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2023-03-07 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 7 March 2023
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. REPORTS FOR ACTION BY THE COMMITTEE 4
1 REVISED COMMUNITY ENGAGEMENT POLICY 2023 4
2 COUNCIL OF MAYORS SOUTH-EAST QUEENSLAND (COMSEQ) WASTE
CONCEPTS 18
3 CONTRACT NO. T000072 - DESIGN, SUPPLY, INSTALL AND SERVICE A DIGITAL
TWO-WAY RADIO SYSTEM WITH GPS LOCATION SERVICES – CONTRACT
AWARD 21
4 PROPOSED NEW LEASE – SHOP 7 SUNRISE SHOPS 28
6. REPORTS FOR NOTING BY THE COMMITTEE 35
7. CLOSED SESSION 35
Page 2 of 35
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 7 February 2023
be received and confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
Page 3 of 35
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
5. REPORTS FOR CONSIDERATION BY THE COMMITTEE
1 REVISED COMMUNITY ENGAGEMENT POLICY 2023
Author Community Engagement Advisor, Caroline Osborne
Office of the CEO
Index ECM/38.11 & 69.08
Attachments 1. Revised Community Engagement Policy 2014 (marked up version)
2. Revised Community Engagement Policy 2023 (clean version)
EXECUTIVE SUMMARY
Noosa Council has completed a review and update of the organisation’s commitment and
approach to community engagement, in consultation with Councillors, the Executive Leadership
Team and key staff.
Council’s public facing commitment to the community on our approach to community
engagement is outlined in the Community Engagement Policy. The Community Engagement
Policy has been revised following the finalisation of the Community Engagement Framework
and Practice Guidelines document to reflect contemporary engagement practices in a local
government context.
RECOMMENDATION
That Council note the report by the Community Engagement Advisor to the Services &
Organisation Committee Meeting dated 7 March 2023 and adopt the updated Community
Engagement Policy provided at Attachment 2 to the Report.
REPORT
Background
The Community Engagement Policy was last reviewed in 2017.
The purpose of the policy is to improve our strategic and operational planning, and service
delivery by identifying priorities, needs and aspirations of our communities through engagement.
This policy provides council with a framework to guide a consistent, transparent and effective
approach to community engagement.
Due to the extent of organisational change that has occurred since 2017, it is important that
council’s operational processes and commitment to the community is revised in line with
contemporary best practice in stakeholder and community engagement.
The key changes made to the policy are:
• Updating references to the Corporate Plan 2023 – 2028.
• Incorporating reference to the International Association for Public Participation (IAP2)
approach to community engagement.
• Refining the principles that guide council’s approach to community engagement. The
principles were revised in collaboration with councillors.
• Incorporating reference to council’s Human Rights Policy.
Page 4 of 35
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
• Revision of references to supporting documents.
• Incorporating roles and responsibilities across the organisation, as outlined in the
Community Engagement Framework.
• Inclusion of a statement on periodic review of the policy.
The Community Engagement Policy is supported by the Community Engagement Framework
and associated Practice Guidelines document to ensure that, where appropriate, the decisions
that council makes can be meaningfully informed by input from the community through quality
engagement processes.
The Framework and Guidelines are designed as internal documents to guide staff on how to
design, plan and deliver high quality engagement processes in consultation with the
Communications and Community Engagement Branch and are underpinned by the International
Association for Public Participation (IAP2) best practice approaches to community and
stakeholder engagement.
Therefore, the Community Engagement Policy is council’s public facing commitment to the
community that outlines how community feedback will inform council decision making through
well designed, planned and managed community engagement processes.
Following the endorsement of the new Community Engagement Policy by Council an
operational implementation process to launch the Community Engagement Framework and
Practice Guidelines internally will be delivered by the Communications and Community
Engagement Branch.
Previous Council Consideration
The Community Engagement Policy was originally adopted on 28 August 2014 and
subsequently revised and amended by Council on 20 April 2017.
Finance
There are no financial implications or considerations associated with updating the Community
Engagement Policy
Risks & Opportunities
The revised Community Engagement Policy demonstrates council’s outward commitment to
best practice community engagement and aligns with council’s internal approach and methods
to design, plan and manage meaningful community engagement processes.
Consultation
External Consultation - Community & Stakeholder
Meaningful stakeholder engagement forms part of council’s responsibilities under the
Queensland Local Government Act 2009 and a priority under the Corporate Plan 2023 – 2028.
Council recently completed a consultation on the Corporate Plan, which includes our approach
to community engagement. There have been no specific engagement processes with the
community on the development of the Community Engagement Policy.
Internal Consultation
The Executive Leadership Team and the Governance Branch have reviewed the revised
Community Engagement Policy and recommend the Policy for endorsement by council.
Page 5 of 35
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 6 of 35
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 7 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
ATTACHMENT 1
_¢ A NOOSA Council Policy
@ | COUNCIL COMMUNITY ENGAGEMENT
Corporate Plan Reference: Theme 5: Excellence as-a-CGouncit
Enhance opportunities for the community to engage
with the Council and ensure community engagement
best practice is embedded in Council
operationsCemmaateagagementbestprectecis-
Endorsed by Council:
Policy Author: Community Engagement Advisor
| POLICY BACKGRUNDBACKGROUND
This policy affirms Noosa Council’s commitment to community engagement as reflected ia-Neosa
in our
Sustainability Principles “Good governance and policy is achieved through forward planning,
effective, efficient and collaborative decision making, made in the interests of the community”.
It provides a set of principles to guide community engagement practice that align with Council's
| Corporate Plan 20234¢-202832.
POLICY SCOPE
e This policy applies to all facets of Council’s operations where community engagement is
undertaken.
e It defines the principles underpinning Council’s external engagement activities, whether it is
Ceouncillors or staff members who are engaging with the community.
e This policy is focussedfocused on external engagement, and does not include internal
communication or engagement between council officers, nor between Ceouncillors and council
officers.
COUNCIL POLICY
Noosa Council recognises that community engagement is a vital part of effective democracy. Quality
engagement between Council and residents makes good business practice and it is critical to good
| goveramentgovernance. For this reason, Council is committed to engaging with the Noosa
community.
The benefits of effective engagement include:
e Council and the community working together to address local issues and collectively achieving
better outcomes.
e ahigher level of community owrership-input intoef decisions made by Council.;
e animproved level of community understanding about Council’s processes and services.-
e increased awareness across Council of community views and concerns.;
e opportunities for Council to draw upon community expertise.=
e the potential for time and cost savings due to better alignment between community needs and
| Council decisions.+
e increased social capital due to greater trust and knowledge acquired while working
| collaboratively with the community including the sharing of aspirations, ~and:
e stronger relationships between councillors, council officers and residents, including stakeholder
groups.
Page 7 of 35Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 8 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY - COMMUNITY ENGAGEMENT
PRINCIPLES
Belews
itmakes-
| ENGAGEMENT AGTMTFESAPPROACH
Council recognises the full spectrum of community engagement from informing, consulting, involving
and collaborating, to empowering.
Council uses different community engagement techniques and communication methods depending
on the issue or project, its goals, its particular circumstance and the affected-audiensestseekste
engagelevel of influence the community have on decision-making.
Council’s community engagement approach is underpinned by the International Association for
Public Participation (IAP2) and outlined in our Community Engagement Framework and Practice
Guidelines. These documents are designed as internal documents to guide staff on how Council
plan, design and manage community engagement.
PRINCIPLES
Council has a commitment to community engagement that is governed by the principles outlined in
the Community Engagement Framework, described below:
WR. Inclusive - Council encourages involvement from _a_ wide cross-section of the community,
respecting diversity of opinion, using engagement processes that are accessible and inclusive.
2 Transparent — Quality engagement involves trust which can be fostered through transparency.
The engagement processes and the levels of community influence will be clearly articulated.
Page 8 of 35Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 9 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY - COMMUNITY ENGAGEMENT
Council will reflect back to the community how they have influenced Council decisions.
3. Appropriate - Council will choose the most appropriate processes that best suit the audiences
affected, and time the consultation to optimise the opportunity for engagement, wherever
possible.
4. Accountable - Council undertakes community engagement to enhance its decision- making,
however Council accepts that it is ultimately responsible and thus accountable for the decisions
it makes.
5. Timely — Council will enable reasonable opportunity for community to contribute to
engagement processes _by _ well-timed __ engagement __ schedules and__ durations.
6. Well resourced - Council will ensure staff members have appropriate skill sets, training and
resources in order to plan and implement meaningful and effective engagement.
T Informative -— Council will provide the information necessary to enable meaningful
engagement including the reporting of engagement outcomes.
8. Understanding our changing community — Recognising when an issue or project will have
an impact on stakeholders and engaging appropriately.
STATUTORY COMPLIANCE
The Queensland Local Government Act 2009 outlines the in principle need for local government to
| engage with the community and to encourage and assist participation, in particular, principle 2(c)
Section 4 “democratic representation, social inclusion and meaningful community engagement”.
Page 9 of 35Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 10 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY — COMMUNITY ENGAGEMENT
HUMAN RIGHTS
In developing the Community Engagement Policy, the subject matter has been considered in
accordance with the requirements of the Queensland Human Rights Act 2019. It is considered that the
subject matter does not conflict with any human rights, including the right to take part in public life, and
supports a human rights approach to decision making by Council.
Council representatives will endeavour to act and make decisions under this policy in a manner that is
compatible with human rights. In particular, representatives will endeavour to:
e identify relevant human rights which may be affected by the action or decision;
e give proper consideration to the impact of its actions and decisions on human rights; and
e ensure that any conduct or decision by Council which limits an individual's human rights is
reasonable and justifiable.
The Community Engagement Policy should be read in conjunction with Council's Human Rights
Policy.
SUPPORTING DOCUMENTS
| Noosa Council Corporate Plan 202344- 202837
Community engagement is identified as a priority in Council’s Corporate Plan.
| Noosa Council Community Engagement Framework_2023
In order to provide information and the basis for in-house training for relevant council officers, the
Community Engagement Framework is an internally facing document that defines community
engagement in the local government context_and Council’s approach,inthe-Neesa Shire-context,
| Noosa Council Community Engagement FeelkitPractice Guideline 2023
In order to provide operational guidance for council officers_to implement the Community
Engagement Framework in practices, the Community Engagement Feo!kit- Practice Guideline isa
technicalmnanual the manual provides_assistance_assists Council officers into _planthe planning,
undertaking-design, manage and evaluateion-ef community engagement activities.
| Both the Community Engagement Framework and the_Practice Guideline —Feolkit-are regularly
updated to remain consistent with community engagement best practice.
International Association for Public Participation (IAP2) Framework
Noosa Council has adopted the [AP2 Framework as part of its Community Engagement Framework
| in recognition of IAP2 as an international werld-leader in the-best practice stakeholder engagement
The IAP2 Spectrum articulates levels of public participation-the_and Council’s promise to the public
and-prevides-examples-oftechnieuesfor each level of participation.
~ ity ~ —) Lp '
’ ¢ ssc.
Page 10 of 35Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 11 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY - COMMUNITY ENGAGEMENT
Employee Code of Conduct
The Employee Code of Conduct is a set of standards and behaviours related to the way council
officers do their work. It puts a responsibility on each officer to use sound judgement while at work.
Councillor Code of Conduct Policy
This Code of Conduct sets out, for both Councillors and the community, the standards of behaviour
expected of Councillors of Noosa Shire Council.
| Media PekeyRelations Guidelines
| The_Media Relations Guidelines —pelicy-establishes the—guidelines—for-how Council's elected
members and council officers will interact with the media. It is designed to ensure that in all dealings
with the media, the Council acts in a professional, coordinated manner and that all statements made
and information provided are accurate, appropriate and timely.
Governance Framework
Council’s Governance Framework- recognises and outlines -the importance of effective
communication and engagement with our community as part of responsible decision-making
practices. Council embraces consultation as a two-way process that creates opportunities for the
community to participate in matters that interest and affect it and ensures transparency and
accountability in Council’s decision making. At its core, communication and engagement supports and
encourages the community to participate in civic life.
ROLES AND RESPONSIBILITIES
Mayor and Councillors
The Mayor and Councillors will support the active promotion of community engagement with the
community through their understanding of and compliance with the Community Engagement
Framework, Practice Guidelines and project engagement plans.
Executive Leadership Team
The Executive Leadership Team will model exemplary community engagement and lead staff (either
directly or through delegated authority) in their understanding of, and compliance with, the Community
Engagement Framework and Practice Guidelines.
The Executive Leadership Team will also approve resources to develop, implement and review the
Community Engagement Framework from time to time, with the advice of the Communications and
Community Engagement Branch.
Communications and Community Engagement Branch
The Communications and Community Engagement Branch is responsible for ensuring the Community
Engagement Framework and related Practice Guidelines are widely understood and to provide
guidance and skill development on its interpretation and implementation.
To oversee the scheduling and delivery of Council’s community engagement projects.
All Branch Managers
All Branch Managers are responsible for supporting the implementation of the Community
Engagement Framework and related Practice Guidelines and to lead staff in their understanding of
and compliance with this Framework.
People and Culture Branch
Page 11 of 35Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 12 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY - COMMUNITY ENGAGEMENT
The People and Culture Branch will facilitate the provision of regular training to all Council staff on
their role and responsibilities in relation to the Community Engagement Framework and related
Practice Guidelines in collaboration with the Communications and Community Engagement Branch.
Project Leads
Project leads are responsible for the design, plan, management and evaluation of community
engagement projects in collaboration with the Communications and Community Engagement Branch.
Council Staff and Contractors
Council staff and contractors must comply with the Community Engagement Framework and related
Practice Guidelines.
| RELEVANT LEGISLATION
Queensland Local Government Act 2009
Integrity Act 2009
Sustainable Planning Act 2009
REVIEW
This policy will be reviewed once per Council term (every four years) or as required from time to time.
Version control: .
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
1.0 New policy | Council 28/08/14
2.0 Amend policy Y | Council 20/04/17
| 3.0 Amend policy Y | Council
Page 12 of 35Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 13 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
ATTACHMENT 2
| ¢ yy NOOSA Council Policy
| @ | COUNCIL COMMUNITY ENGAGEMENT
Corporate Plan Reference: Theme 5: Excellence
Enhance opportunities for the community to engage
with the Council and ensure community engagement
best practice is embedded in Council operations
Endorsed by Council:
Policy Author: Community Engagement Advisor
POLICY BACKGROUND
This policy affirms Noosa Council’s commitment to community engagement as reflected in our
Sustainability Principles “Good governance and policy is achieved through forward planning,
effective, efficient and collaborative decision making, made in the interests of the community”.
It provides a set of principles to guide community engagement practice that align with Council's
Corporate Plan 2023-2028.
POLICY SCOPE
e This policy applies to all facets of Council’s operations where community engagement is
undertaken.
e It defines the principles underpinning Council’s external engagement activities, whether it is
Councillors or staff members who are engaging with the community.
e This policy is focused on external engagement and does not include internal communication or
engagement between council officers, nor between Councillors and council officers.
COUNCIL POLICY
Noosa Council recognises that community engagement is a vital part of effective democracy. Quality
engagement between Council and residents makes good business practice and it is critical to good
governance. For this reason, Council is committed to engaging with the Noosa community.
The benefits of effective engagement include:
e Council and the community working together to address local issues and collectively achieving
better outcomes.
e a higher level of community input into decisions made by Council.
e animproved level of community understanding about Council's processes and services.
e increased awareness across Council of community views and concerns.
e¢ opportunities for Council to draw upon community expertise.
e the potential for time and cost savings due to better alignment between community needs and
Council decisions.
e increased social capital due to greater trust and knowledge acquired while working
collaboratively with the community,
e stronger relationships between councillors, council officers and residents, including stakeholder
groups.
Page 13 of 35Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 14 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY —- COMMUNITY ENGAGEMENT
ENGAGEMENT APPROACH
Council recognises the full spectrum of community engagement from informing, consulting, involving
and collaborating, to empowering.
Council uses different community engagement techniques and communication methods depending
on the issue or project, its goals, its particular circumstance and the level of influence the community
have on decision-making.
Council's community engagement approach is underpinned by the International Association of Public
Participation (IAP2) and outlined in our Community Engagement Framework and Practice
Guidelines. These documents are designed as internal documents to guide staff on how Council
plan, design and manage community engagement.
PRINCIPLES
Council has a commitment to community engagement that is governed by the principles outlined in
the Community Engagement Framework, described below:
1. Inclusive - Council encourages involvement from a wide cross-section of the community,
respecting diversity of opinion, using engagement processes that are accessible and inclusive.
2. Transparent — Quality engagement involves trust which can be fostered through transparency.
The engagement processes and the levels of community influence will be clearly articulated.
Council will reflect back to the community how they have influenced Council decisions.
3. Appropriate - Council will choose the most appropnate processes that best suit the audiences
affected, and time the consultation to optimise the opportunity for engagement, wherever
possible.
4. Accountable - Council undertakes community engagement to enhance its decision- making,
however Council accepts that it is ultimately responsible and thus accountable for the decisions
it makes.
5. Timely — Council will enable reasonable opportunity for community to contribute to
engagement processes by well-timed engagement schedules and durations.
6. Well resourced - Council will ensure staff members have appropriate skill sets, training and
resources in order to plan and implement meaningful and effective engagement.
7. Informative — Council will provide the information necessary to enable meaningful
engagement including the reporting of engagement outcomes.
8. Understanding our changing community — Recognising when an issue or project will have
an impact on stakeholders and engaging appropnately.
STATUTORY COMPLIANCE
The Queensland Local Goverment Act 2009 outlines the in principle need for local government to
engage with the community and to encourage and assist participation, in particular, principle 2(c)
Section 4 “democratic representation, social inclusion and meaningful community engagement”.
Page 14 of 35Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 15 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY —- COMMUNITY ENGAGEMENT
HUMAN RIGHTS
In developing the Community Engagement Policy, the subject matter has been considered in
accordance with the requirements of the Queensland Human Rights Act 2019. It is considered that the
subject matter does not conflict with any human rights, including the right to take part in public life, and
supports a human rights approach to decision making by Council.
Council representatives will endeavour to act and make decisions under this policy in a manner that is
compatible with human rights. In particular, representatives will endeavour to:
e identify relevant human rights which may be affected by the action or decision;
e give proper consideration to the impact of its actions and decisions on human rights; and
e ensure that any conduct or decision by Council which limits an individual’s human rights is
reasonable and justifiable.
The Community Engagement Policy should be read in conjunction with Council’s Human Rights
Policy.
SUPPORTING DOCUMENTS
Noosa Council Corporate Plan 2023- 2028
Community engagement is identified as a priority in Council’s Corporate Plan.
Noosa Council Community Engagement Framework 2023
In order to provide information and the basis for in-house training for relevant council officers, the
Community Engagement Framework is an internally facing document that defines community
engagement in the local government context and Council’s approach.
Noosa Council Community Engagement Practice Guideline 2023
In order to provide operational guidance for council officers to implement the Community
Engagement Framework in practices, the Community Engagement Practice Guideline assists
Council officers to plan, design, manage and evaluate community engagement activities.
Both the Community Engagement Framework and the Practice Guideline are regularly updated to
remain consistent with community engagement best practice.
International Association for Public Participation (IAP2) Framework
Noosa Council has adopted the IAP2 Framework as part of its Community Engagement Framework
in recognition of IAP2 as an international leader in best practice stakeholder engagement.
The IAP2 Spectrum articulates levels of public participation and Council's promise to the public for
each level of participation.
Employee Code of Conduct
The Employee Code of Conduct is a set of standards and behaviours related to the way council
officers do their work. It puts a responsibility on each officer to use sound judgement while at work.
Page 15 of 35Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 16 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY — COMMUNITY ENGAGEMENT
Councillor Code of Conduct Policy
This Code of Conduct sets out, for both Councillors and the community, the standards of behaviour
expected of Councillors of Noosa Shire Council.
Media Relations Guidelines
The Media Relations Guidelines establish how Council's elected members and council officers will
interact with the media. It is designed to ensure that in all dealings with the media, the Council acts
in a professional, coordinated manner and that all statements made and information provided are
accurate, appropriate and timely.
Governance Framework
Council's Governance Framework recognises and outlines the importance of effective communication
and engagement with our community as part of responsible decision-making practices. Council
embraces consultation as a two-way process that creates opportunities for the community to
participate in matters that interest and affect it and ensures transparency and accountability in
Council's decision making. At its core, communication and engagement supports and encourages the
community to participate in civic life.
ROLES AND RESPONSIBILITIES
Mayor and Councillors
The Mayor and Councillors will support the active promotion of community engagement with the
community through their understanding of and compliance with the Community Engagement
Framework, Practice Guidelines and project engagement plans.
Executive Leadership Team
The Executive Leadership Team will model exemplary community engagement and lead staff (either
directly or through delegated authority) in their understanding of, and compliance with, the Community
Engagement Framework and Practice Guidelines.
The Executive Leadership Team will also approve resources to develop, implement and review the
Community Engagement Framework from time to time, with the advice of the Communications and
Community Engagement Branch.
Communications and Community Engagement Branch
The Communications and Community Engagement Branch is responsible for ensuring the Community
Engagement Framework and related Practice Guidelines are widely understood and to provide
guidance and skill development on its interpretation and implementation.
To oversee the scheduling and delivery of Council's community engagement projects.
All Branch Managers
All Branch Managers are responsible for supporting the implementation of the Community
Engagement Framework and related Practice Guidelines and to lead staff in their understanding of
and compliance with this Framework.
People and Culture Branch
The People and Culture Branch will facilitate the provision of regular training to all Council staff on
Page 16 of 35Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 17 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
COUNCIL POLICY — COMMUNITY ENGAGEMENT
their role and responsibilities in relation to the Community Engagement Framework and related
Practice Guidelines in collaboration with the Communications and Community Engagement Branch.
Project Leads
Project leads are responsible for the design, plan, management and evaluation of community
engagement projects in collaboration with the Communications and Community Engagement Branch.
Council Staff and Contractors
Council staff and contractors must comply with the Community Engagement Framework and related
Practice Guidelines.
RELEVANT LEGISLATION
Queensland Local Government Act 2009
Integrity Act 2009
Sustainable Planning Act 2009
REVIEW
This policy will be reviewed once per Council term (every four years) or as required from time to time.
Page 17 of 35Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
2 COUNCIL OF MAYORS SOUTH-EAST QUEENSLAND (CoMSEQ) WASTE
CONCEPTS
Author Manager Waste and Environmental Health, Kyrone Dodd
Community Services Department
Index ECM/60.25 Waste Management Strategy
Attachments Nil
EXECUTIVE SUMMARY
The purpose of this report is to provide an overview of Noosa Council’s proposed waste
concepts as submitted to the joint CoMSEQ & State Government Project Management Office
(PMO).
Concepts proposed by Noosa Council include waste infrastructure to support:
• Compaction bins
• Composting
• Containers for change
• Biochar
• Anaerobic Digestion
• Waste/Energy precinct.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health, to the Services
& Organisation Committee Meeting dated 7 March 2023 and approve the progress of projects
through the gateways of the CoMSEQ/PMO process by Council staff.
REPORT
1. Background
The Council of Mayors (SEQ) was established in September 2005 as an independent advocacy
organisation, it is Australia’s largest regional local government advocacy organisation. Noosa
Council joined the Council of Mayors in September 2021.
In November 2021, CoMSEQ released the South-East Queensland Waste Management Plan
(SEQ Waste Management Plan) which establishes a pathway for SEQ local governments to
address the opportunities and challenges with regards to waste. The Plan was endorsed by all
councils and is backed by the Queensland Government with funding to support strategic
implementation (i.e. not competitive).
Principles underpinning the Plan include:
• Collaboration: Regions/neighbours working together in cooperative ways.
• Households are no worse off: Transition costs avoid being carried by ratepayers.
• Environmental and employment outcomes: Combined environmental and economic
success.
The Plan focuses on three areas of action towards the 2030 ‘target state’ and these include:
• Optimising comingled recycling
• Removing organic waste for landfill and recovering it
• Optimising the treatment of residual municipal solid waste.
Page 18 of 35
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
In December 2021 the Queensland government announced a $2.1 billion Waste Package
including a $1.1 billion Recycling and Jobs fund. The funding aims to help Councils build new
resource recovery infrastructure and increase community recycling rates.
CoMSEQ and the State Government have established a joint Project Management Office to
drive delivery of the SEQ Waste Management Plan including planning and investment focussing
on the infrastructure and behavioural change needed to divert waste from landfill and deliver
local jobs.
2. Collaboration
Collaboration is a fundamental criterion for CoMSEQ when distributing funding towards waste
initiatives. Noosa Council already collaborate with neighbouring council’s Sunshine Coast
Council and Gympie Regional Council.
3. Concepts
Projects must meet principles and objectives of the SEQ Waste Management Plan.
Initiatives are currently in the concept stage. Initiative pathway and gates are detailed in the
image below.
Proposed concepts include:
Concept Summary Indicative cost
Compaction bins Beach front compaction bins to reduce servicing $1,000,000
and improve amenity of high profile areas.
(Approx $15,000 per
bin)
Composting Improve our current process of mulching into $10,000,000
fully processed compost
Containers for change Reverse Vending Machine unit for the Noosa $500,000
Landfill
Biochar Charring of timber waste. $5,000,000
Page 19 of 35
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Polystyrene Processing EPS Machine to improve recycling, save on $500,000
Machine landfill space
Anaerobic Digestion Anaerobic Digestion Plant potentially servicing >$10,000,000
food waste collected from MSW commercial
and domestic collections.
Waste/Energy precinct Master plan for site including high level >$10,000,000
feasibilities and site constraints
Previous Council Consideration
Nil
Finance
Funding through CoMSEQ.
Risks & Opportunities
Risks – Projects are linked to emission reduction and diverting resources away from landfill
hence there is an environmental, reputational, and financial risk of not continuing with securing
funding in the short to long term.
Consultation
External Consultation - Community & Stakeholder
COMSEQ – Regular
Internal Consultation
Councillor COMSEQ Waste Initiatives Workshop – 2/12/22.
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
x Executive Support x Director Director
Community Development x Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
x Waste & Environmental Health Property
Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director x Director
x Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 20 of 35
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
3 CONTRACT NO. T000072 - DESIGN, SUPPLY, INSTALL AND SERVICE A DIGITAL
TWO-WAY RADIO SYSTEM WITH GPS LOCATION SERVICES – CONTRACT AWARD
Author Disaster Management Officer – James Ulyate
Infrastructure Services Department
Index ECM/ Contracting/ Project & Contracts
Attachments 1. Evaluation Spreadsheet
EXECUTIVE SUMMARY
• This report provides a recommendation for the contract award to the preferred supplier
for Contract No. T000072 for Design, Supply, Install and Service a Digital Two-Way Radio
System with GPS Location Services.
• This is a schedule of rates contract that includes all materials and services required for
the construction of the works.
• In accordance with Council’s procurement policy and procedure, an Invitation to Tender
(ITT) was initiated and attracted four (4) responses from suppliers.
• The evaluation panel completed the evaluation process and considered Telstra
Corporation Limited to be most advantageous to Council, representing the best value for
money.
• The anticipated completion date is December 2023.
• The project is funded by the Black Summer Bushfire Program and Council.
RECOMMENDATION
That Council note the report by the Disaster Management Officer to the Services & Organisation
Committee Meeting dated 7 March 2023, and:
A. Award Contract No. T000072 for Design, Supply, Install and Service a Digital Two-Way
Radio System with GPS Location Services to Telstra Corporation Limited under a
schedule of rates contract which will include a 12 month servicing and maintenance
period; and
B. Authorise the CEO to delegate the authority to extend the Contract for two (2) further
periods of up to twelve (12) months each for servicing and maintenance, subject to the
performance of the supplier under the Contract; and
C. Authorise the CEO to negotiate the final contract with Telstra Corporation Limited.
REPORT
1. Background
This ITT is for the design, supply, installation, and service of a digital two-way radio system with
GPS location services, together with radio terminals and associated services, whereby all
existing radio infrastructure and terminals will be replaced for safety and operational
communication activities throughout Council’s operating area.
It is anticipated the system and vehicle based terminals will provide Council Users with the
ability to communicate reliably by voice and data in at least 90% of the geographic area of the
Local Government Area (LGA) and additional areas to support operations.
Page 21 of 35
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
A digital radio System with GPS location services is required to provide:
• Improved coverage and voice clarity for effective communications over Council’s
operating area,
• Geographic location identification, monitoring and reporting of radios and assets,
• Emergency/distress alerting and priority calling,
• Lone and remote worker monitoring and alerting,
• Improved access for communications with other organisations,
• Increased capacity and reduction in call congestion,
• Caller identification with alias names,
• Ease of use with no need to interact with the radio when moving across the region,
• Range of call types and services,
• Voice and data capable with low-speed data suitable for text messaging, workforce
management, telemetry, remote control and alarms.
Requirements to be included as options are:
• Full redundancy for the location services and messaging system,
• Deployment of radio System elements at other sites, if required, using an existing tower
and facility,
• Integration of Council’s telephone system to the radio system allowing communications
between desk-based staff and radio Users,
• Coverage extenders for out of vehicle operations,
• Long Term Voice Recorders for recording and storage of all voice conversations,
• Capability to operate the system and terminals with a variety of radio technologies i.e.
APCO P25, DMR Tier 2 and DMR Tier 3,
• Drive identification and transmission to location services and messaging system.
• Docking unit for handheld radios,
• Secure communications (encryption),
• Over-The-Air-Programming,
• On-Call service,
• Management and administration services.
A range of services is required to ensure the efficient and effective execution of the contract.
The contractor will be required to install all the new system elements and terminals together
with the removal and disposal of old radio infrastructure and terminals. The Contract will also
include a 12-month servicing and maintenance period, with the option of two (2) additional
twelve (12) month maintenance/service periods at Council’s discretion.
The Gravelroad Group Pty Ltd was engaged by Council under the Local Buy ICT Solutions,
Products, Services & New Technologies arrangement (No. LB308) to assist Council with the
development of the contract technical specifications and evaluation of this ITT.
The Contract will be structured in accordance with the Queensland Information Technology
Contracting (QITC) framework and be devised of core deliverables and site options which will
provide flexibility to cater for Council’s budget over multiple financial years.
2. Procurement Process
In accordance with Chapter 6, Part 3 of the Local Government Regulation (LGR) and Council’s
Procurement Policy, Council invited tenders for the Design, Supply, Install and Service a Digital
Two-Way Radio System with GPS Location Services as schedule of rates contract.
Page 22 of 35
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Invitation to tenders were advertised via Council’s web page and Noosa Today publication and
issued via the Council VendorPanel e-portal on 22 June 2022, with responses closing on 19
August 2022.
Four (4) suppliers responded to Council’s ITT as follows:
• Link Enterprise Solutions Pty Ltd;
• Queensland Radio Services Pty Ltd;
• Telstra Corporation Limited; and
• Vertical Telecoms Pty Ltd.
The tenders were evaluated using Council’s Weighted Attribute Evaluation spreadsheet against
the following evaluation criteria and weightings and in accordance with the Strategic
Procurement Plan:
Criteria Weighting
Price 40.0%
Capability & Experience 20.0%
Methodology 30.0%
Health & Safety 2.5%
Environment & Sustainability 5.0%
Contribution to Local Economy 2.5%
The evaluation was conducted by the evaluation panel that consisted of the following members
of staff:
• Disaster Management Officer (Contract Administrator)
• Fleet Coordinator (Resigned from Council part way through tender evaluation)
• Fleet Manager (Replaced the Fleet Coordinator)
• ICT Manager
• Gravelroad Group Pty Ltd Senior Consultant (Resigned from Consultancy part way
through tender)
• Gravelroad Group Pty Ltd Managing Director (Replaced the Gravelroad Group Pty Ltd
Senior Consultant)
• Carbon Reduction Project Officer (Environment & Sustainability Only)
• Workplace Health and Safety Officer (Safety Only)
Each member of the Evaluation Panel read and declared that they understood and accepted
the probity requirements, which included a declaration of conflicts of interest and confidentiality.
A series of post close clarifications were undertaken to address anomalies and qualifications in
the submissions received, and to ensure all schedule of rates items were priced on the same
basis by all suppliers and to allow a fair comparison.
The ITT requested a schedule of rates to deliver the services sought. Extrapolation of the
schedule of rates based on estimated quantities determined the following total prices:
Respondent Total Price ($ GST Excl)
Link Enterprise Solutions Pty Ltd 1,844,964
Queensland Radio Services Pty Ltd 933,299
Telstra Corporation Limited 1,262,058
Vertical Telecoms Pty Ltd 2,482,146
The evaluation panel completed the evaluation process and considered Telstra Corporation
Limited to be most advantageous to Council, presenting the best value for money. The
evaluation by the panel is shown in Attachment No.1 - Evaluation Spreadsheet. The evaluation
Page 23 of 35
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
panel confirmed Telstra’s ability to undertake the works and meet the specifications and
requirements. Telstra’s tender submission demonstrated the following:
• A high level of previous experience undertaking projects of similar size and scope for other
councils, most recently Toowoomba Regional Council and Mornington Shire Council;
• Provided a detailed design and construction methodology and programme which aligns
to the contract specifications;
• Adequately resourced with key personnel and sub-contract suppliers, specifically Simoco
who are an Australian based manufacturer and systems integrator of critical
communications solutions across a broad range of technologies;
• Certified carbon neutral in every aspect of the business with very strong policy, compliant
with global reporting initiatives, resource efficiency targets, and includes sustainability in
the value chain. Environmental Management System (ISO 14001:2015) compliant;
• Certified Quality Management system (ISO 9001:2015);
• Workplace Health and Safety system (AS/NZS 4801:2001) compliant;
• Comprehensive policies and procedures to manage safety, quality and environmental
impacts throughout the contract.
3. Next Steps
Once awarded, the Design, Supply, Install and Service a Digital Two-Way Radio System with
GPS Location Service will commence upon mobilisation, at date to be advised, with the aim to
achieve practical completion by the end of December 2023. The contract will include a 12-month
servicing and maintenance period to commence at the satisfactory completion of the radio and
GPS system implementation.
Previous Council Consideration
Nil
Finance
Initial project budget of $778k was fully funded via the QRA’s Black Summer Bushfire Recovery
Grant Program for investment into projects that build resilience in areas affected by the 2019-
20 bushfires.
The proposed tender acceptance price, subject to final contract negotiation, is approximately
$484k higher than budget and grant allocation (set in 2020 as part of the grant application) due
to market factors and specification requirements to ensure sufficient network coverage.
It is proposed that the initial shortfall will be funded initially from Council’s Fleet Replacement
Program Budget which is currently under budget due to supply chain delays with fleet
purchases. Officers will also continue to seek additional disaster resilience funding opportunities
for the shortfall from State and Federal Government associated with the February 2022 flood
disaster event.
Risks & Opportunities
Finance Risks Mitigation
Budget Overrun Council will engage contractor under schedule of
rates contract and work with contractor to ensure
the project scope remains within budget. Further
project scope increase will be mitigated through
ongoing and stringent monitoring and controls by
the project working group and the Capital Works
Project Control Group and in regular reports to
Page 24 of 35
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Capital Works Executive meetings. The Schedule
of Rates have been confirmed by the contractor.
Material price increases Council will engage contractor under schedule of
rates contract with locked in material rates not
subject to rise and fall. The Schedule of Rates
have been confirmed by the contractor.
Contractor becomes insolvent Council has not carried out a financial viability
check on the preferred contractor as the original
project estimate was less than the Financial
Capability guideline tolerances. The contractor is
a well-established contractor.
Program Risks Mitigation
Resource risk The contractor has nominated a capable and
experienced project team to undertake
construction. Council’s resources to the project
will be monitored by the Project Control Group and
Capital Works Executive due to the high volume
of work in the capital works program.
Construction takes longer than allowed for The contractor is well resourced and has the
available resources to deliver this project
successfully. The risk is mitigated through the
contract, and will be closely monitored by the
Contract Administrator.
Grant funding bodies and Council will be
consulted to manage any variations to
agreements that may arise.
Lead time of materials pushing the program out Many associated risks are mitigated by ordering
the materials as soon as possible after the
contract award. The contractor is aware and will
manage this risk and work closely together with
Council's project team to minimise residual timing
risk. The Schedule of Rates have been confirmed
by the contractor.
Safety Risks Mitigation
The Contractor fails to ensure the work is Prior to commencement of works, contractor will
conducted safely and in accordance with ensure management plans, Safe Work Method
minimum standards Statements, Job Hazard Analysis (or similar), and
other documentation are submitted, reviewed, and
accepted by Council.
Council will undertake surveillance, regular safety
audits and inspections throughout the
construction period.
Environment Harm Risks Mitigation
Works impact on the environment The contractor will have a site environmental
management plan to identify and manage site
specific risks.
Scope & Quality Risks Mitigation
Risk of not meeting project objectives Compliance with project objectives will be
managed through regular reviews of the
contractor’s design and construction by the
Contract Administrator and other project team
members as required.
Page 25 of 35
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Consultation
External Consultation
The Gravelroad Group Pty Ltd was engaged by Council under the Local Buy ICT Solutions and
Services (No.BUS274) to provide assistance to Council with the development of the contract
technical specifications and evaluation of this ITT.
Peak Services Pty Ltd was engaged by Council under the Local Buy ICT Solutions and Services
(No.BUS274) to provide assistance to Council with procurement consulting services for this ITT.
Internal Consultation
Corporate Services (Procurement and Fleet) and Executive Services (People and Culture -
Workplace Health & Safety).
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities X Fleet
Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture (Safety) Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 26 of 35
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 27 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Attachment No.1 - Evaluation Spreadsheet
NOOSA SHIRE COUNCIL _ Weighted Attribute Evaluation Spreadsheet - Final Evaluation (V.14-Dec-2021)
eomeract rite: [ttnstanunmss (Roe amber of Conforming & Antemative Responses | + |edian rice/Fees After Corrections ashortisting | $i.ss2s1026 |
femmracttnos freer eetnemter et nerpenene shorted emia | + [anmmge inie/ecsatercorrections astertining | sicaneisse |
nomcontorming tenders | Lowest Price/Fees (Pav) Ater Corrections & shorting | s02329870 |
Ss — sss ss
puectsuemiion spender) uggs aan
eucinens aghtered Address (ity/State Qnty) | EapeFarm.cid | Ealevarm aio | stare. uo | Alena. nsw |
enteresicntesery 0s teetscs.so| 5 saszonro| 5 azezosrax| s 282.14628|
| neato | ee | sme | mee | me |
fttewcinis | tart | meme | meen | matte | eens | meres | were | meets | meee | mnie | meee |
eemmtapge | 2m sem | sen | seen |
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fmormatead recescmre Pm
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}|__TotatScoreof price andmon price elements = gzangy tase
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TOO00T2 - Weighted Amrbute Evatuaton Workbook Page 1 2g/01/2023
Page 27 of 35Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
4 PROPOSED NEW LEASE – SHOP 7 SUNRISE SHOPS
Author Property Advisor – Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/Subject: 46.01 Leases
Attachments 1. Assessment and Recommendation – Colliers
2. Proposed
Commercial Terms and Conditions
– in accordance with Section 254J (3) of the Local Government
Regulation 2012 – g) negotiations relating to a commercial matter involving
the local government for which a public discussion would be likely to prejudice
the interests of the local government.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 7 March 2023 regarding the lease of Shop 7, Sunrise
Shops and:
A. Agree to enter into a commercial lease of the premises to Luke and Kayla Marshall TA
Butchers of Noosa for a five (5) year term, as generally outlined in the report and
attachments;
B. Agree to an initial rent-free period of six (6) months; and
C. Authorise the CEO to award up to two (2) subsequent lease extensions each of three (3)
years, subject to the Lessee complying with the terms of the lease.
REPORT
The purpose of this report is to seek Council approval to enter into a new lease for Shop 7,
Sunrise Shops. Shop 7 has been vacant since June 2022 following departure of the previous
tenant. Between June 2022 and October 2022 Council undertook emergent works to restore
Shop 7 to a suitable condition for advertisement for lease.
Following completion of the restoration works, Colliers International (Council’s managing agent
for the Centre) conducted an Expression of Interest process and advertised the tenancy for
lease in accordance with Council’s procurement requirements. The Expression of Interest and
advertising process is detailed within Attachment 1.
In February 2023 Colliers received an offer to lease from Butchers of Noosa. The proposal is
for a high-end, gourmet butcher shop providing the community and visitors with fresh, quality
meat products and a range of complimentary items at a base rental of $51,600 per annum.
The proposal represents an opportunity for Council to achieve an optimal tenancy mix at Sunrise
Shops that serves the community, generates customer activity and achieve an enhanced
commercial yield for Council.
Page 28 of 35
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
The Lessee’s proposed operation will require use of the open space adjacent to Shop 7, which
is approximately 28m2. The use of this space will require planning and certifier approvals. All
costs for planning approval, certification, building and construction will be borne by the Lessee.
In accordance with their role as managing agent, Colliers has undertaken an assessment of the
lease proposal and supporting information as per the Tenant Assessment Criteria noted in
Attachment 1. The proposal scored highly against the criteria and Collier’s assessment is that
the proposed tenancy is an excellent fit for the Sunrise Shops. The primary lease provisions are
summarised in Attachment 2.
Additional Floor Area
The proposal from Butchers of Noosa requires use of the existing open space between Shop 7
and 8 in order for the business model to be viable. This space provides an additional 28m2 of
lettable floor area and is shown in Figure 1. The area is used predominantly to house the
centre’s letter boxes and fire hydrants and is not a pedestrian thoroughfare.
The use of this space will not have any structural impacts on the building and will be subject to
planning and certifier approvals. All approval, planning, certifier, building and construction costs
will be borne by the Lessee. Council will review and approve proposed new locations for the
centre’s letter boxes and fire hydrants.
Figure 1. Proposed Additional Floor Area
Previous Council Consideration
Nil
Finance
The proposal offers Council a financial return of $51,600 per annum base rental. The lease will
require use of additional open space adjacent to Shop 7 and increase the Shop 7 lettable area
to approximately 100m2, with the Lessee to fund all planning, approval and expansion works.
The Lessee will also undertake substantial fit out works to the premises.
Page 29 of 35
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
The proposed six (6) month rent free period is intended to help offset the Lessee’s establishment
costs. This approach is in line with industry standards and Council’s previous approach to
commencement of new tenancies at Sunrise Shops. Lease revenue will be recognised in the
2023/24 budget.
Risks & Opportunities
The proposed lease poses minimal risk for Council as it will achieve tenancy of lettable area at
Sunrise Shops that is currently vacant. The Lessee’s proposal demonstrates a commitment to
the Centre and identifies new business and employment opportunities. The new lease proposal
will help activate the Centre and meet the needs of the community.
Consultation
Nil
External Consultation - Community & Stakeholder
Colliers International Sunshine Coast
Internal Consultation
• Director Corporate Services
• Property Manager
• Finance Manager
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Director x Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws x Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 30 of 35
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 31 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
ATTACHMENT 1
Level 5, 57 The Esplanade PO Box 796 MAIN +61 7 5478 3788 (Ore) lian:
Cotton Tree QLD 4558 Cotton Tree QLD 4558 FAX +61 7 5443 5982
www.colliers.com.au MOB +61 468 495 640
EMAIL jesse. [email protected]
22 February 2023
Robyn Mercer
Noosa Council (Commercial Property)
PO Box 141
TEWANTIN QLD 4565
Dear Robyn
Re: Application of Luke and Kayla Marshall T/A Butchers of Noosa
Thank you for the privilege of allowing us to assist with your tenant search for Lot 7, 2 Grasstree
Court, Sunrise Beach (Sunrise Beach Shops). It is the view of Colliers Sunshine Coast that the
successful placement of Butchers of Noosa will be a key milestone in Noosa Council's strategic
objective of re-activating the complex. This letter outlines the process that was followed to procure
the prospective tenant and in addition our assessment of the prospective tenant for the complex.
Procurement Process
Colliers followed the procurement processes required of Council, in addition to generally accepted
methods of advertising online and approaching potentially suitable tenants within our own
database. The below table outlines the timeframes surrounding the tenant procurement.
Procurement Timeline
Pre-November 2022 Property had been advertised with other commercial leasing agents.
December 2022 to Expression of Interest campaign commences with public advertising
current initiated via major commercial real estate websites:
e Realcommercial.com.au
e Commercialrealestate.com.au
e Colliers.com.au
5 December 2022 Publicly advertised in Noosa News (1/4 page advert.). See Annexure A.
5 December 2022 to Discussions with several potential users over the leasing period.
current
9 January 2022 Expression of Interest campaign closes. Received two offers from the
following parties.
e Lendlease
e Butchers of Noosa
Accelerating success. —————
Colliers International (Sunshine Coast) Pty Ltd | ABN 73 599 247 155
Page 31 of 35Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 32 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Colliers
16 January 2022 to Commenced negotiations with Butchers of Noosa.
current
19 January 2022 Onsite meeting with Luke and Kayla Marshall from Butchers of Noosa,
Russell Green, Robyn Mercer and Jesse Howitt.
21 February 2022 Terms agreed on a heads of agreement document.
22 February 2022 Submitted application support letter and heads of agreement for Luke
and Kayla Marshall from Butchers of Noosa.
Prospective Tenant Summary
Luke Marshall is a well-known and highly respected Noosa butcher and local resident living with
his wife and two sons in Tewantin. As a third-generation butcher Luke has built long-term, trusted
relationships with suppliers, tradesmen and customers over the last 20 years in the local area.
Luke's passion for the industry and his exemplary well-honed skills and extensive expertise in
managing stores are key factors contributing to a successful start-up.
Luke commenced his career at the age of 15 in the family butcher shop in Caloundra working
under the guidance of his father. He went on to manage ‘Sunrise Beach Meats’ between 2002-2010
(the same Sunrise Beach location that we are applying for today). Luke was integral in the set up
and continues to be a key leader in the management team of Eumundi Meats in the Belmondos
Organic Market Complex.
Luke and his wife Kayla have decided it is the perfect time to put their collective expertise and
passion into a business of their own. Their goal is to create a butcher shop that will be successful
and an exciting new enterprise to the area.
Tenant Assessment Criteria
Commercial Terms 18/20 The commercial lease terms offered by Butchers of
Noosa are reflective of the asking terms. The incentive
in the form of rent abatement is in line with the market
given the length of lease being offered and capital
investment the tenant will be making.
Business Track Record 14/20 Luke has extensive experience working within the
industry, however experience as an own business
operator is limited. We believe the support network he
has around him will provide initial support where
needed.
Accelerating success, —————
2
Page 32 of 35Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 33 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Colliers
Capability and Resources 18/20 Based on industry knowledge, key strategic
consultants and advisors working closely with Luke
and Kayla, we believe Butchers of Noosa will be
capable of meeting the obligations of the lease.
Suitability & Compatibility 17/20 Butchers of Noosa will bring a ‘high end’ meat offering
to the Sunrise Beach Shops, Sunrise Beach and
surrounding catchment areas. We believe their
proposed fitout and concept will be a catalyst for
attracting a more modern and “fresh” offering to the
complex.
Contribution to Local 18/20 In addition to working with other local business,
Economy Butchers of Noosa will be providing the surrounding
catchment areas with the opportunity to shop for
fresh and local produce as well as help activating
Sunrise Beach Shops, strengthening the trade for
existing businesses in the complex.
Total Assessment 85/100 It is the opinion of Colliers that Butchers of Noosa is
an excellent fit for the Sunrise Beach Shops.
Conclusion
We again thank you for the opportunity to work alongside Noosa Council to find a suitable tenant
for Lot 7 Sunrise Beach Shops. Having followed the Council's due process and having assessed the
potential tenant against the Council's criteria, we support the application of Luke and Kayla
Marshall trading as Butcher of Noosa and can be called upon anytime to provide further feedback.
Yours sincerely
Colliers
Bo
Jesse Howitt
Executive - Commercial Sales & Leasing
Mobile: 0468 495 640
Accelerating success. —————
3
Page 33 of 35Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Page 34 of 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
Colliers
Annexure A -
Newspaper advertisement image:
Accelerating success. | Colliers |
| Retail Opportunity in New IGA Anchored ser
Sunrise Beach Shops ae +
For Lease
Se
Grasstree Court —
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ed r mT 2 Albed +Health ~ om
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; 4° “4 ‘
FD ae <~
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ae A '
Shop 7, 2 Grasstree Court, Sunrise Beach
Commercial Tenancy For Lease
me YP fb (Bartek
Tenancy area: Suits food Complex 2.8km* to
72m** & beverage anchored by Noosa Heads
operators new IGA
colliers.com.au/p-AUS66019142 * Approx
Accelerating success, —————
4
Page 34 of 35Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 7 MARCH 2023
6. REPORTS FOR NOTING BY THE COMMITTEE
Nil
7. CLOSED SESSION
Nil.
Page 35 of 35