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2019-12-10 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 10 December 2019
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 COUNCILLOR REPRESENTATION ON THE NOOSA CYCLING & WALKING
STRATEGY AND THE NOOSA HIGH PRIORITY CYCLE CORRIDOR - PROJECT
CONTROL GROUPS 3
2 2019 KERBSIDE BULK WASTE COLLECTION 5
3 COOROY BUTTER FACTORY MANAGEMENT UPDATE 11
4 NOOSA HOLIDAY PARK - FEES AND CHARGES / PROPOSED USER PAYS
SYSTEM FOR ELECTRICITY CONSUMPTION 27
5 BOREEN POINT CAMPGROUND FEES AND CHARGES 37
6 ORGANISATIONAL STRUCTURE 40
7 TOURISM NOOSA 2018-19 ANNUAL REPORT AND FUNDING AGREEMENT
EXTENSION 48
REPORTS FOR NOTING BY THE COMMITTEE 57
8 2019 ANNUAL DISASTER AND RECOVERY MANAGEMENT UPDATE 57
9 BUDGET WRAP UP 64
CLOSED SESSION -
Page 2 of 69
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 COUNCILLOR REPRESENTATION ON THE NOOSA CYCLING & WALKING
STRATEGY AND THE NOOSA HIGH PRIORITY CYCLE CORRIDOR - PROJECT
CONTROL GROUPS
DOCUMENT INFORM AT ION
Author Infrastructure Planning, Design & Delivery Manager, Craig Eldridge
Infrastructure Services Dept
Index ECM/ Subject/ Councillors/ Mayor – Governance & Administration
ECM/ Projects (T1)/ Shire Wide Walking and Cycling Strategy –
CAP.WORK - 501009
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Infrastructure Planning, Design and Delivery Manager to the
Services & Organisation Committee Meeting dated 10 December 2019 and appoint the following
three Councillors, Cr _________, Cr __________ and Cr __________ as members of Noosa
Cycling & Walking Strategy and Highest Priority Cycling Corridors – Project Control Group
(PCG).
REPORT
1. Formation of a Noosa Cycling & Walking Strategy and Highest Priority Route Cycling
Corridors – Project Control Groups (PCG)
Currently Noosa Council has 2 projects in the 2019/20 capital works program:
1. Noosa Cycling and Walking Strategy and Implementation Plan (Including Recreational
Strategy)
2. Noosa High Priority Route Options Analysis - Cycling Corridor Planning Study
The Noosa Cycling and Walking Strategy and Implementation Plan (including the Recreational
Strategy) will update the existing Noosa Cycling and Walking Strategy (2004-2016) and develop
an Action Plan, incorporating cycling and walking for transport, recreational and health including
connections to the Noosa Trail Network, mountain biking tracks and competitive cycling
opportunities. The Strategy will re-establish a vision for cycling and walking in Noosa for the next
20 years (2020-2040), prepare updated network planning, as well as produce a five-year and ten
year capital works program of prioritised projects.
Noosa High Priority Route Options Analysis - Cycling Corridor Planning Study will undertake an
options analysis and concept design to identify on and off road cycling routes for two priority
corridors in Noosa Shire including preparation of a staged and costed implementation plan for the
routes. The two corridors are:
Corridor 1: Tewantin to Noosa Heads (east west link)
Corridor 2: Noosa Heads to Peregian Beach (north south link/Coastal Pathway)
Page 3 of 69
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
A governance structure for the above two projects is currently being finalised. The structure
proposes the formation of a Project Control Group (to provide oversight of the whole project). It is
proposed that the Mayor and two Councillors be nominated as members of the Project Control
Group for both projects.
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Appropriate representation of Councillors on internal Council working groups for key functions
and projects ensures that broader governance and project specific risks can be appropriately
managed to maintain community confidence.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Mayor and Councillors
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 4 of 69
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
2 2019 KERBSIDE BULK WASTE COLLECTION
DOCUMENT INFORM AT ION
Author Waste Coordinator, Ian Florence
Community Services Department
Index ECM/ Waste Management/ Waste – Annual Kerbside Collection
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by the Waste Coordinator to the Services & Organisation Committee
Meeting dated 10 December 2019 providing an overview of the 2019 Kerbside Bulk Waste
Collection Service and request a further report to Council to examine options for providing the
service into the future.
REPORT
The purpose of this report is to provide Council with an overview of the 2019 Kerbside Bulk
Waste Collection process and outcomes.
1. Provision of the Kerbside Bulk Waste Collection Service
Between 15 July 2019 and 2 September 2019 the Waste Section coordinated a bulky waste
kerbside collection service (the Service) throughout the Noosa Shire. The Service was for private
houses and units only, and did not include commercial premises. Residents were able to put out
a maximum of three cubic metres of bulky waste items per property, or six cubic metres per unit
complex. The duration and method reflected previous services provided since 2015, where
selected suburbs were serviced each week and waste streams were segregated where possible
to capture reusable and recyclable material.
Council’s collection contractor Cleanaway collected steel, E-waste, mattresses (pre-booked at a
cost) and waste material. Resource Recovery Australia, operating out of the Reviva tip shop
retrieved re-usable goods. Large skip bins were placed in various rural locations in an effort to
manage indiscriminate dumping and improve the efficiency of collection in those areas.
2. Material collected (tonnes)
The presentation rate by residents was estimated as being around 1 in 6: meaning that for every
six residents paying for the service in their annual waste charge, one took advantage of it and
placed out bulky waste.
A total of 939 tonnes of waste was collected over the seven week period. General waste
collected saw an increase on last year, however it remains well below the weights collected in the
first year of the Service (post de-amalgamation) and subsequent two years.
2014 2015 2017 2018 2019
Waste 1182 878 867 648 690
Steel 325 191 473 527 227
E-Waste 32 35 22
Mattresses (number) 256 191 140 115
Page 5 of 69
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
3. Administration
Council staff administered the program which included:
supervision of the contractor
advertising of the service
production of a brochure which was delivered to all residential premises
developing an interactive map of collection areas for the Noosa Council website
dealing with enquiries and complaints relating to the service
organising services to address illegal or excess dumping
Council staff undertook an extensive community information program to help residents
understand what could and could not be placed for collection and how to place items on the
kerbside.
The Service generated 112 customer requests/complaints that required follow up and further
action from Council officers.
4. Community Benefits
It is a service that generally remains popular with large sections of the community.
It provides an opportunity for the community to dispose of bulky waste material that may
otherwise be disposed of via illegal dumping.
The Service is useful for those that cannot transport bulky waste to the Resource Recovery
Centre.
The current method of delivering the Service is more cost effective when compared to other
collection methods such as the ‘pre-booked on property service’ delivered by other
councils.
5. Challenges
As with collections in previous years, the 2019 Service attracted large-scale roadside
dumping in rural areas, which required extensive clean-up operations (see photos of
examples).
An emerging issue and concerning risk in 2019 was the dumping of materials and items
containing asbestos. Five separate locations were subject to asbestos dumping. This
resulted in an additional clean-up cost to Council of over $28,000. The perpetrators could
not be identified in any of these cases.
Other prohibited material was also regularly dumped amongst roadside waste piles. This
included a rusted drum of herbicide, a small drum of unidentified poison, car parts,
mattresses, oil heaters and tyres. Prohibited material was initially not collected, however on
most occasions when those responsible could not be identified, the material was collected
later.
The amount of reusable goods that could be retrieved by Resource Recovery Australia was
limited due to prior scavenging of material by the public. This included potentially reusable
items being damaged beyond repair during the scavenging process.
The scavenging process also often resulted in previously neat stockpiles being spread
across footpaths. Items were often damaged, leaving micro-litter such as broken glass on
footpaths and road reserves.
The amount of steel collected was well below that of previous years. This resulted in a
significant reduction in revenue back to Council from the on sale of that steel. This is due to
the amount of scavenging by metal recyclers that occurs prior to the collection. If a weight
comparison is made to last year, the extra uncontrolled scavenging of steel in 2019 had the
potential to reduce Council’s revenue by around $53,000.
It is a service that could be provided by existing local businesses such as skip bin providers
and local handyman services.
The Service in its current form does not align with Council’s behaviour change strategy that
encourages pre-sorting and careful segregation and recycling of waste streams.
Page 6 of 69
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
The Service does not reflect a fair and equitable ‘producer pays’ philosophy to the
management and disposal of waste material. The majority of residents that pay an annual
contribution towards the Service do not use it.
Photos:
Dumping on Western Branch Road, Kin Kin
Page 7 of 69
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Asbestos contamination of dumped material on Tablelands Road, Cooran
Dumping on Timbara Road, Pomona
Page 8 of 69
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
6. Future Service Options
Council staff are reviewing the Service to better understand the benefits, challenges and risks
and to investigate options for the future of the Service to address these. A report will be
presented to Council by June 2020.
Previous Council Consideration
Ordinary Meeting Minutes, 17 December 2015, Item 1, Page 5
That Council note the report by the Waste Collections Officer to the Infrastructure & Services
Committee meeting dated 8 December 2015 on the 2015 Kerbside Bulk Waste Collection
Service (the Service); and:
A. Request staff investigate options to improve the efficiency and effectiveness of kerbside
clean up;
B. Request staff examine providing better resource recovery services and options in the rural
areas and increasing the recycling rate of e-waste, green waste and other items of potential
re-use value across the Shire. ;
C. Request staff to present a report to Council addressing Items A and B at the earliest
opportunity; and
D. Thank Cleanaway Ltd, their staff and all Council staff involved in the 2015 Kerbside Bulk
Waste Collection on behalf of the community for an outstanding result.
Finance
The total cost to Council in 2019 was $203,000 in collection costs and $100,775 in disposal
costs. This is approximately $30,000 above the predicted budget to deliver the basic Service and
fund anticipated clean-up costs to manage dumped material.
The increased costs in providing the Service will need to be considered as part of the 2020/21
budget process and the investigation of options for the Service into the future. It is recommended
that additional contingency cost be added due the emerging trend of having to manage asbestos
containing material.
Risks & Opportunities
The provision of the kerbside bulk waste collection service is experiencing increasing risks,
including:
Public health and safety risk due to the types of hazardous materials being placed for
collection in a public area.
Public health risk due to the dumping of asbestos containing material.
Workplace health and safety risk to staff and contractors addressing dumping of hazardous
materials.
The increasing cost of the Service to manage the challenges.
The escalating cost of commercial waste disposal at landfill, due to the Queensland
Government waste levy, is also likely to lead to additional use of the Service as a ‘free’
alternative.
Consultation
External Consultation - Community & Stakeholder
Cleanaway
Resource Recovery Australia
Internal Consultation
Page 9 of 69
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Nil
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer X Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
X Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment 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 10 of 69
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
3
DOCUMENT INFORM AT ION
COOROY BUTTER FACTORY MANAGEMENT UPDATE
Author Acting Manager Libraries & Galleries, Tracey King
Community Services Department
Index ECM/ Subject/ 72.04 Butter Factory Arts Centre
Attachments 1. Cooroy Future Group Forecast Budget
2. Cooroy Future Group Strategic Plan
EXECUTIVE SUMMARY
Built in 1930, the Butter Factory (BFAC) at Cooroy has fulfilled a variety of community functions
and now operates as an art gallery, supporting initiatives that showcase local emerging and
amateur artists. In 2015, the Cooroy Future Group Inc (CFG), a volunteer-run community
organisation, were selected through an Expression of Interest process to manage and operate
the Butter Factory and adjoining pottery studio. Support has been provided from Council through
an annual operating subsidy. The agreement with Council expires on 31 December.
The CFG’s operation of the BFAC under this community-managed model has been highly
effective, with the group capably managing the facility to provide community and cultural
outcomes while demonstrating tight fiscal control, ending each year with a small operating
surplus. The CFG has been proactive in undertaking a range of revenue-raising activities and
funding capital facility improvements.
Building on the past four years, the CFG is planning for continued growth and development of the
BFAC through a Strategic Plan and forecast budget with exhibitions booked until the end of 2020.
This community-managed model has been found to be more sustainable than previous
operations. It remains the most cost-effective model which delivers the greatest benefits to the
community while reducing the financial and operational burden on Council. This report proposes
entering a further three-year agreement for the CFG to continue operating and managing the
Butter Factory until the end of 2022, supported by an annual reducing subsidy.
RECOMMENDATION
That Council note the report by the Acting Manager Libraries & Galleries to the Services &
Organisation Committee Meeting dated 10 December 2019 and
A. Authorise the CEO to enter into an agreement with the Cooroy Future Group Inc to operate
the Butter Factory for a further three-year period, commencing 1 January 2020. This
agreement is to be in accordance with Council’s Community Leasing Policy and subject to
continued satisfactory performance by the Group, reviewed on an annual basis;
B. Provide funding of $114,500 (ex GST) to the Cooroy Future Group Inc to support
operations for the first year to December 2020 in line with the approach outlined in the
Finance section of this report;
C. Refer future funding arrangements to the 2020/21 budget process; and
D. Extend congratulations to the Cooroy Future Group on their success thus far in operating
the Butter Factory.
REPORT
The purpose of this report is to provide Council with an update on the four years of operation of
the Cooroy Butter Factory Arts Centre (BFAC) by the Cooroy Future Group Inc (CFG) under a
community-managed model, and to recommend that Council enter an agreement with the CFG
for a further three years.
Page 11 of 69
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
1. Background
The Butter Factory at Cooroy is a heritage building built in 1930 and purchased by Noosa Council
in the early 1990s. Since then, the Butter Factory has fulfilled a variety of community functions as
a creative hub, an art gallery, a workshop space, an education provider, a performing arts venue
and an office space for Council’s creative and heritage staff. Groups and organisations that have
used the Butter Factory include Noosa Council, Qld TAFE, Permaculture Noosa, the Butter Factory
Arts Inc., the Queensland Museum Regional Development Officer, Creative Noosa, Tourism
Noosa and the National Trust of Australia.
Now functioning as an art gallery and performing arts venue, the facility is an important
community and cultural venue, meeting numerous goals outlined in the Noosa Cultural Plan
2019–2023. While the Noosa Regional Arts Gallery hosts national and state touring exhibitions,
museum-standard displays and hosts professional artists, the Butter Factory supports initiatives
that showcase local emerging and amateur artists. It provides a space for local creatives to
share knowledge, connect with each other and collaborate. The Butter Factory plays an
increasing role in the economic health of the local region by highlighting the creative and cultural
opportunities in the hinterland and extending the tourism experience beyond the coastal strip.
Cooroy Butter Factory History 2004 - 2019
2004 Qld TAFE vacated the site and the ceramics studio it built was utilised by local
ceramic artists as a workshop space and pottery studio.
2006-2015 The Butter Factory was operated as a Council-run gallery, exhibition and workshop
space under both the Noosa and Sunshine Coast Regional Councils.
2008-2010 The Lower Mill Site was redeveloped to the north of the Butter Factory incorporating
the new Cooroy Library, further expanding the community facilities on the precinct.
2014 A service review of the Noosa Regional Gallery and the BFAC was undertaken. It
recommended that a further review of the operations of the BFAC be conducted to
explore other facility uses, consider more sustainable management models, and
provide greater community participation in the facility.
2015 The additional review of the BFAC included extensive community engagement and
considered a range of options for the future of the facility. These included:
Council operating the BFAC as a fully programmed space in line with previous
Council operations;
Council facilitating a community-managed model;
Council operating the BFAC under a ‘caretaker’ model with limited
programming, essentially a venue for hire;
Council investigating other uses for the BFAC such as leasing it out.
The community consultation was overwhelmingly in favour of retaining the cultural
and community focus of the Butter Factory and increasing community participation in
the management. The outcome of the review was to trial the operation of the Butter
Factory under a community managed model and an expression of interest process
was undertaken to secure a suitable community organisation to manage the facility.
January 2016 Council entered into an agreement with the Cooroy Lower Mill Board (now the
Cooroy Future Group Inc) to manage and operate the Butter Factory on a twelve-
month trial basis to provide a reasonable period for the CFG to establish itself as the
management body and to determine if the community managed model was viable.
Council provided a twelve-month operating subsidy of $120,279 and $12,600 for
transition costs.
2017-2019 Following a positive first year of operation, which demonstrated healthy exhibition
bookings and tight fiscal control in line with original expectations, Council approved a
three-year permit to CFG for overall management and operational control of the
Cooroy Butter Factory Arts Centre. Annual subsidies have been provided each year
to support operational costs.
Page 12 of 69
Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
2. Operations under Cooroy Future Group: January 2016 to Current
Under the agreement developed with Council, the CFG has been providing overall management
and operational control of the BFAC and the adjacent pottery workshop space for four years, with
the agreement expiring on 31 December 2019. Their key achievements have included:
establishing an effective management structure including the Butter Factory Arts Centre
Management Committee;
developing a strengthening exhibition program with the booking out of gallery spaces a
year in advance since 2017 and now booked to the end of 2020;
developing their website http://www.butterfactoryartscentre.com.au/ that has increased
traffic by more than 300%;
establishing the Butter Factory Friends group which now has 92 fee-paying members;
developing a successful Artisan Store that is managed by the artists displaying and selling
their wares, thus saving on paid staff wages;
creating the ‘Artists in Residence’ Kaya Sulc Studio, rented on a weekly basis;
introducing a ‘Master Class’ program, running workshops across a range of artistic
disciplines;
cultivating a strong community following evidenced by 300 people attending the recent
opening of the exhibition, Illuminate - Contemporary Landscapes of Women Imagined;
hosting niche national events such as the inaugural Australian Pottery Throwdown, with six
world class potters competing for prizes, and well over 1,000 visitors on the day; and
supporting key measures of the Cultural Plan such as hosting a First Nations Exhibition
during NAIDOC Week that was very well received by the community.
As an example of the day-to-day activities of the BFAC, in the six months to June 2019, 107
artists exhibited in 15 exhibitions, with 9188 visitors. It hosted 106 workshops or venue hire
activities which included 649 attendees. This was made up of 66 sessions in the Ceramic Studio,
4 Masterclasses plus two weeks of hosting QAGOMA’s Kids on Tour program, which saw over
230 attendees.
The following table shows key performance measures under operation by the CFG:
Performance Jan–Dec 2016 Jan–Dec 2017 Jan–Dec 2018 Jan–Jun 2019
Measures (6 months only)
Visitors 12,808 12,284 19,816 9188
Volunteer hours 2,378 2,550 3,353.5 1529
Volunteer numbers 180 125 121 81
Contracted staff 0.8 FTE 1.79 FTE 1.79 FTE 1.79 FTE
Members 59 70 80 92
Media articles 49 40 91 76
Facebook followers 765 1328 1912 2351
Instagram followers 328 1004 1502 1779
Website views n/a 1,870 31942 39450
Council officers observe that the CFG is committed to the success of the BFAC and they have
worked diligently to build a strong operation. They bring a blend of business, community and arts
skills to managing the facility. While the Group has sought advice from Council when required, it
has generally capably managed the facility independently: generating initiatives and resolving
problems. Where there have been issues, the CFG has communicated with Council officers and
received advice constructively. Overall the CFG has run the BFAC successfully for the past four
years and has built a strong foundation for further success.
Page 13 of 69
Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
3. Financial Operations January 2016 – June 2019
Prior to 2006, the BFAC operated under various community organisations however these often
failed due to the financial burden required to operate within a challenging heritage building, the
need to hire staff to manage this type of facility and the building constraints which limited the
ability to raise sufficient revenue. Over the last four years Council has provided an annual
operating subsidy to the CFG, as the 2015 review found that this was an effective way of
providing a sustainable community solution whilst reducing the cost burden to Council. As per
the initial agreement, the subsidy has been slightly reduced each year as the CFG have
increased revenue streams. Subsidy amounts: 2016 - $132,879; 2017 - $123,229; 2018 –
$122,080 and 2019 – $117,546.
Council’s subsidy is to assist in funding a broad range of operating costs including human
resources, administration, marketing, programming and telecommunications. Operating costs such
as water, electricity, security and major building maintenance have remained Council’s
responsibility during the permit period while other costs have transitioned to the CFG.
The subsidy is significantly less than what it would cost Council to directly manage the facility
primarily due to the CFG’s ability to raise revenue and use contract and volunteer staffing. Prior
to the transition to a community-managed model, the 2015/16 budget for the BFAC was
$236,808, including depreciation and overheads: whereas the 2019/20 budget is now $184,745.
If Council were to resume operation of the facility the annual cost would be a minimum of
$265,000, an increase of 43% over the current budget. This would also be at reduced service
levels as the cost to maintain the current weekend hours of operation would be prohibitive.
The CFG was also expected to undertake a range of revenue-raising activities to fund additional
operational requirements, deliver cultural programming and support identified capital facility
improvements. Over the last four years, the CFG has met this expectation demonstrating their
commitment to become more sustainable. Revenue for the BFAC comes from grants,
sponsorship, memberships, fundraising, venue hire, residency hire, exhibition commissions and
masterclass and workshop fees. The Artisan Store produced over $24,000 of revenue in rent and
commissions during 2018/2019.
Importantly the CFG, as an incorporated association, can apply for a range of small grants to
operate and upgrade the facility that would not be available to Council. The CFG has proactively
applied for 17 different grant funding opportunities, with 7 successful applications resulting in over
$39,000 of additional funding used to:
1. Upgrade the BFAC kitchen;
2. Upgrade the lights in the three gallery spaces to energy efficient LED high-bays, improving
the visual aspects of the gallery walls and the artworks, as well as reducing their carbon
footprint;
3. Support the delivery of the Cooroy Fusion Festival for 3 consecutive years;
4. Deliver a skateboard painting workshop for at-risk youth;
5. Host a First Nations Exhibition for NAIDOC Week;
6. Deliver an Opera Funk and associated performances for Queensland Mental Health Week;
7. Conduct a series of Seniors Week workshops.
The CFG has demonstrated tight fiscal control during the four years of operation, ending each
year with an operating surplus.
Jan – June 2016 2016/2017 2017/2018 2018/2019
Income $79,369.70 $190,297 $212,155 $215,797
Expenditure $67,227.20 $148,475 $176,697 $204,443
Surplus/Deficit $12,142.50 $41,822 $35,458 $11,354
Surplus after Capital - $37,197 $10,814 ($4,732)
Expenses
Page 14 of 69
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
4. Proposed Operations 2020 – 2022
Cooroy Future Group Inc, is a not-for-profit incorporated association with a strong governance
model. The current management committee is very energetic, and all members volunteer
considerable time and expertise. The organisation, in its former guise as the Cooroy Lower Mill
Board, was a key community partner in the development of the Lower Mill Site Master Plan. Their
organisation has evolved and they now focus on running four major projects:
Cooroy Butter Factory Arts Centre;
Cooroy Fusion Festival that attracts an estimated crowd of 10,000 each year;
the Artisan Store that represents local artists; and
the Great Noosa Trail Walk in partnership with the National Trust of Australia, held as a
three-day walk in October each year.
The CFG has demonstrated its ability to assume responsibility for the BFAC and successfully
establish and operate it over the past four years. This was not without risk as it had not managed
a cultural facility previously, however the business acumen and prudent approach of the
committee members has delivered a strong platform for the success of the facility. They initially
experienced challenges, particularly in understanding the cultural sector and establishing
relationships in this area, however they took active steps to address this including changing the
make-up of their management board. This has been met with success.
Following on from a positive four years, the CFG is planning for the future success of the Centre.
Forward bookings for exhibitions are very healthy with all gallery spaces booked through to the
end of 2020. The CFG have prepared a Strategic Plan which builds upon the work undertaken
during the initial four-year period and outlines their aim to become a cultural event and project
incubator for the Cooroy area. CFG’s forecast budget for 2020 is healthy and appears in
Attachment 1. It aims to build the Centre into a more self-sustaining business, with a focus on
masterclasses, workshops and events to continue revenue growth.
Operation under the CFG, while the most cost-effective model, also delivers the greatest benefit
to the community including:
Provision of an important second-tier arts and cultural space within the hinterland
particularly to emerging artists and smaller touring exhibitions;
Accessibility to the public 6 days a week, including both weekend days;
Community responsibility for the management and operation of the facility;
Ability to attract external resources such as grants and sponsorship;
Ability to extend the scope of the Butter Factory to incorporate other uses identified through
the review such as venue hire; and
Providing opportunities for community connection.
If Council were to resume operation of the BFAC there would be significant implications
including:
Increased operational costs of at least $30,000 per annum;
Reduced opportunities for revenue to offset costs;
Reduced operational flexibility;
Difficulty for existing Council Gallery team to manage another arts space, potentially having
a negative impact on the quality of exhibitions and programming at Noosa Regional
Gallery; and
Loss of community involvement and goodwill built up over the past four years.
In the 2015 BFAC review, the options of hiring or leasing out the building were also considered
however they were discarded due to the constraints of the building and limited expectation of
revenue. This remains the situation in 2019.
As there would be significant implications for Council to resume operations and the community-
managed model has proven successful to date, this report recommends that Council enter a
further three-year agreement with the Cooroy Future Group for management of the Cooroy Butter
Page 15 of 69
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Factory Arts Centre. This agreement is to be in accordance with Council’s Community Leasing
Policy and is to retain the current condition which requires an annual review of operations and
finances to assess the satisfactory performance of the facility.
In order to support smooth continuity of operations of the Butter Factory, it is recommended that
Council consider annual funding on a reducing subsidy model to the CFG to support the
operations of the BFAC from January 1 2020 to December 31 2022. Future financing
recommendations are shown in more detail in the Finance section of this report.
5. Asset Management
Ongoing reviews and condition assessments have all identified the limitations of the building
form, layout and condition in undertaking operations and raising revenue. Particular issues
include difficulties with acoustics and climate control and limited disability access. The CFG have
been proactive in seeking external grant funds to assist with capital works requirements such as
updating the kitchen and installing energy-saving LED lighting.
Facility improvements that the CFG have undertaken from revenue and external funding include:
Capital Expenses 2016/2017 2017/2018 2018/2019
Kitchen $19,536
Computers $2,182 $3,404 $1,044
Small Equipment $1,663 $1,705 $727
Electrical Improvements $5,545
Office Improvements $940
Shop Fitout $500
Kitchen Flooring $1,536
Air conditioning $4,295
Kiln $1,498
Total $4,625 $24,644 $16,086
In 2014, a building and conditions assessment identified a range of challenges including wall
cracking and ongoing leaks. In 2019, following an increasing number of internal leaks that are no
longer able to be repaired with minor maintenance, an emergent capital works project was
approved to repair the roof and replace the box guttering. This work will be carried out in the
2019/20 financial year and prior to solar panels being installed.
CFG’s planned capital facility improvements in 2020 include:
installing a false wall in undercroft gallery to protect the existing concrete wall;
$4,500 contribution towards an electric kiln (other funding paid via grant funding).
Given the age and nature of the building, Council will have to retain responsibility for major
capital renewal works.
6. Previous Council Consideration
Ordinary Meeting Minutes, 12 March 2015, Item 1, Page 9
That Council note the report by the Director of Community Services to the Infrastructure &
Services Committee Meeting dated 3 March 2015 and agree to:
A. Adopt Option 3 as its preferred option;
B. Staff consulting with the Cooroy Lower Mill Board to develop a Business plan and budget
to present to Council in a future report; and
C. Continue to maintain the Butter Factory and Pottery Shed buildings.
Note: Option 3 proposed a hybrid community managed model with the Cooroy Lower Mill Board
as the facility manager, and U3A and Centre for Ceramic Excellence as anchor tenants.
Page 16 of 69
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Ordinary Meeting Minutes, 24 September 2015, Item 2, Page 12
That Council note the report by the Special Projects Officer to the Infrastructure and Services
Committee Meeting dated 15 September 2015 and the Further Report to the General Committee
Meeting dated 21 September 2015 and:
A. Adopt Option A (as set out in the Report to the Infrastructure and Services Committee
Meeting dated 15 September 2015) and authorise the CEO to enter into an agreement with
the Cooroy Lower Mill Board to operate the Butter Factory Arts Centre on a 12 month trial
basis, commencing 1 January 2016; and
B. Provide a 12 month operating subsidy of $120,279 to the Cooroy Lower Mill Board on the
basis that the Board provide six-monthly acquittals.
Ordinary Meeting Minutes, 15 September 2016, Item 5, Page 9
That Council note the report by the Manager Libraries & Galleries to the Services & Organisation
Committee Meeting dated 6 September 2016 and:
A. Authorise the CEO to enter into an agreement with the Cooroy Future Group Inc to operate
the Butter Factory Arts Centre for a three-year period with a three-year option, commencing
1 January 2017. This agreement to be in accordance with Council’s Community Leasing
Policy and subject to continued satisfactory performance by the Group in the second half of
2016 calendar year;
B. Provide funding of $61,042 (ex GST) to the Cooroy Future Group Inc to support operations
to the six-month period to June 2017;
C. Refer future funding arrangements to the 2017/18 budget process pending the final
outcome of the twelve-month trial; and
D. Council extends its congratulations to the Cooroy Future Group on their success thus far in
operating the Cooroy Butter Factory.
7. Finance
Following analysis of operational needs of the BFAC and the CFG’s financial position, this report
recommends an operational subsidy of $114,500 (ex GST) for 2020.
Initial expectations were that Council’s level of operational subsidy would reduce over time and
this has occurred with a reduction of $15,333 in the annual contribution and an increase in cost
responsibility for the CFG. There is a risk that if the subsidy is reduced too much, the cost of
operations will become unviable for the CFG and Council will be obliged to deliver the services
directly and bear an increased cost.
The 2019/20 Libraries & Galleries budget provides sufficient funding to contribute financial
support to the CFG for operations to June 2019. There is not sufficient funding in the 2019/20
budget for Council to return to managing and operating the Butter Factory.
Additionally, this report proposes to provide the CFG with annual funding on a reducing subsidy
model, dependent on continuing satisfactory performance. As per the initial subsidy agreement,
the future subsidy agreement is to be reviewed annually with the intention to slightly reduce it
each year. The CFG would also continue to gradually take over responsibility for additional cost
elements e.g. electricity costs once solar has been installed.
The annual subsidy will be proposed and considered during the relevant Council budget
processes.
Risks & Opportunities
The CFG have demonstrated their ability to effectively operate the BFAC. They have a strong
management and governance model in place which ensures stability of the executive committee
and the organisation generally. They have a strong working relationship with Council officers and
Page 17 of 69
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
within the community. Based on the information available and their track record there is limited
risk to Council in extending the agreement for a further three years.
There are significant implications if Council does not extend the agreement to the CFG. Council
will need to undertake another expression of interest process to secure a new community
organisation to manage the facility, undertake the management directly or find another use for
the facility. All of these options would be time-consuming, costly and damaging to Council’s
relationship with the community.
Entering into another agreement with the CFG will provide the opportunity to continue the
positive partnership and goodwill developed over the last four years. The CFG have
demonstrated that they are capable of taking responsibility of managing the facility and have a
strong foundation for future success, providing Council with a level of assurance for future
service delivery. Continuing operations under the CFG will retain the 2015 community
consultation outcomes of ensuring a cultural and community focus for the facility and community
participation in the management.
Consultation
External Consultation - Community & Stakeholder
Cooroy Future Group
Internal Consultation
Director - Community Services
Financial Services Manager – Corporate Services
Property Manager – Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
Community Facilities ICT
x Libraries & Galleries Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment x 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 18 of 69
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 1
Page 19 of 69
Profit and Loss
Cooroy Future Group Inc
For the year ended 30 June 2019
|Account 2019 2018 2017 2016 Account 2020 2021 2022
Trading Income Trading Income
Bar Income 6,479 5,042 2,773 Bar Income 7,000 7,000 7,000
Council Grants 117,546 122,080 123,229 Council Grants 117,000 117,000 117,000
Donations 857 1,541 2,375 Donations 800 1,000 1,100
Fundraisers & Events 11,401 3,548 : Fundraisers & Events 3,000 3,000 3,000
Gallery Commission 12,934 19,066 7,253 Gallery Commission 9,000 9,500 10,000
Gallery Exhibition Fees 13,250 11,672 19,061 Gallery Exhibition Fees 15,500 16,000 16,500
Interest Income 0 764 372 Interest Income 0 - -
Memberships 2,194 2,323 1,899 Memberships 4,070 4,274 4,500
Other Revenue 2 1,206 - Other Revenue - - -
Pottery Firings 5,850 6,295 6,045 Pottery Firings 5,400 6,000 6,200
Pottery Hire 9,133 10,029 8,700 Pottery Hire 10,000 10,500 11,000
Raffle Income 766 - 7 Raffle Income : 7 -
Residency Hire 2,182 - - Residency Hire 4,500 5,100 5,700
Shop Commission 7,841 3,919 : Shop Commission 7,600 8,000 8,300
Shop Rent 16,448 17,195 12,074 Shop Rent 18,000 18,000 18,000
Sponsorship - 455 1,564 : Sponsorship - - -
Venue Hire 4,885 4,099 4,703 Venue Hire 5,600 5,600 5,600
Workshops 4,484 1,812 1,813 Workshops 4,800 5,000 5,500
Total Trading Income 215,797 212,155 190,297 Total Trading Income 212,270 215,974 219,400
Gross Profit 215,797 212,155 190,297 : Gross Profit 212,270 215,974 219,400
Operating Expenses Operating Expenses
Accounting Fees 2,000 2,246 452 Accounting Fees 2,000 2,000 2,000
Advertising & Printing 9,614 5,258 180 Advertising & Printing 10,000 10,000 10,000
Bank Fees 198 650 783 Bank Fees - - -
Bar Purchases 2,626 1,265 Bar Purchases 4,000 4,000 4,000
Bar Stock EOFY Adjustment 145 Bar Stock EOFY Adjustment -
BFAC Contractor - Bookkeeper 13,200 21,801 6,141 IBFAC Contractor - Bookkeeper 17,000 17,500 18,000
BFAC Contractor - Casual & Assistant 56,728 47,604 $1,179 FAC Contractor - Casual & Assistant 61,000 62,800 63,000
BFAC Contractor - Coordinator 68,822 61,300 51,247 FAC Contractor - Coordinator 70,500 72,500 73,000
BFAC Contractor - Installer 3,150 4,945 5,528 FAC Contractor - Installer 3,200 3,200 3,200
BFAC Contractor - Pottery 4,550 6,980 5,000 FAC Contractor - Pottery 5,000 5,000 5,000
Catering 132 548 1,184 Catering - - -
Cleaning 13,925 10,581 11,719 Cleaning 14,400 14,400 14,400
Donation 331 Donation =
Entertainment 975 Entertainment 500 500 500
Freight & Courier 49 Freight & Courier 100 100 100
Fundraising & Event Expenses 7,793 Fundraising & Event Expenses -
Gifts 111 108 Gifts 200 200 200
Grant Expenses 2,549 Grant Expenses -
Insurance 2,527 2,469 1,295 Insurance 2,500 2,700 2,800
Light, Power, Heating 501 401 963 Light, Power, Heating 2,400 2,400 2,400
Office Expenses 284 Office Expenses -
Printing 2,007 2,332 4,768 Printing 2,000 2,300 2,500
Repairs and Maintenance 3,185 1,552 3,394 Repairs and Maintenance 3,000 3,000 3,000
Security 120 - Security - -
Signage 1,973 1,406 316 Signage 1,000 1,000 1,000
Square/Trybooking Fees 1,878 953 Square/Trybooking Fees 2,400 2,500 2,600
Stationery & Consumables 1,458 1,339 925 Stationery & Consumables 1,500 1,500 1,500
Subscriptions 824 572 452 Subscriptions 1,000 1,000 1,000
Supplies & Amenities 1,220 774 646 Supplies & Amenities 1,000 1,000 1,000
Telephone & Internet 1,087 1,503 2,053 Telephone & Internet 1,000 1,000 2,053
Website Expenses 482 110 251 Website Expenses - - -
Total Operating Expenses 204,443 176,697 148,475 Total Operating Expenses 205,700 210,600 213,253
Surplus before Capital Expenses 11,354 35,458 41,822 - Surplus before Capital Expenses 6,570 5,374 6,147
Capital Expenses Capital Expenses
Kitchen 19,536 Kitchen
Computers 1,044 3,404 2,182 ‘Computers 1,000
Other Small Equipment 727 1,705 1,663 Other 2,000 2,000 2,000
Electrical Improvements 5,545 Pottery Improvements 2,000
Office Perspex 940 Painting
Shop Fitout 500 Shop Fitout
Flooring for Kitchen 1,536 Flooring for Kitchen
Airconditioner 4,295 780 Airconditioner
Kiln 1,498 Kiln 4,500
Total Capital Expenses 16,086 24,644 4,625 Total Capital Expenses 6,500 5,000 2,000
Surplus (Deficit) After Capital Expense (4,732) 10,814 37,197 24,185 Surplus (Deficit) After Capital Expense: 70 374 4,147
Total Surplus after Capital 2016 - 2019 67,464 Total Surplus after Capital 2016 - 2022 72,055
Where money is allocated Where money is allocated
Term Deposit 50,000 Term Deposit 50,000
IBFAC Working Account 17,464 IBFAC Working Account 22,055Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 2
Page 20 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 2
Cooroy Future Group Inc
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GREAT NOOSA TRAIL WALK
Strategic Plan
2020 - 2022
Page 1 of 7
Page 20 of 69Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 21 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
Strategic Plan 2020 - 2022
CONTENTS
Strategic Plan 2020 — 2022
Our vision cecesueeseeeeceseceanaeesueeeeaeesaeeeecaaenueeseaeesueasennaeeeeeecaeeseeeeseneeees 3
Our role A SUSSSUSSTURSTETESESUSSTSBTESOENCSAU SU aSRSES EEC ONS STATOR SUNS Naa RR USN USR UNG 3
Where are we now at the end Of 2019?........c.ccccscssssscsscsssesecssencssesecsessssesensessecss 4
SWOT AnalySis ......ccccccecseecseeeeseesesseeceecssseseesseseeecueeeecasceesesaenenesaes 4
OUP Strategic PrOCESS scaxcsssesmmsamenearenmme 5
QUPStPategic INTENt cece rsecerscrmesersnnrenrs 5
Priority Area 1: Review organisation’s purpose & activities 5
ODjECtIVES, caccicescunswsimxeerinmnimannnmas 5
StrateBies: ccccwiiesesssvcessivessnusewessunseacwensseess 5
Me@asSureSiOfSUCCESS — ssescccsissnvcssnxonenermanencexenes 6
Priority Area 2: Enhance financial & legal compliance of the organisation 6
OBjeCtiVeS: § ssccnenszaananannenins 6
StrategieS ssssessecemsnceenneeerer esas 6
Measures Of SUCCESS —..eeecesesccecessseceesenseeeeneneeeees 6
Priority Area 3: Become an event & project incubator for the Cooroy area 6
ODJCCEIVES! carssesvoceconenernsceceeasecencnenacouneananersonnens 6
SUMAECRICS ssscciwscsssacevesannovermneanaerenessessucccaraeesavens 6
Measures Of SUCCESS —..es.ecesesssessssseceesesseceesenseeees 7
Page 2 of 7
Page 21 of 69Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 22 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
OUR VISION
To
5 1 1 3 1 2 561 667 123 36 96 develop
5 1 1 3 1 3 695 667 56 29 96 and
5 1 1 3 1 4 763 667 109 29 97 sustain
5 1 1 3 1 5 884 666 133 30 96 facilities
5 1 1 3 1 6 1032 667 27 28 96 in
5 1 1 3 1 7 1071 667 48 29 93 the
5 1 1 3 1 8 1131 668 115 35 92 Cooroy
5 1 1 3 1 9 1259 667 187 36 96 Community
5 1 1 3 1 10 1458 666 46 30 96 for
5 1 1 3 1 11 1515 667 47 29 96 the
5 1 1 3 1 12 1574 667 108 29 96 benefit
5 1 1 3 1 13 1695 667 34 28 96 of
5 1 1 3 1 14 1737 672 113 31 96 present
5 1 1 3 1 15 1861 667 55 29 96 and
5 1 1 3 1 16 1929 667 93 29 96 future
3 1 1 4 0 0 528 713 1453 35 -1
4 1 1 4 1 0 528 713 1453 35 -1
5 1 1 4 1 1 528 713 180 35 96 generations
5 1 1 4 1 2 722 713 68 28 96 with
5 1 1 4 1 3 802 713 139 28 96 balanced
5 1 1 4 1 4 954 713 211 28 96 consideration
5 1 1 4 1 5 1176 718 31 23 96 to
5 1 1 4 1 6 1219 713 115 35 96 history,
5 1 1 4 1 7 1348 713 117 33 96 culture,
5 1 1 4 1 8 1479 713 160 33 96 education,
5 1 1 4 1 9 1652 718 55 23 96 arts
5 1 1 4 1 10 1720 713 55 28 96 and
5 1 1 4 1 11 1788 713 193 28 96 economics.”
3 1 1 5 0 0 458 808 1580 1022 -1
4 1 1 5 1 0 470 808 197 33 -1
5 1 1 5 1 1 470 810 71 31 96 CFG
5 1 1 5 1 2 557 808 110 33 96 Board
4 1 1 5 2 0 459 908 1553 32 -1
5 1 1 5 2 1 459 911 104 29 92 Cooroy
5 1 1 5 2 2 575 911 94 23 96 Future
5 1 1 5 2 3 680 911 91 29 96 Group
5 1 1 5 2 4 783 911 40 23 96 Inc
5 1 1 5 2 5 835 911 19 23 96 is
5 1 1 5 2 6 864 917 14 17 96 a
5 1 1 5 2 7 891 908 195 32 96 not-for-profit
5 1 1 5 2 8 1096 909 143 25 96 volunteer
5 1 1 5 2 9 1250 917 46 17 96 run
5 1 1 5 2 10 1307 917 85 23 96 group
5 1 1 5 2 11 1403 908 85 26 96 which
5 1 1 5 2 12 1501 909 47 25 96 has
5 1 1 5 2 13 1559 917 33 17 96 an
5 1 1 5 2 14 1604 909 105 25 95 elected
5 1 1 5 2 15 1720 909 143 25 96 volunteer
5 1 1 5 2 16 1873 911 139 23 96 executive
4 1 1 5 3 0 459 953 1547 31 -1
5 1 1 5 3 1 459 953 133 31 96 currently
5 1 1 5 3 2 603 953 80 25 95 made
5 1 1 5 3 3 695 960 34 24 95 up
5 1 1 5 3 4 741 953 29 25 96 of
5 1 1 5 3 5 781 954 32 24 96 10
5 1 1 5 3 6 825 953 164 25 96 individuals:
5 1 1 5 3 7 1009 953 73 25 96 Carol
5 1 1 5 3 8 1094 953 118 25 90 Watkins
5 1 1 5 3 9 1223 967 8 3 90 -
5 1 1 5 3 10 1243 953 145 30 96 President,
5 1 1 5 3 11 1399 954 46 24 96 Jim
5 1 1 5 3 12 1459 954 75 24 93 Ennis
5 1 1 5 3 13 1544 967 9 3 92 -
5 1 1 5 3 14 1563 954 60 24 97 Vice
5 1 1 5 3 15 1636 953 145 30 96 President,
5 1 1 5 3 16 1801 953 76 25 96 Alicia
5 1 1 5 3 17 1887 953 100 25 93 Adams
5 1 1 5 3 18 1998 967 8 3 93 -
4 1 1 5 4 0 458 997 1432 32 -1
5 1 1 5 4 1 458 999 150 28 96 Treasurer,
5 1 1 5 4 2 621 998 112 25 96 Barbara
5 1 1 5 4 3 745 997 55 26 93 Luff
5 1 1 5 4 4 810 1012 9 3 93 -
5 1 1 5 4 5 829 999 145 30 95 Secretary,
5 1 1 5 4 6 987 999 62 24 96 Stan
5 1 1 5 4 7 1062 999 77 30 95 Ryan,
5 1 1 5 4 8 1149 999 47 24 95 Jim
5 1 1 5 4 9 1210 999 82 28 96 Ennis,
5 1 1 5 4 10 1305 999 108 24 96 Duncan
5 1 1 5 4 11 1425 999 168 28 96 MacQueen,
5 1 1 5 4 12 1606 999 77 24 95 Peter
5 1 1 5 4 13 1695 998 78 29 95 Read,
5 1 1 5 4 14 1786 998 104 25 96 Pamela
4 1 1 5 5 0 458 1043 1521 35 -1
5 1 1 5 5 1 458 1045 172 32 91 Sweetapple
5 1 1 5 5 2 642 1045 51 26 96 and
5 1 1 5 5 3 706 1047 76 30 96 Kerry
5 1 1 5 5 4 794 1046 105 25 95 Martin.
5 1 1 5 5 5 918 1043 64 28 96 This
5 1 1 5 5 6 996 1043 89 28 96 Board
5 1 1 5 5 7 1099 1043 31 28 96 of
5 1 1 5 5 8 1143 1045 35 26 96 10
5 1 1 5 5 9 1192 1044 20 27 96 is
5 1 1 5 5 10 1223 1051 68 27 96 very
5 1 1 5 5 11 1302 1044 158 34 96 energetic,
5 1 1 5 5 12 1473 1043 57 28 96 and
5 1 1 5 5 13 1543 1043 33 28 96 all
5 1 1 5 5 14 1589 1043 154 28 96 volunteer
5 1 1 5 5 15 1755 1043 74 28 96 their
5 1 1 5 5 16 1840 1044 71 27 96 time
5 1 1 5 5 17 1924 1043 55 28 96 and
4 1 1 5 6 0 459 1093 156 33 -1
5 1 1 5 6 1 459 1093 156 33 96 expertise.
4 1 1 5 7 0 459 1200 195 31 -1
5 1 1 5 7 1 459 1200 85 31 95 OUR
5 1 1 5 7 2 559 1200 95 31 95 ROLE
4 1 1 5 8 0 459 1309 1523 35 -1
5 1 1 5 8 1 459 1312 114 32 93 Cooroy
5 1 1 5 8 2 586 1312 102 26 96 Future
5 1 1 5 8 3 700 1312 99 32 96 Group
5 1 1 5 8 4 813 1312 43 26 96 Inc
5 1 1 5 8 5 868 1309 85 34 96 (CFG)
5 1 1 5 8 6 966 1312 20 26 96 is
5 1 1 5 8 7 999 1318 35 20 96 an
5 1 1 5 8 8 1049 1309 130 35 96 updated
5 1 1 5 8 9 1193 1312 113 26 96 version
5 1 1 5 8 10 1320 1309 32 29 96 of
5 1 1 5 8 11 1361 1309 51 29 93 the
5 1 1 5 8 12 1425 1312 114 32 92 Cooroy
5 1 1 5 8 13 1551 1312 96 26 96 Lower
5 1 1 5 8 14 1659 1309 57 28 96 Mill
5 1 1 5 8 15 1730 1309 90 29 96 Board
5 1 1 5 8 16 1836 1312 43 26 96 Inc
5 1 1 5 8 17 1890 1309 92 29 96 which
4 1 1 5 9 0 458 1358 1580 35 -1
5 1 1 5 9 1 458 1367 61 19 96 was
5 1 1 5 9 2 530 1358 117 28 96 formed
5 1 1 5 9 3 661 1360 25 26 95 in
5 1 1 5 9 4 700 1360 77 26 96 2004
5 1 1 5 9 5 790 1359 35 34 96 by
5 1 1 5 9 6 836 1359 51 27 96 the
5 1 1 5 9 7 899 1360 181 33 96 community
5 1 1 5 9 8 1092 1359 56 27 96 and
5 1 1 5 9 9 1162 1360 97 26 96 Noosa
5 1 1 5 9 10 1273 1359 114 27 96 Council
5 1 1 5 9 11 1399 1363 33 23 96 to
5 1 1 5 9 12 1444 1367 124 19 96 oversee
5 1 1 5 9 13 1580 1359 51 27 96 the
5 1 1 5 9 14 1643 1359 213 34 96 development
5 1 1 5 9 15 1867 1358 32 28 96 of
5 1 1 5 9 16 1908 1359 52 27 96 the
5 1 1 5 9 17 1974 1359 64 27 96 land
4 1 1 5 10 0 459 1407 1506 34 -1
5 1 1 5 10 1 459 1415 38 19 96 on
5 1 1 5 10 2 510 1407 51 27 96 the
5 1 1 5 10 3 574 1407 46 27 93 old
5 1 1 5 10 4 634 1409 113 32 90 Cooroy
5 1 1 5 10 5 759 1409 96 25 96 Lower
5 1 1 5 10 6 868 1407 56 27 89 Mill
5 1 1 5 10 7 937 1408 67 26 94 Site.
5 1 1 5 10 8 1027 1409 25 25 94 In
5 1 1 5 10 9 1066 1409 86 30 96 2006,
5 1 1 5 10 10 1164 1407 52 27 96 the
5 1 1 5 10 11 1230 1407 90 27 96 Board
5 1 1 5 10 12 1333 1407 229 27 96 commissioned
5 1 1 5 10 13 1576 1407 182 27 96 consultants
5 1 1 5 10 14 1770 1411 32 23 96 to
5 1 1 5 10 15 1815 1415 123 26 96 prepare
5 1 1 5 10 16 1951 1415 14 19 96 a
4 1 1 5 11 0 460 1455 1524 34 -1
5 1 1 5 11 1 460 1457 113 25 96 Master
5 1 1 5 11 2 586 1455 63 27 96 Plan
5 1 1 5 11 3 661 1459 32 23 96 to
5 1 1 5 11 4 706 1455 86 34 96 guide
5 1 1 5 11 5 804 1455 50 27 96 the
5 1 1 5 11 6 867 1455 213 34 96 development
5 1 1 5 11 7 1091 1455 33 27 96 of
5 1 1 5 11 8 1133 1455 51 27 96 the
5 1 1 5 11 9 1199 1457 95 26 96 Lower
5 1 1 5 11 10 1307 1455 56 27 92 Mill
5 1 1 5 11 11 1375 1456 57 26 96 Site
5 1 1 5 11 12 1445 1455 56 27 96 and
5 1 1 5 11 13 1514 1455 51 27 96 the
5 1 1 5 11 14 1579 1457 99 26 96 Butter
5 1 1 5 11 15 1691 1457 116 32 96 Factory
5 1 1 5 11 16 1820 1456 127 26 96 Precinct
5 1 1 5 11 17 1960 1456 24 26 96 in
4 1 1 5 12 0 459 1504 1576 34 -1
5 1 1 5 12 1 459 1504 181 27 96 accordance
5 1 1 5 12 2 653 1504 67 27 96 with
5 1 1 5 12 3 733 1504 52 27 96 the
5 1 1 5 12 4 799 1505 103 33 96 Design
5 1 1 5 12 5 915 1504 45 27 96 for
5 1 1 5 12 6 972 1505 89 33 96 Living
5 1 1 5 12 7 1073 1506 131 32 96 Concept
5 1 1 5 12 8 1215 1504 166 34 96 developed
5 1 1 5 12 9 1396 1504 35 34 96 by
5 1 1 5 12 10 1441 1504 52 27 96 the
5 1 1 5 12 11 1507 1504 100 27 95 Board.
5 1 1 5 12 12 1628 1504 64 27 95 This
5 1 1 5 12 13 1705 1504 43 27 96 led
5 1 1 5 12 14 1762 1508 31 23 96 to
5 1 1 5 12 15 1807 1504 228 27 96 refurbishment
4 1 1 5 13 0 459 1552 1472 35 -1
5 1 1 5 13 1 459 1552 33 28 96 of
5 1 1 5 13 2 501 1553 50 27 96 the
5 1 1 5 13 3 566 1552 130 35 96 heritage
5 1 1 5 13 4 709 1552 92 28 96 boiler
5 1 1 5 13 5 811 1553 56 27 95 and
5 1 1 5 13 6 882 1552 68 28 95 kilns
5 1 1 5 13 7 964 1554 24 25 96 in
5 1 1 5 13 8 1002 1554 77 26 96 2008
5 1 1 5 13 9 1091 1553 56 27 96 and
5 1 1 5 13 10 1159 1553 72 27 95 then
5 1 1 5 13 11 1244 1553 51 27 96 the
5 1 1 5 13 12 1308 1552 60 28 96 sale
5 1 1 5 13 13 1380 1552 32 28 96 of
5 1 1 5 13 14 1421 1552 52 28 96 the
5 1 1 5 13 15 1486 1554 159 33 96 remaining
5 1 1 5 13 16 1657 1553 186 27 96 commercial
5 1 1 5 13 17 1857 1553 74 32 96 land,
4 1 1 5 14 0 460 1601 1575 35 -1
5 1 1 5 14 1 460 1602 206 34 96 regeneration
5 1 1 5 14 2 678 1601 32 27 96 of
5 1 1 5 14 3 720 1601 52 28 96 the
5 1 1 5 14 4 784 1602 121 34 96 riparian
5 1 1 5 14 5 918 1609 75 20 95 zone
5 1 1 5 14 6 1004 1601 57 28 96 and
5 1 1 5 14 7 1073 1601 52 28 96 the
5 1 1 5 14 8 1138 1602 198 27 96 construction
5 1 1 5 14 9 1349 1601 33 28 96 of
5 1 1 5 14 10 1391 1601 51 28 93 the
5 1 1 5 14 11 1455 1603 113 33 93 Cooroy
5 1 1 5 14 12 1581 1601 108 35 96 Library
5 1 1 5 14 13 1699 1601 93 27 96 which
5 1 1 5 14 14 1804 1609 61 20 96 was
5 1 1 5 14 15 1877 1601 118 35 95 opened
5 1 1 5 14 16 2011 1602 24 26 95 in
4 1 1 5 15 0 460 1651 86 26 -1
5 1 1 5 15 1 460 1651 86 26 95 2010.
4 1 1 5 16 0 460 1747 1443 33 -1
5 1 1 5 16 1 460 1748 27 25 95 In
5 1 1 5 16 2 500 1748 86 31 96 2015,
5 1 1 5 16 3 598 1747 52 27 93 the
5 1 1 5 16 4 663 1748 112 32 91 Cooroy
5 1 1 5 16 5 788 1748 97 26 96 Lower
5 1 1 5 16 6 898 1747 55 26 95 Mill
5 1 1 5 16 7 968 1747 90 27 96 Board
5 1 1 5 16 8 1073 1748 43 26 96 Inc
5 1 1 5 16 9 1128 1747 132 33 96 changed
5 1 1 5 16 10 1275 1748 34 26 96 its
5 1 1 5 16 11 1322 1755 87 19 96 name
5 1 1 5 16 12 1421 1750 32 24 93 to
5 1 1 5 16 13 1465 1748 113 32 91 Cooroy
5 1 1 5 16 14 1592 1748 102 26 96 Future
5 1 1 5 16 15 1706 1748 98 32 96 Group
5 1 1 5 16 16 1817 1748 44 26 96 Inc
5 1 1 5 16 17 1872 1750 31 24 96 to
4 1 1 5 17 0 459 1795 1558 35 -1
5 1 1 5 17 1 459 1797 140 26 96 continue
5 1 1 5 17 2 610 1796 52 27 96 the
5 1 1 5 17 3 674 1796 113 34 96 worthy
5 1 1 5 17 4 799 1796 78 27 96 work
5 1 1 5 17 5 889 1795 32 28 96 of
5 1 1 5 17 6 930 1796 51 27 96 the
5 1 1 5 17 7 994 1797 181 33 96 community
5 1 1 5 17 8 1186 1796 33 27 93 of
5 1 1 5 17 9 1229 1797 122 33 91 Cooroy.
5 1 1 5 17 10 1373 1796 156 34 96 Currently,
5 1 1 5 17 11 1543 1797 59 26 96 CFG
5 1 1 5 17 12 1618 1796 50 27 96 has
5 1 1 5 17 13 1680 1796 84 27 96 three
5 1 1 5 17 14 1778 1797 92 33 96 major
5 1 1 5 17 15 1882 1797 135 33 96 projects.
3 1 1 6 0 0 518 1894 1518 229 -1
4 1 1 6 1 0 518 1894 1369 34 -1
5 1 1 6 1 1 518 1903 14 14 83 e
5 1 1 6 1 2 579 1896 116 32 77 Cooroy
5 1 1 6 1 3 707 1895 103 27 96 Fusion
5 1 1 6 1 4 824 1894 131 33 96 Festival,
5 1 1 6 1 5 970 1902 49 20 96 run
5 1 1 6 1 6 1034 1894 35 34 93 by
5 1 1 6 1 7 1081 1896 113 32 91 Cooroy
5 1 1 6 1 8 1207 1896 102 26 96 Future
5 1 1 6 1 9 1321 1896 98 32 96 Group
5 1 1 6 1 10 1434 1896 51 31 96 Inc,
5 1 1 6 1 11 1498 1902 61 20 96 was
5 1 1 6 1 12 1571 1894 72 28 95 born
5 1 1 6 1 13 1656 1898 53 24 95 out
5 1 1 6 1 14 1720 1894 32 28 96 of
5 1 1 6 1 15 1762 1894 51 28 96 the
5 1 1 6 1 16 1824 1894 63 28 96 first
4 1 1 6 2 0 579 1942 1435 35 -1
5 1 1 6 2 1 579 1943 186 34 96 anniversary
5 1 1 6 2 2 775 1942 34 28 96 of
5 1 1 6 2 3 817 1942 51 28 92 the
5 1 1 6 2 4 883 1942 131 35 91 Library’s
5 1 1 6 2 5 1026 1943 129 34 96 opening
5 1 1 6 2 6 1167 1942 56 28 96 and
5 1 1 6 2 7 1237 1946 121 24 96 attracts
5 1 1 6 2 8 1370 1950 35 20 96 an
5 1 1 6 2 9 1418 1942 158 28 96 estimated
5 1 1 6 2 10 1590 1942 96 28 96 crowd
5 1 1 6 2 11 1700 1942 31 28 96 of
5 1 1 6 2 12 1744 1944 107 31 96 10,000
5 1 1 6 2 13 1863 1942 107 35 95 people
5 1 1 6 2 14 1981 1946 33 24 95 to
4 1 1 6 3 0 579 1991 1457 34 -1
5 1 1 6 3 1 579 1993 113 32 92 Cooroy
5 1 1 6 3 2 704 1991 72 28 95 each
5 1 1 6 3 3 788 1999 77 26 95 year.
5 1 1 6 3 4 887 1992 57 27 96 The
5 1 1 6 3 5 959 1991 126 33 96 Festival,
5 1 1 6 3 6 1098 1991 91 28 96 which
5 1 1 6 3 7 1204 1993 21 26 96 is
5 1 1 6 3 8 1238 1991 81 33 96 “Fun,
5 1 1 6 3 9 1333 1991 141 28 96 Fabulous
5 1 1 6 3 10 1487 1992 56 27 96 and
5 1 1 6 3 11 1558 1991 83 28 96 Free”
5 1 1 6 3 12 1655 1995 169 30 96 represents
5 1 1 6 3 13 1837 1999 14 20 96 a
5 1 1 6 3 14 1866 1993 99 26 96 Fusion
5 1 1 6 3 15 1978 1991 33 28 96 of
5 1 1 6 3 16 2021 1999 15 20 96 a
4 1 1 6 4 0 580 2040 1312 34 -1
5 1 1 6 4 1 580 2040 124 27 96 number
5 1 1 6 4 2 717 2040 31 27 95 of
5 1 1 6 4 3 758 2041 181 32 95 community
5 1 1 6 4 4 951 2048 108 26 92 groups
5 1 1 6 4 5 1068 2054 20 3 91 —
5 1 1 6 4 6 1098 2040 58 27 93 The
5 1 1 6 4 7 1168 2041 148 26 92 Cooroora
5 1 1 6 4 8 1328 2040 235 32 96 Woodworkers,
5 1 1 6 4 9 1576 2040 51 27 93 the
5 1 1 6 4 10 1640 2040 146 34 90 Camphor
5 1 1 6 4 11 1798 2040 94 27 96 Laurel
4 1 1 6 5 0 580 2088 1201 35 -1
5 1 1 6 5 1 580 2089 146 32 96 Initiative,
5 1 1 6 5 2 739 2088 51 28 96 the
5 1 1 6 5 3 802 2088 104 28 96 Orchid
5 1 1 6 5 4 919 2090 123 33 96 Society,
5 1 1 6 5 5 1053 2088 52 28 93 the
5 1 1 6 5 6 1118 2090 113 33 92 Cooroy
5 1 1 6 5 7 1244 2088 107 35 95 Library
5 1 1 6 5 8 1363 2088 56 28 93 and
5 1 1 6 5 9 1433 2090 113 33 91 Cooroy
5 1 1 6 5 10 1559 2090 101 26 96 Future
5 1 1 6 5 11 1674 2090 107 33 96 Group.
3 1 1 7 0 0 518 2187 1529 374 -1
4 1 1 7 1 0 518 2187 1521 35 -1
5 1 1 7 1 1 518 2197 14 14 89 e
5 1 1 7 1 2 580 2189 25 26 78 In
5 1 1 7 1 3 619 2188 86 32 78 2015,
5 1 1 7 1 4 720 2189 96 26 95 Noosa
5 1 1 7 1 5 829 2187 79 28 95 Shire
5 1 1 7 1 6 920 2187 115 28 96 Council
5 1 1 7 1 7 1048 2190 80 25 96 went
5 1 1 7 1 8 1139 2191 32 24 96 to
5 1 1 7 1 9 1182 2187 52 28 96 the
5 1 1 7 1 10 1246 2188 181 34 96 community
5 1 1 7 1 11 1438 2187 126 35 96 through
5 1 1 7 1 12 1578 2187 94 35 96 public
5 1 1 7 1 13 1684 2187 196 28 96 consultation
5 1 1 7 1 14 1894 2188 145 34 96 meetings
4 1 1 7 2 0 578 2236 1377 34 -1
5 1 1 7 2 1 578 2240 32 24 95 to
5 1 1 7 2 2 621 2236 60 28 95 find
5 1 1 7 2 3 694 2244 15 20 96 a
5 1 1 7 2 4 723 2238 181 32 73 community
5 1 1 7 2 5 915 2244 92 26 95 group
5 1 1 7 2 6 1020 2236 161 28 95 interested
5 1 1 7 2 7 1196 2238 24 25 95 in
5 1 1 7 2 8 1232 2236 97 34 95 taking
5 1 1 7 2 9 1340 2244 71 20 96 over
5 1 1 7 2 10 1421 2236 52 28 96 the
5 1 1 7 2 11 1486 2237 122 33 96 running
5 1 1 7 2 12 1619 2236 33 28 96 of
5 1 1 7 2 13 1661 2236 51 28 93 the
5 1 1 7 2 14 1724 2238 117 32 92 Cooroy
5 1 1 7 2 15 1853 2238 102 26 96 Butter
4 1 1 7 3 0 580 2284 1462 34 -1
5 1 1 7 3 1 580 2286 119 32 95 Factory
5 1 1 7 3 2 709 2286 67 26 95 Arts
5 1 1 7 3 3 787 2286 117 26 96 Centre.
5 1 1 7 3 4 927 2286 59 26 96 CFG
5 1 1 7 3 5 999 2292 61 20 96 was
5 1 1 7 3 6 1072 2285 118 27 96 advised
5 1 1 7 3 7 1205 2286 19 26 96 it
5 1 1 7 3 8 1235 2292 60 20 96 was
5 1 1 7 3 9 1306 2285 52 27 96 the
5 1 1 7 3 10 1370 2284 159 28 95 successful
5 1 1 7 3 11 1544 2288 82 30 96 party
5 1 1 7 3 12 1636 2285 57 27 96 and
5 1 1 7 3 13 1707 2286 25 26 96 in
5 1 1 7 3 14 1746 2285 57 27 95 late
5 1 1 7 3 15 1816 2286 77 26 96 2015
5 1 1 7 3 16 1906 2285 136 33 95 planning
4 1 1 7 4 0 579 2332 1404 35 -1
5 1 1 7 4 1 579 2332 111 28 96 started
5 1 1 7 4 2 703 2332 68 28 96 with
5 1 1 7 4 3 783 2332 52 28 96 the
5 1 1 7 4 4 847 2332 204 35 96 employment
5 1 1 7 4 5 1062 2332 32 28 96 of
5 1 1 7 4 6 1104 2340 36 20 96 an
5 1 1 7 4 7 1153 2334 63 26 96 Arts
5 1 1 7 4 8 1229 2334 105 26 96 Centre
5 1 1 7 4 9 1346 2333 211 27 96 Co-Ordinator
5 1 1 7 4 10 1567 2332 68 28 96 who
5 1 1 7 4 11 1646 2332 195 28 96 commenced
5 1 1 7 4 12 1855 2332 79 28 96 work
5 1 1 7 4 13 1945 2340 38 20 96 on
4 1 1 7 5 0 580 2381 1396 34 -1
5 1 1 7 5 1 580 2382 136 33 96 planning
5 1 1 7 5 2 728 2382 174 27 96 exhibitions
5 1 1 7 5 3 914 2390 30 19 96 as
5 1 1 7 5 4 957 2381 74 28 96 from
5 1 1 7 5 5 1043 2384 124 31 96 January
5 1 1 7 5 6 1178 2383 86 26 96 2016.
5 1 1 7 5 7 1286 2383 40 26 95 An
5 1 1 7 5 8 1338 2383 144 26 96 Assistant
5 1 1 7 5 9 1493 2382 211 27 96 Co-Ordinator
5 1 1 7 5 10 1715 2390 60 19 96 was
5 1 1 7 5 11 1788 2382 144 27 95 recruited
5 1 1 7 5 12 1944 2385 32 24 96 to
4 1 1 7 6 0 579 2429 1468 35 -1
5 1 1 7 6 1 579 2434 72 23 96 start
5 1 1 7 6 2 663 2429 78 28 96 work
5 1 1 7 6 3 753 2438 32 19 96 as
5 1 1 7 6 4 797 2429 74 28 96 from
5 1 1 7 6 5 883 2431 123 33 96 January
5 1 1 7 6 6 1018 2431 86 26 96 2016.
5 1 1 7 6 7 1127 2429 117 28 96 Casuals
5 1 1 7 6 8 1255 2438 79 19 95 were
5 1 1 7 6 9 1347 2429 79 28 96 hired
5 1 1 7 6 10 1439 2434 32 23 96 to
5 1 1 7 6 11 1482 2429 37 27 92 fill
5 1 1 7 6 12 1533 2430 24 27 92 in
5 1 1 7 6 13 1570 2438 39 19 94 on
5 1 1 7 6 14 1621 2429 170 28 95 weekends.
5 1 1 7 6 15 1812 2430 82 27 96 Since
5 1 1 7 6 16 1907 2431 76 26 96 2017
5 1 1 7 6 17 1996 2429 51 28 96 the
4 1 1 7 7 0 578 2478 1448 35 -1
5 1 1 7 7 1 578 2478 106 35 96 gallery
5 1 1 7 7 2 695 2487 105 26 96 spaces
5 1 1 7 7 3 813 2478 74 28 96 have
5 1 1 7 7 4 900 2478 75 28 95 been
5 1 1 7 7 5 990 2478 116 28 96 booked
5 1 1 7 7 6 1119 2482 52 24 96 out
5 1 1 7 7 7 1182 2478 47 28 95 for
5 1 1 7 7 8 1239 2487 15 19 95 a
5 1 1 7 7 9 1266 2487 70 26 95 year
5 1 1 7 7 10 1348 2480 25 26 95 in
5 1 1 7 7 11 1386 2479 141 27 95 advance.
5 1 1 7 7 12 1550 2478 223 28 95 Masterclasses
5 1 1 7 7 13 1784 2479 56 27 95 and
5 1 1 7 7 14 1854 2478 172 35 96 workshops
4 1 1 7 8 0 580 2527 404 34 -1
5 1 1 7 8 1 580 2527 73 27 96 have
5 1 1 7 8 2 667 2527 76 27 93 been
5 1 1 7 8 3 757 2527 65 27 96 held
5 1 1 7 8 4 837 2527 147 34 96 regularly.
3 1 1 8 0 0 518 2625 1528 229 -1
4 1 1 8 1 0 518 2625 1525 35 -1
5 1 1 8 1 1 518 2634 14 14 89 e
5 1 1 8 1 2 580 2627 25 26 80 In
5 1 1 8 1 3 619 2626 176 33 83 September
5 1 1 8 1 4 807 2627 86 31 95 2016,
5 1 1 8 1 5 907 2627 96 26 95 Noosa
5 1 1 8 1 6 1016 2625 116 28 95 Council
5 1 1 8 1 7 1144 2634 73 26 95 gave
5 1 1 8 1 8 1230 2627 25 26 95 in
5 1 1 8 1 9 1269 2626 136 33 96 principle
5 1 1 8 1 10 1418 2626 137 33 96 approval
5 1 1 8 1 11 1567 2629 33 24 96 to
5 1 1 8 1 12 1612 2634 14 19 96 a
5 1 1 8 1 13 1641 2625 93 34 96 ‘shop’
5 1 1 8 1 14 1748 2625 86 35 96 being
5 1 1 8 1 15 1845 2629 46 24 96 set
5 1 1 8 1 16 1903 2634 38 26 96 up
5 1 1 8 1 17 1955 2627 24 26 96 in
5 1 1 8 1 18 1991 2626 52 27 96 the
4 1 1 8 2 0 579 2675 1467 34 -1
5 1 1 8 2 1 579 2675 46 27 96 old
5 1 1 8 2 2 640 2675 87 27 96 office
5 1 1 8 2 3 739 2683 98 26 96 space,
5 1 1 8 2 4 849 2675 57 27 96 and
5 1 1 8 2 5 918 2675 57 27 96 this
5 1 1 8 2 6 987 2675 85 34 96 shop,
5 1 1 8 2 7 1086 2683 66 19 96 now
5 1 1 8 2 8 1163 2675 91 27 96 called
5 1 1 8 2 9 1266 2675 59 27 96 The
5 1 1 8 2 10 1337 2676 115 26 96 Artisan
5 1 1 8 2 11 1465 2677 94 30 96 Store,
5 1 1 8 2 12 1572 2675 120 34 95 opened
5 1 1 8 2 13 1705 2683 37 19 95 on
5 1 1 8 2 14 1757 2676 14 26 95 1
5 1 1 8 2 15 1786 2675 163 27 96 December
5 1 1 8 2 16 1961 2676 85 26 95 2016.
4 1 1 8 3 0 578 2723 1453 35 -1
5 1 1 8 3 1 578 2723 57 28 96 The
5 1 1 8 3 2 648 2723 159 28 96 successful
5 1 1 8 3 3 821 2723 97 28 96 model
5 1 1 8 3 4 930 2723 46 27 96 for
5 1 1 8 3 5 987 2723 57 27 96 this
5 1 1 8 3 6 1055 2725 83 26 96 Store
5 1 1 8 3 7 1151 2731 67 20 96 sees
5 1 1 8 3 8 1231 2723 70 27 96 local
5 1 1 8 3 9 1314 2724 97 27 96 artists
5 1 1 8 3 10 1423 2723 107 28 97 invited
5 1 1 8 3 11 1542 2727 31 24 97 to
5 1 1 8 3 12 1587 2725 181 33 96 participate,
5 1 1 8 3 13 1781 2724 112 34 96 renting
5 1 1 8 3 14 1906 2732 15 18 94 a
5 1 1 8 3 15 1933 2731 98 27 94 space,
4 1 1 8 4 0 579 2769 1407 37 -1
5 1 1 8 4 1 579 2772 112 27 96 around
5 1 1 8 4 2 706 2774 14 25 96 1
5 1 1 8 4 3 735 2775 94 24 96 metre
5 1 1 8 4 4 842 2772 75 34 96 long,
5 1 1 8 4 5 930 2776 30 23 96 at
5 1 1 8 4 6 971 2769 108 34 96 $55.00
5 1 1 8 4 7 1091 2771 156 35 95 (including
5 1 1 8 4 8 1258 2771 80 34 94 GST).
5 1 1 8 4 9 1363 2774 18 25 94 It
5 1 1 8 4 10 1393 2776 140 30 96 operates
5 1 1 8 4 11 1546 2780 30 19 96 as
5 1 1 8 4 12 1589 2780 15 19 96 a
5 1 1 8 4 13 1617 2773 200 33 96 co-operative
5 1 1 8 4 14 1830 2772 67 27 97 with
5 1 1 8 4 15 1911 2772 75 27 96 sales
4 1 1 8 5 0 579 2819 1346 35 -1
5 1 1 8 5 1 579 2821 155 33 96 attracting
5 1 1 8 5 2 747 2819 125 28 96 minimal
5 1 1 8 5 3 885 2821 188 26 96 commission
5 1 1 8 5 4 1086 2820 57 27 96 and
5 1 1 8 5 5 1156 2821 97 26 96 artists
5 1 1 8 5 6 1264 2819 204 35 96 volunteering
5 1 1 8 5 7 1480 2821 25 25 96 in
5 1 1 8 5 8 1518 2819 51 28 96 the
5 1 1 8 5 9 1581 2821 93 31 96 Store,
5 1 1 8 5 10 1688 2821 14 26 96 1
5 1 1 8 5 11 1716 2820 55 34 96 day
5 1 1 8 5 12 1783 2828 14 19 96 a
5 1 1 8 5 13 1811 2819 114 28 95 month.
3 1 1 9 0 0 1078 2927 1165 432 -1
4 1 1 9 1 0 1078 2927 136 30 -1
5 1 1 9 1 1 1078 2927 60 30 96 Page
5 1 1 9 1 2 1148 2927 12 24 96 3
5 1 1 9 1 3 1169 2927 45 24 96 of
5 1 1 9 1 4 1193 2923 21 42 96 7
4 1 1 9 2 0 1954 3315 289 44 -1
5 1 1 9 2 1 1954 3315 105 44 96 Page
5 1 1 9 2 2 2074 3316 49 33 96 22
5 1 1 9 2 3 2139 3315 42 35 96 of
5 1 1 9 2 4 2194 3316 49 34 96 69Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 23 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
e 2019 saw Cooroy Future Group Inc, in partnership with the National Trust of Australia
Queensland, assume management rights of the Great Noosa Trail Walk. This is a 3 day
walk in October, through the Noosa Hinterland.
Where are we now at the end of 2019?
e Our largest project, which is a full time one, is the Cooroy Butter Factory Arts Centre. The
gallery spaces are booked out until the end of 2020. A new residency space has been
created on the mezzanine level and our first two resident artists commenced mid January
for a 10 week period. This space is booked out until the end of 2019; and into the start of
2020. The Artisan Store has 13 more artists than first budgeted. Masterclasses and
workshops are a focus for growth. Our current Permit to Occupy Agreement with Noosa
Council expires at the end of 2019 and we would seek to have another Agreement with
Noosa Council in place to cover the period 1 January 2020 to 31 December 2022.
e Cooroy Fusion Festival, a one day festival, will be relocated to Apex Park, and more around
the BFAC in 2020 due to the start of construction of the Hinterland Playground on the
green space opposite the library, previously the site. The new leadership team has some
exciting concepts including a vision of making the festival plastic, and waste, free. An Event
Co-Ordinator has been hired on a contract basis to manage this Festival, and the Great
Noosa Trail Walk.
e The Great Noosa Trail Walk, held over 3 days in October, was booked out well in advance
this year, with participants will limited to 150.
SWOT ANALYSIS
=a hes ee
Great butter factory staff | Some reliance on funding Doing work that is of value | Everything could
BFAC Management for activities to Council (e.g. BFAC, change in a day again
Council relationship is Being able to do everything | Cooroy Fusion Festival, (lose funding)
strong Communications Great Noosa Trail Walk) Projects could lose
We don’t get over Visibility in community Volunteering opportunities | money
extended Perceived but not real Marketing our Loss of focus as people
Commercial focus competition with other organisation’s involvement | get passionate about
We do things groups such as Cooroy to public new projects
Good financial managers | Chamber of Commerce Connections of committee | Volunteers not
Volunteer management to community interested or less
Will consider new Passion interested in helping
projects Ideas for development of Too much focus on
Very skilled board of Lot 5 only one area or
management Make some money by project
building sustainable
projects & businesses
Expand other projects
Less reliance on sponsors
Track volunteering / invest
in passion
Consolidate with other
Page 4 of 7
Page 23 of 69Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 24 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
groups
Younger people on the
Board
OUR STRATEGIC PROCESS
Strategic planning discussion: Develop operational plans:
- Decide on future direction - 24 month time span
- Prioritise goals for the next two - Measurable outcomes
years - Establish costs
Stakeholder engagement and review: Jl
- Key stakeholders are consulted on
directions of Strategic Plan
- Stakeholders are consulted as plan
is implemented
OUR STRATEGIC INTENT 2020 - 2022
Our strategic planning process, which commenced with a workshop held in Cooroy in late 2018
produced the following comments and ideas from the participants. In conjunction with the SWOT
analysis, we have identified three major priority areas for the organisation to pursue in the coming
years:
» Priority area 1— Ensure current and future obligations for Cooroy Fusion
Festival, Cooroy Butter Factory Arts Centre and Great Noosa Trail Walk are
met
» Priority area 2 —Enhance financial & legal compliance of the organisation
» Priority area 3 — Become an event & project incubator for the Cooroy area —
Lot 5?
,
Priority Area 1 — Review organisation’s purpose & activities
Objectives
= Review vision to include or exclude events and activities
= Liaise with Council to renew Permit to Occupy Agreement for Cooroy Butter Factory Arts
Centre with Noosa Council as from 1 January 2020.
= Build Butter Factory into self-sustaining business
Page 5 of 7
Page 24 of 69Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 25 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
= Introduce and develop membership base for pottery to enable and increase community
access
= Build strong relationships with similar organisations within the community
Strategies
= Meet as a committee to discuss future events
= Meet regularly with representatives from other organisations that work within the
community and report back to meetings
Measures of success
Butter Factory sustainable financially
Strong membership and usage of pottery
Meetings structured on reporting and thoughtful decision making based on policy
Informed decisions through a strong community network
Priority Area 2 — Enhance financial & legal compliance of the organisation
Objectives
= Ensure financial position of CFG is sustainable through fundraising or grants
= Policies & procedures in place to ensure legal compliance with relevant legislation
= Build volunteer resources that transfer knowledge effectively
Strategies
=" Annual budget & review process
=" Seek professional support and advice where necessary including WH&S obligations
= Ensure training and formal inductions take place where necessary
= Develop policies for staff & volunteers on all aspects of each activity
Measures of success
Constitution has been updated to reflect the actual activities of the association
Budgets are commonly used as accurate and useful planning tools
Written documents created and commonly used
Training and professional support secured where needed
Priority Area 3 - Become an event & project incubator for the Cooroy area
Objectives
=" Work with Council on plan for the future of Lot 5
= Build recognition in the community of the work of CFG
= Thoughtfully build a portfolio of managed activities & events
=" Actively manage existing and new volunteers
Page 6 of 7
Page 25 of 69Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 26 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Version 2:0 March 2019
Strategies
e Co-brand and market CFG with each event
e Establish rules & procedures for each new event or project as it develops
e Develop a working guide to help decide which events or projects should be taken
forward
= Review volunteer management processes and recruitment strategies
= Provide volunteer training opportunities of value
= Event Co-Ordinator has been contracted
Measures of success
On survey, CFG has recognition within the community
Events & activities are manageable within the human and financial resources of the organisation
The right volunteers are in the right place
Volunteering representation is diverse within age group and culture
On survey, volunteers are positive about their involvement
An Event Co-Ordinator in place, planning and managing events
Page 7 of 7
Page 26 of 69Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
4 NOOSA HOLIDAY PARK - FEES AND CHARGES / PROPOSED USER PAYS SYSTEM
FOR ELECTRICITY CONSUMPTION
DOCUMENT INFORM AT ION
Author Property Manager, Clint Irwin
Corporate Services Department
Index ECM/ 8.18; Noosa River Holiday Park - Administration
Attachments Nil
EXECUTIVE SUMMARY
Twice yearly, Council reviews and amends fees for all holiday parks to maintain an 18 month
advance booking period. The advance booking period allows for future booking of sites by
customers and is in accordance with industry standards. Accordingly, this report recommends
setting fees and charges for the Noosa River Holiday Park for a further 6 months to 30 June 2021
to maintain the 18 month advance booking period.
The Noosa River Holiday Park is also Council’s second highest electricity user. Council’s existing
approach to recovering the cost of electricity at the Noosa River Holiday Park is via the daily
tariff, which allows unlimited access to electricity at each powered site. There is no incentive
available for customers to reduce electricity consumption under this system.
Council has adopted a Carbon Reduction Policy and established a target to be zero net
emissions in its operations and services by 2026. Reflecting Council’s adopted policy position,
this report also recommends Council install metered powerheads to all powered sites within the
holiday park and adopt a user pays system for electricity consumption commencing 1 July 2021.
Metered powerheads allow customers to monitor electricity consumption and make informed
decisions regarding electricity usage. When metered powerheads are combined with a user pays
system, industry evidence indicates electricity consumption may decrease by 30%-60%.
Financial analysis of the project has been completed highlighting the metered powerhead
installation payback period is within three years. Funding for the installation of the metered
powerheads is proposed to be allocated in Council’s 2020/21 Capital Works Program - Zero
Emissions Noosa Project Implementation budget.
RECOMMENDATION
That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 10 December 2019; and
A. Set fees and charges for the Noosa River Holiday Park to 30 June 2021 as detailed in
Table 1 of this report; and
B. Note that a 2020/21 capital program budget submission will be made for the metered
powerhead installation project (incorporated in the Zero Emissions Noosa Project
Implementation budget submission); and
C. Note that subject to approval of the capital budget in the 2020/21 budget, a user pays
electricity system for electricity consumption at the Noosa River Holiday Park will be
implemented from 1 July 2021 (detailed as Option 3 in the report); with applicable fees and
charges considered as part of the 2021/22 budget process.
Page 27 of 69
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
REPORT
1. Background
Council maintains a forward fees and charges schedule for all holiday parks to allow for future
booking of sites by customers. Twice yearly, Council reviews and amends fees as required to
maintain an 18 month advance booking period commensurate with industry standards. This
report seeks to set fees and charges for the Noosa River Holiday Park to 30 June 2021 to
maintain the advance booking period.
The Noosa River Holiday Park (NRHP) is one of Queensland’s most popular holiday parks. It
was originally established from an 80 acre reserve for public purposes with camping recorded as
a sustained use since the 1920’s. The NRHP was excised from the 80 acre reserve in 1956 and
reserved for camping and recreation purposes under the trusteeship of Noosa Council. In 2009,
the holiday park was recognised on the State Government’s Heritage Register. The citation notes
the following in relation to the holiday park:
Local communities and visitors have come to attach special significance to caravan parks as places of
leisure as has been demonstrated by their efforts to protect council operated caravan parks on Crown land.
As a site intrinsically linked to the development of tourism in Noosa Shire since the 1920s at least, it is an
important part of Queensland's cultural heritage.
The NRHP has consistently increased in popularity and remains an important contributor to the
pattern and evolution of Queensland tourism. Framed by the Noosa River, annual occupancy is
consistently above 95% and it remains a low cost accommodation option for visitors to Noosa.
The NRHP is also Council’s second highest electricity consumer with 431,161kWh of electricity
consumed in 2018/19. Electricity consumption increased by 11% in 2018/19 from the previous
year. Annual electricity consumption over the last three years is shown in Figure 1 below.
Figure 1 - Noosa River Holiday Park Annual Electricity Consumption (kWh)
Noosa Council adopted its Carbon Reduction Policy at the May 2016 Ordinary Meeting,
committing to a reduction in carbon and greenhouse gas emissions and establishing a target to
be zero net emissions in its operations and services by 2026. The aim of the Carbon Reduction
Policy is to drive greater efficiency in Council’s use of natural resources by gaining a full
understanding of energy usage, leading by example and inspiring change by demonstrating best
practice options to the community.
Page 28 of 69
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
2. Noosa River Holiday Park - Areas of Electricity Consumption
In 2018, Council installed five metered powerheads at powered caravan sites to gain a better
understanding of energy consumption. Park management undertook daily reading of the meters
over a one year period providing electricity consumption data for different occupancy periods.
Analysis of daily electricity consumption data obtained from the metered powerheads indicates
approximately 63%, or $40,000 of the site’s entire electricity cost can be attributed to electricity
consumption at powered caravan and camping sites. The remainder of NRHP’s electricity
consumption occurs through the reception area, office, camp kitchen, laundry, manager’s
residence and external lighting e.g. streetlights. NRHP areas of electricity consumption are
shown in Figure 2 below.
Figure 2 – Noosa River Holiday Park areas of electricity consumption
3. Electricity Consumption Comparison
Analysis of daily electricity consumption data obtained from the metered powerheads indicates
NRHP customers typically use between 8kWh and 37kWh of electricity per day. Contrastingly, an
average two person household uses 12.6kW/h per day. NRHP daily electricity consumption
versus average daily electricity consumption for a two person household is highlighted in Figure 3
below.
Figure 3 – Noosa River Holiday Park daily electricity consumption vs average daily
household consumption
Page 29 of 69
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
4. Modern Caravans
Modern caravans have evolved into technologically advanced, state of the art products providing
the comfort and convenience of a home. Typically, caravans now include the following:
Freezers/refrigerators (and often secondary appliances for food, drinks and bait storage).
Dvd player/stereos
Plasma tvs
Sound systems
Dryers
Coffee machines
Front loader washing machines
Reverse cycle air conditioners
Microwaves
Ovens
Hot water systems
Accordingly, modern caravans have a much greater capacity to consume electricity than older
style caravans, particularly if there is no management strategy in place to encourage less
electricity consumption.
5. Proposed strategies to reduce emissions
Two strategies are proposed to reduce electricity consumption, decrease emissions and change
electricity consumption behaviour at NRHP. These include installing metered powerheads at all
powered sites and placing solar panels on both amenities buildings. Both strategies are
discussed in more detail below.
5.1 Installation of metered powerheads to powered sites
Council’s existing approach to recovering the cost of electricity at NRHP is via the daily tariff,
which allows unlimited access to electricity at each powered site. Currently, there is no
information available to customers regarding the amount of electricity consumed during their stay
and no financial incentive for customers to decrease electricity consumption.
Installing metered powerheads provides customers with data to make informed decisions about
individual power usage. A metered powerhead is a standalone unit that has plug in outlets, kWh
(electricity) meters and typically, an information screen for meter reading. The technology and
software linked to each metered powerhead enables:
The provision of real time information to customers regarding electricity consumption.
Meter readings.
Electricity consumption data collection.
Real time wireless transfer of power usage data to specialised powerhead software.
Automated transfer of power usage information to Council’s booking and payment software
to enable automated collection of payment (via credit card on departure).
Minimal administrative input due to a high level of wireless data transfer, back-end
automation and inter-system communication.
Individual site metering is an established caravanning industry response to managing and
measuring electricity consumption at caravan parks where long term residents occupy with
individual tenancy agreements, however the practice is relatively innovative for short term
accommodation at holiday parks.
Page 30 of 69
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Figure 4 below provides examples of how metered powerheads appear within a holiday park
setting.
Figure 4 – Examples of metered powerheads within a holiday park setting
5.1.1 Financial Cost Benefit Analysis
A financial cost benefit analysis of investment in metered powerheads and the associated
software and infrastructure to support an electricity user pays system for electricity consumption
has been completed. Future cash flows (both costs and revenue) were projected within a variety
of scenarios to assess project feasibility via net present value (NPV) analysis, including
sensibility and sensitivity testing.
Key assumptions underpinning the financial analysis included:
Investment cost (powerheads, installation, electrical reconfiguration, ongoing maintenance
and management) for up to 100 powered sites.
A variety of pricing structure configurations, including electricity user pays ($/kWh) and a
daily access charge ($/day).
Anticipated 5% reduction (conservative estimate) in future consumption as a result of
increased customer awareness.
Annual maintenance costs of $185 per powerhead.
Increasing cost of electricity.
The analysis confirms a positive NPV over three years is feasible, based on an installation cost of
$135,000, 5% decrease in electricity consumption, annual maintenance costs of $15,000 and
customers paying a daily charge for all power usage.
Page 31 of 69
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
5.1.2 Anticipated behaviour change
Financial cost benefit analysis has been conservative regarding expected behaviour change
forecasting a minimum 5% reduction in electricity consumption. Experience elsewhere suggests
the decrease in electricity consumption is likely to be substantially more than Council’s
conservative financial forecasting and in the range of 30-60% (see Industry Trends below). It is
also expected customers will individually adapt to the proposed user pays system for electricity
consumption by activating caravan solar panels and battery back-up systems which is also
encouraged.
5.2 Installation of solar panels
Installation of a 50kWh solar system will occur in the 2019/20 financial year on the small
amenities and large amenities buildings. The installation of this system will reduce emissions by
up to 20% per annum.
6. Industry Trends
The process of on-charging for electricity consumption in holiday parks for short term
accommodation is a relatively new practice but has commenced in some locations. Examples are
highlighted below:
Rivershore Resort Bli Bli
The Rivershore Resort is a relatively new facility with all power usage now charged to holiday
park customers. The impact of the user pays system for electricity consumption is explained
below:
When power was not being charged in our first month of operation we were monitoring power
and there were some patrons using up to $7 of power and most between $3-$5. Since turning on
the power charge, most are between $1-$3, at most $4. This is a dramatic reduction in power
usage across the park.
[Online] Available: https://www.rivershore.com.au/stay/power-charge/ [Accessed 18 September
2019]
Shoalhaven Council
Shoalhaven Council operate 12 holiday parks, and have now installed over 3,000 powerheads.
The Council is progressing to charging all users for electricity usage in addition to the current
practice of charging annual caravan site holders on long term occupation agreements.
7. Financial impact for customers of user pays system for electricity consumption
The new charging system is proposed to commence 1 July 2021. As a result of the user pays for
electricity consumption system the cost per day for a powered site will likely increase by less than
$4.00 from 1 July 2021 at current average daily usage levels (8kWh). There will be no increases
to site charges in the intervening period until 1 July 2021 other than those indexed as part of
Council’s budget process and those proposed within this report.
Page 32 of 69
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
8. Options
Option 1: Not implement a user pays system for electricity consumption
Council continues to include electricity charges in the daily tariff for powered sites
This option involves Council continuing to set fees and charges for the Noosa River Holiday Park
to include electricity in the daily tariff for powered sites.
Opportunities
a) There is no adaptation required from park management or customers to a new user pays
system.
b) The budget proposed for installation of the metered powerheads can be allocated to
another project.
c) Avoids the possibility of aggrieved customers complaining about a new user pays system.
Risks
a) Power consumption is likely to continue to increase because there is a lack of financial
incentive for customers to decrease electricity consumption under the current system as
electricity is considered to be ‘free’ as part of the daily tariff.
b) Continuation of the current system results in customers not having information to make
informed decisions regarding electricity consumption (via the metered powerheads).
c) Council’s lack of action will be interpreted by some sectors of the community as not doing
enough to support its own stated policy position to reduce emissions.
d) The current fees and charges methodology is likely to be subject to future community
scrutiny because it is incongruent with other established user pays electricity consumption
systems, e.g. user pays system established for domestic homes.
e) The current fee structure facilitates customers consuming less electricity subsidising those
who consume more. Subsequently, customers who would otherwise be electricity
conscious are likely to revert to uneconomical energy consuming behaviour due to a
reluctance to subsidise others.
Option 2: The daily tariff includes a kWh power allowance
The daily tariff includes a minimum kWh power allowance with consumption above
the allowance the customer’s responsibility
This option involves Council installing metered powerheads to all powered sites and adopting a
user pays for electricity consumption approach, however each powered site tariff includes a kWh
allowance for electricity consumption with consumption above the kWh allowance the customer’s
responsibility
Opportunities
a) Contributes to a reduction in emissions and Council’s ZEN 2026 targets.
b) Allows customers to monitor their own electricity consumption and make informed
decisions.
Risks
a) This approach will not be fully effective in changing electricity consumption behaviour
because electricity will to some extent, still be considered ‘free’.
b) Council’s effort to reach emission targets will be reduced and the introduction of this
approach will be interpreted by some sectors of the community as Council not doing
enough to support its own stated policy position to reduce emissions.
Page 33 of 69
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Option 3: Implement a user pays system for electricity consumption for all tariffs
Council implements a new user pays system for electricity consumption for powered
sites
This option involves Council installing metered powerheads to all powered sites and adopting a
user pays electricity system for electricity consumption from 1 July 2021 replacing the current
charging structure which includes electricity in the daily rate for powered sites.
Opportunities
a) Encourages customers to change electricity consumption behaviour because they pay for
electricity usage.
b) Establishes Council as a market leader and innovator.
c) Council’s new approach may help to influence a wide-scale market shift.
d) Maximises contribution to Council’s emission reduction objectives.
e) Allows customers to monitor their own electricity consumption and make informed
decisions.
f) Customers who consume less electricity won’t be subsidising those customers who use
more electricity.
g) The powerhead installation payback period is within 3 years. Council’s financial investment
is repaid quickly.
h) Implementation timeframe allows ample time to inform customers of the new user pays
system.
i) Customers will likely activate solar panels and battery backup systems. This outcome is
also encouraged because it decreases reliance on mains power and reduces emissions.
Risks
a) Infrastructure and other potential site issues (legacy wiring issues arising from ad hoc and
aged additions over time) which will prevent a smooth and cost effective roll out of the
powerhead installation.
b) Resources and troubleshooting advice is not available to support the introduction of the
technology.
c) Some customers using excessive electricity will prefer the current fees and charges
structure and may be disgruntled with the new user pays system.
9. User Pays System for Electricity Consumption implementation timeframe
Given the new management agreement is timed to commence 1 July 2021 it is proposed the new
user pays system for electricity consumption also commence 1 July 2021. The period between
the installation of the metered powerheads in August 2020 and the commencement of the new
management agreement and user pays system on 1 July 2021 will allow customers up to 12
months to familiarise themselves with the new system. The mechanisms to advise customers of
the proposed new user pays system are expected to include the following:
Electronic information notices to customer database
Website information
Information notice displayed on each powerhead in addition to real time data on electricity
usage.
10. Proposed Fees and Charges for adoption
Council maintains a forward fees and charges schedule for all holiday parks to allow for future
booking of sites by customers. Council maintains an 18 month advance booking period which is
commensurate with industry standards and it is proposed Council set fees and charges for the
Noosa River Holiday Park to 30 June 2021 to maintain the advance booking period.
Page 34 of 69
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
NRHP tariffs are proposed to increase as indicated in Table 1 which is cost reflective (inflation
and other increases relating to contract services and utility cost increases) and ensures full cost
pricing obligations are maintained.
Table 1
27 January 2021 to 30 June 2021 Fees and Charges Schedule
Noosa River Holiday Park
OFF PEAK SHOULDER PEAK
Current Proposed Current Proposed Current Proposed
Powered Sites $50.00 $52.00 $57.00 $59.00 $65.00 $67.00
Unpowered Camp Sites $42.00 $44.00 $48.00 $50.00 $55.00 $57.00
Long RV Powered Site $44.00 $46.00 $51.00 $53.00 $60.00 $62.00
Unpowered camp
$46.00 $48.00 $53.00 $55.00 $61.00 $63.00
waterfront
Tourist unpowered short
term budget site – All $30.00 $31.00 $30.00 $31.00 $30.00 $31.00
Periods
11. Conclusion
Meaningful government action and leadership regarding environmental issues is of growing
importance to the community. Noosa Council has a strong commitment to sustainability and the
local environment and this is demonstrated by its commitment to continually reduce emissions
and meet zero emissions targets by 2026.
While community support to reduce emissions is growing, this report highlights the inconsistency
between Council’s Carbon Reduction Policy, zero emissions targets, modern caravans and the
current unmetered electricity charging methodology. The modern caravan is akin to a home and
has much more capacity to use electricity if customers are not encouraged to manage electricity
consumption. Moreover, there is currently no financial incentive to encourage customers to
manage electricity consumption because the current unmetered electricity charging methodology
ostensibly views electricity as a ‘free’ item.
In summary, a new management strategy is proposed to encourage responsible electricity
consumption. This report recommends a user pays system for electricity consumption be
implemented with the installation of metered powerheads to all powered sites as outlined in
Option 3 of this report. The user pays system aligns with the objectives of Council’s Carbon
Reduction Policy and zero net emissions targets and allows customers to monitor electricity
consumption and make informed decisions. The user pays system is expected to change
behaviour based on industry experience and is broadly reflective of the community’s desire to
see local governments implement progressive responses to address emerging environmental
issues.
Previous Council Consideration
Nil
Page 35 of 69
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Finance
This report seeks to extend the forward fees and charges schedule for a further 6 months
to 30 June 2021 to maintain the 18 month forward booking system for customers.
As a result of the user pays for electricity system, the cost per day for a powered site will
likely increase by less $4.00 from 1 July 2021 at current average daily usage levels
(8kWh).
Fees and charges to apply from 1 July 2021 (the commencement date for the new
management agreement and proposed user pays system for electricity consumption) will
be discussed in the first quarter of 2020 as part of Council’s 2020/21 budget deliberations
to maintain the 18 month forward booking system.
There will be no increases to site charges in the intervening period until 1 July 2021 other
than those indexed as part of Council’s budget process and those proposed within this
report.
The metered powerhead installation project is proposed to be included in Council’s capital
program - Zero Emissions Noosa Project Implementation 2020/21 budget submission given
strong alignment with Council’s Carbon Reduction Policy and zero net emissions 2026
targets.
All Council business activities are required to operate on a full cost pricing basis to ensure
the competitive neutrality principle is adhered to. Market comparison costing will be
included in the full cost pricing analysis as part of Council’s 2020/21 budget deliberations.
Risks & Opportunities
This item has been collectively discussed in ‘Options Analysis’ within the report.
Consultation
External Consultation - Community & Stakeholder
Noosa River Holiday Park Management
Shoalhaven Council
White and Grey Consulting
Internal Consultation
Director Corporate Services
Manager Financial Services
Property Advisor – Commercial Property
Property Officer
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 X Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 36 of 69
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
5 BOREEN POINT CAMPGROUND FEES AND CHARGES
DOCUMENT INFORM AT ION
Author Property Advisor – Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/ 8.06 Boreen Point Campground - Administration
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 10 December 2019, and
A. Set fees and charges for the Boreen Point Campground to align with the cessation of the
end of the July 2021 Queensland school holidays; and
B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for
Boreen Point Campground for the period ending Monday 11 July 2021 as detailed in the
tables contained within the report.
REPORT
Current fees and charges for the Boreen Point Campground apply until the end of the summer
peak season on 30 January 2021. Council maintains an ‘advance’ fees and charges schedule for
the parks to allow for forward booking of sites by customers. Twice yearly, Council reviews and
amends the fees as required to maintain the forward booking period. The purpose of this report is
to propose the adoption of fees and charges for a further 6 months to the end of the June - July
2021 school holiday period.
Boreen Point Campground tariffs are proposed to increase by 4.8% - 6.5% (where indicated in
Table 1), which is cost reflective (inflation and other increases relating to contract services and
utility cost increases) and ensures full cost pricing obligations are maintained.
29 January 2021 to 11 July 2021 Fees and Charges Schedule
Boreen Point Campground
OFF PEAK PEAK
Current Proposed Change Current Proposed Change
Tourist Powered Sites $37.00 $39.00 5.4% $42.00 $44.00 4.8%
Unpowered Camp Sites $31.00 $33.00 6.5% $36.00 $38.00 5.6%
All other charges remain unchanged.
Page 37 of 69
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
29 January 2021 to 11 July 2021 Fees and Charges Price Schedule - All periods
Current Proposed Change
Long Term Sites – Storage - Boreen Point $27.00 $27.00 0%
Extra Persons Nightly – Over 5 Years – Boreen Point $11.50 $11.50 0%
Extra Vehicles Nightly – if space allows $5.50 $5.50 0%
Public Use of Amenities – Per Day $4.00 $4.00 0%
Group Fee (20 +) – per booking $12.50 $12.50 0%
Late Checkout $16.50 $16.50 0%
Washing Machine Charges $5.00 $5.00 0%
Dryer Charges $2.00 $2.00 0%
Previous Council Consideration
Ordinary Meeting Minutes, 20 December 2018, Item 12, Page 10
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 December 2018 and:
A. Set fees and charges for the Noosa Holiday Parks to align with the cessation of the end of
the July 2020 Queensland school holidays; and
B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for
Noosa Holiday Parks for the period ending Monday 12 July 2020 as detailed in the tables
contained within the report.
Finance
Profits from the Boreen Point Campground contribute to Council’s annual operating surplus
target, and to ensuring that Council complies with Council financial sustainability policy
requirements.
Risks & Opportunities
Risks
Failure to apply the competition neutrality principle via full cost pricing is a breach of the
Local Government Act 2009, and could also potentially result in competitive neutrality
complaints.
Failure to extend the tariff period exposes Council to a reduction in forward bookings, which
affects Council’s financial returns and ability to forward financial plan.
Opportunities
Fees are set to ensure ongoing cost recovery occurs for the Boreen Point Campground
business activity.
Following capital investment at the Noosa River Holiday Park and Noosa North Shore
Campground, there are evident future opportunities at Boreen Point Campground. The
site’s marketability and attraction is hindered by ageing facilities and it has potential to
better leverage its lakeside position with a more modern value proposition.
Several revenue generation and market diversification concepts are currently under
investigation, including the implementation of additional powered camping and caravan
sites and investment in functional campground infrastructure.
Consultation
External Consultation - Community & Stakeholder
Nil
Page 38 of 69
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Internal Consultation
Director Corporate Services
Property Manager
Financial Services Manager
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws 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 39 of 69
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
6 ORGANISATIONAL STRUCTURE
DOCUMENT INFORM AT ION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ 53.32 Organisation Structures, Staff Management
Attachments 1. Current Organisation Structure
2. Proposed Organisational Structure by Function
3. Temporary/Project Positions.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Executive Services Department to the Services &
Organisation Committee Meeting dated 10 December 2019 detailing the changes made to the
organisational structure and position establishment since 28 June 2019 and approve the updated
organisational structure provided at Attachment 2 to the report.
REPORT
The purpose of this report is to highlight changes which have occurred to the organisational
structure since 28 June 2019 and to seek Council approval to vary the number of equivalent full
time (EFT) positions of the Infrastructure Services Department.
The organisational structure which included 375.34 EFT was approved at Council’s Special
Budget meeting on 28 June 2019, refer to Attachment 1.
Any change to the approved EFT must be approved by Council and adequate funding must be
provided for within the budget.
Since 28 June 2019, a number of changes have occurred to the organisational structure and
these are summarised in the following sections of the report.
The overall effect of the changes is an increase of 3 additional EFT i.e. from 375.34 to 378.34,
refer Attachment 2.
This report also identifies current temporary positions with terms greater than 1 year, which are
predominantly project based. Temporary positions are not included in the EFT count, however
they have been included in this report because of their budgetary implications in the short term
(i.e. 1-3 years).
Proposed Changes to the Organisational Structure
The following section outlines a number of proposed changes to the organisational structure:
Corporate Services Department
It is noted that Council at the Special Meeting on 28 October approved a structural change within
the Procurement and Fleet Branch of the Corporate Services Department. The change resulted
in the separation of the fleet and procurement functions and the creation of two separate
branches (i.e. Fleet Branch and Procurement Branch) as well as the creation of two additional
EFT positions of Fleet Manager and Procurement Officer. As a result the EFT of the Department
increased from 41.6 to 43.6.
Page 40 of 69
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Infrastructure Services Department
Approval is sought to increase the EFT of the Building Facilities Branch with the creation of a
new position of Maintenance Plumber. The need for this position has been identified as a
consequence of workforce planning and the future retirement of the current Maintenance
Plumber. As a result the EFT of the Department will increase from 124.3 to 125.3.
Temporary/Project Positions
As previously identified, temporary positions are not included in the EFT as they are project
based with specific terms, i.e. start and end dates. An updated list of temporary/project positions
is attached in Attachment 3. While temporary positions are not counted in the EFT they do have
budgetary implications in the short term and for this reason the current status of positions and
any new or extended temporary/project positions greater than 1 year are reported to Council.
Council’s attention is drawn to:
The creation of a new temporary position of Infrastructure Planning Officer for a three year
term to assist with planning for Council’s ongoing Capital Works Programme, Transport
and Place Making Projects. The additional position will be funded from capitalised staff
budgets provided for in the Capital Works Programme initially, however there will be an
increase in the IPDD operational budget in subsequent years.
Extensions to the terms of the following existing positions as detailed in Attachment 3:
Project Support Officer, Strategic Land Use Planning;
Principal Strategic Planner, Strategic Land Use Planning;
Project Co-ordinator, Climate Change Adaption; and
Project Officer, Economic Development.
Previous Council Consideration
Special Meeting Minutes, 28 October 2019, Item 2, Page 4
PROCUREMENT AND FLEET BRANCH RESTRUCTURE AND POSITION ESTABLISHMENT
That Council note the report by the Director Corporate Services to the Special Meeting dated 28
October 2019 and approve the new Corporate Services Department structure provided in
Attachment 2 to the report.
Special Meeting Minutes, 28 June 2019, Item 6, Page 10
ORGANISATIONAL STRUCTURE
That Council note the report by the Chief Executive Officer to the Special Meeting dated 28 June
2019 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
Finance
Provision exists within the 2019-20 budget to fund the proposed changes to the permanent
organisational however these should be reviewed in BR3 and there will be a direct impact on the
salaries expense in future budgets.
Risks & Opportunities
The proposed changes to the EFT and organisational structure are the result of emerging issues
and the need for greater administrative and professional support in the delivery of Council
services. The proposed changes have been reviewed by the Executive Team and are supported.
In relation to temporary positions, while they provide flexibility for Council particularly in the
delivery of significant projects where specialised skills or experience is required, a potential risk is
Page 41 of 69
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
that under the Noosa Council Certified Agreement 2018; a casual or maximum term employee
working on a systematic and regular basis for a period of 12 months may apply to convert their
status to permanent full time or part time depending on the average hours worked over the
preceding 12 months. The impact of this could be to permanently increase the EFT and salary
costs. Conversion would not occur if the appointment was for a specific project or relieving staff
on leave for a specified period of time where there is a defined end date.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The following staff have been consulted in relation to this report:
The Executive Team comprising the CEO and all Directors.
The Finance Manager
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 42 of 69
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 1
Page 43 of 69
Attachment 1
Functions
TOTAL EFT — 375.34
itera Audit) Chief Executive
——— Officer
CEO's Office) 1 EFT
3 EFT J ]
} } Environment and} }
Inf .
n Oe Executive Services Sustainable Community Services Corporate Services
124.3 EFT 29.11 EFT Development 130.73 EFT 41.6 EFT
: . } 45.6 EFT | }
¢ Infrastructure Planning, ¢ People and Culture *¢ Strategic Land Use ¢ Community Development Financial Services
Design and Delivery ¢ Governance Planning * Community Facilities * Revenue Services
* Asset Management ¢ Customer Service * Economic Development ie obranes apalceletes ¢ Information,
Buildings and Facilities ¢ Community Engagement * Development ¢ Locallaws Communications and
¢ Civil Operations Assessment e Waste and Environmental Technology
¢ Building and Plumbing Health ¢ Procurement and Fleet
e Environmental Services ¢ Property
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
Page 43 of 69Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 2
Page 44 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 2
Functions
TOTAL EFT — 378.34
Internal Ausc.] Chief Executive
Officer
CEO's Office | 4 EFT
3 EFT | \
] Environment and ||
| comic Executive Services Sustainable Community Services Corporate Services
| Soa eT 29.11 EFT Development 130.73 EFT 436EFT
: } 45.6 EFT
¢ Infrastructure Planning, * People and Culture * Strategic Land Use ° Community Development . oe
Design and Delivery e Governance Planning ¢ Community Facilities ¢ Revenue Services
¢ Asset Management * Customer Service * Economic Development e Libraries and Gallenes eee Crna bolta
* Buildings and Facilities * Community Engagement * Development e Local Laws POU Nei ea
¢ Civil Operations Assessment e Waste and Environmental Technology
* Building and Plumbing Health ; os
¢ Environmental Services eC rat
Note — Fixed term appointments approved by Council are not included within the EFT totals as shown on this structure.
Further details are available on the individual branch/team structures.
Page 44 of 69Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 3
Page 45 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Attachment 3
Project Suppport Officer |E&SD Strategic Land Use Originally Temporary Full Time ( |10538 Purpose-to meet project demands associated with the new planning scheme.
Planning 6/6/16 - 28/6/19) Originally approved at OM 17/12/15.
An extension to the term is required to 31/3/20 to meet project demands.
Salary budget to be addressed BR3. Salary provision exists within the current capital budget for this
position.
Principal Strategic Planner JE&SD Strategic Land Use Temporary Full Time (3 years- |10537 Purpose-to meet project demands associated with the new planning scheme.
Planning 19/10/16 19/10/19) Originally approved OM 17/12/15 and relates to Noosa Planning Scheme.
An extension to the term is required to 30/6/20 to meet project demands.
Salary budget to be addressed BR3. Salary provision exists within the current capital budget for this
position.
Project Coordinator - E&SD Strategic Land Use Temporary (2 years - 06/02/17 to }10563 Purpose-to develop Noosa Council Coastal Hazard Adaption Strategy.
Climate Change Planning 05/02/19, position to be extended Originally approved at OM 15/12/16. The term was extended to 31/12/19 at OM 17/12/18 given the
Adaptation to 31/12/19) revised agreed project completion date for the Noosa Council Coastal Hazard Adaption Strategy.
An extension to the term is required to 30/6/20 to undertake the completion of the broader shire wide
adaption planning and a review of the structure of the department.
Salary budget to be addressed BR3. Salary provision exists within the current budget for this position.
Development Planner E&SD Development Assessment ]Temporary Full Time (3 years, 10577 Purpose-to assist in processing planning applications and in meeting workloads of the branch. The
27/08/18 - 26/08/21) term of this position was extended in lieu of creating the temporary full time Planning Officer position
approved as a PMI in the 17/18 budget Special Meeting on 6/7/18.
Development Inspector E&SD Development Assessment ]Temporary Full Time (4 years 10547 Purpose-to assist in processing planning applications and in meeting workloads of the branch. The
ending 22/8/20) term of this position was extended by 2 years (to 22/8/20) was approved as a PMI in the 18/19 Budget,
Special Meeting 6/7/18.
Digital Hub Director E&SD Economic Development [Temporary Full Time (2 years, 10595 Purpose-to facilitate the Hub's Implementation Plan.
05/03/18 - 04/03/20) Approved by Council at OM 16/11/17.
As the term of this position is 4/3/20, a review of the role relative to the future direction of the HUB will
be undertaken by the Director E&SD.
Community Bushland E&SD Environmental Services Temporary Full Time (3 years, 10607 Purpose-to assist in co-rdination the community programme.
Care Officer 17/09/18 - 30/06/21) Approved by Council as a PMI in 18/19 Budget and noted in organisational structure report, Council
Special Meeting 06/07/18.
Project Officer E&SD Economic Development |Temporary Part Time (22 Purppose-to assist in the delivery of projects identified in the Local Economic Plan and Implementation
hrs/week, 12 mths Feb 2019 - Plan.
2020) Approved at Council OM 17/12/18.
An extension to the term is required to 30/6/20.
The salary cost is met from the existing ED program budget.
Salary budget to be addressed BR3. A submission will be made to the 20/21 budget process.
Page 45 of 69Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 46 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Development Planner E&SD Development Assessment |Temp 3 yrs 3/6/19-3/6/22 10624 Purpose-to assist in processing planning applications and in meeting workloads of the branch.
Approved by Council at OM 9/4/19 and also reported to Council Special Meeting 28 June 2019.
Development Engineer E&SD Development Assessment |Temporary full time 3 yrs 10623 Purpose-to assist in processing planning applications and in meeting workloads of the branch.
(18/3/19-18/3/22). Approved by Council at OM 9/4/19 and also reported to Council Special Meeting 28 June 2019.
River Mgt Unit Leader, E&SD Environmental Services Temporary full time 3 years. 10637 Purpose-to implement the programme to progress the Noosa River Plan.
Noosa River Plan Approved at Council Special Meeting 28 June 2019.
River Mgt Officer, Noosa JE&SD Environmental Services Temporary Part Time (.5) 3 10638 Purpose-to implement the programme to progress the Noosa River Plan.
River Plan years Approved at Council Special Meeting 28 June 2019
Apprentice Plumber E&SD Building and Plumbing Temporary Full Time (1/2/16 - 10532 Purpose-to support the plumber and achieve greater efficiency in operational plumbing works.
31/1/20) Approved by Council OM 17/12/18
Project Manager - IS Director's office Temporary Full Time (2 years, 10596 Purpose-to co-ordinate the development of the transport strategy and the implementation of initiatives.
Transport Innovation 24/07/18 - 23/07/20) Approved by Council OM 20/07/17. Filled internally by Project Manager seconded to the position.
Designer - Capital Works ||S Infrastructure Planning, Temporary Full Time (3 years, 10594 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme.
Design and Delivery 26/02/18 - 25/02/21) Approved by Council OM 16/11/17.
Project Support Officer IS Infrastructure Planning, Temporary Full Time (3 years, 10593 Purpose-to ensure efficient and effective delivery and oversight of the capital works
Design and Delivery 17/04/18 - 16/04/21) programmeApproved by Council OM 21/12/17.
Project Co-ordinator IS Infrastructure Planning, Temporary full time 3 years 10628 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Design and Delivery Approved at Council Special Meeting 28/6/19.
Contracts and Project IS Infrastructure Planning, Temporary full time 3 years, 10629 Purpose-to ensure efficient and effective delivery and oversight of the capital works programme
Superintendent Design and Delivery 8/7/19-8/7/22 Approved at Council Special Meeting 28/6/19.
Asset technical Officer, IS Asset Planning Temporary full time 3 years, 10631 Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information
Asset data improvement 16/9/19-2/9/22 Approved at Council Special Meeting 28/6/19.
project Renamed to Co-
ordinator Asset Systems
Electrical apprentice IS Buildings and Facilities Temporary full time, 4 years. 10640 Purpose-To improve efficiency and effectiveness of branch operations
(30/9/19-29/9/23) Approved at Council Special Meeting 28/6/19.
Infrastructure Planning IS Infrastructure Planning, Temporary full time, 3 years TBD Purpose-New temporary position to assist with planning, designing and delivering Council's ongoing
Officer Design and Delivery Capital Works programme, Transport and Placemaking Projects.
Funded from the capital programme.
Page 46 of 69Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Page 47 of 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Special Projects Advisor |CorpS Director's Office Temporary Full Time (01/10/18 - [10605 Purpose-to facilitate the delivery of Council’s CiAnywhere Enterprise Budgeting system and to meet to
30/09/21) meet project demands.
Originally approved by the CEO for an initial 18 month period. The term was extended by 3 years to
3/12/21 at OM 20/12/18.
ICT Property and Rating |CorpS ICT Temporary Full time ( 2 years, 10616 Purpose-to provide support the implementation of the new Property and Rating system. The creation of
Project Co-ordinator 413/19-26/2/21 this position was supported by the ICT Steering Committee.
Approved at council OM 9/4/19.
Project Officer, renamed |CorpS ICT Temporary position for 2 yrs, 10617 Purpose-to provide support the implementation of the new Property and Rating system.
ICT Systems Analyst currently vacant Supported by the ICT Steering Committee and approved at council OM 9/4/19.
Property Project Officer, [Corp S Property Temporary full time 3 years. 10625 Purpose-to ensure the delivery of key prioirty projects, improve efficiency and fill service gaps.
renamed property Advisor- (2/9/19-1/9/22) Approved at Council Special Meeting 28 June 2019.
Commercial Property
Project Accounting Officer |Corp S Financial Services Temporary full time 3 years. 10632 Purpose-to ensure alignment of engineering and accounting data and sufficient accurate information,
renamed to Asset asset data improvement project.
Accountant Approved at Council Special Meeting 28 June 2019.
Page 47 of 69Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
7 TOURISM NOOSA 2018-19 ANNUAL REPORT AND FUNDING AGREEMENT
EXTENSION
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Tourism Noosa
Attachments 1. Tourism Noosa Annual Report 2018/19
(Note: 40 pg attachment provided separately to this report)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 10 December 2019 regarding Tourism Noosa’s 2018/19 Annual
Report and Funding Agreement and:
1. Note the Annual Report for the 2018/19 financial year (including the 2018/19 financial
statements) as provided at Attachment 1 to the report; and
2. Agree to extend the existing Funding Agreement between Tourism Noosa and Council for a
further two year period as currently provided for in Clause 2 the Funding Agreement.
REPORT
Background
Council has received the Annual Report from Tourism Noosa pursuant to section 9 (b) of the new
Funding Agreement. The Funding Agreement includes a number of reporting and other
requirements in clauses 5 (f) and 9. Those key reporting requirements are set out below:
Clause 5 (f) – Tourism Noosa is required to provide a detailed submission prior to 15 March
each year as part of their recommendation to Council for the annual contribution to them from
the Tourism and Economic Levy. This occurs as part of the annual Council budget process
and includes a requirement that Tourism Noosa provide their proposed annual business plan,
proposed detailed budget and detailed financial information from the previous financial year.
This information enables the Council to understand Tourism Noosa’s financial position and
assist Council in making decisions on the appropriateness of the funding request during its
annual budget process. This occurred earlier this year as part of our budget deliberations.
Clause 9 (a) – This clause requires Tourism Noosa to provide six monthly updates in
February and August each year on the implementation of their Business Plan and Tourism
Strategy. These updates are aimed at informing Councillors on implementation progress
during the year, and include measurement results based on Tourism Research Australia
data. Tourism Noosa has provided these updates to Councillors during 2018/19.
Clause 9 (b) – This clause requires Tourism Noosa to provide a copy of their annual report
and audited financial statements by 30 November each year. A copy of their annual report
(incorporating their audited financial statements) was provided to Council on 8 November
2019 and is attached to this report.
Page 48 of 69
Section 49
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Tourism Noosa Annual Report
There are a number of key issues in the annual report that are of note:
Focus on interstate and overseas markets increasing economic yield
The annual report discloses that visitor spend, numbers and nights all increased i.e:
Spend up 16% to $1.1B
Overnight visitor numbers up 18% to 1.164M
Number of nights up 8% to 4.98M
Day tripper numbers increased by 17% but the day tripper spend decreased by 6%
International visitors are increasing at the fastest rate with a 14% increase in the number of
nights and a 20% increase in spend
(Note that all statistics are based on the 12-month period ending March 2019. Statistics are drawn from
Tourism Research Australia survey data specific to the Noosa Shire.)
The “value over volume” strategy appears to be working well and is driving increased yield.
Spend is increasing at a faster rate than visitor numbers and visitor nights which indicates that
higher yields are being achieved (see below).
Overseas visitation
For the international market, the Global Market strategy is in its fourth year. International visitor
spend, numbers and nights all increasing from the previous year i.e:
Spend up 20% to $102.93M
Visitor numbers up 2% to 167,000
Number of nights up 14% to 980,000.
Page 49 of 69
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
The UK, New Zealand and Germany remain the biggest three overseas markets visitation from
the USA also rose in 2018/19. The long term trend since the Global Market strategy commenced
four years ago is set out below.
Value over Volume
In accordance with the Tourism Strategy, Tourism Noosa has focused higher yield markets rather
than higher volume markets. As an example:
Interstate visitors accounted for 389,200 visitors and had an economic impact of $506M
with an average spend of $1,302 per visitor;
Intrastate visitors accounted for 607,500 visitors and had an economic impact of $386.9M
with an average spend of $636 per visitor;
Visitors from overseas accounted for 167,000 visitors and had an economic impact of
$102.93M with an average spend of $616 per visitor (which includes backpackers); and
Day Trippers accounted for 1.3M visitors and had an economic impact of $98M with an
average spend of $75 per visitor.
(As a reminder, statistics are drawn from Tourism Research Australia survey data specific to the Noosa
Shire.)
Page 50 of 69
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Brand Positioning
Tourism Noosa continued to focus on Noosa as the Relaxation Capital of Australia. Campaigns
were undertaken in interstate markets in particular. There was also a continuing focus on the
Noosa Country Drive.
Tourism Noosa also continued to grow its focus on sustainability and industry development
including:
Trees for Tourism initiative
Refresh Noosa campaign (including the Refresh Noosa conference and expo)
Refresh Noosa refillable amenities range (to reduce waste)
Partnership with Plastic Free Noosa
Noosa Eco-Check 2.0
Welcome to Noosa training program
Sustainability initiatives in tourism events (including the Food and Wine Festival
Board and CEO Changes post 30 June
The report by Tourism Noosa covers the period to 30 June 2019. As Council may be aware,
there have been some changes since that date with current CEO Steve McPharlin stepping down
for a planned sabbatical and the Board appointing new CEO Melanie Anderson who as recently
commenced. There have also been changes in the Board membership with Drew Pearson
becoming the new Board Chairperson.
The current board members are:
Drew Pearson (Chairperson)
Richard Stephens (Deputy)
Elizabeth Reynolds
Erina Kilmore
Dan Neylan
Darren McClenaghan
Michelle Mason
Nick Heath
Louise Formosa
James Kendall
Cr Frank Wilkie (Observer)
Audited Annual Financial Statements
Tourism Noosa have provided a copy of their annual audited financial statements each year
since 2015. This allows for some consideration of trends over time in terms of financial analysis.
The following are of interest:
Revenue Growth and Mix
Since 2015 revenue has grown from $2.3 million to $3.3 million, an increase of $1 million or 42%.
This revenue growth has resulted from increases in the levy of $788k or 45% (resulting from
funding being redirected to Tourism Noosa previously allocated to other parties - i.e. Sunshine
Coast Destinations Limited, Triathlon sponsorship) and increases in other revenue sources of
$186k or 35% (relating to membership fees and marketing increases of $76k and $55k
respectively, and special project revenues of $106k in 2018/19). Booking centre revenues
continue to decline with another $19k drop across financial years (or a $46k or 20% decrease
since 2015 likely due to technology disruption).
Page 51 of 69
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Total Revenue Growth excluding Interest ($’000)
$4,000
$3,500
$3,000 $814 $935 $723
$2,500 $638
$2,000 $537
$1,500
$2,511 $2,520 $2,520
$2,272
$1,000
$1,732
$500
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Levy Other Income
Other Income Growth Breakdown ($’000)
$1,000
$900
$800
$700
$600
$500
$400
$300
$200
$100
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Industry & Development Membership
Bank Interest Booking Centre
Destination Marketing Visitor Information Centre
Special Projects / Other
Expenditure Growth and Mix
Over the four financial years, overall expenditure has increased in line with revenue growth from
$2.3 million to $3.2 million, an increase of $909k or 40%. Expenditure reduced slightly between
2018 and 2019, noting however that employee cost increases of $248k (22%) were offset by
decreases in marketing costs.
Page 52 of 69
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Total Expenditure Growth ($’000)
$4,000
$3,500 $3,323 $3,304
$3,170
$3,000 $2,867
$2,261
$2,500
$2,000
$1,500
$1,000
$500
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Expenditure Growth Breakdown($’000)
$3,500
$3,000
$2,500
$2,000
$1,500
$1,000
$500
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Employee Costs Depreciation Vehicles
Rent / Utilities Marketing VIC / Booking Centre
Industry Development Other
Financial Sustainability
Tourism Noosa continues to remain sustainable with annual operating surpluses for the last 5
years, a working capital ratio consistent with the industry benchmark of 1.4 times, and sufficient
cash reserves to mitigate any unexpected shocks (noting though that free cash available of
$211k is less than the required $350k marketing contingency reserve taking into account all
current liabilities. In the event that Tourism Noosa was called upon to expend up to $350k of its
marketing contingency, it could do so in the normal course of business if it received its expected
accounts receivable).
Page 53 of 69
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Operating Surpluses ($’000)
$160
$140
$120
$100
$80
$60
$40
$20
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Working Capital Ratio (Times)
3.0
2.0
1.0
-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Working Capital Ratio Working Capital Benchmark
Note: The working capital ratio is calculated by dividing total current assets by current liabilities
Free Cash Holdings ($’000)
$350
$300
$250
$200
$150
$100
$50
$-
2015 2016 2017 2018 2019
Actual Actual Actual Actual Actual
Note: Free cash reflects available cash at bank less current liabilities owing to suppliers and employee provisions payable
Page 54 of 69
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Tourism Noosa Funding Agreement Term
In 2017, Council entered into a Funding Agreement with Tourism Noosa. That agreement
commenced on 1 July 2017 for a 3 year term (expiring on 30 June 2020) with the agreement
containing a 2 year option (from 1 July 2020 to 30 June 2022).
Clause 2 of the Funding Agreement provides as follows:
2. TERM
(a) The term of this Agreement is three years, from 1 July 2017 to 30 June 2020 with one two year
option for extension.
(b) The Agreement will be reviewed by both parties regarding performance under this agreement (and
in particular Clause 9) on or about 2 January 2020 with the intention of exercising the two year
option from 1 July 2020, such determination to be made no later than 28 February 2020.
(c) The extended Agreement will be reviewed by both parties regarding performance under this
agreement (and in particular Clause 9) on or about 2 January 2022 with the intention of entering
into a new Agreement from 1 July 2022 with the new agreement to generally align with the term of
the new Tourism Strategy to be developed under clause 4 (c), such determination to be made no
later than 28 February 2022.
Given that the Council is currently considering the annual report from Tourism Noosa which
includes details of their performance under the agreement (and in particular, their progress
towards achieving the goals in the Noosa Tourism Strategy) it would be appropriate to consider
the term extension at this point in time rather than in January/February 2020.
There are three options available to Council. They are:
1. Not extending the term of the current agreement and negotiating a new agreement. This
option is not being recommended.
2. Extending the term of the agreement for a further 2 years pursuant to clause 2 (b). This
option is being recommended.
3. Varying the agreement to extend the term for one year instead of two years. This option
would require the agreement of both parties and Tourism Noosa have indicated that they
would not be supportive this option as the intent of the agreement was to ultimately match
the Funding Agreement term to the term of the Noosa Tourism Strategy (being five years).
As such, this option is not being recommended.
Tourism Noosa have continued to achieve the goals set out in the Noosa Tourism Strategy. That
strategy has a significant focus on “value over volume” and the statistics set out in the Tourism
Noosa annual report in the attachment evidence that focus. This has entailed a particular focus
on growing overseas and interstate tourism markets to capture the higher yield tourism segment.
Further, the Tourism Strategy identifies more emphasis on elevating sustainability and working
with the tourism sector to elevate the available product (with a particular emphasis on
renewing/refurbishing existing stock) and again, the annual report focuses on the actions taken
by Tourism Noosa to achieve those outcomes.
Previous Council Consideration
Ordinary Meeting, 20 December 2018, Item 20, Page 11
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 11 December 2018 regarding Tourism Noosa’s Annual Report for the
2017/18 financial year (including the 2017/18 financial statements) as provided at Attachment 1
to the report.
Page 55 of 69
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Ordinary Meeting, 17 August 2017, Item 3, Page 7
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 8 August 2017 and authorise the Chief Executive Officer to enter into a
Funding Agreement with Tourism Noosa generally in accordance with the terms and conditions
set out in the draft Funding Agreement provided at Attachment 1 to the report.
Ordinary Meeting, 21 December 2017, Item 9, Page 9
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 12 December 2017 regarding Tourism Noosa’s annual report for the
2016/17 financial year (including the 2016/17 financial statements) as provided at Attachment 1
to the report.
Finance
Council collects funds via the Tourism and Economic Levy and $2,520,000 of that funding is
provided to Tourism Noosa under the current funding agreement. In 2019/20, an additional
$100,000 was provided for additional sustainability initiatives.
Risks & Opportunities
It is important that Council retain oversight of this significant expenditure to ensure that funds
collected under the Tourism and Economic Levy are expended wisely to maintain our competitive
advantage in Tourism. Council has a Councillor who is an observer on the Tourism Noosa Board.
Consultation
External Consultation - Community & Stakeholder
Tourism Noosa has provided their Annual Report and audited financial statements.
Internal Consultation
Nil
Departments/Sections Consulted:
X Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws 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 56 of 69
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
REPORTS FOR NOTING BY THE COMMITTEE
8 2019 ANNUAL DISASTER AND RECOVERY MANAGEMENT UPDATE
DOCUMENT INFORM AT ION
Author Project Officer, Disaster Management and Special Projects, Natarsha
Baker
Infrastructure Services Department
Index ECM/ Subject / Disaster Management / Disaster Management & Planning
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Officer, Disaster Management and Special Projects to
the Services & Organisation Committee Meeting dated 10 December 2019 providing an update
on disaster management activities and thank the members and advisors to the Noosa Local
Disaster Management Group for their participation.
REPORT
In accordance with the Disaster Management Act 2003, Regulations and other disaster and
recovery management doctrine, Noosa Council is responsible for multiple functions across the
key pillars of preparedness, prevention, response and recovery.
The purpose of this report is to provide information on the work undertaken in the disaster and
recovery management space in accordance with local, state and commonwealth legislative
requirements over the past year.
1. Noosa Local Disaster Management Plan
In previous years, there was a requirement by the Inspector General Emergency Management
(IGEM), to assess the Noosa Local Disaster Management Plan (the Plan) against the Emergency
Management Assurance Framework. This has not been required this year as the Emergency
Management Assurance Framework is under review.
The Plan was reviewed in 2018 by the Disaster Management Officer and the Local Disaster
Management Group (LDMG) and updates and improvements were made to align the plan to the
2018 State Disaster Management Plan.
2. Noosa Local Recovery Sub Plan
The Local Recovery Sub plan will be the subject of a separate report provided by the Recovery
Coordinator.
3. Changes to the Noosa LDMG
Mayor Tony Wellington remains the Chair of the LDMG and Cr Joe Jurisevic remains Deputy
Chair of the LDMG and Chair of the Local Recovery Group.
Improved alignment between Council functions and disaster management roles has seen the role
of Deputy Local Disaster Coordinator being assumed by both the Asset Planning Manager and
Project Coordinator with the Waste Coordinator moving to the role of Deputy Recovery
Page 57 of 69
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Coordinator. The appointment of an additional Deputy Local Disaster Coordinator will allow
greater resilience for the Noosa LDCC during protracted events.
There has not been any change to LDMG member agencies since 2017.
4. LDMG Meetings and Activations
As required under the Disaster Management Act the Noosa Local Disaster Management Group
meets regularly four times a year to network and discuss the four key elements of disaster
management – planning, preparation, response and recovery.
2019 meeting dates Proposed dates for 2020
14 February 2019 14 February 2020
13 June 2019 12 June 2020
19 September 2019 18 September 2020
15 November 2019 20 November 2020
There have been six (6) activations of the LDMG in the period October 2018 to 30 November
2019, detailed as follows;
Date Status Event
21 February 2019 Alert Response to TC Oma
9 September 2019 to Stand Up / Peregian Springs/Peregian Beach fires
27 September 2019 Alert The LDCC ran in full effect supporting QFES
before moving to Alert on 11 September.
During this event it is estimated over 5,000
people evacuated from the Peregian
Springs, Peregian Beach areas.
Three (3) Evacuation Centres were opened,
located at the Noosaville Leisure Centre,
The J and Cooroy Library.
Sunshine Coast Council also opened
Evacuation Centres.
Supporting the operation, Gympie Council
also opened an Evacuation Centre.
To support the community a Recovery Hub
was opened at Peregian Community Centre
for a number of weeks
Noosa LDMG remained at ALERT until
Standing down on 27 September
19 - 27 September 2019 Alert Lake Cooloola (formerly Teewah Beach)
Bushfire
An Incident Control Room was established
at Gympie with support by the Disaster
Management Officer. From an LDMG
perspective it was a monitoring activity.
LDMG Stood down on 27 September 2019.
23 October 2019 Stand Up Coolum/Peregian Beach Fire
Numerous streets located within Peregian
Beach were evacuated. The Noosaville
Leisure Centre was opened as an evacuation
centre.
The efforts of emergency services ensured
the LDMG stood down the same day, 23
November.
Page 58 of 69
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Date Status Event
5 - 11 November 2019 Stand Up Lake Cooroibah/Teewah Fire
The residents of Teewah village were
evacuated for a number of hours during the
evening of 5 November.
Increased fire weather conditions saw the fire
restart on 9 November and the residents of
Cooroibah and Noosa North Shore were
evacuated for 2 nights.
The residents of the old Tewantin area were
evacuated for 1 night.
5 evacuation centres were opened (Noosa
Leisure Centre, The J, Christian Outreach
Centre, Cooroy Library and Noosaville
Library).
Noosa LDCC moved to Stand Down 25
November.
13 - 14 November 2019 Stand Up Noosa North Shore (in vicinity of First Cutting)
Fire
The residents of Noosa North Shore were
again evacuated for 1 night.
The Noosa Leisure Centre was opened as an
evacuation centre.
Noosa LDCC moved to Stand Down 25
November.
5. LDMG Sub Groups
Details of the Noosa Local Recovery Groups will be included in a separate report by the Local
Recovery Coordinator.
Disaster management staff met with members of the Noosa North Shore, Kin Kin and Pomona
Community Disaster Management Sub-Groups during the year. A meeting with the Cooran sub-
group will be scheduled when their reformation activities are complete. In preparation for the
coming season, further meetings with the Sub-groups will be scheduled.
6. Emergency Operations Team
As well as being responsible for coordinating disaster operations of all emergency services
during an event, Council is required under the Disaster Management Act 2003 to maintain a
response capability to:
“provide equipment and a suitable number of trained persons, using the resources available to
the local government, to effectively deal with, or help another entity deal with, an emergency
situation or a disaster in the local government area”.
In order to meet this responsibility, the Emergency Operations Team (EOT) meets regularly to
develop and coordinate Council’s emergency response capability. The group is chaired by
Council’s Civil Operations Manager and meets bi-monthly.
The EOT have undertaken a number of reviews across Council’s disaster response capability
over the past year.
The Queensland Reconstruction Authority (QRA) provided training to Civil Operations staff
on information including photographic evidence required to substantiate claims for damage
to Council assets as a result of disaster event.
Video of Council’s gravel roads has been undertaken using a GPS enabled camera which
has addressed QRA requirements to demonstrate the pre event condition for gravel roads.
Page 59 of 69
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Liaison with Sunshine Coast and Gympie Councils around standard media messages.
Sandbag locations identified with procedures prepared on standard messaging and the
timing of those messages in the lead up to an event.
A briefing note was completed and forwarded to LDMG regarding animals in evacuation
centres.
Investigation on options available for field staff to provide the LDCC with photos during
events.
Review of alternate communication methods available to the Local Disaster Coordination
Centre (LDCC) resulting in improved radio capability and mobile phone reception in the
LDCC.
7. LDCC & Disaster Management Training/Exercises
Following a successful drive to recruit more staff to work in the LDCC, compulsory on-line
training modules have been completed and face to face training in the following modules
provided;
Sub Module 2 – Disaster Coordination Centre Function – Planning
Sub Module 2 – Disaster Coordination Centre Function – Intelligence
Module 1 – Introduction to Evacuation Centre Management
Module 2 – Working in an Evacuation Centre
Module 3 – Managing an Evacuation Centre
Evacuation Centre training and desktop exercise conducted on 24 May 2019
Disaster Coordination Centre modules
In addition, complementary practical Planning cell and Intelligence cell training has been
provided to the team members of those cells.
Noosa’s Local Disaster Coordinator and Local Recovery Coordinator have also attended the
following QFES masterclasses:
BOM Masterclass
High Consequence Decision Making Masterclass
Leadership in Disaster Crisis and Adversity
Noosa LDMG personnel participated in a District Disaster Management Group discussion
exercise in relation to multi-agency response to a marine oil spill effecting multiple
LDMG/DDMG’s.
After each activation of the Noosa LDCC, a lessons learned workshop is conducted to capture
and action any learnings/improvements identified. The Noosa LDMG agreed at their September
2019 meeting that the lessons learned and implemented following the first Noosa LDCC
activation in September, the Peregian fires, would be more beneficial than running an exercise in
2019.
8. Engagement & Collaboration
There has been a turnover of personnel in the Disaster Management Officer and Special Projects
role since September 2018. The current officer joined end of February 2019 since then, the
following regional networks and activities have included:
Inspection of Kin Kin Creek / Noosa River
Aged Care project with Sunshine Coast Council
MSQ run Shoreline Responders Course
Joint Disaster Management Exercise with Sunshine Coast Disaster Management Group
and Gympie Disaster Management Group – ‘Pacific Fire’
Evacuation training and exercise with Noosa Recovery Group
Collaborative Regional Queensland Mary River Pilot workout
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Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Pre fire Season briefing and tour
Mary Regional Resilience Strategy Pilot
Disaster Management Engagement Group – SE Queensland disaster management officers
Inspector General Emergency Management (IGEM) Disaster Management Network –
regular teleconferences and attendance at the annual forum
Pre-Fire Season Preparative Workshop – North Coast Region
Sunshine Coast and Noosa Area Fire Management
Exercise Hydrogen – Counter Terrorist local event
Local Public Order management events
Intelligence and Planning Cell training
Governor Generals Visit and Community Event
TMR North Coast District annual pre-season Disruptive Event
A/State Recovery Coordinator visit and discussion around mitigation funding opportunities.
9. SES
The Queensland State Emergency Service (SES) is a “not-for-profit” community volunteer
emergency service organisation. The Noosa District SES has 55 local volunteers responding to
disasters and emergencies across the Shire with four SES sheds located at Tewantin, Pomona,
Boreen Point and Cooroy.
In the past twelve (12) months The Noosa SES responded to 129 job, details as follows;
Traffic Control 7 jobs – assist QPS
Storm Damage 82 jobs – includes roof and sandbag jobs
Tree jobs 33 jobs
Land search 5 jobs – assist QPS
Patient retrieval 1 job – assist QAS
In addition to the jobs above, they also helped the community with a range of community events
such as:
Australia Day Celebrations
ANZAC Day
Fusion Festival
Festival of Water
RYDA Program
King of the Mountain
Vietnam Vets Day; Spring Mountain Festival
Noosa Show
Booin Gari Festival
October Pink Fun Run
Remembrance Day
Christmas in Cooroy and in Tewantin to name a few
Council received $15,000 which assisted in the purchase of a Landcruiser Utility. Furthermore, in
the 2019/2020 financial year $31,292 was received for the restoration of the Noosa SES Group
main building in Tewantin, and $30,000 to assist with the purchase of a Toyota Coaster bus for
the Noosa SES Group.
10. Queensland Reconstruction Authority Funding Payments
There were no funding programs applicable to Council in this category in the 2018/2019 financial
year.
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Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
11. Queensland Reconstruction Authority “Get Ready” Funding & Activities
Council received $22,300 in funding in 2018/2019 under the Get Ready program. The funding
aims to improve community resilience to disaster events. Projects completed during the year
were:
Get Ready – Purchase of an interactive TV for the LDCC
Get Ready – Purchase/upgrade of the Disaster Dashboard
Queensland Disaster Resilience Fund provided funding for the following activities to the value of
$45,000
Flood Forecasting software
Tide gauges
Previous Council Consideration
Nil.
Finance
Council has provided the following funding for Disaster Management in its 2018/2019 budget:
Disaster Management Operations
Revenue (Get Ready Grant) $23,000
Expenditure
Training $10,500
Materials & Services $27,000
Internal Charges $81,484
SES Operations
Revenue (QFES Grant) $17,000
Expenditure
Materials & Services $40,309
Depreciation and amortization $19,382
Other Expenses $852
Internal Charges $218,111
Risks & Opportunities
A SWOT analysis of Council’s disaster management capability was undertaken with the results
presented to the Executive Team and Audit and Risk Committee in August 2018. The key risk
identified was succession planning associated with the major transition of key staff in the LDCC.
A recent drive for more staff to be involved in the LDCC has reduced this risk, however it is
recognised that a prolonged event would test Council’s resources to man the LDCC. This
continues to be a key focus for the Disaster Management Officer moving forward.
The key opportunity identified was building stronger relationships with other regional Council’s
and other stakeholders such as the media and QRA.
Consultation
External Consultation – Community & Stakeholder
Members of the Noosa Local Disaster Management Group
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Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Internal
Disaster management requires a whole of Council approach with many branches having some
input into or responsibility for operations and activities throughout the year.
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer X Director Director
Executive Support Community Development Financial Services
X Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services X Disaster Management
Strategic Land Use Planning Infrastructure Planning, Design
and Delivery
Page 63 of 69
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
9 BUDGET WRAP UP
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ 22.09 – Monthly Financial Performance Report
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 12 December 2019 providing a summary of Council’s financial
performance against the 2018/19 budget.
REPORT
As part of required monthly financial performance reporting against budget, a report was
provided to the 15 July 2019 General Committee meeting outlining Council’s interim financial
performance against budget for the 2018/19 year. Now that the financial statements and annual
report have been completed it is timely that Council is provided with a final summary of financial
performance against budget.
A wrap up report is considered necessary given that often the detail in the financial statements is
different to that reported in the budget reports and includes a number of non-cash adjustments
(i.e. movements in employee liabilities, landfill rehabilitation provisions, Unitywater equity
ownership) that make it challenging to assess Council’s overall performance against budget.
Overall Operating Performance
Operating financial performance relates to the business as usual services provided by Council to
the community and excludes capital related revenue sources in addition to any capital
expenditure. From a financial sustainability perspective achieving an operating surplus reflects
the fact that day to day services are being appropriately funded without degrading cash reserves,
and sufficient cash is also being collected to reflect infrastructure consumption (and as such is
allowing for ongoing future asset renewal via funding of the capital program).
The table below outlines Council’s operating performance against budget once all financial year-
end adjustments were made.
Operating Summary to 30 June 2019
Budget Actual Variance $m
$m $m
Operating Revenue $95.1 $99.2 $4.1
Operating Expense $93.7 $92.1 $1.7
Operating Surplus $1.4 $8.6 $5.7
Operating Surplus Ratio 1.5% 8.7%
Note: Some rounding
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Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
A breakdown of revenue and expense performance against budget will be provided further in this
report. Council has achieved another firm annual financial result which reflects responsible
budget setting, oversight and delivery on behalf of the community.
Council has met the requirements of its financial sustainability policy with respect to the
operating surplus ratio, with the ratio of 11.6% slightly above the 0-10% target range set by
the state government. An accounting change to the treatment of prepaid rates and operating
revenue collected for capital expenditure has contributed to the result being above the target
change.
Operating Revenue
Council received $99 million of its operating revenue compared to the budget of $95 million,
reflecting the prudent budgeting approach adopted to manage any downside revenue risk. A
breakdown on each of Council’s revenue streams is contained in the following table:
Table 1: Operating Revenue Performance by Type
Revenue Type Budget Actual Variance
$m $m $m
Rates $65.3 $66.5 $1.2
Fees $6.4 $7.1 $0.7
Sales $9.3 $9.7 $0.4
Unitywater $5.6 $5.8 $0.2
Interest $2.0 $2.2 $0.2
Other $2.2 $2.5 $0.3
Grants $4.2 $5.4 $1.2
Total $95.1 $99.2 $4.1
Note: Some rounding
Figure 1: Operating Revenue Position by Type (Excluding Rates)
Grants
Other
Interest
YTD Actual ($m)
YTD Budget ($m)
U/water
Sales
Fees
$0.0 $2.0 $4.0 $6.0 $8.0 $10.0 $12.0
Page 65 of 69
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Operating Expenditure
Council spent $92 million on operating expenditure compared to the budget of $94 million for the
full year (98% spend). A breakdown on each of Council’s expenditure sources is outlined below:
Table 2: Operating Expenditure Performance by Type
Revenue Type Budget Actual Variance
$m $m $m
Employees $32.1 $32.0 ($0.1)
Materials $42.3 $38.9 ($3.4)
Finance Costs $2.3 $5.1 $2.8
Depreciation $16.9 $15.8 ($1.1)
Other $0.2 $0.2 $0.1
Total $93.7 $92.1 ($1.7)
Note: Some rounding
Figure 2: Operating Expenditure Position by Type
Other
Depn
YTD Actual ($m)
YTD Budget ($m)
Materials Finance
Staff
$0 $10 $20 $30 $40 $50
Capital Revenue
Recorded capital revenue for Council totalled $7.8m against a budget of $7.4m. A breakdown of
capital revenue items appears in the table below:
Table 3: Capital Revenue Performance by Type
Revenue Type Budget Actual Variance
$m $m $m
Cash Contributions $2.0 $2.2 $0.2
Contributed Assets $2.0 $3.6 $1.6
Grants $3.4 $2.9 ($0.5)
Investment Property Revaluation $- ($0.9) ($0.9)
Total $7.4 $7.8 $0.4
Note: Some rounding
The investment property valuation decrease relates to the annual valuation required for the
Sunrise Shops which is based on a cash flow valuation methodology to comply with accounting
standards. As this is a non-cash movement it is not budgeted nor anticipated each year.
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Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Capital Expenditure
Actual capital expenditure of $26.1m achieved 92% of the total budget of $28.4m. $2m of works
in progress were carried over to the current 2019/20 budget.
Council has achieved an asset sustainability ratio for the 2018/19 year of 132%, above the
state government hurdle of 90%. This means that on average Council was replacing assets at
a faster rate in 2018/19 than they were being consumed.
A breakdown of spend and also completion % per capital program is outlined in the graphs
below:
Figure 3: Capital Expenditure per Program ($’000)
$6,000
$5,000
$4,000
$3,000
$2,000
$1,000
$0
Cemeteries
ICT
Asset Mgt
Canals/Waterways
Community Facilities
Corporate Buildings
Car Parks
Parks/Playgrounds
Libraries
Planning Scheme
Sealed Roads
Bridges
Commercial Property
Holiday Parks
Fleet & Plant
Environmental
Gravel Roads
Pathways
Stormwater
Streetscapes
Public Transport
Figure 4: Capital Expenditure Completion Rate per Program
160%
140%
120%
100%
80%
60%
40%
20%
0%
ICT
Cemeteries
Asset Mgt
Community Facilities
Corporate Buildings
Parks/Playgrounds
Planning Scheme
Canals/Waterways
Car Parks
Libraries
Bridges
Sealed Roads
Commercial Property
Holiday Parks
Fleet & Plant
Gravel Roads
Pathways
Stormwater
Waste
Streetscapes
Public Transport
Transport
Note: Environmental not included as this program included $411k of unbudgeted land purchase
funded from the Environment levy
Page 67 of 69
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Cash and Debt
The graph below shows Council’s cash and debt holdings as at June 2019 compared to the
previous 4 years. Both cash and debt levels decreased during 2018/19 due primarily to the one
off $10 million repayment made on debt inherited at de-amalgamation (noting however that
Council’s net cash position increased by 3.8 million compared to 2017/18).
Council’s net financial liabilities ratio of -13.8% improved from the previous year (-12.6%) and
remains well within the Queensland government benchmark of not greater than 60%.
Given ongoing uncertainty moving forward regarding potential federal and state funding levels for
local government, and climate change implications on Council operations and infrastructure
requirements, it is prudent that capacity is maintained within cash and debt balances to manage
any unexpected (or expected once known) shocks.
Figure 5: Cash and Debt Comparison ($m)
$70
$60
$50
$40
$30
$20
$10
$0
2015
2016
2017
2018
2019
Cash Debt
Previous Council Consideration
Ordinary Meeting, 17 November 2016, Item 2, Page 10
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 11 December 2018 providing a summary of Council’s financial
performance against the 2017/18 budget.
Finance
Refer to the report detail.
Risks & Opportunities
Council’s financial sustainability risks are managed through appropriate financial modelling,
annual build from base budgeting, budget management and via regular reporting of performance
to identify any areas of concern.
Page 68 of 69
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 DECEMBER 2019
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 69 of 69