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2022-11-14 General Committee Meeting Agenda
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AGENDA
General Committee
Meeting
Monday, 14 November 2022
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Full text of the other 61 sections
Section 2
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. ITEMS REFERRED FROM COMMITTEES 3
1 MCU22/0048 & OPW22/0089 – DEVELOPMENT PERMIT FOR MATERIAL
CHANGE OF USE FOR COMMERCIAL LANDING AND OPERATIONAL WORKS
FOR PRESCRIBED TIDAL WORKS, SITUATED AT 222 GYMPIE TERRACE
NOOSAVILLE 3
2 INTEGRATED WATER QUALITY MONITORING PROGRAM 3
6. REPORTS DIRECT TO GENERAL COMMITTEE 4
3 DRAFT EASTERN BEACHES FORESHORE MANAGEMENT PLAN FOR PUBLIC
CONSULTATION 4
4 SHORT TERM ACCOMMODATION MONITORING REPORT 2022 17
5 NOOSA SHIRE COUNCIL 2021-22 ANNUAL REPORT 29
6 FINANCIAL PERFORMANCE REPORT – OCTOBER 2022 32
7 COUNCIL MEETING SCHEDULE 2023 46
Document information Error! Bookmark not defined.
8 OPERATIONAL PLAN PROGRESS REPORT – 1ST QUARTER 2022-23 50
7. CLOSED SESSION 62
Page 2 of 62
Section 3
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 24 October 2022 be received and
confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
5. ITEMS REFERRED FROM COMMITTEES
PLANNING & ENVIRONMENT COMMITTEE
1 MCU22/0048 & OPW22/0089 – DEVELOPMENT PERMIT FOR MATERIAL CHANGE OF
USE FOR COMMERCIAL LANDING AND OPERATIONAL WORKS FOR PRESCRIBED
TIDAL WORKS, SITUATED AT 222 GYMPIE TERRACE NOOSAVILLE
(Planning & Environment Committee Agenda, 8 November 2022, Item 1, Page 4)
Reason for referral – for further consideration.
2 INTEGRATED WATER QUALITY MONITORING PROGRAM
(Planning & Environment Committee Agenda, 8 November 2022, Item 6, Page 75)
Reason for referral – significance of the issue.
SERVICES & ORGANISATION COMMITTEE
Nil
Page 3 of 62
Section 4
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
6. REPORTS DIRECT TO GENERAL COMMITTEE
3 DRAFT EASTERN BEACHES FORESHORE MANAGEMENT PLAN FOR PUBLIC
CONSULTATION
Author Environment Officer Coastal Management, Melissa Coyle
Environment and Sustainable Development Department
Index ECM/ Environmental Management/ Environmental Management Plans/
21.06
Attachments 1. Draft Eastern Beaches Foreshore Management Plan (54 page
attachment provided separately to this agenda)
2. Community Consultation & Engagement Plan
EXECUTIVE SUMMARY
The purpose of the Eastern Beaches Foreshore Management Plan is to describe the social and
environmental values of the Eastern Beaches Foreshore Reserves and identify management
issues and actions to maintain these values in the future. The plan is to provide overarching
guidance for management decisions and for allocation of staff and financial resources. This report
seeks endorsement of the draft plan for public consultation.
RECOMMENDATION
That Council note the report by the Environment Officer Coastal Management to the General
Committee Meeting dated 14 November 2022 and
A. Approve the release of the Draft Eastern Beaches Foreshore Management Plan (provided
at Attachment 1) for public consultation in February 2023; and
B. Note the Community Consultation and Engagement Plan (provided at Attachment 2) for the
consultation process.
REPORT
The Eastern Beaches Foreshore Management Plan (EBFMP) has arisen out of community concern
that more resources and a coordinated policy response is needed for managing the broad range
of management issues affecting the public foreshore reserves along the Eastern Beaches from
Peregian to Sunshine Beach. The plan applies to 7 Eastern Beaches foreshore reserves and near
or directly connected foreshore bushland. Management issues addressed include:
Climate change and coastal hazards risks
Ecological values and threats
Social, cultural and scenic amenity
Community partnerships with bushcare, turtle care and researchers
Community education
Foreshore reserve encroachments
Bushfire risk
Marine incidences (marine debris, oil spills, marine strandings)
Coastal creeks and stormwater management
Beach access needs.
The Noosa Environment Strategy 2019 Implementation Plan identifies the need for this coastal
management plan to be prepared to ‘Establish a framework for managing coastal resources
including for erosion management, public use of beaches and coastal reserves, dune access and
encroachments, bushland reserve management, beach cleaning, and channel control’.
Page 4 of 62
Section 5
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
The Coastal Hazards Adaptation Plan 2021 (CHAP) identifies coastal hazard risks from coastal
erosion, stormtide inundation and sea level rise to infrastructure, development and natural values.
The CHAP sets out management actions to mitigate these risks for each locality along the Eastern
Beaches. This has informed the development of the priorities within the EBFMP.
The CHAP also identifies the management and rehabilitation of dunal vegetation as “a critical and
immediate priority for Council and the community in helping to build climate resilience”. Other
priorities identified include working with bushcare groups; relocating or re-designing natural area
public foreshore infrastructure to better preserve the integrity of the dunes and withstand expected
worsening weather conditions; minimising off-track foot traffic; increasing community
understanding of the values of dunes and dunal vegetation; and the management and alignment
of the lowest reaches of some coastal creeks.
The Noosa Bushland Reserves Strategic Management Plan 2021-2026 also specifies the
development of a coastal management plan for bushland reserves. The draft EBFMP provides
important policy direction to help prioritise the management of bushfire risk, fire access trails and
fuel reduction zones along the Eastern Beaches. The draft plan takes account of important
learnings from the recent Peregian fires in 2019.
Encroachments in Public Foreshore Reserve Areas
Encroachments into the Eastern Beaches foreshore reserves have been identified as a significant
issue through internal and external community consultation. Encroachments can include damage
to vegetation, filling, dumping rubbish, yard extensions, private infrastructure and unauthorised
planting. This has been the subject of a recent petition requesting Council take a “proactive, zero
tolerance approach to illegal appropriation of public land, degradation of public land through
removal of native vegetation, the unauthorised planting on public land, and the dumping of rubbish
or landfill on public land”. Community groups wish to see immediate action from Council to seek
rectification of encroachments, irrespective of past practices, and to take a firm stand on this issue.
The draft EBFMP seeks a clear and consistent policy approach and additional resources to
manage encroachments that better meets community expectations and protects the social and
environmental values of the Eastern Beaches foreshore reserves.
Internal consultation during the development of the draft EBFMP has made it clear that an
encroachments policy needs to be shire-wide and apply to all types of Council managed land,
rather than just to the Eastern Beaches foreshore reserves. A shire-wide and comprehensive
Council managed land encroachments policy is currently being developed. Public consultation is
planned for early next year and will include both targeted and broad community consultation. Policy
development includes intensive internal consultation with several areas of Council.
Finance & Resources
Current Council bush rehabilitation contractor funds are restricted to 3 labour days per Eastern
Beaches foreshore reserve. Other rehabilitation is delivered by an annual $75,000 multi-year grant
from Council’s Environment Levy Fund to the Coastal Connect project. The bush rehabilitation
contractors for Coast Connect are managed by volunteer Community Bushland Care team leaders.
This imposes a significant workload on the volunteers. Both the volunteers and Council’s Natural
Areas and Bushcare staff support transiting this rehabilitation work back to Council as core
business rather than it being delivered through the Coast Connect project.
Preliminary costings have been developed to help inform future budget deliberations and provide
an indication of ongoing resources needed for implementation of the proposed management
actions in the plan. Costings are annual and relate to three critical elements of the plan, and are
subject to site-specific planning, design and community consultation:
Increased and ongoing resources for ecological restoration of Eastern Beaches bushland
reserves, including dedicated staff resources to manage increased restoration.
Transfer of ecological restoration planning, contract management and administration from
volunteers to Council staff
Page 5 of 62
Section 6
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Development and rollout of an encroachment policy including dedicated ongoing staff
resources to support enforcement activities.
Funds for emergent ecological restoration following major weather and erosion events.
* LD=labour days
Activity Current EBFMP proposed Details
(annual) implementation (annual)
Ecological Council: Contractor Council: Contractor 45LD LD increased
restoration 3LD / reserve / reserve
Coast Connect transitioned
Coastal Connect Council technical officer to entirely to Council
Contractor 29 LD / manage contracts
0.5 FTE Environment
reserve approx
Bushcare support remains Technical Officer (new)
Bushcare support same
Bushcare support remains
varies between
unchanged
budget reserves.
Current Proposed budget
$128,400/annum $225,200/annum
Shire-wide Nil Encroachment policy 0.5 FTE Environment
Encroachments development and Technical Officer (new)
Policy implementation
0.5 FTE Local Laws Officer
(new)
Site rehabilitation
Legal advice
Current budget Proposed budget
Nil $415,000/annum
Weather event Nil Rapid assessment by Purpose is to build coastal
emergency Council officer resilience and reduce the
ecological ecological impacts of
Council contractor to
restoration funds weather events with rapid
deliver restoration
responses.
Current budget Proposed budget
Nil $25,000/annum
Total $128,400 Total $664,100
Risks & Opportunities
Community input during the development of the Environment Strategy 2019 and Noosa Coastal
Hazards Adaptation Plan 2021 and results from the Noosa Liveability Study 2022 strongly support
maintaining natural processes and using nature-based solutions to address climate change risks
and conserve and manage natural areas and natural values. Improving the ecosystem health and
resilience of Noosa’s coastal environments is identified as a management priority in the Noosa
Environment Strategy 2019 and Noosa Bushland Reserves Strategic Management Plan 2021 –
2026.
Council will not be able to meet these community expectations or strategic outcomes without the
increased and targeted funding and resourcing required for implementing the Eastern Beaches
Foreshore Management Plan.
Page 6 of 62
Section 7
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Consultation
External Consultation - Community & Stakeholder
Initial consultation with Eastern Beaches Foreshore Reserve community stakeholders informed the
development of the plan by identifying important values and issues. Broader community input will
be sought during a four-week consultation period from in February/March 2023. The meeting notes
with stakeholders and the community submissions received will be considered and reported back
to Council. See Community Consultation and Engagement Plan, Attachment 2.
The Eastern Beaches foreshore reserves are recognised as having regional community
importance. Eastern Beaches coastal communities, coastal communities away from the Eastern
Beaches, and hinterland communities will all be invited to participate and offered local opportunities
to contribute. Attendance and input from individuals and organisations living in neighbouring local
government areas and further afield will also be accepted and considered.
Organisations and individuals that have been identified as stakeholders during the plan
development or have subscribed will be sent an email invitation to participate in consultation. The
consultation period and opportunities will be more widely advertised in Council publications, local
publications, social media and via displays in Council facilities such as libraries.
Noosa Council will provide a range of casual and formal consultation opportunities, including a
Your Say Noosa page on Council’s website, surveys, written feedback and verbal feedback via
pop-ups at community events and beach accesses and community meetings.
Internal Consultation
Extensive informal and formal discussion about the foreshore reserves and Eastern Beaches
Foreshore Management Plan have occurred over the last several months with Council
departments. A three-week internal consultation process in August 2022 was completed to
coordinate and record feedback from staff.
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 7 of 62
Section 8
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
Page 8 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
Eastern Beaches Foreshore Management Plan >_>
Community Consultation and Engagement Plan
Date Updated September 2022
Project sponsor | Director Environment and Sustainable Development
Project director | Environment Services Manager
Project Environment Officer — Coastal Management
manager
Project team Reps from: Asset Services, Parks and Gardens, Strategic Planning, Environment
Services and Local Laws consulted as required.
Spokesperson/s | TBA
Corporate Plan | Theme 1: The Noosa Theme aims of particular relevance:
reference Environment 1. Adopt and implement the following plans that
form part of our Environment Strategy ...
Coastal Management Plan
In 20 years
2. Biodiversity in Noosa Shire has been
preserved.
3. Noosa Shire is better prepared for Climate
Change.
4. Development in the Noosa Shire is in
accordance with our desired environmental
outcomes.
5. The Noosa natural environment is protected
and enhanced.
Theme 2: The Noosa nave ais . ao
Community - The use of Council trustee land and buildings
is optimised to maximum community benefit.
In 20 years
ae io neti Shire - Our plans and strategies are aligned and
P g consistent.
- Noosa Shire is an exemplar of sustainable
living with an appropriate focus on natural,
social and economic capital.
- Our community assets are being maintained
in accordance with our planned asset
management program and our asset
management plans are linked to our budgets
and long-term financial plan.
Page 8 of 62Section 9
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 9 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Communication/marketing objectives
The objectives of this consultation plan are to:
- Garner stakeholder and community input to inform the development and refinement of the
Eastern Beaches Foreshore Management Plan.
- Offer diverse opportunities for input into the Eastern Beaches Foreshore Management Plan
and related documents,
- Encourage participation by a wide range of community members, especially those that
don't often respond to consultation
- Ensure regular updates and feedback to / from key community stakeholder groups and the
broader community.
Communication/marketing approach
- Regular Eastern Beaches Foreshore Management Plan project planning and
implementation update emails to identified stakeholders, including indigenous, local
environment, local ratepayer and bushcare groups, and “subscribers”.
- Regular invitations for collaboration with environmental and natural resource management
groups
- Invitations to participate in consultations sent to foreshore reserve neighbours, identified
stakeholders and subscribers. Includes offers for Council officer or contractor to attend a
meeting and gather input.
- Invite collaboration with local indigenous, environment and bushcare groups to tap into their
expertise on coastal management and rehabilitation.
- Opportunities for a diverse range of consultation participation hosted on the Noosa Council
website and advertised though standard and targeted avenues.
- Posting of project information to the Noosa Council website under the Eastern Beaches
Foreshore Management Plan (Natural Foreshores).
- Contract an Engagement consultant to deliver some parts of the consultation process.
All contacted reserve neighbours, stakeholders and subscribers will have the Project’s contact
details and can contact the project manager for information as required.
Project objective
The project aims to:
1. Develop the Eastern Beaches Foreshore Management Plan for Council managed
bushland and along Noosa’s Eastern Beaches;
2. Provide clear policy positions and detailed actions to protect foreshore values
3. Maintain community access to significant local natural assets into the future
4. Increase community and Council understanding of the values of Foreshore
Reserves and how to be a good foreshore neighbour
5. Contribute to community climate change resilience by enhancing dune stability and
foreshore integrity into the future
6. Collect, collate and present information on the current condition of Noosa’s Eastern
Beaches Foreshore reserves to inform future monitoring and educate
7. Communicate plans and outcomes clearly to local residents and key stakeholder
groups.
Page 9 of 62Section 10
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 10 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Project background
Naturally vegetated foreshores are widely recognised as having a vital role in protecting our
coastlines from the impacts of climate change, both now and into the future. Unfortunately many
naturally vegetated foreshores, including Council managed foreshore reserves at Noosa’s Eastern
Beaches, are under pressure from demands for beach and foreshore access, weed infestation and
vegetation damage for views and private infrastructure and gardens. The Eastern Beaches
Foreshore Management Plan will help provide the rationale and program logic to enable increased
and sustained rehabilitation of dunal vegetation in the Eastern Beaches Foreshore Reserves.
Policy links
This project is informed by a number of Council policy documents.
The Noosa Bushland Reserves Strategic Fire Management Plan 2021-2026 guides the bushfire
planning and management required for each type of reserve, based on their conservation and social
values and risk profile. Where a reserve has multiple potential land uses, significant land use risks
and potential for conflict (evidenced by the number of customer requests and recorded
encroachment) a bushland reserve management plan should be developed.
The draft Eastern Beaches Foreshore Management Plan also reflects the Noosa Environment
Strategy 2019 which specifies the development of a coastal management plan. The Noosa
Environment Strategy Implementation Plan more specifically identifies the need to ‘establish a
framework for managing coastal resources including for erosion management, public use of beaches
and coastal reserves, dune access and encroachments, bushland reserve management, beach
cleaning, and channel control.
The Noosa Coastal Hazards Adaptation Plan 2021 identifies the management and rehabilitation of
dunal vegetation as “a critical and immediate priority for Council and the community in helping to
build climate resilience”. Other relevant aspects of increasing climate change community resilience
discussed in the Draft CHAP include:
e working with bushcare groups;
e relocating or re-designing natural area public foreshore infrastructure to better preserve the
integrity of the dunes and with-stand expected worsening weather conditions;
e minimising off-track foot traffic;
e increasing community understanding of the values of dunes and dunal vegetation; and
e the management and alignment of the lower reaches of some coastal creeks.
The draft Eastern Beaches Foreshore Management Plan applies to 7 Eastern Beaches foreshore
reserves and near or directly connected foreshore bushland. Management issues addressed
include:
° Climate change and coastal hazards risks
e Ecological values and threats
° Social, cultural and scenic amenity
° Community partnerships with bushcare, turtle care and researchers
° Community education and encroachments
e Bushfire risk
° Marine incidences (marine debris, oil spills, marine strandings)
° Coastal creeks and stormwater management
e Beach access needs.
Page 10 of 62Section 11
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 11 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Target audiences
The following table lists the target audiences and intended level of communication.
Table 1: Target audiences
Target audience IAP2 level of communication
External
Foreshore Reserve neighbours
Kabi Kabi Aboriginal Corporation Involve
Noosa Coastcare
Coolum and North Shore Coastcare Involve
Eastern Beaches Bushcare Collaborative
Sunshine Coast Environment Council Involve
Eastern Beaches bushcare groups Involve
Eastern Beaches Protection Association
Peregian Family & Friends Association Involve
‘Other groups identified as part of progressing this consultation
Noosa Council — Eastern Beaches Foreshore Management Plan working
group
Noosa Council — High Risk Erosion Areas Working Group Collaborate
Noosa Council Environment Services
Noosa Council Local Laws team
Table 2: IAP2 Spectrum
problem, alternatives, opportunities and/or solutions.
Consult To obtain feedback on analysis, alternatives, and/or decisions.
concerns and aspirations are consistently understood and considered.
of alternatives and the identification of the preferred solution.
Page 11 of 62Section 12
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 12 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Key messages
The key messages are:
1. There are diverse opportunities for input into the Eastern Beaches Foreshore Management
Plan and related documents.
2. Local residents and community stakeholders can be involved in the plan preparation process
3. Naturally vegetated foreshores are vital to community resilience to climate change over the
next 80 years and beyond.
4. Naturally vegetated foreshores have a range of community and environmental values.
5. Being a good foreshore neighbour helps foreshores better deliver climate change resilience,
community values such as visual amenity and healthy beach profiles and environmental values
such as biodiversity and environmental services.
Timing
The formal public community consultation period is planned for a 4 week period in February/March
2023.
Budget
A consultation budget is available for professional consultation support including for preparing
communications messaging, material and advertising.
Risk management
Potential risks to the engagement and communication and proposed responses include:
Ld Response/mitigation
Lack of information to neighbours, identified Inform and update a broad range of stakeholders
stakeholders and the broader community. via a subscription lists, various media and face to
face consultation opportunities, including with
foreshore neighbours, community groups, local
ratepayer and bushcare groups.
Lack of community.ar organisation, jnpubinig plan Direct invitations to be sent for participants to be
involved, including offers for Council staff to attend
an organisations meeting to discuss and gather
input.
List opportunities for consultation participation on
the Noosa Council website and advertised though
standard and targeted avenues.
Post project information to the Noosa Council
website under the Eastern Beaches Foreshore
Management Plan on Coasts and Foreshores page
Non-residential neighbours (eg. visitor Work with rates department, short term let officers
accommodation) and other neighbourhood owners, in Council and letting agents to develop non-
management letting agencies and associated residential owners/managers mailing lists and send
maintenance companies can be hard to identify and | out communications.
contact. Likely not to receive unaddressed mail or Send an addressed letter, outlining consultation
see neighbourhood signage or local advertisements. | opportunities and asking for an email address for
subscription
Page 12 of 62Section 13
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 13 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Communication tools
The information below details the communication tools to be used as part of this communication plan.
Communication tools Yes/no
Home page intranet
Staff e-newsletter
Targeted media releases/liaison at launch and key milestones ——
Media releases/liaison
Radio advertising — HotFM, MixFM, SeaFM and ZincFM.
Online/electronic
Messages on hold
Home page council website
Social Media
Other
Media launch and media kits
Create mini-brand or tagline: visual look and feel to represent project
Other council owned tools
Other council owned tools for consideration
Communication tools Yes/no
Councillor briefings
Erection of signs on foreshore land subject to rehabilitation Yes
Online/electronic
Dedicated webpages
Library e-News, Facebook or other database
Noosa Aquatic Centre e-News, Facebook or other database
Noosa Leisure Centre newsletters or other database
Page 13 of 62Section 14
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 14 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
What is the project?
When are communications expected to start (media releases, residents letters,
advertising, surveys/market research etc.)
What is the call to action i.e. what are you asking people to do?
How many calls expected?
Weblink to provide to callers
Person and number to contact if customer service needs to escalate the enquiry
Non-council owned tools
Non-council owned tools Yes/no
ABC online: http:/Avww.abc.net.au/sunshine/ Yes
Chamber of Commerce e-News, website Yes
Print Yes
Television No
The Noosa, Cooroy, Eumundi App Yes
My Sunshine Coast events calendar: [email protected] Yes
What’s Happening Sunshine Coast events calendar: Yes
http:/Avww.whatshappening.com.au/contact_us. php
‘Other Yes |
Regular Eastern Beaches Foreshore Management Plan project planning and Yes
implementation update emails to identified stakeholders, including indigenous, local
environment, local ratepayer and bushcare groups, and “subscribers”
Evaluation
Monitoring and evaluation tools used to measure and evaluate success of the consultation include:
- Successful contact with identified stakeholders, including Indigenous, local environment, local
ratepayer and bushcare groups, and “subscribers”
- Brief consultation satisfaction survey to identified internal and external stakeholders, sample of
submitters
- Informative level of community and organisational input into Eastern Beaches Foreshore
Management Plan
Page 14 of 62Section 15
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 15 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Communications activity planner
Deadline Activity Target audience Comms Tools ee ULE Ag Actions officers Budget Bo) re 110
Oct 22 Provide customer Customer Service Email It is the responsibility of the project Project manager n/a Planned
service with a briefing | Centre Officers manager to provide briefings to internal
re this project PRIOR staff/units/branches that may be
to any communications impacted by this project.
starting. For any communication campaign, the
customer service centre becomes the
first line for inquiry and MUST be briefed
about the project PRIOR to any
communication activity (note questions to
answer in above list of tools)
Oct 22 Staff awareness All staff Community Details of all community engagement Project manager nia Planned
engagement register _| activities must be included in the register.
Oct 22 Communication to Local residents Direct mail Letter to Foreshore Reserve neighbours | Project manager n/a Planned
Foreshore Reserve
neighbours
Ongoing | Develop Foreshore Foreshore Reserve Email Regular email updates to subscribed Project Manager n/a Started
Sept 21 Reserve neighbours neighbours Foreshore Reserve neighbours
email list
Ongoing | Communication with See Table 1 Attendance/face to Attendance at scheduled meetings and | Project manager nia Started
Nov 21 key stakeholder face provide verbal update
Bushcare groups Develop subscriber list
Ongoing | Communication with See Table 1 Attendance/face to Attendance at scheduled meeting and Project manager nia Started
Nov 21 key stakeholder face provide verbal update
community groups Develop subscriber list.
Ongoing | Communication with See Table 1 Attendance and email | Attendance at scheduled meetings and | Project manager nia Ongoing
Aug 22 key internal provide verbal and written updates
stakeholders. Offer presentation to stakeholders.
Distribute plan and receive written
comments.
Feb 23 Update to Council General population Website Description of project including objectives | Project manager nia Planned
website and timeframes
Page 15 of 62Section 16
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 16 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Feb 23 Communication with Key stakeholders Email Engagement concerning draft plan and Project manager n/a Planned
community key proposals
stakeholders
Feb 23 Communication with Local residents Email Engagement concerning draft planand | Project manager nia Planned
Foreshore Reserve proposals
neighbours |
Ongoing | Deliver workshops Councillors and Various Improve community and organisational Project manager Yes Ongoing
Feb 22 about initial Council leaders understanding about the values of dunal
June 22 | consultation results vegetation and natural foreshore, and
and draft plan proposed management responses
Feb 23 Public consultation General population Foreshore neighbour | Engagement concerning draft plans and | Project manager Yes Planned
period. Stakeholders letter proposals
Subscriber email list
Council website —
project page
Council Your say
survey
Standard and targeted
media outlets
Attendance at
scheduled meetings
and provide verbal
updates, written
communication
material
On and near reserve
| | advertisement
Feb 23. Consultation General population Council Your say > 75% approval rating from consultation | Project manager Yes Planned
Finalise satisfaction survey Stakeholders survey satisfaction survey
Mar 23
Page 16 of 62Section 17
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
4 SHORT TERM ACCOMMODATION MONITORING REPORT 2022
Author Principal Strategic Planner, Anita Lakeland
Environment and Sustainable Development Department
Index ECM 41.42- Noosa Plan 2020
Attachments 1. Short Term Accommodation Monitoring Report 2022 (200 page
attachment provided separately to this agenda)
2. Appendix 13 to Attachment 1 (48 page attachment provided separately to
this agenda)
EXECUTIVE SUMMARY
Noosa Council’s adoption of Noosa Plan 2020 was conditional on monitoring the provisions relating
to short term accommodation, tourism and housing supply for a 2 year period following its
commencement.
A Short Term Accommodation Monitoring Report has now been prepared, including
recommendations to amend NP2020 which must be submitted to the Minister for State
Development, Infrastructure, Local Government and Planning within 6 months of the 2 year
monitoring period.
This report supports the key actions from the 2022 Housing Strategy and is presented to Council
for consideration.
RECOMMENDATION
That Council note the report by the Principal Strategic Planner to the General Committee Meeting
dated 14 November 2022 and
A. Endorse the Short Term Accommodation Monitoring Report contained in Attachment 1 to
this report for the purpose of submitting it to the Minister for State Development,
Infrastructure, Local Government and Planning as compliance with the Minister’s conditional
approval of Noosa Plan 2020;
B. Endorse the recommendations in section 5.1 of the Short Term Accommodation Monitoring
Report in Attachment 1 and as described in section 2.3 of this report to amend Noosa Plan
2020 and:
1. Undertake amendments relating to the Medium and High Density Residential zones,
Rural zone, Rural Residential zone and Centres zones as part of the proposed
amendments to Noosa Plan 2020 being reported separately to Council;
2. Undertake amendments relating to the Tourist Accommodation zone following further
assessment of the spatial allocation of the zone, tables of assessment and other
consequential amendments to the Noosa Plan 2020, and provide a separate report to
Council;
C. Monitor the effects of the proposed amendments to Noosa Plan 2020 and its impacts on
short term accommodation and housing following a 2 year period of its implementation and
report back to Council with the findings;
REPORT
The purpose of this report is to submit to Council for endorsement, the Short Term Accommodation
Monitoring Report 2022 (Monitoring Report) as required by the Ministerial conditions of approval
of Noosa Plan 2020 and the proposed amendments to Noosa Plan 2020 arising from the report.
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1. Background
During the preparation of Noosa Plan 2020, the biggest issue for consideration was the increased
use of dwellings, particularly dwellings houses, for short term accommodation (STA) in residential
zones and the introduction and spatial allocation of the Tourist Accommodation zone and the
Medium and High Density Residential zones.
Following two draft versions of Noosa Plan 2020, which proposed different approaches for dealing
with short term accommodation, Council resolved to endorse a final version of Noosa Plan 2020
which, amongst other things, made:
short term accommodation of an entire dwelling on an ongoing basis an inconsistent use in
the Low Density Residential zone;
short term accommodation of an entire dwelling on an ongoing basis a consistent use in the
Medium and High Density Residential zones, Rural Residential and Rural zones, major
centres, local centres and parts of the district centre zones (with various levels of
assessment);
allowance for short term accommodation in the Low, Medium and High Density Residential
zones, Rural Residential and Rural zones and the Tourist Accommodation zones where it is
a principal place of residence for no more than 4 times and maximum of 60 days per calendar
year;
multiple dwellings (being a use for permanent residents) a consistent use in the Tourist
Accommodation zone.
The table below provides a snapshot of the current short term accommodation provisions across
these zones.
On 18 February 2020 the then Minister for State Development, Manufacturing, Infrastructure and
Planning advised Council they could adopt Noosa Plan 2020 (NP2020) subject to a condition to
monitor the provisions relating to short term accommodation, tourism and housing supply for a 2
year period following its commencement. Council adopted NP2020 on 31 July 2020.
The Minister’s conditional approval requires that:
The council must:
1. Monitor the provisions relating to short-term accommodation, tourism and housing
supply considering the outcomes sought across the residential zones.
The process shall, at a minimum:
include a detailed analysis of the existing situation within the Noosa Shire,
including numbers and types of short-term accommodation uses. This analysis
should include annual comparison data that demonstrates the performance of
the relevant scheme provisions; consider the economic and social benefits of the
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current situation, and forecast the potential long-term impacts of short-term
accommodation across the residential zones;
consider the zone intent, levels of assessment and regulation short-term
accommodation across the residential zones;
consider the state interests of Housing supply and diversity and Tourism;
be evidence-driven, comprehensive, and prepared in a detailed manner.
On commencement of the planning scheme for a period of two years.
2. Submit a report to the Minister on completion of the monitoring process. The report
must detail the findings of the monitoring process and provide an accompanying
statement from the council that identifies whether the council considers an amendment
should be made to the planning scheme as a result of the monitoring process, and the
reasons for the council’s position on this. Within six months of completing 1.
2. Short Term Accommodation monitoring report
In response to the Minister’s conditional approval, a Short Term Accommodation Monitoring
Report, including recommendations to amend NP2020, has been prepared.
As a baseline measure, the Monitoring Report undertook an extensive review of short term
accommodation under the provisions of the former Noosa Plan 2006 (NP2006) and the economic,
tourism and housing conditions from 2006 – July 2020, prior to the commencement of NP2020. A
number of background studies, issues papers, short term accommodation data, as well as
community and economic census data helped to inform the pre NP2020 baseline of information.
In the 2 year period since the commencement of NP2020, the Monitoring Report has examined
the provisions relating to short term accommodation, tourism and housing supply across all zones
in NP2020. More recent housing and economic studies and strategies, census data, community
feedback and updated short term accommodation data helped to inform the situation over the last
2 years. A social and economic impact assessment has also been undertaken by AEC.
Covid-19 impacts on the economy, employment, tourism, short term accommodation and housing
were also examined both prior to and over the 2 years since NP2020 commenced.
2.1 Overview
Since the introduction of Noosa Plan 2020, significant external events have impacted Noosa,
including Covid-19 and the national housing crisis, both affecting the economy, tourism, short term
accommodation and the housing market.
Significantly, the impacts from the use of dwellings for short term accommodation were identified
as contributing to housing supply and affordability, more particularly to the smaller more affordable
dwelling market.
The Monitoring report found that legacy provisions from past planning schemes and the provisions
within the former Noosa Plan 2006 generally allowed for a mix of permanent residential dwellings
and short term accommodation for visitors throughout much of Noosa Shire. The use of dwellings
could generally move from permanent occupancy for residents to short term use for visitors without
further approval, resulting in no long term housing security for permanent residents.
With the emergence of online booking platforms, the number of dwellings being used for short term
accommodation, particularly the use of dwelling houses, increased and issues emerged around
the impacts on residential amenity, housing supply and affordability and the competition between
residents and visitors for a limited supply of existing and future dwelling stock.
In response to rising concerns over the impacts of short term accommodation, Council made the
decision to make short term accommodation an inconsistent use in the Low Density Residential
zone in Noosa Plan 2020. Council also introduced a short stay letting and home hosted
accommodation local law to deal with residential amenity, complaints and guest safety.
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Other than the Low Density Residential zone, Noosa Plan 2020 currently allows for short term
accommodation of an entire dwelling throughout Noosa Shire, in residential zones, rural residential
and rural zones, major centres, local centres and parts of the district centre zone.
However, since the commencement of NP2020, there has been a global pandemic and national
housing crisis, with record low rental vacancy rates and significant price increases in the rental and
purchase markets. Small affordable dwellings for key workers, particularly those supporting the
tourism and hospitality industry, and the older population as well as affordable family homes are
an unmet housing need in Noosa Shire.
This has reached crisis point with many businesses unable to secure staff due to affordable
accommodation shortages and long term residents having to leave Noosa to find housing
elsewhere or seeking refuge in temporary accommodation.
The proportion of Noosa Shire residents either not in the workforce, or earning their income outside
the Shire is relatively high, as is the level of home ownership. These elements also contribute to
the shortage of permanent rental accommodation for workers.
Whilst Covid-19 created unique circumstances for the housing market and there is a national
housing crisis, the legacy planning issues and the current provisions within NP2020 contribute to
the housing situation in Noosa Shire.
The community have been very clear in consultation on various plans and strategies that short
term accommodation is having a significant impact on the sense of community, housing supply
and affordability as well as residential amenity. The long term security in housing supply and
housing affordability has become the biggest issue facing Noosa Shire residents.
It is also considered that Noosa has begun to overreach its carrying capacity, particularly during
tourist peak periods and weekends, with road networks, open space, Noosa River and Main Beach
often at full capacity, with negative impacts associated with this being experienced by residents
and visitors.
Since the April 2020 Tourism Carrying Capacity Analysis was undertaken, there has been an
increase in the number of dwellings being used for short term accommodation, despite the impacts
of COVID-19 throughout the last 2 years; the high demand for permanent rental properties; the
introduction of the short stay letting and home hosted accommodation local law; and changes
made by NP2020 making short term accommodation in the Low Density Residential zone an
inconsistent use.
5,265 dwellings are currently identified as being used for short term accommodation across Noosa
Shire, the highest concentration in the coastal urban area between Noosaville and the coastal
stretch to Peregian Beach, with 31.6% of dwellings used for short term accommodation.
Significantly, 52.7% of dwellings are used for short term accommodation in Noosa Heads, 33% in
Sunshine Beach and 26.4% in Noosaville.
Overall, the use of dwellings for short term accommodation grew by 307 dwellings or 5.7% over
the 2 year monitoring period. Given past growth trends, the use of dwellings for short term
accommodation is likely to continue to grow if left unregulated.
However, the true number of dwellings with use rights for short term accommodation is much
higher, with the majority of all multiple dwellings having use rights for short term accommodation.
Therefore, continued growth in dwellings converting to or being developed for short term
accommodation is of high concern for current and future housing supply, particularly within
residential zones intended for permanent housing supply.
Growth in other forms of visitor accommodation, as well as short term accommodation, will also
come from designated visitor only Tourist Accommodation zoned land, at the exclusion of
residents. At the time of writing this report, around 345 hotel rooms, 15 luxury villas and 16 eco
cabins are either pending a Council decision or at the pre-application stage.
Whilst tourism peaks may see high demand for short term accommodation and supply being taken
up with high occupancy rates, latent supply exists throughout non-peak periods, with AirDnA
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figures showing average occupancy of 57.5% on AirBnB and Stayz booking platforms for the year
ending July 2022.
Notwithstanding this, the provision of visitor accommodation is important to the tourism industry
and should continue to be supported in the designated Tourism Accommodation zone. The extent
of land zoned for tourist accommodation, including key sites currently subject to development
proposals, together with the current provision of visitor accommodation, including short term
accommodation, is considered more than adequate to meet current and future visitor needs.
However, the continued growth in use of existing or future dwellings for short term accommodation,
particularly in designated residential zones and business centre zones, compromises housing for
permanent residents, particularly key workers who support the tourism industry with labour,
businesses and services.
Short term accommodation being a consistent use in the Medium and High Density Residential
zones, as well as the Rural and Rural Residential zones, compromises the purpose of these zones
for the provision of housing for permanent residents. Likewise, short term accommodation in the
business zones compromises future development for small more affordable dwellings for key
workers near transport, employment and services.
This creates competition for Noosa’s limited dwelling stock and land supply, between the provision
of accommodation for visitors and provision of housing for residents, reducing available supply of
permanent housing and driving up prices for both the rental and purchase housing markets.
Conversely, the take up of accommodation within traditional holiday resorts by residents seeking
accommodation, and multiple dwellings (for permanent residents) being a consistent use in the
Tourist Accommodation zone, compromises the zone’s tourism purpose and preference for visitors
only.
The mix of permanent and short term dwellings within NP2020 zones creates landuse conflict
between visitors and residents impacting residential amenity, sense of community, social cohesion
and resident lifestyle, as well as visitor experience and enjoyment.
Overall, the extensive and growing use of dwellings for short term accommodation has a direct
impact on the community, housing supply and level of affordability, as well as the tourism economy
and labour supply. Without a long term known and secure supply of housing for residents, including
for workers supporting the tourism / visitor accommodation industries, the hospitality and tourism
economy and community are at risk.
The AEC economic and social assessment report concluded that:
Increases in short term accommodation between April 2020 and October 2022 suggests
NP2020 has not detrimentally impacted on market supply to meet tourism demands.
There has been no noticeable negative impact of NP2020 on demand or values, with people
wanting to buy more dwellings in Noosa and at considerably higher prices.
Combined with dwelling sales market data, rental market data suggests Noosa is
experiencing considerable issues of undersupply of affordable dwellings available for
residential or worker use, with considerably higher dwelling prices and rents than in SEQ
exacerbating issues associated with rising costs of living.
With the existing supply of short stay accommodation, the additional take-up of latent supply
within these premises to achieve increased occupancy, in addition to anticipated new supply
from commercial accommodation providers, visitor demands within Noosa’s carrying
capacity should be appropriately met into the future without the need for additional residential
housing stock to be diverted.
To meet state planning policy requirements, security of current and long term housing supply that
is affordable and diverse, and meets the housing needs of Noosa’s community, is required.
Whilst Noosa Council has responded to the residential amenity issues with the introduction of a
new local law, addressed some housing supply issues by restricting further short term
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accommodation in the Low Density Residential zone and introduced a specific Tourist
Accommodation zone, further review of the provisions in NP2020 is required.
2.2 Summary of issues
Below is a summary of the key issues identified in the Monitoring Report.
Housing Crisis
High demand for housing exists, with record low rental vacancy rates;
There has been significant housing and rental price increases;
Small affordable dwellings are required, particularly for key workers and low income earners;
No long term housing security exists, with the movement of dwellings into STA;
Businesses can’t secure staff, in part due to housing shortages and affordability;
Community is clear that STA is having a big impact on housing supply and affordability;
Adequate dwelling stock exists but the high number of unoccupied dwellings and dwellings
used as STA is of concern.
Short term accommodation growth
29% of the coastal urban area (excl. Tewantin) is used for STA, Noosa Heads increased
from 45% to 52.7% in 2 years;
There has been 5.7% overall growth of STA in 2 years, meaning 5.7% loss in housing stock;
Past growth in STA is likely to continue;
STA has not been negatively impacted by NP2020 provisions, as STA numbers have grown;
True number of properties with STA use rights is much larger with most mulitple dwellings
having interchangeable use rights;
Existing supply (and potential dwelling conversions to STA) are adequate to meet tourism
demands
New proposals for hotels, cabins provide greater diversity of tourist accommodation away
from dwellings;
Average annual occupancy of AirBnB and Stayz properties is only 57 %, with latent supply.
Economy and Employment
Noosa is heavily reliant on tourism and hospitality;
Council seeks to diversify the economy and employment into high value low environmental
impact and smart industries;
Tourism and events have bounced back to pre-Covid conditions;
Businesses are experiencing labour shortages.
Covid 19
NP2020 commenced at the height of Covid 19, including the first 2 years of operation;
Any downturn in tourism, economy, employment is attributed to Covid 19 not provisions in
NP2020;
Any conversion of STA to permanent occupancy was a result of Covid 19 – but quickly
returned to STA when borders opened;
Impacts on the housing market, with unprecedented demand for housing, expat returns and
relocations;
Ability to work from home has shifted labour market location.
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Community Wellbeing
Residents and studies are clear that STA is having an impact on the social fabric, sense of
community, feelings of belonging, safety, housing supply, affordability, and residential
amenity;
Short Stay Local law has provided an avenue for complaints to be dealt with;
Despite STA being an inconsistent use in the Low Density Residential zone, use of houses
for STA grew by 161 in the last 2 years.
State planning policy
NP2020 must provide housing supply and diversity that is affordable and caters to different
needs;
Sufficient land and stock must be available to meet needs;
Communities must be liveable including quality of life and affordable living;
Tourism must support economic opportunities related to creating jobs and strengthening
local and regional economics, where it can complement sensitive uses.
Legacy issues
Interchangeable use rights from past planning scheme approvals allowing for STA use
affects housing security;
Noosa Plan 2006 blurred zones with limited protection of housing supply;
Competition of housing stock exists between residents and visitors and residential amenity
issues remain;
Tourism accommodation is dominated by STA dwellings, with a lack of hotels / motels, and
demand for 5 star accommodation;
STA grew with online booking platforms and STA is now seen as providing a good return on
investment;
Continued growth in tourism as seen in the past would require more land for visitors only,
more dwellings converting to STA, displaced residents moving out of resorts and STA in
secondary dwellings, none if which is desirable nor sustainable.
Noosa Plan 2020
Low Density Residential zone
STA of an entire house being inconsistent has addressed some housing supply and
residential amenity issues;
There has been continued growth in STA use of houses in the LDR zone, an increase of
12.1%.
Medium and High Density Residential zone
No protection of future housing supply exists with STA being a consistent use in the zones;
STA compromises future small dwelling supply creating competition for limited land supply
and dwelling stock;
STA is at odds with the zone purpose for permanent housing;
Blurring exists between the Medium and High Density zones and Tourist accommodation
zone;
Interchangeable use rights create uncertainty about housing supply with continued
conversion from permanent to STA in the zones.
Tourist Accommodation zone
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Provides a dedicated Tourist Accommodation zone for tourist accommodation and activities;
Multiple dwellings (permanent housing) are permitted in the zone which compromises zone
purpose for tourism, creating conflict;
Tourist Accommodation zone is expansive and includes most desirable locations in Noosa,
at exclusion of residents;
Despite the new zone, there is still mixing and blurring of uses and spatial allocation of the
zone with the Medium and High Density Residential zones.
Rural and Rural Residential zones
STA of entire dwelling compromises the purpose of the Rural Residential zone for housing
permanent residents, resulting in more loss of land to tourist accommodation;
STA of entire dwelling / site compromises the main purpose of the rural zone for rural and
agricultural pursuits and value added industries and housing for permanent residents;
There is potential loss of land for permanent residents, STA should only be suitable if the
resident remains onsite e.g. cabins, tents etc.
Centres zones
Small dwellings for permanent residents in town centres are part of the housing solution;
Allowing STA in centres creates competition for dwelling stock and land supply between
residents and visitors;
The Tourist Accommodation zone already allows for mixed use development for tourist
accommodation.
2.3 Recommended amendments to Noosa Plan 2020
In response to the findings and issues identified in the Monitoring Report, amendments to Noosa
Plan are recommended to both ensure:
adequate long term housing stock is available and secured to meet the diverse needs of
Noosa Shire’s current and future residents consistent with Noosa Council’s adopted Housing
Strategy 2022; and
adequate long term tourist accommodation, including short term accommodation, is available
to meet the needs of tourists only where it is compatible with the housing and economic
needs of Noosa’s resident and business community and results in sustainable levels of
tourism consistent with Noosa Council’s Economic Development Strategy 2021.
The proposed amendments are aimed at the long term intent for development in the zones. Whilst
recommendations are for the removal of short term accommodation as a consistent use from
several zones, existing development in those zones for short term accommodation or other visitor
accommodation continue to have use rights under existing development approvals or existing use
rights, where they are lawful.
Likewise, the changes proposed for the Tourist Accommodation are for future development in the
zones for visitor accommodation and tourist related uses as per the zone intent. The proposed
removal of multiple dwellings for permanent residents from the Tourist Accommodation zone does
not affect existing use rights and development approvals allowing for permanent occupation. A full
review of the spatial allocation of the Tourist Accommodation is also proposed to ensure the zoning
reflects the long term intent for sites.
The proposed changes to the Medium and High Density Residential zones, Rural and Rural
Residential zones and the Centre zones are recommended for immediate amendment to Noosa
Plan 2020 as being reported to the Planning and Environment Committee under separate cover.
The proposed changes to the Tourist Accommodation zone, specifically the spatial allocation of
the zone, requires further investigation and will be reported to Council in 2023.
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GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Following implementation of the amendments, it is recommended they be monitored for a 2 year
period and reported back to Council.
The Monitoring Report makes the following recommendations to amend Noosa Plan 2020:
Medium Density and High Density Residential zones
Reinforce the purpose and outcomes to be achieved by development within the Medium and
High Density Residential zones for housing for permanent residents by clearly specifying this
as an outcome for the zone and by making short term accommodation of an entire dwelling
on an ongoing basis an inconsistent use in the zone.
The exception being where a permanent resident short stay lets their principal place of
residence for a limited time of no more than 4 times and maximum of 60 days per calendar
year.
Continue to permit home hosted accommodation in accordance with the current provisions
in NP2020.
Rural Residential zone
Reinforce the purpose and outcomes to be achieved by development within the Rural
Residential zone for housing for permanent residents by clearly specifying this as an outcome
for the zone and by making short term accommodation of an entire house on an ongoing
basis an inconsistent use in the zone.
Allow short term accommodation of an entire dwelling house only where the permanent
resident short stay lets their principal place of residence for a limited time of no more than 4
times and 60 days per calendar year.
Allow other forms of short term accommodation and nature based tourism only where the
permanent resident remains on site in their principal place of residence and provides other
forms of short term accommodation such as the use of cabins, yerts, tents and the like.
Include minimum lot size of 4ha for visitor accommodation uses (except for 4 times and 60
days where no minimum lot size is required) and total number of guests to 12 and maximum
of 250sqm of gross floor area for the nature based tourism use.
Continue to permit home hosted accommodation in accordance with the current provisions
in NP2020.
Rural zone
Reinforce the purpose and outcomes to be achieved by development within the Rural zone
for rural pursuits, particularly agricultural uses and complimentary value added uses and
housing for permanent residents. Clearly specify these outcomes for the zone and make
short term accommodation of an entire dwelling house on an ongoing basis an inconsistent
use in the zone.
Allow short term accommodation of an entire dwelling house only where the permanent
resident short stay lets their principal place of residence for a limited time of no more than 4
times and 60 days per calendar year.
Allow other forms of short term accommodation such as cabins, cottages, yerts, tents and
the like:
o as code assessment: -maximum total gross floor area associated with short term
accommodation, nature based tourism, tourist park and tourist attraction is not more
than 200 sqm with a maximum of 4 guest rooms, free standing cottages, cabins or
permanent tents and does not include conference or function facilities.
o as impact assessment: -maximum total gross floor area associated with short term
accommodation is not more than 1000 sqm accommodating no more than 12 guests
or if in tents or 24. And does not include conference or function facilities.
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Allow the current accepted development and code assessment provisions and thresholds for
nature based tourism only where the permanent resident remains on site in their principal
place of residence. Where no resident is to remain on site, make nature based tourism a
consistent use and impact assessable.
Tourist parks continue to be accepted development and code assessment with current
provisions, however only where the permanent resident remains on site in their principal
place of residence. Tourist parks remain inconsistent impact assessment above the accepted
and code assessment thresholds.
Continue to permit home hosted accommodation in accordance with the current provisions
in NP2020.
Tourist Accommodation zone
Reinforce the purpose and outcomes to be achieved by development within the Tourist
Accommodation zone for the current and long term provision of a variety of tourist
accommodation types, tourist related activities and businesses and primary location for
visitors, and not preferred for residents.
Make multiple dwellings an inconsistent use in the zone.
Centres zones
To ensure future development for small dwellings in business centres is delivered and not taken
up or competing with short term accommodation, it is also recommended that short term
accommodation be an inconsistent use in business centre zones.
The exception is in the Village Mix Precinct at Noosa Shire Business centre and Local Centre zone
in Cooroy, where motel or serviced apartment style accommodation is appropriate to support
surrounding uses, such as in the Innovation zone. Small dwellings for permanent residents will
continue to be permitted in Centre zones, to ensure the provision of permanent dwellings for key
workers as a priority over visitor accommodation.
Strategic Intent and outcomes
Make relevant changes to the Strategic Intent and Outcomes consistent with the changes to zones
outlined above to provide a high level direction on the preferred and hierarchy of landuse outcomes
in the zones. Be clear in the strategic intent and outcomes regarding the interface of visitors and
tourists and how they should be managed and be future focused on the long term outcomes for
permanent residents and visitors.
Local Plans and Development codes
Make relevant changes to the Local Plans and Development Codes to reinforce the landuse
outcomes in each zone in the locality consistent with the changes being made to the consistent
uses in each zone and the overall strategic intent and outcomes. Provide a finer level of detail
regarding the locality’s role in support permanent residents and / or visitors where required.
Spatial zone allocations
Undertake a review of the Medium and High Density zone allocations together with a review
of the Tourist Accommodation zone to ensure the desired long term landuse outcomes are
supported by the zone. Make alterations to these zones where required to support the long
term strategic intent to support either future housing stock or tourist accommodation.
Ensure these changes are supported by the Strategic intent and outcomes, relevant local
plans and development codes.
Previous Council Consideration
Ordinary Meeting 18 August 2022
On 18 August 2022 Council approved MCU22/0067 for a Material change of use for a whole
dwelling house to be used for short term accommodation subject to conditions. As part of that
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GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
approval Council included resolution C. which reads as follows—
C. Request staff consider making whole house Short Term Accommodation an
“INCONSISTENT USE” in the Rural Residential Zone
Special Meeting 16 July 2020
That Council note the report by the Director Environment & Sustainable Development to the
Special Meeting dated 16 July 2020; and
A. Adopt the Noosa Plan 2020 as amended as a result of State Interest Review and Ministerial
Conditions, as per attachments 2 – 22 of the report;
B. Set a date of 31 July 2020 for commencement of the new scheme;
C. Authorise the CEO to make any minor amendments necessary to the Noosa Plan 2020 prior
to commencement;
D. Publicly notify adoption of the scheme in accordance with requirements of the Planning Act;
E. Provide the Chief Executive of Department State Development, Manufacturing, Infrastructure
and Planning a copy of the public notice;
F. Initiate a process to monitor over a two year period the effectiveness of the provisions in the
Noosa Plan 2020 with regard to industrial land and industry precincts to ensure the provisions
meet the objective of enabling the changing nature of businesses including increased
diversity in key sectors and provision for multi-purpose flexible work;
G. Provide a report back to Council on this monitoring program including any associated
recommended amendments to the Noosa Plan;
H. Monitor over the next 2 years the effectiveness of the provisions of the Noosa Plan 2020 in
enabling the delivery of housing choice and affordability to meet the diverse needs of the
community, specifically housing for those in our community on low incomes, with special
needs or in identified groups in need of community and affordable housing;
I. Provide a report back to Council on this monitoring program including any associated
recommended amendments to the Noosa Plan to strengthen the provisions towards these
outcomes; and
J. Complete and introduce a Local Law for Short term letting, including the associated code of
conduct to regulate short term letting.
Finance
The preparation of the Monitoring Report was funded from within current budgets.
Amendments to NP2020 arising from the recommendations in the report will be funded through
existing staffing and project budgets.
Risks & Opportunities
Preparation of the Monitoring Report and it’s submission to the Minister is a condition of approval
for Noosa Plan 2020. Monitoring of the provisions of NP2020 over the last 2 years has provided
Council with the background information and evidence to support making amendments to NP2020
regarding STA.
Should Council not support the recommendations of the report regarding the safeguarding of land
for permanent housing against further growth in STA, there is a current and long term risk to the
housing market, economy and community.
Consultation
External Consultation - Community & Stakeholder
No community and stakeholder consultation were required for the preparation of the Monitoring
Report, however results from community consultation on the draft NP2020, draft Short Stay Letting
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GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Local Law, Liveability Survey 2022, Community Satisfaction Survey 2021, The Value of Tourism
to the Noosa Community 2019, the new Corporate Plan and other background reports and data
informed the report.
The recommendations of the report to amend NP2020 will be subject to a statutory public
notification process at which time community and industry feedback will be sought on the proposed
amendments.
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services X Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
5 NOOSA SHIRE COUNCIL 2021-22 ANNUAL REPORT
Author Governance Manager, Diana Stewart
Executive Services Department
Index ECM/ Subject 27.02 Annual Report
Attachments 1. Noosa Shire Council 2021-22 Annual Report (157 page attachment
provided separately to this agenda)
EXECUTIVE SUMMARY
Pursuant to section 182 of the Queensland Local Government Regulation 2012, Council has
prepared an Annual Report for FY 2021-22.
The purpose of the Annual Report is to inform the community about Council’s activities and
financial performance throughout the 2021/22 financial year.
The Annual Report includes the 2021/22 Audited Financial Statements.
RECOMMENDATION
That Council note the report by the Governance Manager to the General Committee Meeting dated
14 November 2022 and
A. Adopt the Noosa Shire Council 2021-22 Annual Report incorporating the 2021/22 Audited
Financial Statements; and
B. Authorise the Chief Executive Officer to make any required minor amendments to the
document prior to publication.
REPORT
3. Annual Report and Financial Statements
The development and publication of the Annual Report by Queensland local governments is a
statutory requirement under the Local Government Regulation 2012 (“the Regulation”). The
purpose of the Annual Report is to inform the community about Council’s activities and financial
performance throughout the 2021/22 financial year.
The Regulation prescribes a range of disclosures which must be included within the report relating
primarily to accountability matters, financial matters (which may be of interest to the community in
terms of the amounts spent and justification of expenditure) and Council’s progress towards
achieving its Corporate Plan objectives.
The Annual Report has been compiled in accordance with the Annual Report Compliance Checklist
(Checklist) provided by the State Department of Local Government, Racing and Multicultural Affairs
to ensure that all the prescribed disclosures under the Regulation are included in the document.
Council’s Financial Statements, which were signed by a delegate of the Auditor General
Queensland on 26 October 2022, and in accordance with the Auditor General Act 2009, confirm:
The prescribed requirements in relation to the establishment and keeping of accounts have
been complied with in all material respects.
The Financial Report:
(a) Gives a true and fair view of the Council’s financial position as at 30 June 2022, and of
its financial performance and cash flows for the year then ended, and
(b) Complies with the Local Government Act 2009, the Local Government Regulation 2012
and Australian Accounting Standards.
Page 29 of 62
Section 30
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Furthermore, the Community Financial Report (provided from page 87 of the Annual Report) has
been prepared by Council’s Financial Services Branch and provides readers with an easy-to-follow
summary and analysis of Council’s financial position for the 2021/22 financial year.
4. Additional content
New content has been included to further enhance and increase transparency and compliance with
industry and Australasian Reporting Awards standards and includes the following:
History and Heritage – a brief overview of the Shire’s history from early settlement to present
day supported by historical imagery from Council’s Heritage Library.
Liveability Index – to highlight the important liveability index score result achieved for our
Shire and the top values and strengths identified by our community.
Elected members – individual councillor profiles have been included coupled with further
information that explains their key roles and responsibilities at Council.
Council Services – Council’s service portfolio has been identified at a high level to
demonstrate the broad range of services that we deliver to our community.
Corporate Planning – further information has been included to outline our Informing
Strategies and Plans.
Our Organisational Structure – further information on our operating model, appointment of
our new Chief Executive Officer and the Executive Team.
Our People – an overview of our workforce, FTE structure, learning and development
opportunities which are supported by statistics e.g., employee gender ratio, tenure of
employment at our Council, and learning and development spend for the financial year.
Impacts of COVID-19 and Natural Disasters – an overview of the impacts Council and our
community have experienced from the 2022 floods coupled with the ongoing effects of
COVID-19.
Customer Service – overview of our Customer Service Charter, commitments and key
customer service statistics.
Media and Community Engagement – overview of our communication and engagement
strategies supported by key media statistics and community engagement highlights.
5. Publication requirements
Pursuant to section 182 of the Regulation, a local government must:
a) adopt its annual report within one month after the day the Auditor-General gives the Auditor
General’s audit report about the local government’s financial statements for the financial year
to the local government,1 and
b) publish its annual report on its website within two weeks of adopting the annual report.
Previous Council Consideration
Nil.
Finance
Graphic design for the Annual Report was outsourced to a local supplier and cost Council $1,419
(inc GST).
Risks & Opportunities
The Annual Report forms part of Council’s commitment to delivering transparency to the
community and legislative compliance. Failing to ensure the accuracy of the prescribed disclosures
exposes Council to a risk of legislative non-compliance and reputational damage.
1
The Minister may, by notice to the local government, extend the time by which the Annual Report must be adopted.
Page 30 of 62
Section 31
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Human Rights
In developing the Annual Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision-making
by Council.
Consultation
External Consultation - Community & Stakeholder
The draft Noosa Council 2021-22 Annual Report was presented to Council’s Audit and Risk
Committee on 21 October 2022 and has been reviewed by the Queensland Audit Office.
Internal Consultation
The development of the Annual Report is the end product of extensive internal consultation in
terms of collecting, verifying and preparing the information contained within it.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 31 of 62
Section 32
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
6 FINANCIAL PERFORMANCE REPORT – OCTOBER 2022
Author Financial Services Manager (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 31 October 2022 is positive with
operating revenues outperforming forecast. Operating expenditure is slightly over forecast YTD,
with an underspend in Employee Costs currently offsetting the overspend in Materials and Services
Capital revenues are above forecast while capital expenditure is below forecast due to timing of
project delivery.
YTD Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $51.6 $53.8 $2.2 4.2% Above Budget
Operating Expense $37.9 $38.0 -$0.1 0.0% On Track
Operating Position $13.6 $15.8 $2.2 15.7%
Capital Revenue $3.9 $15.1 $11.2 283.8% Above Budget
Capital Expenditure* $20.5 $17.6 $2.9 14.3% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Figure 1: Actual Performance Compared to Budget
$60
$53.8
$51.6
$50
$37.9 $38.0
$40
$30
$20
$10
$-
Operating Revenue Operating Expenditure
YTD Budget ($m) YTD Actual ($m)
Council’s performance against key measures of financial sustainability has been calculated as at
October 2022. These statutory indicators enable the reader to assess Council’s success in
Page 32 of 62
Section 33
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
managing its budget, cash and debt as well as undertaking sustainable asset management. The
table below contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Current
Target Actual YTD Status
Budget
Operating Surplus Ratio 0-10% -0.6% 29.4% On Track
Net Financial Liabilities Ratio <60% 1.0% -71.4% On Track
Cash Cover Ratio 3 months 6.7 months 13.8 months On Track
Asset Sustainability Ratio > 90% 188.0% 65.6% On Track
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the General Committee
Meeting dated 14 November 2022 outlining October 2022 year to date financial performance
against budget, including changes to the financial performance report with the inclusion of key
financial sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 33.3%)
Council has received 45.4% ($53.8 million) of its operating revenue budget ($118.4 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $41.5 million (50.3%) Waste utility charges $154.1k above YTD budget
of the annual budget (50.9% or $7.3 million of $14.3 million annual budget
of $82.5 million has earned)
been earned General rate (net of discounts) $159.9k above YTD
budget (50.2% or $31.4 million of $62.6 million annual
budget earned)
Fees and $3.5 million (39.4%) of Building & Plumbing fees $80.4k above YTD budget
Charges the $8.9 million annual (35.9% or $788.0k of $2.2 million annual budget
budget has been earned)
earned Property and Facility fees $78.3k above YTD budget
(50.7% or $260.6k of $514k annual budget earned)
Development assessment fees $73.3k above YTD
budget (31.0% or $864.2k of $2.8 million annual
budget earned)
Revenue Services $32.6k below YTD budget (31.9%
or $122.3k of $383.5k annual budget earned)
Local Laws $24.0k below YTD budget (44.3% or
$748.6k of $1.7 million annual budget earned)
Sale of Goods $4.5 million (36.6%) of Waste disposal fees $227.1k above YTD budget
and Services the $12.3 million (36.3% or $1.5 million of $4.2 million annual budget
annual budget has earned)
been received Holiday Park sales $197.7k above YTD budget (38.6%
or $1.3 million of $3.5 million annual budget earned).
Any revenue upside will be generally offset by a
corresponding increase in associated operating costs
Community Facility fees $107.7k above YTD budget
(36.5% or $1.0 million of $2.8 million annual budget
earned)
Page 33 of 62
Section 34
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Category Summary Comments
Interest $1.2 million (139.4%) Interest revenues are tracking above budget YTD
Received of the $870k annual following the investment of surplus cash into higher
budget has been yielding term deposits.
earned
Other Revenue $850k (30.2%) of the Other revenue is in line with budget expectations at this
$2.8 million annual stage
budget has been
earned
Operating $1.2 million (23.2%) of Operating Grants and subsidies are slightly above YTD
Grants, the $5.1 million annual budget expectations due to the receipt of a QRA Local
Subsidies budget has been Economic Recovery Grant, Queensland Arts
received Showcase Program Grant and Public Health Network
Grant.
75% ($1.9 million) of the financial assistance grant was
prepaid in June 2022 and may impact on Council’s
2022/23 final operating position if the prepayment
approach is discontinued by the Australian
government.
Unitywater On track Unitywater distributions are fixed each year so little
Distributions budget variance risk
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$5.0
$4.5 YTD Budget ($m)
$4.5 $4.0
YTD Actual ($m)
$4.0
$3.5 $3.2 $3.5
$3.0
$2.5
$2.0
$1.5 $1.2
$1.0 $1.2
$0.9 $1.0
$1.0 $0.6 $0.5
$0.4
$0.5 $0.3 $0.3
$0.0
Charges
Other
Income
Grants
Unitywate
Goods &
Services
Sales of
Rental
Interest
Fees &
Share of
r
Operating Expenditure (YTD Benchmark 33.3%)
Actual operating expenditure is currently 31.9% ($37.9 million) of full year budget ($119.1 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $13.5 million (31.8%) of the YTD under expenditure for permanent staff
annual budget of $42.3 salaries and wages ($979.6k) due to position
million has been expended vacancies, partially offset by additional spend on
casual staff and external labour hire ($580.1k).
Training costs $23.3k under YTD budget (21.4%
or $80.2k of $374.0k annual budget spent)
Materials and $17.4 million (31.3%) of the Civil Operations $493.4k over YTD budget
Services $55.7 million annual budget (35.9% or $3.0 million of $8.4 million annual
has been expended. budget spent)
Page 34 of 62
Section 35
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Category Summary Comments
ICT Services $55.1k over YTD Budget (32.8% or
$1.36 million of $4.1 million annual budget spent)
Waste Management $46.0k above YTD budget
(31.2% or $4.2 million of $13.1 million annual
budget spent)
Insurance Costs $42.4k over YTD budget (99.8%
or $729.4k of $730.9k annual budget spent)
Community Facilities $41.1k over YTD budget
(35.6% or $829.0k of $2.3 million annual budget
spent)
Council Buildings & Amenities $62.3k below YTD
budget (21.6% or $230.2k of $1.0 million annual
budget spent)
Asset Management $59.4k below YTD budget
(12.89% or $193.6k of $1.5 million annual budget
spent)
Environmental Services $46.6k below YTD
budget (19.4% or 651.8k of $3.4 million annual
budget spent)
Property & Facilities $45.0k below YTD budget
(29.8% or $1.35 million of $4.5 million annual
budget spent)
Finance Costs Currently on track Whilst existing loan borrowings are set with fixed
interest rates, any further RBA rate rises will
impact finance costs on new loan borrowings
Depreciation Currently on track Current inflationary conditions for construction
inputs will continue to impact the value of
Council’s infrastructure assets and depreciation.
The annual asset revaluation cycle will quantify
the financial risk by end of financial year.
Other Expenses Currently on track Nil
Figure 3: Operating Expenditure Position by Type
$20.0 YTD Budget ($m)
$17.0 $17.4
$18.0
YTD Actual ($m)
$16.0
$13.9
$14.0 $13.5
$12.0
$10.0
$8.0 $6.6 $6.6
$6.0
$4.0
$2.0 $0.1 $0.1
$0.4 $0.4
$0.0
Finance Costs
Materials
Depreciation
Employees
Other
Page 35 of 62
Section 36
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure at 31 October 2022 is outlined below:
Expenditure Annual Budget YTD Budget YTD Actual YTD Variance
$m $m $m
Payment to Tourism Noosa $2.65 $1.26 $1.26 -
Economic Development $1.20 $0.35 $0.34 $0.01
Total $3.85 $1.61 $1.60 $0.01
The first instalment payable under the Tourism Noosa agreement for the 2022-23 financial year
has been made. Work on the renewal of the current agreement, which was extended for 12 months
to 30 June 2023 will commence in the coming months.
Economic Development expenditure is on track with the development of the Destination
Management Plan currently underway.
Tourism and economic development activity is funded through the general rate, with 5.8% of the
annual general rate committed towards tourism and economic development. Should actual general
rate revenue fall below budget, this does not impact Council’s contractual commitment to fully fund
its contribution to Tourism Noosa and all associated tourism activity. Any general rate revenue
shortfall is funded through other general revenue sources to ensure all planned activities are
undertaken in full.
Capital Revenue
YTD capital revenue of $15.1 million received comprises cash contributions from developers
($702k) and capital grants ($14.4 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable.
In September, Council received funding approval from the Queensland Reconstruction Authority
for reconstruction works relating to the Black Mountain landslip, which occurred during the
February 2022 rain event. Following this approval, Council received an upfront payment of $11.1
million to fund the commencement of these works.
Figure 4: Capital Revenue by Type
$16.0 $14.4
$14.0 YTD Budget ($m)
$12.0 YTD Actual ($m)
$10.0
$8.0
$6.0
$4.0 $3.2
$2.0 $0.7 $0.7
$- $-
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Page 36 of 62
Section 37
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Capital Program
Actual capital expenditure (excluding commitments) is $17.6 million (YTD budget $20.5 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
$25.0
$19.6 YTD Budget ($m)
$20.0
$16.9 YTD Actual ($m)
$15.0
$10.0
$5.0
$0.4 $0.2
$0.5 $0.5
$0.0
Capital works Other capital Loan redemption
Cash Management and Investment Performance
Total cash on hand at the end of October was $111.8 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant, QRA disaster funding and other capital works grants,
prepayment of Waste Levy subsidy (4 years), and unspent monies committed for funding capital
projects which are underway and will continue during the financial year.
The following pie charts present the mix of cash held at October 2022 by agency (graph on the
left) and by credit risk rating (graph on the right). All funds have been invested in accordance with
the Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds.
Figure 6: Closing Cash Held by Agency and Credit Rating
NAB
9%
CBA A1 +
30% (Commercial Banks)
39%
QTC A1 +
61% (QTC)
61%
Page 37 of 62
Section 38
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
The following chart monitors the 12 month trend on total cash and the agencies invested. Cash
balances are at the peak of the cycle following the bi-annual issue of rates and levies in July and
payments received to August and will decline as operational and capital expenditure occurs until
the next rating cycle. Coinciding with RBA rate increases, commercial bank term deposit interest
rates have risen and currently offer a much higher yield than the QTC cash rate. In order to
maximise Council’s return on its cash holdings, $40 million had been invested in term deposits as
at October 2022. These investments were made in line with Council’s Investment of Surplus Funds
policy.
Figure 7: 12 Month Trend of Cash Invested by Agency
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
Category Comments
Operating Surplus Ratio Intent: Identifies the extent to
which revenues cover
operational expenses, to
ensure community equity is
not degraded
Target: 0 – 10%
Result: 29.4%
Comment: The slowly
declining ratio reflects the
levying of 50% of rates in July
and gradual utilisation of
these monies as expenditure
occurs on operations through
to the next rating cycle in
January 2023.
Page 38 of 62
Section 39
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Category Comments
Cash Expense Cover Intent: Indicates how long
16.0 15.1 council can continue paying
14.2 14.0
13.4 13.8 its day-to-day expenses from
Months (Cash to Cover Operations)
14.0 13.0 13.1
12.4
11.8
11.2
11.8 cash at bank without needing
12.0 10.8
additional cash flows
10.0
Target: > 3 months
8.0
Result: 13.8 months
6.0
Comment: Whilst current
4.0 cash cover remains above
2.0 target, business as usual
- - - - - - - - - - - - - expenditure through to 30
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct June 2023 will degrade
Actual Minimum (>0 months) Council’s cash holdings,
Target (3 months) Maximum (6 months) albeit not below the target
range of 3 – 6 months.
Cash balances are also
enhanced with FAG and
Waste Levy subsidy
prepayments (held as
restricted cash) and initial
upfront QRA payment for
disaster projects
Asset Sustainability Ratio Intent: Measures the extent
to which assets are being
replaced as their condition
degrades to ensure service
potential is maintained
Target: 90% of depreciation
budget spent on renewals
annually
Result: In line with budget
Comment: The ratio will
progressively increase each
month as expenditure on
renewals occurs as part of the
capital works program.
Net Financial Liabilities Ratio Intent: Outlines the level that
net Council debt can be
80%
60.0% serviced by operating
60% revenues. A ratio below zero
40% implies that liabilities are less
than cash (and other current
20%
assets) and there is adequate
0% borrowing capacity available if
-20% needed.
-7.1%
-40%
Target: less than 60%
Result: -71.4%
-60%
Comment: Council has low
-80% -71.4%
Target Budget YTD Actual
debt levels and strong cash
holdings. The July rates
revenue also inflates the YTD
actual outcome.
Page 39 of 62
Section 40
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Category Comments
Investment Return Intent: Ensure appropriate
return on investment yield for
cash at bank.
Target: 0.25% above current
Bloomberg commonwealth
10-year bond rate yield
(1.80%)
Result: 3.97%
Comment: With bond rates
rising, Council has invested
surplus cash in higher yielding
term deposits to maximise
returns. Council’s investment
returns remain well above
target.
Rates in Arrears Intent: Ensuring that the
amount of unpaid rates
14.0%
remains sustainable and does
Percentage of Annual Rates in Arrears
11.7%
12.0% 10.8% not negatively impact cash
9.9% flows
10.0%
Target: 5% industry
8.0% 7.1% 7.1% benchmark
6.5% 6.3% 6.1%
6.0% 5.8% 5.8%
6.0% 4.8%
Result: 6.1%
Comment: Rates arrears
4.0%
continue to decline from the
2.0% high point in the cycle with
payments coming due in
0.0%
Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct
August. Reminder notices
have been issued, and
Actual Target arrears will continue to
stabilise through to January
as they are collected, and
payment arrangements
implemented.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register identifies a number of risks that could impact on its ongoing financial
sustainability. In order to manage and mitigate these risks Council uses various tools which include
monthly ongoing financial reporting to identify and address emerging issues, conservative
budgeting, compliance with the Financial Sustainability Policy, regular budget reviews, effective
liquidity management to ensure sufficient fiscal flexibility, as well as adhering to the Reserves and
Restricted Cash policy which requires that Council maintains both a disaster management reserve
and a minimum 3 months cash cover to fund emergent matters.
Some examples of potential risks that may impact on Council’s operational performance, capital
program delivery, cashflow and cash reserves include:
Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
Page 40 of 62
Section 41
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Closure of Council facilities due to ongoing Covid 19 restrictions;
A prolonged IT system failure affecting Council’s ability to deliver services or issue rates
notices;
Economic conditions affecting ratepayers’ ability to pay rates;
Market driven increases in construction and operational costs significantly above estimates;
Labour and material shortages and delays.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 41 of 62
Section 42
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 1
Page 42 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 82.490 41,188 41,539 351 50%
Fees and charges 8,820 3,247 3,501 254 20%
Interest received 870 357 1,213 856 138%
Sale of Goods and major services 12.200 3,950 4,498 539 37%
Sale of contract and recoverable works zB 11 10 (1) 45%
Rental & lease income 1751 569 538 (31) wN%
Other income 1,063 207 312 15 20%
Grants, subsidies, contributions and donations 5,073 10% 1,180 147 23%
Unitywater Distributions 5,950 930 267 % 16%
118,417 31,592 33,7357 2.166 45%
Expenses
Recurrent Expenses
Employee benefits 42.348 13,905 13,472 433 32%
Materials and services 55663 16,908 17,416 (419) n%
Finance costs 1214 414 449 (38) 37%
Depreciation 19,654 6,551 6,551 - 3%
Other expenses 256 78 74 4 20%
119.135 37,346 37,962 (17) 32%
OperatingResult BIS a
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,505 702 702 - 47%
Contributed assets 1,500 - - - o%
Capital grants and subsidies 17,630 3,241 14,414 11,173 82%
Cash / revenue 32219 16,603 2,467 (14,138) B%
New loan borrowings 5,752 - - - 0%
Other capital revenue - - 18 18 O%
Total CapitalFunding SSIS OSE OT SS
Capital Expenditure
Contributed assets 1.500 - - - o%
Capital works - constructed assets 51,353 19,624 16,858 (2,766) 3%
Capital works - other capital 4.758 421 249 (172) 5%
Loan redemption 1,003 501 501 - 50%
31 Capital Ex venditure - - a 5) O%
Page 42 of 62Section 43
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
Page 43 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
ee
Cash and cash equivalents 64,834 111,809 98,501
Trade and other receivables 11,153 9.130 10,507
Inventories 144 141 143
Contract Assets - - -
Other current assets 3,425 3,985 2,898
79,557 125,066 112,049
Non Current Assets held for sale - - -
Total Current Assets 79,557 125,066 112,049
Non Current Assets
Trade and other receivables 49,468 49,343 49 343
Other non current Assets - - -
Investments 92,433 96,515 96,515
Investment property 2,900 3,300 3,300
Property, plant and equipment 1,040,203 1,192,703 1,182,177
Right of Use Assets 89 64 64
Intangible assets 3,125 416 392
Total Non Current Assets 1,188,218 1,342,340 1,331,791
TotalAssets | 4 267,775 AT 406 1,443,840
Current Liabilities
Trade and other payables 7,968 14,237 15,982
Contract Liabilities 4,377 3,830 3,830
Borrowings 1,237 627 1,186
Lease Liablities 25 26 26
Provisions 8,103 6,827 9758
Other 3,998 5,669 7,803
Total Current Liabilities 25,708 31,215 38,585
Non Current Liabilities
Borrowings 28,835 24.114 24,114
Lease Liabilities 66 41 41
Provisions 16,555 22.466 22,466
Other - 8,826 8,826
Total Non Current Liabilities 45,456 55,446 55,446
Totalliabilities TAGE 866G2 94,032
Community Equity
Asset Revaluation Surplus 144,628 321,755 321,755
Retained Surplus / (Defeciency) - - -
Shire Capital 1,051,982 1,014,884 1,010,093
Current Year Net Earnings - 44105 17,960
Page 43 of 62Section 44
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 3
Page 44 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 3
Cash flows from operating activities
Receipts from Customers 103,948 53,006 116,636
Payments to Suppliers and Employees (97,165) (40,783) (87,449)
6,783 12,223 29,187
Investment and Interest Revenue Recewed 3,470 1,706 2,813
Rental Income 1,739 538 1,810
Non Capital Grants and Contributions 4,838 1,180 8.910
Income Tax Equivalent Received 1,200 473 1,913
Income from Equity Investments 2,150 - 1,717
Payments:
Borrowing Costs - - -
Interest Expense (613) (55) (156)
‘Net Cash Inflow/(Outflow) from Operating Activities == 19.568 16.066 6.194
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment - - 356
Grants, Subsidies, Contributions and Donations 15,675 15,116 14,745
Payments:
Payments of Property, Plant and Equipment (40,801) (17,046) (36,315)
Payments for Intangible Assets (220) (31) (192)
Net Movement in Loans and Advances - - 125
‘Net Cash Inflow/(Outflow) from Investing Activities == (25.346) (1.960) (21.2841)
Cash Flows from Financing Activities
Proceeds from Borrowings 5,759 - 4,850
Payments:
Repayment of Borrowings (1,022) (798) (1,288)
‘Net Cash Infiow/(Outflow) from Financing Activities = 4737, 798) 8.5
‘Net Increase/(Decrease) in Cash andCashEquivalentsheld = (1.081), 43.307 28.473
Cash and Cash Equivalents at the beginning of the reporting period 65,875 98,501 70,028
Page 44 of 62Section 45
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 4
Page 45 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 4
Materials and services
Advertsing and Marketing 287 238 72 62 10 26%
Administration Suppiles and Consumables 651 ais 230 184 5 23%
Audh Expenditure 170 185 22 24 (2 13%
Communications and IT 928 300 247 33 27%
Commission Pais 1,443 1,338 455 419 xs 31%
Consuttancy Services 1,598 215 39 33 (74) 20%
Contract Services 24,658 27,164 7.673 7,697 (17) 28%
Contributions, Donations, Sponsorship and Prizes 3,532 3,699 1,655 1,616 x 44%
Electricity 1,654 1,753 SSt S41 1
5 1 1 2 9 7 2119 1169 55 22 89 31%
4 1 1 2 10 0 299 1190 1875 48 -1
5 1 1 2 10 1 299 1191 90 45 34 intemal
5 1 1 2 10 2 389 1191 64 45 44 Fieet
5 1 1 2 10 3 460 1191 68 45 96 Costs
5 1 1 2 10 4 527 1191 50 45 92 and
5 1 1 2 10 5 580 1191 102 45 52 Extemat
5 1 1 2 10 6 681 1191 68 45 49 Plant
5 1 1 2 10 7 752 1191 50 45 94 Hire
5 1 1 2 10 8 1051 1192 80 45 87 1,995
5 1 1 2 10 9 1283 1192 74 46 91 1,762
5 1 1 2 10 10 1529 1191 46 45 75 5383
5 1 1 2 10 11 1966 1190 65 46 67 (105)
5 1 1 2 10 12 2119 1203 55 22 72 39%
4 1 1 2 11 0 294 1224 1880 50 -1
5 1 1 2 11 1 294 1224 87 45 95 Grants
5 1 1 2 11 2 380 1224 57 45 65 Paid
5 1 1 2 11 3 440 1224 31 45 90 to
5 1 1 2 11 4 478 1224 132 45 90 Comenunity
5 1 1 2 11 5 613 1224 162 45 92 Organisations
5 1 1 2 11 6 1051 1225 74 46 95 1,573
5 1 1 2 11 7 1295 1227 62 46 85 1771
5 1 1 2 11 8 1533 1227 46 46 48 972
5 1 1 2 11 9 1728 1228 81 46 90 1,044
5 1 1 2 11 10 1969 1227 62 46 88 (72)
5 1 1 2 11 11 2119 1239 55 23 59 59%
4 1 1 2 12 0 291 1261 1883 48 -1
5 1 1 2 12 1 291 1261 128 45 94 Insurance
5 1 1 2 12 2 1069 1262 53 45 73 668
5 1 1 2 12 3 1299 1262 62 46 28 T75
5 1 1 2 12 4 1529 1263 54 45 94 725
5 1 1 2 12 5 1752 1263 54 46 93 729
5 1 1 2 12 6 1996 1276 33 28 0 ‘)
5 1 1 2 12 7 2119 1276 55 22 74 94%
4 1 1 2 13 0 303 1297 1871 46 -1
5 1 1 2 13 1 303 1310 62 28 96 Legal
5 1 1 2 13 2 380 1310 115 28 96 Expenses
5 1 1 2 13 3 1051 1298 72 45 94 1,741
5 1 1 2 13 4 1283 1297 80 45 89 1,244
5 1 1 2 13 5 1524 1297 62 46 82 256
5 1 1 2 13 6 1748 1297 55 46 66 211
5 1 1 2 13 7 1999 1310 29 22 42 3
5 1 1 2 13 8 2121 1310 53 22 94 17%
4 1 1 2 14 0 290 1331 1884 49 -1
5 1 1 2 14 1 290 1331 128 45 91 Operating
5 1 1 2 14 2 418 1331 87 45 94 Leases
5 1 1 2 14 3 508 1331 49 45 93 and
5 1 1 2 14 4 556 1331 99 45 69 Rentais
5 1 1 2 14 5 1070 1332 53 45 85 306
5 1 1 2 14 6 1306 1332 53 46 65 208
5 1 1 2 14 7 1527 1333 53 45 93 148
5 1 1 2 14 8 1762 1333 44 46 92 165
5 1 1 2 14 9 1980 1334 51 46 96 (17)
5 1 1 2 14 10 2119 1346 55 22 0 5s%
4 1 1 2 15 0 290 1368 1884 48 -1
5 1 1 2 15 1 290 1368 113 45 76 Software
5 1 1 2 15 2 406 1368 54 45 95 and
5 1 1 2 15 3 459 1368 158 45 95 Maintenance
5 1 1 2 15 4 1053 1368 74 46 82 2,144
5 1 1 2 15 5 1284 1370 77 46 80 2,372
5 1 1 2 15 6 1524 1370 62 46 84 648
5 1 1 2 15 7 1756 1370 54 46 62 800
5 1 1 2 15 8 1966 1371 64 45 35 (152)
5 1 1 2 15 9 2119 1383 55 22 94 34%
4 1 1 2 16 0 298 1404 1876 46 -1
5 1 1 2 16 1 298 1404 161 46 84 ‘Subscriptions
5 1 1 2 16 2 459 1404 50 46 96 and
5 1 1 2 16 3 508 1404 155 46 0 Registrations
5 1 1 2 16 4 1082 1404 46 46 60 34
5 1 1 2 16 5 1299 1404 58 46 81 32
5 1 1 2 16 6 1539 1404 44 45 93 156
5 1 1 2 16 7 1763 1404 43 45 93 178
5 1 1 2 16 8 1969 1404 61 45 96 (22)
5 1 1 2 16 9 2119 1416 55 22 88 55%
4 1 1 2 17 0 285 1439 1889 56 -1
5 1 1 2 17 1 285 1439 91 47 94 Waste
5 1 1 2 17 2 379 1439 63 47 96 Levy
5 1 1 2 17 3 445 1439 119 47 94 Payments
5 1 1 2 17 4 1051 1440 79 47 93 1,645
5 1 1 2 17 5 1283 1443 79 47 80 1,538
5 1 1 2 17 6 1537 1442 46 47 96 513
5 1 1 2 17 7 1954 1448 75 47 91 (176)
5 1 1 2 17 8 2119 1453 55 22 0 a5%
4 1 1 2 18 0 284 1481 1890 41 -1
5 1 1 2 18 1 284 1481 93 38 94 Water
5 1 1 2 18 2 376 1481 51 38 96 and
5 1 1 2 18 3 430 1481 121 38 96 Sewerage
5 1 1 2 18 4 550 1481 105 38 96 Charges
5 1 1 2 18 5 1068 1482 59 39 0 es4
5 1 1 2 18 6 1295 1483 63 38 82 1,204
5 1 1 2 18 7 1529 1484 52 38 94 342
5 1 1 2 18 8 1752 1484 58 38 91 259
5 1 1 2 18 9 1999 1490 30 22 78 3
5 1 1 2 18 10 2119 1490 55 22 95 22%
4 1 1 2 19 0 292 1511 1882 49 -1
5 1 1 2 19 1 292 1511 42 45 94 All
5 1 1 2 19 2 333 1511 72 45 96 Other
5 1 1 2 19 3 408 1511 106 45 0 Materials
5 1 1 2 19 4 517 1511 49 45 96 and
5 1 1 2 19 5 569 1511 106 45 93 Services
5 1 1 2 19 6 1048 1512 80 45 76 4,054
5 1 1 2 19 7 1284 1512 79 45 90 6,070
5 1 1 2 19 8 1518 1514 60 45 70 1323
5 1 1 2 19 9 1740 1514 68 45 94 1,429
5 1 1 2 19 10 1966 1514 65 46 39 (106)
5 1 1 2 19 11 2119 1527 55 22 94 24%
4 1 1 2 20 0 1047 1548 1127 47 -1
5 1 1 2 20 1 1047 1550 91 45 73 ‘50,232
5 1 1 2 20 2 1266 1550 91 45 72 55,663
5 1 1 2 20 3 1494 1550 91 45 72 16,938
5 1 1 2 20 4 1717 1549 87 45 87 17,416
5 1 1 2 20 5 1950 1548 81 46 87 (413)
5 1 1 2 20 6 2119 1560 55 22 95 31%
3 1 1 3 0 0 1954 3315 289 44 -1
4 1 1 3 1 0 1954 3315 289 44 -1
5 1 1 3 1 1 1954 3315 105 44 96 Page
5 1 1 3 1 2 2074 3316 49 34 96 45
5 1 1 3 1 3 2138 3315 43 35 96 of
5 1 1 3 1 4 2194 3315 49 35 96 62Section 46
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
7 COUNCIL MEETING SCHEDULE 2023
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject/ Council Meetings General
Attachments 1. Council Meeting Schedule 2023
EXECUTIVE SUMMARY
The Council adopts its meeting timetable on an annual basis. This enables the community to be
aware of when Council meetings are scheduled and for staff to develop timetables for preparing
agendas for those meetings. This report puts forward for adoption the proposed timetable for 2023.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 14 November 2022 and approve the Council Meeting dates for 2023 as set out in Attachment
1 to the Report.
REPORT
At the Ordinary Meeting on 30 April 2020, Council adopted its Council meeting structure
incorporating three Standing Committees and an Ordinary meeting.
In consultation with the Mayor and Councillors, no changes have been proposed to these existing
arrangements at this stage, however the timing of the General Committee will change to
commence at 12.30pm. This will allow for further consultation and assistance prior to the
Committee Meeting. Council may further consider changes to the committee system in March
2023.
A draft Council Meeting Schedule for 2023 has been prepared for Council’s consideration (refer to
Attachment 1).
As per previous years, the first meeting round of the year (January) will only consist of a General
Committee Meeting (16 January) and an Ordinary Meeting (19 January). As a result Council will
not have a Planning & Environment Committee or Services & Organisation Committee meeting in
January. This is due to the timing of report deadlines conflicting with the Christmas/New Year
period and the availability of staff over this time. The agenda for the January meetings will be
managed to meet the workload.
Internal Agenda Workshops
The day prior to Planning & Environment Committee and Services & Organisation Committee
Agenda delivery, Council Officers will facilitate an internal workshop with Councillors. This is
designed for Council Officers to discuss the upcoming monthly agenda with the Council. The
workshop is not a decision making forum and is designed to assist Councillors and Council Officers
to work more closely together in the provision of information prior to agenda release.
Previous Council Consideration
Ordinary Meeting Minutes 18 August 2022, Item 4, Page 17
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 9 August 2022 and request the Chief Executive Officer:
A. Defer the date of the General Committee from 17 October 2022 to 24 October 2022; and
B. Defer the date of the Ordinary Meeting from 20 October 2022 to 27 October 2022.
Page 46 of 62
Section 47
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Ordinary Meeting Minutes 21 July 2022, Item 8, Page 19
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 July 2022 and appoint Cr Wegener as the Chairperson for the Planning and Environment
Committee.
Ordinary Meeting Minutes, 30 April 2020, Item 6, Page 8
That Council note the report by the Chief Executive Officer to the Ordinary Meeting dated 30 April
2020 regarding the Council meeting structure and timetable for the remainder of 2020 and:
A. Approve the re-establishment of the Planning and Environment Committee, the Services and
Organisation Committee, and the General Committee as Standing Committees under section
264 of the Local Government Regulation 2012, with the relevant roles and responsibilities
identified in the Chief Executive Officer’s report;
B. Appoint the following Councillors to each of the Committees:
Planning and Environment Committee
Mayor Stewart
Councillor Stockwell
Councillor Wegener
Councillor Finzel
Services and Organisation Committee
Mayor Stewart
Councillor Jurisevic
Councillor Lorentson
Councillor Wilkie
General Committee
The Mayor and all Councillors
C. Appoint the following Chairpersons to the Standing Committees:
General Committee – Councillor Wilkie
Planning and Environment Committee – Councillor Stockwell
Services and Organisation Committee – Councillor Jurisevic
D. Note that Council can amend its decision-making structure, membership of Committees or
Chairpersons of Committees as it requires, by resolution, from time to time;
E. Adopt the times and dates of future meetings of the Council and Committees in accordance
with the Meeting Calendar 2020 shown at Attachment 1 to the report, with meetings to be
held at the Council Chambers at Tewantin unless otherwise determined by Council; and
F. Note that due to the COVID-19 Pandemic, Ordinary Meetings, Special Meetings and
Standing Committee meetings can be held by teleconference / video-conference and
undertaken without the public present if required on the basis that Council and Committee
meetings can be livestreamed.
Ordinary Meeting Minutes, 15 October 2021, Item 9, Page
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 6 October 2020 and approve the Council meeting dates for 2021 as set
out in Attachment 1 to the report.
Finance
Provision exists within the 2022-23 budget to meet any expenses associated with the conduct of
Council meetings.
Risks & Opportunities
Section 277 of the Local Government Regulation 2012 (the Regulation) requires Council to publish,
Page 47 of 62
Section 48
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
at least once per year, a notice of the days and times of its Ordinary meetings and Standing
Committee meetings. Section 257 of the Regulation requires local governments to meet at least
once per month. There is a risk that Council would be in breach of the Regulation if it elected to
alter the frequency of meetings to less than once per month, and/or if it elected not to adopt and
publish an annual meeting schedule.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Mayor and Councillors
Departments/Sections Consulted:
X Chief Executive Officer x Community Services x Corporate Services
Executive Officer Director Director
X Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 48 of 62
Section 49
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 1
Page 49 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 1
¢ SESCOSNSCUNGT
ua MEETING CALENDAR 2023
January February March
/Mo| Tu] we| tm | Fr] sa[ su] [Mo] Tu] Wel th| Fr|sa| su] | mo| Tu| wel Th] Fr] sa| sul
| | | | ht dt P| tet 2tstats| | | [ifets[s ts
s{4[siel7{e| Lela s|e|wola|i2] | 6 Faye] 2 | 10] 1] 2
| 9 | 10 | 11 | 12| 13| 14] 45) | 14] 15 | 16] 17 | 18 | 19, | 14] 15 | 16] 17| 18 | 19]
17 | 18 | 49] 20| 24] 22] | 20| 21| 22| 23 | 24[ 25] 26] | 20 | 21 | 22 | 23| 24] 25] 26
|23|24|25| a6] 27| 28/29} [27/28] | | | | | [a{2s{2{aola| |
sofa} | | Td | | EET TE TE TT} LET Tt
April May June
[Mo|Tu|We| Th | Fr|sa[ su] [Mo] Tu|We|Th|Fr|sa|su| | Mo| Tu| Wel Th| Fr] sa| su|
P| tT | tT tte) faq etstetstet7] | | | [tte] sta!
P33} 4/5] 6 | ) 8 PS] 0] 11 [12] 43/44) | 5 BY] 7 | 8 | 9 | 10] 14,
}12| 13] 14] 15/46] BBY 16 | 17| 48] 19 | 20| 21) BB 13 | 14] 45] 16] 17| 18 |
| 18 | 19 | 20] 21 22] 23) | 22| 23| 24| 25| 26 | 27 | 28] | 19 | 20| 21 | 22| 23 24| 25
| 24 | 25] 26] 27| 28/29/30) |23[/30}31] | | | | | 26{27/ 28/29/30] | |
Pt tT tT TdT dT} EE ET ET ET ] EL TT Tt
July August September
[wo[Tu]we[t[Fr[sa[su] [Mo] Tu[wel tm] Fr[sa]su] [Mo] Tu] We] Th] Fr] Sa] su]
PTT Tere] Cee eerre EPP Tee
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fo ay 2 [13 [ vf asf ae] RB +5] te [a] ve [10 [20] [a0 RB v9 | 14] 15] 16 | a7
[18 | 19 [Ba] 21[ 22 [23] | 21[ 22[ 23] 2 [25 [26 [27] [RBM 19 | 20 [a 22 | 2 | 2a)
j24[25[25[27[2e[2s[0] [2s[2a[so[ar[ [|_| |2s[2s[27|22[20[ 0]
af FTFTtrr}| CLErtrrtr| ELE ert yf
October November December
[wo[Tu]We[ th] Fr[sa[su] [Mo] Tu[wel tm] Fr[sa[su] [wo] Tu] we] ta] Fr] sa] su]
Pt tT | TT tty Ee tte tested es} EC | fT | tty 2) 3
P3}4{siel/7]e] [ela}s|e}wlaiiz} |4[s/e}7| 8] 9/10]
| 9 [ao] 11 | 12 | 13] 14] 45 | | 14] 15/46] 17| 18/49) | 11 [BY 13 | 14] 15] 46] 17,
17 | 18 | 49] 20] 21| 22] | 20] 21] 22| 23 | 24 | 25 | 26 | 13 | 20 | 21 | 22 | 23| 24 |
| 23 | 24 | 25] 26 | 27| 28| 29] | 27[ 28] [20] | | | 27 | 29 | 23 | 30| 34]
so}s1] | | | | | EL tT? T_T?! | LE} tT |] ft
Ploeg & cnvironment Committee: Cr Wegener (Chair), Cr Finzel, Cr Stockwell, Cr Stewart
Services & Organisation Committee: Cr Jurisevic (Chair), Cr Lorentson, Cr Wilkie, Cr Stewart
General Committee All Councillors (Chair — Cr Wilkie)
Geiss cere copes comme [7 Puntc Hotaays
WB 12:30pm General Committee
| Spm Ordinary Meeting
Page 49 of 62Section 50
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
8 OPERATIONAL PLAN PROGRESS REPORT – 1ST QUARTER 2022-23
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress (27 page attachment provided separately to
this agenda)
2. Key Performance Indicators
EXECUTIVE SUMMARY
Officers provide an updated status report to Council on a quarterly basis. This report reflects the
activities set out in the Operational Plan for the first quarter of the 2022/23 financial year.
The Operational Plan relates to the five key themes in the Corporate Plan and contains 76 agreed
initiatives that relate to the key focus areas.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 14 November 2022 regarding the 2022-23 Operational Plan and:
A. Note the progress report for the 2022-2023 Operational Plan for the 1st quarter of the 2022
Financial to 30 September 2022 provided as Attachment 1; and
B. Note the status of Council’s Key Performance Indicators provided as Attachment 2.
REPORT
The purpose of this report is to provide Council with an overview of progress and status of the
implementation of the annual Operational Plan and provide details of Council’s quarterly Key
Performance Indicators (KPIs).
The following graphic shows the methodology employed by Council in terms of the strategic
planning and reporting structure. The Corporate Plan provides the high level strategic direction for
Noosa Shire Council with the Operational Plan being the first level of implementation.
Page 50 of 62
Section 51
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
1. 2022-2023 OPERATIONAL PLAN
The Operational Plan contains details of the specific projects that were adopted by Council as part
of its budget process. The reporting format for the FY 2022-23 operational plan contains
operational initiatives based on the key focus areas of the Corporate Plan whereas the “business
as usual” activities are included in Branch Plans.
Details of each Operational Plan Initiative are set out in Attachment 1 with a progress update of
each item using the following status criteria of
completed
on track
behind schedule
not started
Additional comments on each item are also provided by the responsible officers for completeness.
It is important to note that this report is for the first quarter of 22/23 Financial year and reflects the
progress as at 30 September 2022.
There are over 90 operational and sub operational initiatives (it should be noted this is an increase
of 16% on the previous FY) grouped under and answerable to the 5 key themes of the adopted
Corporate Plan of:
Noosa Environment
Noosa Community
Noosa Economy
Long Term Planning for Noosa Shire
Excellence as a Council
The current overall status of these initiatives is:
Status Quarter 1 Quarter 2 Quarter 3 Quarter 4
(July – Sept 2022) (Oct – Dec 2022) (Jan – Mar 2023) (Mar – June 2023)
Not started 5
Behind Schedule 15
On Track 67
Completed 2
In addition to the Council Officer comments at attachment 1, the following analysis can be provided
for behind schedule, not started or projects requiring further commentary:
1.3 – It is noted that there is concern by Councillors in relation to the Zero Emissions Strategy.
Council Officers that deliverables of the strategy are on track as at 30 September, however
there is significant work to be undertaken during the rest of the financial year.
1.4 – The implementation of the Waste Strategy is behind schedule, this will return to being on
track at the completion of the Corporate Plan.
1.5 – Internal resourcing has impacted delivery during the 1st quarter.
1.7 – SEMP is being monitored for delivery in 2023.
1.7 – This has not commenced due to resourcing and will be implemented as an action from the
Waste Strategy.
2.3 – Delay is due to awaiting vehicle delivery, once delivered this project is completed.
2.8 – Behind schedule as at Q1, both items will return to on track at Q2.
3.2 – It is noted that the DMP project is behind schedule.
4.1 – Behind schedule as at Q1, both items will return to on track at Q2.
Page 51 of 62
Section 52
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
4.2 – Noosa Woods Jetty project to commence in Q3.
4.5 – The project will be delivered as part of the Corporate Plan.
4.7 – Asset Management Planning is ongoing.
5.1 – Commencement in Q2 reported to Council in Q3.
5.2 – Commence in Q3.
5.3 – Ongoing work with Council’s ICT provider Tech 1.
5.4 – SPARC employee values program is now in place, survey will be delivered in Q3.
5.5 – Ongoing work with Council’s ICT provider Tech 1.
5.9 – Council’s Community Engagement Plan will be completed for Q3.
5.10 – COVID review end of Q3.
5.10 – Internal Audit to complement Q3.
Five of the projects remain ‘not started’, however these are known and to will scheduled and
delivered in the financial year, with the exception of multi-year projects.
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. 16 of those KPIs are reported to Council on a quarterly basis. The KPIs are included in
Attachment 2.
A selection of some of the key statistics arising from the KPI assessments are shown below:
Our People
The issue of staff turnover has been topical recently. For the information of Council, our
historical staff turnover has been as per the table below:
Year Staff turnover rate
(percentage)
2014/15 11.06%
2015/16 13.06%
2016/17 8.9%
2017/18 8.2%
2018/19 10.9%
2019/20 9.6%
2020/21 6.6%
2021/22 6.2%
The staff turnover rate in this first quarter of 2022/23 has decreased. It is important to note
that these percentages only relate to the movement in permanent positions and do not
include temporary and casual positions.
Work is being undertaken to correct historically high turnover and provide reporting on a
whole of organisation basis.
Psychological injuries are being managed through Council’s insurers, once completed these
matters will see a reduction in the current WHS metrics
Our Customers
There has been an increase in the number of customer requests in this quarter following
trends of previous years.
September saw a peak in call centre wait times, with the beginning of the month being below
Page 52 of 62
Section 53
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
average, the increase in wait times is due staff availability, payment of rates, animal
registration.
3. CLOSED SESSION ITEMS
At the request of Councillors, this part of the report identifies whether or not there have been any
matters dealt with in confidential session within Council or Committee meetings which have
subsequently been made public. There were none in this quarter, however an item was discussed
in closed session to ensure individual privacy requirements were upheld. The community can keep
up-to-date with this information by checking Council's website –
https://www.noosa.qld.gov.au/decision-making.
Previous Council Consideration
Quarterly reports are provided to Council outlining our progress with the Operational Plan.
Finance
The projects within the Operational Plan are reviewed and funded as part of Council’s annual
budget process.
Risks & Opportunities
A failure to achieve the outcomes set out in the Operational Plan would be problematic. In some
cases, projects may take longer than anticipated to achieve the best outcome.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities have been provided by relevant Departments.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support x Director x Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director x Director x Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 53 of 62
Section 54
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
Page 54 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Attachment 2
Attachment 2
KEY PERFORMANCE INDICATORS
OUR PEOPLE
eT qT
Measure | | SS SS
Average Lost time injury duration _| a
Safety ofthe workplace | |Satety ofthe workplace
SIRES pao aa aE a ae te
40
a —
30 Z.1D%
pe si eo 1.95%
15 oe SP eeesesecs = -
Se sage 1.0% te ae
05
July Aug Sept Oct Nov Dec Jan Feb M May J om
uly Aug a h “ lov ae e a = ay June so api8® ags0itT iguitl® arstt™ igre rot sett oat
Comment
c . The increase in in LCW contributions was due to two factors. 1. 2 long terms
ommen psychological claims anc as we are a member of group 2 this other mambers had
The two psychological injuries that occurred in December 2021 continue to impact larger than expected claim amounts increasing the group premium. We are not
on this KPI as both employees are still absent from work. costed individually but within the group as a collective Contribution was increased
from 2.145% to 2.36% (.215)
Page 54 of 62Section 55
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 55 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR PEOPLE
Measure
Staff turnover rate as percentage of establishment level
|Purpose |
To track staff turnover over time and identify trends
T% >
6.21%
6% -
5% -
4% -
3% -
2% ww ae nano
1% - r ,
0% + ——<—————__—__
Sept Dec Mar June
Comment
Permanent FTE only against establishment.
Staff turnover measures the percentage increase from the previous quarter of staff
exiting from permanent positions, and does not include temporary and casual
positions
Page 55 of 62Section 56
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 56 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR CUSTOMERS
‘Measure Measure
Number of requests received x month % of requests completed within target date x month
Purpose Purpose
Level of customer demand & whether service levels appropriate Indicator of whether servic2 levels are satisfactory
3250 -———A ee
3000. $-—— ehHAJaXY!
2750 ei
2500. —@—$ or ro ———
2250 + | a ig be feats =
2000 — “tewesspese
2 oe ae
1500
|
1250 - — 40% eres .? [= Cel
1000 ra ae” *sicoue
5 1 1 1 17 5 2395 1333 35 17 40 oe”
5 1 1 1 17 6 2633 1337 7 6 32 :
5 1 1 1 17 7 2750 1330 81 37 0 oat
4 1 1 1 18 0 348 1365 2397 54 -1
5 1 1 1 18 1 348 1365 55 26 12 oo
5 1 1 1 18 2 1939 1361 228 30 18 Te
5 1 1 1 18 3 2701 1368 44 28 66 =
4 1 1 1 19 0 349 1405 1479 54 -1
5 1 1 1 19 1 349 1405 54 26 96 500
5 1 1 1 19 2 500 1420 52 39 87 a
5 1 1 1 19 3 592 1420 51 39 36 ff
5 1 1 1 19 4 1764 1408 64 26 96 20%
4 1 1 1 20 0 348 1443 55 26 -1
5 1 1 1 20 1 348 1443 55 26 97 250
4 1 1 1 21 0 387 1460 693 49 -1
5 1 1 1 21 1 387 1483 47 26 31 o
5 1 1 1 21 2 440 1456 76 57 41 =
5 1 1 1 21 3 549 1456 43 57 1 ff
5 1 1 1 21 4 1078 1501 2 5 11 .
4 1 1 1 22 0 449 1518 2396 39 -1
5 1 1 1 22 1 449 1523 60 34 96 July
5 1 1 1 22 2 541 1523 60 34 95 Aug
5 1 1 1 22 3 631 1523 67 34 95 Sept
5 1 1 1 22 4 732 1523 52 27 94 Oct
5 1 1 1 22 5 821 1523 59 27 96 Nov
5 1 1 1 22 6 914 1523 59 27 96 Dec
5 1 1 1 22 7 1008 1523 53 27 96 Jan
5 1 1 1 22 8 1098 1523 55 27 95 Feb
5 1 1 1 22 9 1189 1523 57 26 95 Mar
5 1 1 1 22 10 1284 1523 52 34 95 Apr
5 1 1 1 22 11 1372 1523 61 34 96 May
5 1 1 1 22 12 1459 1523 71 26 96 June
5 1 1 1 22 13 1781 1518 36 26 96 0%
4 1 1 1 23 0 1871 1556 1052 34 -1
5 1 1 1 23 1 1871 1556 60 34 94 July
5 1 1 1 23 2 1960 1556 60 34 96 Aug
5 1 1 1 23 3 2047 1556 65 34 96 Sept
5 1 1 1 23 4 2147 1556 48 26 95 Oc:
5 1 1 1 23 5 2232 1556 56 26 96 Nov
5 1 1 1 23 6 2323 1556 56 26 96 Dec
5 1 1 1 23 7 2414 1556 50 26 96 Jan
5 1 1 1 23 8 2504 1556 52 26 96 Feb
5 1 1 1 23 9 2593 1556 54 26 95 Mar
5 1 1 1 23 10 2683 1556 52 34 94 Apr
5 1 1 1 23 11 2770 1556 58 34 96 May
5 1 1 1 23 12 2855 1556 68 26 95 June
4 1 1 1 24 0 367 1606 2359 54 -1
5 1 1 1 24 1 367 1611 19 21 43 a
5 1 1 1 24 2 401 1606 36 26 95 All
5 1 1 1 24 3 449 1607 93 25 96 others
5 1 1 1 24 4 780 1611 22 21 75 @
5 1 1 1 24 5 819 1606 78 26 93 Local
5 1 1 1 24 6 907 1607 76 25 96 Laws
5 1 1 1 24 7 1194 1612 21 20 73 a
5 1 1 1 24 8 1238 1606 73 54 22 ane
5 1 1 1 24 9 1971 1624 97 31 22 Sm
5 1 1 1 24 10 2087 1624 108 28 0 -2922/23
5 1 1 1 24 11 2353 1624 108 29 50 2021/22
5 1 1 1 24 12 2504 1624 222 28 26 «2020/21
4 1 1 1 25 0 366 1653 1184 35 -1
5 1 1 1 25 1 366 1659 20 18 76 u
5 1 1 1 25 2 402 1654 92 26 96 Waste
5 1 1 1 25 3 506 1654 197 34 96 Management
5 1 1 1 25 4 780 1659 22 18 64 @
5 1 1 1 25 5 818 1653 93 27 65 \Works
5 1 1 1 25 6 922 1654 162 33 96 Operations
5 1 1 1 25 7 1194 1659 21 18 71 @
5 1 1 1 25 8 1232 1654 211 26 96 Environmental
5 1 1 1 25 9 1457 1653 93 27 96 Health
4 1 1 1 26 0 311 1710 1571 43 -1
5 1 1 1 26 1 311 1710 154 43 96 Comment
5 1 1 1 26 2 1729 1717 153 26 96 Comment
4 1 1 1 27 0 312 1757 2547 36 -1
5 1 1 1 27 1 312 1757 139 33 95 Requests
5 1 1 1 27 2 462 1757 53 26 95 this
5 1 1 1 27 3 529 1760 102 30 96 quarter
5 1 1 1 27 4 642 1757 124 26 96 continue
5 1 1 1 27 5 778 1760 27 23 96 to
5 1 1 1 27 6 818 1757 51 26 96 rise
5 1 1 1 27 7 883 1757 22 26 93 in
5 1 1 1 27 8 919 1757 167 33 91 compariscn
5 1 1 1 27 9 1098 1760 28 23 96 to
5 1 1 1 27 10 1139 1764 79 19 95 same
5 1 1 1 27 11 1230 1757 63 26 95 time
5 1 1 1 27 12 1307 1764 32 19 96 on
5 1 1 1 27 13 1354 1757 117 34 96 previous
5 1 1 1 27 14 1728 1759 51 27 93 The
5 1 1 1 27 15 1793 1762 157 31 46 percentag2
5 1 1 1 27 16 1963 1759 27 27 96 of
5 1 1 1 27 17 1999 1762 106 31 96 request
5 1 1 1 27 18 2116 1760 76 33 96 being
5 1 1 1 27 19 2203 1760 150 33 96 completed
5 1 1 1 27 20 2364 1767 32 19 96 on
5 1 1 1 27 21 2408 1760 61 26 96 time
5 1 1 1 27 22 2483 1760 47 26 96 has
5 1 1 1 27 23 2545 1760 139 26 96 increased
5 1 1 1 27 24 2695 1760 50 26 96 this
5 1 1 1 27 25 2759 1762 100 31 95 quarter
4 1 1 1 28 0 311 1796 1780 42 -1
5 1 1 1 28 1 311 1796 89 42 96 years.
5 1 1 1 28 2 1730 1802 140 33 96 compared
5 1 1 1 28 3 1881 1805 28 23 95 to
5 1 1 1 28 4 1922 1802 49 26 96 last
5 1 1 1 28 5 1984 1805 107 31 96 quarter.
4 1 1 1 29 0 1918 2288 289 44 -1
5 1 1 1 29 1 1918 2288 105 44 96 Page
5 1 1 1 29 2 2039 2289 48 34 96 56
5 1 1 1 29 3 2103 2288 42 35 95 of
5 1 1 1 29 4 2159 2289 48 34 96 62Section 57
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 57 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR CUSTOMERS
Measure Measure
Average seconds of ‘wait" time in phone queue % of building information requests completed within statutcry time ‘rame
Purpose __ ; 5 1 1 1 5 5 1790 844 115 31 96 Purpose
4 1 1 1 6 0 335 874 1694 37 -1
5 1 1 1 6 1 335 874 108 26 51 Senice
5 1 1 1 6 2 454 874 155 26 93 timeliness
5 1 1 1 6 3 621 874 11 25 93 /
5 1 1 1 6 4 643 874 126 34 96 capacity
5 1 1 1 6 5 780 876 28 23 96 to
5 1 1 1 6 6 821 874 119 34 96 respond
5 1 1 1 6 7 1790 871 92 44 92 Service
5 1 1 1 6 8 1885 871 144 44 36 tineliness
4 1 1 1 7 0 348 931 2784 40 -1
5 1 1 1 7 1 369 945 15 26 0 i
5 1 1 1 7 2 3121 931 11 2 0 f
4 1 1 1 8 0 1808 1002 71 26 -1
5 1 1 1 8 1 1808 1002 71 26 96 100%
4 1 1 1 9 0 349 1037 2229 39 -1
5 1 1 1 9 1 349 1037 35 26 96 50
5 1 1 1 9 2 1052 1045 6 5 50 —
5 1 1 1 9 3 2523 1042 55 34 46 %
4 1 1 1 10 0 333 1051 2156 118 -1
5 1 1 1 10 1 333 1103 49 64 96 40
5 1 1 1 10 2 607 1111 16 19 0 SB
5 1 1 1 10 3 815 1129 39 11 28 ae
5 1 1 1 10 4 1010 1051 106 91 15 I
5 1 1 1 10 5 1166 1108 140 28 0 siti
5 1 1 1 10 6 1821 1104 57 25 35 00%
5 1 1 1 10 7 1983 1141 46 8 6 ie
5 1 1 1 10 8 2087 1141 35 8 0 --
5 1 1 1 10 9 2443 1116 46 53 30 rs
5 1 1 1 10 10 2664 1142 123 25 0 aa
4 1 1 1 11 0 368 1484 1126 26 -1
5 1 1 1 11 1 368 1484 16 26 96 0
4 1 1 1 12 0 435 1513 2670 44 -1
5 1 1 1 12 1 435 1524 60 33 96 July
5 1 1 1 12 2 532 1524 61 33 96 Aug
5 1 1 1 12 3 627 1524 67 33 96 Sept
5 1 1 1 12 4 732 1524 53 26 87 Oct
5 1 1 1 12 5 827 1524 60 26 96 Nov
5 1 1 1 12 6 925 1524 61 26 96 Dec
5 1 1 1 12 7 1026 1524 54 26 96 Jan
5 1 1 1 12 8 1123 1524 57 26 95 Feb
5 1 1 1 12 9 1221 1524 59 26 96 Mar
5 1 1 1 12 10 1320 1524 56 33 96 Apr
5 1 1 1 12 11 1412 1524 62 33 96 May
5 1 1 1 12 12 1505 1524 74 26 96 June
5 1 1 1 12 13 1836 1513 40 24 83 0%
5 1 1 1 12 14 2182 1527 923 9 27 es
4 1 1 1 13 0 1930 1551 1152 31 -1
5 1 1 1 13 1 1930 1551 51 31 90 July
5 1 1 1 13 2 2031 1552 49 30 90 Aug
5 1 1 1 13 3 2126 1551 58 31 94 Sept
5 1 1 1 13 4 2232 1552 46 25 89 Oct
5 1 1 1 13 5 2329 1552 50 25 95 Nov
5 1 1 1 13 6 2428 1551 51 26 92 Dec
5 1 1 1 13 7 2530 1551 45 26 92 Jan
5 1 1 1 13 8 2629 1551 48 26 74 Fed
5 1 1 1 13 9 2715 1551 79 26 96 March
5 1 1 1 13 10 2832 1551 44 31 86 Apr
5 1 1 1 13 11 2927 1551 52 31 86 May
5 1 1 1 13 12 3021 1551 61 26 87 June
4 1 1 1 14 0 584 1588 794 33 -1
5 1 1 1 14 1 584 1588 101 33 28 GR)
5 1 1 1 14 2 704 1593 115 21 0 -2022/23
5 1 1 1 14 3 983 1593 115 21 33 2021/22)
5 1 1 1 14 4 1145 1601 23 8 0 ee
5 1 1 1 14 5 1171 1583 59 43 0 eees
5 1 1 1 14 6 1263 1593 115 21 78 2020/21
4 1 1 1 15 0 756 1591 2048 56 -1
5 1 1 1 15 1 756 1591 29 28 49 7
5 1 1 1 15 2 1037 1591 27 28 0
j MM 2022/23 weeee@ 2020/21 me 2021/22
Comment
Liye te : : ; Comment
Average wait time in the last month of this quarter was considerably tigher than ; in demcliti a t i(RMs end COMs) ‘ozethe* with
normal trends due to s:aff shortages. increase in contacts due to Rates being issued Stake a cae 3pP Saat. ae eas De cia men ee
and Dog renewals. vacant staff positions have recuced the ability to meet timeframes ir this area.
Page 57 of 62Section 58
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 58 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR CUSTOMERS
Measure Measure
eee of planning applications decided within statutory timeframe Average proc essing time 10 day plumbing appli cations
Service timeliness Purpose
Level of activity & service timeliness
180 Pe
(i if
ol CO = ; . ~
80 * ? %, : ” «*
ofp ——C—CS~S 10 :
i, eC
o a —— L .
0 || _———
ee ee Oe
Mey, ites. F Wa. mms ig By Raps Toray
Gi Not decided MiSeptember(decided) ———=July (decided) ~~~ August (decided) 0- —_ = rig _ 7" 7“ aes _ 6 _— ™
Comment July Aug Sept Oct Nov Dec Jan Feb March Apr May June
This quarter figures indicates that the number of applications lodged and decided outside the decision
time frames has increased. This is a direct result of increased workload and vacant planning Comment
_—— Legislation introduced on 1 July 2019 has reduced the statutory time from 20 days to 10 days
Page 58 of 62Section 59
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 59 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR FINANCES
Measure Measure
Investment return 0.25% above benchmark (UBS Bank Bill index) Rate arrears ratio <5%
Purpose Purpose
Performance of invested ratepayer funds Measures the efficiency of Council's collection of rates and charges
1.0% 415%
0.8% -
0.6% i * — 10% + . ——————_j- x
0.4% lel ia ey ™ >, Ps
BR s% at
0.2% 5 ie Se ee
0.0% | le fn ae a
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June 0% - iy Ceca aaa teeth
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment
Council has achieved returns above the year to date Bloomberg bond rate of Comment
4.70%+ 0.25% margin. With interest rates and long-term bond rates continuing to Rates arrears are in line with performance for the previous 6 and 12 monthly
rise, Council has invested surplus cash into higher yielding term deposits to cycles. Where appropriate recovery action will be taken.
maximise returns on investment. Management will continue to monitor investment
opportunities and may look to invest further surplus cash in line with Council's
investment policy to maximise returns.
Page 59 of 62Section 60
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 60 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR FINANCES
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
3 |S
6 | **
‘A *eoeere® ra as
2
0 r T T T eee. lk ee
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
L
Comment
The working capital ratio is tracking above 2 which indicates Council has strong
| quidity so that we are able to meet financial obligations as they fall due.
Page 60 of 62Section 61
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
Page 61 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
OUR SYSTEMS & PROCESSES
Measure Measure
% of requests for service that were lodged electronically % of payments made electronically
Purpose _— - Purpose
Identify growth of online services identify growth of online serices
40% = i ha ee om
30% 60%
10% 20%
0% 4 0% 1 1
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
@ Online requests ® Email (incl. requests via mobile applications) Ge 2022/23 mes 2021/22 «+e 2020/21
Comment Comment
About 15% of request were logged online via Councils website. This is fairly This KPI includes all payments made to Council via electronic means (including
consistent with most previous quarters. BPAY, direct debit, via Council's website, at Australia Post outlets etc)
Page 61 of 62Section 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
7. CLOSED SESSION
Nil.
Page 62 of 62
GENERAL COMMITTEE MEETING AGENDA 14 NOVEMBER 2022
7. CLOSED SESSION
Nil.
Page 62 of 62