - 30/06/21). Approved by Council as a PMI in 18/19 Budget, Council Special Meeting 06/07/18.
Salary provision exists within the current operating budget for this position.
Page 56 of 59Section 57
Page 57 of 59
Attachment 2 - Temporary Project Positions
Position Title Department Position
No
Project Officer E&SD Economic Development [Temporary Part Time (22 10597 Purpose-to assist in the delivery of projects identified in the Local Economic Plan and Implementation Plan.
hrs/week, 12 mths Feb 2019 Approved Council OM 17/12/18.
2020), term extended to Term extended to 30/6/20 OM 15/12/19.
30/6/20. Further extension granted to 31/12/20 by CEO.
Further extension required to 31/12/20.
The salary cost is met from the existing ED program budget.
Development Planner E&SD Development Temporary full time (3 yrs 10624 Purpose-to assist in processing planning applications and in meeting workloads of the branch.
Assessment 3/6/19 - 3/6/22). Approved Council OM 9/4/19 and also reported to Council Special Meeting 28/6/19.
Salary provision exists within the current operating budget for this position.
Development Engineer E&SD Development Temporary Full Time 3 yrs 10623 Purpose-to assist in processing planning applications and in meeting workloads of the Development
Assessment (18/3/19 - 18/3/22). [Assessment Branch.
Approved Council OM 9/4/19 and reported to Council Special Meeting 28/6/2019.
Salary provision exists within the current operating budget for this position.
River Mgt Unit Leader, E&SD Environmental Services [Temporary Full Time (3 10637 Purpose-to implement the programme to progress the Noosa River Plan.
Noosa River Plan years). Approved Council Special Meeting 28/6/19.
\Vacant-awaiting determination on Noosa River Management Plan.
The salary cost is met from Environment Levy programmes budget.
River Mgt Officer, Noosa Environmental Services [Temporary Part Time (.5) (3 |10638 Purpose-to implement the programme to progress the Noosa River Plan.
River Plan years). Approved Council Special Meeting 28/6/19
'Vacant-awaiting determination of Noosa River Management Plan.
The salary cost is met from Environment Levy programmes budget.
Trainee E&SD Economic Development [Temporary Ful Time (1 year) |TBD Purpose-to support ED Branch and workforce planning requirements.
To commence Sept 20.
Salary provision exists within the current operating budget for this position.
Project Manager - Transport Director's office Temporary Full Time (2 Purpose-to co-ordinate the development of the transport strategy and the implementation of initiatives.
Innovation years, 24/07/18 - 23/07/20). Approved Council OM 20/07/17. Filled under an internal secondment arrangement by Project Manager.
Further extension granted to 24/12/20 by CEO.
Further extension required to 24/12/22.
Salary provision exists within the Sustainable Tpt. Levy budget for this position.
Designer - Capital Works Infrastructure Planning, [Temporary Full Time (3 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme. Approved
Design and Delivery years, 26/02/18 - 25/02/21). Council OM 16/11/17.
Salary provision exists within the current capital budget for this position.
Project Support Officer Infrastructure Planning, [Temporary Full Time (3 10593 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme.
Design and Delivery years, 17/04/18 - 16/04/21). Approved Council OM 21/12/17.
Salary provision exists within the current capital budget for this position.
Project Co-ordinator Infrastructure Planning, [Temporary Full Time (3 10628 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Design and Delivery years, 28/1/20-27/1/23). Approved Council Special Meeting 28/6/19.
Salary provision exists within the current capital budget for this position.
Contracts and Project Infrastructure Planning, [Temporary Full Time (3 10629 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Superintendent Design and Delivery years, 8/7/19-8/7/22). Approved Council Special Meeting 28/6/19.
Salary provision exists within the current capital budget for this position.
Page 57 of 59Section 58
Page 58 of 59
Attachment 2 - Temporary Project Positions
Position Title Department Position
No
Asset technical Officer, Is Asset Planning ‘Temporary Full Time (3 10631 Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information
Asset data improvement years, 16/9/19-2/9/22). Approved Council Special Meeting 28/6/19.
project Renamed to Co- Salary provision exists within the current capital budget for this position
ordinator Asset Systems
Electrical apprentice Buildings and Facilities | |Temporary full time (4 years |10640 Purpose-To improve efficiency and effectiveness of branch operations and WFP requirements.
30/9/19-29/9/23). Approved Council Special Meeting 28/6/19.
Salary provision exists within the current operating budget for this position
Infrastructure Planning Infrastructure Planning, [Temporary Full Time (3 10649 Purpose-New temporary position to assist with planning, designing and delivering Council's ongoing Capital
Officer Design and Delivery years). Works programme, Transport and Placemaking Projects.
Approved Council OM 10 Dec 19.
Salary provision exists within the current capital budget for this position
\Vacant-recruitment process in progress
Special Projects Advisor Corp S Director's Office ‘Temporary Full Time (3 Purpose-to facilitate the delivery of Council's CiAnywhere Enterprise Budgeting system and to meet to meet
years, 1/10/18 - 30/09/21). project demands. Filled under an internal secondment arrangement by Financial Accountant.
Originally approved by the CEO for an initial 18 month period.
Term extended by 3 years to 3/12/21 Council OM 20/12/18.
Salary provision exists within the current capital budget for this position
ICT Property and Rating Corp S ICT ‘Temporary Full Time ( 2 Purpose-to provide support the implementation of the new Property and Rating system.
Project Co-ordinator years, 4/3/19-26/2/21). [Approved Council OM 9/4/19.
Salary provision exists within the current capital budget for this position
Project Officer, renamed Corp S ICT ‘Temporary Full Time (2 yrs, {10617 Purpose-to provide support the implementation of the new Property and Rating system.
ICT Systems Analyst 9/12/19-10/12/21). [Approved Council OM 9/4/19.
Internal secondment arrangement Project Officer P&C Sytems.
Salary provision exists within the current capital budget for this position
Property Project Officer, Corp S Property ‘Temporary Full Time (3 10625 Purpose-to ensure the delivery of key prioirty projects, improve efficiency and fill service gaps.
renamed property Advisor- years, 2/9/19-1/9/22). Approved Council Special Meeting 28/6/19.
Commercial Property Salary provision exists within the current operating budget for this position
Project Accounting Officer |Corp S Financial Services ‘Temporary Full Time (3 Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information, asset
renamed to Finance Project years). data improvement project.
Officer Capital Works & Approved Council Special Meeting 28 June 2019.
Asset Data Salary provision exists within the current capital budget for this position.
\Vacant-Recruitment process in progress
Management Accountant |CorpS Financial Services ‘Temporary Full Time ( Purpose-to provide support to the branch given the absence of the Management Accountant.
16/9/19 - 16/9/20, further Salary provision exists within the current operating budget for this position.
extension granted 17/9/20 -
31/12/20).
Trainee Corp S ICT ‘Temporary Full Time (1yr) TBD Purpose-To improve efficiency and effectiveness of branch operations and WFP requirements.
To commence Sept 20.
Salary provision exists within the current operating budget for this position.
Page 58 of 59Section 59
Page 59 of 59
Attachment 2 - Temporary Project Positions
Position Title Department Position
No
Community Recovery Com S Community Development [Temporary Full Time (2 TBD Purpose-to enable effective delivery of busfire community recovery activities, the CD Branch Plan and social
Officer years, 1/7/20-30/6/22). strategy initiatives. Temporary position identified as a PMI in the 20/21 budget process.
New temporary position
Salary provision to be met by Bushfire Recovery Grant
Page 59 of 59