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2020-09-08 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 8 September 2020
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 2020 DELEGATIONS OF AUTHORITY ANNUAL REVIEW 3
REPORTS FOR NOTING BY THE COMMITTEE 21
2 NOOSA LEISURE CENTRE (NLC) - FULL YEAR REPORT TO 30 JUNE 2020 21
3 NOOSA AQUATIC CENTRE (NAC) - FULL YEAR REPORT TO 30 JUNE 2020 27
4 THE J FULL YEAR REPORT TO 30 JUNE 2020 33
5 BICENTENNIAL COMMUNITY CENTRE (BCC) FULL YEAR REPORT TO 30
JUNE 2020 40
6 NOOSA COMMUNITY SUPPORT (NCS) - FULL YEAR REPORT TO 30 JUNE
2020 44
CLOSED SESSION -
Page 2 of 48
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 2020 DELEGATIONS OF AUTHORITY ANNUAL REVIEW
DOCUMENT INFORM AT ION
Author Governance Officer, Cassie Phillips
Executive Services Department
Index ECM/ Subject/ Council Meeting Reports
Attachments 1. Delegations of Authority: Council to Chief Executive Officer
(New Delegations)
2. Delegations of Authority: Council to Chief Executive Officer
(Updated) (147 page attachment provided separately)
3. Delegations of Authority: Council to Chief Executive Officer
(No Changes) (50 page attachment provided separately)
EXECUTIVE SUMMARY
In accordance with section 257(5) of the Local Government Act 2009 (LGA), Council annually
reviews its delegations of authority in alignment with updates provided by King & Company
Solicitors.
In accordance with section 257 of the LGA, Council can delegate a power under this Act or
another Act to the Chief Executive Officer (CEO) to allow for the effective resolution of a range of
operational matters undertaken by Council.
The purpose of this report is to update the currency of Council’s Delegations Register.
Additionally, this report outlines the review of Delegations of Authority for 2020 undertaken by the
Governance Team. The following outcomes are outlined below:
4 new delegation registers;
23 current delegation registers with required updates; and
18 current delegation registers not requiring changes.
If Council resolves to adopt the Recommendations made in this Report, the changes to the
Delegations Register will take immediate effect.
RECOMMENDATION
That Council note the report by the Governance Officer to the Services & Organisation
Committee Meeting dated 8 September 2020 and adopt:
A. New Delegations - Pursuant to section 257 of the Local Government Act 2009, to delegate
the powers of the Local Government outlined in the Delegations of Authority, as provided at
Attachment 1 to the Report, to the Chief Executive Officer of Council;
B. Updated Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 2 the Report, to the Chief Executive Officer of Council; and
C. Unchanged Delegations - Pursuant to section 257 of the Local Government Act 2009, to
delegate the powers of the Local Government outlined in the Delegations of Authority
provided at Attachment 3 to the Report, to the Chief Executive Officer of Council.
Page 3 of 48
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
REPORT
1. Delegation Framework Overview
Local Government is under a general obligation to comply with all relevant State and
Commonwealth Acts and Regulations. Local governments are empowered, and are required to
make numerous decisions in order to properly discharge their powers and responsibilities for the
communities they serve.
The LGA (section 257) allows local governments to delegate their powers by resolution to:
the Mayor
the CEO
a standing committee or joint standing committee
the chairperson of a standing committee or joint standing committee.
This report deals specifically with delegations from the Council to the CEO.
As a result of this empowerment, the CEO is required to establish a register of delegations
containing the particulars prescribed under a regulation, pursuant to section 260 of the LGA.
Subsequently, as legislation is amended, repealed and introduced, Council is required to update
its Delegations Register.
The Local Government Association of Queensland Ltd (“LGAQ”) supports Queensland Local
Governments in complying with its obligations under section 260 of the LGA, with the assistance
of King and Company Solicitors, by providing local governments with delegation updates.
The Council Delegations Register is divided into numerous parts, containing an individual page
or number of pages for each relevant Act and Regulation in respect of which Council or the CEO
may exercise a power. The Governance Team maintains the Register through legislative
instruments known as Delegations of Authority.
The diagram below, obtained from LGAQ, provides an illustrative overview of the Queensland
delegations model.
Page 4 of 48
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Delegation of power from the Council to CEO
In accordance with section 257 (1) of the LGA, Council may delegate a power under this Act, or
another Act, to the Mayor or CEO. The delegation of powers to the CEO allows for the more
efficient and timely resolution of a range of administrative matters.
It is a matter for the Council to decide if one or more, or even the majority of powers contained
within the Council Register are excluded from delegation to the CEO. If Council chooses to
exclude a power from delegation to the CEO, then Council alone may exercise the relevant
power.
Council must formally resolve to delegate its powers under the Council Register to the CEO, as
provided in Attachments 1, 2 and 3. It is important to note that Council may retract or condition a
delegation of power from the CEO as desired.
Delegation of power from the CEO to Employee or Contractor
The CEO has particular powers provided by legislation by virtue of holding the position of CEO
within the Local Government. In accordance with section 259 of the LGA, the CEO may delegate
a power provided by legislation or Council resolution to an appropriately qualified employee or
contractor of Council.
Pending adoption by Council, the CEO, in consultation with the Governance Branch, Directors
and Managers, will on-delegate various powers to relevant positions within the organisation to
ensure efficient operations and service to our community.
Council’s Delegations Register
Pursuant to section 257(5) of the LGA, Delegations to the CEO by Council must be reviewed by
the local government annually. This ensures that the Delegations align with any relevant
legislative changes and new legislation enacted during the previous year.
In accordance with the LGA, Council has in place a Register of Delegations recording all
delegations made by the Council to the CEO, and delegations, which the CEO has on delegated
to various employees and contractors, through Delegations of Authority. The Register of
Delegations must be made available to the public for inspection upon request.
If Council resolves to adopt the Recommendations made in this Report, the changes to the
Delegations Register will take immediate effect.
2. Annual Delegations Review Process
Pursuant to section 257(5) of the LGA delegations to the CEO must be reviewed annually by the
local government. Council previously adopted its current delegations at the Ordinary Meeting of
21 February 2019.
King and Company Solicitors updates the Council Register and CEO Register during the two
major Queensland Parliamentary recesses (Summer and Winter), working through changes
made to Acts and Regulations. Updates to the Register’s may result from:
1. Changes to relevant State legislation;
2. Introductions of new State legislation; or
3. Improvements to the register as identified by King and Company Solicitors
The Governance Team uses the content of the above registers to undertake a comprehensive
review of Council’s Delegation of Authority Register and presents to Council any changes to
current delegations and new delegations to maintain the currency of Council’s Delegation
Register. The review process is outlined in the following diagram.
Page 5 of 48
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
LGAQ via King and Company makes updates to its Delegation Registers.
Governance Team reviews LGAQ updates and determines in consultation with relevant operational
teams, Directors and CEO whether the update is required and apprioriate timing.
Where changes to the register are appropriate for Noosa Council, a new Delegation of Authority or
an updated Delegation of Authority is prepared, which outlines the relevant powers to be delegated,
and is reported to Council for approval.
Once the delegation is approved by Council, the CEO, where relevant and appropritate, will on delegate
the authority to exercise that power to various positions within the organisational structure.
Outcomes of 2020 Delegations Review
New Delegations
The delegation review has identified that the following new delegations registers are applicable to
Council’s operations:
Coastal Protection and Management Act 1995;
Planning and Environment Court Act;
Public Records Act 2002; and
Queensland Heritage Act 1992;
Copies of the complete new Delegations of Authority to be delegated by Council to the CEO are
provided at Attachment 1.
Required updates to current delegations
The delegation review has identified a number of required amendments to the current Council to
CEO delegations relating to the following Acts and Regulations:
Biosecurity Act 2014;
Building Act 1975;
Environmental Protection Act 1994;
Environmental Protection Regulation 2002;
Fire and Emergency Services Act 1990;
Heavy Vehicle (Mass, Dimension and Loading) National Regulation;
Land Act 1994;
Land Title Act 1994;
Liquor Act 1992;
Local Government Act 2009;
Planning Act 2016;
Planning Regulations 2017;
Plumbing & Drainage Act 2018;
Plumbing & Drainage Regulation 2019;
Public Health Regulations 2005;
Public Interest Disclosure 2010;
Right to Information Act 2009;
State Penalties Enforcement Act 1999;
Waste Reduction and Recycling Act 2011;
Waste Reduction and Recycling Regulation 2011;
Page 6 of 48
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Work Health and Safety Act 2011;
Work Health and Safety Regulation 2011.
Workers Compensation and Rehabilitation Act 2003; and
Workers Compensation and Rehabilitation Regulation 2014.
Additionally, this year, the Governance Team revised how the delegations are presented for
clarity and separated or amended the following Delegations of Authority:
Local Government Act – now:
o Local Government – Finance and Procurement
o Local Government – Governance
o Local Government – Legal, Responsibilities and Other
Local Government - Payroll now:
o Local Government People and Payroll
Workers Compensation, now:
o Work Health and Safety
o Workers Compensation and Rehabilitation
The updated Delegations of Authority relating to the above are provided at Attachment 2. The
changes to the delegations are identified in tracked changes.
Summary of current delegations not requiring changes
To avoid any doubt, the current Council Delegations of Authority listed below require no changes
to the previous year.
Animal Management Animal Management (Cats and Dogs) Act 2008;
Asbestos Complaints (Public Health Act 2005);
Body Corporate & Community Management (Body Corporate and Community Management
(Specified Two-lot Schemes Module) Regulation 2011;
Disaster Management (Disaster Management Act 2003);
Environmental Offset (Environmental Offsets Act 2014);
Food Premises (Food Act 2006 and Food Production Safety Act 2000);
Industrial Relations (Industrial Relation Act 2016 and Industrial Relations Regulation 2018)
Information Privacy (Information Privacy Act 2009);
Land Valuations (Land Valuations Act 2010);
Local Government – Authority to Sign (Local Government Act 2009);
Local Laws (Local Government Act 2009 & Council Local Laws);
Peaceful Assembly (Peaceful Assembly Act 1992)
Public Health Infection Control (Public Health Infection Control for Personal Appearance
Services) Act 2003);
Statutory Bodies Financial Arrangement (Statutory Bodies Financial Arrangements) Act
1982);
Survey Mapping & Infrastructure (Survey Mapping & Infrastructure Act 2003);and
TORUM Transport Operations (Road Use Management) Act 1995).
The complete Delegations of Authority relating to the above list are provided at Attachment 3.
Council’s delegation of these powers remain unchanged from the previous year.
Previous Council Consideration
The majority of Council’s current delegations were adopted by Council at the Ordinary Meeting
held on the 21 February 2019 as outlined below.
Page 7 of 48
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Ordinary Meeting Minutes, 21 February 2019, Item 5, Page 6
That Council note the report by the Governance Officer to the Services & Organisation
Committee Meeting dated 12 February 2019 and adopt:
A. Pursuant to section 257 of the Local Government Act 2009 (LGA), to delegate the powers
of the Local Government outlined in the Delegations of Authority provided at Attachment 1,
to the Chief Executive Officer;
B. Pursuant to section 257 of the Local Government Act 2009 (LGA), to delegate the powers
of the Local Government outlined in the Delegations of Authority provided at Attachment 2,
to the Chief Executive Officer; and
C. Pursuant to section 257 of the Local Government Act 2009 (LGA), to delegate the powers
of the Local Government outlined in the Delegations of Authority provided at Attachment 3,
to the Chief Executive Officer
Finance
Nil.
Risks & Opportunities
Operationally, if delegations are not current or Council Officers operate outside of their delegated
authority, relevant decisions made and action taken may be considered unauthorised and subject
to legal challenge. This may expose Council to the risk of unnecessary and expensive legal
action by third parties and reputational damage.
All of Council’s delegations contain the following conditions to manage the risk of Council Officers
acting beyond the appropriate delegated authority:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer’s letter of
appointment and/or, position description, qualifications, technical knowledge and legislative
requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of this
instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed, the
reference in this Instrument to the Former Delegated Position will be read as a reference
to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this Instrument
to the Former Delegated Position will be read as being a reference to the position that
then most closely resembles the Former Delegated Position.
All Council Officers and Contractors with delegated powers approved by the CEO are provided
with a memorandum outlining the powers delegated to them.
Consultation
External Consultation - Community & Stakeholder
The Governance Branch consults with the Principal Advisor of LGAQ in relation to delegation
matters, as required.
Page 8 of 48
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Internal Consultation
The Governance Team consulted with the CEO, Directors, Managers and Officers across the
organisation in order to identify and confirm which powers from an operational viewpoint should
be delegated to ensure efficient and effective operations.
Departments/Sections Consulted:
X Chief Executive Officer x Community Services x Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 9 of 48
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 10 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
fe} NOOSA COUNCIL
ATTACHMENT 1
New Delegations - Delegations of Authority: Council to Chief Executive Officer
Table of Contents
Coastal Protection and Management....................ccccccccccceceecesseeeeceeeeeeeeseeeeesteeenseeeentteeeeese 2
Planning and Environment Coutt .................c.ccccscsssscccscssssencsssssecessessesesssetsscesessessecessseree O
PUbIiC ROGONS. jccsccsssccsiessasconsemmmninennaonencmrcimnmnienemrmeee 1
Queensland Heritage sss: csiccsssissccecsscccncnatnimncnsna nna SD
Page 1 of 11
Page 10 of 48Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 11 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
DELEGATION OF AUTHORITY
TITLE: COASTAL PROTECTION AND MANAGEMENT
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Coastal Protection and Management Act 1995
Delegated Power:
1. To exercise the powers of Council pursuant to the Coastal Protection and Management
Act 1995.
Power to make submissions to the Minister regarding a draft coastal plan. Section 25(2)(d)
Power to make a copy of a draft coastal plan available for inspection by the | Section 25(5)
public.
Power to comply with a request from the Chief Executive to carry out particular | Section 34(2)
activities necessary to implement a coastal plan.
Power to:- Section 57
(a) make submissions to the Minister before a regulation, pursuant to
section 54(1)(b), is made declaring, changing the boundaries of or
abolishing a coastal management district; and
(b) when making a submission, ask the Minister for a response on the
submission.
Power to appeal against the chief executive’s decision to give a coastal | Section 59(5)
protection notice to Council.
Power to appeal against the chief executive’s decision to give a tidal works | Section 60(7)
notice to Council.
Power, as an owner of land or as a party with an interest in the land, to:- Section 68(5), (6)
(a) give written notice to the chief executive claiming compensation at any and (9)
time during, or within 3 months after, the chief executive’s occupation
and use of the land; and
(b) make an agreement with the chief executive concerning the amount of
compensation payable.
Power to keep available for inspection by the public any document given to | Section 72
Council under section 70(2)(c) or 71(2)(b).
Power to make an application to the chief executive for an allocation of quarry | Section 73
material in tidal water.
Page 2 of 11
Page 11 of 48Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 12 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Power to make a submission to the chief executive about Council’s views on | Section 75(3)(c)
the removal of quarry material or placement of spoil regarding an application
for allocation of quarry material.
Power, as an allocation notice holder, to give the chief executive written notice:- | Section 80(2)
a) about the quantity of quarry material removed under the allocation in a
period where a condition requires it; or
b) about the quantity of quarry material removed under the allocation in a
quarter within 20 business days after the end of a quarter.
Power, as an allocation notice holder, to apply to the chief executive to transfer | Section 82
all or part of the allocation to another person.
Power, as an allocation notice holder, to apply to the chief executive officer to | Section 83
renew the allocation notice.
Power, as an allocation notice holder, to make representations to the chief | Section 86(1)
executive showing why the allocation notice should not be amended,
suspended or cancelled.
Power, as an allocation notice holder, to surrender the allocation. Section 88
Power to endorse a plan of subdivision with Council’s acceptance of | Section 115B(5)(a)
trusteeship of the reserve.
Power to certify a plan of subdivision which shows an artificial waterway. Section 119(2)
Power to maintain and keep clean each canal in its area and access channel | Section 121
for a canal in its area, whether or not the access channel is in its area.
Power:- Section 123(5)
(a) as an owner of freehold land; or
(b) an occupier of land, other than freehold land, adjacent to State tidal
land; or
(c) as a public utility provider; or
(d) as a trustee under any law or agreement,
to occupy and use State tidal land to carry out tidal works in accordance with
a development permit or to maintain and use infrastructure constructed as part
of tidal works.
Power:- Section 124
(a) as an owner of freehold land adjacent to State tidal land; or
(b) as an occupier of land, other than freehold land, adjacent to State tidal
land ;or
(c) as a public utility provider; or
(d) as a trustee under any law or agreement,
to ensure that tidal works are maintained in a safe condition.
Power, as an owner or occupier of land, to allow an authorised person to enter | Section 134(3)(a)
the land.
Power to claim compensation if Council incurs a loss or expense because of | Section 136
the exercise or purported exercise of a power under chapter 3, part 2, division
1 by an authorised person.
Power, as an owner of an interest in land, to claim compensation if the existing | Section 150 and
use that may be made of the land is changed by a prohibition imposed by the | 152
coastal plan or the declaration of a coastal management district.
Power, as an owner of an interest in land, to appeal against the decision of the | Section 153(3) and
chief executive regarding a claim for compensation under section 150. (4)
Page 3 of 11
Page 12 of 48Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 13 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Power to make an appeal to the Planning and Environment Court against the | Section 159
chief executive’s decision to give Council a coastal protection or tidal works
notice.
Power to bring a proceeding in the Planning and Environment Court for a Section 164A
declaration about a matter done, to be done or that should have been done,
for chapter 2, part 3, division 2.
Power to:- Section 165
(a) where the chief executive has delegated powers under the Coastal
Protection and Management Act 1995, to exercise those powers; and
(b) sub-delegate the powers delegated by the chief executive under
subsection (1) to an appropriately qualified entity.
Power to elect not to be the assessment manager (in which case Council | Section 190
cannot be a referral agency) for an application to make a minor change to a
deemed approval under section 177.
Power to elect not to be the responsible entity for a request to make a | Section 193
permissible change to a deemed approval under section 177.
Power to elect not to be the responsible entity for a change application. Section 206(5)
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer’s letter
of appointment and/or, position description, qualifications, technical knowledge and
legislative requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of
this instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been renamed,
the reference in this Instrument to the Former Delegated Position will be read as a
reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this Instrument
to the Former Delegated Position will be read as being a reference to the position that
then most closely resembles the Former Delegated Position.”
1. The powers and authorities set out above are hereby delegated to the Officer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 4 of 11
Page 13 of 48Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 14 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
DELEGATION OF AUTHORITY
TITLE: PLANNING AND ENVIRONMENT COURT
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Planning and Environment Court Act 2016
Delegated Power:
2. To exercise the powers of Council pursuant to the Planning and Environment Court Act
2016.
Power to start a declaratory proceeding. Section 11(1)
Power, as the assessment manager, to start a declaratory proceeding for a | Section 12(2)
matter done, to be done or that should have been done in relation to the call
in.
Power, as a party to a P&E Court proceeding, to participate in an ADR process. | Section 16
Power, as a party, to confer with the ADR registrar about the way to conduct | Section 16(3)
the P&E Court proceeding.
Power, as a party to a P&E Court proceeding, to agree to the resolution of all | Section 18(1)
or part of the dispute in an ADR process.
Power, as a party to a P&E Court proceeding who has agreed on resolution of | Section 18(1)
the dispute, to sign the resolution agreement.
Power, as a party to a P&E Court proceeding, to apply to the P&E Court for an | Section 20(1)
order giving effect to an agreement reached as a result of an ADR process.
Power, as a party to a P&E Court proceeding, to agree to the ADR registrar Section 21(2)(a)
or mediator disclosing information acquired as part of the ADR process.
Power, as a party to a P&E Court proceeding for which the ADR registrar is | Section 26(2)
exercising, or has exercised, a power, to apply for a court review.
Power, as a party to a P&E Court proceeding, to consent in writing to the ADR |} Section 27(1)(a)
registrar making an order or direction in the proceeding.
Power to consent to a person starting a declaratory proceeding or a proceeding | Section 41(2)(a)
for an enforcement order under the Planning Act on behalf of Council.
Power to pay the expenses, including legal costs, incurred by the | Section 41(3)
representative in relation to the proceeding.
Power, as a party to a P&E Court proceeding, to appeal a decision in the Section 63(1)
proceeding.
Power to apply to the Court of Appeal for leave to appeal. Section 64(1)
Page 5 of 11
Page 14 of 48Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 15 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
2 2 . =
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Power to file and serve a Notice of Appeal following the granting of leave by Section 64(2)
the Court of Appeal.
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer's letter
of appointment and/or, position description, qualifications, technical knowledge and
legislative requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of
this instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been
renamed, the reference in this Instrument to the Former Delegated Position will be
read as a reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to
the position that then most closely resembles the Former Delegated Position.”
1. The powers and authorities set out above are hereby delegated to the Officer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 6 of 11
Page 15 of 48Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Page 16 of 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
DELEGATION OF AUTHORITY
TITLE: PUBLIC RECORDS
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Public Records Act 2002
Delegated Power:
1. To exercise the powers of Council pursuant to the Public Records Act 2002.
Power to make and keep records of Council's activities. Section 7(1)(a)
Power to have regard to any relevant policy, standards and guidelines made | Section 7(1)(b)
by the archivist about the making and keeping of public records.
Power to ensure the safe custody and preservation of Council's records. Section 8(1)
Power to given written notice to the State archivist of the existence of a public | Section 10(1)(a)
record in Council’s possession which is more than 25 years old.
Power to give a public record in Council’s possession, which is more than 25 | Section 10(1)(b)
years old, to the State archivist.
Power to give a public record in Council's possession, which is 25 years old or | Section 11(2)
less, to the State archivist.
Power to take action to ensure that a public record remains able to be produced | Section 14(2)
or made available.
Power to give written notice to the State archivist of a restricted access period | Section 16
for a public record.
Power as a responsible public authority to give the State archivist a written | Section 18(2)(b)
notice stating—
(a) the public authority has classified a record which has a restricted
access period as a record to which unrestricted access is allowed; or
(b) access to a record which has a restricted access period may be given
on conditions stated in the notice.
Power as a responsible public authority to give the State archivist written notice | Section 19(2)
of a change to the restricted access notice for a record.
Power as a responsible public authority to refer a dispute about a restricted | Section 19(4)
access notice for a public record to the committee.
Power to apply to the State archivist for, or consent to, an authorisation for the | Section 26(1)
disposal of particular public records or classes of public records.
Page 7 of 11
Page 16 of 48Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
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Power to make an arrangement with the State archivist for the storage of public | Section 28
records.
Power as a public authority to make a written application to the committee for | Section 39(1)
a review of a decision by made by the archivist refusing to authorise the
disposal of particular public records or classes of public records.
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer’s letter
of appointment and/or, position description, qualifications, technical knowledge and
legislative requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of
this instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been
renamed, the reference in this Instrument to the Former Delegated Position will be
read as a reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to
the position that then most closely resembles the Former Delegated Position.”
1. The powers and authorities set out above are hereby delegated to the Officer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 8 of 11
Page 17 of 48Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
1 aEe 7a. 7
x ENO Ree Nets
DELEGATION OF AUTHORITY
TITLE: QUEENSLAND HERITAGE
Delegation by the Council to: Date:
Chief Executive Officer
Source of Authority:
Local Government Act 2009 - Section 257
Queensland Heritage Act 1992
Delegated Power:
1. To exercise the powers of Council pursuant to the Queensland Heritage Act 1992.
Power to apply to the Chief Executive to have a place entered or removed Sections 36, 36A,
from the Queensland Heritage Register including all powers authorised or 43, 46, 48
required by Part 4 of the Act for the purpose of making the application and
having the place entered in or removed from the Register.
Power to make a heritage submission (including power to agree to a later day | Sections 41 and 42
for making the submission).
Power to make written representations to the chief executive about the place | Section 43
the subject of an application under Part 4 of the Act.
Power to make oral representations to the Heritage Council about the Section 46(2)(a)
recommendation.
Power, as the owner, to make a written response to the Heritage Council Section 46(2)(b)
about the recommendation.
Power, as the owner, to consult with the chief executive about a proposed Section 46A(1)(c)
destroyed place recommendation.
Power to make written representations to the Heritage Council about the Section 48
place
the subject of an application under Part 4 of the Act.
Power to request and make oral representations to the Heritage Council Sections 49 and 50
about the recommendation.
Power, as the owner, to give the Heritage Council a heritage response to the | Section 50A
heritage recommendation.
Power, as the owner, to agree in writing with the Heritage Council on a later Section 50B(3)
day by which the heritage response must be given.
Power, as the owner of a place the subject of a heritage recommendation to Section 52
agree to extend the day for making the decision.
Power, as the owner of a place, to apply to the chief executive to have the Section 56B
place excluded from entry into the Queensland heritage register as a State
Page 9 of 11
Page 18 of 48Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
7 aE 7a. 1A
mr mR ee nel ON Celts
heritage place including all powers authorised or required by Part 4 of the Act
for the purpose of making the application and having the place excluded.
Power, as the owner of a place referred to in subsection (1), to give notice to | Section 58
the chief executive before a prescribed application is made for the place.
Power, as the owner of a place in the circumstances referred to in Section 59
subsections (1) or (3), to advise the chief executive of a development
approval and within the relevant period advise the chief executive of the
relevant application.
Power to make a submission about development the State proposes to carry | Section 71
out on a Queensland heritage place.
Power, as a relevant person for a Queensland heritage place, to apply to the | Sections 72 and 73
chief executive for an exemption certificate to carry out development
mentioned in subsection (3) on the place including all powers authorised or
required by Part 6, Division 2 to obtain the exemption.
Power to enter into a heritage agreement for a Queensland heritage place Section 80
and to agree to the changing or ending of a heritage agreement.
Power, as owner, to consent to the entering of a heritage agreement for a Sections 80(1)(b)
Queensland heritage place and to agree to the changing or ending of a and 80(2)(b)
heritage agreement.
Power, as a party to a heritage agreement, to apply to the Planning and Section 82
Environment Court for the orders required to secure compliance with the
agreement.
Power, as the owner of a Queensland heritage place, to comply with arepair | Section 84(6)
and maintenance notice.
Power to give the chief executive notice of the discovery of an archaeological | Section 89
artefact or underwater cultural heritage artefact.
Power to apply to the chief executive for compensation for a loss suffered Sections 94 and 95
because of the exercise of a power under section 92 including all powers
authorised or required by Part 9, Division 2 to obtain compensation.
Power to apply to QCAT for an external review of a compensation decision. Section 98
Power to apply to the chief executive for a permit to enter a protected area Sections 105 and
including all powers authorised or required by Part 10, Division 1 to obtain the | 106
permit.
Power to respond to a show cause notice in relation to a proposal to cancel a | Section 110
permit to enter a protected area.
Power to appeal to the Planning & Environment Court in relation to those Section 111
matters listed in subsection (1).
Power as a local government to keep a local heritage register for its area Sections 112,
including all powers authorised or required by Part 11, Divisions 1, 1A, 2, 3 112B, 113, 114,
and 5, other than section 119, to keep the register. 116,117,118;
##Please note that section 112B and Part 11 divisions 2 to 5 do not 120, 122
apply to those local governments identified in section 199##.
Power, as a person identified in subsection (1), to appeal to the Planning & Section 161
Environment Court against the decision.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
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Power, as a local government, to provide any information or assistance that Section 165
the Minister or chief executive reasonably requires for the purposes of the
Act.
Conditions of Delegation:
1. The delegated officer must exercise this delegation in accordance with Council resolutions,
policies, guidelines, procedures, industrial instruments and agreements.
2. If the CEO on delegates any of these powers the delegated officer must exercise any
delegated power in accordance with the scope and limitations of the subject officer’s letter
of appointment and/or, position description, qualifications, technical knowledge and
legislative requirements.
3. In the event that there is a change to any Delegate Position as set out in the schedule of
this instrument (Former Delegated Position) which is not then reflected in this Instrument:
a. for any Former Delegated Position that remains in existence and has been
renamed, the reference in this Instrument to the Former Delegated Position will be
read as a reference to the renamed position; and
b. for and Former Delegated Position that ceases to exist, the reference in this
Instrument to the Former Delegated Position will be read as being a reference to
the position that then most closely resembles the Former Delegated Position.
1. The powers and authorities set out above are hereby delegated to the Officer(s) designated.
2. This Delegation is authorised for inclusion in the Delegation of Authority Register.
Page 11 of 11
Page 20 of 48Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
REPORTS FOR NOTING BY THE COMMITTEE
2 NOOSA LEISURE CENTRE (NLC) - FULL YEAR REPORT TO 30 JUNE 2020
DOCUMENT 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 Services &
Organisation Committee meeting dated 8 September 2020, providing an update on the activities
of the Noosa Leisure Centre for the 2019/20 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities
for the year ending 30 June 2020.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, pickleball,
kids’ playroom, 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 wall is managed by an external contractor.
1. FINANCE PERFORMANCE
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 to
improve revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
It is important to note that COVID-19 had a significant impact on the financial performance of all
of Council’s community facilities in 2019/20, mainly because of the mandated centre closures
and associated loss of revenue from late March through to mid-June. The impacts of this will be
further explored throughout this report.
NLC Interim financial performance as at 30 June 2020
2019-20 2019-20
Statement of Income and
Current YTD 2019-20 % YTD
Expenses
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 574,717 574,717 463,459 80.6% (111,258)
Total Expenditure 1,123,909 1,123,909 1,022,206 91.0% 101,703
Net Result - Surplus/(Deficit) (549,192) (549,192) (558,747) (9,555)
Page 21 of 48
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Total Revenue 574,717 574,717 463,459 80.6% (111,258)
Direct Costs (Controllable)
Employee Benefits 466,730 466,730 413,505 88.6% 53,224
Finance Costs 0 0 (187) 100.0% 187
Materials & Services 341,210 341,210 293,039 85.9% 48,171
Other Expenses 3,207 3,207 2,985 93.1% 223
Subtotal Direct Costs 811,148 811,148 709,343 87.4% 101,805
(Controllable)
Operating Surplus/Deficit (236,431) (236,431) (245,884) (9,453)
Indirect Costs (Corporate)
Depreciation & Amortization 88,938 88,938 88,938 100.0% 0
Internal Charges 223,824 223,824 224,039 100.1% (215)
Subtotal Indirect Costs 312,762 312,762 312,977 100.1% (215)
(Corporate)
Net Result - Surplus/(Deficit) (549,192) (549,192) (558,861) (9,669)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Noosa Leisure 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 Net Result - Surplus/(Deficit)
(400,000)
(600,000)
(800,000)
2019-20 2019-20
YTD YTD
Budget… Actuals
End of year performance against budget shows revenue down 19%, while expenditure was under
budget by 9%. Overall, the centre finished $9k behind the net budgeted position, a strong result
given the impact of the near 3-month COVID-19 shutdown.
NLC closed on 23 March and reopened in a very limited capacity on 15 June. During this time the
centre was unable to generate any revenue. As a result, revenue for the year missed budget
expectations by $111,258.
Up until the closure, revenue for the first 9 months of the year had performed well, exceeding
YTD budget by $29k and up 5.7% on 2018/19’s previous record high. Revenue growth to this
point was predominantly due to the strong performance of the group fitness program, with
Page 22 of 48
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
attendance numbers up 11% on the same period last year. Venue hire also performed well
through to the end of March, exceeding YTD budget by $4,705.
Expenditure finished the year approximately $100k under budget, largely due savings in
employee costs, utilities, cleaning and café food costs during the shutdown. Some employee
costs were incurred during this period and these related to staff who were redeployed or
performing alternative duties at NLC.
The comparison of the past five years’ financial performance below reveals a trend of strong
revenue growth through to the point where it was halted in 2019/20 due to the COVID shutdown.
Despite the impact of COVID it is pleasing that the net operating result in 2019/20 is comparable
to that of 2015/16 and 2016/17.
NLC historical financial performance – 2015/16 to 2019/20
2015/16 2016/17 2017/18 2018/19 2019/20
Revenue actuals actuals actuals actuals actuals
40023 - Miscellaneous Fees & Charges 0 0 0 0 0
41103 - Other - Sales - Bar & Kiosk Sales (4,483) 0 0 0 0
41154 - Venue Hire (151,496) (159,382) (174,028) (174,233) (125,455)
42019 - Other - Sales - Food (175,533) (177,777) (180,011) (177,696) (131,115)
42020 - Other - Sales - Retail (168) (563) (7,165) (4,181) (3,948)
42074 - Group Fitness Revenue (86,686) (118,451) (146,775) (185,424) (161,104)
42076 - Creche Revenue (5,445) (9,712) (8,704) (8,253) (4,964)
42077 - Kids Playroom Revenue (19,587) (17,198) (21,507) (22,895) (13,623)
42078 - Sports Program Revenue (20,498) (20,234) (25,587) (25,927) (23,250)
49030 - Internal Recoveries - Catering (144) 0 0 0 0
(464,041) (503,318) (563,776) (598,607) (463,459)
Controllable expenses
6EX01 - Employee Benefits 417,755 413,875 427,629 446,174 413,505
6EX02 - Finance Costs 3 1,174 (851) (220) (187)
6EX03 - Materials & Services 296,534 329,676 341,621 369,887 293,039
6EX06 - Other Expenses 2,823 2,921 3,023 3,129 2,985
717,115 747,646 771,423 818,970 709,343
Net operating result -253,074 -244,327 -207,646 -220,362 -245,884
Uncontrollable expenses
6EX04 - Depreciation & Amortization 71,839 74,755 84,767 84,767 88,938
6EX12 - Internal Charges 151,640 147,793 304,066 213,217 224,039
223,479 222,548 388,833 297,984 312,977
Total operating result -476,553 -466,875 -596,479 -518,347 -558,861
2. CUSTOMERS
NLC recorded 73,470 attendances for the year, down 42% on the previous year’s total of
127,580. While COVID-19 and the subsequent closure of the facility had a large impact on NLC’s
visitation numbers, lower numbers can also be attributed to the cessation of the mini library at
NLC and a decrease in large events which all contributed to the high numbers in 2018/19.
Page 23 of 48
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
NLC ATTENDANCE COMPARISON
140000 127,580
120000 109,108
101,877
100000 89,840
80,434
80000
60000
40000
20000
0
2015/16 2016/17 2017/18 2018/19 2019/20
3. STAFFING
NLC has one full-time staff member (NLC Coordinator), one part-timer (Centre Support Officer)
and approximately 15 casual staff.
Closure of the facility provided a unique opportunity for staff to undertake alternative duties,
assist in other areas of Council, and provide help to local community organisations. This included
manning a food collection point at NLC, producing fitness videos for sharing on the NLC and
Noosa Aquatic Centre websites and helping out a local food outlet which had suffered a loss of
volunteers and a spike in demand during COVID. Staff were extremely grateful to Council for the
opportunity to be redeployed during the centre’s closure.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Improvements were made to the café service delivery model in order to simplify operations.
The café has shifted away from in-house preparation of all menu items in favour of a hybrid
model that now sources some preprepared items from a local supplier. This has enabled
greater menu variety for patrons and has reduced the centre’s reliance on staff members
being available to conduct early morning food prep each day.
The Ageing Well Noosa program launched in March in partnership with Council’s
Community Development team, Noosa Community Support and NLC. Two gentle-exercise
classes are offered at NLC at low cost, to encourage our over 65’s to be healthy and active.
The initial response to the program has been excellent.
NLC was activated as a primary evacuation centre on a number of occasions throughout
the Peregian, Cooroibah and North Shore fire events in 2019. The centre accommodated
between 200 – 300 overnight on multiple occasions and the team performed brilliantly
under pressure.
While no doubt intense, the experience was highly valuable for the team, as the Peregian
fires were an opportunity to put theory into action following several years of not needing to
activate NLC as an evacuation centre. Residents who sought shelter at NLC were highly
complimentary of the team’s efforts and it was great to be able to play a critical role in
keeping the community safe at their highest time of need.
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Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
There were a number of learnings gleaned from each period of operating the evacuation
centre and these learnings are progressively being actioned to ensure we’re even better
prepared for future events.
Completion of a number of planned maintenance projects including:
- Ventilation fan upgrade in the stadium with new, more energy efficient units.
- Electrical switchboard upgrade for safety and compliance purposes.
- Service and repair to rooftop extraction fans and cleaning of extraction fan grilles.
During the facility closure, staff continued to work on improving the centre’s functionality
and aesthetics, with upgrades in the following areas:
- Replacement of damaged ceiling tiles throughout the centre.
- Installation of permanent shelving in group fitness rooms to enable easier and safer
access to equipment for patrons and instructors.
- Cleaning and painting of walls and doors throughout the facility.
- Upgrade of the Kids’ Playroom with the addition of new padded flooring, installation of
a new horizontal climbing wall and pipe-wall, and an upgrade of the popular jumping
castle.
Kids’ Playroom – before upgrade
Kids’ Playroom – after upgrade
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Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
5. FUTURE DIRECTION
Safe management of the facility in line with COVID Safe plans and rebuilding of the
centre’s customer and revenue base.
Continue to monitor and review attendance numbers for NLC programs to ensure
programs continue to represent a viable ongoing offering.
Consideration of extending the roof area over the café’s outdoor seating area to
provide greater protection from the weather.
Continued enhancements to the centre’s aesthetics.
Upgrade of current Links centre management software to enable patrons to purchase
memberships and visit passes online, as well as sign up onsite via a tablet.
Further consideration of future works projects, including the upgrade of faulting
scoreboards and volleyball posts.
A review of the current usage arrangements with long-term hirers.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of NLC’s day-to-day operations. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to
NLC in the form of staff and patron safety and financial performance of the centre. Management
will continue to do all they can to effectively balance service provision and safety by operating
within the parameters set by State and Federal governments and departments, and those
endorsed by Council’s own internal COVID-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 26 of 48
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
3 NOOSA AQUATIC CENTRE (NAC) - FULL YEAR REPORT TO 30 JUNE 2020
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 Services &
Organisation Committee meeting dated 8 September 2020, providing an end of year update on
the activities of the Noosa Aquatic Centre for the 2019/20 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Aquatic Centre’s (NAC) activities
for the financial year ending 30 June 2020.
The NAC comprises a 50m Olympic-sized pool, 25m pool, leisure pool, fitness studio, change
rooms and associated amenities. 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 (LTS) programs, elite squad training, aqua aerobics and water polo, as
well as circuit classes and general gym usage in the fitness studio.
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 to
improve revenue through innovative and entrepreneurial approaches while at the same time
seeking to minimise operational costs.
It is important to note that COVID-19 had a significant impact on the financial performance of all
of Council’s community facilities in 2019/20, mainly because of the mandated centre closures
and associated loss of revenue from late March through to mid-June. The impacts of this will be
further explored throughout this report.
The NAC suffered additional financial disruption as a result of a planned maintenance shutdown
at the beginning of financial year. This shutdown commenced late June 2019 and extended
through to the beginning of September 2019. This period of closure combined with the COVID
shutdown meant that the NAC was only operating for 7 out of a possible 12 months in 2019/20,
with the financial implications of this being obvious in the year-end results.
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Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
NAC financial performance as at end of financial year 30 June 2020.
2019-20 2019-20
Statement of Income and
Current YTD 2019-20 % YTD
Expenses
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 1,586,905 1,586,905 1,154,689 72.8% (432,216)
Total Expenditure 2,828,683 2,828,683 2,498,829 88.3% 329,854
Net Result - Surplus/(Deficit) (1,241,778) (1,241,778) (1,344,140) (102,362)
Total Revenue 1,586,905 1,586,905 1,154,689 72.8% (432,216)
Direct Costs (Controllable)
Employee Benefits 1,238,070 1,238,070 1,046,812 84.6% 191,258
Finance Costs 0 0 10,645 100.0% (10,645)
Materials & Services 714,081 714,081 562,948 78.8% 151,133
Other Expenses 1,087 1,087 1,084 99.7% 3
Subtotal Direct Costs 1,953,237 1,953,237 1,621,488 83.0% 331,749
(Controllable)
Operating Surplus/Deficit (366,332) (366,332) (466,800) (100,468)
Indirect Costs (Corporate)
Depreciation & Amortization 236,922 236,922 236,922 100.0% 0
Internal Charges 638,524 638,524 640,418 100.3% (1,895)
Subtotal Indirect Costs 875,446 875,446 877,340 100.2% (1,895)
(Corporate)
Net Result - Surplus/(Deficit) (1,241,778) (1,241,778) (1,344,140) (102,362)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Noosa Aquatic Centre
3,500,000
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
(500,000) Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
(1,000,000)
(1,500,000)
(2,000,000)
2019-20 2019-20
YTD… YTD…
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Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
The combined impacts of the maintenance and COVID shutdowns make it very difficult to
produce a meaningful read on financial performance in 2019/20. The maintenance shutdown
extended approximately 3 weeks longer than what was factored into the budget and obviously
the impact of COVID wasn’t factored into the budget. Even the normal months of operation were
impacted by increased competition from the new St Andrew’s school pool which was hard to
accurately estimate when developing the budget.
Revenue finished the year $432k behind budget, with a reasonable portion of the shortfall offset
by expenditure savings totalling $330k. Overall the Centre underperformed against budget by a
net sum of $102k.
Large savings were seen in utilities, cost of goods sold (COGS) and maintenance as a result of
the periods of closure.
Council provided generous support to NAC staff during both shutdowns through redeployment
and pandemic leave however NAC management also identified opportunities to reduce employee
costs and offset some of the impact of the shutdowns without negatively impacting on individual
employees.
NAC historical financial performance – 2015/16 to 2019/20
2015/16 2016/17 2017/18 2018/19 2019/20
Revenue actuals actuals actuals actuals actuals
40023 - Miscellaneous Fees & Charges (14,055) (14,038) (13,139) (11,194) 0
40029 - Rent Revenue (12,650) (13,500) (13,025) (13,325) (13,438)
40034 - Lease Revenue (60,004) (61,141) (65,184) (53,778) (30,179)
41153 - Admission Fees (429,289) (494,139) (513,250) (482,124) (314,052)
42000 - Other - Commission Received (5,592) 0 0 0
42020 - Other - Sales - Retail (147,346) (180,613) (174,294) (166,958) (117,582)
42072 - Learn to Swim Revenue (604,445) (689,854) (703,645) (654,846) (397,857)
42073 - Squad Revenue (63,206) (97,859) (111,889) (126,583) (72,593)
42074 - Group Fitness Revenue (93,951) (138,818) (154,386) (154,228) (104,871)
42075 - Gym Revenue (144,766) (106,612) (147,772) (155,362) (98,643)
42076 - Creche Revenue (6,459) (9,508) (8,969) (7,603) (5,474)
(1,581,762) (1,806,082) (1,905,552) (1,826,002) (1,154,689)
Controllable expenses
6EX01 - Employee Benefits 1,054,980 1,157,384 1,181,757 1,214,416 1,046,812
6EX02 - Finance Costs (0) 0 (268) (118) 10,645
6EX03 - Materials & Services 663,905 793,850 701,009 738,792 562,948
6EX06 - Other Expenses 956 990 1,024 1,060 1,084
1,719,841 1,952,224 1,883,522 1,954,151 1,621,488
Net operating result -138,079 -146,143 22,030 -128,149 -466,800
Uncontrollable expenses
6EX04 - Depreciation & Amortization 167,573 192,724 228,237 231,689 236,922
6EX12 - Internal Charges 309,815 448,309 646,462 584,076 640,418
477,388 641,033 874,698 815,765 877,340
Total operating result -615,466 -787,176 -852,669 -943,914 -1,344,140
Page 29 of 48
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
The comparison of the past five years’ financial performance above reveals a trend of strong
revenue growth which started reversing in 2018/19 as the maintenance closure loomed. In
2019/20 revenue suffered significantly as a result of 5 months’ worth of closures. Controllable
expenses stabilised the past few years and decreased in 2019/20 while the centre was closed.
Changes to Council’s cost allocation methodology led to an increase in internal charges in
2017/18 however these expenses have since plateaued.
1. CUSTOMERS
The NAC recorded 159,721 attendances for the year which was a 34% decrease on 2018/19’s
figure of 240,893. This reduction correlates closely with the percentage of the year for which the
centre was closed and shows that visitation held up well during opening periods despite
operating disruptions.
NAC full year attendance comparison
2015/16 to 2019/20
260,000
245,308 242,922
240,893
240,000 235,037
220,000
200,000
180,000
159,721
160,000
140,000
120,000
100,000
2015/16 2016/17 2017/18 2018/19 2019/20
Traditionally the NAC has had limited lane availability during peak times, although this hasn’t
been a major issue under the restricted operating arrangements post-COVID closure. Demand
for space will continue to be managed carefully as the centre progressively reopens and
patronage returns to more normal levels. The recent opening of the St Andrew’s pool may
alleviate some pressure on space as select activities, including some water polo sessions, shift
away from the NAC.
2. STAFFING
The NAC remains a seasonal operation and therefore a large percentage of its team are
employed as casuals, with staff levels fluctuating throughout the year.
During the maintenance shutdown, several staff elected to take an extended break, while others
pursued redeployment opportunities in other areas of Council. During the COVID closure a
majority of staff were provided with redeployment opportunities across other Council teams
and/or with local community organisations in need of additional assistance.
Staff were extremely grateful to Council for the deployment opportunities on both occasions and
there have been some really positive stories coming from all parties regarding the success and
value of these redeployments.
Page 30 of 48
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
3. SYSTEMS, PROCESSES AND OTHER MATTERS
As referenced earlier, the NAC commenced a maintenance shutdown on 24 June 2019 in order
to facilitate the completion of major capital works projects. Over $1m was invested in major works
including the emptying of the 50m pool to replace the coping tiles, grout, expansion joints and
wet deck, replacement of the leisure pool’s wet deck, upgrades to the pools’ equipotential
bonding systems, full replacement of the centre’s roof and large wooden deck, replacement of
the plant room’s switchboards, replacement of a heat pump and associated valves and other
more minor maintenance projects.
Much of management’s time throughout the year was spent on managing the works projects,
coordinating shutdowns and alternative duties for staff, and implementing COVID safe systems to
allow for partial reopening of the centre in mid-June.
4. FUTURE DIRECTION
It is likely that much of the focus in the first few months of the new financial year will be on safely
ramping up operations in line with what’s permitted within the aquatic industry COVID Safe plan.
While the team would love to see utilisation levels return to somewhere near normal levels, this
must be done in a way that ensures staff and patron safety.
Given the program’s size and significance, the NAC has completed preliminary works to aid the
development of a strategy to guide the learn-to-swim program over the coming years. The
program has consistently performed to a high standard and is well regarded in the industry,
however, the team are keen to determine ways to stay ahead of the curve and ensure it remains
as a highly successful program, particularly given this year’s pullback and increased competition
from St Andrew’s.
In addition, the NAC is to undertake a master planning process to ensure we continue to search
for ways to be even better and to provide the community with a facility that continues to adapt to
meet the changing ways in which our community recreates.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of the NAC’s day-to-day operations. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to the
NAC in the form of staff and patron safety and financial performance of the centre. Management
will continue to do all they can to effectively balance service provision and safety by operating
within the parameters set by State and Federal governments and departments, and those
endorsed by Council’s own internal COVID-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil
Page 31 of 48
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 32 of 48
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
4 THE J - FULL YEAR REPORT TO 30 JUNE 2020
DOCUMENT INFORM AT ION
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM/ Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by The J & Bicentennial Community Centre Coordinator to the
Services & Organisation Committee meeting dated 8 September 2020, providing an update on
the activities of The J for the 2019/20 financial year.
REPORT
The purpose of this report is to advise Councillors of The J’s activities for the financial year
ending 30 June 2020.
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 Noosa Community Radio.
The J is the venue of choice for a number of community groups including Noosa Alive, Noosa
Chorale, Noosa Heads Jazz Club, Noosa Music Society, Alliance Françoise, STEPS, Hillsong
Church, USC–CIDSEL, Community Solutions, Community Focus, Noosa Film Society, CCIQ
Noosa and numerous school and commercial dance/theatre groups who conduct a range of
youth activities, performances, awards and presentation ceremonies.
The J’s theatre/auditorium capacity sits at 402 (including portable mezzanine seating for 64). The
mezzanine area continues to be regularly utilised by hirers to extend theatre capacity or as a
separate meeting space for up to 50 people. The J also offers a combination of additional flexible
meeting spaces, conference rooms and facilities for hire which are complemented by covered
outdoor areas and stylish open foyers.
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 to
improve revenue through innovative and entrepreneurial approaches, while at the same time
seeking to minimise operational costs.
It is important to note that COVID-19 had a significant impact on the financial performance of all
of Council’s community facilities in 2019/20, mainly because of the mandated centre closures
and associated loss of revenue from late March onwards. The impacts of this will be further
explored throughout this report.
Page 33 of 48
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
The J interim financial performance as at 30 June 2020
Statement of Income and 2019-20 2019-20
Expenses Current YTD 2019-20 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 682,687 682,687 511,210 74.9% (171,477)
Total Expenditure 1,435,048 1,435,048 1,320,602 92.0% 114,446
Net Result - Surplus/(Deficit) (752,361) (752,361) (809,393) (57,032)
Total Revenue 682,687 682,687 511,210 74.9% (171,477)
Direct Costs (Controllable)
Employee Benefits 505,275 505,275 465,299 92.1% 39,976
Finance Costs 0 0 (26) 100.0% 26
Materials & Services 386,229 386,229 309,742 80.2% 76,487
Other Expenses 1,087 1,087 1,084 99.7% 3
Subtotal Direct Costs 892,591 892,591 776,099 86.9% 116,492
(Controllable)
Operating Surplus/Deficit (209,904) (209,904) (264,889) (54,986)
Indirect Costs (Corporate)
Depreciation & Amortization 266,695 266,695 266,695 100.0% 0
Internal Charges 275,762 275,762 277,808 100.7% (2,046)
Subtotal Indirect Costs 542,457 542,457 544,503 100.4% (2,046)
(Corporate)
Net Result - Surplus/(Deficit) (752,361) (752,361) (809,393) (57,032)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
The J’s financial result was considerably impacted by the COVID-19 shutdown from 23 March
onwards. From this point forward the centre lost all ability to generate revenue and was also
required to issue a number of refunds to customers and hirers for cancelled bookings.
Page 34 of 48
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
By end of year, revenue was behind budget by $171k, while expenditure savings totalled $114k.
Overall the net financial performance of the centre was $57k behind budget expectations for the
year.
The J had been tracking strongly prior to COVID, with revenue $30k ahead of YTD budget and
expenditure under budget by $34k as at the end of February. However, as March arrived and
bookings were cancelled and refunded, financial performance quickly deteriorated.
The comparison of the past five years’ financial performance below reveals a trend of strong
revenue growth through to the point where it was halted in 2019/20. Despite the impact of COVID
it is pleasing that the net operating result in 2019/20 is comparable to that of 2015/16 and
2016/17.
The J historical financial performance – 2015/16 to 2019/20
2015/16 2016/17 2017/18 2018/19 2019/20
Revenue actuals actuals actuals actuals actuals
40025 - Misc Fees - Venue Catering (1,584) (2,240) (127) 0 0
40032 - Other - Sales - Equipment Hire (42,446) (42,323) (55,644) (54,931) (47,758)
40034 - Lease Revenue (77,640) (81,372) (88,825) (91,759) (84,976)
41103 - Other - Sales - Bar & Kiosk Sales (84,702) (120,015) (141,696) (125,955) (81,394)
41154 - Venue Hire (151,659) (164,521) (187,961) (192,983) (143,570)
42000 - Other - Commission Received (32,174) (46,122) (60,278) (55,173) (38,467)
42017 - Other - Sales - Tickets (51,350) (27,749) (26,684) (21,956) (7,116)
42032 - Other - Sundry Recoupment (3,440) (4,822) (12,359) (9,598) (10,802)
42043 - Other - Misc - Photocopying and Printing (1,859) (4,050) (3,781) (4,521) (3,113)
42044 - Other - Misc - Employee Cost Recoveries (70,777) (73,944) (123,677) (110,170) (84,817)
42046 - Other - Misc - Telephone Transaction Fee (923) (1,413) (1,364) (1,207) (757)
42050 - Marketing Recoupment/Recovery 0 (2,603) (5,666) (4,690) (8,440)
49029 - Internal Recoveries - Venue Hire (265) (1,485) 0 0 0
(518,819) (572,658) (708,062) (672,942) (511,210)
Controllable expenses
6EX01 - Employee Benefits 401,987 435,061 462,775 489,231 465,299
6EX02 - Finance Costs 1,314 0 (214) (101) (26)
6EX03 - Materials & Services 383,282 400,108 446,584 397,606 309,742
6EX06 - Other Expenses 1,354 74 1,024 1,060 1,084
787,938 835,243 910,169 887,795 776,099
Net operating result -269,118 -262,585 -202,106 -214,854 -264,889
Uncontrollable expenses
6EX04 - Depreciation & Amortization 235,832 241,050 257,369 258,648 266,695
6EX12 - Internal Charges 199,895 199,305 299,393 263,568 277,808
435,727 440,356 556,762 522,216 544,503
Total operating result -704,845 -702,940 -758,868 -737,069 -809,393
Page 35 of 48
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
2. CUSTOMERS
An overview of users and events accommodated at The J over the past 12 months is as follows:
Education/Schools/Govt – Workshops, performances and presentations
St Teresa’s Catholic College Qld Fire & Rescue Service
St Andrews Anglican College Noosa Professional Dance Academy
Good Shepherd Lutheran College The Dance Centre Peregian Beach
USC & USC-CIDSEL International NDIS
Development Australian Energy Foundation
Lexis English College Office of Liquor & Gaming
Noosa Flexible Learning
Federal & State MP’s
Community groups
Noosa Council Community & Wesley Mission
internal/workshops Endeavour Foundation
Noosa Chorale United Synergies
Noosa Heads Jazz Club Noosa Community Radio
Noosa Music Society Tourism Noosa
CCIQ Noosa Business Mentoring Hillsong Church
Sunshine Coast Community Orchestra Noosa Malibu Club
Sunshine Coast Creative Alliance Sunshine Beach SLSC
Community Focus Association Slow Food Noosa
Community Solutions
Special events
Noosa Alive (Noosa Long Weekend EB Games Conference
Festival) Santa’s Classy Helpers
Australian Citizenship Ceremonies Wilson Asset Management
Noosa Jazz Party Conference
Ironman Oz
Comedy
Melbourne Comedy International Road Jimeoin
Show Nickelby
Sydney Comedy Festival Comedy Circus Stunt Show
Ross Noble
Live music/bands
Sound Feast Open Mic/Live Bands Soweto Gospel Choir
(monthly event) Mike McClellan & Eric Bogle
Wess Carr Kransky Sisters
Tribute Bands
Theatre
Sunshine Coast Youth Theatre Hamburger Productions
Mad About Theatre Performing Arts Factory
Little Seed Theatre Company Jally Productions
Coast Academy of Song & Dance
Film
Flickerfest Radical Reals
Manhattan Short Film Festival Top Dog Film Festival
Ocean Film Festival Noosa Surf Film Festival
Banff Mountain Film Festival
Page 36 of 48
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
The J full year attendance comparison 2014/15 to 2019/20
100,000
90,992
90,000 85,089
79,740
80,000 76,970
70,000 65,752
62,881
60,000
50,000
40,000
30,000
20,000
10,000
0
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
The above attendance figures are inclusive of university attendance and all events and bookings
at The J. The trend of strong growth up until the COVID-affected 2019/20 is clear.
Total value of tickets sold at The J 2014/15 to 2019/20
$1,200,000
$1,053,134
$1,013,781
$1,000,000
$872,971
$800,000
$652,156
$590,960 $595,673
$600,000
$400,000
$200,000
$0
2014/15 2015/16 2016/17 2017/18 2018/19 2019/20
The total value of tickets sold in 2019/20 was significantly down on the past three years, again as
a result of COVID-19 disruptions.
3. STAFFING
The J’s small team does a great job of running the centre in a highly efficient manner, particularly
when compared to other similar venues with larger teams. Pre-COVID, workload pressures
remained high for key staff and this issue will be further reviewed and addressed in the next
business plan.
Page 37 of 48
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Staff were initially very busy rescheduling events and refunding patrons as the impacts of COVID
set in. Since then they have undertaken a major piece of work to transition across to a new
ticketing system, including significant cleansing of the customer database. Staff have also been
kept busy by coordinating major maintenance projects at The J, helping out at other Council
venues and assisting various community groups with the distribution of meals to those in need
within the local community.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Building and maintenance works were completed at The J during the COVID shutdown.
The works included sanding and recoating of all internal timber floors, considerable repairs
and enhancements to the rear lower deck and associated boardwalk, completion of an
under-ramp storage area, installation of a loading dock lifting platform and the addition of a
deck ‘bridge’ to allow the personnel lifter access to the loading dock lifting platform and
stage (previously this lifter could only access the theatre floor and deck areas). These
works have alleviated a number of WHS and safety issues for staff and patrons alike and it
was ideal to be able to complete the works while the centre was shut, as they would have
been highly disruptive during normal operating conditions.
As referenced earlier, staff also took the opportunity to transition to a new ticketing system
during the COVID shutdown. The new system ‘TicketSearch’ is an upgrade of the previous
system SABO and is now solely an Australian owned and based company that will provide
more efficient service and support to staff and a better user experience for customers.
The J was activated as a primary evacuation centre on a number of occasions throughout
the Peregian and Cooroibah fire events in 2019. The centre accommodated approximately
200 overnight on multiple occasions and the team performed brilliantly under pressure.
While no doubt intense, the experience was highly valuable for the team, as the Peregian
fires were an opportunity to put theory into action following several years of not needing to
activate The J as an evacuation centre. Residents who sought shelter at The J were highly
complimentary of the team’s efforts and it was great to be able to play a critical role in
keeping the community safe at their highest time of need.
There were a number of learnings gleaned from each period of operating the evacuation
centre and these learnings are progressively being actioned to ensure we’re even better
prepared for future events.
FUTURE DIRECTION
Manage the challenges of COVID-19 and the ongoing impact of the operating restrictions.
As restrictions stand now it is generally unviable for the theatre to operate given the heavily
reduced capacity (total capacity comes down to roughly 20% which equates to around 80
patrons). Meeting room hire restarted following completion of building works in late June
and the team will do all they can to maximise revenue opportunities in this space.
Review of The J’s booking system and consideration of alternatives.
Development of new 5-year business plan.
Ongoing liaison with Noosa FM to monitor and review their onsite operations and lease
compliance.
Ongoing liaison with USC-CIDSEL program. Currently this program is adversely affected
by the COVID-19 travel restrictions which prevent a regular flow of international students
from participating in the program onsite at The J.
Previous Council Consideration
Nil
Page 38 of 48
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of The J’s day-to-day operations. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to the
centre in the form of staff and patron safety and financial performance. Management will continue
to do all they can to effectively balance service provision and safety by operating within the
parameters set by State and Federal governments and departments, and those endorsed by
Council’s own internal COVID-19 taskforce.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 39 of 48
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
5 BICENTENNIAL COMMUNITY CENTRE (BCC) FULL YEAR REPORT TO 30 JUNE 2020
DOCUMENT INFORM AT ION
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM/ Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the report by The J & Bicentennial Community Centre Coordinator to the
Services & Organisation Committee meeting dated 8 September 2020, providing an update on
the activities of the Bicentennial Community Centre for the 2019/20 financial year.
REPORT
The purpose of this report is to advise Councillors of Bicentennial Community Centre’s (BCC)
activities for the financial year ending 30 June 2020.
The BCC comprises the Main Hall, Annexe and Demountable buildings. The BCC is permanently
occupied by two community groups, being Noosa Gymnastics Club (Main Hall) and Montessori
Noosa (Demountable and Annexe).
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 to
improve revenue through innovative and entrepreneurial approaches, while at the same time
seeking to minimise operational costs.
It is important to note that COVID-19 had a significant impact on the financial performance of all
of Council’s community facilities in 2019/20, mainly because of the mandated centre closures
and associated loss of revenue from late March onwards. The impacts of this will be further
explored throughout this report.
BCC interim financial performance as at 30 June 2020
Statement of Income and 2019-20 2019-20
Expenses Current YTD 2019-20 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Total Revenue 152,448 152,448 131,413 86.2% (21,035)
Total Expenditure 146,714 146,714 147,177 100.3% (463)
Net Result - Surplus/(Deficit) 5,734 5,734 (15,764) (21,498)
Total Revenue 152,448 152,448 131,413 86.2% (21,035)
Page 40 of 48
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Statement of Income and 2019-20 2019-20
Expenses Current YTD 2019-20 % YTD
Budget Budget YTD Current Variance
Actuals Budget
Direct Costs (Controllable)
Employee Benefits 12,012 12,012 12,813 106.7% (801)
Finance Costs 0.0% 0
Materials & Services 38,674 38,674 37,868 97.9% 806
Other Expenses 541 541 540 99.7% 1
Subtotal Direct Costs 51,227 51,227 51,221 100.0% 6
(Controllable)
Operating Surplus/Deficit 101,221 101,221 80,193 (21,029)
Indirect Costs (Corporate)
Depreciation & Amortization 84,532 84,532 84,532 100.0% 0
Internal Charges 10,955 10,955 11,425 104.3% (470)
Subtotal Indirect Costs 95,487 95,487 95,957 100.5% (470)
(Corporate)
Net Result - Surplus/(Deficit) 5,734 5,734 (15,764) (21,498)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
BCC’s revenue suffered as a result of rent relief provided to Noosa Gymnastics Club during their
enforced COVID-19 shutdown and finished the year $21k behind budget. Montessori Noosa was
able to continue to operate during this period and didn’t experience a significant revenue
reduction and thus their rental payments continued unaffected.
There was very little scope to reduce expenditure during COVID at BCC given the fixed nature of
almost all expenditure and as such this finished the year in line with budget expectations.
Page 41 of 48
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
The comparison of the past five years’ financial performance below reveals a trend of strong
revenue growth with only a minor pullback in 2019/20. Controllable expenses have stayed stable
for several years and the net operating result has improved as revenue has grown during this
period. Depreciation increased in 2019/20 due to the increased asset value following the recently
completed expansion of the Main Hall.
BCC historical financial performance – 2015/16 to 2019/20
2015/16 2016/17 2017/18 2018/19 2019/20
Revenue actuals actuals actuals actuals actuals
40034 - Lease Revenue (50,819) (76,670) (101,045) (103,246) (91,413)
41154 - Venue Hire (47,186) (36,125) (20,726) (35,000) (40,000)
42032 - Other - Sundry Recoupment (4,838) 0 0 0 0
(102,843) (112,795) (121,771) (138,246) (131,413)
Controllable expenses
6EX01 - Employee Benefits 11,401 12,884 9,258 10,374 12,813
6EX02 - Finance Costs 0 0 387 0 0
6EX03 - Materials & Services 42,467 53,318 58,469 43,011 37,868
6EX06 - Other Expenses 476 493 510 528 540
54,345 66,695 68,624 53,913 51,221
Net operating result 48,499 46,100 53,147 84,333 80,193
Uncontrollable expenses
6EX04 - Depreciation & Amortization 48,029 50,286 56,067 68,050 84,532
6EX12 - Internal Charges 13,765 7,346 7,230 7,515 11,425
61,794 57,632 63,297 75,565 95,957
Total operating result -13,295 -11,532 -10,150 8,768 -15,764
2. CUSTOMERS
The key customers at BCC remain Noosa Gymnastics Club (Main Hall lease), Noosa Montessori
School (Demountable building lease and Annex hire with intention to lease) and Little Seed
Theatre Company (Noosa Montessori School sublets space to this group). No usage occurs
outside of these groups due to the permanent and exclusive nature of the usage agreements.
Visitation statistics are not maintained for BCC by Council. However, we can report the Noosa
Gymnastic Club had to cease operations in late March because of COVID but will be able to
recommence operations in a relatively normal manner in Term 3 2020. Rental charges will
resume for the Club once they are back up and running.
3. STAFFING
The J staff continue to oversee BCC’s operations and the small team does a great job of running
both centres in a highly efficient manner. Given the nature of BCC’s utilisation by permanent
tenants there is now little day-to-day involvement at BCC for Council staff. However, relationship
management and oversight of major building maintenance projects remain a priority.
Page 42 of 48
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Montessori Noosa has continued to expand, with some secondary classes commencing in
Term 1 of 2020. Negotiations are currently underway to finalise an expanded lease
arrangement with Montessori Noosa, encompassing both the Demountable and Annexe
buildings.
5. FUTURE DIRECTION
Continue liaison with all key users of BCC and update leases to reflect changing usage of
the site.
Review and prioritise ongoing maintenance requirements, especially given the age and
condition of parts of the facility.
Previous Council Consideration
Nil
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of BCC’s day-to-day operations. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to the
centre in the form of lessee and patron safety and financial performance of the site. Management
will continue to do all they can to effectively balance service provision and safety by ensuring
lessees are operating within the parameters set by State and Federal governments and
departments.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 43 of 48
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
6 NOOSA COMMUNITY SUPPORT (NCS) - FULL YEAR REPORT TO 30 JUNE 2020
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Linda Wylie
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 Services &
Organisation Committee meeting dated 8 September 2020, providing an update on the activities
of Noosa Community Support for the 2019/20 financial year.
REPORT
The purpose of this report is to advise Councillors of Noosa Community Support (NCS) activities
for the financial year ending 30 June 2020.
NCS receives funding from the Department of Health - Commonwealth Home Support
Programme (CHSP) to provide a broad range of entry-level services to assist frail older people
aged 65 years and over (50 years and over for Aboriginal and Torres Strait Islander people) who
have functional limitations (including cognitive), to remain living independently at home and in
their community.
CHSP services are:
domestic assistance
social support - individual
allied health care
personal care
social support – groups
wellness and reablement groups
flexible respite
counselling /support, information and advocacy
transport
home maintenance
minor home modifications
goods, equipment and assistive technology.
NCS also receives funding from the Department of Housing and Public Works for the Home
Assist Secure (HAS) program to provide the following services to people aged 60 years and over
or who have a disability and hold a current pensioner concession card:
information and referrals regarding health and wellbeing, home safety and security
home maintenance
minor home modifications
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Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
1. FINANCIAL PERFORMANCE
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
improving revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
NCS operates under funding agreements with both the State and Federal governments. The
requirements of the various funding agreements dictate that NCS should aim to perform to a
‘zero bottom line’ standard, i.e. that all funding received should be fully expended on relevant
programs and services.
2019/20 was a unique year for NCS with regard to finances. To begin with, it was the first year of
operating without the former Queensland Community Care (QCC) grant and as such the team’s
operating budget was approximately $400k lower than previous years. To maintain a zero bottom
line the team had to streamline operations and make savings across all areas of the business
and we are pleased to report that these efforts were successful.
Secondly, while COVID-19 had a major impact on the team’s operations and their ability to
deliver certain services, this didn’t translate to a reduction in revenue because of the nature of
the bulk funding agreements in place at NCS. Funding bodies advised of their willingness to be
flexible in how funding was expended during COVID-19 and the Federal government has made a
provision for any unspent funds to be carried across to 2020/21. NCS finished the year with a
surplus of nearly $40k due to savings made as a result of reduced service delivery and this
surplus will be carried forward to next year.
NCS interim financial performance as at 30 June 2020
Statement of Income and 2019-20 2019-20 %
Expenses Current YTD 2019-20 Curren YTD
Budget Budget YTD t Variance
Actuals Budget
Total Revenue 2,591,134 2,591,134 2,624,255 101.3% 33,120
Total Expenditure 2,583,632 2,583,632 2,585,147 100.1% (1,516)
Net Result - Surplus/(Deficit) 7,503 7,503 39,107 31,604
Total Revenue 2,591,134 2,591,134 2,624,255 101.3% 33,120
Direct Costs (Controllable)
Employee Benefits 1,478,243 1,478,243 1,546,245 104.6% (68,002)
Finance Costs 0 0 420 100.0% (420)
Materials & Services 582,385 582,385 521,660 89.6% 60,724
Other Expenses 541 541 540 99.7% 1
Subtotal Direct Costs 2,061,169 2,061,169 2,068,865 100.4% (7,696)
(Controllable)
Operating Surplus/Deficit 529,965 529,965 555,390 25,424
Indirect Costs (Corporate)
Depreciation & Amortization 58,441 58,441 58,441 100.0% 0
Internal Charges 464,021 464,021 457,841 98.7% 6,180
Subtotal Indirect Costs 522,463 522,463 516,283 98.8% 6,180
(Corporate)
Net Result - Surplus/(Deficit) 7,503 7,503 39,107 31,604
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
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Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Noosa Community Support
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
2019-20 2019-20
YTD… YTD…
2. CUSTOMERS
Commonwealth Home Support Program YTD Outputs
1 July 2019 to 30 June 2020
Service Services provided
Allied Health Care 701
Social Support - Group Jul 2019 – Mar 2020 6,132
Telephone welfare checks During COVID 782
Welfare visits During COVID 230
Zoom exercise classes During COVID 365
Goods & Assistive Technology Aids 30
Domestic Assistance 2,780
Home Maintenance 2,518
Home Modification 772
Personal Care 1,002
Flexible Respite 279
Social support - Individual 3,399
Transport 11,598
Brokerage 1,565
Total 32,153
The above services (excluding zoom classes, welfare checks and visits) delivered a total of
56,478 hours of service to NCS CHSP clients during this period. Welfare telephone calls and
visits ranged from 15 minutes to 2.5 hours, depending on the needs of the client.
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Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
Noosa Home Assist Summary YTD Outputs
1 July 2019 to 30 June 2020
Information & Referral Services provided
Total clients received info & referral 745
Home Maintenance/Minor Modifications
HAS output hours 2,109
The above services delivered a total of 3,771 hours of service to clients through Noosa Home
Assist Secure during this period.
3. STAFFING
A number of staff changes occurred during the year which gave the team the opportunity to
streamline the structure to accommodate some of the QCC funding loss. The team now
comprises approximately 20 full-time equivalent positions, compared to close to 25 in 2018/19.
While group activities across NCS ceased during COVID-19, all other services continued, albeit
with some modifications to ensure staff and client safety. Staff who would normally deliver group
activities were reassigned to other NCS tasks and as such did not see a material drop in hours
during COVID-19. The team was also pleased to be able to support some local community
groups in need of assistance, including some of the Meals on Wheels services.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
During COVID-19, the team was fortunate to be able to continue to deliver all services
except for group activities at the centre. It was business as usual for Home Assist Secure
and transport services, in fact the demand for these services increased.
All staff and volunteers have been trained in infection control and have adequate access to
personal protective equipment (PPE) to help manage the risks of COVID-19.
CHSP funding was extended through to June 2022. This comprises approximately 86% of
total funding for NCS. HAS funding currently runs through to June 2023.
The team is observing changes to client wants and needs as a generational shift occurs
and more and more baby boomers access NCS services. To meet these needs the team is
working closely with Council’s Community Development Ageing Well Noosa program and
have introduced wellness and fitness classes in Cooroy, Pomona, Cooran, Noosaville
(Noosa Leisure Centre), Sunshine Beach (Noosa Aquatic Centre) and Peregian Beach.
These classes have become extremely popular and from them we have introduced chat
groups for clients to build social networks.
The Centre has benefitted from some internal décor updates which have further
modernised its appearance and appeal.
Better integration with T1 (Council’s main software package) continues to be achieved
thanks to efforts from Council’s ICT, Finance and Revenue teams. This has allowed for
efficiencies and greater data integrity for NCS.
NCS has used the COVID-19 experience to upskill and cross-train community care staff.
This will allow more resources to backfill staff during leave as required.
5. FUTURE DIRECTION
Pending continued improvement in the COVID-19 environment, NCS plans to re-open the
Centre for group activities in October. Upon re-opening there will be a renewed focus on
connecting with carers while their loved ones are at the Centre. Services including exercise
sessions and chat groups will be promoted to this cohort.
Dementia-specific activities and services provided by allied health professionals will be
some of the key focuses for clients as services ramp up over the coming months.
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Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 SEPTEMBER 2020
NCS will continue to collaborate with various Council teams and facilities to develop and
implement innovative and therapeutic activities aimed at increasing the wellness of Noosa’s
senior residents.
Noosa Library and NCS will recommence the Seniors’ Computer classes within the coming
months.
A review of the Home Assist Secure business model and structure following a recent
resignation will be conducted.
Operations will continue to be streamlined and refined.
Future improvements to the Centre to further enhance quality service provision for clients
will be considered.
Previous Council Consideration
Nil.
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or opportunities
beyond the current levels encountered as part of the day-to-day operations at NCS. However, it
should be noted that the ongoing COVID-19 pandemic presents significant operational risk to
NCS in the form of staff and client safety. Management will continue to do all they can to
effectively balance service provision and safety by operating within the parameters set by State
and Federal governments and departments, and those endorsed by Council’s own internal
COVID-19 taskforce.
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 X Director Director
Executive Support Community Development X Financial Services
X Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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