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2014-05-26 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 26 May 2014
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Tony Wellington (Chair), Bob Abbot, Sandy Bolton,
Joe Jurisevic, Frank Pardon, Noel Playford, Frank Wilkie
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Section 2
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
TABLE OF CONTENTS
ITEM SUBJECT PAGE
ATTENDANCE & APOLOGIES 3
PRESENTATIONS 3
ITEMS REFERRED FROM INFRASTRUCTURE & SERVICES COMMITTEE 3
ITEMS REFERRED FROM PLANNING & ORGANISATION COMMITTEE 3
REPORTS TO GENERAL COMMITTEE 4
1. APPLICATION FOR OPERATIONAL WORKS – EARTHWORKS SITUATED AT
26 EXHIBITION STREET, POMONA – FURTHER REPORT 4
2. BUDGET REVIEW FOR THE 6 MONTHS ENDING 30 JUNE 2014 7
3. NOOSA BIOSPHERE RESERVE – REVIEW OF MANAGEMENT MODEL 25
CLOSED SESSION 33
Page 2 of 33
Section 3
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
ATTENDANCE & APOLOGIES
PRESENTATIONS
Nil.
ITEMS REFERRED FROM INFRASTRUCTURE & SERVICES COMMITTEE
Nil.
ITEMS REFERRED FROM PLANNING & ORGANISATION COMMITTEE
3. APPLICATION FOR OPERATIONAL WORKS – EARTHWORKS SITUATED AT 26
EXHIBITION STREET, POMONA
(Previously distributed in Planning & Organisation Committee Agenda, Page 35)
Reason for referral – Further Report to be provided to the General Committee with
amendments to the proposed conditions of approval
(Further Report provided at Item 1, Page 4)
6. GRANTING OF TENURE – NOOSA NORTH SHORE LANDING GROUND FOR
AIRCRAFT (LOT 7 MCH4562)
(Previously distributed in Planning & Organisation Committee Agenda, Page 89)
Reason for referral – Cr Wellington disagrees with the Officer Recommendation
Page 3 of 33
Section 4
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
REPORTS TO GENERAL COMMITTEE
1. APPLICATION FOR OPERATIONAL WORKS – EARTHWORKS SITUATED AT 26
EXHIBITION STREET, POMONA – FURTHER REPORT
Author Senior Engineering Officer – Mark Lewis
Planning and Infrastructure
Index ECM: Subject/ Operational Works & Application/ OPW13/0830
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council approve Application No. OPW13/0830 for a Development Permit for Operational
Works – Earthworks and Stockpile for Repairs situated at 26 Exhibition Street, Pomona in
accordance with the following Conditions of Approval:
1. The applicant must provide a “Flood Impact Assessment” of the filling placed on site.
*(Refer to Advisory Note) The assessment must:
(a) be prepared by a suitably qualified professional engineer,
(b) have regard to Council’s Pomona Flood Study, and
(c) clearly indicate the extent of any off-site impacts.
Should the assessment conclude that offsite impacts will occur, recommendations must be
included in the ‘Flood Impact Assessment’ detailing any necessary remedial works.
2. The applicant must undertake any necessary remediation works included in the
recommendations of the required “Flood Impact Assessment”. Remediation works may
include, but not be limited to, removal of fill and/or reshaping surface levels.
3. The applicant must provide a landscape rehabilitation plan, based the findings of the “Flood
Impact Assessment”, that provides compensatory habitat along the batters of the fill to
offset habitat lost. The compensatory habitat must provide habitat features for local
threatened frog species.
4. The landscape rehabilitation plan must be submitted to Council for approval within 2
months of this notice.
5. Council must be contacted at least 5 working days prior to any works commencing to
organise a prestart. The contact number to arrange a pre-start meeting is 5329 6244. The
pre-start meeting must include the relevant parties for the following aspects of the works:
(a) Earthworks;
(b) Landscaping and/or rehabilitation
6. All unsuitable materials and other waste must be removed from the fill.
7. All fill and associated batters must be contained entirely within the subject site unless
written permission from the respective landowner(s) is provided to Council.
Page 4 of 33
Section 5
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
8. The batters of the existing fill must be regraded such that that are a maximum grade of:
(a) 1 in 6 where in proximity to waterbodies
(b) 1 in 4 for grassed areas.
(c) 1 in 3 for planted areas
9. No further filling, excluding the repairs to the existing surface, is to be undertaken on the
site without Council approval.
10. No further disturbance of the riparian vegetation, unless for ecological restoration works, is
to be undertaken on the site without Council approval.
11. All stockpiles of fill material must be located above the 1%AEP flood level.
12. All exposed or disturbed surfaces must be suitably stabilised as soon as is practicable after
works have been completed. *(Refer to Advisory Note)
13. Where damage occurs to any council asset as a result of the development works, it must
be repaired immediately where it creates a hazard that presents risk to person or property.
Other damage must be repaired prior to completion of works.
14. All works must be completed within 12 months from the date that this permit takes effect.
ADVISORY NOTES
The following notes are included for guidance and information purposes only and do not form
part of the assessment manager conditions:
General Advisory Notes
1. In regard to the required “Flood Impact Assessment” Council will provide access to the
current data relating to flood modeling within the Pomona township.
2. Council reserves the right to call up any performance bond held or levy charges against the
property, should emergency works be required to be undertaken by Council to make the
site safe due to inactivity on the development site for extended periods of time.
3. Should any changes or modifications to the approved plans be required as a result of
construction constraints, a “Request to change an existing approval” under the Sustainable
Planning Act 2009 must be made. Amended plans clearly indicating the changes must be
lodged with this application along with the appropriate fees.
Prestart Meeting Request
4. Contact Council on 5329 6244 to arrange a prestart or an inspection giving a minimum of 5
business days notice of preferred inspection time.
Erosion and Sediment Control
5. Accepted best practice standards include:
(a) the Sunshine Coast Regional Council Manual for Erosion and Sediment Control
V1.2 or other superseding document subsequently adopted by Council;
(b) Best Practice Erosion and Sediment Control, International Erosion Control
Association (2008)
6. As a general rule, a site is determined to have achieved effective short-term stabilisation if
at the completion of the works:
I. Methods of stabilisation are:
appropriate for slopes and slope lengths; and
are consistent with best practice environmental management practices such as in
the Manual for Erosion and Sediment Control or the IECA Manual; and
II. Stormwater runoff from the site is not currently, and is not likely to result in visible
evidence of sedimentation or erosion, or lead to water contamination.
Page 5 of 33
Section 6
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
REPORT
A report on this application was considered by the Planning & Organisation Committee on 20
May 2014 (refer to Item 3, page 35) and was subsequently referred to the upcoming General
Committee meeting.
During the course of discussions, Councillors requested that conditions 1 and 2 give reference to
the Pomona flood study, and clearly articulate that remedial works may be required, including
removal of fill and/or reshaping. Accordingly, it is recommended that conditions 1 and 2 be
reworded as follows as indicated in bold:
1. The applicant must provide a “Flood Impact Assessment” of the filling placed on site.
*(Refer to Advisory Note) The assessment must:
(a) be prepared by a suitably qualified professional engineer,
(b) have regard to Council’s Pomona Flood Study, and
(c) clearly indicate the extent of any off-site impacts.
Should the assessment conclude that off-site impacts will occur, recommendations
must be included in the ‘Flood Impact Assessment’ detailing any necessary remedial
works.
2. The applicant must undertake any necessary remediation works included in the
recommendations of the required “Flood Impact Assessment”. Remediation works may
include, but not be limited to, removal of fill and/or reshaping surface levels.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Community Services X Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 6 of 33
Section 7
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
2. BUDGET REVIEW FOR THE 6 MONTHS ENDING 30 JUNE 2014
Author Manager Financial Services, Wayne Jensen
Corporate Services
Index ECM / Budget / 2013-2014 Budget
Attachments 1. 6 Month Budget Financial Statements
2. Schedule of Changes to Operating and Capital Budgets
EXECUTIVE SUMMARY
Council is required to undergo regular budget reviews throughout the financial reporting period to
ensure that forecast income and expenditure reflect the actual financial performance of Council,
and to account for known variations to the original budget estimates.
The original budget for the 6 months to 30 June 2014 was based around the adopted Sunshine
Coast Regional Council budget and modified for known variances. The past 4 months has
provided an opportunity for revision of these original estimates based on the adopted operating
model for Noosa Council, and to account for structural changes that have occurred.
All changes proposed in the budget review are financed via reallocation of existing funds, with no
negative impact on Council’s bottom line.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee dated
26 May 2014 and adopt the changes identified in the budget statements attached to the report.
REPORT
A thorough review of all budget areas has been undertaken in parallel to the development of the
2014/15 draft budget, and has identified a range of adjustments to the original budget.
A significant number of changes are reallocations of existing budgets to account for the Noosa
operating model (e.g. fleet and stationary charges). There are a further raft of changes to
accommodate known variances in employee costs that have been previously reported to Council.
Further adjustments have been made (primarily to materials and services) to accommodate
increases in the Capital Works Program.
Significant variances are identified below, summarised under the relevant reporting line in the
financial statements attached.
1. Operating Revenue
Fees and Charges – corrections to budgets where originally overstated and also to
recognise additional revenue from holiday parks;
Rental Income – adjustments to recognise additional revenue;
Page 7 of 33
Section 8
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Other Income – minor reallocations;
Operating Grants – adjustments to recognise the additional operational grant for the
Respite Centre and Home Assist. This increased revenue has generally been offset by
increased expenditure allocations;
Contributions and Donations – budget correction to recognise revenue not originally
included in the budget.
2. Operating Expenses
Employee Benefits – budgets reallocated from materials and services to fund shortfalls in
actual costs, as previously identified to Council;
Materials and Services – generally budgets have been adjusted to cater for reallocations to
fund employee cost shortfalls, and the increased scope of capital works undertaken.
Further adjustments have been made to cater for the Noosa Council business model for
fleet and stationery charges;
Depreciation – adjusted to reflect new assets at the Eumundi Road landfill site not yet
commissioned, and overstated depreciation in various other asset classes;
Other Expenses - reduction in this line item to recognise savings and to fund adjustments
elsewhere.
3. Capital Works
There have been changes to reflect the anticipated delivery of the current program, and to
accommodate an increased scope of works for the ICT project.
Previous Council Consideration
The original budget was adopted by resolution of Council at the meeting held 2 January 2014.
Finance & Risk
There are still some risks around a number of budget elements, including net rates and charges
(dependent upon the level of prepaid rates received by 30 June); operating grants from the
Commonwealth Government; and finalisation of the transfer of assets and cash from Sunshine
Coast Regional Council. All areas of the budget will be monitored and any issues will be
reported to Council as they arise.
CONSULTATION
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Extensive consultation has occurred with all areas of the organisation in the budget review
undertaken.
Page 8 of 33
Section 9
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Departments/Sections Consulted:
X Community Services X Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office X Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 9 of 33
Section 10
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
ATTACHMENT 1
Page 10 of 33
efte| NOOSA
~@ | COUNCIL
2013/14
6 MONTH BUDGET FINANCIAL
STATEMENTS
Budget ReviewSection 11
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 11 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Revised
Budget Statement of Comprehensive Income Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
$ $
Operating Revenue
Net rates, levies and charges 30,268,368 30,268 368
Fees and charges 4654 467 4 539,312
Interest received 2,539,769 2,539,769
Other income 2,511,927 2,547,412
Grants, subsidies, contributions and donations 2,405,752 2,650,700
Total Operating Revenue 42,380,283 42,545,561
Operating Expenses
Employee benefits 12,967,643 13,275,259
Materials and services 18,537,350 17,986,670
Finance costs 1,370,052 1,370,052
Depreciation and amortisation 9,145,579 8,807,341
Other expenses 352,773 501,955
Total Operating Expenses 42,373,397 41,941,277
Operating Result 6,886 604,284
Gain on local government de-amalgamation
Assets and liabilities tansferred from SCRC 947 598 462 947 598 462
Capital Revenue
Capital grants and subsidies 410,000 410,000
Capital contributions 1,050,858 1,050,858
Contributed assets - -
Net Result 949,066,206 949,663,604
Page 11 of 33Section 12
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 12 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Original
Budget Statement of Financial Position Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
$ $
Current Assets
Cash & Investments 41,746,024 41,362,298
Trade and other receivables 1,746,000 1,746,000
Inventories 101,340 101,340
Other Financial Assets - -
Non-current assets classified as held for sale - -
43,593 364 43,209,638
Non Current Assets
Trade and other receivables - -
Property, plant & equipment 893,034,679 892,943 676
Investment in associates 60,978,225 60,978,225
Intangible assets 1,600,000 2,300,000
955,612,904 956,221,901
Total Assets 999,206,268 999,431,539
Current Liabilities
Trade and other payables 7,544 779 7,544 779
Borrowings 6,436,590 6,436,590
Provisions 23,063 23,063
Other - -
14,004,432 14,004 432
Non Current Liabilities
Trade and other payables - -
Borrowings 35,436,670 35,436,670
Provisions 2,747,099 2,747,099
38,183,769 38,183,769
Total Liabilities 52,188,201 52,188,201
Net Community Assets 947,018,068 947,243,339
Community Equity
Asset revaluation surplus 181,256,117 181,256,117
Retained earnings - -
Capital 765,761,951 765,987,222
Total Community Equity 947,018,068 947,243,339
Page 12 of 33Section 13
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 13 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Original
Budget Statement of Cash Flows Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
a
Cash flows from operating activities
Receipts from customers 38,398,172 38,563,450
Payments to suppliers and employees (36,846,276) (36,798,284)
Interest and dividends received 3,982,111 3,982,111
Finance costs (1,370,052) (1,370,052)
Net cash inflow (outflow) from operating activities 4,163,954 4,377,224
Cash flows from investing activities
Payments for property, plant and equipment (5,704,000) (6,300,997)
Proceeds from disposal non current assets - -
Capital grants, subsidies, contributions and donations 1,460,858 1,460,858
Net cash inflow (outflow) from investing activities (4,243,142) (4,840,139)
Cash flows from financing activities
Proceeds from borrowings 3,000,000 3,000,000
Repayment of borrowings (1,174,788) (1,174,787)
Net cash inflow (outflow) from financing activities 1,825,212 1,825,213
Net increase (decrease) in cash held 1,746,024 1,362,298
Cash at beginning of reporting period 40,000,000 40,000,000
Cash at end of reporting period 41,746,024 41,362,298
Page 13 of 33Section 14
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 14 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Revised
Budget Statement of Changes in Equity Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
$ $
Capital Accounts
Balance at beginning of period . -
Transfers to capital, reserves and shareholdings 765,761,951 765,987 222
Transfers from capital, reserves and shareholdings
Balance at end of period 765,761,951 765,987,222
Asset Revaluation Reserve
Balance at beginning of period - -
Asset revaluation adjustments 181,256,117 181,256,117
Transfers to capital, reserves and shareholdings - -
Balance at end of period 181,256,117 181,256,117
Retained Earnings
Balance at beginning of period - -
Net result for the period 949,066,206 949,663,604
Transfers to capital, reserves and shareholdings (949,066,206) (949, 663,604)
Transfers from capital, reserves and shareholdings - -
Adjustments - -
Balance at end of period - -
TOTAL
Balance at beginning of period - -
Net result for the period 949 066,206 949 663,604
Transfers to capital, reserves and shareholdings (183,304 255) (183,676,382)
Transfers from capital, reserves and shareholdings - -
Asset revaluation adjustments 181,256,117 181,256,117
Balance at end of period 947,018,068 947,243,339
Page 14 of 33Section 15
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 15 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Revised
Budget Statement of Capital Funding Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
$ $
Source of Capital Funding
Depreciation Utilised 9,145,579 8,807,341
Asset Sale Proceeds - -
Loan Proceeds 3,000,000 3,000,000
Capital Grants and Subsidies 410,000 410,000
Capital Contributions 1,050,858 1,050,858
Contributed Assets - -
Other Capital Revenue - -
Sub Total 13,606,437 13,268,199
Operating Surplus (Deficit) 6,886 604,284
Cash (Reserves) to Balance Program (6,734,535) (6,396, 699)
Total Capital Funding 6,878,788 7,475,784
Application of Capital Funding
Capital Works 5,704,000 6,300,997
Loan Redemptions 1,174,788 1,174,787
Contributed Assets - -
Total Application of Capital Funding 6,878,788 7,475,784
Page 15 of 33Section 16
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 16 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Council Original Revised
Measures of Financial Sustainability Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
$ $
Operating Surplus Ratio 0.0% 14%
Net Financial Liabilities Ratio 20.3% 21.1%
Asset Sustainability Ratio 30.8% 32.0%
Operating Surplus Ratio
Measures the extent to which revenues raised cover operational expenses
only or are available for capital funding purposes or other purposes.
Calculation: Net result divided by total operating revenue, expressed as a %.
Target: between 0% and 10%
Net Financial Liabilities Ratio
Measures the extent to which the net financial liabilities of Council can
be repaid from operating revenues.
Calculation: (total liabilities less current assets) divided by
total operating revenue, expressed as a %.
Target: not greater than 60%.
Asset Sustainability Ratio
This ratio reflects the extent to which the infrastructure assets managed by Council
are being replaced as they reach the end of their useful lives.
Calculation: capital expenditure on the replacement of infrastructure assets
(renewals) divided by depreciation expense, expressed as a %.
Target: greater than 90%.
Page 16 of 33Section 17
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Page 17 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Budget Schedule of Capital Works Budget Budget
For the six months ending 30 June 2014 2013/2014 2013/2014
SS
Bridges
Forward design for shire bridge rehabilitation program 10,000 50,000
Noosa Parade Munna Point bridge - investigation and interim preventative works 250,000 250,000
Coastal, Canal and Waterways
David Low Way, Beach Access 49 refurbishment 45,000 55,000
Gympie Terrace and William Street Noosaville revetment wall and pathway rehabilitation 50,000 50,000
Munna Point Noosaville holiday park bank protection - design 50,000 15,797
Noosa dog beach sand bank protection monitoring 20,000 20,000
Noosa river mouth groyne amd rock wall - rehabilitation 100,000 125,000
Noosa Waters estate revetment walls rehabilitation - stage 2a 1,300,000 1,300,000
Community Facilities
Peregian beach surf club public amenities - planning & design 15,000 15,000
Biodiversity Land Purchase Kin Kin 0 57,700
Holiday Parks
Noosa North Shore beach campground - upgrade septic treatment 90,000 49,500
Boreen Point campground - upgrade septic treatment 0 40,500
Main Power Pole - Noosa River Holiday Park 0 7,500
Information Communication Technology
ICT major projects 1,600,000 2,300,000
Parks and Playgrounds
Cooroy skate park minor renewal works 34,000 44,000
Gympie Terrace Noosaville park funiture renewal program 50,000 50,000
Joe Bazzo Park (Pomona community house park) BBQ relocation 12,000 0
Noosa Lions Park - rehabilitate shower facilities 30,000 21,000
Peregian Beach park plan - Finalise the upgrade and removal of surplus playground 30,000 30,000
Pathways and Enabling Facilities
Cooran state school - Charies Street pathway improvements 30,000 60,000
Pomona state school - Station Street pathway improvements 100,000 50,000
Weyba Creek boardwalk rehabilitation - stage 1 20,000 20,000
Gibson Road (Eumundi Noosa Road to Thomas Street) - On road cycle and pedestrian improvements 440,000 440,000
Sunshine Beach state school safety improvements 90,000 90,000
Edward Street Sunshine Beach Pathway improvements 0 21,500
Noosa Junction Disabled Parking Reinstated 0 30,000
Public Transport Infrastructure
Noosa Junction mini bus shelter - install weather protection panels 25,000 30,000
Noosa Parade transit hub - stage 1 300,000 5,000
Sealed Road Network
Annual sealed road renewal & rehabilitation program 500,000 500,000
Sealed Road Pavement surveys and Investigations 60,000 60,000
Sports Grounds and Facilities
Noosa District sports complex stage 1 redevelop cricket ovals 30,000 30,000
Stormwater Drainage
Daintree estate Tewantin - flood mitigation planning and design 50,000 45,000
Gympie Terrace pipe rehabilitation - investigation and design 25,000 25,000
Rifle Street Pomona - flood mitigation planning and design 50,000 40,000
Seaview Ck Sunshine Beach - open drain civil works 25,000 53,500
Stormwater replacement program (non pipe infrastructure works) 75,000 75,000
Cooroy Flood Mitigation Investigations 0 15,000
Streetscapes and Road Corridors
Forward planning for streetscape and road corndor improvements 50,000 50,000
Transport and Infrastructure Management
Eenie Creek Road / Langura Street Noosa Heads - intersection safety upgrade design 8,000 25,500
Eenie Creek Road / Walter Hay Drive Noosaville intersection safety upgrade design 15,000 29,500
Weyba Road / Reef Street Noosaville intersection improvements 125,000 125,000
Total 5,704,000 6,300,997
Page 17 of 33Section 18
ATTACHMENT 2
Page 18 of 33
Capital / 0 - 0 .
ATTACHMENT 2
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office CEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment $0 $0
E0001 Total $o $0
cEOO02 Chief Executive Office Contingency to offset Planning appeals -$189,000 -$189,000
CEO002 Total -$189,000 -$189,000
cEOO003 Chief Executive Office Budget reallocation - to E0001 -$5,000 -$5,000
(CEO003 Total -$5,000 -$5,000
ceoo04 Chief Executive Office Budget reallocation - to E0002 & E0003 -$44,500 -$44,500
CEO004 Total -$44,500 -$44,500
Community Services cpDo0o1 Respite Centre Increase budget based on funding agreement and grants received -$222,967 -$222,967
Increase budget to bring to zero operating result $60,731 $60,731
Revenue not previously budgeted -$14,000 -$14,000
Incorrect budget allocation - no revenue against this line $1,515 $1,515
Incorporate corporate overhead (actual allocation to be included in grant acquittal) $150,000 $150,000
D001 Total $210,731 -$235,452 $24,720
cp002 Home Assist Increase budget based on funding agreement and grants received -$7,981 $7,981
Revised budget to accommodate additional funding -$6,350 -56,350
CD002 Total -$6,350 -$7,981 -$14,331
D003 Management Development Services Increased allocation as per monthly appeals projects review (ref CEO002) $189,000 $189,000
D003 Total $189,000 $189,000
cp004 Hertiage No expenditure approved against Levy -$5,000 -$5,000
D004 Total -$5,000 -$5,000
cDO00S Community Grants and Partnerships Budget reallocation to offset increases in other areas ~$220,262 -$220,262
CD005 Total -$220,262 -$220,262
D006 Lifeguard Services Budget based on service profile / actuals higher that budgeted $44,000 $44,000
(CD006 Total $44,000 $44,000
cp007 Management Community Services Reallocation of staffing budget as 2 result of structural changes -$37,357 -$37,357
CD007 Total -$37,357 -$37,357
D008 Library Program and Services Spydus - annual licence and hosting fee due 15th March $18,372 $18,372
CD008 Total $18,372 $18,372
cbo11 Public Health Revenue recoginsed in July 2013 - licences issued annually $87,441 $87,441
D011 Total $87,441 $87,441
D012 Community Development Grants to transfer from SCC -Graffiti Stop program $10,700 $10,700
D012 Total $10,700 $10,700
cp013 Disaster Management Grants to transfer from SCC - Get Ready program $19,000 $19,000
D013 Total $19,000 $19,000
cpo14 Parking Supervision Timing for fines to get to searches and fines stage -$48,000 -$48,000
Budget reduction as no Parking Officers first two weeks of January $48,000 $48,000
D014 Total -$48,000 $48,000 $0
cD016 Noosaville Landfill Eumundi Road Reduced budget - new cell not yet commissioned -$254,238 -$254,238
D016 Total -$254,238 -$254,238
cDo15 The J Community Centre Full year budget. -$53,434 -$53,434
CDO15 Total -$53,434 -$53,434
coso3 Bicentennial Community Centre Budget reallocation. -$27,000 _-$27,000
COS03 Total -$27,000 = -$27,000
Page 18 of 33Section 19
Page 19 of 33
Capital / O - 0 .
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office cEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment so et)
Community Services E0006 Library Management Contribution to volunteer groups functions $125 $125
Noosa Regional Gallery Contribution to volunteer groups functions $125 $125
Respite Centre Contribution to volunteer groups functions $125 $125
E0006 Total $375 $375
PI01 Heritage Budget allocated to wrong project. -$7,500 -$7,500
PI01 Total -$7,500 -$7,500
Corporate Services coso3 Community Properties Budget reallocation. $27,000 $27,000
COS03 Total $27,000 $27,000
cosos Noosa River Holiday Park Budget reallocation. -$9,000 -$3,000
COS05 Total -$9,000 -$9,000
Accounting Other and Clearing Fleet budget reallocation. -$63,590 -$63,590
Asset Management and Service Programming Fleet budget reallocation. -$9,030 -$9,030
Behaviour Change and Travel Demand Fleet budget reallocation. $2,805 $2,805
Boreen Point Campground Fleet budget reallocation. -$500 -$500
Bridges Fleet budget reallocation. $5,722 $5,722
Building and Facilities Management Fleet budget reallocation. $5,182 $5,182
Building and Pool Compliance Fleet budget reallocation. $2,328 $2,328
Bushland Reserves Fleet budget reallocation. -$27,608 -$27,608
Community Order and Safety Co-ordination Fleet budget reallocation. $2,175 $2,175
Community, Culture and Sport Fleet budget reallocation. $1,791 $1,791
Cooroy Butter Factory Fleet budget reallocation. -$1,314 -$1,314
Cultural Development Fleet budget reallocation. -$7,139 -$7,139
Customer Services and Information Fleet budget reallocation. -$6,102 ~$6,102
Development Assessment Fleet budget reallocation. $3,075 $3,075
Disaster Management Fleet budget reallocation. ~$22 -$22
Drainage Fleet budget reallocation. -$2,854 $2,854
Environmental Partnership Programs Fleet budget reallocation. -$3,501 -$3,501
Environmental Services Co-ordination Fleet budget reallocation. -$2,415 $2,415
Executive Manager Fleet budget reallocation. ~$2,122 ~$2,122
Financial Accounting Fleet budget reallocation. $2,678 $2,678
Financial Planning and Business Analysis Fleet budget reallocation. -$5,849 -$5,849
Fleet Plant and Workshop Operations Fleet budget reallocation. $372,225 $372,225
Home Assist Secure Fleet budget reallocation. -$15,767 -$15,767
Human Resources Fleet budget reallocation. $1,686 $1,686
Infrastructure Design Services Fleet budget reallocation. -$6,780 -$6,780
Infrastructure Project Delivery Services Fleet budget reallocation. -$19,238 -$19,238
Infrastructure Survey Services Fleet budget reallocation. -$5,478 $5,478
Lease Management Fleet budget reallocation. $4,328 $4,328
Library Management Fleet budget reallocation. $170 $170
Local Laws Fleet budget reallocation. -$6,412 -56,412
Management Civil Operations Fleet budget reallocation. -$3,760 -$3,760
Management Community Facilities Fleet budget reallocation. ~$4,542 $4,542
Page 19 of 33Section 20
Page 20 of 33
Capital / O - 0 .
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office cEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment so et)
Corporate Services cosos Management Development Services Fleet budget reallocation. -36,644 -56,644
Management Disaster Management & Public Order Fleet budget reallocation. $4,546 $4,546
Management Information Communication Technology Fleet budget reallocation. $315 $315
Management Property and Facilities Fleet budget reallocation. -$5,838 -$5,838
Mayor and Councillor Support Fleet budget reallocation. $5,699 $5,699
Noosa Aquatic Centre Fleet budget reallocation. -$32,906 -$32,906
Noosa Regional Art Gallery Fleet budget reallocation. $6,356 $6,356
Noosa River Holiday Park Fleet budget reallocation. -$750 -$750
Noosaville Depot Fleet budget reallocation. -$0 -$0
Noosaville Library Fleet budget reallocation. -$9,325 -$9,325
Operational Works Fleet budget reallocation. $3,285 $3,285
Operations Business Support Fleet budget reallocation. -$10,342 -$10,342
Parks and Gardens Fleet budget reallocation. -$22,056 ~$22,056
PIP and Infrastructure Charges Fleet budget reallocation. -$3,389 -$3,389
Planning Administration and Compliance Fleet budget reallocation. ~$2,946 $2,946
Plumbing Services Fleet budget reallocation. -$10,301 -$10,301
Public Health Fleet budget reallocation. -$11,116 -$11,116
Rates Team Fleet budget reallocation. $2,722 $2,722
Records Management Fleet budget reallocation. -$7,859 -$7,859
Respite Centre Fleet budget reallocation. $14,513 -$14,513
Revenue Fleet budget reallocation. -$4,196 $4,196
Sealed Roads Fleet budget reallocation. -$85,265 -$85,265
State Emergency Services Fleet budget reallocation. -$4,513 $4,513
Strategic Land Use Planning Fleet budget reallocation. -$2,456 $2,456
Sustainability Programs Fleet budget reallocation. -$6,298 -$6,298
The J Community Centre Fleet budget reallocation. $2,696 $2,696
Transport Infrastructure Planning Fleet budget reallocation. $2,650 $2,650
Waste Collection Fleet budget reallocation. -$4,868 -$4,868
Waste Management Fleet budget reallocation. -$1,803 -$1,803
Workplace Health and Safety Fleet budget reallocation. -$4,396 -$4,396
Workplace Relations Fleet budget reallocation. -55,244 $5,244
Works Operations Fleet budget reallocation. $15,813 $15,813
COS08 Total $o $0
coso3 Boreen Point Campground Stationary budget reallocation. -$500 -5500
Building and Facilities Management Stationary budget reallocation. -$200 -$200
Building and Pool Compliance Stationary budget reallocation. $315 -$315
Bushland Reserves Stationary budget reallocation. ~$453 -$453
Chief Executive Office Stationary budget reallocation. -$200 -$200
Community and Civic Events Stationary budget reallocation. -$350 -$350
Community Properties Stationary budget reallocation. -$50 -$50
Community, Culture and Sport Stationary budget reallocation. -$145 “$145
Cultural Development Stationary budget reallocation. -$950 $950
Customer Services and Information Stationary budget reallocation. -$450 -$450
Page 20 of 33Section 21
Page 21 of 33
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office CEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment so so
Corporate Services cosos Development Assessment Stationary budget reallocation. -$400 -$400
Director Community Services Stationary budget reallocation. -$1,750 $1,750
Director Planning and Infrastructure Stationary budget reallocation. -$100 -$100
Disaster Management Stationary budget reallocation. -$300 -$300
Elected Members Stationary budget reallocation. -$1,800 -$1,800
Environmental Services Stationary budget reallocation. -$800 -$800
Environmental Services Co-ordination Stationary budget reallocation. -$850 -$850
Financial Accounting Stationary budget reallocation. -$200 -$200
Fleet Plant and Workshop Operations Stationary budget reallocation. -$750 -$750
Home Assist Secure Stationary budget reallocation. -$1,750 $1,750
Management Civil Operations Stationary budget reallocation. -$1,450 -$1,450
Management Community Engagement Stationary budget reallocation. -$850 -$850
Management Community Facilities Stationary budget reallocation. -$300 -$300
Management Development Services Stationary budget reallocation. -$1,350 -$1,350
Management Disaster Management & Public Order Stationary budget reallocation. -$2,700 -$2,700
Management Human Resources Stationary budget reallocation. -$1,000 -$1,000
Management Information Communication Technology Stationary budget reallocation. -$350 -$350
Marketing and Communications Stationary budget reallocation. -$50 -$50
Mayor and Councillor Support Stationary budget reallocation. -$825 $825
Noosa Leisure Centre Stationary budget reallocation. -$350 -$350
Noosaville Depot Stationary budget reallocation. -$500 -$500
Noosaville Landfill Eumundi Road Stationary budget reallocation. -$854 -$854
North Shore Beach Campground Stationary budget reallocation. -$500 -$500
Operational Works Stationary budget reallocation. -$135 $135
Parks and Gardens Stationary budget reallocation. -$250 -$250
Plumbing Services Stationary budget reallocation. -$1,150 -$1,150
Procurement Contracts and Stores Stationary budget reallocation. $35,283 $35,283
Property Development Stationary budget reallocation. -$150 -$150
Rates Team Stationary budget reallocation. -$3,000 -$3,000
Records Management Stationary budget reallocation. -$1,050 -$1,050
Respite Centre Stationary budget reallocation. -$1,250 -$1,250
Revenue Stationary budget reallocation. -$208 -$208
State Emergency Services Stationary budget reallocation. -$334 $334
The J Community Centre Stationary budget reallocation. -$1,000 -$1,000
Waste Management Stationary budget reallocation. -$1,164 -$1,164
Waterways Management Stationary budget reallocation. -$100 -$100
Workplace Health and Safety Stationary budget reallocation. -$100 -$100
COS09 Total -$0 -$0
cosi0 Financial Accounting Shortfall in anticipated audit cost. $30,000 $30,000
COS10 Total $30,000 $30,000
cosil Commercial Properties Increase in anticipated revenue. -$37,000 -$37,000
COS11 Total -$37,000 -$37,000
cosi2 Noosa River Holiday Park Decrease in anticipated revenue. $34,755 $34,755
Increase in anticipated expenditure. $12,695 $12,695
Page 21 of 33Section 22
Page 22 of 33
Capital / 0 - 0 .
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office cEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment so so
Corporate Services COS12 Total $12,695 $34,755 $47,450
cosi3 Boreen Point Campground Increase in anticipated revenue. -$30,195 -$30,195
CO0S13 Total -$30,195 -$30,195
cosi4 Boreen Point Campground Increase in anticipated expenditure. $11,700 $11,700
COS14 Total $11,700 $11,700
cosis Boreen Point Campground Increase in anticipated expenditure. $29,535 $29,535
COS15 Total $29,535 $29,535
cosis Boreen Point Campground Increase in anticipated expenditure. $3,930 $3,930
COS16 Total $3,930 $3,930
cosi7 Boreen Point Campground Increase in anticipated expenditure. $2,860 $2,860
COS17 Total $2,860 $2,860
cosis Noosa North Shore Campground Increase in anticipated revenue. -$24,446 -$24,446
COS18 Total -$24,446 $24,446
cosi9 Noosa North Shore Campground Increase in anticipated expenditure. $1,820 $1,820
COS19 Total $1,820 $1,820
cos20 Noosa North Shore Campground Increase in anticipated expenditure. $3,975 $3,975
COS20 Total $3,975 $3,975
cos21 Noosa North Shore Campground Increase in anticipated expenditure. $5,960 $5,960
COS21 Total $5,960 $5,960
cos23 Records Management Increased allocation to fund specific projects $5,000 $5,000
Community Land Use Permits Increased allocation to fund specific projects $5,000 $5,000
C0S23 Total $10,000 $10,000
cos24 Accounting Other and Clearing Depreciation adjustment - funding additional capital -$84,000 -$84,000
0S24 Total -$84,000 -$24,000
cos2s5 ICT Applications Operating budget reduced to fund capital shortfall. -$250,000 -$250,000
Total -$250,000 -$250,000
Executive Office £0001 Workplace Relations Cost associated with the development of new Cas $5,000 $5,000
E0001 Total $5,000 $5,000
E0002 Recruitment Recruitment of CEO $14,500 $14,500
E0002 Total $14,500 $14,500
£0003 Recruitment Next phase recruitment + Mercer evaluations $30,000 $30,000
E0003 Total $30,000 $30,000
E0004 Sustainability Programs World Environment Day Contribution $5,000 $5,000
£0004 Total $5,000 $5,000
E000s Community Consultation Transfer unspent budget to new project -$10,500 -$10,500
Community Consultation Management Sysytem Transfer unspent budget to new project $10,500 $10,500
Mayoral request for Community Engagement portal as apart of the new website $34,000 $34,000
E0005 Total $34,000 $34,000
E0006 Executive Manager Contribution to volunteer groups functions -$500 -$500
E0006 Total -$500 -$500
Executive Office Total 588,000 $88,000
Planning & Infrastructure COSO4 Public Transport Levy Reduced budget. -$3,000 -$3,000
New budget - Council resolution $74,000 $74,000
Page 22 of 33Section 23
Page 23 of 33
Capital / Operating _ Operating
Sum of Amount Revenue / Expense
Department Reference Cost Centre/Project Details Expense Revenue Grand Total
Chief Executive Office cEOO01 Chief Executive Office Reallocate Employee Benfits to cover Transfer Manager final payment so sO
Planning & Infrastructure COSO4 Public Transport Levy Reduced budget - actual costs below initial estimates -$23,000 -$23,000
(COS04 Total $48,000 $48,000
EOo06 Environment Partnership Programs Contribution to volunteer groups functions $125 $125
E0006 Total $125 $125
PIO1 Noosaville Landfill Eumundi Road Budget initially allocatede to wrong project. $7,500 $7,500
PI01 Total $7,500 $7,500
Pi02 Disaster Management (NDRRA) No budget - activation of LDCC $33,242 $33,242
P102 Total $33,242 $33,242
PI03 Managment Operations Budget reallocation. so so
P103 Total $o $0
Grand Total -$432,120 ~$164,877 _ -$596,997
Page 23 of 33Section 24
Page 24 of 33
Revenue /
Sum of Amount Expense
Department Reference Cost Centre/Project Details Expense Grand Total
Corporate Services COS06 Land Management New budget - Biodiversity land purchase (per Council resol.) $57,700 $57,700
COS06 Total $57,700 $57,700
coso7 Boreen Point Campground Budget reallocation. $40,500 $40,500
Noosa North Shore Campground Budget reallocation. -$40,500 -$40,500
COSO07 Total $o $o
cos25 ICT Licence & implementation Increased allocation to cater for expanded scope of works $700,000 $700,000
COS25 Total $700,000 _- $700,000
Conporate Services Total 857,700 $757,700
Planning & Infrastructure COSOS Canals and Waterways Budget reallocation. $9,000 $9,000
(COS05 Total $9,000 $9,000
P104 BusShelter Noosa Junction Completed $5,000 $5,000
Cooran State School - Charles St Path Budget needs to be increased to match scope of works. 50% funded from TIDS subject to approval from TMR. $30k TIDS $30,000 $30,000
Cooroy Flood Mitigation Investigation $5k from Daintree & $10k from Pomona $15,000 $15,000
Cooroy Skate ParkUpgrade Project will go over budget - waiting on quotes to confirm $10,000 $10,000
Daintree Estate - Flood Mitagation Plann Funds not spent in13/14 to be carried over to 14/15 -$5,000 -$5,000
David Low Way, Beach Access 49 refurbish Under estimated labour component $10,000 $10,000
Edwards Street Sunshine Beach Pathway Betterment Unity Water - water main upgrade upgrade pathways $21,500 $21,500
Eenie Creek Rd / Walter Hay Dr Intersect Initial estimate for design - additional funds for works to be completed. $14,500 $14,500
Eenie Creek Road / Langura Street Inters Initial estimate for design - additional funds for works to be completed. $17,500 $17,500
Forward design for bridge rehab program Include more Concrete and timber bridges identified from Level 2 bridge inspections. $40,000 $40,000
Joe Bazzo Park BBO Relocation Project cancelled - Project needs new scope of works to include DDA compliance access. To be listed for future cap -$12,000 -$12,000
budget.
Mains Power Pole - Noosa River Caravan Emergent works for rotted pole. $7,500 $7,500
Munna Point Holiday Park Bank Protection Completed - Excess funds not required -$34,203 —_ -$34,203
Noosa Junction - Disabled Parking - CBA Frontage Emergent works as result of Disabled bay removed when streetscape works undertaken and now non-compliant. $30,000 $30,000
Noosa Lions Pk- Rehab Showers Under budget $11,000 -$9,000 -$9,000
Noosa Parade Transit Hub-Stage 1 Money for data capture and survey only completed. -$295,000 -$295,000
Noosa River Mouth Groyne and Rock Wall - Original estimate did not accurately calculate quantities or where materials wheer sourced from. $16,000 $16,000
Pomona State School Station Street PathBleed to be renamed Project will not proceed, changed to Hill St. Ped Refuge & to be delivered in 14/15 TIDS program. $50,000 TIDS funding -$50,000 — -$50,000
will not be claimable forthis project. Balance to be carried over to 14/15.
Rifle St Pomona - Flood Mitigation Plan Funds not spent in13/14 to be carried over to 14/15 -$10,000 -$10,000
Seaview Ck - open drain civil works Still in progress $28,500 $28,500
P104 Total -$169,703 —_ -$169,703
Grand Total $596,997 $596,997
Page 24 of 33Section 25
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
3. NOOSA BIOSPHERE RESERVE – REVIEW OF MANAGEMENT MODEL
Author Noosa Biosphere Reserve Working Group
Councillors Playford, Abbot, Pardon and Wellington
Index ECM/ Subject/ Noosa Biosphere Reserve – Management Model Review
Attachments Nil.
EXECUTIVE SUMMARY
Council adopted a proposed Noosa Biosphere Reserve Management Model at its meeting on 3
April 2014 for the purpose of undertaking further community consultation. That community
consultation has been undertaken and the Noosa Biosphere Reserve Working Group is reporting
back to Council on the outcomes of that consultation. The Working Group is recommending
changes to the proposed Noosa Biosphere Reserve Management Model based on that feedback.
This report sets out a recommended Noosa Biosphere Reserve Management Model and vision.
As there are transition and implementation arrangements, the Working Group is also
recommending to Council that its role should continue through this next phase.
RECOMMENDATION
That Council note the report by the Noosa Biosphere Reserve Working Group to the General
Committee meeting dated 26 May 2014 in relation to the review of the Noosa Biosphere Reserve
Management Model and:
A. Note the feedback from the community consultation;
B. Adopt the proposed Noosa Biosphere Reserve Management Model as set out in the report
by the Noosa Biosphere Reserve Working Group;
C. Request the Noosa Biosphere Reserve Working Group to continue to have oversight of the
implementation and transition process with regular reports to be provided by the Biosphere
Reserve Working Group to Council; and
D. Authorise the Chief Executive Officer to commence implementation and transition to the
proposed Noosa Biosphere Reserve Management Model.
REPORT
Introduction
Council will recall that the Noosa Biosphere Reserve Working Group provided a report to the
Council at its 3 April 2014 meeting. The purpose of that report was to provide the Council with a
proposed Noosa Biosphere Reserve Management Model to enable further public consultation.
At that time, the Council agreed to seek further input from the community in relation to the
proposed model and in particular, to seek further feedback from the Sector Board members.
Page 25 of 33
Section 26
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Consultation and Feedback
The Working Group has facilitated further community consultation in relation to the proposed
Noosa Biosphere Reserve Management Model.
Specifically:
Public submissions were called for via newspaper advertisements and Council’s website – 21
submissions were received;
A consultation session was held with Sector Board representatives on Monday 14 April;
A public consultation session was held on Tuesday 15 April which was managed by an
independent facilitator – approximately 40 members of the public attended; and
A consultation meeting was held with members of the current Noosa Biosphere Ltd Board on
Wednesday 16 April.
The Working Group has considered the feedback from the consultation and is proposing changes
to the proposed model based on that feedback. The Working Group believes that the final model
that is being proposed to Council has been enhanced as a result of feedback from the
consultation process.
Feedback included:
The Sector Boards should continue to play an important role in the Biosphere model but there
were different views as to what they should be called in the future (e.g. Sector Boards/
Taskforces etc);
It needs to be clearer on how Sector Boards can link to both the Council (for advice) and
other levels in the proposed model;
The proposed vision needs to include a reference to the Noosa community;
There were queries raised about why the Council would seek to exclude non-Noosa residents
from being potential directors of the company;
There should be the capacity for people involved in the delivery of projects to join or belong to
an association or entity that is involved in the Noosa Biosphere Reserve Project;
A trust should be considered instead of a company as it may be a better approach than a
company model for potential fundraising;
There needs to be an avenue for people at the grassroots level to have input into what is
happening i.e. the doing level needs to link to other levels;
There needs to be more explanation/focus on the coordination and connectivity issue; and
The model needs to ensure that volunteers are recognised and supported.
The vision
In its first report to the Council, the Noosa Biosphere Reserve Working Group put forward a
possible vision for consultation purposes. The draft vision was “Delivering one of the smartest
economies in one of the best environments in the world”.
Based on feedback, the Working Group proposes a change to the proposed vision as follows:
“The Noosa community creating a sustainable economy in one of the
best environments in the world”
This proposed vision incorporates the Noosa community into the vision. It also reflects other
feedback received on specific wording for the proposed vision.
Page 26 of 33
Section 27
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Noosa Biosphere Reserve Management Model
The proposed Noosa Biosphere Reserve Management Model was based on three tiers i.e.
strategy/coordination/doing. During the consultation period, there was a general understanding
and support for the concept of three tiers but there was feedback on specific issues within some
of the tiers and also comment on the need for more connectivity between the different tiers.
This section of the report will provide Council with details of each of the three proposed tiers
based on feedback during the consultation process.
A. Strategy level
In its original proposal, the Working Group proposed a company to act as the oversight/strategy
driver of the Noosa Biosphere Reserve Project. There was considerable feedback on a number
of elements of this proposal including:
Consideration of a trust instead of a company;
The need to be able to attract funding to this level;
Concerns about restrictions on who could be selected as a company director;
Queries about whether or not Sector Board representatives should automatically qualify as
directors of the company; and
Queries about who ultimately “owns” the company.
Based on this feedback, the Working Group undertook further research into whether a trust
model would be more suitable compared to a company model. The CEO obtained specialist
legal advice in relation to a trust model and how that would work in practice.
The Working Group proposes a change to the suggested company model based on feedback
and legal advice. The model for the strategy tier is proposed as follows:
The establishment of a trust (to be called the Noosa Biosphere Reserve Trust or similar)
which would have roles such as-
o setting strategic direction;
o management of the brand and intellectual property;
o attracting external funding;
o facilitating research;
o assessing and reporting on progress; and
o distributing funding to the co-ordination level.
The terms of the trust would be established and incorporated into a trust deed which would
bind the trustee. It is important to clearly articulate the purpose of the trust as once
established, it is difficult to change trust terms.
The trust would seek registration as both a tax-exempt trust and also as a deductible gift
recipient (DGR). A DGR trust is able to receive donations which provide the donor with a tax
benefit. Depending on technical advice it might be necessary to establish two trusts to
achieve this outcome but for all practical purposes, it would operate as the one trust entity.
A trust would better suit the intent of the UNESCO Biosphere i.e. intellectual property,
strategic direction etc is being undertaken in trust on behalf of the Noosa community.
Page 27 of 33
Section 28
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Specific advice has been sought on how to structure the appointment of trustees of the trust.
Options included appointing individuals (difficulty with personal liability as trustee, limitations
as to numbers of trustees etc) or having a company as trustee of the trust. The legal advice is
the latter is much more efficient and more common in practice. Indeed, this is the same
model used by most family trusts with a company as the corporate trustee of the trust.
The company trustee would have five directors. Their initial appointment would be by Council
based on the mix of skills required to perform the trustee function. Four of the directors
would be independent from Council with one director able to be appointed directly by Council
as required from time to time.
Subsequent appointment of the four directors would be by the company board, not by
Council. The Council would only have the ability to appoint the one Council appointed director
after the initial appointment. The Council will hold one share in the company with other
shares being held by directors.
The company will exist for one purpose only ie to act as the trustee of the trust and to
administer the trust deed in accordance with its terms and conditions. Essentially, this will
entail undertaking the roles set out above on behalf of the community in relation to the Noosa
Biosphere Reserve.
The Working Group considers that this model will address many of the issues raised during the
consultation process. It will also increase the prospects of attracting funding to the Noosa
Biosphere Reserve from grants and private philanthropic donations. The trust model will provide
more long-term security for the community by ensuring that the purpose of the UNESCO
Biosphere Reserve is met in accordance with the terms of the trustee deed. The terms of the
Trust Deed will align with the aims of UNESCO's Man and the Biosphere Program. The Trust
Deed will determine the parameters and intentions for the Noosa Biosphere Reserve and outline
the agreed vision for the project into the future. The Deed will clearly establish the fiduciary duties
of the trustee.
B. Co-ordination Level
In its original proposal, the Working Group intended that this operational function would be
undertaken by two Council staff who would provide project and coordination support. There was
feedback through the consultation process as follows:
There needs to be a better connection between this coordination level and the doing level as
the current interface was not clear;
This level should be focused on the community, not the Council;
There should be a community based Hub for the Noosa Biosphere where co-ordination can
take place; and
There should be an opportunity for those at the doing level to join and be part of the decision-
making process.
Based on this feedback, the Working Group proposes changes to the co-ordination level. The
co-ordination and management of day-to-day operations will be undertaken by a community-
based incorporated Association (to be established). This incorporated Association will:
Assist with the identification and facilitation of projects that support the Noosa Biosphere
Reserve vision;
Undertake a co-ordination and facilitation role for projects that support the Noosa Biosphere
Reserve vision;
Page 28 of 33
Section 29
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Undertake evaluation of potential projects for funding purposes and provide
recommendations to the Trust for funding;
Enable persons involved in projects at the doing level to join the association;
Employ staff to undertake the co-ordination functions (with funding to be provided) but noting
these staff will be focused on co-ordination and support, not on the actual doing; and
Be based at a physical location which is separate from Council.
It is envisaged that there will be a transition period to enable the incorporated association to be
established. This will involve establishment of a Constitution with the objects of the Incorporated
Association to reflect its role and relationship to the Trust.
It should be noted that like all Incorporated Associations, control of the association rests in the
hands of its members, not the Council. It is anticipated that the membership will be drawn from
the doing level.
C. Doing Level
In its original proposal, the Working Group identified this doing level as important to the future of
the Noosa Biosphere Reserve model i.e. this is where projects will occur “on the ground” that will
help achieve the vision.
Feedback through the consultation process included the following:
It is important to understand that people involved in the doing level are volunteers and
volunteers need to be recognised and supported;
There was feedback that there needs to be clearer links between the Sector Boards and
Council and there was uncertainty about their future role;
Sector Board members would clearly prefer to have the same arrangement for representation
i.e. Sector Board representatives currently automatically have the right of appointment to the
Noosa Biosphere Ltd Board; and
There should be the opportunity for people involved in the project delivery to be able to join or
belong to one of the other tiers so that issues could be better communicated and understood.
Based on this feedback, the Working Group proposes some enhancements to the original doing
tier as outlined in the proposal.
The Working Group also wishes to record once again its appreciation and support for all of the
volunteers who are undertaking work in relation to the Noosa Biosphere Reserve.
In relation to the doing tier, the Working Group proposes the following:
The focus should be on getting as many people from as broad a cross section of our
community as possible involved in projects to advance the vision for the Noosa Biosphere
Reserve;
The Working Group notes that while Tourism Noosa is nominally a Sector Board, it has not
operated as a Sector Board for some time and should no longer be regarded as a separate
Sector Board;
Sector Boards were originally established to provide the Council with strategic advice,
particularly when the Council was developing long-term strategies for our region that related
to a particular Sector Board area of interest. The Council should be able to tap into the
experience and knowledge of the Sector Board members in the future when developing
strategies for our region; and
Anyone who is involved in the doing tier should be able to join the Incorporated Association
and have a say in prioritisation of projects and other matters that impact upon their volunteer
work.
Page 29 of 33
Section 30
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Transition and Implementation
There are a number of key issues to be addressed in the transition to the new Noosa Biosphere
Reserve Management Model. The main issues are:
Establishment of the trust and corporate trustee. The critical issue is to establish the terms of
the trust to ensure that they align with the vision and UNESCO. As previously identified, once
trust terms have been established they can be very difficult to amend so it is important to
ensure that the terms of the trust are correctly established. It is estimated that it will take
approximately 6 to 8 weeks to establish the draft terms of the trust and draft constitution of
the corporate trustee. The Trust Deed will be developed by the Working Group and legal
advisors. The proposed Trust Deed and constitution of the corporate trustee will be referred
to Council for consideration for final adoption;
Appointment of directors to the corporate trustee. The Council will need to undertake a
selection process to identify appropriate directors for the corporate trustee;
Establishment of an incorporated Association. This should be relatively straightforward and
will occur after the creation of the trust deed. There should be some alignment between the
objectives of the trust and the objectives in the constitution of the Incorporated Association.
An Interim Management Committee for the Incorporated Association will need to be set up
prior to the first General Meeting at which time a motion will need to be passed to incorporate
by resolution. The Interim Committee will be appointed by Council. Thereafter, the
Management Committee of the Association will be determined by the Association members
according to its Constitution;
Identification of a community hub. A community based presence will need to be established
and premises leased; and
Staff to support the Incorporated Association. Suitable staff will need be to be identified that
can provide coordination and administrative support to the Noosa Biosphere Reserve
Management Model.
From a timing point of view, it is noted that the current Noosa Biosphere Ltd Board will hold its
Annual General Meeting in November 2014. That would be a suitable point to make the
transition to the new Noosa Biosphere Reserve Management Model. The legal advice received
is that it would be technically easier to establish a new trust and corporate trustee rather than
converting the existing company. Further, the legal advice was that there would be no real
financial saving in endeavouring to convert the existing company structure to the new model.
Other issues
Intellectual Property
One of the key opportunities for the future is the better utilisation of intellectual property
associated with the Noosa Biosphere. The Working Group has sought specialist advice in
relation to intellectual property issues and how to maximise future opportunities.
There are a number of actions that should be undertaken in the future in relation to intellectual
property associated with the Noosa Biosphere Reserve. As an example, the existing Noosa
Biosphere Reserve trademark could be utilised as part of a certification trademark system
(similar to the Australian wool mark) to promote the Noosa Biosphere Reserve Project and
possibly, to provide an ongoing revenue stream. It will also be important for the Noosa
Biosphere Reserve to maintain close control over relevant intellectual property. This will be
managed by the Trust once established but in the meantime, the Council should consolidate and
protect the intellectual property.
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Section 31
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Working Group
The Noosa Biosphere Reserve Working Group was established to review the Management
Model. That task has now been completed with this report to the Council.
However, it is suggested that as we move through the transition and implementation phase, there
would be benefit in continuing the Working Group. The Working Group could continue to meet
as required to work through transition and implementation issues with regular reports to the
Council as required. For continuity purposes, the same membership of the Working Group are
proposed to continue.
Previous Council Consideration
The Council considered this matter at its meeting of 3 April and passed the following resolution:
That Council note the report by the Noosa Biosphere Reserve Working Group to the General
Committee meeting dated 31 March 2014 in relation to the review of the Noosa Biosphere
Reserve Management Model and:
A. Note the community consultation that has been undertaken to date and the key issues that
arose as part of that community consultation;
B. Adopt the proposed Noosa Biosphere Reserve Management Model as set out in the report
by the Noosa Biosphere Reserve Working Group for the purpose of further consultation;
C. Seek further input from the community via a community consultation session to be held on
15 April 2014 and also seek further feedback from the Sector Board members about their
preferred roles within the new arrangement: and
D. Request the Noosa Biosphere Reserve Working Group to report back to the Council once
that further community consultation has been undertaken.
Finance & Risk
Nil.
CONSULTATION
External Consultation - Community & Stakeholder
The Working Group has facilitated further community consultation in relation to the proposed
Noosa Biosphere Reserve management model. Specifically:
Public submissions were called for via newspaper advertisements and Council’s website – 21
submissions were received;
A consultation session was held with Sector Board representatives on Monday 14 April;
A public consultation session was held on Tuesday 15 April – approximately 40 members of
the public attended; and
A consultation meeting was held with members of the current Noosa Biosphere Board on
Wednesday 16 April.
Internal Consultation
This proposal by the Noosa Biosphere Working Group has been discussed with all Councillors.
Page 31 of 33
Section 32
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 32 of 33
Section 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
CLOSED SESSION
Nil.
Page 33 of 33
GENERAL COMMITTEE MEETING AGENDA 26 MAY 2014
CLOSED SESSION
Nil.
Page 33 of 33