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AGENDA
Infrastructure & Services
Committee Meeting
Tuesday, 1 March 2016
commencing at 9.00am
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Sandy Bolton (Chair), Bob Abbot, Frank Pardon, Noel Playford
“Engagement with our community to protect and enhance our lifestyle”
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Section 2
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS -
COMMUNITY SERVICES DEPARTMENT REPORTS 3
1 RUFOUS STREET PRECINCT MASTER PLAN 3
Community Facilities 47
2 NOOSA LEISURE CENTRE UPDATE REPORT 31 JANUARY 2016 47
3 NOOSA COMMUNITY SUPPORT UPDATE REPORT TO 31 JANUARY 2016 52
4 NOOSA AQUATIC CENTRE UPDATE REPORT TO 31 JANUARY 2016 57
5 THE J AND BICENTENNIAL COMMUNITY CENTRE UPDATE REPORT TO 31
JANUARY 2016 62
Waste & Environmental Health 68
6 WASTE MANAGEMENT UPDATE REPORT TO 31 JANUARY 2016 68
7 ENVIRONMENTAL HEALTH UPDATE REPORT TO 31 JANUARY 2016 75
CLOSED SESSION -
Page 2 of 81
Section 3
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
COMMUNITY SERVICES DEPARTMENT REPORTS
1 RUFOUS STREET PRECINCT MASTER PLAN
Author Director Community Services, Alan (Fox) Rogers
Community Services Department
Index ECM/ Subject/ 46.02 Council Owned Buildings
ECM/ Project / RSPP – 08 Planning
Attachments 1. Rufous Street Precinct Master Plan
2. Rufous Street Precinct Master Plan - Stage 1
3. Rufous Street Precinct Master Plan - Aerial View
4. Review of Submissions Received
5. Rufous St Development Economic Needs Analysis IT Enterprise /
Digital Hub
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Infrastructure & Services
Committee Meeting dated 1 March 2016 on the Rufous Street Precinct Master Plan and:
A. Approve the Rufous St Precinct Master Plan as set out in Attachments 1, 2 and 3 of the
Report;
B. Agree to provide owners consent for a Development Application for a Material Change of
Use to be lodged over Council owned lot 94 on SP 137431, Lot 1 on SP 215942 and Lot 95
on SP 137431 in the Rufous St Precinct;
C. Request the CEO to prepare a Development Application over the site in accordance with
the Master Plan; and
D. Include the Master Plan in any future planning provisions for the area.
REPORT
1. Background
On 23 October 2014, Council agreed to purchase the old Peregian Beach Bowls Club in Rufous
St Peregian Beach (Lot 94 on SP 137431).
Council already owns the land on David Low Way adjacent to the old Bowls Club on which the
Peregian Community House (Lot 1 on SP 215942) and Public Car Park (Lot 95 on SP 137431)
are situated.
At its Ordinary Meeting on 18 December 2014, Council agreed to establish an internal Project
Control Group (PCG) to oversee the development of a Rufous St Master Plan. The PCG has met
monthly since then to oversee the project.
In January 2015 the buildings on the old Bowls Club site were demolished due to their age and
asbestos related issues.
Page 3 of 81
Section 4
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
2. The Development of the Master Plan
The Rufous St Precinct Master Plan is the result of an extensive community consultation process
over a six month period involving the following stages:
Initial consultation as part of Peregian Your Say - May 2015
The Peregian Your Say May 2015 consultations commenced with a public meeting on 9 May at
the Peregian Beach Surf Club. At this event more than 200 locals had their say and provided
ideas for the future of Peregian Village, the foreshore, Di Hirst Oval, Rufous Street, and parking
and pedestrian access. The consultation continued online until 20 May.
As a result of this initial consultation, 256 comments were received that related specifically to
Rufous St. Of these:
98 comments related to open space/recreation with 86% of these respondents asking that
the majority of the old Bowls Club site be retained or enhanced as Open Space / Sport and
Recreation;
61 comments related to parking with 51% of respondents wanting no extra car parking and
49% wanting more car parking in the Rufous St area;
52 comments related to concept of creating a Digital hub on the site; 75% of respondents
were supportive of the concept provided it did not take up a significant proportion of the
site; and
38 comments related to expanding existing community uses on the site.
Charrette design workshop – 27 June 2015
Following the May consultation, members of the local community were invited to participate in a
charrette design workshop with professional architects and urban designers to develop a vision
and concept designs for the Rufous St precinct. Thirty six people representing key local
stakeholders and the general community attended the charrette. The brief for the charrette was
to develop design concepts that contained the following elements:
1/3 built form and 2/3 open community space
Built form integrated into the site and open space
Best practice environmentally sustainable design
Excellent disabled access
No net loss of parking
Commercial return
Linkages to the village and existing community groups
Ability for design to be implemented in stages
Adaptability for future uses.
Drawing on ideas developed at the charrette, Deike Richards Architects developed a Peregian
Knowledge Campus proposal for discussion purposes. This proposal was for a three staged
development of the Rufous St precinct with the ultimate scale of development being 3200 sq
metres of office space (2 storeys), 1300 sq metres of community space and 257 car parks.
Stakeholder review of Campus proposal – 2 September 2015
A stakeholder meeting was held on September 2 with people involved in the design charrette to
gauge their response to the Knowledge Campus proposal. Feedback from this group was that
the proposed scale of the Campus was too large. This community feedback was backed up by
technical and traffic studies and planning advice which indicated that the project would be
unlikely to be able to proceed.
Based on this feedback the PCG decided not to proceed with the proposed Peregian Campus
development and asked members of the project team develop a new scaled down concept.
Page 4 of 81
Section 5
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Following further consultation with local IT businesses regarding the space required for a
successful digital hub along with economic and financial modelling, the project team developed a
new scaled down concept which proposed a two stage development with the second stage only
proceeding if the first stage was commercially successful.
Stakeholder review of the new concept - December 10 2015
The new concept was discussed with stakeholders at a community meeting on 10 December
and, based on the feedback from that meeting, Sparks Architects were engaged to develop a
draft Master Plan for public comment.
Draft Master Plan
The draft master plan proposed a two staged development with Stage 2 predicated on the
commercial success of Stage 1.
Key elements of this plan include retaining approximately 4,300 sq metres of public open space
on the old Peregian Bowls Club site, a two storey 750 sq metre IT enterprise building containing
a Digital Hub, additional car parking in Rufous Street and enhanced pedestrian linkages to
Peregian Village.
The second stage of the draft plan proposed to convert the existing community house to
commercial use and build a new community building with public amenities and additional car
parks. At the completion of the project it is envisaged that the number of formal car parks in the
Precinct will increase from 67 to 163.
Prior to Stage 2 proceeding, formal approval for works on the land around Di Hirst oval that
Council holds in Trust will need to be gained from the Department of Natural Resources and
Mines.
Feedback on the Draft Master Plan
Over 100 people attended a public meeting held on 30 January at the Peregian Beach
Community House to discuss the Rufous Street Master Plan. Comments at the meeting were
generally positive.
Attendees were pleased to see that the proposed Master Plan retained significant public open
space on the old bowls club site. IT professionals and young people liked the concept of the
digital hub with its promise of co-working space and high-speed broadband.
People also liked the way in which the master plan reinforced the pedestrian linkages between
Rufous Street and the Peregian Beach village, and everyone agreed that the new location for
Peregian Beach Community House proposed in Stage 2 is a better location than where it
currently stands.
The proposed additional parking detailed in the plan, however, generated comments both for and
against and some residents were concerned that the plan, once fully implemented, might
generate traffic issues on the corner of David Low Way and Woodland Drive.
Following the Public Meeting on 30 January the draft Master Plan was available for public
viewing and comment on the Your Say Noosa site until 10 February. A total of 78 submissions
and 4 late submissions were received from individuals, local business owners, community
organisations and the Traders’ Association.
All submissions including the late submissions were considered and analysed by the project
team. The key issues that arise from the submissions have been summarized by Adamson Town
Planning refer attachment 4.
Page 5 of 81
Section 6
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Final Master Plan
As a result of the public submissions a number of changes have been made to the draft Master
Plan. The most significant of which are:
Reduction in the proposed number of formal car parks in Rufous St from 39 to 20;
Increase in the number of car parks next to Veggie Village from 26 to 51 in Stage 2 of the
proposal, subject to DNRM approval;
Decrease in proposed car parking in Stage 1 from 153 to 132;
Increase in proposed overall car parking at the end of Stage 2 from 163 to 169;
Increase in the amount of disability and scooter parking spaces;
Small increase in the amount of green space to 4320sq metres.
3. Traffic Analysis
Holland Traffic Consulting, who has recently completed a Shire wide traffic study, was
asked to review the potential traffic impacts of the master plan at the David Low Way
Woodland Drive intersection. Their conclusion was as follows:
With this additional information I can confirm that there would be no issue at the existing
Woodland Dr / David Low Way intersection in accommodating the currently envisaged
Rufous St master plan traffic volumes (with master plan of late Jan 2016), without need to
upgrade that intersection to a roundabout.
However acknowledging the concerns of residents it is recommended that Council’s
Infrastructure Planning and Design branch undertake further investigation in to ways in
which the intersection may be made safer. It is further recommended that the Branch
undertake detailed investigations to determine the exact location of the proposed relocated
pedestrian crossing near the roundabout at Heron St.
4. Economic Impact
As part of developing the Master Plan the PCG requested an economic analysis of the
impact of creating an additional 1100 square metres of commercial office space for the
development of a digital hub and to house IT enterprises along David Low Way (Refer
Rufous St Development Economic needs Analysis IT Enterprise / Digital Hub, Attachment
5).
The assessment was undertaken by Council’s Major Projects Officer and adopted a
methodology where it looked at understanding the requirements and likely customer base
of a digital hub and also a more traditional approach of considering the positive and
negative impacts on the available commercial space within the Peregian precinct including
the recent history of such development and its drivers.
A summary of the Impact Assessment report and its findings are as follows:
What is a Digital hub/IT Enterprise
A Digital Hub is a shared workspace which houses several activities under one roof such
as co working, complementary businesses and programs, incorporating public and private,
community and commercial. It provides high speed and cutting edge technical facilities and
services, meeting rooms, event and training spaces.
Freelancers, entrepreneurs, and small businesses can work from this flexible and shared
workspace for a monthly fee, together with established high growth businesses located in
longer term office spaces. These shared services amplify connection and innovation
providing opportunities for ideas to flourish and businesses to grow.
Page 6 of 81
Section 7
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Broadband availability.
High speed broadband is considered essential and current providers TPG and Telstra have
indicated speeds of 100mbps to the site with the NBN fibre optic to be available in the third
quarter 2016.
Financial support/funding
Government support is available to enterprises through a number of grant programmes
offered by Federal and State Governments and also through Regional Development
Australia. The IT Enterprise sector is seen as a desirable growth area within the Nation’s
economy and a key driver of innovation.
Catchment
The client catchment for the Digital hub / IT Enterprise building has been defined as
Peregian Beach, Peregian Springs and Peregian Breeze’s residential areas and also
Coolum which is only 6kms away. In addition there are holiday makers and part time
residents whom research indicates are potential users of a flexible co-working space.
Competitor Analysis
There are currently no similar businesses trading within the Peregian catchment, however
there are some businesses offering somewhat similar services at Noosa Civic, Noosa
Junction, and a small enterprise at Sunshine Beach. There are a number of larger
businesses at Maroochydore and Mooloolaba. The impact on any of these is considered
very marginal because of their distance from the catchment.
Population Statistics
The main driver for commercial business growth within Peregian is the rapid population
growth in the catchment which is summarised below:
Location 2006 2011 2013 2015 2016 2021
Peregian
(+ P. Breezes & P. Springs) 5078 7594 8408 9700 10700 12800
Coolum 13154 15546 15587 16174 16978 17318
TOTAL 18232 23140 23995 25874 27678 30118
ABS Building approvals to the year ending November 2015 for the Peregian catchment
alone were 326 residential premises.
Commercial Development in Peregian
Peregian Village has seen considerable commercial expansion since 2007 particularly on
the western side of the David Low Way where this development is proposed.
In 2016 a village size IGA Retail and speciality shops have commenced construction. In
2008 the Marquesas medical and professional offices were built, in 2007 the Peregian
Hotel was refurbished, along with the Boardwalk - a multiple use development of
restaurant, office space, retail shops and residential on the eastern side.
Available Capacity
Other zoned potential lots include existing houses between the Peregian Hotel and the
Marquesas building have some commercial development rights but require purchase,
development approval and cost of conversion. Existing premises within the Village may
expand but are constrained by the necessity to provide car parking.
Page 7 of 81
Section 8
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Conclusion
A digital hub/IT enterprise is likely to diversify and enhance the local economy from its
reliance on the cyclical nature of the development and tourism industries and has every
chance of success at this site.
It is suggested the population growth in the Peregian catchment will drive demand for
existing office space vacancy and potential other sites limiting the impact of expanded
commercial offering.
Retail and service type businesses in Peregian will benefit from the spend of users of the
digital hub/IT enterprise premises and additional proposed car parking in the Rufous St
Precinct.
5. Town Planning Considerations
Under the Noosa Plan 2006, the subject land is located in the Eastern Beaches Locality.
Specifically, the part of the subject land at 253 and 255 David Low Way is included in the
Community Services Zone, while the land at 5 to 7 Rufous Street is included in the Open
Space Recreation Zone (refer Figure 1 below).
Under the Noosa Plan 2006, the intended uses on the land include the IT Enterprise Digital
Hub, which is defined as Commercial Business Type 1 Office use, with the ancillary coffee
shop being defined as Entertainment and Dining Type 1 Food & Beverages. The new
Peregian Beach Community House would be defined as a Wellbeing Type 2 Social use.
Within the Community Services Zone, both the IT Enterprise Digital Hub and ancillary
coffee shop would be subject to impact assessment requiring public notification. It is noted
that the coffee shop is considered to be a consistent use where in conjunction with a
Community Use.
Legend
Figure 1 – Zoning Plan
While a Commercial Business Type 1 Office use is not a consistent use in the Community
Services Zone, there is some support for this type of use at this location under the planning
scheme. The planning scheme specifically intends office uses to be established on the
western side of David Low Way, from 215 to 253 David Low Way. This includes part of the
subject land where the existing carpark is located. Consequently, the proposed office use is
generally supported at this location.
Page 8 of 81
Section 9
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Having regard to the conclusions in the economic report provided, the level of need for this
type of use (IT Enterprise Digital Hub) in the Peregian Beach locality is significant. Further,
given the nature of the use, ultimately having access to high speed internet and providing
other co-working opportunities for start-up business and networking, the development will
provide significant community benefit.
The proposed new Community House building is to be located in the Open Space
Recreation Zone. The Community House is a consistent use in this zone and is therefore
supported by the planning scheme. It is noted however, that the proposed Community
House would also be subject to impact assessment, requiring public notification.
Having regard to the above and subject to compliance with other relevant provisions of the
planning scheme, both the proposed IT Enterprise Digital Hub and the new Community
House are supported at this location.
Considerable consultation has occurred with the development of the Master Plan, including
direct engagement with community groups during the design phase, the holding of a
community meeting and also allowing submissions to be received and considered. A
number of submissions have been received, mostly supporting the proposed Master Plan,
with some useful comments being provided. Consequently, the Master Plan has been
prepared through an open and transparent planning process with some amendments being
made to the Master Plan in response to the submissions received.
It is suggested that the proposed Master Plan achieves the necessary balance with respect
to the provision of open space and additional parking for the Peregian Beach locality, while
providing for innovative development, including the IT Enterprise Digital Hub with co-
working space for start-up business. Other facilities proposed including a new Community
House building centrally located with amenities, improved pedestrian linkages with an
activated frontage, along with open space areas that provide a play scape, viewing
platforms and a walking and cycling circuit, collectively will provide significant community
benefit. From a town planning perspective the proposed Master Plan is supported.
6. Proposed next steps
Following adoption of the Master Plan, the PCG is proposing to undertake the following
next steps:
Finalisation of the building designs for the proposed commercial and community
buildings on the Master Plan;
A Material Change of Use (MCU) application for an impact assessable development
permit be lodged;
The development of 2016/17 capital budget bids for the construction of Stage 1 of the
master plan to be considered by Council in the 2016/17 budget process;
Lodging an application to the August 2016 round of the Federal Government’s
National Stronger Regions Fund.
Previous Council Consideration
Ordinary Meeting Minutes 23 October 2014, Item 1, Page 10
That Council note the report by the Chief Executive Officer to the Ordinary Meeting dated 23
October 2014 and authorise the Chief Executive Officer to
A. Proceed with the proposed course of action as outlined in the report; and
B. Make public the contents of the report once it has been implemented.
Page 9 of 81
Section 10
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Ordinary Meeting Minutes 18 December 2014, Item 1, Page 56
That Council note the report by the Director Community Services to the Ordinary Meeting dated
18 December 2014 and agree to:
A. Establish a Rufous St Project Control Group to oversee the development of Lot 94 SP
137431; and
B. Allocate a budget of $100,000 for:
1. The safe removal of the buildings and asbestos contamination from the Peregian
Bowls Club site; and
2. Concept design and consultation.
Finance & Risk
$300,000 funding for the development of the Rufous St Master Plan and lodgement of a Material
Change of Use application was approved in the 2015/16 budget, plus a carry-over of $13,167
from 2014/15.
To the end of January 2016 the project is on budget with actual costs of $63,494 and committed
costs of $89,210.
There will be additional costs associated with lodging the MCU application incurred before the
end of the financial year.
Subject to approval of the Master Plan, capital works budget bids for the construction of the IT
Enterprise Building (including a Digital Hub), civil works on Rufous St and an upgrades to the
Rufous Lane pathways will need to be considered in the 2016/17 Council budget process.
Consultation
External Consultation - Community & Stakeholder
Refer Section 2 of the report.
Key stakeholders who have been engaged in the design charrette and stakeholder review
process include:
Local residents
Local Business owners
The Peregian Beach Business Association
The Peregian Beach Community House
The Peregian Beach Kindergarten
The Peregian Beach Tennis Club
The Veggie Village
Other stakeholders who have been consulted with regard to the Master Plan include:
Atmail software company
Dunleavy Holdings
Regional Development Australia Sunshine Coast Inc
Telstra
Land owners on David Low Way were informed of the 30 January 2016 public meeting via letter
and invited to attend the presentation.
A copy of the draft Master Plan has been forwarded to the Department of Natural Resources and
Mines for their comment.
Page 10 of 81
Section 11
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Internal Consultation
Members of the Rufous St Project Control Group
Alan (Fox) Rogers, Director Community Services – Project Director
Cr Frank Wilkie
Cr Frank Pardon
Adam Britton, Project Coordinator, Project Design and Delivery
Alison Hamblin, Community Development Coordinator
Clint Irwin, Coordinator Property and Land Management
Phil Parkman, Coordinator Procurement and Fleet
Nick Wellwood, Infrastructure Planning and Design Manager
David Thomas Major Projects Officer – Ex Officio
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
x Executive Office x Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 11 of 81
Section 12
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 12 of 81
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 13 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Attachment 2 - Rufous Street Precinct Master Plan - Stage 1 Attachment 2
1 UPGRADE LANEWAY 14 CAFE & ALL PERSON PUBLIC AMENITIES 21) RELOCATED PEDESTRIAN CROSSING
SUBJECT TO FURTHER INVESTGATION
2 ‘POCKET PARK’ - 6 CAR SPACES 15 NEW IT ENTERPRISE DIGITAL HUB BUILDING - 750 sqm G& accesssie HS AND CAR PARKING
6 23 ON GRADE CAR PARKING AS PART OF STAGE 1 17 COMMERCIAL & PUBLIC CAR PARKING - 68 SPACES.
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10. SUNSET VIEWING PLATFORM WITH MOUNT COOROY VISTA 6 &
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Page 13 of 81Section 14
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 14 of 81
REVISION 1- 18th FEBRUARY 2016
Attachment 3
Attachment 3 - Rufous Street Precinct Master Plan - Aerial View
4) UPGRADE TO PEDESTRIAN LANEWAY WITH yey
UGHTING WITH POTENTIAL COMMERCIAL sEov7}o--) PEDESTRIAN LINKAGES & NODES
ACTIVATION “BS
2) POCKET PARK’ & PEDESTRIAN CONNECTION TO ® PUBLIC TRANSPORT NODES
NEIGHBOURING SITE - 6 CAR SPACES RETAINED :
© PUBLIC ART
8) VEGGIE VILLAGE FORECOURT - SPRING
FED CREEK REGENERATION PROJECT
@ CAR PARKING - 50 SPACES SERVICING OVAL, COMMUNITY AGTIORTED LANE:
GARDEN & KINDY WITH PEDESTRIAN & EMERGENCY SERVICE a
VEHICLE LINK TO FIRE BREAK CORRIDOR - SUBJECT TO DNA
APPROVAL for-~-.
6) ALL PERSON PUBLIC AMENITIES j p i B
6) 23 ON GRADE CAR PARKING AS PART OF STAGE a 4 PUBLIC SPACE & AMENITIES
1. FUTURE NEW 400 sqm COMMUNITY BUILDING re 3 : -
WITH UNDERCOVER CAR PARKING. a: !
7) PEREGIAN GREEN - 4320 sam: INCLUDING PLAY-SCAPE & 4 ;
POSSIBLE WATER-PLAY, ARTWORKS & GYM EQUIPMENT i
SUBJECT TO DESIGN & CONSULATION 20 21 / COMMUNIC HOUSE
8) OVER FLOW CAR PARKING @ e ee 60 26606 soy ;
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 15 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Attachment 4
Ad a I Y i SO Nn Court Appeals & Dispute Resolution
e Applications & Assessment
| OW Nn Pp | a Nn Nn | Nn g Due Diligence & Compliance
Project Management
SPECIALIST SERVICES, PRACTICAL SOLUTIONS General Development Advice
PROJECT ADVICE
Date: 19 February 2016
To: Alan (Fox) Rogers, Director Community Services
cc: David Thomas, Economic Consultant
From: Shane Adamson, Town Planning Expert
Client: Noosa Council
Project: | Rufous Street Master Plan
Subject: Review of submissions received
A total of 78 submissions have been received during the public notification period from 30 January
2016 to 10 February 2016, with 4 late submissions also being considered. The public notification
period began with a public meeting held at Peregian Beach Community House, which was well
attended by about 110 people.
A number of submissions were received from the general public, local community and sporting groups
such as the Peregian Beach Business Association Inc., the Peregian Beach Community Association, the
Rufous Street Community Collective, Peregian Beach Community Kindergarten, as well as
neighbouring land holders and developers in the immediate vicinity of the proposed development.
The majority of the submissions received were from the general public; with some of the submissions
received being prepared by professional consultants on behalf of interested land holders and
developers. Having regard to all of the submissions received there is overwhelming support for the
Draft Master Plan.
While the question of commercial viability has been raised by some submitters, this is a matter for the
Council and is not a relevant planning consideration. Despite this, it is noted that a letter of support
has been received from a local company expressing interest in leasing some space within the IT
Enterprise Digital Hub (Digital Hub). This indicates that there is some support for the proposal and
provides some confidence about undertaking the development. Expressions of interest from
prospective tenants would most likely be obtained before proceeding with this part of the
development.
The key issues that arise from the submissions received have been considered in the table below.
Key Issues and Comments Comment
Need for a Digital Hub
Concerns expressed about the proposed Digital | The Master Plan provides for and retains a
Hub being provided on the land and the Master | significant portion of open space, which is to be
Plan should be about providing more green and | activated and also provides for a significant
recreation space and parking. amount of additional parking. The proposed
Digital Hub is of significant community benefit.
The development will be located on land that is
committed for development under the planning
Adamson Town Planning Pty Ltd ATF
(ACN: 163 798 374 | ABN: 72 472 058 207)
P (07) 5430 6671 F (07) 5430 6677 M 0437 754 420 Mail: PO Box 78, Peregian Beach QLD 4573
Noosa Boardroom’, 28 Eenie Creek Road, Nooosaville QLD 4566
Page 15 of 81Section 16
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
scheme and is currently used for carparking. It is
agreed that the maximum amount of open
space should be provided as well as parking and
these issues are to be considered further in the
review to ensure the necessary balance is
achieved. Consequently, there has been a
reduction in the parking at Rufous Street while
increasing the amount of open space at this
location.
Concern that there is not sufficient need for the | An Economic Needs Analysis Report has been
additional office/business space and this apart of | prepared that states that Digital Hubs are the
the Master Plan shouldn't be provided. next generation of co-working spaces for
regional areas, adjusted to meet local demand,
build relationships and achieve maximum global
exposure.
In the Peregian Beach locality there is no such
facility and there is an increasing population in
this catchment area. This means that there is
significant community benefit in providing high
speed cutting edge infrastructure for which
there is a current and growing need.
Excited about the proposed IT/Business Hub and | The Economic Needs Analysis Report provides
the council efforts to increase employment and | that there is a significant need for the proposed
provide good quality infrastructure, but am | Digital Hub along with some current demand.
concerned that these plans are not commercial | One of the submissions received from a
tested. reputable local business has indicated an
eagerness to grow the business and secure the
use of a significant portion of the new building.
Further, a portion of the building will provide
space for start up enterprises that have a
networking opportunity, which will provide
significant community benefit to the local
economy.
The construction of the of a Digital Hub will | The comments provided are supported. The
attract further business start-ups = and | Economic Needs Analysis Report provided states
entrepreneurs and will provide Noosa with a | that small businesses can work from this flexible
more robust and diversified economy. and shared workspace for a monthly fee,
together with established high growth
businesses located in longer term office spaces.
These shared services amplify connection and
innovation, providing opportunities for ideas to
flourish and businesses growth.
The Master Plan strikes a balance between | Striking the necessary balance while having
community recreation and ICT business needs. regard to the various needs of all members of
the community is challenging, but itis
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
suggested that this balance has been achieved
by allowing for the Digital Hub, provision of
open space and providing additional parking in
the locality. Other components _ include
improving pedestrian linkages, providing a play
scape as well viewing platforms, walkways and
cycling circuit and a new Community House
building with amenities in a central location, to
enhance the use of the area.
Peregian does not need an IT Hub because it | The comment is not agreed with. The
creates nothing for our community, there are | submissions received show considerable support
dozens of empty office buildings and shops in | for the proposed Digital Hub, which will provide
Noosa Junction where an IT hub will prosper. considerable community benefit in terms of
growing the local IT industry and providing
other opportunities for start up businesses in an
area, ultimately having high speed digital access.
The Economic Needs Analysis Report provided
demonstrates the significant need, which will
continue to grow with the expected population
increase in the catchment area.
The Economic Needs Analysis Report explains
that unlike a traditional office environment, a
Digital Hub is highly curated and organised to
connect people, information and ideas to deliver
strategic results. It actively works to attract and
connect to a diverse community with each other
and a wider network of investors and businesses.
Noosa council must ensure that public land and | It is the intention of Council to develop the
community buildings remain as such with any | Master Plan over a number of years,
leases for commercial uses/ IT hubs remain in | predominantly in two stages. Council is
public ownership. committed to delivering all of the outcomes
envisaged by the Master Plan. While the matter
of ownership is for the Council to determine, it is
intended at this time that the proposed Digital
Hub remain in public ownership.
Focus of the development should be about | The Master Plan seeks to find the right balance
providing more open space and less commercial | between the maximum amount of open space
development with buildings and carparking as | while providing for new initiatives such as the
necessary peripheral uses. Digital Hub and additional public parking and
other facilities. Other matters have also been
considered including activating open space
areas and pedestrian linkages while considering
increasing the use of the Di Hirst Oval. The uses
shown on the Master Plan collectively provide
considerable improvements for the local
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community.
Consideration has been given to reducing the
number of carparks protruding into the open
space area in Rufous Street proposed in the
draft Master Plan. In the final Plan some of these
spaces have now been relocated to the
recreation reserve near the Veggie Village with
the amount of open space in Rufous Street
increased.
Important to have green spaces that are not just | It is agreed the open space areas need to be
passive but encourage recreational activities. activated in order to obtain maximum benefit for
the local community. Consequently, decisions
have been made to not allocate the land to any
one sporting group and to provide a play scape,
potentially gym equipment, walkways, a cycling
circuit, viewing decks and platforms in order
increase interest and encourage use of this area.
Noosa Council's desire to maintain what was | It should be noted that the former Bowls Club
private open space is supported. land was held in private ownership and not
available for use by the general public.
Essentially, a similar amount of open space is
being maintained under the Master Plan, which
will be available for use by the general public.
Further, it is suggested that this space should
not be used any one group or sporting
organisation.
The provision of a ‘Pocket Park’ as shown on the | The concept of the “Pocket Park” is supported
Master Plan is supported, but with the number | under the Master Plan with the number of
of carparks reduced to one. carparks in this location reduced to 6 spaces
from the 14 currently available. It is
acknowledged that even fewer spaces could be
provided; however access is to be maintained for
emergency vehicles. Furthermore, from a
practical perspective it is deemed reasonable to
provide some parking in close proximity to the
Kindergarten for parents using this facility.
Our prime concern is the safety and wellbeing of | It is agreed that the design of Rufous Street and
the children and families and to retain the | the associated parking needs to be designed in
peaceful and natural environment of Rufous St | accordance with current standards to ensure
as much as possible and are delighted to | safety and to increase the amount of green
embrace the plan for a green space outside of | space in front of the Kindergarten. Maintaining
the Kindergarten to replace the existing car park. | the existing pedestrian access across the
waterway at this location is also a necessary
feature should be maintained.
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The carparking to be provided in Rufous Street is
to be simplified in order to increase the amount
of open space and to reduce costs.
The new Kindy people-park is a welcome clever | While it is accepted that no cars in front of the
green-space as it offers a great way to take cars | Kindergarten might be desirable, in a practical
away from kindy area and to close-off the area | sense access provision for emergency vehicles is
from future potential through fare. required and it is reasonable to provide a small
number of carparks for people dropping and
picking up children attending the Kindergarten.
Consequently, this area is to be a shared
pedestrian and temporary vehicle parking area,
with improved pedestrian legibility provided.
The exercise equipment around the new green | It is currently proposed to provide gym
space could be a good idea — although we also | equipment within the open space area; however
appreciate some of the points made at the | the comments made at the community meeting
meeting about doing something different rather | about same have been noted. This issue is likely
than trying to make Peregian Beach another | to be determined at the detailed design stage
Gympie Terrace. and will include a play scape, potentially public
gym equipment and some sort of water feature,
as well as public art work.
A water park was suggested at the meeting | As stated above, it is agreed that this proposal
which is considered to be a great idea. has merit and is to be further investigated.
There needs to be consideration given to | The comments provided are agreed. There is a
measures that will activate the open space | strong need to activate the open space area to
precinct by artists, sculptors, public art project, | ensure that the Master Plan as a whole is
pop up events, mini-festivals dance and sport | successful and delivers the expectations sought
demonstrations, etc. by the community. Consideration has been given
to the addition of public art and sculptures
within the open space area. Further,
consideration is also to be given to making
greater use of the Di Hirst Oval, for sporting and
other like uses, in order to create interest.
Add an adjoining water play area (like the one in | It is agreed that the use of water features would
Tewantin) and you'd almost have a beach
5 1 1 2 31 8 1147 2247 72 25 96 away
5 1 1 2 31 9 1219 2235 28 41 95 |
5 1 1 2 31 10 1257 2247 152 25 95 encourage
5 1 1 2 31 11 1422 2243 104 29 95 greater
5 1 1 2 31 12 1539 2247 83 25 96 usage
5 1 1 2 31 13 1635 2239 30 26 96 of
5 1 1 2 31 14 1675 2239 45 26 96 the
5 1 1 2 31 15 1735 2247 59 18 96 area
5 1 1 2 31 16 1808 2239 33 33 96 by
5 1 1 2 31 17 1855 2239 113 26 96 children
4 1 1 2 32 0 507 2284 1461 32 -1
5 1 1 2 32 1 507 2284 66 25 95 from
5 1 1 2 32 2 591 2284 46 25 96 the
5 1 1 2 32 3 657 2284 96 25 96 beach
would be fantastic for young | and accompanying parents, which is desirable
families and add another demographic of | for activating the open space and recreation
visitors. area. This feature is to be considered further in
the detail design stage.
We both feel very strongly that the Di Hirst Oval | The Master Plan provides for the open space
is under-utilised at present and is basically a | and recreation area to link through to Di Hirst
‘wasteland’. Surely a section of its northern area | Oval. Decks and viewing platforms are to be
could be incorporated into and thus be | provided on the edge of the Oval to make use of
confluent with the proposed Peregian Green on | existing vistas. A walking and cycling circuit is
the former bowls club site as shown on the | also proposed around the Oval. However, it is
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development proposal. agreed that further consideration of the use of
the Oval would also be beneficial.
The lack of real thought given to big recreational | The Master Plan seeks to strike a balance for all
areas and providing a tiny children's park is | users. A playscape and gym equipment are
disappointing and should include a_ proper | proposed in the open space area. A walking and
fitness trail around the walking track with simple | cycling track is also to be provided around Di
but effective body weight items. Hirst Oval. Further consideration will be given to
these use areas during the detailed design stage.
Peregian Village offers no recreational | The Master Plan provides for additional
opportunities at all, other than skating and one | recreational activities; however there has been a
minimalist children's playground and_ the | conscious decision to not provide sport and
community is quickly expanding yet there are no | recreation facilities that cater for specific groups.
facilities to cater for any activity. Consequently, the Master Plan seeks to cater for
the majority of users. As mentioned above some
gym equipment and a walking and cycling track
are to be provided as part of the overall Master
Plan.
Consider the pedestrian laneway between the | The Master Plan seeks to upgrade the key
David Low Way and Rufous Street requiring | pedestrian linkages to the Village via the Rufous
urgent attention, with lighting of the Laneway | Street Laneway and along David Low Way. It is
and other works to be undertaken to encourage | understood that the upgrade of the Laneway will
people to use it to park in Rufous Street. include improved surveillance and lighting and
other improvements along with activation of the
southern frontages to encourage a greater
amount of passing pedestrian traffic.
Relocation of pedestrian crossing on David Low | It is agreed that a desirable outcome is to locate
Way to the eastern end of the laneway is | the pedestrian linkages as close as possible to
supported. the roundabout in David Low Way, near the
Laneway. People are currently crossing David
Low Way at this location over the existing
gardens in any event. The design and final
location of the crossing is subject to detail
design being undertaken by Council's traffic
engineers, who have already given this matter
some consideration.
Improving of David Low Way by planting trees | The Master Plan provides for an improved
on the footpath is also supported. streetscape along David Low Way, which is to be
treed to provide some shade. It is hoped that
the softening of this existing pathway will
encourage more use by pedestrians.
We have a disabled son who needs to use a | The matter of providing for disabled access for
wheelchair to get to the village because there is | residents in the locality was raised at the
no footpath on our side (north side) of | community meeting and is to be addressed with
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
woodland drive to get to corner of David Low | the new footpaths and pathways that are to be
Way, their is no pram ramp or footpath on the | provided. The comments provided by the
corner of Rufous Street and Woodland Drive | submitter have been noted and have been
adjacent to the Telstra lots on corner, for anyone | addressed.
in a wheelchair or on a scooter affecting people
who are disabled and the elderly.
Given the significance of the Master Plan area, | The Master Planning process has been open and
the Peregian Beach Village and the nature and | transparent with consultation extending to
scale of the adjoining and approved Peregian | community groups, the local traders association,
Village Market development, it is submitted that | property owners, developers and the general
there is greater opportunity for Council to | public. During this process the provision of
provide for improved, slow speed, vehicle | vehicular and pedestrian access has been
connections between the Master Plan area and | carefully considered.
the Peregian Village Market site. The provision
of vehicle connections between these two key | While there is support for pedestrian access to
development sites would provide for an | be provided through the Peregian Beach Village
additional and alternative access point from | Market site, potentially in two locations, there is
David Low Way into both sites, which in turn will | little support to provide vehicular access from
help reduced potential traffic impacts at the | the end of Rufous Street.
corner of David Low Way and Woodland Drive,
which were highlighted at the recent community | It is noted that Rufous Lane forms part of the
workshop held on 30 January 2016. land, which is a reserve for recreation purposes
and is owned by the State. While Council is
Extending vehicle connections between the two | trustee for the land it is not road reserve and
sites will also provide an important link between | vehicular access across this land cannot be
the proposed IT Hub within the Master Plan Area | achieved.
and the approved Peregian Beach Village Market
development, which is now under construction. | A key factor with the Master Plan is to ensure
Appropriately designed and controlled vehicle | that the existing intersection at Woodland Drive
connections between these two sites is | and David Low Way is not compromised.
considered essential to the overall connection of | Council’s Traffic Consultant has confirmed that
the Master Plan area, the adjoining site and the | the intersection can function properly with
broader Peregian Beach Village. expected traffic flows, which are not excessive.
Some works might be undertaken to improve
Council should use Stage 2 to connect Rufous | the intersection, but this does not include a
Street on the southern side to give local access | roundabout.
through to the Peregian Village Market
development, via a ‘shared zone’ for pedestrians
and vehicles.
In terms of access being provided to the | It is agreed that additional traffic in Rufous
Peregian Beach Village Market land, any | Street, other than that generated by the current
increased through traffic in Rufous Street would | Master Plan is not desirable. If access was to be
also have a significant impact on Woodland | allowed, the increased traffic from the Peregian
Drive and the David Low intersection, which | Beach Village Market and the ultimate
would be detrimental to residents in that pocket. | development on the remaining portion of the
land could adversely impact upon the operation
of the intersection. Further, the additional traffic
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
could also adversely impact upon residential
amenity of the area.
Closing off the end of Rufous Street will prevent | As mentioned above, access is not currently
any further thought on a direct road from | available across the existing recreation reserve.
Woodland Drive to the “Essence Development".
Possible extension of Rufous Street through the | It is agreed that an extension of Rufous Street to
old caravan part site would be a disaster for the | allow for through traffic form the Peregian Beach
Kindy, children and families and the many | Village Market site could potentially cause
community members who use this area, for both | adverse traffic impacts upon the existing
safety reasons and for the atmosphere and | Kindergarten and is not supported by the
peaceful nature of the area. We are very keen to | general community.
prevent this happening.
Strongly object to any further concessions given | The comments made above are relevant to this
over to the Essence
5 1 1 2 12 5 830 1179 29 25 93 of
5 1 1 2 12 6 876 1180 135 31 91 Peregian”
5 1 1 2 12 7 1028 1179 190 32 95 development
5 1 1 2 12 8 1212 1175 34 40 95 |
5 1 1 2 12 9 1257 1180 76 24 96 issue.
5 1 1 2 12 10 1356 1179 50 25 96 The
5 1 1 2 12 11 1428 1183 96 21 96 matter
5 1 1 2 12 12 1544 1179 30 25 96 of
5 1 1 2 12 13 1593 1179 129 25 96 vehicular
5 1 1 2 12 14 1742 1179 52 25 95 and
5 1 1 2 12 15 1818 1179 150 32 95 pedestrian
4 1 1 2 13 0 506 1223 1463 33 -1
5 1 1 2 13 1 506 1224 47 25 95 site
5 1 1 2 13 2 570 1224 23 25 95 in
5 1 1 2 13 3 609 1226 80 23 96 terms
5 1 1 2 13 4 705 1223 30 26 96 of
5 1 1 2 13 5 749 1232 90 17 96 access
5 1 1 2 13 6 854 1224 38 25 96 via
5 1 1 2 13 7 910 1223 97 26 96 Rufous
5 1 1 2 13 8 1023 1226 80 23 96 street
5 1 1 2 13 9 1119 1223 50 26 96 and
5 1 1 2 13 10 1186 1224 31 25 96 its
5 1 1 2 13 11 1226 1219 28 41 94 |
5 1 1 2 13 12 1257 1232 90 17 96 access
5 1 1 2 13 13 1370 1226 29 23 96 to
5 1 1 2 13 14 1421 1223 47 26 93 the
5 1 1 2 13 15 1493 1224 123 32 92 Peregian
5 1 1 2 13 16 1642 1223 82 26 96 Beach
5 1 1 2 13 17 1747 1223 97 33 96 Village
5 1 1 2 13 18 1870 1223 99 26 96 Market
4 1 1 2 14 0 506 1267 1462 32 -1
5 1 1 2 14 1 506 1268 137 24 96 extension
5 1 1 2 14 2 656 1270 72 29 95 entry
5 1 1 2 14 3 739 1268 55 24 96 into
5 1 1 2 14 4 805 1267 50 25 96 this
5 1 1 2 14 5 867 1267 196 32 96 development.
5 1 1 2 14 6 1259 1267 64 25 96 Land
5 1 1 2 14 7 1338 1267 46 25 96 has
5 1 1 2 14 8 1397 1267 69 25 95 been
5 1 1 2 14 9 1480 1267 156 25 96 considered
5 1 1 2 14 10 1649 1267 52 25 96 and
5 1 1 2 14 11 1715 1267 150 32 95 pedestrian
5 1 1 2 14 12 1879 1274 89 18 96 access
4 1 1 2 15 0 1257 1311 265 32 -1
5 1 1 2 15 1 1257 1311 61 32 96 only
5 1 1 2 15 2 1329 1312 19 24 96 is
5 1 1 2 15 3 1359 1319 14 17 96 a
5 1 1 2 15 4 1385 1311 137 25 96 desirable.
4 1 1 2 16 0 506 1401 1462 32 -1
5 1 1 2 16 1 506 1401 88 25 96 Traffic
5 1 1 2 16 2 614 1401 111 32 96 calming
5 1 1 2 16 3 748 1401 33 32 96 by
5 1 1 2 16 4 801 1402 144 31 96 narrowing
5 1 1 2 16 5 968 1401 96 25 96 Rufous
5 1 1 2 16 6 1085 1402 83 24 95 Street
5 1 1 2 16 7 1188 1405 30 21 95 to
5 1 1 2 16 8 1225 1397 28 40 96 |
5 1 1 2 16 9 1256 1401 52 25 96 The
5 1 1 2 16 10 1323 1404 95 22 96 matter
5 1 1 2 16 11 1432 1401 29 25 96 of
5 1 1 2 16 12 1472 1401 83 25 96 traffic
5 1 1 2 16 13 1570 1401 111 32 96 calming
5 1 1 2 16 14 1697 1402 23 24 96 in
5 1 1 2 16 15 1736 1401 78 25 96 order
5 1 1 2 16 16 1827 1405 30 21 96 to
5 1 1 2 16 17 1872 1401 96 25 96 reduce
4 1 1 2 17 0 506 1444 1462 34 -1
5 1 1 2 17 1 506 1453 53 18 95 one
5 1 1 2 17 2 581 1444 57 27 96 lane
5 1 1 2 17 3 659 1445 86 26 96 would
5 1 1 2 17 4 768 1445 33 26 96 be
5 1 1 2 17 5 799 1440 29 42 96 a
5 1 1 2 17 6 857 1444 147 34 95 significant
5 1 1 2 17 7 1024 1445 193 32 96 improvement
5 1 1 2 17 8 1219 1440 29 42 94 |
5 1 1 2 17 9 1257 1445 98 33 96 speeds
5 1 1 2 17 10 1369 1445 23 26 96 in
5 1 1 2 17 11 1406 1444 96 27 96 Rufous
5 1 1 2 17 12 1516 1446 83 25 96 Street
5 1 1 2 17 13 1612 1445 19 26 96 is
5 1 1 2 17 14 1643 1445 155 33 96 supported.
5 1 1 2 17 15 1811 1444 52 27 96 The
5 1 1 2 17 16 1875 1444 93 34 96 design
4 1 1 2 18 0 506 1489 1462 32 -1
5 1 1 2 18 1 506 1489 51 25 96 and
5 1 1 2 18 2 581 1489 86 25 95 would
5 1 1 2 18 3 693 1489 96 25 95 reduce
5 1 1 2 18 4 811 1489 82 25 95 traffic
5 1 1 2 18 5 917 1489 82 32 95 speed
5 1 1 2 18 6 1025 1489 51 25 95 and
5 1 1 2 18 7 1101 1490 117 31 95 improve
5 1 1 2 18 8 1215 1485 34 40 96 |
5 1 1 2 18 9 1257 1489 30 25 96 of
5 1 1 2 18 10 1304 1489 46 25 96 the
5 1 1 2 18 11 1372 1489 121 32 96 roadway
5 1 1 2 18 12 1514 1489 50 25 95 and
5 1 1 2 18 13 1588 1489 105 32 95 parking
5 1 1 2 18 14 1716 1497 74 17 95 areas
5 1 1 2 18 15 1813 1489 65 25 96 have
5 1 1 2 18 16 1899 1489 69 25 96 been
4 1 1 2 19 0 507 1533 1461 33 -1
5 1 1 2 19 1 507 1533 150 33 96 pedestrian
5 1 1 2 19 2 669 1533 89 33 96 safety.
5 1 1 2 19 3 1257 1533 118 26 96 revisited
5 1 1 2 19 4 1391 1537 29 22 96 to
5 1 1 2 19 5 1435 1534 117 32 96 improve
5 1 1 2 19 6 1565 1533 46 26 96 the
5 1 1 2 19 7 1627 1536 110 23 96 amount
5 1 1 2 19 8 1752 1533 29 26 96 of
5 1 1 2 19 9 1794 1541 72 25 95 open
5 1 1 2 19 10 1881 1541 87 25 96 space,
4 1 1 2 20 0 1257 1577 711 32 -1
5 1 1 2 20 1 1257 1578 118 31 96 improve
5 1 1 2 20 2 1389 1577 82 26 96 traffic
5 1 1 2 20 3 1487 1577 66 29 96 flow,
5 1 1 2 20 4 1570 1577 47 26 96 but
5 1 1 2 20 5 1632 1577 76 26 96 allow
5 1 1 2 20 6 1722 1577 40 26 96 for
5 1 1 2 20 7 1777 1585 13 18 95 a
5 1 1 2 20 8 1806 1577 162 26 96 turnaround
4 1 1 2 21 0 1257 1621 711 26 -1
5 1 1 2 21 1 1257 1629 59 18 96 area
5 1 1 2 21 2 1329 1629 31 18 96 so
5 1 1 2 21 3 1371 1621 57 26 96 that
5 1 1 2 21 4 1440 1621 112 26 96 vehicles
5 1 1 2 21 5 1565 1621 36 26 96 do
5 1 1 2 21 6 1615 1624 46 23 96 not
5 1 1 2 21 7 1675 1621 64 26 96 have
5 1 1 2 21 8 1750 1624 31 23 96 to
5 1 1 2 21 9 1791 1621 79 26 96 travel
5 1 1 2 21 10 1882 1625 29 22 97 to
5 1 1 2 21 11 1922 1621 46 26 97 the
4 1 1 2 22 0 1257 1666 527 25 -1
5 1 1 2 22 1 1257 1666 52 24 96 end
5 1 1 2 22 2 1321 1666 30 24 96 of
5 1 1 2 22 3 1362 1666 97 24 96 Rufous
5 1 1 2 22 4 1471 1667 83 23 96 Street
5 1 1 2 22 5 1564 1669 30 22 96 to
5 1 1 2 22 6 1604 1669 58 22 96 turn
5 1 1 2 22 7 1676 1666 108 24 96 around.
4 1 1 2 23 0 506 1754 1462 33 -1
5 1 1 2 23 1 506 1754 51 26 95 The
5 1 1 2 23 2 599 1754 160 32 72 Masterplan
5 1 1 2 23 3 801 1754 54 26 40 also
5 1 1 2 23 4 898 1754 116 26 74 includes
5 1 1 2 23 5 1056 1755 105 32 93 moving
5 1 1 2 23 6 1205 1762 13 18 19 a
5 1 1 2 23 7 1219 1750 21 41 19 |
5 1 1 2 23 8 1256 1754 52 26 95 The
5 1 1 2 23 9 1323 1756 98 24 96 Master
5 1 1 2 23 10 1436 1754 57 26 96 Plan
5 1 1 2 23 11 1508 1754 68 26 96 does
5 1 1 2 23 12 1591 1754 108 32 96 provide
5 1 1 2 23 13 1713 1754 40 26 96 for
5 1 1 2 23 14 1766 1754 45 26 96 the
5 1 1 2 23 15 1826 1754 142 26 96 relocation
4 1 1 2 24 0 507 1799 1463 32 -1
5 1 1 2 24 1 507 1799 150 32 96 pedestrian
5 1 1 2 24 2 672 1800 116 31 96 crossing
5 1 1 2 24 3 803 1803 30 21 96 to
5 1 1 2 24 4 847 1799 65 32 96 right
5 1 1 2 24 5 927 1802 47 22 96 out
5 1 1 2 24 6 986 1799 46 25 96 the
5 1 1 2 24 7 1046 1799 69 25 96 front
5 1 1 2 24 8 1130 1799 29 25 96 of
5 1 1 2 24 9 1170 1807 49 17 96 our
5 1 1 2 24 10 1219 1795 28 40 95 |
5 1 1 2 24 11 1257 1799 30 25 96 of
5 1 1 2 24 12 1297 1799 46 25 96 the
5 1 1 2 24 13 1358 1800 107 31 95 existing
5 1 1 2 24 14 1481 1799 150 32 96 pedestrian
5 1 1 2 24 15 1646 1800 117 31 96 crossing
5 1 1 2 24 16 1779 1800 23 24 96 in
5 1 1 2 24 17 1819 1799 77 25 96 David
5 1 1 2 24 18 1914 1801 56 23 96 Low
4 1 1 2 25 0 507 1843 1460 33 -1
5 1 1 2 25 1 507 1843 92 29 96 house,
5 1 1 2 25 2 614 1843 47 25 96 but
5 1 1 2 25 3 676 1843 67 25 96 from
5 1 1 2 25 4 757 1850 50 18 96 our
5 1 1 2 25 5 820 1843 107 33 78 family’s
5 1 1 2 25 6 942 1844 164 32 96 perspective
5 1 1 2 25 7 1120 1850 39 18 96 we
5 1 1 2 25 8 1174 1850 44 18 95 are
5 1 1 2 25 9 1223 1839 29 41 95 |
5 1 1 2 25 10 1256 1844 68 32 96 Way,
5 1 1 2 25 11 1340 1843 84 25 95 closer
5 1 1 2 25 12 1439 1846 29 22 96 to
5 1 1 2 25 13 1482 1843 46 25 96 the
5 1 1 2 25 14 1544 1843 171 25 96 roundabout
5 1 1 2 25 15 1730 1843 52 25 96 and
5 1 1 2 25 16 1798 1843 45 25 96 the
5 1 1 2 25 17 1860 1843 107 33 96 existing
4 1 1 2 26 0 506 1887 1462 33 -1
5 1 1 2 26 1 506 1887 149 25 96 concerned
5 1 1 2 26 2 673 1887 57 25 96 that
5 1 1 2 26 3 746 1887 51 25 96 this
5 1 1 2 26 4 814 1887 44 25 96 will
5 1 1 2 26 5 878 1888 116 24 96 increase
5 1 1 2 26 6 1010 1887 82 25 96 traffic
5 1 1 2 26 7 1112 1887 105 33 96 braking
5 1 1 2 26 8 1226 1883 28 41 93 |
5 1 1 2 26 9 1259 1889 127 31 91 Laneway.
5 1 1 2 26 10 1407 1887 52 25 96 The
5 1 1 2 26 11 1480 1887 142 25 96 relocation
5 1 1 2 26 12 1643 1887 30 25 96 of
5 1 1 2 26 13 1690 1887 45 25 96 the
5 1 1 2 26 14 1759 1887 169 25 96 roundabout
5 1 1 2 26 15 1950 1888 18 24 96 is
4 1 1 2 27 0 506 1931 1463 33 -1
5 1 1 2 27 1 506 1934 26 23 96 at
5 1 1 2 27 2 545 1939 32 18 96 an
5 1 1 2 27 3 592 1931 104 33 95 already
5 1 1 2 27 4 708 1931 66 33 96 busy
5 1 1 2 27 5 787 1931 178 30 96 roundabout,
5 1 1 2 27 6 979 1932 143 32 96 increasing
5 1 1 2 27 7 1136 1931 82 26 96 traffic
5 1 1 2 27 8 1226 1927 28 41 94 |
5 1 1 2 27 9 1257 1931 101 33 96 subject
5 1 1 2 27 10 1379 1934 29 23 96 to
5 1 1 2 27 11 1429 1931 114 26 96 detailed
5 1 1 2 27 12 1567 1931 93 33 96 design
5 1 1 2 27 13 1684 1931 34 33 96 by
5 1 1 2 27 14 1738 1931 128 26 46 Council's
5 1 1 2 27 15 1887 1931 82 26 96 traffic
4 1 1 2 28 0 507 1975 1462 33 -1
5 1 1 2 28 1 507 1976 74 25 96 noise
5 1 1 2 28 2 593 1975 51 26 96 and
5 1 1 2 28 3 658 1975 126 33 96 pollution
5 1 1 2 28 4 796 1979 29 22 97 to
5 1 1 2 28 5 837 1983 48 18 96 our
5 1 1 2 28 6 895 1975 87 33 96 family
5 1 1 2 28 7 993 1975 87 26 96 home.
5 1 1 2 28 8 1257 1976 140 32 96 engineers
5 1 1 2 28 9 1409 1975 51 26 95 and
5 1 1 2 28 10 1474 1979 150 22 95 comments
5 1 1 2 28 11 1638 1975 78 26 96 made
5 1 1 2 28 12 1730 1975 33 33 96 by
5 1 1 2 28 13 1773 1975 46 26 96 the
5 1 1 2 28 14 1831 1975 138 26 96 submitter
4 1 1 2 29 0 1256 2019 462 26 -1
5 1 1 2 29 1 1256 2019 45 26 96 will
5 1 1 2 29 2 1315 2019 33 26 96 be
5 1 1 2 29 3 1359 2019 78 26 96 taken
5 1 1 2 29 4 1450 2020 54 25 96 into
5 1 1 2 29 5 1516 2019 202 26 96 consideration.
4 1 1 2 30 0 506 2108 1464 33 -1
5 1 1 2 30 1 506 2108 200 26 96 Consideration
5 1 1 2 30 2 724 2108 94 26 96 should
5 1 1 2 30 3 836 2108 34 26 96 be
5 1 1 2 30 4 887 2109 75 32 96 given
5 1 1 2 30 5 979 2113 29 21 96 to
5 1 1 2 30 6 1023 2108 46 26 96 the
5 1 1 2 30 7 1087 2109 130 32 96 provision
5 1 1 2 30 8 1226 2104 28 41 95 |
5 1 1 2 30 9 1256 2108 52 26 94 The
5 1 1 2 30 10 1339 2113 95 21 94 matter
5 1 1 2 30 11 1463 2108 29 26 96 of
5 1 1 2 30 12 1521 2117 13 17 96 a
5 1 1 2 30 13 1565 2108 171 26 95 roundabout
5 1 1 2 30 14 1766 2117 53 17 75 was
5 1 1 2 30 15 1850 2108 120 33 75 carefully
4 1 1 2 31 0 506 2152 1462 33 -1
5 1 1 2 31 1 506 2152 29 26 96 of
5 1 1 2 31 2 553 2161 14 17 95 a
5 1 1 2 31 3 587 2153 83 25 95 round
5 1 1 2 31 4 691 2153 82 25 96 about
5 1 1 2 31 5 793 2161 35 17 94 on
5 1 1 2 31 6 846 2153 46 25 96 the
5 1 1 2 31 7 912 2161 92 17 95 corner
5 1 1 2 31 8 1022 2152 30 26 95 of
5 1 1 2 31 9 1068 2152 149 26 96 Woodland
5 1 1 2 31 10 1216 2148 28 41 93 |
5 1 1 2 31 11 1257 2152 156 26 96 considered
5 1 1 2 31 12 1437 2156 25 22 96 at
5 1 1 2 31 13 1483 2153 51 25 96 this
5 1 1 2 31 14 1556 2152 113 26 96 location
5 1 1 2 31 15 1693 2152 91 33 96 during
5 1 1 2 31 16 1806 2152 46 26 96 the
5 1 1 2 31 17 1875 2152 93 33 96 appeal
4 1 1 2 32 0 508 2197 1461 32 -1
5 1 1 2 32 1 508 2198 72 24 96 Drive
5 1 1 2 32 2 592 2197 50 25 96 and
5 1 1 2 32 3 658 2197 77 26 96 David
5 1 1 2 32 4 749 2199 56 23 96 Low
5 1 1 2 32 5 816 2199 68 30 96 Way.
5 1 1 2 32 6 1257 2205 109 24 72 process
5 1 1 2 32 7 1426 2197 40 25 89 for
5 1 1 2 32 8 1525 2197 45 25 72 the
5 1 1 2 32 9 1632 2197 97 25 72 former
5 1 1 2 32 10 1789 2197 180 32 56 supermarket
4 1 1 2 33 0 1257 2241 710 33 -1
5 1 1 2 33 1 1257 2241 190 33 96 development
5 1 1 2 33 2 1475 2241 135 33 96 proposed
5 1 1 2 33 3 1639 2249 35 17 94 on
5 1 1 2 33 4 1700 2241 46 25 95 the
5 1 1 2 33 5 1773 2241 101 33 94 subject
5 1 1 2 33 6 1902 2241 65 25 94 land.
4 1 1 2 34 0 1259 2285 709 33 -1
5 1 1 2 34 1 1259 2287 131 27 96 However,
5 1 1 2 34 2 1403 2286 140 32 96 engineers
5 1 1 2 34 3 1557 2285 65 25 96 have
5 1 1 2 34 4 1635 2285 145 25 96 confirmed
5 1 1 2 34 5 1793 2286 56 24 96 that
5 1 1 2 34 6 1861 2286 76 24 96 there
5 1 1 2 34 7 1950 2286 18 24 95 is
4 1 1 2 35 0 1257 2329 711 26 -1
5 1 1 2 35 1 1257 2329 156 26 94 insufficient
5 1 1 2 35 2 1440 2337 75 18 94 room
5 1 1 2 35 3 1543 2329 39 26 95 for
5 1 1 2 35 4 1607 2337 14 18 96 a
5 1 1 2 35 5 1648 2329 170 26 95 roundabout
5 1 1 2 35 6 1845 2329 50 26 94 and
5 1 1 2 35 7 1923 2329 45 26 96 the
4 1 1 2 36 0 1257 2373 633 32 -1
5 1 1 2 36 1 1257 2373 95 32 96 grades
5 1 1 2 36 2 1365 2376 25 22 95 at
5 1 1 2 36 3 1400 2373 51 25 95 this
5 1 1 2 36 4 1463 2373 113 25 96 location
5 1 1 2 36 5 1588 2380 44 18 96 are
5 1 1 2 36 6 1644 2373 55 25 96 also
5 1 1 2 36 7 1712 2373 178 32 96 problematic.
4 1 1 2 37 0 1256 2461 712 32 -1
5 1 1 2 37 1 1256 2463 19 23 95 It
5 1 1 2 37 2 1297 2462 19 24 95 is
5 1 1 2 37 3 1337 2461 127 25 96 intended
5 1 1 2 37 4 1486 2464 29 22 96 to
5 1 1 2 37 5 1538 2462 83 24 96 revisit
5 1 1 2 37 6 1641 2461 46 25 96 the
5 1 1 2 37 7 1709 2462 139 31 96 operation
5 1 1 2 37 8 1870 2461 29 25 96 of
5 1 1 2 37 9 1918 2461 50 25 96 this
4 1 1 2 38 0 1257 2505 711 33 -1
5 1 1 2 38 1 1257 2506 167 25 96 intersection
5 1 1 2 38 2 1449 2505 59 26 96 with
5 1 1 2 38 3 1532 2505 46 26 96 the
5 1 1 2 38 4 1603 2505 113 26 96 detailed
5 1 1 2 38 5 1742 2505 94 33 96 design
5 1 1 2 38 6 1861 2505 39 26 96 for
5 1 1 2 38 7 1923 2505 45 26 96 the
4 1 1 2 39 0 1259 2549 710 33 -1
5 1 1 2 39 1 1259 2551 97 23 96 Master
5 1 1 2 39 2 1374 2549 58 25 96 Plan
5 1 1 2 39 3 1451 2549 51 25 95 and
5 1 1 2 39 4 1522 2549 153 33 96 potentially
5 1 1 2 39 5 1692 2549 102 25 96 include
5 1 1 2 39 6 1811 2549 84 25 96 works
5 1 1 2 39 7 1913 2549 56 25 96 that
4 1 1 2 40 0 1257 2593 711 33 -1
5 1 1 2 40 1 1257 2594 83 32 96 might
5 1 1 2 40 2 1356 2595 116 31 96 improve
5 1 1 2 40 3 1485 2594 47 25 96 the
5 1 1 2 40 4 1546 2595 138 31 96 operation
5 1 1 2 40 5 1700 2593 29 26 96 of
5 1 1 2 40 6 1740 2594 46 25 96 the
5 1 1 2 40 7 1801 2595 167 24 96 intersection
4 1 1 2 41 0 1257 2637 711 33 -1
5 1 1 2 41 1 1257 2638 23 25 94 in
5 1 1 2 41 2 1301 2641 81 22 94 terms
5 1 1 2 41 3 1402 2637 30 26 96 of
5 1 1 2 41 4 1449 2637 83 26 96 traffic
5 1 1 2 41 5 1553 2637 60 26 95 flow
5 1 1 2 41 6 1633 2637 50 26 95 and
5 1 1 2 41 7 1706 2637 151 33 96 pedestrian
5 1 1 2 41 8 1879 2645 89 18 96 access
4 1 1 2 42 0 1257 2682 328 32 -1
5 1 1 2 42 1 1257 2690 88 17 96 across
5 1 1 2 42 2 1359 2682 77 25 96 David
5 1 1 2 42 3 1451 2684 56 23 96 Low
5 1 1 2 42 4 1517 2683 68 31 96 Way.
4 1 1 2 43 0 1954 3315 283 44 -1
5 1 1 2 43 1 1954 3315 105 44 96 Page
5 1 1 2 43 2 2074 3316 49 33 95 22
5 1 1 2 43 3 2138 3315 43 35 95 of
5 1 1 2 43 4 2194 3316 43 34 96 81Section 23
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 23 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Request to see the speed limit in David Low Way | The matter of traffic management for the
reduced to 40kph from Woodland Drive. intersection of Woodland Drive and David Low
Way is to be further considered. The submitters
comment regarding the extension of the 40kph
sign will be provided to the traffic engineers for
consideration.
Apart from emergency vehicles, there should be | It is agreed that the traffic movements in this
no vehicular access directly in front of the | location should be reduced as much as possible;
Kindergarten. however provision for emergency vehicles and
for some limited time parking spaces is
considered to be a reasonable compromise in
the circumstances.
The first works should be the relocation of the | It is agreed that the relocation of the pedestrian
pedestrian crossing over David Low Way to next | access closer to the Laneway will improve
to the roundabout where the paths have been | connectivity. It is intended that this work occur
worn across the plantings, which is a much | with Stage 1, but is subject to detail design by
better location. the Council's traffic engineers.
My main concern is the siting of the pedestrian | This is a legitimate concern and this matter has
crossing, right at a roundabout against best | been referred for Council's traffic engineers to
practice as drivers will be watching for entering | consider with the detail design of the crossing. It
and exiting traffic and could well miss a person | is noted that the Council engineers have already
setting out on the crossing. been consulted about this issue.
The Woodland Drive & David Low Way | The matter of the function of the Woodland
intersection is already inadequate for existing | Drive and David Low Way intersection was raised
traffic at particular times of the day and the | at the Community Meeting and in other
Master Plan will exacerbate this problem. submissions. It is intended with the Master Plan
to have Council's traffic engineers consider what
other works could be undertaken to improve the
operation of this intersection.
Workshop and community meeting extremely | It is not agreed that the way in which the
misleading in terms of parking to be provided | carparking was presented at the Community
being overstated, suggesting a net gain of 96 | Meeting was misleading. It is intended to
carparks when the net gain is 38 additional | provide the proposed parking in stages, with
carparks. surplus parking beyond that required by the
Digital Hub development. It is accepted that the
some of these spaces are required by the Digital
Hub; however these spaces will remain in
Council ownership and will be shared spaces,
during business hours and on weekends.
While the total number of carparks to be
provided under the draft Master Plan was 163.
Following consideration of the submissions
received, it is intended to now provide more
Page 23 of 81Section 24
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 24 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
spaces in the recreation reserve near the Veggie
Village. This will provide more spaces that are
accessible near the Laneway and closer to the
Village Centre. Further, the provision of
additional carparks at this location is likely to be
more cost effective, given the cost already
involved in providing spaces at this location,
having regard to the net gain.
The total number of carparks has been increased
to 169 (Stage 2), as follows:
e 66 plus 2 disabled spaces being for the
Digital Hub;
e 5, plus 1 disabled space provided near
the kindergarten;
e 50, plus 1 disabled provided near the
Veggie Village;
e 19, plus 1 disabled space in Rufous St;
and
e 24 spaces for the Community House.
Consequently, the net increase in parking
numbers is now 34 spaces; however the 68
spaces for the Digital Hub are also able to be
shared spaces.
The extension of the Vegie Village carpark | The provision of additional carparks near the
should be with Stage 1. Veggie Village would be desirable in the Stage 1.
However, given the cost of providing this
carpark as well as the protracted process of
obtaining approval from the State, this carpark is
to be provided in Stage 2. Further consideration
has been given to providing additional parking
spaces at this location, in lieu of spaces provided
in the open space area in Rufous Street, which is
a more desirable planning outcome.
Council should amend the draft plan and | The comments about making provision of extra
provide potentially 15-20 extra carparks in Area | carparks in these locations are noted; however
6 to the East and 15-20 carparks extra in Area 7 | the Master Plan seeks to obtain a balance with
or at least a minimum of 15 to 20 carparks in | the provision of open space, parking and other
Areas 6 & 7. facilities. Further consideration has been given in
the final Master Plan to providing additional
parks near the Peregian Village, in the recreation
reserve area, near the Veggie Village.
Regulated parking should be provided in Rufus | It is agreed that there is a need for some
Street, minimum of 3 hours. regulated parking to be provided in Rufous
Street; however the extent and nature of
regulated parking will need to be further
considered. This is in order to encourage longer
Page 24 of 81Section 25
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 25 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
p__(mting vey Fomine reer ee
Council needs to be able to fund the | The Master Plan seeks to find a balance for
expenditure and it is accepted that this | providing open space, additional park as well as
commercial building requires carparking, but | providing innovative development such as the
cautions against diverting the Master Planning | Digital Hub. Consequently, the Master Plan
process into a carparking exercise. provides for a range of uses, facilities and
infrastructure.
It does not matter how many extra carparks are | There is a current demand for additional parking
provided as there will never be enough. in the Peregian Beach locality during peak
periods. It is intended to provide additional
parking in the locality and improve pedestrian
linkages while maintaining a suitable balance
with respect to the provision of open space and
not adversely impacting upon the character of
Peregian Beach generally and the Rufous St
precinct in particular.
The proposal to extend and enlarge the Veggie | Ideally the provision of the carparks near the
Village carpark into Di Hirst oval (26 spaces) | Veggie Village should occur with Stage 1.
should proceed as part of Stage 1 while the | However; given the tenure of the land and the
proposed carparking (39 spaces) on Rufous | associated cost, this needs to occur with Stage 2.
Street and the 23 “temporary” spaces should be | Further, as mentioned above it is intended to
deferred at this stage. provide additional carparking at this location in
Stage 2.
The current Master Plan proposal for parking | Following receiving a number of submissions
along Rufous Street results in excessive | about this issue, it is agreed that the some of the
dedication of land to parking. proposed carparks in the open space area
fronting Rufous Street, will be relocated near the
Veggie Village parking area in the final Master
Plan. This change will improve the amount of
open space in Rufous Street, while providing
additional parks near the Laneway, which is a
more desirable outcome.
That Telstra be approached to enquire about the | Attempts have been made to discuss the use of
use of their block as a formal or informal | the land with Telstra; however this issue is
carpark. complicated given that the land is not under the
control of Council and does not form part of the
Master Plan. This is a matter that might be
revisited at a later date.
The disabled carparking/access could be located | The comment provided by the submitter is
and incorporated into the on-grade car park at | noted and will be investigated further through
the southern parking area (16). the detailed design process.
parking on the western side of the Di Hirst Oval | decks and platform areas at this location to take
Page 25 of 81Section 26
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 26 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
with this space to provide for informal parking of | advantage of the existing vistas. Some formal
picnic rugs, a sunset viewing platform and some | parking is to be provided along the frontage to
additional trees and not a great wall of parking. | the Di Hirst Oval; however an open space view
line is to be maintained towards Di Hirst Oval.
Having regard to the comments made about
increasing the amount of parking near the
Veggie Village, additional open space is to be
provided in Rufous Street in lieu of parking,
which improves the amount of open space.
The new carpark beside the Tennis Club will | The proposed carpark is in a logical location to
potentially create a safety risk as it introduces | provide an additional 23 carparks close to the
increased in/out/across traffic between this area, | Laneway in Stage 1. Further, this area of the site
the club and the existing oval car park, as kindy | is to be ultimately developed for the new
families drive/walk back & forth with little kids. Community House. Consequently, the
construction of a carpark at this location is cost
effective and logical. The matter of safety will be
considered during the detailed design stage.
Concerned about the ‘temporary’ car park near | It would be desirable to provide additional
the tennis clubhouse why can't an extension of | carparking near the Veggie Village with Stage 1;
the current Veggie Village parking lot be | however for reasons given above this parking
implemented in stage 1, to offset the lost spaces | will have to be provided with Stage 2. It is now
from near the kindy, and to add a few much | intended to provide additional parking near the
needed parking spaces for the Peregian Beach | Kindergarten with Stage 1, with increased
community in general. parking for Stage 2, beside the Veggie Village.
Looks like we could do with more disabled | It is agreed that additional parking spaces for
parking because the proposed increases are not | the disabled are required. Consequently, the
sufficient. final Master Plan has been amended to provide
additional spaces near the Laneway, the open
space area in Rufous Street and beside the
proposed Digital Hub. Further, ramps are to be
provided in Rufous Street and other areas to
provide for safe pedestrian and disabled access.
Should become a major drawcard and asset to | It is agreed that the activation of the Rufous
Peregian Beach, to provide a unique ‘Lane Way’ | Laneway is important for creating pedestrian
experience while achieving safety and | connectivity with the Peregian Village. Ideally
surveillance. this will also include the integration of some
commercial land uses on the southern side of
the Laneway to make this area more useable and
pedestrian friendly.
The potential commercial activation of this lane | It is agreed that there needs to be some
is supported; however, Council must | cooperation with the adjoining land owners, in
acknowledge that the proposed upgrading and | particular the Peregian Beach Hotel and the land
activation of Rufous Lane would be problematic | currently being developed for the Peregian
and limited, without the cooperation of | Beach Village Market. It is intended that these
Page 26 of 81Section 27
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 27 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
adjoining landowners. developments will allow for pedestrian access to
these properties, by breaking down barriers such
as high fencing and _ providing — suitable
landscaping and lighting, with access to the
commercial uses near the frontage.
Activation of Rufous Lane is a vital element to | As mentioned above, it is agreed that the
the proposed Master Plan and will provide a | activation of the Laneway will provide a
significant contribution to pedestrian | significant contribution to pedestrian and open
environmental and the public open space | space outcomes. The intention is also to ensure
outcomes sought by the Master Plan, by | that Laneway is inviting, safe and well light. This
providing a safe and secure environmental for | should mean that the Laneway will be used often
future users of this important public open space | as thoroughfare to the parking and open space
area. areas, while gaining access some commercial
uses on land to the south.
Support developments that will enhance | It is agreed that the activation of the Laneway on
Peregian Beach, but are quite worried that some | the northern side should be revisited given that
of these seem to encroach on our land, which | this land has different land uses, being
could impact our family’s privacy, security and | residential and the Kindergarten. Consequently,
environmental quality. it is intended to provide activated frontages to
the southern side of the Laneway only, where
commercial development exists and_ visitor
accommodation is primarily intended.
The Stage 2 relocation of the functions of the | The location of the mew Peregian Beach
Community House to the old bowling club | Community House will mean that the new
house site is supported. building will front and be integrated with the
open space area. Additional amenities are also
to be incorporated into this building, which will
be centrally located in the Precinct. Further, the
location is well suited given the fall of the land
and will provide for parking in Stage 1, which
will then be integrated into the development of
the Community House as part of Stage 2.
The new Community House should be at least | It is intended under the Master Plan to provide
equal the current building footprint of about | the new Peregian Beach Community House
500m?. having a floor area of at least 400m?, being
generally equivalent in size to the existing
building.
The location for the proposed new community | It is agreed that the location of the new
house has more appeal and offers more | Community House is logical and will assist with
opportunity/links/quieter space for community | the activation of the open space area. In this
groups and activities. location there is also potential for the open
space fronting the Community House to become
an extension of this use.
staging OOSOSOSOSCSSOCCCCTCSY
Page 27 of 81Section 28
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 28 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
It is requested that Stage 1 proceed as soon as | All of the parts of the Master Plan as listed are to
possible with works 1, 7, 10, 12, 13, 14, 16, 17 | proceed with Stage 1, which includes the Pocket
and 19, with the Pocket Park to proceed with | Park. Having regard to other submissions made,
one carpark. it is now intended to slightly change the design
of the Pocket Park to maintain parking spaces
including a disabled access space, and provide
some open space with more clearly defined
pathways.
It is requested that works 6 and 8 be put on hold | While it is desirable to provide additional
for consideration at the time of implementing | parking near the Laneway with Stage 1, the
Stage 2 and the 26 carparking spaces on the | provision of parking in the reserve area is more
Oval be expedited instead as part of Stage 1. complicated and timely to achieve. This is
because the land is in State ownership and is for
recreation purposes and is not road reserve.
Consequently, this cannot be achieved with
Stage 1 and is part of the reason why the 23 at
ground parking spaces are to be provided with
Stage 1 near the Tennis Club. Further, it is now
intended to provide more carparking spaces
near the Veggie Village in the reserve area, but
with Stage 2.
That the walking and cycling circuit (11) | The comment about providing the walking and
proposed for Stage 2 be moved to Stage 1. cycling circuit with Stage 1 is noted and will be
considered further, but the development of this
infrastructure is subject to budgetary constraints.
Rather than create a new carpark on the|It would be more desirable to undertake
footprint of the old Bowls Club building with | additional parking beside the Veggie Village;
Stage 1 do an extension of the Veggie Village | however for reasons given above this is
carpark and do the temporary
5 1 1 2 25 6 968 1928 116 33 92 carpark adjacent | problematic and it is more practical and cost
the Tennis Club lane in Stage 2. effective to provide additional parking near the
Tennis Club in Stage 1. This parking will
ultimately form parking for the Community
House.
Provision of good signage, particularly for | It is agreed that some signage is required so that
parking and the Rufous Lane pedestrian access | the general public is aware of the additional
to the Village. parking and other new facilities that are to be
provided.
The Master Plan should allow for both economy | It is agreed that there is a need to maintain the
and environment to co-exist and thrive well into | necessary balance between the environment,
the future and not just meet the immediate | providing infrastructure, community facilities,
needs of the area. while at the same time encouraging innovative
development, such as the Digital Hub. In this
case the Master Plan is considered to achieve
the necessary balance, particularly with some of
Page 28 of 81Section 29
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Page 29 of 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
the changes that have been made following the
review of the helpful submissions provided.
The vista from David Low Way over the wetlands | The Master Plan provides for the view line
and mountains and the construction of the | through the open space from David Low Way
viewing platform is supported. through the open space area to Di Hirst Oval
and to the vistas of the National Park and
mountains beyond. Having reviewed the
submissions both viewing decks providing vistas
of Mt Coolum and Emu Mountain and Mt
Cooroy are now to be provided with Stage 1.
The Rufous Street site is an ideal entrance to the | It is agreed that the Master Plan potentially
Southern Noosa National Park with walking trails | provides other opportunities with respect to
spreading out from this area. walking trails in the National Park; however this
is beyond the scope of the Master Plan.
Proposed walking trail around the western side | It is agreed that the proposed walking trail will
of the oval should be continued to the southern | help to activate the open space area and will
side of the Woodland Drive houses, all the way | provide significant community benefit. The
to Woodland Walk. comment about extending the walkway trail to
Woodland Drive is noted, but is beyond the
scope of the Master Plan.
All development work on the subject land | It has always been the intention of Noosa
including new buildings are to be made as | Council to ensure that any of its developments
sustainable as possible. are as sustainable as possible, which will be the
case with any new building work being
proposed under the Master Plan.
The beach volleyball court has been mentioned | Consideration has been given to the previous
and was financially successful and should be | uses on the land, including the beach volley ball
included in the current plan. courts; however while these types of uses
provide some benefit, they do not benefit the
broader community. Consequently, the Master
Plan seeks to provide for maximum community
benefit for all users rather than a few selected
few sporting groups.
Consideration should be given to other users | It is agreed that this issue should also be
such as local artists who are looking for locations | considered as part of the development of the
to both create their studio's and/or to sell their | Master Plan, in particular with the development
work; similar to a ‘co-working space’ situation | of the Digital Hub building. Potentially, there
that technology entrepreneur's are turning to. could be space that might be able to be shared
by local artists.
Rufous Street is a quiet and safe street at the | It is agreed that Rufous Street is a relatively
moment for locals, children at the kindergarten | quiet location and has a high level of amenity,
and more importantly for the Rainbow Bee | which is to be maintained. The intention under
Eaters whose habitat is on the banks of the oval | the Master Plan is to provide a safe environment
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with the extra traffic along this road likely to | for the movement of traffic in Rufous Street. The
further contribute to their demise. advice provided about the Rainbow Bee Easters
habitat is noted and will be referred to Council's
environmental officers for comment.
A Library is another suggestion incorporating an | The suggestion for a potential sound library,
IT facility and a sound library, which could be a | being part of the Noosa Library is noted and will
branch of the Noosa Library and a small area set | taken into consideration as a possible use in the
aside as an Historic Township Exhibit. Digital Hub building.
There is not enough consideration for sport and | It is agreed that additional pathways and sport
recreation facilities in the planning of the Rufous | and recreation facilities would be desirable;
Street vicinity and improved bikeways and bike | however the request made is beyond the scale
racks would address both of these areas. There is | of the Master Plan being proposed. If a
a huge, growing population of bike riders who | pedestrian link is provided for from Woodland
could access Peregian Beach along Murdering | Drive in the future then this link will be able to
Creek Road if a) they could cross motorway and | be connected with the proposed pathways in
b) they could park their bikes at Rufous Street. Rufous Street.
Recommendations for Change
It is noted that the majority of the submissions support the proposed Master Plan. It is suggested that
the right balance has been achieved with respect to maintaining open space, providing additional and
practical parking while also providing for innovative development, that being the Digital Hub,
including co-working space. There is also considerable support for the other aspects of the Master
Plan including the proposed play scape, gym equipment, water feature and public art, improved
pedestrian linkages, activation of the Rufous Street Laneway and the new Peregian Beach Community
House with amenities in a central location. The Master Plan as a whole will provide significant
community benefit.
With regard to the comments made in the submissions, the following recommendations have been
made and provided for in the final Master Plan:
e provision of additional carparking in the recreational reserve near the Veggie Village; however
this will need to be provided with Stage 2, given separate approvals will be required from the
State and the cost of providing these carparks will most likely be substantial;
e reduced carparking in Rufous Street with provision of more open space and improved linkages
with the Di Hirst Oval;
e areduced number of pathways within the open space area in Rufous Street;
e improved traffic flow in Rufous Street by simplifying the proposed road design and pathway
network in order to increase the amount of open space, improve traffic safety, reduce cost, but
maintain the turnaround area to reduce unnecessary traffic movements further to the south;
e provision of additional disabled parking, near the Digital Hub building, near the Rufous Street
open space area and near the Laneway, including the necessary ramping in Rufous Street and
the associated carparking areas;
e arevised layout for the proposed Pocket Park with some short term parking, open space with
clearly defined pathways that will improve pedestrian linkages through this shared area;
e removal of the activated frontage component from the property along the northern side of the
Rufous Street Laneway; and
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e provision for public artwork and water play feature in the play scape area within the open
space area.
Shane Adamson (engTech, GDURP, MPIA)
Town Planning Expert
Director of Adamson Town Planning Pty Ltd ATF
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Attachment 5
Rufous St Development
Economic Needs Analysis
IT Enterprise / Digital Hub
253 David Low Way, PEREGIAN BEACH
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Prepared for Noosa Shire Council
January 2016
By Mr David Thomas
B.Bus.Admin, FAICD
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Contents
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1 INTRODUCTION
David Thomas (Consultant) has been requested by the Noosa Council to prepare this Economic
Needs Analysis for the proposed Digital Hub/IT Enterprises at Peregian Beach.
The proposed two level building and related car parking is within the Community Services Zone and
the Open Space Recreation Zone of the Noosa Plan 2006 and is therefore impact assessable
requiring public notification.
This assessment is in two parts, one part looks at the proposal of a Digital Hub and part two a more
traditional analysis of the creation of additional commercial space within the Peregian Beach
business precinct for IT enterprises.
The reason for this methodology is that the concept of a Digital Hub is an emerging way of doing
business strongly supported by all levels of government Federal/State/Regional through the
provision of direct grant funds, the building also includes space for existing IT enterprise(s) to locate
in the Peregian Beach area.
In undertaking the task a number of site visits have occurred including the proposed site but also
similar operations within the Noosa Shire, the Sunshine Coast Region and Melbourne.
Potential Internet providers have been contacted to ensure adequate speeds will be available to the
site.
Planning advice where appropriate was provided by Adamson Town Planning.
A range of discussions have been held with potential clients to determine their needs and some
quantitative research completed to elicit population growth rates etc.
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z REGIONAL LOCATION
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Figure 1 — Locality Plan
The Site is located on the western side of the David Low Way immediately to the north of the
Peregian Beach Village. Peregian Beach has until recent times been a coastal town with its
commercial centre being a village square popular with residents, day trippers, retirees and longer
term tourists.
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Rapid residential growth is occurring immediately inland in the new estates of Peregian Springs and
Peregian Breezes, which has resulted in significant commercial growth in the village.
2.1 Retail, Education and Recreation facilities
The significant population growth that has occurred in the area since2004, associated with the
Peregian Springs and other developments,has resulted in the provision of new public and private
primary and secondary schools, supermarkets, a golf course retirement village etc., which
collectively are changing the nature of Peregian from a village to a locality that can meet most
individual and family needs.
Over the next decade this growth will continue to place additional demands on existing
infrastructure, facilities and services in the Peregian area generally and in Peregian Beach in
particular. The current planning scheme (Noosa Plan 2006) is now over 10 years old and is in need
of review. Furthermore, the current planning considers the growth within the local government
boundary, which does not account for the broader catchment area, a significant part of which is
located in the Sunshine Coast Council local government area.
2.2 Airport
Peregian Beach is well located for access to the Sunshine Coast airport (15kms) which provides daily
flights to Melbourne and Sydney. Further, it is intended to expand the Sunshine Coast Airport with
the creation of another runway, which will significant boost tourism and business operations within
the catchment area in the long term.
2.3. Other Transport Linkages
Peregian Beach is also linked by the Sunshine Coast Motorway and the David Low Way to the major
urban centres of Noosa to the north, Coolum and Maroochydore to the south, with connections
through to the Sunshine Coast University at Sippy Downs. Inter town bus transport is immediately
available at the site to major urban centres and the airport.
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2.4 Customers, Users and Characteristics
LOCATION 2006 2011 2013 2015 2016 2021
Peregian/Marcus Beach 3400 3643 3650 3700 3750 3900)
Peregian Springs 1678 3951 4758 6000 6750 8000)
Peregian Breezes 0 0 0 0 200 900
5078 7594 8408 9700 10700 12800
Coolum 13154 15546 15587 16174 16978 17318
TOTAL POPULATION 18232 23140 23140 25874 27678 30118
Notes
2006/11 ABS Census Data
2013 ABS Sunshine Coast Regional Council Estimate
2015-2021 Peregian Springs /Breezes Developers Estimates
Coolum Population ABS census and projections
2015-2021 Peregian Infill Estimate
Table 1: Population projection Peregian Beach catchment
ABS Building Approvals Australia 2014/15 to November 2015 .......275 new dwellings 51 other
residential Total 326
The catchment is undergoing such rapid growth that the previous 2011 ABS CENSUS demographic
data may be out of date and misleading. Housing prices and anecdotal evidence suggests a high
number of young families and also older persons downsizing are occupying new premises.
This includes the continued development of the Ridges Estate in Peregian Springs area and also the
Peregian Breeze estate, currently being developed. Consequently, since the last census information
was obtained, the growth in the catchment area is likely to significantly increase as shown in the
table above.
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3 SUBJECT SITE
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The subject land is comprised of 3 separate parcels, including:
e 253 David Low Way is described as Lot 95 on $P137431, which has an area of about 1810m?
and is currently used for carparking purposes;
e 255 David Low Way is described as Lot 1 on SP215942, which has an area of about 1208m?
and currently contains the Peregian Community House; and
e 5to7 Rufous Street is described as Lot 94 on SP137431 and has an area of about 6503m?
and was formerly the Peregian Beach Bowls Club Land, but is now vacant land.
4 PLANNING SCHEME PARTICULARS
Under the Noosa Plan 2006, the subject land is located in the Eastern Beaches Locality and is
included in the Community Services Zone and the Open Space Recreation Zone. Specifically, the land
at 253 and 255 David Low Way is included in the Community Services Zone, while the land at 5 to 7
Rufous Street is included in the Open Space Recreation Zone (refer Figure 3).
Under the Noosa Plan 2006, the intended uses on the land include the IT Business Hub, which is
defined as Commercial Business Type 1 Office, with the ancillary coffee shop being Entertainment
and Dining Type 1 Food & Beverages. The new Peregian Beach Community House would be defined
as Wellbeing Type 2 Social.
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Within the Community Services Zone, both the IT Business Hub and ancillary coffee shop would be
subject to impact assessment requiring public notification. It is noted that the coffee shop is
considered to be a consistent use where in conjunction with a Community Use.
| Detached Housing
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Figure 3 — Zoning Plan
While Commercial Business uses such as the IT Business Hub are not normally consistent uses in the
Community Services Zone, there is support for this use under other provisions of the planning
scheme that seek to allow this type of use from 215 to 253 David Low Way, which includes part of
the subject land. Consequently, this use is generally supported at this location. Having regard to the
conclusions in this report, the level of need for the proposed IT Business Hub at this location is
significant.
The proposed new Community House development is to be located in the Open Space Recreation
Zone. The Community House is a consistent use in this zone, which means that use is supported by
the planning scheme. It is noted however, that the proposed Community House would also be
subject to impact assessment.
Having regard to the above, subject to compliance with the other relevant provisions of the planning
scheme, both the proposed IT Business Hub and new Community House are generally supportable at
this location.
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a PROPOSED DEVELOPMENT
5.1 Master Plan
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5.2 Master Plan Particulars
The proposed Master Plan seeks to strike a balance between maintaining public open space,
improving the availability of car parks for the general community in the location, but in particular
with respect to patrons of the Peregian Beach Village.
It is intended to also provide an IT Business Hub, with ancillary coffee shop, which is discussed
further below. The Master Plan is to be completed in 2 stages and will ultimately provide for the
following:
e Provision of a new IT Enterprise Digital Hub building;
¢ Conversion of the existing Community House building to become an expansion of the IT
Enterprise;
e Creation of anew Community House on the edge of the open space land in a better location
with additional amenities and parking provided;
e Improved pedestrian linkages by upgrading the Laneway and David Low Way pedestrian
pathways and relocated pedestrian crossings;
e Activating the “Laneway” to the Peregian Beach Hotel and “Essence of Peregian”
development;
e Provision for both commercial and additional public parking;
e Activated green space with play scape and gym equipment; and
e Provision for viewing platforms and decks to allow for Cooroy, Coolum and Emu Mountain
vistas.
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5.3 Digital Hub (3200m2) Level 1 Commercial Building 253 DL Way
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A Digital Hub is a shared workspace which houses several activities under one roof such as co
working, complimentary businesses and programs, incorporating public and private, community and
commercial.
It provides high speed and cutting -edge technical facilities and services, meeting rooms, event and
training spaces.
Freelancers, entrepreneurs, and small businesses can work from this flexible and shared workspace
for a monthly fee, together with established high growth businesses located in longer term office
spaces. These shared services amplify connection and innovation, providing opportunities for ideas
to flourish and businesses to grow.
The focus is on creating a central meeting point for tech, innovation and creative businesses in the
region.
Unlike a traditional office environment, a Digital Hub is highly curated and organised to connect
people, information and ideas to deliver strategic results. It actively works to attract and connect to
a diverse community with each other and a wider network of investors and businesses.
These components come together to support start-up accelerator programs, business incubators,
training programs and designer spaces etc. The exact components of each digital hub are
determined by the local environment.
Clustering these diverse activities together strengthens the business model for regional areas,
providing a similar culture for entrepreneurialism and opportunity already offered by co working
hubs in cities across Australia.
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Digital Hubs are the next generation of co working spaces for regional areas, adjusted to meet local
demand, build relationships and achieve maximum global exposure.
5.3.1 Co-workers, Start ups
Peregian is already home to several successful IT entrepreneurs and tech businesses so there is
established skilled potential clients. A scan of the Sunshine Coast indicates that various localities
have established co working space within their population catchment. This site is located within easy
reach of a rapidly growing residential base.
There is the opportunity for singular consultants to collaborate on various projects through
networking.
There also has been identified a number of pre retired residents who maintain consultancy roles
with their former businesses or industries who would be interested in utilising the Digital Hub.
5.3.2 Mobile Worker
A number of major employers such as financial institutions are moving away from ‘bricks and
mortar’ regional offices to employing mobile worker representatives who retain contact through ICT
or the Cloud to stay connected.
5.3.3 National and international visitors
The Eastern Beaches of Noosa e.g. Sunshine/Castaways/Marcus/ Peregian and Coolum are holiday
destinations for range of professionals who own or rent holiday homes and or units and may wish to
maintain office contact from a remote site.
6 IT ENTERPRISE(S) WORKSPACE 350m2
A level of the proposed commercial development will be allocated to IT businesses that are going
concerns and employ professional staff. This would allow successful start-ups to migrate and
operate on a more traditional footing. It may nurture interaction between ‘co-workers, start-ups’
and successful businesses. The types of businesses could include a range of enterprises that have IT
at the heart of their operation. This may include creative type industries online interactive education
etc but would exclude or limit face to face dealings with customers.
Should the enterprises be successful and/or other like businesses are attracted to Peregian a logical
extension would be to convert the present community house to this type activity by firstly
developing a new Community House within the precinct.
7 ANCILLARY COFFEE SHOP / OFFICE 30sqm
It is envisaged a small coffee shop with office space be established on the ground floor with
exposure to the car park and the public open space.
The primary customers for this will be users of the IT Enterprises and the co workers /start ups etc.
plus participants at the Community House, and the users of the Public Open Spaces. It is noted there
is no such facility on the western side of the David Low Way so that there is likely to be some casual
use from the local neighbourhood, cycle groups, and employees and customers of the Marquesas
development as well.
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There are numerous coffee shops/cafes etc. on the eastern side of the David Low Way and this
operation is unlikely to impact to any great degree on their trade.
8 GOVERNMENT SUPPORT/FUNDING
Regional Development of Australia (RDA) Sunshine Coast which is a partnership between the
Australian Government, the Queensland Government, is supportive of the development of Digital
Hubs across the region and has been consulted on the proposed Rufous St development. RDA
Sunshine Coast is encouraging Noosa Council to consider applying for funding for the development
of the Peregian Digital Hub in the August 2016 round of the National Stronger Regions Fund as this
development proposal meets the grant funding guidelines.
There are also a range of funding opportunities announced by the Turnbull Federal Government as
part of the National Innovation and Science Agenda which should be explored
The Queensland State Government has a related funding program Advance Queensland Innovation
Partnerships which is available to start ups and entrepreneurs which may also be able to be accessed
to fund the ongoing management of the Digital Hub
9 BROADBAND AVAILABITILITY
A prerequisite for a Digital Hub Site is the availability of high speed broadband, to allow video
conferencing, 3D printing and connectivity
A number of providers TPG and Telstra have indicated that download speeds of 100mbps and upload
speeds of 100 mbps are available at the site. TPG have fibre optic cable available for connection on
the David Low Way.
NBN have indicated connection to Peregian will be completed by Q3 2016. The Telstra switch
immediately adjoins the property which should result in reasonable speeds.
10 OTHER POTENTIAL COMMERCIAL DEVELOPMENT SITES
A number of units are currently under construction immediately to the north of the Boardwalk
mixed development on the eastern side of the David Low way limiting any opportunity for
commercial expansion of the original Village.
There are existing development rights for commercial development by conversion of current
residential properties between from 215 to 253 David Low way, some of which is already developed
(Marquesas development), which provides for some commercial business uses. However, this
development is to be in keeping with the existing character of Peregian Beach and therefore is
somewhat limited in scale with the provision of adequate car parking also being a determining
factor.
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11 SIGNIFICANT COMMERCIAL DEVELOPMENT POST 2007
Commercial development at Peregian Beach prior to 2007 was generally confined within the
Peregian Beach Village square and serviced a stable population of 3500, a hardware store and the
Bowls Club being the major developments on the western side of the David Low Way. The Bowls
Club had suffered financially for a number of years effectively closing in 2011 prior to being
purchased by the Noosa Council in 2014
Peregian Springs was commenced in 2004 and with it a significant expansion of the population.
Several large developments have been approved and constructed particularly on the western side of
the David Low Way and also along Heron Ave.
> 2007 221 to 229 David Low Way Peregian Beach Hotel and Commercial Services (TAB)
> 2008 243 to 253 David Low Way Marquesas on Peregian 992m? Commercial Offices
particularly medical services.
> 2008 Cnr 1Woodland Dve and David Low Way Peregian Community House.
> 2008 253 David Low Way Council car park.
> 2014 215 David Low Way Essence of Peregian IGA and speciality shops 950m? gross floor
area plus a 253m? service area 393m? of speciality shops comprising 5 tenancies ranging
from 68m? to 84m? may be used as a mix of shops offices and restaurant uses 62m? outdoor
dining areas
> 2007 224 to 228 David Low Way and 3 & 5 Heron Ave The Boardwalk 130m? medical, 343m?
office, 346m? restaurant, 499m? shops and 3x 1 bedroom units.
The proposed development is an extension of this growth
12 IMPACT ANALYSIS
12.1 Office Space
It is considered the proposed that the geographical location of the Rufous St development is
sufficiently separate from other commercial precincts in the Noosa Shire, such as Noosa Junction
and Noosa Civic to have only marginal impact on them. These precincts have their own catchments
and serve different markets.
Within the Peregian Beach catchment there is presently approximately 300m2 vacant office space,
with some churn as new businesses seek to establish themselves. .
There is very little large office space available for a successful business should they wish to expand
and consequently they are obliged to relocate.
Retail type business are generally providing better returns through demand for available space
putting price point pressure on office based ventures. Major commercial agents report little
difficulty filling premises that are priced to the market stimulated by the high population growth
rate.
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12.2 Digital Hub Co-Working Space
Within the Noosa Shire area the following businesses offer similar type services that is high speed
Wi-Fi, 24/7 access, meeting rooms, printing services, lockers etc.
Noosa Boardroom. A well-established business offering co working space in an open plan area,
serviced offices, meeting rooms including a well appointed boardroom. Located at “Noosa Civic” it is
in the business section of a major shopping centre. It seeks to meet the needs of work at home
professionals, freelancers, start-up enterprises, independent contractors and consultants. The Noosa
Boardroom is located approximately 16km or a 15 minute drive from Peregian Beach.
Junction 2 Located in Noosa Junction business precinct purpose built co working space with meeting
rooms and some office services. Casual Desk hire can be arranged. Broadband speed is currently
limited at 20mb/20mb until the NBN upgrade is completed in 2017. Would suit Noosa Heads
resident population catchment local professionals plus international and national tourists. The
Junction 2 is located approximately 11km or a 13 minute drive from Peregian Beach.
Duke Douglas Located in the Sunshine Beach business strip is an architecturally designed small
studio space that houses a group of permanent part time and casual creatives working both
independently and collaboratively. The space is understood to be fully utilised at present. Duke
Douglas is located approximately 9km or a 10 minute drive from Peregian Beach.
At Maroochydore and Mooloolaba there are a number of premises of some size that are currently
offering these services, such as Sparks Bureau, Share Space and The Boarding Office. These
businesses are located approximately 24 — 30km’s away or a 25-30 minute drive from Peregian
Beach.
There have been a number of premises opened in 2015 illustrating the emerging demand generally
having a geographical catchment but also providing a service to the travelling workforce.
Floor space for IT enterprises may have some impact on existing tenancy arrangements within the
Village however an examination of the expansion of the Peregian commercial sector would indicate
a take up of developed space commensurate with population growth and it is likely that any
resultant vacancies would be backfilled.
13. IMPACT OF NOT UNDERTAKING DEVELOPMENT
Local IT enterprises that wish to expand may find it difficult to locate office space of sufficient size in
the presently constructed premises to suit their needs. Presently tenanted small office spaces may
be used alternately for retail which generally gives a better return to owners. These market driven
factors may ultimately force IT or similar creative type enterprises to relocate.
14 ECONOMIC CONTRIBUTION OF PROPOSED DEVELOPMENT
It is also suggested that success of the venture would provide employment not reliant on tourism
the main driver of the local economy and enhance other local businesses such as the IGA shop
Hardware store, hotel etc.
Page 45 of 81Section 46
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
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INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Rufous St Master Plan Commercial Development
The construction of the premises and related car parking would require a direct investment
estimated at $3.5million and a significant number of construction jobs.
The lettable space in the commercial building, if fully tenanted would result in an EFT of 50 persons.
There would be a range of indirect benefits to other businesses from the workforce
15 SOCIAL & COMMUNITY BENEFITS OF PROPOSED DEVELOPMENT
The project would offer a range of business and employment opportunities for residents of the
catchment not so much reliant on the Tourism or Construction cycles.
The adjoining Community House is likely to benefit from possible hire arrangements and the number
of persons exposed to its activities.
The car parking constructed for Stage 1 is in excess of the planning scheme requirements and would
be available for events such as the Peregian Markets and the Original which are generally held
outside of business hours.
16 CONCLUSION
The Peregian area is undergoing rapid population growth which is translating into a range of new
commercial investment. The proposed Digital Hub development compliments rather than competes
with this investment.
The Digital Hub builds upon the presence of a number of small to medium IT enterprises in the area
thereby enhancing and diversifying the local economic base and provides alternative employment
options to those normally associated with a coastal village..
The proposed development is small scale and is ideally situated to a highway location.
The availability of high speed broadband is a significant plus and as such the development provides a
platform for emerging local IT businesses to establish themselves and interact with other like
ventures.
The development of this type of business is strongly supported by all levels of government through
their innovation agendas and there is the possibility of attracting direct funding for the project.
Page 46 of 81Section 47
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Community Facilities
2 NOOSA LEISURE CENTRE UPDATE REPORT 31 JANUARY 2016
OCUMENT INFORM AT ION
Author Noosa Leisure Centre Coordinator, Cathy Simon
Community Services
Index ECM/ Subject/ 72.03 Noosa Leisure Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Leisure Centre Coordinator to the Infrastructure &
Services Committee meeting dated 1 March 2016 providing an update on the activities of the
Noosa Leisure Centre to 31 January 2016.
REPORT
The purpose of this report is to advise Council of the Noosa Leisure Centre’s (NLC) activities for
the period 1 October 2015 to 31 January 2016.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, kids’ play
room (formerly the Jump Bunch room), group fitness classes, indoor rock climbing, corporate
training including Council programs and school sessions, special events and venue hire. Meeting
and conference rooms are also available for hire. The indoor rock climbing and yoga classes are
managed by external contractors.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
YTD financial performance as at 31 January 2016
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 464,908 464,908 262,525 262,526 56.5% 0
Total Expenditure 1,032,776 1,032,776 603,732 584,146 56.6% 19,586
Operating Surplus / (Deficit) (567,868) (567,868) (341,207) (321,620) 19,587
Expenditure Summary
Employee Benefits 458,602 451,352 265,630 237,815 51.9% 27,816
Materials & Services 278,777 286,027 166,644 173,986 62.4% (7,342)
Other Expenses 2,823 2,823 1,174 1,411 50.0% (237)
Depreciation & Amortization 141,658 141,658 82,634 82,634 58.3% 0
Internal Charges 150,917 150,917 87,650 88,300 58.5% (650)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 1,032,776 1,032,776 603,732 584,146 19,586
Page 47 of 81
Section 48
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Noosa Leisure Centre
800,000
600,000
400,000
200,000
0
Total Revenue Total Expenditure Operating Surplus / (Deficit)
(200,000)
(400,000)
2015/16 2015/16
YTD YTD
Budget Actuals
The NLC has four major operating streams:
program operations – including volleyball, netball and badminton.
group fitness program
café/retail operations
general operations – including venue hire.
Figures above show revenue is within one dollar of budget. Expenditure savings of $19,586 sees
the centre deliver a YTD net positive variance to budget of $19,587.
Venue hire and special events revenue missed projections by a combined $9,704. $3,714 of this
can be attributed to the cancellation of a special event booking (roller derby). The remaining
amount is predominantly due to a decrease in weekend court hire from one of NLC’s major
clients, Noosa District Basketball Association (NDBA). A recent merge of clubs on the Sunshine
Coast means that representative weekend games are now being shared with other venues on
the Sunshine Coast. This has resulted in a significant reduction of weekend bookings at NLC,
however revenue is expected to increase over coming months as NDBA increases its bookings
for weekday training and the upcoming senior game season.
The Kids’ Play Room shows a revenue shortfall of $10,507 however the budget dates back to
when the Jump Bunch program was operational. Removal of this program and conversion of the
room to an unstaffed play space has resulted in casual and relief salary labour savings more than
offsetting the revenue shortfall. In fact a YTD net profit of $9,492 has been generated from the
Kids’ Play Room compared to just $2,044 for the same period in 2014/15 when Jump Bunch was
running.
The Café has maintained its strong start to the year and revenue currently sits at $13,647 ahead
of budget while expenses are virtually in line with budget. A majority of this positive variance is
due to high centre attendance numbers from special events and catering occurring in July,
October and November.
Page 48 of 81
Section 49
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
The Group Fitness program also continued to perform well throughout this period and is $9,702
ahead of its net YTD budgeted position. Revenue is up 12% compared to the same period last
year.
Employee benefits are $27,816 underspent YTD, with a majority of the savings attributable to the
change to the Jump Bunch program mentioned earlier in this report.
Other expenditure variances were seen in the following areas:
Contract Services – Plumbing: $2,111 overspent due to ongoing blockages in toilets from
surrounding tree roots.
Water & Sewerage Charges: $4,527 overspent due to the invoice for the period March to
June 2015 being processed in October 2015
Contract Services – B&F Maintenance: $19,423 underspent due to deferred maintenance
now scheduled for the next quarter.
2. CUSTOMERS
NLC has recorded significantly higher attendance numbers compared to the same period in
2014/15. A total of 46,246 visits occurred, compared to 38,129 in 2014/15.
YTD Attendances at the NLC
as at 31 January 2016
50,000
45,000
40,000
35,000
30,000 46,246
25,000 38,129
20,000
15,000
2014/15 2015/16
The strong attendance performance is predominantly due to high numbers at major events during
the reporting period, including:
Atalanta Jamboree Badminton Championships. 350 players from across Australia and New
Zealand visited the NLC in October for a week of competition. This annual event is hosted
in a different location each year and was the event’s third time at NLC.
2015 Contender of the Codes boxing event in November. Local sporting clubs battled it out
in the ring to raise funds for their clubs and charities. Over 500 people attended this event.
Page 49 of 81
Section 50
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Photo taken at the Atalanta Badminton Jamboree opening ceremony
Photo taken at the Contender of the Codes boxing event.
3. STAFFING
The NLC was able to assist Noosa Community Support (NCS) in the months of November and
December by sharing a skilled staff member to help cover short-term NCS staff shortages. This
was a great opportunity for the staff member involved to further develop her skills in another
facility and also provided an opportunity for others to ‘step up’ in her absence.
Page 50 of 81
Section 51
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
4. SYSTEMS, PROCESSES AND OTHER MATTERS
A group fitness survey was conducted in December. Some immediate changes were made
to the program as a result of the feedback received, with further changes to occur over the
coming months.
As part of NLC’s annual maintenance program, re-coating of the NLC floor was conducted
while the Centre was closed over the Christmas period. The tiered seating also received its
annual maintenance check in January.
An inspection and associated preventative maintenance works occurred on the stadium
ceiling during December. No major issues were detected.
NLC birthday parties in the Kids’ Play Room have had a slower than expected start. As a
result an advertising campaign is underway to encourage interest from targeted groups.
5. FUTURE DIRECTION
NLC Coordinator to work with NLC clubs to enhance facilities, including improvements to
scoreboards and storage areas.
Rotary Noosa Daybreak will hold their annual Bookfest at the centre in May.
Annual safety audit of all basketball structures will be carried out prior to the end of this
financial year.
Installation of recycling bins throughout the facility to be completed over the next couple of
months.
In line with the capital works program, renovation of the Reception area is expected to be
completed prior to the end of May.
Previous Council Consideration
Noosa Leisure Centre – Departmental update 1 July 2015 to 30 September 2015. Presented to
the Infrastructure & Services Committee meeting on 10 November 2015.
Finance & Risk
Refer to Section 1 of this report.
Consultation
Nil
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO x Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Page 51 of 81
Section 52
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
3 NOOSA COMMUNITY SUPPORT UPDATE REPORT TO 31 JANUARY 2016
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Greg Tucker
Community Services
Index ECM/ Subject/ 1.05 Community Support Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Community Support Coordinator to the Infrastructure
& Services Committee meeting dated 1 March 2016 providing an update on the activities of
Noosa Community Support to 31 Janaury 2016.
REPORT
The purpose of this report is to advise Councillors of the Noosa Community Support (NCS)
activities for the period 1 October 2015 to 31 January 2016.
The services provided utilising HACC (Federal and State) funding are as follows:
domestic assistance
social support - individual
allied health care
personal care
social support – group
flexible respite
case management
counselling /support, information and advocacy
transport
home maintenance
home modifications.
The services provided utilising HAS (State) funding are as follows:
information and referrals regarding home safety and security
home maintenance
home modifications.
Page 52 of 81
Section 53
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
NCS operates under funding agreements with both the State and Federal Governments. In
November 2015, NCS received a funding offer of $4.949m from the Federal Government’s
Commonwealth Home Support Programme (CHSP). This funding offer will allow NCS to continue
to provide its services to the community until at least 30 June 2018 and was formally accepted by
Council at its December 2015 meeting.
YTD financial performance as at 31 January 2016
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 2,690,308 2,729,474 1,979,474 2,132,971 79.3% 153,496
Total Expenditure 2,718,483 2,757,649 1,596,974 1,533,038 56.4% 63,935
Operating Surplus / (Deficit) (28,175) (28,175) 382,501 599,932 217,431
Expenditure Summary
Employee Benefits 1,726,517 1,726,517 1,017,634 912,114 52.8% 105,520
Materials & Services 479,046 518,212 280,137 319,749 66.7% (39,612)
Other Expenses 0 0 0 238 100.0% (238)
Depreciation & Amortization 48,813 48,813 28,474 28,474 58.3% 0
Internal Charges 464,108 464,108 270,730 272,464 58.7% (1,734)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 2,718,483 2,757,649 1,596,974 1,533,038 63,935
The current financial position sees NCS operating within its funding grants for the first 7 months
of 2015/16.
Revenue was up against budget due mainly to the timing of grant payments and to a lesser
degree, because of unbudgeted indexed increases to agreed funding levels. A BR3 adjustment
has accounted for these increases however this is not reflected in the above financial report.
Employee benefits were underspent by $105,520 for the 7 month period, largely due to a delay in
filling the roles of an Administration Assistant and two Community Care Assistants earlier in the
year. During this period labour hire staff and contractors were used to fill some gaps, resulting in
a Materials & Services overspend of $39,612.
Should there be any funds unexpended at end of financial year then these will be rolled into the
reserves account and used to deliver client services at some point in the future.
Page 53 of 81
Section 54
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
2. CUSTOMERS
NCS Summary YTD Outputs
1 July 2015 to 31 Jan 2016
Service Services Provided
Allied Health Care 311
Case Management 31
Social Support - Group 5,114
Counselling/support info and advocacy - client 264
Domestic Assistance 2,227
Home Maintenance 1,015
Home Modification 190
Personal Care 396
Flexible Respite 359
Social support - Individual 1,149
Transport 8,760
The 11 listed services have delivered a total of 42,127 hours of service to Noosa Community
Support clients during this period.
Noosa Home Assist Summary YTD Outputs
1 July 2015 to 31 January 2016
Service Services Provided
Information and Referral 485
Home Maintenance
Critical Health and Safety resolved 657
Improved physical access 138
Standard Maintenance Inspections 125
The above services delivered a total of 2,079 hours of service to clients through Noosa Home
Assist Secure during this period.
3. STAFFING
Advertising for a full time Administration Assistant and two full time Community Care Assistants
will commence shortly. The process of appointing staff to these roles will see all current
vacancies filled.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Staff are currently undertaking work on the centre’s databases to allow for an eventual transition
from two major systems to one. This work also dovetails nicely into preperations for the
upcoming usage of the Federal Government’s new data exchange (DEX) reporting framework.
Work has commenced on reviewing and updating internal policies and procedures. These
documents will ensure compliance with funding body requirements and will also ensure NCS
continues to lead the way with best practice processes.
Page 54 of 81
Section 55
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
New signage incorporating the new NCS branding and updated street numbers has recently
been installed at the Centre, as shown in the pictures below:
Page 55 of 81
Section 56
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
5. FUTURE DIRECTION
Continue to progress with the roll-out of new NCS branding, including the development of a
NCS website.
Review future client fees and charges in line with recently published Commonwealth Home
Support Client Contribution framework.
Source indicative costs and subsequently apply to utilise reserve funds for the rendering of
the Centre façade and repainting of the original timberwork. These works would complete
the update of the Centre.
Continue to amalgamate the HASlink database from Home Assist to Community Support’s
TRACCS database to ensure quality improvement and minimise duplication within
systems.
Previous Council Consideration
Noosa Community Support - Departmental update 1 July 2015 to 30 September 2015. Presented
to the Infrastructure & Services Committee meeting on 10 November 2015.
Noosa Community Support funding offer – Commonwealth Home Support Programme.
Presented to the Infrastructure & Services Committee meeting on 8 December 2015.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO x Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Page 56 of 81
Section 57
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
4 NOOSA AQUATIC CENTRE UPDATE REPORT TO 31 JANUARY 2016
DOCUMENT INFORM AT ION
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services
Index ECM/ Subject/ 72.02 Noosa Aquatic Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Noosa Aquatic Centre Coordinator to the Infrastructure &
Services Committee Meeting dated 1 March 2016 providing an update on the activities of the
Noosa Aquatic Centre to 31 January 2016.
REPORT
The purpose of this report is to advise Counci of the Noosa Aquatic Centre (NAC) activities for
the period 1 October 2015 to 31 January 2016.
The NAC comprises a 50m Olympic-sized pool, 25m pool, warm down pool/learn to swim pool,
toddlers’ wading pool, fitness studio, change rooms and amenities operations. The NAC also
oversees the maintenance of the Sunshine Beach Skate Park.
The NAC provides a broad range of aquatic and leisure programs including recreational
swimming, learn to swim programs, elite squad training, aqua aerobics and water polo, as well as
circuit classes and general gym usage in the fitness studio.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and improve
revenue through innovative and entrepreneurial approaches, while at the same time seeking to
minimise operational costs.
YTD financial performance as at 31 January 2016
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 1,548,197 1,548,197 913,566 932,770 60.2% 19,204
Total Expenditure 2,173,139 2,188,139 1,285,181 1,225,462 56.4% 59,720
Operating Surplus / (Deficit) (624,942) (639,942) (371,615) (292,692) 78,923
Expenditure Summary
Employee Benefits 1,095,185 1,095,185 661,920 614,974 56.2% 46,946
Materials & Services 614,918 629,918 353,776 339,394 55.2% 14,382
Other Expenses 956 956 398 478 50.0% (80)
Depreciation & Amortization 157,911 157,911 92,115 92,115 58.3% 0
Internal Charges 304,169 304,169 176,972 178,500 58.7% (1,528)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 2,173,139 2,188,139 1,285,181 1,225,462 59,719
Page 57 of 81
Section 58
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Noosa Aquatic Centre
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
(200,000) Total Revenue Total Expenditure Operating Surplus / (Deficit)
(400,000)
(600,000)
2015/16 2015/16
YTD YTD
Budget Actuals
The NAC reports a YTD net favourable variance to budget of $78,923 as at 31 January 2016.
Revenue was $19,204 ahead of the budget target and expenses were $59,720 under budget.
This is a strong result however revenue has benefited from a delay to the capital works planned
for the program pool. These works will now occur in April 2016 after the peak summer demand
subsides. As a result, Learn to Swim revenue will be impacted in the final quarter and total
revenue will fall back to be closer to the budgeted position.
The Learn to Swim program continues to perform strongly and is the centre’s single largest
source of revenue, with YTD income of $339,257. Currently there are 930 children enrolled in the
program.
General admission revenue is $4,782 ahead of budget which is a sound result, particularly given
the slow start to the year due to the 25m pool’s closure during capital works. The Gym produced
revenue of $83,812 which is down $5k on the predicted revenue of $88,713. Current membership
numbers are 138, which is 29% less than last year’s figure of 194 members.
Measures to address membership decline are being proposed as part of the NAC’s service
review. These include a ‘new initiative’ bid for new leased gym equipment (current equipment is
old and tired and doesn’t meet customer expectations) and it is anticipated that this, combined
with a streamlined and more competitive membership offering, will see an improvement in the
Gym’s performance.
Group Fitness revenue was heavily impacted at the beginning of the financial year by the closure
of the 25m pool; nine of the eleven weekly classes take place in this pool. It has recovered well
over summer with in excess of 40 participants per class in most classes. Attendance figures for
the period are 4,673 in comparison with 4,694 last year. Revenue is $4,163 in excess of the
budgeted amount of $45,361.
Retail sales saw a slower than expected start to the year but have returned to be in line with
budget at $93K. The NAC will continue to trial and review new retail opportunities throughout the
remainder of the year to maximise the Centre’s financial performance.
Page 58 of 81
Section 59
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Whilst the financial table depicts Employee Benefits finishing $46,946 ahead of projections, some
of this underspend has been absorbed by additional contractor expenses in areas where work
has been unable to be completed by employees (due to unavailability and injury). As such, the
‘real’ YTD employee benefits savings are $33,444. Due to budget phasing inconsistencies, the
level of savings did not become apparent until January’s financials were released. In fact as at 30
November there was less than $1,000 variance between Employee Benefits budget and actuals
and even at 31 December, actuals were only $9,500 under budget, and this was without allowing
for associated contractor expense overruns.
Combined Plant & Equipment and Building & Facilities maintenance sits at around $21,500 under
budget but will draw closer to budgeted levels as spending occurs over coming months following
our upcoming condition assessment and development and implementation of associated
maintenance schedules.
2. CUSTOMERS
The NAC’s attendance figure for the period ending January 2016 is 134,372, down 7% on last
year’s figure of 144,358. This difference is a mainly due to the temporary closure of the 25m pool
at the beginning of the year, and a reduction in the record numbers of people that came through
the door during last year’s summer holidays.
YTD Attendance Comparison 2014/15 to 2015/16
150,000
144,358
140,000
134,372
130,000
120,000
110,000
100,000
90,000
80,000
70,000
60,000
50,000
2014/15 2015/16
The NAC continues to have limited capacity during most weekday afternoons due to the
increased popularity of water polo and the demand for Squad/Learn to Swim lessons. While
lanes remain open to the public, these are generally limited to two lap lanes during the peak
times of 3.30 – 5pm.
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Section 60
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
3. STAFFING
Over 90% of staff at the NAC are employed on a casual basis. The seasonality of the NAC
operation saw staff numbers during Q1 at their lowest levels for the year, whereas currently the
facility is at its peak. Staff numbers will remain at current levels until the completion of Term 1,
when they will drop substantially as patrons commence their winter activities. Capital works
planned for the program pool will result in a slight decrease of staff hours however our aim is to
run as much of the Learn to Swim program as possible in a reconfigured and slightly warmer
25m pool.
A service review is currently underway and this review is assessing the feasibility of filling some
key positions with permanent staff rather than casuals.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Two WorkCover incidents involving NAC staff have occurred during the reporting period. Both
were the result of vehicle accidents (push bike and motorised scooter respectively) on the
journey to or from the workplace. One staff member has resumed normal duties after a few
weeks of light duties while the other remains incapacitated and may be unlikely to return to work
for some time. HR has been involved in all aspects of both cases.
An audit of cash handling and cash management processes at the NAC was recently undertaken
by Crowe Horwath. Appropriate management actions in response to risk - predominantly the
installation of a security camera at Reception and a door to separate Reception from the shop
area - are to be implemented within prescribed timeframes.
The restructuring of payments for the Junior Squad program has been implemented with a single
payment replacing the double payment to the NAC and then again to the coaching contractor.
Greater control over the payments made by participants, accuracy in statistics and an increase in
the likelihood of retention between the Learn to Swim and Squad programs has been achieved
as a result.
5. FUTURE DIRECTION
The program pool has two capital works projects scheduled to take place in quarters 3 and 4 of
2015/16:
The heat pump will be replaced in Q3.
The pool walls and floor require re-grouting and damaged tiles need to be replaced. These
works will occur in Q4.
Developing a comprehensive long-term asset management plan for the facility has been
highlighted as a priority and this will begin to take shape over coming months, initially via a
detailed condition audit as referenced earlier. Management is currently undertaking the
procurement process to find a suitably qualified contractor following budget approval in BR3.
A service review of the NAC is currently underway and is expected to be completed shortly.
Community consultation regarding the redesign of the skate park located adjacent to the NAC will
commence shortly and will aim to determine the best mix of street and ramp elements. This work
is part of the 2015/16 capital works program and is being coordinated by the Project Officer,
Planning and Infrastructure.
The NAC will continue to operate 363 days of the year (closed Christmas Day & Good Friday). A
review of operating hours will be included in the service review.
Page 60 of 81
Section 61
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Previous Council Consideration
Noosa Aquatic Centre – Departmental update 1 July 2015 to 30 September 2015. Presented to
the Infrastructure & Services Committee meeting on 10 November 2015.
Finance & Risk
Refer to Section 1 of this report.
Consultation
Nil
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO x Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Page 61 of 81
Section 62
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
5 THE J AND BICENTENNIAL COMMUNITY CENTRE UPDATE REPORT TO
31 JANUARY 2016
Author The J Coordinator, Scott Braby
Community Services
Index ECM/ Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by The J Coordinator to the Infrastructure & Services Committee
meeting dated 1 March 2016 providing an update on the activities of The J and Bicentennial
Community Centre to 31 Janaury 2016.
REPORT
The purpose of this report is to advise Council of The J and Bicentennial Community Centre’s
(BCC) activities from 1 October 2015 to 31 January 2016.
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances and live entertainment. It is also home to current tenants the University
of the Sunshine Coast (and TAFE) and Noosa Community Radio.
The J is the venue of choice for a number of community groups including Noosa Chorale, Noosa
Heads Jazz Club, Noosa Music Society, Independent Retirees Association, Hillsong Church, and
numerous school and commercial dance/theatre groups who conduct a range of youth activities,
performances, awards and presentation ceremonies.
The J is a unique facility that includes a 330 seat theatre with a new optional inclusion of 45
additional seats in the upper mezzanine section. It also offers a combination of flexible meeting
spaces; conference rooms and facilities for hire which are complemented by covered outdoor
areas and stylish open foyers.
The Bicentennial Community Centre (BCC) includes the Main Hall, Annexe and Demountable
buildings. The BCC is used by individual community members and organisations for a variety of
community, sporting and cultural activities including educational classes, meetings, rehearsals,
workshops, presentations and social events. The BCC Main Hall is the permanent home of the
Noosa Gymnastics Club. The adjacent demountable building hosts a permanent user, the Little
Seeds Theatre Group, and negotiations are underway for Noosa Montessori School to undertake
a long-term lease in the building.
1. FINANCE
The objective of all services within the Community Facilities Branch is to balance the demands of
access, equity and community service obligations with sound financial management, and
improve revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
Page 62 of 81
Section 63
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
The J Year To Date Financial performance as at 31 January 2016
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 466,625 466,625 294,738 298,433 64.0% 3,695
Total Expenditure 1,200,171 1,200,171 691,781 663,256 55.3% 28,526
Operating Surplus / (Deficit) (733,546) (733,546) (397,044) (364,823) 32,221
Expenditure Summary
Employee Benefits 363,435 363,435 213,780 231,942 63.8% (18,162)
Materials & Services 365,732 365,732 203,505 154,691 42.3% 48,814
Other Expenses 930 930 810 150 16.1% 660
Depreciation & Amortization 274,511 274,511 160,131 160,131 58.3% 0
Internal Charges 195,563 195,563 113,556 116,342 59.5% (2,786)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 1,200,171 1,200,171 691,781 663,256 28,526
The J Community Centre
800,000
600,000
400,000
200,000
0
Total Revenue Total Expenditure Operating Surplus / (Deficit)
(200,000)
(400,000)
(600,000)
2015/16 2015/16
YTD YTD
Budget Actuals
As a whole, The J’s YTD financial performance is ahead of budget with a net favourable variance
of $28,526.
Overall revenue performed solidly and is marginally ahead of budget by $3,695. Expenditure sits
at $28,515 below budget with savings of $27,982 seen in Building & Facilities maintenance and
$10,940 of savings in Performance & Presenter fees. There are a number of large maintenance
items planned in comings months which will see a levelling out against budget, although some
level of savings is likely to occur. Performer & Presenter fees will align with budget once
payments to entrepreneurial acts are made later in the year.
Employee Benefits were $18,162 overspent; which represents another $3000 on top of the
overspend of $15,338 as at 31 September 2015. A majority of this overspend is associated with
the high number of events at the centre in the first quarter and the associated casual labour
required to deliver them - in hindsight the budget seems to have been too tight. It was hoped that
Employee Benefits would return to be in line with budget as the year progressed however this
has not yet eventuated. It therefore looks likely that the overspend will remain in place for the
remainder of the year.
Page 63 of 81
Section 64
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
BCC YTD financial performance as at 31 January 2016
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 108,724 108,724 59,339 58,554 53.9% (785)
Total Expenditure 142,592 142,592 78,868 72,162 50.6% 6,707
Operating Surplus / (Deficit) (33,868) (33,868) (19,529) (13,608) 5,922
Expenditure Summary
Employee Benefits 10,800 10,800 6,300 6,701 62.0% (401)
Materials & Services 67,786 67,786 35,525 28,258 41.7% 7,267
Other Expenses 476 476 198 238 50.0% (40)
Depreciation & Amortization 49,835 49,835 29,070 29,070 58.3% 0
Internal Charges 13,695 13,695 7,775 7,894 57.6% (120)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 142,592 142,592 78,868 72,162 6,707
Bicentennial Community Centre
100,000
80,000
60,000
40,000
20,000
0
Total Revenue Total Expenditure Operating Surplus / (Deficit)
(20,000)
(40,000)
2015/16 2015/16
YTD YTD
Budget Actuals
BCC revenue is currently slightly behind budget ($785) while expenditure is $6,707 less than
budgeted levels. The major expenditure variance occurred in Building & Facilities maintenance
which is $11,436 underspent, however after allowing for an overspend of $6,705 on contractor
services for the building’s alarm, these two accounts end up being $4,731 under budget.
Page 64 of 81
Section 65
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
2. CUSTOMERS
The J
Users of, and events accommodated at, The J for this period include:
Youth/children/schools performances, presentations and activities
St Teresa’s Catholic School
Noosa Professional Dance Academy
Sunshine Coast Youth Theatre
Coast Academy of Song & Dance
Little Seed Theatre Group
Hillsong Youth Group
Blue Light Disco
Jumpin at The J (school holiday program)
Kidzone Disco (school holiday program)
Open Ended Mic nights U18 (monthly event).
Sound Feast Music Night (replacing Open Ended)
Noosa Flexible Learning
United Synergies
New World Rhythm
Community groups Regular Hirers
Noosa Chorale Alliance Francaise
Noosa Heads Jazz Club Milestones Employment
Noosa Music Society Lungmax
Noosa Chamber of Commerce Independent Retirees Association
Red Cross Society GlutenFreak (Kitchen)
Qld Govt. Dept Sport & Racing Renee’s Cookies (Kitchen)
Hillsong Church Council Staff Christmas Party
QUT
Noosa Community Radio
Justice of the Peace Seminar Other Events
Comedy - Jimeoin
Private Wedding
Council Internal Hire/Use
Noosa Surf Film Festival
Citizenship Ceremony Schnit Short Film Festival
Floating Land Santa’s Classy Ladies (Christmas Charity)
Community Services Meetings Paul Smith Photographic Exhibition
Waste Department Bag It Seminar Private Christmas Parties
Leadership Team Meeting SEQ Aquatics networking seminar
Gavin Hamburger Productions
Page 65 of 81
Section 66
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
The J YTD Attendances
as at 31 January 2016 *
45000 40,786
40000
35000 30,723
30000
25000
20000
15000
10000
5000
0
2014/15 2015/16
Attendance figures at The J for the reporting period were significantly higher than the same
period in 2014/15. This result was enhanced by increased attendance to events, as well as the
increased number of end of year performances by theatre, dance and school groups. A higher
number of internal Council meetings and events also contributed to the growth.
*Please note: Attendance figures include people attending the site for venue hire, bookings and
performances. The figures exclude Xbox/Lounge use, University of the Sunshine Coast, TAFE,
radio station attendance and general public use.
BCC
The Main Hall is permanently leased to the Noosa Gymnastics Club who have reported ongoing
positive membership growth. Noosa Gymnastics are currently seeking grant funding for proposed
extensions to the BCC Main Hall to ensure future demands are met.
There are a consistent number of regular hirers within the BCC Annex and Demountable
buildings, including:
Little Seeds Theatre Company (Demountable building)
Noosa Folk Dancers
Zumba
Kids Fitness
Yoga
Meditation
Kings House Church
GANG Ministries
Hillsong Youth Group
3. STAFFING
The J staff also oversee the BCC, with total staffing levels to cover both facilities remaining at 4.7
FTE. This includes 3 full-time staff and 1.7 FTE casual staff engaged as required. The J staff are
required to perform a range of duties, hence they are multi-skilled and flexible in their working
arrangements. The vacant Venue Support Officer’s position has been advertised and will be filled
shortly.
Page 66 of 81
Section 67
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Regular reviews and updating of operational systems and processes is ongoing and will continue
to align with the Service Review outcomes.
Positive discussions were held with the University of the Sunshine Coast (USC) during the
reporting period regarding the continuation of their tenure at The J. Their current lease expires in
December 2016 and they have indicated that they’re keen to pursue another long-term lease
following this. Conversations around this will continue over coming months with a view to
finalising a new lease well before the end of calendar year.
5. FUTURE DIRECTION
Our priority is to fulfil the outcomes of the Service Review and Business Plan which was
approved by Council on 17 December 2015.
Developing a comprehensive long-term asset management plan for the facilities has been
highlighted as a priority and this will begin to take shape over coming months.
Entrepreneurial programing for the remainder of 2015/16 includes two major music events,
supported and cross promoted by our revamped Open Mic nights, now known as ‘Sound Feast’.
These are conducted on a monthly basis with the assistance of Jay Bishoff (founder of Peregian
Originals). These events are aimed to support up-and-coming local musicians of all ages and to
develop The J’s profile as Noosa’s preferred live music venue, further enhancing The J’s profile
as a multi-use community facility.
Previous Council Consideration
The J and Bicentennial Community Centre – Departmental update 1 July 2015 to 30 September
2015. Presented to the Infrastructure & Services Committee meeting on 10 November 2015.
Finance & Risk
Refer to Section 1 of this report.
Consultation
Nil
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO x Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Page 67 of 81
Section 68
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Waste & Environmental Health
6 WASTE MANAGEMENT UPDATE REPORT TO 31 JANUARY 2016
OCUMENT INFORM AT ION
Author Waste Coordinator, Ian Florence
Community Services
Index ECM/ Subject/ Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Waste Coordinator to the Infrastructure and Services
Committee Meeting dated 1 March 2016 providing an update on the activities of the Waste
Management Section to 31 January 2016.
REPORT
The purpose of this report is to advise Council of waste management activities to date for the
2015 – 16 financial year and planned activities and initiatives for the next five months.
The Waste Management Section (WMS) is responsible for the delivery of domestic and
commercial waste and recycling collection services for Noosa residents and businesses, holding
tank liquid waste collection servicing, operation of the Eumundi Rd Resource Recovery Centre
including Pomona and Cooroy Waste Transfer Stations.
Collection, landfill and resource recovery services are provided through a small team managing
contracts with the private sector with the aim of maximising resource recovery and reducing
waste to landfill.
1. FINANCE
Under National Competition Policy the Waste Business Unit is required to operate under full cost
pricing principles and to make a return on the investment in the business to Council.
Page 68 of 81
Section 69
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Waste Management 1 July 2015 – 31 January 2015
Statement of Income and 2015/16 2015/16 2015/16 2015/16 %
Expenses Current Forecast YTD YTD Current YTD
Budget Budget Budget Actuals Budget Variance
Total Revenue 13,573,995 13,579,375 12,444,485 12,803,519 94.3% 359,034
Total Expenditure 11,238,003 11,238,003 6,224,619 5,879,128 52.3% 345,492
Operating Surplus / (Deficit) 2,335,992 2,341,372 6,219,866 6,924,391 704,525
Expenditure Summary
Employee Benefits 640,791 640,791 377,904 390,675 61.0% (12,771)
Finance Costs 228,495 228,495 133,289 114,248 50.0% 19,041
Materials & Services 8,101,011 8,101,011 4,390,937 4,045,135 49.9% 345,802
Other Expenses 865 865 408 145 16.7% 264
Depreciation & Amortization 547,139 547,139 319,165 319,165 58.3% 0
Internal Charges 1,119,584 1,119,584 652,849 659,693 58.9% (6,844)
Competitive Neutrality 600,116 600,116 350,068 350,068 58.3% (0)
Total 11,238,003 11,238,003 6,224,619 5,879,128 345,492
Budget Commentary
The budget for the 2015/16 financial year to date indicates that revenue was slightly more than
estimated and expenditure below estimates. WMS has a Net Operating Surplus of $6,924,391
which is $704,525 better than predicted. The waste budget is on track and in a good position for
this point in the financial year.
Page 69 of 81
Section 70
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Capital Works Projects
Road repairs at Eumundi Road Resource Recovery Centre
Over the last reporting period Stage One road repairs were successfully completed around the
weighbridge at the entrance to the Eumundi Road Resource Recovery Centre. Stage Two will be
carried out in the 2016-17 financial year.
Shade Cover
A shade cover has now been installed over the mattress processing area used by Briteside staff.
Commissioning of Cell 2.2
Cell 2.2 is a fully lined cell, engineered to contain and collect all generated leachate and
discharge it to sewer. This is fully compliant with Council’s environmental licence and reflects
current best environmental practice to control risks to surrounding ground and surface waters.
At the time of writing WMS officers were preparing to move into Cell 2.2 in the last week of
February. The Cell has been prepared and leachate collection lines have been checked and
serviced to ensure that waste water can be effectively drained to the interconnecting leachate
network at Cell 2.1. A confining layer of general household waste will be laid over the drainage
medium to protect the landfill liner system, while larger “bony” waste will continue to be disposed
of at the currently used Cell 1.1. When the confining layer is completed Cell 2.2 will receive all
waste. Space has been left at Cell 1.1 to receive waste in the case of an emergency (e.g.
cyclone).
2016-17
A comprehensive Capital Works Plan for 2016-17 consisting of seven separate projects has been
prepared by WMS for consideration in the 2016/17 budget process.
2. CUSTOMERS
Collection Services
Bins in Service At 1 January 2016
240 Refuse 29,907
140 Refuse 67
240 Recycling 25,317
240 Garden 3,983
1m3 Bulk 29
1100 Refuse 387
1100 Recycling 300
1.5m3 Bulk 201
2m3 Bulk 17
3m3 Bulk 241
The main trend of note in bin service numbers is the increased voluntary uptake of green bins
following the recommendations of the Community Jury. There has been a 16% increase over the
last twelve months, with approximately 60 new bins per month being distributed over the last
quarter.
Page 70 of 81
Section 71
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Customer Service
The following table details the number of waste service requests by service type received and
completed for the current financial year to date:
Waste Service Requests by Type 1 July 2015 – 31 Jan 2016
Charges 96
Contractor 141
Damaged/Missing bin 978
Dog bags 5
Dumping – Garden Waste 17
Dumping >200Litres 145
Hazard/Contamination 12
Holding Tanks 16
Landfill/Transfer Station 6
Littering <200Litres 47
Service – Extra 112
Service – Missed 546
Service – Modify 185
Service – New 632
TOTAL 2938
Amount of material received, landfilled and recycled.
The information below shows the total amount of material received by Council over the current
financial year to date.
Waste data Noosa Council: 01 July 2015 – 31 Jan 2016
Tonnes of general waste collected by contractor (red top bins) 17,923
Tonnes of recycled waste collected by contractor (yellow top bins) 4,291
Total tonnes of waste produced by Noosa Community 42,326
Tonnes to Landfill 23,543
Tonnes Recycled 18,783
% Diverted 44%
Kerbside collection of recyclable packaging (Yellow lidded bins)
800
700
600
500
400
300
200
100
0
Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16
The graph shows the increase in recyclable packaging material collected over the
Christmas/New Year period.
Page 71 of 81
Section 72
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Overview of waste management contracts
The three major waste management contracts for waste collection, operation of the landfill
and operation of the resource recovery centre at Eumundi Road are currently held by
Cleanaway. These contracts are due to expire 31 August 2017. The Manager of Waste
and Environmental Health has commenced drafting the contract specifications for the next
contract which will go through the full tender process later this year. Local Buy has been
engaged to oversee the tender process, including probity. The new contract will be drafted
to address the recommendations of the Community Jury, in particular the mandatory
collection of green waste bins from August 2017. The exact boundaries incorporating the
mandatory green waste collection area will be negotiated with the successful tenderer and
are likely to take into account projected volumes, cost, logistics and current voluntary
uptake.
Council and Cleanaway have in January resolved a dispute over payments for internal
skip-bin movements at the Eumundi Road RRC. Council’s position was that over-
payments were being made in non-conformance with the original contract. The negotiated
resolution was made amicably with Cleanaway. The settled position is expected to save
Council significant expenditure over the remaining life of the contract.
A Request for Quote was issued in February for the crushing and screening of concrete at
Eumundi Road Resource Recovery Facility. The contract will be to crush waste concrete
and re-process 80mm concrete into more saleable sizes.
Contract negotiations with Environmental Consultants, Future Plus Environmental have
occurred to ensure that future sampling and analysis reflect Council’s move to a new
Receiving Environment Monitoring Program (see below). Waste Services are to take up
the current option to extend the contract for a further 12 month period.
WMS officers will begin work shortly on preparing the contract tender documents for the
liquid waste collection contract which is due to expire in mid-2016. It is anticipated that this
contact will be put up for tender within the next quarter.
Hastings Street Collection Issues
Waste Services Officers have been working closely with Council’s contractor Cleanaway towards
finding a solution to the collection issues and a current lack of recycling services along Hastings
Street. It is hoped that a trial will be organised over the next four months utilising contemporary
technology to address the problems and provide a recycling service for the first time. Details are
yet to be finalised and a further report to Council will be tabled to formalise the strategy..
Numerous extra waste services were provided to businesses along Hastings Street and
throughout Noosa Heads over the holiday period throughout December and January. This
included the provision of extra public place bins and three times per day collection service along
Hastings Street and Main Beach to keep up with demand.
Litter and Dumping
There have been four Penalty Infringements Notices issued in conjunction with clean up notices.
Evidence for three of these fines was provided by surveillance cameras and one by an eye
witness. Council issued seven show cause notices (insufficient evidence to issue a penalty
infringement notices). Warning letters have been sent to twelve residents regarding vegetation
dumping on neighbouring properties.
Surveillance cameras continue to be deployed at hotspots including various locations at
Beckmans Road, Hollet Road, Belli Creek Road, Pomona Connection Road and off Eumarella
Road. The camera off Hofmann Drive has been removed due to an increase in building activity
with a new multi-unit development underway.
There appears to have been an increase in items left at kerbside in residential areas. These
items are being signed as illegal dumped material prior to being removed.
Page 72 of 81
Section 73
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Solar Bin
Waste Services has now taken delivery of its first solar powered
bin. The bin uses solar energy to generate power to operate an
internal waste compactor, therefore extending the period between
collections. In future the bin may also be able to communicate with
Council officers when it’s approaching capacity. The bin will initially
be trialled at several high profile locations, including Hastings Street
and main street locations around commercial centres. Exact
locations will be selected to ensure that the compaction capabilities
are maximised.
Noosa Council Waste Reduction and Recycling Plan 2016 – 2024
WMS have this month produced a draft Plan to comply with State Government requirements
under the Waste Reduction and Recycling Act 2011. The 27 page document outlines Noosa
Council’s strategy for waste management over the next eight years. The Plan will be provided to
Council for review, comment and endorsement before going to a mandated 28 day public
consultation phase. The draft Plan is now available and will be circulated separately to this
report.
3. PEOPLE
Manager of Waste and Environmental Health, Wayne Schafer will shortly be taken “offline” in
order to work on producing the specifications for the next waste management contracts, due to
commence in August 2017. During this period, Waste Coordinator, Ian Florence will backfill the
Manager’s role.
Other staff numbers and positions remain constant.
4. SYSTEMS & PROCESSES
Environmental
Waste Services have recently produced and implemented a Receiving Environment Monitoring
Program (REMP) for the Eumundi Road landfill and resource recovery site. It is anticipated that
in the next month, after several reviews and amendments, the REMP will receive formal
endorsement from the Department of Environment and Heritage Protection. Noosa Council is
the first in the region to move to this contemporary form of environmental licensing, monitoring
and management, other councils are expected to follow suit in the future.
Waste Services have continued their formal monthly environmental audits and inspections of the
contractor’s environmental management systems for the Eumundi Road landfill. Since
commencing the monthly audits in mid-2015 there has been a noticeable improvement in
environmental management at the site. For the first time in many years the contractor’s
environmental management program will reflect Council’s and comply fully with contractual
requirements for environmental management.
Workplace Health and Safety
Council’s internal workplace health and safety adviser has recently conducted inspections across
Council’s waste facilities. Waste Services performed well with only minor issues identified, which
have now either been, or are in the process of being addressed.
Page 73 of 81
Section 74
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
5. Future Direction
Waste Services will now await feedback from Council and the public on its draft Waste
Reduction and Recycling Plan. This will form the basis of its future waste reduction and
recycling direction for the next eight years.
It is anticipated that tender specification documents will be produced in the next few
months and WMS will then move into the tendering phase for the next waste collection,
disposal and resource recovery contracts in approximately July 2016.
Operationally the next few months in disposals will be dedicated to commissioning the new
waste Cell 2.2 at the Eumundi Road landfill.
The next phase of Council’s Towards Zero Waste strategy will see WMS working with local
schools on sustainable waste management practices and engaging the public to promote
to voluntary uptake of green waste bins.
Previous Council Consideration
Summary of Waste Audit
Kerbside Bulk Waste Collection Service
Waste Management – Annual Report 2014/15 Including to 31 August 2015
Finance & Risk
Financial Audit
Council’s waste facilities were recently subject to a third party financial audit which examined
financial management controls and security. The services performed well with only minor issues
identified, which related to documentation of existing procedures. Work is under way to produce
the documentation.
Risk Management
In January Waste Services completed a review and update of WMS’s Risk Management
Program. This Program is reviewed and updated quarterly by Council’s Waste Coordinator and
Governance Advisor.
Consultation
External Consultation - Community & Stakeholder
The findings of the Noosa Community Jury form the basis of Council’s new Waste Management
Strategy.
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 74 of 81
Section 75
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
7 ENVIRONMENTAL HEALTH UPDATE REPORT TO 31 JANUARY 2016
DOCUMENT INFORM AT ION
Author Co-ordinator Environmental Health, Geoff Atherfold
Community Services
Index ECM/ Subject/ Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Co-ordinator Environmental Health to the Infrastructure &
Services Committee Meeting of 1 March 2016 providing an update on the activities of the
Environmental Health Section to 31 January 2016.
REPORT
The purpose of this report is to advise Council of the Environmental Health Section’s activities for
the period ending 31 January 2016.
Environmental Health Section combines the operations of three distinct teams being:
Cemeteries – Providing high quality burial and cemetery services at Cooroy, Pomona and
Tewantin cemeteries.
Environmental Health – Providing protection, promotion and improvement of public health,
safety and environmental standard services.
Pest and Vector – Providing pest animal control, (i.e. feral cats, dogs, deer, foxes and
pigs), pest plant control, (i.e. groundsel, salvinia) and disease vector control, (mosquitoes,
rats, mice) on public and private land.
1. FINANCE
The objective of all services within Environmental Health is to operate within approved budgets.
Page 75 of 81
Section 76
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Cemeteries
Cemeteries
for the period ending 31-Jan-2016
Benchmark % Complete 58.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 232,247 232,247 135,477 169,464 73.0% 33,987
Total Expenditure 292,497 292,497 171,102 134,470 46.0% 36,631
Operating Surplus / (Deficit) (60,250) (60,250) (35,624) 34,994 70,618
Expenditure Summary
Employee Benefits 83,193 83,193 49,097 52,026 62.5% (2,928)
Finance Costs 0 0 0 0 0.0% 0
Materials & Services 147,593 147,593 86,096 48,724 33.0% 37,372
Other Expenses 637 637 282 195 30.6% 87
Depreciation & Amortization 7,878 7,878 4,595 4,595 58.3% 0
Internal Charges 53,197 53,197 31,031 28,931 54.4% 2,100
Competitive Neutrality 0 0 0 0 0.0% 0
Total 292,497 292,497 171,102 134,470 36,631
Cemeteries
200,000
150,000
100,000
50,000
0
Total Revenue Total Expenditure Operating Surplus / (Deficit)
(50,000)
2015/16 2015/16
YTD YTD
Budget Actuals
Comments:
YTD actual revenue tracking well above YTD budget.
YTD actual expenses below YTD budget, however this is a seasonal situation with a lot of
ground maintenance work having been on hold until the wet season. With the arrival of the
wet weather, a lot of this work will now occur, so expenditure is expected to be within
budget expectations.
Page 76 of 81
Section 77
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Environmental Health:
Environmental Health
for the period ending 31-Jan-2016
Benchmark % Complete 58.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 271,048 271,048 253,165 265,559 98.0% 12,394
Total Expenditure 526,459 558,192 309,246 345,757 65.7% (36,512)
Operating Surplus / (Deficit) (255,411) (287,144) (56,081) (80,198) (24,118)
Expenditure Summary
Employee Benefits 379,370 411,103 223,444 259,014 68.3% (35,570)
Finance Costs 0 0 0 0 0.0% 0
Materials & Services 13,971 13,971 8,150 7,871 56.3% 279
Other Expenses 0 0 0 0 0.0% 0
Depreciation & Amortization 0 0 0 0 0.0% 0
Internal Charges 133,118 133,118 77,652 78,873 59.3% (1,220)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 526,459 558,192 309,246 345,757 (36,512)
Environmental Health
400,000
350,000
300,000
250,000
200,000
150,000
100,000
50,000
0
(50,000) Total Revenue Total Expenditure Operating Surplus / (Deficit)
(100,000)
(150,000)
2015/16 2015/16
YTD YTD
Budget Actuals
Comments:
YTD actual revenue tracking slightly above YTD budget.
YTD actual expenditure exceeding YTD budget due to previous Coordinator Environmental
Health settlement. This has been addressed in BR3.
Page 77 of 81
Section 78
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Pest and Vector:
Pest Management
for the period ending 31-Jan-2016
Benchmark % Complete 58.3%
2015/16 2015/16 2015/16 2015/16 %
Statement of Income and
Current Forecast YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 56,464 56,464 28,962 1,463 2.6% (27,500)
Total Expenditure 706,348 742,130 380,559 290,130 41.1% 90,429
Operating Surplus / (Deficit) (649,884) (685,666) (351,597) (288,668) 62,929
Expenditure Summary
Employee Benefits 237,450 237,450 140,179 125,535 52.9% 14,644
Finance Costs 0 0 0 0 0.0% 0
Materials & Services 343,935 379,717 167,485 90,705 26.4% 76,780
Other Expenses 0 0 0 0 0.0% 0
Depreciation & Amortization 0 0 0 0 0.0% 0
Internal Charges 124,963 124,963 72,895 73,890 59.1% (995)
Competitive Neutrality 0 0 0 0 0.0% 0
Total 706,348 742,130 380,559 290,130 90,429
Pest Management
500,000
400,000
300,000
200,000
100,000
0
(100,000) Total Revenue Total Expenditure Operating Surplus / (Deficit)
(200,000)
(300,000)
(400,000)
2015/16 2015/16
YTD YTD
Budget Actuals
Comments:
YTD revenue well down on YTD actual due to lower “enter and clear” activity for pest
plants. This indicates an effective education program and compliance.
YTD actual expenditure below YTD budget due to planned materials spend not undertaken
to date. The planned materials spend is still required, so it is expected that expenditure in
this area will be as budgeted.
Page 78 of 81
Section 79
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
2. CUSTOMER SERVICE
Customer Service Requests by Type and Number
Type Number
Accommodation Park 3
Air Pollution 46
Asbestos 4
Fire 1
Cemeteries-enquiries 72
Cemeteries-reservations 2
Cemeteries-plaques created 11
Cemeteries-burials 17
Cemeteries-ashes 14
Cemeteries-maintenance 8
Food Hygiene 49
Feral Animal/Vermin 32
Fishkill 0
Needle 0
Food Poisoning 8
Food Rec 0
Food Unlicensed 231
Light nuisance 1
Mosquito 23
Needle 0
Noise Nuisance 87
ERA enquiries 17
River 1
Skin Penetration 5
Water 32
Vermin 32
Water Quality 4
Weeds-Noxious 39
Wild Dog 12
Total 751
Disease Notifications
Received disease notifications from Qld Health showing the following:
1 Barmah Forest
31 campylobacter (food borne)
1 cryptosporidiosis (water borne*)
1 Dengue
0 measles (infectious)
10 pertussis(whooping cough)
17 salmonella enteritis (food poisoning)
6 salmonella, specified
8 salmonella unspecified
Environmental Health Inspections
Type Number
Food Premises 177
Skin Penetration Premises 2
Caravan Parks 6
ERA Licensed premises 3
Water Carriers 5
Total 194
Page 79 of 81
Section 80
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Pest and Vector Control Activities
(i) Pest Plant
2015/16 pest survey program – property inspections for declared pest plants in
the localities of Cooroy, Cooroy Mountain, Tinbeerwah, Cooriobah, Doonan,
Black Mountain, Federal, Ridgewood, Eerwahvale, Kin Kin, Pinbarren, Cooran
and Como. About 800 properties have been inspected with 45 requiring follow
up i.e. pest control notice, advisory letter or contacted to discuss.
Pest plant control on Council land – control declared pest plants on road
reserve areas, bushland reserves, parkland and waste transfer and landfill sites
(Fireweed). Control of Groundsel bush, Lantana and Singapore daisy in
Girraween Nature Refuge over the past few months. Control of Cat’s Claw
Creeper along Kin Kin Ck continuing.
DTMR contract – work associated with an annual contract with the Department
of Transport and Main Roads for the control of declared pest plants in State
controlled road reserve areas.
(ii) Pest Animal
Feral pig control at Teewah Airstrip – trapping and 1080 baiting to address
ongoing damage being caused by feral pigs on the Teewah airstrip. Next
baiting is planned.
Fox control - trapping in Girraween Nature Refuge, Noosa Nth Shore, Teewah
airstrip and Teewah Beach village in November 2015. Trapping over the past
few weeks to remove foxes predating on Loggerhead turtle eggs in the Marcus
Beach area (working with the local turtle care group).
Wild dog control - trapping for wild dog control on properties around Kin Kin,
Pinbarren, Lake MacDonald, Tinbeerwah, Federal, Black Mountain, Noosa Nth
Shore. 1080 baiting in the Kin Kin and Pinbarren areas targeting wild dogs
predating on livestock.
Firearms management procedures – safety audit conducted in December 2015
and reviewing and updating current firearms management procedures. All staff
attending firearms refresher training on Thursday 18/02/16.
Scheduled
1080 baiting - coordinated 1080 baiting program for wild dog control starting in
April.
Feral Deer Project - starting a joint project with Biosecurity Queensland in the
next few months for the survey and control of feral deer populations in the
Tinbeerwah, Cooroy Mountain and Lake MacDonald areas. Project will involve
night surveys using a thermal imager, GPS collaring of animals and
implementing control in some areas.
Biosecurity Act 2016 – training on the new Biosecurity Act which will replace
the current Land Protection Act in July 2016
3. STAFF
The Coordinator Environmental Health position has been filled. Geoff Atherfold has been
appointed and commenced with Council 15 February 2016. Geoff comes to us from Central
Highlands Regional Council (Emerald).
Thanks to Terry Steer who has been acting in this position. Terry has returned to his role
as Environmental Health Officer.
Richard Mylan remains on extended sick leave.
Quote request to contract out elements of the Wild Dog Control Program using the Gympie
Regional Council arrangements to provide Pest and Vector Management Services is
currently being progressed.
Page 80 of 81
Section 81
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 1 MARCH 2016
Previous Council Consideration
Nil.
Finance & Risk
Refer to Section 1 – Finance.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Internal consultation included Management Accountant & Environmental Health staff.
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 81 of 81