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Noosa Transfer
Team
THE NOOSA
DE-AMALGAMATION:
Building a New Organisation
02 January 2014
y apoane Noosa Transfer
@ | COUNCIL P38 Team
THE NOOSA
DE-AMALGAMATION:
Building a New OrganisationSee the original
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Full text of the other 94 sections
Section 2
Section 3
TABLE OF CONTENTS
MESSAGE FROM THE TRANSFER MANAGER ...................................................................... 5
EXECUTIVE SUMMARY ........................................................................................................ 6
SECTION 1 – BACKGROUND .............................................................................................. 8
Appendix 1: Queensland Boundary Commissioner Report (proposed Noosa De-amalgamation) ....... 8
Appendix 2: Local Government (De-amalgamation Implementation) Regulation 2013 ......................... 8
SECTION 2 – DE-AMALGAMATION PROCESS ................................................................. 10
2.1 TRANSFER MANAGER ........................................................................................................................10
Attachment 1: Project Governance Structure .................................................................................................... 11
2.2 TRANSFER COMMITTEE .....................................................................................................................12
2.3 NOOSA TRANSFER TEAM..................................................................................................................12
2.4 DE-AMALGAMATION TRANSFER METHODOLOGY .................................................................................13
Appendix 3: De-amalgamation Transfer Methodology. ............................................................................... 13
2.5 COSTS AND FINANCIAL MATTERS.....................................................................................................13
Attachment 2: Noosa De-amalgamation Cost Statement at 31 December 2013 ....................................... 14
Appendix 4: Queensland Treasury Corporation De-amalgamation Analysis of Sunshine Coast
Regional Council ........................................................................................................................... 15
Attachment 3: Discussion Paper – Balance Sheet Allocation Methodology ................................................. 16
Attachment 4: Position Paper – Allocation of Other Items ................................................................................ 25
Attachment 5: De-amalgamation Cost Procedure ........................................................................................... 29
2.6 SERVICE DELIVERY ...........................................................................................................................34
2.7 STRUCTURE & STAFFING..................................................................................................................34
Attachment 6: Process to populate the structure of the new Noosa Council .............................................. 36
Attachment 7: Interim Structure ............................................................................................................................. 39
SECTION 3 – COMMUNITY ENGAGEMENT ...................................................................... 40
Attachment 8: Community Engagement and Communications Plan ........................................................... 41
3.1 LOCAL ADVISORY COMMITTEE ..........................................................................................................50
3.2 COMMUNITY CONSULTATION..............................................................................................................51
3.3 MEDIA ENGAGEMENT .........................................................................................................................52
Page 3 of 95
Section 4
SECTION 4 – TRANSFER ACTION PLAN ............................................................................ 53
4.1 FINANCE TRANSFER ACTION PLAN (TAP) .......................................................................................53
Attachment 9: Position Paper Profit & Loss Transfer ............................................................................................ 55
4.2 ASSET TRANSFER ACTION PLAN (TAP) ..........................................................................................59
Attachment 10: Draft 6 month Capital Works Program ....................................................................................... 60
4.3 SERVICE TRANSFER ACTION PLAN (TAP) .......................................................................................65
4.4 GOVERNANCE AND RISK MANAGEMENT TRANSITION ACTION PLAN (TAP) ....................................69
4.5 INFORMATION & COMMUNICATION TECHNOLOGY TRANSFER ACTION PLAN (TAP) .........................73
Attachment 11: Noosa Council Hosted Infrastructure Strategy & Policy .......................................................... 75
4.6 HUMAN RESOURCE TRANSFER ACTION PLAN..................................................................................80
4.7 PLANNING TRANSFER ACTION PLAN (TAP) .....................................................................................82
SECTION 5 – MOVING FORWARD .................................................................................... 85
5.1 ORGANISATIONAL PRINCIPLE AND VALUES .......................................................................................85
Attachment 12: Organisational Principles and Values......................................................................................... 86
5.2 NOOSA COUNCIL’S ELECTED REPRESENTATIVES ..............................................................................88
Appendix 5: A copy of the agenda for the first Ordinary Meeting. ............................................................ 89
Attachment 13: Council Meeting Calendar 2014 ................................................................................................. 94
5.3 KEY MILESTONES..............................................................................................................................95
Page 4 of 95
Section 5
Message from the Transfer Manager
Since the Noosa community overwhelmingly voted to regain its independence in March, a
significant amount of work has happened behind the scenes to get to 1 January 2014, the day
Noosa Council is officially established.
I am proud to report that the cost of de-amalgamation has come in well under the Queensland
Treasury Corporation’s estimate. By introducing innovative methods of ICT delivery and by being
very conscious of costs at all times we have managed to keep the cost of the de-amalgamation
process significantly low for the community.
I would like to acknowledge the tremendous passion, engagement and support the Noosa
community has provided throughout this whole process. After a 5 year battle to regain its
independence, their passion never wavered.
The Noosa Transfer Team – a small but dedicated team tasked with the enormous job of getting a
400+ strong organisation up and running and ready for a seamless transition from the start –
showed outstanding dedication and commitment. While there have been a number of people
whom have given considerable time and effort to the project, I would particularly like to thank the
core team comprising Debra Iezzi (Project Co-ordinator), Martin Drydale and Michael Shave
(Project Managers), Narelle Reid (Assistant Project Coordinator) and Scienta Hesse (Project
Officer). I would also like to acknowledge the work done by the other staff who put in many hours
of work to deliver on the Transfer Action Plan. Without the incredible efforts of these people the
Transfer would not have been the success it was.
I would also like to acknowledge the Sunshine Coast Council for their assistance provided to the
team during this process.
The team has worked hard to deliver an organisation in line with the community’s vision. The
structure that has been put in place will allow the council to shape the organisation in association
with community needs and allocate resources where they think necessary in order to deliver
agreed service levels in future. The community can expect a return to a customer focused,
friendly, open and transparent organisation, which will start to address service delivery in line with
community needs.
This document provides a comprehensive guide to how we got from the vote in March to the new
Noosa Council opening its doors in 8 short months.
Peter Franks
Transfer Manager
Page 5 of 95
Section 6
Executive Summary
The purpose of this report is to document the process of the de-amalgamation of the new Noosa
Council from the Sunshine Coast Council and provide a level of context around decision making.
The strong and continued desire for self-determination by the Noosa community culminated in the
State Government appointing a Queensland Boundaries Commissioner to investigate the viability
of Noosa de-amalgamating from the Sunshine Coast Council. The Boundary Commissioner’s
report found that a new Noosa Council would be financially viable and the Noosa community
overwhelmingly voted to de-amalgamate in March 2013.
The State Government developed the Local Government (De-amalgamation Implementation)
Regulation 2013 (LDIR) to guide the process and nominated 1 January 2014 as the change-over
day when the reconstituted Noosa Council would be operational.
The scale of the de-amalgamation process was vast and complex with demanding timelines;
however with the efforts of the Transfer Manager, consultants and dedicated staff, the new Noosa
Council was declared into office and conducted its first meeting on 2 January 2014.
A number of significant issues and challenges were successfully addressed during the de-
amalgamation process. These included but were by no means limited to:
Minimisation of ICT cost while ensuring the new Noosa Council had the systems and
infrastructure in place to operate efficiently and effectively. This was achieved using an
innovative solution that is a first for local government and delivered state of the art software
and infrastructure which will see the organisation well into the future. At the same time it will
save $4 million in capital expenditure and $1 million per year in ongoing operational costs.
Ensuring the financial stability of the organisation through the separation of assets and
liabilities and the establishment of an interim organisational plan and budget. This was
realized through the development of a lean organisational structure and careful forward
planning that enabled Council to adopt a budget at its first meeting that was balanced, sees
depreciation fully funded and a zero rate increase for the community in the first 6 months of
operation to 30 June 2014.
Establishing and populating an interim organisational structure with a very short time line and
limited financial resources. A significant number of staff were identified to transfer back to
the new Noosa Council, significantly more than were required to populate the lean
organisational structure developed. This resulted in a number of highly skilled staff being
shed in order to ensure the future financial viability of the organisation.
In line with the LDIR, a Transfer Manager (accountable to the Minister for Local Government,
Community Recovery and Reconstruction) was appointed to take all necessary steps to achieve
separation of the new Noosa Council from the continuing council and prepare the new council to
be business ready and operational at 1 January 2014. Subsequently the De-amalgamation
Transfer Committee was established and community representatives appointed by the Minister to a
Local Advisory Committee.
The Transfer Manager engaged comprehensively with the Noosa Community during the transition
process to ensure information on the de-amalgamation process was available and accessible and
to gauge views on local issues.
Page 6 of 95
Section 7
As a part of his role, the Transfer Manager established the Noosa Transfer Team and Steering
Committee to manage the many aspects of de-amalgamation. The steering committee supervised
the development and implementation of the Transfer Action Plan at the direction of the Transfer
Manager.
The Transfer Action Plan (TAP) covered the seven key areas of Financial Matters, Assets,
Services, Governance and Risk Management, Information and Communications Technology,
Human Resources and Statutory Planning. De-amalgamation Transfer Methodology was
developed to inform decision making and guide the TAP implementation process.
The Transfer Manager and the Transfer Team Steering Committee worked hard to ensure the cost
to the new Noosa Council of de-amalgamation is substantially below the Queensland Treasury
Corporation costs forecast estimate.
The Finance TAP identified and implemented tasks to facilitate the separation of assets and
liabilities, determine the balance sheet position and enable the Transfer Manager to report on the
opening financial position and short term financial outlook of the new Noosa Council.
The Asset TAP identified critical assets and liabilities and facilitated their transfer to the new Noosa
Council; ensured the asset register of the new entity was compliant and drafted a 6 month capital
works program for consideration by the new council.
The Services TAP identified service levels and put into place arrangements to ensure the
continuity of services post change-over day of 1 Jan 2014, and in doing so identified ways in which
the new Noosa Council might use its limited resources efficiently, effectively and in a timely
manner.
The Governance and Risk Management TAP ensured a governance framework was in place to
enable good decision making to take place in a transparent and accountable manner that
encouraged participation and met legislative requirements.
The Information & Communication Technology TAP identified and put into place at minimal cost,
an efficient and effective ICT systems and infrastructure that would enable council to achieve its
corporate goals and objectives.
The Human Resource TAP established an interim organisational structure that ensured the new
Noosa Council had staff in place in appropriate roles to enable it to function effectively and
efficiently.
The Planning TAP identified and actioned key tasks that ensured the new council had in place a
strategic development framework at change-over day of 1 January 2014. The framework would
enable the continued application of the existing Noosa Plan and the smooth transition of
applications through the planning process. It also ensures public access to planning and strategic
development information.
The new Noosa Council will now continue to develop policies, strategies and programs that will
deliver the aspirations of the community.
The Transition Committee ceases to exist on 1 July 2014 at which time a final de-amalgamation
report will be produced. The final document will report in detail against the transition action plan
and outcomes achieved.
Page 7 of 95
Section 8
Section 1 – Background
In 2008 the Queensland Government amalgamated Noosa Shire Council, Caloundra City Council
and Maroochy Shire Council into a single Sunshine Coast Regional Council after the 2007 Local
Government Reform Commission recommended changes to Queensland local government
boundaries, names and electoral arrangements.
The former Noosa Shire Council and local community groups expressed strong opposition to the
amalgamation, and the Noosa Independence Alliance was formed. The Alliance consisted of four
community organisations from the Noosa area, with a total membership of around 5,000.
In 2012 the Queensland Government appointed a Queensland Boundaries Commissioner to
investigate the viability of former shires wishing to de-amalgamate from larger regional councils.
After reviewing the proposals from the Noosa Independence Alliance, the Sunshine Coast Council,
and in consultation with stakeholders, the Report stated that “a new Noosa Shire Council would be
financially viable and there were enough reasons to allow the people of Noosa to decide the future
direction of their local representation” and recommended that a poll should be held in March 2013.
Appendix 1: Queensland Boundary Commissioner Report (proposed Noosa De-
amalgamation)
In March 2013 Noosa residents overwhelmingly voted to de-amalgamate from Sunshine Coast
Council, and in the following April the Queensland Government released the Local Government
(De-amalgamation Implementation) Regulation 2013 (the LDIR) as the instrument to guide the
process.
In summary, the purpose of the LDIR was to:
Establish a new local government in Noosa
Provide for elections for the new local governments
Provide a transfer mechanism, including a transfer manager, transfer methodology and
transfer committee
Provide for financial matters relating to the de-amalgamation of the continuing local
governments
Provide for matters related to local laws and other instruments of the continuing local
government and new local government
Provide for matters relating to the continuing local governments
Appendix 2: Local Government (De-amalgamation Implementation) Regulation 2013
The LDIR nominated the date of 1 January 2014 as the changeover day, when the new Noosa
Shire Council came into existence.
Page 8 of 95
Section 9
De-amalgamation Timeline
Date Action
11 April 2013 Local Government (De-amalgamation Implementation)
Regulation 2013 enacted
12 April 2013 Transfer Managers appointed
1 September 2013 Local Government Remuneration and Discipline Tribunal to
decide remuneration/category for new councillors (s11(2)
LGDIR) and councils
October to December 2013 Elections for new councils to be held at a date to be
determined by the Minister.
31 December 2013 Terms of the following councillors end:
Cairns–Division 10 Rockhampton–Divisions 1,2,3 Sunshine
Coast–Divisions 11,12 Tablelands–Divisions 1,7,8
1 January 2014 Changeover day
1 January 2014 Transfer Managers become acting chief executive officers—
continue until a chief executive officer is appointed
1 January 2014 The 2 year, 3 month term of mayor and councillors for each
new council commences (2
1 July 2014—six months Transfer Committee ceases to exist (unless another date
after ‘changeover day’ approved by the Minister)
By 31 December 2014 The new council must discharge any Queensland Treasury
Corporation working capital facility established for the sole
purpose of facilitating the de-amalgamation
Next quadrennial election Terms of all Councillors/Mayors end
date (2016)
Page 9 of 95
Section 10
Section 2 – De-amalgamation Process
2.1 Transfer Manager
In April 2013 the government announced the appointment of Mr Peter Franks as Noosa Transfer
Manager.
As required in the Regulation, the Transfer Manager is accountable to the Minister and reports
operationally to the Director-General of the department, or his nominee. The Transfer Manager is
required to take all steps necessary to achieve separation of the new Noosa Council from the
continuing Sunshine Coast Council and prepare for the new council to be business ready and
commence operations from changeover day, including:
Negotiate and develop an action plan (Transfer Action Plan) for the proper transfer of
employees, contractual arrangements, assets, liabilities and documents from the current
council to the new local government;
Establish a service delivery plan for the new local government to ensure continuity of
business from the commencement date of the new council;
Develop an organisational structure for the new Noosa Council, match employees
transferring to the new council to the structure, and if necessary engage new employees to
fill required positions;
Following identification of the plant and equipment to be transferred to the new council,
arrange procurement of any new plant and equipment required to enable the new council to
commence and continue service delivery from 1 January 2014; and
Establish business systems for the new Noosa Council, including information and
communications technology, data and knowledge management systems, corporate software
applications, financial and assets management systems, property and rating systems,
regulatory systems, human resource and management, and payroll systems.
Where required, the Transfer Manager may engage consultants and contractors to provide
them with specialist advice on and assistance with de-amalgamation tasks.
On changeover day, the Transfer Manager became the acting Chief Executive Officer of the new
Noosa Council and remain in that position until such time as the new council formally appoints a
Chief Executive Officer.
Page 10 of 95
Section 11
Attachment 1: Project Governance Structure
Page 11 of 95
Page 11 of 95
Attachment 1: Project Governance Structure
Noosa Transfer
Team
Project Governance Structure
Government
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Consultant —- eee FF FF
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Systems
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————_> = Direct relationships
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19 June 2013Section 12
2.2 Transfer Committee
The LDIR provided for the establishment of a Transfer Committee to facilitate the de-amalgamation
of a continuing local government and the establishment of the new Noosa Council.
The Transfer Committee consists of the Sunshine Coast Council Chief Executive Officer Mr John
Knaggs and Noosa Transfer Manager Mr Peter Franks. Its function is to:
to decide the assets and liabilities that are to be transferred to the new local government; and
to settle joint agreements between the continuing local government and the new local
government for matters to be decided because of the transfer, including, for example, the
following:
o Capital works costs;
o Maintenance of boundary roads;
o Use of library and community facilities;
o Catchment management;
o Services, including, for example, road and park maintenance, waste and water services
and sewerage; and
subject to section 35(1)(a), (b), (c), (d), (f) and (g), decide the costs associated with the de-
amalgamation that are to be payable by the new Noosa Council; and
to make decisions about other matters the Transfer Committee considers appropriate.
The Transfer Committee conducts its meetings at times and places as appropriate and is able to
invite persons necessary to ensure the orderly conduct of its business. These meetings are not
open to the public however the transfer committee is required to keep formal minutes of each
transfer committee meeting.
The Transfer Committee Meeting Minutes can be found at www.noosatt.qld.gov.au
2.3 Noosa Transfer Team
The Transfer Manager established the Noosa Transfer Team to support the de-amalgamation
process. This team report directly to the Transfer Manager. The tasks for the team include the
following:
Detailed planning and identification of resource requirements;
Gathering and reviewing information;
Developing project plans and completing initiatives; and
Risk management.
2.3.1 Noosa Transfer Working Team Steering Committee
The Transfer Manager also established the Noosa Transfer Working Team Steering Committee.
Chaired by the Transfer Manager, it comprised the Transfer Project Coordinator, Project Manager
Financial Services, Project Manager Corporate Systems and Team Leaders. When necessary,
team leaders invited other team members to attend meetings.
The Steering Committee met every three weeks to overview the progress of the implementation of
the TAP and to address emerging issues.
Page 12 of 95
Section 13
Its functions included:
coordinating delivery of the Transfer Action Plan;
identifying and dealing with emerging issues;
establishing priorities;
ensuring adequate resources are allocated or acquired to meet project initiatives and
timelines;
strategy development;
identifying dependencies;
contract management oversight; and
developing a high level risk management plan.
2.4 De-amalgamation Transfer Methodology
The De-amalgamation Transfer Methodology provides further advice and direction to the Transfer
Manager and Transfer Committee on the de-amalgamation process. This document works in
conjunction with the LDIR.
Appendix 3: De-amalgamation Transfer Methodology.
2.5 Costs and Financial Matters
The Transfer Manager and Noosa Transfer Team have worked hard to ensure the cost of de-
amalgamation is kept to a minimum. Through their dedicated effort the cost to the new Noosa
Council to de-amalgamate from the Sunshine Coast Regional Council will be substantially under
the Queensland Treasury Corporation (QTC) forecast of $13,650,575.
Page 13 of 95
Section 14
Attachment 2: Noosa De-amalgamation Cost Statement at 31 December 2013
Page 14 of 95
Attachment 2: Noosa De-amalgamation Cost Statement at 31 December 2013
NOOSA DE-AMALGAMATION COSTS STATEMENT
Costs Actual Actual Actual Actual
One-off costs associated with de-amalgamation ($) QTC IncurredTo Actual/May ActualJune Actual July Actual September October November December
Forecast Date 2013 2013 2013 August 2013 2013 2013 2013 2013
Govemance, planning and implementation costs $1,132,143 $24,190 $32,348 $121,603 $121,409 $165,132 $141,887 $99,081 $426,493
Industrial relations costs $15,225 $0 $7,600 $0 $0 $7,385 $240 $0 $0
Community & staff engagement costs $3,622 $o $o $3,622 $o $0 $0 $0 $o
Legal due diligence costs $81,031 $8,167 $1,500 $0 $11,256 $2,149 $51,164 $6,795 $0
Accounting and finance due diligence costs $0 $0 $0 $0 $0 $0 $0 $0 $0
New ICT costs $6,400 $0 $0 $0 $0 $3,200 $0 $0 $3,200
Other costs (Incl SCRC staff time) $983,889 $12,088 $13,218 $65,970 $59,897 $103,321 $187,067 $175,300 $367,028
Total one-off costs $3,604,439 $2,222,310 $44,445 $54,666 $ 191,195 $192,563 $281,186 $380,358 $281, 176 $796,722
Costs Actual Actual Actual Actual
Fixed Asset de-amalgamation costs ($) Incurred To Actuai/May ActualJune Actual July Actual September October November December
Date 2013 2013 2013 August 2013 2013 2013 2013 2013
New ICT assets $0 $0 $0 $0 $0 $0 $0 $0 $0
New other property, plant and equipment $0 $0 $0 $0 $0 $0 $0 $0 $0
Total one-off fixed asset costs $7,415,169 $0 $0 $0 $0 $0 $0 $0 $0 $0
Annual Recurring Costs $2,630,967 $0 $0 $0 $0 $0 $0 $0
Total Costs Incurred $13,650,575 $2,222,310 $44,445 $54,666 $191,195 $192,563 $281,186 $380,358 $281,176 $796,722
Note
Cost to date may not be reflective of total costs incurred due to timing of billing arrangements
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aSection 15
2.5.1 The Queensland Treasury Corporation
The Queensland Treasury Corporation (QTC) was engaged by the Department of Local
Government to provide assistance and advice to the Queensland Boundary Commission in regard
to identifying the financial viability of the two Councils if de-amalgamation were to take place; and
the cost of de-amalgamation for both the new Noosa Council and the continuing Sunshine Coast
Council.
The QTC determined a sustainability rating for the existing council, the proponent council (new)
and the continuing council.
Sustainability Rating Existing Council Proponent Council Remaining Council
QTC rating Strong (neutral) Moderate (neutral) Sound (neutral)
The existing council’s strong rating is supported by:
historical and forecast operating surpluses in all years.
very low gearing levels throughout the forecast period and high interest and debt service
cover ratios.
strong liquidity, and
forecast capital expenditure of $718 million with only 14.3 per cent funded by new
borrowings.
The remaining council’s sound rating is supported by:
minor operating deficits over the forecast period, and
a reasonable level of borrowings which are able to be adequately serviced.
The proponent council’s moderate rating is supported by:
minor operating deficits over the forecast period, and
adequate capacity to meet its financial commitments in the short to medium term and
acceptable capacity in the long term.
Appendix 4: Queensland Treasury Corporation De-amalgamation Analysis of Sunshine
Coast Regional Council
2.5.2 Balance Sheet Allocation Methodology
The Transfer Committee agreed the split of assets and liabilities between the new Noosa Council
and the continuing Sunshine Coast Council to enable the opening balance sheet position of the
new Noosa Council to be determined. The de-amalgamation transfer methodology required the
Transfer Manager to prepare and present to Council at its first meeting, a detailed report outlining
the new Noosa Councils opening financial position and short-term financial outlook.
The QTC de-amalgamation report included a financial analysis prepared by QTC. As part of this
analysis, QTC established an opening balance sheet position as at 1 July 2012 as a base case for
testing. Given the considerable effort and cost involved in this undertaking, the de-amalgamation
transfer methodology recommended that the Transfer Committee adopt these figures established
by the QTC.
Page 15 of 95
Section 16
Attachment 3: Discussion Paper – Balance Sheet Allocation Methodology
Page 16 of 95
Attachment 3: Discussion Paper — Balance Sheet Allocation Methodology
21 October 2013
Sunshine Coast Council
De-amalgamation Transfer
Position Paper - Balance Sheet Allocation Methodology
Background
Sections 38 and 39 of the Local Government (De-amalgamation Implementation) Regulation 2013 and Section
6.1 of the de-amalgamation transfer methodology requires the transfer committee to decide on the
separation of assets and liabilities between the continuing (i.e. SCC) Council and new (i.e.NSC) Council to
determine the opening balance sheet position for both entities as at 31 December 2013.
The de-amalgamation transfer methodology and its appendix (refer to Appendix A of this document) provides
a proposed balance sheet allocation methodology that may be used to determine the separation of balance
sheet items. The de-amalgamation transfer methodology is based largely on the Queensland Treasury
Corporation (QTC) methodology (refer to Appendix B of this document) used to determine the 1 July 2012
opening balance sheet position that was utilised as part of the Boundary Commissioner's assessment.
It is a requirement that the sum of the balance sheets for NSC and SCC must equal the balance sheet used for
statutory reporting purposes by the existing Council as at 30 June 2013 and 31 December 2013. As such it is a
requirement that the methodology to apportion asset and liabilities be considered and agreed to as soon as
possible for planning requirements (although it is acknowledged that actual figures will most likely not be
known until late January 2014 and interim arrangements will need to be considered).
Proposed Balance Sheet Methodology
The de-amalgamation transfer methodology provides a separation methodology for each traditional balance
sheet line item (i.e. receivables, payables, cash etc.) In most cases the undertaking of the asset and liability
separation will be able to be performed on a locational basis (i.e. physical assets, receivables, inventories,
employee provisions) utilising specific identifiers (i.e. physical location, employees), consistent with the
transfer methodology. Where identification of ownership by physical location becomes more difficult (i.e.
cash, debt, intangibles), a methodology has been proposed that is principally based on the suggested method
by QTC.
The following table proposes the methodology to apply to each balance sheet item to determine the split of
assets and liabilities as at 31 December 2013.
Balance Sheet Item Proposed Allocation Method
Cash and cash equivalents | Cash balance as at 31 December 2013 to be allocated per the QTC methodology and
adjusted for additional items which may include:
Adjustment for the transfer of rates debtors
Adjustment for restricted cash and levies
Adjustment for other balance sheet items not being transferred to NSC
FAG Grant received in advance
Page 1 of 9 v5.0
Page 16 of 95Section 17
Page 17 of 95
Balance Sheet Item Proposed Allocation Method
Cash and cash equivalents | Should any additional items be identified for adjusting against the cash balance those
items are to be identified, costed and agreed by the transfer committee prior to
inclusion in the calculation of the final cash adjustment
Trust fund cash and cash Allocated based on geographical area in accordance with the underlying transaction as
equivalents at 31 December 2013.
Receivables Rates receivables to be transferred to NSC based on the new LG boundary lines.
Other Receivables (including the Unitywater working capital facility) to be taken into
account in the 31* December cash balance as though all cash has been received.
Land held for development | Based on the location of the land parcel as at 31 December 2013.
Land held for resumption Based on the location of the land parcel as at 31 December 2013.
meno Based on the physical location of the inventory as at 31 December 2013.
Prepayments Rates prepayments to be transferred to NSC based on the new LG boundary lines
Other prepayments to be reviewed to determine if an adjustment needs to be made to
the opening cash balance
Land and Improvements Physical location of the land / improvement according to new LG boundaries
Finance Branch to determine allocation based on physical location with assistance
from Property Management branch as and when required
Buildings Physical location of the building according to new LG boundaries
Finance Branch to determine allocation based on physical location with assistance
from Infrastructure Services Department as and when required
Plant and Equipment As per “Position Paper Other Items allocation”
Road and Bridges Physical location of the infrastructure according to new LG boundary
Finance Branch to determine allocation based on physical location with assistance
from Infrastructure Services Department as and when required
Stormwater and Drainage | Physical location of the infrastructure according to new LG boundary
Finance Branch to determine allocation with assistance from Infrastructure Services
Department as and when required
Other Infrastructure Physical location of the infrastructure according to new LG boundary
Finance Branch to determine allocation based on physical location with assistance
from Other Departments as and when required
Physical location of the infrastructure according to new LG boundary
Page 2 of 9 v5.0
Page 17 of 95Section 18
Page 18 of 95
SE] EL td Proposed Allocation Method
Finance Branch to determine allocation based on physical location with assistance
from Other Departments as and when required
Unitywater shareholder loan - estimate of share of RAB as at 30 June 2010
Intangibles — Computer Principle 1 - Physical location when the software can be identified as solely servicing a
Software specific region
Principle 2 — Due to the nature of software licencing, the allocation will be determined
by the supplier of the license. The allocation will ensure that SCC receives all licenses
required to continue operating with NSC acquiring any additional license required.
Principle 3 — Where a service agreement is required for Noosa to access SCC software,
allocation will be 100% SCC
Working group required to identify and provide an agreed schedule of allocated
software that reconciles to the balance sheet as at 31 December 2013
Trade and other payables SCC to honour all outstanding payments to suppliers for work completed prior to the
1st of January 2014.
Closing cash balance as at the 31st of December to be adjusted as though all payments
have been made.
Total debt allocated made up of:
1) Opening debt balance of each Council as at 30 June 2012 determined by QTC
analysis.
2) plus new borrowings in proportion to the value of capital expenditure made by the
existing council in the new council and continuing council geographical area
3) less redemptions made by the existing council in proportion to the value of
borrowings held by the new council and continuing council
Employee Provisions Based on the calculated employee annual leave and long service leave provisions
attaching to transferring staff as at 31 December 2013.
Other provisions Landfill rehabilitation — based on the calculated landfill rehabilitation provision for the
Eumundi Road landfill as at 31 December 2013.
Quarries - based on the calculated quarry rehabilitation provision for the Ringtail quarry
as at 31 December 2013.
Other provisions - Allocated in accordance with the underlying transaction.
Other assets and liabilities | Based on balance of other assets and liabilities as at 31 December 2013 allocated in
accordance with the underlying transaction.
Timing of Actual Balance Sheet Allocation
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Page 18 of 95Section 19
Page 19 of 95
A number of actual final balance sheet values will not be available on close of business 31 December due to
end of period reporting timeframes, with accruals likely to be required to determine the final balance sheet by
mid to late January 2014. Whilst most balance sheet items are not ‘day 1’ critical for transfer, an interim cash
position will need to be agreed to facilitate a cash transfer at cob 31 December, with a further adjustment
required on finalisation of the cash allocation calculation.
Page 4of9 v5.0
Page 19 of 95Section 20
Page 20 of 95
APPENDIX A
Balance Sheet Allocation Methodology (Appendix 1 of De-Amalgamation Transfer Methodology)
Balance Sheet Item Methodology - 30 June 2013 Methodology - 31 December 2013
Cash and cash Council to use the opening balance sheet identified as at 1 July Council to use the opening balance sheet identified as at 30 June 2013
equivalents 2012 and reconstruct the cash flows that would have occurred for and reconstruct the cash flows that would have occurred for the new
the new council and the continuing council over the period from 1 council and the continuing council over the period from 31 December
July 2012 to 30 June 2013 2013
The cash flow reconstruction should take into account movements in | The cash flow reconstruction should take into account movements in all
all cash flow items including but not limited to accounts cash flow items including accounts receivable/payable, grants, debt
receivable/payable, grants, debt draw downs, repayments and draw downs, repayments and interest payments
interest payments
Debt Based on the opening balance of debt for the new council and the Based on the opening balance of debt for the new council and
continuing council as at 30 June 2012, continuing council as at 30 June 2013,
- plus new borrowings in proportion to the value of capital - plus new borrowings made by the existing council on behalf of the new
expenditure made by the existing council in the new council and council and continuing council
continuing council geographical area (unless more accurate detail
known) - less redemptions made by the existing council on behalf of the new
council and continuing council
- less redemptions made by the existing council in proportion to the ;
value of borrowings held by the new council and continuing council | Over the period from 30 June 2013 to 31 December 2013
(unless more accurate detail known)
over the period from amalgamation on 1 July 2012 to 30 June 2013
Receivables Based on the actual contribution to receivables by the new council Based on the balance of receivables as at 31 December 2013 for the
and continuing council as at 30 June 2013 (i.e. allocated in new council and continuing council
accordance with the underlying transaction)
Land held for Based on where the land is located as at 30 June 2013. The new Based on the location of the land or other assets assumed as at 30
development council and continuing council should receive land held for June 2013, adjusted for any agreed movements in land or other assets
2 development in their geographical areas to 31 December 2013
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FTF Lae a Methodology - 30 June 2013 Methodology - 31 December 2013
Land held for resumption | Based on where the land is located as at 30 June 2013. The new Based on the location of the land or other assets assumed as at 30
council and continuing council should receive land held for June 2013, adjusted for any agreed movements in land or other assets
development in their geographical areas to 31 December 2013
Inventory Inventory which relates to specific plant and machinery, Based on the allocation of inventory as at 30 June 2013, adjusted for
infrastructure or work in progress should go to the new council or movements related to the new council and continuing council
continuing council where the specific plant and machinery, operations to 31 December 2013
infrastructure or work in progress is allocated
Inventory which relates to specific plant and machinery, infrastructure or
Residual inventory should be based on the percentage of inventory | work in progress should go to the new council or continuing council
contributed by the new council and continuing council at where the specific plant and machinery, infrastructure or work in
amalgamation progress is allocated
Residual inventory should be based on the percentage of inventory
contributed by the new council and continuing council at amalgamation
Prepayments Based on balance of prepayments as at 30 June 2013 attributable to | Based on the balance of prepayments as at 31 December 2013 for the
the new council and continuing council (i.e. allocated in accordance | new council and continuing council.
with the underlying transaction).
Property, plant and Based on the physical location of the PP&E as at 30 June 2013. The | Based on the physical location of PP&E assumed as at 30 June 2013,
equipment new council and continuing council should receive PP&E in their adjusted for any agreed movements in PP&E to 31 December 2013
geographical areas
The new council and continuing council should receive all PP&E
Where there is uncertainty / disagreement, the allocation should be | required in their geographical area
based on the balance of PP&E held as at 30 June 2012
om | SSktiscrasr ere [Enaeecccetmenane as
Intangible assets Based on the physical location of the assets to which the intangible | Based on the balance of intangible assets as at 30 June 2013, adjusted
Capital work in progress | Based on the physical location of the capital works in progress as at | Based on the balance of capital works in progress as at 30 June 2013,
30 June 2013. The new council and continuing council should adjusted for any movements in capital works in progress to 31
receive all capital works in progress in their geographical area December 2013. The new council and continuing council should receive
all capital works in progress in their geographical area.
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3Section 22
Page 22 of 95
Balance Sheet Item Methodology - 30 June 2013 Methodology - 31 December 2013
Trade and other Based on the actual contribution to trade and other payables by the | Based on the balance of trade and other payables as at 31 December
payables new council and continuing council as at 30 June 2013 (i-e., 2013 for the new council and continuing council
allocated in accordance with the underlying transaction)
Employee Provisions Based on the provisions attaching to the staff that are expected to Based on the provisions attaching to the staff that will reside with the
reside with the new council and continuing council on 1 January new council and continuing council on 1 January 2013
2013
These provisions will not be cash backed
If this is not known with certainty, then based on the percentage of
Staff numbers expected to transfer to the new council and continuing
council on de-amalgamation
These provisions will not be cash backed
Other provisions Based on balance of other provisions as at 30 June 2013 Based on balance of other provisions as at 31 December 2013
attributable to the new council and continuing council (i.€., allocated | attributable to the new council and continuing council (i.e., allocated in
in accordance with the underlying transaction) accordance with the underlying transaction)
These provisions will not be cash backed These provisions will not be cash backed
Other assets and Based on balance of other assets and liabilities as at 30 June 2013 =| Based on balance of other assets and liabilities as at 31 December
liabilities attributable to the new council and continuing council (i.€., allocated | 2013 attributable to the new council and continuing council (i.e.,
in accordance with the underlying transaction) allocated in accordance with the underlying transaction)
Source: De-Amalgamation Transfer Methodology
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APPENDIX B
QTC Balance Sheet Allocation Methodology Used to Determine 30 June 2012 Balances
RFT eee un Methodology / Key Assumption
share of cash backed reserves added back and distributed to the
relevant council
a
revenue)
Page 8 of 9 v5.0
Page 23 of 95Section 24
Page 24 of 95
Fellas edo Methodology / Key Assumption
pe
eee
ee
Borrowings Opening balance is proportion of debt pre-amalgamation / post bulk
water sale.
proportion of debt increase (excluding MPAC) and repayments
a
Source: De-amalgamation Analysis of Sunshine Coast Regional Council
Page 9 of 9 v5.0
Page 24 of 95Section 25
Attachment 4: Position Paper – Allocation of Other Items
Page 25 of 95
Attachment 4: Position Paper — Allocation of Other Items
Sunshine Coast Council
De-amalgamation Transfer
Position Paper — Allocation of Other Items
Background
Sections 38 and 39 of the Local Government (De-amalgamation Implementation) Regulation 2013 and Section
6.1 of the de-amalgamation transfer methodology requires the transfer committee to decide on the split of
assets and liabilities between the continuing (i.e.SCC) Council and new (i.e.NSC) Council to determine the
opening balance sheet position for both entities as at 31 December 2013.
The de-amalgamation transfer methodology provides the proposed methodology that may be used to
determine the separation of balance sheet items. For assets (in particular non-current assets), the
methodology recommends an allocation methodology based on the physical location of the asset to ensure
that both the new and continuing councils receive all property, plant and equipment required in their
geographical area to maintain effective service delivery to their respective communities.
Application to SCC / NSC Separation
The financial asset register has an identifier contained within each asset record to allow the identification and
hence effective separation of physical fixed asset records as at 31 December 2013. Although physical location
will be an appropriate methodology for most ‘fixed’ financial assets such as roads, drainage and buildings,
further consideration will need to be given to other assets such as plant and equipment (in conjunction with
any location identifier) to ensure that an equitable allocation of plant and equipment is made to ensure
business continuity for both entities from 1 January 2014.
Council’s current asset policy sets a materiality threshold of $5,000 where capital expenditure is recorded as
an asset in the financial asset register. This means that there are a significant number of physical items under
the threshold that could be classified as ‘assets’ but are periodically expensed via the operating budget.
Examples would include information communication technology equipment such as phones and tablet
computers, small plant and tools, library books, specialised equipment, building furniture, artwork etc. Also
considered for allocation purposes are items currently under lease (such as vehicles and IT equipment) or
under trust arrangements.
Purpose of this Paper
Both SCC and NSC Transfer Team staff will require direction from the Transfer Committee with respect to
progressing the identification and separation of assets and liabilities as at 31 December 2013. The purpose of
this position paper is to provide an equitable allocation methodology for the Transfer Committee to use as a
basis to provide direction to the organisation when entering into allocation discussions.
It is expected that working groups will need to be established to progress the allocation discussions,
particularly with respect to the allocation of fleet and plant assets as well as other items including portable and
attractive items (phones, laptops, small plant, tools, specialised equipment). Where a methodology has been
proposed for an asset type or class and consensus cannot be achieved via mutual discussions, the Transfer
Committee will be required to be the arbiter of a final outcome.
Page 1 of 3 v5.0
Page 25 of 95Section 26
Page 26 of 95
Proposed Allocation Principles
The following principles are proposed to be applied when separating each type of item. The list is not
exhaustive and may need further refinement as the process evolves.
OTHER ITEMS (Including Portable and Attractive Items)
aA Ae Allocation Principles
Information communication Principle 1 - Physical location when the ICT item is not user specific and can be
technology (ICT) items and identified as specifically servicing a particular region (i.e. printer, hot-desk
equipment (including leased) desktop phone & computer)
Principle 2— Where the ICT item is user specific (i.e. mobile phone,
tablet/PC/laptop computer, PDA device, desk phone) the item ‘follows’ the
user (i.e. transfers with the staff member should they be transferred to
Noosa).
Working group required to identify and provide an agreed schedule of ICT
items and equipment as at 31 December 2013
Leased fleet and plant A working group is required to identify and provide a reconciliation of current
plant and equipment, and the requirements of both the continuing and news
councils. The working group will aim to allocate PP&E to ensure that SCC
receives all PP&E required to maintain their geographical area, taking into
account the requirements by NSC. For PP&E items which cannot meet these
requirements a listing will be brought before the transfer committee for
resolution.
Working group required to identify and provide an agreed schedule of
allocated leased plant and equipment as at 31 December 2013
Building furniture and equipment Physical location of the furniture and equipment according to new LG
boundary
Working group required to identify and provide an agreed schedule of
allocated furniture and equipment as at 31 December 2013
Library Catalogue Physical location of books / resources according to new LG boundary
Library resources not located within a library as at the 31st December 2013
are to be allocated based on the proportion of library facilities
Working group required to identify and provide an agreed schedule of
allocated library books and resources as at 31 December 2013
Small plant and tools / specialised Principle 1 - Physical location when the item is not portable in nature and is
equipment / other equipment physically located in a particular region (i.e. workshop tools and equipment,
pool equipment, surveying equipment etc.)
Principle 2 - Where the item is assigned to a plant or vehicle, the item
‘follows’ the plant / vehicle
Principle 3- Where physical location, direct assignment and a specific
proportional usage method is not available for asset allocation, an equitable
Page 2 of 3 v5.0
Page 26 of 95Section 27
Page 27 of 95
aA ee Allocation Principles
general allocation is made based on the proportion of budgeted general rates
Working group required to identify and provide an agreed schedule of
allocated small plant and tools as at 31 December 2013
Principle 1— Physical location of artwork according to new LG boundary
Principle 2 — Exceptions to principle 1 to be bought to the working group
where artwork of significant regional value has moved location. The artwork
in question can then be transferred to its original location
Principle 3 — Where a specific grant or donation of artwork has been used to
purchase the artwork for a specific location and the artwork has since been
relocated
Principle 4 — Artworks purchased since amalgamation and not covered by
principle 3 are allocated based on the proportion of budgeted general rates
where they are of significant value
Finance Branch to determine allocation based on existing records with
assistance from Other Departments as and when required
Recommendations and Future Actions
To further progress the process of allocating financial and non-financial assets, the Transfer Committee should
adopt a set of agreed allocation principles as soon as possible given the associated service delivery implications
for both Councils from 1 January 2014. The principles are required to guide future decision making and ensure
consistent and equitable outcomes are achieved.
Working groups will need to be established, particularly with respect to reviewing current financial system
asset allocations as well as identifying and allocating non-financial assets. It is expected that existing registers
and schedules of items currently in use will be available to support the process. Working group discussions and
negotiations will need to occur in good faith to achieve an equitable and fair asset allocation outcome for both
Councils.
The following working groups are recommended to be formed:
1. Information Communication Technology
2. Building Furniture and Equipment
3. Fleet and Major Plant
4. Small Plant and Other Tools / Equipment
5. Library Catalogue
Key representatives from both SCC and the Noosa Transfer team will need to be appointed to each group to
drive outcomes within required timeframes.
Page 3 of 3 v5.0
Page 27 of 95Section 28
2.4.3 De-amalgamation Cost Procedure
The Local Government (De-amalgamation Implementation) Regulation 2013 sets out the basis for
calculating the cost of De-amalgamation and is supported by the De-amalgamation Transfer
Methodology.
The de-amalgamation costs of a new local government are a debt payable by the new Noosa
Council; however in the period leading up to changeover day, the Sunshine Coast Council was
responsible for payment of all de-amalgamation costs on behalf of the new Noosa Council for
which they will be reimbursed. Sunshine Coast Council CEO must ensure detailed records are
kept in relation to all de-amalgamation costs paid.
De-amalgamation outgoings incurred by the new Noosa Council are primarily made up of
implementation and due diligence costs, community and staff engagement and information,
communication and technology expenses, and the cost to purchase any equipment and plant that
is required to maintain service deliver standards:
the fees and allowances of the Transfer Manager.
any civil liability that attaches to the State under section 17(2) of the LDIR.
the remuneration and other costs associated with the employees made available by the
continuing local government to the Transfer Manager for the new local government.
the cost identified in the Transfer Methodology.
any costs decided by the Transfer Committee and/or the Minister.
A working capital facility was established with the approval of the Department of Local
Government, Community Recovery & Resilience to enable the new Noosa Council to repay the
cost of de-amalgamation to the continuing Sunshine Coast Council. This facility became available
at 1 January 2014 and must be discharge by 31 December 2014.
De-amalgamation Cost Procedures were developed to manage the identification and approval of
de-amalgamation costs. These procedures identified two key principles that would be applied to
decision making:
not a dollar more, not a dollar less and the
but for test
All work/projects were scoped and approved by the Transfer Committee. Sunshine Coast Council
Chief Executive Officer determined the nature and level of resources to be allocated to each body
of work – for example staff time, consultants, contractors, service providers, equipment; and these
cost would be put to the transfer committee for approval. Staff time was recorded on a dedicated
time sheet and where possible linked to items in the Transfer Action Plan.
Regular meetings of the De-amalgamation Project Team are held to review all de-amalgamation
costs claimed and identify allowable costs for approval and disputed costs for consideration and
clarification - by the Transfer Committee at its monthly meeting. A de-amalgamation cost
statement is prepared monthly for sign off by the Sunshine Coast Chief Executive Officer and the
Transfer Manager and provided to the Director General, Department of Local Government,
Community Recovery and Resilience.
Page 28 of 95
Section 29
Attachment 5: De-amalgamation Cost Procedure
Page 29 of 95
Attachment 5: De-amalgamation Cost Procedure
Sunshine Coast De-amalgamation Cost Procedure
Council
Background
De-amalgamation costs are costs incurred during the implementation of the De-amalgamation which
are to be paid by the new Noosa Shire Council.
The basis for De-amalgamation costs is set out in the Local Government (De-amalgamation
Implementation) Regulation 2013. Sections 35 to 37 provide as follows:-
35 What are De-amalgamation costs
(1) The De-amalgamation costs of a new local government are -
(a) the fees and allowances of the transfer manager under section 14; and
(b) any civil liability that attaches to the State under section 17(2); and
(c) the remuneration and other costs associated with the employees made available
by the continuing local government to the transfer manager for the new local
government under section 20(2)(c); and
(a) the costs identified in the transfer methodology under section 20(2)(d) to be
payable by the new local government; and
(e) the costs decided by the transfer committee under section 27(c) to be payable by
the new local government; and
(f} the costs, if any, decided by the Minister under section 30 to be payable by the
new local government; and
(g) any civil lability that atlaches to the State under section 34/2).
(2) To remove any doubt, it is declared that De-amalgamation costs may be incurred on
any date, whether before or after the changeover day.
36 Recovery of De-amalgamation costs
« (1)The De-amalgamation costs of a new local government are a debt payable by the new
local government.
« (2)The debt may be satisfied by the related continuing local government deducting the
amount of the debt from the cash assets to be transferred from the related continuing
local government to the new local government on the changeover day.
e (3)The De-amalgamation costs may be recovered from the new focal government by
action in a court of competent jurisdiction,
37 Transfer of QTC working capital facility
« (1)This section applies if a QTC working capital facility has been established for the sole
purpose of facilitating the De-arnaigamation of a continuing local government.
« (2)The facility must be transferred from the continuing local government to the related
new local government on changeover day.
« (3)The new local government must discharge the facility by 31 December 2014.
« (4)in this section—
Page 29 of 95Section 30
Page 30 of 95
Sunshine Coast De-amalgamation Cost Procedure
Council
Li i
OTC working capital facility means a working capital facility held with Queensland
Treasury Gorporalon.
The State Government has also approved a De-amalgamation transfer methodology which sets out
additional requirements in relation to De-amalgamation costs. The De-amalgamation Transfer
Methodology was published pursuant to section 20 of the Regulation, The De-amalgamation Transfer
Methodology includes the following provisions in relation to the amalgamation costs:-
“section 5.7 - Identification of De-amalgamation costs
De-amaigamation costs are those defined in part 3, division 5, section 35 of the LGDIR,
These include adoifional costs:
* identified in this De-amalgamation fransfer malhodology pursuant to section
45/1 )fa)
* decided by the transfer committee pursvant to section 35(1)(e)
* decided by the Minister pursuant fo section 25/1) /4.
Section 5,2 - Initia! payment of De-amalgamation costs
In the period leading up to lhe changeover day, the continuing council will be responsible
for payment of al De-amalgamation casts on behalf of fhe new council.
The Continuing CEQ must ensure detailed records are kept in relation Wo all De-
amalgamation costs paid.
Section 5.3 - Recovery of De-amalgamation costs
The De-amalgamation costs of fhe new council are a debt payable by the new council to
ihe relevant continuing council,
This debt may be satisfied by the continuing council deducting the amount of the debt for
De-amalgamation coats from the cash assels lo be franslerred fo the new council an
changeover day.
Alfernatively, the continuing council may apoly to the department for approval to establish a
Queensiand Treasury Corporation (OTC) working capital facility, for the sole purpose of
paying De-amaigarmation costs and capitalised interest relating to the working capital
Fercrty.
This working capital facility wil be transfered to [he new council on changeover day wilh
the new council being required to discharge the facility by 37 December 2074.
Section 5.4 - De-amalgamation costs statement
A monthly De-amalgamation costs statement (DCS) mus! be prepared for each new
council, For the period to changeover day, (he CCEO must prepare the slatement. After
changeover day through fo the campletion of the transfer commniiee’s fern tha CEO of the
new council must prepare the statement.
Page 30 of 95Section 31
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Sunshine Coast De-amalgamation Cost Procedure
a) =
Council
Tire OCS nrvat ipctude details of al approved De-amalganation costs parc, The OOS must
be certified by both the CCEO and Transfer Manager and provided fo the Director-General
no later than seven days after ihe end of each calendar month,”
Our Principles
In the Sunshine Coast Regional Council De-amalgamation process, we will apply two principles in
relation io De-amalgamation costs.
Principle 1 - "Nota Dollar More, Not a Dollar Less”
This principle recognises that:-
* the ratepayers of the remaining Sunshine Coast Regional Council should not be required to
subsidise the establishment of the néw Noosa Shire Council. In other words, all costs incurred
by the Sunshine Coast Regional Council directly related to the De-amalgamatian within the
regulations and transfer methodology, should be recovered as De-amalgamation costs, and
* (the ratepayers of ihe new Noosa Shire Council should not have to pay unreasonable costs
associated with the De-amalgamation process. in other words, every effort should be made to
keep De-amalgamation costs as low as possible during the Be-amalgamation implementation
process.
As such, the De-amalgamation costs process will be focused on ensuring thal the correct costs of De-
amalgamation are recorded and processed.
Principle 2 -— The “But For" Test
This principlé will ba used by the Transfer Committee to determing if a cost incurred is in fact a De-
amalgamation cost. The fast to be used by the Transfer Committee is as follows:-
“Would [hig activity have been required and therefore the cosf incurred but for the De-amal/gamatan
process?”
Applying this principle, costs associated with any activity that has been undertaken by the Sunshine
Coast Regional Council which would mot otherwise have been required but for the De-amalgamation
process, will be considered as a De-amalgamation cost. To support this principle, a number of
examples are provided:-
Example 1-a Council manager allends a regular management meeting held on a weekly basis. As the
De-amaljamation is 4 major issue, this matter is discussed at that regular weekly meeting. This would
not be a De-amalgamation cost because that management meeting would have been held regardless
of whether or not the amalgamation was occurring. Management time in attending thal meeting is neta
De-amalgamation cost
Example 2 - 4 staff member is requested to review a list of Council plant and equipment in order to
identify which plant and equipment should be allocated to each of the two Councils based on the
transfer methodology. The time of that staff member to underdake thet task woukd be a De-
amalgamation cos! because thal aclivily would nol have been underlaken bul for the De-amalgamation
process, The same result would apply if that staff member was required to work overtime to complete
this additional task.
Example 3 — a staff member of SCRC is seconded to work for the Transfer Manager to assist with the
implementation of the de-amalgamation. All of tha costs of that staff member will ba De-amalgamation
costs while working for ihe Transfer Manager on the de-amalgamation.
PUuYye ol VI 7JVSection 32
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Example 4 — 2 staff member of SCRC is required by the Chief Executive Officer to assis! wilh his
responsibilities to decide on transfer of staff to the new Noosa Council, All time spent by thal staff
member on thal task will be a De-amalgamation cost.
Approval for De-amalgamation works
Beiore any works are commenced the proposed work and scope of these works should be approved
by the Transfer Committee prior ta the works being undertaken wherever practicable. Works identified
in the Noosa Transfer Action Plan and/or the SCRC Management Plan, which have been endorsed by
the Transfer Committee, are classified as approved works.
Works undertaken withoul prior approval will be highlighted and considered at the next Transfer
Committee meeting.
Costs may also be incurred in accordance wilh cos! forecast documentation as prepared for and
discussed by the Transfer Committee
The CEO of tha Sunshine Coast Council will determine the nature and level of resources required to
meet hs speciic obligations with regard to the de-amalgamatlion process, however will do so with
regard to the principles above and wherever possible with advance communication to the Transfer
Manager.
These costs will then be putto the Transfer Committee for consideraion and approval.
Recording De-amalgamation staff costs:
A staff member who works on the De-amalgamation will record their work time on the approved
timesheets, wilh details linked where possible to items contained in the Transition Action Plan or SCRC
Management Plan. These details will assist in clarifying the nature of the De-amalgamation work
undertaken. If in any instances insufficient detail is provided, the De-amalgamation project team
{representatives of the CEO and Transfer Manager) will seek to clarify and resolve the issue. Where
this cannot be achieved the matter will be advised for consideration to the Transfer Committee.
Recording other types of De-amalgamation costs
lt is mod just staff costs that aré De-amalgamation costs. If SCRC undertakes other activities as a result
of ihe De-amalgamation process and thase activities would not have been required but for the De-
amalgamation process (eq engagement of consultancies, contractors, service providers, equipment
etc) then those costs will also be considered as De-amalgamation costs. For these types of De-
amalgamation costs, wherever practicablé approval should be sought prior to initiation of any
expenditure through the normal aost management prooess with an additional optional step to refer the
eve to the Transfer Committee via the De-amalgamaton Project team.
Fortnightly review of De-amalgamation costs
The De-amalgamation project team will meet on a fortnightly basis to review all claimed De-
amalgamation costs. They will identify, in accordance with these quidelines, which costs are allowable
as De-amalgamation costs. They will prepare for consideration by the Transfer Commitee details of
De-armalgamation costs. Where there is not agreement on what is a De-amalgamation cost, they will
identify any areas of disagreement for consideration by the Transfer Committee.
Page 32 of 95Section 33
Page 33 of 95
S10 ais) /e a @sey= ls! De-amalgamation Cost Procedure
Council
Monthly approval of De-amalgamation costs by the Transfer Committee
The Transfer Commi will meet on a monthly basis to review De-amalgamation costs, The De-
amalgamation Project Seeger will prepare a monthly De-amalgamation cos! statement for signing by
both the Continuing CEO and the Transfer Manager. That De-amalgarnation cost statement will be
provided within 7 days of [he end of each month to the Director General of the Department of Local
Government,
To remove any doubt, the Transfer Committee will not approve any costs incurred by SCRC incurred
on or before the poll held on 9 March 2013, Those costs were incurred prior to lhe Regulation which
makes them not eligible to be considered as De-amalgamation costs,
Savings that result from staff costs being allocated to De-amalgamation costs
Where there are savings in the current SCRC as a result of a staff member's time being charged to De-
amalgamation rather than their normal cost codes, then any savings will form part of the final cash
balance which is to be split between the Councils as per the methodology agreed by the Transfer
Committee,
Signed: _——] ——
J. \ ceo 7
i)
Signed: XN ‘ > SS
Peter Franks, Transler Manager
Pete anf zfs,
Page 33 of 95Section 34
2.6 Service Delivery
The Transfer Manager was charged with ensuring that the new Noosa Council was business ready
and able to provide continuity of service to the Noosa community and meet is local government
responsibilities from changeover day of 1 January 2014.
To achieve this all decisions were made:
on an interim basis to enable the new Noosa Council to make final decisions, and
within the budget allocated for the new council past changeover day
In order to maintain service levels and establish the necessary delivery arrangements, a process to
identify each service and its location, and the level of service that applies to each function was
undertaken. Consideration was given to the benefits of maintaining shared service arrangements
with the Sunshine Coast Council where possible, however limited opportunities eventuated.
Where appropriate, contracts that apply to the continuing Sunshine Coast Council such as
employment, new infrastructure, waste collection and mowing contracts are taken to apply to the
new Noosa Council. The Transfer Manager put into place the interim contracts necessary to
ensure the continuity of service delivery.
The Transfer Committee agreed (and will maintain), a schedule of contracts which after
changeover day of 1 January 2014 will apply to the new Noosa Council, the continuing Sunshine
Coast Council and the Noosa and Sunshine Coast Council. In doing so the Transfer Committee
determined the extent of liability that applies to each council and the process for managing these
contracts post changeover day.
2.7 Structure & Staffing
The Transfer Manager was charged with developing an interim organisational structure for the new
Council. The interim structure applies from 1 January 2014 until such time as the Noosa Council
adopts a permanent structure.
In developing and populating the interim organisational structure the following principles were
adopted:
Consider the business needs and future sustainability of the new Noosa Council.
Work within the terms of the relevant industrial agreements as they apply including:
o Sunshine Coast Council Salaried Officers Certified Agreement 2011 (No.2)
o Sunshine Coast Council Field-Based Employees Certified Agreement 2011 (No.2)
o De-Amalgamation Transfer Methodology
o Local Government (De-amalgamation Implementation) Regulation 2013
Communicate with transferring employees and unions and other relevant stakeholders in as
timely a manner as possible.
Roles were identified based on the business needs of the organisation and the resources required
to maintain service delivery standards.
Page 34 of 95
Section 35
In accordance with the LDIR, the Sunshine Coast Council Chief Executive Officer determined the
positions and employees to transfer to the new Noosa Council. From this list people were placed
into roles in the interim structure via:
direct placement based on best alignment with substantive roles, best fit and level, skills and
qualification.
closed selection where appointments were made through a competitive merit based process
open only to identified employees.
open internal/external selection where vacant roles in the interim structure were not able to
be filled through direct placement or closed selection.
It was recognised that the number of employees identified to transfer from the Sunshine Coast
Council was greater than the number of roles identified in the interim structure and those staff who
were unable to be meaningfully placed into the interim structure were advised personally by the
Transfer Manager at the end of November.
Council adopted the interim structure at its meeting of 2 January 2014.
The following process was developed to guide the population of the interim organisational
structure.
Page 35 of 95
Section 36
Attachment 6: Process to populate the structure of the new Noosa Council
Page 36 of 95
Attachment 6: Process to populate the structure of the new Noosa Council
Noosa Transfer
Team
Process for population of the interim structure for the new Noosa Council
Purpose
This procedure establishes the principles and processes that will apply as the Transfer
Manager develops and implements the interim organisational structure for the new Noosa
Council. In accordance with the De-amalgamation Transfer Methodology, the Chief Executive
Officer of the Sunshine Coast Council has determined the positions and employees to transfer
to the new Noosa Council.
It is acknowledged that the number of employees identified to transfer from the Sunshine
Coast Council is greater than the number of roles that will be available in the interim structure
for the new Noosa Council.
Those staff who are unsuccessful in obtaining a role in the interim structure will be identified
as soon as possible and this information shared with affected employees. At the same time it
is recognised that there may be vacant positions within the interim structure requiring
specialised skills which will result in the need to recruit specialist staff in order to fill key roles
within the new Noosa Council.
Principles and Commitments
e Consider the business needs and future sustainability of the new Noosa Council.
e Work within the terms of the relevant industrial agreements as they apply including:
- Sunshine Coast Council Salaried Officers Certified Agreement 2011 (No.2)
- Sunshine Coast Council Field-Based Employees Certified Agreement 2011 (No.2)
- De-Amalgamation Transfer Methodology
- Local Government (De-amalgamation Implementation) Regulation 2013
e Communicate with transferring employees and unions and other relevant stakeholders
in as timely a manner as possible.
e Seek to best manage the impacts on people.
Process
An interim structure for the new Noosa Council will be developed based on future business
needs and the resources required to maintain service delivery standards to the community.
Positions and employees identified to transfer to the new Noosa Council (as determined by
the Chief Executive Officer of Sunshine Coast Council) will be reviewed and, where possible,
placed into roles in the interim structure in the following ways:
Page 1 of 3
Page 36 of 95Section 37
Page 37 of 95
e Direct placement - based on best fit and at level. Considerations will include alignment
with the employee’s current substantive position responsibilities, skills and
qualifications to the new roles.
e Closed selection - when, within specific areas, there are fewer roles available in the
interim structure than identified employees, a competitive merit based selection
process will occur. In this situation the employee will be asked to provide a current
resume and a covering letter (maximum 2 pages) for the consideration of the Transfer
Manager.
e Open Internal/External selection - any vacant roles in the interim structure not filled
through direct appointment or closed selection will be identified to the group of
transferring employees who have not been assigned to roles in the interim structure. In
this situation the employee will be asked to provide a current resume and a covering
letter (maximum 2 pages) for the consideration of the Transfer Manager.
Appointment Process
Where possible, in the first instance, employees will be directly appointed to new roles within
the new Noosa Council interim structure. This will occur where there is a good match between
the employee’s current substantive position responsibilities, position level, skills, experience
and qualifications.
Employees identified to transfer will do so with their existing Sunshine Coast Council
conditions of employment (classification level etc.) and the relevant Sunshine Coast Certified
Agreement will continue to regulate their employment.
Where closed selection is required, the process may include assessment based on
information provided by the employee together with:
e Assessments of skills and qualifications, and/or
e Proficiency tests, and/or
e Assessments of achievements and contributions, and/or
e Reference checks, and/or
e Performance assessment, and/or
e Other methods as may be considered appropriate and reasonable by the Transfer
Manager.
A role in the interim structure may proceed to open/external selection if there is no apparent
equivalent transferring position and the role is unable to be filled through direct appointment or
closed selection. This situation may arise where there is a position with a particular skill set
required in the interim structure and it is not obvious that there is an equivalent transferring
staff member with this capability.
Page 2 of 3
Page 37 of 95Section 38
Page 38 of 95
Unsuccessful Employees
Transferring employees identified as surplus to the interim structure and not successful in
obtaining an interim role will be advised of this as soon as possible. They will be advised that
they will be included in the list of transferring staff who are unable to be meaningfully placed
for Council's consideration and determination at the Council meeting planned for 2 January
2014.
The need for early communication with affected employees has been identified as a priority.
Specific details of what is to occur on the 1 January 2014 will be communicated to the affected
staff as soon as possible.
Employees will be supported through standard provisions as detailed within the Certified
Agreements.
The Local Government (De-amalgamation Implementation) Regulation 2013 requires that any
redundancies are to be made by the new Noosa Council. As a result no redundancies
(voluntary or otherwise) will be available prior to the transfer date.
Timeframe
It is intended that the population of the interim structure will proceed as quickly as possible.
All transferring employees will receive written notification about their future roles within the
interim structure for the new Noosa Council and transfer arrangements.
Page 3 of 3
Page 38 of 95Section 39
Noosa Council Interim Organisational Structure
Attachment 7: Interim Structure
Chief Executive
Officer
Internal Audit
Business Director Director Director Chief of Staff
Integration &
Support Community Infrastructure Community & Development Organisational Services Executive Office
Manager
Manager Manager Manager Manager Health & Manager Manager Manager Manager Manager
Asset Planning Civil Operations Community Planning & Regulatory Financial ICT Property & Communications Human
& Delivery Services Development Services Services Contracts & Governance Resources
Sport & Strategic Planning Community Property & Land
Transport (Land Use) Finance & Management Customer Service
Environmental Waste Recreational Environmental Business Resilience & Technology De-amalgamation
Infrastructure Works Operations Accounting HR Management Executive Support
Services Management Services Health Facilitation Disaster Services Coordination
Management Development Services Community
Management Building &
Assessment Engagement
Policy & Programs Facilities
Engineering & Management
Venues & Facilities Environmental
Assessment
Administration & Corporate Planning
Knowledge & Reporting
Compliance Community Order Workplace Health
Project Design & Community & Revenue Services Management & Procurement &
& Safety & Safety
Delivery Cultural Records Fleet Legal Services
Building
Development Regulatory
Complaints
Cultural Facilities Plumbing Services Management &
Freedom to
Policy & Programs Information
Assets & Community Enterprise Risk Payroll
Investigations Welfare Services Management &
Insurance
Local Laws
Registers &
Libraries Delegations
Sustainability
Coordination
Page 39 of 95
Final
Section 40
Section 3 – Community Engagement
The Transfer Manager consulted and engaged extensively with the community focusing primarily
on residents and ratepayers of the Noosa area but also across the Sunshine Coast region
generally, to ensure information on the process of de-amalgamation was readily available. The
Transfer Manager communicated with individuals, community representative groups, local
businesses, representative business groups, potential vendors, government agencies and the
media.
A Community Engagement and Communications Plan was established to guide this process and
ensure connectivity and information provision to the community and provide a feedback
mechanisms for community concerns. That plan was developed around the following objectives:
to connect with key stakeholders, particularly Noosa Shire residents and ratepayers to inform
them in relation to transitional plans;
to connect with key stakeholders to enable them to express concerns, make suggestions or
raise queries in relation to the transition;
to gather and collate information from all key stakeholders and present it to the new council
specifically in relation to:
o the contemporary issues that should be addressed;
o the future needs and aspirations of the community that should be considered in
strategic planning.
A Noosa Transfer Team web-site was developed to provide a key source of information to
stakeholders. That website provided public access to documents and regulations integral to the
de-amalgamation process such as progress reports, media releases and updates. The website
can be viewed via the following link www.noosatt.qld.gov.au
Page 40 of 95
Section 41
Attachment 8: Community Engagement and Communications Plan
Page 41 of 95
Attachment 8: Community Engagement and Communications Plan
Noosa Transfer
Team
Community Engagement and Communications Plan
Introduction
This program is intended to be applied during the period 22 April 2013 to 31 December
2013. It has a relatively narrow focus as it does not intend to usurp or duplicate the
existing Council’s own community engagement efforts. It is intended to focus on the
following objectives:
1. To connect with key stakeholders, particularly Noosa Shire Council
residents and ratepayers to inform them in relation to transitional plans;
2. To connect with key stakeholders to enable them to express concerns, make
suggestions or raise queries in relation to the transition;
3. To gather and collate information from all key stakeholders and present it to the new
Council specifically in relation to:
e The contemporary issues that should be addressed;
e The future needs and aspirations of the community that should be considered in
strategic planning.
The program has been designed cognisant of the constrained timeframes and limited
resources available.
Structure
The draft Community Engagement and Communications Plan is structured with the
following key elements:
e Intent — it is important that intent for the program is clearly identified as a basis on which
to develop core messages and to ensure community understanding of objectives.
e Message - this is the crux of the engagement and each distinct message should be
carefully framed to ensure that it can be relied upon as the fundamental purpose of the
engagement.
e Audience — the definition of the target audience is critical as the community is inclined
to reject information that it does not want or need. In this regard the audience may
change depending on the message and its relevance.
e Participation — the degree of participation by the target audience is an important design
element. The roles can range from a very passive receiver of information to the highly
empowered decision maker.
e Mode — There are many ‘modes’ of engagement ranging from personal communication,
to use of mass media. The choice of mode will need to carefully reflect the most
effective means of engaging with the respective target audiences.
Page 1 of 9
Page 41 of 95Section 42
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Noosa Transfer
Team
e Timing — Obviously the timeframes are very short but the tactical staging of the program
will be important. Key milestones include:
9 March 2013 De-amalgamation poll conducted
29 April 2013 Transfer Manager commenced
Last quarter 2013 Election of new Noosa Shire Council and
Mayor
1 January 2014 New Noosa Shire Council comes _ into
existence
e Influences — the external influences on community engagement will need to be
considered in designing the community engagement activities.
e Activities — the detailed design of the community engagement activities will take all of
the above elements into account.
Intent
The primary intent is to undertake a Community Engagement and Communications Plan
which will achieve connectivity, information provision and feedback mechanisms for
community concerns.
To clearly identify intent, provides an underlining purpose for engagement activities. It is this
purpose which will enable messages to be clearly articulated. The objectives mentioned
above contribute to this purpose as well as requirements set out in the De-amalgamation
Methodology to develop and undertake a Community Engagement and Communications
Plan.
Message
There are many possible messages that may need to be conveyed or sought (remembering
importantly that community engagement is a two-way exercise). The following messages
have been identified and will be tailored to different target audiences.
Key Messages:
e Toclarify the role and responsibility of the Transfer Manager;
e To explicitly address differences in Council’s roles and responsibilities and that of the
Transfer Manager;
e To clarify the role and responsibility of the Local Advisory Committee and the fact that
they are the primary conduit for advice on issues impacting the community;
Page 2 of 9
Page 42 of 95Section 43
Page 43 of 95
Noosa Transfer
Team
e The Transfer Manager will ensure key stakeholders are kept informed with relevant and
timely information and the Transfer Manager is easily accessible in regards to the
transition process and implications therein;
e The Transfer Manager will engage with interested parties wherever possible;
e The Transfer Manager will effect two-way communication within the community to
ensure reform options alternatives and issues to be addressed by the new Council are
available;
e Two way communications is the key to successful and mutually beneficial relationships
for the future Noosa Shire Council; and
e The Transfer Manager will communicate with the community on key decisions.
Audience
The Transfer Manager has identified the following key stakeholder groups:
Key stakeholders
Noosa Shire Council residents and | To provide information about the process for
ratepayers establishing the new council, the role of the
Transfer Manager and the achievement of
key milestones.
Special interest groups and associations To provide direct information relating to the
transfer process and consult on issues and
concerns. Acknowledging the special
interests of particular stakeholder groups.
To communicate’ directly, delivering
targeted, specific messages.
To provide updated information, clarity of the
process and address issues.
Staff To provide information about the process
and timeline for de-amalgamation and of
major staffing decisions and implications.
Local Advisory Committee To advise progress with the delivery of the
Transfer Action Plan and identify and seek
advice on emerging issues which impact on
the community.
Transfer Committee To consult all matters relating to the
Transfer Regulations/Methodology and
provide updated information on progress of
the Transfer Action Plan.
Agencies and state government | To meet statutory reporting requirements,
departments including progress in the implementation of
the Transfer Action Plan.
Page 3 of 9
Page 43 of 95Section 44
Page 44 of 95
Noosa Transfer
Team
These key stakeholders are a solid starting point for the targeting of audiences however
there are audience groupings that exist on the basis of other definitions including
demographics and interest groups.
Participation
Reference is made to the IAP2 Public Participation Spectrum which has been developed by
the International Association for Public Participation. The matrix is considered to be a
credible foundation for determining the degree of public participation to be undertaken (refer
to Appendix A).
The Objectives of the Community Engagement and Communications Plan specified earlier
in this report establish a relatively constraining framework for participation as the Transfer
Manager is not fully empowered to make decisions. The Community Engagement and
Communications Plan therefore reflects this constraint with most activities designed at the
“Inform” or “Consult” levels.
Inform:
° Engagement tools utilised to facilitate the ‘Inform’ level are, with some exceptions,
generally one way techniques, with the potential for feedback mechanisms to be
included in their format. They often have the potential to reach a large and diverse
audience.
Consult:
° Engagement tools utilised for the ‘Consult’ level incorporate two way communications
with structured response framework. This allows for some management of responses
and facilitates data collection.
INFORM CONSULT
Public Participation Goal:
To provide the public with balanced and To obtain feedback on analysis, alternatives
objective information to assist them in and/or decisions.
understanding the problem, alternatives,
opportunities and or solutions.
‘Promise tothe Public: === tothe Public
We will keep you informed. We will keep you informed, listen to and
acknowledge concerns and aspirations, and
provide feedback on how public input influenced
the decision.
Page 4 of 9
Page 44 of 95Section 45
Page 45 of 95
Noosa Transfer
Team
* Fact sheets ¢ Public comment
¢ Web sites ¢ Focus Groups
* Open houses ¢ Surveys
¢ Briefings ¢ Public Meetings
Mode and Activities
To reach a diversely segmented audience with consistent messages, it is important to utilise
a number of complimentary engagement tools/activities. Consistent message delivery is
enhanced by frequency of delivery and the engagement tools at the ‘Inform’ and ‘Consult’
levels of participation.
The following modes of engagement will be considered by the Transfer Manager in
determining the engagement activities relative to the key messages to be communicated
and the target audience.
Modes and Activities Matrix
Print media Fact sheets, newsletters, brochures etc.
Press and media coverage Newspaper inserts, press releases, media
opportunities
Static displays Temporary information display highlighting
change management and effect
Invited briefings Use of community group meetings to distribute
a message
Public meetings Traditional LG public meetings
Meeting observation Open meetings
Mass Website polls Personal experience distributed en masse
Media
Targeted Public meetings Traditional LG public meetings
Media
Face to Stakeholder interviews Either one on one or in group, framed
face questionnaires
Static displays Temporary information display highlighting
change management and effect
Community interest group Focus Group styled activity with invited
consultation participants who have previously seen
questions to be posed
Focus groups Small targeted group, one to one activity.
Page 5 of 9
Page 45 of 95Section 46
Page 46 of 95
Noosa Transfer
Team
Timing
The Transfer Manager will immediately embark on an ongoing community engagement and
communications process and will continue to ensure that the principles set out above are
addressed.
This will include:
e Meeting at least monthly with the Local Advisory Committee; The preparation of
fortnightly newspaper columns (alternating between the two major local printed
newspapers with copies provided to smaller locality publications);
e Initiating and responding to television and radio stations servicing the area;
e Addressing the major associations/interest groups at least once but also further on
request if a need is identified;
e Responding to requests from individuals/stakeholders promptly and when appropriate
meet with these people; and
¢ Communications with staff regarding the transfer process (via the Transfer Manager
and essentially the Chief Executive Officer as the Transfer Manager has no direct
linkages with current staff).
Of course each activity will need to be carefully timed and in particular will need to take into
account the potential impact of external influences.
Influences
The following potential external influences are listed for consideration by the Transfer
Manager:
e Media portrayal current and future;
e Media portrayal historic;
e Previous and future community engagement activity undertaken by Proponents and
interest/stakeholder groups;
e Previous and future community engagement activity undertaken by the Sunshine Coast
Council;
e Reputation of Council and Councils’ services;
e Current community perception of the role/functions of Council;
e Potentially sensitive activities due for completion, review, commencement by the
Sunshine Coast Council during the programs delivery;
e Councillor election campaigns, including views expressed by candidates and issues
raised;
e Fears (both rational and irrational) currently perceived by stakeholders and staff; and
e Christmas and holiday period.
It is important to note that these influences do not include broad environmental issues which
may arise throughout the program including political climate and other non-assessable
issues.
Page 6 of 9
Page 46 of 95Section 47
Page 47 of 95
Noosa Transfer
Team
Scheduling
The actual scheduling will be decided on by the Transfer Manager with the
aforementioned elements in mind. Activities to be undertaken will consider the modes and
activities previously mentioned, budget, timeframe and available resources. The activities
adopted will be further developed to incorporate intent, messages and influences.
Print Media
To support the program both for promotional purposes and information provision
purposes, a print media schedule was developed. The schedule included:
e Media release schedule — fortnightly — alternating between Noosa News and Noosa
Today;
e Print material including fact sheets, newsletters etc. as required;
e Website — once a stand-alone IT system is available a New Noosa Council website
will be established and updated regularly — anticipated October 2013;
e Sunshine Coast intranet — for key messages to staff via the Chief Executive Officer;
and
e Paid advertising — as required but limited to minimise costs.
Risk Analysis and Recommendations
Risks of not communicating and engaging with the key stakeholders include:
e Inaccurate information being communicated within the community by the media;
e Misunderstanding of the effects of de-amalgamation by the community and the need
to ensure correct information is provided, especially given the development of the new
De-amalgamation Transfer Methodology;
e Unrealistic community expectations as a result of the community not being sufficiently
informed or engaged.
It is important community expectations are not raised unrealistically and that the type of
community engagement is relevant for the respective stakeholder. In addition
opportunities are provided for stakeholders to give feedback.
Page 7 of 9
Page 47 of 95Section 48
Page 48 of 95
Noosa Transfer
Team
Appendix A
IAP2 Public Participation Spectrum
INFORM CONSULT INVOLVE COLLABORATE EMPOWER
Public Public
Participation Participation
Goal: Goal:
To provide the To obtain To work To partner with To place final
public with feedback on directly with the the public in each decision making
balanced and analysis, public aspect of the in the hands of
objective alternatives throughout the decision the public.
information to and/or decisions. entire process including the
assist them in to ensure that development of
understanding public alternatives and
the problem, concerns and the identification
alternatives, aspirations are of the preferred
opportunities consistently solution.
and or understood
solutions. and
considered.
Promise to the Promise to the
public: public:
We will keep you Wewill keep We will work with We-will look to We will
informed. you informed, you to ensure you for direct implement what
listen to and that your advice and you decide
acknowledge concerns and innovation in
concerns and aspirations are formulating
aspirations,and _ directly reflected solutions and
provide in the incorporate your
feedback on alternatives advice and
how publicinput developed and recommendation
influenced the provide feedback s into the
decision. on how public decisions to the
input influenced |= maximum extent
the decision. possible
Example Example
techniques to techniques to
consider: consider:
+ Fact sheets ¢ Public comment » Workshops * Citizen Advisory « Citizen juries
. . Committees
¢ Web sites * Focus Groups’ + Deliberate Ballots
* Open houses * Surveys polling Tp ylnchica * Delegated
. a building decisions
eee uence moenngs ¢ Participatory
decision
making
Page 8 of 9
Page 48 of 95Section 49
Page 49 of 95
Noosa Transfer
Team
Contact details for Transfer Manager
Name: Peter Franks
Phone: 5449 5243
Email: [email protected]
Page 9 of 9
Page 49 of 95Section 50
3.1 Local Advisory Committee
Community engagement and consultation was a key priority of the State Government through the
de-amalgamation process. In establishing the Local Government (De-amalgamation
Implementation) Regulation, 2013 provision was made for the creation of a Local Advisory
Committee. Members were appointed by the Hon. David Crisafulli MP, Minister for Local
Government, Community Recovery and Resilience and included:
The Hon Glen Elmes MP, Member for Noosa
Brian Stockwell , Noosa Chamber of Commerce (resigned October 2013)
Danielle Taylor, Cooroy Chamber of Commerce
Steve McPharlin, Tourism Noosa Ltd.
The Committee’s role was to voluntarily provide advice to Transfer Manager on local issues to
inform decision making throughout the de-amalgamation process. This advice was provided via
regular monthly meetings.
The Local Area Committee Meeting Minutes can be found at www.noosatt.qld.gov.au
Page 50 of 95
Section 51
3.2 Community Consultation
The Transfer Manager engaged with a wide range of groups and individuals during the transition
process. The following is a list of community groups that he met with. For privacy reasons
individual names have not been listed
.
Friends of Noosa Cooroora Connect
Tourism Noosa Ltd Maroochydore Chamber of Commerce
Noosa Chamber of Commerce Property Council of Australia
Chamber of Commerce & Industry Radio Station Zinc 96.1
Queensland
Cooroy RSL Citizens and Memorial Club
Zonta Club of Noosa
David Gibson Member for Gympie
Tewantin Noosa Lions Club
Cooroy Residents & Ratepayers Association
Noosa Biosphere Ltd
Friends of Noosa Gallery
Services Union
Sunshine Coast Destination Ltd
Construction Forestry Mining Energy Union of
Kin Kin Community Group
Queensland
Sunshine Coast sister Cities Association
Transport Workers Union
Sunshine Coast North SES
Organisation Sunshine Coast Associations of
Residents Noosa Community Radio
Noosa Show Society
Cooroy Chamber of Commerce
Eumundi, Doonan, Verrierdale Residents
Group
Peregian Beach Community Association
Noosa yacht & Rowing Club
Clean Tech Industries Sunshine Coast
Sunshine Coast Business Council
Noosa Residents & Ratepayers Association
Radio Station 101.3FM
Sunshine Beach Surf Club
Win News
Radio Station 91.9 Sea FM
Noosa Swimming Club
Cooran Connect Business
Noosa Today Newspaper
Noosa Waters Association
Hastings Street Association
Agricultural, Horticultural & Industrial Society
Sunshine Beach State High School
Noosa News Newspaper
Page 51 of 95
Section 52
3.3 Media engagement
The Transfer Manager was widely available to all Sunshine Coast media and regularly undertook
local radio, press and television interviews.
The Transfer Manager also provided monthly columns to the two local newspapers (Noosa Today
and Noosa News) as a way to keep the community informed of the transition progress.
The Transfer Manager also sent out a number of media releases on important de-amalgamation
topics as required.
Page 52 of 95
Section 53
Section 4 – Transfer Action Plan
Under Section 4.6 of the De-amalgamation Transfer Methodology, the Transfer Manager is
required to prepare and maintain a Transfer Action Plan (TAP) to facilitate this. Key deliverables of
the plan include a snapshot of the new Noosa Council and a section detailing actions under each
of the key deliverable areas. The TAP is a high level master plan containing the most important
elements that will need to be addressed. It provides structure to the task of planning and
implementing the necessary changes to create the new Noosa Council and ensure the transfer is
as effective and efficient as possible to enable the entity to act effectively from 1 January 2014.
The objectives of the Transfer Action Plan are to:
Meet legislative requirements
Adhere to the principles of the Transfer Committee
Ensure no disruption or decline in services to the Noosa community on 1 January 2014
Apply best practice principles as a basis for the development of the new council
Keep councillors, organisational leaders, staff and the community informed.
The de-amalgamation transfer methodology section 47 sets out the framework for the Noosa
Council to de-amalgamate from the Sunshine Coast Regional Council on 1 January 2014; states
that
“all instruments such as local laws, planning instruments, policies and procedures will on
changeover day transfer to the new council pursuant to regulation”
As not all of these instruments will be tailored to the specific needs of the new Noosa Council, the
Transfer Action Plan will identify which of these transferring local laws, planning instruments,
policies and procedures are critical to day 1 operations, and amend accordingly.
Working teams were established in the seven major areas of the TAP including: Finance,
Assets, Services, Information Communication Technology, Human Resources, Planning, and
Governance. Staffing, interim organisational structure, establishment and continuity of business
systems, ICT strategies, the transfer of legal proceedings, planning and community engagement
and communications and financial matters, are all addressed in the TAP
The tasks for the working teams involved the following stages:
gather information about existing operations and service delivery;
review;
determine any critical or high risk issues; and
develop strategies to address the problems
4.1 Finance Transfer Action Plan (TAP)
Councils manage significant financial budgets on behalf of their communities, and responsible
financial management is essential to ensure that service levels provided to communities is both
affordable and sustainable over the long term.
This includes managing the associated financial risks in a sensible manner with regard to debt
levels, commercial business activities, asset management, stable income and expenditure policies,
having regard for intergenerational equity with respect to financial decisions, as well as ensuring
the provision of full and accurate disclosure of financial information in a timely manner.
Page 53 of 95
Section 54
The Finance TAP working group were tasked with the establishment of financial systems and
processes for the new Council, including the development of a 6 month budget and negotiation and
liaison with respect to the methodology applied for the separation of assets and liabilities. This
involved:
Development of an agreed methodology to separate assets and liabilities in particular cash
and debt - expected to be finalised by the end of January 2014.
Confirming equity shares and associated share of distributions in Unitywater, including
necessary legal transfers.
Negotiating the allocation of plant and equipment to satisfy each Councils need which
resulted in appropriate levels of plant and equipment for Noosa Council to operate from 1
January 2014.
Ensuring the necessary taxation requirements were investigated including ABN, GST and
OSR registration for Council and its subsidiaries to secure trading names and ensure
appropriate legal compliance,
Development of a new financial system chart of accounts and preparation of an interim
account structure.
Determining financial reporting requirements for the new council to ensure appropriate
reporting was in place on 1 January 2014.
Preparation of an interim 6 month operating and capital budget for consideration by council.
Monthly recording and publication of de-amalgamation costs.
Ensuring key supplier arrangements were in place for 1 January 2014 for such items as
utilities, registrations, ICT, insurances, contractors, plant hire and services.
Establishing in conjunction with SCC a process for the receipt and payment of creditor’s pre
and post 1 January 2014 including communication of changes to existing suppliers.
Record an inventory of relevant debtors as at 31 December 2013 including upload into the
new rating and property system, with the development of processes to ensure invoices and
statements continue to be issued in a seamless and timely fashion.
Investigate banking options with a preferred interim banking provider secured to ensure
banking services including EFTPOS facilities were fully functional and compliant on 1January
2014.
Reviewed and audited existing store arrangements and establish interim and future stores
arrangements.
Reviewed existing procurement processes and establish new system to ensure they are
compliant and operational at 1 January 2014.
Financial system module testing and design for key modules such as procure to pay,
financial assets, property and rating, general ledger, purchase card, contracts, payroll,
inventory, and works management.
Review and establishment of a new fees and charges schedule.
Page 54 of 95
Section 55
Attachment 9: Position Paper Profit & Loss Transfer
Page 55 of 95
Attachment 9: Position Paper Profit & Loss Transfer
Sunshine Coast Council
De-amalgamation Transfer
Position Paper - Profit and Loss Transfer
Background
Sections 38 and 39 of the Local Government (De-amalgamation Implementation) Regulation 2013 and Section
6.1 of the de-amalgamation transfer methodology requires the transfer committee to decide on the split of
assets and liabilities between the continuing (i.e.SCC) Council and new (i.e.NSC) Council to determine the
opening balance sheet position for both entities as at 31 December 2013.
In addition to the split of assets and liabilities, there are a number of items that appear on the profit and loss
statement that require further clarification. In some instances a decision will need to be made on whether an
interim shared service agreement needs to be put in place.
Profit and Loss
Rates
Position 1: NSC to prepare and run the rate run for the period of the beginning the 1* of Jan 2014.
Payroll
Position 1: NSC to process their own pay run as of the 1 January 2014. SCC to complete an additional pay run
for employees transferring to SCC for hours worked up until the 31 December 2013 in the first week of
January.
Position 2: If NSC advises SCC no later than the October 30", then SCC will process the January pay run on
behalf of NSC for an agreed fee. Further documentation of this process will be written if required.
Expenditure relating to buildings
Any contracted expenditure related to a specific building should move with that building. This covers mail
services, periodicals, electricity, catering, security, levies and licenses, transport and courier services, pest
control, stationery and insurance. The list of contracts being compiled by the transfer committee will assist in
identifying any building related contract expenditure.
Page 1of1 v5.0
Page 55 of 95Section 56
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology) Recommendation for new
Actions required council
1 Financial Financial matters Financial 1.1 Balance sheet Balance sheet items Determine splits for loans, Opening position/balances
Management plan/budget allocation trust accounts, reserves and determined
statements other balance sheet items
Detailed report prepared by
Transfer Manager
Prepare interim Adopt interim financial plan For consideration of new council
financial plan
1.2 Accounting Review accounting Prepare interim accounting For consideration of new council
practices manual and processes directions and processes
1.3 Financial policies Financial management Prepare interim policies
policies where critical
1.4 Business Business registrations
registration including ABN, GST, FBT
and other tax requirements
are arranged
1.5 Ledgers and Prepare interim Accounting structure,
accounts accounting ledgers, reports established
structure/chart of and job nos issued
accounts
1.6 Budget Identify common Prepare interim budget For consideration of new council
management budget lines management arrangements
and confirm treatment of de-
amalgamation costs
1.7 Interests & Legal status, Resolve ownership and
entities/corporations shareholdings, joint management arrangements
ventures and funding and transfer to new council
arrangements as appropriate
1.8 Creditors/suppliers Identify existing Pay all invoices by 31 For consideration of new council
creditors and pay December and revise
invoices and confirm consolidated budget
arrangements for the Prepare interim creditors
payment of invoices arrangements and
post 31 December communicate with creditors
2013
Page 56 of 95
Section 57
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology) Recommendation for new
Actions required council
1.9 Debtors Identify existing debtors Take up standing invoices
and standing invoices into new council debtor
system
Prepare interim debtors
arrangements and
communicate with debtors
1.10 Banking and Establish interim Banking arrangements
investment banking and operational
investments
arrangements general
and trust
Identify and register Credit lines and authorities in
holders of credit cards place
Open new bank Accounts operational and
accounts and B Pay new direct debits established
accounts and cancel
direct debits
1.11 Stores and stock Stores, stocktake, Final stocktakes of all
control valuation and inventory
assignment Interim arrangements for the
delivery of stock
1.12 Systems Create new instance of New system operational
Tech 1
Define Apply security settings
roles/workplaces and
security settings
Rates and 1.13 Fees and charges Identify and review Duplicate/apply fees and Fees and charges schedule
charges (basis of revenue charges policy
calculations)
1.14 Rating Rating policy and Plan for January rates notice Rating policy
levying rates and issue
charges recovery
Page 57 of 95
Section 58
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology) Recommendation for new
Actions required council
1.15 Procurement Review current Prepare interim procurement Assign purchasing delegations
procurement arrangements and
arrangements and communicate with affected
purchasing policy parties
Set timelines for raising Practice for outstanding
of orders orders
1.16 Grants and Identify and review Prepare interim For consideration of new council
concessions existing grants, waivers arrangements and
and concession communicate with affected
arrangements parties
1.17 Stationery Corporate stationery Interim logo Logo and branding
branding
1.18 Sponsorships Identify and review Recommend appropriate For consideration of new council
existing sponsorships arrangements
1.19 Levies
Page 58 of 95
Section 59
4.2 Asset Transfer Action Plan (TAP)
The long-term management of Noosa Council’s assets is essential to the sustainability of the
organisation and to building a prosperous community. Local government assets such as roads
and bridges make a substantial contribution to Queensland’s infrastructure base and cultural and
community facilities such as libraries, galleries and recreational facilities substantially add to the
community’s quality of life.
Noosa Council will have an asset register that records its non-current physical assets.
To assist the transfer committee to accurately decide the split of assets and liabilities, the Asset
TAP Team’s key task was to review and identify critical assets and liabilities and facilitate their
transfer to the new Noosa Council. This involved:
Consolidating data from various monitoring programs and databases used by the Sunshine
Coast Council.
Ensuring a consistent methodology for assessing the condition, maintenance and recording
of accurate data was implemented as per local government standards.
Identifying and listing relevant land, buildings and facilities and ensure they transferred in
accordance with government regulations.
Compile an inventory of relevant leases, licences, agreements and deeds and transfer
ownership to the new Noosa Council.
Review fleet and plant listings and identify and determine fleet/plant to be transferred to the
new Noosa Council.
Identify and review registers of operational reserves, land available for future uses or
development (strategic land reserves) and recent property disposal records and recommend
an appropriate strategy for land management and development.
Ensuring Noosa Councils asset register is accurate and compliant.
Tracking and monitoring infrastructure projects that are currently underway in the Noosa
region - for transfer.
Drafting a 6 month Capital Works Program for consideration by the new Noosa Council.
Page 59 of 95
Section 60
Attachment 10: Draft 6 month Capital Works Program
Noosa Council
Draft Capital Works Programme
2013/2014
External Council
Funds Funds Staff
New Program Description Total Total Total Costs
Bridges Forward design for bridge rehab program - 10,000 10,000 10%
Noosa Parade Munna Point Bridge - Investigations and interim
preventative works - 250,000 250,000 10%
Bridges Total - 260,000 260,000 10%
Coastal, Canals and
Waterways David Low Way, Beach Access 49 refurbishment 45,000 45,000 10%
Gympie Terrace and William Street Revetment wall and pathway
rehab 50,000 50,000 10%
Munna Point Holiday Park Bank Protection - Design 50,000 50,000 5%
Noosa Dog Beach SEMP Coastal monitoring 20,000 20,000 0%
Noosa River Mouth Groyne and Rock Wall - Rehab 100,000 100,000 10%
Noosa Waters revetment walls - Stage 2a 1,300,000 1,300,000 4%
Coastal, Canals and
Waterways Total 1,565,000 1,565,000 7%
Community Facilities Peregian Surf Club Public Amenities - Planning & Design 15,000 15,000 100%
Community Facilities
Total 15,000 15,000 100%
Noosa Nth Shore Beach Campground - Upgrade Septic
Page 60 of 95
Holiday Parks treatment 90,000 90,000 10%
Holiday Parks Total 90,000 90,000 10%
Section 61
External Council
Funds Funds Staff
New Program Description Total Total Total Costs
Information
Technology IT Major Projects 1,600,000 1,600,000 3%
Information
Technology Total 1,600,000 1,600,000 3%
Parks & Playgrounds Cooroy Skate Park Minor Renewal - 34,000 34,000 5%
Gympie Terrace Park Furniture Renewal program 50,000 50,000 5%
Joe Bazzo Park (Pomona Community House Park) BBQ
Relocation - 12,000 12,000 5%
Noosa Lions Pk - Rehab Shower Facilities 30,000 30,000 10%
Peregian Beach Park Plan - Finalise upgrade and removal of
surplus playground 30,000 30,000 10%
Parks & Playgrounds
Total - 156,000 156,000 7%
Pathways & Enabling
Facilities Cooran State School - Charles Street Pathway improvements 15,000 15,000 30,000 5%
Pomona State School Station Street Pathway improvements 50,000 50,000 100,000 5%
Weyba Creek Boardwalk Rehab Stage 1 20,000 20,000 50%
Gibson Road (Eumundi Noosa Rd to Thomas St) - On road
cycle and Pedestrian Improvements2 220,000 220,000 440,000 15%
Sunshine Beach State School Safety Improvements2 45,000 45,000 90,000 5%
Pathways & Enabling
Facilities Total 330,000 350,000 680,000 16%
Public Transport
Infrastructure Noosa Junction Mini Bus Shelter - Panels for weather protection 25,000 25,000 5%
Page 61 of 95
Noosa Parade Transit Hub-Stage 1 100,000 200,000 300,000 15%
Section 62
External Council
Funds Funds Staff
New Program Description Total Total Total Costs
Public Transport
Infrastructure Total 100,000 225,000 325,000 10%
Sealed Road Network Annual Sealed Road Renewal & Rehabilitation Program - 500,000 500,000 10%
Sealed Road Pavement surveys and Investigations - 60,000 60,000 10%
Sealed Road Network
Total - 560,000 560,000 10%
Sports Grounds and Noosa District Sports Complex - Stage One - redevelop cricket
Facilities ovals - PIP 30,000 30,000 5%
Sports Grounds and
Facilities Total 30,000 30,000 5%
Stormwater Drainage Daintree Estate - Flood Mitigation Planning and Design 50,000 50,000 10%
Gympie Terrace Pipe Rehabilitation - Investigation & Design 25,000 25,000 10%
Rifle Street Pomona - Flood Mitigation Planning and Design 50,000 50,000 10%
Seaview Creek - open drain civil works 25,000 25,000 10%
Stormwater replacement program (non-pipe work) 75,000 75,000 50%
Stormwater Drainage
Total 225,000 225,000 18%
Streetscapes and Road Forward Planning for Streetscape and Road Corridor
Corridors improvements - 50,000 50,000 60%
Streetscapes and Road
Corridors Total - 50,000 50,000 60%
Page 62 of 95
Section 63
External Council
Funds Funds Staff
New Program Description Total Total Total Costs
Transport and
Infrastructure Eenie Creek Road / Langura Street Intersection safety upgrade -
Management Design - 8,000 8,000 10%
Eenie Creek Road / Walter Hay Drive Intersection safety
upgrade - Design - 15,000 15,000 10%
Weyba Road Reef Street Intersection Improvements - PIP - 125,000 125,000 10%
Transport and Infrastructure Management Total - 148,000 148,000 10%
Grand Total 430,000 5,274,000 5,704,000 15%
Page 63 of 95
Section 64
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Section
methodology)
Recommendation for new
Actions required council
2 Assets Assets and Provision for 2.1 Resource Identify and review Transfer critical infrastructure
liabilities to assets and distribution and existing asset assets
transfer liabilities asset information for
management significant
plans infrastructure asset
classes
2.2 Facilities Audit of facilities NSC assets are realised and Operational facilities and
managed management plans
2.3 Asset/property Undertake process Property ownership transferred
ownership for transfer of
ownership
2.4 Infrastructure Identify major For consideration in operational Review and prioritise
projects in progress plan and budget
2.5 Fleet and plant Identify fleet and Fleet and plant business model, For consideration of new council
plant allocations transfer of fleet and plant
and replacement
program Determine on-cost methodology
and accounting treatments for
plant
2.6 Provision for Capital works
assets & liabilities planning
Significant 2.7 Assets Split assets by Determine methodology for
infrastructure location asset balances
asset classes 2.8 Property Review strategic For consideration of new council
property acquisition
policy and disposal
of surplus land
policy
Page 64 of 95
Section 65
4.3 Service Transfer Action Plan (TAP)
Local governments provide a substantial number of services to their communities. In 2010 across
Australia, Local Governments provided $1.6 billion of services and managed $18 billion of
infrastructure in 2010.
The type and level of services delivered by councils vary significantly and has moved beyond the
traditional ‘roads, rates & rubbish’ to include programs supporting the social, economic,
environmental and cultural wellbeing of communities. At the same time community expectations
have increased while other levels of government continue to devolve various functions.
The Services TAP Team’s objective was to ensure the new Noosa Council was able to provide
continuity of service from changeover day of 1 January 2014; and identify ways in which the new
Noosa Council could use its limited resources efficiently, effectively and in a timely manner in
terms of service provision. In determining service levels and arrangements, the first step was to
identify key actions to be included in the Services TAP. This work informed requirements for
staffing, fleet & plant, critical technology and specific tasks required to be service ready for change-
over day.
The services to be delivered by the new Noosa Council remain relatively unchanged in terms of
service level and method of delivery. Any changes will be a matter for the new council to consider
and determine.
The Transfer Manager supported shared service arrangements for Waste Management and
Libraries but this approach was not supported by Sunshine Coast Council. Work will continue to
June 2014 to separate library services and to put in place a continuing commercial arrangement for
disposal of recyclables at the Sunshine Coast Material Recovery Facility.
All contracts associated with service delivery will continue with agreement reached between the
Transfer Managers for treatment of all contracts relating to the new council and those that will
apply to both councils.
Excess requirements in terms of fleet and plant have been transferred and a strategy to dispose of
surplus items will need to be implemented in the early months of the new council.
The Services TAP also included the following actions:
map and profile all services by program including associated activities, resources, service
levels and methods of delivery.
Develop and implement a day 1 ready action Plan for each service based on the service
profiles developed.
Identify resources to ensure continuity of service delivery and align resources to the interim
organisational structure and budget.
Determine available workspace within existing building footprints and identify issues and
potential shortfalls to ensure staff and equipment are adequately accommodated.
Develop and implement a workspace action plan for staff accommodation changes including
PC and telephone.
Agree to transfer of assets methodology, review allocation of fleet, plant & floating tools
based on service delivery requirements.
Page 65 of 95
Section 66
Review leased vehicle contractual arrangements, identify gaps and put new arrangements in
place.
Ensure interim policy, procedures and continuity plans are developed for a range of services
to be provided by council.
Review waste contracts and negotiate new preferred arrangement
Review tourism model, funding sources and levies
Determine the most appropriate commercial structure for council’s caravan parks
Determine most appropriate approach for commercial activity on public land. Permits issued
by Sunshine Coast Council have been extended to 30 June 2014 to allow the new council to
consider and develop a new policy.
Page 66 of 95
Section 67
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Section
methodology)
Actions required Recommendation for new
council
3 Services Interim service Interim service 3.1 Service Identify services and Interim policy, For consideration of new
delivery delivery delivery review service delivery procedures and council
arrangements arrangements models and assess continuity plan developed
existing systems to ensure
operational capability
Review resources applied Establish interim
in all significant service organisational and
delivery systems operational
arrangements, systems
and processes to ensure
initial operational
capability
Align services with For consideration of new
interim functional council
structure
Review service Determine interim levels For consideration of new
levels/standards of service council
Consideration of shared Where necessary enter
services arrangements into contracts or shared
services arrangements
Develop community
information campaign in
relation to ongoing
services
3.2 Waste Review waste contracts Agreement to provisional For consideration of new
contracts and negotiate new arrangements and council if possible
council's cost allocation of interim position for waste
preferred arrangement services
3.3 Events Review open space policy Interim program for For consideration of new
and identify future planned planned events and council
events for new council funding requirements
area considered
Page 67 of 95
Section 68
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Section
methodology)
Actions required Recommendation for new
council
3.4 Tourism Review tourism model, Review contract For council consideration of
funding sources and levies arrangements with SCD new council
and associated levy
3.5 Customer Review customer service Call centre and customer For consideration of new
service Charter and model of service centres council
delivery including operational
complaints process
3.6 Caravan Parks
Page 68 of 95
Section 69
4.4 Governance and Risk Management Transition Action Plan (TAP)
Governance is a critical pillar of local government. It ensures a process is in place that enables
good decision making which in turn promotes community confidence in its council. A good
governance framework also ensures transparency, accountability and participation, and assists
local government to meet its legislative requirements.
The Governance TAP Team was tasked to:
Establish a governance framework that provides the structure through which council’s vision
and objectives can be achieved.
Ensure all instruments such as local laws, planning instruments, policies and procedures
transfer to new council.
Review existing Sunshine Coast Council Risk Register and update to ensure all identified
risks relating to assets and communities within new Noosa Council boundaries are recorded.
Develop and maintain a register of impending and outstanding insurance claims for the
Noosa Shire.
Determine a preferred delivery model for disaster management and make recommendation
for consideration by the new Noosa Council.
Draft an action plan that details how and in what order council might develop the necessary
plans, policies and documents necessary to flesh out this Governance framework.
Page 69 of 95
Section 70
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Sectio
methodology) n
Recommendation for
Actions required new council
4 Governance Governance Corporate 4.1 Corporate Draft interim governance For consideration of new
& Risk governance governance framework council
Management framework
Review standing orders Adopt standing orders
4.2 Memberships Identify and review For consideration of new
existing memberships council
and seek amendment in
each case where
necessary
4.3 Policy developments Review policies for Adopt interim policies For consideration of new
application to new council
council
Delegations and 4.4 Delegations and Identify and review Adjust job titles in Endorse delegations and
authorisations authorisations delegations and delegations register in authorisations
authorisations line with interim structure
4.5 FOI
4.6 RTI/ Ombudsman
New council Council 4.7 Branding/corporate Options for badging Interim branding proposal For consideration of new
portfolio/committe identity and rebranding new council
e structure & council identified
corporate identity
4.8 LG Legislative Liaise with ECQ Council
elections/representati requirements meetings/committees
ves fulfilled structure, new shire
boundary
Councillors Councillors support Councillors
resource options considered Reimbursement of
requirements Expenses and Provision of
considered Facilities Policy
Contracts and legal Contracts and 4.9 Contracts Identification of Assign and renegotiate For consideration of new
proceedings legal existing and amendments where council where possible
transferring impending leases, necessary
licences, contracts
and deeds
Page 70 of 95
Section 71
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Sectio
methodology) n
Review of Assign and renegotiate For consideration of new
significant service amendments where council where possible
contracts incl. waste necessary
contracts,
lifeguards, cleaning,
mowing.
4.10 Business Continuity
Planning
4.11 Property ownership Identify and review Where necessary amend
existing property and transfer ownership to
ownership titles new council
4.12 Legal proceedings Identify pending Assign and transfer
claims and actions responsibility
to be assigned to
new council
Identify all current Transfer proceedings
proceedings and
decide transfer
requirements
4.13 Registered trading Identify and review Transfer/register in
names, designs, existing registered name of new council as
trademarks and entitlements and necessary
patents protections
Risk Management Risk Management 4.14 Risk management Identify and review Implement risk
systems risk management management system
system
4.15 Corporate risk Identify and review Conduct interim primary For consideration of new
assessment risk management risk assessment and council
plans develop risk mitigation
strategies
Disaster 4.16 Disaster management Identify and review Fulfil legislative Agreed model for disaster
management existing disaster requirements and mgt and Disaster Mgt Plan
management preferred local/regional in place with capacity to
arrangements model/framework deliver should an event
arise
Insurance 4.17 Insurance Review existing Implement essential
coverage and insurance coverage for
polices for assets, new entity
public liability etc.
Page 71 of 95
Section 72
Section Key Strategic issues Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable (relates to Sectio
methodology) n
Identify impending Establish policy for
and outstanding claims management
claims relevant to
new entity
Local laws Local laws 4.18 Enforcement Review existing Amend titles of local For consideration of new
local laws laws, policies and council
procedures and planning
instruments to new
council with continuity of
enforcement
Review enforcement
policies
Establish inventory and
official record of all
instruments
Page 72 of 95
Section 73
4.5 Information & Communication Technology Transfer Action Plan (TAP)
Information and communications technology (ICT) is vitally important to local government as it
enables councils to achieve their corporate outcomes, efficiently and effectively. It enables service
delivery, technical analysis, design, procurement, record keeping, project management, financial
management and communication.
A competent and appropriate level of ICT will support an organisations flexibility and productivity
which reduces the cost of service delivery, and enhances and provides greater levels of
communication and engagement with the community.
ICT good governance will ensure the investment in information and communication technology
generates business value and mitigates associated risks.
The ICT TAP Team were charged with researching, identifying and implementing low cost, efficient
and effective ICT infrastructure and systems to meet the needs of the new Noosa Council. This
involved:
Commissioning a review of the ICT options available to take the organisation forward, such
as mirroring the Sunshine Coast Council ICT systems, shared ICT service agreement with
the Sunshine Coast Council or building our own infrastructure and business application.
The Sunshine Coast Council best of breed ICT systems was deemed more complex than
what would be needed by a much smaller council. Such a system requires a lot of
customised integration between applications, increased staffing levels to operate and
maintain.
The above factors drove the decision by the Transfer Manager to adopt an Enterprise
Resource Program (ERP) approach. An ERP system is provided by a single supplier and is
fully integrated and therefore customisation is greatly reduced. However some minimal
changes may be necessary to business processes in order to accommodate the system.
A review of options for the provision of infrastructure to support the business application was
undertaken. It was agreed by the Transfer Manager to move from a capital model to an
operational model and buy the necessary service in a secure hosted environment (cloud)
rather than build the infrastructure (servers etc.) on site which would again have a larger
staffing requirement, and be costly to build initially in order to ensure future storage capacity.
An Infrastructure as a Service (IaaS) arrangement is entirely flexible in that storage
requirements can be expanded or decreased as necessary, you need only pay for what you
use, has international standards applied, provides high levels of security, and provides the
most up to date equipment and solutions.
A Panel was established to consider the issues and review tenders for the provision of ICT
business applications and infrastructure. In undertaking its review, the panel sought
technical and legal advice and commissioned an independent due diligence specialist.
Subsequently TechnologyOne and Nexon Asia Pacific were appointed as the successful
providers.
Agreements were negotiated which identified service levels and performance targets and
cause and no cause termination clauses.
A rationalisation process of existing programs being used was undertaken which reduced the
number of business applications in use at the Sunshine Coast from 36 down to 16 and were
either hosted locally or with the new service providers.
Page 73 of 95
Section 74
Project teams were appointed to manage and oversee the implementation of the ICT
infrastructure and systems.
All risks associated with the chosen business applications and services were identified and
mitigation strategies put in place to ensure as far as possible a problem free start up on I Jan
2014.
A process of identifying and extracting data to come across from the Sunshine Coast Council
to Noosa was initiated. Data was then uploaded to the cloud, reconciled and tested in a
training environment before being published to a live production environment.
Throughout the project there was regular reporting provided on progress to the State
Government, the Transfer Manager and the Noosa Transfer Team in general
The key objective of ensuring a small but appropriate level of ICT staff was is in place to
support go-live on 1 Jan was achieved.
Page 74 of 95
Section 75
Attachment 11: Noosa Council Hosted Infrastructure Strategy & Policy
Page 75 of 95
Attachment 11: Noosa Council Hosted Infrastructure Strategy & Policy
. YJ Noosa Transfer
P AS¥ Team
Noosa Shire Council Hosted Infrastructure Strategy
and Policy
Background
Hosted infrastructure compute and _ storage offers significant financial and
operational benefits for Australian government organisations; by shifting IT resources
from traditional internal infrastructures to hosted infrastructure platforms, costs can
be reduced, flexibility increased and efficiencies improved.
The key drivers for the adoption of hosted infrastructure computing by governments
include:
e The need to reduce overall expenditure on IT infrastructure and maintenance;
e Adesire to improve organisational flexibility and productivity; and
e The need for a more scalable IT platform that allows an organisation to focus
on business or service priorities and future growth. !
The drivers described above represent the core vision for the establishment of Noosa
Shire Council ICT infrastructure and systems, ensuring that they are economic,
efficient and effective.
Benefits and Risks of Hosted Infrastructure v On-Site Strategy
The decision to utilise hosted infrastructure services as a Strategy has been based
around the following assessment!:
Improved asset Utilisation Low asset Utilisation
Aggregated demand and accelerated Fragmented demand and duplicative
system consolidation systems
Improved productivity in application Difficult to manage system
development, application management,
network and end-user
Specialist resources immediately available to | Difficulty in recruiting and retaining skilled
resolve issues and experience staff
No up-front or future replacement capital Funding required for up-front and future
outla replacement capital outla
; “Moving to Cloud: Key considerations for government” Telstra Report October 2011
Page 75 of 95Section 76
Page 76 of 95
Agility
Purchase ‘as a service’ from hosted Significant time required to build data
infrastructure providers centres
Near instantaneous increases and reductions | Weeks/months to increase capacity of
in capaci existing services
More responsive to organisational needs PO
Pay for only what is used Fixed costs which cannot be recovered or
are added to services making them more
expensive for users
Shift focus from asset ownership to service Burdened by asset management
management
Tap into private sector innovation De-coupled from private sector innovation
Encourages entrepreneurial culture Risk averse culture
Better linked to emerging technologies PO
Other Risks and Mitigation
Hosted infrastructure-based services raise new issues with regard to privacy, security,
trust, data loss, data transfer capacity and lock-in with hosted _ infrastructure
providers? and Noosa Shire Council will manage these risks in the following ways:
Privacy — contractual assurance from service providers regarding security and
access to data complies with all Federal and State legislation and Australian
Standards. Regular reviews will be undertaken in conjunction with service providers.
Security — it is acknowledged that many service providers will have better security
than most local governments due to the economies of scale that can be achieved
but also due to the recognition that government clients will require this e.g.
Department of Defence. Contractual assurance will be required on this together
with evidence of regular security penetration testing and information on attempted
security breaches.
Trust — scenario testing of full data and records extractions will be included during
and after implementation of any hosted infrastructure solution. Contractual
conditions may also be required to ensure that a replicated copy of data is held
under escrow.
2 Gary Whitelaw, QGCIO — Presentation 11 July 2013
Page 76 of 95Section 77
Page 77 of 95
Data_loss — the procurement of an ‘active-active’ environment will provide
advanced levels of data recovery. SLA's will be developed fo ensure timely
restoration of data is factored in to the hosted infrastructure provider's
responsibilities.
Data transfer capacity — the procurement of sufficient bandwidth will be essential to
ensure quality of service for front-end users. This consideration will be factored in to
decisions in consultation with application and infrastructure service providers.
Lock-in_with hosted infrastructure providers — the procurement process will include
reviewing provider's policies, and if necessary, asking them directly how they
facilitate moving customer data out of their hosted infrastructure storage repository.
Additionally, the provider will be asked whether they offer data migration tools or
services to facilitate the movement of large amounts of data. Finally, providers may
have pledged to support emerging industry standards, such as the Cloud Data
Management Interface (CDMI) standard created by the Storage Networking
Industry Association (SNIA).
Page 77 of 95Section 78
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology) Recommendation for
Actions required new council
5 Information Interim Information 5.1 Separation Establishment and Data transferred and
Technology communications technology transfer of data and systems established
technology strategy systems
strategy
Undertake needs
assessment
Consider delivery models Preferred models
and shared services implemented
5.2 Facilities Council facilities Plan for locating and housing
relevant IT business systems
ICT infrastructure and
delivery program in place to
maintain business continuity
5.3 Infrastructure Investigate split of system Implement architecture and New website established
technology architecture and components
components
5.4 Business Software Investigate division of all Implement appropriate
and applications business systems business systems
5.5 Data centre Develop data centre Establish data centre
strategy
5.6 Application servers Packages requirements Implement
for redeployment to new
council
5.7 Standard operating Desktop and Implement
environment infrastructure related
software deployed across
all work stations
5.8 Communications Map voice and data Functioning communications
network and separate links
5.9 Property and rating Identify Noosa properties, Implement
review existing system,
identify critical functions
5.10 Document Separate dataworks to Separate dataworks to
management system create two functioning create two functioning
systems systems
Page 78 of 95
Section 79
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology) Recommendation for
Actions required new council
Records Records 5.11 Records Review existing council Transfer policy and For consideration of new
management management records management procedures. Draft new council
systems and policies and practices records management policy
processes and practices
5.12 Develop process for Separation and sharing of
the transfer of records
records and archival
storage
arrangements
Page 79 of 95
Section 80
4.6 Human Resource Transfer Action Plan
The Human Resource TAP Team’s role was to ensure the new Noosa Council has the human
resources in place that are:
necessary to effectively and efficiently service the community, and
aligned with corporate priorities.
The initial focus of the group was to have an interim structure and processes and procedures in
place for 1 January 2014 to be considered and adopted by the new Noosa Council.
The longer term objective is to have in place a Strategic Human Resource Management Plan that
links human resource functions with the strategic objectives of the Noosa Council.
Significant challenges were experienced during the process:
In accordance with the LDIR, the Sunshine Coast Council Chief Executive Officer identified
positions and employees to transfer to the new Noosa Council. This advice was delayed and
not received until the 28 October 2013 which was later than expected. This impacted on the
time available to deal with staffing arrangements and population of the interim structure.
The Sunshine Coast Council conducted a review of its organisation including a restructure.
The new Noosa Council is required to comply with the existing Sunshine Coast Council
certified agreements. This has financial implication for the new Noosa Council.
This multifaceted task involved (but was not limited to), the following steps:
Review staff and positions nominated to transfer to the new Noosa Council and identify the
roles required in the new organisational structure.
Draft an interim organisational structure and populated via direct translation and competitive
process to ensure the alignment of employees into roles within the interim structure.
Undertake workforce planning activities, to ensure the new Noosa Council has the correct
number of employees and appropriate skill set to meet corporate goals.
Establish procedures to guide the process of populating the interim structure, including
interim appointment instruments such as correspondence and contracts to ensure legal
obligations are met.
Review contracts and the conditions of employment of transferring employees including
terms of contract, appointment letters and seek legal advice where necessary.
Communicate the transfer process to staff.
Review workforce accommodation requirements to ensure adequate facilities and resources
are provided for employees to undertake their roles in a safe work environment.
Ensure the smooth transition of staff entitlements associated with the new payroll
configuration.
Produce an accrual and consolidated list of all employees and pay details and map existing
systems to the new system to ensure access to accurate, relevant employee data.
Implement a new workforce work place health and safety plan that meets council’s significant
obligations under the Work Health and Safety Act 2011 including training and accreditation,
safe work practices and workplace health and safety systems.
Page 80 of 95
Section 81
Section Key Strategic Major Initiative Sub- Elements Transfer/split Interim Organisation Development
deliverable issues Section
(relates to
methodology) Recommendation for new
Actions required council
6 Human Staffing and HRM strategy 6.1 Strategic HRM Interim organisation Recruit new staff and For consideration of new council
Resource interim org. and interim structure including transition staff to
Management structure organisational executive structure interim structure
structure
Review of HRM strategy, Approve corporate structure
employees/positions workforce plan and
identified to transfer interim structure
I R Plan 6.2 Employee IR plan incl. union Develop IR Plan and
relations negotiations formalise
union/employer
relationships and
mechanisms incl.
union consultative
committee
Review provisions of Application of Preparation for new CA
Certified Agreements, provisions/entitlements negotiations in 2014
other industrial
instruments polices and
contracts
6.3 Volunteers Identify and review Identify level of For consideration of council
volunteer arrangements volunteer involvement
6.4 Employee Review existing contract Provision of employee
support and level of service, support services (
amend and renegotiate contract)
with contractor
6.5 Employment
contracts
6.6 Code of Review Code of
Conduct Conduct in line with
new organisational
values and culture
6.7 HRMIS Identify employee Transition of data to
data/information new HRMIS
Identify requirements and Transfer
review systems options. /establishment of
Provide input into information to new
Page 81 of 95
business case evaluation system
6.8 WHS WH&S Plan/systems
Section 82
4.7 Planning Transfer Action Plan (TAP)
The Noosa Plan (8 August 2011) provides the framework for managing development in the new
Noosa local government area including all premises, roads, internal waterways and local
government tidal areas and interrelates with the surrounding local government areas. The Noosa
Plan is an amended version of the 2006 Noosa Plan and will remain in place following de-
amalgamation. It is augmented by a temporary planning instrument for vegetation management
(Temporary Local Planning Instrument 02-2013 (Vegetation Protection Overlay).
The role of the Planning TAP team was to identify key tasks that needed to be actioned to ensure
the new Noosa Council had in place a strategic development framework at 1 January 2014. The
purpose of this framework was to ensure:
The continued application of the existing Noosa Plan (which continues day 1).
Development applications smoothly transition through the regulatory process.
The public has access to planning and strategic development information on-line.
This involved:
The review of established planning processes and procedures and the identification and
implementation of modifications to reduce levels of administration and ensure a simple
process wherever possible.
The mapping of information, the identification and modification of key current planning
documents to ensure all information was readily available at day 1.
Establishing an equivalent PD On-Line service.
Reviewing the current Building Benefits Scheme that operates across the Sunshine Coast
and making recommendations for council to consider at its meeting of 2 January 2014.
Reviewing the current service level agreement with Unity Water and adding an addendum to
ensure it meets the needs of the Noosa community.
The transition of development applications for the Noosa region to staff that would be
transitioning back to the new Noosa Council.
The alignment of staff to functions and a review and update of legislative changes that have
taken place since amalgamation. This also involved the alignment of delegations to staff with
appropriate areas of expertise. These actions would ensure a small planning team has the
capacity to adequately operate across a variety of specialist planning areas.
Develop strategies to address areas of specialisation where staff would not be coming
across to the new Noosa Council as at 1 January. The strategy includes the outsourcing of
specialist hydrologist and flood planning.
Page 82 of 95
Section 83
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology)
Actions required Recommendation for new council
7 Planning Planning Integrated 7.1 Strategic planning Continuation of Responsibility for
planning application of existing Noosa Planning
Noosa Planning Scheme Scheme transferred
Continuation of Transfer current PIP For consideration of new council
application of Priority and review charges
Infrastructure Plans
(PIPS)
Continuation of Responsibility for For consideration of new council
application of existing Noosa TLPI
Temporary Local transferred
Planning Instruments
Transfer draft planning Review current draft For consideration of new council
scheme documentation planning scheme and
and submissions relating submissions for
to Noosa Noosa
7.2 Budget Preparation Identify and review Prepare list of current For consideration of new council
(Current and current and proposed planning projects and
strategic Projects) planning projects for identify their current
Noosa status
7.3 Delegations Identify delegations and Review current For consideration of new council
authorisations and delegations and
councillor protocol authorisations
7.4 Documentation Identify and review Adjust templates for Adopt new templates
forms, correspondence new council
& notice templates
Identify documents to be Transfer to new
transferred to new council
council
7.5 Environment levy Review and identify Apply/transfer process For consideration of new council
policy for Environmental to new council
Levy
Page 83 of 95
Section 84
Section Key Strategic Major Sub- Elements Transfer/split Interim Organisation Development
deliverable issues (relates Initiative Section
to
methodology)
7.6 Planning fees and Review fees and Draft fees and For consideration of new council
charges charges for development charges policy for new
applications and council
searches
7.7 Project Appeals Identify current appeals, Responsibility For consideration of new council
Management claims and actions for transferred to new
new council council
7.8 Lodgement of DA Identify all development Responsibility for
applications applications, searches assessment and
and correspondence response transferred
under The Noosa Plan to new council
Review development Apply/transfer process For consideration of new council
assessment process to new council
Review Service Level Transfer to new
Agreement with council and establish
Unitywater new staff contacts
Review and identify Determine
assessment process for responsibilities for
Noosa on Weyba new council
application
7.9 Regional Review and identify Transfer to new For consideration of new council
Information & existing council and where
Demographics committees/work groups necessary identify
new staff contacts
7.10 Community profile Review and identify Prepare a base
existing demographic community profile for
data for Noosa area Noosa area
Page 84 of 95
Section 85
Section 5 – Moving Forward
All existing Sunshine Coast policies, procedures, local laws and planning instruments transferred
to the new Noosa Council on 1 January 2014. The new Noosa Council will establish key policies,
strategies and programs in accordance with the Operational Plan and Budget adopted at its first
meeting on 2 January 2014.
5.1 Organisational Principle and Values
The Transfer Manager outlined his vision for the new organisation as follows:
“A customer focused united team who are empowered to make decisions efficiently and effectively
in the best interests of the whole council and the community.”
The Transfer Manager’s vision for the new Noosa Council will be driven by a set of principles and
values that have not only proven to be successful in the past but are also associated with high
performing organisations. The principles and values that will underpin the development of a
responsive and effective council organisation are:
1. Customer focused
2. One united team
3. Empowered staff who make decisions
4. Whole of council approach
Page 85 of 95
Section 86
Attachment 12: Organisational Principles and Values
Page 86 of 95
Attachment 12: Organisational Principles and Values
Noosa Transfer
Team
Principles and Values
As we move towards the creation of the new Noosa Council it is important that we all share a
common set of values and principles.
While this will be a new organisation, one of the important things that the community wanted back
was a very responsive and effective Council organisation such as the one that served them pre
amalgamation. That organisation was driven by a set of principles and values and these have been
revisited and used to form the basis of a set of values on which we can move forward into the
future.
The intent is not to invent a set of abstract principles or values that are imposed on people, but to
build on core principles that have not only proven to be successful in the past but are also
associated with high performing organisations. These will help to guide our future.
1. Customer focused
The customer is our singular focus. We keep the fact that “the community are our
customers” in the forefront of every decision and action we take.
We are here to serve our community in everything we do.
We will operate in an efficient and effective businesslike manner to ensure long-term
sustainability and to meet community expectations giving them real value for their money.
2. One united team
We are all new staff members of this new organisation and will work as a united team.
Where we came from is irrelevant as we go forward together to build a great organisation.
We operate as a team using the skills and experience of all staff.
We recognise the value of a diverse work force and actively support the principles of equal
employment opportunity.
3. Empowered staff who make decisions
We all have the power to make decisions in our own areas of authority. We know we will
be supported when we do so.
We are never satisfied with the status quo: we will always strive to be improve Council’s
service and enthusiastically pursue innovative ways of doing so.
We constantly strive to achieve a balance between, the environmental, social and
economic needs of the community: the Triple Bottom Line.
Page 1 of 2
Page 86 of 95Section 87
Page 87 of 95
4. Whole of Council approach
A whole of Council approach will always be taken, with every decision being made on the
basis of what is best for the whole organisation, in accordance with Council's policies and
practices.
We share information throughout the organisation using vigorous and open
communication.
We recognise the importance of involving all our fellow staff members in the decision
making process, with managers providing coaching, support and leadership.
In short our principles and values are:
1. Customer focused
2. One united team
3. Empowered staff who make decisions
4. Whole of Council approach
A customer focused united team who are empowered to make decisions efficiently and
effectively in the best interests of the whole Council and the community.
Page 2 of 2
Page 87 of 95Section 88
5.2 Noosa Council’s Elected Representatives
Elections for new councillors to represent the Noosa community were held on 9 November 2013.
No divisional boundaries were established so councillors will not be elected to represent specific
geographical areas; rather councillors will make decisions on a regional basis. The following
individuals were elected:
Mayor Deputy Mayor
Noel Playford Bob Abbot
Councillors
Tony Wellington
Joe Jurisevic
Frank Pardon
Frank Wilkie
Sandra Bolton
The councillors were officially declared into office at a ceremony on 2 January 2014 held at the
Cooroy Memorial Hall. The first meeting of council was then held at council’s chambers in
Tewantin on the same day, where a number of important decisions were made, including the
following standing committees.
Council’s decision making process will be based around a structure of two standing committees
each comprising the Mayor and three councillors (Committees), a standing committee comprising
all councillors (General Committee), and the Ordinary Meeting.
The following standing committees were established:
The Infrastructure and Services Committee comprising the Mayor, Cr Bob Abbot, Cr Sandy
Bolton and Cr Frank Pardon; and
The Planning and Organisation Committee comprising the Mayor, Cr Tony Wellington, Cr
Frank Wilkie and Cr Joe Jurisevic;
The General Committee comprising the Mayor and all Councillors;
The roles of the Infrastructure and Services Committee, the Planning and Organisation Committee,
and the General Committee are:
1. To make recommendations to Council on:
The formulation of program policies, objectives, priorities and levels of service and the
course of action for specific issues and matters presented to the relevant committee for
determination;
Issues arising from the monitoring and review of the operation and performance of the
Council’s programs.
2. To provide oversight and guidance to staff on policies and issues relating to the programs
under their Department’s jurisdiction.
The areas of responsibility assigned to the Infrastructure and Services Committee include those
programs and responsibilities assigned by the interim organisation structure to the Community
Infrastructure Department, and the Community and Development Department, with the exception
of Planning and Development programs.
Page 88 of 95
Section 89
The areas of responsibility of the Planning and Organisation Committee include those programs
and responsibilities assigned by the interim organisation structure to the Organisational Services
Department, the Executive Office, and the Planning and Development programs of the Community
and Development Department.
The General Committee has the responsibility to deal with matters not dealt with at the
Infrastructure and Services Committee and the Planning and Organisation Committee.
.
Appendix 5: A copy of the agenda for the first Ordinary Meeting.
Page 89 of 95
Section 90
Page 90 of 95
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Page 90 of 95Section 91
Name Noosa Shire Council
Boundaries The former Noosa Shire Council would be
re‐formed to its pre‐2008 boundary
Elections Quadrennial
Remuneration category Category 4
Classification Shire
Composition of mayor and councillors 1+6
Quota N/A
Divided/Undivided Undivided
Population 2006 48,556
Projected population 2026 58,432
Page 91 of 95
Section 92
Electors at Close of Roll: 35,550
Last Updated Date/Time: 19/11/2013 11:10:10 AM
Percentage of Roll Counted: 85.09%
Declared
Candidate Party Votes Graph %
GJESTLAND, Ptor 7,623 4.41
LOWE, Paul 2,412 1.39
JURISEVIC, Joe 15,242 8.82
BARRY, Mike 2,270 1.31
McGREGOR, Peter 6,609 3.82
JARVIS, Bob 7,096 4.10
STOCKWELL, Brian 8,723 5.04
PARDON, Frank 13,060 7.55
PRESNELL, Adam 1,756 1.02
WELLINGTON, Tony 17,464 10.10
GOWER, Darlene 11,239 6.50
BOLTON, Sandra Leigh 11,543 6.68
GLASGOW, Jess 7,443 4.30
ABBOT, Bob 22,259 12.87
BONSALL, Allan 9,088 5.26
HAYES, Brian 4,896 2.83
TREVITHICK, Gary 8,425 4.87
WILKIE, Frank 12,090 6.99
MAXWELL-JONES, Janene 3,670 2.12
indicates member(s) elected at last election indicates elected candidate(s) for this election
Total Formal Votes 172,908 100.00
Total Informal 1,431 0.82
Total Votes 174,339
Total Ballots 30,249
Page 92 of 95
Section 93
In preparing for change over day of 1 January 2014, the Transfer Manager worked closely with the
Mayor and Councillors elect, firstly through the induction process and then reviewing the draft
2013/2014 operational plan and budget.
Councillors have a number of important responsibilities to execute when they take up their roles. A
Councillor orientation workshop was conducted to assist councillors to better understand:
Their role and responsibilities.
Leadership and decision making
Ethical and legal behaviours
Planning, budget and reporting
Planning schemes and local laws
The local government act
The role and responsibility of council officers
Community expectations
Meeting procedures
Page 93 of 95
Section 94
Attachment 13: Council Meeting Calendar 2014
Page 94 of 95
Attachment 13: Council Meeting Calendar 2014
xm , -
Janene 3014 —retmaary304 March 2014 aero
Mien Tan Wed Ths fi Ser San [Mon Tue Wed Thu Fri Sat Sun |
Mon Tue Wed Thu Fri Sat Sun
12 13 14 15 16 7 18 eo eB pi tS te Tes | pe Bw se
“en Re
September 2014 October 2014 November 2014 December 2014
Mon Tue Wed Thu Fri Sat Sun
|) ee ee) eee
. OMe | ee ee)
ee ee ee eae
So 2 eee es) eee eS]
° Infrastructure & Services Committee: Mayor Noel Playford, Cr Bob Abbot, Cr Sandy Bolton, Cr Frank Pardon
Ne) Planning & Organisation Committee: Mayor Noel Playford, Cr Tony Wellington, Cr Frank Wilkie, Cr Joe Jurisevic
aSection 95
5.3 Key Milestones
January to June 2014
In moving forward, the new Noosa Council will have a focus on service delivery standards, long
term financial sustainability and finalisation of the de-amalgamation process.
The first six months of operation is expected to be a time of community engagement and planning
where ideas are unpacked and plans, policies and strategies are put into place in line with the
Operation Plan and Budget adopted by Council at its meeting of 2 January 2014.
Over the coming months Council is expected to:
Commence the process for the development of the 2014-2015 financial year budget.
Establish the Corporate Plan for the new Noosa Council.
Finalise de-amalgamation at 30 June 2014.
Conduct a review of service delivery and standards.
Move from an interim organisational structure to a permanent organisational structure.
Establish a long term financial plan for the organisation
Develop asset management plans
Review Noosa’s strategic land use plan
Page 95 of 95