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AGENDA
General Committee
Meeting
Monday, 18 July 2016
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Jess Glasgow, Ingrid Jackson,
Joe Jurisevic, Frank Pardon, Brian Stockwell, Tony Wellington
“Engagement with our community to protect and enhance our lifestyle”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES
-
PRESENTATIONS
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE
1 DEVELOPMENT APPLICATION FOR MATERIAL CHANGE OF USE FOR
MULTIPLE HOUSING TYPE 3 RETIREMENT & SPECIAL NEEDS (56
ADDITIONAL RETIREMENT DWELLINGS) AND RECONFIGURING A LOT (4
INTO 3 LOTS) (MCU15/0111 & REC15/0031)
(Planning & Environment Committee Agenda, 12 July 2016, Item 1, Page 3)
Reason for referral: Cr Stockwell disagrees with the recommendation and has
requested further consideration regarding the proposed conditions with relation to
design of the proposal.
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE
2 APPOINTMENT OF EXTERNAL MEMBERS TO COUNCIL’S AUDIT & RISK
COMMITTEE
(Services & Organisation Committee Agenda, 12 July 2016, Item 4, Page 21)
Reason for referral – Cr Jackson disagrees with the staff recommendation.
REPORTS DIRECT TO GENERAL COMMITTEE 3
3 FLOOD MANAGEMENT PLAN 3
4 JUNE 2016 INTERIM FINANCIAL PERFORMANCE REPORT 12
5 OPERATIONAL PLAN PROGRESS REPORT - 4TH QUARTER 2015-16 19
6 YEAR IN REVIEW - 2015/16 32
CLOSED SESSION -
Page 2 of 41
Section 3
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
REPORTS DIRECT TO GENERAL COMMITTEE
3 FLOOD MANAGEMENT PLAN
DOCUMENT INFORM AT ION
Author Principal Strategic Planner, Rebecca Britton
Planning & Infrastructure Department
Index ECM/Subject/Flood Studies
Attachments 1. Flood Management Plan document (41 page attachment provided separately
to this Agenda; 2 hard copies available in the Councillors’ room)
2. Flood Management Implementation Plan
EXECUTIVE SUMMARY
Not Applicable.
RECOMMENDATION
That Council note the report by the Principal Strategic Planner to the General Committee Meeting
dated 18 July 2016 and adopt the Noosa Council Flood Management Plan and Implementation
Plan for the purpose of directing flood management actions with the aim to improve resilience to
flood risks across the community.
REPORT
1. Overview
The purpose of this report is to present to Council a flood management plan and implementation
plan to guide future capital and operational investment and to coordinate actions relating to
flooding resources, policy and planning, disaster management, flood mitigation and community
awareness. The management plan will be a key strategic document which will facilitate a
consistent understanding within the community of the allocation of Council resources and
direction for future flood management.
The plan provides the background context of flooding in Noosa, summarises Council’s flooding
resources, identifies emerging issues and concerns within the catchment, waterways and
floodplains and establishes key initiatives to address these.
As part of the process a Capacity Assessment was carried out to review the organisation’s
capacity across core flood management functions. It involved surveying council staff and
assessing feedback using 45 criteria to determine the organisations flood capabilities and areas
for improvement. The assessment established a series of performance targets and
recommended a number of desired outcomes to achieve these targets.
The implementation plan presents prioritised actions from the capacity assessment and flood
management plan process. It nominates responsible staff, next steps and budget requirements. It
will be reviewed on an annual basis to reflect progress of each action and any changes to
priorities.
Page 3 of 41
Section 4
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
As part of the project a Flood Information Repository was established. This is an online intranet
repository to house flood studies, flood records, survey and flood maps. This improves access
and storage of Council’s flooding resources and will be updated regularly as new flood
information emerges. The community can assess information from this repository through an
online flood search request.
Together all of these elements provide a structured approach to managing council’s knowledge
and flood related resources to improve the Council and community’s resilience to flood risk.
2. Flood Management Planning Framework
The overall aim of the plan is that the Noosa community and Council are well informed about
flood risk and well prepared for significant flood events. This can be achieved by –
Noosa Council, residents and businesses having access to best available flood information
including past, present and future flooding conditions;
ensuring flood resources are up to date, reflect local conditions and take account of
existing and future climate;
ensuring flood management and disaster management activities are well coordinated and
communicated across all stakeholders; and
ensuring services are delivered that help protect the community, improve community
resilience and improve public access to information.
Flood management priorities have been considered under 3 core areas:
1. Flooding Resources - information such as flood studies, mapping, records, survey and
flood searches;
2. Planning and policy - in Council’s planning scheme, building controls and other strategic
and operational plans, and development assessment;
3. Disaster management - how Council prepares for and responds to a flood event,
community awareness and flood mitigation works.
The following core principles describe the purpose of each core area and provide focus to the
key initiatives and actions.
Flooding Resources
Core principle 1: To make flood mapping accessible, informative and relevant
Core principle 2: To understand existing and future flooding conditions
Core principle 3: To learn from the past
Planning and policy
Core principle 4: To plan for existing and future climate conditions
Core principle 5: To improve public access to information
Disaster management
Core principle 6: To improve community resilience
Core principle 7: To prepare for flood events
Core principle 8: To protect our communities
Page 4 of 41
Section 5
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
3. Key Initiatives
The Plan identifies around 50 key initiatives to be implemented over the next 5 years. Some of
these include:
Flood Resources (flood studies, mapping, records, survey)
Prepare a detailed flood study for Six Mile Creek (Cooroy/Lake Macdonald area)
Complete the upgrade of the Noosa River Flood Model to cover major watercourses and
floodplains of the Noosa River catchment.
Explore foreshore erosion within the lower reaches of the Noosa River using the Noosa
River model.
Update flood mapping layers on Council’s mapping systems for planning scheme mapping,
disaster management and development assessment.
Collect peak flood level records along Kin Kin Creek for a variety of flood events to improve
flood model calibration in this location.
Install maximum height flood gauges (MHG) along Kin Kin Creek adjacent to Dr Pages
Road and identify potential locations for additional radio telemetry flood gauges.
Complete additional bathymetric (river bed) survey of Noosa River to supplement existing
survey information and assist with monitoring changes to the river’s bed profile.
Review Council’s guidelines for the collection and storage of flood related field data.
Establish a procedure for collecting and storing historical flood levels and incorporate data
into an assessable GIS environment.
Provide an automated flood search certificate system for generating and issuing
certificates.
Policy and planning
Prepare planning scheme provisions for flooding consistent with the principles adopted in
the flood management plan for inclusion in the new planning scheme.
Prepare a planning scheme policy as part of the new planning scheme outlining preferred
methods and parameters for flood studies and flood management.
Include the areas of maximum flow velocities on the flood overlay maps for the new
planning scheme to assist with development assessment and design.
Establish a flood focus group that meets periodically to coordinate the planning and
management of flood related activities and information across Council.
Prepare a climate change adaptation plan that addresses future flood hazard risk and the
likely associated consequences for vulnerable communities and infrastructure and
identifies future options for discussion with the community.
Disaster management
Undertake regular review and maintenance of all radio telemetry gauges and maximum
height gauges and determine flood trigger levels for vulnerable communities and
infrastructure.
Continue to provide flood related disaster management training to staff in relation to the
Enviromon system (data logging and alarm system) and general hydrologic and hydraulic
characteristics of the Noosa Shire catchments.
Develop a community flood awareness programme to raise awareness of flood risks and
identify strategies to mitigate these.
Scope and prepare a flood mitigation strategy to identify flood mitigation options and
prioritise potential works.
Previous Council Consideration
Nil
Page 5 of 41
Section 6
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Finance & Risk
The plan is primarily an operational document as a basis for coordinated decision making and
investment across the Council for flood related interests. A number of action items that require
funding have been included in the 2016/17 budget including:
Six Mile Creek Flood Study
Radio telemetry flood monitoring gauge
Bathymetric Survey for the Noosa River
Climate change adaptation plan
The Implementation Plan actions will be subject to the annual budget process to ensure that
affordability and delivery are consistent with Council’s Financial Sustainability Policy.
Consultation
External Consultation - Community & Stakeholder
It is not anticipated that there will be targeted community consultation on the document. However
when the New Planning Scheme Directions Paper is released for public comment in the second
half of this year, this document can be made publically available online through the Your Say
Noosa community engagement portal, along with other endorsed planning studies and policy
documents.
Internal Consultation
The flood management plan has been developed as a whole of Council initiative with input from
the various Council business areas and specialist assistance from Hydra Logic consultants.
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 6 of 41
Section 7
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 7 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
5
Attachment
2
Noos ounc Flood Management A on Plan
~O Cc
Noosa Council, residents and businesses have access to the best available flood information for the region; Information on past, present and future flooding conditions is available and utilised to inform planning and decision making; Council’s
Desired Outcome flooding resources are up to date, reflect local conditions and take account of existing and future climate; Flood management and distaster managment activities are well planned, coordinated and communicated across all stakeholders; Services
are delivered that help protect the community, improve community resilience and improve public access to information.
Core Area Core Principle Action Item Prioritisation Responsible stakeholder Next steps Budget Status Icon
Include flood contour mapping layers with anticipated
To make flood mapping accessible, 1%AEP (future climate, 2100) flood levels and associated Update Exponare once Noosa River Flood Study
Flooding Resources Flood mapping 2016-18 GIS Officer, ICT Included in operational budgets Underway @
informative and relevant minimum floor levels on Council’s internal mapping complete and new MFL and flood contours available
system for officer access only.
Include flood mapping layers for 1% AEP future climate
To understand existing and future
Flooding Resources Flood mapping 2100 flood extents and depths to Council’s Interactive 2016-18 GIS Officer, ICT Add once planning scheme gazetted Included in operational budgets Scheduled oa
flooding conditions
Mapping Portal and internal mapping system.
Establish an annual budget allocation for the
To understand existing and future
Flooding Resources Flood studies management and technical support of Council’s flood 2016-18 Principal Strategic Planner Budget has been allocated for flood consultant services. $20000 budgeted for 16/17 Ongoing
flooding conditions
planning related data and advice.
Review related SCC documents and prepare a Noosa
Flood records and Develop a guideline for the collection and storage of specific guideline to inform when flood related field
Flooding Resources To learn from the past 2016-18 Asset Planning Coordinator To be referred for consideration in 17/18 budget Not started
survey flood related field data. data should be collected and how it should be collected
and stored.
Establish a regular maintenance program and
Flood records and Coordinate an inspection of all Noosa Council MHGs and
Flooding Resources To learn from the past procedures for Council’s Maximum Height Gauges 2016-18 Asset Planning Coordinator Included in operational budgets Scheduled
survey undertake basic maintenance before September 2016.
(MHGs).
Confirm triggers and procedures for reading and
Flood records and Identify local triggers to prompt the reading of each
Flooding Resources To learn from the past maintaining Council’s network of Maximum Height 2016-18 Asset Planning Coordinator Included in operational budgets Not started
survey MHG
Gauges.
Establish procedures and protocols for storing historical
Flood records and
Flooding Resources To learn from the past flood levels, including data collected from MHGs and 2016-18 Asset Planning Coordinator To be referred for consideration in 17/18 budget Not started
survey
debris survey.
Determine best method for storing the information and
Flood records and Incorporate all available historical flood level data into whether it should be made available publically on
Flooding Resources To learn from the past 2016-18 GIS Officer, ICT Included in operational budgets Completed
survey an accessible GIS environment. Council's interactive mapping portal as well as through
the internal flood informaiton repository.
Review the custodianship and management of Council's
To understand existing and future flood study data (including spatial flood data files) with
Flooding Resources Flood studies 2016-18 Principal Strategic Planner Discuss with Flood Working Group Included in operational budgets Scheduled
flooding conditions the view of establishing a clear point of contact with
regards to flooding information
Upgrade the Noosa River flood model to a
contemporary 2D modelling platform and where
To understand existing and future $120000 committed for 15/16 ($40,000 carryover for
Flooding Resources Flood studies possible, improve the model calibration and extend the 2016-18 Principal Strategic Planner To be completed 2016/17 financial year Underway
flooding conditions 16/17 FY)
model to cover the major watercourses and floodplains
to and beyond Kin Kin.
Explore the potential effects of flood flow and tidal
Noosa River Flood Study Upgrade is underway including
velocity distributions within the lower reaches of Noosa
To understand existing and future ome work on erosion and velocity distributions.
Flooding Resources Flood studies River with regards to foreshore erosion and evaluate the 2016-18 Project Manager Planning and Infrastructure To be referred for consideration in 17/18 budget Scheduled
flooding conditions Consider what additional work may be required to
cause and effect of the erosion and potential mitigation
investigate potential erosion mitigation strategies.
strategies.
Include flood mitigation modelling for Daintree Estate,
To understand existing and future
Flooding Resources Flood studies Cooroy Creek and Coorora Creek for all design flood 2016-18 Principal Strategic Planner Check all information properly stored Included in operational budgets Underway
flooding conditions
events in Council's Flood Information Repository
Update disaster management flood mapping series for
To make flood mapping accessible, Update disaster management mapping once Noosa
Flooding Resources Flood mapping Daintree Estate, Cooroora Creek and Cooroy Creek to 2016-18 Disaster Management Officer Included in operational budgets Scheduled
informative and relevant River flood study complete
reflect flood mitigation works.
Noosa Council FMP Implementation Plan.xisx Page 1 of 4 13 16
Page 7 of 41Section 8
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 8 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Noosa Council Flood Management Action Plan
Noosa Council, residents and businesses have access to the best available flood information for the region; Information on past, present and future flooding conditions is available and utilised to inform planning and decision making; Council's
Desired Outcome flooding resources are up to date, reflect local conditions and take account of existing and future climate; Flood management and distaster managment activities are well planned, coordinated and communicated across all stakeholders; Services
are delivered that help protect the community, improve community resilience and improve public access to information.
Core Area Core Principle Action Item Prioritisation Responsible stakeholder Next steps Budget Status Icon
Prepare a detailed flood study of Six Mile Creek using
To understand existing and future
Flooding Resources Flood studies modelling techniques and standards that are consistent 2016-18 Project Manager Planning and Infrastructure Funding allocated to 2016/17 budget. $100000 budgeted for 16/17 Scheduled
flooding conditions
with other flood models for the region.
Review the flood hazard area mapping for Ringtail Creek Update for the new planning scheme and disaster
To make flood mapping accessible,
Flooding Resources Flood mapping (Cooroibah area) following the completion of the Noosa 2016-18 Principal Strategic Planner management maps once Noosa River Flood Study Included in operational budgets Underway
informative and relevant
River Flood Study Upgrade. results available.
The Council's interactive mapping portal flood layers for
To make flood mapping accessible, planning scheme mapping, disaster management and
Flooding Resources Flood mapping 2016-18 Principal Strategic Planner Update when Noosa River Flood Study results available. Included in operational budgets Underway
informative and relevant development assessment display the up to date flood
layers.
Update disaster management mapping in conjunction
Have updated disaster management flood mapping in
Flooding Resources Flood mapping To be prepared for flood events 2016-18 Disaster Management Officer with flood consultants once Noosa River Flood Study Included in operational budgets Scheduled
Noosa River following Noosa River Model Upgrade.
Updgrade complete
Flooding Resources Flood records and To be prepared for flood events Review the existing radio telemetry flood gauge network 2016-18 Asset Planning Coordinator QRA and DNRM review of flood warning gauges has $60000 budgeted for 17/18 Underway
survey and prioritise potential locations for additional gauges. commenced.
Flood search To improve public access to flood
Flooding Resources Develop an automated flood search certificate system. 2016-18 GIS Officer, Strategic Planning Investigate system and software requirements Included in operational budgets Underway
information information
Establish a process for applying to access Council flood
Flood search To improve public access to flood
Flooding Resources study data files, for the purposes of preparing a 2016-18 Planning and Environment Manager Prepare information and upload to website Included in operational budgets Not started
information information
development application, via council's website
Flood search To improve public access to flood Prepare a standard agreement for consultants to sign
Flooding Resources 2016-18 GIS Officer, ICT End User Special Data Licence Agreement now available Included in operational budgets Completed
information information when requesting access to Council flood study data files.
Establish a fee structure for the provision of Council's
Flood search To improve public access to flood
Flooding Resources flood study data and make the information available via 2016-18 Planning and Environment Manager Agree on fee for release of model data Included in operational budgets Not started
information information
Council’s website.
Establish an internal flood working group to assist with
To plan for existing and future
Planning and Policy New planning scheme facilitating council wide input into developing planning 2016-18 Disaster Management Officer Establish Flood Working Group in 2016/17 financial year Included in operational budgets Scheduled
climate conditions
provisions and council guidelines related to flooding.
Support members of the Flood Working Group by having
To plan for existing and future Include professional development opportunties on the
Planning and Policy New planning scheme them participate in professional development 2016-18 Disaster Management Officer Included in operational budgets Not started
climate conditions agenda for Flood Working Group
opportunities related to planning and policy for flooding.
To plan for existing and future Prepare a Climate Change Adaptation Plan for Noosa Appy for grant funding through climate change
Planning and Policy Climate change 2016-18 Principal Strategic Planner $100000 council funding over 2 years Scheduled
climate conditions Council adaptation fund QCoast2100
Provide specific flood related disaster management
training to relevant council officers, or stakeholders,
Disaster Management Disaster preparations To be prepared for flood events 2016-18 Disaster Management Officer Include training on agenda of Flood Working Group Included in operational budgets Underway
independent of broader disaster management training
exercises.
Noosa Counc FMP mp mentation Di Page 2 of 4 13/07/2016
P an.xisx
Page 8 of 41Section 9
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 9 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Noosa Council Flood Management Action Plan
Noosa Council, residents and businesses have access to the best available flood information for the region; Information on past, present and future flooding conditions is available and utilised to inform planning and decision making; Council's
Desired Outcome flooding resources are up to date, reflect local conditions and take account of existing and future climate; Flood management and distaster managment activities are well planned, coordinated and communicated across all stakeholders; Services
are delivered that help protect the community, improve community resilience and improve public access to information.
Core Area Core Principle Action Item Prioritisation Responsible stakeholder Next steps Budget Status Icon
Determine flood trigger levels and the likely associated
consequences for vulnerable communities or vulnerable Identify local flood triggers reference levels in
Disaster Management Disaster preparations To be prepared for flood events 2016-18 Project Manager Planning and Infrastructur Included in operational budgets Underway
infrastructure items with reference to one (or more) of consultation with LDMG.
the Council’s radio telemetry gauges.
Disaster Management Disaster preparations To be prepared for flood events Maintain all radio telemetry gauges on a regular basis. 2016-18 Asset Planning Coordinator Identify next data for maintainance Included in operational budgets Not started
Review gauge translations in Enviromon every two years
Disaster Management Disaster preparations To be prepared for flood events to ensure accurate real world conditions are being 2016-18 Asset Planning Coordinator Review gauge translations in Enviromon Included in operational budgets Not started
reported.
Review standard procedures for receiving and providing
Ensure systems that provide access to flood information
flood advice during a flood event to identify critical
or communication between flood advisors and LDMG
Disaster Management Disaster preparations To be prepared for flood events systems within this process. 2016-18 Asset Planning Coordinator To be referred for consideration in 17/18 budget Not started
have redundancy options in the event of some failure of
Identify and where appropriate implement redundancy
the system during a flood.
options and alternative proceedures for these critical
Establish a user group with basic proficiency in the Ensure flood Working Group maintains a record of
Disaster Management Disaster preparations To be prepared for flood events operation of the Enviromon system and a user group 2016-18 Disaster Management Officer officers with basis and advanced proficiencies in Included in operational budgets Scheduled
with advanced proficiency in the system. Environmon.
Ensure Flood Working Group maintains a record of
Provide at least four relevant officers with basic
officers who have been provided basic competency
Disaster Management Disaster activation To be prepared for flood events competency training in hydrologic and hydraulic 2016-18 Disaster Management Officer Included in operational budgets Scheduled
training in hydrologic and hydraulic characteristics of
characteristics of the Noosa Council catchments.
the Noosa Council catchment.
Provide specific flood related disaster management
training to relevant council officers, or stakeholders, Include disaster management training on the agenda for
Disaster Management Disaster activation To be prepared for flood events 2016-18 Disaster Management Officer To be referred for consideration in 17/18 budget Not started
independent of broader disaster management training the Flood Working Group
exercises, to further refine specific flooding related skills.
Establish remote access to Enviromon and Council’s suite
Disaster Management Disaster preparations To be prepared for flood events of disaster management flood maps for relevant council 2016-18 Disaster Management Officer Confirm remote access capabilities with relevant officers Included in operational budgets Underway
officers.
Ensure at least three relevant flood related officers have
Include disaster management training on the agenda for
completed Queensland Local Disaster Management
Disaster Management Disaster preparations To be prepared for flood events 2016-18 Disaster Management Officer the Flood Working Group. Flood Working Group Included in operational budgets Scheduled
Guideline training or demonstrated a similar
maintains a record of training undertaken.
competency.
Ensure basic training has been provided to flooding
Include disaster management training on the agenda of
Disaster Management Disaster activation To be prepared for flood events related officers on the procedures to follow during a 2016-18 Disaster Management Officer Included in operational budgets Scheduled
Flood Working Group
flood event.
A community flood awareness program has been Coordinate funding through Disaster Management Get
Disaster Management Community awareness Disaster Management Officer
To improve community resilience 2016-18 Not started
prepared and delivered. Ready Program
Complete additional bathymetric survey of the Noosa
River to supplement existing survey to provide additional
Flood records and To understand existing and future Discuss with Flood Working Group a preferred time to
Flooding Resources reference for monitoring and understanding changes to 2016-18 Principal Strategic Planner $60000 budgeted 17/18 Not started
urvey flooding conditions do survey
the River’s bed profile and potential impact on flood
flow capacity and flow velocity distributions.
Collect peak flood level records along Kin Kin Creek for a Determine the appropriate rainfall and/or flood gauge
Flood records and To understand existing and future
Flooding Resources variety of flood events to improve flood model 2018-21 Asset Planning Coordinator height that would trigger collection of flood level Decision to be made in future budget deliberations Not started
urvey flooding conditions
calibration in this location. records along Kin Kin Creek.
Noosa Counc FMP mplementation Plan.xisx Page 3 of 4 13/07/2016
Page 9 of 41Section 10
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 10 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Noosa Council Flood Management Action Plan
Noosa Council, residents and businesses have access to the best available flood information for the region; Information on past, present and future flooding conditions is available and utilised to inform planning and decision making; Council's
Desired Outcome flooding resources are up to date, reflect local conditions and take account of existing and future climate; Flood management and distaster managment activities are well planned, coordinated and communicated across all stakeholders; Services
are delivered that help protect the community, improve community resilience and improve public access to information.
Core Area Core Principle Action Item Prioritisation Responsible stakeholder Next steps Budget Status Icon
Flood records and Install MHG gauges along Kin Kin Creek adjacent to Dr
Flooding Resources To learn from the past 2018-21 Asset Planning Coordinator To be referred for consideration in 17/18 budget Not started
survey Pages Road and along Cooroora Creek and Cooroy Creek
Include as part of the New Planning Scheme flood hazard
To make flood mapping accessible, mapping the areas of maximum flow velocities to assist
Planning and Policy New planning scheme 2018-21 Principal Strategic Planner Complete as part of new planning scheme preparation Included in operational budgets Scheduled
informative and relevant with development assessment and building and
infrastructure design
Review planning scheme provisions related to flooding
To plan for existing and future for the new Noosa Planning Scheme to ensure they are Complete as part of the new planning scheme
Planning and Policy New planning scheme 2018-21 Principal Strategic Planner Included in operational budgets Scheduled
climate conditions consistent with the principles and recommendations of preparation
the Noosa Council Flood Management Plan.
Include a planning scheme policy in the new Noosa
To plan for existing and future Prepare planning scheme policy as part of new planning
Planning and Policy New planning scheme Planning Scheme which outlines preferred methods and 2018-21 Principal Strategic Planner Included in operational budgets Scheduled
climate conditions scheme development
parameters for flood studies and flood management.
Enforce council's position requiring gravity fed carparks Explore new technologies for the new planning scheme
To plan for existing and future
Planning and Policy New planning scheme for new residential development and ensure there is 2018-21 Principal Strategic Planner to ensure new provisions don’t stifle innovative Included in operational budgets Underway
climate conditions
improved clarity on this in the new planning scheme. solutions to basement flood management
The functionality and potential application of additional
Investigate options to utilise additional software to
software the TARDIS (Torrent and Rainfall Distribution
Disaster Management Disaster preparations To be prepared for flood events enhance the functionality and improve accessibility to 2018-21 Disaster Management Officer Included in operational budgets Underway
Information System) has been investigated for Noosa
Enviromon readings.
Council. Identify further follow up actions.
Prepare a flood mitigation plan to carry out a risk
Discuss with Flood Working Group timing and scope for
Disaster Management Flood mitigation To protect our communities assessment of locations across the shire and prioritise 2018-21 Project Manager Planning and Infrastructur To be referred for consideration in 17/18 budget Not started
the study.
any recommended works.
Incorporate relevant recommendations for flood
Disaster Management Flood mitigation To protect our communities migation works from the Flood Mitigation Plan into 2018-21 Asset Planning Coordinator Included in operational budgets Not started
Council's 10 year capital works program
To understand existing and future Carry out a review of the currency of Council's flood Review currency of flood studies as part of first round
Flooding Resources Flood studies 2021-26 Principal Strategic Planner Included in operational budgets Not started
flooding conditions studies every 5 years. amendments to the new planning scheme
Noosa Counc FMP mplementation Plan.xisx Page 4 of 4 13/07/2016
Page 10 of 41Section 11
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 11 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Prioritisation Core Areas
2016-18 1|Flooding Resources
2018-21 2}Planning and Policy
2021-26 3|Disaster Management
Beyond 10 years
Not prioritised.
Status Options Core Principles
Not started EP 21. To make flood mapping accessible, informative and relevant
Scheduled CP 2 To understand existing and future flooding conditions
Underway CP 3 To learn from the past
Completed cP 4 To plan for existing and future climate conditions
Ongoing CPS To provide clear representation for flood management services
CP 6 To be prepared for flood events
Objective Source CP 7 To protect our communities
CP 8 To improve community resilience
CP 9 To improve public access to flood information
Stakeholders
Project Manager Planning and Infrastructure
GIS Officer, Strategic Planning
Asset Planning Coordinator
Damian McGarry
Denis Wallace
Fox Rogers
Human Resources
GIS Officer, ICT
Planning and Environment Manager
Mark Lewis
Martin Drydale
Monkeith Kadhum
Nick Wellwood
Principal Strategic Planner
Scott Morgan
Special Project Officer
Disaster Management Officer
Page 11 of 41Section 12
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
4 JUNE 2016 INTERIM FINANCIAL PERFORMANCE REPORT
DOCUMENT INFORM AT ION
Author Manager Financial Services, Wayne Jensen
Corporate Services Department
Index ECM / Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Comprehensive Income
2. Statement of Financial Position
EXECUTIVE SUMMARY
Overall financial performance against the 2015/16 budget shows a higher than forecast operating
surplus of $8.56 million (budget $961k), capital revenues of $7.4 million meeting budget, and
capital expenditure predominately completed. Note that final accounting adjustments are still in
progress, and as such the figures provided in this report are interim results. A further report on
2015/16 financial performance will be provided following the preparation of the annual report
including the financial statements.
Interim Financial Performance Summary to 30 June 2016
Current YTD Actual Variance Variance Status
YTD $m $m YTD
Budget %
$m
Recurrent Revenue $88.2 $90.2 $2.0 2.3% On track
Recurrent Expense $87.2 $81.6 $5.6 6.4% On track
Net Capital Revenue $7.3 $7.4 $0.1 1.3% On track
Capital Expenditure $35.6 $28.1 $7.5 21.2% On track
Interim financial statements including Statement of Comprehensive Income and Statement of
Financial Position are included as attachments for information of Council.
Figure 1: Actual Performance Compared to YTD Budget
$100
$90
$80
$70
$60
$50
$40
$30
$20
$10
$-
YTD Budget ($m) YTD Actual ($m)
Operating Revenue Operating Expenditure
Page 12 of 41
Section 13
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 18 July 2016 providing the interim 2015/16 financial performance report.
REPORT
Operating Position
Council’s financial sustainability policy requires that an operating surplus be maintained each
year over the life of Council’s ten-year financial plan. An operating surplus is achieved when
operating revenues are greater than operating expenses (including depreciation and interest on
debt). An operating surplus means that Council’s financial capital does not degrade and that
sufficient funds are being collected to fund both business as usual operations and existing asset
replacement.
Council adopts a conservative approach to forecasting its budget to ensure that any unexpected
financial expenditure shocks during the year can be absorbed by additional revenues received.
This approach also ensures that annual rate increases can be effectively managed taking into
account community affordability.
This approach is evident with the interim operating surplus position of $8.56 million against the
forecast budget of $961k. Significant recurrent revenue and expenditure variances against
budget are highlighted below.
Recurrent Revenue (YTD Benchmark 100%)
Council has received 102% ($90.2m) of its 2015/16 recurrent revenue budget of $88.2m.
Commentary on each recurrent revenue type is provided below:
Rates and Levies – $60.6m (100%) of the annual budget of $60.5m has been received.
General rates are marginally below budget with waste collection charges exceeding budget.
Fees and Charges – Fees and charges received of $5.8m totals 115% of the $5.1m annual
budget. Planning and development fees, parking fees, land use permits, change of ownership
and property searches fees have all exceeded full year budget estimates.
Interest Received – Interest revenue received of $4.9m is 7.4% or $339k above budget, with
interest on cash $286k and interest on rate arrears $53k above budget.
Dividend and Tax – Dividends and the payment of tax equivalents from Unitywater are in line
with budget forecasts.
Other Revenue – Other revenue received (sales, services, rental, other) of $10.7m totals
113% of the $9.4m annual budget. Holiday parks, rental income, and waste tip fees have
outperformed budget, with sale of waste recyclable materials (concrete and scrap metal)
below budget. The sale of Ringtail Creek gravel material used in the construction of Dr Pages
Road has contributed to the overall variance ($325k), although this is offset by an increase in
cost of sales in materials and services.
Operating Grants, Subsidies and Contributions – Revenues received of $5.2m totals 92% of
the $5.7m full year budget. The $480k Translink operating contribution for the electric bus trial
was not received during 2015/16 given the delay in commencing the project.
Page 13 of 41
Section 14
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Figure 2: Recurrent Revenue Position by Type (Excluding Rates)
$12.0
YTD Budget ($m)
$10.0
YTD Actual ($m)
$8.0
$6.0
$4.0
$2.0
$0.0
Other
Grants
Fees
Dividend
Tax
Interest
Recurrent Expenditure (YTD Benchmark 100%)
Operating expenditure of $81.6m is 94% of the $87.2m budget. Total operating expenditure is
expected to increase slightly once year end invoice accruals are finalised. Commentary on each
recurrent expenditure type is provided below.
Employee Costs – Actuals of $27.3m against the full-year budget of $27.6m equates to 99%
of budget. Variances primarily relate to under-expenditure in training costs in addition to
capitalisation of salaries above original estimates.
Materials and Services – $34.9m (87%) of the $40.2m budget has been expended. Variances
relate to under-expenditure against contract services, consultancy fees, maintenance, and
special levies ($3.0m). Specifically, there is under-expenditure against buildings and facilities
maintenance ($149k), with some works deferred; electricity savings of $90k resulting from
improved tariffs under the Local Buy arrangement, savings against ICT communications and
software costs ($295k), plant and fleet materials and services $428k below budget (leases,
fuel, tyres, spares); waste management costs $982k below budget (contract services $775k
and consultancies $198k), with actual costs associated with the March election $40k lower
than estimated.
Finance Costs – generally in accordance with budget.
Depreciation expense – in accordance with budget pending finalisation of year end asset
capitalisation.
Other Expenses – generally in accordance with budget.
Page 14 of 41
Section 15
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Figure 3: Recurrent Expenditure Position by Type
$45
$40
YTD Budget ($m)
$35
$30 YTD Actual ($m)
$25
$20
$15
$10
$5
$0
Materials
Finance Costs
Depreciation
Employees
Other
Capital Revenue
YTD capital revenue of $7.4 million received includes $2.5 million cash contributions from
developers, together with $4.9 million received as grant funding towards capital projects.
Capital Works Program
Actual capital expenditure (excluding commitments) is $28.1 million against the current full-year
budget of $35.6 million. Committed expenditure totals a further $3.3 million bringing the total of
actual and committed funds to $31.4 million (90% of the total program when excluding the
emergent works budget to be transferred to reserve for future use). Detailed discussion of
progress in the delivery of the capital works program is provided through a separate report by the
Infrastructure Planning & Design Manager. Unspent budgets for capital projects not practically
completed within the financial year will be carried forward to the 2016/17 capital budget as part of
the carryover process.
Performance Against Financial Sustainability Ratios
The following table provides a comparison of preliminary actual performance against Council’s
budgeted financial sustainability ratios. Actual performance is currently in line with or exceeds the
budgeted ratios, and aligns with the target ranges set in Council’s financial sustainability policy.
Ratio Budget Actual Target
Operating Surplus 1.1% 9.5% 0 – 10%
Net Financial Liabilities 14.1% -4.3% <60%
Asset Sustainability 131% 124% >90%
Cash Management and Investment Performance
Council funds are invested in accordance with the adopted Investment Policy. Total cash on
hand at the end of June was $55.2 million.
Page 15 of 41
Section 16
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Council’s investment portfolio is balanced across a number of financial institutions, as shown in
the graph on the left. The graph on the right shows the current risk profile using industry credit
ratings.
Suncorp Bendigo A1
4% 7% 4%
Westpac A2
0% 7%
NAB
14%
A1+ A1+
QTC (Other) (QTC)
55% 34% 55%
CBA
20%
The actual interest revenue for the month was $124,499 with a weighted average yield of 2.73%
against the industry benchmark (Bloomberg AusBond Bank Bill Index) of 2.03%.
Previous Council Consideration
Nil
Finance & Risk
Monthly financial performance is monitored across all operational areas to ensure Council’s
forecast operating result is achieved and that forecast sustainability ratios are met.
Operating projects not completed within the financial year may also be considered for carryover
into the 2016/17 budget as part of the annual review process currently underway, and any
unspent special levy funds from the 2015/16 year will be held as restricted cash for future
allocation in accordance with relevant legislation.
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 Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
x Executive Office x Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 16 of 41
Section 17
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Attachment 1
Page 17 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Attachment 1
Noosa Council
Statement of Comprehensive Income
For the Year Ended 30 June 2016
As at 07-Jul-2016
Current Current
Budget Budget Actual Percentage
2016 YTD YTD Annual Budget
$ $ $ %
Revenue
Recurrent Revenue
Rates, levies and charges 60,463,174 60,463,174 60,584,168 100%
Fees and charges 5,062,480 5,062,480 5,815,708 115%
Dividend income 1,925,140 1,925,140 1,925,140 100%
Interest received 4,568,059 4,568,059 4,907,964 107%
Tax equivalents 1,088,812 1,088,812 1,088,811 100%
Sale of Goods and Major Services 7,467,019 7,467,019 8,044,982 108%
Sale of Contract & Recoverable Works 15,364 15,364 4,998 33%
Rental & Lease Income 1,193,953 1,193,953 1,254,324 105%
Other income 768,408 768,408 1,373,893 179%
Grants, subsidies, contributions and donations 5,656,814 5,656,814 5,197,409 92%
88,209,224 88,209,224 90,197,397 102%
Expenses
Recurrent Expenses
Employee benefits 27,611,129 27,611,129 27,321,243 99%
Materials and services 40,214,614 40,214,614 34,855,205 87%
Finance costs 2,686,315 2,686,315 2,652,256 99%
Depreciation and amortisation 16,630,163 16,630,163 16,688,301 100%
Other expenses 105,993 105,993 114,064 108%
87,248,214 87,248,214 81,631,069 94%
Operating Result 961,011 961,011 8,566,329
Capital Revenue
Capital contributions and donations 2,556,631 2,556,631 2,483,336 97%
Grants, subsidies, contributions and donations 4,760,113 4,760,113 4,926,678 103%
Other capital revenue - - -
Total Capital Revenue 7,316,744 7,316,744 7,410,014
Page 17 of 41Section 18
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Attachment 2
Page 18 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Attachment 2
Current Assets
Cash and cash equivalents 34,793,450 54,695,579 50,891,174
Trade and other receivables 8,111,648 5,889,871 5,794,388
Inventories 104,038 143,546 104,038
Other current assets 657,006 2,630,273 3,097,262
43,666,142 63,359,269 59,886,862
Non Current Assets held for sale - - -
Total Current Assets 43,666,142 63,359,269 59,886,862
Non Current Assets
Trade and other receivables 49,217,517 49,217,517 49,217,517
Other non current Assets - - -
Investments 60,978,225 60,978,425 60,978,225
Investment property 3,831,234 4,150,000 3,831,234
Property, plant and equipment 927,977,315 897,070,339 887,078,579
Intangible assets 2,978,146 2,626,024 2,701,457
Total Non Current Assets 1,044,982,437 1,014,042,306 1,003,807,012
Total Assets 1,088,648,579 1,077,401,574 1,063,693,873
Current Liabilities
Trade and other payables 4,382,135 6,077,828 8,100,894
Borrowings 2,854,619 2,932,289 2,633,065
Provisions 5,013,310 4,127,285 4,114,390
Other 380,497 2,531,990 1,082,497
Total Current Liabilities 12,630,561 15,669,391 15,930,845
Non Current Liabilities
Trade and other payables - - -
Borrowings 35,247,498 35,186,158 36,747,480
Provisions 8,210,644 8,239,918 8,194,924
Total Non Current Liabilities 43,458,142 43,426,076 44,942,404
Total Liabilities 56,088,703 59,095,467 60,873,249
Net Community Assets 1,032,559,876 1,018,306,107 1,002,820,624
=eaa————————— —IIIIll"l____————————_—_—_—— eo
Community Equity
Asset Revaluation Surplus 36,519,656 14,334,106 14,334,106
Retained Surplus / (Defeciency) - . -
Shire Capital 996,040,220 988,486,518 973,851,849
Current Year Net Earnings - 15,485,482 14,634,670
Total Community Equity 1,032,559,876 1,018,306,107 1,002,820,625
Page 18 of 41Section 19
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
5 OPERATIONAL PLAN PROGRESS REPORT - 4TH QUARTER 2015-16
OCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 July 2016 providing an update on progress with the implementation of the Operational
Plan to 30 June 2016 and details of Council’s Key Performance Indicators.
REPORT
This report is in two parts. The first part provides Council with an overview of progress in
implementing the annual Operational Plan. The second part focuses on the Key Performance
Indicators (KPIs) which are reported to Council on a quarterly basis.
This report relates to the final quarter of the 2015/16 financial year.
The CEO has also provided a separate report to Council reviewing the whole of the 2015/16
financial year in relation to the Council’s Corporate Plan. This report deals with the April - June
quarter in relation to the Operational Plan.
1. OPERATIONAL PLAN UPDATE
For 2015/16, the Council adopted a new style of Operational Plan. Only the major initiatives are
included in the Operational Plan with day to day “business as usual” activities included in Branch
Plans.
The Branch Plans are being used by Managers to manage day to day activities. They are an
effective tool for ensuring that all of the “business as usual” activities are undertaken and that any
minor projects are followed through. They are reported to Council by Directors on a quarterly
basis.
Details of each Operational Plan project is set out in Attachment 1 with an assessment of
whether the issue in completed, on target or behind schedule. Comments are also provided for
the information of Councillors about the status of each issue. It is important to note that the
comments and assessment of the Operational Plan projects in the attachment are “as at 30
June” i.e. the end of the fourth quarter.
Page 19 of 41
Section 20
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
The table below highlights some specific Operational Plan issues.
Initiatives Comment
Electric Bus Trial This project is behind the original timeframe due to the
termination of the contract of the original bus provider and the
re-calling of tenders. A separate report is on this round of
meetings providing the Council with a detailed update on
progress.
Rufous Street Project This project is proceeding well. Council has approved the Master
Plan and the planning application is currently before this round of
Council meetings for consideration. The next step will be lodging a
funding application via RDA for Commonwealth funding under the
Building Stronger Regions Fund (formerly the National Stronger
Regions Fund). It is unknown whether that funding program will
continue following the recent federal election.
Noosa Transport Strategy This project is running a little behind schedule with extra community
engagement being undertaken. The key strategies are likely to come
before Council in August and a more detailed action plan will also be
developed which will require further community engagement.
Library Strategy The Service Review has now been completed and has been
workshopped by Councillors. New operating hours are being
implemented to reflect the actual needs of customers.
New Planning Scheme Our first Councillor workshop has been undertaken and a Project
Control Group is being established to manage the process. A
Directions Paper is being prepared for consideration of Council in the
coming months.
Refurbishment of Munna Point This project has been completed within budget and achieved an
Bridge excellent result with the project achieving savings of over $4M
compared to initial cost estimates in 2013.
Dr Pages Road This project has been completed within budget and has had its
official opening on 13 July although it has been open to public
use for some weeks prior to that time.
Workplace Health and Safety Our new WH&S Advisor has made considerable progress in
improving our WH&S performance. We have recently undertaken
another informal external review of progress (via Local Government
Workcare) and the feedback was positive.
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. Approximately 30 management KPIs were developed and these are reviewed on a
monthly basis by the Leadership Team. Approximately 15 of those KPIs are reported to Council
on a quarterly basis. They are also reported to the Audit & Risk Committee in detail at each
Audit & Risk Committee meeting.
As far as the CEO is aware, we are one of the few Councils in Queensland to make this KPI
information available to the public via “non-confidential” reports. The KPIs are included in
Attachment 2.
The key issues arising from an assessment of the KPIs for the fourth quarter are as follows:
Page 20 of 41
Section 21
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Our People
In relation to WH&S, our operational performance is slowly improving although this is not
yet reflected in our statistics. Our new WH&S Advisor is focusing on updating action plans
and policies. He has also undertaken a series of WH&S refresher sessions for all staff
reminding staff of WH&S obligations. One of our issues is that we have a significant
number of older staff and any injuries take longer to recover which is reflected in our Long
Term Injury Duration statistic.
Our WH&S scheme rate has increased over the last 3 years but is still lower than many
other Councils in category D (similar Councils to Noosa Council). The best performing
Council in that category has a scheme rate of 0.905% while the worst is 2.083%. The
scheme rate is expressed as a percentage of total wages.
Personal leave has increased in the last few months as we get through the winter period
which is typical from year to year. We have had some staff on long term sick leave due to
personal health issues.
We measure annual leave by focusing on “Accrued Annual Leave Weeks (median)” but we
also monitor the number of staff who have excess (over 8 weeks) annual leave weeks
accumulated. We are still making a concerted effort to reduce the number of staff with over
8 weeks annual leave. There are 22 staff with more than 8 weeks of annual leave (down
from 31 in September 2015).
Our staff turnover rate remains extremely low compared to other Councils.
Our Customers
The total number of customer requests received by Council remains on a slight upward
trend in the long term.
The level of sign off of completed CRMs (customer request management system) is slowly
continuing to improve. More work has been done at the management level in “drilling
down” within the overall statistics to ensure that completed requests are “signed off”. The
Planning and Infrastructure Department has recently introduced some new procedures to
improve the monitoring and close off of CRMs. The level of customer complaints remains
relatively low.
The average wait time for our customers when phoning Council continues to improve over
time and our month to month performance is generally better than last year. New casual
staff have recently commenced on the frontline customer area.
Customer indicators for processing times for various types of development applications
have remained relatively constant over the 3 month period.
The average time to process plumbing applications has risen over the last 12 months but is
still significantly better than the statutory deadline of 20 days. This rise reflects the
additional work undertaken by the plumbers to service Council facilities such as public
toilets and beach showers.
Our Finances
Our financial KPIs measure solvency, investment performance and outstanding rates. All
of these KPIs continue to be on track.
Council receives a financial performance report at the end of each month which provides a
more detailed analysis of Council’s financial position. Council receives a detailed report on
capital works progress every quarter.
Page 21 of 41
Section 22
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Our Systems and Processes
We have a focus on improving our systems to allow more online transactions to enable our
community to have 24/7 access to various services. In relation to online payments, the
spike in online payments in February was directly related to the rates period but there is
only a slight increase in the year on year trend for other online payments.
Requests for services which are lodged online (as a percentage of total requests) are still
quite low. Currently, only around 10 to 15% of customer requests are lodged online. The
CEO has recently established a staff working group focusing on building a “digital culture”
which focuses on a range of digital issues. There is a lot more to do to make that
experience as user friendly as possible.
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The details of each of the Operational Plan activities have been provided by relevant
Departments.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
X Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
x Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 22 of 41
Section 23
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 23 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
OPERATIONAL PLAN 2015-16 PROGRESS REPORT Quarter 4: 1 April 2016 - 30 June 2016
WORKING IN PARTNERSHIP WITH OUR COMMUNITY
No. Project iC) elelar diel iia Update PS ELIT)
1 Planning and design of Rufous Street Project Director Community Services Material Change of Use for a development permit for the Rufous St precinct lodged on 29 Ontrack ©@
April 2016. Public notification commenced 10 June 2016, closing 1 July 2016.
2 Planning and delivery of the Floating Land exhibition Gallery Director Floating Land 2015 festival delivered 29 August - 18 October. Preparing report for Council Completed @
to consider future options for Floating Land.
3 Community Jury - second topic Community Engagement Manager Second Community Jury successfully completed; Council resolving on 14 January 2016 to Completed @
retain the community jury as a Community Engagement tool; and Jurors acknowledged
with certificates.
4 Undertake studies for development of new Planning Scheme Principal Strategic Planner Majority of studies are complete or nearing completion. There have been some delays Behind Q@
due to dependencies, consultant delays and updated data availability. All studies should Schedule
be completed or significantly advanced in order to inform the new Planning Scheme
Directions Paper expected to come before Council in September 2016.
5 _ Trial of electric buses in conjunction with Translink Director Planning & Infrastructure Negotiating with the preferred tenderer. Liaising with Energex regarding the design and Behind @
approvals for charging infrastructure. Schedule
6 Work with our community by developing local economic initiatives Economic Development Officer The new Council reviewed and discussed the Implementation Plan for the Local Completed @
Economic Plan and finalised the budget for the 2016-17 financial year. Project Plans will
now be finalised with implementation to commence 1 July 2016.
SETTING POLICY AND STRATEGY
No. Project Responsibility Uy ete ELC ELE)
1 Development and adoption of Noosa Transport Strategy Infrastructure Planning & Design Manager More effort has been needed in reviewing the work of the Consultants and ensuring the Behind (.
community and stakeholders have been engaged. The strategic components of the plan Schedule
are likely to come before Council by August and the detailed Action Plan, which requires
additional engagement will be reported in the following months.
2 Development and adoption of Noosa Local Economic Plan Economic Development Officer The Local Economic Plan will be updated to reflect the views of the new Council. Updates Completed @
see the addition of Education as a priority industry sector.
3 Koala Policy - mapping and policy adoption Principal Environment Officer The consultation phase of the draft Koala Conservation Management Plan has been On track @
completed with a report on the results being presented to the July 2016 round of Council
meetings.
4 Development and adoption of Social Plan Community Development Coordinator Social Strategy adopted by Council at the Ordinary Meeting on 17 December 2015. Completed @
Implementation Plan going to July 2016 round of Council meetings
5 Development and adoption of Sustainability Principles Executive Manager Sustainability Principles adopted by Council on 19 November 2015 for the purpose of Completed @
guiding Council's strategy development. A further review of the principles will be
undertaken in association with the review and development of the new Corporate Plan.
6 Development and adoption of Library Strategy Manager Libraries & Galleries Library Strategy placed on hold while Service Review underway. Library Service Review Behind @
completed in May 2016. Library Strategy to be reviewed as a future project in 2016/17. Schedule
Future progress of this project will be reported to Council as part of the Community
Services Departmental updates.
Page 23 of 41Section 24
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 24 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
QUALITY SERVICE DELIVERY
No. Project Responsibility Update Se LteT)
1 Development of Pomona Disaster Management Plan Director Planning & Infrastructure The Pomona Disaster Management Plan was completed and endorsed by the Noosa Completed ©
Local Disaster Management Group, on 16 March 2016. The Plan was launched at
Pomona on 22 April 2016.
2 Review of options for Council customer service reception area Executive Manager Invitation to Quote documentation prepared and quotations invited for design concept Behind Q
work. Future progress of this project will be reported to Council via the Executive Office Schedule
Departmental updates.
3 Adoption and implementation of Waste Management Strategy Manager Waste & Environmental Health Waste Reduction and Recycling Plan endorsed by Council on 16 June 2016 Completed @
4 Develop tender for next Waste Services Contract Manager Waste & Environmental Health Waste tender to be advertised in the Courier Mail 2 July 2016. Recommendations Completed @
resulting from the tender process will be reported to Council in Quarter 2 - 2016/17.
5 Undertaking kerbside bulk waste collection service Manager Waste & Environmental Health Kerbside collection completed in October 2015 and outcomes reported to Council. Completed @
6 |Community engagement focus Executive Manager Community Engagement and communications support provided for all major projects e.g. Completed @
Rufos Street, Transport Strategy. Ongoing development and maintenance of the Your
Say Noosa site is occuring and new consultation mechanisms including social media are
being considered and utilised as appropriate.
LOOKING AFTER COMMUNITY ASSETS
No. Project Responsibility Update Status
1 Refurbishment of Munna Point Bridge Project Manager Project completed. Completed @
2 Replacement of bus shelters to meet disability access standards Designer - Capital Works Construction of shelters completed Completed @
3 Construction of Dr Pages Road and Kinmond Creek Road Infrastructure Planning & Design Manager Project completed. Completed @
4 Finalisation of high level Asset Management Plans Asset Planning Coordinator Completed and endorsed by Council at its Ordinary Meeting on 22 October 2015. Completed @
5 Delivery of Capital Works Program on time and on budget Director Planning & Infrastructure Overall program 93% complete with a small carry forward on minor projects. Completed @
6 — Resolving Noosa North Shore land tenure issues Executive Officer Land revocation for Wilderness Track road reserve and campground expansion submitted On Track @
to DEHP.
Application for reconfiguration and change of community purpose for the Quarry Reserve
lodged with DNRM.
Advice pending from DEHP/QPWS on a number of other land dealings and permits.
Negotiations continuing on possible change of community purpose for Landing Ground for
Aircraft.
The land dealings are complex and will take at least 12-18 months to finalise.
Page 24 of 41Section 25
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 25 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
A SUSTAINABLE COUNCIL
No. Project Responsibility ey ote FC ELT
1 Development and implementation of Enterprise Risk Governance Advisor Over the past 2 years work has been undertaken to further develop and refine Council's Risk Completed @&
Management Framework Management Framework. Outcomes include:
1. Integration between corporate planning and risk management by incorporating the assessment of
Council and branch objectives, risks and potential opportunities into the annual planning process
with further quarterly reviews.
2. Quarterly Strategic Risk Discussions by Council's Leadership Team with regard to future risks to
achieving the organisation's objectives. The last discussion of the 2015/16 period was held on 8
June 2016
3. Quarterly progress updates reported to Council's Audit and Risk Committee regarding high rated
strategic risks and noteworthy operational risks.
The further implementation and improvement of Council's Risk Management Framework is an
ongoing process which, moving forward, will be reported to Council via the Executive Office
Departmental Updates
iS Finalisation of Business Continuity Plans Governance Advisor The aim of Council's Business Continuity Framework and supporting business continuity plans is to Behind Q@
ensure minimal disruption to Council's key services during a disruptive event. Council's draft Schedule
Buildings Business Continuity Plan (specifically covering the Tewantin Administration Building,
Noosaville Depot and Pomona Depot) was reviewed by Council's Leadership Team on 24 June
2016. The Leadership Team requested a number of amendments be made to the presented draft to
further simplify the document. A revised draft Buildings Business Continuity Plan with the
outstanding draft Waste Recovery Business Continuity Plan will be presented to the Leadership
Team during Quarter 1 of 2016/17. Once these remaining plans are finalised, a training, testing and
review program will be developed and actioned to ensure Council's entire suite of Business
Continuity Plans (which cover ICT, Payroll, Customer Service, Buildings and Waste Recovery) are
practical and effective. Future progress will be reported to Council via the Executive Office
Departmental Updates.
3. Improve Workplace Health & Safety performance Human Resources Manager WH&S Policy approved by the CEO and WH&S Plan in place. 79 WH&S procedures have been Ontrack @
endorsed by the Safety Committee and targeted training has occurred. The focus continues to be on
improving incident and hazard inspections, rectification actions as well as establishing the WH&S
system and reporting. A single WH&S Committee structure comprising management reps. and
safety reps. is now working well. The WH&S Management Action Plans (MAP's) have now been
approved by the WH&S Committee
4 Undertake regular Service Reviews Executive Officer Service reviews completed for 2015-16 include Behind ()
- Property & Facilities Schedule
- Noosa Aquatic Centre
- Corporate Overheads
- Libraries (Phase 2)
- Local Laws (Phase )
Reviews that will carry over to 2016-17 include
- Building & Plumbing
- Infrastructure Planning & Design
5 Optimisation of ICT systems ICT Manager ICT is progressing the implementation of additional corporate systems functionality with On track 8
TechnologyOne including: infringements, new public mapping, waste bin register and easier
procurement systems. Council has called tenders for telecommunications and managed ICT
services including call centre systems with a recommendation to Council in August. the current
contract for managed services expired on 1/1/2017. Major changes to online Internet services
including customer requests are on hold until TechnologyOne releases better online capabilities in
late 2016/early 2017
6 Implementation of Financial Sustainability Policy Director Corporate Services 2016/17 Budget adopted complying with policy requirements Completed @
Page 25 of 41Section 26
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Attachment 2
Page 26 of 41
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5 1 1 1 13 5 1222 566 46 27 61 #3
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5 1 1 1 13 7 1921 581 23 5 78 2
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5 1 1 1 13 9 2089 570 31 7 66 2
4 1 1 1 14 0 356 580 1970 48 -1
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5 1 1 1 14 4 1135 576 44 66 50 |
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5 1 1 1 19 2 453 685 55 81 55 |
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4 1 1 1 81 0 2116 2821 26 21 -1
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4 1 1 1 84 0 2116 2909 26 22 -1
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4 1 1 1 85 0 2117 2935 25 20 -1
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4 1 1 1 86 0 2116 2958 32 12 -1
5 1 1 1 86 1 2116 2958 32 12 79 >
4 1 1 1 87 0 2117 2984 34 23 -1
5 1 1 1 87 1 2117 2984 34 23 28 I)Section 27
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 27 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Measure
Staff turnover rate as percentage of establishment level
Purpose
To track staff turnover over time and identify trends
12% |
10%: .—_—_————__ __ ll."
8% +
6% +
4% |
fai | zz
Sept Dec March June
Comment
Benchmark shows 2014 average for category 4 Councils.
Figures reported on a quarterly basis.
Benchmark is shown by red line, Previous year data is shown by purple line
Page 27 of 41Section 28
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 28 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
OUR CUSTOMERS
Measure Measure
Number of requests received x month % of requests completed within target date x month
Purpose Purpose
Level of customer demand & whether service levels appropriate Indicator of whether service levels are satisfactory
1750 100%
1500 \ i“ at
eo 4 ee mom
oo Oe
ae ..
oo OOOO
500
20%
250
0 0%
Sw oo oF ot FP WM SH yh wh Wt vv Sp og oF et gh MP Ge i Wh ve
Comment Comment
‘Measure ‘Measure
Average seconds of wait time in phone queue % of planning applications decided within 20 business days
Purpose Purpose
Service timeliness / capacity to respond Service timeliness
80%
. wii an!
60% a
. | it.
ml Wh
30 20%
0 =. 7 7 7 7 7 7 a : , 0% 7 ’
© So April May June
ss we oe oe “ of # < ys ws w ys? mu MCU Reconfiguration wOp Works m#Op Works(Veg) #PBA mRAP wm Total
Comment
MCU - 16 applications received in 4th quarter, 14 decided within timeframes, 1 reported to Council and 1
delayed due to workload.
Reconfig - 4 applications received, 3 decided within timeframes, 1 reported to Council.
Op Works - 7 applications received, 5 decided within timeframes, 1 awaiting further information from the
applicant and 1 delayed due to workload
Op Works (Veg) - 12 applications received and all decided within timeframes
PBA - 5 applications received and all decided within timeframes
RAP - 4 applications received and all decided within timeframes
Total - 48 applications were received in the quarter with 43 being decided within timeframes
BENCH TIATR IS SHOWN DY TEM line, Previous ye CAA 1S SNOW DY PURI NN
Page 28 of 41Section 29
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 29 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Measure Measure
frame
Service timeliness Level of activity & service
20
100% LE i
“NA :
~ eee °
40%
GER
~~ PPT
0% 0
Sh og oF a eh WM HP poh Wt yl? Sp gk oF wt SK Sy wh WF ve
Comment Comment
Benchmark is shown by red line, Previous year data is shown by purple line
Page 29 of 41Section 30
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 30 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
OUR FINANCES
Measure Measure
Investment return 0.25% above benchmark (UBS Bank Bill index) Rate arrears ratio <5%
Purpose Purpose
Performance of invested ratepayer funds Measures the efficiency of Council's collection of rates and charges
1.0% 4
40%
0.8% +
30%
0.6% +
0.4% + 20%
0.2% + 10%
0.0% + r r ’ ’ ’ ' ' 0% r ' 7 r r r r r
Sp oo oF Sh WM SF yh wh WF yO Spr gt Fo Kh WP Se we Wt ye
\ \
Comment Comment
Method of calculation to be reviewed
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
14 5
12 +
10
8 +
6 +
4 +
2 }
0 1 . r + r 1 r T
Se oo oF wt gh SF SF Fr ah Wt sh
Comment
June 16 figures are interim pending further accounting adjustments
Benchmark is shown by red line, Previous year data is shown by purple line
Page 30 of 41Section 31
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Page 31 of 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
OUR SYSTEMS & PROCESSES
Measure Measure
% of requests for service that were lodged online Number of online payments made via Council's website
Purpose Purpose
Identify growth of online services Identify growth of online services
50% 2500
2250 = JX
“ z00 ff
pO
1750 H
10% 1500 -__f \ ———es—eeFeFsSCO
1250 -—_f| \pg fF |
1000 _f | | \ _ | | \
a ot NA
Se ae
10% TIO
ood Ee Ee Et Ee ot a a a a
July Aug Sept Oct Nov Dec Jan Feb March April May June » we se & al y < ye ie vw »
0% S oh ye
Comment Comment
Benchmark is shown by red line, Previous year data is shown by purple line
Page 31 of 41Section 32
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
6 YEAR IN REVIEW - 2015/16
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
Executive Office
Index ECM/ Subject/ Corporate Planning
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 July 2016, providing a review of Council’s progress in the 2015/16 financial year
towards achieving the seven key priorities set out in the Council’s Corporate Plan.
REPORT
Pursuant to the Local Government Act, the CEO is required to provide Council with an annual
report identifying the progress made towards the achievement of Council’s long term objectives
as set out in the Corporate Plan. Even if this was not a statutory requirement, it would still be a
useful process to review progress in the last financial year. Whilst the CEO provided a report to
Council 12 months ago, the continuing 2014 – 2016 term Councillors may recall that the CEO
also provided a “term in review” report to the February round of meetings.
The CEO has separately provided Council with the usual quarterly report looking at the progress
of the Operational Plan, and details of Key Performance Indicators (KPIs) for the April to June
2016 quarter. This report is designed to look at longer term progress at a Corporate Plan level.
It provides an opportunity to pause from the day to day minutia and to consider what we have
achieved in the last 12 months.
Our current Corporate Plan sets out a number of strategic goals and also identifies seven
priorities for our Council. The key priorities identified are:
1. A financially sustainable Council
2. Great customer service
3. Community engagement and communication
4. Focus on community assets
5. Establishing new policies and strategies
6. Custodianship of Noosa’s environment
7. Diversification of our economy
This review of the last 12 months will be made against these key priorities.
Our next Corporate Plan
As Council would be aware, the current Council Corporate Plan was prepared shortly after de-
amalgamation and was targeted towards priorities associated with the establishment of the new
Council. It has served us well in that regard. We will commence a process in August to develop
our next Corporate Plan which will guide priorities over the next 5 years.
Page 32 of 41
Section 33
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
2015/16 – A YEAR IN REVIEW
Corporate Plan Priority 1 - A financially sustainable Council
We will make sure that our Council is financially sustainable in both the short and long term. This
will entail a focus on strong budget control and good long term planning.
Key achievements include:
Developing the 2015/16 budget based on a build from base budget methodology which
examines every cost on its merits. The same methodology was used during the past year to
develop the 2016/17 budget. The Queensland Treasury Corporation is now using Noosa
Council as a case study as it promotes the use of build from base budgeting to other
Councils.
The use of the build from base budget methodology has allowed Council to minimise general
rate increases. We applied a 0% general rate increase in 2014/15, a 1.3% general rate
increase in 2015/16 and a 1.9% general rate increase in 2016/17. This is the lowest
cumulative general rates increase in Councils across SEQ in that period.
The finalisation of the 2015/16 financial statements is still underway but we will exceed our
operating surplus budget projection. Revenue is above budget and expenditure is below
budget resulting in a greater operating surplus for Council than budgeted. Details of the full
financial year result will be reported to Council separately.
Council re-adopted its Financial Sustainability Policy on 29 June 2016. This policy reinforces
Council’s determination to apply good financial discipline and long term financial strategies to
ensure that our early success in meeting prescribed financial ratios is maintained in the
longer term. We are currently on track to do so.
Reporting formats for monthly and quarterly financial reports to Council have been reviewed
with improved performance graphs. Detailed capital works reports were also provided
separately to keep a focus on progress with the Capital Works Program which had a much
higher completion rate than previous years (see priority 4 for further details).
Council continued to receive positive Queensland Audit Office results. We received an
unqualified audit sign off for the 2014/15 financial statements and the interim 2015/16 audit
conducted in early 2016 identified no significant issues that needed to be addressed. The
Audit and Risk Committee continued to monitor our approach to managing risk and
compliance with governance obligations.
Our continuous improvement program resulted in reviews being completed for Local Laws,
Libraries, Noosa Aquatic Centre, and Property & Facilities resulting in over 50
recommendations that will contribute to efficiencies and improvements in delivery of these
services. A review was also undertaken of corporate overheads to ensure costs are
equitably distributed.
Corporate Plan Priority 2 – Great Customer Service
It goes without saying that our community expects and deserves great customer service. We aim
to increase the number of online services available to our community. We also aim to respond to
our customers as quickly as possible and to provide personal friendly service.
Key achievements include:
There is continuing improvement in the management of our front line phone interface with our
customers. Shortly after our establishment, too many customers were waiting too long on
hold to have their phone calls answered. This has steadily been improving over the last two
years with the introduction of “call back” facilities, better training for frontline customer service
staff, the introduction of better information on answering queries, dedicated staff and good
management of the customer service branch. In July 2014, average wait times were above
75 seconds but during 2015/16, they were on average below 60 seconds.
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Section 34
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
There continued to be high levels of Customer Requests (CRMs) during the year with
February 2016 having the highest total number of customer requests since we commenced in
2014 (mainly rates and trees requests). In total, there were 17,015 CRMs lodged in 2015/16.
The level of complaints about Council’s service to customers remains very low. Our KPIs
show our completion rate of responding to CRMs is improving compared to previous years
but can improve further. The main focus remains on our four most frequent customer
requests (animals, garbage bins, tree requests and roads).
Council adopted a Customer Service Charter during 2015/16 that sets out our expected
standards for our customers.
Council continued to receive outstanding feedback from the community about customer
service and services provided to the community generally. The two areas that continually
receive the most positive feedback were parks and gardens and frontline customer service.
“I wrote to you guys yesterday about a pot-hole opposite our business. When we arrived for
work today it was fixed! I'm absolutely gobsmacked. You guys are the greatest. Please give
credit to those that had this fixed so quickly.”
Customer phoned to say thank you to the team who trimmed the trees in Poinciana Ave – a
job well done!
“G'day Council, We're newly arrived in the area after 10 years in the UK and I just wanted to
say it's great to see awesome communal resources like Cooroy library with so many great
resources/events and a social enterprise coffee shop to top it off! Much appreciated.”
“Thanks so much for the beautiful golden penda street trees … great work, as usual!”
Our internal staff survey undertaken in May 2016 included details of our staff attitude to
customer service. Pleasingly, that question receives one of the highest scores in the internal
staff survey with almost 83% of staff identifying that they can resolve a customer’s issue to
the customer’s satisfaction.
Corporate Plan Priority 3 – Community engagement and communication
We know that our community wants to be kept informed and we need to provide as much
information as possible via local media and to develop a better online presence. We will involve
the community in decision making on key issues affecting the future of Noosa.
Key achievements include:
Council completed its second Community Jury in December 2015 and the Jury provided its
report to Council on the future options for management of the Noosa River in early 2016.
Council is now advancing those recommendations.
Council has undertaken a number of meetings across our region to engage with our
community. A formal Council meeting was held at Noosa Junction in October 2015.
Councillors and staff have also held numerous meetings across the Shire on a range of local
issues.
The Project News updates were refined and published on a regular basis to provide
information on capital works projects occurring in neighbourhoods.
Our e-newsletter is continuing to be enhanced as it currently focuses on publishing links to
press releases. There is more to do with this publication and enhancements are currently
underway. The Libraries and Galleries e-newsletter continues to set the benchmark.
Council’s website design and content is improving. The website is now mobile enabled,
however the structure and presentation of information is still not as user friendly as it could
be. The online services component (including online payments) is enabled but while usage is
growing, it is still relatively low as a percentage of overall transactions. Technology One are
developing more user friendly interfaces.
Council’s social media presence significantly improved in the 2015/16 year. Council’s
Facebook followers have increased to just under 4,000 and this medium has been particularly
Page 34 of 41
Section 35
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
useful during natural disasters. The Noosa Library Service and The J also have developed
strong social media presences which assist in the promotion of their services. We are also
just starting to develop our Noosa Council Instagram presence and the Noosa Library is well
advanced with their Instagram processes aimed at engaging with a younger demographic.
Council has been very active in liaising with various community organisations across the
Shire. Regular meetings are held by Councillors and senior staff with a variety of community
based organisations including CCIQ (Noosa and Cooroy), Noosa Junction Association,
Tourism Noosa, Noosa Waters Residents Association, Hastings Street Association, Noosa
Residents and Ratepayers Association etc.
Consultation with the community on a range of issues took place throughout the year. While
too numerous to list all of these, some examples include:
o Noosa Transport Strategy
o Sunshine Beach Skatepark
o Pest Management Plan
o Waste Reduction and Recycling Plan
o Rufous Street project including a design charette.
The Your Say Noosa portal on our website is fully operational and is becoming well used.
Noosa Council has been identified as the most extensive user of the Portal in Queensland.
A significant number of staff have attended IAP2 training (with more training planned) to
increase skills in community engagement and deliver more effective project outcomes.
Corporate Plan Priority 4 – Focus on community assets
The Council’s focus will be on maintaining and renewing existing assets rather than building new
assets. In the short term, there will be a strong focus on undertaking condition assessment and
developing long term asset management plans.
Key achievements include:
A successful rollout of the 2015/16 Capital Program which included a total program of
$35.64M once carryovers from the previous year and emergent projects during the year were
taken into account. In 2014/15, the Capital Program completion rate was 68%. Although all
of the end of year accounting processes had not been completed by the time of writing this
report, the CEO is expecting a completion rate somewhere between 85 - 90% (recognising
that some of the capital program was based on a contingency for emergent works which were
not required). The actual final percentage will be reported formally to Council once known
but this is the best estimate at this time. The team in Infrastructure Planning & Design
Services have done an amazing job in delivering such a large program.
By year end, there were no major projects that had not been finalised.
Some of the significant capital projects achieved in 2015/16 included:
o Dr Pages Road construction;
o Rifle Street Pomona flood mitigation project (jointly funded with the State and
Commonwealth);
o Bus stop design and stage 2 rollout;
o Munna Point erosion control project;
o Acquisition of 100Ha of environmentally significant land;
o Major road reseals including David Low Way, Cooroy Noosa Road and Goodchap Street;
and
o Munna Point Bridge refurbishment.
Page 35 of 41
Section 36
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Looking ahead, substantial work was undertaken in 2015/16 to prepare for the 2016/17
Capital Program. A longer term Capital Program is being developed to enable better forward
planning and design. Forward planning in 2015/16 included:
o Noosa Heads Boardwalk;
o Rufous Street Project at Peregian Beach;
o Road condition assessments to guide a longer term future reseal program.
As noted by QTC in their 2015 report, Council has still not finalised its Asset Management
Plans (AMPs). During 2015/16, there was a continued focus on condition assessment of
various asset classes (e.g. mainly roads, drainage and Council buildings). High level AMPs
were adopted by Council in 2015/16 but detailed plans for each asset class have yet to be
finalised. Council commissioned an Asset Capability Audit which is almost complete which
will provide a road map to develop our asset management capability based on ISO55000.
Council completed year 2 of a 3 year plant and fleet replacement program to bring Council’s
fleet and plant back up to standard. We have almost completed the replacement of leased
vehicles and continued to accelerate the replacement of trucks and yellow plant. At the
conclusion of our three year program, we will have a modern fleet.
A service review and strategy for our Library Services was completed which resulted in the
reallocation of resources within that program to focus on future technology (including radio
frequency tagging for library items) and a review of opening hours to better align with
community needs.
Some site specific asset management issues have involved significant focus. Examples
include:
o Ensuring that the Beach Sand Recycling System was operational and had regular
inspections. This became important following the major storm that required sand
replenishment pumping in June 2016 (funded by the Noosa Main Beach levy).; and
o Improving security camera operations and maintenance in consultation with the Hastings
Street Association (funded by the Hastings Street Security levy).
Corporate Plan Priority 5 – Establishing new policies and strategies
As a Council, we will need to develop a range of policies and strategies that set the path for
future Councils There are a number of strategies and policies to be reviewed and developed that
will set the strategic direction for the future.
Key achievements include:
Council’s new Local Laws came into effect on 1 July 2015 with a smooth transition.
A number of background studies have been undertaken in preparation for the development of
the new Planning Scheme.
Council fine-tuned its Community Grants Policy and established a better process for receiving
and assessing community grant applications.
Council adopted a new Social Strategy for Noosa. This included the establishment of a
community reference group and using the outcomes of the Noosa Demographic Profile. An
implementation plan has been developed and funding provided in the 2016/17 budget for the
first phase of implementation. This Strategy has four long term development goals:
o A cohesive and resilient community
o An active and healthy community
o An accessible, diverse and affordable community
o A creative and informed community
Council adopted the Noosa Local Economic Plan. More details on this can be found under
priority 7.
Page 36 of 41
Section 37
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Council adopted a set of sustainability principles that guide the development of numerous
strategies. All Council strategies will now incorporate a focus on long term sustainability.
Council adopted a Waste Reduction and Recycling Plan following community consultation.
Council adopted a Koala Conservation Plan following community consultation and an
implementation plan has also been developed following community consultation.
Council adopted an Environment Levy Policy to provide guidance on the management and
expenditure of Environment Levy funds.
Council adopted a Business Continuity Policy to ensure Council’s services are maintained
throughout any disruption and a Fraud and Corruption Policy to protect Council’s assets,
interests and reputation.
Corporate Plan Priority 6 – Custodianship of Noosa’s environment
Noosa has a long and proud environmental record. Our Council will continue to apply best
practice to its custodianship of Noosa’s natural environment aiming to enhance local biodiversity
for the benefit of future generations.
Key achievements include:
Council is developing a series of bushland reserve plans and the first of these, at Tewantin, is
currently the subject of community consultation. More funds are set aside in the 2016/17
budget to develop more bushland reserve plans.
Council’s Environment Levy Working Group continues to identify potential land purchases
under the Environment Levy. Following its recommendation, Council made its first major
Environment Levy purchase in 2015 through the acquisition of an environmentally significant
parcel of land with Noosa River frontage at a cost of $2.8M.
Council has commenced its second Green Army project with a focus on weed removal in
bushland reserve areas.
Council is working with the Noosa Biosphere Reserve Foundation, the Thomas Foundation
and University of the Sunshine Coast on a project in the Noosa River and is assisting with
obtaining the necessary State approvals so that the Oyster restoration project can proceed.
Council has provided funds for the Noosa Biosphere Reserve Foundation to facilitate a series
of projects including work on Koala mapping, Oyster restoration in the Noosa River and long
term reduction of sediment in the Kin Kin Creek catchment. This funding has been enhanced
through the Noosa Biosphere Reserve Foundation model which has seen a “multiplier effect”
with additional funding and University research support being attracted to projects.
The future management arrangements for the Noosa River are being advanced following the
outcomes of the second Community Jury. Council is also developing a new Noosa
Hydrodynamic Model for the lower Noosa River. Council undertook work on a number of
erosion projects including Weyba Creek and Munna Point. The Noosa River continued to
maintain the highest rating (A-) throughout SEQ waterways.
We began to trial electric equipment in our day to day operations such as an electric quad
bike at the Botanical Gardens as well as electric brush cutters and chainsaws.
Council has adopted an Emission Reduction Policy and begun working with Beyond Zero
Emissions on measuring our Carbon output as a first step in that process.
Council has been undertaking a program to audit bio-retention basins – both Council owned
and privately owned. The audit of Council owned bio-retention basins has been the first
priority.
The flying fox colony at Wallace Park was monitored with the number of flying foxes
fluctuating substantially at different times during the year. Council adopted a management
plan and while some actions were undertaken during the year, the flying fox de-camped to
Goat Island in June 2016 as part of their natural cycle.
Page 37 of 41
Section 38
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
The new cell 2.2 at the Eumundi Road Resource Recovery Centre has been commissioned
and began accepting waste on 26 February 2016.
The Waste Management Contract 2017-2024 tender documentation has been prepared with
tenders advertised on 1 July 2016.
A significant amount of work has been undertaken to establish the Electric Bus trial. The trial
was delayed due to supplier issues and will commence late in 2016 or early 2017. Council
continued its free holiday bus program in 2015/16.
Corporate Plan Priority 7 – Diversification of our economy
While recognising our world class tourism industry, the Council will also focus on diversifying the
economy with an emphasis on “smart economy” businesses and rural futures.
Key achievements include:
Council adopted the Noosa Local Economic Plan following extensive consultation via a Focus
Group. A report by AEC analysing the Noosa Economic Profile has also been published.
During 2015/16, Council continued to have a very close working relationship with Tourism
Noosa. We jointly developed the Noosa Sporting Facilities Guide which is designed to attract
events and sporting groups to Noosa. This was launched in March 2016.
Council adopted a Masterplan for the Rufous Street site at Peregian Beach following an
extensive community consultation process including a design charette. The development
application has been lodged and preparation is underway for a funding application to the
Commonwealth government.
The Council developed RV Park at Cooroy opened, including a waste dump facility, and
appropriate management arrangements were put in place.
During 2015/16, support was provided to encourage the ongoing development of the ICT
sector in Noosa. Council was a partner in an innovation networking event and a sponsor of
the GovHack event. We also provided data sets to the GovHack event.
A #NoosaConnects networking event was held by Council in conjunction with CCIQ at The J
in March 2016. This business networking evening was attended by over 200 people to
connect with industry and government funding and other support bodies. It was very well
received by the Noosa business community.
During 2015/16, Council approved 98% of development applications with the number of
applications showing a steady increase in activity. We met statutory assessment timeframes
for most types of applications except for MCUs and to a much lesser extent, Op Works
applications. The complexity and issues involved in MCU applications meant that statutory
timeframes were met between 60% and 80% of the time. Building and Plumbing approval
timeframes remained significantly better than statutory requirements. There has been a
significant improvement in building approval times in the last two years.
A considerable amount of time has been spent on building strong working relationships with
key business groups. This includes, for example:
o Support for the Noosa Junction Association and Hastings Street Association (and ongoing
funding via levies); and
o Regular liaison with CCIQ Cooroy and CCIQ Noosa etc.
Page 38 of 41
Section 39
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
OTHER ACTIVITIES
Of course, not everything that Council has done in the last 12 months falls neatly into the seven
key priorities outlined above. In no particular order, some other key issues during 2015/16
included:
Local Government Election - March 2016
Although managed by the Electoral Commission of Queensland, the March 2016 Council
election was a milestone event seeing the conclusion of our first term following de-
amalgamation and the commencement of our second term. The retirement of Mayor Noel
Playford and Deputy Mayor Bob Abbot saw the departure of over 50 years of local
government experience. Cr Tony Wellington was elected as Mayor and there were also three
new Councillors elected. As such, an extensive and intense induction program was
developed to smooth the transition process from April to June 2016. That has been
successfully achieved.
Audit and Risk Committee
Our Audit and Risk Committee continues to work quietly on ensuring that good governance
practices are in place. Although not high profile, this Committee plays an important role in
making sure that Council “dots the i’s and crosses the t’s” both in governance and in the
management of risk. Council received an unqualified audit from the Queensland Audit Office
(QAO) for its financial statements and during the external audit process, no issues of concern
were raised by the QAO. Council’s Internal Audit Program included internal audits on Cash
Handling and the Waste Charges system.
Establishment of Enterprise Risk Management
We are significantly more advanced over the last 12 months in embedding risk management
practices into Council operations. An Enterprise Risk Management Policy and Framework
has been adopted by Council and risk registers established. The Leadership Team reviews
strategic risks on a quarterly basis and operational risk registers have been established at a
Departmental level. A comprehensive Business Continuity Plan is all but complete and will
be tested in 2016/17.
Disaster Management
Our Noosa Disaster Management and Disaster Recovery Plans have been adopted by
Council. Specific Disaster Management Plans were also developed for the Pomona and
Daintree Estate areas. In 2015/16, we undertook a major training exercise for a wild fire
event. Luckily, throughout the year, we were spared any major flooding events unlike some
other SEQ Councils. We have undertaken significant training for our staff to ensure that we
are ready for disaster events and the level of volunteering for this role by staff remains high.
Workplace Health and Safety (WHS)
At the request of the CEO, we have had a higher focus on our WHS compliance during
2015/16. At the beginning of 2015, we were a long way off being at an acceptable standard
in terms of our WHS compliance but we have made good progress in 2015/16. After another
12 months, we should be approaching an acceptable standard.
Noosa North Shore
Council is well advanced with planning for a refurbishment of the Noosa North Shore
Wilderness Camp. At the same time, negotiations are continuing with DNRM to sort out
historical tenure issues on the Noosa North Shore and these negotiations are progressing
well.
KPI Reporting
We have continued to refine our Key Performance Indicators (KPIs) which assist in managing
the organisation. About 30 detailed management KPIs are reviewed monthly by the
Leadership Team and about 10 to 12 high level KPIs are reported to Council on a quarterly
basis. The next focus will be to develop a range of community indicators.
Page 39 of 41
Section 40
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Planning Scheme Amendments
We are still awaiting final Ministerial approval to make amendments to the existing Planning
Scheme. This process was delayed due to the change of State Government but final State
approval following public advertising is dragging on.
REFLECTIONS AND ACKNOWLEDGEMENTS
Clearly, 2015/16 was a busy year with the Council election and the commencement of a new
Council term being a significant milestone. The list of what we have achieved is long (and
probably incomplete) but doesn’t include all of the day to day services provided like lending
library books, cleaning drains, learn to swim classes, issuing rates notices, filling potholes, fixing
public toilets, registering dogs, helping community groups etc.
This could not have been achieved without an incredible amount of hard work and commitment
by Councillors and all of our staff. We should all look back over the last year (and indeed our last
2 ½ years) with a sense of pride of what we have achieved so far. The key thing is not to rest on
our laurels. To quote Jim Collins - “Good is the enemy of great. And that is one of the key
reasons why we have so little that becomes great. We don't have great schools, principally
because we have good schools. We don't have great government, principally because we have
good government. Few people attain great lives, in large part because it is just so easy to settle
for a good life.”
Nothing is ever perfect and we will need to focus on some key areas in 2016/17 to continue our
journey. The key areas of focus in 2016/17 include:
Detailed Asset Management Plans;
Continued delivery of the Capital Works Program and adoption of a multi-year capital
program;
Ongoing development of our organisational capability (including ICT systems) and Council
organisational culture;
Commencement of consultation on the new Planning Scheme;
Development of a new Corporate Plan;
Successful delivery of high profile projects (e.g. Transport Strategy, Electric Bus trial, Rufous
Street project, Emission Reduction targets etc); and
Implementation of a number of key strategies (e.g. Social Strategy, Local Economic Plan and
Library Review).
Previous Council Consideration
Nil.
Finance & Risk
Nil.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Leadership Team.
Page 40 of 41
Section 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2016
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 41 of 41