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2022-01-17 General Committee Meeting Agenda
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AGENDA
General Committee
Meeting
Monday, 17 January 2022
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Full text of the other 71 sections
Section 2
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
TABLE OF CONTENTS
ITEM PAGE
1 ATTENDANCE & APOLOGIES 3
2 CONFIRMATION OF MINUTES 3
3 PRESENTATIONS 3
4 DEPUTATIONS 3
5 ITEMS REFERRED FROM COMMITTEES 3
6 REPORTS DIRECT TO GENERAL COMMITTEE 4
1. CONTRACT NO. T000056 – CLEANING NSC BUILDINGS AND FACILITIES -
TENDER AWARD 4
2. MCU20/0143.01 & OPW20/0230.01 – APPLICATION FOR AN OTHER CHANGE TO
DEVELOPMENT APPROVAL FOR DUAL OCCUPANCY AND ASSOCIATED
OPERATIONAL WORKS TO INCLUDE SHORT - TERM ACCOMMODATION AT 6
ANGLER ST, NOOSA HEADS 12
3. MCU19/0054 - PLANNING & ENVIRONMENT COURT APPEAL NO. 476 OF 2020 –
REFUSAL OF APPLICATION FOR MATERIAL CHANGE OF USE FOR A MIXED
USE COMMERCIAL DEVELOPMENT SITUATED AT 2-18 & 20 HOFMANN DRIVE,
NOOSAVILLE 24
4. FINANCIAL PERFORMANCE REPORT – DECEMBER 2021 31
5. BUDGET REVIEW 2 (BR2) FOR THE 2021/22 FINANCIAL YEAR 45
6. 2021 COMMUNITY SATISFACTION SURVEY RESULTS 64
7 CLOSED SESSION 72
Page 2 of 72
Section 3
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
1 ATTENDANCE & APOLOGIES
2 CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 13 December 2021 be received and
confirmed.
3 PRESENTATIONS
Nil.
4 DEPUTATIONS
Nil.
5 ITEMS REFERRED FROM COMMITTEES
Nil.
Page 3 of 72
Section 4
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
6 REPORTS DIRECT TO GENERAL COMMITTEE
1. CONTRACT NO. T000056 – CLEANING NSC BUILDINGS AND FACILITIES - TENDER
AWARD
Author Buildings and Facilities Coordinator, Chris Steel
Infrastructure Services Department
Index ECM / Subject / Contracting / Council Properties
ECM / Project & Contract / T000056 Cleaning NSC Buildings & Facilities /
Reports to Council
Attachments 1. Separable Portion 1 Evaluation
2. Separable Portion 2 Evaluation
3. Separable Portion 3 Evaluation
EXECUTIVE SUMMARY
This report provides a tender evaluation summary and recommendation for the tender award for
the external supply of cleaning services to Noosa Shire Council (NSC) Buildings and Facilities.
Council outsources cleaning services for its buildings and facilities. The current contract expired
on 19 June 2021; however, a rolling 30-day extension was granted while Council went to market
(tender) for a new agreement.
In accordance with Council’s procurement policy and procedure, an Invitation to Tender (tender)
was undertaken and attracted eighteen conforming (18) responses. Following a detailed
assessment by the evaluation panel it is proposed to award the contract for a one (1) year period,
from 31 January 2022, with a potential further three (3) terms of 12 months each, subject to the
contractor’s satisfactory performance.
The tender evaluation panel completed the evaluation process and consider Ecovia (R&R
McKindlay Trust) to be the most advantageous to Council, presenting the best value for money.
RECOMMENDATION
That Council note the report by the Buildings and Facilities Coordinator to the General Committee
Meeting dated 17 January 2022 and
A. Award Contract T000056 Separable Portions 1, 2 and 3 for the provision of Cleaning NSC
Buildings and Facilities to Ecovia (R&R McKindlay Trust) for a period of one (1) year
commencing 31 January 2022; and
B. Subject to satisfactory performance by Ecovia (R&R McKindlay Trust), authorise the CEO to
approve each option to extend the contract upon expiry, with the availability of a total of three
(3) extension options of up to 12 months each.
REPORT
1. Background
Council’s historical expenditure for cleaning services is as follows:
Calendar Year Total Expenditure(excluding GST)
2017/18 $ 127,241.50
2018/19 $ 141,806.00
2019/20 $ 162,490.00
2020/21 $ 178,876.76
Page 4 of 72
Section 5
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
The current contract for cleaning maintenance (separable portions) is held by two separate
contractors (Contract No. 1617T097) which expired 19 June 2021; however, a rolling 30-day
extension was granted while Council went to market (tender) for the new agreement.
2. Tender Process
In accordance with Part 3 of the Local Government Regulations and Council’s Procurement Policy,
Council invited written tenders for the provision of cleaning services under the following three (3)
separable portions:
• Separable Portion 1 – Tewantin Administration Building, Doonella House, Pelican Place and
Noosa Regional Art Gallery.
• Separable Portion 2 – Noosaville Depot and Pomona Depot.
• Separable Portion 3 – Waste Transfer Stations (Eumundi, Cooroy and Pomona).
Council invited written tenders via Council’s VendorPanel e-portal on 18 August 2021 and
advertised the tender within the Noosa Today publication on 20 August 2021. The tender closed
on 9 September 2021 with 18 conforming submissions received.
The tender was issued as a lump sum contract for all cleaning requirements, and a schedule of
rates was also included for tenderers to provide rates for additional works as may be required from
time to time, including consumables.
The tender identified that a contract would be established for an initial contract term of one (1)
year, plus three (3) extension options of up to twelve (12) months each, at Council’s sole discretion.
3. Tender Assessment
The tender evaluation panel undertook an assessment of the following conforming submissions,
listed in alphabetical order, and in accordance with the tendered Separable Portion:
Separable Separable Separable
Tenderers
Portion 1 Portion 2 Portion 3
A Cleaner World ✓ ✓ ✓
Achieve Corporate Services ✓ ✓ ✓
Advanced National Services ✓ ✓ ✓
B2B Commercial Cleaning ✓ ✓ ✓
Biniris (Aust.) Pty Ltd ✓ ✓ ✓
CMBM Facility Services Pty Limited ✓ ✓ ✓
Command 51 Pty Ltd ✓ ✓ ✓
DW Commercial Cleaning Services ✓ ✓ ✓
Ecovia (R&R McKindlay Trust) ✓ ✓ ✓
Hyperclean Services Pty Ltd ✓ ✓ ✓
Pickwick Integrated Facilities Services ✓ ✓ ✓
Quad Services Pty Ltd ✓ ✓ ✓
Quality Commercial Cleaning Pty Ltd ✓ ✓ ✓
SKG Cleaning Services Pty Ltd ✓ ✓ ✓
Southern Cross Facilities Services Pty Ltd ✓ ✓
Spick & Span Commercial Property ✓ ✓ ✓
Maintenance
Total Building Maintenance Queensland ✓ ✓ ✓
Page 5 of 72
Section 6
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
One additional submission was received and assessed as non-conforming and was not
considered, with another tenderer withdrawing their conforming submission during the evaluation
process.
The conforming submissions were evaluated against the following evaluation criteria and
weightings, using Council’s Weighted Attribute Evaluation spreadsheet.
Criteria Weighting
Capability & Resourcing 10%
Contract Experience & Capacity 10%
Methodology 10%
Quality 10%
Health & Safety 5%
Environment & Sustainability 5%
Contribution to Local Economy 10%
Price 40%
Note: Attachments 1, 2 and 3 present the evaluation outcome of the conforming submissions
against the above criteria.
The tender sought a schedule of rates for preventative maintenance, including COVID-19 cleaning
requirements, across all of Council’s facilities performed on an ad-hoc, monthly, quarterly or annual
basis; plus a schedule of rates for consumables. Additionally, tenderers were required to nominate
the number of hours and staff dedicated to complete the servicing each year.
A pricing scenario (excluding consumables) was applied to evaluate the respondent’s annual lump
sum pricing submission and schedule of rates, based on Council’s current cleaning services of
Noosa Shire Council Buildings and Facilities.
Estimated Quantity Applied
Separable Portion 1 Pricing included
(per annum)
Lump Sum 1
Carpet Steam 1
Tewantin Administration Building
Cobweb Clean 4
Window Clean 1
Lump Sum 1
Pelican Place
Carpet Steam 1
Lump Sum 1
Doonella House
Carpet Steam 1
Lump Sum 1
Noosa Regional Art Gallery
Buff & Polish 10
Estimated Quantity Applied
Separable Portion 2 Pricing included
(per annum)
Lump Sum 1
Carpet Steam 1
Noosaville Depot
Cobweb Clean 4
Window Clean 1
Lump Sum 1
Pomona Depot
Cobweb Clean 4
Estimated Quantity Applied
Separable Portion 3 Pricing included
(per annum)
Waste Transfer Stations Lump Sum 1
- Eumundi
- Cooroy
Cobweb Clean 4
- Pomona
Page 6 of 72
Section 7
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
While the above pricing evaluation reflects the lump sum value of the contract, consumables were
requested as a Schedule of Rates.
The tender evaluation panel completed the evaluation process and consider Ecovia (R&R
McKindlay Trust) to be the most advantageous to Council, presenting the best value for money
across all three (3) separable portions.
Ecovia (R&R McKindlay Trust) tender submission is most favourable based on their tender
demonstrating the following:
• High level of experience and capability to provide cleaning maintenance to Noosa Shire
Council buildings and facilities.
• Adequate resourcing with an acceptable quantity of hours and staff nominated (dedicated)
to perform the services.
• A detailed methodology demonstrating their understanding of the scope.
• Contribution to the local economy with the business based in the Noosa Shire.
• Very good ability to meet environmental requirements, including the implementation of
company-directed environmental initiatives and performance targets; and the provision of
Material Data Sheets meeting Council’s requirement for day-to-day requirements and
COVID-19 cleaning requirements.
• Overall best value for money benefit for Council.
4. Next Steps
Once awarded, the contract will commence 31 January 2022.
Previous Council Consideration
Nil
Finance
The cleaning services contractor will be engaged under a lump sum contract, and a schedule of
rates for the provision of additional works as may be required from time to time, including
consumables. It is anticipated that expenditure under this contract will be approximately $175,000
(excluding GST) per year.
Risks & Opportunities
Safety Risks Mitigation
The contractor fails to ensure the work is Prior to commencement of services, Ecovia (R&R
conducted safely and in accordance with minimum McKindlay Trust) management plans, Safe Work
standards. Method Statements, Job Hazard Analysis (or
similar) and other documentation will be submitted,
reviewed, and accepted by Council.
Council will undertake surveillance, regular safety
audits and inspections throughout the construction
period.
Resource Risks Mitigation
Quality, safety, and service are affected due to Ecovia (R&R McKindlay Trust) have nominated a
resource shortages. highly capable team for this project and can add
additional and appropriately skilled resources as
required.
Council can engage the services of other cleaning
contractors in the event of Ecovia (R&R McKindlay
Trust) is unable to supply services. Council will
regularly monitor and review the services as per
the conditions of contract.
Page 7 of 72
Section 8
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Corporate Services (Procurement), Infrastructure Services (Building & Facilities), and Executive
Services (Customer Service & People and Culture – Workplace Health & Safety).
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment X Buildings and Facilities
Governance Economic Development Civil Operations
X People and Culture (Safety) Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 8 of 72
Section 9
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 1
Page 9 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 1
Final Evaluation
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
Gesning of NSC Buildings & Facilities
| omametns fm
—— (excl of GST)
2 [Totml Building Maintenance-Queensiand 098.420)
a
Commercial P
7 [Sines [Aust
8 [QuaityCommercaiOesning Ptyltc
9 |QuedSenacesPtyits 5822 888 Free + Suoeetted onnaa! Sati ac memetooier
[REA Mckomciey Trust) 5888858
11/828 CommercelCesnms 580.887]
42 |HypersiennServicesPtyitd 0 8
13 |5kG Cleaning Services Prytts 5 1
14 |ACesner Works 86,780
AS |CMBM Faciity Services PtyLtes 52S
16 |Pictweck integrates Facies Services 5356.86
7
SS = SSE SEES Sle S-E-E eee
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capacity Resourcing =| EEE ESSE
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Techmacal Score
—————————_— —_—_—__—__—
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Average Fees (Pav) $__ eee ee eee eee
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and weightings
Assesment Panel Member 2
|___ Contract Administrator's signature: | a/Delivery Coordinator, Infrastructure Services |
Page 9 of 72Section 10
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 2
Page 10 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 2
Final Evaluation
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
a
rooooss
pfcmemeeenemn | (exci of GST}
12 [Commands1 Pty Lid —————
REA Mckinley Trust)
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30 |Ravances Wationalserdaes
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[OW Commercial Clewsity Services 00883382]
[Pickwick tntegreted Faciities Servers 00 T585.955]
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capabitey & Resourcing =
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pAceemetranet ete preemies |
| cement Panel Member? | A Buiiding & Facilities Coordinator, Infrastructure Services |
| Attesment Panel Members | Caistomer Service Manager, Executive Services |
[| ttesment Pane Memberds | Workplace Health and Safety Adviser, Executive Services |
Page 10 of 72Section 11
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 3
Page 11 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
ATTACHMENT 3
Fina! Evaluation
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation
ees UU
pe feemrsn {excl of GST)
CMBM Fi Services Pty Umited
—— pd ———
7|Biniris(Aust) Pyles Cd
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Price dows not include cost: of corummabies
Guatty Cone cal Cea eT
Hyperclean Services Quad Services Pty Lid
Services
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Total Fees (Pc)
| Awerage Fees (Pav) $—....eecccseee
Price Score a
Nermaied Price Score (Pn)
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——— EE eee The Contract Administrator covfirms the above scores
a (Delivery | _—_—AfDelivery Coordinator, Infrastructure Serves | infrastructure Services end weightings of this evaluation
———————
Page 11 of 72Section 12
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
2. MCU20/0143.01 & OPW20/0230.01 – APPLICATION FOR AN OTHER CHANGE TO
DEVELOPMENT APPROVAL FOR DUAL OCCUPANCY AND ASSOCIATED
OPERATIONAL WORKS TO INCLUDE SHORT - TERM ACCOMMODATION AT 6
ANGLER ST, NOOSA HEADS
Author Development Planner, Will Koschade
Environment and Sustainable Development Department
Index ECM/ Application/ MCU20/0143.01
Attachments Nil
APPLICATION DETAILS
Applicant The Macky Group Pty Ltd
Proposal Other Change to a combined Approval for Dual Occupancy and
Associated Operational Works to include Short-Term Accommodation
Properly Made Date 25 August 2021
Information Request Date 17 September 2021
Information Response Date 16 November 2021
Decision Due Date 8 February 2022
Number of Submissions 29 Properly Made
PROPERTY DETAILS
Property Address 6 Angler St Noosa Heads Qld 4567
RP Description Lot 30 RP 92522
Land Area 607m2
Existing Use of Land Dual Occupancy under construction
STATUTORY DETAILS
SEQRP Designation Urban Footprint
Zone Medium Density Residential
Precinct Not applicable
Local Plan Area Noosa Heads
Overlays Not applicable
Assessment Type Other Change to Approval Impact
EXECUTIVE SUMMARY
This application seeks approval to permit the use of an approved dual occupancy (currently under
construction) for short term accommodation. The application is recommended for refusal as the
proposal would further erode the permanent housing and diversity of housing types in the area and
there is no need for additional accommodation for visitors to the area. The proposal is contrary to
the scheme’s requirements to maintain the area as predominantly home to permanent residents,
and the use is not proposed within a well-established resort or holiday units and has the potential
to impact on the amenity of permanent residents.
Page 12 of 72
Section 13
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
RECOMMENDATION
That Council note the report by the Development Planner, to the General Committee Meeting dated
17 January 2022 regarding Application No. MCU20/0143.01 & OPW20/0230.01 for an Other
Change to a Development Permit for Dual Occupancy and Associated Operational Works to
include Short-Term Accommodation, situated at 6 Angler St Noosa Heads and:
A. Refuse the application for the following reasons:
1. The proposal is not consistent with 3.2.4 Housing to meet diverse needs of the
community and 3.3.3 Housing Choice (n) of the Strategic Framework, as it will further
erode the dwelling units available for permanent housing in the area, impacting
permanent resident amenity.
2. The proposal is not consistent with 7.2.2.2 Purpose and Overall Outcome (2)(o), (p)
and (u) and Performance Outcome PO2 of the Noosa Heads Local Plan Code as:
a) The proposal will contribute to the erosion of diversity in housing types in the
area.
b) Additional visitor accommodation in the area is likely to result in detrimental
impacts on the residential neighbourhood and amenity of permanent residents.
3. The proposal is not consistent with 6.3.2.2 Purpose and Overall Outcomes (2)(a) and
(h) of the Medium Density Residential Zone Code as:
a) The proposal is located in medium density residential neighbourhood that is
predominantly used for short term accommodation. The introduction of additional
short term accommodation within a duplex unit is not consistent with the zone’s
outcome to maintain the area as predominantly home to permanent residents.
b) The proposal seeks to establish a new short-term visitor accommodation facility
within a recently approved dual occupancy and is not located within a well-
established resort or holiday units.
4. The proposal is not consistent with 9.3.5.2 Purpose and Overall Outcomes (1) and
(2)(f) of the Visitor Accommodation Code as:
a) The proposed visitor accommodation is not appropriately located and integrated
with permanent residents in the area given the number and density of properties
currently being used for visitor accommodation and/or permitted for use as visitor
accommodation.
b) The proposed visitor accommodation is likely to detract from the amenity enjoyed
by residents nearby and in the surrounding area.
5. There is no need for additional short term accommodation in the area.
B. Note the report is provided in accordance with Section 63(5) of the Planning Act 2016.
REPORT
1. PROPOSAL
This application seeks an Other Change to a Development Permit for a Material Change of Use
(Dual Occupancy and Short-Term Accommodation) to introduce Short-Term Accommodation to
permit both units to be used interchangeably for short-term and permanent residential purposes.
The site was recently approved for a Dual Occupancy under the Noosa Plan 2020. The Basement
floor includes 2 covered car parking spaces per dwelling unit, 1 visitor car parking bay, 1 motorcycle
space, 1 bicycle space, storage areas, lift and lift lobby, and waste storage.
Level 1 comprises Apartment 1, which includes 3 bedrooms, 1 ensuite, 1 bathroom, living, dining,
kitchen, study nook, laundry, a balcony, pool and terrace area. Level 2 comprises Apartment 2,
Page 13 of 72
Section 14
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
which includes 3 bedrooms, 1 ensuite, 1 bathroom, living, dining, kitchen, study nook, laundry and
a balcony. The applicant has not confirmed how many people are proposed to be accommodated
within each dwelling.
Figure 1 – Locality
Figure 2 – Site Plan
Page 14 of 72
Section 15
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Figure 3 – Basement Floor Plan
Figure 3 – Level 01 Floor Plan
Page 15 of 72
Section 16
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Figure 4 – Level 02 Floor Plan
Figure 5 – Renders
Page 16 of 72
Section 17
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
2. SITE DETAILS
2.1 Background
MCU20/0143 & OPW20/0230 - On 19 February 2021, Council issued a Development Approval for
a Material Change of Use to establish a Dual Occupancy and associated Operational Works.
The subject development application was lodged on 25 August 2021 and Council issued an
Information Request on 17 September 2021. The applicant responded on 15 November 2021.
Council requested the applicant to provide some analysis around the ratio of permanent residences
and short term uses within the neighbourhood. A summary of the applicant’s response is provided
below.
“The site is surrounded by a number of different zonings, with majority of the Short-Term
Accommodation uses being concentrated within existing unit developments, as well as some within
the Low Density Residential zone along Nairana Rest.
We note that Short-Term Accommodation uses exist on 6 of the 23 (26%) residential properties on
Angler Street. Of the 62 residential sites (including 6 Angler Street - the development site) within a
150m radius, 46 sites are for permanent accommodation uses (74.2%). Particularly when
considering the development site and its surrounds, it can be seen in the analysis provided that
Medium Density Residential zoned land is not overrun by Short-Term Accommodation. The
proposal offers diversity in the housing market and can accommodate short-term accommodation
or permanent residential living within an appropriate low density built form (not mass resort /
apartment type accommodation). The proposal is considered to comply where the Medium Density
Residential zoned land (after the development is established) still predominantly accommodates
permanent residential accommodation.”
2.2 Surrounding Land Uses
The subject site is located in a residential area, comprised of a mix of dwelling houses, dual
occupancies and multiple dwellings. The site is within the Medium Density Residential zone and is
adjoined by a dual occupancy to the north and residential dwelling to the south and east.
3. ASSESSMENT
3.1 Instruments for Statutory Assessment
Under the Planning Act 2016 the application must be assessed against each of the following
statutory planning instruments to the extent they are relevant to the development:
• State Planning Policy;
• South East Queensland Regional Plan;
• Planning Regulation 2017;
• Noosa Plan 2020.
3.2 State and Other Statutory Instruments
State Planning Policy
Noosa Plan 2020 is generally consistent with the State Planning Policy July 2017 (SPP) and the
SPP raises no further issues relevant to the proposed development.
South East Queensland (SEQ) Regional Plan
The site is located within the Urban Footprint of the SEQ Regional Plan. The proposal is consistent
with the regional policies of the SEQ Regional Plan.
Planning Regulation 2017
The proposal is for urban activity within the Urban Footprint and is consistent with the assessment
benchmarks contained in the Planning Regulation 2017 for the SEQ Region.
Page 17 of 72
Section 18
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
3.3 Statutory Instruments – Planning Scheme
The application must be assessed against the whole of Noosa Plan 2020 to the extent the
provisions are relevant to the development.
Strategic Framework
The Noosa Plan 2020 includes Strategic Outcomes which seek to protect neighbourhoods of
permanent housing from short-term visitor accommodation that would impact on the amenity
enjoyed by residents. The planning scheme also seeks to protect areas for visitor accommodation
with a range of accommodation styles envisaged to support the local tourism industry.
The subject site is not located in a designated visitor accommodation area being zoned Medium
Density Residential. The area includes a significant amount of visitor accommodation that is
eroding the supply of permanent housing and adversely impacting resident’s residential amenity.
Locality Provisions
The subject site is located in the Noosa Heads Local Plan Area and is zoned Medium Density
Residential. The proposed use is identified as a consistent use within the zone and is required to
follow an impact assessable application process.
Notably Part 1, section 1.5 of the Noosa Plan 2020 states local plan codes (i.e. Noosa Heads Local
Plan Code) prevails over zone codes (i.e. Medium Density Residential Zone Code), use codes and
other development codes to the extent of any inconsistency. This provides for different
requirements to be established for different areas of the Shire but which may be zoned the same.
The Noosa Heads Local Plan Code, the Medium Residential Zone Code and Visitor
Accommodation Code all contain requirements for short term accommodation. The relevant
provisions are:
Noosa Heads Local Plan Code
7.2.6.2 Purpose and Overall Outcomes
(o) Development in the Medium Density Housing zones accommodates a greater diversity in
housing types including dual occupancies, multiple dwellings, retirement facilities and
residential care facilities.
(p) Residents of Noosa Heads enjoy high levels of residential amenity and convenience to urban
services and recreational opportunities.
(t) Noosa Heads is the principal focus for visitor accommodation and services in Noosa Shire
as demonstrated by:
(i) Hastings Street serving as a major visitor centre; and
(ii) Resorts located at Morwong Drive, Noosa Drive, Quamby Place, Serenity Close,
Sanctuary Drive, Little Cove, Noosa Hill, Noosa Springs and Noosa Sound.
(u) Development in the Tourist accommodation zone is for visitor accommodation and
associated uses that serve visitors concentrated in areas close to Hastings Street and Noosa
River and in designated resorts.
PO2
Development contributes to the lifestyle and amenity of residents of Noosa Heads and its
surroundings and services coastal communities to the south-east.
Medium Density Residential Zone Code
6.3.2.2 Purpose and Overall Outcomes
(a) Medium density residential neighbourhoods are predominantly home to permanent
residents.
(b) The character of medium density residential neighbourhoods varies due to factors such as
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
proximity to beaches, the Noosa River, recreation spaces, centres, topography, availability
of views, the established vegetated character, the presence of visitor accommodation and
the age of development
(h) Short-term visitor accommodation is predominately provided through well-established
resorts and holiday units.
6.3.2.3 Assessment Criteria
Role and function
PO6 AO6.2
Visitor accommodation is limited to formats Short-term accommodation does not:
compatible with the character and use of the
area so as not to cause unreasonable loss of a. constitute a party house;
residential amenity, having regard to: b. create noise that would unreasonably
a. the privacy of residents on the subject impact on the residential amenity
property or adjoining properties; enjoyed by the adjoining or
surrounding properties.
b. any likely increase in noise to adjoining
properties;
c. the scale of the use and its
compatibility with the character and
uses within the property or surrounding
area;
d. retention of the primary residential
function of an area;
e. the residential function and
arrangement of common property;
f. the impact on the safety and efficiency
of the local road network;
g. the impact of waste storage areas on
the visual amenity of the area;
h. the location of waste storage areas in
relation to sensitive land uses; and
i. any impact on shared vehicular access
or parking.
Visitor Accommodation Code
9.3.5.2 Purpose and Overall Outcomes
(1) The purpose of the Visitor Accommodation code is to ensure visitor accommodation is
appropriately located, designed and operated in a manner which meets visitor needs,
protects and enhances landscape values, protects the amenity of surrounding premises and
avoids conflicts with surrounding uses.
(2) The overall outcomes sought for the Visitor Accommodation Code are:
(a) Visitor accommodation is compatible with and benefits from Noosa Shire’s natural
environmental values.
(b) Visitor accommodation offers a wide range of experiences for guests both in coastal
areas and in the hinterland.
(c) Visitor accommodation is located and designed in a manner which sensitively responds
to site characteristics.
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
(d) Visitor accommodation does not detrimentally impact upon the biodiversity and natural
landscape values of its setting.
(e) The density and design of visitor accommodation integrates with the urban or landscape
fabric of its particular locality.
(f) Visitor accommodation located near permanent residents does not detract from the
amenity enjoyed by residents.
(g) Visitor accommodation does not impact on the ability of rural land owners to carry out
agricultural pursuits.
(h) Visitor accommodation provides high quality amenities and facilities commensurate with
its setting, the types of accommodation supplied and the length of stay accommodated.
(i) Visitor accommodation forms a key element of the local tourism industry.
(j) Visitor accommodation provides for a wide range of visitors.
9.3.5.3 Criteria for assessment
The planning scheme prioritises the preservation of medium-density residential neighbourhoods
for predominantly permanent residential dwelling units and seeks to protect the amenity of
surrounding residential areas from the impacts of short term accommodation.
The Medium Density Residential neighbourhood relevant to the subject site is defined within figure
6 below. All of these areas are considered to form part of the same neighbourhood, as residents
in these areas would generally have a sense of association/community across these areas.
Figure 6 – Medium Density Zone Residential Neighbourhood.
The following image details those properties within the Noosa Heads Neighbourhood being utilised
for short term accommodation.
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Figure 7 – All Short-term accommodation properties within Sunshine Beach neighbourhood
The following image details those properties within the Medium Density Residential neighbourhood
which are being used for short-term accommodation.
Figure 8 - Medium Density properties (depicted with Aerial photo) used for short term accommodation
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Historically the Noosa Heads area, has contained a significant number of holiday houses and
holiday units. However, over time properties used for short term accommodation has continued to
increase and this has eroded the supply of dwellings available for permanent residents. More
recently the ease and popularity of on-line booking platforms has further incentivised property
owners to make properties available for short term accommodation which has further disrupted the
supply of dwellings for permanent accommodation.
Whilst the proposal is in part consistent with the Noosa Heads Local Plan in that it contributes to
the provision of tourist accommodation, the code does not seek to increase visitor accommodation
in the Medium Density Residential area and seeks to provide multi-unit accommodation for both
permanents and visitors. As demonstrated by the above figures 6 & 7 the medium density
residential neighbourhood contains a significant number of properties being used for short-term
accommodation. The area also includes properties with a development approval which provides
for the dwellings to be used interchangeably for permanent or short-term accommodation.
Based on the Tourism accommodation carrying capacity data (April 2020) 45% of residential
dwellings in Noosa Heads, including houses and units were in use as Short Term Accommodation
or for home hosted.
The proposal for additional short-term accommodation within the Medium Density Neighbourhood
that is already largely characterised by short term accommodation does not comply with the
Purpose and Overall Outcome (a) of the Medium Density Residential Zone Code. In addition, as
the proposal is for the use to establish within new dwellings, it does not comply with the Purpose
and Overall Outcome (h) of the Medium Density Residential Zone Code, which seeks to ensure
Short-term visitor accommodation is predominately provided through well-established resorts and
holiday units.
The proposal is also not consistent with the Purpose and Overall Outcomes (1) and (2)(f) of the
Visitor Accommodation Code and is likely to detract from the amenity enjoyed by residents given
resident’s reasonable expectations for the area. Increasing visitor accommodation in this area is
likely to further impact on the amenity of remaining permanent residents and impact on the
availability of dwelling units for permanent residents.
3.4 Public Notification
The application was publicly notified for fifteen (15) business days in accordance with the Planning
Act 2016. Twenty nine (29) properly made submissions were received. The following table provides
a summary and assessment of the issues raised by submitters.
Matters Raised Comments
Noise Agree. The dual occupancy is within close proximity to
other units/dwellings nearby and has the potential to
cause adverse amenity affects.
Issue arise when holiday makers and Agree. Visitors have different expectations to that of
permanent residents reside in a complex. permanent residents and issues are known to arise
from the mix of these uses onsite.
There is already a plethora of short term Agree. There is no further need for short term
accommodation in the surrounding area and accommodation in this area.
therefore sufficient short term accommodation
in the area.
This has the potential be a loss of revenue for Loss of revenue is not a planning matter.
other short term accommodation businesses.
4. CONCLUSION & REASONS FOR DECISION
The application seeks approval to utilise an approved dual occupancy (currently under
construction), situated within the Medium Density Residential Zone, for the purpose of short-term
accommodation. The planning scheme seeks to prioritise the preservation of medium density
residential neighbourhoods for predominantly permanent residential dwellings and seeks to protect
the amenity of surrounding residential areas from the impacts of short-term accommodation.
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Whilst acknowledging that short-term accommodation has been identified as a consistent use
within the applicable zone, the area already accommodates a significant number of dwellings being
used for short term accommodation and the proposal will further erode the supply of dwellings for
permanent residents. This is of great concern given the current housing crisis, including lack of
supply of housing and additional accommodation for visitors to the area is not needed. Accordingly,
the application is recommended for refusal.
Departments/Sections Consulted:
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
Executive Services x Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service x Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 24
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
3. MCU19/0054 - PLANNING & ENVIRONMENT COURT APPEAL NO. 476 OF 2020 –
REFUSAL OF APPLICATION FOR MATERIAL CHANGE OF USE FOR A MIXED USE
COMMERCIAL DEVELOPMENT SITUATED AT 2-18 & 20 HOFMANN DRIVE,
NOOSAVILLE
Author Manager Development Assessment, Kerri Coyle
Environment & Sustainable Development Department
Index ECM/ Application/ MCU19/0054/ Case/ Spotlight Pty Ltd
Attachments Nil
EXECUTIVE SUMMARY
This report reviews a recent judgement received for a Planning & Environment Court appeal
regarding a primarily retail proposed development at 2-18 & 20 Hofmann Drive, Noosaville and
notes Her Honour’s findings which:
• supports Council’s decision to refuse the application
• recognises the important role planning schemes have for the Noosa community; and
• reinforces Noosa’s built form requirements and the importance of the Noosa Business centre
for economic development and higher value employment over retail.
RECOMMENDATION
That Council note the report by the Manager Development Assessment to the General Committee
meeting dated 17 January 2022 regarding the Judgement for Planning & Environment Court appeal
No. 476 of 2020 which supports Council’s decision to refuse the application.
REPORT
On 16 January 2020, Council at its Ordinary meeting, resolved to refuse an application for a mixed
use commercial development, including showroom, offices, health care service, indoor sport and
recreation, low impact industry and food and drink outlet with a total gross floor area of 13,185m 2
at 2-18 & 20 Hofmann Drive, Noosaville due to a number of reasons including that:
• It was contrary to the long term planning strategy for the Noosa Business Centre for a mixed
use employment centre, with the proposed retail uses impacting the ability for business uses
to locate on the site.
• The proposed built form was characteristic of a standard retail commercial design and lacked
the architectural features sought for Noosa, with insufficient landscaping in the car park.
• The proposal was significantly deficient in car parking and had not demonstrated that
stormwater could be appropriately managed. Vegetation clearing was also proposed in the
site’s environmental covenant areas.
• The proposed uses are clearly defined by The Noosa Plan 2006 and Noosa Plan 2020 and
the applicant’s proposed use definitions are unnecessary, inappropriate and have the
potential to cause confusion.
• There was no significant need demonstrated that would benefit the community which would
warrant approval of the application.
As a result of Council’s decision to refuse the application for the mixed use commercial
development, the applicant lodged an appeal to the Planning & Environment Court. During the
course of the appeal mediation was attended by officers and changes were made to the plans to
address the stormwater management and vegetation clearing issues raised. On day one of the trial
in August 2021, the applicant made some further minor changes to the proposed development
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including reducing building 4 from 3 to 2 storeys, reducing some tenancy areas (to a total of
11,434m2 with 8225m2 retail) and making provision for landscaping and car parking spaces. These
changes addressed the car parking issues raised but did not address the primary issues including
that the proposed retail uses were not appropriate.
The appeal was dismissed by the Planning & Environment Court on 16 December 2021, with the
judgement being a comprehensive win, with Council’s grounds of refusal well supported by Her
Honour. The judgement is significant as it showed great support and recognised the important role
that planning schemes have to protect and plan for the future needs of the Shire and are generally
accepted as an articulation or reflection of the outcomes sought by the community and not for the
court to override. Importantly to approve a development that is contrary to the planning scheme
there must be relevant grounds in the community’s best interest and not solely an applicants.
The judgement also acknowledged that there is a particular Noosa style of development sought for
Noosa reflected in its planning scheme requirements for built form and landscaping and recognised
there is a considered long term vision for the Noosa Business Centre for a multi-function
employment centre and employment growth focus.
Her Honour summarised the grounds in dispute as being the following:
Issue One: To what extent is there a planning, community and economic need for the proposed
development?
Issue Two: Is the proposed development an appropriate land use for the Land in the Shire
Business Centre?
Issue Three: Is the built form, design and layout of the proposed development appropriate?
Issue Four: In the event that the Court gives weight to the Noosa Plan 2020, does that planning
instrument support an approval of the proposed development?
Issue Five: Are the outcomes intended for the subject land under Noosa Plan 2020 with respect
to large format retail showrooms and employment based uses not soundly based?
Issue Six: Do other relevant matters support an approval or a refusal of the proposed
development?
The following includes direct quotes and summaries from the judgement under each of the issues
in dispute.
Need
Her Honour noted need (in terms of the betterment of the community generally) will not usually be
established unless it is demonstrated that the relevant community is relevantly lacking in the
provision of the facilities required. It follows that a mere improvement to services and facilities will
not of itself establish a requisite need.
Her Honour was not satisfied there is any real or appropriate level of planning, community and
economic need for the proposed development drawing generally from the following:
• It is in the interest of the planning scheme to maintain the hierarchy by directing such need
to Gympie and Kawana. In any case, the soon to be opened Maroochydore Spotlight will be
available to service any residual need.
• The proposed development in this case is not being underpinned by an outlet providing the
necessities of life such as Woolworths or Coles.
• The community is reasonably supplied already with the products intended to be sold from
the proposed outlets committed to this development. Members of the public who prefer these
outlets have available opportunities within a reasonable travel distance from anywhere in the
Sunshine Coast, presently at Birtinya and soon at the PRAC at Maroochydore.
• The issue of convenience does not amount to the existence of a need given that it is entirely
appropriate and expected given the type of goods on offer, that consumers may have to
travel to access them. The proposed retail uses are for non-essential, infrequently purchased
goods.
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
• There will always be, by virtue of the type of goods involved and the nature of the Sunshine
Coast, escape expenditure beyond the Shire.
• The appellant has not demonstrated that any employment benefits to the community arising
from the proposed development are above those that would arise from use of the land in the
manner encouraged by the scheme.
Appropriateness of Land Use
What emerges from a plain reading of the relevant provisions of the planning schemes is that there
is no scope in the 2006 Scheme and only limited scope in the 2020 Scheme (at 3,500m2 GFA) for
Showroom floor space on the land. Otherwise, the land is designated for a range of other ‘non-
retail’ uses, with the intent of generating employment activities for the benefit of the Noosa Shire
that are not dependent on retailing.
Her Honour quoted and accepted the following from the expert planners in this regard concluding
that the proposed development is not an appropriate land use for the land in the Noosa Business
Centre:
• It is entirely legitimate to plan a hierarchy of centres through the regional plan, (as has been
done for this region by the State Government in the regional plan and as done by any
planning authority). To that end, Maroochydore and not Noosa is the designated Principal
Regional Activity Centre for this region, with Maroochydore therefore serving the needs of
the people of Noosa in that role;
• The Shire Business Centre should accommodate a full range of uses and it was the task of
the planning authority to promote the Shire Business Centre in that way;
• It is entirely legitimate for a planning authority to allocate locations and GFAs for various uses
within the Shire Business Centre;
• Creating the Shire Business Centre with all of the requisite elements will take decades,
including the lifetime of many planning schemes and it was legitimate to protect strategic
parts of the Shire Business Centre whilst that development was occurring, which is precisely
what the planning scheme for this Shire Business Centre provides for;
• There will always be differences in terms of people’s proximity (and convenience) to higher
order centres like Maroochydore;
• The scheme, in its terms, talks about some needs being met at Maroochydore and… I
suppose, by exclusion, the balance needs being met locally, and… there’s no doubt the
proportion of higher order and regional uses will always go to Maroochydore, because there’s
a critical mass there that accommodates it;
• The 2020 Scheme addressed a need for further Showroom space ‘as defined’ via the
inclusion of an addition 4,200m2 of GFA in the Shire business Centre. This decision (and this
specific amount) was consistent with the advice Council received from Mr Brown in preparing
the Scheme. The 2020 Scheme also took account of a need for, and provided for, additional
retail space in the Shire Business Centre (but did not provide for it on the subject land). These
were both examples of the planning scheme evolving;
• It is the Council’s responsibility to gauge community expectations in preparing a planning
scheme, like it did with the 2020 Scheme. Moreover, the Council must take into account a
broad spectrum of issues in preparing a planning scheme, not just issues of need or
perceived need (for a particular type of retail);
• The Masters Approval, whilst for the same land, involved elements of a hardware store and
a garden and lifestyle centre that was a consistent use on most of the land, being a key
distinguishing feature from the present case;
• There is no support for shops on the Land in either the 2006 Scheme or the 2020 Scheme;
and
• It is relevant to consider, in the context of community need, whether (or not) the community
is already reasonably well served (which Mr Duane confirmed it was).
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Acceptability of built form, design and layout of the proposed development
There are aspects of the built form, design and landscaping that go some way towards adequately
addressing the requirements as envisaged by both planning schemes. But on balance overall, the
proposed development is not an acceptable visual amenity and architectural response to the
planning scheme provisions under either the 2006 Scheme or the 2020 Scheme. Overall, the
proposed development is not appropriately categorised as being one in the Noosa style.
The impact (if any) of Noosa Plan 2020
Her Honour concluded that considerable weight ought to be afforded the 2020 Scheme for three
main reasons:
a) First: It embodies the most recent planning revisions which respect to the ongoing and
“evolving” development of the Shire Business Centre;
b) Secondly: It demonstrates that the planning authority (consistent with Shaping SEQ) has
maintained its emphasis on the Shire Business Centre being a true activity centre, rather
merely a retail centre; and
c) Thirdly: It demonstrates that the Council has directed its attention, and made decisions as
the duly elected planning authority, with respect to the provision of:
i. further retail floor space in the Shire Business Centre (some 7,500m² in the Village
Mixed Use Precinct); and
ii. a further 4,200m² of showroom (as defined by the 2020 Scheme, which definition is
sourced, from the Planning Regulation 2017) in the Shire Business Centre including
3,500m² of GFA on the subject land in the Showroom Precinct (with the balance of
700m² added to the Showroom Precinct land to the east).
The provisions of the 2020 Scheme confirm in a more contemporaneous form, what was already
the case under the 2006 Scheme - the proposed development is inappropriate when compared to
the Council’s planning for the Land, the locality and the Shire more generally as reflected in both
the 2006 and 2020 Planning Schemes.
Is the 2020 Scheme misconceived or not soundly based
The planning of uses within the Shire Business Centre is the product of much foresight, time and
long-term vision and “to permit the proposed development to go ahead would effectively defeat a
clear and long-standing statement of planning intent”.
Other Relevant Matters
Her Honour was not satisfied that any other relevant matters support an approval of the proposed
development with the Council identifying the following two other relevant matters as supporting a
refusal of the proposed development:
a) First: The proposed uses are clearly defined by 2006 Scheme and the appellant’s proposed
use definitions are unnecessary, inappropriate and cause confusion;
b) Secondly: Any economic or planning need is not sufficient to outweigh the substantial
planning and community need:
i. to maintain land, in the Shire Business Centre, available for the development of the
Centre as planned;
ii. to provide for a multifunction employment node that forms the Shire’s business and
employment growth focus; and
iii. to maintain the planning scheme provisions which seek to protect the Shire Business
Centre for development over time for the full functions of a Major Regional Activity
Centre, and not to lose the limited land available to satisfy the short-term private gains
associated with largely retail development.
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Previous Council Consideration
Ordinary Meeting Minutes, 19 March 2020, Item 3, Page 5
That Council note the report by the Manager Development Assessment to the Planning &
Environment Committee Meeting dated 11 February 2020 regarding Planning & Environment Court
Appeal No. 476 of 2020 and agree to defend the appeal.
Ordinary Meeting Minutes, 16 January 2020, Item 3, Page 4
That Council note the report by the Development Planner to the General Committee Meeting dated
13 January 2020 regarding Application No. MCU19/0054 for a Development Permit for Material
Change of Use for undefined uses – Showroom, Office, Health Care Service, Indoor Sport and
Recreation, Low Impact Industry and Food and Drink Outlet, situated at 2-18 and 20 Hofmann
Drive Noosaville and
A. Refuse the application for the following reasons:
1. The proposed development being predominantly retail, does not comply with the SEQ
Regional Plan’s Elements, Strategies and Outcomes relating to Goal 2 – Prosper as it
is contrary to:
1.1. Element 1 Strategy 1 as it fosters retail employment rather than employment in
the export oriented and high-value sectors;
1.2. Element 1 Strategy 7 as it is using land set aside for non-retail employment which
inhibits the ability of Noosa Shire to meet employment planning baselines;
2. The proposal does not support the Economic Vision for the Shire to create the strong
viable niche economy articulated at 1.4.3 of Division 2 Part 1 of Noosa Plan thereby
protecting and enhancing the Noosa brand as the proposal introduces a small second
shopping centre into the Noosa Business Centre limiting available land for growth in
identified priority focus areas of wellness industries, knowledge-based businesses,
education and service industries, heritage and creative arts industries.
3. The proposal, being predominantly retail, is contrary to the Desired Environmental
Outcomes 3.1.3 b) i, ii & iii of the Noosa Plan as:
3.1. Further large format retail is not envisaged for the centre with a proportion of
Noosa’s Shire’s higher order needs intended to be fulfilled by the Principal
Regional activity Centre of Maroochydore; and
3.2. It will impact on the long term viability of the Noosa Business Centre, as the
principal business, retail and administrative centre.
4. The development application proposes uses which are inconsistent in the Shire
Business Centre zone precincts B3 and E5.
5. The proposed development is contrary Overall Outcomes 11.7.2 tt) ii, x, xi B & C of to
the Noosaville Locality Code as the proposed extent of retail is not planned and
significantly exceeds the retail caps set by the Noosa Plan; and
5.1. will not support the growth of the Noosa Business Centre as being a multi-
function employment node which provides for a wide range of business uses;
5.2. will not retain the development capacity within the centre in the longer term to
take advantage of potential new employment opportunities.
6. The proposed built form, design and layout does not comply with Overall Outcomes
11.7.2 tt iv, v & viii of the Noosaville Locality Code as:
6.1. the proposal has the characteristics of a standard retail commercial design
without the architectural features unique to Noosa;
6.2. overall the built form is more suited to retail uses than to the other uses proposed
such as low impact industry;
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
6.3. the applicant has not demonstrated that some buildings will be sufficiently
screened from Council’s major road network;
6.4. building 4 exceeds the maximum building height for the area and has a reduced
building setback from Hofmann Drive; and
6.5. pedestrian connectivity and access is poor.
7. The proposal does not satisfy Specific Outcome O28 of the Landscaping Code and
O17 of the Driveway and Carparking Code as the car parking area is deficient in
landscaping with unsatisfactory provision for shade trees.
8. The proposal is significantly deficient in car parking and does not comply with Specific
Outcome O7 of the Noosa Plan’s Driveways and Car parking Code.
9. The applicant has not satisfactorily demonstrated that the development will not
adversely impact on the external traffic network contrary to Overall Outcomes tt) ix of
the Noosaville Locality Code and 14.142.2 a) of the Transport, Roads and Drainage
Code.
10. The applicant has not demonstrated that stormwater management can be successfully
and appropriately integrated into the current development layout consistent with
14.157.2 of the Water Sensitive Design Code and Specific Outcome O8 of the
Transport, Roads and Drainage Code.
11. The proposal includes clearing of significant vegetation as part of the proposed
measures for stormwater management contrary to the purpose of current
environmental covenants registered over the site and the Noosaville Locality Code
requirements for Precinct OS3 Specific Outcomes O218 to O222 and Precinct OS6
Specific Outcomes O224 & O225.
12. The proposal does not comply with the draft Noosa Plan as:
12.1. the quantum of retail proposed is not envisaged on the site and does not advance
nor assist in preparing for a transitioning or changing economy contrary to
Strategic Intent 3.2.6 - A diverse and resilient economy and Strategic Outcomes
3.3.5(r) and (s)(i)(B);
12.2. the proposal is not contributing to the key priority sectors identified in Strategic
Intent 3.2.6;
12.3. the proposal does not comply with PO1 of the Transport Code and PO6 of the
Driveways and Parking Code as carparking is grossly deficient and the applicant
has not demonstrated there will not be adverse effects on the surrounding traffic
network;
12.4. the development does not comply with Overall Outcomes 6.4.1.2 (3)(c) (iii) & 3(f)
of the Major Centre Zone Code as it does not reflect appropriate subtropical
design and is not distinctively recognisable as being Noosa Style; and
12.5. the stormwater management of the site does not comply with the Water Quality
and Drainage Code Outcomes PO7 and PO11.
13. There is no significant need for the proposed retail and the proposal fails to advance
the priority sectors envisaged by Noosa’s Local Economic Plan.
14. The proposed uses are clearly defined by The Noosa Plan and the applicant’s
proposed use definitions are unnecessary, inappropriate and have the potential to
cause confusion.
15. There are no discretionary matters which would warrant approval of the development
proposal.
16. For the aforesaid reasons, approval of the development proposal would not advance
the purpose of the Planning Act 2016.
B. Note the report is provided in accordance with Section 63(5) of the Planning Act 2016.
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GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Finance
The total of cost of the appeal as of November 2021 was $426,000.
Risks & Opportunities
At the time of writing this report the appellant has the ability to appeal the decision of the Planning
& Environment Court to the Court of Appeal. Council’s planning solicitor for the matter considers
this unlikely.
Consultation
External Consultation - Community & Stakeholder
Thynne Macartney Solicitors – Tim Quirk
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
x Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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Section 31
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
4. FINANCIAL PERFORMANCE REPORT – DECEMBER 2021
Author Financial Services Manager (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 31 December 2021 is positive with
operating revenues outperforming forecast and operating expenditure slightly under forecast YTD.
Capital revenues are in line with forecast with capital expenditure slightly behind due to the timing
of project delivery.
Budget Review 2 (BR2) which is detailed in a separate report included in the January 2021 General
Committee meeting agenda, includes a number of proposed adjustments which will be
incorporated into next month’s financial performance report once adopted.
YTD Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $52.7 $56.0 $3.3 6.3% On Track
Operating Expense $51.6 $51.3 $0.2 0.4% On Track
Operating Position $1.1 $4.7 $3.6 324.4%
Capital Revenue $9.4 $9.9 $0.6 6.0% On Track
Capital Expenditure* $18.2 $15.3 $3.0 16.2% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Figure 1: Actual Performance Compared to Budget
$60 $56.0
$52.7
$51.6 $51.3
$50
$40
$30
$20
$10
$-
Operating Revenue Operating Expenditure
YTD Budget ($m) YTD Actual ($m)
Page 31 of 72
Section 32
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Council’s performance against key measures of financial sustainability have been calculated as at
December 2021. These indicators enable the reader to assess Council’s success in managing its
budget, cash and debt as well as undertaking sustainable asset management. The table below
contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Current
Target Actual YTD Status
Budget
Operating Surplus Ratio 0-10% -0.6% 8.3% On Track
Net Financial Liabilities Ratio <60% -4.9% -54.6% Above Target
Cash Cover Ratio 3 months 6.8 months 10.8 months Above Target
Asset Sustainability Ratio > 90% 121.9% 31.6% On Track
RECOMMENDATION
That Council note the report by the Financial Services Manager (Acting) to the General Committee
Meeting dated 17 January 2022 outlining December 2021 year to date financial performance
against budget, including changes to the financial performance report with the inclusion of key
financial sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 50.0%)
Council has received 52% ($56.0 million) of its operating revenue budget ($107.2 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $37.4 million (50%) of • Waste utility charges $318k above YTD budget (52%
the annual budget of or $6.7 million of $12.9 million budget earned)
$74.6 million has been • General rate (net of discounts) $101k below YTD
earned budget (50% or $28.0 million of $56.3 million budget
earned)
Fees and $5.2 million (72%) of • Development assessment fees $692k above YTD
Charges the $7.2 million annual budget (82% or $1.5 million of $1.8 million budget
budget has been earned)
earned • Plumbing application fees $396k above YTD budget
(81% or $841k of $1.0 million budget earned)
• Building application fees $107k above YTD budget
(59% or $469k of $791k budget earned)
Sale of Goods $6.5 million (63%) of • Waste management sale of recoverable materials
and Services the $10.2 million $492k above YTD budget (106% or $911k of $855k
budget has been budget earned).
received • Waste management disposal fees $352k above YTD
budget (54% or $2.0 million of $3.7 million budget
earned)
• Holiday Park sales $474k above YTD budget (69.5%
or $1.9 million of $2.8 million budget earned) – offset
by higher operating costs
• Community Facilities (NAC, NLC and The J) $160k
above YTD budget (55% or $1.4 million of $2.6 million
budget earned) – offset by higher operating costs
Page 32 of 72
Section 33
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Category Summary Comments
Interest $376k (56%) of the • Interest revenues on cash invested will continue to be
Received $670k annual budget monitored given low interest rates and impacts on term
has been earned deposit / cash fund rate returns
Other Revenue $1.3m (43%) of the • Other revenue is in line with budget expectations at this
$3.1 million budget stage
has been earned
Operating $3.0 million (53%) of • Operating grants are in line with budget expectations
Grants, the $5.8 million budget at this stage.
Subsidies has been received • 50% ($1.2 million) of the financial assistance grant was
again prepaid in June 2021 and may impact on
Council’s 2021/22 final operating position if the
prepayment approach is discontinued by the
Australian government.
Unitywater On track • Unitywater distributions are fixed each year so little
Distributions budget variance risk
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$7.0
$6.5
YTD Budget ($m)
$6.0
$5.2 YTD Actual ($m)
$5.0
$5.0
$3.7
$4.0
$2.9 $3.1
$3.0
$1.9 $1.9
$2.0
$1.0 $1.1
$1.0 $0.6 $0.5
$0.4 $0.4
$0.0
Unitywater
Income
Other
Grants
Charges
Goods &
Services
Sales of
Rental
Interest
Fees &
Share of
Operating Expenditure (YTD Benchmark 50.0%)
Actual operating expenditure is currently 48% ($51.3 million) of full year budget ($107.9 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $18.2 million (48%) of the • Under expenditure for permanent staff salaries
annual budget of $37.7 and wages ($1.6 million) partially offset by
million has been expended additional spend on casual staff and external
labour hire ($933k)
Materials and $22.7 million (46%) of the • Waste Management $357k below YTD budget
Services $49.3 million annual budget (46% or $5.1 million of $11.1 million budget
has been expended. spent)
• Mayor and Councillor Support costs $77k above
YTD budget ($81k of $8k budget spent) –
subscription for Council joining the SEQ Council
of Mayors
Page 33 of 72
Section 34
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Category Summary Comments
• CEO’s Office $210k above YTD budget
(132.6% or $402k of $303k budget spent) – Kin
Kin Quarry legal appeal costs
• Holiday Parks $415k above YTD budget (73%
or $1.1 million of $1.4 million budget spent) –
offset by additional revenue.
Finance Costs On track Nil
Depreciation On track Nil
Other Expenses On track Nil
Figure 3: Operating Expenditure Position by Type
$25.0
$22.7 $22.7
YTD Budget ($m)
$20.0 $18.4 $18.2 YTD Actual ($m)
$15.0
$9.8 $9.8
$10.0
$5.0
$0.6 $0.6 $0.1 $0.1
$0.0
Finance Costs
Materials
Depreciation
Employees
Other
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure as at 31 December 2021 is outlined below, which includes the first
instalment payment to Tourism Noosa under the funding agreement.
Expenditure Annual Budget YTD Budget YTD Actual YTD Variance
$m $m $m
Payment to Tourism Noosa $2.52 $1.26 $1.26 -
Economic Development $0.95 $0.33 $0.43 ($0.1)
Total $3.47 $1.59 $1.69 ($0.1)
The payment of the second instalment to Tourism Noosa for 2021-22 ($1.26m) is in February 2022.
YTD Economic Development expenditure is below budget due to lower employee costs ($44k) as
the Branch Manager was acting as Director of Environment & Sustainable Development for the
first four months of the financial year 21/22 without additional backfill resourcing. There has also
been a delay in the delivery of initiatives under the Local Economic Plan ($94k).
Tourism and economic development activity is funded through the general rate, with 5.8% ($3.47
million) of the annual $59.7 million general rate committed towards tourism and economic
development. Actual year to date general rate revenue received is 0.36% ($101k) below budget
overall. When apportioned to the 5.8% share for tourism and economic development, this equates
to a $6k shortfall. To ensure full funding remains in place for these activities and contractual
commitments are met this shortfall funded through Council’s other general revenue and reserves.
Page 34 of 72
Section 35
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Legal Cost Summary
Council requested an update on legal costs and associated expenditure. Expenditure as at 31
December 2021 is outlined below.
Legal and associated costs are $206k above YTD budget (58.2% or $914k of $708k budget spent),
this is due largely to costs associated with the Kin Kin Quarry. These additional costs will be
addressed as part of budget review 2 (BR2).
It should be noted legal costs are primarily driven by emergent issues and therefore prior year
expenditure may not be an appropriate comparison for projecting future costs.
Capital Revenue
YTD capital revenue of $9.6 million received comprises cash contributions from developers ($1.6
million) and capital grants ($7.6 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable.
Figure 4: Capital Revenue by Type
$9.0
$7.3 $7.7
$8.0
YTD Budget ($m)
$7.0
YTD Actual ($m)
$6.0
$5.0
$4.0
$3.0
$1.5 $1.6
$2.0
$0.6 $0.7
$1.0
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Program
Actual capital expenditure (excluding commitments) is $15.3 million (YTD budget $18.2 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by the Asset Planning Manager.
Page 35 of 72
Section 36
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Figure 5: Capital Program Delivery Performance
$18.0
$15.7
$16.0
$13.4
YTD Budget ($m)
$14.0
YTD Actual ($m)
$12.0
$10.0
$8.0
$6.0
$4.0
$1.9 $1.2
$2.0
$0.6 $0.6
$0.0
Capital works Other capital Loan redemption
Cash Management and Investment Performance
Total cash on hand at the end of December was $79 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant and other capital works grants, July rates payments
received, and unspent monies committed for funding capital projects which are underway and will
continue during the financial year.
The following pie charts present the mix of cash held at December 2021 by agency (graph on the
left) and by credit risk rating (graph on the right). All funds have been invested in accordance with
the Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds
Figure 6: Closing Cash Held by Agency and Credit Rating
CBA
6% A1 +
(Commercial
Banks)
6%
A1 +
QTC (QTC)
94% 94%
The following chart monitors the 12 month trend on total cash and the agencies invested. Cash
balances will decline between September and January as cash from the bi-annual issue of rates
and levies in July are utilised to fund Council operations.
Page 36 of 72
Section 37
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Figure 7: 12 Month Trend of Cash Invested by Agency
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
-
Jan-21 Feb-21 Mar-21 Apr-21 May-21 Jun-21 Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
Category Comments
Operating Surplus Ratio • Intent: Identifies the extent to
90% 82.6%
which revenues cover
80% operational expenses, to
70%
ensure community equity is not
60.9%
60%
degraded
50%
44.5% • Target: 0 – 10%
40% 30.5% • Result: 8.3%
30%
18.3% • Comment: The slowly
20% declining ratio reflects the
8.3%
10% levying of 50% of rates in July
0% and gradual utilisation of these
-10% monies as expenditure occurs
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
on operations through the next
rate run in January 2022 and
Actual Budget Target
then through to the end of the
financial year at 30 June 2022
Page 37 of 72
Section 38
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Category Comments
Cash Expense Cover • Intent: Indicates how long
14.0 council can continue paying its
12.5 12.8 12.5
12.2 11.9 day-to-day expenses from
Months (Cash to Cover Operations)
11.6 11.8
12.0 10.9 10.8 cash at bank without needing
10.1 10.4
9.7
10.0 additional cash flows
• Target: > 3 months
8.0
• Result: 10.8 months
6.0
• Comment: Council is forecast
4.0 to remain above target for the
financial year. Business as
2.0
usual expenditure through to
- - - - - - - - - - - - - 30 June 2022 will continue to
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
diminish Council’s cash
Actual Minimum (>0 months) holdings, albeit not below the
Target (3 months) Maximum (6 months) target range of 3 – 6 months.
Asset Sustainability Ratio • Intent: Measures the extent to
140% which assets are being
121.9% replaced as their condition
120%
degrades to ensure service
100% potential is maintained
90% • Target: 90% of depreciation
80%
budget spent on renewals
60% annually
40%
31.6%
• Result: In line with budget
26.3%
17.2% • Comment: It is expected that
20%
6.5% 10.1% the ratio will progressively
0.9%
0% increase each month as
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun expenditure on renewals
occurs as part of the capital
Actual Renewal Spend (%) Target (%) Renewals Budget (%)
works program.
Net Financial Liabilities Ratio • Intent: Outlines the level that
net Council debt can be
80%
60%
serviced by operating
60% revenues. A ratio below zero
implies that liabilities are less
40% than cash (and other current
20%
assets) and there is adequate
borrowing capacity available if
0% needed.
Target Budget YTD Actual • Target: less than 60%
-20%
-5% • Result: -55%
-40%
• Comment: Council has low
-60%
debt levels and strong cash
-55% holdings. Cash received from
-80% the July rates revenue also
inflates the YTD actual
position.
Page 38 of 72
Section 39
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Category Comments
Investment Return • Intent: Ensure appropriate
return on investment yield for
cash at bank.
• Target: 0.25% above current
Bloomberg commonwealth 10-
year bond rate yield (0.06%)
• Result: 0.44%
• Comment: Regardless of the
current levels of low long-term
bond and interest rates (due to
current economic conditions),
Council’s investment return still
remains above target. QTC at
call rate currently 0.6%.
Closest comparable term
deposit rate from other
institutions is 0.55% and is for
longer investment terms at 12+
months
Rates in Arrears • Intent: Ensuring that the
amount of unpaid rates
12.0%
remains sustainable & does
Percentage of Annual Rates in Arrears
10.2%
10.0% 9.5% not negatively impact cash
flows
8.0% 7.4% 7.3%
6.5%
• Target: 5% industry
6.2% 6.0%
5.7% 5.7% benchmark
6.0% 5.0% 5.2%
4.6% • Result: 6.0%
4.0% • Comment: Rates arrears
continue to decline from the
2.0%
high point in the cycle however
0.0%
they remain slightly above
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec target. Reminder notices were
issued in October. Recovery
Actual Target action may be considered
where appropriate.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability.
Some examples of identified risks within the register that could have potential impact on Council’s
operational performance, capital program delivery, cashflow and cash reserves include:
• Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment
• Closure of council facilities due to ongoing Covid 19 restrictions
• A prolonged IT system failure affecting Council’s ability to deliver services or issue rates notices
• Economic conditions affecting ratepayers’ ability to pay rates
• Market driven increases in construction and operational costs significantly above estimates
• Labour and material shortages and delays
Page 39 of 72
Section 40
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Actions to manage and mitigate financial risk on these factors include monthly ongoing financial
reporting to identify and address issues, conservative budgeting and compliance with the Financial
Sustainability Policy, regular budget reviews, effective liquidity management to ensure sufficient
fiscal flexibility, as well as the Reserves and Restricted Cash policy requiring both a disaster
management reserve and 3 months cash cover reserves to fund emergent matters.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 40 of 72
Section 41
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 1
Page 41 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 74.591 37.152 37,381 50%
Fees and charges 7.185 3,724 5.193 1469 72%
Interest received 670 375 376 1 56%
Sale of Goods and major services 10,224 4.961 6481 1,520 63%
Sale of contract and recoverable works 23 - 0 0 1%
Rental & lease income 1.885 1,050 1,050 1 58%
Other income 1,224 551 522 (30) 43%
Grants, subsidies, contributions and donations 5.797 2.942 3,081 149 53%
Unitywater Distributions 5,650 1.919 1.919 - 34%
107,248 52,674 56,014 3,340 52%
Expenses
Recurrent Expenses
Employee benefits 37,701 18,398 18,217 182 48%
Materials and services 49.303 22.723 22.674 49 48%
Finance costs 1,114 559 568 (10) 51%
Depreciation 19,589 9.795 9.796 (1) 50%
Other expenses 233 101 95 6 41%
107,941 51,575 51,350 225 48%
Operating Result, 682) 099 aS
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,397 1453 1,600 147 115%
Contributed assets 1,500 637 677 40 45%
Capital grants and subsidies 24.984 7,286 7.665 379 31%
(Cash / revenue (24.954 9.505 6.893 (2,611) 28%
New loan borrowings 2.360 - - - 0%
Other capital revenue - - - - 0%
Total CapitalFunding = 85S 188016885208)
Capital Expenditure
Contributed assets 1,500 637 677 40 45%
Capital works - constructed assets 47,605 15,712 13,409 (2,303) 28%
Capital works - other capital 4.792 1,883 1,235 (648) 26%
Loan redemption 1,297 648 648 - 50%
Other oie ponditure - - 866 866 0%
Page 41 of 72Section 42
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 2
Page 42 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 2
Current Assets
Cash and cash equivalents 49,747 78,744 68,895
Trade and other receivables 10,137 7,693 7 467
Inventories 181 154 144
Contract Assets - 487 487
Other current assets 2,912 3,634 4,955
62.978 90,712 81,948
Non Current Assets held for sale - - -
Total Current Assets 62,978 90,712 81,948
Non Current Assets
Trade and other receivables 49,593 49,468 49,468
Other non current Assets - - -
Investments 88,040 92,434 92,434
Investment property 3,000 2,900 2,900
Property, plant and equipment 1,009,996 957,422 952,579
Right of Use Assets 161 89 89
Intangible assets 8.128 2.839 3,036
Total Non Current Assets 1,158,317 1,105,151 1,100,506
Total Assets 1,221,895 1,195,863 1,182,454
Current Liabilities
Trade and other payables 7,151 10,055 10,468
Contract Liabilities - 4.377 4,377
Borrowings 848 586 955
Lease Liablities - 25 25
Provisions 7,582 5,052 4,947
Other 4.780 3.157 2,898
Total Current Liabilities 20,361 23,252 23,669
Non Current Liabilities
Borrowings 21,989 20,258 20,258
Lease Liabilities 110 66 66
Provisions 15,307 16,555 16,555
Total Non Current Liabilities 37,406 36,879 36,879
Total Liabilities 57,767 60,131 60.549
Net Community Assets 1,164,128 1,135,732 1,121,905
Community Equity
Asset Revaluation Surplus 121,483 108,561 108,473
Retained Surplus / (Defeciency) - - -
Shire Capital 1,042,645 1,008,596 1,004,202
Current Year Net Earnings - 18,576 9,230
Total Community Equity 1,164,128 1,135,732 1,121,905
Page 42 of 72Section 43
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 3
Page 43 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 3
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts from Customers 92.622 53,703 93,975
Payments to Suppliers and Employees (87.376) (44.433) (84,528)
5,246 9,270 9,447
Investment and Interest Revenue Received 3,270 880 3,401
Rental Income 1,874 1,050 1,365
Non Capital Grants and Contributions 5,765 3,091 6,085
Income Tax Equivalent Received 1,200 785 1,450
Income from Equity Investments 1,850 630 1,600
Payments:
Borrowing Costs - - (2.499)
Interest Expense (516) (78) (131)
‘Net Cash Inflow/(Outflow) from Operating Activities == 18.690 15,629 20,719
Cash Flows from Investing Activities
Proceeds of Sale of Property, Plant and Equipment - 103 217
Grants, Subsidies, Contributions and Donations 26.381 9,265 13,679
Payments:
Payments of Property, Plant and Equipment (51,568) (14,373) (22,721)
Payments for Intangible Assets (829) (273) (1,385)
Net Movement in Loans and Advances - 125 125
Net Cash Inflow/(Outflow) from Investing Activities == (26,017) (5,153) (10,085)
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings 2.360 - 2,500
Payments:
Repayment of Borrowings (736) (626) (1,263)
‘Net Cash Inflow/(Outflow) from Financing Activities = 4,628 626) 8,287
Cash and Cash Equivalents at the beginning of the reporting period 55.451 68,894 57,023
Page 43 of 72Section 44
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 4
Page 44 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 4
Materials and services
Advertising and Marketing 227 124 123 1 54%
Administration Supplies and Consumables 751 354 336 18 45%
Audit Expenditure 174 11 12 (1) T%
Communications and IT 684 409 448 (39) 66%
Commission Paid 1,079 541 761 (220) 70%
Consultancy Services 1,166 508 610 (103) 52%
Contract Services 23,482 10,569 10,130 439 43%
Contributions, Donations, Sponsorship and Prizes 3.471 1,739 1,661 78 48%
Electricity 1,729 860 819 41 47%
intemal Fleet Costs and External Plant Hire 1,668 797 922 (125) 55%
Grants Paid to Community Organisations 1,934 961 1,060 (99) 55%
Insurance 690 654 642 12 93%
Legal Expenses 1,272 558 762 (204) 60%
Operating Leases and Rentals 292 146 145 1 50%
Software and Maintenance 2.166 1,129 1,134 (4) 52%
Subscriptions and Registrations 291 199 290 (91) 99%
Waste Levy Payments 1,460 730 771 (42) 53%
Water and Sewerage Charges 1,084 451 429 22 40%
All Other Materials and Services 5.684 1,983 1,619 364 28%
49,303 22,723 22,674 49 46%
Page 44 of 72Section 45
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
5. BUDGET REVIEW 2 (BR2) FOR THE 2021/22 FINANCIAL YEAR
Author Manager Financial Services (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject/ 7.29 – 2021-2022 Budget
Attachments 1. Proposed Operating Budget Submissions
2. Proposed Capital Budget Submissions
3. Revised Capital Program
4. Revised Statement of Income and Expenditure
5. Revised Budget Financial Statements
EXECUTIVE SUMMARY
The Local Government Act 2009 and Local Government Regulation 2012 require Council to
undertake regular reviews of the adopted budget to ensure it remains reflective of planned activities
to be funded through the financial year. This second budget review for the 2021/22 financial year
(BR2) incorporates any new or emergent actions arising from Council resolution, Executive Team
or Capital Works Executive Committee action, reallocation of funds or realised revenue variance
since the adoption of the current BR1 budget in August 2021.
In summary the budget review is proposing a net improvement of $61k to Council’s operating
position, resulting in the operating deficit decreasing from $692k to a $631k deficit. This includes
a range of emergent costs that have been funded through additional revenue and grants received
year to date. The capital expenditure program has decreased from $53.7 million down to $48.1
million.
Item Current Budget Proposed Revised Budget
(BR1) Adjustments (BR2)
($’000) ($’000) ($’000)
Operating Revenue 107,248 $2,282 $109,530
Operating Expenditure 107,941 ($2,221) $110,161
Operating Result (692) $61 ($631)
Capital Grants and Contributions Revenue $24,984 ($6,020) $18,963
Capital Works Expenditure $53,694 ($5,615) $48,079
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the General Committee
Meeting dated 17 January 2022 and approve the proposed changes to the budget for the 2021/22
financial year as outlined in the revised Budget Financial Statements attached to the report.
REPORT
Section 170(3) of the Local Government Regulation 2012 allows Council, by resolution, to amend
the budget at any time before the end of the financial year. Consequently, formal budget reviews
are scheduled to occur at least twice annually during August and December, and a third in April if
required, using the latest financial information available as the basis to revise the budget forecast.
The key criteria for budget reviews include:
1. Council must target compliance with its financial sustainability policy.
2. The eligible capital or operating projects must be delivery-ready with a commitment to
complete the project during the year.
Page 45 of 72
Section 46
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
3. Capital submissions will be reviewed and authorised by the Capital Works Executive before
inclusion as a budget review submission, where the group will consider justification for the
request, deliverability as well as organisational and community priorities before endorsing
any capital works.
4. All operating and capital submissions for additional spend, reallocation of savings or
additional revenue will be confirmed by the Executive Team based on a business risk
assessment.
The revised statement of comprehensive income, included as Attachment 4, identifies the financial
statement line items that have been affected by the proposed budget adjustments. The budget
financial statements, included in Attachment 5, also identify the impact of the proposed budget
adjustments to Council’s financial sustainability indicators.
1. Proposed Operating Budget Adjustments
A proposed 35 operational budget adjustments will result in a $61k improvement to the operating
deficit. The following table summarises the operational submissions by type of funding, with a
detailed list contained in Attachment 1. The financial statements in Attachments 4 and 5 outline
the revised budget position as a result of these proposed adjustments.
Type Submissions Revenue Expense Net
($’000) ($’000) ($’000)
Grant Funded 6 ($129) $165 $37
General Revenue and Reserve Funded 12 $- $1,439 $1,439
Increased Revenue (Net) 11 ($1,184) $240 ($944)
Levy and Waste Funded 6 ($969) $377 ($592)
Total 35 $383 $1,127 ($61)
2. Proposed Capital Budget Adjustments
A total of 41 budget review submissions were received for capital works, with a proposed decrease
of $5.6 million to the 2021/22 capital works program. All capital submissions have been reviewed
by the Capital Works Executive. The following table summarises the proposed revised 2021/22
capital budget.
Total Capital Budget Amount
($'000)
Original Budget $46,897
BR1 Adjustments $6,797
Current Capital Expenditure Budget $54,694
Proposed BR2 Adjustments ($5,615)
Revised BR2 Capital Expenditure Budget $48,079
The following table summarises the budget submissions by program and categorised as:
• Emergent Works: Initiation of new capital works items which have arisen since BR1.
• Variation: Acceptance of tender, change in scope, reallocation of funds or savings realised
upon completion with project being under budget.
• SEQCSP Grant: Council has been successful in being funded a three year $4 million grant
under the South East Queensland Community Stimulus Package (SEQCSP). Budget review 2
includes those projects scheduled for completion during 2021/22.
• Timing Adjustment for Multi-year Projects: Where timing of design and construction works
for major projects straddle multiple financial years, or commencement has been delayed, and
the budget has been moved to the 2022/23 financial year to reflect revised timing.
Page 46 of 72
Section 47
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
The full list of submissions is contained in Attachment 2.
The following table summarises the proposed revised 2021/22 capital budget by program, with the
full program contained in Attachment 3.
Program Current Emergent Variations SEQCSP Timing Delay Proposed
Budget Works Grant to 2022/23 BR2 Budget
Capital Works
Bridges $7,595 $- $1,616 $35 ($4,304) $4,943
Coastal Canals and Waterways $1,830 $- $- $- ($1,196) $634
Cemeteries $180 $- $- $- $- $180
Community Facilities $6,144 $140 ($22) $170 ($1,485) $4,947
Corporate Buildings $20 $- $- $- $- $20
Environmental Assets and $1,700 $- $- $- ($1,100) $600
Trails
Gravel Road Network $410 $- $- $- $- $410
Holiday Parks $40 $- $- $- $- $40
Libraries & Galleries $822 $- $- $- $- $822
Parks & Playgrounds $4,705 $- $- $- $- $4,705
Pathways & Boardwalks $3,574 $- ($281) $103 ($291) $3,106
Public Amenities $- $- $- $200 $- $200
Public Transport Infrastructure $352 $- $- $- $- $352
Sealed Roads Network $14,476 $86 $176 $- ($2,000) $12,739
Sports Grounds $50 $- $- $- $- $50
Stormwater Drainage $26 $- $100 $- $- $126
Transport Infrastructure $1,218 $- ($88) $- $- $1,217
Waste Management $2,560 $- $2,673 $- ($270) $4,962
Other Works
Fleet - Plant Replacement $2,763 $- $- $- $- $2,763
Asset Management $1,200 $- $- $- $- $1,200
Information Technology $669 $- $- $- $- $669
Strategic Planning $160 $- $- $- $- $160
Other $1,297 $6 $- $- $- $1,303
Grand Total $53,694 $226 $4,465 $508 ($10,815) $48,079
Previous Council Consideration
The 2021/22 original budget was adopted by Council Resolution on 30 June 2021 (Ref. Special
Meeting Minutes, 30 June 2021, Item 3, Page 3.
The 2021/22 budget review 1 (BR1) was adopted by Council resolution on 19 August 2021 (Ref.
Ordinary Meeting Minutes, 19 August 2021, Item 9, Page 17).
Finance
The financial sustainability ratios for asset sustainability and net financial liabilities are forecast to
meet the benchmark targets under the revised BR2 budget for 2021/22; however the operating
surplus ratio will continue to fall below the target range.
Ratio Target Original Budget BR1 BR2
Operating Surplus 0 – 10% 0.3% (0.6%) (0.6%)
Net Financial Liabilities < 60% (8.1%) (4.9%) (12.7%)
Asset Sustainability > 90% 107.8% 121.9% 130.1%
Page 47 of 72
Section 48
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Financial Services have been in contact with all Council branches. Directors of each department
have reviewed endorsed all submissions received. The Executive Team has also reviewed and
endorsed all submissions received.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 48 of 72
Section 49
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 1
Page 49 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 1
2021/22 Budget Review 2 - Operating Submissions
IGrantFunded TT
a fname | ka wad
Sl i a
a da es
REGS Cone Sapper AS aE ng ea DE == Sa
«(get appeves zr war eamove eee seas
aor Gariveiow wes) —*(RAGFasaionatgertnarg |S] aBOEL
GrantFunded Total 128,718] 36.728)
Sc
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fonmuntj Faaiies NAC,NLG, Tred) [FaciesrevrweabowbuspeteperatereyTO || oo To no0
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senescence I ech ceeneneiecention ices a de
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AAS (TSN SOCEM ECAVIS | | aaa] aaa
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T_____————————C«* RR SOY OVE DTTC VPS aaa
Rewmuceves ((Gereraimiesyrorevnveneownamet || coo| Ta no0
an i thgesiccr teint 1S a
Aamitional Revenue Tota 289.718] 1184165] 944,448)
GeneralRateFunded
ewlangs Facies *([TewartinAmin Bulag feurpan ua scares easing capacly costars | vonso] | Waab0
COSC SRTETONS |R|ae
P«*acneiaesccates win nenGuamy appease] aa
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airs Cour Suppor | SECTCHTo Wave AG HERDESP SOO SSI coowen |r | 9
aes lee ee ee
RS Analysis
Sustanabiny Programs Part year value of moving Council's existing elecsicity contacts to 100% 64,000
further progressing zero emission priorties.
GeneralRateFundedTotal =| BS] 1.498.885)
lLevySWasteChargeFunded |
P«(NS RLS pantera ctnetparungevense [eno] —taaon| 0.00
Nase Waragenet «(Lange Re andeae otrecovrsiesreven stovenayerercanyro [| Ssc0o| Sen t00
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Laoy E Wests Compo Femmes Tey cee
Page 49 of 72Section 50
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 2
Page 50 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 2
Noosa Shire Council
2021/22 Budget Review 2 - Capital Submissions
Tomes es
\Cooran Tablelands Road Bridge Renewal 768,650 1,179,361 Tender and additional cost approved at August Council meetings, with additional
grant endorsed to part fund variation
e) to part fund variati
|\Cooroy Belli Creek Road Bridge Renewal 879,835 Realignment of multi-year project timing from 2021/22 to 2022/23.
Tender proposed to commence in January 2022 with construction forecast
2022/23
pe Pee ee
Black Mountain Lawnville Road Bridge Renewal 1,453,980 (1,330,960) of multi-year project timing from 2021/22 to 2022/23.
Planning and design underway.
\Cooroy Gumtree Drive Pedestrian Bridge 130,000 (95,000) Realignment of multi-year project timing from 2021/22 to 2022/23. Planning,
approvals and tender underway in 2021/22, with construction in 2022/23
rotalpridges ZA ,615,966 35,000 (4.303.702) 842493
eee ead gn cneay th cncin eer 20273
Planning and design underway, with i for 2022/23
eee mnaneyeinion to movenber oe sheng sen,
Project delivery wi is to due to fish E -
Noosa Waters Revetment Wal
Noosa Heads Main Beach Sand Recycling System Pipework 100000 s—<—~sSS~—iO nn O—™—OTCSC‘(S
INoosa Main Beach Shower & RockWallSeatng 185.00, OONOCOC—OSOOOCOC“‘“CSCNSC(‘(NNNN.CCdi
[Total Coastal Canalsandwaterways 8303196000) BIS
[Corey Cemetery Piant &Equpment Shed 180.00
[fotalCemeteries BOD 80000
Rufous St-Stage 3 Community House, CarPark&Landscape, 348.103
[Rufous St-Stage 3 Civil Works (WaterMain) OSS |
[Rufous St-Stage 3Digial Hub Expansion = C—CiSOSSSCs‘“Ss™sSSSCSSSSS |
[Rufous St- Stage 3 Project Management
JNAC Replacement of Light Pole Fittings 850
Pomona School of Arts Hall-Amenities Upgrade SS113600—SSa2.a8) SS. 202 Works complete with savings realised as actual costs under budget estimate
|Legal and Procurement Advice, Ricon Insolvency
Page 50 of 72Section 51
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 51 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Review 2 - Capital Submissions
[Shire Community Halls and Facilites Renewals
|Tewantin Sports Complex -Navy Cadets 2088
Living Fire Tech Lab 1,934,908 (1,484,908) 450,000 Realignment of multi-year project timing from 2021/22 to 2022/23.
Tender proposed to commence in January 2022 with construction forecast
2022/23
|Peregian Beach Rufous StPublic Ar 9 8
FTewantin ReGen Wellbeing and CommunityHub FeasabiltySi 100000 —~—SsS~—“‘ OW OOSO—SSC“C“S*s~S™SC“‘C‘“CS*s~S~S
[Quamby Park Council Tennis court-Fencingrenewsl 20,000 «20,000 Emergent works to replace rusted fencing at the Quamby Park Tennis Court
[TotalCommunity Facilities 140,000 (22.488) 170,000 (1.484.908) 847.0500
[Tewantin Emergency Generatorroof 85900
[Trails Master Pian and Implementaton Pixma
Trail 5 Upgrade 1,634, 165 (1,100,000) Realignment of multi-year project timing from 2021/22 to 2022/23.
Tender proposed to commence in January 2022 with construction forecast 2022/23
[Total Environmental Assets, Bushland, Tracks and Trails 1.699.718 000) 599.718
fotalGravelRoad Network 8.0000
[Boren Point Campground Upgrade Works 382888829
TotalHolidayParks 8982988
[Whole of Shire Mobile Library Service Soluton 886.806 86988
New Regional Art Gallery Pre-Feasibility Study a
Total Libraries &Galleries NS
Minor CapitalAcquisitions aa
fotalMinorcapital,
[Parks 8 Playsrounds TT
Page 51 of 72Section 52
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 52 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Review 2 - Capital Submissions
[Sunshine Beach Skate Park New Shade Structure 0 80.95T 888
[Replace Shade Shelters atNoosa Banks 8B
[Sunshine Beach Metal SkateRampRenewal 80.000, 8OOOC—C—CSSCSC‘“‘(‘SNCCC*dC
Total Parks& Playgrounds OKT
|Noosa Heads Noosa Parade Road ComdorUpgrage BATT 88
[Coorey Maple Street Raised PedesinanCrossng ss S8S4OTSC~—sSSCS™SSSCSC“‘COCSC™C‘isA, OC™—™OTCOCOCSCSCSCSC*Sd
[Wallace Park Pathway 586
INoosavile Sea Eagle Drive & Shire Drve Pathway Upgrades «176.418 =—=SSS*~*~CS*~« TRS) SSS*~<“<~*‘“‘*S*S*S*SCSCS*C*~*C« sR reallocated tothe reseal program. Project completed |
[Peregian Beach Boardwalk 00 so) 5.321 Works complete with savings realised as actual costs under budget estimate _|
[Sunshine Beach BelmoreTce PathwayRenewal 00.000 f20,000) Construction delayedto 2022/23,
(Cooray Maple St Pathway OverianderAv BruceHwy 10,000 ato 000) construction delayedto 2022/23. OOOO™~<“Cs*~*‘“‘s*~*~*~*~*~*~*
[TewantinEmest_Goodchap StPath Linkage 25,000 SEOESP 3-year grant project committed for delivery in 2021/22
Peregian Beach Plover StPatwayPpertoJacrna S888 8,000 SECS 3-year grant project committed fordelivery in 2021/22
[fotal Pathways &Boardwalks TTT, 280,074) 103,000 (290.500) 3.106.201 C—C“‘“‘CNC‘idCN
Public Amenities RenewalProgram 0,000 |(200,000|SEQCSP 3-year grant project committed for delivery in 2021/22,
[fotalPublicamenities 200.0000
[Shire Bus Sheer Disabled Compliant ProgramAnnual 362.901 8B
[Total Public Transportinfrastructure SAB
paanesmen ae es | ee
Eagle Drive respetive’
Tewantin Bypass Stage 1 400.000 {2,000,000} Works underway. Some costs rescheduled to 2022/23 based on project timing,
and associated pavement work on Cooroy Noosa Rd reallocated from the reseal
penom em || tena nananememcm |
[TotalsealedRoadsNetwork ATES 86.231 176.418 (2.000.000) 12739140 C—C‘“‘CSCisCS
Sports Ground and Facilities
Page 52 of 72Section 53
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 53 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Review 2 - Capital Submissions
Detaled Design Redevelopment Cooray Sports Complex 80.000
[otal SportsGroundandFaciiies 0.000,
JGympie Terrace Stommwster 8g
Noosaville, Project Ave Stormwater Drainage Easement Upg 282,098 498,404 Tendered cost to undertake works significantly higher than original budget
estimate due to factors including site constraints and inflated market
[Sunrise Beach Sobraon Steet ope Stbilsaton —SOOUETFsC“~*~s*s*sS™S*~*~“s*S*sS™*~étéOOSC ns —SOCOC‘<S
ee | rung n 2/2 wh nso heed 20223
desig c in 2021/22, with construction scheduled in 2022/23
frotal stormwater Drainage SSSCSC~SCSC~C‘ OSC
Noosa Junction Sueetscape 20. 200,000 S_—«26,087 Progress stage 1A design works. Tobe funded through levy infiture years. |
Total Streetscape Road Corridors 26,047 o 100,000 0 o 126.047
[Tewantin, Hilton Tce & Emest St intersection Upgrade —=ss—s=itiSsS*~<i*é‘sRSYSCOC*‘CS™#O#*‘C‘C*“‘«U9;9686 Projectcomplete. Minor savingsrealised =
Transport Strategy, Walking & Cycling Strategy &CNLG Grant 42.05 8
INoosa Heads, Noosa Drive Halse Lane to Sunshine SeachRd 270.00, COC™~—SSC“‘cRTOOOSCOC~—CSCSC“‘“C*CSC*“‘“‘S™S™S*™S™S™S™C™C™C™C~C™C~C~C~CCC~*YS
Total Transport and Infrastructure Management 1,217,908 0 (888) 0 0 1.217.020
INoosa Heads The
5 1 1 1 19 4 461 1575 88 65 58 Woods’
5 1 1 1 19 5 548 1575 44 65 58 Bin
5 1 1 1 19 6 591 1575 88 65 46 Storage
5 1 1 1 19 7 683 1575 126 65 46 Enclosure
5 1 1 1 19 8 819 1575 44 65 48 =
5 1 1 1 19 9 1035 1575 88 65 46 40078
5 1 1 1 19 10 1788 1575 99 65 26 26,000)
5 1 1 1 19 11 1924 1575 147 65 0 —=—«N5,076
5 1 1 1 19 12 2070 1575 71 65 0 Delay
5 1 1 1 19 13 2140 1575 28 65 0 of
5 1 1 1 19 14 2167 1575 34 65 77 of
5 1 1 1 19 15 2200 1575 82 65 7 project
5 1 1 1 19 16 2281 1575 142 65 7 construction
5 1 1 1 19 17 2427 1575 50 65 25 until
5 1 1 1 19 18 2487 1575 98 65 25 2022/23
4 1 1 1 20 0 249 1631 2735 30 -1
5 1 1 1 20 1 245 1627 127 46 84 [Masterplan
5 1 1 1 20 2 371 1627 93 46 89 Landfill
5 1 1 1 20 3 471 1627 24 46 75 SW
5 1 1 1 20 4 501 1627 105 46 75 Controls
5 1 1 1 20 5 609 1627 16 46 0 &
5 1 1 1 20 6 628 1627 89 46 0 Design
5 1 1 1 20 7 1038 1627 47 46 43 8.
5 1 1 1 20 8 1981 1627 78 46 37 888
4 1 1 1 21 0 249 1665 2735 68 -1
5 1 1 1 21 1 315 1661 197 94 24 eee
5 1 1 1 21 2 699 1661 142 94 31 eee
5 1 1 1 21 3 1788 1665 102 68 51 |
5 1 1 1 21 4 2148 1661 424 94 47 eee
4 1 1 1 22 0 2100 1708 363 25 -1
5 1 1 1 22 1 2100 1716 69 17 36 pproac
5 1 1 1 22 2 2219 1708 28 17 69 Ening
5 1 1 1 22 3 2271 1704 32 32 96 to
5 1 1 1 22 4 2303 1704 46 32 96 site
5 1 1 1 22 5 2351 1704 75 32 95 master
5 1 1 1 22 6 2442 1715 21 7 67 plz
4 1 1 1 23 0 249 1736 2735 65 -1
5 1 1 1 23 1 305 1732 138 91 20 ee
5 1 1 1 23 2 1905 1732 365 91 25 ee
4 1 1 1 24 0 2089 1781 91 18 -1
5 1 1 1 24 1 2089 1781 91 18 41 2022/23_
4 1 1 1 25 0 242 1804 2690 34 -1
5 1 1 1 25 1 242 1804 127 33 9 Noosaville
5 1 1 1 25 2 369 1804 96 33 94 Eumundi
5 1 1 1 25 3 470 1804 59 33 95 Road
5 1 1 1 25 4 531 1804 91 33 79 Landfill
5 1 1 1 25 5 622 1804 113 33 96 Expansion
5 1 1 1 25 6 734 1804 31 33 96 of
5 1 1 1 25 7 770 1804 105 33 95 Resource
5 1 1 1 25 8 1011 1804 106 34 92 268,727
5 1 1 1 25 9 2071 1807 89 33 96 Project
5 1 1 1 25 10 2159 1807 86 33 96 delayed
5 1 1 1 25 11 2244 1807 97 33 96 aligning
5 1 1 1 25 12 2341 1807 29 33 96 to
5 1 1 1 25 13 2374 1807 121 33 96 completion
5 1 1 1 25 14 2497 1807 26 33 96 of
5 1 1 1 25 15 2528 1807 50 33 97 site
5 1 1 1 25 16 2577 1807 131 33 94 masterplan.
5 1 1 1 25 17 2712 1807 78 33 96 Design
5 1 1 1 25 18 2789 1807 96 33 96 2022/23
5 1 1 1 25 19 2885 1807 48 33 96 and
4 1 1 1 26 0 244 1833 2072 44 -1
5 1 1 1 26 1 244 1833 111 44 96 Recovery
5 1 1 1 26 2 2081 1848 136 19 95 construction
5 1 1 1 26 3 2223 1848 93 22 95 2023/24
4 1 1 1 27 0 250 1877 1821 39 -1
5 1 1 1 27 1 250 1885 58 19 96 Total
5 1 1 1 27 2 313 1887 73 17 96 Waste
5 1 1 1 27 3 392 1887 150 25 96 Management
5 1 1 1 27 4 993 1877 120 36 90 2,559,506
5 1 1 1 27 5 1283 1887 15 17 39 o
5 1 1 1 27 6 1363 1877 118 39 92 2,672,653
5 1 1 1 27 7 1651 1887 15 17 32 0
5 1 1 1 27 8 1780 1878 105 38 94 (269,719)
5 1 1 1 27 9 1960 1887 111 25 91 4,962,440
4 1 1 1 28 0 245 1945 2746 39 -1
5 1 1 1 28 1 1036 1923 97 77 0 eS
4 1 1 1 29 0 249 2125 2735 33 -1
5 1 1 1 29 1 245 2106 66 66 76 [Shire
5 1 1 1 29 2 316 2106 61 66 87 CCTV
5 1 1 1 29 3 377 2106 110 66 79 Drainage
5 1 1 1 29 4 487 2106 99 66 67 Condition
5 1 1 1 29 5 597 2106 143 66 95 Assessment
5 1 1 1 29 6 740 2106 193 66 50 ProgramAnnual
5 1 1 1 29 7 1009 2106 111 66 0 20000
5 1 1 1 29 8 1785 2106 187 66 0 S—S—~—SS—i
5 1 1 1 29 9 2016 2106 50 66 0 OO
5 1 1 1 29 10 2610 2106 374 66 0 OOCOSSCSCS
4 1 1 1 30 0 249 2196 2735 32 -1
5 1 1 1 30 1 234 2177 81 64 67 JAsset
5 1 1 1 30 2 314 2177 150 64 71 Management
5 1 1 1 30 3 463 2177 92 64 73 Systems
5 1 1 1 30 4 559 2177 182 64 40 implementaton
5 1 1 1 30 5 927 2177 17 64 16 |)
5 1 1 1 30 6 937 2196 2047 32 0 20000CSOSC~“—‘t
5 1 1 1 30 7 2021 2177 75 64 56 ONS
5 1 1 1 30 8 2463 2177 518 64 0 OCO—C—SOOCOCOC“(NNCNC#C*@d’
4 1 1 1 31 0 240 2232 1830 38 -1
5 1 1 1 31 1 240 2234 72 36 96 Total
5 1 1 1 31 2 312 2234 66 36 96 Asset
5 1 1 1 31 3 384 2234 150 36 96 Management
5 1 1 1 31 4 1005 2232 107 34 94 1,200,000
5 1 1 1 31 5 1283 2236 14 20 83 0
5 1 1 1 31 6 1467 2236 14 20 77 0
5 1 1 1 31 7 1651 2236 14 20 79 0
5 1 1 1 31 8 1872 2236 14 20 84 0
5 1 1 1 31 9 1963 2236 107 22 85 1,200,000
4 1 1 1 32 0 1918 2289 289 44 -1
5 1 1 1 32 1 1918 2289 105 44 96 Page
5 1 1 1 32 2 2039 2289 48 35 96 53
5 1 1 1 32 3 2103 2289 42 35 96 of
5 1 1 1 32 4 2159 2289 48 34 96 72Section 54
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 54 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Review 2 - Capital Submissions
[VHF Vehicle Installation 86
Total Fleet - Plant Replacement 2,763,192 0 0 0 0 2,763,192
implementation of ClAnywhere Functionality forTechnologyOn 668.000 OO ee —(‘“CS™S*S™*™*™*™”™”C”C”C™C™C“‘(‘(CSC(‘(C‘*C
Total information Technology 669,000 0 0 0 0 669,000
|QTC CapitalDebtRedempton 8 —“—™sSCSC—t OD ee —“—‘“‘“‘“SOWTTTTTUUUUTCd
Total Other 1,297,000 0 0 0 0 1,297,000
Total Strategic Planning 160,000 0 0 0 0 160,000
Grand Total 53,694,391 226,231 4,465,230 508.000 (10,814,823) 48,079,023
Page 54 of 72Section 55
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 3
Page 55 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 3
Noosa Shire Council
2021/22 Capital Budget Review 2 - Capital Program
Renewal Projects
Program Pee ie a) Per oe Bar) Loans Levy Reserves General Rates oe |
Capital Works
_Sroges Nail Al LOWES Fark Pedesinian Edge 38,000 |
|__Coastal Canais and Waterways [Noosa Heads Main Beach Sand RecyclingSystemPipeworkRenewa GJ 100,000)
|_Coastal Canais and Waterways | Noosaville Noosa Waters Lock & Weir Annual Renewal Program OF 5,000
|_Coasial Canalis and Waterways = |NOosa Waters Revetment Wal TTC S78 78)
__Sommuniy Facies uns ine Seach NAC - Dosing Coniroser enews TF |
| Community Facies | Quay Park CounciiTenniscout-Fencingrenewal 20 GT_20,000
|_GravelRoadNetwork [Shire Gravel Resneeting Program 0,000] 410,000)
|_Pathways & Sosrdwalis NOS. Heads Noosa Parade Comidor Upgrade ET 1,847,167)
|_ Pathways & Soardwalis Sunshine Seach Selmore Terrace Pathway Renewal TT CO
| Pathways &Goardwalks = PeregianBeacnSosrowa 5521]
|_ Pathways & Goardvalis Park RO Boardwalk Renewal- Temporary Path Remove ST 38.557)
__Paitways & Soardwalks | Fewantin Srmesi_Goocchiap st Pat ge 28,000 |
|_ Pathways & 5oardwalts INS VEE Swan Si Pamway Koel Stiowyan St TTT 40,000)
| Pathways &Sosrdwalts | PeregianBeachPoverStPamwayPipertovacana 8838, 000)
|_ Public Amenities Pubic Amenities Renewal Program 200,000} 200,000
|__ Public Transport in@assucure = Shire Bus Shetter Disabled Compliant Program YearS S27 SST
| StormwaterDramage JNO VEIE Gympie Terrace StormwaterRenewas SY 588,685
[Stormwater Dranage Ci SHWE Bl@-Rtention Basin Renewals Program 5.000] 75,000
| Streetscapes and RoadComidos ss |NoosaunctionStreetscape 100,000] 100,000)
Cte)
__Asset Management 0 rire COT Drainage Progra OY 200,000 |
|_AssetManagement Cri and Recover Communiky Stimulus Package Revenue US SR
[Fleet Piant Repiacement ——~=«counc Peet and tant Repacement Progam Yd | __ 2727000] 2.727000
Page 55 of 72Section 56
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 56 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Capital Budget Review 2 - Capital Program
Upgrade, New and Expansion Projects
ates ta) Oe) ee Maes Bae a) Total
Capital Works
[Cemeteries CRO CemeteryPiantSEqupmertShed C800 (180,000)
__Coastal Canals and Waterways [Noosa Heads Dog Beacn SEM 100 SAT} 100,587)
|_Coasisl Caras anc Waterways | NOosa Heads Main Beach Removabie Sand Break Seating mucus I
|_ Community Faciises Rufus St- Stage 3 Digtat Hub Expansion OO S34 703}
Community Facies Pomona School Arts Hall-Amenities Upgrade TY 81, 102)
|_ Community Facies | Peregian Beach Rufous St Public Ar 88 8
__Sommunry Facies sf fire Switchboard & Meter-box Upgrade ee SY S00
__LranesS Gallenes NEw RegiONG Art Gallery Pre-FeasiDilty Study T2000
__ Pathways & Soardwalks Noosaville Sea Eagle Drive & Shire Drive Pathway Upgrades
|_Pathways & Sosrdwalks Ss Teewantin Poinciana Awenue Pasay Upgrade tT CO
[Pathways & Boarawans ‘Castaways Beach Flagship Court Missing Patnway Link Expanson || | CC SOO] 20
_ Pathways & Sosrdvalks | Cooroy Maple Street Pathway Marara Street to Lowermi§ Road Upgrade OTB, 407)
|__ Pathways & 5oardwalks NOS ville Bluebell Cour Missing Pathway Link Expansion, SGT 13,000)
Pathways &Soaravalks Pomona Stan TopperPark PathwayLmk New GF 12,000
|_ Pathways & Soarcwalts | Tewaantin Tinaroo Place Missing Pathway Link Expansion 0 012,000
| Public Transport in@assucure = [Tewantin Furness DriveBus Stop PatmwayOOAAccess 8G 25,000)
_Seaied Roads Network Tewantin Seckmans Road Bypass Stage 1-Rouncapout 80 815573] 7,313,579)
[Sports Ground and Facies | fewantin ReGen Wellbeing and Community Hub Feasabilty Study SSSCS~—SCSSSSSCSCSCSCSC~SCSCSC‘“‘CSNCCCL.._*'Y.| 100,000] 700,00)
Stormwater Dranage —~«(NOOSavile Project Avenue Stormaater Drainage Easement Upgrade] CCSC~SSCC*C«w A] 8 8
__siormweier Drainage SUSE Dean Sobraon SOR SIOPE STSONSSDON SR BBS ET
|__Sireetscapes and Road Comidors = |NoosaJunction Streetscape TT 26,0847)
_Environmenta Assets, Busniand. Tracks and |Noosa Hinteriand recreation tras upgrade (Pomona Section) 00000 650], 18
CT
Otter Capital Total T7000 2,77E,000)
Grand Tot RO SB B00000 0 SNS OOD S000 NASA 33,815,576
Page 56 of 72Section 57
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 4
Page 57 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 4
Revenue
Recurrent Revenue
Rates, levies and charges 74,591 189 74,780
Fees and charges 7,185 1,075 8,260
Interest received 3,270 - 3,270
Sale of Goods and major services 10,224 870 11,094
Sale of contract and recoverable works 23 - 23
Rental & lease income 1,885 - 1,885
Other recurrent income 1,224 19 1,244
Grants, subsidies, contributions and donations 5,797 129 5,925
Unitywater Distributions 3,050 3,050
107,248 2,282 109,530
Expenses
Recurrent Expenses
Employee benefits 37,701 433 38,134
Materials & services 49,303 1,788 51,091
Finance costs 1,114 - 1,114
Depreciation 19,589 - 19,589
Other expenses 233 - 233
107,941 2,221 110,161
OperatingResut 692) 631)
Page 57 of 72Section 58
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 5
Page 58 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Attachment 5
Re sg ar me aE has meme i Sona ii .
Ml NOOSA COUNCIL <a 7
2021/2022 |
BUDGET REVIEW 2 (BR2)
FINANCIAL STATEMENTS
Page 58 of 72Section 59
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 59 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Statements
For the period ending 30 June
Se a
Flys live) Fly Pla) 2023 FIT Ply Ply Play PIT Ply) Py 2031
Statement of Comprehensive Income $.000 $.000 PS PR PT $.000 PA BT $.000 PS PA PT .A UH)
Income pT
Revenue
Operating revenue
Net rates, levies and charges $ 69,168|$ 74.591/$ 74.501|$ 74,780|/$ 76.723 $ 78,717 $ 80,763 $ 82862 $ 85,015 $ 87.225 $ 80492 $ 91817 $ 94,203
Fees and charges $ 7504|$ 7,185/$ 7.185/$ 8260/$ 8495 $ 8757 $ 9027 $ 2305 $ 9502 $ 9888 $ 10162 $ 10444 $ 10,733
Rental income $ 1365|/$ 1885/$ 1885/$ 1885/$ 1922 $ 1961 $ 2000 $ 2040 $ 2081 $ 2122 $ 2165 $ 2208 $ 2,262
Interest received $ s801/S 669/$ G667/S 715|/$ 708 $ 685 $ TO $ 07 S$ 71 $ 74 $5 689 $ 70 $ #723
Sales revenue $ 11.557|$ 10.246/$ 10.246/$ 11,116]$ 11.432 $ 11,785 $ 12,148 $ 12522 $ 12,908 $ 13306 $ 13675 $ 14054 § 14,444
Other income $ - |S O74/$ 1224/8 1,244/$ 1002 $ 1033 $ 1,08 $ 1098 $ 1131 $ 1.166 $ 1199 $ 1232 $ 1,266
Grants, subsidies, contributions and donations $ 6107|$ 5432)/$ 5706/$ 5025/$ 5534 $ 5638 $ 5743 $ 5851 $ 50960 $ 6072 $ 6185 $ 6301 $ 6419
Unitywater Distributions $ 5 172|$ 5650|$ 5653/$ 5606/$ 5650 $ 5650 $ 5650 $ 5650 $ 5650 $ 5650 $ 5650 $ 5650 $ 5,650
Total operating revenue $ 101.674 | $ 106,633 | $ 107.248 |$ 109,530] $ 111.467 $ 114.235 $ 117,096 $ 120,034 $ 123,052 $ 126,132 $ 129,226 $ 132411 $ 135,690
Capital revenue
Government subsidies and grants - capital $ 8025|$ 20562/$ 24.084/$ 18963/$ 12434 $ 1312 $ 2200 $ 1022 $ 1512 $ 1812 $ 1312 $ 1012 $ 1,012
Contributions - Assets and othernon-nonetary |$ 1.730/$ 1500/$ 1.500/$ 1.500/$ 1500 $ 1500 $ 1500 $ 1500 $ 1500 $ 1500 $ 1500 $ 1500 $ 1,500
Contributions - Monetary $ 2522|$ 1397|$ 1.307|$ 1,307/$ 1200 $ 1,200 $ 1200 $ 1,200 $ 1200 $ 1.200 $ 1200 §$ 1200 $ 1,200
Total capital revenue a ed ee 15.134 $ 4012 $ 4900 $ 3722 $ 4212 $ 4512 $ 4012 $ 3712 $ 3.712
Total revenue $ 130,092 | $ 135,129 |$ 131.390 | $ 126,601 $ 118,247 $ 121,996 $ 123.756 $ 127,264 $ 130.644 $ 133,238 $ 136.123 $ 139,402
Capital income
Total capital income $$ -]s - |$ - {S$ - $ - $ - $ - $ - $$ += S$ = S$ = FS =
Total income $ 130,092 | $ 135,129 |$ 131.390 | $ 126.601 $ 118.247 $ 121,996 $ 123.756 $ 127,264 $ 130.644 $ 133,238 $ 136.123 $ 139.402
Expenses
Operating expenses
Employee benefits $ 35,692|$ 37,670|$ 37.676|/$ 38,124]$ 38928 $ 39.892 $ 40,880 $ 41,9802 $ 42930 $ 43.093 $ 45,083 $ 46200 $ 47,244
Materials and services $ 43.821|$ 47,718/$ 40.328]/$ 51,001]$ 51.288 $ 52323 $ 53,780 $ 55308 $ 56,858 $ 58379 $ 50894 $ 61512 $ 63,633
Finance costs $ 4827/5 1114/$ 1.114/$ 1114]/$ 1216 $ 1346 $ 1314 $ 1282 $ 1251 $ 1272 $ 1308 $ 1268 $ 1,228
Deprecistion and amortisation $ 17431|$ 19589/$ 19.589]/$ 19,589/$ 19.698 $ 20,188 $ 20,625 $ 21,061 $ 21,517 $ 21.973 $ 22434 $ 229002 $ 23,061
Other expenses $ 250/$ 233|/$ 233|/$ 233|/$ 238 $ 22 $ m7 $ 2825 27 $ 23 $ 28 $ 23 $ 279
Total operating expenses $ 102,020 |$ 106,325 $ 111,367 $ 113.992 $ 116,846 $ 119,796 $ 122,812 $ 125,879 $ 128,986 $ 132155 $ 135,445
Capital expenses
Total capital expenses $ 4800/$ - $ - $ - $ - $ + S$ + $ + S$ + $F$ - $F$ =
Total expenses | $ 106.820 | $ 106,325 | $ 107.041 | $ 110,161 $ 111,367 $ 113,002 $§ 116,846 $ 119796 $ 122.812 $ 125,879 $ 128,986 § 132.155 $ 135,446
Net result $ 8,031|/$ 23,768 $ 21.229|/$ 15234 $ 4256 $ 5150 $ 3960 $ 4452 $ 4765 $ 4251 $ 3968 $ 3,957
Operating result
Cynacliegpenene sonar |s sonaas | sr-2ea|s oasao|s 111.487 $ 114.235 $ 117,006 $ 120,034 $ 123,062 $ 126.132 $ 120.228 $ 122411 $ 126,600
Operating expense $ 102,020 |$ 106,325 | $ 107.041 |$ 110,161]$ 111.367 $ 113,902 $ 116,846 $ 119706 $ 122812 $ 125.879 $ 128,986 $ 132.155 $ 125,445
Operating result is _346)[$ 309] aga lis eaty[$ 100 $ 244 $ 251 $ 238 $ 240 $ 253 $ 239 $ 256 $ 245
Page 59 of 72Section 60
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 60 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Statements
For the period ending 30 June
ra Pairs Faire 2022 2023 2024 Fa Fa) 2026 Farad rairs:) Pat Fa Pale) Paley
Statement of Financial Position Ft PT PT Bi $.000 Ti PT) eB ATi! PAL PT PT Th
Assets pT
Current assets
Cash and cash equivalents $ 70.028|$ 53042) $ 40747|$ 65875|$ 60.266 $ 60432 $ 60.858 $ 61,772 $ 57,068 $ 53.089 $ 54039 $ 57,700 $ 61,502
Trade and other receivables $ 9484/$ 10,087|$ 10137]$ 10,286)$ 10488 $ 10733 $ 11,045 $ 11,335 $ 11632 $ 11.005 $ 12245 $ 12562 $ 12,836
Inventories $ 144] $ 181] $ 181] $ 144] $ 144 § 144 § 144 $ 144 $ 144 § 144 $ 144 § 144 § 144
Other current assets $ 3425/$ 2012|$ 2912]}$ 3425|/$ 3425 $ 3425 $ 3425 $ 3425 $ 3425 $ 3425 $ 3425 $ 3425 $ 3,425
Total current assets $ 983,081/$ 66222|$ 62978/$ 78730|$ 74323 $ 74735 $ 75472 $ 76675 $ 72262 $ 60442 $ 60854 $ 73840 $ 77.957
Non-current assets
Investments $ 144.801] $ 140,633] $ 140,633] $ 144,801] $ 144.801 $ 144,801 $ 144,801 $ 144,801 $ 144801 $ 144.801 $ 144.801 $ 144,801 $ 144.801
Property, plant & equipment $ 952.579 | $1,003,268 | $1,009,096 | $ 990,038 | $1,043,574 $1,065,880 $1,080,201 $1,111,551 $1,142484 $1,173,604 $1,198563 $1,220,507 $1,242,720
Other non-current assets $ 3126/$ 8219/$ 8288/$ 3015|/$ 3020 $ 2907 $ 2945 $ 2864 $ 2753 $ 2612 $ 2442 $ 1837 $ 1,493
Total non-current assets | $ 1,100.505 | $1,152,120 | $1.158.017 | $1.146.853 | $1,191,305 $1,213,677 $1,237,047 $1,250,215 $1,200,038 $1,321,017 $1,345,805 $1,367,234 $1,380,014
Total assets | $ 1,183,586 | $1,218,242 | $1,221,895 | $1,226,583 | $1.265.718 $1,288,412 $1,312,519 $1,335,891 $1,362,307 $1,390,459 $1,415,659 $1,441,074 $1,466.971
—_— pT
Current liabilities
Trade and other payables $ 7344/$ 7018|$ 7151)/$ 733/$ 7415 $ 7559 $ 7780 $ 7989 $ 8202 $ 8391 $ 8628 $ 8853 $ 9113
Borrowings $ 055] $ e4s|$ s48/$ 0468/5 1210 $ 1241 $ 1272 $ 1306 $ 1418 $ 1573 $ 1612 $ 1653 $ 1,693
Provisions $ 8103/$ 7582|/$ 7582)/$ 8103]/$ 8103 $ 8103 $ 8103 $ 8103 $ 8103 $ 8103 $ 8103 $ 8103 $ 8,103
Other current liabilities $ 8400/$ 4780/$ 4780/$ 8400/$ 8400 $ 8400 $ 8400 $ 8400 $ 8400 $ 98400 $ 8400 $ 8400 $ 8,400
Total current liabilities $ 24.802/$ 20.228|/$ 20361/$ 24783]$ 25128 $ 25303 $ 25,556 $ 25796 $ 26.123 $ 26467 $ 26743 $ 27,009 $ 27,300
Non-current liabilities
Borrowings $ 20.258/$ 21.089)$ 21,.089/$ 24300|$ 20.351 $ 28110 $ 26837 $ 25533 $ 26215 $ 27.642 $ 26030 $ 24377 $ 22,685
Provisions $ 16.555/$ 15307) $ 15307|/$ 16555/$ 16555 $ 16555 $ 16555 $ 16555 $ 16555 $ 16555 $ 16555 $ 16.555 $ 16,555
Total non-current liabilities }$ 36.878) $ 37.406) $ 37.406] $ 41,011) $ 45972 $ 44731 $ 43458 $ 42154 $ 428% $ 44263 $ 42651 $ 40.999 $ 39,306
Total liabilities '$ 61,681] $ 57.634] $ 57,.767|$ 65.794] $ 71,099 $ 70,033 $ 69,014 $ 67,950 $ 68959 $ 70.731 $ 69.395 $ 68,007 $ 66,615
Net community assets $1,121,905 | $1,160,708 | $1,164,128 | $1.160.790 | $1.194.619 $1,218,379 $1.243.505 $1,267,940 $1,293.48 $1,319.728 $1,346.264 $1,373,067 $1.400.356
Community equity pT
Asset revaluation surplus $ 108.473 | $ 121.483] $ 121,483] $ 126,129] $ 144,723 $ 164.227 $ 184,208 $ 204,679 $ 225.634 $ 247.250 $ 260534 $§ 202,360 $ 315,702
Retained surplus $ 1,013,432 | $1,030,225 | $1,042,645 | $1,034,661 | $1,040,806 $1,054,151 $1,050,201 $1,063,262 $1,067,713 $1,072478 $1,076,730 $1,080,608 $1,084,655
Total community equity | $ 1,121,905 | $1,160,708 | $1,164,128 | $1,160,790 | $1.194.619 $1,218,379 $1,243,505 $1,267,940 $1,293,348 $1,319,728 $1,246,264 $1,373,067 $1,400,356
Page 60 of 72Section 61
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 61 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Statements
For the period ending 30 June
[AnnualResutt | Actual | ae | Rt | eRe
Original
Fa Faire ral r es 2022 rr] 2024 2025 2026 Farad rair a.) 2023 2030 2031
Fa ee Oe) +R PAL Ti) PT) PS) $.000 PSY bi ATi A Bi) CPi PT)
Cash flows from operating activities pT
Receipts from customers $ 95823/$ 92418|$ 92622|$ 94649/$ 97.422 $ 100,056 $ 102704 $ 105502 $ 108.362 $ 111,322 $ 114.200 $ 117.243 $ 120,335
Payments to suppliers and employees (S$ 85,062) |($ 985,803) |($ 87,376) |($ 90,066)|($ 90.070) ($ 92,012) (S$ 95,283) ($ 97,842) ($ 100.430) ($ 103,044) ($ 105,606) ($ 108,258) ($ 111.494)
Dividend received S$ 3431/$ 3050|/$ 3050/$ 3050/$ 3050 $ 3050 $ 3050 $ 3050 $ 3050 $ 3050 $ 3050 $ 305 $ 3,050
interest received S$ 3021/$ 3260|/$ 3270/$ 3270/$ 3308 $ 3205 $ 3300 $ 3357 $ 3314 $ 3304 $ 3209 $ 3306 $ 3,323
Rental income S 1365/$ 1875/$ 1874/$ 1873/$ 1919 $ 1958 $ 1996 $ 2037 $ 2077 $ 2119 $ 2161 $ 2205 $ 2249
Non-capital grants and contributions S$ 6225/$ 5405|/$ 5765|/$ 5887/$ 5566 $ 5631 $ 5733 $ 5842 $ 50951 $ 6064 $ 6174 $ 6201 $ 6,409
Borrowing costs (s 133) |($ 516) |(S 516)|/(S 516)/(S 618) (S 748) (S 716) (S 684) (§ 652) (§ 673) (S 710) ($ 670) ($ 630)
Other cash flows from operating activities $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ -
Net cash flow from operating activities pases mene me’ 19.677 $ 20.330 $ 20.786 $ 21.219 $ 21.672 $ 22143 $ 22569 $ 23,067 $ 23.242
Cash flows from investing activities
Payments for property, plant and equipment (S 20519) |($ 44,840) |($ 51,568) /($ 45,053) /($ 43,705) ($ 21,100) (S$ 22,154) ($ 20,884) ($ 29,506) ($ 20.450) (S$ 23,043) ($ 19.096) ($ 20.009)
Payments for intangible assets ($ 505)/($ 760)/(S 820)/($ 823)/($ 350) ($§ 357) (S$ 364) (§ 371) (§ 378) ($§ 386) (S 395) § - $ -
Grants, subsidies, contributions and donations [$ 13,678/$ 21,.950/$ 26.381/$ 20.360/$ 1363 $ 2512 $ 3400 $ 2222 $ 2712 $ 3012 $ 2512 $ 2212 $ 2212
Other cash flows from investing activities $ 125| $ - |$ - |$ - |$ - $ - §$ - $ - §$ - $ - $ - §$ - $ -
Net cash flow from investing activities ($ 23.641) |($ 26.017) |($ 26.422)]($ 30.511) ($ 18.954) ($ 19.119) ($ 19,033) ($ 27.172) ($ 26.824) ($ 20,926) ($ 17.784) {$ 17.797)
Cash flows from financing activities
Proceeds from borrowings S$ 21082/$ 2360/$ 2360/5 4850/$ 6170 $ - $ - $§ - $ 2100 $ 3000 §$ - § - $ -
Repayment of borrowings (S 24.844)|/($ 736)|(S 736)/(S 736)|(S 946) (S$ 1,210) (S 1,241) (S$ 1,272) (S 1,304) (S$ 1,418) (S 1,573) (S 1,612) ($ 1,653)
Net cash flow from financing activities essays ume vee $ 5224 ($ 1240) (§ 1.241) (§ 1,272) $ 796 $ 1,582 ($ 1,573) ($ 1,612) ($ 1,653)
Total cash flows
Net change in cash and cash equivalentheld [$ 13,004|($ 2.409) [($ 5,704) |($ 4,153) ]($ 5.609) $ 166 $ 426 $ 914 {$ 4,704) ($ 3.099) $ 71 $ 3670 $ 3,792
Opening cnth and cosh equiatents }s s7.024]$ ssasi|$ ss.ast|$ 70,028 $ 65.875 $ 60.266 $ 60,432 $ 60,858 $ 61.772 $ 57.068 $ 53,969 $ 54039 $ 57.709
Closing cash and cash equivalents 1$ = 70,028]$ 53,042[$ 49.747[$ 65,875|/$ 60.266 $ 60432 $ 60858 $ 61,772 $ 57.068 $ 53.969 $ 54039 $ 57.709 $ 61,502
Page 61 of 72Section 62
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 62 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Statements
For the period ending 30 June
a ee
rai Fa Faire Pale Pair Pair x) 2024 2025 2026 rare Pairs] PFs] Paik | Paik),
SFC ele eee a PAY +A PPh PB) PT BT PA PA AA PA PT +B bi
Asset revaluation reserve pT
Opening balance $ 86524/$ 103738]$ 103.738|$ 108.473] $ 126,122 $ 144,723 $ 164227 $ 184.203 $ 204,679 $ 225,634 $ 247.250 $ 260.534 $§ 292.360
Change in asset revaluation surplus $ 21.940|/$ 17.744|$ 17.744]$ 17.656/$ 18,504 $ 19504 $ 10976 $ 20475 $ 20.956 $ 21,616 $ 22284 $ 22835 $ 23,332
Closing balance $ 108.473 $ 126,120|$ 144.723 $ 164,227 $ 184,203 $ 204.679 $ 225,634 $ 247.250 $ 260.534 $ 202.360 $ 315,702
Retained surplus
Opening balance $ 1,003,273 | $ 1,015,457 | $ 1.015.457 | $ 1,013,432 | $ 1,034,661 $ 1,040,806 $1,054,151 $1,050,301 $ 1,063,262 $1,067,713 $1,072478 $1,076,730 $1,080,698
Net result $ 10,150|/$ 23,768/$ 27.188)$ 21.220/$ 152% $ 4256 $ 5150 $ 3960 $ 4452 $ 4765 $ 4251 $ 3068 $ 3,957
Closing balance $ 1,030,225 | $ 1,042.645 | $ 1.034.661 | $ 1.040.806 $1,054,151 $1,050,301 $1,063,262 $1,067,713 $1,072478 $1,076,730 $1,080,698 $ 1,084,655
Total
Opening balance $ 1,089,797 | $ 1,119,196 | $ 1.119.196 | $ 1.121.005 | $1,160,790 $1,194,619 $1,218,379 $1,243,505 $1,267,940 $1,203,348 $1,319,728 $ 1,246,264 $1,373,067
Net result $ 21,040/$ 23768/$ 27.188/$ 21220/$ 1523 $ 4256 $ 5150 $ 3960 $ 4452 $ 4765 $ 4251 $ 3068 $ 3,957
Change in asset revaluation surplus $ 10,150|/$ 17,744|$ 17.744|$ 17.656|$ 18504 S$ 19504 $ 10976 $ 20475 $ 20,956 $ 21616 $ 22284 $ 22835 $ 23,332
Closing balance | $1,121,905 | $ 1,160,708 | $ 1,164,128 | $ 1,160,790 | $1,194,619 $1,218,379 $1,243,505 $1,267,940 $1,293,348 $1,319,728 $1,346,264 $1,373,067 $ 1,400,356
Page 62 of 72Section 63
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 63 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Noosa Shire Council
2021/22 Budget Statements
For the period ending 30 June
Forecast
2021 Paired Fairer Faire 2023 2024 2025 2026 Fair ad Patra) rai r 2030 2031
Operating Surplus Ratio 7.5% 0.3% 0.6% 0.6% 0-10% 0.1% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2% 0.2%
Net Financial Liabilities Ratio -19.9% 8.1% 4.9% -12.7% <60% -2.9% 4.1% 5.5% 7.3% -2.7% 1.0% 04% 44% 84%
Asset Sustainability Ratio 83.4% 107.8% 121.9% 130.1% >90% 198.3% 96.2% 103.0% 91.8% 133.2% 132.3% 98.7% 88.5% 83.6%
Operating Surplus Ratio
Measures the extent to which revenues raised cover operational expenses
only or are available for capital funding purposes or other purposes.
Calculation: Net operating result divided by total operating revenue, expressed as a % (excluding capital revenue or expenses).
Target: between 0% and 10%.
Net Financial Liabilities Ratio
Measures the extent to which the net financial liabilities of Council can
Calculation: (total liabilities less current assets) divided by
total operating revenue, expressed as a %.
Target: not greater than 60%.
A 5 inability Rati
This ratio reflects the extent to which the assets managed by Council
are being replaced as they reach the end of their useful lives.
Calculation: capital expenditure on the replacement of infrastructure assets
(renewals) divided by depreciation expense, expressed as a %.
This includes infrastructure as well as plant and equipment.
Intangibles are excluded.
Target: greater than 90%.
Page 63 of 72Section 64
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
6. 2021 COMMUNITY SATISFACTION SURVEY RESULTS
Author Director Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Subject/ 27.80 Executive Branch Updates
Attachments 1. Noosa Council Community Satisfaction Survey 2021 by Market Facts
Qld Pty Ltd (79 page attachment provided separately to this agenda)
EXECUTIVE SUMMARY
In June 2021 the Noosa Council commissioned Market Facts Pty Ltd to conduct its biennial
benchmarking survey of community attitudes measuring levels of satisfaction with 41 council
services grouped under the 5 Themes of: Qualities of Council; Customer Services and
Communication; Managing the Shire; Community Lifestyle Services; and Basic Services and
Infrastructure. This is the third community satisfaction survey that Council has conducted with
previous surveys undertaken in 2017 and 2019.
The Community Satisfaction Survey Report (attached) presents the survey findings and an
analysis of ratings and variances. In addition, it compares Noosa Council’s 2021 survey results
with Council’s previous 2017 and 2019 survey results allowing Council to benchmark our
performance. In the past Council was also able to benchmark performance against other
Queensland Councils through the LGAQ biannual survey which was undertaken in 2017 and 2019
however as the LGAQ survey has been discontinued this survey is no longer possible. For
comparative purposes the 2017 and 2019 LGAQ survey results are shown in the survey report.
When coupled with previous data, the 2021 survey provides a reliable historical source of the
community’s views since 2017. A selection of results from the last 5 years shows that Council
continues to provide services that meet the public’s expectations.
The information from the 2021 survey will be used to support strategic decision making and
improve service delivery.
In summary, the 20 21 survey findings show:
• While Council is performing below the results of previous years, advice is that other
Queensland councils have also recorded lower results in their community satisfaction
surveys. Despite this, Council in most areas is perceived to be meeting expectations of the
community it serves with 71.04% of respondents viewing Council’s overall performance as
good and very good (compared to 75.8% in 2019 and 76.4% in 2017).
• Noosa Council’s overall average Total Performance Index at 72.07% is below its previous
2019 and 2017 survey results but above LGAQ state-wide and provincial averages for those
years.
• The best results were achieved in the following themes: Community Lifestyle Services,
Qualities of Council and Managing the Shire.
• The top 6 performing services relative to importance were: Disaster Management, Waste
Management, Parks Playgrounds & Public Amenities, Customer Service, Environment
Protection & Conservation and Community Safety.
• Priorities for enhancement of overall performance are: Parking Facilities, Economic
Development, Local Employment, Traffic Management, Responding to the Community, Road
Maintenance, Consulting the Community, Road Construction, Building Control, Informing the
Community and Quality of Councillors Dealt With.
Page 64 of 72
Section 65
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
RECOMMENDATION
That Council note the report by the Director Executive Services to the General Committee Meeting
dated 17 January 2022 regarding the results of the Noosa Council Community Satisfaction Survey
2021 as detailed in in Attachment 1 to the Report: the “Noosa Shire Council Community
Satisfaction Survey 2021” report prepared by Market Facts (Qld) Pty Ltd.
REPORT
The Community Satisfaction Survey undertaken by Market Facts (Qld) Pty Ltd in June 2021,
surveyed 400 Noosa residents aged 18 years and older from across the shire and from different
demographic groups including age, gender; home ownership status, neighbourhood and current
work status. The survey method included phone contact with residents (landline and mobile) and
the survey was available on Council’s website (156 people completed the on-line survey).
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 previous Noosa Council surveys undertaken in 2017 and 2019
as well as the survey results of other similar sized Qld Councils (LGAQ’s biennial surveys of
Qld. Councils undertaken in 2017 and 2019).
• 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 considering both existing Council performance as
well as basic community priorities (i.e. ratings for importance).
The survey asked respondents to identify how important 41 Council 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). In addition, respondents were asked to provide an
overall rating of Council’s performance and to provide opinions on 5 additional questions developed
by Council. The questions related to preparedness for a disaster or emergency, the right balance
between providing services and financial means, contact with Council, lifestyle, and challenges to
be faced by the community in the next few years.
The primary services/responsibility 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 and 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).
5. Theme 5 - Qualities of Council (qualities of elected council councillors dealt with, qualities of
elected Council, managerial & supervisory officers, outdoor workers, indoor staff).
Page 65 of 72
Section 66
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Methodology
The survey method used 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 a direct question
rating Council’s overall performance 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”.
The 2021 overall rating of 3.57 is lower than the results in the previous surveys (i.e. 3.79 in 2019,
3.82 in 2017). A mean score of 3.57 translates to ¾ of respondents viewing Council’s performance
as good (55%) and very good (5.5%). It is also 71.4% (compared to 75.8% in 2019 and 76.4% in
2017) of the optimum score of 5 which means that Council is generally viewed as being effective
in delivering services to the community.
Table – Summary of tracking Surveys – Overall Performance Rating
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. In 2021 Noosa’s TPI was calculated at
72.07% which is lower than the results for 2019 and 2017 however it is above LGAQ state and
provincial TPIs for 2017.
The following chart compares the Total Performance Index (TPI) for Noosa 2021, 2019 and 2017
including the 2017 LGAQ Community Satisfaction Survey state-wide and provincial averages. In
2021, Noosa is below overall average TPIs in all 5 Themes -
• Customer Service and Communication TPIs experienced the greatest reduction (70.56% in
2021 versus 75.41% in 2019).
• Community Lifestyle Services, Qualities of Council and Basic Services and Infrastructure
TPIs reduced on average by 2.4% (from 74.86% in 2021 versus 77.6% in 2019).
• Managing the Shire TPI was stable or on par with 2019 result (73.23% in 2021 versus 73.25%
in 2019).
Page 66 of 72
Section 67
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Analysis of Key Results
Highest and Average Performers relative to importance
There are 14 responsibility/service areas (out of the total of 41) for which Council performed best
in relation to their judged importance. In this case, ‘best’ is defined as having an Importance rating
of at least 3.96 and Performance more than 1.5% above Average (72.07%). 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 borderline between ‘Important’ and ‘Nice to Have’).
In 2021, there are some additional responsibility areas that the community has judged Council to
be preforming better compared to 2019 and 2017, these include:
• Park, Playgrounds & Public Amenities (least Important in 2019)
• Environment protection & Conservation (Average in 2019)
• Environment Controls (Average in 2019 and in 2017)
• Revenue Raising (Average in 2019)
• Community Health (Average in 2019 and Average in 2017)
• Community Services (Average in 2017).
Page 67 of 72
Section 68
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Page 68 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
‘Highest Performers.
‘Libraries & other Information Access; 5a 90%
Disaster Management) Se sx:
‘Waste Management; ran, 00:
: Parks, Playgrounds & Public AMENITICS : eS: 7655:
‘Customer Service! pein sis"
‘Evironment Protection & Conservation; === 75.50%)
‘Community Safety: dips 105
(Quality & Performance of indoor Stat! ere. 7 205
i Environmental Controls : | 75.8% |
{REVENUC-TaISING : | eeeeemmmiemmnitiiiiden [75.7% |
‘information services; a rfdiiten (79 20%"
(Quality & Performance of Outdoor Wore! er 72400:
‘Community Services ummm, :7:10%'
| 66.0% 68.0% 70.0% 72.0% 74.0% 76.0% 78.0% 80.0% 82.0% 84.0% 86.0%:
mi Noosa 2017: mNoosa 2019: mi Noosa 2021:
‘Average Performers:
“Community Development) os.
(1 50 $< | 72-50% |
: Providing Leadership & Advocacy : |. 73.20% :
Seen cece SAN ee: 72 35.
: Drainage & Flood Mitigation : : 72.70%:
Managerial & Supervisory Officers: nnn 75>.
' Financial Management! 95 4086:
Quality of lected Counc) ee 3350
m Noosa 2017: mNoosa 2019! m Noosa 2021:
Page 68 of 72Section 69
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
There are only 8 Responsibility Areas (out of the total of 41) for which Council has received an
average score which is defined as having an Importance rating of at least 3.96 (on the borderline
of ‘4’ = ‘Important’) and Performance not more than 1.5% below or above Average (where Average
Performance is 72.07% - the (calculated) Average Total Performance Index). In 2021, two new
responsibility areas have moved from being Low Performers in 2017 to Average performers,
namely “Town Planning” and “Drainage & Flood Mitigation”.
Areas of Lowest Performance Relative to Importance which provide the greatest opportunity for
improvement
In 2021, most of the same responsibility areas continue to be rated as low performers as in 2017.
However, two new responsibility areas have been added, specifically “Informing the Community”
and “Quality of Councillor(s) Dealt With” which were both rated as average performers in 2019.
The chart below shows a list of targets for improvement where elements have performance ratings
1.5% or more below the average performance assessment of 72.07%, but which also have
relatively high (=/>4) levels of importance. These elements can be considered as priorities for
enhancement of overall performance. Attention to these elements will lead to the greatest overall
increase in the weighted performance indices for subsequent tracking surveys.
The challenge is now for Council to continue to address and prioritise these areas in future
planning, and use follow up tracking surveys to not only monitor ratings for individual areas, but
also to ensure overall performance, continues to increase or at least remain at comparative levels
with other councils.
Page 69 of 72
Section 70
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Public Opinion - Additional Questions developed by Council
Included in the survey were several additional Council specific questions relating to disaster
management, existing services, communication channels and customer requests, lifestyle,
challenges, sense of community and climate change. The findings from responses to these
questions are summarised as follows:
• Preparedness for a Disaster or Emergency - Nearly two thirds (65.8%) of respondents in
2021 are prepared for a disaster or emergency and have an emergency plan. In 2019, 66%
of respondents had a disaster management plan in place for a flood or fire, compared to
59.7% in 2017.
• 77.3% of respondents (compared to 88% in 2019 and 86% in 2017) indicated that they
preferred that Council ‘leave things as they are’ when trying to strike a balance between
providing the best possible service and operating within its financial means. While 14.5%
indicated that they would be prepared to pay more through their rates for an
improved/increased level of service, compared to 9.3% in 2019.
• Satisfaction with service levels
- 62.6% of respondents rated answering phone calls as good and very good
- 45.3% rated contact with Council’s Tewantin Office as good or very good
- 36.7% rated email and online enquiries as good or very good
- 28.8% rated return of calls as promised as good or very good
- 82% rated after hours emergency services as good or very good
- 30.9% rated acknowledgement of written correspondence as good or very good
- 43.1% rated handling complaints as good or very good
- 55.4% rated effectiveness in responding to requests as good or very good.
• Chosen method for communication – the most popular method to seek information from
Council about a project or an issue was Council’s website (35.5%) followed by local
newspaper (29.3%) and social media (Facebook) (25%).
• Lifestyle and quality of community – The three most important things with regards to lifestyle,
and the quality of the community were:
- access to amenities facilities/services, recreation (47%)
- environment clean, healthy, amenity, maintenance (35.5%)
- traffic/transport (roads, maintenance, access, safety) (12.8%).
• A large proportion of respondents (88.8%) were either satisfied (29.3%) or completely
satisfied (59.5%) regarding feeling part of their community, compared to 76.1% in 2019.
Conclusion
The 2021 community satisfaction tracking survey is a follow up to the 2019 survey and 2017
benchmark study for Noosa Shire Council. In 2021, Council is performing below the results for
2019. In 2021 the Average Total Performance Index (TPI) for the survey was calculated at 72.07%
(74.59% in 2019 and 73.24% in 2017) and community sentiment, compared to two years ago, is
generally considered less positive. As further evidence of this, other similar councils who have
recently completed community satisfaction surveys have also recorded fewer positive results. In
relative terms Noosa’s TPI of 72.07% is also quite high, so while in 2021 a lower result has been
achieved Noosa Council is continuing to achieve results above the Queensland norm for similar
sized provincial councils.
The 2021 survey results show that while the results are lower than previous years, the community
is satisfied with Council’s performance.
Page 70 of 72
Section 71
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
Previous Council Consideration
Ordinary Meeting Minutes 20 June 2019, Item 6, Page 19
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 11 June 2019 regarding the results of the 2019 Community Satisfaction
Survey and the Community Satisfaction Survey 2019 Report prepared by Market Facts Qld. Pty
Ltd contained in Attachment 1 to the report and place on record its formal thanks for the efforts of
Noosa Council staff in achieving the continued improvement and significant positive result.
Ordinary Meeting Minutes 17 August 2017, Item 6, Page 8
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.
Finance
The conduct of the Community Satisfaction Survey was provided for in the 21/22 budget. The cost
of the Survey was $23,000.
Risks & Opportunities
The Community Satisfaction Survey of Noosa residents provides valuable information about the
quality of Council’s services, the community’s satisfaction with Council’s services and changing
community expectations. This information assists Council to not only identify areas where services
can be improved and how resources can be efficiently allocated, it also assists Council to better
understand changing perceptions of the community and emerging issues. The risk of not
undertaking the survey is that Council services are not aligned to the needs of the community and
valuable Council resources are not allocated effectively.
Consultation
External Consultation - Community & Stakeholder
The Community Satisfaction Survey surveyed 400 Noosa Shire residents and was also available
for completion on Council’s website.
Internal Consultation
The results of the Community Satisfaction Benchmarking Report prepared by Market Facts (Qld)
Pty Ltd have been reviewed by the Executive Leadership Team.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 71 of 72
Section 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
7 CLOSED SESSION
Nil.
Page 72 of 72
GENERAL COMMITTEE MEETING AGENDA 17 JANUARY 2022
7 CLOSED SESSION
Nil.
Page 72 of 72