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2014-08-19 Planning & Organisation Committee Agenda - Pages 102-155
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
CORPORATE SERVICES DEPARTMENT REPORTS
9 CORPORATE SERVICES DEPARTMENT UPDATE
DOCUMENT IN FOR MATI ON
Author Director Corporate Services, Michael Shave
Corporate Services
Index ECM/ Subject/ Internal Departmental Meetings/Corporate Services
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Planning & Organisation
Committee Meeting dated 19 August 2014 providing an update on operations of the Corporate
Services Department.
REPORT
The adopted final organisation structure includes the following sections under the Corporate
Services Department:
Finance;
Revenue Services;
ICT (including Records);
Procurement & Fleet; and
Property & Facilities
Corporate Services primarily provides internal support to the other Council Departments, with the
exception of the property team that deals primarily with land and property management issues.
Staff have been extremely busy over the last 7 months assisting with the establishment of the
new Council in addition to providing services to the organisation and community. Whilst there
were some initial operational system ‘bedding down’ issues in the first few months of operation
due largely to the short implementation window, systems and processes have settled
considerably in recent times due largely to the excellent level of support provided by Council’s
ICT system providers.
The following table provides a brief summary regarding recent achievements, current priorities
and then what is on the agenda moving forward for the Corporate Services Department.
Competing priorities and workloads including dealing with specific de-amalgamation issues has
resulted in this being the first Departmental update provided to Council.
Page 102 of 155
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Section 2
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
CORPORATE SERVICES DEPARTMENT
SECTION RECENT ACHIEVEMENTS CURRENT PRIORITIES LOOKING AHEAD
Finance Completion of 2014/15 budget Loading 2013/14 balance sheet agreed Completion of 2013/14 financial
End of financial year system roll over balances statements for audit
Reconciliation of accrued income and Statutory 2013/14 financial statements Establishment of restricted cash
expenses for 2013/14 financial year end in preparation for audit by Queensland reserves
Co-ordination of carryover of budgets Audit Office Annual report information
for uncompleted works from 2013/14 Loading revaluation data into the Financial Model update
into 2014/15 TechnologyOne (T1) asset register Financial sustainability review to be
Asset revaluations undertaken for roads Development of Departmental KPI’s for undertaken by QTC
& bridges, and land asset classes inclusion into reporting suite Assistance with ongoing internal service
Review of current Council monthly reviews
financial report format Development of a standard reporting
Finalise employee position descriptions suite to include agreed organisational
and performance plans KPI’s
Assistance with implementation of T1
HR module and integration with payroll
and financials
Co-ordination of ongoing quarterly
budget reviews
Enterprise Risk Management
Development of Branch Plan
Revenue Services Revenue Statement and Policy updated Collection of rate revenue peaking Review of current rating structure
for 2014/15 budget around discount day - 15th August Review of overdue rates and setting of
January and July rates levy issued Issue of rates reminder notices early debt recovery policy
successfully September Early adopter and testing of new billing
Rating system data cleansing engine software including rates
modelling program
Development of online presence with
specific focus on search lodgement and
upfront payment portal for casual bin
collection services
Enterprise Risk Management
Development of Branch Plan
Page 103 of 155
Section 3
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
SECTION RECENT ACHIEVEMENTS CURRENT PRIORITIES LOOKING AHEAD
ICT System setup of adopted 2014/15 fees Records keeping integration with T1 to Hosted infrastructure architecture
and charges drive ongoing business efficiencies changes by T1
Technical assistance with the creation of Review of current records system content T1 Human Resources Management
2014/15 license renewal notices indexes module implementation
Delivery of system reporting training Up skilling staff in use of T1 product suite Support of T1 asset mobility systems
internally to key staff Improvement of the mobile version of implementation.
Additional GIS mapping functionality Council’s website T1 property and rating system data
established in T1 hosted infrastructure Development of online casual waste bin cleansing
environment collection process to improve efficiency Development of T1 electronic content
Automation of GIS update tasks achieving Management of ICT asset replacement management system retention schedules
key productivity improvements and lease contracts to reduce costs to meet state archives requirements
Printer trial (allows printed pages to be Improvement and automation of system Development of Information Management
wiped and reprinted) - one of 8 trial infringements processing Strategy and staff training
printers available in Queensland Development of new Art Gallery website Investigating more hosted infrastructure
Negotiated discounts achieved for Improvements in electronic document opportunities including Office 365 and
Autocad and T1 software licensing management processes Amazon workspaces to further maximise
Free ICT hardware trial organised for Dell Finalise employee position descriptions system efficiencies
and Cisco programs and performance plans Enterprise Risk Management
Additional MapInfo GIS software Development of Branch Plan
negotiated under current licensing
agreement at no cost
Procurement & Fleet Operational consolidation of the stores / Implement fleet review action plan Further rationalisation of inventory to only
inventory function into the fleet office / including T1 fleet system development carry fast moving inventory items
store area at the Noosaville depot Some further consolidation of the leased necessary for operational needs
Consolidation and rationalisation of vehicle fleet as necessary for operational Reviewing existing vehicle lease
leased fleet vehicles to align with requirements arrangements to minimise cost impacts
operational needs Replacement of the beach cleaner & Replacement of plant & equipment
Fleet & plant replacement maintenance repair vehicle identified in the fleet review condition
Fleet approval now required for any Monitor slow moving stock items to assessment
excess fleet maintenance expenditure determine required inventory levels Monitor service schedules, tyre
Negotiations undertaken with the lease Large contestable electricity sites & street replacements and fleet & pant utilisation.
companies to review the existing contract lighting accounts consolidated & bundled Small electricity sites to be consolidated &
arrangements and identify future possible with Local Buy electricity contracts reviewed
savings Finalise employee position descriptions Payments & reporting to be simplified
Electricity account consolidation and performance plans Enterprise Risk Management
Development of Branch Plan
Page 104 of 155
Section 4
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
SECTION RECENT ACHIEVEMENTS CURRENT PRIORITIES LOOKING AHEAD
Property & Facilities Commercial use of Community Land T1 property module (Leasing) Issuing invoices for commercial use of
Policy finalised enhancements to improve efficiency community land
Purchase of 1201 Pomona Kin Kin Rd Development of Council busking policy Development of online application forms
land Community tenure policy development Noosa River marine facility leases
Various commercial leases renewed underway in conjunction with Enterprise Risk Management
and under negotiation Community Services Development of Branch Plan
Community lease register established in Negotiations regarding potential transfer Capital projects delivery
T1 property module, with invoices of licence to Noosa District Landcare
generated Coordinate submission on the
Annual footpath trading permit fees Queensland State land - strengthening
issued our economic future discussion paper
North Shore land tenure arrangements
Finalise employee position descriptions
and performance plans
Page 105 of 155
Section 5
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
Executive Office X Corporate Services
Community Engagement X Finance
Customer Service X ICT
Executive Support X Procurement & Fleet
Governance X Property & Facilities
Human Resources X Revenue Services
Page 106 of 155
Section 6
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
10 ENTERTAINMENT AND HOSPITALITY EXPENDITURE POLICY
DOCUMENT IN FOR MATI ON
Author Director Corporate Services, Michael Shave
Corporate Services
Index ECM/ Governance and Executive / Policies Administration
Attachments 1. Entertainment and Hospitality Expenditure Policy
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Planning & Organisation
Committee Meeting dated 19 August 2014 and:
A. Rescind the existing Entertainment and Hospitality policy that transferred to Council from
the Sunshine Coast Regional Council under the Local Government (De-amalgamation
Implementation) Regulation 2013; and
B. Adopt the new Entertainment and Hospitality Expenditure policy provided at Attachment 1
to the report.
REPORT
Section 196 of the Local Government Regulation 2012 (the regulation) requires Council to
prepare and adopt a policy about the local government’s spending on entertainment or
hospitality.
As part of the de-amalgamation process, the Sunshine Coast Regional Council’s (SCRC)
Entertainment and Hospitality policy transferred to Noosa Council. The SCRC policy is written to
complement that Council’s specific operational requirements. Inherited policies have been
progressively reviewed to ensure that they align with Noosa Council’s specific operational
requirements and cultural values.
The use of ratepayer funds for entertainment and hospitality requires tight guidelines to ensure
that expenditure is appropriate and meets the public interest test. The regulation provides
specific examples of what is considered reasonable expenditure on entertainment and hospitality
as part of normal Council business.
The policy in Attachment 1 has been framed in accordance with the examples contained in the
regulation, and benchmarked against other similar policies for a number of other Councils in
Queensland for consistency.
Previous Council Consideration
Nil.
Page 107 of 155
Section 7
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Finance & Risk
Failure to adopt an Entertainment and Hospitality policy by a Council would result in non-
compliance with the regulation, which requires money to be spent on entertainment or hospitality
in a way that is consistent with a Council’s entertainment and hospitality policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The Chief Executive Officer and Governance Project Officer were consulted in the preparation of
the revised policy.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office X Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
X Governance Property & Facilities
Human Resources Revenue Services
Page 108 of 155
Section 8
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 1
Page 109 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 1
me yy NOOSA Council Policy
@ | COUNCIL ENTERTAINMENT
AND HOSPITALITY
EXPENDITURE
Corporate Plan Reference: A sustainable Council
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Director Corporate Services
POLICY BACKGROUND
Section 196 of the Local Government Regulation 2012 (the regulation) requires Council to prepare
and adopt a policy about the local government’s spending on entertainment or hospitality.
The purpose of this policy is to provide clarity and direction to Councillors and staff regarding
reasonable and appropriate expenditure on entertainment and hospitality, and to ensure legislative
and community standards are met.
This policy applies to all entertainment and hospitality arrangements undertaken by Councillors
and Council officers.
COUNCIL POLICY
General Principles
The Local Government Regulation 2012 provides examples of spending on entertainment and
hospitality. Examples include:
a) Entertaining members of the public in order to promote a Council project or initiative.
b) The provision of food or beverages by Council:
° to a person visiting Council in an official capacity;
° for a conference, course, meeting, seminar, workshop or other forum held by Council
for Councillors, Council officers or other persons;
Cc) Paying for a Councillor or Council officer to attend a function as part of the Councillor's, or
Officer’s official duties or obligations.
Entertainment and hospitality expenditure will be considered appropriate if it meets the following
criteria:
e itis considered reasonable and cost effective;
e it can be supported by a specific approved budget allocation;
e itis able to withstand public scrutiny;
e itis for official purposes; and
e It complies with legal, financial, audit and ethical requirements.
Page 1 of 3
Page 109 of 155Section 9
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 110 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY —- ENTERTAINMENT & HOSPITALITY EXPENDITURE
Entertainment and hospitality expenditure must be pre-authorised. Council officers must not
authorise their own entertainment and hospitality expenditure. Expenditure by the Chief Executive
Officer (CEO) must be authorised by the Mayor. Expenditure by a Director or the Executive
Manager must be authorised by the CEO or nominee. Expenditure by a Manager or officer must be
authorised by the CEO, relevant Director / Executive Manager or Manager respectively.
Officers incurring and authorising the expenditure must demonstrate that the expenditure will
benefit Council and has been authorised for official purposes.
Expenditure deemed by this Policy to be inappropriate or unreasonable must be repaid to Council
within 21 days (3 weeks) of being notified.
Entertainment and hospitality expenditure must be properly documented and accounted for so as
to satisfy audit, legislative and reporting requirements.
Entertainment and Hospitality Expenditure
Entertainment and hospitality expenditure includes entertaining visitors (where the Council has an
interest in, or a specific obligation towards, facilitating the visit) such as intrastate, interstate and
overseas delegates, representatives of business, industry, recognised community organisations,
and other levels of Government. Such entertainment and hospitality should not be a substitute for
meetings as part of normal Council business. Attendees must ensure that there is no conflict of
interest or breach of the Employees’ Code of Conduct by their attendance or participation.
Council will meet the cost of food and drinks provided to Council officers but generally only in the
following circumstances:
e A light meal may be provided for officers who are required to work during a meal time and an
alternative meal break is not available. This includes committee and working group meetings,
conferences, seminars and training sessions where the cost is met by the Council;
e If an officer is required to attend a meeting or other function attended by external persons
where food and drink may be provided for all attendees, provided it is in accordance with this
policy.
Other types of expenses considered reasonable as official expenditure include:
1. Tea / coffee or similar for official visitors;
2. Breakfast / lunch / dinner for official visitors;
3. Light refreshments for internal meetings, conferences, workshops, seminars and other
business purposes approved by relevant Director / CEO;
4. Charges for attendance at official functions;
5. Employer reward and recognition presentations, such as recognition of Council officers for
above and beyond achievement;
6. Visits by overseas delegates;
7. Annual Christmas celebrations;
8. Other specific celebrations authorised by the CEO (including social club events); and
9. Civic Functions and receptions.
The number of staff attending official functions should be kept to a minimum and should only
include those who will be able to advance Council business by their attendance. Expenditure
should not be incurred for attendance of partners except when the prior approval of the Mayor in
the case of Councillors and the CEO in relation to officers has been obtained.
Noosa Council Page 2 of 3
Page 110 of 155Section 10
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 111 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY —- ENTERTAINMENT & HOSPITALITY EXPENDITURE
Alcohol Provision and Consumption
Alcohol may only be provided at an official Council function if it has been approved prior to the
function by the Mayor, CEO or their nominee. Alcohol must not be provided during meetings or
training courses provided by the Council, unless approved by the CEO or nominee.
Alcoholic drinks may not be provided for officers except where the officer attends a function at
which alcoholic drinks are provided for other persons under this policy. As officers at such a
function represent the Council they must consume alcohol in a responsible manner.
Unreasonable and Inappropriate Expenditure
Examples of expenditure which is generally considered not to be reasonable and appropriate and
therefore to be treated as private expenditure include:
e Tips or gratuities;
e Alcoholic drinks;
e Stocking of bar fridges (unless otherwise approved by the Mayor or CEO);
e Mini bar expenses; and
e Morning or afternoon tea outside of Council premises (attended only by Council officers).
ROLES AND RESPONSIBILITIES
The following responsibilities apply to all Councillors and Council officers:
e Be aware of and comply with this Policy;
e Ensure the expenditure is appropriate and would pass the public accountability test;
e Report suspected breaches of policy in accordance with the Employee Code of Conduct;
e A tax invoice must be obtained for all costs, and fringe benefits tax declarations must be
completed. Where a tax invoice cannot be provided, the Council officer incurring the expense
must provide a detailed list of items of expenditure, together with a statutory declaration
certifying that the expenditure was incurred for official purposes; and
e Ensure all expenditure for entertainment and hospitality is correctly recognised in the financial
system to ensure reporting obligations are fulfilled.
RELEVANT LEGISLATION
Local Government Act 2009
Local Government Regulation 2012
Version control
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
I Nichae /
Noosa Council Page 3 of 3
Page 111 of 155Section 11
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Finance
11 BUDGET REVIEW FOR CARRYOVER FROM 2013/14 INTO 2014/15
DOCUMENT IN FOR MATI ON
Author Manager Financial Services, Wayne Jensen
Corporate Services Department
Index ECM/ Subject/ 7.06 – 2014/2015 Budget
Attachments 1. Proposed Carryover Requests
2. Revised Budget Financial Statements
EXECUTIVE SUMMARY
The Local Government Act 2009 and Regulations require Council to undertake regular reviews of
the adopted budget to ensure it remains reflective of planned activities to be funded through the
budget period. At the close of each financial year, any uncompleted projects are considered for
possible carryover into the subsequent budget year.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Planning & Organisation
Committee Meeting dated 19 August 2014 and approve:
A. The proposed carryovers from the 2013/14 financial year to the 2014/2015 financial year as
outlined in the carryover requests as set out in Attachment 1 to the report; and
B. The consequential changes to the budget for those carryovers for the 2014/2015 financial
year as outlined in Budget Financial Statements as set out in Attachment 2 to the report.
REPORT
Section 170 (3) of the Local Government Regulation 2012 allows Council, by resolution, to
amend the budget for a financial year at any time before the end of the financial year.
Along with regular quarterly reviews of the adopted budget, in October, January and April of each
year, a full review of uncompleted projects is undertaken in July to consider the carryover of
these projects into the following budget year. To qualify for consideration, there must be an
operating surplus, and there must also be sufficient funds from the original project budget to
complete the works in the new financial year.
Generally, there is no carryover of operational funding unless there is a contractual obligation;
specific funding from operational grants; or a Council resolution.
1. Operating Carryovers Proposed
Attachment 1 shows all of the proposed carryovers, and includes $37,545 in operational
carryovers. This includes two projects funded from operational grants; one project identified in a
specific Council resolution; and one project funded from external contributions.
Page 112 of 155
Section 12
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
2. Capital Project Carryovers Proposed
There is a total of $1,264,000 in proposed capital project carryovers, relating to 19 individual
projects, ranging in value from $10,500 to $430,800. Attachment 1 provides a detailed
explanation as to the reasons why these projects were not completed and/or the extent of works
to be undertaken.
Previous Council Consideration
There were changes made to the original 2013/2014 budget by resolution at the Ordinary
Meeting held 29 May 2014, following consideration at the General Committee held 26 May 2014.
Finance & Risk
Operating carryovers will impact on the operational budget through the inclusion of expenditure
($37,545) without any additional revenue, with the funds having been received during the
2013/2014 financial year.
Capital carryovers do not impact on the operating position, and nor will they impact on the
forecast financial position, as the projects were initially anticipated to be complete by 30 June
2014.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountants have been in contact with all areas of Council.
Departments/Sections Consulted:
x Community Services x Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
x Executive Office x Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 113 of 155
Section 13
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 1
Page 114 of 155
ATTACHMENT 1
BUDGET REVIEW 1
July 2014
$ 1,301,545.45 Total Carryover Requests
Project Amount Capital / Funding Source pyri N
Operating
a Se Sa
Respite - Community 10,000.00] Operating [Constrained Funds - Grant received 29 May 2014 - One-Off Community Care Funding Service
P| SS Ee arene
Disaster Management - 11,000.00} Operating [Constrained Funds - SCC Grant carried over added at BR4 CD013 $19k 13/14. Expense 2013/14
31 January 2015
SS
Environmental Services 4,545.45] Operating |Unspent funds Cost NC0002468 Tree Solutions Australia Pty Ltd $5,000 Purchase order for Fire
17/6/2014 page 75. Adopted Resolution
(CEO) - Health & 12,000.00] Operating Brett's Prize Money. Pelican Brief Edition 10 June 2014..."Best of all, my participation won our
Wellness Program Invoice to LGAQ Council $12,000 which will be used to promote a health and wellness
24/06/14 paid program for our staff. | am still thinking about how best to use the prize to
Sas [ | a oe
22/7/2014 benefit everyone and would welcome you ideas."
Forward design for 10,500.00 Capital Unexpended capital Delays have occurred from the contractor in finalising the inspections and
Noosa Parade Munna 185,100.00 Capital Unexpended capital The remaining 13/14 funds are required to complete the final design and
Point Bridge - budget rehabilitation works that will be undertaken the 14/15 program.
Investigations and
interim
Gympie Terrace and 37,100.00 Capital Unexpended capital Delays have occurred due to the finalisation of required works and the
William Street budget associated dispute with the old Jetty site.
Revetment wall and
| =e
pathway
Noosa Waters 47,000.00 Capital Unexpended capital This project is staged and aligned to a contract with any remaining funds
Stage 2a
Peregian Surf Club 14,800.00 Capital Unexpended capital Project was delayed due to the proposed master plan work and will be
Public Amenities - budget required to assist in funding the master plan and design of the new public
Planning & Design amenities block.
Noosa Nth Shore 11,700.00 Capital Unexpended capital The remaining funds from this project will be utilised to assist with the
Holiday Park - budget upgrade to the Boreen Point holiday park septic system in the 14/15
Upgrade Septic program.
treatment
budget Incl. ECM; Casual waste payments; Ci Anywhere implementation
Pomona State School 43,400.00 Capital Unexpended capital Project was deferred to 14/15 to support TIDS program.
Station Street Pathway budget
improvements
SE
Weyba Creek 19,600.00 Capital Unexpended capital Project put on-hold due to Bridge Crew committed to Beach access 49.
Stage 1
Gibson Road 430,800.00 Capital Unexpended capital Delays incurred due to design and required lighting design.
(Eumundi Noosa Rd to budget
Thomas St) - On road
cycle
Sunshine Beach State 20,700.00 Capital Unexpended capital Works commenced towards end of 13/14 and continued into early 14/15.
School Safety budget
Se
Improvements2
Sealed Road Pavement 51,600.00 Capital Unexpended capital Delays in invoicing from contractor and combined with remaining funds to
Investigations
Gympie Terrace Pipe 11,300.00 Capital Unexpended capital Remaining funds of the 13/14 project have been identified to assist with
Rehabilitation - budget the 14/15 rehabilitation works.
Investigation & Design
=e SS
Seaview Ck - open 44,700.00 Capital Unexpended capital Delays were incurred with the final design and suitable timeframes for
Forward Planning for 30,800.00 Capital Unexpended capital Delays in undertaking design work due to appointing designers. Work is
Streetscape and Road budget underway with all design positions being filled and ongoing. This project
Corridor improvement will be used for planning and design for 15/16 projects.
Page 114 of 155Section 14
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 115 of 155
Project Amount orTelit1 Funding Source Dye Ey
Operating
Eenie Creek Road / 19,300.00 Capital Unexpended capital Delays incurred with engaging design consultant. Works have commenced
Langura Street budget with line marking and green treatment yet to be applied.
Intersection safety
upgrade
Eenie Creek Road / 24,100.00 Capital Unexpended capital Delays incurred with engaging design consultant. Works have commenced
Walter Hay Drive budget with line marking and green treatment yet to be applied.
Intersection safety
upgrade
|
Weyba Road Reef 118,500.00 Capital Unexpended capital Following more complaints and further investigation a redesign is being
ee = ee
Improvements - PIP
Noosa Junction 14,900.00 Capital Unexpended capital To reduce costs project was delayed until internal designers could complete
Frontage
Page 115 of 155Section 15
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 2
Page 116 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 2
F SINC ROO ON On ie eS
a
FINANCIAL STATEMENTS
2014/2015
BUDGET REVIEW 1
CARRYOVERS
Page 116 of 155Section 16
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 117 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
Annual Result - Total Council Budget
2015 PAHs) 2017 2018 2019 2020 2021 YL 2023 yA Z
Statement of Comprehensive Income $,000 $,000 eA) $,000 $,000 $,000 $,000 $,000 $,000 PA
Revenue
Recurrent revenue
Net rates, levies and charges 60,515 62,402 64,346 66,349 68,413 70,361 72,362 74,420 76,534 78,707
Fees and charges 9,577 9,817 10,062 10,314 10,572 10,809 11,053 11,301 11,556 11,816
Rental income 1,114 1,141 1,170 1,199 1,229 1,257 1,285 1,314 1,344 1,374
Interest received 4,467 4,602 4,817 5,058 5,234 5,550 5,760 6,004 6,260 6,547
Other income 4,708 4,826 4,946 5,070 5,197 5,314 5,433 5,555 5,680 5,808
Grants, subsidies, contributions and donations §,322 5,455 5,591 5,731 5,874 6,006 6,141 6,280 6,421 6,565
Total recurrent revenue 85,702 88,243 90,933 93,721 96,518 99,297 102,035 104,874 107,795 110,818
Capital revenue
Grants, subsidies, contributions and donations 4,588 1,500 3,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500
Total revenue 90,291 89,743 94.433 100,221 103,018 105,797 108,535 111,374 114,295 117,318
Capital income
Total capital income 427 - - - - - - - - -
Total income 90,718 89,743 94,433 100,221 103,018 105,797 108,535 111,374 114,295 117,318
Expenses
Recurrent expenses
Employee benefits 27,743 27,507 28,195 29,001 29,726 30,573 31,335 32,228 33,031 33,972
Materials and services 33,216 34,008 34,859 35,730 36,623 37,447 38,290 39,151 40,032 40,933
Finance costs 2,525 2,453 2,279 2,099 1,909 1,710 1,491 1,262 1,018 760
Depreciation and amortisation 17,523 17,983 18,274 18,540 18,808 19,106 19,382 19,569 19,772 19,775
Other expenses 4,674 4,791 4,910 5,033 5,159 5,275 5,394 5,515 5,639 5,766
Total recurrent expenses 85,681 86,743 88,516 90,403 92,224 94,110 95,891 97,724 99,492 101,205
Net result 5,036 3,000 5,916 9,818 10,794 11,686 12,643 13,650 14,803 16,113
Operating result
Recurrent revenue 85,702 88,243 90,933 93,721 96,518 99,297 102,035 104,874 107,795 110,818
Recurrent expenses 85,681 86,743 88,516 90,403 92,224 94,110 95,891 97,724 99,492 101,205
Operating result 21 1,500 2,416 3,318 4,294 5,186 6,143 7,150 8,303 9613
Page 117 of 155Section 17
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 118 of 155
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
Annual Result Budget [Forecast
2015 PAT) 2017 2018 2019 2020 2021 Ply y3 yA) 2024
Statement of Financial Position $,000 $,000 SAT $,000 EAT SAT SAY Aue $,000 $,000
Assets
Current assets
Cash and cash equivalents 33,797 32,852 32,631 34,712 36,684 39,767 43,856 48,154 53,378 58,979
Trade and other receivables 11,626 11,942 12,333 12,702 13,081 13,402 13,807 14,184 14,572 14,929
Inventories 101 101 101 101 101 101 101 101 101 101
Total current assets 45,525 44,895 45,065 47,515 49,867 53,271 57,764 62,440 68,051 74,010
Non-current assets
Investments 60,978 60,978 60,978 60,978 60,978 60,978 60,978 60,978 60,978 60,978
Property, plant & equipment 962,692 987,054 1,014,625 1,044,329 1,075,503 1,106,371 1,137,806 1,170,334 1,203,600 1,238,004
Other non-current assets 2,928 3,399 3,090 2,595 2,065 2,049 1,718 1,463 1,038 774
Total non-current assets 1,026,598 1,051,431 1,078,693 1,107,902 1,138,546 1,169,398 1,200,503 1,232,775 1,265,617 1,299,756
Total assets 1,072,123 1,096,327 1,123,758 1,155,417 1,188,413 1,222,669 1,258,266 1,295,215 1,333,668 1,373,766
Liabilities
Current liabilities
Trade and other payables 4,164 4,252 4,370 4,483 4,594 4,691 4,812 4,927 5,041 5,147
Borrowings 2,802 2,976 3,156 3,346 3,545 3,764 3,993 4,237 4,495 4,772
Provisions 1,023 1,023 1,023 1,023 1,023 1,023 1,023 1,023 1,023 1,023
Total current liabilities 7,989 8,252 8,549 8,852 9,162 9,478 9,828 10,187 10,559 10,942
Non-current liabilities
Borrowings 35,976 33,000 29,844 26,498 22,953 19,189 15,195 10,959 6,464 1,691
Provisions 2,747 2,747 2,747 2,747 2,747 2,747 2,747 2,747 2,747 2,747
Total non-current liabilities 38,723 35,747 32,591 29,245 25,700 21,936 17,942 13,706 9,211 4,439
Total liabilities 46,712 43,999 41,140 38,097 34,862 31,414 27,771 23,893 19,769 15,381
Net community assets 1,025,411 1,052,328 1,082,618 1,117,320 1,153,551 1,191,256 1,230,496 1,271,322 1,313,898 1,358,385
Community equity
Asset revaluation surplus 204,592 228,510 252,883 277,768 303,205 329,223 355,819 382,995 410,769 439,143
Retained surplus 820,818 823,818 829,734 839,552 850,346 862,033 874,676 888,326 903,129 919,242
Total community equity 1,025,410 1,052,328 1,082,617 1,117,320 1,153,551 1,191,255 1,230,495 1,271,322 1,313,898 1,358,385
Page 118 of 155Section 18
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 119 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
Annual Result Budget
2015 PATS yA PAT} 2019 2020 Pye Pip) 2023 ylye.)
Statement of Cash Flows $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000
Cash flows from operating activities
Receipts from customers 66,362 73,829 75,994 78,319 80,680 82,968 85,181 87,561 89,969 92,482
Payments to suppliers and employees (62,784) (66,460) (68,088) (69,893) (71,638) (73,440) (75,139) (77,021) (78,831) (80,806)
Dividend received 2,841 2,912 2,984 3,059 3,136 3,206 3,278 3,352 3,427 3,504
Interest received 4,467 4,602 4,817 5,058 5,234 5,550 5,760 6,004 6,260 6,547
Rental income 1,067 1,139 1,167 1,197 1,227 1,255 1,283 1,312 1,341 1,372
Non-capital grants and contributions 5,101 5,445 5,579 5,719 5,862 5,997 6,129 6,268 6,409 6,555
Borrowing costs (2,235) (2,211) (2,037) (1,857) (1,667) (1,468) (1,249) (1,020) (776) (518)
Net cash inflow from operating activities 14,819 19,257 20,417 21,602 22,834 24,068 25,243 26,457 27,800 29,137
Cash flows from investing activities
Payments for property, plant and equipment (23,148) (18,032) (20,932) (22,765) (23,915) (23,290) (23,540) (24,315) (24,740) (25,440)
Payments for intangible assets (790) (867) (230) (100) (100) (650) (350) (350) (100) (100)
Proceeds from sale of property, plant and equipm 427 - - - - - - - - -
Grants, subsidies, contributions and donations 4,588 1,500 3,500 6,500 6,500 6,500 6,500 6,500 6,500 6,500
Other cash flows from investing activities (2,230) - - - - - - - - -
Net cash inflow from investing activities (21,154) (17,399) = (17,662) = (16,365) = (17,515) = (17,440) = (17,390) (18,165) (18,340) (19,040)
Cash flows from financing activities
Proceeds from borrowings 794 - - - - - - - - -
Repayment of borrowings (2,626) (2,802) (2,976) (3,156) (3,346) (3,545) (3,764) (3,993) (4,237) (4,495)
Net cash inflow from financing activities (1,832) (2,802) (2,976) (3,156) (3,346) (3,545) (3,764) (3,993) (4,237) (4,495)
Total cash flows
Net increase in cash and cash equivalent held (8,167) (945) (221) 2,081 1,972 3,083 4,088 4,298 5,224 5,602
Opening cash and cash equivalents 41,964 33,797 32,852 32,631 34,712 36,684 39,767 43,856 48,154 53,378
Closing cash and cash equivalents 33,797 32,852 32,631 34,712 36,684 39,767 43,856 48,154 53,378 58,979
Page 119 of 155Section 19
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 120 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
Annual Result Budget
rly Ee) 2016 rls PAIK :} 2019 2020 2021 rly) 2023 Ply}
Statement of Changes in Equity $,000 $,000 $,000 $,000 $,000 SailY $,000 $,000 $,000 $,000
Asset revaluation reserve
Opening balance 181,256 204,592 228,510 252,883 277,768 303,205 329,223 355,819 382,995 410,769
Net result na na na na na na na na na na
Increase in asset revaluation surplus 23,336 23,917 24,373 24,885 25,437 26,018 26,597 27,176 27,773 28,374
Internal payments made na na na na na na na na na na
Internal payments received na na na na na na na na na na
Closing balance 204,592 228,510 252,883 277,768 303,205 329,223 355,819 382,995 410,769 439,143
Retained surplus
Opening balance 815,781 820,818 823,818 829,734 839,552 850,346 862,033 874,676 888,326 903,129
Net result 5,037 3,000 5,916 9,818 10,794 11,686 12,643 13,650 14,803 16,113
Increase in asset revaluation surplus na na na na na na na na na na
Closing balance 820,818 823,818 829,734 839,552 850,346 862,033 874,676 888,326 903,129 919,242
Total
Opening balance 997,038 1,025,410 1,052,328 1,082,617 1,117,320 1,153,551 1,191,255 1,230,495 1,271,322 1,313,898
Net result 5,037 3,000 5,916 9,818 10,794 11,686 12,643 13,650 14,803 16,113
Increase in asset revaluation surplus 23,336 23,917 24,373 24,885 25,437 26,018 26,597 27,176 27,773 28,374
Closing balance 1,025,410 1,052,328 1,082,617 1,117,320 1,153,551 1,191,255 1,230,495 1,271,322 1,313,898 1,358,385
Page 120 of 155Section 20
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 121 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
| AnnualResuit | Budget PO Frecast
2015 2016 yA rAU Es} 2019 2020 2021 2022 2023 2024
Financial Sustainability Ratios $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000 $,000
Operating Surplus Ratio 0.0% 1.7% 2.7% 3.5% 44% 5.2% 6.0% 6.8% 7.7% 8.7%
Net Financial Liabilities Ratio 1.4% -1.0% -4.3% -10.0% -15.5% -22.0% -29.4% -36.8% -44.8% -52.9%
Asset Sustainability Ratio 100.0% 96.8% 102.8% 98.9% 104.0% 99.1% 99.0% 101.8% 102.5% 105.2%
Operating Surplus Ratio
Measures the extent to which revenues raised cover operational expenses
only or are available for capital funding purposes or other purposes.
Calculation: Net result divided by total operating revenue, expressed as a %.
Target: between 0% and 10%
Net Financial Liabilities Ratio
Measures the extent to which the net financial liabilities of Council can
be repaid from operating revenues.
Calculation: (total liabilities less current assets) divided by
total operating revenue, expressed as a %.
Target: not greater than 60%.
Asset Sustainability Ratio
This ratio reflects the extent to which the infrastructure assets managed by Council
are being replaced as they reach the end of their useful lives.
Calculation: capital expenditure on the replacement of infrastructure assets
(renewals) divided by depreciation expense, expressed as a %.
Target: greater than 90%.
Page 121 of 155Section 21
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 122 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Noosa Shire Council
2014/15 Budget Statements
For the period ending 30 June
PEE}
2014/15 REVISED
Bridges 2,466 2,661
Cemeteries 13 13
Coastal, Canals and Waterways 1,505 1,589
Community Facilities 878 892
Corporate buildings 90 90
Environmental Assets, bushland tracks & Trails 289 289
Fleet - Plant Replacement 1,735 1,735
Gravel Road Network 410 410
Holiday Parks 135 147
Information Technology 525 653
Parks & Playgrounds 334 334
Pathways & Enabling Facilities 1,820 2,335
Planning Scheme 265 265
Public Transport Infrastructure 696 696
Sealed Road Network 7,840 7,892
Sports Grounds & Facilities 28 28
Stormwater Drainage 2,340 2,396
Streetscapes and Road Corridor 170 201
Transport and Infrastructure Management 345 522
Waste Management 194 194
Total Capital works Program 22,677 23,941
Page 122 of 155Section 22
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
12 FINANCIAL PERFORMANCE REPORT JULY 2014
OCUMENT IN FOR MATI ON
Author Manager Financial Services, Wayne Jensen
Corporate Services Department
Index 22.09 – Monthly Exception Report
Attachments 1. Statement of Comprehensive Income
2. Capital Works Schedule
EXECUTIVE SUMMARY
Overall financial performance as at 31 July 2014 shows a favourable variance, but it is difficult to
make predictions this early in the year. There have been a number of accounting adjustments to
cater for payments made in July that relate to the previous financial year; and a review of projects
not completed within the 6-month budget period that should be carried forward into 2014/15.
RECOMMENDATION
That Council note the report by the Manager Financial Services to the Planning & Organisation
Committee Meeting dated 19 August 2014 providing the July monthly financial report.
REPORT
The purpose of this report is to provide a commentary on the budget performance of Council for
the month of July, to highlight areas of significance, and to flag potential areas of concern or risk.
It is noted that the first half-yearly notices for rates were issued in July, and that payments have
been received, generally in accordance with expectations. The discount period for early payment
closes on 15 August, and historically, approximately 85% of ratepayers take advantage of this
5% reduction.
1. Operating Revenue
Operating revenue overall shows a favourable variance against budget, with key areas
highlighted below:
Net Rates and Utility Charges – generally in accordance with budget estimates apart from
discounts allowed. More people have paid in July than was originally estimated, but this is
not expected to impact on the overall budget position.
Fees and Charges – application fees are showing a favourable variance at this early stage of
the year, though it is too early to make predictions on the full-year budget position.
Interest Received – interest received from investments is generally in accordance with budget
estimates with only minor variances to date.
Grants and Subsidies (Operating) – generally in accordance with budget estimates.
Other Revenue – proceeds from the sale of recyclables is showing a favourable variance, but
otherwise most areas are performing in accordance with budget estimates.
Page 123 of 155
Section 23
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
2. Operating Expenses
Operating expenses overall show a favourable variance against budget, with key areas
highlighted below:
Employee costs – the majority of areas are performing in accordance with budget forecasts,
however the minor restructure associated with service reviews undertaken has resulted in
some employee payments which has resulted in a variance for July. The budget will be
reviewed in October to account for savings that will offset these up-front payments.
Materials and Services – there is a favourable variance shown for July, which has generally
been attributed to the end-of-financial year and seasonal factors.
Finance Costs – no significant variances shown.
Other Expenses – generally in accordance with budget.
3. Capital Works
Expenditure on capital works, as shown in the Capital Works Schedule, has been primarily
focused on completing projects carried forward from 2013/14 (refer separate report to this
meeting), with the major focus for the 2014/15 program being on design works. This report is
for information only, and provides a summary of expenditure recorded against the projects.
4. Investment Performance
The total interest yield for the month of July was $112,771, which represents a weighted
average return of 3.14%, and compares favourably with the industry benchmark (UBS Bank
Bill Index) of 2.73%. The investment portfolio was held 100% with A1+ rated agencies, as
shown in the following graph:
QTC Westpac CBA
11%
22%
67%
Previous Council Consideration
Nil
Page 124 of 155
Section 24
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Finance & Risk
All areas of Council will continue to be closely monitored to ensure current budgets are managed
appropriate to agreed service levels. A full review will be undertaken in October to account for
issues and variances that arise.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
All business areas of Council are consulted as part of the regular monitoring of budget
performance.
Departments/Sections Consulted:
x Community Services x Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
x Executive Office x Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
Page 125 of 155
Section 25
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA ATTACHMENT
19 AUGUST 2014 1
Page 126 of 155
ATTACHMENT 1
Noosa Council
Statement of Comprehensive Income
For the Year Ended 30 June 2015
As at 31-Jul-2014
Budget Budget Actual Percentage
2015 YTD YTD Annual Budget
$ $ $ %
Revenue
Recurrent Revenue
Rates, levies and charges 60,515,037 30,417,644 30,354,313 50%
Fees and charges 9,577,348 1,138,330 1,310,632 14%
Rental income 1,113,628 81,447 69,165 6%
Interest received 4,467,000 111,417 100,873 2%
Sales revenue - - -
Profit from investments - - -
Other income 4,708,548 135,061 120,330 3%
Grants, subsidies, contributions and donations 5,289,209 531,855 554,766 10%
85,670,769 32,415,753 32,510,080 38%
Expenses
Recurrent Expenses
Employee benefits 27,826,691 2,084,485 2,228,664 8%
Materials and services 33,178,904 2,306,982 1,355,819 4%
Finance costs 2,524,711 230,393 223,209 9%
Depreciation and amortisation 17,523,468 1,460,289 1,460,289 8%
Other expenses 4,673,696 722,416 694,310 15%
85,727,470 6,804,564 5,962,291 7%
Operating Result (56,700) 25,611,189 26,547,789
Capital Revenue
Capital contributions and donations 1,875,501 156,292 193,481 10%
Grants, subsidies, contributions and donations 2,810,000 180,583 29,000 1%
Capital Expenses
Capital Expenses - - -
Net Result 4,628,800 25,948,064 26,770,271
Other Comprehensive Income
Increase / (decrease) in asset revaluation surplus - - -
Other capital revenue 427,000 - - 0%
Total Other Comprehensive Income 427,000 - -
Total Comprehensive Income 5,055,800 25,948,064 26,770,271
Page 126 of 155Section 26
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 2
Page 127 of 155
Noosa Council
Capital Works Schedule
As at: 31-Jul-2014
Whole of Shire - annual bridge inspect 20,000 20,000 0 0.00%
Noosaville - Munna Point Bridge Stage 2 1,401,000 1,401,000 0 0.00%
Total Bridges 1,421,000 1,421,000 0 0.00%
David Low Way, Beach Access 49 refurbishment 0 0 400 0.00%
Gympie Terrace and William Street Revetment wall and pathway 0 0 1,133 0.00%
Noosa Dog Beach SEMP Coastal monitoring 0 0 2,011 0.00%
Noosa Waters revetment walls - Stage 2a 0 0 91,872 0.00%
Noosaville - Gympie Tce / Williams St 40,000 40,000 0 0.00%
Sunshine Beach - beach access 35 65,000 65,000 0 0.00%
Teewah Beach - southern dunal restore 20,000 20,000 0 0.00%
Noosaville - Gympie Tce Foreshore 80,000 80,000 0 0.00%
Noosa Main Beach - Sand pumping pipe 50,000 50,000 0 0.00%
Noosa Waters - scour protection stage 2b 1,250,000 1,250,000 0 0.00%
Total Coastal Canals and Waterways 1,505,000 1,505,000 95,417 6.34%
Pomona Cemetery - niche wall 7,500 7,500 0 0.00%
Tewantin Cemetery - concrete beam 5,500 5,500 0 0.00%
Total Cemeteries 13,000 13,000 0 0.00%
Noosa Leisure Centre — design and detail 10,000 10,000 0 0.00%
Kookaburra Park Public Amenities 55,000 55,000 0 0.00%
Mill Place Boiler House - stage 2 100,000 100,000 0 0.00%
Noosa Aquatic Centre - pool cleaner 20,000 20,000 0 0.00%
Noosa Leisure Centre - concertina door 25,000 25,000 0 0.00%
Noosa Library and NLC Plumbing 40,000 40,000 0 0.00%
Sunshine Beach Skate Park - block wall 22,500 22,500 0 0.00%
Whole of Shire - community light poles 155,000 155,000 0 0.00%
Whole of Shire- public toilet / sewerage 35,000 35,000 0 0.00%
Cooroy Butter Factory - condition assess 5,000 5,000 0 0.00%
Noosa Leisure Centre -upstairs flooring 60,000 60,000 0 0.00%
Noosa Regional Gallery - access 45,000 45,000 0 0.00%
Noosa Respite Centre - internal refurb 150,000 150,000 0 0.00%
Noosa Heads - lifeguard storage survey 75,000 75,000 0 0.00%
Tait Duke House - relocation 80,000 80,000 0 0.00%
Total Community Facilities 877,500 877,500 0 0.00%
Tewantin Admin Building - Chambers Fitout 0 0 537 0.00%
Tewantin Council Office - roof rehab 30,000 30,000 0 0.00%
Noosaville Depot - replace generator 60,000 60,000 0 0.00%
Total Corporate Buildings 90,000 90,000 537 0.60%
Purchase of Biodiversity Land 0 0 0 0.00%
Cudgerie - Cedar Gully Pk water feature 22,000 22,000 0 0.00%
Noosa Trail Network 4 - bridge refurbish 40,000 40,000 0 0.00%
Noosa Trail Network 4 - Ringtail Creek 7,000 7,000 0 0.00%
Weyba Creek - bank erosion restoration 220,000 220,000 0 0.00%
Total Environmental Assets, Bushland, Tracks and Trails 289,000 289,000 0 0.00%
Whole of Shire - replace council fleet 1,735,000 1,735,000 0 0.00%
Total Fleet - Plant Replacement 1,735,000 1,735,000 0 0.00%
Whole of Shire - gravel resheeting 410,000 410,000 0 0.00%
Total Gravel Road Network 410,000 410,000 0 0.00%
Page 1 CAPITAL WORKS SCHEDULE_Jul_14
Page 127 of 155Section 27
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 128 of 155
Noosa Council
Capital Works Schedule
As at: 31-Jul-2014
Boreen Point Campground - wastewater 60,000 60,000 0 0.00%
Noosa River Holiday Pk- Internal refurb 75,000 75,000 0 0.00%
Total Holiday Parks 135,000 135,000 0 0.00%
Whole of Shire - Tech One HR module 167,500 167,500 0 0.00%
Whole of Shire - Mobile Mapping 220,000 220,000 131,949 59.98%
Whole of Shire - corporate website 125,000 125,000 0 0.00%
Whole of Shire - replace failed UPS 12,600 12,600 0 0.00%
Civil Engineering Design Software 0 0 15,019 0.00%
Total Information Technology 525,100 525,100 146,968 27.99%
Gympie Terrace Park Furniture Renewal program 0 0 133 0.00%
Noosa Lions Pk - Rehab Shower Facilities 0 0 0 0.00%
Noosa Botanical Gardens- Pathway renewal 10,000 10,000 200 2.00%
Noosaville - Munna Pk basket ball court 6,000 6,000 0 0.00%
Noosaville -Gympie Tce Foreshore BBQs 55,000 55,000 1,234 2.24%
Noosaville Lions Park- Pirate Playground 100,000 100,000 400 0.40%
Peregian Beach - Victory Park table 3,000 3,000 0 0.00%
Peregian Beach Pk - 3 phase switchboard 12,000 12,000 0 0.00%
Tewantin - Martin Park skate facility 60,000 60,000 534 0.89%
Whole of Shire - BBQ renewal 18,000 18,000 0 0.00%
Whole of Shire - park shelters 40,000 40,000 967 242%
Whole of Shire - playground renewal prog 20,000 20,000 534 267%
Whole of Shire - playground softfall 10,000 10,000 0 0.00%
Total Parks & Playgrounds 334,000 334,000 4,002 1.20%
Sunshine Beach State School Safety Improvements2 0 0 16,943 0.00%
Tewantin - pathway upgrade and lighting 270,000 270,000 0 0.00%
Noosa Heads - Park Road boardwalk design 200,000 200,000 0 0.00%
Noosa Heads - Main Beach boardwalk 500,000 500,000 0 0.00%
Noosa Heads - Park Rd boardwalk stage 3a 850,000 850,000 0 0.00%
Total Pathways & Enabling Facilities 1,820,000 1,820,000 16,943 0.93%
Noosa Design Manual 115,000 115,000 0 0.00%
Standards Review - Standard Drawings 50,000 50,000 0 0.00%
Whole of Shire Traffic Study 100,000 100,000 0 0.00%
Total Planning Scheme 265,000 265,000 0 0.00%
Electric Bus Feasibility Study 100,000 100,000 0 0.00%
Noosa Heads - Noosa Parade Stop 114 50,000 50,000 0 0.00%
Noosa Heads - Noosa Parade Stop 26 40,000 40,000 0 0.00%
Noosa Heads - Noosa Parade Stop 27 40,000 40,000 0 0.00%
Noosa Heads - Noosa Parade Stop 28 65,000 65,000 0 0.00%
Noosa Junction Transit Centre - improve 40,000 40,000 0 0.00%
Peregian Beach - David Low Way Stop 87 125,000 125,000 0 0.00%
Sunrise Beach - Wollomia Way Stop 11 40,000 40,000 0 0.00%
Whole of Shire - bus shelter DDA 20,000 20,000 510 2.55%
Noosa Bus Station Safer Streets Program 175,500 175,500 0 0.00%
Total Public Transport Infrastructure 695,500 695,500 510 0.07%
Sealed Road Pavement surveys and Investigations 0 0 567 0.00%
Whole of Shire - pavement surveys 60,000 60,000 0 0.00%
Whole of Shire - reseal and rehab 5,000,000 5,000,000 0 0.00%
Noosa Heads - Noosa Parade Master Plan 100,000 100,000 0 0.00%
Noosaville - Eumundi Noosa Road corridor 20,000 20,000 0 0.00%
Emergent all infrastructure renewal 2,951,898 2,951,898 0 0.00%
Page 2 CAPITAL WORKS SCHEDULE_Jul_14
Page 128 of 155Section 28
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Page 129 of 155
Noosa Council
Capital Works Schedule
As at: 31-Jul-2014
Total Sealed Roads Network 8,131,898 8,131,898 567 0.01%
Girraween Sports Ground irrigation 28,000 28,000 0 0.00%
Total Sports Ground and Facilities 28,000 28,000 0 0.00%
Seaview Ck - open drain civil works 0 0 26,201 0.00%
Gympie Terrace pipe rehabilitation 200,000 200,000 0 0.00%
Re-lining of Ben Lexcen stormwater 50,000 50,000 0 0.00%
Whole of Shire - stormwater CCTV 10,000 10,000 0 0.00%
Whole of Shire - stormwater structures 150,000 150,000 0 0.00%
Whole of Shire - Flood mitigation stage 2,802,970 2,802,970 0 0.00%
Total Stormwater Drainage 3,212,970 3,212,970 26,201 0.82%
Forward Planning for Streetscape and Road Corridor improveme 0 0 1,234 0.00%
Peregian Beach - precinct planning 50,000 50,000 0 0.00%
Total Streetscapes and Road Corridors 50,000 50,000 1,234 247%
Eenie Creek Road / Langura Street Intersection safety upgrad 0 0 1,000 0.00%
Eenie Creek Road / Walter Hay Drive Intersection safety upgr 0 0 1,167 0.00%
Weyba Road Reef Street Intersection Improvements - PIP 0 0 133 0.00%
Whole of Shire - On Road Cycle Network 125,000 125,000 0 0.00%
Sunrise Beach - Ben Lexcen Dr school 70,000 70,000 0 0.00%
Whole of Shire - Road Directional Signs 40,000 40,000 0 0.00%
Cooroy Noosa Road - Beckmans Rd Intersec 110,000 110,000 0 0.00%
Total Transport and Infrastructure Management 345,000 345,000 2,301 0.67%
Noosaville Landfill - bio basin 446,900 446,900 0 0.00%
Noosaville Landfill - sediment control 297,000 297,000 0 0.00%
Noosaville Landfill - stormwater 50,000 50,000 0 0.00%
Total Waste Management 793,900 793,900 0 0.00%
Grand Total 22,676,868 22,676,868 294,680 1.30%
Page 3 CAPITAL WORKS SCHEDULE_Jul_14
Page 129 of 155Section 29
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
EXECUTIVE OFFICE REPORTS
13 EXECUTIVE OFFICE UPDATE
DOCUMENT IN FOR MATI ON
Author Executive Manager, Debra Iezzi
Executive Office
Index ECM/ Subject/ Branch Management/ Executive
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Manager to the Planning and Organisation
Committee Meeting dated 19 August 2014 providing an update on operations of the Executive
Office.
REPORT
The purpose of this report is to inform Council of the progress of various initiatives and programs
of the Executive Office which includes the following functions:
Human Resources
Community Engagement
Customer Service
Governance
Executive Office Support
Economic Officer
Sustainability Officer
Background
The following table outlines the achievements of the Branch as well as priorities and emerging
issues.
It is worth noting that there have been considerable achievements in a number of areas despite
lengthy vacancies in key positions such as the Manager Human Resources and the Manager
Community Engagement which have only recently been filled.
These achievements include:
The improved functioning and presentation of Council’s website;
The review and evaluation of the majority of positions and settling of the permanent structure;
The development of the governance framework including the establishment of the Audit
Committee; and
Improved customer service systems with the upgrade to the phone system and e-business
solutions.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
EXECUTIVE OFFICE
SECTION RECENT ACHIEVEMENTS CURRENT PRIORITIES LOOKING AHEAD
Human Resources Finalisation of Directors and senior Finalisation of position reviews and Impacts of the new local government
manager contracts evaluations industry award and negotiation of a new
Near completion of the review and Development of HRM Strategy Certified Agreement
evaluation of all positions Performance review process Implementation of new HRM system
Management of WH&S issues Integration of payroll system with the Implementation of the learning and
HR system (including kiosk) development program
Development of mentoring program
Development of a work force plan
Community Drafting of the Community Engagement CE Policy implementation and Implementation of the CE Policy and
Engagement (CE) Policy community engagement projects tools for engagement
Appointment of new CE Manager Development of the CE Framework and New website project plan development
Enhancement to Council’s website toolkit
Development of Council’s Media Policy Training of key staff in Bang the Table
Finalisation of service review
Customer Service Implementation of improved telephone Call management Continued focus on improving call wait
system Development of customer service KPIs times
Weekly reporting of call statistics Development of a Customer service
Charter and standards
Continued focus on e business
solutions
Governance Review of delegations Finalisation of Policy review Finalisation of policy review
Risk management policy and framework Involvement in Local Laws review Self-audit of governance practices
(subject to Council approval) First meeting of Audit Committee and Co-ordination of the Annual Report
Internal Audit Committee established, finalisation of internal audit plan and Internal Audit meetings and issues
members appointed and first meeting engagement of internal audit service
planned
Executive Office Implementation of new meeting Resolution of issues associated with the
Support management electronic system implementation of the new system
Clarification of roles and responsibilities
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
SECTION RECENT ACHIEVEMENTS CURRENT PRIORITIES LOOKING AHEAD
Economic Officer Partner with the Noosa Junction Finalisation of the Noosa Junction draft Development of Council’s economic
business association to develop a business plan strategy
business plan and re-establish the Initiate discussions with Council on the Managing Noosa Tri strategy
Association regional digital strategy
Submission of EOI to Dept. of Finalisation of service review (impacted
Communications registering black spots by economic strategy)
within the region
Near completion of project brief for
public wi-fi program
Near completion of project brief for
Noosa Country Cluster
Sponsorship of Sustainability Award
incl. development of criteria and
communication
Represent Council at Regions Q
(regions economic strategy)
Sustainability Officer Living Smart program review Finalisation of service review (impacted Development of Council’s Sustainability
Electric vehicle trial by Sustainability Plan strategy) Plan
Operational initiatives including paper
usage reduction and recycling
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Consultation was undertaken with the Manager Human Resources and Manager Community
Engagement.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
X Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
X Human Resources Revenue Services
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
14 COMMUNITY ENGAGEMENT POLICY
DOCUMENT IN FOR MATI ON
Author Executive Manager, Debra IezzI
Executive Office
Index ECM/ Subject/ Community Engagement
Attachments 1. Community Engagement Policy
2. IAP2 Spectrum of Public Participation
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Manager to the Planning & Organisation
Committee Meeting dated 19 August 2014 and:
A. Rescind the existing Community Engagement policy dated 6 August 2009 that transferred
to the Noosa Council from the Sunshine Coast Regional Council under the Local
Government (De-amalgamation Implementation) Regulation 2013; and
B. Adopt the Community Engagement Policy shown as Attachment 1 to the report and
authorise the Chief Executive Officer to put in place administrative guidelines and tools
required to implement the policy.
REPORT
The purpose of this report is to seek Council approval of a Community Engagement Policy.
Background
The Community Engagement Policy (refer Attachment 1) reaffirms Council’s commitment to
community engagement as reflected in Noosa’ Council’s vision statement - “Engagement with
our community to protect and enhance our lifestyle”.
Policy
The Local Government Act 2009 (the Act) requires that Council adopt a number of principles to
ensure the system of government is accountable, effective, efficient and sustainable. Democratic
representation, social inclusion and meaningful community engagement is an important principle
(Section 4 (2)(c) of the Act) that underpins Council’s approach to community engagement.
Council’s vision which focuses on our relationship with our community (as identified in the Noosa
Council Corporate Plan 2014-2019) is “engagement with our community to protect and enhance
our lifestyle”. To help achieve this vision Council’s goal is to work in partnership with the
community with the key focus areas of connecting to our community, and implementing new
models of community engagement so our community can participate in decision making.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Local government decision making is undertaken by the elected members in accordance with
Council’s statutory responsibilities and powers. As the elected body, the community relies on its
Council to get on with the job and deliver services and make decisions on the majority of matters.
But there are situations where the community does want a say due to the significance of an
issue, the potential impacts on residents, or the level of concern is such that broader input is
necessary to gauge community sentiment.
A policy on Council’s approach to community engagement provides clarity for the community on
when council will take a consultative approach to decision making and where Council will simply
inform the community of its decision.
The policy needs to be supported by a clear framework and the IAP2 Public Participation
Spectrum is considered to be the most appropriate, refer to Attachment 2.
The IAP2 framework assists with selection of the level of participation relative to:
the complexity or significance of an issue; and/or
the ability of the community to influence the outcomes (some issues may not be negotiable
due to regulatory, risk or financial considerations).
It also defines the public's role in any community engagement program, and importantly it sets
out the promise being made to the public at each participation level. The Spectrum is widely
used and is quoted in most community engagement policies and manuals.
The proposed policy provides for:
1. A set of principles to guide community engagement practice;
2. Roles and responsibilities of Councillors and staff in engaging with the community;
3. Developing a culture of engagement; and
4. Co-ordination of engagement activities.
Previous Council Consideration
Nil.
Finance & Risk
The adoption of a Community Engagement Policy is consistent with Section 4 of the Local
Government Act 2009 which requires Council to act in accordance with the local government
principles, in particular “democratic representation, social inclusion and meaningful community
engagement”.
Consultation
External Consultation - Community & Stakeholder
Nil.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Internal Consultation
All Councillors and the leadership team had been provided with a copy of the draft community
engagement policy for comment.
Departments/Sections Consulted:
X Community Services X Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office X Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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Section 36
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 1
Page 137 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 1
| ¢ x IwWl@ley\ Council Policy
© | COUNCIL COMMUNITY ENGAGEMENT
Corporate Plan Reference: Working in Partnership with our Community
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Executive Manager
POLICY BACKGROUND
This policy affirms Noosa Council’s commitment to community engagement as reflected in Noosa
Council’s vision statement-
“Engagement with our community to protect and enhance our lifestyle”
It provides a set of principles to guide community engagement practice drawn from the Noosa
Council Corporate Plan 2014-2019 and internationally accepted community engagement
principles-the International Association for Public Participation (IAP2) framework.
Meaningful community engagement is a process that:
e is planned, resourced and effectively promoted to those likely to be interested or affected;
e takes into consideration the diversity of the community;
e clearly articulates the level of influence the community has on the decision making process;
e provides a range of accessible opportunities for community participation; and
e provides timely feedback to participants and the broader community showing how community
input has been considered and what final outcomes have been determined by Council.
POLICY SCOPE
e This policy applies to all facets of Council’s operations including Council's corporate, land use
and financial planning and our day to day business activities.
e It defines the principles underpinning Council's engagement activities, the role of Councillors
and staff in engaging with the community, and the mechanisms which Council will use to
engage the community.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY - COMMUNITY ENGAGEMENT
COUNCIL POLICY
Noosa Council recognises that community engagement and participation processes are a vital part
of democracy. Effective engagement is good business practice and critical to good government.
For this reason Council is committed to engaging with the Noosa community.
The benefits of effective engagement include:
e Council and community working together to address local issues;
e increased level of community ownership and acceptance of decisions affecting the local
government;
e increased community awareness of Council’s services, planning and program delivery;
e increased awareness across Council of community views and the issues that should be
considered as part of decision making;
e increased awareness of the needs, priorities and diversity of the local community, which in turn
ensures that Council’s service provision and planning functions are aligned appropriately;
e potential for time, resource and cost savings for Council as a result of better alignment of
community needs to services; and
e Improved perception of Council by the community.
PRINCIPLES
Effective community engagement is built on trust, respect and goodwill. Council has a commitment
to community engagement that is governed by a set of principles that underpin good engagement
processes. The principles are described below:
Integrity and transparency- Engagement involves trust and transparency. The levels of
community influence will be clearly communicated. Consultation and higher forms of engagement
must be genuinely must be genuinely purposeful and not tokenistic. Council will carefully consider,
and accurately portray, the community’s role in the decision making process and reflect back how
the community has influenced decisions.
Open and inclusive — Council encourages involvement from a wide cross section of the
community using engagement processes that are accessible and inclusive;
Mutual respect- Council’s goal is to ensure that all voices matter, all opinions are valued and
considered. A recognition that both the community and the local government are responsible for
outcomes.
Timeliness- Council will engage with its community in ways that are timely, open to all, easily
understood and not overly bureaucratic or resource intensive.
Well Planned — Engagement requires informed judgement and planning in its approach and
implementation in order to be effective, practical and suitably resourced. Consideration will be
given to ensuring that sufficient timeframes and adequate resources are allocated to engagement
processes; community engagement processes are co-ordinated where possible to optimise
resources, ensure efficiency and avoid duplication; the skill required to undertake community
engagement is recognised and staff will be provided with opportunities for further skill development
and training.
Foresight-Council engages with its community not only to learn about and respond to present
needs, but also to gain a better understanding of our communities’ perspective on emerging issues
that may affect our preferred future.
Accountability-Council will seek community engagement to enhance its decision-making,
however where the Council is responsible and accountable for a given matter, it will accept its
responsibility to make the final decision and to provide leadership.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY - COMMUNITY ENGAGEMENT
ENGAGEMENT CONTEXT
1. Statutory Compliance
The Queensland Local Government Act 2009 outlines the in principle need for local government to
engage with the community and to encourage and assist participation, in particular, principle (c)
Section 4 “democratic representation, social inclusion and meaningful community engagement”.
2. Engagement around Strategic Issues
By their very nature, these engagements will concern strategic and/or shire wide issues. On these
issues, Council could involve the community through the establishment of advisory panels and
taskforces or through special one-off conferences or other appropriate engagement activities
designed to generate dialogue and ideas. Councillors will be consulted to determine the nature and
type of their involvement in the strategic issue.
3. | Engagement concerning Local Issues
Council will take a flexible approach on how it engages with the community on local issues.
Engagement activities will provide an opportunity to give and receive information and may include
the establishment of working or project groups, divisional forums or community meetings. Such
activities will be action-focussed and will often involve Council staff.
4. Engagement Linked to day to day Council Business
Council staff in consultation with Councillors will identify and manage community engagement
activities associated with Council’s core business and projects approved in Council's budget. The
responsible department will establish the most appropriate engagement technique at the project
planning stage and coordinate requirements with the Community Engagement Branch. The
relevant department will be responsible for providing information to the community on the issue,
facilitating the community involvement, and establishing success metrics with assistance from the
Community Engagement Branch.
5. Engagement Activities
Council recognises the full spectrum of engagement activities as contained within the IAP2
Spectrum of Public Participation ranging from informing, consulting, involving, collaborating and
empowering.
Council will use different community engagement techniques and communication mechanisms
depending on the issue or project, its particular circumstance and the audience it needs to target.
The need for and type of community engagement to be undertaken will be determined at the
project planning stage following an analysis of the desired project outcomes. The project plan will
also identify the most appropriate communication tool to ensure that the particular target group(s)
is well informed of both the issue and related engagement opportunities.
At the planning stage, the project team will also consider whether or not it can obtain the
community information it requires from another source, or previous engagement activity, in order to
maximise the use of limited resources and minimise the potential for consultation fatigue
developing within the community.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY - COMMUNITY ENGAGEMENT
ROLES AND RESPONSIBILITIES
Councillors and staff play important roles in engaging with the community.
Council will decide the high level strategic issues on which it will engage the community. These
issues will be linked to an identified corporate plan priority or a significant emerging regional issue
and will be recorded in a register of community consultations.
Councillors have the responsibility for engaging with local communities; and Council staff have
responsibility for engaging the community in their day to day business activities and on agreed
projects and place-making activities.
DEVELOPING ENGAGEMENT ACTIVITIES
In order to develop a culture of engagement across the organisation, Council will:
e Provide community engagement training for Councillors and staff
e Establish a network of community engagement practitioners to share information and
experiences
e Establish performance indicators to measure engagement outcomes
e Identify new and emerging information, communication, knowledge management technologies
and initiatives and explore how they can be used to better engage the community
COMMUNITY ENGAGEMENT REGISTER
Council will establish a community engagement register to record its engagement activities. This
will assist in developing a system of governance that mitigates the risks of duplication and over-
consultation, records activities undertaken, and allows the community to see what consultation is
being planned or is actually occurring and the outcomes. The register will also contain a record of
the membership and the minutes of all Council taskforces and advisory panels.
TASK FORCES AND ADVISORY PANELS
From time to time Council may establish taskforces and advisory panels that will:
e be established by Council resolution;
e have specific terms of reference;
e explore a major strategic or regional issue;
e have a defined time frame;
e report at least once every six months to Council;
e be chaired by a suitable qualified external individual or Councillor
e identify staff resources to act as project officer and secretary to the taskforce or panel
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
COUNCIL POLICY —- COMMUNITY ENGAGEMENT
SUPPORTING DOCUMENTS
Noosa Council Corporate Plan 2014 - 2019
Community engagement is identified as a priority in Councils Corporate Plan under Strategic
Goals:
e “Working in Partnership with our Community - Implementing new models of community
engagement so our community can participate in decision-making”
Noosa Council Community Engagement Framework
In order to provide information and the basis for in-house training for relevant Council staff, The
Noosa Council Community Engagement Framework paper has been developed which defines
community engagement in the local government context, in the Noosa Shire context and explains
the benefits. The document also provides key protocols, techniques, step-by-step processes and
templates.
Noosa Council Community Engagement Toolkit
In order to provide guidance for staff, a community engagement toolkit has been developed as a
technical manual. The manual provides assistance in the planning, undertaking and evaluation of
community engagement activities.
RELEVANT LEGISLATION
Queensland Local Government Act 2009
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 2
Page 142 of 155
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
ATTACHMENT 2
P2S "
f p b | 1 p t irl t 1 International Association
O u | C a l | C | p a | O Nn for Public Participation
Increasing Level of Public Impact
Inform Consult Involve Collaborate Empower
4 To provide the To obtain public To work directl To partner with To place final
Publ Pp P y P Pp
eee = public with feedback on with the public the public in each _—_ decision-making
etelaitelsrencejam™ balanced and analysis, throughout aspect of the in the hands of
Pra Objective alternatives the process to decision including _ the public.
S information and/or decisions. ensure that public —_ the development
to assist them in concerns and of alternatives and
understanding the aspirations are the identification
problem, consistently of the preferred
alternatives, understood and solution.
opportunities considered.
and/or solutions.
P A We will keep We will keep you Wewill work with We will look to We will
ed you informed. informed, listen to youtoensure that you for advice implement
to the and acknowledge —_ your concerns and innovation what you decide.
publ He concerns and and aspirations in formulating
aspirations, and are directly solutions and
provide feedback __ reflected in the incorporate your
on how public alternatives advice and
input influenced developed and recommendations
the decision. provide feedback __ into the decisions
on how public to the maximum
input influenced extent possible.
the decision.
E = Fact sheets = Public comment #® Workshops = Citizen advisory = Citizen juries
vo L e = Web sites = Focus groups = Deliberative committees = Ballots
tech niques = Open houses = Surveys polling s Consensus- = Delegated
= Public meetings building decision
= Participatory
decision-
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© 2007 International Association for Public Participation
Page 142 of 155Section 42
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
15 EVALUATION OF LIVING SMART PROGRAM
Author Sustainability Project Officer, Emma Menzies
Executive Office
Index ECM/ Subject/ Sustainability
Attachments Nil.
EXECUTIVE SUMMARY
This report presents a review of the Living Smart program and presents several options for
Council’s consideration. The Living Smart program originated from Noosa Council, it is now a
regional initiative between the Sunshine Coast Regional Council and Moreton Bay Regional
Council. Since 1 January 2014, Noosa Council has contributed to the cost of the operation of the
program to maintain continuity for Noosa members. The program has grown and evolved over
recent years. The primary aim of the program is to bring about practical improvements in
sustainability for the residential sector. This report reviews the effectiveness of the program with
an emphasis on the Living Smart Homes component and presents a number of options for
Council’s consideration including an assessment of the outcomes of the program and Council’s
continued involvement.
RECOMMENDATION
That Council note the report by the Sustainability Project Officer to the Planning & Organisation
Committee Meeting dated 19 August 2014 and agree to discontinue Council’s involvement in the
Living Smart program as outlined in Option 2 of the report.
REPORT
Introduction
The purpose of this report is to inform Council about the Living Smart program and make
recommendations to Council regarding its future involvement in the program. A review of the
program has been undertaken to assess whether it is offering value for money and achieving
good results. The Living Smart program was initiated by the Noosa Council in 2004 with the aim
of promoting sustainable living and building practices within the Noosa community. Following
amalgamation in 2008, the program was continued by the Sunshine Coast Regional Council in
partnership with the Moreton Bay Regional Council with each Council contributing to the costs of
running the program. From 1 January 2014 the new Noosa Council continued to be associated
with the program in the short term by making a financial contribution to the cost of operating the
combined website up until 30 June 2014. This report identifies several options for Council’s
consideration.
Background
In 2004 the former Noosa Council (Environmental Services) developed the Living Smart program
to promote sustainable living and building practices within the residential sector of the Noosa
community. This consisted of a website promoting a database of sustainable products and
services. It also involved an awards ceremony, known as the “Glossies,” recognising sustainable
building practices.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
In late 2006, Noosa and Caboolture Shire Councils extended the program by developing a third
component called Living Smart Homes, which was an online household
program covering sustainable practices in water, waste, energy and
transport. Residents were encouraged to work through an number of
modules and were then publically recognised by obtaining a “leaf” for their
Living Smart Homes sign and signifying that participants have ‘achieved
sustainability’ for their home in that key area.
Following amalgamation in 2008, the Sunshine Coast and Moreton Bay Councils continued
delivery of the Living Smart program and collaborated to facilitate the regionalisation of the
program across the Sunshine Coast and Moreton Bay areas.
The new regionalised Living Smart Program was significantly expanded, re-branded and
relaunched in late 2011 by the Sunshine Coast Council and now encompasses Living Smart
Homes, Living Smart Solutions and Living Smart Awards.
Living Smart Homes instigates fundamental daily behaviour changes in households via a
free, online, structured sustainability learning course comprised of 8 interactive modules:
energy, waste, water, transport, biodiversity, food, wellbeing and neighbourhoods.
Living Smart Solutions is a one stop directory of sustainability focussed products and
services, with a local first focus – it is a useful reference resource for Living Smart Homes
participants as they work through the modules or as it is timely for their household to
implement changes.
The Living Smart Awards, known as ‘The Glossies’ celebrate sustainability achievements of
Sunshine Coast residents, businesses and community groups. In October 2014 it will be the
tenth anniversary of the Living Smart brand.
Program Objectives
Living Smart is a partnership program between the Sunshine Coast (SCC) and Moreton Bay
(MBC) Regional Councils to bring about practical improvements in sustainability for the
residential sector. The program’s mission statement is: “LIVING FOR A SUSTAINABLE
FUTURE”.
The program’s objectives are to assist the residential sector to;
reduce their ecological footprint;
save money on household costs;
connect with their neighbours and local community; and
improve wellbeing across all aspects of their lifestyle.
These objectives are achieved through advertising campaigns, regular community workshops,
and multiple community partnerships including:
Schools and pre-schools
Sunshine Coast Libraries
Sunshine Coast University
Sunshine Coast TAFE
Yandina Community Gardens
Green Journey
Enviro Com
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Centre for Growing Sustainability
Local publications.
The current and past cost of the program is:
Council/Year Program Cost Resourcing
Noosa Council $25,000* 1 FTE Level 5
2006/07 & 2007/08 (note this is for a 2 yr period)
Total cost = $75,000
$25,000 - Noosa Shire
$20,000 - Caboolture Shire
$10,000 - SEQ Catchments
$20,000 - EPA
Sunshine Coast Council $88,000 1 FTE Level 5
2011/12 0.25 FTE Level 7
Sunshine Coast Council $72,000 1 FTE Level 4
2012/13 0.25 FTE Level 7
Noosa Council (6months) $5,000 0.25 FTE Level 5
Jan-June 2014
Sunshine Coast Council $35,667 0.15 FTE Level 7
2014/15 0.1 FTE Level 3
0.1 FTE Level 5
Moreton Bay Regional Council $15,000 minimal administration
2014/15
The partnership Councils have made a commitment to the minimal delivery of items such as
monthly newsletters and in maintaining updates to events and news items to ensure currency
and activity for website visitors and members. Each Council is responsible for basic
administration such as mail outs and email responses to residents from their region. Moreton Bay
Council delivers the program with reduced resources (both human and financial).
In addition, other external and internal support has been engaged as required for example: to aid
in the delivery of the awards program; targeted campaigns; general marketing; graphic design;
the development of curriculum linked resources; of the delivery of specialist workshops; and in
the ongoing servicing of the website.
Living Smart Members
Living Smart Members Noosa Council Caboolture/ Sunshine Coast Council TOTAL
Moreton Bay
2008 110 60 0 170
2013/14 398* 371 1,281 2,050
*Note 398 active members in Noosa
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Assessment of the of the Program
A review of the program has been undertaken to gain an appreciation of the coverage of the
program and its success. In the process of the review a survey of participants was conducted
and website data analysed.
Method Description
Survey 2014 A short survey was sent out to a representative sample of LS members in
April 2014
Website hits The number of hits on the LS website was determined Approx. 4,361 per
month Jan-May 2014
Approx. 4,206 per month Jul-Dec 2013
Website data Data collected from online modules
Quarterly website Quarterly & Bi-Annual website analytic performance reporting from website
performance reporting provider was examined.
Results from the 2014 Survey
A short survey was sent out to a sample of 1,346 LS participants across the region in April 2014.
Unfortunately the response to the survey was poor with only 179 participants participating out of
the possible 1,346 LS members. The breakdown of these responses per Council was:
Total responses – 179
Noosa Council – 33
Sunshine Coast Council – 108
Morten Bay 38
Due to the low response rate for Noosa residents it is not possible to draw significant conclusions
specifically for Noosa, results below therefore apply to all 179 respondents.
Key Survey Findings
The survey found that:
the main motivation for joining the program was to address sustainability with (26%) joining
due to events and activities;
the aspects of the program people liked the best were events, workshops, newsletters and
the information pages;
the activity centre (modules) were unpopular because of the time it took to complete them
and the content and level of complexity;
the majority of respondents identified that the benefits of the program had stayed the same or
increased slightly; and
in addition results showed that a slight reduction occurred in power usage, water usage,
waste produced and increased recycling however as no quantitative data is collected it is not
possible to measure actual reductions.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Suggestions for improvement from respondents included:
Incorporate more information and videos and interactive learning;
More frequent information i.e. emails/information and newsletters;
Reminders or prompts to complete modules (email campaigns and communications);
More workshops and events;
A facebook page, more info on social media;
More local information, smaller amounts of information like tips that are achievable;
Simplify the modules;
More consistency, more frequent communication; and
More local case studies
Assessment of Program Outcomes
An assessment of the outcomes of the program has been undertaken by posing a number of
questions
1) Is the program achieving its original objectives?
The program’s original objectives were to assist the residential community to live more sustainably while
reducing their ecological footprint and save money on households costs.
The program was identified in SCC strategy documents with the aim of registering 3,000 households by
2015 and 10,000 by 2020. Marketing campaigns occurred with rebranding and a new website was created.
The original website captured information to measure and calculate an individual household’s ecological
footprint. The new website was changed significantly and the collection of quantitative data ceased.
Although registrations increased dramatically there is no quantitative data showing that savings have
occurred. Different methods were used to attract new memberships, prizes were used however module
completion has been low.
2) Is it assisting the community to live more sustainably?
As no quantitative data is collected it is not possible to measure actual reductions, however we know
people have been viewing the website and reading newsletters. Therefore demonstrating people are
interested in living more sustainably.
3) Reach of the campaign message through an online web based program?
The website was receiving approximately 4,206 hits per month in the Jul-Dec 2013 period and 4,361 per
month Jan – May 2014.
The majority of these visits came from the United States and can be attributed to a mistaken website
address. Within Australia, the Brisbane region had the highest amount of traffic to the site, followed by
Sydney and then Melbourne. Approximately 479 hits were from the Sunshine Coast during the Jul-Dec
2013 period. Limited promotion of the program occurred during this time.
As a comparison the biosphere website received an average of 154,405 hits per month over the past five
months, showing that there is a large potential through online web programs.
4) Is there brand recognition regarding the program?
There seems to be local recognition within the local sustainability network, but still relatively low recognition
amongst the broader community no research has been done on this. A few people commented on this in
the survey, suggesting specific marketing campaigns were required to make the program more visible.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
5) Existing website providers
The total cost is made up of $6,254 per year (per Council) depending on the service level agreement
agreed upon by all three Councils. A bi-annual report is produced by the website providers, costing
approximately $3,000 per report.
The program is due to have its three yearly evaluation in October 2014 this will be an additional cost of
$2000-$4000 per Council.
6) Is a regional program the most effective?
Advantages: Disadvantages:
Continued partnership with SCC & MBC MBC currently delivers the program, making a
(Noting that the SCC will be reviewing their financial contribution to its operation but
approach to sustainability in line with their new providing no staffing resource.
corporate direction including the Living Smart The three Councils are not contributing equally
program). with a reliance on SCC to co-ordinate the
Consistent message going out to the whole of program
the Sunshine Coast (however the survey Failure to intensively engage with current
indicates that people prefer local information members to complete the eight homes modules
and workshops). (the focus has been the number of registrations).
Established brand with a vast amount of Inadequate quantification of resources being
information saved by participants (energy, water and waste).
It’s a free online program; incorporates a high Current website structure is limited and overall
level of interactivity and an option of attending the website could be modernised (developed as
face-to-face workshops. It empowers a three year resource to be intensively reviewed
individuals to take action. by SCC in October/Nov 2014).
A driver to actively assist the community in Require agreement from two other Councils for
living more sustainably changes to occur.
Responsive website meeting local needs
Currently there is an overlap with the biosphere and LS programs, there is an opportunity to engage with
the community regarding residential sustainability rather than both continue to give similar messages saving
resources.
7) Is the program continuing to meet user expectations?
Over the years Living Smart has delivered workshops to complement the online activities, providing a
wide range of special interest and topical workshops for members, giving them access to hands on
sustainable living learning. The latest survey results confirm that member’s favourite thing about the
program is the workshops and events. Suggestions for improving the program include:
- More frequent info emails/information/ newsletters
- Reminders or prompts to complete modules (email campaigns and communications)
- More workshops and events
- A face book page, more info on social media
- More local information, smaller amounts of information like tips that are achievable
- Simplify the modules
- More consistency, more frequent communication
- More local case studies
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Options for Council
Possible options relating to the Living Smart program are identified for Council’s consideration:
Option 1:
Council could continue to be an active participant in the Living Smart Program along with the
Sunshine Coast Council and Moreton Bay Regional Councils. If so a budget adjustment would
need to be made in the 2014-15 budget as no provision has been made. The adjustment of
approx. $13,500 would also need to recognise the contribution made by the Sustainability Officer
in the delivery of the program which is estimated to be .40 EFT. It should be noted however that
the Sunshine Coast Council plan to review their approach to sustainability in line with their new
corporate plan including the Living Smart program which may result in changes to the program.
Option 2:
Discontinue Council’s involvement in the program. This will require informing Noosa members
and advising them of the changes, they could also be asked for their feedback and suggestions.
Further consideration could be given to Council’s position in relation to promoting sustainability
within the community and achieving broader sustainability objectives. This would include further
engagement with the community and key stakeholders with the aim of developing a Sustainability
Plan which utilises existing mechanisms (for example within the Noosa Biosphere) to deliver
targeted sustainability actions and aligns the activities of different community groups. Under this
scenario the Sustainability Officer could co-ordinate the development of the Plan with Council.
Option 3:
Continue with the program in the short term until the new Sustainability plan can be developed
and implemented. If Council were to pursue this option to continue then a budget adjustment of
approx. $5,000 and a percentage of staff time (.25 of the sustainability officer) would be required
to meet the cost and demands of Noosa Council’s short term participation in the program (Dec
2014).
Previous Council Consideration
Nil.
Finance & Risk
There has been no provision made in the 2014-15 budget to meet the ongoing costs of the Living
Smart program. In the event Council decides to continue with the program then a new budget
provision will need to be made.
In the event Council chooses not to continue with the Living Smart program possible risks include
disenfranchising current members of the program and the negative impact on sustainable living
in Noosa.
Consultation
External Consultation - Community & Stakeholder
Sunshine Coast Regional Council (Strategic Project Officer, Environmental Initiative’s &
Climate Change
Moreton Bay Regional Council
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Internal Consultation
All Noosa Councillors were consulted on this matter.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
16 MEMBERSHIP OF COUNCIL OF MAYORS (SEQ)
DOCUMENT IN FOR MATI ON
Author Brett de Chastel, Chief Executive Officer
Executive Office
Index ECM/ Subject/ Council of Mayors
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Planning & Organisation
Committee Meeting dated 19 August 2104 and:
A. Continue its membership of the Council of Mayors (SEQ) with ongoing membership to be
reviewed annually as part of the budget process;
B. Appoint Mayor Playford as its representative to the Council of Mayors (SEQ) with
Councillor Abbot as the Mayor’s representative if the Mayor is unable to attend; and
C. Authorise the Mayor to appoint representatives to any Council of Mayors (SEQ)
Committees or Taskforces.
REPORT
Noosa Council received complimentary membership of the Council of Mayors (SEQ) until 30
June 2014. The Council of Mayors (SEQ) is the representative body for local governments in
South-east Queensland to address major local government issues affecting that region.
The Council of Mayors (SEQ) was established in September 2005. Representing one in seven
Australians, the Council of Mayors (SEQ) is effectively a lobby organisation for local government
in our region to address local government issues.
The Council of Mayors (SEQ) had a number of committees and taskforces and depending on
their individual effectiveness and the importance to our Council, there may be benefit in having
Noosa Council representatives at some of those committees. The current committees and
taskforces are:
Regional Plan & Growth Management Committee
Environment & Sustainability Committee
Infrastructure Committee
Planning Reform Taskforce
Rural Communities Taskforce
The Council of Mayors (SEQ) is in the process of reviewing these committees and taskforces.
Some have been more effective than others. We should only join and attend individual
committees where there are likely to be tangible outcomes for our Council. To provide flexibility,
it is proposed that the Mayor be authorised to appoint Noosa Council representatives to
committees or taskforces as required.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Like many Regional Organisations of Councils (ROCs), the Council of Mayors (SEQ) has had
mixed results over the years in terms of its effectiveness. Gold Coast City Council has recently
rejoined so that all SEQ Councils are once again members. We should maintain a watching brief
on how the Council of Mayors (SEQ) performs as an organisation.
It is proposed that Deputy Mayor Cr Abbot will generally attend meetings as the Mayor’s
representative.
Previous Council Consideration
At its meeting on 3 April 2014, the Council resolved to be a member of the Council of Mayors
(SEQ) until 30 June 2014 and to review its membership after that time.
Finance & Risk
Membership of the Council of Mayors is $40,000 annually. This amount can be accommodated
in the existing budget.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Nil.
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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Section 52
PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
17 APPOINTMENT OF 2015 SHOW HOLIDAY
DOCUMENT IN FOR MATI ON
Author Administration Officer Executive, Kylie Harris
Executive Office
Index ECM/ Subject/ Governance & Executive/ Noosa Show Day
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Administration Officer Executive to the Planning &
Organisation Committee Meeting dated 19 August, 2014 and request the Chief Executive Officer
to write to the Department of Justice and Attorney-General requesting the appointment of Friday,
11 September 2015 as a Show Holiday for the Noosa Shire.
REPORT
Under the Holidays Act 1983, the Attorney-General and Minister for Justice is empowered to
appoint, upon request by the Chief Executive Officer of the local government for the district
concerned, a special holiday within a district. Holidays of this nature a usually appointed in
respect of an annual agricultural, horticultural or industrial show or other event which would be of
significance to a particular district. Requests for the appointment of a special holiday for 2015
must be submitted no later than 5 September 2014.
The Noosa Country Show has traditionally been held each year on the second Friday and
Saturday in September. For 2015, the Noosa Country Show is proposed for 11 – 12 September.
It is therefore proposed that an application be made to the Minister to appoint Friday,
11 September 2015 as the Show Holiday for Noosa Shire for 2015.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
The Noosa Show Society have confirmed their support for the proposed date.
Internal Consultation
Nil.
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
Departments/Sections Consulted:
Community Services Planning & Infrastructure
Disaster Management & Public Order Building & Plumbing Services
Waste & Environmental Health DA Planning
Community Facilities Strategic Land Use Planning
Cultural Facilities Asset Design & Investigations
Asset Planning
Civil Operations
Environment
X Executive Office Corporate Services
Community Engagement Finance
Customer Service ICT
Executive Support Procurement & Fleet
Governance Property & Facilities
Human Resources Revenue Services
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PLANNING & ORGANISATION COMMITTEE MEETING AGENDA 19 AUGUST 2014
CLOSED SESSION
Nil.
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