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2019-07-09 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 9 July 2019
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 EVENTS POLICY - PUBLIC CONSULTATION OUTCOMES AND AMENDED
POLICY FOR ADOPTION 3
2 PROPOSED TENURE RENEWALS AND TENURE RENEWAL STATUS UPDATE -
COMMUNITY ORGANISATIONS 15
3 EXPRESSIONS OF INTEREST FOR COMMUNITY ACTIVATION LEVEL 1 OF
PEREGIAN BEACH SURF CLUB 20
4 WASTE DISPOSAL FEES AND CHARGES FOR CONCRETE 32
5 ADOPTION OF BUILDINGS AND FACILITIES ASSET MANAGEMENT PLAN 34
6 COUNCILLOR MEETING ATTENDANCE BY TELECONFERENCE AND LEAVE
OF ABSENCE 39
7 APPOINTMENT OF 2020 SHOW HOLIDAY 42
REPORTS FOR NOTING BY THE COMMITTEE 44
8 OUTCOME OF QUEENSLAND TREASURY CORPORATION CREDIT REVIEW 44
CLOSED SESSION -
Page 2 of 47
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 EVENTS POLICY - PUBLIC CONSULTATION OUTCOMES AND AMENDED POLICY
FOR ADOPTION
DOCUMENT INFORM AT ION
Author Denis Wallace, Property Advisor
Corporate Services Department
Index ECM/Subject/32.03 Draft Events Policy Submissions/34.75 Events Policies
Attachments 1. Summary of Issues Raised in Submissions
2. Amended Events Policy
EXECUTIVE SUMMARY
Community and stakeholder consultation on the draft Events Policy was undertaken in May and
June 2019. Whilst the number of submissions represented only a modest level of engagement,
the issues raised are broadly consistent with community feedback in recent years. Key themes
include the impact of events due to lack of public access to parks and beaches, road closures
and concerns with increasing event numbers and durations.
A number of amendments are recommended in response to the consultation feedback and a final
Events Policy is presented for adoption. Following the policy adoption staff will prepare
supporting guidelines to help event organisers to apply for and manage their events. Given the
ongoing community concern with the overuse of the tourism precinct at Noosa Heads,
investigation of options for a new land use master planning process for that area is also
recommended for future Council consideration.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 9 July 2019 and:
A. Adopt the final Events Policy included as Attachment 2 to the report;
B. Authorise the CEO to make any required minor amendments to the Policy prior to
publication;
C. Note staff will now proceed to finalise event guidelines to support the policy;
D. Request the CEO to investigate options for Council’s website to inform residents of all
upcoming road closures; and
E. Request the CEO to investigate options to undertake detailed community land
management planning for the Hastings Street Precinct in accordance with the Land Act
1994 for future Council consideration.
Page 3 of 47
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
REPORT
The purpose of this report is to summarise the outcomes of the community consultation for the
Draft Events Policy, seek adoption of the final policy and consider the next steps in progressing a
regulatory framework for events in the shire.
1. Background
A Draft Events Policy was prepared following internal Council consultation in early 2019 and was
formally adopted for the purpose of community consultation at Council’s Ordinary meeting in April
2019. The report noted the new events policy will sit atop an events framework, as outlined in
Figure 1 below.
Figure 1 – Events Framework for Noosa Shire
Council has previously prepared second tier documents under this framework, being the
Noosaville Foreshore Land Use Master Plan and the Main Beach Events Policy.
2. Community Consultation Process and Outcomes
Community consultation on the draft Events Policy was undertaken from 9 May to 13 June 2019
and included:
Promotion through local newspapers, social media and Council’s website;
A Your Say Noosa project page allowing written submissions in a range of ways; and
A presentation to key stakeholders via the Sustainable Tourism Stakeholder Reference
Group, which includes 15 key community, business and industry groups.
Page 4 of 47
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Figure 2 – Your Say Noosa Project Page
Figure 3 – Sample Facebook Posts
19 submissions were received during the consultation period, including 13 residents, 3
community groups and 3 business/industry groups - representing only a modest community
response to the draft policy.
A number of submissions reflected residents’ general views on events, rather than the content of
the policy specifically. Others provided detailed feedback on the policy wording. A table outlining
the range of issues raised is including as Attachment 1, with key themes further discussed
below.
Page 5 of 47
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Event Impacts
The majority of submissions raised concerns with the impact of events on residents and existing
businesses, including:
Lack of access to recreational areas, public spaces and tourist locations;
Congestion and overcrowding;
Road closures;
Loss of quiet weekends for residents to enjoy Noosa’s attractions; and
Increasing events numbers and event durations (including bump in and bump out times).
These concerns are consistent with community feedback and media coverage in recent years,
which led Council to respond with the adoption of the Main Beach Events Policy, establishment
of a Sustainable Tourism Stakeholder Reference Group, preparation of the draft Events Policy
and other associated studies. The new events policy addresses a clear policy need and will form
the key part of a framework (along with subordinate policies, plans and guidelines) allowing
Council to better manage the conduct and impact of future events in Noosa.
Capping of Event Numbers
Most of the submitters that expressed concern with the impact of events also called for a
moratorium on new events or a cap on overall event numbers. The draft policy notes Council
may seek to limit the number of events in key precincts, as it has already done on the Noosaville
foreshore and Noosa Main Beach. This wording is further strengthened in the amended policy
and includes the following new statement:
Tourism Events in the Hastings Street precinct are not to exceed 7 total events.
The Hastings Street precinct applies to Hastings Street, Main Beach, Main Beach West, Noosa
Woods and Noosa Lions Park. The table below provides the overall event numbers in the
precinct in recent years:
Event Type 2016 2017 2018
Tourism 6 7 7
(e.g. Noosa Tri, Noosa Food &
Wine and Festival of Surfing)
Community 20 16 18
(e.g. nippers carnivals, surf
contests, ocean swims and charity
events)
Corporate 27 29 26
(e.g. corporate dinners, team
building and conference events)
Total: 53 52 51
A cap on major events in this precinct is considered appropriate, as continued growth in numbers
would be contrary to the broad policy intent and sustained community feedback. Caps already
exist under the Main Beach Events Policy (including 7 tourist events) and this new provision will
align with and extend that cap to include Hastings Street, Noosa Woods and Lions Park and
provide greater clarity for residents. The potential to undertake new master planning for the
precinct is also discussed later in this report.
Page 6 of 47
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Events Should be Relocated from Noosa Heads
A number of submitters called for Council to identify a new location for major events away from
tourism precincts to ease congestion and pressure on high use areas. Part (d) of the policy
provides potential for this outcome but Council is yet to investigate or identify such a site/s.
The recommendation section of this report includes an item for Council to investigate options to
undertake a master planning exercise for Noosa Heads, similar to the Noosaville Foreshore Land
Use Master Plan completed in 2018. This would provide for detailed community and stakeholder
consultation to support any future changes.
Policy Language
A number of submitters were concerned with the use of passive or uncertain language in the
draft policy (e.g. may, generally, seek to) and the amended Events Policy in Attachments 2 and 3
incorporates changes to provide clearer wording in a number of locations.
Exclusivity
A small number of submissions objected to the high entry cost to some major events and
requested the policy require free activities for locals at every event. Community inclusion was
considered in the drafting process and, on balance, the policy accepts that the range of events in
Noosa will provide a variety of experiences and opportunities, which include many affordable
events across Noosa’s event calendar.
Single Use Plastics
In response to a detailed submission regarding the use of plastics, the wording of part (f) is
recommended to be changed to bring forward the phase-out of single use plastics for tourism
events to 2020 in line with Tourism Noosa’s approach, with all other events to follow by 2021.
3. Proposed Amended Events Policy for Adoption
The amendments proposed to the Events Policy are as per the tracked changes version of the
document included in Attachment 2. This document is recommended for adoption.
4. Next Steps
Adoption of the Events Policy will mean primary documents for the events framework (shown in
Figure 1) will be in place and staff will proceed to the preparation of event guidelines to help
event organisers to apply for and manage their events.
In response to ongoing community concerns regarding the impact of road closures, it is
recommended Council’s website be amended to list all upcoming closures (including those for
events, roadworks, etc.).
The feedback received through the events policy consultation broadly reflected ongoing
community concerns with the impact of events on local residents and businesses, particularly
with major events in tourism precincts. Staff are of the view that a new land management
process, involving extensive community and stakeholder consultation, is now warranted for the
Hastings Street precinct. A master planning process, similar to that recently undertaken for the
community land along the Noosaville foreshore, would provide opportunity to holistically consider
the recreational, commercial and community use of all community land (parks, reserves,
beaches, roads and carparks) in that area. The recommendation includes an item for staff to
investigate options to proceed to a new master planning process for future Council consideration.
Previous Council Consideration
Ordinary Meeting Minutes, 18 April 2019, Page 14, Item 5
That Council note the report by the Property Advisor to the General Committee Meeting dated 15
April 2019 regarding the Draft Events Policy for Noosa Shire and agree to adopt the Draft Policy
for the purpose of proceeding to community consultation.
Page 7 of 47
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Finance
The recommendation proposes options for a new master planning project for Noosa Heads be
investigated. This is likely to be a significant project to be considered via a new initiative in the
2020/21 budget.
Risks & Opportunities
Risks
The new Events Policy and its supporting framework aim to address risk associated with
increasing requests to hold events on community land and community concerns with those
events by clarifying Council’s principles and requirements and improving guidance to staff, event
managers and stakeholders.
Opportunities
The Draft Events Policy outlines the objectives sought by Council, which outline opportunities for
Noosa’s events to be of the highest quality, successful and broadly accepted by the community.
Consultation
External Consultation - Community & Stakeholder
Community Consultation through Your Say Noosa
Sustainable Tourism Stakeholder Reference Group members
Tourism Noosa
Internal Consultation
All Councillors
Director Community Services
Director Corporate Services
Manager Property
Property Officers
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer x Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X 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 8 of 47
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Page 9 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
ATTACHMENT 1 - SUMMARY OF ISSUES RAISED IN SUBMISSIONS TO THE DRAFT EVENTS POLICY
Concerns with Event Impacts
e Impact of events is increasing year on year and total event | Residents’ concerns with events
durations are also increasing. impacts are noted. The new Events
e Increase in frequency and scale of events is having a significant a and Seabee framework aims
impact on residents. New events are being proposed for the to address those impacts.
benefit of external stakeholders at the expense of the Noosa
Community.
e Additional events are being approved that are not in the
community interest and cost the ratepayer.
e Events are impacting on residents’ access to recreation areas at
Noosa Heads and Noosaville.
e Very limited number of weekends where either of these areas is
not impacted by events (only 16 out of 52 weekends).
e Tourism infrastructure is primarily paid for by ratepayers and
they should have access to these areas.
e Many hinterland residents have given up visiting Noosa’s natural
attractions and tourism precincts due to overcrowding, traffic
congestion and lack of access.
e Tourism and events are now year round and we no-longer have
periods of respite for residents or allow regeneration of natural
areas.
e Greater emphasis should be placed on minimising disruption of
residents.
e NYE Beach Party should not be approved again.
e Way too many events currently and there should be a limit of 6
major events at Noosa Heads. For example, there was an event
every weekend in May 2019.
e Resident access to Noosa Heads on weekends has become
very difficult.
e Noosaville and Noosa Heads events have significant impacts on
residents. Particularly in blocking access and egress and
creating noise.
e Large events have significant bump-in and bump-out times and
there impacts may exceed their benefits.
e Residents need to have an off-season to get a reprieve from
commercial activity and to allow the environment to regenerate.
e Overcrowding, over-commercialisation, too many events risk
and road closures significantly impact on Noosa’s values, the
reasons people visit and liveability for residents.
e Public access should be prioritised.
e Too many events and closures of public areas already.
Road Closures The Events Policy seeks to avoid new
e There are too many road closures already and they should be | '@d closures and can facilitate the
reduced. reduction of road closures via future
. . precinct plans where _ reflecting
e Road closures and traffic congestion are a primary concern. community needs.
¢ Residents must know in advance how many times a year roads | an “Upcoming Road Closure” page is
will be closed. recommended to be added to Council's
website. Better communication of road
closures will be required via the
upcoming “Event Communication
Guidelines’.
Page 9 of 47Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Page 10 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Commerciality
e Vested interest should not be allowed to influence decision
making.
e No more commercial use of public land!
Exclusivity
e A number of events are expensive and are unaffordable for | Noted. The Policy acknowledges the
families. Events should include at least 1 free event, such as | range of event types provided in Noosa
used to happen at Noosa Long Weekend. and does not seek to mandate free
e Too many events are too expensive and exclusive. events, given many already exist on
Noosa’s events calendar.
e Please ensure there are some events that are free.
Number of Events Should Be Capped
e Nonew events should be added and the number of days events | Agree. A cap on tourist (major) event
are held should be reduced. numbers at the Hastings Street precinct
e There should be no increase in numbers of events in Noosa. at 2018 levels is recommended to be
. = added to the policy.
e Please introduce restrictions on new events, cut back the days
that events are allowed, and certainly reject further events. ; ;
e Policy allows Council to approve additional events. Residents tae a tae pried
must know how many times a year roads will be closed — and _s :
wheal ior. road closures but no increase is
. f supported.
e A cap on number of events in coastal precincts should be
included.
e Please ensure there are a few weeks and weekends that are not
inundated with events.
Noosa Heads Lions Park
e Residents also must have a timetable of events for Noosa Heads | Noted. Noosa Heads Lions Park has
Lion’s Park. This is now being used as a major entertainment | an extended history of hosting major
hub, with completely inadequate parking. events. Reductions to events should be
e Events in Lions Park should have greater limits on noise. addressed by a future precinct plan.
e Lions Park should be added to the areas identified in the oe An eens to oar 2
Guidelines as susceptible to bad weather and requiring GERaSaIS SSCeOIL Ss FCoE:
contingency plans.
Transport and Parking This is currently the case for major
e Free Shuttle Busses should be required for all Hastings Street | events and will be articulated in
events. Council's Events Transport Guideline.
° Parking areas in Noosa Heads used for events should be made | This is not feasible for major events due
available the day after events finish. to ‘bump out’ requirements.
Find a New Events Site
e Anewremote events site should be identified to relieve pressure | Noted. The policy states Council will
from the tourism precincts by 2020. encourage identification of a new
e dedicated events and accommodation site, similar to Elements | 0cation(s) for events. No obvious site
in Byron Bay should be facilitated. currently exists and further study will
. . . likely be required.
e Alternative locations to Hastings Street / Noosa Heads should
be identified and considered.
e Analternate site away from tourist precincts should be identified
to hold events.
Policy Language
e Wording of Policy statements needs to be strengthened, e.g. the | Agree. A number of passive words are
words ‘desired’, ‘aim to’, ‘seek to’ and ‘generally’ should be | recommended to be removed in the
replaced with stronger terms, so these parts of the policy are not | final policy. Some remain where
open to interpretation. necessary to reflect future
e Policy language should be more direct and clear. consideration of altematives.
Page 10 of 47Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Page 11 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
e Wording is too loose and flexible. Having a policy which
basically says ‘may’, ‘generally’ or ‘preferred’ gives absolutely no
certainty to residents.
Community Assets — Wordin
Suggest policy part (b) is amended to replaced with: “Events must | Agee in part. Part (b) of the policy has
create contingency, environmental and recovery plans to minimise | been amended to add a statement
the impact on the environment, public infrastructure or other | requiring contingency plans for
community assets.” locations susceptible to bad weather
and for event holders to meet any
rehabilitation costs.
Ratepayer Burden
e Should be full transparency of Council’s costs incurred in | The Policy states events must provide
supporting events. community benefit and that tourism and
° Events are being approved that are not in the community interest | fOf-Profit events are not subsidised by
and cost the ratepayer. ratepayers.
Community event assessment fees are
currently subsidised and will continue to
be.
Compensation
e Individuals and businesses should be compensated for impacts | Disagree. This is not considered
such as access and trade. There is a case for events approvals | feasible and would create a process
that benefit the organisers and stakeholders financially toinclude | open to abuse and dispute. Such
conditions to consult and possibly compensate adversely | impacts need to be acceptable on-
impacted businesses and residents. balance if an event is to be approved.
Sustainabilit
e The 2021 phase-out date for single-use plastics should be | Agree in part. Target is recommended
brought forward. to be brought forward for Tourism and
* Detailed plastic-free policy/guidelines should be included (with | Major Events to 2020.
wording provided by the submitter). Detailed plastic free requirements are
e The policy should be consistent with Tourism Noosa’s Event to . oe addressed by the upcoming
Guidelines. guideline. . . ; ,
e Sustainability KPls should be published for events. The opportunity for alignment with TN’s
guidelines will be further considered
with Councils Guidelines to be
prepared following the adoption of this
policy.
Existing Main Beach Events Policy Noted. Council could resolve to review
* Concerned with the existing adopted Main Beach Events Policy | ‘ts Main Beach Events Policy adopted
regarding number of events and Council's ability to approve | iN 2018 or proceed to a new precinct
more. plan to provide the community with
. . . extensive opportunity to plan for the
e The Main Beach Events Policy should be reviewed. future use of that area. A precinct plan
approach is supported by staff and
provision is made through the new
policy.
Community Events
e Not for profit community events should be made easier to run | Noted. However, all events need to
not harder. meet minimum community standards
° Under the definitions an even could be both a free to attend | "4 _ be subject to appropriate
Community Event and a Tourism Event. In that case it should conditions, management and oversight.
be considered a Community Event.
Security Noted. Police consultation is a
e Security is a concern and these events are at risk of terrorist | "equirement of all large events, which
attacks. specifically addresses this issue.
Page 11 of 47Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
ATTACHMENT 2
Page 12 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
ATTACHMENT 2
| ¢ y NOOSA Council Policy
mt mi Reeeveis EVENTS POLICY
Corporate Plan Reference: Theme 4: Long term planning for Noosa Shire
Endorsed by Council: 18 July 2019
Policy Author: Property Manager
POLICY PURPOSE
Events play an important role in bringing people together to celebrate and promote cultural,
community and environmental values. Noosa Council seeks to ensure that events held on
community land add to the culture and vitality of the area, while maintaining the shire’s liveability and
environment.
APPLICATION
This policy applies to events proposed or held on Council controlled land that require a permit under
Council's Local Laws. The policy does not apply to civic functions or ceremonies conducted by
Council, events on private land or events that do not require a permit.
DESIRED OUTCOMES
Events in Noosa Shire:
e Set benchmarks for quality and environmental outcomes;
e Help meet relevant goals and initiatives in Council’s adopted strategies and plans, including its
Social Strategy, Cultural Plan, Sport and Active Recreation Plan and Local Economic Plan; and
e Achieve broad community acceptance, with residents’ complaints minimised.
COUNCIL POLICY
Council’s regulation and assessment of events proposed on community land requiring a permit will
be subject to the following principles:
a) |Community access to public land is prioritised
The day-to-day recreational use of community land by residents and visitors will generally take
precedence over events.
b) Impacts on community assets are managed
Events must not adversely impact on the environment, public infrastructure or other community
assets.
Events in locations susceptible to bad weather must provide detailed contingency plans and meet
the cost of any repair and reinstatement of community assets.
c) Impacts on residents and local businesses are managed
Council willmay set limits on the number and nature of events in key precincts in the shire in order
to control impacts on residents and local businesses.
Applications that would have the effect of increasing the acceptable number of events in a precinct
with an adopted limit will require formal Council approval.
| New or additional road closures will be are-gereralh- avoided, particularly in high use areas or where
alternate routes are not available.
Page 12 of 47Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Page 13 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
COUNCIL POLICY - EVENTS POLICY
d) High use precincts are protected from overuse
Events proposed in high use precincts, such as Noosa Heads, must demonstrate valid locational
needs.
Tourism Events in the Hastings Street precinct are not to exceed 7 total events.
Given the limited available community event space in Noosa’s high use precincts, Council mayseek
teencourages the identification of identfy_alternative locations for staging events.
e) Noosa Shire’s range of events is diverse and inclusive
| Council will seekte-ensure the range of events held in Noosa is diverse, socially inclusive, supports
broad community participation and that each event provides clear community benefits.
f) Events employ sustainable practices
All events must employ sustainable environmental practices.
Council will prescribe minimum requirements for waste management and other measures.
Annual and repeat events must demonstrate continuing improvement in sustainable environmental
practices and progress toward best practice in event management, waste management and
sustainable transport.
Council will seek+te-ensure the use of single-use plastics is phased out for all tourism events by 2020
and for all other events by 2021. Their replacement by reusable, recyclable and compostable
alternatives will help foster new circular economies and innovation.
Balloons are prohibited for all events.
Council will generally only approve fireworks for Christmas and New Year’s Eve community events.
g) Locally owned and operated businesses are preferred
Event proposals from locally owned and operated organisations will generally be preferred in order
to retain benefits within the shire.
h) Not-for-profit community groups are preferred
Events run by incorporated not-for-profit community groups will generally be preferred over for-profit
organisations.
i) Ratepayers do not subsidise tourism events and events by for-profit organisations
A user-pays approach will be applied to ensure there is no ratepayer subsidy of permit administration
for tourism events and events by for-profit organisations.
j) Tourism events, corporate events and events by for-profit organisations contribute to
broader local environmental outcomes
Council may seek to establish new initiatives whereby tourism, corporate and for-profit events
contribute towards local environmental management initiatives.
GUIDELINES
Council will develop a framework of supporting guidelines, plans and procedures to support this
policy. While those will provide key details for applicants, the following primary requirements form
part of this policy:
e Applications that do not provide all mandatory information will not be accepted;
e Applications for events on a beach, Noosa Heads Lions Park,-or Chaplin Park, or other locations
susceptible to bad weather must include detailed contingency plans for an alternate site(s) in the
event of beach erosion, severe weather, inundation and the like; and
e Applications for new large events (exceeding 2,000 attendees) must be lodged a minimum of 6
months prior to the event.
Page 13 of 47Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Page 14 of 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
COUNCIL POLICY - EVENTS POLICY
ROLES AND RESPONSIBILITIES
Council’s Property Manager is responsible for the assessment of event applications, consultation
with stakeholders and the issue of event permits.
Council will formally consider applications that would have the effect of increasing the acceptable
number of events in a precinct with adopted event limits.
RELEVANT LEGISLATION & DOCUMENTS
Local Government Act 2009
Local Government Regulation 2012
Land Act 1994
Noosa Shire Council Local Laws (No.1 — No.7)
Noosa Council Corporate Plan
Noosa Main Beach Events Policy
Noosa Shire Environment Strategy
Noosa Sustainability Principles
Noosa Social Strategy
Noosa Cultural Plan 2019-2023
Noosa Shire Local Economic Plan
Commercial Use of Community Land Policy
Community Grants Policy
Community Engagement Policy
Transport Policy
DEFINITIONS
Council Controlled Land — has the same meaning as /oca/l government controlled area as defined
in Council’s Local Law 1 — Schedule 1 Dictionary but also includes roads as separately defined.
Events — means organised gatherings of people for festivals, parades, ceremonies, celebrations,
sports competitions, concerts, performances, rallies, and the like.
Community Event — means an event within the Noosa Shire organised by a _ not-for-profit
organisation primarily attended by people who reside within the Noosa Shire Council area.
Corporate Event - means an event staged by a business, corporation or not-for-profit organisation
for invited guests, for example with the purpose of inspiring or rewarding their employees, or else to
promote a brand, service or product. Specific examples include corporate dinners, promotional
lunches and team building activities.
Tourism Event — means an event within Noosa Shire endorsed by Tourism Noosa that contributes
to the Noosa economy and is primarily attended by people who reside outside the Noosa Shire.
Hastings Street Precinct — means the area including Hastings Street, Noosa Main Beach, Noosa
Main Beach West, Noosa Woods and Noosa Lions Park and adjacent road reserves and council
controlled land.
Geodon - Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
Page 14 of 47Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
2 PROPOSED TENURE RENEWALS AND TENURE RENEWAL STATUS UPDATE -
COMMUNITY ORGANISATIONS
DOCUMENT INFORM AT ION
Author Property Officer, Hayley Jamieson
Corporate Services Department
Index ECM/ 46.01 PROPERTY MANAGEMENT / Leases
Attachments 1. Expired Community Tenure Agreements and Renewal Status
2. Expiring Community Tenure Agreements to 31 December 2020
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 9 July 2019 and:
A. Note the Expired Community Tenure Agreements and Renewal Status provided at
Attachment 1 to the report.
B. Authorise the CEO to enter into tenure renewal negotiations with all community
organisations noted in Attachment 2 Expiring Community Tenure Agreements to the report
in accordance with the Community Purpose Land and Infrastructure Tenure Policy; and
C. Apply the exception to the requirement under Section 236 (1) (b) (ii) of the Local
Government Regulation 2012 for disposal of a valuable non-current asset other than by
tender or auction if the valuable non-current asset is disposed of to a community
organisation.
REPORT
Council administers 90 community tenure arrangements across the shire, relating to Council
owned or controlled land provided for use to various community organisations. Since the July
2018 update report to Council, the number of tenure agreements has increased by 1, and 9
tenure agreements have been completed (see Attachment 1).There are currently 5 expired
tenure agreements which are at various stages of renewal which are also noted in Attachment 1.
The new tenure agreements noted at the end of Attachment 1 are a result of new tenure requests
or existing groups that have occupied a site without formal tenure, and will be added to the total
number of tenure agreements under administration once completed. The Property branch will
continue to liaise with the Community Development branch to renew all agreements as efficiently
as possible.
There are a further 3 community tenure agreements that will expire by 31 December 2020
(Attachment 2). These 3 tenure agreements will be renewed in accordance with the Community
Purpose Land and Infrastructure Tenure Policy which was endorsed by Council at the March
2015 Ordinary Meeting.
Under Section 236(1)(b)(ii) of the Local Government Regulation 2012, Council can apply the
exception, by resolution, for the disposal of a valuable non-current asset other than by tender or
auction if the valuable non-current asset is disposed of to a community organisation.
Page 15 of 47
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Previous Council Consideration
Ordinary Meeting, 19 July 2018, Item 1, Page 9
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 10 July 2018; and
A. Note the Expired Community Tenure Agreements and Renewal Status provided at
Attachment 1 to the report;
B. Authorise the CEO to enter into tenure renewal negotiations with all community
organisations detailed in Attachment 2 to the report in accordance with the Community
Purpose Land and Infrastructure Tenure Policy; and
C. Apply the exception to the requirement for tendering of the leases under Section 236 (1) (b)
(ii) of the Local Government Regulation 2012 as the leases are to community
organisations.
Finance
Council requires formal tenure arrangements to ensure that effective asset management
arrangements and group obligations are documented including ongoing maintenance of buildings
and facilities in line with asset management plans.
Risks & Opportunities
Security of tenure is often a requirement of government agency (including Council) funding
programs that community organisations access. Groups may potentially be overlooked for
funding opportunities for projects and programs which improve facilities and build community
capacity if secure tenure arrangements are not in place.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Community Development Manager
Property Manager
Community Development Officer
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director x Director
Executive Support x Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws x 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 16 of 47
Section 17
ATTACHMENT 1
Page 17 of 47
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Page 18 of 47
Noosa Outrigger Canoe Club Inc. Trust [Permit] 2 Mill Street NOOSAVILLE Lot 165 SP223758 10/05/2019 10/05/2020
Pomona Cooran Amateur Rugby League Club fTrust [Permit | Straker Park’ Railway Road, COORAN Lot 117 MCH5050 10/05/2019 10/05/2020
Pomona and District Communtiy House Inc - LAWSONS SHED Freehold [Permit | 2 Station Stret, Pomona Lot 21 RP910994 10/05/2019 10/05/2020
Veggie Village Community Gardens Inc fTrust [Permit | 4 Rufous Street, Peregian Beach Lot 75 MCH839108 10/05/2019 10/05/2020
Australian Volunteer Coastguard Association Inc. rust [Permit | Claude Batten Drive, Noosa Heads Lot 115 MCH839107 10/05/2019 10/05/2020
aa On
Noosa Malibu Club Inc 100, Eenie Creek Road, Noosa Heads part of the Lot 100 SP239726 | 1107/2028
Girraween Sports Complex
Tewantin Noosa Lions Club Inc - Storage Shed 2 Poinciana Avenue, Tewantin ( Read Park) Lot 14 SP295888 | «#8082025 In Progress |
Noosa Community Garden Inc ( area around Tait Duke Cottage) reered fem 14 & 16 Earl Street Tewantin Qld ( Tait Duke Cottage | Lot 268 SP132627 & Lot 69 So 10/05/2020
and Earnst Park) RP41223
Permaculture Noosa Inc - Cooory Community Garden 26 Emerald Street, Cooroy Lot 234 MCH4082 | 800082025 [In Progress |
Ra OO Ta fee eerie EERE | Ree
Page 18 of 47Section 19
ATTACHMENT 2
Page 19 of 47
ATTACHMENT 2
Peregian Beach Community House Inc Freehold 255 David Low Way, Peregian Beach Lot 1 SP215942 08.02.2020
Tewantin Noosa Playgroup Association of Queensland Inc. 17 Moorindil Street, Tewantin Lot 68 MCH838013 29.06.2020
Pomona Arts Inc - Community Arts Gallery & Historic Center Freehold Pemt | 10 Station Street, Pomona Lot 22 RP910994 01.11.2020
Page 19 of 47Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
3 EXPRESSIONS OF INTEREST FOR COMMUNITY ACTIVATION LEVEL 1 OF
PEREGIAN BEACH SURF CLUB
DOCUMENT INFORM AT ION
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/ Property/139384/ EOI/1819E124
Attachments 1. EOI Evaluation Summary Sheet
2. Crowe Horwath Probity Report
EXECUTIVE SUMMARY
In March 2019 Council resolved to proceed a new Expression of Interest (EOI) process for
community activation of Level 1 of the Peregian Surf Club building and to formally invite Surf Life
Saving QLD Sunshine Coast Branch to submit a proposal. The public EOI process was
undertaken in May and June 2019. Only two submissions were received despite a number of
other groups previously indicating interest. Proposals were submitted by a newly incorporated
Ocean Life Saving Association for an Ocean Life Saving Station and from Surf Life Saving Qld
Sunshine Coast Branch (SLSSC) to enact a strategic plan to establish a new local surf club
entity.
The EOI assessment was undertaken under independent probity review by Crowe Horwath.
Council’s assessment panel found both submissions to be of merit but recommends SLSSC be
offered a 3-year permit for the entire building to allow it to progress the establishment of a new
local surf club entity. The recommendation also seeks to facilitate community access and use of
the Level 1 building space, where such usage does not compromise surf lifesaving activities, and
outlines an intent to proceed to a long-term lease with the new Peregian Beach Surf Club entity
subject to satisfactory performance and progress under the Trustee Permit.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 9 July 2019 regarding the recent Expression of Interest process undertaken for
Level 1 of the Peregian Beach Surf Club and:
A. Agree not to offer a Trustee Permit for Level 1 of the building, as outlined in the Expression
of Interest process;
B. Offer a 3-year Trustee Permit to Surf Lifesaving Queensland Sunshine Coast Branch over
Lot 165 MCH5180 (the whole building and surrounds) for surf lifesaving purposes at
Peregian Beach, subject to the Permittee:
Providing annual reporting of key performance indicators and progress toward
establishment of a new Peregian Beach Surf Club entity, as outlined in the submitted
Strategic Plan;
Facilitating community access and use of the Level 1 building space where such
usage does not compromise surf lifesaving activities, as outlined in the submitted
Strategic Plan;
Agreeing that opportunities for ratepayer financial support are by application through
its community grants program and no commitment is provided by Council for direct
ratepayer capital investment identified in the submitted Strategic Plan; and
Page 20 of 47
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Agreeing that building maintenance by Council is at Council’s discretion subject to its
independent assessment and asset maintenance planning;
C. Authorise the CEO to enter into a 3-year Trustee Permit, as generally outlined above; and
D. Agree to negotiate a long-term Trustee Lease over Lot 165 MCH5180 for the new Peregian
Beach Surf Club entity, subject to satisfactory performance and progress under the Trustee
Permit.
REPORT
1. Purpose
The purpose of this report is to provide the results of the Expression of Interest (EOI) undertaken
for community activation of Level 1 of the Peregian Surf Club building.
2. Background
A report outlining the recent history of the Peregian Surf Club, approaches to utilise the building,
and a proposed public EOI for the upper level was considered by Council at its March round of
meetings. Council resolved to proceed with the EOI process and formally invite Surf Life Saving
Queensland Sunshine Coast Branch to submit a proposal.
3. Expressions of Interest Overview
The EOI was advertised in the Noosa News, listed on Council’s website and noted in local
newspaper articles. A number of potentially interested parties and community groups were also
advised directly. Respondents were invited to submit applications via Vendor Panel, Council’s e-
tender portal, with submissions closing on 11 June 2019. The EOI supporting material
comprised of:
An EOI Invitation providing background and outlining the Trustee Permit proposed by
Council;
A floor plan of the building’s upper level;
A draft Trustee Permit for the premises; and
A schedule of operational and maintenance requirements;
There were 19 downloads of the EOI material from separate parties through the e-portal and 2
formal EOI submissions were received from the following parties:
Ocean Life Saving Association Inc.
Surf Life Saving Queensland Sunshine Coast Branch Inc.
Notably, a number of groups that had previously indicated interest in the premises did not lodge a
submission.
4. EOI Assessment
An evaluation panel comprising of Council property, corporate and community facilities staff
reviewed the submissions in accordance with its obligations under Council’s EOI processes and
Council’s adopted assessment criteria, being:
Space utilisation plan – 15%;
Contribution to local community – 50%;
Resources, capacity and affiliations – 20%; and
Environment and sustainability measures – 15%.
Page 21 of 47
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Mandatory information required from respondents included:
Confirmation of Not-For-Profit community organisation status;
Confirmation of non-commercial community use proposals;
Demonstration that proposed uses align with the site’s reserve purpose, being a “Reserve for
Local Government (Surf Lifesaving)”; and
Demonstration that proposed uses have a clear connection to the Peregian Beach
Foreshore.
The panel’s summary evaluation spreadsheet is included as Attachment 1 and summary details
of the submissions and panel’s assessment are provided below. The assessment was
undertaken under probity, with probity advisor, Crowe Horwath, engaged to provide independent
oversight and review of the process. Its probity report is included as Attachment 2.
4.1 Ocean Life Saving Association Inc. (OLSA)
Proposal Summary
OLSA is a recently incorporated community group focussed on environmental initiatives. It has
launched a new website at https://oceanlifesaving.com.au/. Its EOI submission articulates an
activation plan to establish a new Ocean Life Saving Station focused on:
Affiliates programs;
Citizen science; and
Student education.
The following extracts from OLSA’s summary document outlines its proposal:
Working with, and supporting the traditional model of lifesaving and nippers, Ocean Life Saving is
a community grassroots collaboration of marine science, data collection, education, conservation
and citizen science. …
Supporting and enriching local lifesaving and nippers, Ocean Life Saving will bring together
world-leading researchers on humpback whales, passionate Sunshine Coast turtle carers,
leading bush, beach and dune care volunteers and other committed community groups with one
common goal; to bring the community with them to the front line of tackling our climate crisis.
Our partners:
Cetacean Ecology & Acoustic Laboratory (CEAL), School of Veterinary Science, University of
Queensland;
Surfrider Foundation, Sunshine Coast;
Coolum & North Shore Coast Care. Coast environment and turtle care;
Peregian Beach Community Association Bushcare & Marcus Beach Bushcare Association –
volunteers; and
Coastal marine mapping expert Dr Javier Leon, University of Sunshine Coast.
OLSA embraces surf lifesaving as an integral part of the history, culture and local experience of
Peregian Beach. OLSA is unequivocal in its support for surf life saving to continue from the
Peregian Beach surf club building.
We strongly support the community’s desire for a viable nippers program to be part of the surf life
saving experience. The programs, activities and education that will be on offer by OLSA will
enrich the traditional nippers’ program by providing additional experiences with a strong focus on
the coastal and ocean environment.
Page 22 of 47
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
The assessment panel considered the submission provided a high quality response in regard to
utilisation and activation of the building’s upper level, with well-articulated planning and
milestones over the three year permit duration. The panel scored the submission very highly in
regard to its affiliations and environmental measures, with environmental outcomes noted as core
to the proposal. The submission was scored moderately in regard to potential community
benefit, resourcing and capacity. The panel noted the proposal predominantly involves existing
affiliate community group activities and, whilst potential for increased community engagement
and education exists, it was difficult to quantify the level of benefit posed by these groups
receiving a “permanent home”.
The respondent stated a commitment to share the space and support ongoing surf lifesaving
activities and has written to Surf Life Saving Queensland seeking to collaborate with it on the
shared use of the space.
In regard to the proposal’s alignment with the gazetted reserve purpose, the assessment panel
agreed that whilst proposal was considered to complement and align with the reserve purpose, it
did not strictly accord with the reserve purpose because surf lifesaving is not specifically
proposed by OLSA. Given this, the panel noted the issuing of tenure would require prior
consultation with the Department of Natural Resources, Mines and Energy if Council wished to
support the proposal.
4.2 Surf Life Saving QLD Sunshine Coast Branch Inc. (SLSSC)
Proposal Summary
The following extract from SLSSC’s summary document outlines its proposal:
If awarded the top floor permit, SLSSC will then enter into a three-year permit to occupy the
ground floor with the same commencement date. The alignment of these permits, combined with
the full use of the entire facility, will allow SLSSC to immediately activate plans for the new
Peregian Beach Surf Life Saving Club (PBSLSC) as set out in the [submitted] Strategic Plan.
The agreed aim of SLSSC through this plan is to establish an independent, financially
sustainable, community based, volunteer surf life saving club at Peregian by the end of the
2021/22 season.
The submission, and in particular the strategic plan document, Peregian Beach SLSC – A
Pathway to the Future of Local Lifesaving, articulates a roadmap to establish a new local surf
club entity. The plan identifies key strategies, goals, milestones and key performance indicators
over the next 3 years in relation to:
Service delivery;
Community engagement;
Membership growth and retentions;
Nippers, junior activities and surf sports;
Governance; and
Financial performance.
The assessment panel considered the respondent’s proposal posed significant potential
contributions to the local community, with a new local surf club entity likely to provide broad
community benefit. The submission was scored highly in regard to community contribution and
resources, capacity and affiliations but the panel found the upper level utilisation planning and
environmental initiatives lacking in detail.
In regard to activation of the upper level, the panel noted the respondent indicated an intent to
work with other groups (such as Coolum & North Shore Coast Care, Surfriders and OLSA),
stating it would: invite use of the top floor of the facility by local community groups provided this
usage does not compromise surf lifesaving activities.
Page 23 of 47
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
The submission indicated a notional need for Council to invest in significant building upgrades
during the 3-year permit timeframe (being $100k-$150k per annum), however, the panel
considered this to fall outside the terms of the proposed EOI and normal Council processes
should apply should SLSSC be offered a permit, including:
SLSSC’s ability to apply for community grants toward any identified capital upgrade works;
and
Normal Council asset maintenance and budgetary considerations relating to the building’s
maintenance and renewals.
The assessment panel noted the respondent’s intent to align the ground floor and top floor
permits but considered this unnecessary if the Council supports its proposal, as a single permit
for the full premises would be preferable.
4.3 EOI Assessment Conclusion
The assessment panel found both submissions to be of merit, though provided differing areas of
strengths and weaknesses. The panel scored the SLSSC submission higher and recommends
its proposal to establish a new local independent surf club be supported. Tenure options are
further discussed below.
5. Options Review
The reports notes the OLSA submission could be considered to align with the site’s reserve
purpose but did not involve any specific surf lifesaving activities. Tenure options for that
proposal, therefore, would require consultation with the Department of Natural Resources, Mines
and Energy to determine if the State Government would agree to the use proposed by OLSA.
Given the SLSSC proposal is supported by the assessment panel the following primary options
exist for Council:
Do nothing;
Offer SLSC a permit for Level 1 (in line with the EOI); or
Offer SLSC a permit for the full premises.
Since SLSSC seeks tenure over both levels of the Peregian Surf Club building, the
recommendation is for Council to proceed to a 3-year permit for the full building (and surrounding
site) to allow it to achieve its stated aim to establish a new local independent Peregian Beach
Surf Club.
Previous Council Consideration
Ordinary Meeting Minutes, 21 March 2019, Item 6, Page 17
That Council note the report by the Property Advisor to the Services and Organisation Committee
Meeting dated 12 March 2019 regarding the Peregian Beach Surf Club building and
A. Agree to proceed to an Expression of Interest (EOI) process to identify a local community
group to offer a Permit to Occupy for Level 1 of the building, as detailed in the report;
B. Note that the EOI process will allow Council to consider appropriate available options for
the facility and does not commit Council to entering into any future permit(s) without a
further decision by Council; and
C. Note the recent correspondence direct to Councillors from the Acting Chief Executive
Officer of Surf Life Saving Queensland (SLSQ) seeking full use of the building and request
that staff formally invite SLSQ Sunshine Coast Branch to submit a proposal for community
activation of Level 1 of the building to allow consideration as part of the proposed EOI
process.
Page 24 of 47
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Ordinary Meeting Minutes, 21 June 2018, Item 5, Page 21
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 12 June 2018 providing an update on lifesaving services at Peregian Beach.
Ordinary Meeting Minutes, 23 October 2014, Item 7, Page 6
That Council note the report by the Property and Facilities Manager to the Planning &
Organisation Committee Meeting dated 14 October 2014 and:
A. Grant a 12 month permit to occupy to the Noosa Heads Surf Lifesaving Club over Lot 165
MCH 5180 to enable it to establish surf lifesaving activities at Peregian Beach;
B. Authorise the CEO to enter into negotiations for a 20 year lease to the Noosa Heads Surf
Lifesaving Club over Lot 165 MCH 5180 for surf lifesaving and ancillary activities at
Peregian Beach; and
C. Apply the exception to the requirement for tendering of the lease under Section 236 (1) (b)
(ii) of the Local Government Regulation 2012 as the lease is to a community organisation.
Finance
The recommended response to the EOI process in this report maintains a similar Council
financial commitment for the Peregian Beach Surf Club building and notes future service level
increases or capital expenditure would occur via Council’s normal community grant funding
program or via standard asset management activities (including maintenance and renewal
forecasts).
Consistent with the EOI process undertaken and previous Trustee Permits offered at the site,
rent revenue for the recommended Trustee Permit is proposed at 1 Unit in accordance with
Council’s adopted fees and charges.
Risks & Opportunities
Risks
There is risk the unsuccessful respondent to the EOI will be aggrieved with the EOI outcome but
Council has undertaken a fair and reasonable public process subject to independent probity
review.
Opportunities
The EOI process was undertaken to allow Council to explore opportunities to activate
underutilised space at the building, in line with its Community Purpose Land and Infrastructure
Tenure Policy.
The recommendation seeks to provide a new Trustee Permit to enact a new strategic plan to
establish a new local surf club entity and deliver significant community benefit, an outcome
Council has been seeking for a number of years.
The recommended Trustee Permit also seeks to facilitate other community groups’ use of the
upper level, where it does not compromise surf life saving activities from the site.
Page 25 of 47
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Consultation
External Consultation - Community & Stakeholder
Department of Natural Resources, Mines & Energy
Probity Advisor – Crowe Horwath
Internal Consultation
Director Corporate Services
Manager Procurement and Fleet
Procurement Officer
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries X Procurement & Fleet
Local Laws X 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 47
Section 27
ATTACHMENT 1
Page 27 of 47
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
Pea an
(Conforming Tenders Only) (excl of GST)
1
2
ST
a
De
a
Sp
mp
NON-CONFORMING TENDERS
ree een | (|
—— eee |e [= | el Slee Eee
contibuiontotocalcommunty | __— sow | 0 | avo | wm | sow | o | oo | o | om | o | ow | o | om | o | om | o | ow | o | om | © | om |
Resouces cpmctyandasiations | aw | eo | 200 | 7 | 520 | 0 | om | o | om | o | om | o | om | o | ow | o | om| o | om | o | om |
envionment andsusainityMeaswes | 5% | s0_| asso | so | 750 | 0 | oo | o | oo | o | oo | o | om | o | ow | o | aw | o | ow | o | om |
ectrace se em tse mmm lle
pO
| net rrnsemeet | “pct | Saree ||| CM
Total Fees (Pc) $1 $1
Average Fees (Pav) S.-sscssssrssnersnernee
Price Score 100 100
Normalised Price Score (Pn) 100 100
Weighted Price Score (Pw)
i EE ee eee eee eee
and weightings of this evaluation
| Assesment PaneiMemberS |
Page 27 of 47Section 28
ATTACHMENT 2
Page 28 of 47
ATTACHMENT 2
/)\ Crowe Hon ath. Findex (Aust) Pty Ltd
PART OF FINDEX Trading as Crowe Horwath
ABN 84 006 466 351
Member Crowe Horwan Imemational
Level 16 120 Edward Street
Brisbane QLD 4000
jzne Australia
Contact: John Zabala Tel +81 7 3233 3555
Fax +61 7 3233 3567
1 July 2019 www. crowehorwath.com.au
Mr Denis Wallace
Probity Adviser
Noosa Shire Council
PO Box 141
TEWANTIN QLD 4565
Dear Denis
Probity Advisory Services — Peregian Beach Surf Club EOI
Crowe Horwath was engaged by Noosa Council (Council) to perform Probity Advisory Services over the
Peregian Beach Surf Club EOI! (EOI) processes. This letter outlines the processes undertaken and
documents the findings identified from performing the Probity Advisory Services at Council during the period
1 May 2019 to 21 June 2019.
The Crowe Horwath team appreciate the opportunity to have assisted Council in performing the Probity
Advisory Services. We would like to acknowledge the assistance provided by Council personnel during the
engagement. Council Management and staff were receptive of any feedback provided throughout the
engagement.
Objective
As Probity Adviser, the objectives requested by Council for the EO! was to:
= Ensure Council conforms with processes designed to release the EOI.
= Check there was accountability and oversight of the assessment pane! deliberations.
= Ensure all bids were assessed and evaluated using the same criteria and in accordance with the Local
Government Regulation Contracting Principles and the evaluation criteria outlined in the EO!
documentation.
« Preserve public and bidder confidence in Council's processes.
= Improve defensibility of decisions to potential legal challenges or other extemal scrutiny.
= Provide an advisory report to accompany the engagement recommendation to the Council Committee
Meeting.
Current status of the EOI
At the conclusion of the Probity Advisory Services, the EO! had proceeded to the stage of a briefing paper to
Council being prepared, detailing the evaluation team’s recommended outcomes. We understand this
briefing paper is due to be presented to Council in the Ordinary Council meeting planned for 18 July 2019.
Findex (Aust) Pty Ltd, trading as Crowe Horwath is a member of Crowe Horwath Intemational, a Swiss verein. Each member of Crowe Horwath is 2
separate and independent legal entity. Liability limited by 2 scheme approved under Professional Standards Legislation. Liability limited other than for acts
or omissions of financial services licensees.
The title Partner’ conveys that the person is a senior member within their respective division, and is among the group of persons who hold an equity
interest (shareholder) in its parent entity, Findex Group Limited. The only professional service offering which is conducted by a partnership is the Crowe
Horwath extemal audit division. All other professional services offered by Findex Group Limited are conducted by a privately owned organisation and/or its
Page 28 of 47Section 29
Page 29 of 47
J Crowe Horwath.
PART OF FINDEX
Overall probity assessment
Our overall assessment of the EOI processes identified the following:
» The EO! was undertaken in a manner that complies with Council's procurement policy and the
established Probity Plan.
« All tenderers were given equal opportunity and were treated fairly and consistently.
« The EOI evaluation process was undertaken in a manner free of bias and the ranking is a true
representation of the tenderers’ offers.
Scope of the engagement
We provided Probity Advisory Services over the EOI and checked Council's approach to market is in
accordance with the Local Government Framework. A summary of the activities / procedures performed are
included in Appendix 1.
Summary of observations
Three (3) observations, summarised below, were identified during the performance of the Probity Advisory
Services:
« Qbservation 1 — Additional contact from EOI responders: The Probity Adviser was provided with
additional documentation from an individual associated with one of the parties submitting an EOI. The
documentation was reviewed to determine if there was any indication that the independence of the EO!
deliberations was impacted, no matters were identified. As part of the deliberations on the EOl’s
submitted, the above was raised and the panel agreed that there was no impact on their consideration.
« Observation 2 — Approach to manage perceived Conflicts of Interest: The Probity Adviser provided
recommendations to Council on how to manage perceived conflicts of interest during the EO!
consideration process. The panel agreed with the recommendations.
« Qbservation 3 — Consideration of additional information in EOI response: At the commencement
of the EO! evaluation meeting, confirmation was obtained on the ability of the evaluation panel to
separate from their deliberation, additional information contained in the EO! response that was not in
direct response to any of the five (5) evaluation criteria. The panel confirmed they were able to proceed.
A detailed listing of all procedures performed is included in Appendix 1 to this letter. These procedures were
undertaken, and no further observations were identified.
Basis and use of this letter
This letter has been prepared in accordance with the objectives, scope and approach set out in the Proposal
Letter dated, 2 April 2019 and subject to the limitations set out in Appendix 2 (Basis and Use of the Report).
Yours sincerely
Crowe Horwath
John Zabala (FCA)
Senior Partner
Page 29 of 47Section 30
Page 30 of 47
Dm Crowe Horwath.
PART OF FINDEX
Appendix 1 — Scope and Procedures
Detailed below are the procedures performed as part of the Probity Advisory Services.
1. Planning Activities
« We obtained copies of relevant documentation for the Peregian Beach Surf Club EOI to obtain an
understanding of activities undertaken to date by Council.
2. Security and Risk Management
= In utilising VendorPanel to manage the release and submission of all EO!, we checked that Council
maintained appropriate access controls with the software provider and reviewed the audit trail for
documents submitted, requests for clarification and responses.
« Checked that Council has established a risk register for the EO| management of the project.
3. Confidentiality and Conflicts of Interest
» We checked that Council has processes in place to observe that confidential and commercially
sensitive information is protected and only accessible by appropnate personnel. We checked that all
Council staff associated with the EOI have been briefed regarding confidentiality and that all Council
employees involved with the EOI process have signed and retumed to Management a copy of the
Confidentiality and Conflicts Declaration.
» We supported the process to review and assess complaints or notified conflicts of interest, including
performing additional investigation when required.
« For any identified Conflicts of Interest, we checked that Management have taken appropriate action to
disclose the conflict and minimise the impact on the EOI evaluation process.
4. Timeframes and Briefing Sessions
« We provided probity briefings to the panel members on 12 June 2019.
» We checked that Council has processes in place to:
o Notify / advertise the release of the EO! to all interested parties (in accordance with Council
policies).
o Notify all interested parties if there is any change made to the EO! information.
5. Evaluation Criteria
» We checked that each response document meets the mandatory conditions of a conforming EOI
response, outlined in the EO! documents (e.g. delivered on time).
» We checked that all suppliers have access to information about any change and have equal
opportunity to change their bids / submissions.
» We checked that Council has performed due diligence of short listed responses (including Ownership,
litigation, Director profiles, financial viability / security and past history, etc.).
« We attended and observed evaluation panel meetings.
» We checked that the evaluation criteria has been applied uniformly and that the evaluation panel's
recommendations are justifiable (e.g. documented reasoning for the preferred tenderers that is clear
and defensible).
Page 30 of 47Section 31
Page 31 of 47
VN Crowe Horwath.
PART OF FINDEX
Appendix 2 — Basis and Use of this Letter
We were engaged by Noosa Council (the client) to provide Probity Advisory Services and the scope of our
activities was determined by Management.
This letter has been prepared in accordance with the objectives and approach agreed in the Proposal Letter
dated, 2 April 2019 and subject to the following limitations:
* This letter provides limited assurance which recognises that absolute assurance is rarely attainable, due
to such factors as the use of judgment in gathering and evaluating evidence and forming conclusions, and
the use of selective testing, and because much of the evidence available for review is persuasive rather
than conclusive in nature.
= Because of the inherent limitations of any probity review, it is possible that errors or irregularities may
occur and not be detected.
« The matters raised in this letter are only those which came to our attention during the course of
performing our procedures and are not necessanly a comprehensive statement of improvements that
might need to be made. We cannot, in practice, examine every activity and procedure, nor can we be a
substitute for management's responsibility to maintain adequate controls over the evaluation of the EOI.
Accordingly, Management should not rely on our letter to identify all weaknesses that may exist in the
systems and procedures under examination, or potential instances of non-compliance that may exist.
= We believe that the statements made in this letter are accurate, but no warranty of completeness,
accuracy or reliability is given in relation to statements and representations made by, and the information
and documentation provided by, the client's management and personnel. We have indicated within this
letter the sources of the information provided. We have not sought to independently verify those sources
unless otherwise noted within the letter. We are under no obligation in any circumstance to update this
letter, in either oral or written form, for events occurring after the letter has been issued in final form
unless specifically agreed with the client. The internal audit findings expressed in this letter have been
formed on the above basis.
= Recommendations for improvement should be checked by Management for their full commercial impact,
before they are implemented.
* This letter is not to be used by any other party for any purpose, nor should any other party seek to rely on
the opinions, advice or any information contained within this letter. In this regard, we recommend that
parties seek their own independent advice. Crowe Horwath disclaims all liability to any party other than
the client for which it was prepared in respect of or in consequence of anything done, or omitted to be
done, by any party in reliance, whether whole or partial, upon any information contained in this letter. Any
party, other than the client for which it was prepared, who chooses to rely in any way on the contents of
this letter, does it so at their own risk.
* The information in this letter and in any related oral presentation made by Crowe Horwath is confidential
between Crowe Horwath and the client for which it was prepared and should not be disclosed, used or
duplicated in whole or in part for any purpose except with the prior written consent of Crowe Horwath. An
electronic copy or print of this document is an UNCONTROLLED COPY.
Page 31 of 47Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
4 WASTE DISPOSAL FEES AND CHARGES FOR CONCRETE
DOCUMENT INFORM AT ION
Author Manager Waste and Environmental Health, Wayne Schafer
Community Services Department
Index ECM/ Subject/ Waste – Financial and Asset Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services &
Organisation Committee Meeting dated 9 July 2019 and include in the Schedule of Fees and
Charges for 2019/20 the following additional waste disposal charges:
A. Clean concrete and brick for recycling less than 500Kg – not mixed with other waste types -
$15 (including GST); and
B. Disposal of residual concrete and wash water from concrete trucks - $10 (including GST).
REPORT
This purpose of this report is to include two additional charges in the 2019/20 Schedule of Fees
and Charges for disposal of concrete waste at the Eumundi Road landfill.
1. Background
The cost of concrete disposal in 2019/20 will rise from $19 per tonne to $35 per tonne to offset
the increasing costs of processing that material. When the new 2019/20 landfill disposal charges
were being uploaded in the weighbridge software system it was identified that there was a fixed
charge for washing out concrete trucks and disposal of small loads of concrete of less than
500Kg ($7.50) however this had been accidentally overlooked for review in the 2019/20 charges.
The absence of a set charge for less than 500Kg would mean that a pro rata charge must be
imposed on smaller loads, requiring vehicles to access the weighbridge a second time to tare off,
to calculate the pro rata tonnage fee for payment. This will impose additional traffic on the
weighbridge in addition to the increased weighbridge traffic caused by the Waste Levy.
The inclusion of the set charge for these smaller loads will remove the need to access the
weighbridge a second time, improving traffic flow.
Previous Council Consideration
Ordinary Meeting Minutes, 20 June 2019, Item 16, Page 16
That Council note the report by the Manager Financial Services to the Services and Organisation
Committee Meeting dated 11 June 2019 and pursuant to sections 97, 98 and 262(3)(c) of the
Local Government Act 2009, fix, for the 2019/20 financial year the cost-recovery fees and
commercial charges provided as Attachment 1 to the report.
Page 32 of 47
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Finance
Pursuant to Section 97 and 98 of the Local Government Act 2009, new cost recovery fees are to
be adopted through resolution, reflected in Council’s Schedule of Fees and Charges and also set
at a level equal to or less than cost of providing a particular service.
The proposed fees will be included in the 2019/20 Schedule of Fees and Charges. This fee will
recover the cost, including both direct and administration cost elements, associated with the
management of concrete waste.
The impact of the proposed new changes will have no significant impact on the landfill revenue.
Risks & Opportunities
Risks
If the additional charges are not included in the 2019/20 Schedule of Fees and Charges there is
a risk of complaints from the public that they will be charged a tonnage rate for disposal of
concrete instead of a fixed fee for small loads of less than 500KG, requiring access to the
weighbridge twice and causing traffic delays.
This double weighing also applies to empty concrete trucks delivering small amounts of residual
concrete and wash water in the bowl. They deposit this mixture of water and concrete slurry at
the resource recovery facility. Weighing concrete truck including the weight of the wash water,
unfairly increases the disposal cost if weighed.
There is a significant number of domestic and commercial vehicles and concrete trucks disposing
of less than 500Kg of concrete each day. Double weighing will impact on the delays at the
weighbridge.
Opportunities
The adoption of a fixed charge for smaller volumes of concrete and washings from concrete
trucks will speed up the processing of vehicles at the landfill by avoiding the need to tare off on
the weighbridge after disposing concrete.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Consultation with the Chief Executive Officer and Manager Financial Services who confirmed the
need for endorsement of the additional charges by Council resolution.
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
x 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 33 of 47
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
5 ADOPTION OF BUILDINGS AND FACILITIES ASSET MANAGEMENT PLAN
DOCUMENT INFORM AT ION
Author Asset Planning Manager, Bryan O’Connor
Infrastructure Services Department
Index ECM/ Subject / Asset Management / Asset Management Plans
ECM/ Subject / Asset Management / Buildings and Facilities
Attachments 1. Buildings and Facilities AMP July 2019
(Note: 49 page attachment provided separately to this report)
EXECUTIVE SUMMARY
Noosa Council has a statutory requirement to develop detailed asset management plans for its
major asset classes. The buildings and facilities asset is the sixth asset management plan
drafted in the suite of asset management plans to be developed across Council’s infrastructure.
In developing the buildings and facilities asset management plan, it was essential to consider the
following key objectives:
Describe the assets and the services provided.
Link Council’s long-term financial plan by:
o Defining future asset renewal and upgrades - reflecting Council’s Capital Works
Program
o Identifying the current and future operational and maintenance commitments.
Levels of service and demand are identified and determined.
The assets are identified with a condition.
Life cycle costs are addressed.
Long-term cash-flow requirements are forecast for asset renewals, maintenance and
operations.
Asset rationalisation and disposal is addressed.
The risk management activities associated with the assets.
These objectives are aligned with both the Noosa Council asset management roadmap and the
Queensland Audit Office asset management outcomes.
RECOMMENDATION
That Council note the report by the Asset Planning Manager to the Services & Organisation
Committee Meeting dated 9 July 2019 and approve the Buildings and Facilities Asset
Management Plan (provided as Attachment 1 to the report) as a document that specifies the
activities, resources and asset classes to achieve Noosa Council’s asset management
objectives.
Page 34 of 47
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
REPORT
The purpose of the Buildings and Facilities Asset Management Plan (the Plan) is to define the
whole of life activities associated with operating and maintaining these assets for the Noosa
community. The Plan identifies the assets and the levels of service. A key outcome of the Plan is
the identification of the current state of the asset conditions and the ongoing development of
renewal and maintenance plans. Importantly, the identification of future costs and potential risks
to the buildings and facilities assets is fundamental in achieving the asset management
objectives for Noosa Council.
1. Building and Facilities Infrastructure Overview
Council’s buildings and facilities play a vital role in the services provided to the community across
the Noosa Shire. There are approximately 1,279 building component assets on Council’s
financial register considered in this Plan. The building and facility assets have a current
replacement value of $82m, equating to approximately 8% of Council’s financial assets.
The capital, operational and maintenance expenses for buildings and facilities make up
approximately 7% of the $90m annual budget. The capital works program fluctuates from year to
year, however, the 2018/19 capital works program the capital investment of $5m for buildings
and facilities equates to 17% of the $29.5m capital works program.
2. Building and Facilities Infrastructure Assets
There are many different asset types within the Plan, with various units and components of
measurement. The assets included in this Plan are summarised below:
Council Office & Depots
Sporting facilities
Community Facilities
Holiday Parks
Public Amenities
Leased buildings and facilities - Council owned
Community Halls
Libraries and Galleries
Waste Management – buildings and facilities.
Buildings and facilities assets are vital assets to the variety of services provided across the
Noosa Shire. This Plan consolidates Council’s available data and analysis on the buildings and
facilities assets. It also presents the output of how systematic approaches are applied by Council
to optimally balance cost, risk and performance. This is essential to meet forecasted demand and
the levels of service required.
3. Building and Facilities Infrastructure Asset Condition
In asset reporting an approach to componentisation of the assets has been undertaken. This
breakdown and componentisation of buildings to this level is in accordance with the financial
asset standards and enables more detailed condition information at the building component level.
These components are detailed below and reported consistently throughout the Plan:
Substructure
Superstructure
Roof
Floor Coverings
Fit-out and fittings
Lighting
HVAC
Electrical Services
Page 35 of 47
Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Hydraulic Services
Mechanical Services
Security and Communication Services.
A consistent condition ranking scale has been chosen by Council as the framework for
measuring buildings and facilities assets, based on the 1 to 5 ranking according to the
International Infrastructure Management Manual (IIMM). Any asset scoring 4 (fair) to 5 (poor)
will be considered and prioritised under an asset specific renewal program and will be identified
in the 10 year capital works program.
The majority of asset classes within the buildings and facilities have had a physical condition
(actual condition) assessment undertaken with approximately 10% of the building and facilities
assets NOT having a physical condition assessment. For the purpose of the AMP, the assets that
have not had physical condition assessments, the condition has been assigned as an age-based
condition which is determined on the remaining useful life of the asset and is referred to as the
“modelled condition”.
The breakdown of replacement costs by asset condition (both physical and modelled conditions)
is depicted in the graph below. The importance of this graph is to identify the value of the asset
conditions and where future investments are required to renew or rehabilitate the buildings and
facilities assets. The importance of the financial value against each condition enables Council to
identify the necessary funding requirements into the future. Once an asset is rehabilitated or
renewed the condition rating will be adjusted within the asset management system (T1). The
timing and renewal of the assets will be addressed in the annual review of the renewal program
and will be reflected in Council’s 10-year Capital Works Program.
Page 36 of 47
Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
4. Buildings and Facilities Asset Management Improvement Initiatives
The development of the Plan identified a number of initiatives for continual improvement in
achieving good asset management outcomes. Key areas for improvement included:
Asset Inventory;
Levels of Service;
Asset Responsibility;
Condition Assessments;
Capital Planning;
Asset Systems;
Renewal Plans; and
Maintenance Plans.
These initiatives are detailed in the Plan.
Previous Council Consideration
Council has adopted the following Asset Management Plans:
Noosa Council Strategic Asset Management Plan, September 2017;
Main Beach Sand Pumping System Asset Management, February 2018;
Noosa Aquatic Centre Asset Management Plan, March 2018;
Road Bridges Asset Management Plan, August 2018;
Road Infrastructure Asset Management Plan, December 2018; and
Stormwater Infrastructure Asset Management Plan, February 2019.
Finance
Financial forecasting is a critical objective in developing an asset management plan. Having an
understanding of future expenditure improves the decision-making and planning activities. The
capital, operational and maintenance expenses for buildings and facilities make up approximately
7% of the $90m annual budget.
The financial summary combined with the maintenance and renewal plans within the Plan
provides the basis of the annual budget process. The maintenance and renewal plans will be
reviewed annually and a more detailed analysis and review completed after the next round of
asset condition assessments.
Risks & Opportunities
It is important to have a good understanding of the risks associated with the operation of the
buildings and facilities assets. Council continues to develop its buildings and facilities
management activities to ensure that the buildings and facilities is meeting the intended design
life, and where necessary work on the optimised intervention for undertaking rehabilitation and
renewal activities.
The key risks associated with achieving the above objectives of Council’s buildings and facilities
management activities and associated levels of service have been identified throughout this Plan
and are outlined below:
1. Unanticipated asset deterioration and structural failure possibly accelerated by the
increasing severity in weather and climate change conditions;
2. Asset Performance – No asset failures that influence the service levels. A complete
understanding of all buildings and facilities assets and their relevant asset condition will
assist in mitigating potential risks.
Page 37 of 47
Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
3. Asset Knowledge - The need to understand the performance of all the band facilities assets
at component level is essential in mitigating risks. Assets such as retaining walls, carparks,
lighting and signage are assets that require more detailed inspections and improved
maintenance activities to ensure assets do not become a risk to the community.
4. Funding – the ongoing operational and maintenance costs for buildings and facilities will
continue to rise and efficiencies and cost savings are reviewed regularly. Grant
opportunities for renewals/upgrades must always be considered.
These risks and all other current risks will be regularly reviewed and if necessary, they can be
documented in the Infrastructure Services – Risk Register.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Detailed consultation with Council staff was fundamental in the development of the Plan. The
document review, condition assessments and the development of the renewal and maintenance
plans were a significant part of the consultation undertaken. In addition, the financial data that
related to operating and maintenance expenses and budgets was reviewed by Financial
Services.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer 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 X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services X Asset Management
Customer Service Development Assessment X 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 38 of 47
Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
6 COUNCILLOR MEETING ATTENDANCE BY TELECONFERENCE AND LEAVE OF
ABSENCE
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Council Meetings General
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee Meeting dated 9 July 2019 and:
A. In accordance with Section 276 of the Local Government Regulation 2012, Council provide
approval for Cr Jackson to attend Council’s Ordinary meetings of 18 July 2019 and 15
August 2019 by teleconference; and
B. In the event of any technological complications preventing Cr Jackson from attending the
meetings by teleconference as outlined in Item A, in accordance with Section 162 of the
Local Government Act 2009, Council provide Cr Jackson with a leave of absence for the
Ordinary meetings of 18 July 2019 and 15 August 2019.
REPORT
On 22 June 2019, Cr Ingrid Jackson advised the Mayor and CEO that she would be away
overseas from mid-July to mid-August 2019. Cr Jackson has requested to attend the 18 July
2019 and 15 August 2019 Ordinary meetings by teleconference.
Section 276 of the Local Government Regulation 2012 allows for a Councillor to attend a meeting
via teleconference provided that the local government has approved the teleconferencing
arrangement. Section 276 of the Regulation is provided below for information:
“276 Teleconferencing
(1) Teleconferencing is the use of a telephone, video conferencing equipment or other means
of instant communication that allows a person to take part in discussions as they happen.
(2) A local government may allow a person to take part in a meeting by teleconferencing.
(3) A councillor taking part in a meeting by teleconferencing is taken to have attended the
meeting if—
(a) the councillor was simultaneously in audio contact with each other person at the
meeting; and
(b) the local government approved the teleconferencing arrangement.”
Page 39 of 47
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Section 162(1)(e) of the Local Government Act 2009 states that “a councillor’s office becomes
vacant if the councillor is absent from 2 or more consecutive ordinary meetings of the local
government over a period of at least 2 months, unless the councillor is absent with the local
government’s leave”. In the event of technology failings which would prevent Cr Jackson from
attending the meetings via teleconference, it is recommended that Council makes provision for a
leave of absence for Cr Jackson for the July and August Ordinary meetings in that eventuality.
Section 162(1) of the Act is provided below for information:
“162 When a councillor’s office becomes vacant
(1) A councillor’s office becomes vacant if the councillor—
(a) is dismissed; or
(b) ceases to be qualified to be a councillor under division 1; or
(c) is found, on a judicial review, to be ineligible to continue to be a councillor; or
(d) does not comply with section 169; or
(e) is absent from 2 or more consecutive ordinary meetings of the local government over
a period of at least 2 months, unless the councillor is absent—
(i) in compliance with an order made by the conduct tribunal, the local government
or the chairperson of a meeting of the local government or a committee of the
local government; or
(ii) with the local government’s leave; or
(f) resigns as a councillor by signed notice of resignation given to the chief executive
officer; or
(g) dies; or
(h) becomes a local government employee.”
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
It is anticipated that the technology to enable Cr Jackson to attend these two Ordinary meetings
should work well but as there will be an overseas element outside of our control, there is a
potential technology risk. To ensure that this does not impact on Cr Jackson’s ongoing role as a
Councillor, that risk is mitigated by providing a leave of absence “just in case”.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Cr Jackson
Page 40 of 47
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Departments/Sections Consulted:
X Chief Executive Officer Community Services 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
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 41 of 47
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
7 APPOINTMENT OF 2020 SHOW HOLIDAY
DOCUMENT INFORM AT ION
Author Executive Assistant to the CEO, Kylie Harris
CEO’s Office
Index ECM/ Subject/ Public Holidays - Noosa Show Day
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Executive Assistant to the CEO to the Services &
Organisation Committee Meeting dated 9 July 2019 and request the Chief Executive Officer to
write to the Office of Industrial Relations requesting the appointment of Friday, 11 September
2020 as a Show Holiday for the Noosa Shire.
REPORT
Under the Holidays Act 1983, the Minister can appoint, upon request by a local government, a
special holiday within a district. Holidays of this nature are usually appointed for an annual
agricultural, horticultural or industrial show.
The Noosa Country Show has traditionally been held annually on the second weekend in
September. For 2020, the Noosa Country Show is proposed for the weekend of 11 – 12
September.
Requests for the appointment of a special holiday for 2020 are required to be submitted no later
than 19 July 2019. After consultation with the Noosa Show Society, it is proposed that an
application be made to the Minister to appoint Friday, 11 September 2019 as the Show Holiday
for Noosa Shire for 2020.
Previous Council Consideration
Nil.
Finance
Nil.
Risks & Opportunities
Nil.
Consultation
External Consultation - Community & Stakeholder
Noosa Show Society
Page 42 of 47
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
X Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
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 47
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
REPORTS FOR NOTING BY THE COMMITTEE
8 OUTCOME OF QUEENSLAND TREASURY CORPORATION CREDIT REVIEW
DOCUMENT INFORM AT ION
Author Director Corporate Services, Michael Shave
Corporate Services Department
Index ECM/ Subject / Financial Management / Accounting | Loans - Queensland
Treasury Corporation
Attachments 1. QTC Rating Scale and Definitions
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Corporate Services to the Services & Organisation
Committee Meeting dated 9 July 2019 detailing the outcomes of the Queensland Treasury
Corporation (QTC) Noosa Council credit review.
REPORT
Queensland Treasury Corporation (QTC) was established to act as a financial institution to
statutory bodies and the State as well as providing financial resources and services. Local
governments are considered a statutory body under the Statutory Bodies Financial Arrangements
Act 1982. This essentially means that QTC is the only institution local governments can borrow
funds from on an ongoing basis.
The Department of Local Government, Racing and Multicultural Affairs (DLGRMA) must approve
local government borrowing requests before QTC can provide any loan funds. As part of this
process, QTC has a formal engagement with DLGRMA to undertake credit assessments, in
conjunction with the annual Local Government State Borrowing Program (SBP), to assist the
department in making the borrowing approval decisions. Credit reviews are performed
periodically by QTC depending on their internal tiering of local governments based on
outstanding debt exposure.
The credit review process is an assessment of creditworthiness, particularly focusing on a
council’s leverage and capacity to service existing and future debt obligations. Local
governments must provide their current long term financial plan to QTC to allow analysis of
recent and future financial performance. Given the recent Queensland Auditor General report to
parliament, where it was identified that 22 out of 77 local governments are at high risk of
becoming unsustainable, this process is obviously an important risk management tool for the
department and QTC to manage potential loan repayment defaults which would have significant
ramifications for both Queensland state and local governments.
When QTC undertakes credit reviews they use a number of approaches to assess the financial
capacity of local governments, namely:
Consideration of qualitative factors (i.e. Council strategy, demographics, economic outlook,
governance and management etc.) and quantitative factors (i.e. historical financial results,
budget vs actuals, financial forecasts including financial ratios etc.);
Identification and assessment of key risks and mitigation strategies; and
Consideration of the results of previous credit reviews undertaken.
Page 44 of 47
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
QTC uses a scale to provide a rating and outlook for a Council once a credit review is completed.
This scale with detailed definitions is provided for information in Attachment 1. Briefly however
the scales used are as follows:
Rating Scale Very strong
Strong
Sound
Moderate
Weak
Very weak
Distressed
Outlook Scale Positive
Negative
Neutral
Developing
QTC has recently completed its latest credit review process for Council, with the credit rating has
been maintained at sound, however the outlook has been revised down to neutral from
positive.
The sound rating reflects Council’s robust historical and forecast financial performance,
supported by a high level of revenue control, a relatively low debt balance, strong cash position,
operating surpluses and a sound debt servicing capacity. In the previous credit review
undertaken by QTC in 2015, Council was assigned a positive outlook on the expectation of
improved operating results and no forecast borrowings outlined in Council’s financial model.
QTC has assessed that whilst Council is continuing to forecast a balanced operating position,
operating surpluses forecast from 2019-2023 are lower than compared to the 2015-2018
historical period, and it was considered that there are no significant positive factors that might
drive the performance up from forecast levels in the near future. A neutral outlook reflects that in
the opinion of QTC there are no known foreseeable events that would result in a rating change
over a one to two year period following the credit review.
Previous Council Consideration
Ordinary Meeting Minutes, 4 June 2015, Item 9, Page 17
That Council note the report by the Director Corporate Services to the General Committee
Meeting dated 1 June 2015 detailing the outcomes of the Queensland Treasury Corporation
(QTC) financial sustainability review of Council’s long term financial plan and request the CEO to
make a copy of the QTC report available on Council’s website.
Finance
The credit review outcome is consistent with Council’s financial maturity as a new entity since
2015 and its ongoing alignment with the financial sustainability policy, with Council’s financial
forecasts outlined in Council’s 2019/20 budget document ensuring modest operating surpluses
are achieved over the next 10 years, overall debt levels reducing and appropriate levels of asset
renewal and replacement to maintain levels of service for the Noosa community.
Council’s 2019/20 budget document does not forecast any loan borrowings for the next 10 years.
It is important to note however that the ability for Council to borrow funds for capital expenditure
is an effective mechanism to achieve intergenerational equity, and smooth cash flows and overall
ongoing financial sustainability if required.
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Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Risks & Opportunities
Risks
Poor credit review outcomes can potentially compromise Council’s ability to borrow funds from
QTC, impacting on levels of service and ongoing financial sustainability should asset
management outcomes not be achieved.
Opportunities
Ongoing credit reviews by QTC allows for an ongoing ‘financial health check’ by a respected
independent body which will flag potential changes in Council’s financial performance and credit
rating (i.e. overall financial sustainability trends).
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Councillors
Executive Team
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director X 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
X Director X Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Attachment 1
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 9 JULY 2019
Attachment 1
QTC’s Local Government Credit Rating and Outlook Definitions
The local government's capacity to meet its financial commitments in the short, medium and long-term is
every very strong. This capacity is very unlikely to be affected by adverse changes in general business and
Strong economic conditions including unforeseen financial shocks. it is also very unlikely to be affected by adverse
changes to its business and operating environment. The capacity to manage core business risks is very
strong.
The local government's capacity to meet its financial commitments in the short, medium and long-term is
© Strong strong. This capacity is not likely to be affected by adverse changes in general business and economic
conditions including unforeseen financial shocks. It is also not likely to be affected by adverse changes to its
business and operating environment. The capacity to manage core business risks is strong.
The local government's capacity to meet its financia! commitments in the short, medium and long-term is
® Sound sound. This capacity may be more vulnerable to adverse changes in general business and economic
conditions including unforeseen financial shocks. It may also be more vulnerable to adverse changes to its
business and operational environment. The capacity to manage core business risks is sound.
The local government's capacity to meet its financial commitments is moderate in the short to medium-term
but is at an acceptable level in the long-term. This capacity may be weakened by adverse changes in general
» Moderate business and economic conditions including unforeseen financial shocks. It may also be weakened by
adverse changes to its business and operational environment. The capacity to manage core business risks is
moderate.
The local government's capacity to meet its financial commitments is weak in the short to medium-term and
remains limited in the long-term. This capacity is likely to be weakened by adverse changes in general
© Weak business and economic conditions including unforeseen financial shocks. It is also likely to be weakened by
adverse changes to its business and operational environment. The capacity to manage core business risks is
weak.
The local government's capacity to meet its financial commitments is very weak in the short to medium-
term, and is very limited in the jong-term. This capacity is very likely to be impaired by adverse changes in
© Very Weak general business and economic conditions including unforeseen financial shocks. It is also very likely to be
impaired by adverse changes to its business and operational environment. The rating also indicates that the
local government may experience difficulties in managing its core business risks and may need assistance
from higher levels of government.
The local government has no capacity to meet its financial commitments in the short, medium and long-
term. It has no capacity to withstand adverse changes in general business and economic conditions including
@ Distressed unforeseen financial shocks. It also has no capacity to withstand adverse changes to its business and
operating environment. The local government is unlikely to have the capacity to manage core business risks
and may need structural reforms and assistance from higher levels of government.
Existing financial performance is consistent with the assigned rating. There are no known foreseeable events
Neutral that would have a direct impact on the local government's capacity to meet its financial commitments.
There is a low likelihood of a rating change over a one to two year period.
As aresult of a foreseeable event or circumstance occurring, there is the potential for enhancement in the
tgs local government’s capacity to meet its financial commitments (short and/or long-term). Such enhancement
Positive . ws . . :
may result in a change in its rating over a one to two year period. However, it does not necessarily indicate
that a rating change may be forthcoming.
As arresult of a foreseeable event or circumstance occurring, there is the potential for deterioration in the
. local government's capacity to meet its financial commitments (short and/or long-term). Such deterioration
Negative . . yee
may result in a change in its rating over a one to two year period. However, it does not necessarily indicate
that a rating change may be forthcoming.
A single or a series of potential events or circumstances have been identified which indicate heightened
Developing probability of a significant direct impact on the financial sustainability of the local government, the final
financial impact of which is uncertain. This means the rating may be raised, lowered or affirmed over the
following one to two years.
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