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2021-02-09 Services & Organisation Committee Meeting Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 9 February 2021
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 81 (of 100)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
TABLE OF CONTENTS
ITEM PAGE
1 ATTENDANCE & APOLOGIES 3
2 CONFIRMATION OF MINUTES 3
3 PRESENTATIONS 3
4 DEPUTATIONS 3
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE 4
1 MOBILE LIBRARY REPLACEMENT PLAN 4
2 COMMERCIAL HIGH USE PERMITS - TENDER PROCESS 16
3 NOOSA CHAMBER OF COMMERCE AND INDUSTRY INC. EXEMPTION
REQUEST FOR THE PROVISION OF ALCOHOL FOR TEMPORARY EVENTS
DURING COVID-19 PANDEMIC 21
4 2021-22 BUDGET ENGAGEMENT PROCESS 24
6 REPORTS FOR NOTING BY THE COMMITTEE 28
5 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2020. 28
6 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2020-21 33
7 CAPITAL PROGRAM DELIVERY STATUS - FEBRUARY 2021 38
8 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER
UPDATE 20-21 47
9 COMMUNITY SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2020-2021 56
10 EXECUTIVE SERVICES DEPARTMENT REPORT - 2ND QUARTER 2020-21 67
11 TOURISM NOOSA 2019-20 ANNUAL REPORT 76
12 OPERATIONAL PLAN PROGRESS REPORT - 2ND QUARTER 2020-21 85
7 CLOSED SESSION 100
Page 2 of 100
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
1 ATTENDANCE & APOLOGIES
2 CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 8 December 2020
be received and confirmed.
3 PRESENTATIONS
Nil.
4 DEPUTATIONS
Nil.
Page 3 of 100
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
5 REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 MOBILE LIBRARY REPLACEMENT PLAN
Author Acting Manager - Libraries & Galleries, Tracey King
Libraries & Galleries, Community Services Department
Index ECM/Subject/Libraries/Mobile Library
Attachments Nil
EXECUTIVE SUMMARY
After 15 years the Noosa Mobile Library Service prime mover and trailer are nearing their end of
life. Council needs to implement a replacement plan to continue to offer outreach library services
to hinterland and coastal areas that do not have a branch library in close proximity. Given the
substantial changes in libraries and community needs it is timely to consider the appropriateness
of the service model going forward.
A service review and community consultation has shown the Mobile Library is still highly valued
with strong community support, however customer needs and habits have changed considerably
over the last fifteen years resulting in a decline in visitations, borrowing and overall usage of the
service in its current format. There is increasing interest in alternative service provision options.
After reviewing a wide range of replacement options, this report recommends replacing the
Mobile Library with a combination or hybrid of library services to extend the reach of library
services in the community. The new Community Outreach Library Service would include a light
rigid vehicle operating on a weekly schedule, two 24/7 library kiosks, bulk loans to partner
organisations and a schedule of learning programs and workshops delivered throughout the
shire.
The recommended model will take advantage of emerging technologies and new vehicles with
renewable energy powered options while also mitigating identified risks around resourcing,
accessibility and legislative requirements and responsibilities. It will provide Council with a
unique opportunity to reshape delivery of outreach library services, be more flexible and extend
the reach of library services into the broader community.
Community consultation with users and non-users of the service has helped inform the planning
of the recommended replacement model. Formal consultation showed strong support for new
alternative delivery methods and an overall positive response to the proposed new service
model.
The new service model can be implemented within the allocated capital works project budget and
would be implemented in a staged approach, culminating with the launch of the new outreach
vehicle by the end of 2021.
RECOMMENDATION
That Council note the report by the Acting Manager of Libraries and Galleries to the Services &
Organisation Committee Meeting dated 9 February 2021 and
A. Approve Option 3, the Community Outreach Library Service, as the replacement model for
the current Mobile Library service;
B. Request the CEO to undertake the necessary procurement processes to implement Option
3 within the capital works budget allocation; and
C. Refer the operating budget for consideration in the 2021/22 budget process.
Page 4 of 100
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
REPORT
The purpose of this report is to provide an update on the Mobile Library Service, provide options
for the replacement of the current vehicle and request Council’s endorsement of the
recommended replacement model.
1. History of Noosa Council’s Mobile Library Vehicles
Noosa Council has offered a Mobile Library Service since 1974. The service was established to
provide access to the outlying smaller communities of Noosa Shire. The Mobile Library
connected these communities to library and Council services and became highly valued by
residents.
A new purpose-built bus was purchased in 1992 to improve services offered to outlying areas of
the Noosa community including Boreen Point, Pomona, Kin Kin and Peregian Beach.
First Mobile Library – 1974 Second vehicle - 1992
The current Mobile Library was commissioned in 2006, and with a lifespan of approximately 16
years, was expected to remain in operation until approximately 2022. Now 15 years old with
mechanical and structural issues, the trailer and prime mover are nearing their end of life and the
service is increasingly off-the-road to undertake repairs.
Current vehicle – with mechanical and structural issues
2. Current Mobile Library Service
The current Mobile Library vehicle is a prime mover and semi-trailer - 19m long, providing 45m2
public space and holding approximately 6,000 items. It includes two slide-out extension pods to
operate like a small branch library on wheels and provides all-ability access to remote library
services.
Page 5 of 100
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
The vehicle operates independently with 4G technology and a generator allowing it to visit
hinterland towns and schools and to participate in one-off events such as the Noosa Show. Free
Wi-Fi, printing facilities, internet access and two word processing computers are available.
Two Mobile Library Operators, who have a strong background in library customer service and
hold Heavy Combination licences, operate the Mobile Library service, with additional staff
providing support at high activity stops.
The capital price for acquisition of the current vehicle in 2006 was $650,000.
The current (2019) annual operating budget is $329,274 - 9.1% of annual operating budget
for Noosa Library Service.
$138,000 of the annual operating budget is required for fleet costs which includes fuel, oil,
tyres, maintenance, repairs, registration, insurance and TMR Certificates of Inspection.
3. Mobile Library Usage
The Mobile Library visits 8 stops across the Noosa Shire on a weekly schedule, with Pomona
and Peregian being the two busiest Mobile Library stops. In the 2019 calendar year, library
members visited these stops more than 27,000 times, averaging 532 visits per week. They also
borrowed over 34,000 items, averaging 674 items loans per week.
When compared to the overall library service, the Mobile Library service usage equates to 8% of
the loans and 9% visitation. The annual cost per visit for the Mobile Library Service is $12.13
compared to $10.74 for Cooroy Library and $6.04 for Noosaville Library.
Figure 1: Comparison loan and visit statistics of Mobile library and library branches
There are approximately 2,600 Mobile Library members, with 1,628 actively borrowing items over
the last 12 months. Out of these 2,600 members, 322 Mobile Library members exclusively use
the Mobile Library service and have not visited Noosaville or Cooroy Libraries over the preceding
12 months. More than half of the Mobile Library members (1,400) also access the library’s e-
collections.
Usage statistics show a gradual decrease in usage over the last ten years. There has been a
46% decrease in library items being borrowed and 49% decrease in people visiting the service
and the decline can be seen across all of the eight Mobile Library stops.
The opening of Cooroy Library has been identified as having a key impact in the reduction in
service usage.
Page 6 of 100
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Mobile Usage -
Mobile Usage 2019 Total Total The most successful stops are those with high
Mobile Mobile loans and high collection usage
Visits Loans Pomona and Peregian are the two busiest
stops with high visitation and strong collection
usage
Pomona 7843 10218
Federal stop is located at the primary school –
Federal 4776 1965 statistics show low adult visitation and
borrowing. The high visitation is due to
Peregian 3405 5330 students coming on board the vehicle however
Sunrise 2867 3985 the low loans show they are not borrowing
items
Noosa Junction 2503 4097
Cooran 2439 4005 2006 2019
Boreen Point 1484 3106
Kin Kin 1462 1685 75,264 loans 34,391 loans
55,574 visits 27,117 visits
Total 27,117 34,391
Page 7 of 100
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
4. Changes in customer needs & expectations - 2006 to 2019
In 2006 when the current vehicle was commissioned:
Customers living in outlying communities needed to travel longer distances to access
library services as there was only one library branch located in Noosaville.
Public transport was limited and telecommunications were poor.
Smart devices were just becoming available and the demand for access to PC’s and Wi-Fi
was high.
Library items in the collection were predominately print-based and access to a large
collection to browse was vital.
The Mobile Library was used predominately to browse and borrow library items.
Key changes in customer needs and expectations over the last 15 years include:
The opening of Cooroy Library in 2010 improving accessibility to library services to the
hinterland communities.
Public transport has improved and NBN/faster internet is available in full or partial form in
all Mobile Library areas.
Instant access to the internet via a smart device is common practice.
Multi-media formats are flourishing, with the library collection now including a large
collection of e-resources.
The Mobile Library is used to browse and loan library items, seek advice from skilled library
staff and as a community meeting point.
A Mobile Library User Survey conducted in 2018 indicated that the demand for access to library
collections has remained strong, the demand for access to onboard technology and Wi-Fi has
decreased and there is a demonstrated social element to visiting the Mobile Library.
5. Identified Challenges with current model
A number of identified challenges with the current model of service were taken into consideration
when reviewing potential replacement options. These include:
Ongoing difficulty in recruiting and maintaining experienced and qualified operators who
hold both a Heavy Combination license and a strong background in library customer
service.
Inability to easily visit or trial other potential locations, due to the vehicle size and lack of
versatility.
Greater legislative requirements and responsibilities to ensure the safety of staff due to the
reforms to the National Heavy Vehicle Register Chain of Responsibility Laws, adopted in
2018.
Changes in community needs and expectations since the implementation of the current
service in 2006.
Complexities of operationally maintaining a large vehicle that is nearing its end of life.
Large capital outlay required to replace with a similar vehicle.
Rapid change in demands and needs of library services requiring a more adaptable
approach.
6. Options for Mobile Library Service replacement
A wide range of replacement options have been explored, including: discontinuing an outreach
library service; replacing the current vehicle with a similar or smaller outreach vehicle; staff-less
library branches, library kiosks/vending machines; home library services; bulk loans of
collections; offering services through existing community facilities or a combination of any or all of
these options.
Page 8 of 100
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Three key options have been provided for robust consideration:
Option 1 – Cease Providing Outreach Library Services
This option proposes to cease the current Mobile Library service and not replace it with an
alternative outreach model. With this option, current Mobile Library users would need to travel to
either Noosaville or Cooroy Library branches to access library services, however they could still
access e-resources remotely (e-books, e-audiobooks and online resources). There would be a
significant impact on the 322 Mobile Library users identified that exclusively use the current
Mobile Library Service and would now potentially be unable to access services.
Consideration would need to be given to the future of the two current Mobile Library Operators,
with an option to either make these employees redundant or potentially redeploy them to another
Council service.
This option provides immediate cost-savings, with no capital outlay required to purchase a new
vehicle and no future operational costs needed to deliver the service.
Pros Cons
Immediate reduction in costs – no ongoing Significant negative community impact through
operational or annual fleet maintenance cancellation of service – while usage has declined
it still remains strong in comparison to other local
government library services
No capital outlay required to implement new Reduced access to library and learning services –
model users will need to travel to use library branches
Reduced staffing challenges – no requirement to Loss of important opportunity for community to
maintain skilled library officers with HC license connect with each other
No heavy vehicle legislative requirements or Reduction of Council services, particularly in
responsibilities hinterland
2 x mobile library operators made redundant or
redeployed
Doesn’t support efforts to strengthen local
communities, local economies or reduce
unnecessary emissions through car travel
Option 2 – Replace with similar vehicle
This option proposes to replace the current prime mover & trailer with a similar type of prime-
mover and semi-trailer to the existing Mobile Library. This ‘Business As Usual’ approach would
provide minimal impact to the current users, with no changes to service levels.
The identified challenges with the current model would remain with this service model. Due to the
vehicle size and lack of versatility, this type of vehicle would not be able to easily visit or trial
other potential locations and would need to adhere to the legislative requirements and
responsibilities of the National Heavy Vehicle Register Chain of Responsibility Laws.
This option would require increased costs for the capital outlay of a similar type of vehicle
(indicative market costs - $1.2million) and increased operational costs ($200,000 per annum
more to cover fleet expenses). While the two Mobile Library Operators would retain their current
positions, there would be continued challenges with locating and retaining staff with the required
skills.
Page 9 of 100
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Pros Cons
Moderate changes to service levels or delivery Declining return on investment - High Capital and
for customers (Business As Usual) Operating costs and declining usage
No redundancy or redeployment of staff required Continued challenges with maintaining skilled driver
operators (HC license required) who are also able to
provide library customer service
Continued community access to large library Continued issues with maintaining large vehicle
collection and space for browsing and gathering
Very large vehicle with poor manoeuvrability – very
limited ability to visit other locations and trial new
stops
Some existing stops may not be able to be serviced
due to ongoing access issues e.g. Peregian Beach
and Sunrise Shops
Continued WH&S issues with library staff needing to
operate heavy vehicle
Significant legislative requirements and
responsibilities
Option 3 – Replace with Community Outreach Library Service Model
This option proposes to replace the current Mobile
of alternative service have begun with key stakeholders at the Federal School. Alternative Library
service with a combination of different library service elements including:
A smaller, more versatile vehicle travelling around the shire on a weekly schedule
Two library ‘book-vending’ kiosks, located at Pomona and Peregian
Bulk library loans to partner organisations
A suite of library programs and workshops hosted at community organisations throughout
the shire
This option includes a number of service elements that would remain the same as current service
levels, including:
A weekly service to Boreen Point, Cooran, Kin Kin, Noosa Junction, Peregian Beach,
Pomona and Sunrise Beach where users can continue to borrow, browse, return and pick
up reservations.
A regular gathering place to meet and connect with friends though the weekly service
The ability to use the service out of the weather i.e. walk inside the vehicle and the new
alfresco area.
Users would continue to have access to Wi-Fi and the internet
The same friendly and professional staff would be available to provide personalised
assistance and reader-advisory services.
Service elements that would change include:
Improved access to library items through the new 24/7 library kiosks at Pomona and
Peregian Beach.
The ability to attend a library program outside of a library branch within local communities
The new option to book the service to come to a community event or organisation.
A new service for Federal that would better suit its needs. Initial discussions on the type
services may include a bulk loan of library items and/or a schedule of programs suitable for
the students learning needs.
Page 10 of 100
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
As this option proposes using a smaller vehicle, capital outlay costs and annual operational costs
would decrease. Market research and detailed project scoping have estimated a total capital
project budget of approximately $630,000 is required for the proposed hybrid model covering the
new vehicle, kiosks, kiosk shelters, utilities, new signage and ancillary project cost. Total capital
costs would be confirmed during the procurement process. Due to a significant decrease in fleet
costs, the annual operational costs for this model would be reduced to approximately $260,000,
potentially saving $70,000 per annum. Final costing would be determined through the
procurement processes.
An electric vehicle may also be an option, depending on capability to meet service requirements.
This option will also be explored as part of the procurement process. It is anticipated that an
electric option would attract additional costs which may exceed the $700,000 allocated in the
Capital Works 2020/21 program to fund the Mobile Library replacement project.
Pros Cons
Higher return on investment – increased service Potential negative community response to
offering at a reduced cost downsized vehicle & collection
Increased cost efficiencies – reduced capital costs Change management associated with introduction
and operational fleet costs of emerging technology (kiosks)
Increase use and flexibility of vehicle – e.g. visiting No wheelchair access into vehicle however the
other locations, organisations and events alfresco area will provide ease of access to staff
and collections
Increase access to library collection to 24/7 in two
high use locations
Maintain opportunity for people to connect through
library visits in community
Limited staffing challenges – more staff will be able
to drive vehicle (Heavy Combination license not
required)
Reduced legislative requirements and
responsibilities (National Heavy Vehicle
Legislation)
Potential for shared Council use of vehicle –
increasing collaborations & value of asset
Potential to include renewable power energy
elements – i.e. solar panels
Option 3 Specifications
Proposed Vehicle
A specially manufactured light-rigid vehicle with library specific fit-out, holding approximately
2,500 library items. The vehicle would be required to have air-conditioning, two nearside entry
and exits, internal windows, LED lighting, a small staff desk with folding seat for customers, and
an alfresco area with external roller door library display shelving which will be covered by a
powered awning. Solar panels are an optional addition, which would provide enough solar power
to operate the vehicle for 2-4 hours.
Page 11 of 100
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Mock-up Design only Artist - Warren Salter
Proposed mock-up vehicle (5.9m x 2.4m)
Proposed Library Kiosks
The preferred kiosk would be required to use advanced technology to integrate with the Library
Management System through a LAN interface. The kiosk would need to hold enough library
items (300+) to allow customers to browse and use an intuitive and simple touchscreen system
to guide the customer through the borrowing and returns process. Advanced reporting
functionality, including automatic stocktake is required to aid collection management. CCTV
capabilities can also be provided in these type of kiosks to improve security (optional). The kiosks
would be housed externally under weatherproof structures to provide all-weather 24/7 access.
Sample Library Kiosks
Page 12 of 100
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
7. Recommended Model
It is the recommendation of this report that Council replaces the current Mobile Library prime-
mover and semi-trailer with Option 3 - the Community Outreach Library Service model, consisting
of a smaller specially manufactured vehicle and two library book-vending kiosks to be located at
Peregian and Pomona. Proposed sites near to the Community Houses in each location have
been identified. Library outreach services would be enhanced through bulk loans offered to
partner organisations and a schedule of library learning programs delivered within the
community.
A smaller vehicle with greater manoeuvrability can access locations a semi-trailer cannot. This
provides the flexibility to visit or trial new locations and offer a booking system where community
members/organisations can request the service to visit them i.e. day care centres; retirement
villages; Men’s Sheds. As a smaller vehicle would not require a heavy combination license,
current resourcing challenges and legislative requirements and responsibilities are reduced. In
addition, overall service delivery costs are significantly less than replacing the service with a
similar sized vehicle. Staff would continue to explore the potential of an electric vehicle through
the procurement process.
This option value-adds to the service, enabling customers access to the 24/7 library kiosks, in
addition to the weekly library visit. Customers would be able to walk inside the vehicle to browse
the collection and collect pre-reserved items. The new kiosks, alongside user education around
e-collections and reserving items, will improve access to-all library collections and the internal
access and under-cover alfresco area will continue to provide welcoming, gathering spaces for
users to enjoy.
8. Project Timeline
The project would be delivered through to December 2021 with the kiosks to be launched in
Sept/Oct 2021 and the new vehicle to be launched in December 2021.
Previous Council Consideration
Nil.
Page 13 of 100
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Finance
There is sufficient budget allocation within the current capital works program for the
recommended option. $700,000 is allocated in the Capital Works 2020/21 program to fund the
Mobile Library replacement project. Market research and detailed project scoping have estimated
a total capital project budget of approximately $630,000 is required for the proposed hybrid
model covering the new vehicle, kiosks, kiosk shelters, utilities, new signage and ancillary project
costs. The project would be expended over two financial years through to 21/22 and would be
profiled once the major tender processes were complete.
There may not be sufficient funding for an electric vehicle option as part of Option 3 however
both the economic and technical feasibility need to be investigated through the procurement
processes.
There is not sufficient funding in the current capital works budget allocation to implement Option
2 which would require the construction of a new semi-trailer vehicle ($1.2m capital purchase
cost) and other ancillary capital costs particularly if new stops had to be established where
existing stops could not be accessed e.g. Peregian Beach.
The current annual operational budget for the mobile library is $329,274.
Financial Statement 2020/21 Operating Expenses
Employee Costs $130,556
Fleet Costs $138,024
Internal Charges $39,094
Materials & Services $21,600
There is sufficient funding in the 2020/21 Libraries operational budget to fund the continuing
operation of Mobile Library Services to June 2021 and it is proposed to include the same amount
in the draft 21/22 budget to cover the remaining operation of the existing model and the
commencement of the new model. Based on market research it is likely that the new model will
realise a saving in annual operational costs particularly in fleet costs. Once the final operational
budget of the new model is determined through the procurement processes, the revised budget
will be included in the 2021/22 budget review processes.
Provided the Mobile Library can continue safely in service, Council aims for this vehicle to remain
operational until late 2021 when the alternate model of service is ready to launch. If safety issues
arise with the Mobile Library rendering it inoperable, the issues would need to be resolved or if it
wasn’t financially prudent to undertake the repairs the Mobile Library may need to be retired
early. Fleet are working to ensure work is undertaken to maintain the vehicle to achieve the late
2021 target.
Risks & Opportunities
The 2018 Reforms to the National Heavy Vehicle Register Chain of Responsibility Laws place
significant accountability and responsibility on Council to ensure the safety of the operators and
risks are adequately managed. Replacing the service with a similar sized vehicle would mean it
remains very challenging for Council to comply with these legislative requirements.
If Council does not progress a replacement plan for the current Mobile Library, there will be no
outreach library service at the end of 2021. As the service is highly valued in the community,
cessation of services would negatively impact on community members and generate high levels
of complaint.
However, the recommended model will provide Council with the unique opportunity to reshape
delivery of outreach library services through innovative technologies and vehicles with renewable
energy powered options.
Page 14 of 100
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Consultation
External Consultation - Community & Stakeholder
Community consultation with both users and non-users of the service has been an ongoing
process over the last eighteen months. On-going and regular discussions with current users
regarding the upcoming changes have helped inform the planning of the proposed model.
A Mobile Library User survey received a strong response (237) and demonstrated that visiting
habits and user needs had changed since the 2006 vehicle rollout. The survey showed the
service is highly valued and that demand for access to a print collection remains strong.
Formal consultation commenced in November 2020. This included information direct to mobile
library users via e-newsletters and distribution of fact sheets via social platforms, sent to local
schools, day care centres and aged care facilities and posted on community noticeboards.
Meetings with key stakeholders were undertaken and senior library staff were available to answer
queries as part of a weekly ‘Roadshow Information Tour’.
Feedback from the community was positive, with many users pleased that the weekly service
would continue, a vehicle with internal access to library collections would still be available and
library staff would still be part of the service. Feedback regarding the need for user education
around the new kiosks and the importance of including early literacy services has been taken into
account when finalising the proposed replacement plan.
Internal Consultation
Chief Executive Officer
Director Community Services – Community Services
Manager Community Services – Community Services
ICT Manager – Corporate Services
ICT Operations Officer – Corporate Services
Procurement and Fleet Manager – Corporate Services
Procurement and Contracts Advisor – Corporate Services
Financial Services Manager – Corporate Services
Building and Facilities Coordinator – Infrastructure Services
Designer Capital Works – Infrastructure Services
People and Culture Manager – Executive Services
Communications and Community Engagement Manager – Executive Services
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director X Director
Executive Support X Community Development X Financial Services
Community Facilities X ICT
X Libraries & Galleries X Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director Director X Director
X Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture X Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 15 of 100
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
2 COMMERCIAL HIGH USE PERMITS - TENDER PROCESS
DOCUMENT INFORM AT ION
Author Property Advisor, Denis Wallace
Corporate Services
Index ECM/Subject/34.61 Commercial Use of Community Land
Attachments Nil
EXECUTIVE SUMMARY
Council supports a limited number of Commercial High Use Permits for commercial activities on
community land focused around the Noosa Main Beach area. These were last issued in 2017
following a public expressions of interest process and will expire in June this year. The report
outlines the permit types, fees, terms and assessment criteria recommended to be offered in an
upcoming public tender process.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 9 February 2021 regarding Commercial High Use Permits and agree to proceed to
a public tender process for new permits based on the proposed permits, fees, terms and
assessment criteria detailed in the report.
REPORT
Council allows limited commercial use of public land under its control in accordance with its
Commercial Use of Community Land Policy (available on Council’s website). Noosa is a
desirable place to operate a commercial business on community land and levels of enquiry for
commercial permits have been very high in recent times. Overheads for businesses operating
under these permits are lower than commercial premises and Noosa’s open space areas provide
opportunities for lifestyle businesses with broad appeal to patrons, though trade is subject to
weather and other seasonal impacts.
Noosa Council’s approved Commercial High Use Permit locations are concentrated on Noosa
Main Beach and adjacent land due to the area’s high visitation. There are currently 8 activities
undertaken by 12 permit holders. Two permit holders enjoy special terms, being Hey Bill’s
mobile refreshment iconic lifetime permit and a 10 year refreshment van permit at First Point,
which is now approaching the end of its term.
The standard permits were due to expire in June 2020 but were granted a 1 year extension, as it
would have been inappropriate to conduct a public tender process at the height of the COVID-19
pandemic. With the exception of Hey Bill’s lifetime permit, all permits are now due to expire on
30 June 2021. This report outlines the process and timing required for Council to be able to
award new permits.
Tender Process and Timing
An Expression of Interest (EOI) process was undertaken in accordance with the Commercial Use
of Community Land Policy (the Policy) by Council in 2014 and 2017. A similar tender process for
available permits is recommended in 2021. The change from an EOI to a tender is based on
legal advice regarding whether the permits constitute valuable non-current assets (which exceed
a value of $10,000 across the permit term) under the Local Government Regulation 2012. The
process involved will remain generally unchanged. Notably, tenderers will not be required to
tender a value for the permits, as the fees are set by Council.
This report identifies the proposed range of permits to be offered, the permit fees and the
assessment criteria against which the respondents will be assessed.
Page 16 of 100
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
The process then consists of:
Advertising tenders in media, online and by direct contact of previously interested
businesses;
Appointment of tender assessment panel;
Tender submission period (minimum 21 days);
Tender assessment period;
Reporting of results of panel’s tender assessments to Council for approval of new
permittees; and
Issue of new permits.
The tender process is proposed to open to the public in March / April 2021 and the results
reported to Council in May 2021 to allow sufficient time to issue permits to successful applicants
for the permit period commencing 1 July 2021.
Assessment Criteria
Similar to the 2017 process, the tender submissions are proposed to be assessed against the
following criteria:
Track record – 50%
Current capital investment and future investment plan - 15%
Activity management plan – 15%
Contribution to local community, local economy and industry affiliations – 15%
Environmental initiatives – 5%
Permit Terms
Commercial High Use Permits have previously been offered for three year terms, with the
exception of Hey Bill’s iconic lifetime permit for mobile refreshments on Noosa Main Beach and
the First Point refreshment van, which has a 10 year permit. Both staff and permit holders have
identified that the 3 year terms limit permit holders’ surety, ability to plan beyond the short term
and to invest in their businesses accordingly. As a result, officers sought the views of the
Department of Natural Resources, Mining and Energy (as the department primarily responsible
for administering the Land Act 1994) for a proposed change to 5 year terms. The Department
has written to Council confirming it is supportive of the proposal and it is now proposed that the
new permits be offered for 5 year terms, which would see the next tender round occur in 2026.
New Permit Considerations
The level of enquiry for high use permits is high. Frequent proposals are fielded by staff for new
retail and hire equipment businesses, additional commercial locations and the like. Informal
workshops were held with Councillors in 2020 to outline a range of these, including:
Coffee vans in multiple locations;
Electric surf craft hire;
Exclusive beach use areas (resort guest use, sunbeds, etc.);
Beach clubs and kids holiday clubs;
On beach dining proposals;
Sand sculpting lessons;
Jetski flyboarding;
Scooter, city bikes and the like;
Outdoor gyms;
Boot camps;
Tour operators; and
Various new hire and food vendor locations.
In considering the merits of these staff seek to identify the level of community need, in line with
Council’s adopted policy. Primary considerations include the range and location of existing
commercial businesses and the likely benefits and impacts of introducing additional commercial
uses.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
When considering new commercial high use business proposals on community land Council staff
have generally taken the following further operational approaches:
New commercial uses on Noosa River foreshore, Noosa Spit, Noosa Sound and Weyba
Creek and adjacent areas are avoided in line with Council’s adopted Noosaville Foreshore
Land Use Master Plan and recognising the significant extent of existing commercial jetty
leases on Noosa’s waterways.
Intensive commercial uses on Noosa’s open beaches (Sunshine Beach to Peregian Beach)
are avoided in order to protect their existing low-key recreational and open space values.
A preference for new permits to be awarded via an open public tender process only rather
than unilaterally awarded in response to an application from a single business.
A summary table of proposed permits is included in the section below.
Fees
Total fees payable to Council from the permit holders is currently $48,281 per annum. Council’s
cost to administer the permits includes managing the tender process, assessment of
applications, processing of fees, issuing of permits, complaints and enquiry management and
undertaking an inspection and compliance program.
To avoid any ratepayer subsidy of the administration of the permits the fees need to be cost
reflective and also take into account any potential direct competitive tension with local
businesses operating under commercial arrangements to ensure a level playing field where
possible. Comparison to Hastings Street commercial leasing rates (which commonly exceed
$3,000/m2 per annum) is difficult due to the lack of built premises offered by Council and the
resultant exposure to weather impacts. Council fees for outdoor dining permits provide a more
suitable comparison, with the fee for Main Beach frontage restaurants currently $924m 2 per
annum.
The table below summarises the proposed permits and outlines the existing and proposed
annual fees to apply to the tender offering. The right-hand column also provides an indication of
the proposed weekly permit cost. In successive years, fees are proposed to be indexed to CPI.
Activity Current Proposed (Weekly
Annual Fee Annual Fee Cost)
Learn to Surf – Main Beach 1 $13,036.50 $18,000* $346
Learn to Surf – Main Beach 2 $8,148.00 $12,500* $240
Beach Hire – Main Beach $6,518.50 $12,500 $240
Beach Hire – Rock Wall (Middle Groyne) $1,695.00 $6,500 $125
Refreshment Van – First Point $4,345.50 $12,500* $240
Refreshment Van – Noosa Spit $2,173.00 $6,500* $125
Kayak Hire & Tours – Main Beach $4,345.50 $4,500 $87
Kite Surfing Lessons $1,630.00 $3,000 $58
Surf Dance Lessons $1,630.00 $3,000 $58
Mobile Beach Refreshments $2,587.75 Indexed to CPI $50
- “Hey Bill” Main Beach Iconic Lifetime Permit per 2000 Permit
Beach Massage – Main Beach $1,630.00 $3,000 $58
* Permit involves ongoing occupation of a parking space
The fee increases maintain a tiered approach, with a minimum fee set at $3,000 and higher fees
applying to those permits in locations that enjoy greater patronage. The increased permit fees
still remain well below comparative outdoor dining permit fees for adjacent restaurants. A
nominal value for occupying a car space of $4,000 is now included in the fees marked with an
asterisk. Notably, the kayak tour operator has occupied a car space in Noosa Woods for many
years but is observed to run tours infrequently; therefore, occupation of a car space is now
proposed to be excluded from the next permit.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Fee Relief during COVID-19 Pandemic
Council has provided substantial fee discounts to permit holders throughout the COVID-19
pandemic, consistent with its approach to commercial permits and leases across the shire during
this time. Discounts may continue to apply depending on the level of ongoing health restrictions
and impacts to tourism and patronage. COVID-19 impacts will continue to be assessed by staff
and appropriate fee discounts applied whilst the pandemic continues.
Previous Council Consideration
Ordinary Meeting Minutes, 15 June 2017, Item 5, Page 9
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 6 June 2017 and:
A. Issue 3 year permits commencing 1 July 2017 to the following nine recommended permit
holders:
Activity Recommended Permit Holder
Learn to Surf Noosa Main Beach West 1 Surf Skills Pty Ltd t/as Learn to Surf Noosa
(No change)
Learn to Surf Noosa Main Beach West 2 Go Ride A Wave Pty Ltd t/as Noosa Surf Lessons
and Go Ride A Wave (No change)
Kayak Hire and Tours – Surf Skills Pty Ltd t/as Noosa Ocean Kayak Tours
Noosa Main Beach West and Hire (No change)
Beach Equipment Hire – Main Beach Dorajar Pty Ltd t/as Noosa Beach Surf Hire
(No change)
Beach Equipment Hire – Go Ride A Wave Pty Ltd t/as Noosa Surf Lessons
Noosa Main Beach West and Go Ride A Wave Pty Ltd
Snacks and Drinks Refreshment Noosa Spit David Draper t/as Spit Beach Snacks (No change)
Surf Dancing - between rockwalls Surfdancer Pty Ltd t/as Surfdancer (No change)
Kite Surfing Lessons – Noosa River Mouth & Tarr’s Enterprises Pty Ltd t/as Adventure Sports
Burgess Creek south to Peregian Beach Kitesurf Australia (No change)
Settlers Cove Jetty Water Taxi Wilschke Discretionary Trust t/as Gondolas of
Noosa Pty Ltd (No change)
B. Publicly re-advertise for Expressions of Interest for the beach massage permit and offer an
interim permit commencing 1 July 2017 to the existing permit holder to allow continuity of
operations until Council considers a further report on the outcomes of the new EOI process;
C. Add a condition to both the Beach Equipment Hire permits to ensure that activity and
equipment associated with the permits are limited to a 49m2 permit area; and
D. Add a condition to the Beach Equipment Hire Noosa Main Beach permit to ensure the
equipment trailer associated with the permit activity is delivered to Noosa Main Beach
generally before 6:00am in the summer periods (from commencement of September school
holidays to completion of Easter school holidays) and before 7:00am at other times.
Finance
Fee increases are proposed to address Council’s administration costs for the new permits and
achieve an appropriate return. The fees take into account potential direct competitive tension with
local businesses operating under commercial arrangements to ensure a level playing field where
possible. Fee discounts have been applied throughout the COVID-19 pandemic and these may
be further extended, depending on the ongoing pandemic impacts to local business. Further
discounting would impact on Council’s fee revenue and require ratepayer subsidisation.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Risks & Opportunities
The Permits are a high profile part of Council’s land management because:
There is a high level of competition between applicants;
The activity locations are highly desirable community land that are well patronised by
tourists and locals; and
There can be conflict between commercial businesses and permit holders providing like
services if there is an impact on commercial businesses leasing premises at commercial
rates. For comparison purposes, adjacent commercial rates on Hastings Street range from
$924/m2 (for outdoor dining permits) to more than $3,000m2 (for commercial premises) per
annum.
The report seeks to address risks associated with the transparency and rigour of the permit
process in line with Council’s regulatory requirements and to avoid complaints from aggrieved
competitors.
Consultation
External Consultation - Community & Stakeholder
Department of Natural Resources Mines & Energy
King & Co Solicitors
Colliers International (commercial leasing agents)
Internal Consultation
Procurement Manager
Property Manager
Local Laws Field Supervisor
Property Officer
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries x Procurement & Fleet
x Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 20 of 100
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
3 NOOSA CHAMBER OF COMMERCE AND INDUSTRY INC. EXEMPTION REQUEST
FOR THE PROVISION OF ALCOHOL FOR TEMPORARY EVENTS DURING COVID-19
PANDEMIC
Author Property Officer, Jill Ikers
Corporate Services Department
Index ECM/ 34.60 Licences/Permits/Registrations
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Property Officer to the Services and Organisation Committee
Meeting dated 9 February 2021 and
A. Approve the Noosa Chamber of Commerce and Industry Inc.’s application for an exemption
to provide alcohol at the Great Aussie Wellbeing BBQ with a maximum attendance of fewer
than 500 people onsite at any one time;
B. Not approve the applicant’s proposed attendance request of 700 people; and
C. Authorise the CEO to assess the temporary event application once it is properly made and
Council has received all the required information to undertake its assessment in
accordance with Council’s normal permit application and approval process.
REPORT
The purpose of this report is to seek Council’s determination for an exemption request from the
Noosa Chamber of Commerce and Industry Inc. for the provision of alcohol for a temporary event
on community land during the COVID-19 pandemic environment.
1. Background
At Council’s Special Meeting on 31 August 2020, Council considered a report regarding
temporary event permit approvals during the COVID-19 pandemic. Council resolved the following
at that meeting:
That Council note the report by the Property Manager to the Special Meeting dated 31 August
2020 and
A. Refuse Temporary Event permit applications for Category 1 events (greater than 10,000
people) and Category 2 events (not fewer than 500 or more than 10,000 people);
B. Agree to consider an update report regarding Category 1 and Category 2 events and the
broader events environment at Council’s February 2021 round of meetings;
C. Allow Category 3 events including markets with fewer than 500 people subject to Council’s
normal permit application assessment and approval process and the following additional
assessment criteria:
Satisfactory completion of a COVID Safe Event Checklist including a signed and
displayed Statement of Compliance;
Events to be focused towards Sunshine Coast participants only;
No provision of alcohol (not licensed) unless the applicant has sought an exemption
from Council and the exemption has been formally considered by Council;
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Consideration of the potential for the event to attract larger attendance numbers than
forecast;
Events that have capacity to implement controlled seating and allocated areas will be
preferred to those with uncontrolled movement of people, i.e. attendees intermingling
onsite; and
Current health advice from the State.
D. Approve the establishment of the COVID-19 Event Reference Group as outlined in the
report whose role will include but not be limited to:
1. Reviewing and making decisions regarding event application requests;
2. Reviewing Category 3 Event Decision Making Framework Assessment Criteria as
outlined in the report;
3. Developing a risk-based decision making framework to guide future event approvals
within the COVID-19 environment which will consider public health and economic
impact factors;
4. Monitoring the success or otherwise of COVID Safe event plans and procedures both
within the Shire and external to it.
5. Providing advice and analysis relating to the above to inform Council’s review in
February 2021; and
E. Authorise the CEO to review and amend membership of the COVID-19 Event Reference
Group as required.
2. Great Aussie Wellbeing BBQ Event Details
Council has received an exemption request from the Noosa Chamber of Commerce and Industry
Inc. for the provision of alcohol for the Great Aussie Wellbeing BBQ event.
Event details:
Venue - Noosaville Lions Park on Sunday 21 February 2021, 1.00pm - 4.00pm.
Local event hosted by Noosa Chamber of Commerce and Industry Inc. & Grant
Broadcasters to support Noosa based businesses and families who have been impacted
during Covid-19 Pandemic.
BBQ provided by Noosa Lions Club.
Live music, children’s entertainment and announcements.
Attended by mental health outreach service.
Signed Covid Safe Event Checklist & Statement of Compliance provided.
Fenced outdoor event site restricting public access.
Attendees to be registered for admittance.
Event held for limited time during daylight hours within marquee / fenced area for limited
attendance numbers.
Volunteer Security on site.
Community liquor application submitted to Liquor Licensing in name of Noosa Chamber of
Commerce & Industry Inc.
Proposed attendance 700 persons.
3. Covid-19 Event Reference Group Application Assessment
On 25 January 2021, Council’s Covid-19 Event Reference Group considered the Noosa
Chamber of Commerce and Industry Inc.’s exemption request for its event application in
accordance with the assessment criteria noted in Item C of the Special Meeting report (noted
above).
The Reference Group considers the event to be of low risk and has no objection to the event
proceeding with attendance numbers restricted to fewer than 500 people onsite at any one time,
including the provision of alcohol given the temporary event application satisfactorily addresses
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
the assessment criteria noted in Item C of the Special Meeting resolution.
Previous Council Consideration
Nil.
Finance
A temporary event permit fee is not chargeable to the applicant as it is a not-for-profit entity.
Risks & Opportunities
Risks
The risk of event based COVID-19 transmission is not entirely eliminated.
Financial and reputational risk for Council, the Noosa Chamber of Commerce, local
businesses and tourism if a COVID-19 outbreak prompts lockdown measures.
There is still no available insurance coverage for COVID-19. Council’s defence of any legal
claims will be funded by the ratepayer.
Opportunities
Allows a smaller style event to proceed.
The decision sends a signal to event organisers that Council is willing to support event
organisers who adapt to low risk event management.
Well managed events adhering to COVID Safe event practices and criteria noted above
present less risk to the community than larger style events.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Corporate Services
Property Manager
COVID-19 Reference Group
Cross Department consultation as per standard event stakeholder memo
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
X Local Laws X Property
X 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 X Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 23 of 100
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
4 2021-22 BUDGET ENGAGEMENT PROCESS
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ 2021-22 Budget
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 9 February 2021 and endorse the proposed engagement process for
the 2021/22 budget which includes the use of both online and face to face solutions to maximise
feedback.
REPORT
Background
Council has committed to undertaking engagement with the community for the development of
the 2021/22 budget. In September 2020 feedback was sought from the community via Your Say
Noosa (on Council’s website) regarding the preferred public consultation model for the 2021/22
budget process.
The community was asked to rank the following options in priority order:
Establish a Community Reference Group via an expression of interest process;
Conduct an online engagement process, seeking feedback on a range of budget areas and
key projects;
Conduct a series of community workshops across the shire; and
Councillors should continue to make budget decisions as elected community
representatives.
From the 156 responses received 94% of respondents had in their top 3 priorities that they
wanted to see Council conduct an online engagement process for the budget. In October 2020
Council subsequently resolved to “note the community’s preference for online community budget
engagement process for future budgets and request staff to report back to a future Council
meeting with options”.
Investigation of Budget Engagement Tools and Options
Consideration has been given to what engagement channels could be employed as part of the
2021/22 budget process that would be meaningful to ensure the community’s budget priorities
could be understood and considered by staff and Councillors as part of budget deliberations.
Online participatory budgeting tools have been in place for a number of years in other countries
to both educate communities regarding how Council budgets are developed and funded, and to
elicit feedback regarding what an individual’s priorities are for their Council to deliver. A number
of Queensland councils have or are beginning to implement online budget engagement
processes that employ tools that ask residents / ratepayers and other users to not only determine
priorities but ‘balance the budget’, with the intention to educate the user as to the need for
financially responsible decision making.
Page 24 of 100
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Recommended Online Approach
Council currently utilises the Your Say Noosa platform via its website for a range of community
engagement solutions. This platform allows information to be disseminated via a web page view,
and offers survey/ polling options to engage with the community on particular issues.
The Your Say platform allows additional licencing of its participatory budgeting tool for a minimal
cost. This tool (screenshot below) can be used to engage the community regarding Council’s
budget, and allow a resident / ratepayer to sit in a Councillor’s shoes to recommend spending
priorities and ensure that the budget is balanced by either increasing revenue or reducing
spending in other areas. It is recommended that the ‘balance the budget’ participatory tool be
used as both an educational tool for the community on how Council’s budgeting process works,
and to also help Council to understand whether the spending priorities of users aligns with
Council’s current and future spending priorities. Any significant funding misalignment can then be
explored and understood as part of the budget process.
Recommended Face to Face Approach
Face to face interaction as part of the budget process is important, particularly for those residents
and ratepayers without access to online tools. Whilst face to face engagement has occurred in
the past with specific elements of the community (i.e. business associations for special levy
development etc.) broader face to face opportunities have not occurred.
The preferred face to face approach for the 2021/22 budget process is as follows:
1. Two initial Councillor led half day sessions to allow residents to meet with Councillors to
discuss their budget priorities. The sessions would be 30 minutes in length, and be by prior
appointment to ensure that time is productively used. Feedback would be documented and
then considered during the broader budget deliberation process.
2. Face to face support for those residents / ratepayers that require assistance in
understanding specific budget issues or completing the online ‘balance the budget’
participatory tool. Those residents keen to contribute to the process and requiring support
will be encouraged to contact Council and book a time to attend a Council facility where
staff will be available to assist with discussing particular issues and also completing the
online tool.
It is proposed that for the initial budget consultation process the face to face approaches above
Page 25 of 100
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
be used, and then be reviewed and refined to determine their effectiveness and use for future
budget engagement.
Recommended Budget Engagement Timetable
The following timetable is proposed to ensure that consultation can occur effectively and that
Council’s budget adoption timeframe (i.e. adopted on 30 June 2021) can be met.
Month Planning / Engagement Actions
February 2021 Special Council meeting – 2021/22 budget scene setting session
Council budget consultation webpage setup
Finalise ‘balance the budget’ software configuration
Determine budget engagement online survey and polling approach
Establish software feedback reporting process and dashboards
Promote budget engagement process including online and face to face approaches
March 2021 Council budget engagement goes live via Your Say Noosa – feedback encouraged
“Balance the Budget’ support in place (including any face to face requests)
Online survey and polling commences
April 2021 Councillor / community face to face sessions completed
Online survey and polling closes
“Balance the Budget’ online submissions close (including any face to face requests)
Feedback from consultation presented to Special Council meeting for discussion
May 2021 Draft budget documents published for community feedback
June 2021 Feedback on draft budget presented to Special Council meeting for discussion
Meeting to adopt 2021/22 budget and operational plan
Summary
This will be Council’s first attempt at undertaking a consultation process for the budget, and there
will likely be learnings and improvement opportunities for future budget engagements. As such a
relatively simple and cost effective approach has been recommended which, if successful, can
be built on and expanded in future years once the cost benefit has been established.
Should the state government mandate budget consultation for councils across Queensland
(which is expected), Council will be well placed to adapt as needed to any regulatory change.
Previous Council Consideration
Ordinary Meeting Minutes, 15 October 2020, Item 7, Page 23
That Council note the report by the Director Corporate Services to the General Committee
Meeting dated 12 October 2020 and:
A. Note the outcomes of the community budget consultation undertaken between 7–27
September 2020, provided as Attachment 1 to the report;
B. Note that Council will consider the priorities identified in the feedback when undertaking
future 2020-21 budget reviews; and
C. Note the community’s preference for online community budget engagement process for
future budgets and request staff to report back to a future Council meeting with options.
Ordinary Meeting Minutes, 18 June 2020, Item 6, Page 10
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 9 June 2020 and:
A. Following Council’s adoption of the 2020/21 Budget, agree to engage with the community
via Your Say Noosa on:
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Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
1. How the allocation of any additional funding should be prioritised if it becomes
available through the financial year; and
2. Where services/expenditure should be reduced if further budget reductions are
required.
B. Agree to engage with the community on their preferred public consultation model for the
2021/22 budget process; and
C. Request the Chief Executive Officer to provide a report to Council on the outcomes of both
public consultation processes for Council’s consideration before it meets to consider its
scheduled Budget Review 2 in November 2020.
Finance
Whilst the majority of resources required to facilitate the budget engagement process can be
absorbed with existing levels, some additional software licencing and project support will be
required. Estimated additional costs (estimated at $12,000) are as follows and can be absorbed
within the current 2020/21 budget:
Additional software licencing – $8,000
Estimated casual project support – $4,000
Risks & Opportunities
Risks
Reputational – Council has progressed down the path of consultation on future Council budgets.
Community trust will likely be eroded should Council determine to abandon future budget
consultation.
Priorities – Engagement processes with the community can achieve sub optimal outcomes and
priority misalignment should wide engagement not occur as intended.
Opportunities
A budget consultation process is an opportunity to understand the spending priorities of our
community and ensures that effective engagement continues to retain community confidence in
Council processes and decision making.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Community Engagement
Chief Executive Officer
Departments/Sections Consulted:
X 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
X Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
X 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 27 of 100
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
6 REPORTS FOR NOTING BY THE COMMITTEE
5 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2020
DOCUMENT INFORM AT ION
Author Property Advisor – Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/ 8.16 Camping and Caravan Facilities (General)
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 9 February 2021 providing an update on operations of
the Noosa Holiday Park Business Activity to 31 December 2020.
REPORT
1. Financial Performance
2020/21 2020/21 2020/21 % Current YTD
TOTAL BUSINESS Original Current YTD Budget Variance
ACTIVITY Budget Budget Actuals
YTD
Total Revenue 1,661,648 830,824 1,971,604 118.65% 1,140,780
Total Expenditure 1,530,920 747,277 978,019 63.88% (230,743)
Operating Surplus/(Deficit) 130,728 83,547 993,585 910,037
Key Comments Total Business Activity
Year to date financial performance for the Noosa Holiday Parks business activity is positive due
to conservative assumptions within the 2020/21 budget in relation to possible Covid-19 extended
closure impacts. Following reopening of the parks in June 2020, the business activity has
benefited from Covid-19 induced border closures and lockdowns that have spurred growth in the
caravanning and camping industry, with this mode of leisure offering a safe and insulated way to
travel and holiday during the Covid-19 pandemic.
Both Boreen Point Campground and Noosa North Shore Beach Campground have particularly
benefited, due to the available upside in occupancy levels and unique nature-based experience
available to consumers.
Further commentary on each site is included below.
Boreen Point Campground
2020/21 2020/21 2020/21 % Current YTD
Original Current YTD Budget Variance
Boreen Point Campground
Budget Budget Actuals
YTD
Total Revenue 229,556 114,778 382,268 166.52% 267,490
Total Expenditure 268,573 130,498 279,883 104.21% (149,384)
Operating Surplus/(Deficit) (39,017) (15,720) 102,385 118,106
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Actual revenue year to date has exceeded budget due to conservative assumptions
included in the 2020/21 holiday park budget and uncertainty related to the extended
closure impacts of Covid-19.
Border closures, spurred growth in the caravanning and camping industry and a focus on
domestic travel have encouraged Queensland tourists to holiday within the state and
yielded increased occupancy levels.
Actual year to date operating expenses are higher than expected due to the increased
revenue achieved, Covid-19 compliance and safety costs and variable operating costs.
Noosa River Holiday Park
2020/21 2020/21 2020/21 % Current YTD
Noosa River Holiday Park Original Current YTD Budget Variance
Budget Budget Actuals
YTD
Total Revenue 1,120,641 560,321 1,117,090 99.68% 556,769
Total Expenditure 899,487 436,125 578,271 64.29% (142,147)
Operating Surplus/(Deficit) 221,154 124,196 538,818 414,622
Actual revenue year to date has exceeded budget due to conservative assumptions
included in the 2020/21 holiday park budget and uncertainty related to the extended
closure impacts of Covid-19.
Actual year to date operating expenses are higher than expected due to the increased
revenue achieved, Covid-19 compliance and safety costs and variable operating costs.
Noosa North Shore Beach Campground
2020/21 2020/21 2020/21 % Current YTD
Original Current YTD Budget Variance
North Shore Campground
Budget Budget Actuals
YTD
Total Revenue 311,451 155,725 472,246 151.63% 316,521
Total Expenditure 362,861 180,654 119,865 33.03% 60,789
Operating Surplus/(Deficit) (51,410) (24,928) 352,381 377,310
Actual revenue year to date has exceeded budget due to conservative assumptions
included in the 2020/21 holiday park budget and uncertainty related to the extended
closure impacts of Covid-19.
Border closures, spurred growth in the caravanning and camping industry and a focus on
domestic travel have encouraged Queensland tourists to holiday within the state and
yielded increased occupancy levels.
Actual year to date operating costs are less than expected due to conservative budgeting in
response to uncertainty around operating and maintenance costs of the park’s new
infrastructure.
2. Covid-19 Reopening and Operational Plans
Extensive consultation was undertaken with park managers and Council’s Covid-19 Taskforce to
develop reopening and operational plans for all holiday parks following closure from March 2020
to June 2020. Risk registers were prepared for each site with a suite of control measures
implemented to ensure minimised risk of Covid-19 transmission.
Covid-safe operation of the parks continues to remain a focus in line with Council’s commitment
and to ensuring that the operational, guest and staff environment at each park is Covid-safe. All
reasonable control measures are actioned and implemented with adherence and compliance with
Queensland Health directives.
Page 29 of 100
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
3. Park Occupancy Performance
Figure 1. Occupancy (%)
Figure 1 highlights the impact of closure or restricted operations on the aggregate financial year
occupancy level achieved for each park in financial year 19/20. The financial year 20/21
occupancy levels (year to date) at Noosa River are trending to pre-Covid levels, whilst the high
occupancy levels achieved at Boreen Point and Noosa North Shore reflect the popularity of these
parks during the Covid-19 restricted travel period and the unique experiential offering for guests.
The significantly low occupancy level of 5% achieved at Noosa North Shore Campground was
due to site closure from July 2019 to January 2020 for redevelopment works and from March
2020 to June 2020 due to COVID-19.
Figure 2. Average Stay (days)
Figure 2 highlights the year on year consistency in average length of stay at Boreen Point and
Noosa North Shore. The higher than average length of stay at in financial year 20/21 (year to
date) Noosa River is likely due to Covid-19 influenced travel patterns.
Page 30 of 100
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Figure 3. Occupants
Figure 3 further demonstrates the increased consumer utilisation of Boreen Point and Noosa
North Shore, with financial year 20/21 occupant numbers (year to date) close to or exceeding
occupant numbers achieved in previous financial years.
4. Maintenance
Maintenance for each facility is performed in line with established budget allocations, including
any reactive maintenance. Completed works at the holiday parks include:
Noosa River Holiday Park:
Minor tree trimming and tree removal.
Aesthetic improvements to the reception and office area.
Completion of additional electrical audit and associated rectification works.
Re-mulching of the foreshore camping area.
Noosa North Shore Beach Campground
Tree trimming and tree removal works as part of cyclical framework for vegetation
management and guest amenity.
Implementation of operation and maintenance frameworks for site infrastructure, including
the wastewater treatment system and groundwater treatment systems.
Boreen Point Campground
Tree trimming and tree removal works as part of cyclical framework for vegetation
management and guest amenity.
Installation of new hot water systems at the large amenities block.
5. Brand Development Initiative
The report by the Property Advisor Commercial Property to the Services & Organisation
Committee Meeting dated 11 August 2020 reported that brand and website development was
proposed as part of a broader marketing and communications project for the Noosa Holiday
Parks.
The rebranding component for the holiday parks has been completed, including logos, graphics,
value proposition development, unique selling propositions and icons. The new branding is
inspired by Noosa’s natural environment and is unique to each park, whilst retaining the Noosa
Holiday Parks umbrella branding approach.
The rebranding has been provided to LGAQ for further development of the new website, which is
expected to be finalised in February 2021.
Page 31 of 100
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Ordinary Meeting, 20 August 2020, Item 5, Page 6
That Council note the report by the Property Advisor Commercial Property to the Services &
Organisation Committee Meeting dated 11 August 2020 providing an update on operations of the
Noosa Holiday Parks Business Activity to 30 June 2020.
Ordinary Meeting, Item 6, Page 8
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 11 February 2020 providing an update on operations of
the Noosa Holiday Parks for the period 1 July 2019 to 31 December 2019.
Finance
Holiday park profits are used to offset general rate increases otherwise required to fund non-
revenue generating Council activities and programs. Ensuring that the Holiday Parks business
activity meets its full cost recovery obligations ensures Council also meets its ongoing financial
sustainability policy objectives.
Risks & Opportunities
Risks
The possibility that Covid-19 infection rates will increase in Queensland or a localised
hotspot will occur, requiring the implementation of Covid-safe control measures such as
reduced occupancy. Decisions to introduce risk control measures will be guided by the
Queensland Health directives and the State Government.
Reduced profitability as a result of Covid-19 induced occupancy limits will be reported to
Council.
Opportunities
The tender for management services for the Noosa North Shore Beach Campground is due
to be advertised in early 2021. A review of the current management agreement has been
completed to clarify responsibilities and achieve operational efficiency.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Corporate Services
Property Manager
Management Accountant
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 32 of 100
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
6 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2020-21
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject/ Branch Management/ Corporate Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated February 2021 providing a Corporate Services Department update for
the period 1 October to 31 December 2020.
REPORT
The adopted organisation structure includes the following branches under the Corporate Services
Department:
Financial Services;
ICT;
Procurement;
Fleet;
Property; and
Revenue Services.
Corporate Services primarily provides internal support to the other Council Departments, with the
exception of the Property branch that deals primarily with land and property management issues.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the department.
Page 33 of 100
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
CORPORATE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Financial Services
Business As Usual Activities 2019/20 year end statutory reports 2021/22 budget development underway, Finalise the development of the
finalised and adoption by Council on 19 including the new community engagement 2021/22 budget.
November 2020. process. Undertake budget review 3.
Budget Review 2 completed and Comprehensive valuation of parks and other Queensland Audit Office (QAO)
adopted by Council on 17 December infrastructure assets underway. 2020/21 interim audit scheduled
2020. Finalise loan refinancing application with for April 2021.
Debt financing investigation undertaken Queensland Treasury. Review issues identified during
and re-financing options considered by Continue to monitor Council’s financial external and internal audits to
Council on 17 December 2020. performance on an ongoing basis, including improve Council’s internal
Queensland Audit Office (QAO) 2020/21 the financial impacts from the COVID-19 controls.
planning audit completed in December pandemic. Branch and risk plan updates
2020. and staff performance
appraisals.
ICT
Business as Usual activities Assisted Pormpuraaw Aboriginal Shire Cybersecurity improvements. Printer replacement and
Council creating maps for them to use in Tender for managed ICT services and rationalisation to reduce costs.
meetings on native title as they had no associated changes. Upgrading to the latest 2020B
GIS capability. Supporting staff working at home during TechnologyOne software with
New email security system providing COVID-19. new features and bug fixes.
improved filtering and security training Completing the Microsoft Teams internal Online aerial imagery update
when opening emailed links. rollout. into online mapping.
Online mapping provided for the climate Branch and risk plan updates and staff
change adaptation plan, biodiversity and performance appraisals.
fire management.
Added photos of flora to the online tour
of the Botanic Gardens.
Upgraded the Noosa Lock and Weir
system improving cybersecurity and
support including outage alerting.
New recruitment system with improved
recordkeeping.
Page 34 of 100
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Procurement
Business as Usual activities Ongoing assistance in Provide ongoing procurement support across Prepare for significant
coordinating/advising on development, Council. (continued) tender activity from
publication and evaluation of Tenders – 2020/21 capital program and associated across Council.
including facilitating moderation tenders/procurement processes. Commence development on e-
sessions where required. Branch and risk plan updates and staff Probity process within T1.
Departmental Purchasing Officers performance appraisals. Continue to manage
network monthly meetings continue. Continued additional support for Grant combination of remote/office
Support for Invitation to Quote (<$200K) Funded procurements. based working during COViD-
Grant Funded projects. 19.
COVID recovery plan implemented for
team with rotations into the office
continuing.
Fleet
Business as Usual activities GPS quotation issued and under Continue to provide ongoing support across Further evaluation GPS system
evaluation. Council during COVID-19. in vehicles and plant.
Monthly Fleet Advisory group meetings Finalise GPS system procurement. Ongoing maintenance and
continue to discuss and manage all fleet New Fleet Coordinator induction and process repairs for fleet and small plant.
matters. training undertaken. Schedule remainder of fleet
Continue to purchase and supply Schedule remainder of fleet capital capital replacement program for
COVID PPE products. replacement program for delivery in 2020/21. delivery in 2020/21.
Recruitment process for new Fleet Branch and risk plan updates and staff
Coordinator completed. performance appraisals.
Property
Business as Usual activities Work Health and Safety Hazard North Shore Campground – finalisation of North Shore Campground –
Inspections completed for Lifeguard tender documents for new management publicly advertise tender for
towers and holiday parks. services agreement. new management services
Various high use permit & temporary Noosa River Holiday Park – preparation of agreement.
event applications decided. procurement documentation for installation of Noosa River Holiday Park –
Branch and risk plan updates and staff site powerheads & metering software advertise quote for installation
performance appraisals. Progress capital works projects & operational of site powerheads and
Executed community tenure maintenance on community properties for metering software
agreements: 2020/21. Ongoing assessment of
o Tewantin RSL Park Weather Continue to work with holiday park managers applications and permits for use
Station to manage COVID-19 pandemic impacts. of Council owned or managed
Developing application guidelines to assist land.
event organisers to lodge event applications.
Page 35 of 100
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Revenue Services
Business as Usual activities Undertake pre-levy pensioner Continue review of waste charges, including Issue of January 2021 rate levy
verification. impact of new customer request system. Complete main pensioner claim
Perform test rate run for January 2021 Processing of agency payments and direct for January to June rating
levy. debit payments. period.
Complete State and Rural Fire Returns Processing of property transfers and new Continue work with waste
as at end of December. plans. department to ensure accuracy
of waste service levels.
Provide timely responses to
customer queries re current rate
notices.
Page 36 of 100
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Nil.
Finance
Current business as usual activities and projects of the department are funded within the current
adopted budget.
Risks & Opportunities
Periodic reporting of departmental performance allows Council to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities X ICT
Libraries & Galleries X Procurement & Fleet
Local Laws X Property
Waste & Environmental Health X Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 37 of 100
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
7 CAPITAL PROGRAM DELIVERY STATUS - FEBRUARY 2021
DOCUMENT INFORM AT ION
Author A/Asset Planning Manager, Alex Neville
Infrastructure Services Department
Index ECM/ Subject/ 2020-2021 Annual Capital Works Program
Attachments 1. Capital Projects Delivery Status – 27 January 2021
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Asset Planning Manager to the Services &
Organisation Committee Meeting dated 9 February 2021 providing an update on the status of the
2020/2021 Capital Works Program to 27 January 2021 and note the progress of the $4.6m of
COVID recovery funding projects and maintenance activities.
REPORT
The purpose of this report is to inform Council of the overall status and associated activities of
the Capital Works Program to 27 January 2021. The report provides an opportunity to highlight
and discuss projects within the program and confirm the delivery status of projects delivered
throughout the 2020/2021 financial year.
1. Completed Projects
A number of projects were completed during the second quarter. These include but are not
limited to the following:
Eenie Creek Road Pedestrian Bridge – Repair and repainting of steel bridge;
Noosaville Munna Point Amenities – New floor tiles, new toilet cubicles and repainting;
Noosa Rugby Union Club – New roof sheeting and skylights;
Noosa Softball Fence - New batting diamond fence and dugout fences (Image 1 below).
Image 1: Noosa Soft Ball Fence
In addition to the projects outlined above, delivery of the 2020/2021 road reseal program of
approximately $3.8m is now complete. Maple Street, Emerald Street and Mary River Road in
Cooroy represented large scale sealing works completed in the Hinterland. Memorial Avenue,
Tewantin was also completed, complementing the recently completed Hilton Terrace and Ernest
Street roundabout upgrade project.
Page 38 of 100
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Image 2: Maple Street, Cooroy – Road Reseal Works
2. COVID Recovery Funding Program
The $4.6m in COVID stimulus funding has been allocated across a range of projects and
maintenance initiatives in accordance with the funding criteria. Of the total 25 projects, 13 are
well underway or nearing completion, with 6 projects completed to date. All public amenity blocks
identified for works have now been completed.
Expenditure actuals and commitments exceed $1.9m as of 27 January 2021, with the $915,000
Sunrise Beach, Sobraon Street Slope Stabilisation project scheduled to commence in early
February 2021 once the procurement and tender process is complete.
3. Works in Progress
Planning and procurement of large scale projects has been a focus during the second quarter.
The following listed projects have recently reached milestones to be acknowledged:
Rufous Street – Tender has been awarded;
Noosa Hinterland Priority Playground – Development application was approved by Council
27 January 2021;
Tewantin Netball Courts Upgrade – Concrete slab has been poured, finished court surface
and linemarking to be completed in February 2021.
Image 3: Tewantin Netball Courts Upgrade
Page 39 of 100
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Nil.
Finance
The current capital delivery expenditure to 27 January 2021 is $12.33m, or 35% of the $35.4m
capital program. The delivery and completion of projects continues across the program with
ongoing recruitment of staffing resources to be finalised in the coming months to support the
design and delivery phases of the projects.
The following table and the graph shows a breakdown of expenditure as at 27 January 2021.
Capital Works Program Amount
YTD Actual Expenditure $12,328,169
Committed Expenditure $3,912,568
Remaining Capital Expenditure $19,151,590
Full Year Budgeted Expenditure $35,392,327
Risks & Opportunities
The November 2020 Capital Program Delivery Status Report identified that risk surrounding the
delivery of the Capital Program was resultant of resignations and resourcing constraints within
the Design and Delivery team. This risk will remain until these positions are filled.
The recruitment process for replacement and additional staff is currently in progress with
interviews of applicants undertaken in early January and the recent appointment of the Delivery
Coordinator who commenced on 27 January 2021. Additional appointments will continue over
coming weeks and throughout February to fill vacant project positions. As required, projects have
been re-profiled and adjusted through the budget review process to accommodate the current
resourcing impacts.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Project delivery staff within the Infrastructure Services Department were consulted in the
preparation of this report.
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 40 of 100
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Attachment 1
Page 41 of 100
Capital Program Delivery Status - Att 1. Capital Schedule Attach m ent 1
NOOSA COUNCIL Capital Schedule
ay, = ~ .
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
500812 500812 500812 - Orealla Crescent Overpass Refurbishment - BRP 2,961,918 2,750,332 2,750,332 2,750,332 2,570,902 74,[email protected]%
500864 500864 500864 - Tewantin Doonella Bridge Renewal 0 0 50,000 0 9,217 74,[email protected]%
500942 500962 500942 - Cooran Tablelands Road Bridge Renewal - BRP 904,576 795,480 795,480 97,413 83,377 10,[email protected]%
500946 500972 500946 - Kin Kin Wahpunga Lane Bridge Renewal Annual - BRP 1,477,322 1,272,767 1,272,767 33,562 42,113 33,[email protected]%
510057 501056 510057 - Eenie Creek Road Pedestrian Bridge - U&R 0 100,000 100,000 65,552 1,752 85,[email protected]%
510065 501063 510065 - Cooroy Belli Creek Road Bridge Renewal 0 0 35,000 0 3,832 41,[email protected]%
510066 501064 510066 - Noosa Heads Garth Prowd Bridge Renewal 0 oO 50,000 0 4,315 3,[email protected]%
510067 501065 510067 - Black Mountain Lawnville Road Bridge Renewal 0 O 35,000 0 1,162 40,[email protected]%
510070 510033 510070 - Monks Bridge Abutment Renewal 0 oO 90,000 0 0 00 0.00%
510071 510034 510071 - Directional Signage Hilton Tce & Doonella Bridge 0 oO 20,000 0 0 0o 0.00%
Total Bridges 5,343,816 4,918,579 5,198,579 2,946,859 2,716,670 363,343 52.26%
510029 501023 510029 - Noosa Heads Dog Beach SEMP. 300,000 300,000 110,000 49,455 12,182 29,7709 11.07%
510069 510069 510069 - Noosa Waters Revetment Wall 0 0 110,000 0 1,973 0o 1.79%
Total Coastal Canals and Waterways 300,000 300,000 220,000 49,455 14,155 29,770 6.43%
500873 500873 500873 - NAC - LTS AMP Pool Renewal Program 0 13,435 13,435 13,435 13,435 0g 100.00%
500905 500907 500905 - Rufous St - Stage 3 Community House, Car Park & Landscape 1,841,000 4,307,176 4,307,176 376,612 63,010 2,062 @ -1.46%
500906 500908 500906 - Rufous St - Stage 3 Civil Works (Water Main) 0 0 0 0 2,980 0g 0.00%
500925 500940 500925 - Rufous St - Stage 3 Digital Hub Expansion 0 17,827 17,827 9,720 3,487 2,[email protected]%
500926 500941 500926 - Rufous St - Stage 3 Project Management 0 55,343 55,343 43,919 2,433 9,[email protected]%
500931 500952 500931 - Community Facilities Minor Works Brought Forward 0 57,500 57,500 57,500 37,530 08 65.27%
500947 500973 500947 - Noosaville Wallace House Restumping 0 Oo O 0 2,569 2,[email protected]%
510015 510015 510015 - NAC Replacement of Light Pole Fittings 0 59,500 59,500 0 0 08 0.00%
510018 510018 510018 - Pomona School of Arts Hall - Amenities Upgrade - W4Q 309,000 309,000 309,000 25,750 15,508 5,[email protected]%
510023 510023 510023 - Legal and Procurement Advice, Ricon Insolvency 0 0 0 0 258,118 51,[email protected]%
510030 501024 510030 - Shire Electrical Distribution Board Renewals - W4Q 120,000 120,000 120,000 84,000 35,816 71,[email protected]%
510031 501025 510031 - Shire Community Halls and Facilities Renewals - W4Q 250,000 250,000 270,000 205,741 147,639 53,[email protected]%
510032 501026 510032 - Cooroy Lower Mill Site Shed - W4Q 50,000 50,000 50,000 10,000 500 47,7510 1.00%
510033 501027 510033 - Tewantin Sports Complex - Navy Cadets - W4Q 150,000 150,000 150,000 7,571 8,096 2,[email protected]%
510040 501037 510040 - Shine House - Stand Alone Unit Construction - W4Q 250,000 250,000 250,000 49,448 98,039 194,[email protected]%
510041 501038 510041 - Cooroy Butter Factory - Security Fence - W4Q 10,000 10,000 10,000 10,000 8,687 09g 86.87%
510053 501052 510053 - Tinbeerwah Hall Cladding and Roof refurbishment U&R 0 150,000 150,000 395 395 08 0.26%
510056 501055 510056 - New Amenities - United Synergies Community Building - U&R 0 60,000 60,000 1,081 1,081 098 1.80%
510058 501057 510058 - Lifeguard Tower Renewal works - U&R 0 57,000 57,000 33,968 34,339 450 60.24%
510060 501059 510060 - Noosa Triathlon Club clubroom alterations - U&R 0 3,000 3,000 3,000 2,127 08 70.90%
Page 41 of 100Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Page 42 of 100
NOOSA COUNCIL Capital Schedule
mY a {28 ala fa) .
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
510061 501060 510061 - The J Community Centre seating refurbishment - U&R 0 100,000 100,000 54,540 0 08 0.00%
510072 510035 510072 - NAC Switchboard Replacement 0 oO 135,000 0 0 08 0.00%
Total Community Facilities 2,980,000 6,019,781 6,174,781 986,680 609,768 443,936 9.88%
510075 510075 510075 - Environment Land Purchase - Lake Front Rd, Boreen Point 0 oO 0 0 90,000 09 0.00%
Total Environmental Assets, Bushland, Tracks and Trails 0 0 0 0 90,000 0 0.00%
500978 501028 500978 - Shire Gravel Resheeting Annual 410,000 410,000 410,000 354,490 274,490 122,[email protected]%
Total Gravel Road Network 410,000 410,000 410,000 354,490 274,490 122,802 66.95%
500661 500661 500661 - Noosa North Shore Campground Redevelopment 0 oO 0 0 8,370 14,[email protected]%
510049 501048 510049 - Boreen Point Campground Upgrade Works - U&R 0 410,000 410,000 10,000 1,475 4,[email protected]%
Total Holiday Parks 0 410,000 410,000 10,000 9,845 19,099 2.40%
500651 500651 500651 - Noosaville Library, Refurbishment Planning and Design 0 oO 0 0 1,782 [email protected]%
510034 501029 510034 - Cooroy Library Renewal of CCTV Cameras 25,000 25,000 25,000 16,662 16,662 09 66.65%
510035 501030 510035 - Whole of Shire Mobile Library Service Solution 700,000 700,000 700,000 33,333 0 08 0.00%
510052 501051 510052 - Noosa Regional Gallery Foyer & Amenities upgrade U&R 0 200,000 200,000 10,000 9,323 1,[email protected]%
Total Libraries & Galleries 725,000 925,000 925,000 59,995 27,767 1,750 3.00%
500551 500551 500551 - Noosa Hinterland Priority Playground - Planning & Design 700,000 739,554 739,554 167,554 172,057 226,[email protected]%
510036 501031 510036 - Noosaville Pandorea Park Playground Renewal 80,000 80,000 55,000 5,000 1,650 45,[email protected]%
510054 501053 510054 - Renewal of Noosa Waters Seagull Playground - U&R 0 100,000 100,000 5,000 2,471 81,125@ 247%
510055 501054 510055 - Renewal of Lake Macdonald Playground U&R 0 70,000 90,000 5,000 2,065 71,[email protected]%
510059 501058 510059 - Sunshine Beach Skate Park New Shade Structure - U&R 0 150,000 150,000 13,000 3,468 6,[email protected]%
510064 501062 510064 - Noosa Trails Network 0 0 0 0 1,298 08 0.00%
Total Parks & Playgrounds 780,000 1,139,554 1,134,554 195,554 183,009 432,255 16.13%
500622 500636 500622 - Noosa Heads Noosa Parade Road Corridor Upgrade - Design 0 0 0 0 7,365 20,[email protected]%
500888 501039 500888 - Cooroy Maple Street Raised Pedestrian Crossing - LGGSP 347,000 347,000 347,000 10,195 11,420 1,[email protected]%
500903 500906 500903 - Tewantin, Hilton Terrace CNLGGP & Ivory Palms 0 6,568 231,865 6,568 4,381 15,[email protected]%
500919 500923 500919 - Wallace Park Pathway 5&6 - W4Q 119,000 119,000 119,000 119,000 71,978 16,[email protected]%
Page 42 of 100Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Page 43 of 100
al / ™~ T = .
NOOSA COUNCIL Capital Schedule
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
500956 501033 500956 - Shire Pathway Renewal Program Annual - W4Q 332,000 332,000 332,000 160,038 162,789 14,[email protected]%
500967 500994 500967 - Noosaville Sea Eagle Drive & Shire Drive Pathway Upgrades 195,000 358,137 358,137 1,939 5,706 13,[email protected]%
510037 501032 510037 - Noosa Heads Main Beach Boardwalk LED Lighting Renewal 120,000 120,000 120,000 1,016 1,016 49,[email protected]%
510050 501049 510050 - Peregian Beach Boardwalk - U&R 0 230,000 230,000 14,900 2,896 [email protected]%
510051 501050 510051 - Noosa Heads Sunshine Beach Road Pathway Lighting - U&R 0 150,000 150,000 150,000 16 110,[email protected]%
510068 501066 510068 - Cooroora Trail Loop and Trail Hub 0 0 0 0 8,805 3,[email protected]%
Total Pathways & Boardwalks 1,113,000 1,662,705 1,888,002 463,655 276,372 245,071 14.64%
510048 501047 510048 - Public amenities renewal and upgrade works - U&R 0 220,000 220,000 189,634 154,591 08 70.27%
Total Public Amenities 0 220,000 220,000 189,634 154,591 0 70.27%
500957 501021 500957 - Shire Bus Shelter Disabled Compliant Program Annual - PTIAP 250,000 250,000 250,000 29,101 11,074 08 4.43%
Total Public Transport Infrastructure 250,000 250,000 250,000 29,101 11,074 0 4.43%
500959 501035 500959 - Shire Reseal & Rehabilitation Renewal Program Annual 3,091,726 3,091,726 3,091,726 3,091,726 3,110,216 1,304,[email protected]%
510017 510017 510017 - Damaged Guardrail Renewals (Various) 0 25,768 25,768 25,768 2,759 39,[email protected]%
510022 §10022 510022 - Sunrise Beach, Tingira Cres Emergent Slip Repair 0 0 0 0 5,405 7,[email protected]%
510025 510025 510025 - Sunshine Beach, Ross Cres Emergent Slip Repair 0 0 0 0 18,233 08 0.00%
510038 501034 510038 - Shire Sealed Road Network Rehabilitation and Reconstruction 790,000 790,000 790,000 98,750 0 08 0.00%
510047 501045 510047 - Tewantin Bypass Stage 1 0 600,000 600,000 215,937 132,253 116,[email protected]%
Total Sealed Roads Network 3,881,726 4,507,494 4,507,494 3,432,181 3,268,866 1,467,327 72.52%
510063 501061 510063 - Tewantin Netball Courts Upgrade - U&R 0 310,000 310,000 297,330 238,176 84,[email protected]%
Total Sports Ground and Facilities 0 310,000 310,000 297,330 238,176 84,847 76.83%
500916 500920 500916 - Gympie Terrace Stormwater 600,000 600,000 40,000 5,807 5,907 7,[email protected]%
500960 500988 500960 - Shire Bioretention Basin Renewals Program Annual 0 72,190 72,190 13,124 2,113 2,[email protected]%
500972 500999 500972 - Noosaville, Project Ave Stormwater Drainage Easement Upgrade 200,000 237,324 237,324 4,502 14,350 08 6.05%
510039 501036 510039 - Sunrise Beach Sobraon Street Slope Stabilisation - W4Q &LRCI 915,346 915,346 915,346 56,755 63,823 32,[email protected]%
Total Stormwater Drainage 1,715,346 1,824,860 1,264,860 80,188 86,194 41,913 6.81%
500546 500546 500546 - Whole of Shire Forward Planning & Design Program - Construct 500,000 500,000 500,000 186,260 140,929 19,[email protected]%
Page 43 of 100Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Page 44 of 100
NOOSA COUNCIL Capital Schedule
NO / a ‘ i
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
500679 500679 500679 - Tewantin, Hilton Tce & Ernest St Intersection Upgrade Constr 0 1,365,597 1,435,597 1,435,597 1,430,824 1,[email protected]%
500893 500893 500893 - Sunshine Beach Pacific Avenue Pathway, Pedestrian & Drainage 0 24,608 24,608 24,608 9,813 0 39.88%
500973 501000 500973 - Transport Strategy, Walking & Cycling Strategy &CNLG Grant 0 250,496 250,496 165,781 147,209 49,[email protected]%
Total Transport and Infrastructure Management 500,000 2,140,701 2,210,701 1,812,246 1,728,775 71,215 78.20%
500974 501001 500974 - Noosa Heads "The Woods" Bin Storage Enclosure 0 58,457 58,457 5,884 7,212 16,[email protected]%
500976 501003 500976 - Masterplan Landfill SW Controls & Design 0 115,466 115,466 38,781 12,764 11,[email protected]%
510028 §10028 510028 - Illegal Dumping Hotspot 0 59,433 59,433 0 0 08 0.00%
510042 501040 510042 - Noosaville Eumundi Road Landfill Outbound Weighbridge 560,000 560,000 560,000 81,341 17,651 4,[email protected]%
510043 501041 510043 - Noosaville Eumundi Road Landfill Liner, Cell capping design 2,110,000 2,110,000 2,110,000 107,645 114,165 [email protected]%
510044 501042 510044 - Noosaville Eumundi Road Landfill Expansion of Resource Recov 750,000 750,000 750,000 33,458 1,159 08 0.15%
Total Waste Management 3,420,000 3,653,356 3,653,356 267,109 152,951 80,253 4.19%
Other Capital 5,618,000 6,590,000 6,615,000 2,832,402 Pt Le (st) Ele REY
500686 501044 500686 - Shire Bridge Annual Level 3 Inspections Annual 55,000 55,000 55,000 15,000 355 0d 0.65%
500753 500753 500753 - Zero Emissions Noosa Project Implementation 250,000 521,655 521,655 176,056 105,545 205,[email protected]%
500963 500991 500963 - Shire CCTV Drainage Condition Assessment Program Annual 220,000 220,000 220,000 140,000 97,826 33,[email protected]%
500964 500992 500964 - Shire Road Infrastructure Asset Data Mgt & Condition Annual 220,000 340,000 340,000 87,436 97,492 63,[email protected]%
500977 501004 500977 - Asset Management Systems Implementation 200,000 200,000 200,000 74,997 44.627 0o 22.31%
510020 510020 510020 - Noosa Junction Streetscape 0 46,000 46,000 29,000 8,108 4,[email protected]%
510021 510021 510021 - Disaster Recovery - Bushfires 2019 - Coordination & PM 0 0 0 0 61,272 28,[email protected]%
510073 510036 510073 - Bushfire Disaster Recovery Cat C 2020 0 0 135,000 0 146 08 0.11%
Total Asset Management 945,000 1,382,655 1,517,655 522,489 415,371 336,005 27.37%
500518 500518 500518 - Plant and Fleet Replacement Program 895,000 1,344,345 1,234,345 410,149 211,149 090 17.11%
Total Fleet - Plant Replacement 895,000 1,344,345 1,234,345 410,149 211,149 0 17.11%
500542 500542 500542 - Implementation of Cl Anywhere Functionality for TechnologyOn 628,000 713,000 713,000 311,462 314,058 84,[email protected]%
Total Information Technology 628,000 713,000 713,000 311,462 314,058 84,179 44.05%
510045 501043 510045 - QTC Capital Debt Redemption 2,414,000 2,414,000 2,414,000 1,207,000 1,207,000 098 0.00%
Page 44 of 100Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Page 45 of 100
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
NOOSA COUNCIL Capital Schedule
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
Total Other 2,414,000 2,414,000 2,414,000 1,207,000 1,207,000 0 50.00%
Planning Scheme Expansion
500714 500714 500714 - Whole of Shire, Climate Change Adaptation Strategy 210,000 210,000 210,000 81,607 88,912 73,[email protected]%
500716 500716 500716 - Whole of Shire, Project Team Resources for New Planning Sche 366,000 366,000 301,000 203,708 203,562 14,[email protected]%
500890 500890 500890 - Shire Planning Scheme Consultancy 0 0 100,000 54,506 45,408 [email protected]%
500968 500995 500968 - Shire Project Place Spaced Approach - Placemaking Pilot Prog 160,000 160,000 125,000 41,480 8 08 0.01%
Total Planning Scheme Expansion 736,000 736,000 736,000 381,302 337,889 88,804 45.91%
Grand Total 27,036,888 35,282,030 35,392,327 14,006,877 12,328,169 3,912,568 34.83%
Page 45 of 100Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Page 46 of 100
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
NOOSA COUNCIL Capital Schedule
for the period ending 27 January 2021
Report run date: 27-Jan-2021 13:42:15
Capital Works Program
YTD Actual Expenditure $12,328,169
Committed Expenditure $3,912,568
Remaining Capital Expenditure $19,151,590
Full Year Budgeted Expenditure $35,392,327
rg
Page 46 of 100Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
8 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER UPDATE 20-
21
Author A/Director Infrastructure Services, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Subject/ Branch Management/ Infrastructure Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Director Infrastructure Services to the Services &
Organisation Committee Meeting dated 9 February 2021 providing an update on operations of
the Infrastructure Services Department for the period 1 October to 31 December 2021.
REPORT
The adopted organisation structure includes the following branches under the Infrastructure
Services Department and functions within the Director’s Office:
Asset Management;
Buildings and Facilities;
Civil Operations;
Disaster Management;
Infrastructure Planning, Design and Delivery; and
Transport Strategy.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Infrastructure Services Department.
Page 47 of 100
Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
INFRASTRUCTURE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Asset Management
The Noosa Spit Shoreline Erosion The SEMP has been reported to Continue with the planning and It is not expected to receive
Management Plan (SEMP) and the Council and planning and approval approvals for the SEMP. approval to early 2021, therefore no
action plan to prioritise any activities have commenced. further action until approvals have
recommendations arising from the been received from the State
SEMP have been adopted by Council. Government.
Staff are now planning the project
throughout the 2020/21 financial year for
construction to be undertaken in
2021/22 financial year.
Complete Pathways & Boardwalks and The Pathways & Boardwalks AMP The Parks & Playgrounds AMP is Complete the final draft of Parks &
the Parks & Playgrounds Asset endorsed by Council behind schedule and is proposed to Playground AMP for adoption by
Management Plans (AMP) be finalised by the end of financial Council.
year.
Develop a Service/Management Plan for A final draft has been prepared for Finalise the Hastings Street service Have the Service Plan endorsed by
Hastings Street Noosa. comment and once feedback is management plan – Incorporating Hastings Street Association and the
received the document will be lessons learned during the 2020/21 Executive Team.
finalised for endorsement by the Christmas holiday period.
Executive Team.
Asset Data Management program Work Orders successfully migrated A 5-year road reseal program is Undertake condition assessments
into the latest Technology One. currently being developed from the on Pathways within the Technology
Data has been reconciled from the data collected by the road condition One application.
sealed road asset condition survey. survey program. Finalise the Technology One defect
Pilot a work crew with the field dashboard.
application within technology one.
Business as Usual activities Completion of the reseal program Undertake Condition assessments Commence Phase 4 of the buildings
works. on a number of bridges and condition assessments.
structures.
Commence Phase 4 of the buildings
condition assessments.
Eenie Creek Road/Reef Street
roundabout pavement rehabilitation
to be undertaken
Marcus Creek Culvert remediation
project
Page 48 of 100
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Buildings & Facilities
Ensure Council owned and operated Shelter renewal program Grant Funded Projects Shelter Renewal program
assets continue to follow the Noosa look BBQ renewal program BBQ renewal program BBQ renewal program
and feel guidelines Shower renewals Shelter renewal program Shower renewal
Bottle Fill Stations Amenities upgrades Grant Funded Projects
Shower renewal
Management of Council engaged Distribution boards evaluation parts Security Monitoring Contract Ensure all Council contractors have
contractors to maintain levels of service. 1&2 Trade Services Review completed their requests as per
contracts.
Ensure compliance of shire wide assets Test and tag electrical devices Test and tag electrical devices Continue as per scheduled
to meet legislative requirements Back flow prevention Electrical RCD testing maintenance of all compliance and
Fire services Back flow prevention legislative requirements.
Lift maintenance Fire services
Air conditioning maintenance Air conditioning maintenance
Delivery of 90% of the Capital Works Shower Renewals Shelter renewal program Shelter renewal program
Program as approved by the CWE BBQ renewal program BBQ renewal program
Shower renewal Shower renewal
BPCG Tank Replacements Planning for further public amenities
BPCG Amenities Upgrade upgrades
Pomona Hall Amenities Upgrade Distribution board upgrades
Delivery of 100% of the Works for Pony club fence completed Remaining Amenities Upgrades Finalising procurement for grant
Queensland and Unity & Recover grant Toilet upgrades completed United Synergies Refurbishment funded projects.
funded projects Distribution Board Renewals Noosa Dolphins Roof Replacement Commence construction of Youturn
Pomona, Noosa heads, Tewantin Cooran Hall Asbestos Removal and amenities upgrade.
and Kin Kin Re-sheeting
Federal Hall Tinbeerwah Hall Roof Cavity
Kin Kin School of Arts Strengthening and Recladding
Noosa Rugby Club Camphor Laurel New Amenities
Pomona School of arts Further Amenities Upgrades
Pomona Kindy Further distribution board upgrades
Pomona Lions Den Development and quote for Gallery
Pomona Gallery and banana shed amenities upgrade
Ridgewood Hall
Review of systems and services to Pest control contract is working well Ensure all contracts have been Ensure contract service level
maintain a high service level. with precise and accurate reports completed for the financial year agreements are being maintained
being obtained on the condition of
Council assets
Page 49 of 100
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Civil Operations
Undertake a review of Gravel Roads First 3 month hire period of Gympie Finalise external review Implement recommendations of
Maintenance Grading grader completed successfully gravel road maintenance review
External review of gravel road Gympie Council site visit
maintenance practices in progress
Undertake a review of Roads Input into a Road Reserve Re-establish the Roads Review existing documentation
Landscaping levels of service Landscaping Guideline being Landscaping Sub-Group reporting Commence the documentation of
developed by Infrastructure to the Roads Working Group the desired levels of service for
Planning, Design & Delivery Branch landscaping for reporting to the
Roads Working Group.
Establish a Working Group to provide Draft Working Group Charter Finalise Charter and Roadmap Establish Working Group and seek
guidance and governance of the developed endorsement of the Charter and
implementation of the Civil Operations Draft Project Roadmap developed Roadmap
Review
Review Branch Workforce Plan in Initial review by People and Culture Review the Branch Workforce Plan Commence implementation of
conjunction with People and Culture Advisor taking into account the Service revised Branch Workforce Plan
Branch Review results
Finalising the policy/process for planting Presentation delivered to the Finalise proposed policy and Conduct Councillor Workshop on
in and managing structures in the road Executive Team guideline incorporating Executive proposed policy and guideline
reserve to reduce risk and complaints team input and legal advice
Develop a 5 year plan for the Noosa Initial meeting in December with Finalise Friends of the Noosa Commence development of the plan
Botanic Gardens in consultation with the Friends of the Noosa Botanic Botanic Gardens work program and and reference document
Friends to guide annual work programs Gardens Executive members to initiatives for 21-22.
and project activities in the Gardens. discuss their proposed work Review content of onsite tours with
Compile a reference document on the program and initiatives for 21-22 Friends of the Noosa Botanic
Noosa Botanic Gardens in collaboration Gardens
with the Friends. This will be the basis of
the content and information presented
on the onsite tours.
Delivery of 90% of Capital Works Pacific Avenue, Sunshine Beach Myall St Cooroy Pathway Renewal Osprey Avenue, Peregian Beach
Program as approved by CWE Pathway Renewal Station Street Pomona Pathway Pathway Renewal
St Andrews Drive, Tewantin Renewal
Pathway Renewal Claude Batten Drive, Noosa heads
Gravel Resheeting Program 100% Pathway renewal
complete Noosa Parade, Noosa Heads
Pathway Renewal
Establish a new contract arrangement Tender documentation completed Advertise tender, evaluate Engage successful Contractor
for slashing of rural roadside submissions and report to Council
vegetation
Page 50 of 100
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Disaster Management
Governance Annual review of Noosa LDMP Amend current DM Plan to reflect Review and develop revised main
Review of Disaster Management Plans Engaged with 4 community groups changes to LDC & LDMG Chair. DM Plan.
regarding the implementation of Develop & implement Community DM Review and amendment of DM Sub-
region specific DM plans. Plans. Plans as required.
Completion of the QERMF risk Specific policies written to ensure
assessment to be undertaken to more robust procedures in place.
inform review of DM Plan. Continuous improvement
Preparation for coming fire season.
Capability Media day held on 1.12.20 to Recruitment and training for LDCC Looking for opportunities for
Strengthen and increase the Disaster promote: positions continues. improvement & utilisation of Bush fire
Management capability, including o New look Disaster Dashboard Investigating initiatives for Bushfire funding.
training and conducting exercises. o New Emergency Action Guide Funding Staff training to create in-house
o New Opt-in notification system Working with QFES Communities expertise in mapping for flood
Training exercise with LDCC Intel and Team to develop and implement forecasting
Planning Team 22.01.2021. recovery and resilience programs Continuous improvement
FCC staff trained in FCC management Continuing refinement of flood
&Guardian system. forecasting software
Purchased new shipping container Developing procedures for LDCC.
and stocked with appropriate Reviewing and finalising LDCC
Evacuation Centre Bedding position duty statements
Audit of evacuation centres and
neighbourhood safer places
Legislative Compliance Review Get Ready QRA acquittal completed. Review of emerging legislation. Implementation of new IGEM
Monitor, develop and maintain DRFA Compliance framework
compliance levels in accordance with Annual review of DM Plan.
Local, State and Commonwealth Audit staff training in compliance with
requirements. Qld Disaster Management Training
Framework to ensure compliance.
Engagement & Collaboration Get Ready Campaign held for Qld Get Continue building relationships with Continual building of relationships
Build and maintain internal and external Ready Week 2020. key local, state and Federal agency through collaborative approaches.
partnerships/ networks to strengthen the Disaster Dashboard changes colleagues. Look at joint stakeholder exercise for
Noosa Shire community resilience. including Opt-in notifications launched Identify opportunities for engagement 2021.
in Dec 2020 via media event day. in multi-agency DM activities.
LDMG meetings, discussion exercises Continue building relationships with
& co-delivery of workshops maintain local community groups.
both internal & external stakeholders Preparation for February LDMG.
relationships.
Page 51 of 100
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Infrastructure Planning, Design & Delivery
Noosa Design Principles consideration Planning for the Noosa Drive Planning for the Noosa Drive Continue working on planning for
across departmental strategic planning pathway upgrade and Noosa pathway upgrade in conjunction with Noosa Drive and Hasting Street
of the Hastings Street Precinct and Junction Streetscape upgrade the HPR cycle planning project. precinct upgrades.
future place making projects. continues to progress. TMR cycle grant is being prepared Continue working on planning for
Place Design has prepared a draft for the Noosa Drive pathway Noosa Junction Streetscape
Noosa Junction streetscape survey upgrade (Design). upgrade subject to budget and
& consultation package for the Working with the Noosa Junction resourcing.
Noosa Junction Association. Association and Place Design on Continue working with Coles on
Concept review completed for Coles Noosa Junction streetscape. redevelopment of the Bowls club
redevelopment of the Bowls club Working with Coles on site.
site. redevelopment of Bowls club site.
Cooroy Hinterland Playground ECI process completed Tender report for awarding of Award contract for Cooroy Maple
designed and constructed. Final DA RFI concluded construct contract to council. Street carpark and pedestrian safety
Successful presentation to Noosa Assessment underway for Cooroy improvements.
parks association Maple Street carpark & pedestrian Seek additional funding
safety improvement tender. opportunities from Federal grants.
DA approval with conditions.
Stage 2 – DA and Planning of Future Budget allocated from Transport levy Commence Initiation Phase. Commence for Planning Future
Transit Facility at Shire Business Centre. for land purchase. Transit Facility at Shire Business
Centre.
Walking and Cycling Strategy Received HPR draft final report and Finalise HPR final report & concept Present final Walking & Cycling
concept plans. plans with TMR and close grant. Strategy to Council for approval.
Held 2 Walking and Cycling Strategy Present Walking and Cycling Commence public consultation
reference group meetings. Strategy to Council for approval. Walking and Cycling strategy
Received draft Walking and Cycling Close out community engagement Commence public consultation
Strategy. for Noosa Parade upgrade design. Walking and Cycling strategy.
Confirmation of grant funding for Establish service relocation
construction of Noosa Parade requirements with Noosa parade
upgrade. public utility providers.
Noosa Hinterland Recreation Trails 3 Noosa Hinterland Trails Road Feasibility study for Stage 1 trail Establish on going operational cost.
show sessions held. grant project. Complete detailed trail auditing.
Project team appointed. Develop a community engagement
Budget allocated for Noosa Trails plan.
Master planning. Confirm the masterplans position
PMP continued development and within Councils Policy Hierarchy.
project governance. Native Title assessment scheduled.
Early stakeholder engagement.
Page 52 of 100
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Develop streetscape policy in Working with the Noosa Junction Awaiting commencement of place Work with place making section to
conjunction with the Place making team Association to develop scope and making section within strategic develop a streetscape policy.
to outline funding options with the local concepts for a Streetscape upgrade. planning. Adopt place making section
business community. Working with the Noosa Junction Awaiting stakeholder consultation streetscape policy.
Association to develop levy model for engagement to be completed by the
Noosa Junction Streetscape upgrade. Noosa Junction Association.
Tewantin Bypass Stage 1 - Design / Commence design of the Cooroy Review construction funding Complete detailed design process
Construction and long term Coordination Noosa Road and Beckman’s Road agreement & develop the delivery including detailed estimates and
with DTMR re Tewantin Bypass and intersection upgrade. methodology. contract documents.
Cooroy Intersection upgrades. Construction funding allocation Complete 50% detail design drawings Finalise relocation requirements with
through QTRIP. and tender documents. public utility providers.
Early planning and review of project Resource requirements approved. Master Planning for major Identify stakeholders and establish
briefs for projects in Capital Works Identification of Grant funded major infrastructure projects next 5 years. planning working group.
Program 21/22. Replanning of 5 year projects, future resource impacts for 3 year look ahead for major Understand IPDD requirements for
Capital Works Program and establish design, delivery and consultation infrastructure planning to identify PLM (Planning Lifecycle
Planning Working Group Objectives. requirements. conflicts and opportunities. Management) rollout by Asset team.
New project briefs format reviewed Community consultation early
and published with Asset team. requirements.
Seek agreement for Native
Title/Cultural Heritage action plan.
Early risk identification and engagement Quarterly risk reporting continues to Continue to develop to report Continuous improvement activities.
with working groups. be provided to PCG & CWE each qtr. Quarterly risk to PCG and CWE. Through various working groups;
Smart sheet tool continues to be delivery, design, roads & bridges,
refined for reporting high level ensure consistent message related to
corporate reporting of Project Risk to project risk & early identification &
PCG & CWE. regular re-evaluation.
Transport Strategy
Plan the implementation of the key Development of a Peak period Traffic Schools program – ongoing; Priority Transport Lane - awaiting
transport strategies in the Noosa Management Plan for the 2020/2021 Car Parking Management including commencement of Noosa Parade
Transport Strategy 2017-2027. Christmas Holidays that considers refinement of traffic control systems construction; Noosa Drive Walking &
Covid19. during peak holidays. Cycling pathway concept planning as
Schools Programs introduced into Collaboration on the Walking and part of High Priority Corridor analysis
Noosaville Primary & Secondary Cycling Strategy projects. nearing completion.
Schools. Ongoing Development of cycling Evaluate results from 2020/2021
Trial promotion & subsidy of Noosa features as part of Go Noosa App. Peak Period Traffic Management
Ferry as mode of transport between Preparation for 2021 Easter Holidays plan taking COVID into consideration.
Tewantin & Noosa Heads to alleviate Go Noosa program. Investigate paid parking
Free Buses during Peak Holidays. Noosa Junction parking demand
analysis.
Page 53 of 100
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Trial key transport strategy initiatives. Working Group established with Collaborative approach with Ongoing collaboration and
Develop a memorandum of TransLink TransLink MOU on negotiation with TransLink to
understanding with TransLink and other TransLink advised that MOU due to o Investigate potential Bus Depot develop Noosa Style electric bus
key stakeholders. be provided to Council October sites, Noosa Heads multimodal proposal
2020. interchange Negotiation with Translink to
o Scope Public transport progress MOU.
improvements Investigate Demand Response
Transport models to Kin Kin
Investigate option for Free Weekend
Buses
Investigate bus to Noosa National
Park and Noosa Spit as part of Go
Noosa program.
Review public transport network
improvement opportunities
Business as Usual Activities Noosa Drive walking and cycling Collaborative approach delivery Develop Project Charter and agree
pathway concept planning nearing team Walking/Cycling project and scope of options analysis.
completion. High Priority Corridor Study team on Report to PCG for approval to enter
Negotiation with TransLink for design outputs. into funding agreement with
funding into options analysis and Ongoing negotiations with TransLink for Noosa Drive precinct
business case for upgrade of Noosa TransLink on process and funding planning (2021/22 Financial year)
head bus stop into a multimodal for Noosa Heads Multimodal Commence early stage targeted
stop. Transport interchange. stakeholder consultation and
options analysis
Page 54 of 100
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development X Civil Operations
People and Culture Environmental Services X Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 55 of 100
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
9 COMMUNITY SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2020-2021
Author: Director Community Services, Kerri Contini
Community Services Department
Index: ECM/ Subject/ Branch Manager/ Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services & Organisation
Committee meeting dated 9 February 2020 providing an update on the operations of the
Community Services Department for the period 1 October 2020 to 31 December 2020.
REPORT
The adopted organisation structure includes the following branches under the Community
Services Department:
Director’s Office;
Community Development and Community Grants;
Community Facilities (Including Noosa Community Support, The J, Bicentennial
Community Centre, Noosa Aquatic Centre and Noosa Leisure Centre);
Libraries and Galleries;
Local Laws: and
Waste, Environmental Health and Cemeteries.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Community Services Department for the period 1 October 2020 to 31 December
2020.
Page 56 of 100
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
COMMUNITY SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
DIRECTOR’S OFFICE
Rufous St Precinct Development Tender process completed for the new Council to consider tender outcome and Commence construction
Peregian Beach Community House and contract to be awarded Complete concept plans for
Greenspace Finalise project construction schedule FireTech Lab
Extension on BBRF grant timeframe Review design of conversion of existing Finalise resolution of outstanding
requested and granted Community House to extension of Digital Ri-Con claims
Digital Hub awarded $1.9M QRA grant to Hub in consideration of FireTech grant
establish FireTech Lab in old community
house
COMMUNITY DEVELOPMENT
Social Strategy Implementation Delivered key initiatives: Mayor’s Ongoing support to social service Progress Cooroy gymnastics hall
Christmas Appeal; Ageing Well Noosa agencies and emergency relief services, and soccer/cricket clubhouse
program; 16 Days of Activism saying No including weekly meal delivery. redevelopment project - commence
to Domestic & Family Violence and Supporting scaling up of Social Services boundary realignment.
Hinterland Social Sports Program. HUB including advocating for Housing and Investigate youth “Passion
Provided support for community activities: Centerlink outreach to resume. Mentoring” program in partnership
Santa’s Classy Helpers, National Continue to investigate opportunities for with Digital Hub
Homelessness Day; mental health proposed Tiny Houses for youth Investigate insurance bulk buy
workshop transitional housing. options for Halls & Community
Facilitated local networking events: Halls Ongoing participation in Place-Based Centres.
& Community Centres Meet Up; Sunshine Response to Homelessness Work with QShelter to host Squalor
Coast Northern Network. Ongoing promotion & maximising and Hoarding training.
Facilitated strategic planning process for attendance at Ageing Well Noosa classes Engage Sunny Kids to undertake
Pomona Men’s Shed. Progress detailed design of the Noosa research and position paper
Participated in key partnership programs: District Sports Complex internal road. identifying gaps in family support
USC research on the response to rough Seek funding for construction. services in Noosa Shire.
sleepers during the COVID-19 Partner with Sunshine Coast Creative
pandemic; Healthy Ageing Partnership Alliance on Connector program
(HAP); Youth Connect Network Work with stakeholders to re-establish the
Continued to progress Noosa District Weekly Community Dinner at Tewantin.
Sports complex masterplan Commence concept designs for the
implementation: detailed design for stage Cooroy gymnastics hall and soccer/cricket
1 civil works & stakeholder consultation to clubhouse redevelopment project
develop the ReGen Wellbeing Hub model.
Completed audit of school sporting
infrastructure for community use.
Page 57 of 100
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Council Community Grants Program Assessed RADF grant applications. Prepare Round 15 Community & Process all Water Rebate claims
including RADF Report to Council January 2021 Environment Projects and RADF Program (direct billed Not for Profits).
Inducted new volunteers into the RADF - Grant Rounds to open 3 March 2021 Start planning 2021-22 RADF
committee and close 14 April 2021 funding application in preparation
Supported organisations who receive the for April application to Arts Qld
Festive Season community grants with
their events
Disaster Recovery Coordinated and delivered a 1-year Ongoing Bushfire and Covid-19 Recovery Develop further events and
bushfire anniversary event at Cooroibah, support activities that build community
Northshore and Peregian Plan and coordinate further Mental Health resilience and help prepare for
Coordinated and delivered Bushfire Risk First Aid training disaster events
Management Workshop in partnership Coordinate specific Mental Health training In partnership with Council’s
with emergency agencies and QLD Fire in partnership with SCHHS (Mental Health Disaster Management Officer,
Biodiversity Consortium for Noosa North Unit) specific to staff that work in disaster develop Disaster Management
Shore/Teewah residents. recovery Plans in areas wanting and
Developed and launched the Noosa Reinvigorate the Aged Care Retirement interested in having specific plan
specific Emergency Action guide. Sector reference group regarding disaster e.g. Boreen Point, Pomona,
Organised and delivered Mental Health preparedness and resilience Cooran
First Aid Training. Work with priority community groups in Continue to deliver on the
Continued to activate the Connecting disaster preparedness/resilience I.e. community recovery plan.
Noosa program, providing free activities Pomona Community House, Kin Kin Rural
that assist recovery from bushfires and Fire Brigade/Residents Association/Lake
COVID 19 Cootharaba Residents Assoc/Sailing
Worked with Guardian to create an opt-in Club.
feature for the Disaster Dashboard that Negotiate introduction of new activities in
alerts residents of hazards and Connecting Noosa Program for 2021
emergencies locally
Volunteer Initiatives Provided support and assistance to Continue to provide up to date information Continue to prepare and deliver
community organisations in relation to and support as well as managing a the 2020/21 Workshop and Event
COVID restrictions & return to operations response to community organisations & calendar for volunteers including
Delivered annual International Volunteers volunteers regarding their needs during workshops on Event
Day at Noosaville Lions Park – approx. COVID-19 Management, Conflict resolution,
165 volunteers attended. Continue working & collaborate with local Volunteer Recruitment and
Supported & encouraged local sporting community organisations to ensure food Retention and workshops that
organisations apply for Active Restart supply for vulnerable persons is available build resilience for Not for Profits
Infrastructure Recovery Fund Grants (Qld Finalise EOI process for Strategic and volunteers
Gov). 22 sporting organisations successful Planning assistance to not for profits that
for a total of $174,394 awarded to Noosa comes in the form of a ten-hour face to
based clubs. face workshop/s.
Page 58 of 100
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual Activities Work with Planning and Property teams Supporting not for profit community Live and local music
and relevant Clubs to resolve issues with organisations with new or upgraded support/development program in
the Teewah Airstrip infrastructure projects partnership with Live Music Office
Delivered the Connecting Noosa Xmas Provide not for profit community groups and Creative Arts Alliance along
Convoy (4 days across the Noosa Shire) with advice to assist their operations with the delivery of the Grow Your
in partnership with HOT FM, Cricks and Participate in co-ordinated Council Arts programs
Emergency Services response to series of issues in Kin Kin
Supported services (Police, Ambulance, Continue to work with Building and
Red Frogs, Tourism Noosa) for Schoolies Facilities and Property to deliver Works
week and New Year’s Eve for Qld and Unite and Recover
Coordinated Councillor’s tour of infrastructure projects
Community facilities over 2 days.
COMMUNITY FACILITIES
Noosa Leisure Centre – Financial The net result to YTD budget was a Continue to closely monitor & minimise Continue to closely monitor and
Performance positive variance of $173,594 but this will financial impacts from COVID-19 minimise financial impacts from
likely reduce throughout the year as the Complete preparation of 20/21 draft COVID-19
budget is re-evaluated in upcoming budget
reviews. Undertake budget review
Noosa Leisure Centre - General Continued to increase operations as Focus on rebuilding patronage as much Continue to minimise the impacts
COVID-19 restrictions further eased & as possible under COVID safe operating and risks of COVID-19 for staff
continued to assist key user groups to environment. and patrons.
help get back up & running at NLC. Continue to work with user groups to Continue to rebuild patronage
Completed planned maintenance projects ensure continued compliance with and revenue.
including upgrade to volleyball posts and relevant industry COVID Safe Plans. Ongoing monitoring of COVID-19
recoating of the stadium floor. Ongoing monitoring of COVID-19 landscape and adjustment of
Marketing campaign launched to landscape and adjustment of operations operations if required.
reengage with patrons and encourage a if required. Upgrade of current Centre
return to NLC activities. Work with Community Facilities Advisor Management software.
First annual Pickleball Tournament held in on review of current centre management Upgrade of ageing and faulty
October, in line with World Pickleball Day. software. stadium scoreboards.
Group Fitness and Sports Program Review of Group Fitness and Ball Sports Schedule remaining annual
attendances up 2.5% compared to same Program offering for Q3. maintenance required.
period last year.
Noosa Aquatic Centre – Financial The net result to YTD budget was a Continue to closely monitor & minimise Continue to closely monitor and
Performance positive variance of $593,609 but this will financial impacts from COVID-19 minimise financial impacts from
likely reduce throughout the year as the Review & develop draft 21/22 budget COVID-19
budget is re-evaluated in upcoming
reviews.
Page 59 of 100
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Aquatic Centre – General Adherence to State Government Appoint successful Cleaning Contractor Continue to minimise the impacts
approved COVID Plan for Aquatic following ITQ process. and risks of COVID-19 to staff
Facilities. Release to tender NAC Café operation and patrons while maximising the
Welcomed back all key user groups to under ITT process. financial performance of the
the NAC Continue to focus on rebuilding centre
Patronage down by less than 2% on patronage as much as possible under Review success of revised Junior
Quarter 2 2019/20. new COVID safe operating environment Squad Program and determine
Delivered a modified in-house junior Continue to market to and communicate future direction
squad coaching program following with users to encourage regular Tender capital works projects
voluntary departure of the previous utilisation of the NAC’s services. including new light pole fittings
coaching contractors and replacement of the centre’s
Completed rectification works required main switchboard
to decking area replaced during the Commence work on the Centre’s
maintenance shutdown in 2019. masterplan and Learn to Swim
program strategy.
The J & BCC – Financial The net result to YTD budget was a Continue to closely monitor and Continue to closely monitor and
Performance positive variance of $101,136 minimise financial impacts from COVID- minimise financial impacts from
19 COVID-19
Prepare Draft 2021/22 budget Finalise 2021/22 budget
The J & BCC – General Minimal although steady increase in Continue to closely monitor COVID-19 Monitor ongoing COVID-19
activity as COVID restrictions eased. operating restrictions. restrictions and continue to safely
Ongoing liaison with clients and Further review and liaise with promoters maximise opportunities for the
promotors, working through the existing to maximise activity within the COVID facility to increase operations
COVID restrictions for future events. restrictions at given times. where possible.
Continued transitioning the ticketing Further review LED lighting options for Review The J’s performance
system from SABO to TicketSearch: a upper and lower foyers, upper deck and against previous business plan
major piece of work for the team. ramp areas and develop a new one for the
Ongoing staffing assistance provided to Complete back-office processes to next 5 years
local not-for-profits and agencies to finalise transition of ticketing system. Complete ITQ process for theatre
ensure critical services could continue Re-establishing staffing levels to pre seating refurbishment sand
to be delivered to those most in need COVID engage contractor
within our community Plan for increased operations through
Q3/4
Noosa Community Support – YTD revenue was up $8,010 against Continue to closely monitor financial Continue to closely monitor
Financial Performance budget at the end of Q2 while YTD and funding body KPI (output financial and funding body KPI
expenditure was under budget by achievement) performance, particularly (output achievement)
$74,961 as a result of lower program considering COVID-19 disruption. performance, particularly
expenses due to pared back service considering COVID-19 disruption.
delivery.
Page 60 of 100
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Community Support – Social support groups recommenced Continue to review operations to ensure Continue to review operations to
General albeit with restricted numbers. compliance with COVID-19 restrictions ensure compliance with COVID-
Introduced social coffee morning groups and meeting of funding body obligations 19 restrictions and meeting of
and partnered with local retirement Telephone support and welfare checks funding body obligations
villages to engage new clients. will continue for clients who choose to Work closely with Community
Ageing Well Noosa program expanded in remain isolated Development to introduce more
Cooroy, Cooran, Pomona, Peregian Continue expanding and enhancing wellness and re-ablement
Beach and the Leisure Centre. coffee morning groups. programs in the hinterland (aqua
Implemented new service delivery model Introduction of dementia specific aerobics).
focussing on supporting carers and their activities e.g. dementia friendly coffee Upgrade storeroom to a ‘Quiet
loved ones. mornings in partnership with Dementia Room’ to introduce a carers
Finalised funding for eligible clients under Australia, Community Development and counselling service in conjunction
the State Seniors & Accessibility Carramar. with Carers Qld.
Assistance Program. Subsequently Recommence garden therapy, Commence collaboration with
facilitated program works for clients. workshop and dance and movement at Noosa Library on their Seed
Long-standing roof leakage issues have the Centre. Program.
been addressed and fixed.
LIBRARIES & GALLERIES
LIBRARIES Completed community consultation on Finalise proposed model and submit Commence procurement of
Mobile Library Service Replacement draft replacement model. Council report for endorsement. capital elements of replacement
Plan Finalise project schedule model.
Key stakeholder meetings to
confirm library kiosk locations
Plan and deliver a range of engaging Finalised project planning of State Library Launch State Library of Queensland’s Commence volunteer-based
public library programs which support of Queensland's Strategic Priorities grant Strategic Priorities grant – Noosa Seed programs and services e.g. Home
reading, learning and literacy – Noosa Seed Library Library program. Library selections, Adult Literacy
(including digital literacy) Return of Covid-safe, face-to-face early Continue to deliver grant-funded and Local Studies.
literacy programs and new suite of Tech programs: Engaging Science Tech
Help and Makerspace workshops. Savvy Seniors & First Five Forever -
Delivered Engaging Science grant under Covid-19 safe variations
program – Drone workshops as part of Plan Easter School Holiday program
Summer School Holiday program. Prepare for return of volunteer-based
programs and services
Deliver capital works and facilities Generator Connection Point installed at Commence Noosa Regional Gallery Progress rectification of identified
projects Cooroy Library (to support Evacuation amenities upgrade. defects on Cooroy Library
Centre operations) Prepare relevant Capital Works Project rooftop.
Butter Factory Arts Centre: The Pottery Briefs for 2021/22 Budget Development.
Studio, external fencing project
completed.
Page 61 of 100
Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
GALLERIES Concluded exhibition program: Ian Development of framework and projects Delivery of Shannon Garson,
Plan and deliver a schedule of Smith, Flesh and Bone; Rowley for Floating Land 2021 Shimmering World
engaging exhibitions and programs Drysdale, Extracts and Beatrice Prost, Installation of Shannon Garson: Delivery of Michelle Hamer, Are
which diversify and grow audiences; Penance and Repentance Shimmering World; Michelle Hamer: Are you having a good night?
and support local arts practices Delivered exhibition program: Elysha you having a good night?; and Yanni Delivery of Yanni Van Zijl,
Rei: (Furusato) patterns from Van Zijl: Casuistry. Casuistry
pilgrimage; Daniel Agdag: Curating engagement content (video, Monitoring exhibition and public
Miscellaneous Assemblies; and Miriam exhibition catalogues, image galleries, programming scheduling and
Innes: New York Rambling. children’s activities) for online delivery delivery relative to changing
Delivered public programs online COVID-19 circumstances
associated with each exhibition and Developing 2021 exhibitions
project Planning for Floating Land 2021
Published extended exhibition pages on Planning for 2022 exhibition
Gallery website for each exhibition program
including exhibition catalogues and
videos.
Noosa Cultural Plan 2018 – 2023 Stakeholder engagement conducted on Continue to analyse options for future Continue to implement 2020/21
Implementation the Pre-feasibility Study for models of how Council delivers cultural Action Plan
new/upgraded Regional Gallery development activities Begin planning for the 'Live and
Research commenced to inform and Launch new Noosa Library Service Local', music recovery project – a
develop draft Public Arts Policy website collaborative project with Creative
Finalise pre-feasibility study for Alliance.
new/upgraded Regional Gallery.
Councillor workshop on Placemaking
project to be held early 2021 to discuss
approach and pilot locations
HERITAGE - Plan and deliver key Contract for Heritage Portal Continue development of Heritage Portal Complete development of
Heritage Levy Initiatives & a range of development awarded and project Commence Reel Stories of Noosa Heritage Portal to go live stage
Heritage projects and programs commenced project Recording of Noosa Notables
Completed Cooroy Butter Factory Finalise and launch Noosa News and interviews
Conservation Management Plan Noosa Advocate digitisation project Progress Reel Stories of Noosa
Local Heritage Register Review and Prepare Council report on draft Plaques project
Citation updates project completed and Memorials Policy Continue to monitor COVID-19
Councillor workshop on proposed Develop Heritage Month program within conditions in context of impacts on
Plaques and Memorials Policy held scope and context of ongoing impacts of proposed 2020/21 projects
Noosa News and Noosa Advocate COVID-19 safe-plans
digitisation project in final Quality
Assurance phase
Page 62 of 100
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Business as Usual activities Total Sept - Dec 2020 Continue to review operations to ensure Continue to review operations to
LIBRARY - compliance with Covid-19 restrictions ensure compliance with Covid-19
o Visitors: 44,505 and meeting of grant- funding body restrictions and meeting of grant-
o Programs: 119 (877 attendees) obligations funding body obligations
o Online programs: 46 Recruitment finalised for several key
o New Members: 1,809 professional roles in the library service:
o Library Loans: 127,997 Noosaville Branch Librarian and
o E-Resources Loans - 31,008 Collections Librarian.
o Telephone enquiries: 2,539 Preparation of draft 2021/2022 Libraries
& Galleries budget and associated
GALLERY -
Council reporting
Visitors: 4,310
Programs: 7 Online public
programs; 12 in-house programs
(138 attendees)
Mailing list subscribers: 1,751
Instagram followers: 9,180
Facebook followers: 2,688
Risk assessments completed for the
return of each new service element, to
ensure Covid-10 government guidelines
are met and safe services are provided.
LOCAL LAWS
Manage Local Law Compliance 980 customer requests Large increase in complaints about Plan the re-commencement of
13 reported dog attacks (7 on People & Illegal Camping Activity has seen a school lectures and introduce
6 on Animals) significant increase in infringements in community group lectures on
20 proactive patrols undertaken this period. Early patrols continuing to responsible pet ownership and
3,187 Local Laws Infringements issued: deal with increase in complaints. safety around animals. (Covid
o 44 Animal infringements Transition from retiring Manager. Restrictions permitting)
o 527 Restricted activity – camping Ensuring all staff remain vigilant and Monitor budget implications from
o 2,616 Parking infringements observant of WH&S requirements for Covid-19
183 Appeals assessed (increase Covid-19 Review operational compliance
reflects financial pressures in Supporting other agencies with inter- processes.
community during current COVID crisis) agency operations e.g. QPS and QPWS Implement necessary Animal
427 new dog registrations Pound improvements
Local Laws Staff heavily involved in Explore use of ATV (all-terrain
Schoolies Operation assisting QPS in vehicle) for beach patrols rather
addressing associated issues. than use of 4WD.
Page 63 of 100
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
WASTE & ENVIRONMENTAL
HEALTH
Waste Management Commenced development of new 20-year Progress Waste Strategy development To work with MRA on potential
Waste Strategy including planning community consultation service delivery methods for the
Official opening of the new ‘Ed Shed” phase. bulk kerbside collection service and
waste education facility at Eumundi Road Implement enhanced illegal dumping report to Council.
RRC surveillance and compliance activities Complete the detailed design phase
Waste officers worked closely with utilising Qld Govt grant. for the construction of the next
collections contractor to ensure effective Waste service levels of key commercial waste cell and expansion of
service delivery during busy summer businesses to be audited as Covid resource recovery area at Eumundi
holiday period. restrictions ease. Road Landfill
Progress construction of 2nd weighbridge Construction of a waste compound
and new gatehouse at Eumundi Road in Noosa Woods that will allow
Landfill & Resource Recovery Centre more effective servicing of public
Landfill gas contractor liaising with place bins in the Hastings Street
Energex on potential for power generation precinct.
at landfill.
Waste Levy Waste Levy fees being paid to State Payment of waste levy revenue on time in To complete the waste budget
Government in accordance with monthly accordance with legislation to avoid process and provide a submission
invoices received. interest penalty payments to the Queensland Government for
Worked with Rates Section on the the annual subsidy payment to
introduction of the $5 increase to the offset the levy for domestic
Waste Levy from January 2021 services.
Memorandum of Understanding Formal MoU process concluded Waste Managers from the three Councils Monitor progress as Moreton Bay
(MOU) with Unitywater, Sunshine Report presented to Council on the MoU will continue to meet to discuss potential RC continue to explore advanced
Coast Regional Council & Moreton in December 2020. opportunities to work collaboratively on waste treatment options.
Bay Regional Council regarding regional advanced waste treatment.
Advanced Waste Treatment
Health Inspection Program Licensed premises inspection program Conduct annual inspection program of Planning for reinspection of
delayed by COVID – 19 workloads licensed premises where possible and industrial premises at risk of
however EHO’s have now completed 95% monitor the ongoing impact of COVID-19 waterways pollution
of the inspections Liaise with Queensland Health, Public Continued integration of Covid safe
Fees and charges for public swimming Health Unit on Covid safe compliance for compliance workload into current
pool approvals complete the Noosa region work structures
Completed transition from paper based Planning to build capacity for an effective Provide technical and specialist
inspection program to electronic multi-agency health response in advice to the community and
inspections via iPads preparedness for a second wave of internal business units on Covid
339 Health requests, 122 Food COVID-19 on the Sunshine Coast safe practices from a public health
inspections, 68 Covid Inspections perspective
Page 64 of 100
Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Vector Control (Mosquitoes) Commenced aerial control of mosquito Continue regular aerial mosquito control Monitor salt marsh breeding
borne diseases in salt marsh areas in salt marsh areas at each peak tide or areas following rainfall and spring
during the heavy wet weather after coinciding with heavy rainfall events tidal activity
Christmas Limited fogging to be implemented Conduct regular aerial treatment
Dry conditions have reduced the need where weather conditions prevent aerial program for the salt marsh
for regular aerial treatment of salt marsh control by helicopter resulting in breeding areas and fogging of
areas that normally start in September massive breeding of mosquitoes and adult mosquitoes with potential to
complaints from residents transmit mosquito borne illness
Ensure the program focuses on disease Work with our communication
transmitting mosquitoes and not staff to improve information to
nuisance pest species that do not public on the treatment program
transmit disease Recent advertising of proposed
treatment resulted in a negative
public response to our program,
despite similar advertising being
conducted prior to each treatment
for many years
Business as Usual activities Continued to oversight COVID–19 Endeavour to implement inspections of Refine the online burial database
requirements for the public and staff to commercial swimming pools for annual released to the public in January
prevent the spread of the pandemic licensing recognising the current 2020 that allows the public to
environment of COVID-19 and the search for burial records online
impact it has caused to the Development of 2020/21 Budget
accommodation industry for both Waste and
Environmental Health including
fees and charges
Page 65 of 100
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Nil
Finance
Despite the disruption of Covid-19, the Community Services Department has completed the first
half of 2020/21 in a strong financial position, being $2.02M favourable to budget year-to-date. As
all operations as function near to business as usual this position may reduce given the need to
undertake additional expenditure.
Revenue was $1.54M favourable due to higher waste revenues of $692K driven by higher rates,
disposal fees and sale of recyclables. Community Facilities revenue was above budget by $784K
mainly due to earlier re-opening of NAC and NLC. Local Laws was $81K above budget due to
higher infringement and SPER revenues.
Expenses were $486K favourable, mainly due to lower employee costs of $324K. Materials and
Services expenses were also below across the department due to operational expenses delayed
through Covid-19.
Risks & Opportunities
The major risks facing the department include:
maintaining adequate health, hygiene and mitigation measures in response to the
coronavirus Covid-19 pandemic;
managing business-as-usual tasks within Covid-19 and bushfire recovery workloads;
managing waste and associated emissions;
responding to funding changes in Noosa Community Support; and
managing transition of key staff close to retirement.
The main opportunities the department is investigating include:
investigating new models of service and operation as a result of Covid-19;
exploring new service models for the Library’s outreach services;
supporting organisations access recovery funding;
diversifying revenue streams; and
recruiting new managers within key roles.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Community Services’ Managers and Coordinators contributed to the preparation of the quarterly
departmental update report
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer X Community Development Financial Services
Executive Support X Community Facilities ICT
X Libraries & Galleries Procurement & Fleet
X Local Laws Property
X Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Infrastructure Services
Development
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 66 of 100
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
10 EXECUTIVE SERVICES DEPARTMENT REPORT - 2ND QUARTER 2020-21
DOCUMENT INFORM AT ION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/Subject/Executive Branch Updates
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 9 February 2021 providing an update on operations of the Executive
Services Department for the period 1 October 2020 to 31 December 2020.
REPORT
The adopted organisation structure includes the following branches under the Executive Services
Department:
Governance;
People and Culture;
Community Engagement; and
Customer Service.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Executive Services Department.
Page 67 of 100
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
EXECUTIVE SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Governance
Support the organisation with integrity Participated in statewide Public Interest Finalisation of draft Organisational Deliver further online training for
related matters Disclosure (PID) Quarterly December Policy on Conflict of Interest. all Council staff on integrity and
Meeting hosted by the QLD Ombudsman. Continue to conduct preliminary governance related training
Completed roll-out of online fraud & investigations into integrity matters. focusing on PIDs.
corruption training for all Council Review and implement 2021 PID Review Council’s Fraud and
employees. Management Program. Corruption Policy.
Delivered governance and integrity training
to Councillors on nine topics throughout
October to December. Presentation slides
also published on Intranet.
Support Council’s Audit and Risk Coordinated and prepared Governance and Prepare reports and information for Commence preparations for
Committee Risk related documents and reports for upcoming Audit and Risk Committee Council’s July Audit & Risk
Council’s Audit and Risk (A&R) Committee Meeting scheduled for March 2021. Committee Meeting.
Meeting of 23 October 2020.
As part of A&R Committee reporting,
completed and delivered Council’s 2019-20
Annual Report.
Director-co-ordination of recruitment
process for new A&R Committee member.
Coordination of Council’s Business Continue implementation of 2019 Audit Monitor and adjust COVID-19 BCP, if Continue implementation of 2019
Continuity Framework recommendations for Business Continuity required. Audit recommendations for
Planning. Note - This has been delayed Business Continuity Planning.
due to limited resources and other Note - This has been delayed
priorities. due to limited resources and
other priorities.
Governance and Risk Management Attended Local Government Risk Forum in Delegations Review Stage 2 Governance Branch Review –
December 2020. underway – Adopt delegations from - Engagement of consultant.
Attended Governance Institute seminar on CEO to employees across Council. - Recruitment of two
accelerating digital transformation to drive Note - this is 95% complete with temporary positions
recovery and growth. Memos to staff scheduled to be issued (Governance Officer &
Attended legal privacy training. shortly. Governance Systems
Attended Local Government Insurance Review Council’s Privacy Policy and Officer).
Disaster training. align with Office of the Information Finalise draft Compliance and
Page 68 of 100
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Attended LGMA Governance Exchange Commissioner (OIC) best practice. Enforcement Policy and present
session. Note - This is 80% complete. to Executive Team for
Attended online 2 day Governance Institute Procurement activities for engaging a endorsement.
National Conference. consultant to conduct Governance Commence Insurance Renewal
Attended first internal Council Enforcement Branch Review. Process for 2021.
Process Working Group and presented Preparing insurance claims quarterly Update of Council’s Internal
Council’s draft Compliance and reporting for Executive Team Litigation Tracker.
Enforcement Policy and sought feedback information. Continue preparing draft Council
from the group. Preparing complaints quarterly Vexatious Complaints Policy.
Continued to provide risk advice to the reporting for Executive Team Note - delayed due to other
COVID-19 taskforce. information. priorities.
Roll out of privacy training refresh for all Development of a project plan to
staff completed October 2020. review how Council manages
Completed Governance Services Review personal information in accordance
Project Plan and presented to Executive with the Information Privacy Act 2009.
Team for endorsement.
Completed 2020 Zurich Insurance Risk
Survey & Audit of 3 Council sites –
Tewantin Building, The J & Bicentennial
Hall.
Undertook Governance Branch strategic
planning session with team.
Business as Usual activities 25 insurance claims received* (increase of Ongoing coordination of progress Continue to process customer
8 from last qtr); *Note – 22 public liability reporting for Council’s Operational operational transactions
claims received - mainly for personal injury Plan and Branch Plans. including: RTIs, complaints
from slip and trips on Council footpaths (10). Continue to network with Local and (various types) and insurance
3 Council Motor vehicle claims received. State groups for best practice and claims.
9 Administrative Action Complaints process improvements. Ongoing coordination of certain
received (increase of 8 from last qtr); Continue to process insurance claims legal cases on behalf of Council.
4 Right to Information (RTI) applications <$15,000 in compensation value.
received (reduction of 1 from last qtr). Participate and contribute to Executive
1 legal case closed – case managed by Services’ Department Strategy.
Director and Governance Advisor. Ongoing coordination of certain legal
Ongoing advice and support to operational cases on behalf of Council.
teams on various matters including risk,
governance and policy advice.
Page 69 of 100
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
People and Culture
Leadership Team Development Promote the progress and purpose of the Session held with Leadership Team in Next leadership session
Program group to teams and the organisation, November 2020. Further identification scheduled for April 2021.
reinforcing the agreed values which have of leadership programs for delivery will Consultation to occur with
been adopted by the group. occur throughout 2020/21. Ongoing broader leadership team to
training provided to staff through the identify needs for the
corporate training program. development of ongoing
framework.
Traineeships ICT and Economic Development trainees Assessing options for trainee and Considering future opportunities
both now commenced. apprentice support through Federal for traineeships through available
Government grants govt. funding being made
available as [part of workforce
planning
Work Health and Safety Managed Workcover claims and supported Continuing to implement the Implementation of the new WHS
employees in suitable duties and return to deliverables from the Workplace Management Plan and training
work programmes. Health & Safety Management System programme.
Development of TAKE5’s to reflect COVID- Plan (April 2020-March 2021) Identify and implement strategies
19 safe work practices. Continuous improvement of the WHS to reduce claims which impact on
Modification of work practices (e.g.: number system and Safety Awareness. workcover premiums.
of passengers in vehicles) to reflect Ongoing management of cases to Continue to roll out the
COVID-19 restrictions. achieve better claim and return to SKYTRUST system.
Complete project plan for the SKYTRUST work outcomes.
pilot (WHS/rehabilitation system). Providing COVID-19 response
services.
SKYTRUST system pilot groups
(Parks and Gardens, Libraries and
Galleries) successfully completed and
implementation across other council
areas commenced.
Co-ordinate 2020/2021 Training Some non-essential training was not Implementation of the 20/21 training Progress essential training with
Programme and Budget completed due to COVID-19 restrictions. programme and review of training COVID-19 restrictions easing.
Online training has been offered where provision/methods given COVID-19
possible. restrictions.
Training limited to
essential/compliance training due to
COVID-19 and financial constraints.
Preparation of the 21/22 training
programme and budget.
Page 70 of 100
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Workforce Planning Reviewed all draft documents in readiness Progression of Workforce Planning Work with Departments to
for progressing workforce planning (identified as a priority within Council’s progress key priority areas and
activities. Operational Plan) scheduled as part of commence operational workforce
2020/21 People & Culture Branch planning.
Plan.
Priority focus for workforce planning
for 2020/21 identified with Executive
Team.
Council’s Drug and Alcohol Policy Random testing put on hold due to COVID- Review of Drug and Alcohol policy to Re-commence testing.
and Procedure 19. incorporate pre-employment medicals.
Employee Relations Review of P&C policies for compliance with Resolution of any emerging workplace Prepare for commencement of
the Qld. Anti-Discrimination Act. issues. enterprise bargaining for the new
Endorsement of updated P&C policies. Certified Agreement.
Employee Wellness Program Development of a wellbeing program to Maintain wellness site with up to date, Continue to identify initiatives for
support the health and wellbeing of relevant information and resources. the wellbeing framework which
employees during the COVID-19 pandemic Implement initial organisational will have a direct impact on
and beyond. wellbeing challenge. employees and increase
participation and engagement
with the Wellness Project.
Resurvey employees to monitor
wellbeing.
Business as Usual activities Provide frontline response services to the Provide response services as part of Continue to provide response
Support the organisation with HRM COVID-19 Taskforce Team including the COVID19 Taskforce Team. services to the COVID19
services incl. payroll, work health and employee relations, wellbeing, deployment Re-commence recruitment for key Taskforce Team.
safety, recruitment, on-boarding and opportunities, implementing working from positions. Assess future work practices,
workplace relations. home arrangements and supporting Finalise implementation of new T1 e- policies and procedures post
employees impacted by the temporary recruitment module in partnership with COVID-19.
closure of Council facilities. ICT. Review Payroll BCP.
Director-preparation of 6 mthly Finalised the recruitment process for Director-Review of work
Establishment Management report to the Payroll Supervisor. arrangements as a result of
Council. Finalise contract for the provision of COVID-19.
Employee Assistance Services.
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Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Community Engagement
Communications and Community Weekly Mayor video continues to generate Working with Corporate Services to Ongoing monitoring to gauge
Engagement Strategy Review incl. good engagement. Now a critical part of the trial new software as part of Your Say effectiveness of weekly Mayor
Review of branch services. Communication and Engagement Strategy. Noosa website which is to be utilised Community Video.
Your Noosa monthly double page spread for the 21/22 Budget consultation. Organise community
in Noosa Today proving popular with Transitioning staff to returning to engagement discussion with
general community. Plan to continue for office-based work two days a week. councillors.
remainder of financial year. Implement Go Noosa publicity and Produce more regular web
Partnered with Community Development to marketing campaign for Dec-Jan sliders for website to change
organize highly popular Connecting Noosa period. regularly.
Christmas Convoy. Strong social media
engagement & well received by community.
Website Management Website now operating effectively. Implement meeting with Web Content Conduct quarterly catch up of
Continuing to provide assistance and authors across council to review first new Website Hierarchy Approval
guidance on web improvements to staff. year of web platform operation. team.
Recorded an average of 68,376 Liaison with Customer Service
unique monthly visitors to Council regarding migration of Ipan with
website between Oct & Dec. corporate website.
Review of current COVID pages and Continue to focus on improving
content, as restrictions ease. website pages content and links.
Three month visitation was 205,129 Ongoing review of content in
unique visitors – slight drop in liaison with Web Authors.
visitation numbers on previous qtr,
likely due to Christmas festivities &
slowdown in council activities.
Positions Vacant and Landfill
Resource Recovery were the most
visited pages.
Social Media Growth continued across 3 key social Plan to continue to develop a content Increase content on Instagram.
media platforms. calendar for social media for Facebook now has scheduling
Linkedin has now passed 5,000 followers, December quarter. tool for Instagram.
resulting in a 13% increase in numbers for Review underway on current video ecorded a 7% increase in
the quarter. editing software to determine whether followers. Aim is to reach 3500
Produced a timelapse video to upgrade required. followers by June 2021.
commemorate completion of Orealla Implement a social media
Crescent Bridge project. community campaign to promote
Facebook followers at 17,382. positivity within Noosa
Instagram followers at 3,277. community.
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Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Corporate E-newsletter promotion Continued to deliver eNews fortnightly Review current software and eNews Look to produce a video to
during the quarter. Number of subscribers provider to ascertain a better option. promote eNews subscriptions to
now at 3249. This is a massive 28% jump use on social media and website.
from previous quarter. Resume to a monthly deliver of
Open rate is quite reasonable and being eNews in January 2021, but may
monitored. continue with fortnightly, if
resourcing is possible.
Redesign of eNews template to
be investigated including a name
change to Your Noosa eNews
Business as Usual activities 18 media releases prepared (as listed on Deliver three Citizenship Ceremonies Continue to promote and
Council’s website) in November. enhance community education of
Produced a Councillor Christmas video for Preparation for Australia Day Emergency Action Guide.
social media. Strong engagement and Citizenship Ceremony to be held at Co-ordinate official opening event
community reaction. the J Noosa. for Orealla Crescent Bridge in
Delivered Get Ready preparation campaign February 2021.
and Connecting Noosa campaigns, Maintain focus on producing
including radio campaign on Hot91 & ZINC. short, quality videos to enhance
Arranged ongoing publicity for Work4Qld council messaging.
and Unite and Recover projects.
Assisted in delivery of Emergency Action
Guide launch in October.
Customer Service
Recruitment and Training Recent team training conducted with LGAQ. Recruitment and onboarding of casual Recruitment of core group of
CSO positions casual CSO’s.
Training of CSO to upskill to counter
position as required.
Development of CSTL relief officers.
Review of Branch Policies Performance plan KPIs set. Update Customer Service Cash Ensure new or changed council
BCP reviewed with COIVD in mind. Handling Policy. policies are up to date on IP@N.
Branch Plans and Risk register set
Continual CS intranet (iP@N) Roll out open access IP@N pages to Continue to review and update pages Continue to add improvements to
improvements organisation. Update iP@N request codes to match iP@N pages.
Review Animal & Health pages & generate changing CiA request system as the Create more videos displaying
quiz in preparation for disaster period. request types are still changing. procedures.
Implement training videos on Re-Promote open access use to
procedures into iP@N. the org.
Review Customer Service BCP.
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Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Combined Service Meetings ongoing, Investigate opportunities to improve Improve performance recording
additional meetings on hold due to COVID- how customer services are delivered and reporting.
19. e.g. location of CS services and
analyzing request and call clusters.
New phone call system incl. On line Implemented Skype integration into Look for reporting improvements. Investigate post call survey
Chat and Snap Send Solve requests. Purecloud. Moving from Skype to Microsoft options including as part of email
Implemented rostering into Purecloud. Teams. replies.
Create training guides.
Customer Service Charter and review Worked with Noosability team to identify Continue to work with Noosability Continue to work with the
of the management of customer and resolve bugs and issues with CiA team to identify and resolve bugs and Noosability team to improve
requests. issues with CiA. internal functionality of CiA.
Business as Usual activities Staff departures and recruitment ongoing. Peak period due to Rates. Continue to work with operational
Q2 Call statistics: Issuing of Animal renewals pending. areas re: customer requests.
- Calls offered - 12,645 or average 211 Training and development priority.
calls per day.
- Average Speed of Answer - 36 secs
- Average Handle time - 4 mins 36 secs.
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Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Previous Council Consideration
Nil.
Finance
Nil.
Risk & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Branch Managers of the Department were consulted in the preparation of this report.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
X Director Director Director
X Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
X People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 75 of 100
Section 76
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
11 TOURISM NOOSA 2019-20 ANNUAL REPORT
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Tourism Noosa
Attachments 1. Tourism Noosa Annual Report 2019/20
2. Destination Noosa Strategy 2020 - 2023
(Note: Both attachments are provided separately to this report)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 9 February 2021 regarding Tourism Noosa’s 2019/20 Annual Report
and Funding Agreement and note the Annual Report for the 2019/20 financial year (including the
2019/20 financial statements) as provided at Attachment 1 to the report as well as the
Destination Noosa Strategy 2020 - 2023 as provided at Attachment 2 to the report.
REPORT
Background
Council has received the Annual Report from Tourism Noosa pursuant to section 9 (b) of the
Funding Agreement. The Funding Agreement between Noosa Council and Tourism Noosa
includes a number of reporting and other requirements in clauses 5 (f) and 9. Those key
reporting requirements are set out below:
Clause 5 (f) – Tourism Noosa is required to provide a detailed submission prior to 15 March
each year as part of their recommendation to Council for the annual contribution to them
from the Tourism and Economic Levy. This occurs as part of the annual Council budget
process and includes a requirement that Tourism Noosa provide their proposed annual
business plan, proposed detailed budget and detailed financial information from the
previous financial year. This information enables the Council to understand Tourism
Noosa’s financial position and assist Council in making decisions on the appropriateness of
the funding request during its annual budget process.
Clause 9 (a) – This clause requires Tourism Noosa to provide six monthly updates in
February and August each year on the implementation of their Business Plan and Tourism
Strategy. These updates are aimed at informing Councillors on implementation progress
during the year, and include measurement results based on Tourism Research Australia
data. Tourism Noosa only provided one of these updates to Councillors during 2019/20 due
to the pandemic.
Clause 9 (b) – This clause requires Tourism Noosa to provide a copy of their annual report
and audited financial statements by 30 November each year. A copy of their annual report
(incorporating their audited financial statements) was provided to Council on 3 December
2020 and is attached to this report.
Tourism Noosa Annual Report
There are a number of key issues in the annual report that are of note.
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Section 77
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Pre Covid and Post Covid Differences.
Obviously, it is a difficult year to report on in relation to visitor statistics given that the Covid
pandemic impacted from March 2020.
Tourism Noosa have reported on their “business as usual” trends for tourism up to the March
quarter 2020 and then subsequently reported on the impact of Covid through to the June quarter
2020. Naturally, these tell two very different stories.
The pre-Covid statistics were very promising. Record-breaking visitation had occurred in the first
three quarters of the 19/20 financial year. Importantly, the average increase in visitor spend in
that period was also very promising as per the graph below.
This was largely been driven by the increase in interstate visitors which is the primary focus of
Tourism Noosa for marketing. Interstate visitors generally have longer stays and undertake
higher local spending. Again, looking at the statistics up until March 2020, it is clear that
interstate visitors provide greater yield per visit than intrastate (Queensland) visitors.
However, it is clear that the international market was significantly impacted by the Covid-19
pandemic. The international tourism market has been a particular focus for Tourism Noosa in
recent years. Like interstate visitors, international visitors tend to stay longer and spend more.
Prior to Covid-19, this market was growing and while the traditional International markets of New
Zealand and the UK remained strong, the USA market had also seen record spending up until
Covid. However, the last quarter of 2020 put an end to international travel.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Of course, from March 2020, the tourism industry faced a significant downturn across the country
and Noosa was not exempt from that impact. Factoring in the impact of the June quarter, it is
clear that there was a significant downturn across the nation. Nevertheless, the impact on Noosa
was between 11% and 12% in terms of the downturn for the number of visitors and total spend.
That compares quite favourably to other tourism area (see graph below). It must be stressed that
these figures only relate to 30 June and that the impact of the coronavirus on the tourism sector
has continued into 20/21.
(Note that statistics are drawn from Tourism Research Australia survey data specific to the Noosa Shire.)
New Destination Noosa Strategy 2020 – 2023
The other major development in 2020 was the refresh of Tourism Noosa’s Destination Strategy.
A copy of that strategy is Attachment 2 to this report. It is an easy to read and clear document
which identifies that Tourism Noosa will focus on 3 key areas:
1. Championing the Noosa brand – this includes the ongoing development of the visitor
experience including focusing on seasonal and geographical dispersal goals.
2. Marketing and promotion - focusing on strategies that attract high-value visitors and
increase dispersal of that benefit across the Shire as well as endeavoring to increase high
yielding occupancy in current low periods as well as extending overnight stays.
3. Providing added value to its members – supporting its members with marketing tools,
networks and resources to assist them as well as focusing on collation of data to assist its
members in marketing and planning.
This strategy is a “back to basics” approach which clearly defines what Tourism Noosa will focus
on in the coming years. It is supportive of the need to focus on marketing Noosa in the post-
Covid environment to re-attract high yielding visitors and to spread the benefit of tourism
throughout the year and also across the Shire.
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Section 79
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Board Changes post 30 June 2020
The annual report by Tourism Noosa covers the period to 30 June 2020. As Council may be
aware, there have been some changes in the Board membership since that time with Drew
Pearson retiring as Chairperson and Richard Stephens becoming the new Board Chairperson.
The current board members are:
Richard Stephens (Chairperson)
Louise Formosa (Deputy)
James Kendall
Graham Bradford
Erina Kilmore
Dan Neylan
Darren McClenaghan
Brett Kapernick
Michael Holmes
Craig McGovern
Andrew Brodie
Cr Amelia Lorentson (Council Observer)
Audited Annual Financial Statements
Tourism Noosa have provided a copy of their annual audited financial statements each year
since 2015. This allows for some consideration of trends over time in terms of financial analysis.
Clearly, the 2020 financial year has been a difficult one for many organisations in the tourism
sector including Tourism Noosa. The following are of interest:
Revenue Growth and Mix
Since 2015 total revenue has grown from $2.3 million to $3.2 million, an increase of $904k or
39%. The revenue growth has resulted from Tourism levy increases of $788k or 45% (resulting
from 2016-2017 funding being redirected to Tourism Noosa previously allocated to other parties -
i.e. Sunshine Coast Destinations Limited, Triathlon sponsorship) and increases in other revenue
sources of $116k or 9%. Note these results include job keeper cash flow support of $186k
received in 2020 as part of government economic stimulus measures.
Total Revenue Growth excluding Interest ($’000)
Non Tourism levy
revenue reduced
significantly by $237k
or 33% between
2019 and 2020
(when excluding job
keeper and other
government stimulus
support) – most likely
due to COVID-19
impacts
Note: Excludes $186k received in 2020 for jobkeeper / cashflow boost
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Section 80
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Other Income Growth Breakdown ($’000)
Visitor information
centre ($43k) and
industry development
($26k) are the only
income streams to
grow in 2020
Revenue streams
from membership
fees, bookings and
destination marketing
contracted $200k or
35% in 2020
Tourism Noosa also
waived its fees for
members in 20/21
resulting in “lost”
revenue of $106k
Expenditure Growth and Mix
Expenditure has increased faster than revenue growth - from $2.3 million to $3.5 million over 6
years (an increase of $1.2 million or 54%). Whilst total revenues contracted by $65k in 2020
expenditure did not reduce accordingly, and increased by $303k or 10%. It is noted that 80% or
$242k of the expenditure increase related to additional employee costs.
Total Expenditure Growth ($’000)
The majority of
increase in
expenditure from
2019 to 2020 relates
to employee costs
($242k) and
depreciation ($53k)
The significant
depreciation cost
increase appears to
relate primarily to the
marina office
renovation and an
extension at the
Hastings Street
visitor information
centre
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Section 81
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 FEBRUARY 2021
Expenditure Growth Breakdown ($’000)
Expenditure for
industry
development, vehicle
costs and rent
decreased by $55k in
2020
Visitor information
centre costs
increased in line with
increases in revenue
in 2020
Marketing costs
increased by $27k or
2% in 2020
Financial Sustainability
Tourism Noosa appears to have some emerging financial sustainability challenges based on the
2020 financial year result. The following key issues are noted:
The realisation of a $279k operating deficit in 2020 (which included job keeper cash flow
support of $186k received as revenue).
A significant reduction in cash holdings of $560k (79%) from $710k to $150k as at 30 June
2021.
As at 30 June 2020 free cash holdings were negative (albeit $94k of receivables were
owing to the organisation).
Cash flows and in particular expenditure will need to be carefully managed moving forward in the
short term to ensure that going concern risks can be managed.
Operating Surplus ($’000)
The operating
surpluses in the
graph exclude some
minor interest
revenue received
The 2020 operating
loss reflects
increases in
expenditure unable
to be offset by
additional revenues
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The text continues on section 82.