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2020-07-07 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 7 July 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 AGENDA 7 JULY 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 GO NOOSA – CHRISTMAS 2019/20 PEAK PERIOD TRAFFIC MANAGEMENT
EVALUATION 3
2 COMMUNITY DISASTER RESPONSE AND RECOVERY GRANTS – COVID-19 16
3 NOOSA CULTURAL PLAN 2019 – 2023 – IMPLEMENTATION UPDATE 24
CLOSED SESSION -
Page 2 of 37
Section 3
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 GO NOOSA – CHRISTMAS 2019/20 PEAK PERIOD TRAFFIC MANAGEMENT
EVALUATION
Author Project Officer, Joanna Ferris
Project Manager Transport Innovation, Adam Britton
Infrastructure Services Department
Index ECM / Projects & Contracts / Noosa Transport Strategy / General
ECM / Subject / Traffic Management / Coastal Traffic & Transport Planning
Attachments 1. Go Noosa Initiatives Evaluation (20 page attachment provided
separately to this agenda)
2. Go Noosa Risks Overview
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager and Project Officer Transport Innovation to
the Services and Organisation Committee Meeting dated 7 July 2020 regarding Go Noosa –
Christmas 2019-2020 and note that a further report will be brought to Council on recommendations
for managing peak period traffic for the remainder of 2020 and the 2020/21 Christmas Holidays.
REPORT
In alignment with the Noosa Transport Strategy and the Noosa Design Principles, the Go Noosa
Program is a branded group of initiatives designed to manage peak period traffic whilst maintaining
the Noosa look and feel with a focus on a providing a positive experience for residents and visitors
alike.
Go Noosa initiatives were first introduced in the Christmas holidays of 2018/2019 and have been
successively used during Easter Holidays of 2019 and the previous 2019/2020 Christmas holidays.
The Easter 2020 traffic management plan was cancelled due to COVID-19.
This report provides an evaluation of the Go Noosa initiatives implemented over the 2019/20
Christmas school holidays and makes comparison to the previous 2018/2019 results.
Staff will provide Council with another report in due course looking at recommendations for
managing peak traffic periods for the remainder of 2020 as well as the 2020/21 Christmas period.
In the post Covid-19 environment, the nature of our traffic periods for tourism may be changing
(more day trippers/no overseas visitors) and that requires a re-look at our current approach.
Key insights into the outcome of Go Noosa program during 2019/2020 Christmas holidays include:
Continued uptake of public transport
The Noosa style loop bus was well patronised for an introductory service
Very high levels of customer satisfaction
Higher number of vehicles entered the Hastings Street area with no increase in travel times
to previous year.
Higher number of pedestrians in Hastings Street area compared to previous years
Marketing through various forms was required to gain awareness however; marketing reach
still needs to be improved.
Page 3 of 37
Section 4
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Go Noosa – Christmas 2019/20 Initiatives
The following initiatives were implemented over the Queensland State School Christmas Holidays
(14 December 2019 – 27 January 2020).
Free buses (5 TransLink services)
064 Peregian Shuttle bus service
065 Go Noosa Loop bus service (new)
Noosa AFL Ground & The J Park & Ride (new)
Noosa Junction Transit Centre Park & Ride
Bus Queue Jump (new)
Real time information management systems – VMS & Go Noosa App
Traffic control
Wayfinding
Parking changes
Paid parking in the Noosa Heads Lions Park.
The evaluation data was sourced by various means including:
Traffic, cycle and pedestrian counts on identical days to the previous years;
Bus counters over full duration
Visual observations
Feedback surveys
Website statistics
Lions Park paid parking receipts
Qualitative assessment through consultation with Key Stakeholders on the Transport
Steering Group
Table 1 summarises the initiatives, evaluation criteria, data returned and evaluation. For a detailed
assessment of each of the initiatives, refer to Attachment 1: Go Noosa Initiatives Evaluation.
Page 4 of 37
Section 5
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Table 1: Go Noosa Initiatives and Evaluation Summary
Key Indicators and Year on Year
Initiative Initiative Summary 2019/2020 Data 2018/2019 Data
Targets Assessment
Free Buses Free TransLink bus services Maintain/Increase the 20% bus patronage 41% bus patronage Free buses met
from the 14 December 2019 uptake of free holiday increase over increase over targets (Behaviour
to 27 January 2020 buses usage over peak Christmas/New Year Christmas/New Year Change Plan, Social
holiday period compared holiday period year on holiday period year on Deck – target of 20%
Route 626 – Tewantin to
to previous years. year. year. increase year on
Sunrise Beach via Noosa
Number and percentage Total of 245,096 Total of 203,837 year).
Heads
reduction in private passenger bus trips. passenger bus trips. Increase in visitation,
Route 627 – Tewantin to
vehicles at Noosa Drive 6% increase in private 2% decrease in private however decreased
Sunshine Beach via Noosa
approach to Hastings St vehicle use (on vehicle use (on queue lengths
Heads
roundabout measured day (3 Jan) measured day (3 Jan) Increase in private
Route 628 – Noosa
for Noosa Drive). for Noosa Drive). vehicle use but
Parklands to Noosa
70% of survey 67% of survey feedback from key
Junction, via Noosa Civic
respondents would respondents would stakeholders that the
Route 629 – Tewantin to traffic was ‘managed
have driven a car or have driven a car or
Noosa Junction via Noosa the best it has ever
been a passenger in a been a passenger in a
Civic been’.
car if the buses had not car if the buses had not
Route 632 – Noosa to been free been free Met several of the
Cooran via Cooroy and
94% of survey 94% of survey desired outcomes in
Pomona the Noosa Transport
respondents were respondents were
Additional Services: either very satisfied either very satisfied Strategy 2017 -2027
(74%) or satisfied (70%) or satisfied 065 Loop Bus - first
Temporary 064 – Peregian
(20%) with their bus (24%) with their bus time to offer a free
– Noosa Heads Shuttle
trip. trip. evening bus service.
Bus
The main reason The main reason Due to TransLink
Temporary 065 Go Noosa
people caught a free people caught a free contract requirements
Loop Service
bus was to avoid traffic bus was to avoid traffic unable to obtain
and congestion, and and congestion, and breakdown of service
because it is difficult to because it is difficult to by hour. Further
find a car park. find a car park. negotiation/evaluation
required.
Bushfires may have
impacted overall data.
Page 5 of 37
Section 6
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Key Indicators and Year on Year
Initiative Initiative Summary 2019/2020 Data 2018/2019 Data
Targets Assessment
Park & Dedicated Park & Ride Number and percentage 40% of survey AFL ground Park & Ride not Large portion of public
Ride Facilities including: Noosa use of dedicated Park & respondents used Park trialled. transport users did not
AFL Grounds, Weyba Road, Ride facilities & Ride. Park & Ride suggesting
30% of survey
The J and Noosa Junction 25% parked at the AFL many are able to access a
Transit Centre, Noosa respondents parked the bus route without the
Grounds
car near a bus stop to
Junction. 23% at Noosa Junction catch a bus (Park &
need to drive.
Transit Centre Ride)
10% other location in 61% of survey
Noosa Junction respondents walked to
6% used The J their nearest bus stop
35% did not use
dedicated Park & Ride
and instead use ‘Hide &
Ride’ locations included
Noosa Parade, Gympie
Terrace, behind Aldi and
walking to bus stop
Bus Priority Trial temporary bus queue Bus travel time Noosa Drive bus queue Not trialled Did not operate due to
Queue jumps east bound on Noosa Queue length data jump not viable lack of need and
Jump Parade, and north bound on Queue lengths on infrastructure
Noosa Drive from the 26 Noosa Parade did not requirements. Indicates
December 2019 to the 5 require bus queue jump. that with effective traffic
January 2020 Noosa Parade bus control and bus priority at
queue jump attempted Hastings St bus stop the
but unable to operate queue jump was not
due to illegally parked required.
cars.
Page 6 of 37
Section 7
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Key Indicators and Year on Year
Initiative Initiative Summary 2019/2020 Data 2018/2019 Data
Targets Assessment
Information Real time information linked Number and 20% bus patronage 41% bus patronage
Review driver behaviour
Systems – to Go Noosa App percentage increase in increase over increase over
to display board
Roadside and roadside digital public transport use in Christmas/New Year Christmas/New Year
messaging.
digital information boards at key Noosa holiday period year on holiday period year on
information entry points to Noosa Number and year. year. Go Noosa App requires
boards and displaying: percentage reduction in Total of 245,096 Total of 203,837 improvement as is
Go Noosa private vehicles in passenger bus trips. passenger bus trips. expected with new
App Real time car park congestion hot spots at 6% increase in private 2% decrease in private product development.
availability peak periods vehicle use (on vehicle use (on Increased marketing also
Park & ride information Queue lengths measured day for measured day for required to build
Noosa Drive) Noosa Drive). awareness and repeat
Reduced queue length 40% of survey use.
compared to 2017/18 respondents indicated
36% of survey that the roadside digital
respondents indicated information boards
that the roadside digital helped to inform their
information boards travel choices (25% -
helped to inform their not applicable, 16% -
travel choices (26% - unaware of the boards,
not applicable, 14% - 18% - no)
unaware of the boards, Go Noosa App was not
22% - no) formally available
7,800 app downloads.
36% of survey
respondents said the
Go Noosa App was
useful, 21% said it
wasn’t and 43% didn’t
know about the App
Page 7 of 37
Section 8
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Key Indicators and Year on Year
Initiative Initiative Summary 2019/2020 Data 2018/2019 Data
Targets Assessment
Traffic Traffic controllers to improve No reported safety issues. No safety issues No safety issues Met indicator
Control and pedestrian safety, and Bus travel time
Wayfinding
Prioritise bus movements to Bus travel time from Bus travel time from increase but queue
Improve bus travel times Noosa Junction to Noosa Junction to length decreased
encourage Public Transport
from Noosa Junction to Hastings Street 7 -14 Hastings Street 8 -10 compared to 2017/18
use over the congestion
Hastings St bus stop. minutes. minutes. when no traffic control
causing private car.
Requires continual
Wayfinding signage to direct improvement process
cars to Park & Ride locations to optimise use of
and encourage pedestrians traffic control
to use preferred crossings.
Parallel Temporary conversion of Improve traffic flow Observations confirmed Observations confirmed Met indicator
Parking on eight parallel car parks to improved traffic flow without improved traffic flow without
Use of car parking bays
Hastings remove reverse parallel reversing vehicles. reversing vehicles.
as loading bays well
Street parking manoeuvres during
Car Park temporarily received.
peak that cause congestion. Car Park temporarily
converted to scooter &
converted to loading bays
bicycle parking
Hastings Rideshare system for Utilisation of 10 car parking Limited use of Rideshare to Limited use of Rideshare to Yet to meet indicator.
Street Hastings St employees bays established for date. date.
Observations include that
Employee established as a 12 month Rideshare use.
during peak period staff
Rideshare trial
used free buses and in off
App
peak parking was
available.
Noosa Use of Lions Park grassed Revenue target – $72,000 Actual revenue - $79,800. Actual revenue - $133,520 Exceeded target revenue.
Heads area as peak demand paid Based on 150 cars/day &
Average vehicles per day – Operational impacts:
Lions Park car parking to offset cost of operational 24 out of 27
166 - Tree root protection
– Car Park Go Noosa trials and raise possible days Average vehicles per day -
– reduced car
funds for Lions Club. Area Operational 24 out of 257
parking area
was reduced from previous possible 27
Operational 26 out of - Burst water pipe -
year of 250 spaces to 150
possible 28 reduced car parking
due to tree protection and
area & days
ensuring park access to
- Wet weather days
public.
Page 8 of 37
Section 9
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Key Indicators and Year on Year
Initiative Initiative Summary 2019/2020 Data 2018/2019 Data
Targets Assessment
Marketing The Go Noosa brand and Awareness among local The means by which The means by which Street banners, previously
trials were marketed through: residents and visitors of survey respondents found survey respondents found caught a free bus and
Print free buses and Park n out about Go Noosa: out about Go Noosa: signage at bus stops
Online Ride. continues to be the top
Social media 1. Street banners (38%) 1. Street banners & means by which people
Signage 2. Caught free bus last Caught Free bus last become aware of Go
Radio year (35%) year (38%) Noosa.
Television 3. Bus stop sign (32%) 2. Bus stop sign (37%)
4. Facebook (28%) 3. Newspaper (31%) Despite collaboration with
5. Newspaper (23%) 4. Roadside boards (28%) Tourism Noosa and Go
6. Poster (19%) 5. Facebook (24%) Noosa marketing material
7. Roadside boards(18%) 6. Poster (20%) in accommodation
8. Word of mouth (17%) 7. Word of mouth (19%) provider compendiums,
9. Go Noosa App (13%) 8. Other (8%) this continued to be a low
10. Other (5%) 9. Radio (6%) means by which people
11. Accommodation 10. Volunteer (5%) become aware of the
provider (5%) 11. Accommodation services. More work with
12. TV ad (4%) provider (3%) accommodation providers
13. Radio (4%) is needed.
NOTE: Respondents could
NOTE: Respondents could select multiple options Television ad was a new
select multiple options media use in 19/20 –
further evaluation required
as to low reach.
Page 9 of 37
Section 10
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Previous Council Consideration
Ordinary Meeting, 19 March 2020, Item 1, Page 3
That in relation to the Coronavirus (COVID-19) Pandemic, Council:
A. Delegate to the Chief Executive Officer the power to make decisions on behalf of Council in
relation to any matters arising from the Coronavirus Pandemic from 19 March 2020 until the
first Council meeting following the March 2020 local government election and further, that
the CEO be requested to provide a report to that first Council meeting outlining all such
decisions made by the CEO in relation to any matters arising from the Coronavirus Pandemic
that would otherwise have been made by Council in that period; and
B. Approve the request by Tourism Noosa for it to access the Marketing Contingency Reserve
in accordance with section 7 of the Funding Agreement between Noosa Council and Tourism
Noosa, noting that Tourism Noosa will determine the timing and approach of future marketing
in consultation with the tourism sector and Council.
Ordinary Meeting, 21 November 2019, Item 4, Page 14
That Council note the report by the Director Infrastructure Services to the Services & Organisation
Committee Meeting dated 12 November 2019, and:
A. Approve the use of the Noosa Heads Lions Park for paid parking as part of Go Noosa
Christmas 2019/20 (14 - 15 December 2019, 21 - 22 December 2019, 26 December 2019 –
12 January 2020, 18 - 19 January 2020, and 25 – 26 - 27 January 2020) and Easter 2020 (4
- 5 April 2020, 10 - 13 April 2020 (Easter long week-end) and 18 - 19 April 2020).; and
B. Approve 50% of the car parking revenue to go to the Tewantin-Noosa Lions Club and the
remaining revenue to go towards Go Noosa initiatives.
Ordinary Meeting, 21 November 2019, Item 8, Page 15
That Council note the report by the Project Officer to the General Committee Meeting dated 18
November, 2019 and accept the revised TransLink quote in the sum of $116,000 to operate Route
065 Shuttle Bus Loop service.
Ordinary Meeting, 17 October 2019, Item 3, Page 8
That Council note the report by the Project Manager and Project Officer – Transport Innovation to
the Services & Organisation Committee Meeting dated 8 October 2019 regarding the Peak Period
Traffic Management Plan 2019/2020 and:
A. Approve the use of free holiday buses for TransLink Routes 626, 627, 628, 629 and 632 from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
B. Approve the use of a bus service 064 between Peregian Beach and Noosa Heads from the
14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
C. Approve the trial of a Noosa branded Park & Ride shuttle bus loop servicing Weyba Road,
Noosa Parade, Hastings Street and Noosa Drive from the 14 December 2019 to the 27
January 2020;
D. Approve the trial of temporary bus queue jumps east bound on Noosa Parade, and north
bound on Noosa Drive from the 26 December 2019 to the 5 January 2020;
E. Approve the use of free services on the Boreen Point - Tewantin Flexilink and Council Cabs
from the 26 December 2019 to the 5 January 2020;
F. Approve the use of an Information Management System at key entry points to Noosa from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020 for
the purpose of informing motorists of car parking availability;
G. Approve the use of traffic control in the Hastings Street precinct and surrounding areas to
prioritise bus and pedestrian movements from the 14 December 2019 to the 27 January 2020
and the 4 April 2020 to the 19 April 2020;
Page 10 of 37
Section 11
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
H. Approve the use of wayfinding in the Hastings Street and Noosa Junction precincts from the
14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020; and
I. Approve the temporary conversion of 8 parallel car parks on the southern side of Hastings
Street from the Hastings Street roundabout to 28 Hastings St for other uses including, loading
bays and increased footpath, from 14 December 2019 to 27 January 2020 and from 4 April
2020 to 19 April 2020.
Finance
The table below compares the cost estimates of undertaking Christmas Go Noosa with actual
costs.
Table 2: Go Noosa Costs
Item Christmas Estimate Actuals Difference
Peak period traffic $399,000 $353,265 -$45,735
management plan cost
estimate (incl contingency).
Lions Park car park total $72,000* $79,800 +$7,800
revenue estimate
Noosa $36,000 Noosa
$39,900
Council Council
Lions Club Lions Club
$36,000
(less GST) (not registered $36,272
for GST)
Net Costs $363,000 $313,365
The net costs of the initiatives were slightly lower than estimated and the paid parking income was
higher than estimated.
Risks & Opportunities
An overview comparison of the risks and opportunities considered ahead of the trials with
observations during the trials is in included in Attachment 2: Go Noosa Risks Overview.
Consultation
The Go Noosa initiatives involved consultation and collaboration with many departments within
Council as well as external stakeholders and suppliers.
External Consultation – Stakeholders & Suppliers
TransLink Noosa News
Sunbus Channel 7 News
Hastings Street Association Traffic Control
Noosa Junction Association Hayes Traffic Engineering
ZEN – Transport Roadpro Engineering
Tourism Noosa Matrix Traffic & Transport Data specialists
Social Deck Behaviour Change specialists Noosa AFL Club
Tewantin Noosa Lions Club Department of Natural Resources Mines
Pixel Pixel (Gov Hack participants) and Energy
Graphic Designers Noosa Farmers Market
Print & Signage Noosa Arts Theatre
Noosa Community Radio Hillsong Church – The J
Zinc 96.1 Radio Shops outside temporary bus stops
Mix FM radio
Page 11 of 37
Section 12
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Internal Consultation
Transport Strategy Steering Group Building & Facilities
Community Engagement Electrician
Infrastructure, Planning, Design and Delivery Libraries
Local Laws Property & Business
Governance Financial Services
Parks & Gardens ICT
Signs & Lines Customer Service
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities X ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
X Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 12 of 37
Section 13
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Attachment 2
Page 13 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Attachment 2
Attachment 2: Go Noosa Risks Overview
The below table identifies risks and mitigation for each initiative.
Free holiday buses (5 TransLink services & Peregian bus & Park & Ride loop shuttle bus )
Item Risk | Mitigation
Scope/Deliverables Risk that bus movements are restricted | The use of traffic control and the trial of a | Stakeholder feedback that there was less
by heavy congestion. temporary bus queue jump may partly mitigate | congestion and queuing than previous years
this risk, however given the road network this
risk is not able to be fully mitigated.
TransLink yet to undertake internal | Maintain dialogue with TransLink contracts | Service delivered on time
approval processes for shuttle bus | team and senior management.
service change. Risk that TransLink are
unable to offer shuttle bus service.
Additional Park & Ride sites are difficult | Review wayfinding signage. Placement of signage continues to be
to direct drivers to. refined and improved.
Parking at the AFL ground is confusing | Determine temporary measures that can aid in | Limited uptake in AFL ground parking
to public due to informal parking | parking.
arrangement
Park & Ride shuttle bus loop not well Promote the new Park & Ride shuttle bus loop. | Loop bus third most popular service.
utilised. Acknowledge this is a trial.
Agreement from stakeholders to Work with stakeholders to alleviate concerns. Support from impacted stakeholders
operate Park & Ride from AFL Grounds (Famers Market, Hillsong etc.)
and The J
Programme May create confusion regarding which _ | All marketing material will advertise routes Did not eventuate
bus is for Park & Ride and which buses | clearly including free and not free services as
are the regular TransLink services well as dedicated Park & Ride loop shuttle bus.
Finance Cost estimate yet to be provided for Use Peregian shuttle costs as a guide. TransLink provided revised costs which
Shuttle loop. Costs may be higher than were adopted by Council in November 2019.
reported.
Page 13 of 37Section 14
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 14 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Opportunity Park & Ride loop shuttle bus to provide | All marketing material to promote evening | Loop bus third most popular service.
free buses until 10pm (previously free | service on the Park & Ride loop shuttle bus.
services terminated at 7pm) this will
allow employees to make use of free
buses as well as residents and visitors
to travel for free in the evening.
Park & Ride shuttle bus loop service will
also service the Hillsong patrons going
to The J and Farmers Market Shoppers
going to the AFL grounds on Sundays.
Information Management Systems — VMS & App
ftem Rsk SSCS=*d tigation
Scope/Deliverables VMS. boards ineffective in advising | Reduce the number of messages displayed on | Reduced messages
motorists of parking availability. the VMS boards. Evaluate effectiveness of VMS
boards through survey question.
Scope/Deliverables Low uptake in download of the Go | Marketing material will promote the Go Noosa _| Need to address ways to increase uptake in
Noosa App App App download
Traffic Control & temporary wayfinding — Hastings St precinct
Trem RK «Mitigation ———SSS*~*~*~*~*~S*~C vations
Scope/Deliverables The traffic control may not be fully | Develop procedures that are appropriate and | Confirmed _ (flexible procedures _ suited
effective if not attended to diligently and | flexible and monitor to direct changes when | variability in pedestrian and traffic flows.
in a fully coordinated approach. needed. Feedback from controllers was to not disrupt
when pedestrians and traffic operating at
acceptable levels and no buses caught in
queues.
Programme Traffic control seen as “road works” in | Traffic controllers to undertake “Welcome to | Due to traffic regulations unable to improve
Hastings Street Noosa’ training. Work within existing standards | 0n image of traffic controllers.
to enhance the uniform for traffic controllers to | Traffic controllers were friendly and wore
provide a festive, holiday atmosphere. tropical themed hats
Finance Use of traffic control dependent on | Monitor need for traffic control and span of | Costs tracked and controlled.
weather and traffic conditions hours. Note inclusion of contingency.
Page 14 of 37Section 15
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 15 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Temporary Bus Queue Jump
Item Risk Mitigation = Observations
Scope/Deliverable Bus queue jump is not long enough and | Monitor and measure. N/A
does not give measurable improvement.
The bus queue jump trial and the Noosa | Mitigate through communications. N/A
Parade design upgrade not in alignment
Finance Risk that costs for trial are not seen as | Acknowledge this is a trial to enhance the |} Lack of community compliance without
value for money attractiveness of catching a free bus over | support to issue infringement notices.
driving a car. Noosa Parade is significantly
congested during peak periods with proposed
bus queue jump designed to ensure buses are
not stuck in congestion. Consider increasing the
use of the bus queue jump after the two week
period.
Community oppose loss of parking. Key stakeholders have endorsed. Lack of community compliance
All marketing material and signage will explain
that it is a temporary change during the peak
holiday period (2 weeks).
Temporary replacement of parallel parking on Hastings Street
tem RISK tigation ——SSS*~*~«~iC Svat
Objection from traders and patrons to HSA recommended the temporary No objections from traders received
replacement of parallel parking with replacement of parallel parking. All marketing
temporary footpath and loading bays material and signage will explain that it is a
temporary change during the peak holiday
period.
Opportunity Opportunity for more efficient delivery of Loading bays were well utilised by delivery
goods to Hastings Street at busiest vehicles.
times of year.
Page 15 of 37Section 16
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
2 COMMUNITY DISASTER RESPONSE AND RECOVERY GRANTS – COVID-19
Author Community Development Manager. Alison Hamblin
Community Services Department
Index ECM/ 26.01 Community Development Grant Scheme
Attachments 1. Funding Allocated - Community Disaster Response and Recovery
Grants for COVID-19
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Development Manager to the Services &
Organisation Committee Meeting dated 7 July 2020 providing an update on the allocations of
funding under the Community Disaster Response and Recovery Grants for COVID-19.
REPORT
The purpose of this report is to provide Council with an update on the outcome of the 19/20
Community Disaster Response and Recovery Grant round for COVID-19.
1. Background
In a response to the Coronavirus COVID-19 pandemic the Round 13 Community Grants – Projects
was put on hold and the Community Disaster Response and Recovery Grants for COVID-19 was
offered for a single competitive round. Applicants had to apply for a maximum of $2,500 and needed
to demonstrate their need for external funding support. Applicants also needed to meet the standard
requirements within the Community Grants Policy.
2. Assessment
The Community Development team have conducted the application and assessment process for the
Community Disaster Response and Recovery Grants for COVID-19 and have allocated the funding
following the May Council report. This grant round was a quick response, staff-assessed round.
Applications were assessed considering the following criteria:
Demonstrated need for funding
Benefit to the community
Engagement of local suppliers where applicable/possible
Validity of claim
Value for money
The amount of funding available
54 applications were received seeking over $140,000 funding, demonstrating the significant needs
of community organisations as a result of COVID-19. The majority of claims were assessed as being
valid however, as there was insufficient available funding, staff allocated funding to those
organisations demonstrating significant financial hardship or providing essential community
services. Additionally, allocation was based on achieving a fair and equitable spread of funds where
alternative funding could not be sourced. Attachment 1 outlines the allocations of funding.
3. Community Support
Many community organisations sought funding for cleaning and hygiene supplies to meet
Queensland Health’s COVID-19 guidelines for safe operation. Thanks to our local suppliers, the
Page 16 of 37
Section 17
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Community Development Team have been able to obtain donated cleaning and hygiene products
for the community organisations including:
Tozer and Co. via their association with Hydroshield - donated approx. $100,000 worth of
organic hospital grade cleaning and santiser products.
Tozer and Co. have also set up a Go Fund Me page to support the not for profit sector and
provided a $2,500 initial donation to kick off long term funding projects
The Supply Guys (formally RapidClean Sunshine Coast) - donated a pallet of toilet paper
and long life milk.
Bunnings and Office Works have also said they welcome community groups to directly
approach them for assistance.
Community Development Officers will provide additional assistance to unsuccessful organisations
such as helping them apply for alternate funding programs. Community Development Officers have
also been assisting all community organisations in applying for external funding that has become
available since the May Council report.
4. Councils Community Development Grants – Projects
The Community Development Team are preparing to re-commence the Round 13 Community
Grants – Projects program. The key dates will be advertised on Council’s website and the round
will close for applications at 12 noon Thursday 27 August 2020.
Community projects may include, but are not restricted to:
Events - Community based festivals or events that bring residents together (beyond the
applicant organisation’s membership base), including cultural, sports, environmental or
community festivals.
Projects/programs – Projects, purchases of equipment or programs that respond to a specific
opportunity or need within the community. Ongoing projects or programs may be funded for
a maximum of three times. Previous recipients of ongoing projects or programs that have
been funded by Council must re-apply each year.
Building work or infrastructure improvement projects that include new or replacement
infrastructure or maintenance of existing infrastructure or reduction of greenhouse gas
emissions. This may include but is not limited to energy efficient lighting, shade sails, storage
facilities, new or upgraded amenities, water harvesting, fit-outs, solar systems etc.
Funding will be prioritised for those projects which support either the organisation or the community
in the COVID-19 Recovery.
Previous Round 13 applicants will not need to reapply if the need for their organisation still exists
as their applications will be assessed as part of the continuing round. It is expected that Round 13
grant recommendations will be presented to Council for its consideration and endorsement at the
October round of meetings.
Previous Council Consideration
Ordinary Meeting Minutes, 21 May, Item 5, Page 7
That Council note the report by the Community Services Director and the Community Development
Manager to the Services and Organisation Committee Meeting dated 12 May 2020 regarding the
Community Disaster Response and Recovery Grants Program and:
A. Approve amendments to the Community Grants Policy, by the addition of a Community
Disaster Response and Recovery Grant, as provided at Attachment 1;
B. Allocate the remaining $27,000 from the 19/20 Community Grants budget to the Community
Disaster Response and Recovery Grant category for the purposes of running a rapid
response grant round for community organisations that have immediate essential needs as
a result of COVID-19;
Page 17 of 37
Section 18
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
C. Delegate the Chief Executive Officer to authorise funding payments to the successful
applicants; and
D. Request the Chief Executive Officer to provide a report on the outcome of the 19/20
Community Disaster Response and Recovery Grant round at a future Council meeting.
Finance
Funding for the 2019/20 Community Grants Program was determined as part of the 2019/20
Budget process. $27,000 was remaining and has now been allocated to the Disaster Response
and Recovery Grants Program for a single round of Quick Response grants. A budget adjustment
will be included at BR1 to carry over unspent funds into the 2020/21 year for any Disaster
Response and Recovery Grants monies that are still to be paid to successful grant applicants at
30 June.
Traditionally, two funding rounds for Community Project Grants are run and budgeted for each
financial year. However, due to COVID -19 a hold was put on the first round (Round 13)
The Community Project Grants allocation for the 2020/2021 year will be adopted as part of the
2020/21 Budget in July 2020. Round 13 is the first of two rounds for the 2020-2021 financial year,
with the remainder to be allocated in the second round.
Risks & Opportunities
Other recovery initiatives are being explored and implemented to ensure that support is
sustainable; complements Federal, State and other peak body current response policies and
funding; uses existing delivery mechanisms where possible and is proportionate to the degree of
the economic shock and the impact on the economy.
Community groups have the opportunity to leverage Council grant funding from other external grant
sources.
Consultation
External Consultation - Community & Stakeholder
A wide range of community organisations have been consulted and have included but not limited
to:
Sporting Clubs
Community Halls and centres
Arts, Culture and Crafts groups
Environment Groups
Recreational groups
Men’s Sheds & Woodworkers Clubs
Human services & Service Clubs – I.e. Lions/Rotary
Girl Guides & Scouts
Community Gardens
Human and social service agencies
Internal Consultation
This report has been developed in consultation with staff across Council including representatives
from the following areas:
Community Development
Environmental Services
Economic Development
Financial Services
Page 18 of 37
Section 19
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support x Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance x Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 19 of 37
Section 20
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Attachment 1
Page 20 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Attachment 1
Disaster Resilience & Recovery - Covid-19 Recommendations
- ge Recommendation
AV Coastguard Association HARDSHIP $1,500.00 Bt
Combined Coastal Car Club Inc. ALTERNATE SERVICE Product Donation
MODEL
Cooroora Historical Society/TA Noosa Shire Museum HARDSHIP Product Donation Bd
Cooroora United Football Club Inc. ALTERNATE SERVICE $500.00
MODEL
a ALTERNATE SERVICE
. ALTERNATE SERVICE
Cooroy Horse and Pony Club Inc. HARDSHIP $700.00 Bt
Cooroy Memorial Hall Association Inc. HARDSHIP $1,000.00 Bt
- ALTERNATE SERVICE -
Friends of Noosa Botanic Gardens Inc. ALTERNATE SERVICE Not recommended
MODEL
Hinterland Art Group Inc. T/A Pomona Railway Station Gallery |HARDSHIP $900.00 BT
_ SERVICES TO VULNERABLE
. ALTERNATE SERVICE .
Page 20 of 37Section 21
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 21 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Noosa Australian Football Club Inc. HARDSHIP Product Donation Be
Noosa District Netball Assoc Inc. ALTERNATE SERVICE Product Donation
MODEL
Noosa District Rugby League Football Club Inc. HARDSHIP $1,250.00 Be
Noosa District Softball Assoc. Inc. ALTERNATE SERVICE $900.00
MODEL
Noosa Gymnastics Club Inc. ALTERNATE SERVICE Product Donation
MODEL
Noosa Integrated Catchment Assoc Inc. HARDSHIP Not recommended
Noosa Shire Arts and Crafts Assoc. ALTERNATE SERVICE Product Donation
MODEL
Noosa Strade Bianche Association Inc. HARDSHIP $300.00 Be
Page 21 of 37Section 22
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 22 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Noosa Trailblazers Mountain Bike Club Inc. MODEL. ATE SERVICE $2,150.00 Be
__. SERVICE TO VULNERABLE
Permaculture Noosa Inc. SERVICES TO VULNERABLE Not recommended |Website changes. Suggest alternative funding source
RESIDENTS
Pomona & District Horse & Pony Club Inc. MADEN ATE SERVICE Product Donation Be
Pomona Tennis Club Inc. ALTERNATE SERVICE Product Donation
MODEL
Pomona, Cooroy and Districts Australian Football Club Inc. NODE ATE SERVICE $900.00 pd
Pomona-Cooran Amateur Rugby League Football Club Inc. NODE ATE SERVICE Product Donation Bd
ALTERNATE SERVICE
- - ALTERNATE SERVICE
Sunshine Beach Primary P&C Assoc. HARDSHIP Not recommended
Sunshine Beach Surf Life Saving Club Inc MODEL ATE SERVICE Not recommended
Page 22 of 37Section 23
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 23 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Sunshine Butterflies Inc. ALTERNATE SERVICE Product Donation
MODEL
. - SERVICES TO VULNERABLE
University of the Third Age Noosa Regional U3A Inc. ALTERNATE SERVICE $1,200.00
MODEL
Total ex GST $27,001.00
Page 23 of 37Section 24
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
3 NOOSA CULTURAL PLAN 2019 – 2023 – IMPLEMENTATION UPDATE
Author Acting Libraries and Galleries Manager, Tracey King
Community Services Department
Index ECM/ Subject/41.22 – Social Policy
Attachments 1. Noosa Cultural Plan 2019-2023 (44 page attachment provided
separately to this agenda)
2. Noosa Cultural Plan – 2019 Action Plan
3. Noosa Cultural Plan – 2020/21 Action Plan
EXECUTIVE SUMMARY
The Noosa Cultural Plan 2019-2023 (the Cultural Plan) is a five-year strategic planning document,
adopted by Council in 2018. The development of this arts, culture and heritage plan was a key
action of the Noosa Social Strategy (2016). Extensive research and consultation was undertaken
in developing the draft and final Cultural Plan.
The Cultural Plan includes a range of goals and objectives to guide the arts, culture and heritage
services and activities in Noosa to ensure a healthy cultural future. An annual Action Plan is
developed each year which outlines Council’s activities across the organisation that will progress
the goals and objectives of the Cultural Plan.
Staff have conducted a review of the 2019 Action Plan which concludes that the first year of
implementation is on-track, with eighty-five percent of the actions either completed or progressing
well. This report provides an overview of the first year implementation highlights and identifies
areas that require further progress over the coming year.
The second annual Action Plan (2020/21) will build upon and enhance the actions undertaken in
the 2019 Action Plan. Additionally, it will focus on providing a range of creative professional and
skills development opportunities to support local artists following the COVID-19 pandemic. The
new Action Plan will align with the financial calendar year to enable easier reporting and financial
planning.
RECOMMENDATION
That Council note the report by the Acting Libraries and Galleries Manager to the Services &
Organisation Committee Meeting dated 7 July 2020 and endorse the Noosa Cultural Plan 2019-
2023 - 2020/21 Action Plan included at Attachment 3, subject to budgetary capacity.
REPORT
The purpose of this report is to provide an update on the first year of the Noosa Cultural Plan 2019-
2023 including progress on actions from the 2019 Action Plan, and to request Council’s
endorsement of the new 2020/21 Action Plan.
Background
The Noosa Cultural Plan 2019-2023 was developed in response to Council’s Noosa Social
Strategy (2016) that included the theme “A creative and informed community”, and outlined the
action to develop an arts, culture and heritage plan. Prior to the Cultural Plan, Noosa had been
operating for more than ten years without an overarching strategic plan to guide the cultural sector.
The development of the Cultural Plan was largely undertaken in-house through the Community
Services Department with extensive community consultation and input from external experts. A
Cultural Plan Reference Group and the Noosa Heritage Reference Group provided advice on the
development of the plan. Both reference groups were chaired by Councillors and contained a mix
of external stakeholders and key internal officers.
Page 24 of 37
Section 25
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
The development of the Cultural Plan included:
An audit of existing and proposed arts, culture and heritage activities, facilities and
organisations in Noosa Shire;
Investigation of local, regional, state and national arts, culture and heritage sectors, trends and
opportunities;
Input from external stakeholders agencies and experts; and
Extensive community engagement through public forums, stakeholder workshops, surveys
and pop-up information sessions at Council venues as well as through Council’s YourSay
Noosa webpage
The Noosa Cultural Plan 2019-2023 was adopted by Council in 2018 as a key five-year strategic
planning guide.
The purpose of the Cultural Plan is to recognise the value of arts, culture and heritage to the Noosa
community, and to Council itself. It aims to secure a healthy future for the cultural sector and
outlines a range of goals and actions across the years to 2023 to build on existing strengths,
address essential gaps and take advantage of emerging opportunities. Importantly, it outlines
Council’s role in the cultural sector and resulting activities.
2019 Action Plan
The 2019 Action Plan was developed for the first year of implementation and proposed twenty-
seven actions across the six Cultural Plan themes:
History and Heritage
Places and Spaces
People and Participation
Knowledge and Learning
Growing the Cultural Economy
The Digital Future Begins Now
The majority of the initial actions in this plan focused on reviewing Council’s approach to identified
priority issues, including Council’s model for cultural development delivery, placemaking, art in
public places and stakeholder engagement.
While the Cultural Plan and Action Plans are overseen by the Community Services Department,
responsibility for the delivery of the 2019 Action Plan is cross-departmental and shared with
partnership organisations.
Council officers completed a review in June 2020 to gauge the progress of the Cultural Plan and
identify areas that may require further attention. Delivery of the first year of implementation is on
track with highlights for 2019/20 and identified actions needing closer attention provided below.
Noosa Cultural Plan Status
63%
22% 15% 0%
COMPLETED PROGRESSING NEEDS CLOSER NOT YET
WELL ATTENTION COMMENCED
2019 Action Plan Highlights
Page 25 of 37
Section 26
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Cultural Plan Key Themes Highlights
Two short films were produced with Kabi Kabi traditional
History and Heritage: owners – The Place of Crowes and Tewantin’s Oyster
Feasts
Noosa’s unique and rich heritage will be [https://www.youtube.com/watch?v=fvdA1INDgqQ] and
known and valued by our community, [https://www.youtube.com/watch?v=sOhn06xFO4w]
helping to chart a responsible course for Literary event with Jack Charles, actor and Aboriginal
the future elder, attended by nearly 300 people
Heritage Coordinator role and Heritage Unit established
as part of the Libraries & Galleries branch to coordinate
and oversight all heritage related activities, including
management of Heritage Levy
Twenty-seven additional oral histories of significant local
people recorded as part of Noosa Notables project,
contribution to creation of digital stories -
[https://vimeo.com/user44349088]
Ten Heritage Levy funded projects undertaken in 2018/19
and 2019/20:
o Review of Local Heritage Register and supporting
documentation
Kabi Kabi descendants – Place of Crowes o Indigenous Cultural Heritage Project (resulting in
launch short films noted above); co-funded by RADF grant
o Development of Online Cemeteries Search Tool
[https://cemeteries.noosa.qld.gov.au/interment]
o Noosa Notables Oral History project Stage 1 and 2
o Heritage Sector Development Program
o Historian-in-Residence program
o Remembrance Day Centenary Event (co-funded by
Queensland State Government grant)
o Digitisation of historic Noosa News & Noosa
Advocate in partnership with State Library of
Queensland and National Library of Australia
Council began consultation with the Kabi Kabi First
Nation Traditional Owners Native Title Claim Group to
Jack Charles Literary Event build and strengthen relationships, identify cultural
heritage project priorities, and develop a consultation
protocol.
Heritage Unit/Heritage Coordinator won two awards:
o National Trust of Australia (Qld) Silver Award for
book Noosa Remembers
o Finalist GAMAA Individual Achievement Award
Remembrance Day
Council reviewed its approach to placemaking and
Places and Spaces: approved a budget in 2019 for a pilot-placemaking
program, with the intent to implement the pilot program in
Our sense of local identity and character 2020/21.
will be enhanced through quality design In July 2019, Council adopted an Events Policy, to assist
and the inclusion of arts and heritage in event providers to produce events with minimal negative
public places impact on the environment. The associated Events
Guidelines and communication with key stakeholders will
be delivered in 2020.
Page 26 of 37
Section 27
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Cultural Plan Key Themes Highlights
Two significant Council capital infrastructure projects
have included creative design components in their
concept plans. These are the Hinterland Playground and
the Peregian Digital Hub – stage 2.
An audit of Public Art in the Noosa region was undertaken
and priority repair works completed on key artworks.
Initial discussions undertaken within Council and with
Creative Alliance on a regional booking system for
Public Art performing arts spaces, to improve awareness of publicly
accessible small spaces for performance, rehearsals and
exhibitions. Discussions to continue in 2020.
Environmental values and issues were explored through a
variety of creative platforms:
o ART+CLIMATE=CHANGE 2019 – Noosa Regional
Gallery curated an exhibition for this Internationally
renowned festival; the first venue to do so outside
Victoria.
o Floating Land 2019, a biennial outdoor art and
environment program, specifically themed to highlight
the ways in which humanity leaves its mark on the
Artist, Masao Okabe – Floating Land environment. This iteration was experienced by
approximately 65,000 people.
o A further 6 exhibitions in Noosa Regional Gallery’s
ongoing exhibition program that engaged with
environmental themes.
o 2019 Regional Arts Development Funding (RADF)
programs which included a theme of Art, Environment
and Sense of Place.
o Economic Development hosted the EarthTech
Floating Land opening event with travelling program at the Peregian Digital Hub. This program
colony and Kabi Kabi Dancers was a 3 day summit which invited purpose-driven
young people with a passion for solving the world’s
most pressing environmental and social issues to
participate in a Global Earthtech challenge.
Earth Tech Summit
Over 2000 people attended one of 94 Library outreach
People and Participation programs and over 65,000 people engaged in arts and
cultural activities through the Gallery’s Floating Land 2019
Individually and collectively, our exhibition
community will experience the many Libraries and Galleries delivered programs at a variety of
benefits of a culturally rich and creatively local festivals including Cooroy Fusion Festival (over
engaged society 10,000 people), Noosa Show and Booin Gari.
Floating Land 2019 presented 21 projects and 38
associated events outside non-traditional venues, with
several community collaboration activities that included
First Nations’ artists.
Page 27 of 37
Section 28
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Cultural Plan Key Themes Highlights
o A series of dazzling, hand-painted caravans inspired
by Brook Andrew’s Wiradjuri heritage were part of
Floating Land 2019 and creative workshops and
artist talks conducted within these during the event.
Two schools and a group of First Nation’s artists
were engaged to paint the caravans.
o A performance by the Kabi Kabi Dancers at Boreen
Point.
o An installation by leading Kabi Kabi contemporary
artist, Bianca Beetson, at Lake Weyba, engaging
Outreach Library program – Booin Gari with the history of Murdering Creek.
Festival o A sound art project by Leah Barclay that
incorporated Kabi Kabi stories narrated by Kabi Kabi
man, Lyndon Davis.
o Story telling by Aunty Helena Gulash and a
performance by the Cherbourg Dance Troupe at
Noosa Regional Gallery.
A young Kabi Kabi artist, Shauna Hill, was mentored
through a Digital Hub internship to develop her digital
illustration skills and begin providing professional
services. Shauna undertook her placement at Deadly
Expresso, the Hub’s coffee kiosk, and while doing her
placement, she landed two international graphic design
jobs with Biopak and B1G1. The Peregian Digital Hub
aims to continue providing similar opportunities for more
people who have a passion for digital technology while
First Nation artists in front of Travelling running the Coffee kiosk and reception duties.
Colony caravan by Brook Andrew Libraries, in partnership with the Peregian Digital Hub
delivered an Engaging Science grant funded project
called ‘Fly for Good’’ – this was an inter-school program
where 18 local schoolgirls from five high schools across
the coast were taught how to fly drones and use them to
resolve important environmental and humanitarian
problems.
A series of Grow Your Arts professional development
workshops for local creatives were delivered at the
Central Queensland University campus and Butter
Factory Arts Centre.
An internal review/audit of creative programs and
activities delivered by Noosa Council was undertaken.
Inaugural Masterclass Series developed and delivered by
Shauna Hill – intern at Digital Hub Noosa Regional Gallery with 8 leading artists from around
Australia delivering practical skills development
workshops to local artists in a fee for service model.
Council provided ongoing support to stakeholders to
Knowledge and Learning understand issues around organisational sustainability
through Strategic Planning support programs, and
Relationships and networks will be Presidents, Treasurers, Secretaries and WH&S education
nurtured to share ideas and knowledge sessions.
and problem solve collectively 2019 Regional Arts Development Funding programs
included environmental exhibitions, artists in residence
and masterclass programs.
A series of creatives in residence programs were hosted
at the Peregian Digital Hub, providing talks, seminars and
workshops to enhance local knowledge and nurture
relationships and networks.
Noosa Regional Gallery and the Butter Factory Arts
Centre delivered a series of Masterclasses and
Page 28 of 37
Section 29
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Cultural Plan Key Themes Highlights
workshops to ensure accomplished arts practitioners
could share their knowledge and skills with local and
emerging artists.
Floating Land 2019 ensured that professional artists
worked with local emerging artists to build skills and
knowledge.
Libraries delivered a range of workshops on emerging
technologies, including 3D design and printing in the
Library Makerspaces to encourage users to be creative
and learn through experimentation, which will spark new
ideas and new ways of thinking.
Helena Gulash – Story Place Project, Community Development delivered Grants and Nibbles
Floating Land 2019 evening events to support organisations with information
regarding funding opportunities.
An Art at Home instructional video series was created by
Noosa Regional Gallery and delivered via the Gallery’s
website to continue access to learning opportunities put
on hold during COVID-19.
Masterclass Series with prize winning
artist Juan Ford
Art at Home video series opening slide
Council explored the feasibility of a new signature
Growing the Cultural Economy Regional Gallery through an internal review of the existing
Noosa Regional Gallery. In June 2020, a contractor was
Arts, culture and heritage will play an selected to undertake the Pre-feasibility Study, which will
increasing role in the economic health of be completed by December 2020.
the local region Visual and performing artists were supported in
developing their home-based businesses via:
o The Grow Your Arts grant-funded workshops
o A concierge style service provided to all businesses
in Noosa by Council’s Economic Development team
Butter Factory Arts Centre created an online Artisan Shop
during the COVID-19 pandemic to continue to showcase
local artists and improve access for local products to
buyers.
Economic Development team:
o Commissioned a short film showcasing the Digital
Hub proposition, including up-coming events
program to improve marketing of cultural venue and
activities.
o Hosted a number of MeetUp events at the Digital
Hub for the many talented visual storytelling
creatives living on the Sunshine Coast who are
Grow Your Arts Workshops involved in film, tv, video, photography or related
Page 29 of 37
Section 30
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Cultural Plan Key Themes Highlights
services to inspire and up-skill the screen industry on
the Sunshine Coast to grow the profile of the sector
and attract opportunities for local creatives.
Planning started for the development of a touring
exhibition focussed on wood fired ceramics from the
Cooroy region with the view to brand this ceramic work as
a marketable product.
Rowley Drysdale creating a pot to be wood
fired in Cooroy
Council has completed concept plans for the second
The Digital Future phase of the Peregian Digital Hub.
Noosaville Library Makerspace was created and opened
Technology will drive new art-forms, in November 2018. This digitally-creative space provides
provide platforms for the dissemination of access to digital arts technology and training and hosts
cultural product and spring-board new 3D printers, Virtual Reality, digitisation equipment and
careers sewing machines.
A number of programs which include digital arts and
showcases digital creatives were delivered, including:
o Noosa Mnemonic, a virtual reality residency project
hosted at Noosaville Library. The aim of this project
was to create VR pictures of Noosa constructed from
individual community-members memories
o 3D Intensive Design and Printing – a four-day
course, funded through the Engaging Science grants
Noosaville Makerspace - 3D workshops provided eight scholarships to introduce participants
to the concepts needed to design, model and
manufacture simple objects from idea to print.
o Creatives in Residence, an artist in residence
program hosted at the Peregian Digital Hub
o Floating Land - immersive art exhibition from student
artists, alongside analogue approaches in Gallery
exhibition program
o Open Studios art exhibition program hosted at the
Peregian Digital Hub
o Immerse High, the world’s first immersive storytelling
3D Intensive Design and Printing course competition and VR Conference featuring local digital
artists was supported by Council
Libraries provided a series of Beginner 3D design and
printing workshops to Council staff, to ensure Council
staff have the skills to support the community in adopting
and using new technologies.
Twenty Noosa Community Support employees utilised the
Noosaville Makerspace to evaluate the possibility of using
the Virtual Reality equipment to train their staff using
Dementia Australia’s VR program, which enables carers
to experience what living with dementia is like.
Immerse High inter-school VR competition Delivery of a digital animation Masterclass by award
winning artist, Todd Fuller, at Noosa Regional Gallery.
Page 30 of 37
Section 31
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
2019 Action Plan – Actions Needing Closer Attention
The review of the 2019 Action Plan identified four actions that need closer attention and these will
have priority in the delivery of the 2020/21 Action Plan.
i. A review of Council’s approach to visual and performing art in public places:
a. 2020/21 – draft Public Arts Policy to be developed including community consultation
ii. Work with stakeholders to improve awareness of publicly accessible small spaces for
performance, rehearsals and exhibitions:
a. A number of physical venues have closed following the COVID-19 pandemic. The
Cultural Working Group will collaborate with Regional Arts Services Network (RASN)
to undertake an audit of existing small public performing or exhibiting spaces and
associated opportunities which can support and mentor local performing artists
iii. Work with stakeholders to improve marketing of cultural venues, activities and events:
a. To be prioritised in 2020/21
iv. Review Council’s model for cultural development:
a. 2019 - an internal review of Council’s cultural service activities and methods of delivery
completed. Potential structure options that may address identified resourcing gaps
explored
b. 2020/21 – review to continue
Impact of COVID-19 on Cultural Sector
The impact of COVID-19 on the cultural sector is being felt around the world at a national, regional
and local level. Venues catering to all art forms have had to abruptly close to the public, cancelling
performing and exhibiting opportunities to artists.
It has also transpired that many of the artists impacted by COVID-19 have been deemed ineligible
for Jobkeeper. This has been compounded by the fact that artists at various stages of their careers
often have secondary sources of income as casual employees and many of these work
opportunities have declined.
Even as the cultural sector moves into the recovery phase, attendance at venues is strictly limited,
in many cases making the staging of performances prohibitive. Similar, attendance at Galleries is
markedly down as restrictions on interstate and international tourism has cut into usual attendance
numbers. Additionally, the broader economic downturn means that there is less discretionary
income for cultural products.
On the positive side, communities are turning to culture as a source of comfort, well-being and
connection during this uncertain time. An opportunity exists as the recovery phase continues to
make use of cultural sector product to help drive domestic tourism alongside other offerings. After
long delays, the Federal Government has just announced its first response package to support
artists, arts practitioners, arts groups and arts organisations coping with the impact of COVID-19.
The package acknowledges the significant impact of COVID-19 on the sector, and focuses on
stabilising arts companies, securing jobs for artists and arts workers and delivering COVID-19 safe
cultural experiences for audiences.
2020/21 Implementation Action Plan
The proposed 2020/21 Action Plan, included at Attachment 3, includes twenty-eight actions across
the six Cultural Plan themes. The actions were selected by Council’s Cultural Plan Working Group,
which includes representatives from Libraries and Galleries, Community Development, Corporate
Services, Environment and Sustainable Development and Infrastructure Services.
The 2020/21 actions have been selected to build on the work previously undertaken, to make
progress on the priority focus areas and to provide support to the cultural sector following the
Page 31 of 37
Section 32
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
COVID-19 pandemic. Actions include an economic assessment of the impact of COVID-19 on the
local cultural sector, advice and support for this sector in accessing COVID recovery funding and
a range of cultural sector development opportunities.
Responsibility for the delivery of the 2020/21 Action Plan will be overseen by the Community
Services department and delivered with a cross-departmental approach.
Previous Council Consideration
Ordinary Meeting, 17 May 2018, Item 3, Page 10
That Council note the report by the Manager, Libraries and Galleries to the Services and
Organisation Committee dated 8 May 2018 and:
A. Approve the Draft Noosa Cultural Plan 2018 – 2023, included at Attachment 1 of this report,
for the purposes of community consultation, with additional wording under “Local Challenges
and Issues” and also “Local Community Priorities” noting that the dot points in each case
summarise issues raised by the Reference Group and stakeholder consultation; and
B. Request the Chief Executive Officer collate and consider the feedback for the purposes of
developing a final Noosa Cultural Plan for the future consideration of Council.
Ordinary Meeting, 20 October 2016, Item 5, Page 8
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 11 October 2016 and:
A. Approve the Arts, Culture and Heritage Plan Scope as provided at Attachment 1 to the report
subject to minor amendments approved by the CEO including the inclusion of an indigenous
community representative on the reference group;
B. Appoint Cr Wilkie to the reference group; and
C. Delegate the appointment of the proposed community membership of the reference group
to the CEO in consultation with the Mayor.
Finance
The majority of the actions undertaken in the 2019 Action Plan were delivered in-house and within
the existing core budget allocations and approved new initiatives across a range of Council
departments and branches. This includes an annual allocation of $10,000 from the Social Strategy
to assist with the implementation of the Cultural Plan and $50,000 allocated in the 2019/20 budget
to undertake the Gallery Pre-feasibility Study.
The actions in the 20/21 Action Plan will largely be funded within existing budgets. External funding,
partnerships and strategic alliances with professional bodies, community groups and individuals
will continue to be sought to help achieve the goals identified in the Cultural Plan.
The first Action Plan aligned with the 2019 calendar year, whereas the second Action Plan is
designed to be delivered across the 2020/21 financial year to enable easier reporting and financial
planning.
Risks & Opportunities
As a result of the unfolding COVID-19 crisis, performance venues have closed with little or no
notice, organisations have been forced to cancel their programs and activities, and many art
workers have had significant negative impacts to their immediate and future livelihoods. The impact
is not just on the cultural and creative sectors. The flow on effect is immense for the broader
community and economy in related industries driven so strongly by the arts and creative industries,
such as tourism, hospitality, regional and community businesses.
During the recovery phase, an opportunity exists for Council to work with artists, organisations,
industry and government to deliver a development program to assist our cultural sector through
this period. With the recent release of federal funding for the cultural sector, Council also has the
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Section 33
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
opportunity to provide advice and support to the local arts community in accessing this financial
support. Without this support, the potential disappearance of Australian creative work from our
lives will have a major social and cultural impact on the Australian public in both the short and long
term.
The progress of the 2019 Action Plan and development and endorsement of the 2020/21 Action
Plan are essential to achieving cultural aims outlined in the Cultural Plan and revitalising our
cultural community. There was extensive community consultation and community interest in the
development of the Plan, and it is essential that Council continue to achieve actions determined
and expected by the community.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director Director
Executive Support X Community Development Financial Services
X Community Facilities ICT
X Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services X Environment & Sustainable Development X Infrastructure Services
Director X Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance X Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
X Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
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Section 34
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
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SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Services & Organisation Committee
7 July 2020
Noosa Cultural Plan — 2019 Action Plan Attachment 2
projects
Places and Spaces | Align Heritage Levy funded projects to Cultural Planpriorities =| SS July 2019
audit of existing Public Art and development of draft Public Arts policy
| Increase inclusion of creative/arts component in Council infrastructure projects |_| Underway
ertomancetchearakendenhstens mney] [MN
performance, rehearsals and exhibitions
imadtontheeniounent nme powderromames | pee
impact on the environment
main/traditional venues
ease parpaton ates omemmnnscemensrovronsenard | eee
increase participation rates
edunteorchngetchaiour ne poeamnee | ee
educate or change behaviour
Knowledge and Learing
| Work with stakeholders to understand issues around organisation sustainability |_| April 2019
| Align RADF grant funding to Cultural Planthemes, goalsandactions | | Feb 2019
Page | 1
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SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 35 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Services & Organisation Committee
7 July 2020
Noosa Cultural Plan — 2019 Action Plan Attachment 2
Growing the Cultural Economy | Undertake feasibility study for new/upgraded Regional Gallery
Work with stakeholders to improving marketing of cultural venues, activities and v Sep 2019
events
Help visual and performing artists understand how they can operate home-based March 2019
businesses within existing planning and regulatory framework
The Digital Future Commence planning for the second phase of the Digital Hub
Implement a makerspace within Noosaville Library to provide access to digital arts v
technology and training
Council’s cultural service areas to program activities which include digital arts and v
showcase digital creatives
Provide opportunities for Council staff to increase skills and knowledge in new July 2019
technologies
Page 35 of 37Section 36
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Page 36 of 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Services & Organisation Committee
7 July 2020
Noosa Cultural Plan — 2020/21 Action Plan Attachment 3
History and Heritage Develop an online heritage portal to host and provide access to digitized heritage material and po
encourage collaborative content creation and story building
Develop Conservation Management Plans for the two State-heritage listed properties owned by | W
Noosa Council (Cooroy Lower Mill Site Boiler House and Kilns and Noosa River Holiday Park)
to provide expert recommendations and guidelines for preservation and to protect and maintain
built heritage infrastructure.
Reel Stories of Noosa: Engage with community to locate historic film/video footage of Noosa pe
(e.g. home movies) preserve via digitisation
Noosa Notables Stage 3: continue to record interviews with strong connection to Noosa P|
Places and Spaces Work with local stakeholders to review Floating Land to provide greater continuity and vo
connection between iterations
Work with stakeholders to improve awareness of publicly accessible small spaces for
performance, rehearsals and exhibitions
Undertake an audit of existing public performing spaces to identify new spaces and/or v
maximise existing spaces available for artists to perform
Undertake community consultation to inform a Public Arts Policy and develop a draft Public
Arts Policy
Include cultural representatives in stakeholder consultation as part of Placemaking pilot
People and Participation Include opportunities for arts and cultural activities in Council’s Bushfire and Covid-19
Recovery Plans
Engage local creatives in the development and delivery of the Noosa Seed Library project |
Council’s cultural service areas to program outreach activities to engage young people in the pe
arts
Knowledge and Learning Complete the review of Council’s model for cultural development |
Page 36 of 37Section 37
SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
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SERVICES & ORGANISATION COMMITTEE AGENDA 7 JULY 2020
Services & Organisation Committee
7 July 2020
Noosa Cultural Plan — 2020/21 Action Plan Attachment 3
Deliver local artist mentoring or professional development opportunities to share knowledge pe
and skills
Deliver training for creative and cultural groups on contemporary volunteer engagement and
management
Ensure Council's grant programs align with goals of Cultural Plan |
Growing the Cultural Complete pre-feasibility study for new/upgraded Regional Gallery v
Economy
Work with stakeholders to improve marketing of cultural venues, activities and events |
Develop Wood-fired Ceramics from the Cooroy Region travelling exhibition
Explore options to improve buyer access to local products and help artists expand markets
Identify creative industries/nodes/precincts - to support clustering or co-location to develop So
future creative industries
Undertake an economic assessment of the impact of COVID-19 on local cultural sector P|
Support the local cultural sector in accessing Covid recovery funding P|
The Digital Future Improve Council cultural websites enabling additional digital content and archiving projects. P|
Host residencies and workshops which showcase local digital creative/talent to inspire and v
enable members of the community to pursue digital pathways in their work, art or hobbies.
Offer skill development programs to up-skill and cross-skill members of the community so that
they can participate more fully in growing sectors of the new economy like advanced
manufacturing, e-commerce and robotics.
Deliver youth skills development programs provided in-school, after-school and in school v
holidays to build a long term talent pipeline to fill the jobs of the future.
Deliver an ecosystem support program for digital creative sectors including music production vo
and screen media.
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