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2019-04-15 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 15 April 2019
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Jess Glasgow, Ingrid Jackson,
Joe Jurisevic, Frank Pardon, Brian Stockwell, Tony Wellington
“Noosa Shire – different by nature”
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Full text of the other 62 sections
Section 2
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE -
1 MCU19/0016 – DEVELOPMENT APPLICATION FOR MATERIAL CHANGE OF
USE, DETACHED HOUSE SEAWARD OF THE COASTAL BUILDING LINE,
LOCATED AT 54 SEAVIEW TERRACE, SUNSHINE BEACH
(Planning & Environment Committee Agenda, 9 April 2019, Item 1, Page 3)
Reason for referral – Significance of the issue
2 OPW19/0046 – DEVELOPMENT APPLICATION FOR OPERATIONAL WORKS
(ADVERTISING DEVICE) SITUATED AT 1/100 RENE STREET, NOOSAVILLE
(Planning & Environment Committee Agenda, 9 April 2019, Item 4, Page 45)
Reason for referral – For further consideration
3 ENVIRONMENT LEVY
POTENTIAL LAND ACQUISITION – LOT 3 RP186809
(Planning & Environment Committee Agenda, 9 April 2019, Item 6, Page 58)
Reason for referral – Significance of the issue
Item to be dealt with under confidential session
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE -
4 NOOSA NORTH SHORE FERRY SERVICE REVIEW AND LEASE EXTENSION
(Services & Organisation Committee Agenda, 9 April 2019, Item 3, Page 13)
Reason for referral – Significance of the issue
REPORTS DIRECT TO GENERAL COMMITTEE 3
5 DRAFT EVENTS POLICY FOR NOOSA SHIRE 3
6 BOREEN POINT CAMPGROUND MANAGEMENT SERVICES CONTRACT -
TENDER 1819T047 8
7 COMMERCIAL HIGH USE PERMIT APPLICATION - RYDE GREEN PTY LTD
(NEON RIDE) 14
8 BUDGET REVIEW 3 (BR3) FOR THE 2018-19 FINANCIAL YEAR 31
9 FINANCIAL PERFORMANCE REPORT - MARCH 2019 53
CLOSED SESSION -
Refer to Item 3
Page 2 of 63
Section 3
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
REPORTS DIRECT TO GENERAL COMMITTEE
5 DRAFT EVENTS POLICY FOR NOOSA SHIRE
DOCUMENT INFORM AT ION
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/Subject: 27.48 Policy/34.75 Events Policies & Guidelines
Attachments 1. Draft Events Policy
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor to the General Committee Meeting dated 15
April 2019 regarding the Draft Events Policy for Noosa Shire and agree to adopt the Draft Policy
(provided as Attachment 1 to the report) for the purpose of proceeding to community
consultation.
REPORT
The purpose of this report is to seek Council adoption of a Draft Events Policy prior to proceeding
to community and stakeholder consultation for the policy.
In response to increasing event proposals and community feedback, Council has sought to
establish a framework to guide the holding of events in the shire. In 2018 Council addressed
issues regarding the use of Noosa Main Beach for events by adopting the Noosa Main Beach
Events Policy. The following general framework is now proposed:
Figure 1 – Events Framework for Noosa Shire
Page 3 of 63
Section 4
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
The Draft Events Policy included in Attachment 1 has been prepared in consultation with staff
and Councillors. The draft policy focuses on Council’s principles and actions in regulating and
assessing events in the shire.
Community consultation will include public submissions through Council’s Your Say Noosa web
portal and direct consultation with key stakeholders, including the recently established
Sustainable Tourism Stakeholder Reference Group and the bodies represented by its members.
The results and recommendations from community consultation will be reported to a future
Council meeting, prior to the adoption of a finalised Events Policy.
The recommendation seeks Council agreement to adopt the Draft Events Policy to allow staff to
proceed to community consultation.
Previous Council Consideration
Nil.
Finance
Costs associated with the consultation process will be absorbed within the current budget.
Risks & Opportunities
The proposed policy framework seeks to address risk associated with increasing requests to hold
events on community land by better clarifying Council’s approach to events and improving
guidance to staff, event managers and stakeholders. The Draft Events Policy outlines the
objectives sought by Council, which outline opportunities for Noosa’s events to be of the highest
quality, successful and broadly accepted by the community.
Consultation
External Consultation
Nil
Internal Consultation
Executive Team
Manager Property
All Councillors
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer x Director x Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws 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 4 of 63
Section 5
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ATTACHMENT 1
Page 5 of 63
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ATTACHMENT 1
JOS , Council Polic
m MBNere. y
| @ | COUNCIL EVENTS POLICY
Corporate Plan Reference: Theme 4: Long term planning for Noosa Shire
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Property Manager
POLICY PURPOSE
Events play an important role in bringing people together to celebrate and promote cultural,
community and environmental values. Noosa Council seeks fo ensure that events held on
community land add to the culture and vitality of the area, while maintaining the shire's liveability and
environment.
APPLICATION
This policy applies to events proposed or held on Council controlled land that require a permit under
Council's Local Laws. The policy does not apply to civic functions or ceremonies conducted by
Council, events on private land or events that do not require a permit.
DESIRED OUTCOMES
Events in Noosa Shire:
e Set benchmarks for quality and environmental outcomes;
e Help meet relevant goals and initiatives in Council’s adopted strategies and plans, including its
Social Strategy, Cultural Plan, Sport and Active Recreation Plan and Local Economic Plan; and
e Achieve broad community acceptance, with residents’ complaints minimised.
COUNCIL POLICY
Council's regulation and assessment of events proposed on community land requiring a permit will
be subject to the following principles:
a) Community access to public land is prioritised
The day-to-day recreational use of community land by residents and visitors will generally take
precedence over events.
b) Impacts on community assets are managed
Events must not adversely impact on the environment, public infrastructure or other community
assets.
c) Impacts on residents and local businesses are managed
Council may set limits on the number and nature of events in key precincts in the shire in order to
control impacts on residents and local businesses.
Applications that would have the effect of increasing the acceptable number of events in a precinct
with an adopted limit will require formal Council approval.
New or additional road closures are generally avoided, particularly in high use areas or where
alternate routes are not available.
d) High use precincts are protected from overuse
Events proposed in high use precincts, such as Noosa Heads, must demonstrate valid locational
needs.
Given the limited available community event space in Noosa’s high use precincts, Council may seek
to identify alternative locations for staging events.
Page 5 of 63Section 6
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Page 6 of 63
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
e) Noosa Shire’s range of events is diverse and inclusive
Council will seek to ensure the range of events held in Noosa is diverse, socially inclusive, supports
broad community participation and that each event provides clear community benefits.
f) Events employ sustainable practices
All events must employ sustainable environmental practices.
Council will prescribe minimum requirements for waste management and other measures.
Annual and repeat events must demonstrate continuing improvement in sustainable environmental
practices and progress toward best practice in event management, waste management and
sustainable transport.
Council will seek to ensure the use of single-use plastics is phased out for all events by 2021. Their
replacement by reusable, recyclable and compostable alternatives will help foster new circular
economies and innovation.
Balloons are prohibited for all events.
Council will generally only approve fireworks for Christmas and New Year’s Eve community events.
g) Locally owned and operated businesses are preferred
Event proposals from locally owned and operated organisations will generally be preferred in order
to retain benefits within the shire.
h) Not-for-profit community groups are preferred
Events run by incorporated not-for-profit community groups will generally be preferred over for-profit
organisations.
i) Ratepayers do not subsidise tourism events and events by for-profit organisations
A user-pays approach will be applied to ensure there is no ratepayer subsidy of permit administration
for tourism events and events by for-profit organisations.
j) Tourism events, corporate events and events by for-profit organisations contribute to
broader local environmental outcomes
Council may seek to establish new initiatives whereby tourism, corporate and for-profit events
contribute towards local environmental management initiatives.
GUIDELINES
Council will develop a framework of supporting guidelines, plans and procedures to support this
policy. While those will provide key details for applicants, the following primary requirements form
part of this policy:
e Applications that do not provide all mandatory information will not be accepted;
e Applications for events on a beach or Chaplin Park must include contingency plans for an
alternate site(s) in the event of beach erosion, severe weather, inundation and the like; and
e Applications for new large events (exceeding 2,000 attendees) must be lodged a minimum of 6
months prior to the event.
ROLES AND RESPONSIBILITIES
Council's Property Manager is responsible for the assessment of event applications, consultation
with stakeholders and the issue of event permits.
Council will formally consider applications that would have the effect of increasing the acceptable
number of events in a precinct with adopted event limits.
Page 6 of 63Section 7
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Page 7 of 63
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
RELEVANT LEGISLATION & DOCUMENTS
Local Government Act 2009
Local Government Regulation 2012
Land Act 1994
Noosa Shire Council Local Laws (No.1 — No.7)
Noosa Council Corporate Plan
Noosa Main Beach Events Policy
Noosa Shire Environment Strategy
Noosa Sustainability Principles
Noosa Social Strategy
Noosa Cultural Plan 2019-2023
Noosa Shire Local Economic Plan
Commercial Use of Community Land Policy
Community Grants Policy
Community Engagement Policy
Transport Policy
DEFINITIONS
Council Controlled Land — has the same meaning as /ocal government controlled area as defined
in Council's Local Law 1 — Schedule 1 Dictionary but also includes roads as separately defined.
Events — means organised gatherings of people for festivals, parades, ceremonies, celebrations,
sports competitions, concerts, performances, rallies, and the like.
Community Event — means an event within the Noosa Shire organised by a not-for-profit
organisation primarily attended by people who reside within the Noosa Shire Council area.
Corporate Event - means an event staged by a business, corporation or not-for-profit organisation
for invited guests, for example with the purpose of inspiring or rewarding their employees, or else to
promote a brand, service or product. Specific examples include corporate dinners, promotional
lunches and team building activities.
Tourism Event — means an event within Noosa Shire endorsed by Tourism Noosa that contributes
to the Noosa economy and is primarily attended by people who reside outside the Noosa Shire.
Version controt
Version Reason/ Tngger Change (Y/N) Endorsed/ Reviewed by Date
1.0 New Policy N Noosa Council DOMM/YYY
Page 7 of 63Section 8
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
6 BOREEN POINT CAMPGROUND MANAGEMENT SERVICES CONTRACT - TENDER
1819T047
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ 8.1 Noosa Holiday Parks Admin
Attachments 1. Tender Evaluation Matrix
EXECUTIVE SUMMARY
In February 2019, Council issued invitations to tender for the management of the Boreen Point
campground. The tender was posted on VendorPanel on 14 February 2019 and subsequently
advertised in the Sunshine Coast Daily on 16 February 2019 and the Noosa News on 19
February 2019.
Respondents were invited to submit applications through VendorPanel, Council’s e-tender portal,
with applications closing on 12 March 2019. There were 31 downloads by parties/businesses
from the e-portal. A total of five businesses applied to manage the campground in accordance
with the conditions of tender.
An evaluation panel was assembled with the required skill sets and relevant expertise to
undertake the assessment. The incumbent managers Crimmins Enterprises Pty Ltd did not
tender for the management services contract. Council’s tender evaluation panel scored the
submission of 1Eight Pty Ltd the highest and noted its track record and experience in operating
holiday parks, along with their capacity and methodology considered to be of a suitable industry
standard and met the tender evaluation panel’s expectations.
The tender evaluation panel supports 1Eight Pty Ltd’s submission and it is recommended Council
agree to enter into a new management agreement for a total term of up to five years.
RECOMMENDATION
That Council note the report by the Property Manager to the General Committee Meeting dated
15 April 2019 and:
A. Award contract 1819T047 to 1Eight Pty Ltd for the Boreen Point Management Services
Contract for an initial three (3) year period commencing 1 May 2019; and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a
further 2 x 1 year periods subject to satisfactory performance at Council’s sole discretion
REPORT
1. Background
Council operates one holiday park and two campgrounds, Noosa River Holiday Park, Boreen
Point Campground and North Shore Beach Campground as Council business activities, which
offer a variety of unique experiences for visitors.
Page 8 of 63
Section 9
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
The Boreen Point Campground is located at 1 The Esplanade, Boreen Point. The campground is
a business activity of Council and is operated on a commercial basis to ensure that competitive
neutrality principles required under the Local Government Act 2009 are complied with. The
campground has extensive lake frontage on the shores of Lake Cootharaba and offers powered
and unpowered accommodation options for tents and caravans. It offers a more remote and
nature based experience for customers. The campground has priced peak and off peak and
periods throughout each year, with Council determining the fees for each site type at the site,
which differ according to the period. The rationale is to charge slightly higher fees during peak
occupancy periods, and lower fees during off peak and periods to maximise occupancy levels.
The current management agreement has been in place since 2014. Council appointed on-site
managers to operate within the parameters of the current management agreement and
undertake the majority of operational and day-to-day activities. The current management
agreement structure includes compensation via a fixed price arrangement with an incentive
program from revenue generated by the Campground.
Council also currently undertakes various operational and asset management activities at the
campground, with key functions for Council including capital works and maintenance, contract
administration, provision of supplies as required by the terms and conditions of the management
agreement, and environmental and asset management responsibilities.
The current management agreement is due to expire on 6 April 2019. The 2 x 1 year options
have been exercised under the current agreement with a recent extension granted by Council to
the current managers to 30 April 2019.
2. Invitation to Tender
In February 2019, Council issued invitations to tender for the management of the campground.
The tender was posted on VendorPanel and advertised in the Sunshine Coast Daily on 16
February 2019 and the Noosa News on 19 February 2019.
Respondents were invited to submit applications through VendorPanel, Council’s e-tender portal,
with applications closing on 12 March 2019. There were 31 downloads by parties/businesses
from the e-portal. A total of five businesses applied to manage the campground in accordance
with the conditions of tender.
Consistent with Council’s tender processes, the following documents were available to
respondents via the e-portal:
Invitation to Tender – general information for respondents;
Tender Response Form – enabled respondents to respond to evaluation criteria via response
schedules;
Management Agreement – identified management agreement conditions to perform the
contract and specifically a three year contract commencing on 1 May 2019 with an option to
extend for an additional 2 x 1 years at Council’s sole discretion;
Conditions of Tender – Detailed acceptable conduct and obligations of respondents and
Council and included further detailed information for respondents; and
Proposed budget - enabled respondents to detail revenue and expense items to manage the
campground in accordance with the management agreement contract
Specifically, in relation to the proposed budget, tenderers were required to submit a commission
percentage (of the earned revenue of the caravan and camping sites) as the proposed annual
management fee (payable to the tenderer).
Page 9 of 63
Section 10
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
The intent of this approach was to allow tenderers to demonstrate their understanding of the
site’s operational cost base, their expectations around earnings and to exhibit their business and
financial acumen for the initial three-year management period, and the option extension periods.
The tender documentation noted that there is no applicable rise and fall provision, with the
commission percentage to remain fixed for the duration of the contract.
The evaluation panel assessed the applications under probity and due diligence in accordance
with the assessment criteria and its obligations under this tender process. The evaluation panel
consisted of:
Property Manager;
Property Officer;
Community Facilities Manager; and
Commercial Analyst (external panel member).
Prospective tenderers were invited to attend an industry briefing and site inspection on Tuesday
26 February 2019 at the Boreen Point Campground. Attendees were provided the opportunity to
inspect the site, its facilities and the residence, in addition to asking questions and seeking
clarification from Council representatives.
3. Submissions
The tender closed on 12 March 2019, with Council receiving five (5) conforming submissions as
follows:
1. 1Eight Pty Ltd;
2. Australian Crawl Springfield Pty Ltd;
3. The Trustee for Harvey-Jones Family Trust;
4. The Trustee for Nevard Family Trust; and
5. Greengate Investments Pty Ltd.
Crimmins Enterprises Pty Ltd are the current campground managers and they did not tender for
the new management services contract. Notably, none of the tender responses proposed
changes or revisions to the form of management agreement provided with the invitation to
tender.
4. Evaluation
The evaluation criteria established as part of the invitation to tender included:
1. Price
2. Capability & Resourcing;
3. Contract Experience & Capacity;
4. Methodology;
5. Quality;
6. Health & Safety;
7. Environment & Sustainability; and
8. Contribution to Local Economy.
The schedules and supporting information provided by the tenderer were reviewed by the
evaluation panel and informed the scoring in each of the aforementioned evaluation criteria.
Page 10 of 63
Section 11
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Scoring within the criteria included an appropriate weighting on financial viability and
demonstrated business acumen given the value of the contract and the associated risk. As part
of the evaluation, external support was engaged by Council to conduct a financial analysis of the
budget figures (and their proposed operational cost base) and commission percentage submitted
by each tenderer. The results of the financial analysis were presented to the evaluation panel
and were used to inform the scores given to each tenderer. Financial viability via NPV analysis,
sensibility and sensitivity testing of tendered financial estimates was undertaken to support the
financial scoring assessment.
Following the initial tender evaluation, all the tenderers were asked to submit further information
or clarification via the Notice to Tender process, coordinated by Council’s Procurement staff. This
information and/or clarification was subsequently provided to Council, allowing for a well informed
and comprehensive evaluation process to be completed.
The preferred tender was submitted by 1Eight Pty Ltd. Their tender scored highly for track record
experience, capacity and methodology which are critical criterion (to ensure business continuity).
A three (3) year contract is recommended commencing on 1 May 2019 with an option to extend
for an additional 2 x 1 years at Council’s sole discretion.
Previous Council Consideration
Ordinary Meeting Minutes, 21 March 2019, Item 2, Page 7
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 12 March 2019 and authorise the Chief Executive Officer to enter into an interim
management agreement for the Boreen Point Campground with Crimmins Enterprises Pty Ltd for
the period 7 April 2019 to 30 April 2019 inclusive.
Ordinary Meeting Minutes, 3 April 2014, Item 9, Page 8
That Council note the report by the Property Officer, Property and Land Management to the
Planning & Organisation Committee dated 25 March 2014 and:
A. Award contact 1314T001 to Crimmins Enterprises Pty Ltd for the Boreen Point
Campground Management Service Agreement for an initial three year period commencing
7 April 2014 and expiring 6 April 2017, and
B. Authorise Property and Land Management to exercise future options to extend the contract
for a further two (2) periods by twelve (12) months subject to satisfactory performance.
Finance
The preferred tenderer’s submission results in a $19,000 additional cost to Council’s net
operating position compared to the 2018/19 budget. This is expected to be offset by a
professional commercial operation (with the experience of currently operating two other holiday
parks) and marketing campaigns to increase occupancy levels and overall revenue at the site.
The new management agreement model also reduces staff administration effort including
devolving Council of operational supply responsibilities. This staff effort will be redirected to
higher value commercial opportunities.
Financial returns from the Holiday Parks business activity (comprising one holiday park and two
campgrounds (2018/19 budget $900,000)) are utilised to offset the cost of general rate funded
Council activities, which avoids the need for higher general rating levels to comply with Council
financial sustainability policy requirements.
Page 11 of 63
Section 12
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Risks & Opportunities
Risks
Business continuity – the management agreement is required to continue business operations
without the need for the employment of Council staff (which is not recommended). Sufficient time
has been provisioned for a handover process by the current manager providing operational
training to the successful tenderer.
Opportunities
It is proposed that Council review the operating model of the business activity within the next
three years. The proposed review would identify the most efficient management agreement
contract delivery model to drive service delivery improvements for patrons in addition to
maximising revenue opportunities to Council.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Director Corporate Services
Procurement and Fleet Manager
Community Facilities Manager
Procurement Advisor
Property Officer
Management Accountant
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries X 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 12 of 63
Section 13
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Page 13 of 63
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
Attachment 1
NAME OF TENDERER PRICE
(Conforming Tenders Only) (excl of GST)
1
2
3
4
5
6. | Peano pe ee a ea eS
9 SS ae eS
7 i oe eee eee ee
9. (= Se ae ee a ee |
20 | eee Se ee ey)
NON-CONFORMING TENDERS
1 2 3 4 5
| ARTA Nomarcataments, | NevordFomily Trust | savestments ty ted | anes Fariy Trust| Soringhea Py _| _2E16HT Pty td
: : vEsDrients fty ¢te ones Famil) Us! pringyied Ft
Penmmncee ifs etereen | me eae me | See on fa) [ee |
r ‘ Resultant
‘Resultant score Resultant s
fommyemerie | we | | om | | oe | [om | [ee] es
comatrrmescwey | ae | = [om |= [om |e | om |e [anf = |
Ce
jwmiy CT | | os | | sso | oo | om | os | as |
rome | | | om | fom |e [om | fof
fons | + | ow | w | ow | o | om |» [om | ms |
ommameuanoem | | «| o= |» [w]e |m |» foe] os |
Normalised Technical Score (Tn) 2.4
SE re el a
i (tn 4 ty oO ‘ami Spring |
Total Fees (Pc) 35% $150,000 $240,000 $300,000 $425,000 $245,000
Average Fees (Pav) $......sscsccssccssesseee $272,000
Price Score 145 112 90 44 110
Normalised Price Score (Pn) 100 7 62 30 76
Weighted Price Score (Pw)
|___Contract Administrator & Assesment PanelMember1 | Property Manager
| Assesment PanelMember2 |= Community Facilities Manager
AssesmentPaneiMemberS | sd
ron
Page 13 of 63Section 14
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
7 COMMERCIAL HIGH USE PERMIT APPLICATION - RYDE GREEN PTY LTD (NEON
RIDE)
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ Subject/ 34.61 Commercial Use of Community Land
Attachments 1. Shared Mobility Devices Media Coverage
2. Noosa Council submission on Draft SEQ Regional Transport Plan
EXECUTIVE SUMMARY
Electric scooters are the latest offering in the shared mobility device or ‘rideables’ transport
segment. Recent media coverage of the introduction of electric scooters has been
comprehensive and highlights not only potential benefits, but also a number of issues, particularly
regarding safety and public amenity.
Council has recently received a permit application from Neon Ride to operate an electric scooter
business on community land for a three month trial period. Neon Ride has relocated to Noosa
and claims their electric scooters will provide many benefits to the community.
Legislative provisions and local government responses to this nascent technology are still
developing across Australia with some local governments proposing trials while others are
awaiting the outcome of those trials before making further decisions.
Given risk factors and identified issues relating to electric scooters have not been fully assessed
by Council, it is recommended Council refuse the Commercial High Use Permit application from
Neon Ride. Furthermore, it is recommended Council refuse any other permit application for
shared mobility device operations on Council controlled community land, until Council undertakes
a comprehensive assessment of all risks associated with shared mobility devices and develops
an appropriate evidence based management strategy to manage those issues.
RECOMMENDATION
That Council note the report by the Property Manager to the General Committee Meeting dated
15 April 2019 regarding the application from Neon Ride for a Commercial High Use Permit; and
A. Refuse the Commercial High Use Permit application from Ryde Green Pty Ltd (Neon Ride);
and
B. Refuse any application received from electric scooter businesses or any other shared
mobility device business seeking to operate on Council controlled community land until the
risks associated with identified issues in other local government areas have been
comprehensively assessed by Council and an appropriate evidence based management
strategy has been developed in response to manage those issues (detailed as Option 2 in
the report).
Page 14 of 63
Section 15
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
REPORT
The purpose of this report is to seek Council’s determination for an application received from
Neon Ride to operate electric scooters on Council controlled community land and further
consider the issues associated with shared mobility devices.
1. Background
The first dockless electric scooter shared services commenced in San Francisco and Los
Angeles at the end of 2017 and have since expanded elsewhere in the USA and Europe. By mid
2018, scooter operators had planned rollouts of electric scooter offerings in Australia and by
November 2018 electric scooters were operating in Brisbane.
Neon Ride (NR) was established in September 2017 and is a wholly owned Australian start-up
company focused on shared mobility systems. NR has relocated to Noosa and developed an
electric scooter offering, which the company says will provide many benefits to the community.
The business employs a dockless operating model meaning the scooters do not have a fixed
home location, and are dropped off and picked up anywhere in the service area.
NR launched a two day trial on 8 March 2019 and reported the trial was a success with 105
people signed up with each scooter averaging 5 rides per day and has since sought a Council
permit to operate on community land for a three month trial period. Further details of the permit
application are included in this report.
2. Current Local Government Practice - Electric Scooters
There are no known electric scooter hirers currently operating in Noosa on community land and
local governments across Australia are in the early stages of establishing management
frameworks for electric scooters and issues associated with their use in public areas.
Local government responses to electric scooter use include the following:
Brisbane City Council
Temporary Permit offered to Lime in November 2018.
Due to software issues leading to safety incidents, Council threatened to cancel the
temporary permit unless the issues were rectified
Currently, undertaking tender process seeking proposals from electric scooter ride share
hire services. Tender closes 17 April 2019.
Further safety incidents reported in the media on 4 April 2019.
Gold Coast City Council
Lime and Ride scooters launched on the Gold Coast in December 2018.
The scooters were subsequently impounded as both operators had set up operations on
Council land without permission.
The Gold Coast City Council is not currently pursuing this transport option but continues to
monitor the use of electric scooters in other local government areas.
City of Port Philip
Noted at its Ordinary Meeting of Council 5 December 2018 that electric scooter operators
may commence operations in the municipality.
Authorised the Chief Executive Officer or delegate to support a trial of legally compliant
dockless electric scooters on Council land dependent upon managing insurance and other
safety risks to Council associated with the activity.
Page 15 of 63
Section 16
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Sunshine Coast Council
Monitoring the outcome of the Brisbane City Council trial.
Will take a considered approach to electric scooters in due course.
3. Regulatory Framework
The Australian regulatory framework does not provide for the clear legal use of many new
devices that are now available.
Prior to November 2018, electric scooters did not fit within existing legal definitions.
In November 2018, Queensland legislation was changed creating new rules for “rideables”
- Transport Operations (Road Use Management Road Rules) - (Personal Mobility Devices)
Amendment Regulation 2018.
The changes to Queensland legislation allow people over the age of 16 to own powered
scooters, as well as to rideshare.
The National Transport Commission is still investigating how electric scooters can be safely
used in Australia and will release a discussion paper in June 2019.
Council has the ability to regulate commercial operations on council controlled community
land via its Local Laws and policy. Council’s Subordinate Local Law No. 4 specifies use of
a government controlled area for commercial purposes is a restricted activity which is only
permitted when authorised by an approval (permit) issued under Local Law No. 1 and the
Commercial Use of Community Land Policy.
Council also has the ability to establish zones where shared mobility devices are excluded.
To facilitate this action, Council would be required to amend Subordinate Local Law No. 4
to include the use of electric scooters to the list of restricted activities.
Private electric scooter businesses can still operate from private property offering hiring of
electric scooters for tourists and guests and are subject to planning provisions and state
legislation noted above.
4. Neon Ride Permit Application
Council has recently received an application for a permit from NR seeking permission to operate
an electric scooter business on community land. Specifically, NR seeks:
A three month trial outside of the tourist season;
To utilise a maximum fleet size of 100 units;
Provide scooter availability between 7am and 9pm;
To implement a $1 flagfall to commence a trip plus $.30 cents per minute of riding time;
and
Consideration of an additional ride levy on each trip to be provided to Council.
NR suggests their electric scooter offering will provide many benefits to the community including:
Presenting tourists with an exciting way to see Noosa’s beautiful sights;
Providing a fun and convenient alternative to car dependency;
Complementing existing public transport programs, reducing congestion and reducing
stress on parking;
Increasing the mobility of citizens and tourists, which in turn increases patronage of local
businesses and restaurants;
Adding jobs to the economy through hiring independent contractors paid to pick up
scooters and take them home for charging; and
An operating model which is cost effective, popular and is open to the public to enjoy.
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Proposed Parking Locations
NR’s application proposes to manage parking of scooters in two ways, depending on whether the
area is high or low density. Specifically,
High Density areas – creation of designated parking zones for electric scooters as per
parking zones created by Go Noosa in Hastings Street. NR suggest one parking spot could
be allocated which could support the placement of more than 20 scooters. NR will provide
software functionality that will enable a rider to end their trip only within the parking zone
otherwise the rider will continue to be charged as if it were ride time.
Low density areas – scooters can be parked anywhere a rider would be able to legally park a
bicycle. Riders upon signing up to the app receive instructions to park the scooters upright
and safely, neatly and out of the way of pedestrians. To avoid parking problems riders must
take a photograph of where the scooter is parked and in the event the scooter is parked
incorrectly an NR team member is dispatched to rectify the issue.
How to use a Neon Ride Scooter
Put on helmet;
Check brakes and bell are working properly;
Rider downloads Neon Ride from the appstore;
Scan the QR code located on the handlebars;
Kick off and gently press the throttle down; and
End trip and park safely.
NR has incorporated various safety messages into the riding process with placards affixed to
each scooter and detailed safety instructions within the app.
Software
NR claims to have the ability to control scooter operations through application of their software.
This includes:
Ability to remotely lock, unlock, deploy, disable and locate scooters;
Displaying the details of every scooter on the network (including GPS location, battery level
and repair tickets);
Displaying a history of each scooter including its current state and any previous work done
on the scooter; and
Managing all support requests.
Maintenance
NR’s permit application also highlights the below mechanisms to manage maintenance issues:
Any scooter that has been flagged for having an issue is instantly disabled from the
network (i.e. is unable to be hired by a user) until it has been fixed and thoroughly tested;
and
Rigorous maintenance checks are undertaken on the scooters every time they are charged
at the warehouse.
In addition, NR will be aware when a scooter needs maintenance through the following channels:
a report is submitted via the app;
a report is submitted via email or via calling our hotline; or
a defect is discovered during the nightly check.
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Rebalancing
NR’s software provides real time data to allow redeployment of scooters to areas where there is
demand to avoid clumping of scooters in one area. In the event scooters become clumped in one
area, NR will redistribute scooters to other areas.
Customer Support, Severe Weather and Insurance
Riders or members of the public can contact NR by phone, reporting an issue through the NR
app and via email. NR has the software capability to disable and quickly retrieve scooters to
prevent hiring during severe weather. The application also notes NR holds $20 million public and
product liability insurance.
5. Permit Fee
Councils are considering different permit fee options for electric scooters. It is proposed prior to
issuing a permit to any future shared mobility device provider a further report be submitted for
Council consideration regarding fee options.
6. Commercial Use of Community Land Policy Provisions
Council adopted the Commercial Use of Community Land Policy on 1 May 2014 in response to
increasing commercial demand to utilise Council controlled community land for commercial
purposes. Assessment of whether a new use is appropriate entails the balancing of many factors
and the criteria contained within the policy include:
1. The community’s use and need for land takes precedence over commercial operators’
need;
2. Council’s consideration of new commercial use activities will be primarily driven by direct
community evidence and demand for that activity;
3. The commercial use activity must enhance the visitor and local experience of Noosa Shire;
4. The commercial use must not adversely impact the community asset or the environment;
and
5. A permit holder may only be granted a maximum of two permits from the range available to
reduce the likelihood of a monopolisitic permit environment while providing the opportunity
for added local employment.
7. Options
Option 1: Grant a permit to Neon Ride to commence operations
Council grants a permit to Neon Ride to allow it to commence operations on
community land in Noosa Shire.
This option involves Council allowing Neon Ride to operate a commercial electric scooter
business on community land for a three month trial period as requested by the applicant.
Opportunities
a) Allows NR to commence operations;
b) Provides the community with a different transport option to travel around Noosa;
c) Allows Council to have a more complete understanding of the popularity of electric scooters
and their effectiveness in reducing transport congestion.
d) Allows Council to understand the number of issues (if any) relating to shared mobility
devices on community land within a trial period.
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Risks
1. The community is likely to expect Council to manage and impound abandoned, improperly
or dangerously parked dockless scooters irrespective of the operator’s effort to direct
enquiries through their communication channels.
2. As per other local government areas, it is likely competitive tension will quickly emerge in
the form of other electric scooters or other shared mobility device operations without
Council having time to understand the full impacts. On 8 April 2019, Council received an
enquiry from another electric scooter hire company.
3. Local government experience elsewhere relating to dockless share bicycle operations
highlights significant resourcing is required from Local Laws and senior officer time to
receive, investigate and address community concerns regarding safety and amenity (see
Attachment 1).
4. The insurance risk to Council is unknown but it is likely Council will be exposed to
insurance claims given the experiences of other local governments.
5. Environmental and visual pollution is likely (i.e. dumping in waterways, parks and beaches)
irrespective of the operator’s proposal to ensure the drop off points are set locations
because the scooters are mobile.
6. Infrastructure Design – Gympie Terrace to Hastings Street is the primary link for a shared
mobility device offering. On 25 February 2019, Council sought advice from the Department
of Transport and Main Roads regarding how to encourage and manage these additional
modes (see Attachment 2). Council expects the response from the Department may
contain advice regarding suitable infrastructure design requirements to facilitate shared
mobility devices.
7. There are well publicised safety concerns with electric scooters (see Attachment 1).
8. The model encourages speed given the cost per minute hire of riding time.
9. Council will be pressured to extend the trial period.
Option 2: Not issue a permit to any shared mobility device providers to allow further
consideration of all issues
This option involves Council refusing the permit application from Neon Ride or any other shared
mobility device operation on community land, including shared bicycles etc. until the risks and
identified issues in other local government areas have been properly assessed by Council’s
Infrastructure Services Department and an appropriate evidence based management strategy
has been developed in response to manage those issues.
Opportunities
a) Allows Council to take a considered approach to the implementation of the shared mobility
device model and monitor and learn from the experiences of other local governments, such
as Brisbane City Council.
b) Allows Council to continue its collaboration with the Department of Transport and Main
Roads and work with the Department regarding shared mobility devices and infrastructure
design implications etc.
c) Allows Council to consider the outcome of the National Transport Commission
investigations and ensuing discussion paper scheduled for release in June 2019 regarding
the safe use of electric scooters in Australia.
Risks
1. Council will be seen to be prevaricating in its response as the proposal will be deemed to
have merit by sectors of the community and should be actioned as soon as possible.
2. Council will be seen as a ‘killjoy’ by not allowing this business to provide fun transport
options.
3. Council’s actions will be interpreted as not supporting alternate transport options and not
doing enough to dissuade reliance on the private car.
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Option 3: Not issue a permit to Neon Ride or any other provider now or into the future
This option involves Council not offering a permit to Neon Ride or any other shared mobility
device operation on community land including shared bicycles etc.
Opportunities
a) Eliminates the risk of commercial operations of this type operating on community land. For
example:
i) Decreases Council’s exposure to insurance claims.
ii) There will be no illegal dumping of electric scooters in the environment because the
scooters are either provided as part of a back to base model or privately owned.
b) Still enables private businesses such as resorts to provide electric scooters as part of a
back to base model (which currently occurs with hire bicycles) subject to planning
requirements.
c) Does not restrict private uptake of electric scooters.
d) Allows Council to focus available Local Laws and senior officer resources on core business
rather than receiving, investigating and address community concerns regarding safety and
amenity of shared mobility devices.
Risks
1. Accusations of Council not giving due consideration or following a measured approach to
the merits of the activity, e.g. claims the activity is largely safe and Council decisions
should not be influenced by a handful of miscreant scooter riders or incidents.
2. Does not reduce risks of incidents on community land relating to private use of shared
mobility devices.
8. Conclusion
Electric Scooters are part of the rapidly emerging shared mobility device or ‘rideables’ transport
segment. The introduction of electric scooters into Noosa Shire and in other local government
areas in Australia and overseas has largely seen commercial operators deploying scooters
ahead of regulatory controls. The lack of consultation with all levels of government and the
community combined with the rapid introduction of shared mobile devices has been problematic
and consequential.
The business models proposed by electric scooter operators continue to evolve but remain
unproven and are potentially unviable. The Noosa target market, in terms of volume and
characteristics is not reflective of inner city Brisbane which has larger working populations,
concentrated working locations and well established transport modes (buses, trains, citycats etc.)
delivering people into the city. While the ‘last mile’ catchphrase used by scooter companies (to
explain scooter use from the transport drop off point to the final destination) is relevant in an inner
city environment, the user group most likely to use scooters in Noosa is tourists. The Gympie
Terrace foreshore through to the Noosa Main Beach precinct are primary tourism locations that
may attract scooter use, predominately in peak periods when pedestrian densities are high.
Introducing scooter use (via a permit) into these busy tourist areas requires careful consideration
prior to sanctioning the use.
Electric Scooter use will not suit all demographic groups but it is expected there will be private
uptake. Commercial uptake may also occur at resorts and other commercial businesses on
private land offering back to base services as part of their product offering for tourists and guests.
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Section 21
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
The Commercial Use of Community Land Policy, referenced earlier in this report, highlights key
principles for consideration:
Community use takes precedence over commercial operators - this principle is important in
establishing the general rights of the community to use community land freely without
negative impact from commercial operations (on balance).
Community vs commercial demand - Consideration of this activity has been driven by a
commercial operator seeking to commence a commercial business on community land as
opposed to direct community need;
Visitor and local experience - there would be some visitors who would enjoy the opportunity
to travel around Noosa on an electric scooter. Arguably, there would be many local
residents and visitors based on complaints elsewhere (and now occurring in Noosa) who
would not support electric scooters;
Environmental impacts - Dumping of shared mobility devices in waterways, parks and
beaches (particularly bicycles) has been an issue in other local government locations.
In summary, there are a number of important considerations for local governments regarding the
introduction of shared mobility devices as identified in this report. There is no urgent community
requirement for Council to facilitate a three month permit for electric scooter operations or any
other shared mobility device operation on community land in Noosa. Accordingly, it is
recommended Council continue to monitor operations in other local government areas, legislative
developments and continue discussions with the Department of Transport and Main Roads and
other relevant agencies as outlined in Option 2 of this report.
Previous Council Consideration
Nil.
Finance
This item has been collectively discussed in ‘Options Analysis’ within the report.
Risks & Opportunities
This item has been collectively discussed in ‘Options Analysis’ within the report.
Consultation
External Consultation - Community & Stakeholder
Brisbane City Council
Gold Coast City Council
Sunshine Coast Regional Council
Internal Consultation
Director Community Services
Director Infrastructure Services
Director Corporate Services
Local Laws Manager
Manager Development Assessment
Property Advisor
Property Officer
Project Manager
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Section 22
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
X Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service X 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
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Section 23
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ATTACHMENT 1 – Media Articles Shared Mobility Devices
In the five months Lime has operated in New Zealand the Accident Compensation
Corporation has paid out more than $735,000 for 1486 incidents involving electric scooters
(Stuff, NZ): https://www.stuff.co.nz/business/111121216/acc-pays-out-740000-for-
escooterrelated-injuries-in-five-months
obike withdraws from City of Melbourne after crackdown on bicycle share company (ABC
News): https://www.abc.net.au/news/2018-06-12/obike-dockless-bicycle-scheme-to-leave-
melbourne/9860314
Gold Coast City Council confiscated 23 electric scooters less than a day after scooters were
rolled out on the Gold Coast without Council permission (ABC News):
https://www.abc.net.au/news/2018-12-29/lime-scooters-halts-gold-coast-roll-out-council-
dispute/10673452)
Lime e-scooters temporarily banned in two New Zealand cities after a technical glitch caused
the front wheel of some scooters to lock (The Guardian):
https://www.theguardian.com/world/2019/feb/25/lime-e-scooters-temporarily-banned-in-two-
new-zealand-cities
Scooter fault leaves Lime riders injured (BBC News): https://www.bbc.com/news/technology-
47371925
Bird and Lime electric scooters are leaving Raleigh (The News & Observer):
https://www.youtube.com/watch?v=2HraMWm50gQ
Young woman launches legal action against Lime Scooters after accident (7 News Adelaide):
https://www.facebook.com/7NewsAdelaide/videos/young-woman-launches-legal-action-
against-lime-scooters-after-accident/311495892886134/
Queensland police handed out more than 70 infringements to Lime scooter riders
(CourierMail): https://www.couriermail.com.au/news/queensland/queensland-police-handed-
out-more-than-70-infringements-to-lime-scooter-riders-overnight/news-
story/24e68080a873b954671386f60f4ca661
E-scooters hospitalise two people daily – Transport and Roads Minister Mark Bailey says
safety posters will be rolled out across 40 streets in the Brisbane CBD (The North West Star)
https://www.northweststar.com.au/story/5982983/e-scooters-hospitalise-two-people-daily/
Australia’s bike sharing industry near collapse as local residents and Councils in capital cities
object to bikes in the river, up trees, mangled in a back street or as part of an impromptu art
installation (Business Insider) https://www.businessinsider.com.au/bike-sharing-industry-end-
australia-2018-7
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Section 24
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ATTACHMENT 2
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ATTACHMENT 2
x a” N OO Sj A COU NC | i Officer Name: Adam Britton
mi > | . Officer Email: [email protected]
Phone No: 07 5329 6119
ECM Ref: Subject\Traffic & Transport
25 February 2019
Ms Penny Ford
Executive Director (Transport Planning Projects)
Policy, Planning and Investment Division
Department of Transport and Main Roads
Via email: tmr_regional transport [email protected]
Dear Ms Ford,
DRAFT SOUTH EAST QUEENSLAND REGIONAL TRANSPORT PLAN
Noosa Shire Council appreciates the opportunity to provide a submission on the Draft South
East Queensland Regional Transport Plan (SEQRTP) as described in this letter.
The drafting of the SEQ RTP is very timely as it closely follows the release of Noosa
Council's Noosa Transport Strategy 2017 — 2027.
In this submission, Council has provided comments on various sections of the draft plan and
identifies requests for changes. In addition, given Noosa’s optimal size and agility we note
opportunities for working together on a number of trials of mutual benefit.
Council would like to acknowledge the strengthening of the relationship with the Department
of Transport and Main Roads with the Deputy Director General (TransLink) undertaking a
bus network tour with Council staff in June 2018.
We trust the below allows further dialogue with the aim of a shared and integrated transport
plan and set of actions.
2.2.1 Active transport
The SEQ RTP needs to recognise that active transport is not just walking and cycling but
also includes e-bikes and e-scooters. Local Governments require guidance on how to
encourage and manage these additional modes.
Request: Expand the definition of active transport and including a region wide
action to develop guidance for Local Governments on e-bikes and e-
scooters.
2.3.1 Transport challenges — congestion
The SEQ RTP needs to acknowledge the unique challenge associated with meeting visitor
transport congestion, particularly for coastal communities.
Meeting these demands and shaping the modal choices is important for the ongoing success
of these communities and the regional tourism economy. In Noosa, the visitor numbers can
be significantly greater than the resident population and the transport demand associated
with this should be acknowledged as a transport challenge to be addressed.
To assist the Department in appreciating the challenge and opportunities, Noosa Council
recently trialled a holiday peak period traffic management plan over the Christmas
NOOSA COUNCIL x 141 ) I 1.gov
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
ais
Queensland State School holidays and is also planning on further trials for Easter 2019.
These trials are integrally linked into the Translink services. Refer
https://www.noosa.qld.gov.au/go-noosa
Request: Include commentary in 2.3.1 and 4.2.2 on visitor transport demand
challenge for regional tourism destinations such as Noosa.
Including an action to develop guidance for Local Government's facing
transport challenges associated with significant visitor
weekend/holiday transport task.
Trial opportunity: Explore further opportunities to work with Noosa Council on fully
integrated peak period transport services.
4.2.2 Transport challenges in North Coast
Travel preferences and mode competitiveness
Council notes comments in the draft plan “... The proportion of public transport and active
travel such as walking and cycling have either declined or remained stable at small mode
shares over time”. Unfortunately, this comment appears to be made without reference to low
levels of service and the corresponding Figure 17 focus on modes share for journey to work.
As further detailed below, the peak period for congestion in Noosa is associated with
weekend and holiday periods, therefore the mode share for journey to work is less
impacting. This section should be broadened to understand mode share during both
commuter and tourist peak periods and provide further analysis on why sustainable transport
is not increasing.
Early analysis of Noosa’s peak period traffic management trial, which includes Free Holiday
Buses, saw almost 20,000 more passengers on the buses compared to the same period last
year. This is evidence of the value of marketing and communication on high frequency bus
services, such as the corridor between Tewantin and Noosa Junction.
Request: Amend section to include mode share of Noosa’s peak period and
provide further analysis of the ‘why’ and ‘how’ similar to the structure
of the ‘Employment travel patterns’ section.
Reliance on private vehicles
While section 4.2.2 Transport challenges in the North Coast region covers a number of valid
transport challenges, the challenge of meeting peak weekend and holiday transport
demands should also be included.
Given the peak weekend and holiday transport challenge for Noosa, Council believes that
there is a strong and unique opportunity for modal shift during these periods. The success of
the recent “Go Noosa” trials with over 200,000 trips has demonstrated that many more
people are willing to use public transport and in doing so help reduce traffic and parking
demand during peak periods. An added aim is that a user’s positive experience during the
holiday period will transfer to more public transport use in non-peak times.
While the final results from the “Go Noosa’ trials are still being analysed, Council has
reported that bus patronage from the 11-day period from 26 December to 5 January reached
64,506 — almost 20,000 more than during the same period last year. We believe that both
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
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GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
= Bin
the TransLink marketing campaign and Council's own marketing and communications
helped to achieve this modal shift.
To find out more about the recent “Go Noosa” campaign, please follow this link:
https://www.noosa.qid.gov.au/documents/40217326/41537840/Go%20Noosa%20Factsheet.
pdf.
Request: Amend Figures 20 and 21 to include Noosa area and note unique
opportunity for modal shift associated with peak weekend and holiday
visitor transport trips.
Transport priorities and objectives
Council acknowledges the following priorities and actions;
Priority 2: Prosper includes action A1.05 to assess the implications of emerging disruptive
and transformative technologies for the management and provision of transport
infrastructure and services within SEQ.
Council is aware of TMR’s own assessment research and believe that this item A1.05 is
complete. Council understands from this assessment that there is need for policy and
facilitation of future trends in automated vehicle technologies, sustainable vehicle
technologies and digital technologies. Refer: https://Awww.tmr.qid.gov.au/-
/media/communityandenvironment/Planning-for-the-future/Emerging-technologies-and-
trends/KPMG _-Mobility-Disruptions-Strategic-Options-Assessment-Report Final.pdf?la=en
Request: Progress beyond strategic options assessment and include a policy
platform to facilitate the introduction of automated vehicles and
mobility as a service into the transport network.
Trial Opportunity: | TMR Mobility as a Service Program Management Office to partner
with Noosa Council to establish trials in this future area of transport.
Priority 4: Live includes action A1.35 regarding personalised transport planning to develop
a DRT strategy that identifies appropriate zones and configurations for DRT to support local
mobility and the high-frequency public transport network.
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sill a
Noosa Council currently operates a DRT service to connect the rural community of Boreen
Point to existing public transport in Tewantin . Council believes that additional DRT services
would benefit other hinterland communities where bus services are limited or don’t exist.
Request: Investigate DRT services within the Noosa Shire.
Trial Opportunity: Together with MaaS trial above, consider DRT to additional Hinterland
areas to connect people to existing public transport.
Priority 4: Live: includes action A1.36 regarding personalised journey planning to
investigate opportunities to support efforts to develop customer interfaces that integrate all
transport modes to offer a personalised, seamless transport experience.
Trial Opportunity: | Together with MaaS and DRT trial above, consider partnering to
further develop Noosa’s early concept of personalised journey
planning (refer www.gonoosaapp.com.au)
Priority 4: Live: includes action A1.37 regarding real-time data (public transport) to
investigate the feasibility and merits of enhancing the existing real-time information
system to provide a broader range of information to service providers and the
general public, including providing capacity information, bookings, modal travel time
comparisons, times, roadworks, accidents and weather disruptions.
Trial Opportunities: 1) Establish real time bus information at key Noosa bus stops.
2) Further develop ‘Go Noosa’ real time information on car parking
availability and alternative choices.
North Coast priorities
Council acknowledges the challenges noted in section 2.3.1 around supporting equitable
access and providing additional capacity on public transport networks requiring costly
investments. This is why Council believes that a public transport network review for the
Noosa network is required to maximise the current transit investment in the region. As
discussed with the Deputy Director General (TransLink), Council is open to considering the
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-5-
contribution of land for a satellite depot in or around Noosaville to reduce ‘dead running’
operational costs. Further, the Noosa Plan has flagged a public transport hub opportunity at
the Shire Business Centre which may provide a link between future demand responsive
transit which may be able to better serve the hinterland communities and high frequency
services connecting with the Tewantin to Noosa Junction corridor.
Request: Include action to undertake a public transport network review to
ensure a fit for purpose transit system for Noosa, including
consideration of a satellite bus depot, demand responsive transit
alternatives, a future Shire Business public transit hub and an
increase to the span of hours of high frequency services operating on
the Tewantin to Noosa Junction corridor.
Council has progressed planning for the provision of park ‘n’ ride capacity within the Noosa
area. Noosa Traffic and Parking Surveys in 2018 showed that while parking shortages occur
at peak times in the Hastings Street area, there is still parking availability in Noosa Junction.
The ‘Go Noosa’ Xmas trialencouraged long stay parking in Noosa Junction along with other
locations. Council is keen to further explore additional temporary park ‘n’ ride capacity at
Noosa Junction and the future Shire Business Centre.
To find out more about the Noosa Traffic and Parking Survey, please follow this link:
https://www.noosa.qlid.gov.au/transport-strategy
Request: Council requests TransLink consider additional temporary park ‘n’ ride
capacity at Noosa Junction and a park ‘n’ ride facility within the future
Shire Business Centre transport hub when progressing Action A2.06
to undertake strategic planning to identify locations suitable for major
park ‘n’ ride capacity expansions.
Council is supportive of action A2.01 regarding bus station and stop upgrade planning, and
request that Noosa Heads Bus Station upgrade be included in the list of early priorities given
the current condition of the facility in particular in terms of equitable access and dated
infrastructure,. A significant amount of design work for this project has been completed to
date, documenting the upgrade of the bus station to provide linear bus bays, improving
operational efficiency and safety as well as the provision of additional shelters, seating, semi
covered walkways, enhanced lighting and landscaping to improve the passenger experience
of this facility. While it is acknowledged that this design work would need to be reviewed
given the passage of time, it provides a good basis for progressing this operationally
beneficial project.
Request: Include Noosa Heads bus station upgrade within A2.01.
Council has been very interested in the introduction of an electric bus fleet for the Noosa
area for some time and this is referenced in the Noosa Transport Strategy 2017 — 2027.
In light of the commentary in section 2.3.2 around the opportunity to harness new technology
including electric vehicles within the plan, the plan could specifically reference a trial to
introduce an electric bus fleet for South East Queensland. Council believes that Noosa is
well position to support further investigations for a trial — given both Council's support and
the fact that the local bus operator is owned by the Transit Australia Group which has a bus
manufacturing arm, Bus Tech that has been involved in the production of electric buses.
Request: Include an action to further investigate the introduction of an electric
bus fleet.
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Trial Opportunity: | Partner with Noosa as the location for a trial of an electric bus. An
ideal opportunity exists for an electric bus to operate around the
Noosa Heads tourist precinct which could be serviced from the Noosa
HeadsTranslink bus interchange.
Council is supportive of action A2.22 regarding Noosa to Maroochydore public transport
planning, however, Council believe that this planning should be extended to include
connections to the Sunshine Coast Hospital and the Sunshine Coast University at Sippy
Downs.
Request: Amend action A2.22 as follows ‘Undertake planning to investigate
providing a high frequency public transport connection from Noosa to
Maroochydore, Sunshine Coast Hospital and the Sunshine Coast
University at Sippy Downs.’
Wayfinding
There is little mentioned on marketing and promotion including digital means. Initial results
from the Christmas ‘Go Noosa’ trials indicate that wayfinding has been very successful in
seeing a shift to public transport during the peak holiday season. While this is consistent with
the Department of Transport and Main Road’s approach to transport system investment
detailed in Figure 4, there is no text linking these concepts. Council recommends that this is
more broadly included in the draft plan as well specifically addressed in Action A2.28.
Request: Include more discussion and actions relating to the benefit of
marketing and promotion to increase public transport use and amend
Action A2.28 to clarify that wayfinding could also include digital
marketing and communication.
Tewantin Bypass
Council acknowledges the current and continuing discussions regarding the Tewantin
Bypass, however, there is no mention of the Department of Transport and Main Road’s
obligation under the Noosa Demaining Agreement 2000 within the draft plan.
Request: Include an action to plan, build and construct a bypass of Tewantin
connecting Cooroy-Noosa Road to Eumundi-Noosa Road.
Cooroy Intersection Upgrades
Council acknowledges the current and continuing discussions regarding the Department of
Transport and Main Roads intersections at Myall and Elm Streets and Diamond and Elm
Streets.
Page 29 of 63Section 30
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Page 30 of 63
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
«f=
Request: Include an action to plan, build and construct a intersections at Myall
and Elm Streets, and Diamond and Elm Streets Cooroy.
Flood Information
Request Include an action to install appropriate flood gauges to TMR network,
including for Noosa on Six Mile Creek at Louis Bazzo Drive.
SEQ City Deal
Council has prepared an integrated proposal called ‘e-Noosa’ for the purpose of seeking
funding for transport initiatives. ‘e-Noosa’ has been developed as a sustainable and
repeatable model that could be re-applied to other similar regional tourism destinations
around Australia. Council invites consideration of the initiatives as part of the referenced
SEQ City Deal under development. See further information regarding e-Noosa’ here:
https:/Awww.noosa.qid.gov.au/documents/40217326/41 537840/e-Noosa%20Brochure. pdf
Request: Further discussions between Department of Transport and Main
Roads and Noosa Shire Council pertaining to the SEQ City Deal
under development.
In light of the above comments to be addressed, please update Figure 22 to include
additional actions.
Request: Expand Figure 22 to include actions within the Noosa Shire boundary
area.
Council values the solid working relationship we currently have with the Department of
Transport and Main Roads and looks forward to continuing to provide innovative transport
options for residents and visitors to the Noosa area.
Should you have any queries or require further information, please contact Adam Britton,
Project Manager Transport Innovation, on (07) 5329 6119 or via email
[email protected] sincerely
hy anes - — ?
Carl Billingham
Director
Infrastructure Services
Page 30 of 63Section 31
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
8 BUDGET REVIEW 3 (BR3) FOR THE 2018-19 FINANCIAL YEAR
DOCUMENT INFORM AT ION
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 7.20 – 2018-2019 Budget
Attachments 1. Proposed Operating Budget Submissions
2. Proposed Capital Budget Submissions
3. Revised Capital Program
4. Revised Statement of Income and Expenditure
5. Revised Budget Financial Statements
EXECUTIVE SUMMARY
The Local Government Act 2009 and Local Government Regulation 2012 require Council to
undertake regular reviews of the adopted budget to ensure it remains reflective of planned
activities to be funded through the financial year. This third and final budget review for the
2018/19 financial year (BR3) incorporates any new or emergent actions arising from Council
resolutions, Executive Team or Capital Works Executive Committee actions, reallocation of funds
or realised revenue variances since the adoption of the current BR2 budget in November 2018.
In summary, the budget review is proposing an increase of $1.4 million to Council’s operating
position resulting in a revised operating surplus of $1.4 million. The revised capital expenditure
program equates to $28.4 million.
Item Current Budget Proposed Revised Budget
(BR2) Adjustments (BR3)
($’000) ($’000) ($’000)
Operating Revenue $95,978 ($808) $95,170
Operating Expenditure $95,961 $2,191 $93,770
Operating Result $17 $1,383 $1,400
Capital Grants and Contributions Revenue $3,375 $- $3,375
Capital Works Expenditure $29,815 -$1,424 $28,391
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 15 April 2019 and approve the proposed changes to the budget for the 2018/19
financial year as outlined in the Revised Budget Financial Statements attached to the report.
REPORT
Section 170(3) of the Local Government Regulation 2012 allows Council, by resolution, to amend
the budget at any time before the end of the financial year. Consequently, formal budget reviews
are scheduled to occur during August, November and April using the latest financial information
available as the basis to revise the budget forecast.
The key criteria for budget reviews include:
1. Council must maintain an operating surplus in the original budget year and ensure financial
sustainability targets continue to be met.
Page 31 of 63
Section 32
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
2. The eligible capital or operating project must be delivery-ready with a commitment to
complete the project during the year.
3. Capital submissions will be reviewed by the Capital Works Executive group before
inclusion as a budget review submission, where the group will consider justification for the
request, deliverability as well as organisational and community priorities before supporting
any capital works.
4. All operating and capital submissions for additional spend, reallocation of savings or
additional revenue will be confirmed by the Executive Team based on business risk
assessment.
The revised statement of comprehensive income, included as Attachment 4, identifies the
financial statement line items that have been affected by the proposed budget adjustments. The
budget financial statements, included in Attachment 5, also identify the impact of the proposed
budget adjustments to Council’s financial sustainability indicators.
1. Proposed Operating Budget Adjustments
The proposed operational budget adjustments will result in a $1.4 million increase to the
operating surplus. The following table summarises the 55 operational submissions by department
and branch, with a detailed list contained in Attachment 1. The financial statements in
Attachments 4 and 5 outline the revised budget position as a result of these carryovers.
Department Branch Revenue Expense
CEO’s Office Chief Executive Office -70,000
Community Services Community Development 2,000 2,000
Community Facilities 19,939 23,004
Libraries and Galleries 37,558 1,942
Local Laws 200,000 -
Waste and Environmental Health 376,101 206,101
Corporate Services Financial Services -2,174,738 -2,640,400
Information Communication 15,000 9,756
Technology
Property and Facilities 29,263 30,000
Revenue Services 58,000 -
Environment and Building and Plumbing 300,000 -
Sustainable Development Assessment 200,000 358,695
Development
Economic Development 15,000 16,757
Environment Levy 9,860 9,860
Environmental Services 7,500 68,673
Executive Services Community Engagement - 24,400
Customer Service 15,000 -57,769
Director Executive Services - -40,000
Governance - 8,000
People and Culture - 54,000
Infrastructure Services Asset Management - -10,000
Civil Operations - -241,943
Council Buildings and Facilities - 34,000
Infrastructure Planning, Design and 81,382 25,553
Delivery
Grand Total -808,136 -2,191,255
Page 32 of 63
Section 33
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
2. Proposed Capital Budget Adjustments
A total of 45 budget review submissions were received for capital works projects with a proposed
reduction of $1.4 million to the 2018/19 capital works program. All capital submissions have been
reviewed by the Capital Works Executive.
The table below summarises the budget submissions by program and categorised as:
Emergent Request: New items, acceptance of tender or reallocation of funds
Cost Saving: Actual cost will be under budget
Cost Increase: Actual cost will be over budget due to variations or other changes in scope
Timing - Delay: Commencement of construction has been delayed and works will straddle
two financial years into 2019/20
Timing – Bring Forward: Expedited planning and design, project reprioritisation or project
management resource allocation has resulted in the capacity to commence work in 2018/19
(before the original planned 2019/20 commencement date)
The full list of submissions is contained in Attachment 2.
Program Emergent Cost Cost Timing Timing Total
Works Saving Increase Delay to Bring
2019/20 Forward to
2018/19
Capital Works
Bridges -20,275 -351,955 629,380 - 80,000 337,150
Coastal Canals and 45,980 - - -50,000 - -4,020
Waterways
Commercial Land & Property - - - - 110,000 110,000
Community Facilities 339,174 - - -132,500 - 206,674
Corporate Buildings 105,000 - - -200,000 - -95,000
Gravel Road Network - - - - - -
Holiday Parks - -120,000 247,500 -600,000 - -472,500
Libraries & Galleries 43,628 -20,000 - - - 23,628
Parks & Playgrounds - - - -910,000 - -910,000
Pathways & Boardwalks - -570,382 - -180,000 - -750,382
Public Amenities - - - -80,000 - -80,000
Sealed Roads Network 137,349 - 25,500 -290,000 - -127,151
Stormwater Drainage 23,574 - - - 30,000 53,574
Transport and Infrastructure - -100,000 14,843 - 700,000 614,843
Management
Cemeteries 8,200 - - - - 8,200
Car Parks - - 11,738 - - 11,738
Public Transport - - - - - -
Infrastructure
Streetscapes and Road 14,300 - - - - 14,300
Corridors
Waste Management - - - - - -
Other Works
Fleet - Plant Replacement - -200,000 - - - -200,000
Asset Management - -5,000 - -200,000 - -205,000
Information Technology - - - - - -
Planning Scheme 40,000 - - - - 40,000
Grand Total 736,930 -1,367,337 928,961 -2,642,500 920,000 -1,423,946
Page 33 of 63
Section 34
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
The following table summarises the proposed revised 2018/19 capital budget, outlining the
proposed overall reduction from $29.8 million to $28.4 million.
Total Capital Budget Amount
($'000)
Original Budget 29,061
BR1 Adjustments 2,180
BR2 Adjustments -1,426
Current Capital Expenditure Budget 29,815
Proposed BR3 Adjustments -1,424
Revised BR2 Capital Expenditure Budget 28,391
The following table summarises the proposed revised 2018/19 capital budget by program, with
the full program contained in Attachment 3.
Program Original BR1 BR2 Proposed BR3 Final 2018/19
Budget Adjustment Budget
Capital Works
Bridges 2,539,000 209,222 114,400 337,150 3,199,772
Coastal Canals and 424,000 -6,312 -243,024 -4,020 170,644
Waterways
Commercial Land & Property - 224,181 20,000 110,000 354,181
Community Facilities 762,000 76,748 -57,800 206,674 987,622
Corporate Buildings 780,000 117,037 120,000 -95,000 922,037
Gravel Road Network 801,000 156,015 189,000 - 1,146,015
Holiday Parks 3,276,000 34,497 -1,809,110 -472,500 1,028,887
Libraries & Galleries 860,000 -218,016 846,905 23,628 1,512,517
Parks & Playgrounds 1,735,000 -58,420 90,000 -910,000 856,580
Pathways & Boardwalks 6,293,000 -89,183 -373,815 -750,382 5,079,620
Public Amenities 350,000 27,091 -227,091 -80,000 70,000
Sealed Roads Network 4,210,000 340,589 -807,591 -127,151 3,615,847
Stormwater Drainage - 141,988 294,000 53,574 489,562
Transport and Infrastructure 2,138,000 -197,162 496,591 614,843 3,052,272
Management
Cemeteries 27,000 - - 8,200 35,200
Car Parks 150,000 - - 11,738 161,738
Public Transport Infrastructure 518,000 - - - 518,000
Streetscapes and Road 156,000 - - 14,300 170,300
Corridors
Waste Management 114,000 - 114,000
Other Works
Fleet - Plant Replacement 1,098,000 900,878 41,363 -200,000 1,840,241
Asset Management 840,000 210,517 -120,000 -205,000 725,517
Information Technology 800,000 78,371 - 878,371
Planning Scheme 1,190,000 231,734 40,000 1,461,734
Total 29,061,000 2,179,775 -1,426,172 -1,423,946 28,390,657
Page 34 of 63
Section 35
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Previous Council Consideration
The 2018/19 original budget was adopted by Council resolution on 6 July 2018 (Ref. Special
Meeting Minutes, 6 July 2018, Item 3, Page 3).
Ordinary Meeting Minutes, 16 August 2018, Item 6, Page 12
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 13 August 2018 and approve the proposed changes to the budget for the 2018/19
financial year as outlined in the Revised Budget Financial Statements attached to the report.
Ordinary Meeting Minutes, 15 November 2018, Item 8, Page 20
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 12 November 2018 and approve the proposed changes to the budget for the
2018/19 financial year as outlined in the Revised Budget Financial Statements attached to the
report.
Finance
Council’s 2018/19 budgeted financial sustainability ratios will all remain within the benchmark
ranges as per the table below.
Ratio Target Original Budget BR1 BR2 BR3
Operating Surplus 0 – 10% 0.2% 0.0% 0.0% 1.5%
Net Financial Liabilities < 60% (0.4%) 1.9% (7.4%) (8.0%)
Asset Sustainability > 90% 114.6% 120.7% 119.9% 132.4%
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Page 35 of 63
Section 36
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Financial Services have been in contact with all Council branches. Directors of each department
have reviewed endorsed all submissions received. The Executive Team has also reviewed and
endorsed all submissions received.
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer Community Development x Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
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 36 of 63
Section 37
Page 37 of 63
Noosa Shire Council ATTACHMENT 1
2018/19 Budget Review 3 - Operating Submissions
For the period ending 30 June
Function Details ati Expense
AdditionalRevenueorSavings
Asset Management [Salary cost savings from stafftime allocated to capital projects = «40,000
Seenesene outconesn201) eee
outcomes in 2018)
Financial Services Interest revenue from investments above budget expectations 177,512)
— Lean borrowing costsavings = RAO
_ impact of Accounting Standards change for recognition of pre-paid rates = 1,307,750)
er ontinied propayment fr 201980
over continued prepayment for 2019/20
improvement pect nn rerne BUSTS erelng mine assets aes
improvement project
_tetteStraag OTE Sens en eerie ae
assets to 2019/20
—__Rewens GaaryPontPogesion)
Reviews (Salary Point Progression)
Libraries and Galleries [Salary cost savings from stafftime allocated to capital projects |= 0,000.
Waste Management Royalty income from gas emissions above budget expectations 18,1384,
Sales oftecovered plastic batts from the introduction of Container Refund Scheme | 180,000,
—__etpetatons MASS For ne Nossanls Vanaiove wetine ange
expectations
Waste disposal charges at Eumundi Rd Landfil higher than budget expectations | 40,000,
Series 2020
Services to 2019/20
People and Culture ‘Saving in labour costs identified from WHS position vacancies SSS = ~—«20,000
Civil Operations Savings from mothballing ofquanry SSC = 810,000
____umserafprojects tng underaten by Count satraher han eternal sonract
number of projects being undertaken by Council staff rather than external contract
Ceignandoehey ee |e
Design and Delivery
Pes aayedtmngotiporatewons
delayed timing of upgrade works
‘Commercial Properties [Reduced lease revenue due to vacancies at Sunrise Beach Shops *140,000,
Revenue Services Interest charges on overdue rates and levies above target budget expectations ——|—=«58,000,
Building and Plumbing Building and Plumbing Compliance revenue above budget expectations 300,000,
LocalLaws (Local Laws Revenue for infingements above budget expectations =| 200,000,
Cemeteries ___—_(Cemeteries internment burial fees above budget expectations =| (50.000,
Chief Executive Office [Salary cost savings from vacancy in Executive Officer position |= 70,000
Additional Revenue orSavingsTotal —ss—~—<—~sSsSCS «986093. = 3,297,432.
Emergent Request(unfunded)
Asset Management [Development of Shoreline Erosion Management Plan (SEMP) (810,000
TheJ Further reduction to lease revenue forrenttoNoosaFM = 3085)
a keremggee comin rerntemen ||
and construction materials received at Noosaville Landfill. Product will be available
for sale in 2019/20
Seton eee mete
during 2018/19
seamen heNoons verano | Oe
the Noosa River Plan
Commencement of a fiying-fox management subsidy scheme | «10,199
Regional coordination ofLandForWidife 88
Engagement nee ener Seton ne em
Engagement
Governance __Addltional labour costs incurred to cover staff on long term leave absence <8, 000
People and Culture Additional labour costs incurred to cover staff on ong term eave absence || ~C«74,000
Page 37 of 63Section 38
Page 38 of 63
Function Details Revenue Expense
MOPS laced ialeadeieareas
selected rural roadside areas
rong ne eromison of nonbertanmateus pe nmmpmessey
3 roads
en seen
events
Feoities one Pekonealcs naorvaniaion aniteeine ence
Facilities
Visitor information Amenities major vandalism emergent works 18,000
Emergent Request(unfunded) Total 08K 82,215
EmergentRequest(FullyFunded)
First Five Forever grant funded program 18.688, (18,6883
Engaging Science Grant funded program TOD 8600
Levy from 1 July
Development
Support which has reduced expenditure on corresponding support programs.
cea [eeeemeieencenaaenwnmen ||
Communication implementation of the new property and rating system
Technology
Assessment anticipated volume of development applications
Emergent Request (FullyFunded) Total S2860ZS 135,218
ComporateCosts
programs
Communication programs
Technology
programs
Corporate Costs Total as 009g 7H
Net Total - 808,136 - 2,191,255
Page 38 of 63Section 39
Page 39 of 63
Noosa Shire Council ATTACHMENT 2
2018/19 Capital Budget Review 3 - Capital Submissions
For the period ending 30 June
Project Current Proposed Revised Category er eli r)
Budget BR3 Budget
Adjustment
ber TLL A)
Bridges _|
Cooroy Mountain Bridge 142,400 - 56,400 | 86,000 Emergent ‘Identified savings on Cooroy Mountain Bridge Road
Works Project.
Gumtree Drive Bridge Removal . 36,125 36,125 Emergent Cost of removing the bridge with future investigation
- ee | ____ Works ! works underway for replacement options.
Mary River Road Bridge Replacement 1,157,365 629,380 | 1,786,745 ft Cost overrun for project reflective of adopted tender and
Increases | variation above budget and grant allocation.
Old Noosa Road Bridge Replacement 1,532,896 - 351,955 1,180,941 Cost Saving Cost saving for project reflective of adopted tender and
" | variation above budget and grant allocation.
Orealla Crescent Overpass 11,961 80,000 91,961 Timing - Bring Costs associated with revised design brought forward
Refurbishment Forward to from 2019/20 budget.
2018/19
Bridges Total 2,844,622 337,150 3,189,772 0
Car Parks | | | |
Tewantin - Read Park Carpark 150,000 11,738 161,738 Cost Overspend to deliver additional site works outside
Surfacing - Increases | scope.
Car Parks Total 150,000 11,738 164,788
Cemeteries | |
Coffin Lowering Device . 8,200 8,200 Emergent “Acquisition of a coffin lowering device to meet WHS
Works requirements at cemetery sites.
Cemeteries Total : |
Coastal Canals and Waterways | |
Beach Access Shower Renewal Claude 45,980 45,980 Emergent Emergent safety works to replace two beach shower
Batten Drive _ __ | Works facilities on Claude Batten Drive. _
Peregian Beach Boardwalk Renewal 70,000 - 50,000 20,000 Timing - Delay Timing of construction delayed to 2019/20 to align with
North of Tower to access | | to 2019/20 |amenities project and other Peregian Beach precinct
| works later in 2019 calendar year.
Coastal Canals and Waterways Total 70,000 - 4,020 — 65,980
Commercial Land & Prope | | |
Rufous Street Stage 3 100,000 | 110,000 © 210,000 Timing - Bring Additional pre-construction costs forecast to occur during
Forward to the remainder of 2018/19 year.
2018/19
Commercial Land & Property Total 100,000 110,000 210,000 0
Community Facilities
Community Facilities Minor Works - 291,500 291,500 Emergent vA range of identified emergent works from 2019/20
Brought Forward | Works ‘capital works program brought forward to offset timing
delays in other projects.
NAC & NLC Roof Restoration (to 172,500 - 132,500 40,000 Timing - Delay Timing of construction delayed to 2019/20 to align with
Support Solar Panels a to 2019/20 | NAC closure and 50m pool renewal over winter 2019.
Noosa Heads Demolition of Lifeguard 49,271 38,890 88,161 Emergent Updated cost estimate to undertake the demolition work
Service/ SLSQ operations | Works ‘a cover unplanned asbestos removal and relocation of
electrical services
Tewantin SES Termite Damage 6,977 8,784 15,761 Emergent Additional costs associated with the resolution of termite
Works icons at Tewantin SES and subject to a successful
QFES grant application.
Community Facilities Total 228,748 206,674 4354220
Corporate Buildings |
Noosaville Depot - Kitchen Renewal 30,000 | 30,000 Emergent Emergent works request to renew the Noosaville Depot
Works kitchen.
Tewantin Admin Building - Security - 75,000 75,000 Emergent Emergent safety and security works for access control
Upgrade Works and disability access in the administration building.
Tewantin Administration Building - 200,000 - 200,000 - Timing - rd | Deferral of masterplan to the 2019/20 budget due to
masterplan | to 2019/20 prioritisation of immediate WHS works.
Corporate Buildings Total 200,000 - 95,000 105000
Holiday Parks | |
Noosa North Shore Campground 700,000 - 600,000 | 100,000 Timing - wiggly Uaioe to be awarded toward the end of 2019/20 year,
Redevelopment | to 2019/20 however majority of construction to occur in 2019/20.
Noosaville, Noosa River Holiday Park 428,000 247,500 675,500 Cost Savings from small amenities to fund partially fund
Large Amenities Refurbishment | Increases variations and cost increases at large amenities.
Noosaville, Noosa River Holiday Park 224,387 - 120,000 104,387 Cost Saving Savings from small amenities to fund partially fund
Small Amenities Replace variations and cost increases at large amenities.
Holiday Parks Total 1,352,387 - 472,500 879,887
Libraries & Galleries _ - ee
Cooroy Library Air Conditioner Plant 30,000 43,628 73,628 Emergent ‘at increase to reflect fit-for-purpose design of the
Room Enclosure Works enclosure.
Page 39 of 63Section 40
Page 40 of 63
Project fener ait Proposed Revised Category Details
Budget BR3 Budget
Xen
Shelter to Entrance forecasts.
Libraries & Galleries Total = 100,000, 23,628, 128628
Parks & Playgrounds
to 2019/20 based on planned timing of construction in 2019/20.
Parks & Playgrounds Total = 1,220,317 - 910,000, 310,377
Pathways & Boardwalks
Noosa Heads, Main Beach Boardwalk 349,057 |- 80,000 269,057 Cost Saving __ Final construction cost of project under budget due to
Construction efficient delivery and limited variations. Saving to be
realised.
Noosa Heads, Park Road Boardwalk 4,687,820 |- 490,382 4,197,438 Cost Saving Final construction cost of project under budget due to
Construction efficient delivery and limited variations. Saving to be
realised.
Shared Pathwa to 2019/20 based on planned timing of construction in 2019/20.
Pathways & Boardwalks Total = 5,436,877 - 750,382, 4,686,495
Public Amenities
to 2019/20 based on planned timing of construction in 2019/20.
Public Amenities Total == 150,000 - 80,000, 70,0000
Sealed Roads Network
and Road Reconstruction to 2019/20 based on planned timing of construction in 2019/20.
Fee ee lone arn Sorese wens io elena esse pega
ha Works
Coody Se oe orn sorese Mono len esse poor
Goodchap St Works
Roundabousana Reet Steet og ann Sarese ens to signi esesleegem
Roundabouts and Reef Street Works
Increases scope changes required to deliver the project.
Works relation to traffic island and tactile marker works.
Sealed Roads Network Total = 465,863 - 127,151, 3387120
Stormwater Drainage
eee eee oe Beach nn naee SET Inert Serene
Works Beach.
Improvement Works Works scope changes required to deliver the project.
Gympie Terrace Stormwater 50,000 30,000 80,000 Timing - Bring Planning and design costs brought forward from 2019/20
Forward to in preparation for tender.
2018/19
Stormwater Drainage Total = 117,000, 53,574 170,574
Streetscapes and Road Corridors
PamymeutsgaRonwal Wo enon ereargn it
Parkyn Hut Sign Renewal Works renewal for Parkyn Hut.
a | |
Total
Monagement
Management
Safety Improvements Increases scope changes required to deliver the project.
Tewantin, Hilton Terrace & Ernest 765,210 700,000 1,465,210 Timing - Bring Additional costs brought forward associated with
Street Intersection Forward to relocation of services.
2018/19
Design Program program.
i ll co
Management Total
fej it-yan a ec}
AssetManagement
io a lle
Handling Unit replacement ears.
Program to 2019/20 of tender and works commencement.
Mobility Rollout & Hardware to 2019/20 of T1 systems implementation program.
Asset Management Total = 355,000 - 205,000, 150,000
Fleet-PlantReplacement
and plant requirements
Fleet -Plant Replacement Total 2,040,241 - 200,000, 1,840,240 00
Page 40 of 63Section 41
Page 41 of 63
Project Current Proposed Revised Category Details
Budget BR3 Budget
ACHES
Planning Scheme
Stormwater Backflow Climate Change 40,000 40,000 Emergent Emergent works to undertake stormwater vulnerability
Change Adaptation Strategy and align to future
stormwater capital works.
Planning Scheme Total = 40,000, 40,000
GrandTotal = 16,265,093 - 1,423,946 14,841,947
Page 41 of 63Section 42
Page 42 of 63
Noosa Shire Council ATTACH MENT 3
2018/19 Capital Budget Review 3 - Capital Works Program
For the period ending 30 June
yan) Grants External Woy Ta) YY) Other General Total
Funds LT aA) EL
Capital Works $ 2,944,816 $1,350,000 $ 14,300 $19,151,015 $23,460,131
a
Gooran OWNoosaRead eevee] «Sa |S HRT
Gooroy Wary RWver Road iégeRenowal «dS eB «*dS a8 | STO TH
Tewantin Doonella Bridge Renewal COC 88,000] $18,000
Orealla Crescent Overpass Refurbishment 9961 | 91,961 |
Cooroy Mountain Bridge 86,000] $86,000
|Gumtree Drive Bridge Removal $86,125 | $36,125 |
Bridges Total $1,588,429 $1,661,343 | $3,199,772 |
Car Pars
TTewantin - Read Park Garpark Surlacng—SS~*~“~*~*~“‘—*~*—*~*~*~*~“‘~*~S*~*~‘“‘“—s~*S*~*~‘“—s~S*sS~Ss~CSsSsSTSC“C~stiSSSC*idSCSSSSSSdSCSSSdSCS«SS 78 S187
CarParksTotal = s=~“*‘“*“‘“‘“‘S*™*™*™*™*™”™™CO™OCOCO™OCOC™CCCCC*dSC‘(SSSSNS S78 |S 16,738
Cemeteries SOS—SSCSSSSCOCCCSNS SSCS
Pomona Cemetery Timber FenceRenewal ——=S=S*~*~“‘*~“*~*~‘“‘*‘“*~‘~‘“‘~*~“~*‘“‘*~“~*~*‘“‘*~‘~*~*~SSCSC“‘(SSYTTC*dSTSTSTSSC*dSCSSC*dSCSSS*SS 297,000 [ $27,000
Goffin LoweingDevice SSSCSC~—SSSSSSSTTTTTCCSC“‘*‘“*~*SSCS™SCSCSG'SSCSSSSCS~sSSSCSd*d «800 $8.20,
Cemeteries Total $85,200) $35,200 |
Coastal Canals andWaterwaysSSSCS~—SsSsSsSCSYSC CSSCdSCSCSSC(‘(SC*LSOC‘*CNNNOC(“(N’*SNNNCNCS
PPeregian Beach Boardwalk RenewalNorth of fowertoaccess——=~=~*~“‘=*~*™*™*™*™!™*~SSSC*~<“SS*SSC“‘sRCC#*dCSC“‘(#*YL+*dSS'~~20,000[ $20,000
Noosaville Gympie Terrace Revetment Wall Renewal (O-Boats) ——=S~—~—SC—~sSC—~sSSSsYSSCSCSC~C~‘“SC“‘(' YS 890,000 | $60,000
Beach Access Shower Renewal Claude Batien Drive —=—=SOS~=~<C~s—‘“—s~*S*S*S*S*S*S*S~S~S~—<“CSsSsS~S~SSSCS~CdSSC‘“‘LCiSCSC~*dSCSCSCS~*S «48 9B | S45, 98D
Coastal Canals andWaterways Total =S=*=<“*‘“‘“‘*S*“‘CSCOCO#*#*;*~*~‘SSC“tsé“S*SSC“‘(®#USSNCC#*CNC#*#édSCS*C(‘“‘NSC«C45«9807/ $118,980"
Commercialland&PropertySOS~—~—SSCSsSSSSC“ (SSCSSCCdS TCC
Peregian Digital Hub-Fitout’ ——=S~S~“—*~*S*~*~“‘~*S*~*~“s~*~S*~*~‘“‘“—s~S*s*~‘“‘“‘“s~s~Ss*s‘“s~Ss*~*~é~SS<SSSSCSdCSY «dB | ST TOD
Rufous Street Stage 3 Planning andDeson—=—S~—S~—SsSSCSCSC‘CS~C~*~*~S~S~S~dTSC*~‘dTSCS*é‘dYSCSSS*dYCSS*dY | 820,000} $280,000,
Commercial Land& Property Total =—=SS=*~“‘*‘“‘*S*“‘;‘“‘SCOC!™!™;™;~“‘CNNNNNSC#CSC“‘NNNNNSS dS 884,182 | $98,182
(Community Facilities
Noosa Heads Demoltion of Lifeguard Service/ SLSQ operations storage faciiy —=S=S~CSC‘“‘*‘“‘;S*srSSCSC*‘STSC“‘SNCYYWC*4(S 88.167 [S 88,107
INoosaHeads The JRenewalofAVsystemYear30of3_SSSCS*~“~*‘“s*S*~‘~‘~‘~‘~SC“‘CCCYS*iY «dS 30,000 | $30,000,
Sunshine Beach NAG- Replace AulomatedPoolGleaner—=S=~=~“‘*‘“*~*“‘“~*S*S*S*<“‘*‘~sSC“~*~“S*~SC“‘*‘“sRSC“‘*‘“‘*‘rRSSCSC‘“iRSSCSCSC*dSCC*B,0O | $18,000,
Tewantin SES Termite Damage SSSS*~“~“‘“‘~*S*S*S*~“~S*S*~‘“—~SsSsSCS*~‘“‘—~sSsS*ssSsSsSsS~sSSC‘~‘“sRSSSCSCSC‘“(RNSSCSSSCdSCSdC SOT | SB TOT
NAC & NLC Roof Restoration (to Suppor SolarPanels)—SSSSCS~—SCSSSYSSSS~dSSSSSCSdSSdY +S 80,000 560,000
Pomona Community House Airconditioning Renewal ——=~=S~“~*~“~*~*~“~*~‘~‘“‘“‘~*~‘~*~‘“‘~*~“S*~‘~*~‘“‘“‘~*S*S*S*~sSSC“«*‘“~*~«~sSC*“dSSC“‘(NN «dS 90,000 $30,000
Tinbesrwah MainHallFlooringRenewal —SSSC*~“~*~“~“‘“‘~*~*~*“‘“‘“~*S*S*S*S*SC<C~SSC“Cs*~‘“~«~SSC‘“dRSSC‘“iRSSCSCSC*‘dS(CSCS*dSS~=8'0,.000 | $50,000,
Pomona Kindergarten-RoofReplacement—=SCS~—~SC~“—~SsS~CS~CSsSCSSSSSSSSCSdSCSCdSSY 80,000 | $60,000
Sunshine Beach NAC -60m AMP PoolRenewalProgam ——=~=~=~<“~*~“‘“‘~*~*~“‘~“~*~*é~SSC“‘C*C*SSC*dSCSSCdSCT*d 189,000 | $187,000
Sunshine BeachNAG-RoofReplacement——SSC~=~<“~*~“*~“‘—‘~*S*S*S*S*S*“~S*~*“‘“s~*~é~tSC“‘*~‘“~*~SSC‘“RTSC“‘( +S 100,000,| $100,000
Cooy SES Shed Alterations. SSCSC~=~“~*~“~*~“‘“‘“‘~*S*S*S*S~C<“s*~“~*~“‘“‘~‘~*S*S*SSSSS*dSCSC“‘(SCSLNCLT +d iY $30,000 [ $30,000,
Page 42 of 63Section 43
Page 43 of 63
yan Grants External Woy 1a) Levy Other General Total
Funds Reserves Reserves REEL
Peregian Beach SLS Building RoofReplacement | $176,200] $ 176,200
Bicentenial Hall Extension Fire Pump Works SSOS~S~—SCSCSSSSC*dSCSCC*dSCSSSCSC~*dSCSCSCSC*dSCSS CS 100,000] $100,000
[Community Facilities Minor Works OSO—OOCOCCCCSYSSS™~SSTCdTSCC~dSSSSC*dS «dS 297,500 | $297,500 |
CommunityFacilities Total s—“‘“S*S™S™S™S™C™C™C™C™C™C™C*dSCOCSC‘“‘(SNSNCNC(NSYNN A $4,047,622 | $1,047,622 |
Corporate Buildings
‘Tewantin Administration Building -RoofReplacement —SSSCS~SCSCSSSSSSSCSC~*dSCSCSCSC~*iRSC‘“‘(SC*dSCSC*#dSC(TCNCCS 770,000 [$770,000
Tewantin Admin Building Automatic Transfer Switch SSC~—“—~s*~s~—‘—s—sé‘iYSC“‘(SCd|SSTTTCYSTTTC*dYSC~‘“‘YSSCSC*«dCS~—=«S97,087 | $47,037
Noosaville Depot-KitchenRenewal SS SC—~—“~s*s*s‘“*S*sé*dSC“‘(‘CSNNCCLSNC#dCCOC#(#(#CNNTCC#dCCCCS 30,000 | $30,000
FTewantin Admin Buiding-Securty Upgrade S—SSCSC‘YSSSSC~iYSTCdrSCSCSC™~idYSSSC*dYSCS «dS 75,000 | $75,000
Corporate Buildings Total —C—“‘~*‘“—s*s*‘“‘S™S™S™S™S™SOOOOCOC“‘HNNC((NNNYNNNNN NNN || $892,087 | $892,087,
GravelRoad Network
[Shire Gravel Resheeting-AnnualProgram SS SSSCSC~—CSCSCSC—CSSS = | SdSCCdSSSSSC*dYCSSSC«d' 290,000 $290,000
Hinterland Gravel Road Upgrade (DonnelysRoad)SSC~—~—SCSS SSC C|STCdSTTSC™C~wdSC“‘CSC*LC#«d”éSS:«~«C786,075:'[ $736,075
GravelRoads Extension Progam SSOS~SSSTTTCCTC‘dCS SS CdSSSSdYSSSCSCSC—C iY 920,000 $120,000
Gravel Road Network Total $1,146,015 | $1,146,015
HolidayParks OCC CdTC—CiYSS
[Noosaville Noosa River Holiday Park Large Amenities Renewal SSSS~—sSCS~sS~SSCSCdSSSCdYCSSCSC™~dSC‘“‘(S#*‘L |S 675,500 675,500
[Noosaville Noosa River Holiday Park SmallAmenities Renewal SSC~—~iS | TTCCSSC*dSS «108,987 | $104,087,
Noosa North Shore Beachfront Campground Redevelopment SSS~—“—sS*SsSSCSCSCS*C~*‘iRSC‘“‘(#N’NCSCSS:~«CTONSOD—C*~‘“‘;R;SCS;*CS™*~C*~dC'S~SC~S«dC'S~—~100, 000
Noosaville Noosa River Holiday Park Road Reseal and V Drain Foreshore Works SST SSCS «dS 149,000) $149,000
HolidayParksTotalss—“—*~s*s*s*s‘“‘—*s*s*~‘“‘“‘*~*~<“‘<~‘~s*~‘s*‘“s*s~sSC“‘ ETC*S*LCOC*‘#CS«SNOOWOOOC‘“(LSCSC“‘(‘CSC#CSS «#£S2@,887 | S$ @1,028,887_
Parks &Playgroundss—“—s*~‘“‘—*s‘“‘“‘“‘“SOC*sC(C*SCULUCUdLULTLTLUdTTTTCUdC
[Noosaville Gympie Terrace Park FumitureRenewal —SSC~—“—~S*S*S*SsS*SsSCSsSCSsYSSSSSSSC*dSSCTCdYSCCCSC~*sdSCSC*~*‘dLCSC(‘SN’CS. 80,000 | $ 80,000
Pomona Jo Bazzo Park BBQ and AssociatedPathwaysSSSC~“—~S*~*~—~—CsSsSCSCSsSSSSCSSCSC~*dSC‘“‘C;*dSOC‘“‘(S’WC‘LTWWNWCCSLC.._ |S 30,000 [$30,000
Pomona Stan Topper Park -BasketballCourtRenewal SSC~—“—~*S*~*sSS*SsSSSCTCSTC*dSCSC‘“‘“LSC#CSS’~SC=«S8,000 | $ 38,000
BotanicGardenShadeHouseSC—“~*~*s*~“‘“‘*S*S*S*S*S*S*~“‘—~‘~wSC“‘CC*LC*#dCOCNC(#*NCOC(#CNS(C#dCS:~S=«#22,6 64'S 22,664
[Cooroy Hinterland Priority Playground-Construction ———SSC~—~sSCS~SCSsYSCSCSCSCSCSC~*dSC‘“‘(C™SC#*déS;G4280,OOO|———C*«dLC‘(CS#;#*‘CS «~#£909,83:(§ 310,317)
Peregian Beach Town Square Upgrade Planning @Design ——SSSSSSOSC~—SSSSYTSCSCS™~C~‘“RSSC‘“‘(S*zYSCCTC*dYSTSCSC*dSCSCSCSC*dCS'~~=«25 00D |S 28,000
Headland Park PlaygroundRenewal SS SSC~—“—~*S*s*s*sSsSCSsSCSESC CSCTCdSCTC*dSCSCSC~‘“RTC*C#C#dS‘S-~~=C«WOOOO'|'$ 60,000 |
WavecrestPark Shade SailRenewal —SSCS~—~—C—CSCSCSCSSSCSSC*dSCTCdSCCCSC~*dYSCSC*‘dSC(‘SNCC'S. 48,000 $43,000
[Noosa Heads Pinaroo Park Swing &SoftfallRenewal SSSCS~—sSCSYSSSSSC*dSCCSCSC*dSC“‘(NCCLCWTTC.CL._ |S 19,000 [$719,000
[Sunrise Beach Orient Park North Swing & SoffallRenewal—SCS—~—“—~sS*~SsSCSSCdSSCdTSCdSCdSCSC*dSS «19,000 $ 19,000
‘Sunrise Beach Comet Park Swing & SoffallRenewal SC~—“—s*S*S*S*S*sSsSsSCsESSSSSCdSSCCSC*dSC‘“‘(N’NCCSTCCC‘C’NCNC#CSS’ ~S_~«C94;000 | $79,000 |
[Cooran Pioneer Park Upgrade SOC—~—SSSOSOSOCOTCC™~—C|S—~Sr——SS—~sdSSCSC~iYSCSSC«*dS 88,599] S| 193,509
Parks &Playgrounds Total —s—s—“‘*~*‘“‘*S*™*™*™:™CCSSC‘CTCSC#*SLCO#CS44250,000(—~*‘CY*C“‘COCNCC(CO#SCSS«S«C«S93,420/ $ 856,580
Public TransportinfrastructuresCi‘“‘S*™*S*™*rTSC*C*“‘“(SWC*@LWN$N’NCWC’SCNCNSCN($N TOOTS UDC
[Shire Bus Shelter Disabled Compliant Program: Year5SSCSC~<“—~s~*~S~S~S~S HOW ~——C*~«SYC“‘#SN”’NN’ |_—*i(|_~—S~S~=*«dC S| ~_—(268,000/§ 518,000
Public Transport infrastructure Total, = SC—<“‘“~*S*~*~*~*dS:C«CBOWO]C“(s|CSSCSSC*SSC*C*‘dCS:~«=«6B,OOO|$ 518,000,
Sealed Roads Network:
WeybaRoadCorridorimprovementsSs—~—<“—~*~s—s—s—s—‘—‘“‘“‘—‘~‘—‘“‘“‘“‘“‘“‘zdSCC~*d(SC*dSCtC*C‘“‘CS*LOC*C*C*dSCOWSC«dSS_—_*477,349, [$177,349
[Peregian Beach, David Low Way GuardralRenewalSSC~—“—~*~*~*sss*sSsSsSCCdSSCTCdSCCSC~idYCSC(‘(#$NSCLNNCN CS 45,042 [$45,042
[Sunshine Beach Resurfacing Preparation Works SSCS—~—“—~S*S*SsSsYSC“SCSSCdCSCC*dSCCSCSC*d* S| ~_=*185,400/ $185,400 |
Page 43 of 63Section 44
Page 44 of 63
Item Grants External Loans YY) Other General Total
Funds Ta Ta Rates
(Cooroy Belli Creek Road Slip (ExTC Debbie BettermentClaim) S804] | | |S 5,396] 95,900
[Shire Reseal & Rehabilitation RenewalProgram SS SSC—~—“—~—s*s*s‘“‘“‘~*~*é*sSC“‘((SNCSC*CLSNWNSNC§’N’ YL... Cd(S~SC*dSCSCCCC*i'Ss 2,987,409 [ $2,951,409,
[Black Mountain Road Priority Sections Road Reconstruction SSCSC~—“~‘“~*~*~‘“‘“RSC‘“‘CS)SC'LSOC*‘dWNCNC#(§NNYC | Cid SSSC*d'S SBS 9.BOS,
Eumundi Rd, Gibson Rd, Hilton Tee, Gympie Tee Roundaboutres CTS TCdTCdCSC*dS 28.509 |S 28,509 |
MusaValeSipRepar —sSSCOCOCOCOCCCTCTCTCTCTC‘(L.STCdYSCCC~Cé‘iCL'S “(CCS CdS 85.500 $66,500,
SealedRoadsNetworkTotl = ss—“‘SCS™C#*#*#*#*#*#*~*~*~*~*sS'~«C<‘éOSSHAYLSSSC“‘(LHSO*#*O#CS”#C#*”*S$:«S,B9,40B | $ 3,609,972,
Stormwater Drainage
[Renewal of various stormwater structures across the shire SSC~—“~*‘“*séiSC“‘CNNCO*NNNCC#*dSCNC‘C’C“C(NNCYY§T._ |S 7,988 [$74,988
Grosvenor Terrace Drainage ImprovementWorks. SS SSC~—<“—~*~s*s*s~s—sssssdYSC“‘(‘SNCLNSN CLOCdSCC*édCSC(‘SC#dCSS' SCS75STA['G 75,574
SwanAvenueDrainageSC—C—“—sSCSC“C~sCS~Cs~‘“‘“‘YSC“(;SW*rSCOTTCdTCTTTCdCd «SS 281,000 | $231,000"
Gympie Terrace Stormwater C—C“—*~*s~“‘“~*™S™S™C~srYSC“‘($S'C'WYWY‘l[ |_—S| ——S—=sd~SS«*' $80,000 | $80,000"
Ed Webb Park Stormwater Outlet SafetyFenceSC—“*‘“‘*s*‘“‘“‘CS™SC*sYSC(C(‘(#‘#HKNNNNN§:SWLWNNN | —*d|_——S—=*d' S$ ~_—‘*183,000[ $13,000,
(GPT LinerNetReplacement——COCCYSC—C~C~—CS|SSC~C~idYYSCSSSC—C~iL_ SC 7.00 | $15,000"
StormwaterDrainageTotal —ssi‘“‘*S*S*™*™S™”™”CC*dSC“‘(RSNNCNCNN’NUNNNNN. || | «$489,562 | $489,562,
Streetscapes andRoad Corridors
Noosa Heads Hastings Street CCTV SystemRenewal SS~*~“‘~‘~*~*~*~wrSS:«CSWLODDTSCC“‘é‘RSS*“‘(‘C#SNCCSCNNCNC#dYWCWCW#NWNN LISS. ~—Ss= =<’ S_—_—=*1 56,000,
[George Pearce Memorial Bench andParkynHutSignRenewal ——S—~—“—tS~sYSSSSCSC*~“‘iYSCS*‘“C(‘#*LWCNCNOC#S 14,<9002/—~—C—“‘«‘LS—“(s—=C(~=«d'S~S—=«'14;300 |
Streetscapes andRoadCorridors Total =——s—“‘CSOSC;C#C#C#‘#*dNS':«CMBSGOOO|—C(tié‘d;SC“‘éNSC#*CCS 4,900/—~=*=*«S«/ S$ ~SS- S«|$ «(170,300
Transport and InfrastructureManagement
[Sunshine Beach Bicentennial Carpark and School Safe ST program(TIDS) CSA IZS ||| SS 79,875 $134,000
‘Shire Forward Planning & Design Program- Construction ready designs SSSC~«YC(st*S*S*~*‘RNSC‘C(W#N“WCWNLNW._|.——_—'|| | $ 400,000 $ 400,000,
Pomona, Station Road Gar Parking and Safety Improvements CTS || |SC* SS t88671 |S 183,671,
‘Tewantin Hilton Terrace & Ernest Street Intersection Upgrade Construction $800,000) | S| S| SC S$ (965,210 $ 1,465,210 |
[Castaways Beach, David Low Way Safety & CorridorimprovementsSSCSC~—~SSSCSCSC*d|SCCd|SCdYCSSSC*dSCSC«*' $666,000 $ 666,000,
[Sunshine Beach Pacific Avenue Pathway, Pedestrian & Drainage Improvements | S| | | Sd «$180,000 $ 150,000,
‘Tewantin, Poinciana Avenue &Moorindil Streetintersestion CSC CYSTS C*dYSCSCSC*‘idLS(C‘“‘(®SSC#*(dSS:~SC3,3OT[S 23,907,
[Ben Lexen Drive Sunshine Beach School Drop OffandPickupZone—SSCS—~—~—sYSC|SCdTTCdSCSC*dSCCCSC*dS'C CS=C*S BSS BTS,
Noosaville Eenie Ck Pathway signagestage2—C—“—*~s—s—‘“‘“‘—*~*s*s=‘“‘“‘;~‘~wSSCSC! C*iSSC CdTSTTTTCdSSSC*idCSSSSC«*d'S$~_—90,000/ § 30,000,
Transport and infrastructure ManagementTotal ss—=“‘“‘;*~dS:«CSSA‘AZBSYSSCOsS*“‘(;RSS*#*#*#*dSOW*é‘éCNC“C#(#“#CWC#C&“CS|«D 604,022. § 3,058,147,
WasteManagement SS C—s—isSC“(‘( TCC
Noosaville Eumundi Road Landfill Concept Design and Geotechnical Investigation LandfilCel23 || S| || SC«dS 87,000 $ 97,000,
Neosat Surman ed bandit Prion obi fami iteSectonsonesotmamet
Noosaville Eumundi Road Landfill Recyclables Sales Shed and Education Room | | | | 67,000} $__67, 000 |
Waste Management Total $114,000 | $114,000 |
Libraries & Galleries
Cooroy Library Air Conditioner PlantRoomEnclosure 78,628 | $73,628 |
Noosaville Library Weather Protection SheltertoEntrance 50,000 | $50,000
Noosaville Library RefurbishmentConstruction 8 BES} | | | 1,040,024 | $1,388,889 |
Libraries &Galleries Total 8B | $1,163,652 | $1,512,517
Pathways &Boardwalks
Whole of Shire - Noosa Pedestrian and Cycle DataCounters 86888} | 86,292 | $73,125 |
Noosa Heads Noosa Parade Road Corridor Upgrade-Design 75,000 | $75,000 |
Page 44 of 63Section 45
Page 45 of 63
yan) Grants External Loans TYG Other General Total
Funds Reserves Reserves es
Noosa Heads, Park Road Boardwalk Construction |S 6820 $ 66,820,
Pathway renewalatGympieTeraceSS~—“—~sSs~sSsSSESSSC*dSCCSC*dSC‘(NC*dCCSC*dSCNWCSC*CdSS.~_—~25,000 | $25,000
Noosa Heads Park Road Boardwalk Renewal Construction —=—=S=~—~S~SSC—CSC‘CS~‘TSC“<*;‘TS~‘(YSSC‘(‘C‘(S*rLC(CCC#déS:«1BO,678'['$ 4,130,678,
Noosa Heads Main Beach Trunk Pathway Upgrade Link from Surf Club to Park Road (90m)———s| S| S| SSC*dCCSCSCSC*dCS «269,057 | S$ 260,087 |
(Corey Maple Street Raised PedestrianCrossng SS—~—“~*~*s*s~‘“‘“‘*S*S*S*S*Sé~iESC“‘(‘®CNSNNCCNNWWW.CCLSCOCd*COCC#«dCCWC#dSS’~S=«S,000 [$75,000 |
Jacaranda Park, Tewantin-PathwayRenewal SSSCS~—sSCSsSSSESSSSCSC*dSCC‘C*‘dLTSCWN’NN NT S__88,000 | $55,000
Wallace Park Pathway Stage5&6 SOC—~—“—s~s~—‘“Cssss—‘“‘—sSss—C—sssssSsSSTC YT SS™S~SrS SCSC~‘dYSC‘(NC*TCCC*dTSC*SS 63,000 $63,000
PoincianaSharedPathwayStage3 SS SSCS~—“—~s*s~s~s—sC—‘—‘—ssSsSssSsSsSSCSCSSCSC*idRSC‘“‘(WN’NCdLTSCC*dSCCSCCdSSCSCSC*dSS 27,000 | $27,000
Tewantin, Hilton Terrace CNLGGP SharedPathwaySSS™~—SsSSSSCSOTCCTS~C~S SS~CSdSCSC<CS*é‘CS;~*™YSCSCSCS~C~S ~*~ 220,000 | $220,000
Pathways &Boardwaks Total —ssi“‘C™SCS;*#*#*#*#*#*#*#*#*™*™*~*~*~*~*~*~*dS:«C«‘SSBB||SSSCdSCSCSC*«d*S:«ODATB |S 6,079,619
PublicAmenities SC—“~*~s*s*s‘“‘*s*s*~‘“‘“‘“S™S™S™SCOC#*dC(NNNNCNCOOC‘<CNCNCOC(’Y)N.COC*dC(CULOOC*édCLC( ‘N$NNSCWN
Peregian Beach Public Amenities RenewalConsirucon——SSSS~—tssSS'S SSC (dT SCT SSSSSSC*dSSSSSCidSSSC«d S$ ~_—‘70;,000 | $70,000
Public Amenities Total gs 20,000 § 70,000
Other Capital $ 430,500 $ 1,125,000 $ 3,375,026 $ 4,930,526
AssetManagement
Shire CCTV Drainage program SSC—~—“—~sSCYSSC*dSSCCdTC*dYCS Cd $100,000 | $700,000 |
‘Technology One Asset Systems Mobilty RolloutandHardwareSSSS~“~*~*~*~*~**~~‘“‘—s~stsYSSC“‘CSC*SYTWCOC#d.COWC#‘#N’NNSCLWT...CL.__| $80,000 [$50,000
Zero Emissions priorty minorprojects—SSCSC~—“—~sSCSYSSSSSC~iSSCSCSdSSSC~sSCSSCSCSC~idSCSCSCSC*dSSSCC«, 90 $21,302
Zero Emissions Noosa Project implementation ——SSSSS™~—SsSSSC‘LSSSCSdYSCSC~*idYSC“(t;™SC~*dYSC*~‘;‘;*é*dSSC‘C;‘drS;~«C«CS T/A ['S 514,215 |
Shire Pavement Management System Road Surface Condion Modeling —SSSSC«d|SSSCSC*~é‘RSC‘“‘(‘N#’CS*CLWWCCCCL. |S «40,000 $ 40,000,
Tewantin Administration Building AirHandiing Unitreplaceme——SSSS~=~—sS~SSSSSCS™SC*~‘“‘YSC“‘YCOCiYSt~‘“C~*drSSC“‘C;‘iSCOCC«C*d'S'SC'~‘ SCS
AssetManagementTotal —sC—<“‘s*‘“‘*s*s‘“‘“‘*‘*‘;*é‘~*dSSC‘ ESSSOOCCdCTTUTTCdSCCC*dSS 785A | $728,517
(Council Fleet and Plant Replacement Progam SCS~<“—~*~S~S SOOO] || S| SCS 9,825,241 | $1,840,241 |
Fleet-PiantReplacementTotal ss ss—~<“*‘*s*s‘“‘~*S*S*S*S*~*~™~SSC‘iSCOC(tisSSSC*CdSC(;‘“‘C’:#CSS «#825201 $ 1,840,207
InformationTechnologyss—‘“‘“‘CS™*S*™*™*™*™~™C™C~*rSC‘“‘(RSNNCWC‘‘C#N’NNSCNC’CNNSCUNNN’. ‘ss COC
Technology One Cl Anywhere Systems Implementation - Property and Rating, ProcuretoPay | =| SST SSCTSSSCSCSSCSC*~«diCSSC«BSTA |S A78OTT
ICT Hardware -Network Switch Replacement SSC—~—“—SsSSCSYTSSSC~dSC~C~idTSCSSSC~dSSSSC*d CS «* $370,000 | $370,000 |
Information TechnologyTotl = ss—“~*~*s‘“‘*S*~*~‘“‘“~;*é*sSC‘“‘(CSSNCC*CSC“‘(#NNSLSCOC(‘(NNNC*SSCOC*C*C‘C‘CLSC#C#dSS «8484374. 848,377
PlanningSchemesS—s—“—SsSsSC‘“s~‘“‘*‘“‘“‘“‘S*S™SSCC*iTLCOC*‘“SNT.'TOTCdLC( (NNN CN —id(YS rd
Noosa River Bathymetty Suey SSC—~—“—SCSCSCSCSYSSCSCSSSC*dSC‘C*dCSS':«CCOD| | SC*dS CRS (5G
Shire Project Team Resources forNew Planning Scheme SSs~*~—“~*~*~*s*sésdSC“‘(S’NSC#CSCSC*#dS| «06,000 —S—=‘<LS(ssSC*dLSCSSSCSC*dS~_—«76,O00
Shire Planning Scheme Consuttancy——SSS~—“—SsSsSSSSSSSC*«dSCSCSCSC~*«dCSC4HOOD| || SCS 214,000,
[Shire Planning Scheme Climate Change Adaptation ———SSCSC~“~*~*~*~*~*~*~*~*~dS«CTBBOO|—SC«S «80,000 | SS«'S 98,676 |$ 979,824 |
NoosaRiverHydraulioModel—SOC~—“—sSCSCSSSSCSSCSC‘iRNNNNYNNN dT dC*dS 84,910 $34,970 |
Shire Project Team Materials & Services SSOS~“—~sS*S*~*S**S*sC“C—sS~—~“CSsSSsSYTSC“‘C;SNW YL. SOOO SC~*dYSC‘“‘SNC#CN;SCWOCCCdSS’~«28,000"
Stormwater Backflow Climate Change Vulnerabiliy Assessment SSCS TCS «*(S 40,000 $40,000 |
PlanningScheme Total ——CSCCdCCS;:—=«*ASSOO| «| $4,925,000| | i$ 24,103 | $1,516,997
Grand Total $ 3,375,316 $ 2,475,000 $ 14,300 $ 22,526,042 $28,390,657
Page 45 of 63Section 46
Page 46 of 63
Revenue
Recurrent Revenue
Rates, levies & annual charges 66,553 (1,302) 65,251
Fees & charges 5,547 844 6,391
Dividend income 1,600 - 1,600
Interest received 4,406 236 4,642
Tax equivalents 1,450 - 1,450
Sale of Goods and major services 8,770 546 9,316
Sale of Contract and Recoverable Works 16 8 23
Rental & lease income 1,530 (238) 1,292
Other income 846 78 924
Grants, subsidies, contributions and donations 5,261 (979) 4,282
95,978 (808) 95,170
Expenses
Recurrent Expenses
Employee benefits 32,326 (220) 32,106
Materials & services 41,817 520 42,337
Finance costs 2,400 (91) 2,309
Depreciation & amortisation 19,264 (2,400) 16,864
Other expenses 154 - 154
95,961 (2,191) 93,770
Operating Result, 1883 1400
Page 46 of 63Section 47
Page 47 of 63
ATTACHMENT 5
| zn - : ae eae Pe ce eee * :
ws ENO RCOO NOLEN ie“ RN
2018/2019 7
BR3 REVISED BUDGET
Page 47 of 63Section 48
Page 48 of 63
Noosa Shire Council
2018/19 Budget Statements
For the period ending 30 June
Budget
2019 2019 2019 2019 2020 2021 yA VAP) 2024 2025 2026 2027 2028
Statement of Comprehensive Income $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000
Income pT
Revenue
Operating revenue
Net rates, levies and charges $ 66,553] $ 66,553] $ 66553] $ 65,251]$ 68312 $ 70409 $ 72,686 $ 75,036 $ 77,462 $ 79,967 $ 82,553 $ 85,222 $ 87,978
Fees and charges $ 5542)$ 5542]$ 55471/$ 6391]$ 5686 $ 5828 $ 5974 $ 6123 $ 6276 $ 6433 $ 6594 $ 6,758 $ 6,927
Rental income $ 1,546 | $ 1,546 | $ 1,530 | $ 1,292 | $ 1,568 $ 1,607 $ 1,648 $ 1,689 $ 1,731 $ 1,774 $ 1,819 §$ 1,864 $ 1,911
Interest received $ 1,650 | $ 1,650 | $ 1,806 | $ 2,041 | $ 1,711 $ 1,640 $ 1,672 $ 1,689 $ 1,685 §$ 1,686 $ 1,691 §$ 1,685 $ 1,741
Sales revenue $ 8,700 | $ 8,747 | $ 8,786 | $ 9340]/$ 9,006 $ 9,230 $ 9,461 $ 9,697 $ 9,939 $ 10,187 $ 10,441 $ 10,702 $ 10,969
Unitywater - interest received $ 2,600} $ 2,600] $ 2,600}/$ 2600}$ 2,482 $ 2,544 $ 2607 $ 2,673 $ 2,739 $ 2,808 $ 2,878 $ 2,950 $ 3,024
Unitywater - dividends and tax equivalents $ 3,050] $ 3,050 | $ 3,050 | $ 3,050 | $ 3,126 $ 3,204 $ 3,284 $ 3,366 $ 3,450 $ 3,537 §$ 3,625 $ 3,716 $ 3,809
Other income $ 811] $ 8111 $ 846 | $ 924]$ 867 §$ 889 $ 911 $ 934 $ 957 $ 981 §$ 1,006 $ 1,031 $ 1,057
Grants, subsidies, contributions and donations $ 5,217 | $ 5,225 | $ 5,261]$ 4,282]1$ 5,393 $ 5,394 $ 5,395 $ 5,396 $ 5,398 $ 5,399 $ 5,400 $ 5,402 $ 5,403
Total operating revenue $ 95,669] $ 95,724] $ 95,978|$ 95,170] $ 98,150 $ 100,746 $ 103,637 $ 106,603 $ 109,638 $ 112,772 $ 116,006 $ 119,330 $ 122,818
Capital revenue
Government subsidies and grants - capital $ 3,264)$ 3375]$ 33751/$ 3375|/$ 2346 $ 1,216 $ 1,236 $ 300 $ 3116 $ 3688 $ 4212 $ 2630 $ 2,696
Contributions - Assets and other non-nonetary $ 2,000} $ 2,000} $ 2,000}$ 2,000}$ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 2,000
Contributions - Monetary $ 2,043 | $ 2,043 | $ 2,043 | $ 2,043] $ 2,043 $ 2,043 $ 2,043 $ 2,043 $ 2,043 $ 2,043 $ 2,043 $ 2,043 $ 2,043
Total capital revenue $ 7,307 | $ 7,419 | $ 7,419 | $ 7,419/}$ 6,389 §$ 5,259 $ 5,279 $ 4,343 $ 7,159 $ 7,732 $ 8,255 $ 6,673 $ 6,739
Total revenue $ 102,976 | $ 103,142 | $ 103,397 | $ 102,588 | $ 104,539 $ 106,005 $ 108,917 $ 110,947 $ 116,797 $ 120,504 $ 124,261 $ 126,003 $ 129,557
Capital income
Total capital income $ - $ - $ = $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Total income $ 102,976 | $ 103,142 | $ 103,397 | $ 102,588 | $ 104,539 $ 106,005 $ 108,917 $ 110,947 $ 116,797 $ 120,504 $ 124,261 $ 126,003 $ 129,557
Expenses
Operating expenses
Employee benefits $ 32,213 | $ 32,213] $ 32,296] $ 32,106]$ 33,115 $ 34185 $ 35,287 $ 36,423 $ 37,593 $ 38,799 $ 40,042 $ 41,323 $ 42,644
Materials and services $ 41,305] $ 41,499] $ 41,847] $ 42337]$ 42133 $ 42,977 $ 43,852 $ 45045 $ 46262 $ 47,704 $ 49175 $ 50676 $ 52,208
Finance costs $ 2,5791$ 2,579])$ 2,400}$ 2309}]$ 2,358 $ 2,297 $ 2,091 $ 1,923 $ 1,738 $ 1,519 $ 1,236 $ 1,073 $ 1,037
Depreciation and amortisation $ 19,264] $ 19,264] $ 19,264] $ 16,864] $ 20,166 $ 20916 $ 21,394 $ 22,092 $ 22,758 $ 23,558 $ 23,026 $ 23,804 $ 24,600
Other expenses $ 1541 $ 154 | $ 154 |$ 154 | $ 157 _ $ 160 $ 163 $ 166 $ 169 $ 172. $ 175 $ 179 _ $ 182
Total operating expenses $ 95,515] $ 95,709] $ 95,962]$ 93,770] $ 97,929 $ 100,535 $ 102,787 $ 105,648 $ 108,521 $ 111,752 $ 113,655 $ 117,055 $ 120,670
Capital expenses
Total capital expenses $ 237] $ 2371 $ 243 | $ 2431 $ 240 §$ 246 $ 252 §$ 258 §$ 265 $ 271 §$ 278 $ 285 §$ 292
Total expenses $ 95,7521$ 95,946] $ 96,205] $ 94013]$ 98169 $ 100,781 $ 103,039 $ 105,906 $ 108,785 $ 112,023 $ 113,933 $ 117,340 $ 120,962
Net result $ 7,224 | $ 7,196 | $ 7,192 | $ 8576)$ 6,371 §$ 5,225 $ 5,878 $ 5,040 $ 8,012 $ 8,481 $ 10,328 $ 8,663 $ 8,595
Operating result
Operating revenue $ 95,669}]$ 95,724]$ 95978|$ 95170] $ 98,150 $ 100,746 $ 103,637 $ 106,603 $ 109,638 $ 112,772 $ 116,006 $ 119,330 $ 122,818
Operating expenses $ 95,515 |$ 95,709} $ 95,962] $ 93,770] $ 97,929 $ 100,535 $ 102,787 $ 105648 $ 108521 $ 111,752 $ 113,655 $ 117,055 $ 120,670
Operating result is 541¢ =614|$ —t7[s 1400/$ 221 $ 211 $ 850 $ 955 $ 1,117 $ 1,021 $ 2,352 $ 2,275 $ 2,148
Page 48 of 63Section 49
Page 49 of 63
Noosa Shire Council
2018/19 Budget Statements
For the period ending 30 June
Original
2019 2019 2019 2019 2020 Aye PAY PAP 2024 2025 2026 AG 2028
ECU MOM ELE eT ie PAY PAY $,000 $,000 EAITIT0 $,000 PAY $,000 $,000 PATI $,000 EAUTiTy $,000
Assets PE
Current assets
Cash and cash equivalents $ 48,323]$ 46,127]$ 53,508]$ 53,496|$ 47,604 $ 47,761 $ 47,276 $ 45,350 $ 43,879 $ 42604 $ 37,552 $ 38612 $ 44,694
Trade and other receivables $ 8939]$ 89431$ 8951]$ 8795|/$ 9161 $ 9447 $ 9,730 $ 10,021 $ 10,293 $ 10632 $ 10951 $ 11,281 $ 11,590
Inventories $ 330 | $ 330 | $ 330 | $ 330 | $ 330 $ 330 $ 330 $ 330 $ 330 $ 330 $ 330 $ 330 $ 330
Other current assets $ 490] $ 490 | $ 490 | $ 490 | $ 501 $ 512 $ 524 $ 536 $ 548 §$ 560 $ 572 $ 584 $ 596
Total current assets $ 58,082]$ 55,890|]$ 63,279]$ 63,111/$ 57,595 $ 58,051 $ 57,860 $ 56,237 $ 55,050 $ 54,126 $ 49,405 $ 50,807 $ 57,209
Non-current assets
Investments $ 126,955]$ 126955]$ 131,762]$ 131,762|$ 131,762 $ 131,762 $ 131,762 $ 131,762 $ 131,762 $ 131,762 $ 131,762 $ 131,762 $ 131,762
Property, plant & equipment $ 976,154] $ 978,029]$ 893,517]$ 895,127|$ 925,666 $ 946,010 $ 969,480 $ 993,912 $1,020,916 $1,047,624 $1,079,352 $1,108,676 $1,133,829
Other non-current assets $ 6851|$ 7,156/$ 6987]$ 7,027/$ 6804 $ 6541 $ 6,238 $ 5895 $ 5562 $ 4884 $ 4191 $ 3483 $ 2,760
Total non-current assets $ 1,109,960 | $ 1,112,140 | $ 1,032,266 | $ 1,033,916 | $ 1,064,232 $1,084,313 $1,107,480 $1,131,569 $1,158,240 $1,184,270 $1,215,305 $1,243,920 $ 1,268,350
Total assets $ 1,168,042 | $ 1,168,030 | $ 1,095,545 | $ 1,097,027 | $1,121,828 $1,142,364 $1,165,339 $1,187,806 $1,213,290 $1,238,396 $1,264,710 $1,294,727 $1,325,560
Current liabilities
Trade and other payables $ 4689|$ 4705/$ 4,722]$ 4,747|/$ 4,769 $ 4893 $ 5007 $ 5149 $ 5.279 $ 5459 $ 5628 $ 5800 $ 5,961
Borrowings $ 3,715|$ 37151$ 3642]/$ 3621/$ 4010 $ 4285 $ 4631 $ 4992 $ 5370 $ 5,723 $ 1,176 $ 1,036 $ 1,073
Provisions $ 4282|$ 42821$ 4061]$ 4,061/$ 4163 $ 4,267 $ 4,373 $ 4483 $ 4595 $ 4,710 $ 4827 $ 4948 $ 5,072
Other current liabilities $ 665 | $ 665 | $ 665 | $ 665 | $ 675 $ 685 $ 695 $ 706 $ 717 $ 728 $ 740 $ 752 $ 764
Total current liabilities $ 13,352]$ 13368]$ 13,090]$ 13,094/$ 13617 $ 14130 $ 14,706 $ 15329 $ 15961 $ 16619 $ 12,370 $ 12,536 $ 12,869
Non-current liabilities
Borrowings $ 34,040]$ 34,040]$ 32,2531$ 31,674]/$ 32,314 $ 29,029 $ 26899 $ 24407 $ 21,288 $ 16565 $ 15,389 $ 14,353 $ 13,280
Provisions $ 10,328]$ 10,328]$ 10686]$ 10686/$ 10,952 $ 11,224 $ 11,503 $ 11,790 $ 12,083 $ 12,384 $ 12693 $ 13,009 $ 13,333
Total non-current liabilities $ 44368]$ 44368]$ 42,939]$ 42360/$ 43,266 $ 40,253 $ 38,402 $ 36,197 $ 33,371 $ 28,949 $ 28082 $ 27,362 $ 26,613
Total liabilities $ 57,720|$ 57,736 |$ 56,029]$ 55,454/$ 56,883 $ 54,383 $ 53,108 $ 51,526 $ 49,332 $ 45,568 $ 40,452 $ 39,898 $ 39,482
Net community assets | $ 1,110,322 | $ 1,110,294 | $ 1,039,516 | $ 1,041,573 | $1,064,945 $1,087,981 $1,112,231 $1,136,279 $1,163,958 $1,192,828 $1,224,258 $1,254,829 $ 1,286,078
Asset revaluation surplus $ 67,090]$ 67,090]$ 58,039}$ 58,039]$ 75,040 $ 92,851 $ 111,224 $ 130,232 $ 149,899 $ 170,287 $ 191,390 $ 213,298 $ 235,951
Retained surplus $ 1,043,232 | $ 1,043,204 | $ 981,477] $ 982,860]$ 989,231 $ 994,456 $1,000,333 $1,005,373 $1,013,385 $1,021,866 $1,032,195 $1,040,858 $ 1,049,453
Total community equity | $ 1,110,322 | $ 1,110,294 | $ 1,039,516 | $ 1,040,899 | $1,064,271 $1,087,307 $1,111,557 $1,135,605 $1,163,284 $1,192,154 $1,223,584 $41,254,156 $1,285,404
Page 49 of 63Section 50
Page 50 of 63
Noosa Shire Council
2018/19 Budget Statements
For the period ending 30 June
Original
2019 2019 2019 2019 2020 2021 2022 2023 2024 2025 2026 2027 yA072:)
Statement of Cash Flows $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000
Receipts from customers $ 81,319] $ 81,362} $ 81,670} $ 81,990] $ 83617 $ 86,074 $ 88,752 $ 91,502 $ 94364 $ 97,235 $ 100,277 $ 103,387 $ 106,624
Payments to suppliers and employees ($ 74,097) |($ 74,275) |($ 81,570) |($ 81,752) |($ 75,757) ($ 77,568) ($ 79,554) ($ 81,855) ($ 84,254) ($ 86,853) ($ 89,577) ($ 92,355) ($ 95,219)
Dividend received $ 3,050] $ 3,050]$ 3,050]/$ 3050]$ 3126 $ 3204 $ 3,284 $ 3366 $ 3450 $ 3537 $ 3625 $ 3716 $ 3,809
Interest received $ 4250} $ 4250} $ 4406)$ 4641|$ 4193 $ 4184 $ 4279 $ 4362 $ 4424 $ 4494 $ 4569 $ 4635 $ 4,765
Rental income $ 1,541) $ 1,541) $ 1,529)}$ 1,293|/$ 1,546 $ 1,604 $ 1,644 $ 1685 $ 1,728 $ 1,770 $ 1,815 $ 1,860 $ 1,907
Non-capital grants and contributions $ 5,203]$ 5,2111$ 52581$ 4286]$ 5303 $ 5393 $ 5395 $ 5396 $ 5399 $ 5398 $ 5400 $ 5402 $ 5,404
Borrowing costs ($ 1,966) |($ 1,966) }($ 1,968) |($ 1,968) |($ 1,856) ($ 1,796) ($ 1,590) ($ 1,422) ($ 1,237) ($ 1,017) ($ 735) ($ 571) ($ ~—‘535)
Other cash flows from operating activities ($ 11) |($ 11)|}$ 1,613] $ 1,613 |($ 11) ($ 11) ($ 12) ($ 12) ($ 12) ($ 12) ($ 12) ($ 12) ($ 12)
Net cash flow from operating activities $ 19,290] $ 19,162] $ 13,988 $ 20,160 $ 21,084 $ 22198 $ 23,023 $ 23,863 $ 24552 $ 25,363 $ 26,062 $ 26,743
Cash flows from investing activities
Payments for property, plant and equipment ($ 27,041) |($ 28,916) ]($ 27,490) }($ 26,026) |($ 31,082) ($ 20,786) ($ 23,788) ($ 24,773) ($ 27,312) ($ 27,049) ($ 30,809) ($ 28,361) ($ 24,227)
Payments for intangible assets ($ 2,020) |($ 2,325) |($ 2,325) |($ 2,365) |($ 400) ($ 400) ($ 400) ($ 400) ($ 450) ($ 150) ($ 150) ($6 150) ($ = 150)
Grants, subsidies, contributions and donations $ 5307}$ 54191 $ 5419}$ 5419|$ 4389 $ 3259 $ 3279 $ 2343 $ 5159 $ 5732 $ 6255 $ 4673 $ 4,739
Other cash flows from investing activities $ 10] $ 10 |($ 32) |($ 32) | $ 10 $ 10 $ 10 §$ 11 § i) 11 §$ 12 $ 12 $ 12
Net cash flow from investing activities ($ 23,744) |($ 25,812) |($ 24,428) |($ 23,004) |($ 27,082) ($ 17,917) ($ 20,899) ($ 22,819) ($ 22,592) ($ 21,457) ($ 24,692) ($ 23,826) ($ 19,626)
Cash flows from financing activities
Proceeds from borrowings $ 4875)$ 4,875} $ 3,075}$ 2475|$ 4650 $ 1,000 $ 2500 $ 2500 $ 2,250 $ 1,000 $ - $ - $ -
Repayment of borrowings ($ 3,334) |($ 3,334) 1($ 3,320) |($ 3,320) |($ 3,621) ($ 4,010) ($ 4,285) ($ 4,630) ($ 4,991) ($ 5,370) ($ 5,723) ($ 1,176) ($ 1,036)
Net cash flow from financing activities ($ 845)|$ 1,029 ($ 3,010) ($ 1,785) ($ 2,130) ($ 2,741) ($ 4,370) ($ 5,723) ($ 1,176) ($ 1,036)
Total cash flows
Net change in cash and cash equivalent held |($ 2,913) |($ 5,109) |($ 10,685) |($ 10,697) |($ 5,893) $ 158 ($ 485) ($ 1,926) ($ 1,471) ($ 1,274) ($ 5,053) $ 1,060 $ 6,082
Opening cash and cash equivalents $ 51,236) $ 51,236] $ 64,193] $ 64,193] $ 53,496 $ 47,604 $ 47,761 $ 47,276 $ 45,350 $ 43,879 $ 42,604 $ 37,552 $ 38,612
Closing cash and cash equivalents $ 48,323| $ 46,127/ $ 53,508} $ 53,496| $ 47,604 $ 47,761 $ 47,276 $ 45,350 $ 43,879 $ 42,604 $ 37,552 $ 38,612 $ 44,694
Page 50 of 63Section 51
Page 51 of 63
Noosa Shire Council
2018/19 Budget Statements
For the period ending 30 June
Original
Annual Result Budget
2019 PTET) 2019 PTET) 2020 2021 PIP PIPE) Ty Tyr) PTT) TP PTT)
Statement of Changes in Equity EAT) $,000 PAIL) $,000 $,000 $,000 $,000 $,000 $,000 ExT $,000 PAI $,000
Asset revaluation reserve pt
Opening balance $ 49,269|$ 49,269|$ 41,739]$ 41,739]$ 58,039 $ 75,040 $ 92,851 $ 111,224 $ 130,232 $ 149,899 $ 170,287 $ 191,390 $ 213,298
Change in asset revaluation surplus $ 17,821|$ 17,821]$ 16,300]$ 16,300]$ 17,001 $ 17,811 $ 18,373 $ 19,008 $ 19,667 $ 20,388 $ 21,102 $ 21,908 $ 22,653
Closing balance $ 67,090/$ 67,090]$ 58,039]$ 58,039]/$ 75,040 $ 92,851 $ 111,224 $ 130,232 $ 149,899 $ 170,287 $ 191,390 $ 213,298 $ 235,951
Retained surplus
Opening balance $ 1,036,008 | $ 1,036,008 | $ 974,284] $ 974,284]$ 982,860 $ 989,231 $ 994,456 $1,000,333 $1,005,373 $1,013,385 $1,021,866 $1,032,195 $ 1,040,858
Net result $ 7,224|/$ 7,196|$ 7,192|$ 8576/$ 6371 $ 5,225 $ 5878 $ 5040 $ 8012 $ 8481 $ 10,328 $ 8663 $ 8,595
Closing balance $ 1,043,232 | $ 1,043,204 |$ 981,477]$ 982,860 ]$ 989,231 $ 994,456 $1,000,333 $1,005,373 $1,013,385 $1,021,866 $1,032,195 $1,040,858 $ 1,049,453
Total
Opening balance $ 1,085,277 | $ 1,085,277 | $ 1,016,023 | $ 1,016,023 | $ 1,040,899 $1,064,271 $1,087,307 $1,111,557 $1,135,605 $1,163,284 $1,192,154 $1,223,584 $ 1,254,156
Net result $ 7,224|/$ 7,196|/$ 7,192]$ 8576/$ 6371 $ 5,225 $ 5878 $ 5040 $ 8012 $ 8481 $ 10,328 $ 8663 $ 8,595
Change in asset revaluation surplus $ 17,821|$ 17,821]$ 16,300]$ 16,300]$ 17,001 $ 17,811 $ 18,373 $ 19,008 $ 19,667 $ 20,388 $ 21,102 $ 21,908 $ 22,653
Closing balance | $ 1,110,322 | $ 1,110,294 | $ 1,039,516 | $ 1,040,899 | $ 1,064,271 $1,087,307 $1,111,557 $1,135,605 $1,163,284 $1,192,154 $1,223,584 $1,254,156 $ 1,285,404
Page 51 of 63Section 52
Page 52 of 63
Noosa Shire Council
2018/19 Budget Statements
For the period ending 30 June
Budget Target
2019 2019 2019 2019 2020 2021 2022 2023 yA} 2025 2026 VAY 2028
Operating Surplus Ratio 0.2% 0.0% 0.0% 1.5% 0-10% 0.2% 0.2% 0.8% 0.9% 1.0% 0.9% 2.0% 1.9% 1.7%
Net Financial Liabilities Ratio -0.4% 1.9% -7.4% -8.0% <60% -0.7% -3.6% -4.6% -4.4% -5.2% -7.6% -7.7% -9.1% -14.4%
Asset Sustainability Ratio 114.6% 120.7% 119.9% 132.4% >90% 125.8% 85.3% 88.1% 91.2% 98.9% 94.4% 104.4% 98.5% 92.2%
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 operating result divided by total operating revenue, expressed as a % (excluding capital revenue or expenses).
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 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 %.
This includes infrastructure as well as plant and equipment.
Intangibles are excluded.
Target: greater than 90%.
Page 52 of 63Section 53
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
9 FINANCIAL PERFORMANCE REPORT - MARCH 2019
DOCUMENT INFORM AT ION
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
EXECUTIVE SUMMARY
Overall year to date operating financial performance as at March 2019 is positive, with operating
revenue continuing to track above budget and operating expenditure below budget. Adjustments
to the budget have been proposed as part of Budget Review 3 (BR3) to address any emerging
items and current specific variances, as outlined in a separate report to this meeting.
YTD Financial Performance Summary
Budget Actual Variance Variance Status
$m $m $m %
Operating Revenue $88.0 $90.0 $2.0 2.3% On Track
Operating Expense $69.3 $68.0 $1.3 1.3% On Track
Operating Position $18.7 $22.0 $3.3 18.0%
Capital Revenue $5.3 $6.6 $3.3 24.7% On Track
Capital Expenditure* $23.0 $20.3 $2.8 12.0% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Operating Profit & Loss, Summary of Capital
Financial Performance, Statement of Financial Position (balance sheet) and Statement of Cash
Flows are included as attachments for information of Council.
Figure 1: Actual Performance Compared to Budget
$100
YTD Budget ($m)
$90
YTD Actual ($m)
$80
$70
$60
$50
$40
$30
$20
$10
$-
Operating Revenue Operating Expenditure
Page 53 of 63
Section 54
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 15 April 2019 outlining March 2019 year to date financial performance against
budget.
REPORT
Operating Revenue (YTD Benchmark 75%)
Council has received 94% ($90.0 million) of its operating revenue budget ($96.0 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and $66.5 million (100%) of the Overall, rates and levies earned are slightly below
Levies annual budget of $66.6 YTD budget, with general rates $77k below budget
million has been earned and Tourism Levy $27k below budget
Fees and $5.4 million (98%) of the $5.5 Building and plumbing application/ search fees
Charges million annual budget has $309k above YTD budget (98% or $1.5m of $1.5m
been earned budget earned)
Local laws fees $228k above YTD budget (101% or
$1.2 million of $1.2 million budget earned)
Development related fees $226k above YTD budget
(95% or $1m of $1.1m budget earned) – offset by
additional salary and development appeal legal
costs above YTD budget
Lions Park holiday period parking revenue $81k
above budget (202% or $121k of $40k budget
earned). Partially offset by additional costs
Cemetery fees $70k above YTD budget (107% or
$236k of $222k budget earned)
Waste management temporary bin services $52k
above YTD budget (437% or $63k of $14k budget
earned)
Sale of Goods $7.3 million (83%) of the $8.8 Holiday parks $162k above YTD budget (81% or
and Services million budget has been $2.4m of $2.9m budget earned)
received Eumundi Road landfill disposal charges and
recyclable sales $259k above YTD budget (85% or
$2.5m of $2.9m budget earned)
Interest $3.6 million (81%) of the $4.4 Investment revenue $242k above YTD budget (95%
Received million annual budget has or $1.3 million of $1.4 million budget earned)
been earned Interest on overdue rates and charges $71k above
YTD budget (93% or $371k of $400k budget
earned)
Dividend and On track Nil
Tax
Other $2.0 million (75%) of the $2.4 Works Operations internal plant hire recoveries
Revenue million budget has been $819k (no budget) – offset by internal hire charges
earned Waste Management internal recoveries for landfill
disposal $46k above YTD budget (307% or $61k of
$20k budget earned)
Local laws SPER penalty recoveries $42k above
YTD budget (113% or $126k of $112k budget
earned)
Page 54 of 63
Section 55
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Category Summary Comments
Lease revenue for Sunrise Beach Shops $71k
below YTD budget (70% or $662k of $946k budget
earned). Two vacancies currently being negotiated.
Operating $3.3 million (64%) of the $5.3 Operating grants are in line with budget
Grants, million budget has been expectations at this stage.
Subsidies received 50% or $1 million of the financial assistance grant
was prepaid in June 2018 and may impact on
Council’s 2018/19 final operating position (if the
prepayment approach is discontinued by the
Australian government). This is addressed in the
budget review.
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$8.0
YTD Budget ($m)
$7.0
YTD Actual ($m)
$6.0
$5.0
$4.0
$3.0
$2.0
$1.0
$0.0
Income
Other
Charges
Grants
Goods &
Dividend
Services
Sales of
Rental
Interest
Fees &
& Tax
Operating Expenditure (YTD Benchmark 75%)
Actual operating expenditure is currently 71% ($68.0 million) of full year budget ($96.0 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee $22.8 million (71%) of the Under expenditure for permanent staff salaries and
Costs annual budget of $32.3 wages ($2.0 million) partially offset by casual staff,
million has been expended external labour hire ($752k), sick / other leave
($529k), allowances, overtime and penalty rates
($83k).
Staff training underspend of $50k YTD (noting that a
further $58k is committed to suppliers for future
training)
Materials and $28.8 million (69%) of the Waste management contract services $275k below
Services $41.8 million annual budget YTD budget (72% or $5.7m of $7.9m budget spent) –
has been expended. waste collection and landfill operation
Fleet costs for fuel and tyres $117k below YTD
budget (57% or $378k of $660k budget spent)
Page 55 of 63
Section 56
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Category Summary Comments
Maintenance of Council leased properties $61k below
YTD budget (62% or $1.3 million of $2.1 million
budget spent) – relating to the timing of community
building refurbishment works
Community Development grants $83k below budget
due to timing of grant allocations (80% or $782k of
$982k budget spent)
Cemetery operations $50k below YTD budget (45%
or $79k of $177k budget spent)
Environmental Health costs for vector control $48k
below YTD budget (31% or $40k of $128k budget
spent)
Library services $33k above YTD budget (55% or
$559k of $1.0m budget spent) – timing of acquisition
of new collections
Environmental services $48k above YTD budget
(274% or $76K of $28k budget spent) – emergent
programs for flying fox subsidy scheme and fisheries
management options review
Development assessment legal appeals costs $304k
above YTD budget (121% or $688k of $568k budget
spent) – offset by additional development fee
revenue received above YTD budget
Finance Costs On track Nil
Depreciation On track Nil
Other On track Nil
Expenses
Figure 3: Operating Expenditure Position by Type
$35
YTD Budget ($m)
$30
YTD Actual ($m)
$25
$20
$15
$10
$5
$0
Finance Costs
Materials
Depreciation
Employees
Other
Page 56 of 63
Section 57
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Capital Revenue
YTD capital revenue of $6.6 million received comprises cash contributions from developers ($1.4
million), capital grants ($2.5 million) and contributed assets ($2.6 million). Note that the timing of
capital grant receipts are generally dependent on the timing of grant conditions and also capital
delivery performance, and that the timing of the receipt of developer contributions (both cash and
contributed) is unpredictable.
Figure 4: Capital Revenue by Type
$3.0
YTD Budget ($m)
YTD Actual ($m)
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
Subsidies
Contributions
Contributed
Grants /
Assets
Cash
Capital Expenditure Program
Actual capital expenditure (excluding commitments) is $20.3 million (YTD budget $23.0 million).
Detailed discussion of progress in the delivery of the capital works program is provided via a
separate report by the Infrastructure Services Department.
Figure 5: Capital Program Delivery Performance
$25.0
YTD Budget ($m)
YTD Actual ($m)
$20.0
$15.0
$10.0
$5.0
$0.0
Capital works Other capital
Page 57 of 63
Section 58
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Cash Management and Investment Performance
Total cash on hand at the end of March 2019 was $76.6 million. Included in this balance are
funds held in trust and for restricted purposes (e.g. unexpended levy and grant funds) and
monies committed for funding capital projects during the year. The cash balance will
progressively reduce over the next quarter, aligning to budget forecasts by year end, as
operational and capital expenditure outstrips expected revenue.
The pie charts following present the mix of cash held at March 2019 by agency (graph on the left)
and by credit risk rating (graph on the right). All funds have been invested in accordance with the
Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds.
Figure 6: Closing Cash Held by Agency and Credit Rating
Bendigo A3
5% (Bendigo)
Suncorp A1 5%
NAB 3% (Suncorp)
8% 3%
A1 +
CBA (CBA + NAB +
12% Wpac)…
A1 +
QTC (QTC)
73% 73%
The following chart monitors the year-to-date trend on total cash and the agencies invested.
During March, $2 million held in a commercial term deposit with Suncorp matured and was
utilised to fund operating and capital expenditure requirements. All other investments were stable
as sufficient working cash was available to fund Council’s requirements for the month.
Page 58 of 63
Section 59
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Figure 7: Year to Date Trend of Cash Invested by Agency
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
-
Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Actual interest revenue for March was $169k with a weighted average yield of 2.6%, which
reflects a positive return compared to the industry benchmark (Bloomberg AusBond Bank Bill
Index) of 2.0%.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Page 59 of 63
Section 60
GENERAL COMMITTEE MEETING AGENDA 15 APRIL 2019
Departments/Sections Consulted:
x Chief Executive Officer x Community Services X Corporate Services
Executive Officer Director x Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 60 of 63
Section 61
Page 61 of 63
Noosa Council ATTACHMENT 1
Statement of Income and Expenditure
For the Year Ended 30 June 2019
As at 31 March 2019
Current Current
Budget Budget Actual Variance Annual
2019 YTD YTD YTD Budget
($'000) ($'000) ($'000) ($'000) %
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 66 553 66,553 66,465 (88) 100%
Fees and charges 5,547 4,417 5,455 1,038 98%
Dividend income 1,600 669 669 - 42%
Interest received 4,406 3,266 3,579 313 81%
Tax equivalents 1,450 1,255 1,255 - 87%
Sale of Goods and major services 8,770 6,702 7,255 553 83%
Sale of contract and recoverable works 16 - 3 3 20%
Rental & lease income 1,530 1,203 1,041 (162) 68%
Other income 846 655 950 295 112%
Grants, subsidies, contributions and donations 5,261 3,255 3,345 90 64%
95,978 87,976 90,018 2,042 94%
Expenses
Recurrent Expenses
Employee benefits 32,326 23,493 22,803 (690) 71%
Materials and services 41,817 29,425 28,824 (601) 69%
Finance costs 2,400 1,800 1,721 (79) 712%
Depreciation and amortisation 19,264 14,448 14,461 13 15%
Other expenses 154 133 162 29 105%
95,961 69,300 67,972 (1,328) 71%
Operating Result 17 18,676 22,046 3,369
Summary of Capital Revenue and Expenditure
Capital Revenue
Capital contributions and donations 4,043 2,839 4,018 1,179 99%
Grants, subsidies, contributions and donations 3,375 2,428 2,548 120 15%
Other capital revenue - - - -
Total Capital Revenue 7,419 5,267 6,566 1,299
Capital Expenditure
Contributed assets 2,000 2,000 2,590 590 130%
Constructed assets 29,815 23,034 20,268 (2,766) 68%
Other capital expenses - - 646 646
Total Capital Expenditure 31,815 25,034 23,504 (1,530)
Page 61 of 63Section 62
Page 62 of 63
Noosa Council ATTACHMENT 2
Statement of Financial Position
For the Year Ended 30 June 2019
As at 31 March 2019
Current Actual Actual
Budget YTD Full Year
2019 2019 2018
($000) ($000) ($'000)
Current Assets
Cash and cash equivalents 46,127 76,588 64,193
Trade and other receivables 8,943 9,184 6,979
Inventories 330 228 225
Other current assets 490 4,237 4,115
55,890 90,237 75,512
Non Current Assets held for sale - - -
Total Current Assets 55,890 90,237 75,512
Non Current Assets
Trade and other receivables 49,218 49,218 49,218
Other non current Assets - - -
Investments 73,332 60,978 60,978
Investment property 4,405 4,167 4,167
Property, plant and equipment 978,029 873,612 866,604
Intangible assets 7,156 5,529 5,048
Total Non Current Assets 1,112,140 993,504 986,014
Total Assets 1,168,030 1,083,741 1,061,526
Current Liabilities
Trade and other payables 4,705 10,791 11,679
Borrowings 3,715 160 3,969
Provisions 4,282 3,512 4,648
Other 665 658 697
Total Current Liabilities 13,368 15,121 20,993
Non Current Liabilities
Trade and other payables - - -
Borrowings 34,040 32,171 32,171
Provisions 10,328 9,858 9,738
Total Non Current Liabilities 44,367 42,029 41,909
Total Liabilities 57,736 57,151 62,902
Net Community Assets 1,110,294 1,026,590 998,624
Community Equity
Asset Revaluation Surplus 67,090 41,740 41,740
Retained Surplus / (Defeciency) - - -
Shire Capital 1,043,204 956,885 961,335
Current Year Net Earnings - 27,966 (4,450)
Total Community Equity 1,110,294 1,026,590 998,624
Page 62 of 63Section 63
Page 63 of 63
Noosa Council ATTACHMENT 3
Statement of Cash Flows
For the Year Ended 30 June 2019
As at 31 March 2019
Current Budget Actual Actual
2019 2019 2018
($000) ($'000) ($000)
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts from Customers 81,670 82,100 87,075
Payments to Suppliers and Employees (81,570) (57,823) (77,033)
100 24,277 10,042
Receipts:
Investment and Interest Revenue Received 4,406 3,579 4,701
Rental Income 1,529 1,041 1,301
Non Capital Grants and Contributions 5,258 3,345 6,052
Income Tax Equivalent Received 1,200 1,255 3,067
Income from Equity Investments 1,850 669 30
Payments:
Borrowing Costs - - -
Interest Expense (355) (241) (131)
Net Cash Inflow/(Outflow) from Operating Activities 13,988 33,926 25,062
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment (32) - 154
Grants, Subsidies, Contributions and Donations 5,419 6,566 6,369
Payments:
Payments of Property, Plant and Equipment (27,490) (21,965) (26,981)
Payments for Intangible Assets (2,325) (842) (1,874)
Net Cash Inflow/(Outflow) from Investing Activities (24,428) (16,241) (22,332)
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 3,075 - 1,165
Payments:
Repayment of Borrowings (3,320) (5,289) (5,165)
Net Cash Inflow/(Outflow) from Financing Activities (245) (5,289) (4,000)
Net Increase/(Decrease) in Cash and Cash Equivalents held (10,685) 12,395 (1,270)
Cash and Cash Equivalents at the beginning of the reporting period 64,193 64,193 65,463
Cash and Cash Equivalents at the end of the reporting period 53,508 76,588 64,193
Page 63 of 63