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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 8 August 2017
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Frank Pardon (Chair), Jess Glasgow, Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 105 (of 146)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 PUBLIC INTEREST DISCLOSURE POLICY REVIEW 3
2 REVIEW OF COUNCIL'S COOROY RV STOPOVER FACILITY AT 17 MARY
RIVER ROAD, COOROY 24
3 TOURISM NOOSA FUNDING AGREEMENT 32
4 APPOINTMENT OF 2018 SHOW HOLIDAY 41
REPORTS FOR NOTING BY THE COMMITTEE 43
5 NOOSA DOG BEACH EROSION 43
6 COMMUNITY SATISFACTION SURVEY RESULTS 48
7 NOOSA AQUATIC CENTRE (NAC) - FULL YEAR REPORT TO 30 JUNE 2017 55
8 NOOSA COMMUNITY SUPPORT (NCS) - FULL YEAR REPORT TO 30 JUNE
2017 60
9 NOOSA LEISURE CENTRE (NLC) - FULL YEAR REPORT TO 30 JUNE 2017 65
10 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) - FULL YEAR
REPORT TO 30 JUNE 2017 69
11 WASTE MANAGEMENT UPDATE REPORT TO 30 JUNE 2017 77
12 NOOSA HOLIDAY PARK & CAMPGROUNDS UPDATE REPORT TO 30 JUNE
2017 93
13 COMMUNITY SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2016-17 97
14 CORPORATE SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2016-17 118
15 EXECUTIVE SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2016-17 126
16 PLANNING & INFRASTRUCTURE DEPARTMENT UPDATE - 4TH QUARTER
2016-17 136
CLOSED SESSION -
Page 2 of 146
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 PUBLIC INTEREST DISCLOSURE POLICY REVIEW
DOCUMENT INFORM AT ION
Author Governance Advisor, Paul Bright
Executive Services Department
Index ECM/Subject/Public Interest Disclosure
Attachments 1. Public Interest Disclosure Policy
2. Public Interest Disclosure Management Procedure
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Governance Advisor to the Services & Organisation
Committee Meeting dated 8 August 2017 and:
A. Adopt the updated Public Interest Disclosure Policy provided at Attachment 1 to the report;
and
B. Note the updated Public Interest Disclosure Management Procedure provided at
Attachment 2 to the report.
REPORT
Background - Public Interest Disclosures
A public interest disclosure (PID) is any disclosure about wrongdoing in the Queensland public
sector.
An effective system for making PIDs helps to safeguard the integrity of the public sector. The
objectives of the Public Interest Disclosure Act 2010, which regulates the management of PIDs in
Queensland, are as follows:
To promote the public interest by facilitating PIDs of wrongdoing in the public sector;
To ensure that public interest disclosures are properly assessed and, when appropriate,
properly investigated and dealt with;
To ensure appropriate consideration is given to the interests of persons who are subject of
a public interest disclosure; and
To afford protection from reprisals from any persons making a PID.
Who can make a Public Interest Disclosure to Council?
Any person, including a public sector officer, may disclose information about:
A substantial and specific danger to the health or safety of a person with a disability;
A substantial and specific danger to the environment (as set out in the PID Act); and
Reprisal action in relation to a PID.
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Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
A Council officer may also disclose information about:
Corrupt conduct by another person;
Maladministration that adversely affects someone’s interests in a substantial and specific
way;
A substantial misuse of public resources;
A substantial and specific danger to public health or safety; and
A substantial and specific danger to the environment.
Policy and Procedure Updates
The updated Policy and Procedure provided at Attachments 1 and 2 contain minor updates to the
previous versions. These changes were recommended by the Office of the Queensland
Ombudsman as part of its review of public sector agencies PID Policies and Guidelines.
The Queensland Ombudsman Office is the oversight agency for the management of PIDs in
Queensland. All PIDs received by Council and associated progress must be logged with the
Ombudsman's Office.
Approved versions of Council's Policy and Guideline must be made available for public access
on Council's website.
Measures of success
The Policy and Procedure will be considered effective and appropriately implemented in the
organisation if:
The public has access to the Policy and Procedure via Council’s website;
Council Officers are aware of their responsibilities including how to make a PID and their
rights with respect to protective measures available;
All PIDs received are appropriately assessed and managed in accordance with the
requirements of the Public Interest Disclosure Act 2010, Council Policy and Procedure.
Previous Council Consideration
Ordinary Meeting Minutes, 12 March 2015, Page 8, Item 12:
That Council note the report by the Governance Advisor to the Planning and Organisation
Committee Meeting dated 3 March 2015 and:
A. Adopt the Noosa Council Policy “Public Interest Disclosure” (Attachment 1); and
B. Authorise the Chief Executive Officer to develop an organisational level Public Interest
Disclosure Procedure.
Finance & Risk
In addition to the risk of legislative non-compliance, failing to have an appropriate Public Interest
Disclosure Policy and Procedure in place which is adequately implemented within the
organisation could significantly jeopardise the likelihood of Council Officers and the public to
make a PIDs in the event an incident of suspected wrong doing is identified. This could
significantly impact on the integrity and reputation of Council.
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Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Consultation
External Consultation - Community & Stakeholder
The Governance Advisor liaises with the Office of the Queensland Ombudsman with respect to
PID processes and requirements. The Director of Executive Services and Governance Advisor
are also nominated contacts of the Ombudsman’s PID Coordinator Database and receive
relevant updates with the respect to the management of PIDs within Council.
Internal Consultation
Internal consultation with respect to the Policy and Procedure include the CEO and Director of
Executive Services.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
X Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 1
Page 6 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 1
| ¢ W NOOSA Council Policy
@ | COUNCIL PUBLIC INTEREST
Corporate Plan Reference: ‘Excellence as a Council’
Endorsed by Council: <Insert Date of Ordinary Meeting >
Policy Author: Governance Advisor
POLICY BACKGROUND
Noosa Council is committed the disclosure of information about suspected wrongdoing within the
organisation so that it can be properly evaluated and, if necessary, appropriately investigated. This
Policy confirms this commitment by ensuring practical and effective procedures are developed and
embedded in the complaints and integrity framework of the organisation, which comply with the
requirements of the Public Interest Disclosure Act 2010 (PID Act).
A Public Interest Disclosure (PID) is a disclosure of perceived wrongdoing by one or more persons
within Council concerning an action or activity that the discloser reasonably believes constitutes:
e Corrupt Conduct;
e Maladministration;
e A substantial misuse of public resources;
e Aspecific and substantial danger to public health and safety;
e Aspecific and substantial danger to health or safety of a person with a disability;
e Aspecific and substantial danger to the environment; or
e Areprisal.
Members of the public may also make a PID about:
e Asubstantial and specific danger to the health or safety of a person with a disability
e A substantial and specific danger to the environment (as set out in the PID Act)
e Areprisal action in relation to a PID.
COUNCIL POLICY
By complying with the relevant provisions of the PID Act, Council will strive to ensure the following:
e The promotion of public interest by facilitating public interest disclosures (PID) of wrongdoing;
e PIDs are properly assessed and, where appropriate, properly investigated and dealt with;
e Appropriate consideration is given to the interests of persons who are the subject of a PID;
e Afford protection from reprisals to persons making PIDs; and
e Procedures are in place to afford protection from reprisals to persons making a PID.
Pursuant to s28 of the Public Interest Disclosure Act 2010, the CEO must establish and maintain
reasonable procedures to ensure that:
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
COUNILC POLICY - PUBLIC INTEREST DISCLOSURE
(a) Councillors, employees and the public who make PIDs are given appropriate support; and
(b) PIDs made to Council are properly assessed and, when appropriate, properly investigated and
dealt with; and
(c) Appropriate Action is taken in relation to any wrongdoing that is the subject of a PID made to
the entity; and
(d) A management procedure for PIDs made to Council is developed and implemented, and that
the procedure is consistent with the standards prescribed by the Queensland Ombudsman,
which reviews the management of PIDs; and
(e) Councillors and employees of Council who make PIDs are offered protection from reprisals by
Councillors or employees.
Council's Public Interest Disclosure Policy and Procedure must be available for public viewing on
Council's website, and must be reviewed annually and updated (as required) to ensure that the
procedure meets the legislative requirements of the PID Act and the standards prescribed by the
Queensland Ombudsman.
ROLES AND RESPONSIBILITIES
Council has delegated via the ‘Public Interest Disclosure’ Delegation of Authority, a number of powers
under the Public Interest Disclosure Act 2010, to Council’s Chief Executive Officer, Director of
Executive Services and Governance Advisor.
Council's associated Public Interest Disclosure Procedure provides further detail of the specific
accountabilities and responsibilities in relation to PIDs.
RELEVANT LEGISLATION
Public Interest Disclosure Act 2010
Local Government Act 2009
Public Sector Ethics Act 1994
Crime and Corruption Act 2001
RELATED POLICIES
Administrative Action Complaints Process
Employee Code of Conduct
Councillor Code of Conduct
Risk Management Policy
Version control
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 2
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 2
| ¢ » | NOOSA Organisational Policy
@ | COUNCIL PUBLIC INTEREST
DISCLOSURE MANAGEMENT
PROGRAM AND PROCEDURE
| Corporate Plan Reference: AOE S EE eit
Setting Policy & Strategy’ Excellence as a Council’
Endorsed by Chief Executive Officer:
Policy Author: Governance Advisor
| PUBLIC INTEREST DISCLOSURE MANAGEMENT PROGRAM AND
PROCEDURE
|
| 2.0 Eg-ReviewReview
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| Public Interest Disclosure ManagementPregram-andProcedure
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Table of Contents
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| Public Interest Disclosure Management Pregram-and Procedure
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ORGANISATIONAL COMMITMENT
Noosa Council is committed to ethical practices across all levels of operation and te-thiscompliance
with this Public Interest Disclosure Management Programt-and Procedure. The regulation of Public
Interest Disclosures forms part of the Queensland Government's broader Integrity Framework for public
sector entities.
Council's ongoing commitment to a practical and effective Public Interest Disclosure Program
management shall be met by:
1. Council and Senior Management's support and encouragement with regard to the internal and
external reporting of wrongdoing;
2. The high value which Council and Senior Management places on public interest disclosures
(PIDs);
3. The proper management of PIDs including the protection of disclosers;
4. Providing a consistent and professional response in line with this document and standards
prescribed by the Queensland Ombudsman in response to any PIDs received by Council in
accordance with the Public Interest Disclosure Act 2010 (PID Act);
5. Developing and implementing a comprehensive training program to ensure that:
a. All Council officers are aware of their responsibilities with regard to making a PID; and
b. All Council officers are aware of, and have access to, the support structures Council has
in place for those who are affected by a PID; and
c. All Council officers are aware of their responsibilities with regard to reprisals.
6. Encouraging all Council officers to be accountable for their actions and maintain the highest
standards of professional conduct and ethical service.
COMMUNICATION STRATEGY
Council’s strategy for raising staff awareness about PIDs and the organisation’s PID procedures
includes:
| 1. Promotion of Council’s PID Policy and this PID ManagementPregram-and Procedure via
Council's website, Council's Intranet, Council Factsheets, flowcharts and various Leadership
and Management meetings;
| 2. Introducing the PID Policy and PID ManagementProgram-andProcedures to new employees
as part of Council's Induction Program and within the Employee Code of Conduct;
| 3. Ensuring that Council’s PID Policy and this Management Prograntand Procedure will be
incorporated into Council’s PID Training Strategy.
ORGANISATIONAL TRAINING STRATEGY
Council’s PID Coordinator will develop a training strategy to ensure:
1. Staff across Council are able to identify ‘wrongdoing’ and know how to make a PID;
2. Staff are aware of the support and protection afforded to disclosers;
3. Staff are aware of how PIDs will be managed; and
4. The provision of specialist training and awareness about PIDs’ to senior managers and other
staff who may receive or manage PIDs, disclosers or workplace issues relating to a PID.
Council’s Training Strategy will be aligned to the resources, publications and standards prescribed by
the Queensland Ombudsman.
NOMINATED OFFICER FOR THE MANAGEMENT OF PIDs
Noosa Council’s Governance Advisor has been nominated by the CEO as the PID Coordinator who will
be responsible for the management of issues relating to PIDs. The PID Coordinator has direct access
to the CEO in relation to PID matters; delegated authority to appropriately manage PIDs; and access to
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appropriate resources to properly manage PIDs. Council's Director of Executive Services, Governance
Advisor and CEO all have authority via Council Delegation with respect to a number of powers under
the Public Interest Disclosure Act 2010.
The PID Coordinator will be responsible for the following:
1. Applying consistent and appropriate assessment procedures to determine which complaints
meet the requirements of the PID Act for treatment as a PID;
2. Monitoring the investigation and resolution of PIDs;
3. Managing and coordinating the support and protection offered to disclosers;
4. Collecting, reporting and reviewing data about PIDs received;
5. Providing clear guidance to staff about how to make a PID;
6. Reporting PID information to the Queensland Ombudsman, as required;
7. Coordinating or providing staff training regarding PID reporting and PID management; and
| 8. Ensuring that Council’s PID Policy and PID ManagementProgram-andProcedures are regularly
reviewed in accordance with the recommendations provided by the Queensland Ombudsman. A
repertupdate will also be provided to Council’s Audit Committee at least annually on PID
matters .
WHO CAN MAKE A PID
All Persons
Anyone person (including those internal to Council) can report a wrongdoing about:
1. A substantial and specific danger to public health and safety of a person with a disability;
2. Acontravention of environmental law which is a substantial and specific danger to the
environment; or
3. Areprisal. A complaint regarding a reprisal can also be made under Anti-Discrimination Act
1991.
Internal Council Personnel
A Council Officer (including the Mayor, Councillors and Employees) can report a PID about:
1. The conduct of another person that could, if proved, be:
a) Corrupt conduct; or
b) Maladministration that adversely affects a person’s interests in a substantial and specific
way;
2. A substantial misuse of public resources;
3. A substantial and specific danger to public health and safety; or
4. A substantial and specific danger to the environment.
MAKING A PID
All PIDs referred to Council will be appropriately assessed. If a person is aware of any activity or
incident that they consider is wrongdoing or would impact adversely on the operation of the
organisation, they are encouraged to speak up and let someone know.
Any disclosure nominated by a discloser as PID will be assessed as a PID in the first instance.
However, for a disclosure to be considered a PID and receive the unique protection of the PID Act, it
must concern:
e Corrupt conduct;
e Maladministration;
e A substantial misuse of public resources;
e A substantial and specific danger to public health and safety;
e A substantial and specific danger to the health and safety of a person with a disability;
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| Public Interest Disclosure ManagementProgrant-and-Procedure
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e A substantial and specific danger to the environment; or
e Areprisal.
The above terms are further defined in Appendix One.
If a Council Officer is unsure as to whether the information they hold should be disclosed as a PID or
Wa-ancther cone of Councils governance frameworksotherwise, they may contact the PID Coordinator,
Manager or Director for further advice. Alternatively, they may wish to utilise the guidance provided by
the PID oversight Agency, tThe Office of the Queensland Ombudsman via its website or otherwise.A
ANONYMOUS PID
Council encourages disclosers to identify themselves when making a PID. Whilst anonymous PIDs can
be made, they are often more difficult to investigate.
It is important to keep in mind that if a person makes a PID, the organisation is required to make every
effort to keep the discloser’s identity confidential.
REPORTING PATHWAYS
A PID can be reported to:
e The Mayor;
e The Chief Executive Officer; or
e Ifthe matter concerns the conduct of any Council officer, he-Executive-ManagerDirector of
Executive Services, Governance Advisor, or the Manager or the Officer's immediate
Supervisor.
These officers will forward PIDs received to Council's PID Coordinator for assessment and appropriate
action. A PID can also be directly reported to the PID Coordinator.
A PID can also be made to an external agency if that agency has the power to investigate and remedy
that type of disclosure. See table below:
Type of disclosure Appropriate External Agenc
Corrupt conduct Crime and Corruption Commission
Maladministration Queensland Ombudsman
Substantial misuse of public funds Queensland Audit Office
Substantial danger to public health and safe Health Quality and Complaints Commission
Substantial danger to health and safety of a Disability and Community Care Services
person with a disabilit Adult Guardian
Substantial danger to the environment Department of Environment & Resource
Management
[Reprisal | Crime and Corruption Commission
A PID can be made in person, by telephone or via email. It is the responsibility of the organisation to
| keep a secure and confidential record of the PID. It is recommended that if a person makes a PID they
also keep a personal record of what was disclosed and when. This may assist them later in establishing
an entitlement to protection under the PID Act.
When making a PID it is important to be clear and factual. Avoid speculation, emotive language or
embellishment as this may divert attention from the real issues.
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| Public Interest Disclosure ManagementPregram-and-Procedure
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Further information on how to report a PID will be made available on Council's intranet and website.
PID ASSESSMENT PROCESS
For a disclosure to be considered an appropriate disclosure covered by these procedures and the PID
Act, the disclosure must be assessed by the PID Coordinator and satisfy the subjective or objective
test. The disclosure must satisfy the subjective test unless the disclosers motives are in doubt or the
discloser is unaware they have made a disclosure in which case the objective test applies.
Subjective Test
The subjective test takes into account:
1. The honest belief of the discloser; and
2. Whether that belief is reasonable.
If the discloser honestly believes on reasonable grounds that the information provided in the disclosure
tends to show the conduct alleged, then the disclosure is an appropriate disclosure. The discloser must
be appropriately protected when making a disclosure even if the information contained in the disclosure
is proven incorrect or unsubstantiated.
Objective Test
This test applies where a discloser’s motives are in doubt or where the discloser does not know that the
information they have provided is a PID.
If the information tends to demonstrate probable conduct covered by the PID Act, regardless of the
discloser’s beliefs, it is considered an appropriate disclosure. The objective test only takes into account
the quality and credibility of the information received.
If it a disclosure is not determined to be a PID matter, it may still be important and referred to one of
Council’s other appropriate complaints processes or senior management for action.
APPROPRIATE ACTION
If a PID meets the Subjective or Objective Test (above), the organisation has a number of actions
available to it depending on the nature of the PID including:
1. Resolving the PID managerially;
2. Conducting an internal audit, or a review of an issue or the operations of a particular area;
3. Implementing or changing policies, procedures or practices;
4. Formally investigating the allegations; or
5. Referring the allegations to an appropriate external entity.
Depending on the nature of the PID, the PID Coordinator in consultation with the CEO may determine it
appropriate to investigate and manage the PID internally or engage an external investigator to conduct
an investigation.
The investigator (internal or external) of a PID should be independent and not have an actual or
potential conflict of interest in the matter. They should be separate from any workgroup that includes
the discloser or the subject(s) of the PID. Where the allegation is serious, involves senior management
or implicates a group of employees, it is recommended that the CEO or PID Coordinator may choose to
employ outside investigators in order to ensure objectivity and remove any potential conflict of interest.
At the commencement of an investigation, the discloser should be:
1. Notified by the investigator that they have been appointed to conduct the investigation;
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2. Asked to clarify any matters;
3. Asked to provide any additional material they might have; and
4. Made aware that people might attempt to guess their identity.
All interviews should be conducted in private, and care should be taken not to divulge any unauthorised
information about the PID during the investigation process. Investigation techniques that are least likely
to result in the discloser being identified include:
1. Conducting an internal audit of an area, program or activity that covers, but is not focused solely
on, the issues disclosed;
2. Alluding to a range of possible triggers for an audit or investigation, without confirming any
particular one or acknowledging that a PID has been made; and
3. Ensuring that the discloser is also called for an interview if all other in the workplace are being
interviewed.
REFERRING A PID
The organisation may_ (where appropriate) refer a PID to another public sector entity if the disclosure
relates to conduct of the referral entity or an officer of the referral entity. A referral may also occur if the
referral entity has the power to investigate or remedy the conduct of the entity that is subject to the
disclosure.
The table below provides guidance as to the powers of external referral entities to investigate various
PIDs.
Type of disclosure Appropriate Referral Agency
Corrupt conduct Crime and Corruption Commission
Maladministration Queensland Ombudsman
Substantial misuse of public funds Queensland Audit Office
Substantial danger to public health and safety | Health Quality and Complaints Commission
Substantial danger to health and safety of a Disability and Community Care Services
person with a disability Adult Guardian
Substantial danger to the environment Department of Environment & Resource
Management
Crime and Corruption Commission
NO ACTION REQUIRED
The organisation may determine not to take any action in relation to a PID if any of the following occurs:
1. The substance of the disclosure has already been investigated of dealt with;
2. Itis reasonable that the disclosure should be dealt with by an alternative process;
3. Itis impractical to investigate the disclosure due to the age of the information contained in the
disclosure;
4. Itis reasonable to believe that disclosure is too trivial to warrant investigation and that dealing
with the disclosure would substantially and unreasonably divert the resources of Council from
their use in the performance of its functions; or
5. Another entity, that has jurisdiction to investigate the disclosure, has notified Council that the
investigation of the disclosure is not warranted.
Any decision to take no action in relation to a PID after an initial assessment must be considered
carefully. The details of the PID and the reasons for not taking any action must be recorded. The
discloser must also be notified in writing of the reasons for the decision not to take action.
A decision to take no action in relation a PID after an initial assessment does not mean that the
discloser does not need support and protection from reprisal.
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INAPPROPRIATE PIDS
The following disclosures would not amount to a PID, and would not be covered by these procedures:
e False or misleading information (i.e. intentional);
e Information which does not satisfy a subjective or objective test (defined above);
e Entirely a policy dispute;
e Entirely an employee complaint (to be referred to Council’s employee complaint process);
e Adisclosure made to avoid disciplinary action; or
e Frivolous (abuse of process).
RIGHTS OF REVIEW
If a decision is made that no action is required in regards to a PID, the discloser may request a review
by the CEO within 28 days after receiving written reasons outlining why the organisation determined to
take no action in relation to the PID.
If the discloser is dissatisfied with the action taken on a decision relating to a PID, the further review
options are shown in the following table.
Type of Conduct decision relates to
Corrupt Conduct Contact the Crime and Corruption Commission
Reprisal Contact the Anti-Discrimination Commission
Queensland; Queensland Industrial Relations
Commission; Supreme Court.
Maladministration Queensland Ombudsman
Any type of disclosure Judicial Review through the discloser’s own legal
advisor.
Disciplinary action taken against an officer, Public Service Appeal through the Industrial
transfer or appointment to another position, Relations Commission.
unfair treatment.
FALSE OR MISLEADING INFORMATION
It is an offence (subject to significant penalty) under the PID Act to intentionally give information relating
to a PID that is false or misleading.
COMMITMENT TO CONFIDENTIALITY
Maintaining confidentiality is extremely important in the handling of a PID. Confidential information in
this instance means:
1. The fact that a PID has been made;
2. Any information that may identify the discloser or any person who may be the subject of a PID;
3. The actual information that has been disclosed;
4. Information relating to the disclosure that, if known, may cause detriment.
The organisation will ensure that the details of a PID, the investigation and related decisions will be
kept secure.
Whilst every attempt to protect confidentiality will be made, there will be occasions when the disclosure
of the discloser’s identity may be necessary. These include:
1. Providing natural justice to the subject officer;
2. Responding to a Court Order or legal directive; and
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3. In Court proceedings.
The fewer people who know about a PID both before and after it is made, the more likely it is that the
organisation will be able to keep a discloser’s identity confidential, and protect he/she from reprisal.
Disclosers are encouraged not to talk about their PID with colleagues or other unauthorised persons.
COMMITMENT TO SUPPORT AND PROTECTION FOR DISCLOSERS
Reporting a wrongdoing is rarely an easy experience and support — both informal and professional — is
essential for a discloser. All disclosers will be supported by the organisation to ensure so far as is
reasonably practical that they do not suffer harassment, victimisation or any other form of reprisal by
colleagues or the officer/s subject of the disclosure.
As soon as possible after receiving a PID, the CEO, PID Coordinator, or appropriate delegate must
assess the risks of the discloser’s need for support and protection from reprisal. If required, protective
measures must be proportionate to the risk of reprisal, and the potential consequences of a reprisal. If
the risks are assessed as sufficiently high, a protection plan must be prepared to ensure the discloser
is adequately protected.
Actions of support from the organisation may include:
e Acknowledging that making a PID was the right thing to do and is valued;
e Making a clear statement that the organisation will support the disclosure;
e Appointing an appropriate person (separate from the investigation unit) to ensure the discloser
has appropriate support and protection;
e Advising the discloser about the resources available to handle any concerns as a result of
making a disclosure;
e Referring the discloser to Council’s Employee Assistance Program;
e Generating support for the discloser within their work unit;
e Ensuring that any suspicions of victimisation or harassment are dealt with appropriately;
e Maintaining ongoing contact with the disclosure;
e Regularly checking on the discloser’s well-being.
An employee who makes a PID has a right to apply for relocation within the organisation, if:
1. Itis likely a reprisal will be taken against an employee if the employee continues in their existing
work location; and
2. The only practical way to remove or substantially remove the risk of a reprisal is to relocate the
employee.
All employees are obligated to notify the PID coordinator if they believe any staff member is suffering
detriment as a result of reporting a wrongdoing.
COMMITMENT TO RESPOND TO REPRISALS
A reprisal is a detriment to the person as a result of making a PID. Reprisal may include any action
that:
e Causes personal injury or prejudice to safety;
e Results in property damage or loss;
e Intimidates or harasses;
e Discriminates against or disadvantages the discloser’s career, profession, employment, trade or
business;
| e Causes financial loss; and/or
e Causes damage to reputation.
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A discloser who considers they are the subject of a reprisal should report it immediately to the PID
Coordinator. Any staff member who becomes aware of a reprisal or suspect one may occur must report
it to the PID Coordinator.
Each allegation of reprisal must be taken seriously, reported and responded to. Each reprisal must be
assessed separately from the initial PID as a separate PID.
In the event of a reprisal being alleged or suspected, Council has a duty to support and protect the
Council officer who made the initial PID by:
e Attending to the safety of the discloser or any affected third parties as a matter of priority;
e Reviewing and updating the risk assessment of reprisal and any protective measures needed;
and
e Managing any allegation of a reprisal as a PID in its own right.
Disclosers of a reprisal will be informed of the progress of the investigation and the outcome of any
investigation into the reprisal.
Where evidence of a reprisal is established the organisation will take all steps possible to stop the
reprisal and protect the discloser. The action taken by the organisation will depend on the
circumstances and seriousness of the reprisal. Any employee found to be engaging in an activity that is
deemed a reprisal under the PID Act will be subject to disciplinary action in accordance with Council's
Employee Code of Conduct and HR Disciplinary Procedures.
It is important to note that unrelated disciplinary action or other work-related action against a discloser
may be considered as reasonable management action and therefore not a reprisal under the PID Act.
The table below outlines the relevant responsibilities in relation to reprisals.
Responsible Officer Responsibilities
Managers and Supervisors Not behave in a manner that causes, or attempts
to conspire to cause, detriment to another person
because they have made or may make a PID.
PID Coordinator Report reprisal and arrange for appropriate
investigation.
|Discloser sd Reportreprisals.
Subject Officer Not to behave in a manner that causes, or
attempts to conspire to cause, detriment to
another person because of a PID.
All employees/Councillors Not to behave in a manner that causes, or
attempts to conspire to cause, detriment to
another person because of a PID. Report any
identified reprisals to CEO or PID Coordinator.
COMMITMENT TO KEEPING THE DISCLOSER INFORMED
The discloser must be provided with reasonable information from the CEO or PID Coordinator
regarding the PID process, including:
e The likely timeframes;
e Their involvement in the investigation process;
e The importance of maintaining confidentiality;
e The protections under the Public Interest Disclosure Act 2010 that will apply;
e That the entity will keep the information disclosed, including the discloser’s identity confidential,
except as allowed under the Public Interest Disclosure Act 2010.
e How they will be advised of progress and outcomes; and
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
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e Who to contact if they want further information or are concerned about reprisals.
Regular follow ups with the discloser will also be arranged to keep them informed of the process.
COMMITMENT TO RIGHTS OF THE SUBJECT OFFICER(S)
The Council officer about whom a PID is made is likely to find the PID experience stressful. Once it is
appropriate to advise the subject officer of the process, they will be reassured that the PID will be dealt
with impartially, fairly, and reasonably, and is only an allegation until evidence collected shows
otherwise.
Subject officers will be provided with information about their rights, and the progress and outcome of
any investigation. At an appropriate time, subject officers will be provided natural justice and given the
opportunity to respond to an adverse allegation made about them before any adverse finding is made.
Subject officers will also be referred to our Employee Assistance Program to ensure they receive the
appropriate support.
COMMITMENT TO IMPROVING SYSTEMS AND PROCEDURES
At the conclusion of the PID process, Council is committed to ensuring that the organisation is
responsive and incorporates any recommendations or improvements to service delivery, business
processes and internal controls that were identified during the PID process.
DISCLOSING PIDS
It is important to note that unauthorised disclosure of a PID to any person may expose the discloser to
disciplinary action and/or civil action.
Accordingly, any person considering disclosing the contents of a PID to a member of the public
(including a journalist) must check with the CEO and PID Coordinator to ensure that they are not
breaching the confidentiality provision of the PID Act or any other of Council’s Policies and Procedures.
COMMITMENT TO RECORD-KEEPING AND REPORTING, AND INFORMING THE
OVERSIGHT AGENCY
Council is committed to strict record keeping and reporting relating to PIDs. The PID Coordinator will
maintain a register to record the following information, which must be provided (at appropriate times as
the process is managed), to the Queensland Ombudsman via its electronic portal or as otherwise
instructed-frequested):
e The date a PID was received, and where is was received from;
e The status of the discloser (e.g. entity staff, staff from another entity, member of the public,
anonymous);
e The gender and status of the subject officer (staff member, non-staff member);
e The relationship between the discloser and the subject officer;
e The location of the subject officer (geographical region);
e Asummary of the allegation/information received;
e The involvement of an external agency/party;
e The action taken to minimise any risk of reprisal;
e Date inquiry/investigation commenced and completed;
e The outcome of the assessment, inquiry/investigation;
e The date the PID was resolved or closed;
e When the outcome was advised to the discloser;
e lIfno action was taken, the reasons for the decision; and
e Other legal processes associated with the disclosure.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
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Council will ensure that that all PID records are stored securely with restricted access and remain
confidential. No details will be placed on personnel files.
COMMITMENT TO REGULAR REVIEW
This procedure will be reviewed annually and updated to ensure that improvements identified by
| Council and are incorporated into the pregramprocedure.
Any legislative changes and additional recommendations or standards prescribed by the Queensland
Ombudsman will be incorporated into the program as part of the review process.
FUTHER INFORMATION AND ADVICE
Further information regarding PIDs can be obtained from the following sources:
e Council's Governance Branch.
e Council's website and Council's intranet;
e The Queensland Ombudsman Advisory Service|http://www.ombudsman.qid.gov.au/
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Page 19 of 146Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 20 of 146
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APPENDIX ONE: DEFINITIONS
[Conduct Cid Definition
Corrupt conduct Pursuant to s15 of the Crime and Corruption Act 2001,
(1) Corrupt conduct means conduct of a person, regardless of
whether the person holds or held an appointment, that —
(a) Adversely affects, or could adversely affect, directly or
indirectly, the performance of functions or the exercise of
powers of —
(i) A unit of public administration; or
(ii) A person holding an appointment; and
(b) Results, or could result, directly or indirectly, in the
performance of functions or the exercise of powers
mentioned in paragraph (a) in a way that —
(i) Is not honest or is not impartial; or
(ii) Involves a breach of the trust placed in a person
holding an appointment, either Knowingly or
recklessly; or
(iii) Involves a misuse of information or material acquired
in or in connection with the performance of functions
or the exercise of powers of a person holding an
appointment; and
(c) Is engaged in for the purpose of providing a benefit to the
person or another person or causing a detriment to another
person; and
(d) Would, if proved, be —
(i) A criminal offence; or
(ii) A disciplinary breach providing reasonable grounds
for terminating the person’s services, if the person is
or were the hold of an appointment.
(2) Without limiting subsection (1), conduct that involves any of
the following could be corrupt conduct under subsection (1) —
(a) Abuse of public office;
(b) Bribery, including bribery relating to an election;
(c) Extortion;
(d) Obtaining or offering a secret commission;
(e) Fraud;
(f) Stealing;
(g) Forgery;
(h) Perverting the course of justice;
(i) An offence relating to an electoral donation;
(j) Loss of revenue of the State;
(k) Sedition;
(1) Homicide, serious assault or assault occasioning bodily
harm or grievous bodily harm;
(m) Obtaining a financial benefit from procuring prostitution or
from unlawful prostitution engaged in by another person;
(n) Illegal drug trafficking;
0) Illegal gambling.
|Discloser | Mearns the personmakingaPiDtoCouncil,
Maladministration Defined in schedule 4 of the Public Interest Disclosure Act 2010,
maladministration is administrative action that —
(a) Was taken contrary to law; or
(b) Was unreasonable, unjust, oppressive, or improperly
discriminatory; or
(c) Was in accordance with a rule of law or a provision of an Act
or a practice that is or may be unreasonable, unjust,
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
oppressive, or improperly discriminatory in the particular
circumstances; or
(d) Was taken —
(i) For an improper purpose; or
(ii) On irrelevant grounds; or
(ili) Having regard to irrelevant considerations; or
(e) Was an action for which reasons should have been given,
but were not given; or
(f) Was based wholly or partly on a mistake of law or fact; or
g) Was wrong.
A substantial misuse of The Public Interest Disclosure Act 2010 provides that a substantial
public resources misuse of public resources is more than an alleged misuse based on
mere disagreement over policy that may properly be adopted about
amounts, purposes or priorities of expenditure.
A substantial and specific This includes any substantial and specific danger to the health and
danger to public health or safety of the public. This includes the health or safety of individuals
safety who are:
e Under lawful care or control (i.e. students, patients,
prisoners);
e Using community facilities;
e Public or private sector services; or
e In aworkplace.
A substantial and specific (1) A disability is a person’s condition that —
danger to the health and (a) Is attributable to —
safety of a person witha (i) an intellectual, psychiatric, cognitive, neurological, sensory
disability or physical impairment; or
(ii) a combination of impairments mentioned in subparagraph
(i); and
(b) Results in —
(i) a substantial reduction of the person’s capacity for
communication, social interaction, learning, mobility or self-
care or management and
(ii) The person needing support.
(2) For subsection (1), the impairment may result from an acquired
brain injury.
(3) The disability must be permanent or likely to be permanent.
(4) The disability may be, but not need be, of a chronic episodic
nature.
Danger to the health and safety of a person with a disability means
any substantial and specific danger to the health or safety of a
person with a disability as provided above.
A substantial and specific This refers to any conduct that is an offence, or the contravention of
danger to the environment a condition imposed, under Queensland environmental legislation
as listed in the Public Interest Disclosure Act, Schedule 2).
The conduct of another A reprisal is a form of detriment to a person because it is believed
person that could be that somebody has made or intends to make a public interest
considered a reprisal disclosure.
Natural justice Means that persons who are the subject of a PID allegation have the
following rights:
1. To be informed of the substance of allegations that may
affect their rights and interests in as much detail as possible.
2. To be given a reasonable opportunity to present their case to
a decision maker or investigator in writing or at a meeting.
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Be 3. To have the decision maker act fairly without bias.
False and misleading False information is information which is not true, regardless of
information whether you know that it is false.
Misleading information is information given that creates a false
impression, is uninformative, unclear, or deceptive.
Reprisal A reprisal is a detriment to the person as a result of making a PID.
Reprisal may include any action that:
e Causes personal injury or prejudice to safety;
e Results in property damage or loss;
e ___Intimidates or harasses;
e _Discriminates against or disadvantages the discloser’s
career, profession, employment, trade or business;
e Causes financial loss; and/or
e Causes damage to reputation.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
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APPENDIX TWO: SUMMARY OF ROLES AND RESPONSIBILITIES
[Roles CCC Responsibilities
PID Coordinator e Providing advice and guidance regarding
PID and procedure.
e Assessing and managing PIDs received.
e Appropriate recording keeping and
reporting.
e Providing or organising appropriate PID
training.
e Reviewing PID Policy and Procedures at
Council.
| e Maintaining all confidential PIDs in a
secure environment.
All employees/Councillors e Ensuring they are familiar with this
Procedure and associated Policy.
| e Reporting reprisals.
e BeNMaintaining an awareness of their
reporting obligations.
e Ensuring that any PID made is based on
honest belief and reasonable grounds.
| e BeawareMaintaining awareness of
appropriate support processes in place for
disclosers and subject officers.
| Managers/Supervisors/Senior Management e Monitoring the workplace for any reprisals
against a discloser or subject officer and
report such instances to the PID
coordinator.
| e Promotinge the importance of this
procedure and reporting of wrongdoing
within Council.
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Page 23 of 146Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
2 REVIEW OF COUNCIL'S COOROY RV STOPOVER FACILITY AT 17 MARY RIVER
ROAD, COOROY
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/ Applications/ MCU15/0003/VP16/0011/ Property/ 17 Mary River Rd
Attachments 1. Flood Map
EXECUTIVE SUMMARY
Noosa Council established the Cooroy RV Stopover in 2015 in order to address an identified
need to cater for RV travellers. Council land at 17 Mary River Road was selected due to its
proximity to Cooroy’s CBD, however, the location within the floodplain of Cooroy Creek and
proximity to industrial premises constrains the site’s development potential. Council invested
significant funds and resources to establish and operate the stopover facility but patronage has
been modest at best. The terms of the initial third party management agreement to operate the
facility currently represent a poor financial outcome for ratepayers.
The facility has been operating for nearly 2 years and it is timely that Council reviews its
operation and sustainability. Council’s primary expense is the stopover’s third party management
agreement, with a 237% increase in patronage required to achieve cost neutrality under the
current model. In order for Council to better consider available options, it is recommended a new
Expression of Interest process is undertaken to garner interest in running the Cooroy RV
Stopover. A further report on the EOI results and future options for the stopover is proposed to be
presented to Council before the December expiry of the current management agreement.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 8 August 2017 and proceed to an Expression of Interest process for management
of Council’s RV Stop facility at 17 Mary River Road, Cooroy (Lot 1 SP242414), as detailed in the
report.
REPORT
The purpose of this report is to provide an update on the operation of Council’s Cooroy
Recreational Vehicle (RV) Stopover facility and review the current management agreement,
which is due to expire in December 2017.
Background
A report on a proposal to establish a new RV stopover in Cooroy was considered by Council in
August 2014, with Council resolving to pursue the concept. At the time Cooroy did not have an
RV stop and both Council and Cooroy community members identified a need for new RV
facilities, preferably within walking distance of Cooroy’s CBD. Land at 17 Mary River Road was
identified as the most suitable Council land for the proposal. The facility was initially proposed for
a 2 year trial, however, the development approval obtained was not time limited.
The site is held in freehold and includes Permits to Occupy for the Cooroy Horse and Pony Club
and the Combined Coastal Car Club (CCCC). The RV Stopover site is located within the
CCCC’s permit area, with that area being for non-exclusive use and only required for major club
events on approximately 4 days a year. Pony Club events also fully occupy the site for around
10 days per year. The RV Stopover location is shown in Figure 1 and 2 below.
Page 24 of 146
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Figure 1 - Site Location
Figure 2 – Aerial Photo (RV Stopover area shaded blue)
Page 25 of 146
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
A development application for a material change of use over the site was submitted in January
2015 (MCU15/0003) and received approval in June 2015, subject to 18 conditions. The
approved use is for a Self-Contained RV Stop and development conditions include requirements
for:
A limit of 40 fully self-contained RV’s
Maximum of 4 night stays
On site manager
No on-site release of grey water or waste
Installation of a new public sewage dump point
The development assessment report noted the site neighbours industrial premises and is located
within the floodplain of Cooroy Creek, with it likely to be subject to relatively frequent flood
inundation. The report indicated the development was supportable because it did not involve the
addition of buildings or significant infrastructure within the floodplain and RV’s could vacate the
site provided an onsite manager was in place to enact a disaster management plan. A copy of
the current flood mapping showing the site in a 100yr ARI event is included as Attachment 1.
Council undertook site improvements to establish the facility and meet development approval
requirements in late 2015. The total cost, excluding staff time, was approximately $32,000 and
included:
Public dump point installation (including power and water connections)
Driveway improvements and minor civil works
Entrance gates
Signage.
Council sought quotes for site management services in September 2015. Despite previous
indications that a number of community organisations would be interested in running the site,
only one submission was received from Crimmins Enterprises Pty Ltd (which also manages
Council’s Boreen Point Campground). Crimmins Enterprises was awarded the management
agreement at a remuneration of $18,250 per annum plus 50% of takings. The agreement was
initially for a 12 month term, with 2 x 1 year options by mutual agreement. The contract is
currently in the first option period, which expires in December 2017.
The Cooroy RV Stopover commenced trading in December 2015. Self-contained RV’s are
charged $10 per night, with stays limited to 4 nights. Council promotes the facility through its
website, Facebook and listings on other websites - such as Tourism Noosa and caravanning/grey
nomad sites. A5 flyers also promote the facility at visitor information centres and stands.
Alternate Facilities
It is important to recognise that Cooroy’s visitor accommodation market has changed over the
conception and delivery period of Council’s RV Stopover. Most significantly, a private facility on
a former nursery site at 154 Holts Road obtained development approval from Council in
December 2014. That site operates as the Cooroy No Worries RV Stop and its owners advise it
receives strong visitation (currently around 80% occupancy) and good customer feedback. The
site has good access to the Bruce Highway but is not within walking distance of Cooroy’s CBD. It
is limited to 20 RVs and provides powered sites and a range of amenities and facilities. Fees are
currently $15 for an unpowered site and $25 with power.
The establishment of the private facility at Holts Road has impacted patronage at Council’s
stopover. Cooroy No Worries RV Stop provides a high standard of amenities and facilities in a
pleasant rural setting with good access to the Bruce Highway. Whilst it is not within walking
distance to Cooroy, this does not appear to be a significant drawback for its guests who still
frequent the town to access its shops, services and dump point (located at Council’s RV
Stopover).
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Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Demand for Community Uses
The site is community owned land zoned Community Facilities under The Noosa Plan. As such,
the site’s primary purpose should be to accommodate community uses. Council’s Community
Development section advises that the site is not currently identified for any sporting or other
community needs in Council’s strategies in the short-to-medium term and they have no objection
to the continuing presence of the RV Stop facility.
Visitation & Financials
Details of monthly visitation at Council’s Cooroy RV Stopover is summarised in the table below:
Month Number of visitor
nights (RV’s)
Dec-15 6
Jan-16 16
Feb-16 13
Mar-16 2
Apr-16 22
May-16 25
Jun-16 73
Jul-16 159
Aug-16 217
Sep-16 154
Oct-16 139
Nov-16 92
Dec-16 214
Jan-17 54
Feb-17 45
Mar-17 75
Apr-17 72
May-17 99
Jun-17 287
Total: 1764
Visitation was very low for the initial months after opening and numbers steadily increased from
winter 2016. In total there was 1764 RV visitor nights at the stopover since the December 2015
opening. For the full 2016/2017 financial year there was 1607 RV visitor nights.
Ongoing costs to run the site currently total approximately $8,800 per annum (excluding Council
staff time) and comprise:
Water supply (dump point and caretaker’s amenities) $1,000
Electricity supply (dump point and caretaker’s amenities) $2,500
Fees for third party online booking system $2,500
Health Licence annual fee $ 500
PL Insurance (reimbursed to site manager) $1,300
Minor maintenance/civil $1,000
Total: $8,800
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Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Based on the 2016/17FY figures the stopover’s overall trading position is:
Income
Visitor fees (1,607 nights at $10/night) $16,070
Expenses
Managers’ retainer -$18,250
Manager’s commission (50% of visitor fees) -$ 8,035
Running costs -$ 8,800
Total Profit/Loss -$19,015
The facility is currently trading at a significant loss and the existing management agreement is a
poor financial outcome for ratepayers. Under the current model cost neutrality requires an
additional 3,803 visitor nights (at a net income of $5/night), which would be an increase of 237%
on current patronage. It is prudent Council investigate ways to reduce its costs – particularly for
the major expense of the management agreement.
Management Options
As previously noted, the current management agreement for the site expires in December 2017,
with an option to extend by mutual agreement. In order for Council to consider alternate
management options and the facility’s sustainability more broadly, it is recommended market
interest in running the site be tested through a new expression of interest (EOI) process. It is
recommended EOI’s be sought to manage and market the site, strictly in accordance with the
facilities development approval. It is proposed EOI submitters will nominate the following:
Proposed management model (e.g. lease or provision of management services)
Proposed financial offer/fee
Proposed share of visitor fee
Qualifications, experience and capacity
Proposed management and marketing proposals and tools.
The following assessment criteria and weightings are recommended:
Price and commercial terms – 50%
Track record and experience – 30%
Capacity – 10%
Environmental sustainability and emissions reduction measures – 10%.
A number of potential submitters have been identified and would be directly notified of the EOI.
A further report on the EOI results and future options for the Cooroy RV Stopover would be
presented to Council before the December expiry of the current management agreement.
Page 28 of 146
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Previous Council Consideration
Ordinary Meeting Minutes, 28 August 2014, Item 6, Page 17
That Council note the report by the Executive Officer relating to the provision of a recreational
vehicle (RV) stopover area, waste dump point and associated facilities at Cooroy, and request
staff to:
A. Enter into formal negotiations with the Combined Coastal Car Club to allow for a 12 month
trial for an RV Stopover utilising the open space included in the Club’s permit to occupy
over part of Lot 1 SP242414, 17 Mary River Road, Cooroy;
B. Submit an application for material change of use to allow temporary use of the site for up to
2 years by fully self-contained compact recreational vehicles (excluding big rigs over 12.5
m in length), subject to satisfactory arrangements being made with the Combined Coastal
Car Club;
C. Develop a detailed minimum design and associated estimate of costs for a waste dump
point and associated facilities to be located within Lot 1 SP242414, 17 Mary River Road,
Cooroy (as per Figure 2 outlined in the report), together with associated directional and
user signage with a view to a request for funding being submitted to the quarterly budget
review process to allow construction to occur during 2014-15;
D. Prepare a feasibility assessment of the project to ensure that all financial and risk issues
are addressed including the approach to the management model for the 12 month trial; and
E. Investigate options and estimated costs to provide parking spaces for long “recreational”
vehicles in close proximity to Cooroy town centre and revisit usage of the Council freehold
land opposite Cooroy Library for an interim parking area for longer vehicles until a
permanent solution can be implemented.
Ordinary Meeting Minutes, 4 June 2015, Item 4, Page 15
That Council note the report by the Development Planner to the Planning & Organisation
Committee Meeting dated 26 May 2015 regarding Application No. MCU15/0003 for a
Development Permit for a Self-Contained RV Stop & Waste Dump Point situated at 17Mary River
Road, Cooroy and:
A. Approve the application subject to the conditions and grounds for approval contained in the
Planning & Organisation Committee Agenda dated 26 May 2015 with the deletion of
condition 11 and amendments to conditions 13 and 16 to read as follows:
13. To ensure the safety of visitors, the site must be managed by a caretaker.
16. The vehicle access road, passing bays, access driveways and waste dump point
must be constructed generally in accordance with the approved plans. These works
must be completed prior to the commencement of the use.
B. Reaffirm Council’s position that the Combined Coastal Car Club and Cooroy Horse & Pony
Club’s needs for use of the site will be given priority, with the area in front of club house
and the first access driveway only used on an as needs basis after consultation with the
Combined Coastal Car Club.
Finance & Risk
This report outlines the financial commitment required to operate the facility under the existing
model. The new EOI process recommended will require further staff resources and advertising
costs (approximately $500). A new management agreement may incur some legal costs in the
order of $2,000.
Page 29 of 146
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Consultation
External Consultation - Community & Stakeholder
Crimmins Enterprises Ptd Ltd
Cooroy No Worries RV Stop
Internal Consultation
Property Officer
Manager - Community Development
Operational Works Officer – Planning Assessment
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 146
Section 31
ATTACHMENT 1
Page 31 of 146
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Page 31 of 146Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
3 TOURISM NOOSA FUNDING AGREEMENT
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Tourism Noosa
Attachments 1. Draft Funding Agreement
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the Services and Organisation
Committee Meeting dated 8 August 2017 and authorise the Chief Executive Officer to enter into a
Funding Agreement with Tourism Noosa generally in accordance with the terms and conditions
set out in the draft Funding Agreement provided at Attachment 1 to the report.
REPORT
1. Background
As Councillors would be aware, Tourism Noosa is a membership based organisation with an
independent Board comprised of industry representatives together with Cr Wilkie as a Council
Board observer. It has successfully managed the promotion and development of the Noosa
tourism industry for the last 17 years. Since 2000, funding has been provided to Tourism Noosa
via income received by Council pursuant to the Tourism Levy (called during some periods, the
Tourism and Economic Levy). The Tourism Levy was originally introduced in 2000 following a
request from the tourism industry to enable it to fund tourism development in Noosa.
By way of background in relation to tourism funding agreements, at the time of de-amalgamation,
Noosa Council inherited a funding agreement developed by Sunshine Coast Regional Council
with Tourism Noosa. We replaced that agreement on 1 July 2015 when Council entered into a
new two year funding agreement with Tourism Noosa. That agreement expired on 30 June
2017.
Over the last few months, Council and Tourism Noosa have been discussing the format of a new
funding agreement.
Also as Councillors would be aware, during the last 12 months, Tourism Noosa has been
reviewing its tourism strategy and after extensive stakeholder consultation, including consultation
with Council, adopted the Noosa Tourism Strategy 2017 – 2022. That Tourism Strategy will be
the focus of Tourism Noosa for the next five years. A copy of the Strategy is on the Tourism
Noosa website – www.visitnoosa.com.au.
A new funding agreement has been negotiated based on Council and Tourism Noosa working in
partnership to continue past successes and ensure that Tourism Noosa is able to successfully
implement the Tourism Strategy 2017 – 2022 with an ongoing funding stream.
Page 32 of 146
Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
2. Proposed Funding Agreement
Following negotiations, a draft funding agreement has been developed. A copy of the draft
funding agreement is provided at Attachment 1 to this report.
In summary, the proposed agreement deals with the following:
The proposed agreement is for a three-year term with a two-year option. This aligns overall
with the 5 year period of the Noosa Tourism Strategy but also gives Council an opportunity to
review the agreement after 3 years to ensure that it is satisfied with performance. Towards
the end of this agreement, Tourism Noosa needs to work with stakeholders (including
Council) to develop a new Tourism Strategy and then it is anticipated that another funding
agreement would be entered into at that stage to align with that new Strategy.
Funding for the first year of this agreement (2017/18) is specified as $2,520,000 which is in
accordance with our adopted 2017/18 budget. Each year thereafter, Tourism Noosa is
required to make a submission to Council recommending funding requirements and they are
required to provide a copy of their proposed annual business plan, detailed budget, previous
year financial information and any other information Council requires to consider their funding
request. This is required to be provided by 15 March each year to align with our budget
timetable. To provide certainty for Tourism Noosa, we have also specified that the amount
payable by Council to Tourism Noosa each year will be no less an annual amount paid to
Tourism Noosa in the previous year. This funding will come from the Tourism and Economic
Levy. The funding is, of course, conditional on Noosa Council continuing with the Tourism
and Economic Levy.
Tourism Noosa is required to maintain a marketing cash contingency of $350,000.
Essentially, this is to ensure that Tourism Noosa maintains a cash reserve that can be used
for any urgent marketing required in the event of an unforeseen event. Examples that have
occurred in the past could include a pilot strike, weed infestation on main beach, major
weather events etc. This is consistent with the previous agreement.
The proposed funding agreement also addresses some practical issues including
communication regarding the approval of Tourism related events.
The reporting requirements for Tourism Noosa have been strengthened to ensure that
accountability is maintained. This includes the following requirements for Tourism Noosa:
o Provide an annual report (including a copy of the audited financial statements) to Council
by 30 November each year. Council’s CEO will provide these in a report to Council that
ensures that these are a matter of public record.
o Provide an annual Business Plan to Council by 15 March each year as part of its
submission on annual funding. This Business Plan is to include detailed financial
information including a statement of comprehensive income, statement of financial
position and statement of cash flows and key performance measures that link to the
Tourism Strategy Noosa 2017 – 2022. This will be considered by Council as part of its
annual budget process.
o Twice a year (in February and August) Tourism Noosa are required to present to Council
on their progress. The intention would be that Chairperson and CEO of Tourism Noosa
meet with Councillors and relevant Directors on a twice yearly basis to discuss their
activities, KPIs, financial progress and generally to keep the Councillors informed about
Tourism Noosa’s activities.
Over the years, Noosa Council and Tourism Noosa have had an excellent working relationship
based on working in partnership and this is expected to continue into the future. This funding
agreement will provide a basis for Council funding Tourism Noosa to enable them to implement
the Noosa Tourism Strategy 2017 – 2022. It also puts in place the necessary mechanisms to
ensure accountability for performance and the expenditure of public funding.
Page 33 of 146
Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The draft funding agreement has been considered by the Board of Tourism Noosa and they are
in agreement with the proposed funding deed.
Previous Council Consideration
Ordinary Meeting, 7 May 2015, Item 8, Page 10
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 4 May 2015 and authorise the Chief Executive Officer to enter into a 2 year funding
agreement with Tourism Noosa in accordance with the proposed terms and conditions outlined in
the report.
Finance & Risk
Council has allocated $2,520,000 in the 2017/08 budget towards Tourism Noosa funding with
such funds being drawn from the Tourism and Economic Levy. Council can consider future
funding requests as part of each year’s budget process noting that the proposed funding
agreement identifies that the funding provided to Tourism Noosa cannot be reduced from year to
year. In practice, this means that the amount paid to Tourism Noosa under the funding
agreement each year is fixed by Council and that any “unders and overs” in terms of the Tourism
and Economic Levy collection are at the risk of Council. Therefore, if Council collects more than
budgeted in the Tourism and Economic Levy, then there are more funds to expend on economic
initiatives and conversely, if the amount collected is less than budgeted, then there are less
funds. Council can mitigate that risk by how it sets the levy each year and what amount it
determines to pay to Tourism Noosa each year.
Council can manage the agreement through strict reporting requirements under clause 9 of the
agreement. Council can also review the operation of the agreement after 3 years when it
considers whether to extend the agreement for a further 2 years.
Consultation
External Consultation - Community & Stakeholder
Tourism Noosa
Internal Consultation
Mayor Wellington
Councillor Wilkie
Director Corporate Services
Departments/Sections Consulted:
X Chief Executive Officer Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 34 of 146
Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 1
Page 35 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATTACHMENT 1
a TOURISM
NOOSA COUNCIL
m a NOOSA
Agreement
between
Noosa Shire.Council
ABN 97 969 214 121
and
Tourism Noosa Limited
ABN 45 097 924 199
Page 35 of 146Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 36 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Agreement
BETWEEN
Noosa Shire Council ABN 97 969 214 121
AND
Tourism Noosa Ltd ABN 45 097 924 199
1. DEFINITIONS
Business Plan means an annual plan for the conduct of the operations of Tourism Noosa
during a financial year to be prepared in consultation with Council and will consist of detailed
budget financial statements ie statement of comprehensive income, statement of financial
position and statement of cash flows and key performance measures that link to the Tourism
Strategy Noosa 2017 — 2022.
Community Event means an event within the Noosa Shire that is organised by a not-for-profit
organisation and that primarily has attendance/participation from people who reside within the
Noosa Shire Council area.
Council means the Noosa Shire Council.
Funding or Funds means the amount paid or payable by Council under this Agreement.
Noosa Shire Council means the local,government exercising powers vested under the Local
Government Act 2009 and includes the area withinthe boundaries of Council’s authority as
prescribed under the Local Government Act.
Tourism and Economic Development Levy means the Tourism and Economic
Development Levy applied by the Noosa Shire Council.
Tourism Strategy Noosa 2017 - 2022 is the Tourism Noosa strategic plan.
Tourism Event means. an event within the Noosa Shire that contributes to the Noosa
economy and primarily has attendance/participation from people who reside outside of the
Noosa Shire Council area.
Tourism Noosa means Tourism Noosa Limited.
Page 36 of 146Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 37 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
2. TERM
(a) The term of this Agreement is three years, from 1 July 2017 to 30 June 2020 with one
two year option for extension.
(b) The Agreement will be reviewed by both parties regarding performance under this
agreement (and in particular Clause 9) on or about 2 January 2020 with the intention of
exercising the two year option from 1 July 2020, such determination to be made no later
than 28 February 2020.
(c) The extended Agreement will be reviewed by both parties regarding performance under
this agreement (and in particular Clause 9) on or about 2Uanuary 2022 with the intention
of entering into a new Agreement from 1 July 2022 with the new agreement to generally
align with the term of the new Tourism Strategy to.be developed under clause 4 (c), such
determination to be made no later than 28 February 2022.
3. PURPOSE
This Agreement details the partnership between, Council and its recognised tourism
organisation partner Tourism Noosa Ltd. It is acknowledged that Tourism Noosa Ltd is a
member-based company limited by guarantee and has a tourism industry based membership.
4. TOURISM DESTINATION PLANNING
(a) Tourism Strategy Noosa 2017 — 2022:
The Tourism) Strategy Noosa 2017 =.2022 (“Tourism Strategy”) provides the strategic
direction for tourism in Noosa together with Tourism Noosa’s constitution.
(b) Annual Business Plan:
Tourism Noosa will develop an annual Business Plan each year of this Agreement and
provide a copy of the Business Plan to Council for consideration by 15 March each year.
Tourism Noosawill implement the activities from each Business Plan that links to the
Tourism Strategy to assist in the overall delivery of the Council Local Economic Plan
outcomes.
(c) Tourism Noosa will undertake a process to develop a new 5 year Strategy to build on
the Tourism Strategy Noosa 2017 — 2022. Tourism Noosa will start that process in the
financial year commencing 1 July 2021 and Tourism Noosa will develop that new
Strategy in consultation with Noosa Council and other stakeholders.
Page 37 of 146Section 38
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 38 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
5. FUNDING
(a) Council will pay funds collected from the Tourism and Economic Development Levy to
Tourism Noosa, subject to:
i) Council maintaining the collection of the Tourism and Economic Development
Levy annually; and
ii) | compliance by Tourism Noosa with this Agreement.
(b) For the financial year 2017/18, Council will pay to Tourism Noosa the sum of $2,520,000
exclusive of GST.
(c) In each subsequent year of the Agreement the amount payable to Tourism Noosa by
Council will be no less than the amount paid to Tourism, Noosa in the previous year.
(d) Subject to clause 5(a) Council will pay thefunding by half-yearly instalments upon
receipt of a tax invoice with such payments will be made in the week following the closure
of Council’s rating discount period.
(e) Council shall pay the funding to Tourism Noosa by a)transfer to a bank account as
notified by Tourism Noosa in»writing to Council;,.with such bank account being in the
name of Tourism Noosa and solelyunder Tourism Noosa’s control.
(f) Prior to 15 March in each year of the»Agreement, Tourism Noosa will make a
recommendation to.Council in relation to the amount payable to Tourism Noosa by
Council, as per,clause 5(c), and provide such information as may be reasonably required
by Council to assess that recommendation including but not limited to Tourism Noosa’s
proposed annual business plan, proposed detailed budget, and if necessary, detailed
previous years financial information.
6. EVENTS
(a) Tourism Noosa will manage all contracts and funding with event organisers for Tourism
Events and utilise funds provided under this agreement for this purpose.
(b) Council will manage funding of Community Events.
(c) Council and Tourism Noosa representatives will liaise with each other on events that
have a dual focus to ensure appropriate funding.
(d) Tourism Noosa will ensure that:
(i) it includes as a condition of any grant funding provided under paragraph 6(a) that
the event organiser must obtain an event permit from Council if required for the
operation of the funded event;
(ii) it provides to Council by 31 July each year, a list of events that Tourism Noosa
intends to provide conditional funding for under paragraph 6 (a) and a list of events
that Tourism Noosa will otherwise promote; and
Page 38 of 146Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 39 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
(iii) it informs its members of their obligation to obtain Council approvals or permits if
required and Tourism Noosa will fulfil this requirement via advice to members
during its membership renewal process.
7. MARKETING CASH CONTINGENCY
(a) Tourism Noosa will maintain a Marketing Cash Contingency (named as a Marketing
Contingency Reserve) in its balance sheet which will be no less than $350,000 and
maintain the cash balance in addition to other working capital requirements throughout
the term of the Agreement, subject to 7(b).
(b) This Marketing Cash Contingency (named as a Marketing Contingency Reserve) may
be used for marketing activity required outsideof that outlined in the Business Plan in
the event that additional marketing funding isrequired. Tourism Noosa must consult with
and have approval from Council prior to.the marketing cash contingency (named as a
Marketing Contingency Reserve) being accessed or reduced below $350,000.
8. REGIONAL PROJECTS AND STAKEHOLDER COLLABORATION
Tourism Noosa will collaborate with all, regional, state and national tourism stakeholders in
implementing its Business Plan and Tourism Strategy. Tourism Noosa will allocate an amount
to regional projects within its annual budget and any. contribution of funds to regional
activities/projects with its industry partners will be based on return on investment for the Noosa
tourism industry.
9. .REPORTING
(a) Tourism Noosa will monitor and measure the implementation of its Business Plan and
Tourism)Strategy and Tourism Noosa must provide and present to Councillors six-
monthly reports in February and August each year on such implementation. These
reports will include measurement results (based on Tourism Research Australia data)
agreed between the Council and Tourism Noosa based on the KPIs set out in the
Tourism Strategy and that provide evidence of how Tourism Noosa is performing,
including financially to 31 December and 30 June as applicable, achievement of
objectives as set out in both its Tourism Strategy and constitution and any other
information that Council may reasonably request, to enable them to assess Tourism
Noosa’s progress.
(b) Tourism Noosa must prepare an Annual Report, including audited financial statements
demonstrating its solvency for each financial year and submit it to Council no later than
30 November each year. This Report submitted to Council will include an attachment
outlining the reasons for any exceptions to the Marketing Cash Contingency (named as
a Marketing Contingency Reserve) in Clause 8, if applicable.
Page 39 of 146Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 40 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
10. EXECUTION
EXECUTED on the day of 2017
SIGNED BY NOOSA SHIRE COUNCIL ABN 97 969 214 121
Name
Position
Signature
Witness
SIGNED BY TOURISM NOOSA LIMITED ABN 45 097 924 199
IN ACCORDANCE WITH ITS CONSTITUTION BY
Name of Director
Signed by Director.
Name of Director, Secretary or CEO
Signed by Director, Secretary or CEO
Page 40 of 146Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
4 APPOINTMENT OF 2018 SHOW HOLIDAY
DOCUMENT INFORM AT ION
Author Personal Assistant to the CEO, Kylie Harris
CEO’s Office
Index ECM/ Subject/ Governance & Executive/ Noosa Show Day
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Personal Assistant to the CEO to the Services & Organisation
Committee Meeting dated 8 August 2017 and request the Chief Executive Officer to write to the
Office of Industrial Relations, Queensland Treasury requesting the appointment of Friday, 7
September 2018 as a Show Holiday for the Noosa Shire.
REPORT
Under the Holidays Act 1983, the Minister is empowered to appoint, upon request by the Chief
Executive Officer of the local government for the district concerned, a special holiday within a
district. Holidays of this nature are usually appointed for an annual agricultural, horticultural or
industrial show.
The Noosa Country Show has traditionally been held annually on the second weekend in
September (2017 is an anomaly with the Show being held on the third weekend due to a
direction by the Queensland Chamber of Agricultural Societies Inc). For 2018, the Noosa
Country Show is proposed for 7 – 8 September.
Requests for the appointment of a special holiday for 2018 are required to be submitted no later
than 11 August 2017. After consultation with the Noosa Show Society, it is proposed that an
application be made to the Minister to appoint Friday, 7 September 2018 as the Show Holiday for
Noosa Shire for 2018. Given that applications are due before Council’s decision on this matter
will be formalised at the Ordinary Meeting on 17 August 2017, it is requested that approval be
given for the application to be submitted following the Services & Organisation Committee
meeting.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Page 41 of 146
Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Consultation
External Consultation - Community & Stakeholder
Discussions have taken place with the Secretary of the Noosa Show Society in regard to future
Show holiday dates.
Internal Consultation
Nil.
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
X Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 42 of 146
Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
REPORTS FOR NOTING BY THE COMMITTEE
5 NOOSA DOG BEACH EROSION
DOCUMENT INFORM AT ION
Author Project Officer, Daniel Wishaw
Infrastructure Services Department
Index ECM\Subject\Environmental Management\ Erosion
Attachments 1. Noosa Dog Beach Erosion – aerial timeline
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Officer to the Services & Organisation Committee
meeting dated 8 August 2017 providing an update on erosion at Noosa Dog Beach.
REPORT
The purpose of this report is to inform Council about coastal erosion occurring at Noosa Dog
Beach and outline planned actions moving forward.
1. Background
Coastal erosion has been a problem at the Noosa Heads Dog Beach area in the past, with the
amalgamated Sunshine Coast Council constructing both a geotextile sand container groyne and
submerged training wall in 2012 intended to redirect water flows away from the beach and
reduce erosion. In conjunction with this project, approximately 30,000m3 of sand was dredged
from the western end of Dog Beach and placed along the beach as beach nourishment and to
form a sand bar to close the eastern channel of the Noosa River that ran adjacent to the Dog
Beach.
Between 2012 and 2016 the sand bar was stable however in the past twelve months the western
channel, which was previously dominant, has reduced in size and this flow has been taken up by
the eastern channel resulting in the sand bar eroding away and the eastern channel returned,
running adjacent to the Dog Beach. At the same time the river mouth entrance has changed
orientation from north-east to almost north, which aligns it directly into the Dog beach area, this
can be seen in the aerial photographs provided at Attachment 1. This allows the river to directly
attach the shoreline here. Additional to this change, the Dog Beach was substantially damaged
during ex TC Debbie.
These changes in the river mouth have seen the shoreline recede 11m in the last year, 80% of
this occurring in the last few months. As a result, undermining of the trees and pathways along
this beach has been observed, as shown Figure 1 below.
Several complaints have been received from locals and visitors, voicing their unhappiness with
the current state of the beach. Safety concerns have also been raised about the falling trees and
vertical sand scarps.
Page 43 of 146
Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Figure 1: Eroded state of Noosa Heads Dog Beach 29/06/2017
2. Planned Remediation Activity
The construction that took place in 2012 was part of a staged construction process designed to
reduce the quantity of dredging and nourishment required at this location. In the 5 years since
completion of the project, no dredging or sand nourishment was required. However, it is now
necessary to reinstate the dredging operation to return an adequate level of service to this area
while the longer term situation is assessed.
The next steps involve:
a. Undertaking a survey of the area to assess the volume of sand lost due to shoreline
erosion in early August.
b. Preparation of Department of Environment and Heritage Protection (EHP) permit
applications, this should allow permits by early September.
c. In conjunction with the permit process, call tenders for dredging and nourishment works at
this site under the canal operational budget.
d. Updating the Noosa River flood model with the latest conditions in this area to assess
possible solutions for remediation during the 2017/18 financial year.
e. During the 2017-/8 financial year, seek expert advice on the medium-term (2-10 years)
management plan for this area.
Previous Council Consideration
Nil.
Page 44 of 146
Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Finance & Risk
Once survey of the area is completed, the required nourishment volume will be assessed against
the budget. This may require an increase to the dredging operational budget depending on the
results of the survey.
Consultation
External Consultation - Community & Stakeholder
Community complaints have been received about the level of service given the current state of
Dog Beach. Each complainant has been contacted and the schedule of works explained to them.
Internal Consultation
Strategic Planning is preparing a coastal hazard assessment plan, which encompasses this site,
aimed at providing information for the longer-term horizon of this area but provides limited
information for the immediate future.
Environmental Services are assisting with the preparation of permits and the future of this area
within the context of the new Noosa River Plan.
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture X Environmental Services Disaster Management
x Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 45 of 146
Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 46 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
ATT. 1 - NOOSA DOG BEACH EROSION - AERIAL TIMELINE
Cae a.
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Figure 1 May 25th 2016
Page 46 of 146Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 47 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
: Be #
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Figure 2 May 30th 2017
Page 47 of 146Section 48
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
6 COMMUNITY SATISFACTION SURVEY RESULTS
DOCUMENT INFORM AT ION
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Subject/ Executive Office
Attachments 1. Community Satisfaction Survey, Market Facts (Qld) Pty Ltd
(Note: 115 page attachment provided separately to this report)
EXECUTIVE SUMMARY
The community satisfaction survey provides a valuable avenue to engage with the community.
The intent of the survey is to determine the community’s satisfaction with Council services as well
as the community’s perception of the importance of these services. This information will be
considered by Council in corporate planning, establishing priorities, reviewing levels of service
and improvement initiatives. The survey instrument was developed by Market Facts (Qld) Pty
Ltd, an independent research organisation engaged by Council to survey residents and
benchmark Council’s performance with other Queensland councils.
The survey report attached presents the survey findings and an analysis of ratings and
variances. In addition, it compares Noosa Council’s survey results with the most recent LGA
norms established by the LGAQ’s most recent biennial survey conducted in July 2015.
In summary, the survey findings show:
76.4% of respondents viewed Council’s overall performance as good and very good;
Noosa Council’s performance is exceeding LGAQ State-wide and Provincial Averages
(based on the LGAQ Community Satisfaction Tracking Survey 2015) with an Average Total
Performance Index (TPI) of 73.2% compared to 70.96% State-wide and 70.89% Provincial.
The top 7 performing services were Waste Management, Customer Service, Disaster
Management, Community Safety, Managerial and Supervisory Officers, Quality of Elected
Council and Financial Management.
There are 15 responsibility areas/services where Council performed best in relation to their
judged performance (well above the average) and 12 responsibility areas/services where
Council has received an average score with 27 out of 41 areas being rated as average and
above average.
The opportunity exists for Noosa Council increase its overall performance rating through
improvements in the following responsibility/service areas: Parking Facilities; Economic
Development/Local Employment; Road Maintenance; Responding to the Community; Road
Construction; and Providing Leadership and Advocacy.
The survey tool used was a telephone survey of 400 Noosa residents aged 18 years and older.
The survey gauged the respondents level of satisfaction with 41 council services grouped under
five themes. The themes being: Qualities of Council (5 services); Customer Service and
Communication (6 services); Managing the Shire (8 services); Community and Lifestyle Services
(12 services); and Basic Services and Infrastructure (10 services). In addition, the survey
included 2 direct questions relating to overall level of satisfaction with council services and 5
supplementary questions developed by Noosa Council relating to disaster management, levels of
service and communication methods.
Page 48 of 146
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The survey method used two different measurements of community perceptions of their level of
satisfaction with current Council performance, direct and calculated.
Direct being the Unweighted Overall Performance Rating obtained by asking respondents
to assess the overall performance of Council.
Calculated being the Weighted Average Total Performance Rating or TPI which is
calculated by summarising all performance ratings of each of the 41 responsibility/service
areas into one number weighted by the relevant importance of each area.
An examination of the results shows that while Noosa Council has performed well in the majority
of responsibility/service areas which are important to the community, there is still the opportunity
to improve performance in a number of responsibility areas/services to optimise performance and
better meet community expectations.
The information from the survey will be used to assist Council to review and improve services
provided to the community and to benchmark our performance against other Queensland
councils. This will not only provide us with an idea of well we are doing compared to other
councils but will also assist us to prioritise our efforts and identify where we can learn from
others.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 8 August 2017 regarding the results of the Community Satisfaction
Survey and the report prepared by Market Facts QLD Pty Ltd contained in Attachment 1 to the
report.
REPORT
The community satisfaction survey commissioned by Noosa Council and undertaken by Market
Facts (Qld) Pty Ltd in April - May 2017 surveyed 400 Noosa residents aged 18 years and over.
The objectives of the survey were to:
Provide measurements of residents’ attitudes and opinions and diagnostic information and
analyses, regarding the extent to which the Council’s provision of works, facilities and
relevant administrative services meets the community’s perceived priorities.
Compare the results against the most recent (July 2015) Provincial LGA ‘norms’
established by the LGAQ’s biennial surveys.
Provide number-based detail which can be used to calculate relative priorities between the
41 primary service/policy areas for which Council is responsible according to the “weighted
average” of community perceptions, after taking into account both existing Council
Performance as well as basic community priorities (i.e. ratings for Importance).
The survey asked respondents to identify how important the services/responsibilities were using
a five-point scale (Crucial 5, Important 4, Nice to Have 3, Not Very Important 2, Quite Important
1) and how well they believed Council is performing in those aspects (Very Good 5, Good 4, Fair
Only 3, Poor 2 and Very Poor 1).
The structured survey benchmarked community attitudes measuring levels of satisfaction with 41
primary service/policy areas under 5 themes with a probable error of +3.1 at the 90% level of
confidence.
Page 49 of 146
Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The 41 primary responsibility/service areas are grouped under the following 5 themes:
1. Theme 1 - Basic Services and Infrastructure (road construction, road maintenance,
footpaths kerbing & guttering, street lighting, traffic management, parking facilities, public
transport, drainage & flood mitigation, waste management, community health);
2. Theme 2 - Community Lifestyle Services (Parks playgrounds & public amenities,
environmental controls, Environmental protection & conservation, heritage protection,
sporting & recreational facilities, cultural& entertainment facilities, libraries & other
information access, community safety, community services, pet/animal control, shopping
centres, community development);
3. Theme 3 - Managing the Shire (town planning, building control, economic development &
local employment, development of tourism, financial management, revenue raising, staff
management, disaster management);
4. Theme 4 - Customer Services and Communication (customer service, information services,
informing the community, consulting the community, responding to the community,
providing leadership & advocacy); and
5. Theme 5 - Qualities of Council (elected council as a whole, councillors you deal with,
managerial& supervisory officers, outdoor workers, indoor staff)
Overall Performance Ratings
The survey method uses two different measurements of community perceptions of their level of
satisfaction with current council performance - ‘direct’ and ‘calculated’.
Direct – The Unweighted Overall Performance Rating is obtained from asking respondents a
direct question rating Council’s overall performance at the end of the survey i.e. “Is Council
delivering a level of services and displaying a quality of performance in fulfilling all
responsibilities, regarded as ‘value for money’ for the rates and charges you pay”. In addition,
residents who were contacted but did not proceed with the survey were also asked to rate
Council’s performance.
Noosa’s overall rating of 3.82 (mean) is higher than the total Qld LGAQ of 3.48 and provincial
LGAQ of 3.49 (refer to Table 1). A mean score of 3.82 translates to almost ¾ of respondents
viewing Council’s performance as good (55%) and very good (17%). It is also 76.4% of the
optimum score of 5 which means that Council is generally viewed as being effective in delivering
services to the community.
Table 1 - Unweighted Overall Performance
TOTAL Very Good Fair Poor Very Don't Not Mean
Good Only Poor Know App.
Total Queensland 700 3.6% 47.9% 43.3% 3.7% 1.6% 0.0% 0.0% 3.48
(LGAQ 2015)
FIRST CONTACT 46 26.1% 41.3% 13.0% 6.5% 4.3% 8.7% 0.0% 3.86
Noosa 2017
Overall Rating 400 16.5% 54.5% 24.0% 3.5% 1.0% 0.5% 0.0% 3.82
Noosa 2017
Provincial 280 2.9% 50.4% 41.4% 3.9% 1.4% 0.0% 0.0% 3.49
(LGAQ 2015)
Page 50 of 146
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Calculated – The Weighted Aggregated Total Performance Rating is calculated by summarising
all performance ratings of each of the 41 responsibility/service areas into one number weighted
by the relative importance of each area, the Average Total Performance Index (TPI). The total
performance index (TPI) shows how the community judges Council performance as it makes
allowances for the relative importance of each activity. Noosa’s TPI was calculated at 73.24%
which is above LGAQ state and provincial TPIs. Noosa is exceeding the overall average TPI in 4
out of the 5 areas. The exception being basic services/infrastructure (69.91) which is just below
the provincial TPI (69.9%) and LGAQ State (71.82%) (refer to Table 2).
Table 2 - Summary of Performance Indexes
Analysis of Key Results
There are 15 responsibility/service areas (out of the total of 41) for which Council performed best
in relation to their judged importance (refer to Table 3). In this case, ‘best’ is defined as having an
Importance rating of at least 3.96, and Performance more than 1.5% above Average (73.2%).
This list does not include all the Areas where the “gaps are smallest”, as most of these do not
have an Importance score above ‘4’ (the border-line between ‘Important’ and ‘Nice to Have’).
Page 51 of 146
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Table 3 - High Performers
Areas of Average Performance
There are only 12 Responsibility Areas (out of the total of 41) (refer to Table 4) for which Council
has received an average score which is defined as having an Importance rating of at least 3.96
(on the border-line of ‘4’= ‘Important’) and Performance not more than 1.5% below or above
Average (where Average Performance is 73.2% - the (calculated) Average Total Performance
Index).
Table 4 - Average Performers
Page 52 of 146
Section 53
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Areas Rated as Being ‘Poor’ on Performance and which provide the greatest opportunity
for improvement
The following 7 responsibility/service areas (refer to Table 5) are identified as important to
residents but where Council’s performance in meeting expectations is below average. Further
review of these areas is desirable to ‘close those gaps’ between actual performance and what it
would be if it achieved the Optimum Score of ‘5’ or 100%. They have been selected on the basis
that their importance rating is at least 3.96 (on the border-line of ‘4’= ‘Important’), and their
performance is more than 1.5% below Average (where Average Total Performance Index is
73.2%). These elements can be considered as priorities for enhancement of overall performance
as they will lead to the greatest overall increase in the weighted performance indices.
Table 5 - Performance Improvement Targets
Public Opinion - Additional Questions developed by Council
Included in the survey were several additional questions developed by Council relating to
disaster management, existing services and communication channels. The findings from
responses to these questions are as follows:
The majority of respondents (60%) had a disaster management plan in place for flood or
fire however the opportunity exists to further increase awareness of the need to develop
effective disaster management plans within the community.
The majority of respondents obtain disaster event information from the radio followed by TV
in a disaster event which reinforces the importance of utilising these communication
channels, in addition to social media.
A high majority of respondents (86%) preferred to maintain the balance between existing
council services and council operating within its financial means.
The preferred method by which respondents seek information from Council about a project
or an issue is from customer service staff (50%), followed by Council’s website (30%), and
local newspaper (21.5%) reinforcing the importance placed on Council’s customer service
interface, functionality of Council’s internet site and media relations.
Page 53 of 146
Section 54
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Conclusion
The survey results show that the community is satisfied with Council’s performance with Council
achieving a ‘good’ to ‘very good’ rating. The results also show that Noosa Shire Council is
tracking well above its Provincial counterparts, and also for Queensland, in terms of overall
performance when compared with LGAQ 2015 survey results. Noosa’s survey results will be
further compared with LGAQ survey results from the 2017 state-wide survey when results are
released later this year. While the results are very positive, the opportunity exists for Council to
further improve performance ratings in a number of responsibility/service areas to enhance
overall performance.
Previous Council Consideration
The conduct of a Community Satisfaction Survey was an approved initiative in the 2016/17
Budget.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The Community Satisfaction Benchmarking Report prepared by Market Facts (Qld) Pty Ltd has
been reviewed by the Leadership Team and Councillors.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
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 54 of 146
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
7 NOOSA AQUATIC CENTRE (NAC) - FULL YEAR REPORT TO 30 JUNE 2017
DOCUMENT INFORM AT ION
Author Noosa Aquatic Centre Coordinator, Stephen James
Community Services Department
Index ECM/ Subject/ 51.04 Sporting Facilities
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Aquatic Centre Coordinator to the Services &
Organisation Committee Meeting dated 8 August 2017, providing an update on the activities of
the Noosa Aquatic Centre for the 2016/17 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Aquatic Centre’s (NAC) activities
for the financial year ending 30 June 2017.
The NAC comprises a 50m Olympic-sized pool, 25m pool, warm down pool/learn to swim pool,
toddlers’ wading pool, fitness studio, change rooms and amenities operations. The NAC also
oversees the maintenance of the Sunshine Beach Skate Park.
The NAC provides a broad range of aquatic and leisure programs including recreational
swimming, learn to swim (LTS) programs, elite squad training, aqua aerobics and water polo, as
well as circuit classes and general gym usage in the fitness studio.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and
improving revenue through innovative and entrepreneurial approaches, while at the same time
seeking to minimise operational costs.
Page 55 of 146
Section 56
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
NAC interim financial performance as at 30 June 2017
2016/17 2016/17 2016/17 2016/17 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 1,601,109 1,651,109 1,651,109 1,805,698 109.4% 154,589
Total Expenditure 2,428,252 2,525,091 2,525,091 2,586,159 102.4% (61,068)
Operating Result (827,143) (873,982) (873,982) (780,462) 93,520
Expenditure Summary
Employee Benefits 1,168,250 1,171,750 1,171,750 1,155,586 98.6% 16,165
Materials & Services 638,807 713,607 713,607 788,847 110.5% (75,240)
Finance Costs 0 0 0 0 0.0% 0
Other Expenses 972 972 972 990 101.8% (18)
Depreciation & Amortization 173,352 191,902 191,902 192,429 100.3% (527)
Internal Charges 446,870 446,860 446,860 448,309 100.3% (1,449)
Competitive Neutrality 0 0 0 0 0.0% 0
Total Expenditure 2,428,252 2,525,091 2,525,091 2,586,159 (61,068)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
A combination of favourable weather conditions, a simplified and improved fee structure and a
revitalised gym offering, resulted in the best financial performance the NAC has delivered since
opening in 1999. The NAC’s full year performance saw an overall positive variance to budget of
$93,520. Revenue finished $154,589 ahead of budget, with expenses finishing the year $59,094
over budget.
Revenue was up in all areas and was 14% higher than 2015/16 which is testament to the team’s
hard work to improve the NAC’s offering as a whole. Cumulative annual Learn to Swim (LTS)
program enrolments grew by 284 students to 3,710 this year and revenue finished $47,877
ahead of the $641,977 budget. Occupancy levels of all classes averaged around 86%,
significantly higher than the accepted industry target of 80%.
Page 56 of 146
Section 57
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
General admission revenue was up on budget by $19,234, predominantly due to the long, hot
summer we experienced which encouraged lap swimmers to keep swimming and families to
spend the day at the pool.
The purchase of $100k of new equipment for the Gym, combined with a simplified fee structure
and membership offering introduced in January 2017, has already delivered a strong return to the
NAC. Gym revenue was up $23,337 to $106,612, with the number of members with gym access
increasing from 138 this time last year to 239 at year’s end. The programming of new circuit
classes, small group training and set staffed hours will continue to increase both memberships
and revenue.
Group Fitness (GF) revenue exceeded budget by $25,641, finishing the year at $138,818. This is
a result of a wider variety of instructors, more classes, more options and improved scheduling.
GF attendance numbers for the year increased significantly by 3,015 to 15,563, compared to
12,548 in 2015/16. This represents growth of 24%.
Retail Operations remain the third largest revenue source at the NAC and continued to perform
above expectations thanks to the dedication of two key staff members. Their knowledge and
drive in this area saw revenue reach a record $180,613 at a gross profit margin of 51%.
The $61,068 variance in expenditure was primarily due to two areas:
1. Water was over budget by $27k. This was due to a water leak that remained undetected for
some time. It has since been repaired and reinstatement of the BMS system in Q1 2017/18
will help prevent a reoccurrence. It is anticipated that a rebate of approximately $10k for the
sewerage component of the charges will be received from Unitywater.
2. Fitness Instructors wages over budget by $15k due to additional classes offered (offset by
revenue growth).
On a positive note, electricity expenditure was $7k under budget. Work with the Zero Emissions
team is underway and will hopefully result in further cost and emission reductions.
2. CUSTOMERS
The NAC recorded 245,308 attendances for the year. This is an increase of 10,271 from the
2015/16 period of 235,037.
NAC Full Year Attendance Comparison
2015/16
to 2016/17
260000
240000
220000
Attendances
200000
180000
160000
140000
120000
100000
2015/16 2016/17
Page 57 of 146
Section 58
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The cost per visit, exclusive of depreciation and internal charges, was $0.57, down 3.4% on last
year’s measure of $0.59. Inclusive of all costs this figure increases to $3.18, up significantly on
last year’s figure of $2.58 and due entirely to a change in the methodology of allocating internal
charges and an increase in depreciation expenses.
The NAC continues to have limited capacity during most weekday afternoons, often because of
the growing popularity of water polo. While lanes are open to the public, these are generally
limited to one or two during the peak times of 3.30pm – 6pm.
3. STAFFING
The NAC remains a seasonal operation and therefore a large percentage of its team are
employed as casuals. Staff numbers are reduced significantly throughout Terms 2 and 3 as the
weather cools, and the days shorten and patrons move onto winter pastimes.
Recruitment of two full time positions approved as part of the NAC service review were
undertaken in quarter 1 of this financial period. Both staff have settled comfortably into their roles
and have assisted greatly in achieving recent results.
The conversion of a long term casual employee to a full time position occurred in March of this
year and together with the roles referenced above, has reduced the number of hours being
worked by long term casuals.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
An electronic time and attendance system will be jointly investigated by the Community Facilities
branch and Corporate Services in the first half of 2017/18. Such a system would improve
rostering, reporting, budgeting and monitoring practices and would reduce human error and
provide further control of the facility’s largest expense (wages).
Night swim squads were introduced during summer on a Tuesday and Thursday in an effort to
alleviate some pressure on the availability of water space during the daytime. They have
remained popular and have not been suspended over winter as in previous years.
Crèche operations were reduced by 9 hours per week in August 2016 as recommended in the
NAC service review and new centre operating hours came into effect on 5 October 2016.
A detailed pool plant and equipment inspection was conducted by Roejen (a specialist
engineering and technical services company) and this has provided an improved approach to
asset management and maintenance which will help to ensure the viability of the centre well into
the future.
The NAC will continue to trial and review new initiatives throughout 2017/18 to aid the Centre’s
financial performance and boost visitations.
5. FUTURE DIRECTION
This is an exciting time for the NAC as it continues to gather momentum and look for ways to
become even better. The team have embraced the new staff and membership structure and are
committed to not only providing the community with a facility to be proud of, but one that
continues to adapt to meet the changing ways in which our community recreates.
Page 58 of 146
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The NAC was constructed with just a single family change room which is now inadequate for
current visitation levels and changed community expectations. The NAC is committed to
exploring the possible addition of a dedicated family change space which would allow families
with young children to get changed in a safe and secure space and eliminate the need for
children to enter a toilet and change facility of the opposite sex.
Gym membership and participation in classes (e.g. boxing, cardio and core, and stretch and
stabilise) have both grown to a level where the ability to conduct classes in the Gym is heavily
compromised. To address these concerns and to be able to provide the Noosa community with a
genuine ‘one stop shop’ for their leisure and aquatic needs, the NAC has commenced preliminary
investigations into the provision of a new group fitness space.
Following further progression of the investigations flagged above the NAC will look to develop a
business case for the proposed initiatives and commence the process of seeking funding.
Beyond this, the NAC is keen to develop a facility masterplan to clearly plot out further
improvements over the next 10 years.
There are no capital works planned for the NAC in 2017/18 and therefore there will not be any
distributions to normal operations as a result.
The NAC has been working hard to develop a new website and to formalise its social media
presence. Both these projects form part of a suite of strategic marketing initiatives that are
currently under development and will soon be launched to help drive continued revenue and
customer growth.
Previous Council Consideration
Updates are provided to Council on a 6 monthly basis.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer Community Development x Financial Services
Executive Support x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 59 of 146
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
8 NOOSA COMMUNITY SUPPORT (NCS) - FULL YEAR REPORT TO 30 JUNE 2017
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Greg Tucker
Community Services Department
Index ECM/ Subject/ 1.05 Community Support Management
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Community Support (NCS) Coordinator to the
Services & Organisation Committee meeting dated 8 August 2017, providing an update on the
activities of Noosa Community Support for the 2016/17 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Community Support (NCS)
activities for the financial year ending 30 June 2017.
NCS receives funding from the Commonwealth Home Support Program (CHSP – over 65 yrs.)
and the State Home and Community Care Program (HACC – under 65 yrs.) to provide the
following services:
domestic assistance
social support - individual
allied health care
personal care
social support – group
flexible respite
case management
counselling /support, information and advocacy
transport
home maintenance
home modifications
goods, equipment and assistive technology.
It also receives funding from the State Home Assist Secure (HAS) program to provide the
following services:
information and referrals regarding home safety and security
home maintenance
home modifications.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management, and
improving revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
Page 60 of 146
Section 61
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
NCS interim financial performance as at 30 June 2017
2016/17 2016/17 2016/17 2016/17 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 2,762,329 2,791,715 2,791,715 2,800,568 100.3% 8,853
Total Expenditure 2,794,788 2,802,570 2,802,570 2,728,032 97.3% 74,538
Operating Result (32,459) (10,855) (10,855) 72,536 83,391
Expenditure Summary
Employee Benefits 1,742,794 1,742,794 1,742,794 1,650,090 94.7% 92,703
Materials & Services 619,704 616,525 616,525 641,331 104.0% (24,805)
Finance Costs 0 0 0 778 100.0% (778)
Other Expenses 484 484 484 493 101.9% (9)
Depreciation & Amortization 31,678 50,359 50,359 50,497 100.3% (138)
Internal Charges 400,129 392,408 392,408 384,844 98.1% 7,565
Competitive Neutrality 0 0 0 0 0.0% 0
Total 2,794,788 2,802,570 2,802,570 2,728,032 74,538
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
NCS operates under funding agreements with both the State and Federal Governments. The
requirements of the various funding agreements dictate that NCS should aim to perform to a
‘zero bottom line’ standard, i.e. that all funding received should be fully expended on relevant
programs and services. An underspend on employee costs generated a small surplus for NCS in
2016/17 and these funds will be retained and reinvested in the service in line with funding
guideline requirements.
Page 61 of 146
Section 62
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
2. CUSTOMERS
NCS Summary YTD Outputs
1 July 2016 to 30 June 2017
Service Services provided
Allied Health Care 672
Case Management 49
Social Support - Group 9,946
Counselling/support info and advocacy - client 126
Domestic Assistance 4,782
Home Maintenance 3,460
Home Modification 1,291
Personal Care 895
Flexible Respite 510
Social support - Individual 2,648
Transport 14,823
Total 39,202
The eleven listed services have delivered a total of 75,057 hours of service to NCS clients during
this period.
Noosa Home Assist Summary YTD Outputs
1 July 2016 to 30 June 2017
Information & Referral Services provided
Total clients received info & referral 282
Total staff output hours providing info & referral 415
Home Maintenance
Total distinct households 31
HAS staff total output hours total 735
Households receiving service for first time 31
External contractors total outputs hours 1,918
Total 3,412
The above services delivered a total of 3,068 hours of service to clients through Noosa Home
Assist Secure during this period.
3. STAFFING
Aside from usual staff comings and goings there are no other staffing matters of significance to
report.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
Continuous improvements are being made to the website. Referrals for Home Assist
Secure have been received and actioned. More information on NCS wellness and
reablement programs will be uploaded in the near future.
All admin staff have been cross-trained in admin roles and asked to identify any areas for
continuous improvement.
Page 62 of 146
Section 63
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
All client files are now electronic and linked to TRACCs (client management software) as
from 1 April 2017. Alll Community Care Assistants are now trained to record operational
notes and update case plans in TRACCS.
During the last year hard copy filing has virtually stopped due to the set up electronic
folders and staff training on how to scan and save documents.
With a huge amount of assistance from Finance, NCS now have a more detailed chart of
accounts which will enable more detailed financial reporting and analysis.
NCS has hosted two very successful morning teas to showcase the centre and programs to
other local service providers. Feedback on the centre facilities and programs was
extremely positive and new client referrals came about as a result of this initiative.
Mayor Tony Wellington helped the centre celebrate the early success of the client
workshop and announced the expansion of its operations in April 2017. The media was
well represented and positive feedback was received.
Finalised promotional material.
Bequest of $15,000 from Audrey Morris funded the purchase of a television and surround
sound system, allowing NCS to host matinee movies for carers and their loved ones. The
gift also funded new crockery, much to the delight of all the volunteers and centre staff.
This crockery is much lighter for clients to use and sized for better portion control.
The monthly program of activities has been tailored to better meet the needs of clients who
suffer from dementia. Sensory equipment was purchased and more ‘keep fit’ classes were
introduced for those clients who wander.
5. FUTURE DIRECTION
Work to commence for the next stage of the centre refurb. Works will include:
- Installation of internal LED lighting.
- Additional concrete slabs to increase car parking capacity by five spaces and in doing
so, alleviate some of the parking pressure in the immediate surrounds.
- Rendering of the façade of the centre.
- Painting of all exterior timberwork.
- Plastering of the McCaw room (covering over exposed brick).
- Modifications to the quiet room to accommodate an Occupational Therapy program.
- External blinds on rear courtyard patio to enhance client comfort.
Implementation of an upgraded telephone system will allow admin staff to assist service
delivery staff with the increased number of client callers who require clarity with the new My
Aged Care processes. All admin staff are trained to answer My Aged Care enquiries and to
simplify the processes for elderly clients, many who have dementia.
Introduction and trialling of programs and activities to enhance the overall wellness and
reablement model currently in place at NCS.
Further education for staff on dementia awareness.
Further education for staff on wellness and reablement principles.
Further education for staff on client electronic administration procedures.
Further research on mobile devices to enhance our service delivery.
Continue to cross-train and upskill staff on NCS operations.
Further implementation of the admin hub to ensure continuity of business operations during
leave and RDOs.
Previous Council Consideration
Updates are provided to Council on a 6 monthly basis.
Page 63 of 146
Section 64
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer X Community Services x Corporate Services
Executive Officer Community Development x Financial Services
Executive Support x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 64 of 146
Section 65
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
9 NOOSA LEISURE CENTRE (NLC) - FULL YEAR REPORT TO 30 JUNE 2017
Author Noosa Leisure Centre Coordinator, Cathy Simon
Community Services Department
Index ECM /Subject / 72.03 Noosa Leisure Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Leisure Centre Coordinator to the Services &
Organisation Committee Meeting dated 8 August 2017, providing an update on the activities of
the Noosa Leisure Centre for the 2016/17 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities
for the year ending 30 June 2017.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, kids’ play
room, group fitness classes, indoor rock climbing, corporate training including Council programs
and school sessions, special events and venue hire. Meeting and conference rooms are also
available for hire. The indoor rock climbing and yoga classes are managed by external
contractors.
1. FINANCE
The objective of all services within the Community Facilities branch is to balance the demands of
access, equity and community service obligations with sound financial management and improve
revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.
NLC interim financial performance as at 30 June 2017
2016/17 2016/17 2016/17 2016/17 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 467,905 467,905 467,905 503,395 107.6% 35,490
Total Expenditure 955,870 963,432 963,432 966,246 100.3% (2,814)
Operating Result (487,965) (495,527) (495,527) (462,851) 32,676
Expenditure Summary
Employee Benefits 425,277 428,777 428,777 413,266 96.4% 15,511
Materials & Services 307,700 310,850 310,850 328,048 105.5% (17,198)
Finance Costs 0 0 0 0 0.0% 0
Other Expenses 2,871 2,871 2,871 2,921 101.8% (50)
Depreciation & Amortization 73,103 74,015 74,015 74,218 100.3% (203)
Internal Charges 146,919 146,919 146,919 147,793 100.6% (874)
Competitive Neutrality 0 0 0 0 0.0% 0
Total Expenditure 955,870 963,432 963,432 966,246 (2,814)
Page 65 of 146
Section 66
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Noosa Leisure Centre
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Total Revenue Total Expenditure Operating Result
(200,000)
(400,000)
(600,000)
2016/17 2016/17
YTD YTD
Budget Actuals
EOY performance shows a favourable result in revenue, while expenditure finished the year
marginally overspent. As a whole, the centre bettered budget by $32,676.
Total revenue exceeded budget by $35,490 and was up 8.43% on 2015/16, largely due to strong
performance of the group fitness program. The program finished the year with attendance
numbers up 30% on last year, due to a combined growth in casual and existing member/visit
pass holder attendances and the introduction of the new Active Mums membership offering. All
other revenue streams tracked broadly in line with budget with the exception of Retail sales,
which missed budget by $9,677 due to a long delay in commencing expanded operations.
A maintenance overspend of $17,434 was almost entirely offset by underspends in other
materials and services accounts. Labour savings totalled $15,511 due to tight financial
management and contributed to the strong net financial performance against budget.
2. CUSTOMERS
NLC recorded 101,877 attendances for the year, up 13% on the previous year’s total of 89,840.
The cost per visit, exclusive of depreciation and internal charges, was $2.36, down 16% on last
year’s measure of $2.81. Inclusive of all costs this figure increases to $4.54, down almost 15%
on last year’s figure of $5.30.
Page 66 of 146
Section 67
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
NLC Attendance Comparison
110,000
100,000
90,000
80,000
101,877
70,000 89,840
60,000
50,000
2015/16 2016/17
Increase in attendances was largely due to the strong performance of the group fitness program.
Several major event bookings throughout the year also contributed to the high attendance
numbers, including:
International Legends of League gala dinner
Pro boxing in Noosa event
The 2016 Contender of the Codes
The Rotary Noosa Daybreak Bookfest fundraiser.
3. STAFFING
NLC has one full-time member of staff (NLC Coordinator) and approximately 15 casual staff. A
focus throughout the year has been the upskilling of casual staff across multiple roles. This has
led to a more flexible team and has created some efficiencies by allowing staff to cover two areas
of responsibility during a single shift.
4. SYSTEMS, PROCESSES AND OTHER MATTERS
A trial of early morning group fitness classes was introduced in May. Attendance numbers will
continue to be monitored to determine whether early morning classes represent a viable ongoing
offering. A group of roller skating enthusiasts are now utilising the stadium on Sunday mornings
which has helped to increase utilisation of the centre during traditionally quiet times.
Operational hours for the crèche were condensed in August (in line with the recommendation
coming out of the NAC service review), leading to a reduction of operating hours and in turn,
projected annual costs savings of approximately $20k.
Energy efficient LED stadium lights and large (7.2m in diameter) cooling fans were installed in
the stadium in December as part of the 2016/17 capital works program. Stadium participants
have benefited from both, with the stadium temperature being notably cooler throughout the
summer period. Overall, both assets will improve the stadium’s amenity and have been well
received by patrons. An external storage shed and a new café floor were also installed as part of
the 2016/17 capital works program.
Page 67 of 146
Section 68
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
5. FUTURE DIRECTION
Replacement of the remaining lights throughout the centre with energy efficient LED’s.
Implementation of NLC service review recommendations, including:
- Explore the viability of junior learn to play programs and school holiday programs in
an effort to provide a greater range of programs on offer to the community.
- The condensing of weekly rostered hours, leading to an annual saving of
approximately $15,000. This is scheduled to take effect from July 2017.
- Improved asset management practices, leading to an overall increase in the standard
of the facility.
- Continued improvement of the centre’s aesthetics, bringing its appearance back in
line with customer expectations and competitors’ offerings.
- Development of a long-term plan to combat current car park and pathway issues.
NLC has been working hard to develop a new website and to formalise its social media
presence. Both these projects form part of a suite of strategic marketing initiatives that are
currently under development and will soon be launched to help drive continued revenue
and customer growth.
Previous Council Consideration
Updates are provided to Council on a 6 monthly basis.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer Community Development x Financial Services
Executive Support x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 68 of 146
Section 69
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
10 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) - FULL YEAR REPORT TO
30 JUNE 2017
DOCUMENT INFORM AT ION
Author The J & BCC Coordinator, Scott Braby
Community Services Department
Index ECM /Subject / 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by The J & BCC Coordinator to the Services & Organisation
Committee Meeting dated 8 August 2017, providing an update on the activities of The J and BCC
for the 2016/17 financial year.
REPORT
The purpose of this report is to advise Councillors of The J’s and BCC’s activities for the financial
year ending 30 June 2017.
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances and live entertainment. It is also home to current tenants the University
of the Sunshine Coast (and TAFE) and Noosa Community Radio.
The J is the venue of choice for a number of community groups including Noosa Alive (formerly
Noosa Long Weekend Festival), Noosa Chorale, Noosa Heads Jazz Club, Noosa Music Society,
Alliance Françoise, Lungmax, Hillsong Church, USC Performing Arts and numerous school and
commercial dance/theatre groups who conduct a range of youth activities, performances, awards
and presentation ceremonies.
The J is a unique facility which now provides a 402 seat theatre/auditorium following the addition
of 64 portable seats in the upper foyer/mezzanine. This area is also utilised and available for hire
as a larger meeting space (up to 50 people) when not required for theatre/auditorium use. The J
also offers a combination of additional flexible meeting spaces, conference rooms and facilities
for hire which are complemented by covered outdoor areas and stylish open foyers.
The Bicentennial Community Centre (BCC) includes the Main Hall, Annexe and Demountable
buildings. The BCC is used by individual community members and organisations for a variety of
community, sporting and cultural activities including educational/fitness classes, meetings,
rehearsals, workshops, presentations and social events. The BCC Main Hall is the permanent
home of the Noosa Gymnastics Club who are progressing with major renovations under the
guidance of the Project Control Group with Council representation. The adjacent demountable
building now hosts permanent tenant Education for Generations (Noosa Montessori School).
Page 69 of 146
Section 70
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
1. FINANCE
The J interim financial performance as at 30 June 2017
2016/17 2016/17 2016/17 2016/17 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 523,275 523,275 523,275 573,041 109.5% 49,766
Total Expenditure 1,205,203 1,204,643 1,204,643 1,271,939 105.6% (67,295)
Operating Result (681,928) (681,368) (681,368) (698,897) (17,529)
Expenditure Summary
Employee Benefits 395,287 400,287 400,287 433,921 108.4% (33,634)
Materials & Services 371,734 366,734 366,734 398,390 108.6% (31,656)
Finance Costs 0 0 0 0 0.0% 0
Other Expenses 0 0 0 74 100.0% (74)
Depreciation & Amortization 240,351 239,804 239,804 240,248 100.2% (444)
Internal Charges 197,831 197,819 197,819 199,305 100.8% (1,486)
Competitive Neutrality 0 0 0 0 0.0% 0
Total Expenditure 1,205,203 1,204,643 1,204,643 1,271,939 (67,295)
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
The J exceeded revenue budget by $49,766 – up 9.5% on budget and 10.5% on 2015/16 -
following another very busy year. Expenditure exceeded budget by $67,295, resulting in a net
financial performance of $17,529 over budget.
The strong revenue result continued on from the previous year with most revenue streams
finishing ahead of budget. Bar and kiosk were up by $38,015 and venue hire by $9,309. Ticket
sales were down $17,857 specifically due to a reduction in the number of internal ticketed events.
However, ticketing commission and related revenue from venue hire events and performances
was up by $18,417 to offset this deficit.
Page 70 of 146
Section 71
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The expenditure overrun of $67,295 was again associated with the direct costs of delivering
events and was predominantly offset by the increased revenue. The main overruns included
$33,634 for employee benefits, $19,493 for contract services (technicians) and $13,009 bar/café
cost of goods sold. In hindsight it appears that the employee benefits and contract services
budgets were just too tight to deliver the number of events held at The J in 2016/17.
BCC interim financial performance as at 30 June 2017
2016/17 2016/17 2016/17 %
Statement of Income and
Current YTD YTD Current YTD
Expenses
Budget Budget Actuals Budget Variance
Total Revenue 102,287 102,287 112,795 110.3% 10,508
Total Expenditure 131,363 131,363 123,972 94.4% 7,391
Operating Result (29,076) (29,076) (11,177) 17,899
Expenditure Summary
Employee Benefits 12,300 12,300 12,884 104.8% (584)
Materials & Services 61,347 61,347 53,318 86.9% 8,029
Finance Costs 0 0 0 0.0% 0
Other Expenses 484 484 493 101.9% (9)
Depreciation & Amortization 49,794 49,794 49,931 100.3% (137)
Internal Charges 7,438 7,438 7,346 98.8% 92
Competitive Neutrality 0 0 0 0.0% 0
Total Expenditure 131,363 131,363 123,972 7,391
*Please note figures are interim financial results only as final figures were not available at the
time of compiling this report.
Page 71 of 146
Section 72
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
BCC revenue exceeded budget by $10,508, thanks mainly to the establishment of the Noosa
Montessori School lease which brought in more income than previously received for the
demountable building.
Total expenditure finished $7,391 under budget with a total of $8,029 in minor variances items
across the materials and services budget.
It is pleasing to note that the facility’s annual cost to Council has continued to reduce to an all-
time low of just $11,177 inclusive of depreciation and internal charges.
2. CUSTOMERS
The J
An overview of users and events accommodated at The J over the past 12 months is as follows:
Education/Schools/Govt - performances and presentations
St Thomas More Primary School
St Teresa’s Catholic College
St Andrews Anglican College
Coolum High School
Good Shepherd Lutheran College
Fitness Rox School Aerobics
Noosa Professional Dance Academy
USC
USC Performing Arts
CQU
TAFE
Lexis English College
Noosa Flexible Learning
Dept National Parks, Sport & Recreation
Community groups
Noosa Chorale
Noosa Heads Jazz Club
Noosa Music Society
Noosa Chamber of Commerce
Noosa Biosphere
Tewantin Noosa Lions Club
Noosa Red Cross
Community Focus Association
Business Mentoring
Aust Bureau of Statistics
Endeavour Foundation
United Synergies
Noosa Community Radio
Allen’s Training
Tourism Noosa
Council Internal Events (various)
Page 72 of 146
Section 73
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Special events
Noosa Alive (Noosa Long Weekend Festival)
Australian Citizenship Ceremonies
Noosa Jazz Party
Ironman Oz
Comedy
Melbourne International Road Show
Sydney Comedy Festival
Jimeoin
Dave Hughes
Arj Barker
Strassman
Akmal
Nickelby
Live music/bands
Sound Feast Open Mic/Live Bands (monthly event)
Soweto Gospel Choir
Mike McClellan
Kings of Country Rock
HatFitz & Kara
Topology – The Singing Politician
Theatre
Sunshine Coast Youth Theatre
Little Seed Theatre Company
Coast Academy of Song & Dance
Hamburger Productions
Jally Productions
Performing Arts Factory
Sunshine Coast Youth Theatre
Film
Flickerfest
Manhattan Short Film Festival
Noosa Surf Film Festival
Ocean Film Festival
Schnit Film Festival
Noosa International Film Festival (Noosa Chamber of Commerce)
Banff Mountain Film Festival
Page 73 of 146
Section 74
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Full year attendance comparison
90,000
79,740
80,000 76,970
70,000 65,752
61,738
60,000
50,000
40,000
30,000
20,000
10,000
0
2013/14 2014/15 2015/16 2016/17
The above attendance figures are inclusive of university attendance and all events and bookings
at The J. Attendance growth at The J is evident over recent years however this has slowed a little
this year.
The cost per visit, exclusive of depreciation and internal charges, was $3.25, down 6.6% on last
year’s measure of $3.48. Inclusive of all costs this figure increases to $8.76, down 9.1% on last
year’s figure of $9.64.
BCC
The Main Hall is leased by Noosa Gymnastics Club with the renovation/extension works
expected to commence in August. The Demountable building is now leased by Education for
Generations (Noosa Montessori School).
The remaining building, the ‘Annex’, continues to be available to community groups and small
businesses to hire on a casual basis. The Annex is currently utilised by a range of users including
but not limited to the following:
Little Seed Theatre Company
Noosa Folk Dancers
Zumba
Kids Fitness
Yoga
Meditation
Kings House Church
Other casual hirers
Page 74 of 146
Section 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
3. STAFFING
The J staff also oversee BCC’s operations, therefore, this component of the report is combined
for both venues. Staffing levels are currently at 4.7 FTE which is considered extremely efficient
when compared to other similar venues.
Whilst the budget has been adapted to account for the ongoing growth in activity, there is still
pressure on staffing capacity.
4. SYSTEMS & PROCESSES AND OTHER MATTERS
Regular reviews and updating of operational systems and processes is ongoing and will continue
with ongoing reference to the service review and business plan.
The capital works project to increase theatre/auditorium seating capacity by 64 to total 402 seats
has recently been completed and received an overwhelmingly positive response. The upper foyer
mezzanine area is also proving popular as an additional larger meeting space and The J looks
forward to being able to increase programming in this area.
Some AV equipment ($30k worth) was upgraded via the capital works program and The J will
soon invest another $30k into AV equipment to ensure the venue is capable of keeping up with
technological advancements and meeting consumer expectations.
5. FUTURE DIRECTION
The J
The J will continue to operate as a multipurpose community venue that caters for a wide
range of events, users and activities. It is envisaged that the increase in activity will
continue at a steady rate, while we meet existing client expectations as a priority moving
forward.
The initial 10-year lease term with the University of the Sunshine Coast (USC) was recently
renewed with a minor amendment of a 5-year term plus 5-year option.
Ongoing liaison with Noosa Community Radio to monitor and review their ability to meet
the lease requirements.
Further promotion of The J with a 402 seat theatre/auditorium and an additional meeting
space.
Further consideration of future capital works funding and review of The J’s technical
capacity over the next 3 to 5 years and provision of additional storage and increased
stage/greenroom area.
The J has been working hard to redevelop its website and to enhance its social media
presence. Both these projects form part of a suite of strategic marketing initiatives that are
currently under development and will soon be launched to help drive continued revenue
and customer growth.
BCC
Council representatives continue to work with the Noosa Gymnastic Club’s Project Control
Group on the expansion of the hall.
Ongoing liaison with Noosa Montessori School to monitor their development and
possible future expansion.
Page 75 of 146
Section 76
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Previous Council Consideration
Updates are provided to Council on a 6 monthly basis.
Finance & Risk
Refer to Section 1 of this report.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development X Financial Services
Executive Support X Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 76 of 146
Section 77
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
11 WASTE MANAGEMENT UPDATE REPORT TO 30 JUNE 2017
DOCUMENT INFORM AT ION
Author Waste Coordinator, Ian Florence
Community Services Department
Index ECM/ Subject/ Branch Management – Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Waste Coordinator to the Services and Organisation
Committee Meeting dated 8 August 2017 providing an update on the activities of the Waste
Management Section for the period 1 January 2017 to 30 June 2017.
REPORT
The purpose of this report is to advise Council of waste management activities over the 2016–17
financial year (2017FY) and planned activities and initiatives for the next twelve months.
The Waste Management Section (WMS) is responsible for the delivery of domestic and
commercial waste and recycling collection services for Noosa residents and businesses, holding
tank liquid waste collection servicing, operation of the Eumundi Rd Resource Recovery Facility
and Landfill, and Pomona and Cooroy Waste Transfer Stations.
Collection, landfill, resource recovery and waste education services are provided by a small team
working in conjunction with the private sector through contract management. The aim of the team
is to maximise recycling and resource recovery and dispose of waste in an environmentally
sustainable way.
1. FINANCE
Under National Competition Policy the Waste Business Unit is required to operate under full cost
pricing principles and to make a return on the investment in the business to Council.
Page 77 of 146
Section 78
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Waste Management 2016-17
2016/17 2016/17 2016/17 2016/17 %
Statement of Income and
Original Current YTD YTD Current YTD
Expenses
Budget Budget Budget Actuals Budget Variance
Total Revenue 14,012,611 14,279,460 14,279,460 14,561,686 102.0% 282,226
Total Expenditure 12,180,070 12,270,497 12,270,497 11,851,427 96.6% 419,070
Operating Result 1,832,541 2,008,963 2,008,963 2,710,259 701,296
Expenditure Summary
Employee Benefits 692,766 774,366 774,366 783,158 101.1% (8,792)
Materials & Services 8,463,275 8,461,200 8,461,200 8,024,176 94.8% 437,024
Finance Costs 157,584 157,584 157,584 164,827 104.6% (7,243)
Other Expenses 294 293 293 299 101.8% (5)
Depreciation & Amortization 675,087 691,929 691,929 693,831 100.3% (1,902)
Internal Charges 1,152,594 1,146,656 1,146,656 1,146,668 100.0% (12)
Competitive Neutrality 1,038,469 1,038,469 1,038,469 1,038,469 100.0% 0
Total 12,180,070 12,270,497 12,270,497 11,851,427 419,070
Waste Management
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
0
Total Revenue Total Expenditure Operating Result
2016/17 2016/17
YTD YTD
Budget Actuals
Budget Commentary
The Waste Section budget report for the 2017FY indicates that revenue was above estimates
and expenditure was below estimates. There was an annual operating surplus of $2,008,963
which was $701,296 better than predicted.
The higher than expected revenue was attributed to a number of variables including:
A higher than predicted volume of waste brought to waste facilities.
More recycled material sold than predicted.
The price of recycled metal remained higher than predicted.
Royalties generated from methane gas extraction were more than predicted.
Page 78 of 146
Section 79
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The lower than predicted expenditure was attributed to a number of variables including:
External contractor fees saved due to many landfill projects being managed and conducted
internally.
Waste collection costs were lower than budgeted.
Consultancy fees saved due to environmental monitoring being conducted internally and
only as required.
Capital Works
Officers of the Waste Section completed five capital works projects over the 2017FY at a total
value of $494,372. Works included:
Installation of a gravity sewerage line to the Contractors Depot
The gravity line was required to remove the need to pump sewage in a rising main from the
depot buildings and wash bay to the site’s major pump station.
Upgrades to Contractor’s Depot
The upgrade improved safety and provided additional parking for the extra fleet of
collection vehicles required for the new contract.
Upgrade to entrance signage
The entrance signage at the Eumundi Road Resource Recovery Facility was replaced for
the first time since 2002.
Upgrades to roads at the entry to Eumundi Road Resource Recovery Facility
The site entrance was upgraded from Eumundi Road around to the weighbridge. Works
also included a new slip lane at the Tip Shop (Reusable Goods Recycling and Sale Facility)
for residents to drop off reusable goods prior to the weighbridge. This is an initiative that
encourages recycling and benefits customers.
Cooroy Waste Transfer Station hardstand and internal road
This area received much needed repairs and upgrade.
Page 79 of 146
Section 80
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
There are two Capital Works Projects approved for 2017/18:
Upgrades to the Reusable Goods Recycling and Sale Facility
A hardstand will be constructed throughout the currently unsealed rear yard of the facility.
This will include the construction of a bio-basin to treat stormwater.
A large shed will also be constructed in this area for the storage and repair of reusable
goods. It is proposed that this new large shed will also house a waste education room for
classes and workshops run by Council officers and contractors. Once this new shed is
completed the building at the Transfer Station (currently used by Briteside for storing
reusable goods) can be vacated. That building will then be used by Cleanaway for the
bailing and temporary storage of recycled material as new markets and options are sought.
2. CUSTOMERS
Collection Services
Bin Services at 1 January 2016 1 July 2016 1 July 2017
240 Refuse 29,962 30158 30514
140 Refuse 68 67 65
240 Recycling 25290 25607 26118
240 Garden 4032 4285 5132
1cm Bulk 28 26 25
1100 Refuse 396 348 375
1100 Recycling 285 292 309
1.5cm Bulk 198 200 189
2cm Bulk 18 18 14
3cm Bulk 223 227 225
Compactor bin 1 2 2
The garden waste recycling bin services continue to grow voluntarily ahead of the introduction of
a three bin service for the urban areas of the Shire in September.
360 litre wheelie bins
The larger 360 litre wheelie bins will be made available from 1 September 2017. This will allow
the community to recycle larger volumes of recyclables and/or green waste in their fortnightly
collection. To date 322 larger garden waste recycling bins and 41 larger recycling bins have
been requested and demand continues to grow.
Customers using Council’s three waste sites
Eumundi Road Cooroy Pomona
Transactions 2014-15FY 92,798 4,404 4,874
Transactions 2015-16FY 107,421 4,022 4,904
Transactions 2016-17FY 115,573 4,975 5,414
The last financial year again saw a significant increase in customers using the Eumundi Road
Resource Recovery Facility. This is reflected in an increase in waste revenue from gate fees
over this period.
Page 80 of 146
Section 81
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Customer Service Requests
Type of Customer Request 2014/15 2015/16 2016/17
Waste Charge 81 118 114
Contractor 107 195 115
Damaged/Missing Bins 1891 1699 1965
Illegal Dumping (Inc. Kerbside Collection) 253 227 453
Hazard/Contamination 16 18 17
Holding Tanks 38 29 34
Service - Extra 447 140 144
Service - Missed 932 951 1219
Service - Modify 278 294 440
Service - New 995 1049 1260
Graph - number of waste customer service requests for the 2015/16/17 financial years
Waste Customer Enquiries
3 Year Comparison
2000
1800 2014/15 2015/16 2016/17
1600
1400
1200
1000
800
600
400
200
0
The 2017FY has seen the Waste Section handle the highest number of annual customer service
requests since the formation of the new Noosa Council. Illegal dumping complaints increased
significantly during this period. Interrogation of the statistics show that many illegal dumping
complaints were attributable to complaints received during this year’s Bulk Kerbside Collection
(e.g. waste placed outside someone else’s property, waste being placed out after the collection,
stockpiles of waste on the roadside in country areas, etc.). Additional service requests were also
placed through the ‘Snap Send Solve’ online application.
Page 81 of 146
Section 82
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Amount of material received, landfilled and recycled by Noosa Council.
The information below shows the total amount of material received by Noosa Council, the
amount disposed of to landfill and the amount diverted from landfill.
2013-14FY 2014-15FY 2015-16FY 2016-17FY
Total received 65,719 68,097 72,897 76,020
Landfilled 40,705 43678 46,034 42,997
Recycled 25,014 24,419 26,954 33,023
% Diverted 38.06% 35.86% 36.90% 43.44%
Tonnes of Waste
80000
70000
60000
50000
40000
30000
20000
10000
0
2013-14FY 2014-15FY 2015-16FY 2016-17FY
Total Landfill Recycled
% Diverted from landfill
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
2013-14FY 2014-15FY 2015-16FY 2016-17FY Target 2024
Page 82 of 146
Section 83
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
The target set by State Government and figured into Council’s Waste Recycling & Reduction
Plan calls for Queensland councils to divert 55% of waste from landfill by 2024.
The information shows that the recycling and diversion rate for the 2017FY has increased
significantly from the previous year. The significant increase in waste diversion is partly
attributable to the amount of concrete that was recycled and sold over this period. This amount of
concrete sold varies from year to year depending on the time of processing, availability of
material for sale and whether or not there are any major construction projects underway in the
region.
There continues to be more waste produced by the Noosa community year on year. It is
encouraging to note that ongoing efforts to ensure the diversion of waste has in 2017FY resulted
in a drop in the amount of waste being sent to landfill.
Resources recovered (major categories)
Amount of resources recovered (tonnes)
2015FY 2016FY 2017FY
Recyclables (yellow lid bins) 7,006.57 7,295.68 7,492.64
Green waste 11,197 12,346.59 13,354.5
Concrete 3,527.5 3,361.47 7,118*
Metal 1,822 2,766.4 2,818
Timber 571.34 677.94 1,437
Cardboard 366 378.75 388
Batteries 26.9 35.1 27.4
E-Waste 0 0 83.5
There has again been an increase in the recovery of all major categories of waste over the last
financial year. Kerbside recyclables collected from yellow lidded bins increased by nearly 200
tonnes. It is also worth noting that contamination rates in recycle bins remain low. Again this
improvement may be attributable to Council’s Towards Zero Waste campaign. 2017FY also saw
the reintroduction of e-waste recycling and the introduction of polystyrene recycling.
Bulk Kerbside Collection
Bulk Kerbside Collection statistics 2017
Metal recycled 238.54 tonnes
Timber recycled 35.18 tonnes
E-Waste and reusable goods recycled 31.71 tonnes
Waste sent to landfill 866.98 tonnes
Total 1172.41 tonnes
Mattresses recycled 191 (not weighed)
Cost of collection $169,463
Cost of disposal $121,377
Total $290,840
Page 83 of 146
Section 84
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Kerbside Summary
The total weight of material collected this year was slightly higher than the last collection in 2015
(1069 tonnes) but significantly lower than the first collection after de-amalgamation in 2014 (1501
tonnes).
The weight of metal recycled was 32 tonnes higher than the last collection. Timber, e-waste and
reusable goods were recycled during bulk kerbside collection for the first time using separate
collection trucks and crews that went through areas prior to the waste trucks. The additional
recycling was a positive for this collection and Cleanaway should be commended for providing
this initiative at no additional cost. Once again the mattress collection service was well utilised.
A significant amount of waste deposited did not meet the collection criteria (e.g. prohibited items,
excessive volume, waste out after designated collection dates, waste stockpiled outside
designated collection areas). The additional cost to Council to clean up this material after the
designated service was approximately $28,000. The majority of the illegal dumping that occurred
around the kerbside collection was again in the country areas.
Next collection
It is anticipated that the next service will commence around August 2018. This is a return to the
previously preferred time of year for the service as the weather is cool, it is outside of storm
season and it doesn’t clash with as many community events. Council’s Waste Section and
Contractor were not in a position to deliver that service in August/September 2016 or 2017 due to
competing resource and contractual demands.
Overview of waste management contracts
A new Waste Management Contract No.1516T043 was awarded to Cleanaway Pty Ltd in three
Separable Portions, (Portion A - Solid Waste Collection, Portion B – Operation of Eumundi Rd
Landfill and Portion C – Resource Recovery), by Council resolution on 15th December
2016. The Contract was executed on 20th February 2017 for a period of seven years with a
service commencement date of 1 September 2017 for an estimated contract value of $45 Million.
Significant features of the new contract include:
A three bin collection service (including a garden waste recycling bin to single residences
and duplexes in the urban areas of Noosa with the continuation of the optional service to
commercial premises and premises within five kilometres of the three bin service area).
An offer by the contractor to collect limited food waste in the garden waste bin.
A waste collection truck with on board washing of street litter bins.
A single pass waste and recycling collection vehicle to service Hastings Street and other
high profile areas.
The introduction of optional 360 litre wheelie bins for waste, recycling and garden waste.
Larger two and three cubic metre bulk recycling bins and bulk cardboard only recycling
bins.
Increased compaction of waste in the landfill from the current 850kg/cubic metre to
900kg/cubic metre – ensuring more effective use of available air space.
Improvements to the resource recovery facilities at the Eumundi Rd site.
Roll out of the new Garden Waste Recycling Service
An additional 9,954 garden waste recycling services were identified and sent a letter regarding
the commencement of the 3 bin service to urban areas of the Shire in September. Property
owners were advised that they may apply for exemption from this service under Council’s
recently adopted Garden Waste Recycling Bin Policy. Exemptions are based upon premises
being less than 400 square metres in total area or where a gardening contractor undertakes to
collect and recycle all garden waste from the premises.
Page 84 of 146
Section 85
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
To date there have been 173 requests for an exemption with 121 applications approved and 52
refused as they did not meet exemption requirements under the Policy. The new bins will be
delivered in the last two weeks of August.
Other contracts
Reusable Goods Recycling and Sale Facility
Following recent legal advice and consultation with Council the current Licence to provide this
service (currently held by Briteside) has reached its expiry date and will soon go out to open
tender. A new Licence has been drafted to reflect current best practice and optimise waste
diversion at the site. It is anticipated that not-for-profit organisations will be invited to tender for
the Licence in the next three months.
Environmental Monitoring
22 tenders were received for the contract to conduct environmental monitoring services at
Council’s waste facilities. The contract specifications were recently revised to reflect the new
Receiving Environment Monitoring Program. The tenders were evaluated during July and the
preferred applicant has been selected. As the contract has an estimated value in excess of
$200,000 it is expected that a report will go to Council for approval in August.
Green waste processing
The current contract to process green waste will shortly expiry. The Waste Section is negotiating
with Cleanaway to undertake this service as a variation to their new waste contract. This will
facilitate the daily processing of green waste. This fits in with Council’s ambitions of moving
towards composting green waste and the addition of other organic waste streams in the future.
Litter and dumping
Street litter
The start of the new contract in September 2017 will see the use of a ‘single pass’ collection
vehicle that will be able to collect recyclables at the same time as general waste. This will allow
the Waste Section to add more public place recycle bins in high profile areas such as Hastings
Street and Main Beach. Waste Officers are currently working with Council’s Design section to
select the most beneficial locations for these additional bins.
Council’s trial of the Big Belly Solar Bin encountered a problem this year when the bin was
vandalised in Cooroy and left seriously damaged. A delay in securing spare parts and repairs
meant that it was unused for several months. It is now situated at Cooroy library. A more
detailed report on the trial will be provided in the next six months.
Illegal dumping
During the 2017FY fifteen fines were issued for illegal dumping (eleven more than last year) and
one fine issued for failure to clean up dumped material. The period saw a major investigation
launched into the dumping of asbestos near Walter Hay Drive. Unfortunately, there was not
enough evidence to take the issue further. The cost to Council of the clean-up for this one
incident was in excess of $15,000.
Camera surveillance of dumping hot spots has continued with six cameras continually deployed
around the known dumping hotspots.
Page 85 of 146
Section 86
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Towards Zero Waste education and community engagement strategy
Garden Waste Recycling Bin
The start of 2017 saw a particular focus on preparing the community for the roll out of the
expanded garden waste recycling bin service. To ensure that this went smoothly a Community
Engagement Project Plan was produced in conjunction with the Community Engagement
Section. The phased Plan has been implemented over the last seven months and has included:
A mail-out thanking ‘early adopters’ of the garden waste service encouraging them to
promote the merits of the service (approx. 5,000 letters).
A mail-out to those about to receive the new service explaining the reasons for it and how
to properly utilise the service (approx. 10,000 letters).
A comprehensive social media campaign run through Facebook.
Numerous media articles promoting the new service.
Updates on the Noosa Council website.
Waste Education
The Waste Section’s Waste Education Officer has personally engaged with over 2872 students
and members of the community during the 2016/17 financial year. This included 696 people
during workshops/ activities during National Recycling Week in November 2016. Other highlights
include:
Tours of the Noosa Resource Recovery Facility and Landfill started in March 2017. 169
students toured the facility up until June 2017.
Battery recycling bins were placed in all Council facilities.
Over 58 Facebook posts were placed, reaching over 102,076 people.
Waste and recycling displays were held at the Noosa Show, The Men’s Shed Open Day,
World Environment Day and the Noosa Festival of Water.
Recycling at sporting grounds was actively encouraged and promoted - recycling bins are
now at the majority of the sporting grounds.
The Waste Education Officer worked with Noosa Farmers Markets to introduce recycling.
Easily identifiable Noosa Council bin lids and covers that assist recycling were used at
seventeen events.
An art competition using waste materials was organised for Noosa students. This ‘Youth
ArtCycle’ will be judged shortly.
Three screenings of the environmental movie ‘A Plastic Ocean’ were organised for the
Noosa Community. This proved to be an immensely popular event with all three
screenings completely booked out.
Educational activities over the last six months
Date Organisation Grade No. of Presentation subject
students
02/02/17 Community Groups Community Groups 100 Use of recycling bins, green waste
Presentation bins, e-waste, polystyrene
01/02/17 Tewantin Primary School Grade 2 x4 classes 100 Recycling and waste
03/02/17 Noosa Christian College, Kindy class 22 Recycling, waste, setting up a worm
Kindy class farm
07/02/17 Tewantin Primary School Preps x3 classes 75 Recycling and waste
24/02/17 Tewantin Primary 1x preps 25 Worm farm
06/03/17 Pomona Primary Grades 1,5, 6 150 Waste and recycling
07/03/17 Pomona School Grades 2 and 4 100 Waste and recycling
08/03/17 Pomona School Preps and grade 3 100 Waste and recycling
Page 86 of 146
Section 87
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Date Organisation Grade No. of Presentation subject
students
13/03/17 St Thomas More 4 x grade 3 class 110 Waste and recycling
3 x grade 6 classes 80
14/03/17 St Thomas More 4 x prep classes 100 Waste and recycling
15/03/17 Tewantin Primary Grade 2 & student 25 Waste presentation to student
council Council and set up a worm farm
with grade 2
27/03/17 Tewantin Primary Entire school to 800 Presentation to school assembly on
grade 6 introducing recycling
27/04/17 Noosaville State School 3 x grade 6 75 Waste and recycling presentation
students and landfill tour
15/05/17 Noosaville State School Student council Introduction of recycling
25/05/17 Tewantin Primary 1 x grade 1 22 Waste and recycling presentation
and landfill tour
15/06/17 Busy Bees Childcare 1 x kindy group 20 Waste and recycling
15/06/17 University of the Third 20 Waste and recycling
Age
21/06/17 Tewantin Primary 1 x grade 3 23 Waste and recycling presentation
and landfill tour
22/06/17 Tewantin Primary 2 x grade 2 49 Waste and recycling presentation
and landfill tour
Total 1996
2017 saw the introduction on landfill tours
Page 87 of 146
Section 88
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Page 88 of 146
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
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Yes, you can leave the lids on plastic bottles, just make sure you empty the
contents first, before placing in recycling. No need to thoroughly rinse
containers, just don't leave any food in them. Following on from ABC TV's
series ‘War on Waste’, here's a great video from Visy that shows what you
can and cant recycle. Further information on Council's website at
https :/Avww.noosa.qid.gov.au/waste-recy cling
#WarOnWaste
#WEDfestival
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Alex Baker Oh and thanks for the good advice on reducing our carbon footprint
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rs Noosa Council Thanks for the effort on your end too, Alex. e
Like - Reply Commented an by Hesther Williams [ June 1 st
a Cindy Nielsen When | phoned Cleansway, they told me only the lids that have
Page 88 of 146Section 89
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
3. PEOPLE
An additional Admin Officer has worked in the Waste Section for the past few months to cover
long service leave and to assist in the implementation of the new contract and additional garden
waste bin services. Other staff numbers and positions remain constant.
4. SYSTEMS & PROCESSES
Environmental
Landfill capping and methane extraction
In late 2016 the recently completed stage 2.1 of the landfill was subject to an intermediate
capping program. The $500,000 program implemented by Cleanaway extended to improving
other older capped sections that were porous and leaking methane. The program coincided with
upgrades and extensions to the gas collection pipelines – this work was done by LMS, Council’s
contractor responsible for methane extraction and flaring. The work was completed in late
January 2017 and the subsequent improvement in gas capture was immediate and is illustrated
in the below table.
Improvements in the management of landfill surface waters
The Receiving Environment Monitoring Program for the landfill requires surface waters to be
monitored during the first flow event of each season. Historically this has involved officers
physically checking the monitoring point after each rainfall event to determine if water was
flowing off site from the sedimentation basin. The Waste Section has recently installed flow
meters with remote telemetry and SMS alerts on the water quality monitoring point. This will
mean that water quality will be monitored continuously and real time alerts will be sent to officers.
This is expected to improve environmental performance and save officer hours in visual checks.
The sedimentation basin, which collects all stormwater from roads and processing pads is dosed
with flocculants to remove sediment out of the water being released to the receiving environment.
Historically the automated dosing system for this basin has dosed based on rainfall. This method
never took into account the fact that water soaks into the ground before flowing into the HES
basin and as such there was chronic overdosing of flocculent into the HES basin. This was
inefficient as it usually resulted in over use of flocculent and high aluminium load in the water. In
the past 6 months this dosing system has been replaced with a flow based dosing system,
meaning that only the necessary amount of flocculent will be dosed based on the amount of
water entering the basin.
Page 89 of 146
Section 90
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Recent trials have also been successful in finding an aluminium free flocculent. This flocculent
has recently been delivered to site and officers are looking forward to testing its performance.
The new flocculent is a third of the cost and much kinder to the environment.
Environmental Compliance
Compliance officers from the Department of Environment and Heritage Protection recently
conducted an inspection of the Eumundi Road Resource Recovery Centre and Landfill. No non-
compliances with the Environmental Authority were identified and officers commented on their
overall satisfaction with the standard of the facility. Officers did advise that in their opinion
Council’s green waste mulching activity may now require an additional Environmental Authority.
This additional Authority will definitely be required prior to Council commencing with the addition
of any food waste to the garden waste bins.
ZEN
Waste Officers have recently been providing detailed information to the Zero Emissions Noosa
team. The landfill has been identified as the major source of carbon emissions from the Noosa
Council. Waste Officers now look forward to working with the ZEN team towards reducing
carbon emissions and capturing methane from existing landfill cells.
5. FUTURE DIRECTION
Below is a brief summary of new initiatives that the Waste Section will be working on over the
next 12 months:
Mobilisation of the new contract.
The new waste collection, disposal and resource recovery contracts will commence on 1
September 2017. Waste Officers are working closely with Cleanaway to ensure a smooth
transition and minimise any disruption to customers. The new trucks with attractive new livery
designed ‘in-house’ will hit the roads within the next month.
Roll out of the three bin service
The new contract will see the important expansion of the garden waste recycling service to an
additional 10,000 residents. Officers will be working hard to ensure that the delivery of new bins
and the new collection service runs smoothly. Community Engagement activities will also
continue to ensure that contamination of these bins is kept to a minimum.
Composting
Over the next six months the Waste Section will be working with Cleanaway, the Council ZEN
team and industry experts to put together a long term strategy to compost waste at the Eumundi
Road facility. The first stage of this process is to obtain the required Environmental Authority.
Establishing a composting facility will allow Council to produce quality assured compost for
market, and importantly is a critical step towards Council being able to process all organic waste,
removing it from landfill.
Methane extraction and power generation
The Waste Section will shortly be meeting with their methane extraction contractor LMS to
discuss potential improvements in methane extraction from old and existing landfill cells. They
will also be exploring the potential for power generation from methane combustion.
Page 90 of 146
Section 91
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Reusable Goods Recycling and Sale Facility
The Licence to operate this facility will shortly go out for public tender to not-for-profit
organisations.
Container Deposit Scheme
The Waste Section will to continue to closely monitor any developments from the state
government with regard to how the scheme will operate and what involvement will be required
from Noosa Council. The scheme, which is due to commence in mid-2018, is likely to require
significant input from Council, however to date little has been released by the State Government
on how the Scheme will be implemented.
Recycling on Hastings Street
Waste Officers will investigate the most suitable locations for additional public place recycling
bins along Hastings Street and Main Beach as the new contract commences. Contact will also
be made with businesses along Hastings Street to discuss how the improved recycling collection
service in this area can benefit them.
Plastic Free Noosa
Once the new waste contract has been successfully mobilised the Waste Section will work
closely with the Boomerang Alliance to implement a voluntary code designed to reduce the use
of plastic bottles, bags, straws and utensils, take away coffee cups and containers in Noosa
Shire.
Review of the Noosa Council Waste Reduction and Recycling Plan 2016-2014
The Plan will be reviewed and activities to date will be assessed against the action items
contained within the plan.
Previous Council Consideration
Updates are provided to Council on a 6 monthly basis.
Finance & Risk
Refer to Section 1 – Finance.
The Waste Section has in the last month completed a review and update of the Waste
Section’s Risk Management Program. This Program is reviewed and updated regularly.
The Waste Section’s Business Continuity Plan has recently been reviewed and updated in
collaboration with Council’s Governance Adviser.
Consultation
External Consultation - Community & Stakeholder
The recommendations of the first Noosa Community Jury have been used to formulate the
Council’s Waste Reduction and Recycling Plan.
Internal Consultation
Nil.
Page 91 of 146
Section 92
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
X Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 92 of 146
Section 93
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
12 NOOSA HOLIDAY PARK & CAMPGROUNDS UPDATE REPORT TO 30 JUNE 2017
DOCUMENT INFORM AT I
Author Property Officer, Michelle Stirling
Corporate Services Department
Index Subject: 8.16 Camping and Caravan Facilities (General)
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 8 August 2017 providing an update on operations of the Noosa Holiday Park and
Campgrounds for the period 1 January 2017 to 30 June 2017.
REPORT
Council operates one holiday park and two campgrounds offering a wide variety of unique
experiences for visitors. These Council business activities operate under management
agreements with varying terms to suite the scale of the operation and are administered by
Council’s Property branch. This report provides an update on the business activities for the
period 1 January 2017 to 30 June 2017.
FINANCIAL PERFORMANCE
TOTAL BUSINESS ACTIVITY 2016/17 2016/17 2016/17 % YTD
Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 2,906,302 2,906,302 3,130,650 107.7% 224,348
Total Expenditure 2,089,123 2,089,123 2,124,540 101.7% (35,417)
Operating Surplus 817,179 817,179 1,006,110 188,931
Key Comments Total Business Activity
Financial performance for the total business activity comprising the Boreen Point Campgrounds,
Noosa River Holiday Park and Noosa North Shore Beach Campgrounds is positive, with revenue
above budget due to strong patronage and fine weather. Expenses slightly exceeded budget.
Boreen Point Campground 2016/17 2016/17 2016/17 % YTD
Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 418,736 418,736 452,113 108.0% 33,377
Total Expenditure 359,878 359,878 354,813 98.6% 5,065
Operating Surplus 58,858 58,858 97,300 38,442
Page 93 of 146
Section 94
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Key Comments Boreen Point Campground
Actual operating revenue for the 2016/17 financial year has exceeded budget primarily due
to favourable weather conditions.
Operating expenses for the 2016/17 financial year were slightly under budget.
Noosa River Holiday Park 2016/17 2016/17 2016/17 % YTD
Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 1,983,350 1,983,350 2,079,270 104.8% 95,920
Total Expenditure 1,335,086 1,335,086 1,371,902 102.8% (36,816)
Operating Surplus 648,264 648,264 707,368 59,104
Key Comments Noosa River Holiday Park
Similar to Boreen Point, actual operating revenue for the 2016/17 financial year has
exceeded budget due to favourable weather conditions and consistently strong visitation.
Operating expenses for the 2016/17 financial year has exceeded budget due to Unitywater
charges, emergency tree works and camp kitchen repairs after the March 2017 storm
event.
North Shore Campground 2016/17 2016/17 2016/17 % YTD
Current YTD YTD Current Variance
Budget Budget Actuals Budget
Total Revenue 504,216 504,216 599,266 118.9% 95,050
Total Expenditure 394,160 394,160 397,824 100.9% (3,664)
Operating Surplus 110,056 110,056 201,442 91,386
Key Comments Noosa North Shore Beach Campground
Similar to Boreen Point and Noosa River, operating revenue for the 2016/17 financial year
has exceeded budget due to favourable weather conditions but primarily revenue exceeded
budget because the revenue budget was reduced for the 2016/17 financial year to
anticipate the site’s closure for essential upgrade works in May 2017. The works are now
proposed for later in the 2017/18 financial year.
DA approval for the MCU is expected to be complete in August 2017. The MCU approval
will inform the detailed design of the site upgrade, with works expected to commence later
in 2017/18.
Operating expenses for the 2017/18 financial year were in line with budget.
PARK OCCUPANCY PERFORMANCE
The table below summarises occupancy data to 30 June 2017. The table highlights a 93.07%
occupancy rate for Noosa River Holiday Park (with powered caravan sites at 99% occupancy)
which reflects the location of the park and its popularity with the caravan market and generations
of return users. The Noosa North Shore and Boreen Point Campgrounds’ lower occupancy rates
reflect that these facilities are more remote and offer a different experience. Occupancy dropped
by around 5% compared to the same period in 2015/16 for the Noosa North Shore Campground
because the site was advertised as being closed from May 2017 due to essential site
improvements. The works are now proposed for later in the 2017/18 financial year.
Location Occupants Average Stay (Days) % Site Occupied
Boreen Point 16267 2.42 37.50%
Noosa River 22067 4.44 93.07%
North Shore 15049 2.97 44.31%
Page 94 of 146
Section 95
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
MAINTENANCE
Maintenance for each facility is undertaken in line with established budget allocations, including
any reactive maintenance that arises. Condition assessments have been undertaken for each
site and forms part of asset management plan development and the 2017/18 maintenance
budget.
An upgrade was completed to the mains electricity switchboard and ten unpowered sites were
upgraded to powered sites at Boreen Point Campground in June 2017.
Fixed weather protection was installed at the Noosa River Holiday Park Camp Kitchen because
of damage sustained during the March 2017 storm event. These works will provide improved wet
weather protection and reduce ongoing maintenance costs.
MANAGEMENT AGREEMENT STATUS
Noosa River Holiday Park – Council resolved in the April 2017 Ordinary Meeting to award a
new 3 year management agreement to the current holiday park operators. The new
agreement commenced 1 June 2017.
Boreen Point Campground – Council resolved in the January 2017 Ordinary Meeting to
approve the first of the two 1 year options, extending the term to April 2018.
Noosa North Shore Beach Campground – The final 1 year option expired on 31 July 2017.
Council resolved in the 20 April 2017 Ordinary Meeting to enter into an extension to the
current interim management agreement for a period of 10 months commencing 1 August
2017 to allow for the essential upgrade before entering into a future agreement subject to
the timing of site redevelopment.
Previous Council Consideration
Ordinary Meeting Minutes, 20 April 2017, Item 5, Page 6
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Award contract 1516T078 to Anvera Pty Ltd trading as Dineen Tourism Management for
the Noosa River Holiday Park Management Services for an initial three (3) year period
commencing 1 June 2017; and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a
further one (1) year period subject to satisfactory performance.
Ordinary Meeting Minutes, 20 April 2017, Item 6, Page 7
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Set fees and charges for the North Shore Beachfront Campground to align with the
cessation of the July 2018 Queensland school holidays;
B. Adopt the Proposed Commercial Charges Schedule for the Noosa North Shore Beachfront
Campground for the period ending 16 July 2018 as detailed in the tables contained within
the report; and
C. Authorise the Chief Executive Officer to enter into an extension to the current management
agreement with Beachfront Caravan Park Pty Ltd for 10 months commencing 1 August
2017.
Page 95 of 146
Section 96
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
Ordinary Meeting Minutes, 16 February 2017, Item 10, Page 8
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 7 February 2017 providing an update on operations of the Noosa Holiday Park
and Campgrounds for the period 1 July 2016 to 31 December 2016.
Finance & Risk
Periodic reporting of departmental performance allows Councillors to fulfil their governance
responsibilities and ensures transparency within the organisation and to the community.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Property Manager
Management Accountant
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Community Development X Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws X Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 96 of 146
Section 97
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 8 AUGUST 2017
13 COMMUNITY SERVICES DEPARTMENT UPDATE - 4TH QUARTER 2016-17
DOCUMENT INFORM AT ION
Author Director Community Services, Alan (Fox) Rogers
Community Services Department
Index ECM/ Subject/ Branch Management/ Community Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Community Services to the Services & Organisation
Committee Meeting dated 8 August 2017 providing an update on operations of the Community
Services Department for the period 1 April to 30 June 2017.
REPORT
The adopted organisation structure includes the following branches under the Community
Services Department:
Community Development and Community Grants;
Community Facilities (including Noosa Community Support, The J, Bicentennial
Community Centre, Noosa Aquatic Centre and Noosa Leisure Centre);
Director’s Office;
Local Laws;
Libraries and Galleries; and
Waste, Environmental Health and Cemeteries.
This report provides a brief summary regarding recent performance, current priorities and future
initiatives for the Community Services Department.
Page 97 of 146
Section 98
COMMUNITY SERVICES DEPARTMENT
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Community Development
Develop and adopt the Noosa Social Third edition of 'Grow your Arts' e- Next Grow your Arts workshops. Review the 2006 Social Charter, part
Strategy newsletter distributed. Next Youth Network meeting. of which will be to ensure that it has
Successful Grow Your Arts Public consultation on Draft Sport sufficient focus on social justice and
Workshop – Find Your Arts Funding and Active Recreation Plan. inclusiveness.
held on 9 February. Deliver 3 strategic planning Consultation with 18-24 year old
Successful in obtaining State programs for Not for Profit groups. women and local businesses for
funding for a joint funding application Organising Volunteer Masterclass activity planning of GOGA program.
in a collaborative Regional Difficult for Community Groups. Sports Forum in partnership with
to Locate Sports Facility Plan for Assessment of tenders for the State Sporting bodies.
sports outside of scope of the Sport Regional Difficult to Locate Sports
and Active Recreation Plan that will Facility Plan and appointment of
encompass the local government consultant.
areas of Noosa, Sunshine Coast and Launch of the Draft Sport and Active
Gympie. All Councils contributing Recreation Plan on 26 July – guest
financial assistance to the project as presenter Wayne Goldsmith.
well.
Facilitated Northern Noosa Network
(Social Services).
Delivered 6 strategic planning
programs for NFP groups.
Successfully gained State
Government grant for Get Out Get
Active (GOGA) Program (Women’s
physical activity program for 18-24yr
olds).
Launch of Orange Sky Laundry
weekly service in Tewantin and
training provided for interested
Community Services staff wishing to
volunteer their time.
Council Community Grants Program, Another successful Grants Network Planning for next round of RADF 21 Aug – 22 Sep execute
including RADF and Nibbles Night to support and Community Projects grants. Community Project Grant Round
volunteers and community Processing grant agreements and (and RADF if funding comes through
organisations held in July with over payments from previous rounds. from Arts Qld)
80 people attending. Follow up of acquittals and invoices Discuss, support and refine
Addressed overdue acquittals and for the 3-year funding programs – applicants and their projects for the
payments from last rounds. Community Halls and Centres; Project Grant Round.
Page 98 of 146
Section 99
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Assessed and put Community Sports field maintenance; Invite and process Annual Water
Project and RADF recommendations Community alliance; Signature Rebates.
to Council. Events, Festive Events.
Agreements have been sent for the
last round of RADF and Community
Project grant rounds.
Grants - external Introduced Smartsheet (cloud Inviting and training additional In partnership with Finance
solution) for Council Grants editors for Council Grants Register Manager, finesse and enforce
Register. (Smartsheet). External Grants Policy.
Prepare for Qld Audit Office onsite
October.
Tait-Duke Cottage Tait-Duke Community Cottage Help support Rotary Club of Noosa Ongoing liaison with Rotary Club of
officially opened. Heads to secure additional Noosa Heads.
Lease for Tait-Duke Community community partnerships and future
Cottage now signed with Rotary tenancies.
Club of Noosa Heads.
Noosa Sport and Active Recreation Plan Targeted consultation with local Draft plan to go to July 20 Council Present final plan to Council for
sport and active recreation meeting adoption
providers/organisations including Public launch of the consultation
online survey and face-to-face draft on 26 July
workshop. Analyse feedback on draft plan
Broader Community consultation
with 56 local organisations
(commercial and NFP) and 359
individuals.
Pop-ups conducted in Cooroy,
Tewantin, Peregian Beach and
Noosa Junction. Displays in both
libraries.
Review of state and national
strategic priorities, trends and facility
development plans
Draft plan developed
Disaster Management No activities in this space over the Prepare sub-plan for Spontaneous Promote Get Ready activities.
past quarter. Volunteers.
Present to Cooroora PCYC
Emergency Services Cadets.
Business as Usual activities Prepared and distributed the 12th Negotiate expired leases on Continue to work with the State
edition of the quarterly Community community halls, community centres Government (Department of
Connections e-newsletter to not for and sports complexes: Salvation National Parks, Sport and Racing) to
Page 99 of 146
Section 100
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
profits. Army Housing – SHINE, Tewantin- deliver events in Noosa as part of
Negotiated new or expired leases Noosa Lions, Girraween Sports the Building Active Communities
Pomona Memorial Hall, Rotary – Complex. program.
Club of Noosa Heads –Tait-Duke Come and Try Summer Sports Day Planning around Commonwealth
Cooroora Woodworkers - Johnson – 16 August. Games legacy.
Court, Camphor Laurel – Johnson Liaise with Sunshine Coast Open Support development and delivery of
Court, Permaculture Noosa over House group to support involvement Floating Land Festival.
Cooroy Community gardens site of Noosa locations in October event. Planning for joint activities for Anti-
Federal Hall, Cooran Cutters, Continue to support transition of Poverty Week and Mental Health
Cooroy Gymnastics Pomona Arts Inc. to new committee. Week Oct 17.
Delivery of two State Government Planning for World Surfing Reserve Support Tewantin Noosa Bowls Club
(Department of National Parks, status. in development of ‘Winter Bowls
Sport and Racing) events in Noosa Queens Baton Relay preparations Event’.
as part of the Building Active including school principals’
Communities program: Update your meetings, celebration and
Constitution and Event Management community stop preparations and
– Planning it Right feedback to GOLDOC.
Official opening of the new Cooroy Development of Branch and Risk
Noosa Genealogy and Family Plan.
History Group building.
Assisting sporting clubs with their
Celebration of Heart Week (30 April
application to the State Government
– 6 May) which included 60
– Get Playing and Get Going.
volunteers undertaking an
accredited first aid course and Promote Healthy Towns Awards
promotion of local walking groups. Program and participate in
assessment.
Assisted with the event preparation
of Safe Families Day – 6 May. Explore joint project for funding
Coordinated Council input into safety under 2017 Social Investment
improvements to Pomona Kindy Grants Program and We Are Qld
playground and trip hazard reduction Small Grants.
and sewerage works at Pomona Work in partnership with Salvation
Lions Club. Army, Zonta and service clubs to
fund upgrade of security of SHINE
house.
Delivery of State Government
(Department of National Parks,
Sport and Racing) event in Noosa –
Athlete Management – 9 August.
Organise and deliver Sports Field
Maintenance Forum (8 August).
Page 100 of 146
Section 101
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Community Facilities
Noosa Aquatic Centre
Appoint staff into two new key roles of Successful applicants have settled N/A N/A
Customer Service Supervisor and Pool into their respective roles and are
Operations Supervisor. performing well.
No further updates required against
this action.
Investigate ways to enhance the centre’s Recommendations have been tabled Repair/reconnection of the BMS Plan and implement improvements.
sustainability practices to achieve as part of an audit of energy use system scheduled for July 2017.
Council's Emission Reduction Policy conducted with Annie Nolan This will improve our understanding
goals. (Council) and John Hicks (HFM of current utility usage.
Assets). Continue to provide consumption
Items for further investigation have data as requested.
been detailed. Consideration of the viability of
emission reduction strategies,
particularly solar power generation
and water temperature decreases.
Finalise fees and charges review and Completed. N/A N/A
introduce new fees effective 1 January Changes have been well received.
2017.
Procure and install new gym equipment Implementation of a quality gym Promotion and delivery of the N/A
(as per capital works program). offering and membership options on second 8-week challenge program.
par with or better than our Look to consolidate member gains
competitors. by running an in-house referral
Successful delivery of the first 8- campaign.
week challenge – all 20 spots were Revisit the gym rostering to allow for
filled. the significant growth in the
Total number of members with gym membership base.
access is 239 in comparison to 138
at this time last year.
Touch Points (interaction with
members) continue to occur. The
latest being a hand written postcard
when joining.
Undertake a detailed pool plant and Placing report recommendations into Finalise internal asset maintenance Continue to conduct an internal
equipment assessment and develop a future years’ maintenance and program which stems from the cost/benefit analysis on some
centre asset management plan as a pilot capital budgets. Roejen report. recommendations and implement
project for CF. Over 80% of recommendations have recommended actions.
now been actioned.
Page 101 of 146
Section 102
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Formalise the program using the
corporate asset management plan
template and systems.
Business as Usual activities The NAC exceeded the 2016/17 Finalise and advertise Coaching Develop plans and engage a
revenue budget of $1,651,109 by Rights Agreement. Assess and Quantity Surveyor to cost a
$154,589 (9.36%) appoint a contractor to deliver the specialised Group Fitness room and
Annual operating cost (exclusive of program from 1/10/17. family change space on the eastern
internal charges and depreciation) Completion of website development side of the 50m pool.
reduced to $139,724, $95,496 and launch. Consider the development of a
ahead of budget. Ensure BMS system is functioning facility masterplan.
Successfully hosted the National and data is accurate. Investigate electronic rostering
Schools Water Polo Championships Consider a trial of lowering pool systems.
in May 2017. temperature by 1 degree in line with Development of small group training
Wide Bay annual short course (25m) recommendations made in the Zero offerings.
carnival hosted by NAC in June, Emissions report. Implement approved marketing
attracting over 300 individual entries Implement standard Term 3 strategy, including social media.
and families to Noosa for the operations (further reduction of
weekend. roster, combining of programs)
Elite Queensland Swimming clinic following the June/July school
held in June. holidays.
Appointed new full time Pool Investigate and plan for rectification
Attendant. of building defects identified in the
Winter operating hours commenced recent building condition
18 April and will remain in place until assessments.
September.
The J & BCC
Finalise the extension of the University of Formal amendment of lease to allow N/A N/A
the Sunshine Coast’s lease for another for a 5-year extension with a 5-year
10 years. option thereafter completed.
BCC hall extension in partnership with Construction tender awarded to Resolve fire compliance concerns Commence construction.
Noosa Gymnastics Club. Murphy Builders. with QFES before commencing
construction.
Progress negotiations regarding the Lease finalised January 2017. Continue building relationships with Ongoing liaison and support.
establishment of Noosa Montessori Montessori Noosa School Official Montessori Noosa.
School as a permanent tenant of the Opening was held on site at The
BCC demountable building. BCC Demountable on 15 March
2017.
Page 102 of 146
Section 103
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Successfully deliver all capital works Mezzanine seating works N/A N/A
projects, including: completed, adding an additional 64
- Mezzanine seating seats (seating capacity now 402).
- Renewal of sound and lighting Initial trial of seating garnered very
equipment positive feedback from patrons.
Sound and lighting equipment
purchased.
Review fees and charges and special Agreement reached with Noosa Implement new fee schedule for Further discussions with Noosa
arrangements (such as not running the Heads Jazz Club to increase fees for Noosa Heads Jazz Club. Community Radio re lease fees.
bar) for community groups and look to 2017/18. Continue to liaise with Noosa
increase fees and/or shift events from Positive conversations held with Community Radio regarding their
peak times. Noosa Community Radio re previous financial position.
arrangements and future options.
Undertake an evacuation centre training Exercise completed. N/A N/A
exercise and ensure appropriate Following learnings from the ex-TC
preparedness for the storm season. Debbie event, staff are now clear on
the best method of securing an
appropriately sized generator for
future events.
Business as Usual activities The J’s full year revenue finished The development of a marketing Launch of The J’s updated website.
almost $50k or 9.5% ahead of strategy for The J. Increase utilisation of the new
budget. Expenditure was $67,295 or Review ticketing operations/ meeting space created by the
5.6% over budget, due mainly to procedures to ensure back of house movable walls in the mezzanine
staff and contractor costs required to efficiency. seating area.
service additional events. Contribute to the successful delivery Identify the most efficient and
The BCC exceeded revenue budget of NOOSA Alive! effective treatment options for The J
and was underspent in expenditure, Continue to represent Council on the theatre following the completion of
collectively delivering an almost PCG for the BCC extension. an acoustician’s report.
$18k favourable net position. This Investigate and plan for rectification Commence extension works at BCC.
offset The J’s EOY financial position. of building defects identified in the
The J has continued to be busy right recent building condition
to the end of financial year with a assessments.
variety of events conducted.
Noosa Leisure Centre
Complete service review and commence Service review completed and Continue to implement Continue to implement
implementation of recommendations. recommendations are being recommendations. recommendations.
progressively implemented.
Install and launch new retail area in Completed. Shop fittings and stock Monitor sales and refine retail Monitor sales and refine retail
refurbished entrance foyer. received. Items on display and offering. offering.
available for sale.
Page 103 of 146
Section 104
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Undertake an evacuation centre training Exercise successfully conducted on Implement recommendations from Implement recommendations from
exercise and ensure appropriate Nov 28 in conjunction with QFES key learnings. key learnings.
preparedness for the upcoming storm and the Red Cross.
season. The ex TC Debbie event in March
was also a great learning process for
the Centre.
Expressions of interest for additional
staff to work at the Centre were
called for and responses were
received. This was an outcome of a
training exercise recommendation.
Internal evacuation procedures
updated in line with key learnings.
Successfully deliver all capital works Stadium fans and LED lights were Completed. N/A.
projects, including: installed in December. Both have
- Stadium fans been well received, with the fans in
- Stadium LED lighting particular receiving regular praise
- Purchase stadium floor scrubber from patrons.
- Revitalisation of café floor Floor scrubber purchased.
- External storage shed Storage shed and café floor projects
completed.
Business as Usual activities 2016/17 attendance numbers Progress negotiations of a formal Trial of new evening group fitness
reached 101,877, up over 13% on user agreement with Noosa District classes to test the demand.
last year. This can largely be Basketball Association. Conduct café customer satisfaction
attributed to very strong group Finalise project plan details to survey.
fitness program performance. upgrade Wallace Park Precinct Research options for the
EOY revenue finished $35,490 up directional signage. enhancement of rear compound
on budget while expenditure was Implementation of plans to freshen area.
$2,814 underspent. Collectively this up areas of the facility which
led to a net position $32,676 ahead currently look tired and run down.
of budget. Continue the development of a
Professional boxing event held in marketing strategy and website for
May with over 800 people attending. the centre.
Condemned tiered seating units Preparation for upcoming NOOSA
removed. Empty space has been Alive! performance by Opera
well utilised for storage of stadium Australia.
equipment.
Investigate and plan for rectification
Energy efficient LED lights installed of building defects identified in the
in downstairs foyer, corridors and recent building condition
stairwell areas. assessments.
Page 104 of 146
Section 105
BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER
Noosa Community Support
Launch a standalone NCS website. Website is being used to receive Refine website content. Continually improve website.
referrals, particularly for Home
Assist Secure.
Website URL link now uploaded
onto My Aged Care portal and all
promotional material.
Investigate mobility app solutions to aid Conversations with current software Identify an interim solution to assist Continue to consider interim mobility
staff who are out on the road. provider have revealed mobility offsite staff. Continuing solutions.
solution is still some way off. conversations around this have Source one-page tick and flick IHC
WHSPR training has eventuated and occurred with IT staff. client report to be updated at each
this software is being used to send To train all staff on how to access service and uploaded to TRACCs.
text messages to HAS and CCA their Outlook calendar and emails on
staff. their mobile phones.
Examples of IHC service tick and
flick chart have been sourced for trial
by IHC staff.
Finalise operating arrangements and The Workshop celebrated its Grow the usage of the workshop. Continue to develop partnerships
officially launch the Client Workshop. opening and extension of hours at a Finalise partnership with waste with Cooroora Woodworkers and the
function with the Mayor on 24 April. transfer station staff to use salvaged Noosa Men’s shed.
The workshop has been well timber for projects in the workshop. Continue to promote workshop
received by clients and also by local Continue to source templates to through the community newsletters.
community groups such as the replicate.
Salvation Army who received
donated wooden toys for their
Christmas appeal.
An increased number of female
clients are using the workshop to
paint wooden products.
One female client indicated the
workshop has saved her life due to
her suffering from severe depression
and isolation.
Promotional material developed to
showcase workshop.
Business as Usual activities Promotion of centre to external New bus shed to be constructed. External refurbishment of Centre
parties has resulted in an increase of Continue to investigate opportunities including upgrading to energy
brokerage clients. in Home Care Package as a efficient LED lighting throughout.
Very positive feedback received business stream by networking with Trial pilot programs for
from Service Providers on our other stakeholders and departmental hydrotherapy, falls prevention and
Page 105 of 146
The text continues on section 106.