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2020-03-10 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 10 March 2020
commencing at 1.30pm
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Tony Wellington, Frank Wilkie
“Noosa Shire – different by nature”
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Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
DEPUTATIONS -
REPORTS FOR CONSIDERATION OF THE COMMITTEE 3
1 GO NOOSA - EASTER 2020 LOOP BUS SERVICE AND PAID PARKING 3
2 FLAG PROTOCOL 10
REPORTS FOR NOTING BY THE COMMITTEE 14
3 JANUARY 2020 RATE LEVY OVERVIEW 14
4 COMMUNITY FACILITIES HALF-YEAR PERFORMANCE OVERVIEW 2019/20 19
CLOSED SESSION -
Page 2 of 35
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 GO NOOSA - EASTER 2020 LOOP BUS SERVICE AND PAID PARKING
Document i nformati on
Author Project Manager, Adam Britton
Infrastructure Services Department
Index ECM / Subject / Transport Policy
ECM / Project & Contract / Transport Strategy / General
Attachments 1. Go Noosa Loop Bus Service Route
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Manager to the Services and Organisation Committee
Meeting dated 10 March 2020 and:
A. Subject to TransLink approval, endorse the use of a temporary Loop Bus Service from 4 - 19
April 2020.
B. Extend the period for the use of the Noosa Heads Lions Park for paid car parking from 4 - 19
April 2020 (inclusive).
REPORT
The purpose of this report is to obtain Council approval to:
Operate the temporary 065 Go Noosa Loop Bus Service over the Easter 2020 Queensland
State School Holidays between 4 and 19 April 2020 (subject to TransLink approval).
Utilise the Noosa Heads Lions Park for paid parking over the Easter 2020 Queensland State
School Holidays between 4 and 19 April 2020.
1. Christmas 2019/20 - 065 Go Noosa Loop Bus - Trial Results
Council previously endorsed the initial trial of the 065 Go Noosa Loop bus service to operate each
day including public holidays between 14 December 2019 and 27 January 2020. The trial was
proposed in line with the Transport Strategy seeking to investigate and trial a Noosa styled shuttle
bus.
The trial service operated as a high frequency shuttle bus on an approximate 15 minutes frequency
per loop between 7am and 7pm and a 30 minute frequency per loop from 7pm to 10pm. For route
details refer to Attachment 1: Go Noosa Loop Bus Route.
The Loop shuttle bus service was in addition to the free TransLink bus routes 626, 627, 628, 629
and 632 and the temporary 064 Peregian to Noosa Heads service.
In accordance with the Council resolution of 17 October 2019, a review of the loop shuttle bus was
to be undertaken ahead of making a recommendation for the Easter holiday period.
Page 3 of 35
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
The following information has been considered to provide an initial evaluation:
Bus type
Patronage
Customer feedback
Cost
Operational matters
a) Bus type
TransLink, as the State Government entity responsible for public transport, contracts public
passenger services to Sunbus on the Sunshine Coast. Traditionally, Sunbus operate large 12.5m
55 seat diesel buses on all Noosa bus routes.
The buses selected for trialling a Noosa Styled Loop bus were two modern smaller 9.9m buses
manufactured by Optare Group Limited. The buses were also branded with Noosa specific livery
to avoid the traditional large scale advertising common on other public transport buses.
Anecdotal responses to date suggest that the smaller bus size and Noosa specific livery attracted
positive feedback and contributed to requests for the service to continue.
Image 1: 065 Go Noosa Loop 9.9m Bus – Go Noosa Livery
Image 2: TransLink 12.5m Bus with Advertising
Page 4 of 35
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
b) Patronage
The Go Noosa Loop bus carried a total of 42,263 passengers over the holiday period. Refer table
below on available bus passenger numbers over the Christmas holiday period between 15
December 2019 and 27 January 2020. (Council is still awaiting on data to be supplied by TransLink
for the other services).
Route 2018/19 2019/20
Total Passenger Total Passenger
Trips Trips
Route 626 Tewantin to Sunrise Beach via Noosa Heads 76,450 TBA
Route 627 Tewantin to Sunshine Beach via Noosa Heads 70,172 TBA
Route 629 Tewantin to Noosa Junction via Noosa Civic 21,266 TBA
Route 628 Noosa Parklands to Noosa Junction, via Noosa 16,709 TBA
Civic
Route 064 Peregian Beach to Noosa Heads temporary bus 15,087 13,114
Route 632 Noosa to Cooran via Cooroy and Pomona 4,153 TBA
Route 065 Go Noosa Loop bus - 42,263
c) Customer Feedback
Council received customer feedback on the loop bus service from a number of sources including
facebook, surveys, and customers making contact with Council.
Comments received regarding the loop bus service were favourable with many requesting the
service be continued.
d) Cost
The costs for the 064 and the 065 routes are fully cost priced to Council as these are additional
services operating in the existing contract area.
The other five scheduled services are charged on a much lower ‘loss of revenue’ basis and do not
provide a relative financial comparison.
The cost estimate from TransLink to operate the loop bus service over the Easter holiday period is
$51,082 as described in the Finance section below.
e) Operational Matters
No significant operational matters were experienced during the Christmas holiday trials however
an initial evaluation of the Park & Ride site indicates that there was not a significant uptake in use
of the Noosa AFL grounds as a Park and Ride location. The customer survey results show that
people are choosing to walk to their nearest bus stop or park at other locations along the route.
Nonetheless, given the forecast long term visitor growth and the future reduction of car parking at
Noosa Junction (due to the redevelopment of the Coles site) it is proposed to continue to promote
the Park & Ride facility at the Noosa AFL grounds.
Page 5 of 35
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
2. Easter 2020 - 065 Go Noosa Loop Bus Trial
Based on the initial evaluation above, subject to TransLink final approval, it is proposed to continue
to trial the 065 Go Noosa Loop bus service during the Easter holiday period between 4 and 19
April 2020 with services running every 15 minutes from 7am – 7 pm and every 30 minutes from
7pm – 10 pm.
3. Noosa Heads Lions Park Car Park
At Council’s Ordinary meeting of 21 November 2019, Council approved the use of the Noosa
Heads Lions Park for car parking from 4 - 5 April, 10-13 April and 18-19 April 2020. The Tewantin-
Noosa Lions Club have requested permission to operate the car park for the entire length of the
Queensland State School holidays (4 - 19 April) which is recommended in this report.
Noosa Heads Lions Park – Car Parking Revenue and distribution
Forecast usage Anticipated Total Revenue
150 cars x $20/day x 14Days $42,000
Assuming 14 days out of possible 16.
Organisation Revenue Distribution
Tewantin Noosa Lions Club 50% Share $21,000
(less GST)
Noosa Council 50% Share $21,000
Previous Council Consideration
Ordinary Meeting Minutes, 17 October 2019, Item 3, Page 7
That Council note the report by the Project Manager and Project Officer – Transport Innovation to
the Services & Organisation Committee Meeting dated 8 October 2019 regarding the Peak Period
Traffic Management Plan 2019/2020 and:
A. Approve the use of free holiday buses for TransLink Routes 626, 627, 628, 629 and 632 from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
B. Approve the use of a bus service 064 between Peregian Beach and Noosa Heads from the
14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020;
C. Approve the trial of a Noosa branded Park & Ride shuttle bus loop servicing Weyba Road,
Noosa Parade, Hastings Street and Noosa Drive from the 14 December 2019 to the 27
January 2020;
D. Approve the trial of temporary bus queue jumps east bound on Noosa Parade, and north
bound on Noosa Drive from the 26 December 2019 to the 5 January 2020;
E. Approve the use of free services on the Boreen Point - Tewantin Flexilink and Council Cabs
from the 26 December 2019 to the 5 January 2020;
F. Approve the use of an Information Management System at key entry points to Noosa from
the 14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020 for
the purpose of informing motorists of car parking availability;
G. Approve the use of traffic control in the Hastings Street precinct and surrounding areas to
prioritise bus and pedestrian movements from the 14 December 2019 to the 27 January 2020
and the 4 April 2020 to the 19 April 2020;
Page 6 of 35
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
H. Approve the use of wayfinding in the Hastings Street and Noosa Junction precincts from the
14 December 2019 to the 27 January 2020 and the 4 April 2020 to the 19 April 2020; and
I. Approve the temporary conversion of 8 parallel car parks on the southern side of Hastings
Street from the Hastings Street roundabout to 28 Hastings St for other uses including, loading
bays and increased footpath, from 14 December 2019 to 27 January 2020 and from 4 April
2020 to 19 April 2020.
Ordinary Meeting Minutes, 21 November 2019, Item 4, Page 14
That Council note the report by the Director Infrastructure Services to the Services & Organisation
Committee Meeting dated 12 November 2019, and:
A. Approve the use of the Noosa Heads Lions Park for paid parking as part of Go Noosa
Christmas 2019/20 (14 - 15 December 2019, 21 - 22 December 2019, 26 December 2019 –
12 January 2020, 18 - 19 January 2020, and 25 – 26 - 27 January 2020) and Easter 2020 (4
- 5 April 2020, 10 - 13 April 2020 (Easter long week-end) and 18 - 19 April 2020).; and
B. Approve 50% of the car parking revenue to go to the Tewantin-Noosa Lions Club and the
remaining revenue to go towards Go Noosa initiatives.
Finance
The initial TransLink estimate to operate the loop bus service for the Easter holidays is $51,082
+GST. However, the final costs may vary as TransLink and Sunbus will not have final costs until
completion of the trial.
It is proposed that the 065 Go Noosa Loop bus service be funded by income generated from the
Noosa Heads Lions Park paid parking and the balance of funds from the Sustainable Transport
Levy as described below.
Cost Item Amount
065 Loop Bus $51,082
Funding
Lions Park Paid Parking $21,000
Balance from Sustainable Transport Levy $30,082
Impacts to the Sustainable Transport Levy are as per below:
Sustainable Transport Levy balance as at 31 December 2019 $2,364,196
Less 065 Loop Bus Costs $30,082
Remaining Sustainable Transport Levy balance $2,334,114
Risks & Opportunities
Risk Mitigation
Timing of TransLink providing final approval to operate the Easter Maintain dialogue with TransLink
Go Noosa Loop bus service. The 065 Loop bus service is outside contracts team and senior
of the standard routes and requires TransLink Service Review management.
Board approval. This request falls outside of their standard
meeting timeframes and will require a special meeting (the date
is yet to be confirmed)
Page 7 of 35
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Risk Mitigation
The TransLink initial estimate may increase due to unforeseen It is proposed that the services be
costs by all parties and costs are to be borne by Council. funded by the Sustainable Transport
Levy and income generated from the
Noosa Heads Lions Park paid parking.
Delay in distribution of marketing material due to timing of Maintain dialogue with TransLink
TransLink final approval. contracts team and senior
management.
Consultation
External Consultation - Community & Stakeholder
Community feedback – Facebook comments on Go Noosa Loop bus service
Tewantin- Noosa Lions Club – Request to operate the park for the entire Queensland State
School holidays of 4 – 19 April.
TransLink – Approval process
Finance – Sustainable Transport Levy balance
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development X Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 8 of 35
Section 9
ATTACHMENT 1
Page 9 of 35
ATTACHMENT 1
@ | COUNCIL
TEMPORARY 065 GO NOOSA LOOP 14 December 2019 - 27 January 2020
Park for free at the Noosa AFL grounds, Hastings St — —
149 Weyba Road and hop on the e There is high demand for car parking in the Hastings
Go Noosa Loop to get to Hastings e- -s .* Street precinct, anticipate traffic delays, at times, in
Street and the beach. QUAMBY PLACE _-t this area. To view car parking availability and bus
Free bus will depart approximatel a“ os timetables download the Go Noosa App.
1 y . at
every 15 minutes from 7am — 7pm and = Re NOOSA HEADS e Park anywhere along the free bus routes
every 30 minutes from 7pm — 10pm, -& — STATION and hop on a free bus (normal car parking
these school holidays (14 Dec 2019 — Ee OF restrictions apply)
27 Jan 2020). ’ ES = S © Park at the Noosa AFL grounds, 149 Weyba
i] “ ob 5 8 @ Road and hop on the free Go Noosa Loop*
\ = — 3
Ae {] 6 O— = e Park in Noosa Junction and walk or catch a
Neen TG Pep WILLIAM ST J | bus to Hastings Street
— 6 Bus travels ina . ry “Car parking availability may vary on Sunday. The Noosa Farmers
J clockwise direction (/ Market is located at the Noosa AFL grounds every Sunday from
@ —_a_a_ Fad Noosa Junction 5am — midday. The J carpark is utilised for church services every
awe A Noosa Pde Sunday at 8:30am, 10:30am and 5:30pm
Ww Vv) 4 ——____
} e 2 Oe
Le f/ » A
2. 3
NOOSA JUNCTION LJ. Y
Mary St {TEMPORARY STOP rls ry Ln,
EB a. * £7'\ opposite The J) = I Ye,
NOOSA AFL GROUNDS s/] my Sg », Cc
e AY) _Tewponant sror 2 Sh Gs 4S ¢ x 2
a My Re es
Wey, _ e i
aR, am Noosa Junction
uf O oo a) Satin
@ — susstop lap
on, needing FAC hy
Va,
» TRANS visit TransLink.com.au | visit www.noosa.qld.gov.au/go-noosa Wyandra St oa
Download the MyTransLink app, For more information, including FAQ's
a or call 13 12 30 or ph (07) 5329 6500
Page 9 of 35Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
2 FLAG PROTOCOL
Author Customer Service Manager, Jason Pratt
Executive Services Department
Index ECM_21093843
Attachments 1. Noosa Shire Council Flag Policy
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Customer Service Manager to the Services and Organisation
Committee Meeting dated 10 March 2020 and:
A. Adopt the Flag Policy as provided at Attachment 1 to the report; and
B. Authorise staff to make modifications to the existing flagpole at the Tewantin Administration
building to accommodate the National, State and Aboriginal flags as well as the Noosa flag
which may be substituted from time to time by commemorative flags with the authorisation
of the Chief Executive Officer.
REPORT
Council is committed to the respectful and dignified flying of the Australian National Flag and all
other flags in accordance with the Flags Act 1953 and relevant protocols as specified within the
Australian Flags booklet published by the Department of the Prime Minster and Cabinet. Under
these protocols, the Australian flag takes precedence followed by the State flag, the Aboriginal and
Torres Strait Islander flag or other flags, and ensigns or pendants e.g. the Green Noosa Council
flag.
The development of the policy will align council practice to national standards and address a
concern from a community member who called for Council to fly the Aboriginal flag outside the
Tewantin Administration building on a daily basis. Many civic and government offices fly the
Australian National and the Aboriginal and Torres Strait Islander flags every day. This is viewed as
a positive leadership role by Council to foster community pride in the history and future of Australia.
Council is restricted by the number of flags it can fly at the Tewantin Administration building as the
yardarm on the flag pole is fitted with only three positions. Council currently flies the National flag,
the State flag and the Noosa Council flag. Flying the Aboriginal flag would require either the Noosa
house flag to be displaced or the existing flag pole to be modified to accommodate 4 flags. The
preferred option is to modify the flag pole to accommodate 4 flags recognising that the Noosa
house flag has flown for a significant amount of time and has symbolic meaning to the Noosa
community. The estimated cost of modifying the flag pole is $2,500.
Previous Council Consideration
Nil
Page 10 of 35
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Finance
The estimated cost to add a Gaff arm to the current Yardarm flag pole to accommodate 4 flags is
$2,500 which could be met from within the 2019/20 Executive Services department budget
allocation.
Risks & Opportunities
An opportunity exists to recognise aboriginal culture and promote a sense of community and
cultural awareness by displaying the Aboriginal Flag in addition to the National flag, State flag and
Noosa house flag.
Consultation
External Consultation - Community & Stakeholder
This report and accompanying policy was stimulated from feedback by a community member.
Internal Consultation
A Briefing Note presented to all Directors at the Executive Team meeting dated 21 August 2019
where agreement was reached to refer this matter to Council.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer X Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director X Director X Director
Community Engagement Building & Plumbing Services Asset Management
X Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 11 of 35
Section 12
Page 12 of 35
ATTACHMENT 1
@.| NOOSA Council Policy
!@ | COUNCIL FLAG POLICY
Corporate Plan Reference: Excellence as a Council
Endorsed by Council: 19 March 2020
Policy Author: Customer Service Manager
POLICY BACKGROUND
Council is committed to the respectful and dignified flying of the Australian National flag and all other
flags in accordance with relevant protocols as specified within the Australian flags booklet published
by the Department of the Prime Minister and Cabinet.
This policy aims to set out the arrangements for the flying of the Australian National and other flags
on Council premises.
COUNCIL POLICY
The Policy aims to establish a consistent approach to flying flags in Council's care and control and
to ensure observance with relevant protocols.
The flags that are to be flown permanently are:
. The Australian National Flag
. The Queensland State Flag
. The Aboriginal Flag
. The Noosa Shire Council Flag
Council will comply with the guidelines of the flag protocol as set by the Australian Government in all
instances where it has control over the display or management of flags. This may include the
lowering of specific flags to half-mast or the flying of specific flags.
Flying of flags at half mast
Flags are flown in the half-mast position as a sign of mouming. To bring the flag to the half-mast
position, the flag must be raised to the top of the mast, then immediately lowered slowly to the half-
mast position. An acceptable position would be when the top of the flag is a third of the distance
down from the top of the flag pole. When flying the Australian National flag at half-mast with other
flags, all flags in the set should be flown in the same position.
The Australian National flag should be raised first and lowered last. Under no circumstances should
a flag be flown at half-mast at night. The Protocol Unit of the Department of Premier and Cabinet
provides notices to Council when all flags must be flown at half mast, such as on the death of a
member of the Royal Family, the head of state, Governor-General or distinguished Australian citizen.
At the discretion of the Chief Executive Officer or delegate, the Australian flag will be flown at half-
mast to acknowledge the passing of a past Mayor or Councillor on the day of the funeral. Council
will also acknowledge the death of a current Councillor, Council staff member or community leader
and other esteemed community identities such as Living Treasures on the day of that person’s
funeral.
Page 12 of 35Section 13
Page 13 of 35
COUNCIL POLICY — FLAG POLICY
Significant Dates
Australia Day — 26 January
Commonwealth Day — 2" Monday in March
ANZAC day- 25 April (flags to be flown at half-mast until12noon)
Reconciliation Week - end of May
Queen's Birthday — 2 Monday in June
NAIDOC Week — nominated week in July
Vietnam Veterans Day — 18 August
Australian National Flag Day — 3 September
United Nations Day — 24 October
Remembrance Day — at half-mast from 10.30am until 11.02am
IDAHOT Day - 17 May
ROLES AND RESPONSIBILITIES
Council's Customer Service branch will be responsible for the raising and lowering of the flags on a
day to day basis.
Council's Building and Facilities branch will be responsible for the maintenance and repair of the
flagpole.
Council's Customer Service Manager will be responsible for purchasing new and/or replacement
flags as required as part of the customer service operational budget.
RELEVANT LEGISLATION
The Policy is to be read and implemented with reference to the Flags Act 1953.
Excerpt from the booklet Australian flags — Part 2° The protocols for the appropriate use and the
flying of the flag
Version control:
Version Reason/ Trigger Change (Y/N) Endorsed/ Reviewed by Date
1.0 New Council 19/3/2020
Page 13 of 35Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
REPORTS FOR NOTING BY THE COMMITTEE
3 JANUARY 2020 RATE LEVY OVERVIEW
Document i nformati on
Author Manager, Revenue Services, Kellie Seeleither
Corporate Services Department
Index ECM Rates Management/Rateable Services
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Manager Revenue Services to the Services & Organisation
Committee Meeting dated 10 March 2020 providing an overview of the January 2020 Rate Levy.
REPORT
This report provides Council with a summary of the January 2020 rate levy.
1. Levy Summary
Rate notices were issued on 14 January 2020 with a due date of 14 February 2020. The gross
amount of the levy was $39.75 million, which comprised $36.383 million of Council rates and
charges, and $3.367 million for the State Emergency Management Levy. Between July 2019 and
January 2020 the net increase in rateable properties was 102, representing minimal growth of
0.3%.
Levy/Charge Amount # Properties Rateable Valuation
Or # Services
General Rates $25.597 million 30,689 $9.556 billion
Separate Charges
Environment Levy $1.074 million 30,689 30,689
Sustainable Transport Levy $0.460 million 30,689 30,689
Heritage Levy $0.153 million 30,689 30,689
Special Rates and Charges
Tourism & Economic Levy $1.539 million 5,964 $1.696 billion
Noosa Main Beach Maintenance $0.296 million 2,092 $648 million
Hastings St Precinct Maintenance $0.169 million 2,092 $648 million
Hastings Street Safety Levy $0.077 million 834 834
Rural Fire Levy $0.080 million 6,424 6,424
Noosa Junction Levy $0.047 million 158 $44 million
Noosa Junction Streetscape Levy $0.025 million 158 $44 million
Noosa Waters Lock & Weir Levy $0.034 million 592 $509 million
Noosa Waters Canal Maintenance Levy $0.008 million 592 $509 million
Page 14 of 35
Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Levy/Charge Amount # Properties Rateable Valuation
Or # Services
North Shore Electricity Charge $0.023 million 27 27
Utility Charges
Waste Management Charges $6.612 million 29,868 35,307
Holding Tank Charges $0.078 million 81 81
Backflow Device $0.111 million 1,407 4,509
Registration Fees
Emergency Management, Fire and Rescue $3.367 million 31,452 31,524
Levy (EMFRL)
2. General Rate Details by Category
General Rate Category # Rateable Revenue #
Properties Valuation Properties
on
Minimum
1 - Rural & Agricultural 221 $63,655,000 $165,059 114
2 – Commercial valued up to $175,000 933 $72,152,134 $526,122 876
3 – Commercial valued $175,001 - 412 $112,830,604 $400,874 49
$400,000
4 – Commercial valued over $400,000 295 $272,663,945 $993,700 11
5 – Residential PPR valued up to 11,286 $2,486,078,156 $6,365,028 10,108
$325,000
6 – Residential PPR valued $325,001 - 2,756 $1,078,324,154 $1,943,007 447
$500,000
7 – Residential PPR valued $500,001 - 774 $464,466,612 $832,789 -
$750,000
8 – Residential PPR valued $750,001 - 455 $408,360,718 $711,049 15
$1,000,000
9 – Residential PPR valued $1,000,001 193 $214,514,000 $354,127 59
- $1,200,000
10 – Residential PPR valued 225 $378,846,197 $598,640 21
$1,200,001 - $2,500,000
11 – Residential PPR valued over 46 $153,200,000 $207,954 7
$2,500,000
12 – Residential Not PPR valued up to 3,984 $994,195,075 $2,793,733 3,034
$420,000
13 – Residential Not PPR valued 241 $111,396,164 $245,294 -
$420,001 - $500,000
14 – Residential Not PPR valued 440 $263,983,228 $575,484 1
$500,001 - $750,000
15 – Residential NPPR valued over 705 $1,021,164,121 $2,230,222 -
$750,000
16 – Vacant Land > $1M and area more 12 $22,300,000 $93,526 -
than 1,500m2
17 – Pump Stations, Stock Grazing 2 $55,128 $216 1
Permits and garages/small lots with an
area less than 20m2
Page 15 of 35
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
General Rate Category # Rateable Revenue #
Properties Valuation Properties
on
Minimum
18 – Vacant Land subject to developers 62 $30,999,500 $35,122 -
concession
19 – Retirement Villages 7 $17,225,000 $115,823 1
20 – Shopping centre - gross floor area 6 $20,300,000 $116,654 -
between 2,500 & 10,000m 2
21 – Shopping centre - gross floor area 1 $28,000,000 $216,734 -
greater than 10,000m2
22 – Shopping centre - gross floor area 4 $5,966,952 $26,165 -
between 1,000 & 2,500m2
23 – Strata Units Not PPR 5,596 $1,010,612,499 $4,721,969 3,600
24 – Strata Units PPR 2,028 $320,721,349 $1,314,511 1,385
25 – Extractive Industries 1 $350,000 $1,874 -
Quarries
26 – Nursing Homes 4 $3,600,000 $11,731
Total 30,689 $9,555,960,536 $25,597,407 19,729
3. Rate Concessions
Details of the Council pensioner concessions granted on the January levy are set out below.
Type of Council Concession Maximum Rebate # Properties Amount
(1/2 year)
Maximum/Sole Owner $115.00 1,297 $149,155
Maximum/Joint Owners $90.00 1,238 $106,271
Not Maximum/Sole Owner $57.50 717 $41,228
Not Maximum/Joint Owners $32.50 1,004 $31,936
Total 4,256 $328,590
In addition to the pensioner concessions Council provided general rate donations for 50 eligible
properties totalling $70,480.
Details of the pensioner concessions funded by the State Government are as follows:
State Government Rebates # Properties Amount
General Rates & Charges 4,437 $436,701
State Emergency Management Levy 4,437 $78,240
Page 16 of 35
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
4. Payment Preferences and Arrangements to Pay
BPay continues to be the most popular payment option by far, as shown in the graph below.
Online 7.00%
Phone 5.20%
Direct Debit
7.10%
Counter
6.50%
Aust
Post
6.80%
Bpay
67.40%
There are currently 470 properties that have made an arrangement to pay off their rates balance
in accordance with section 2.5.2 of the Revenue Statement, representing $328,547 of the
outstanding rates and charges.
5. Electronic Rate Notice Delivery
Council continues to encourage residents to register for electronic delivery of their rate notice,
either by e-mail direct to their private email address or delivery to their online banking platform via
BpayView. At the conclusion of the levy period we had 1,010 properties registered for BpayView
and 8,245 properties registered for email delivery, which means that we have just over 29% of all
rate notices now sent electronically. Ongoing efforts are being made to continue to encourage take
up of electronic rate notice delivery.
Previous Council Consideration
Nil
Finance
There are currently no properties where the outstanding rates and charges are close to the rateable
value of the land, consequently there is no risk of any rates and charges being written off as bad
debts at this time.
Risks & Opportunities
Net rates and charges represent 70% of Council’s total operating revenue. The issuing and
collection of rates revenue is critical in ensuring cash flows are available to fund Council operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Director Corporate Services
Page 17 of 35
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health X Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 18 of 35
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
4 COMMUNITY FACILITIES HALF-YEAR PERFORMANCE OVERVIEW 2019/20
Document i nformati on
Author Community Facilities Manager, Ash Saward
Community Services Department
Index ECM/ / Subject/ 72.02 Noosa Aquatic Centre NAC
ECM/ Subject/ 1.05 Community Support Management
ECM /Subject / 72.01 The J
ECM /Subject / 72.03 Noosa Leisure Centre
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Facilities Manager to the Services & Organisation
Committee meeting dated 10 March 2020 providing an update on the Noosa Leisure Centre (NLC),
Noosa Aquatic Centre (NAC), The J, Bicentennial Community Centre (BCC) and Noosa
Community Support (NCS) for the period 1 July 2019 to 31 December 2019.
REPORT
1. NOOSA LEISURE CENTRE
Facility overview
The Noosa Leisure Centre (NLC) caters for badminton, futsal (indoor soccer), netball, basketball,
volleyball, pickleball, kids’ playroom, group fitness classes, indoor rock climbing and corporate
training with activities comprising Council programs, school sessions, special events and venue
hire. Meeting and conference rooms are also available for hire. The indoor rock climbing is run by
an external contractor.
Financial performance
Page 19 of 35
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Half-yearly performance shows a strong favourable result in both revenue and expenditure. As a
whole, the centre bettered budget by $70,757 for the period.
Total revenue exceeded budget by $46,642, largely due to the strong performance of the group
fitness program, with revenue up $37,074 on budget. Group fitness revenue has benefitted from
strong membership growth at NLC which has been driven by an enhanced range of membership
inclusions, more active promotion of the centre and a program that continues to evolve in line with
consumer expectations. Venue hire also performed strongly, finishing the period $8,576 ahead of
budget.
Expenditure for the period came in under budget by $24,114, almost entirely because of
underspends in maintenance. This is a timing issue more than anything and management expect
maintenance expenditure to fall back in line with budget expectations over the second half of the
year.
The below comparison of the past four years’ half-yearly financial performance data reveals
continued strong revenue growth at NLC, with 2019/20’s result up 10% on the year prior. Across
the same period controllable expenses increased by only 5.3%. These factors combined have
contributed to the trend of a decreasing operational cost to Council over recent years.
Page 20 of 35
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Historical half-yearly financial performance - Noosa Leisure Centre (NLC)
2016/17 YTD 2017/18 YTD 2018/19 YTD 2019/20 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
41103 - Other - Sales - Bar & Kiosk Sales 0.00 0.00 0.00 0.00
41154 - Venue Hire (78,622.47) (84,361.32) (87,537.29) (92,941.04)
42019 - Other - Sales - Food (88,380.43) (91,723.45) (86,911.66) (92,250.84)
42020 - Other - Sales - Retail (189.10) (2,771.41) (1,187.77) (2,774.88)
42074 - Group Fitness Revenue (60,373.15) (57,929.11) (85,589.92) (103,576.97)
42076 - Creche Revenue (5,193.98) (4,469.34) (4,301.09) (3,456.00)
42077 - Kids Playroom Revenue (7,008.35) (9,586.39) (10,122.75) (8,423.13)
42078 - Sports Program Revenue (10,143.65) (11,307.11) (13,402.72) (14,486.95)
(249,911) (262,148) (289,053) (317,910)
Controllable expenses
6EX01 - Employee Benefits 207,780.81 200,359.30 222,537.76 228,636.69
6EX03 - Materials & Services 148,147.48 169,437.70 150,776.62 164,639.71
6EX06 - Other Expenses 1,460.60 1,511.70 1,564.60 1,599.80
357,389 371,309 374,879 394,876
Net operating result -107,478 -109,161 -85,826 -76,966
Uncontrollable expenses
6EX04 - Depreciation & Amortization 37,414.15 40,568.52 43,353.54 44,468.76
6EX12 - Internal Charges 73,962.16 152,145.18 106,877.04 112,855.72
111,376 192,714 150,231 157,324
Total operating result -218,854 -301,874 -236,056 -234,291
Visitation summary
NLC half-yearly attendance comparison
80,000
70,000 67,930
61,056 61,819
60,000
50,000
40,000
30,000
20,000
2017/18 2018/19 2019/20
NLC’s visitation numbers were down on 2018/19, mainly because of the cessation of the mini
library at NLC and also because 2018/19 benefitted from the one-off enchanted balloon forest
display which generated approximately 5,000 visits. Group fitness attendance numbers have been
very strong, however, sitting at around 25% up on prior year.
Page 21 of 35
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Recent achievements
While NLC’s most obvious recent achievement has been its continued financial performance
improvement, the centre has also been able to achieve the following over the past 6 months:
Growth of pickleball programing.
Enhanced range of group fitness classes.
Increased utilisation of the centre’s studio room for dance classes.
Greater use of the centre on weekends, a previously underutilised period.
Activation of the rear compound area as a functional group training space.
Operation as a primary evacuation centre during the Peregian, Cooroibah and North Shore
fires.
Upcoming priorities
The following priorities will be key focuses for management throughout the second half of 2019/20:
Changes to the café service delivery model in order to simplify operations.
Streamlining of member and pass holder check-in process for group fitness classes via the
addition of a self-service kiosk.
Continued enhancements to the centre’s aesthetics.
Completion of a number of planned maintenance projects.
Consideration of extending the roof area over the café’s outdoor seating area to provide
greater protection from the weather.
Implementing improvement actions flagged during a review of recent evacuation centre
operations.
2. THE J
Facility overview
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances and live entertainment. It is also home to current tenants the University of
the Sunshine Coast (including USC’s CIDSEL program) and Noosa FM Community Radio.
The J is the venue of choice for a number of community groups including Noosa Alive Festival,
Noosa Chorale, Noosa Heads Jazz Club, Noosa Music Society, Alliance Françoise and Hillsong
Church, as well as numerous school and commercial dance/theatre groups who conduct a range
of youth activities, performances, awards and presentation ceremonies.
The J regularly activates the additional mezzanine space for the extended theatre seating and
meetings and workshops. In addition, The J continues to offer a combination of additional flexible
meeting spaces, conference rooms and facilities for hire which are complemented by covered
outdoor areas and open foyers.
Page 22 of 35
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Financial performance
The J performed strongly in the first half of 2019/20, with revenue $27,048 ahead of budget and
an expenditure underspend of $28,477. As such, the centre delivered a net result $55,525 ahead
of budget for the period.
Page 23 of 35
Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Revenue performance was particularly pleasing given last year’s dip in first-half revenue. 2019/20’s
result was $34k (10%) up on the corresponding period in 2018/19 and was the highest first-half
result ever produced by The J. Revenue benefitted from strong performance in most areas but
particularly from venue hire, equipment hire and on-charging of employee costs to hirers. Results
such as these are validation for the investment Council recently made in upgrading the centre’s
PA system and are reflective of an increasingly positive industry reputation for the venue.
There were a variety of underspends relating to materials and services expenditure, with the largest
being $17,017 for building and facilities maintenance. Much of this relates to timing of maintenance
works and it is expected that maintenance expenditure will fall back in line with budget by year’s
end.
The below comparison of the past four years’ half-yearly financial performance data shows the
10% uplift in revenue in 2019/20. It also shows controllable expenses falling to the lowest level
since 2016/17 which is a credit to management for their tight financial control of the venue.
Historical financial performance - The J
2016/17 YTD 2017/18 YTD 2018/19 YTD 2019/20 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40025 - Misc Fees - Venue Catering 0.00 (127.27) 0.00 0.00
40032 - Other - Sales - Equipment Hire (20,970.47) (28,262.25) (26,658.15) (35,611.37)
40034 - Lease Revenue (39,959.76) (41,412.50) (48,872.50) (42,886.04)
41103 - Other - Sales - Bar & Kiosk Sales (62,248.03) (70,968.00) (63,864.34) (68,076.31)
41154 - Venue Hire (91,964.52) (95,977.94) (103,525.18) (110,259.46)
42000 - Other - Commission Received (28,300.28) (35,158.60) (34,296.84) (33,559.59)
42017 - Other - Sales - Tickets (6,931.87) (10,114.12) (5,530.26) (1,246.39)
42032 - Other - Sundry Recoupment (4,445.20) (7,414.76) (4,187.62) (9,807.85)
42043 - Other - Misc - Photocopying and Printing (1,344.92) (1,322.52) (1,204.41) (2,789.07)
42044 - Other - Misc - Employee Cost Recoveries (39,901.79) (64,591.12) (52,695.17) (66,000.91)
42046 - Other - Misc - Telephone Transaction Fee (470.85) (731.76) (524.43) (632.83)
42050 - Marketing Recoupment/Recovery (257.73) (2,394.12) (1,350.00) (5,935.88)
49029 - Internal Recoveries - Venue Hire (1,485.08) 0.00 0.00 0.00
49031 - Internal Recoveries - Equipment Hire (120.00) 0.00 0.00 0.00
(298,401) (358,475) (342,709) (376,806)
Controllable expenses
6EX01 - Employee Benefits 217,230.78 229,413.23 248,385.93 258,509.14
6EX02 - Finance Costs 0.00 (23.40) (88.40) (6.87)
6EX03 - Materials & Services 182,234.15 203,186.87 188,196.33 165,860.74
6EX06 - Other Expenses 0.00 512.10 530.00 541.90
399,465 433,089 437,024 424,905
Net operating result -101,064 -74,614 -94,315 -48,099
Uncontrollable expenses
6EX04 - Depreciation & Amortization 119,397.44 119,362.56 125,611.26 133,347.54
6EX12 - Internal Charges 99,756.73 150,014.66 130,200.60 139,265.50
219,154 269,377 255,812 272,613
Total operating result -320,219 -343,991 -350,127 -320,712
Page 24 of 35
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Visitation summary
The J half-yearly attendance comparison
50,000 48,227 48,408
45,588
45,000
40,000
35,000
30,000
25,000
20,000
2017/18 2018/19 2019/20
The J’s visitation data is very similar to 2018/19’s result. It is pleasing to note that despite stable
patronage numbers, the centre still achieved a 10% uplift in revenue. This is indicative of the centre
attracting higher quality performances which are yielding a greater return per attendee.
Recent achievements
In addition to growing revenue and controlling expenditure, The J has also been able to achieve
the following over the past 6 months:
Replacement of the venue’s ageing PA system and mixing console with a new, much-
improved system.
Continued efforts to minimise emissions and use of plastics across the facility.
Strengthening of relationships with key partners, including the University of the Sunshine
Coast’s (USC) CIDSEL program.
Operation as a primary evacuation centre during the Peregian, Cooroibah and North Shore
fires.
Upcoming priorities
The following priorities will be key focuses for management throughout the second half of 2019/20:
Layout changes to the upstairs office area to allow for a more functional workspace.
Completion of deck, storage area and loading dock building works.
Recruitment of a new staff member to drive the venue’s marketing efforts to new levels.
Development of a new business plan.
Review and enhancement of systems including ticket sales, bookings and point of sale
(POS).
Implementing improvement actions flagged during a review of recent evacuation centre
operations.
Page 25 of 35
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
3. BICENTENNIAL COMMUNITY CENTRE
Facility overview
The Bicentennial Community Centre (BCC) hall is the permanent home of the Noosa Gymnastics
Club who have now completed their extensions. The demountable building hosts permanent
tenants Noosa Montessori School who are also hiring the annexe on a permanent basis, with
negotiations to lease this space underway.
Financial performance
Page 26 of 35
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
BCC broadly tracked in line with budget for the first 6 months of 2019/20, with revenue $3k under
forecast, as was the case with expenditure. These two variances almost entirely offset each other,
with the net result for the period being a favourable variance to budget of just under $20.
The overview of historical performance below shows a clear trend of revenue growth which is
largely associated with the growth of Montessori Noosa. Most areas of expenditure have been
relatively well contained over the past few years. The increase in depreciation expense is a result
of the expanded footprint of the hall which was extended by the Gymnastics Club using Club and
state government funds.
Historical financial performance - Bicentennial Community Centre
2016/17 YTD 2017/18 YTD 2018/19 YTD 2019/20 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40034 - Lease Revenue (28,022.52) (50,522.52) (50,522.51) (52,723.14)
41154 - Venue Hire (23,614.54) (9,979.04) (15,000.00) (20,000.00)
(51,637) (60,502) (65,523) (72,723)
Controllable expenses
6EX01 - Employee Benefits 5,750.11 5,524.32 3,065.47 7,388.07
6EX03 - Materials & Services 19,625.41 15,801.72 14,806.25 14,824.99
6EX06 - Other Expenses 246.40 255.00 263.90 269.80
25,622 21,581 18,136 22,483
Net operating result 26,015 38,921 47,387 50,240
Uncontrollable expenses
6EX04 - Depreciation & Amortization 25,170.73 25,942.50 26,537.16 42,265.86
6EX12 - Internal Charges 3,672.84 3,615.22 3,669.82 5,805.74
28,844 29,558 30,207 48,072
Total operating result -2,828 9,363 17,180 2,169
Visitation summary
No visitation data is available for the centre as BCC doesn’t host any Council programs.
Recent achievements
As BCC now effectively operates as a leased property without direct Council programs, the
achievements are largely restricted to the improved financial performance of the site.
Upcoming priorities
The following priorities will be key focuses for management throughout the second half of 2019/20:
Updating Noosa Gymnastic Club’s lease to reflect the expanded building footprint.
Working with Montessori Noosa as they expand operations within the rear annexe and
sunroom.
4. NOOSA AQUATIC CENTRE
Facility overview
The NAC comprises a 50m Olympic-sized pool, 25m pool, leisure pool, fitness studio, change
rooms, café, creche and associated amenities. The NAC also oversees the maintenance of the
Sunshine Beach Skate Park.
Page 27 of 35
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
The NAC provides a broad range of aquatic and leisure programs including recreational swimming,
learn to swim (LTS) programs, elite squad training, aqua aerobics and water polo, as well as circuit
classes and general gym usage in the fitness studio.
Financial performance
2019-20 2019-20 2019-20 %
Statement of Income and Expenses Current YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 1,586,905 704,167 659,023 41.5% (45,144)
Total Expenditure 2,828,683 1,404,068 1,296,888 45.8% 107,179
Net Result - Surplus/(Deficit) (1,241,778) (699,901) (637,866) 62,036
Total Revenue 1,586,905 704,167 659,023 41.5% (45,144)
Direct Costs (Controllable)
Employee Benefits 1,238,070 606,481 513,966 41.5% 92,515
Finance Costs 0 0 (71) 100.0% 71
Materials & Services 714,081 359,320 343,781 48.1% 15,539
Other Expenses 1,087 543 542 49.9% 1
Subtotal Direct Costs (Controllable) 1,953,237 966,345 858,218 43.9% 108,127
Operating Surplus/Deficit (366,332) (262,179) (199,195) (153,270)
Indirect Costs (Corporate)
Depreciation & Amortization 236,922 118,461 118,461 50.0% 0
Internal Charges 638,524 319,262 320,209 50.1% (947)
Subtotal Indirect Costs (Corporate) 875,446 437,723 438,670 50.1% (947)
Net Result - Surplus/(Deficit) (1,241,778) (699,901) (637,866) 62,036
Noosa Aquatic Centre
2,000,000
1,500,000
1,000,000
500,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
(500,000)
(1,000,000)
2019-20 2019-20
YTD YTD
Budget Actuals
Page 28 of 35
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
The NAC’s performance in the first half of 2019/20 was significantly impacted by the centre’s
closure from 24 June to 27 August inclusive (note: full programming of the centre didn’t resume
until Monday 2 September). The centre closed in order to allow for the completion of major
maintenance works throughout the facility. The financial impact of the closure was factored into
the budget and, while the centre’s performance is down when compared to 2018/19, it is still ahead
of budgeted expectations for 2019/20.
While revenue finished the period $45,144 behind budget, this was more than offset by expenditure
underspends to the tune of $107,179. The net result against budget was therefore a favourable
variance of $62,036.
Revenue was impacted as a result of the closure extending almost four weeks longer than first
anticipated when the budget was developed at the beginning of the 2019 calendar year. At that
point the tender for building works had not been released and therefore the expected duration of
the works was simply management’s best estimate.
Revenue, particularly that related to the learn-to-swim program, has also been impacted by the
opening of the St Andrew’s pool in Peregian Springs. Current enrolments are down nearly 15%
compared to the year prior and it is expected that this trend will continue and possibly even increase
as St Andrew’s grows its programs.
On the upside, the longer than expected closure also generated larger than expected expenditure
savings. Most of this was related to employee benefits, as a majority of NAC employees are
employed on a casual basis. There were also some additional savings seen across utilities and
contract-based fitness instructors.
The overview of historical financial performance below clearly shows the closure’s impact on
revenue and expenditure when compared to previous years. Given the compromised nature of
2019/20’s results there is little value in trying to draw any further conclusions from this table.
Historical financial performance - Noosa Aquatic Centre (NAC)
2016/17 YTD 2017/18 YTD 2018/19 YTD 2019/20 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
40023 - Miscellaneous Fees & Charges (9,291.65) (8,273.89) (9,531.87) 0.00
40029 - Rent Revenue (7,000.00) (6,500.00) (6,662.50) (6,662.50)
40034 - Lease Revenue (30,569.09) (34,049.42) (27,499.98) (18,571.68)
41153 - Admission Fees (251,016.68) (279,397.23) (255,171.37) (184,512.01)
42020 - Other - Sales - Retail (89,590.78) (90,422.76) (84,122.51) (71,274.87)
42072 - Learn to Swim Revenue (347,759.67) (339,342.14) (362,726.05) (223,626.33)
42073 - Squad Revenue (44,451.88) (51,204.97) (53,923.73) (40,580.63)
42074 - Group Fitness Revenue (61,357.02) (75,565.51) (66,472.27) (57,019.88)
42075 - Gym Revenue (35,105.92) (70,056.60) (71,291.58) (53,041.14)
42076 - Creche Revenue (4,755.82) (4,801.08) (4,331.10) (3,733.91)
(880,899) (959,614) (941,733) (659,023)
Controllable expenses
6EX01 - Employee Benefits 576,354.01 563,491.57 621,084.13 513,966.39
6EX02 - Finance Costs 0.00 (119.09) (291.65) (71.44)
6EX03 - Materials & Services 375,065.53 331,005.77 362,926.42 343,781.39
6EX06 - Other Expenses 494.80 512.10 530.00 541.90
951,914 894,890 984,249 858,218
Net operating result -71,016 64,723 -42,516 -199,195
Uncontrollable expenses
6EX04 - Depreciation & Amortization 97,005.37 102,509.11 102,810.90 118,461.00
6EX12 - Internal Charges 223,035.47 323,262.78 292,068.60 320,209.25
320,041 425,772 394,880 438,670
Total operating result -391,057 -361,049 -437,395 -637,866
Page 29 of 35
Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Visitation summary
NAC half-yearly attendance comparison
140,000 127,887 125,323
120,000
100,000 90,011
80,000
60,000
40,000
20,000
-
2017/18 2018/19 2019/20
Predictably, visitation at the NAC was down significantly on prior years due to the centre’s closure.
The 28% reduction in patronage was very similar to the 30% reduction seen in revenue. When
comparing visitation across the period from when the NAC reopened through to 31 December, a
9.8% drop-off remains. Some of this relates to the fact that it took a little while for numbers to ramp
back up following the closure, with the remainder a result of the opening of the St Andrew’s pool.
Recent achievements
The NAC has been able to achieve the following over the past 6 months:
Completion of major capital works projects including full replacement of the centre’s roof and
large deck, regrouting the 50m pool, replacement of wet deck along the edges of the 50m
and leisure pools, upgrades to the centre’s equipotential bonding system and replacement
of the plant room’s switchboards and other minor plant and equipment.
Planning for the upcoming installation of additional rooftop solar panels.
Continued efforts to minimise emissions and use of plastics across the facility.
Hosting of various training squads in the lead up to the 2020 Olympics.
Partnerships with various teams across Council in order to provide some alternative duties
for staff keen to work during the centre’s shutdown. The partnership with Natural Areas was
particularly successful and provided significant benefit to all parties.
Upcoming priorities
The following priorities will be key focuses for management throughout the second half of 2019/20:
Development of 10-year masterplan outlining programing and facility upgrade needs and
opportunities.
Development of a new learn to swim program strategy.
Replacement of one of the 50m pool heat pumps.
Works to light pole foundations in order to facilitate the safe changeover of pool deck lights
to more efficient LEDs.
Extension or renewal of the café and squad coaching contracts currently held by external
operators.
Installation of a further 73 kW of rooftop solar, bringing the size of all systems at the NAC to
100kW.
Page 30 of 35
Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
5. NOOSA COMMUNITY SUPPORT
Facility overview
Noosa Community Support (NCS) receives funding from the Commonwealth Home Support
Program (CHSP – over 65 yrs) to provide the following services:
domestic assistance
social support - individual
allied health care
personal care
social support – group
flexible respite
case management
counselling /support, information and advocacy
transport
home maintenance
home modifications
goods, equipment and assistive technology.
It also receives funding from the state Home Assist Secure (HAS) program to provide the following
services:
information and referrals regarding home safety and security
home maintenance
home modifications.
Financial performance
2019-20 2019-20 2019-20 %
Statement of Income and Expenses Current YTD YTD Current YTD
Budget Budget Actuals Budget Variance
Total Revenue 2,591,134 1,719,308 1,650,932 63.7% (68,377)
Total Expenditure 2,583,632 1,254,107 1,287,701 49.8% (33,593)
Net Result - Surplus/(Deficit) 7,503 465,201 363,231 (101,970)
Total Revenue 2,591,134 1,719,308 1,650,932 63.7% (68,377)
Direct Costs (Controllable)
Employee Benefits 1,478,243 710,933 775,987 52.5% (65,054)
Finance Costs 0 0 402 100.0% (402)
Materials & Services 582,385 281,673 258,173 44.3% 23,500
Other Expenses 541 271 270 49.9% 1
Subtotal Direct Costs (Controllable) 2,061,169 992,876 1,034,832 50.2% (41,955)
Operating Surplus/Deficit 529,965 726,432 616,100 (26,421)
Indirect Costs (Corporate)
Depreciation & Amortization 58,441 29,221 29,221 50.0% 0
Internal Charges 464,021 232,011 223,649 48.2% 8,362
Subtotal Indirect Costs (Corporate) 522,463 261,231 252,869 48.4% 8,362
Net Result - Surplus/(Deficit) 7,503 465,201 363,231 (101,970)
Page 31 of 35
Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Noosa Community Support QCCS
2,000,000
1,800,000
1,600,000
1,400,000
1,200,000
1,000,000
800,000
600,000
400,000
200,000
0
Total Revenue Total Expenditure Net Result - Surplus/(Deficit)
2019-20 2019-20
YTD YTD
Budget Actuals
NCS operates under funding agreements with both the state and federal governments. The
requirements of the various funding agreements dictate that NCS should aim to perform to a ‘zero
bottom line’ standard, i.e. that all funding received should be fully expended on relevant programs
and services.
While the half-year results show NCS to be $102k behind YTD budget, this was entirely due to the
timing of a $106k grant payment which was received in January rather than December. After
allowing for this NCS is actually $4k ahead of budget in real terms.
Again after allowing for the additional $106k, revenue for NCS was $37k ahead of budget. This is
a pleasing result given the loss of roughly $400k of state government funding in 2019/20.
Controllable expenditure finished the period $42k over budget which is understandable given the
short notice period NCS received regarding the loss of the $400k of funding. In order for NCS to
maintain its operations at a zero bottom line level, roughly $400k of savings needed to be found to
offset the lost funding. While the team worked diligently to quickly streamline operations there was
always going to be a level of lag associated with cost saving measures and this explains why
expenditure tracked a little high, particularly employee benefits expenditure.
Management is confident operations will continue to become more efficient as the year progresses
and is optimistic that budget expectations will be met.
The overview of historical half-yearly financial performance below offers limited value because
there have often been timing variances on major grant payments from funding providers at the mid-
year point. This has had the effect of causing half-yearly results to vary wildly. That said, what can
be clearly seen is the $202k decrease in materials and services expenditure between 2018/19 and
2019/20, a sign that management is taking very seriously its obligation to reduce expenditure in
line with lost funding.
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Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Historical financial performance - Noosa Community Support (NCS)
2016/17 YTD 2017/18 YTD 2018/19 YTD 2019/20 YTD
Revenue actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec actuals as at 31 Dec
4RV02 - Fees & Charges (86,285.33) (112,624.90) (137,770.95) (153,926.05)
4RV08 - Grants, Subsidies - Operating (1,322,148.55) (1,804,183.16) (1,851,053.54) (1,495,233.75)
4RV11 - Contributions & Donations (13,289.09) (12,999.00) (14,167.00) (463.00)
4RV12 - Internal Recoveries (101.14) (99.71) 0.00 (1,308.99)
4RV17 - Other Recurrent Income (360.00) 0.00 0.00 0.00
(1,422,184) (1,929,907) (2,002,991) (1,650,932)
Controllable expenses
6EX01 - Employee Benefits 806,982.42 827,920.54 858,608.15 775,987.19
6EX02 - Finance Costs 0.00 5.10 (0.50) 401.63
6EX03 - Materials & Services 345,532.42 297,554.84 377,888.81 258,172.97
6EX06 - Other Expenses 246.40 255.00 263.90 269.80
1,152,761 1,125,735 1,236,760 1,034,832
Net operating result 269,423 804,171 766,231 616,100
Uncontrollable expenses
6EX04 - Depreciation & Amortization 25,456.24 23,022.30 19,750.68 29,220.72
6EX12 - Internal Charges 198,484.91 199,997.26 233,813.31 223,648.66
223,941 223,020 253,564 252,869
Total operating result 45,482 581,152 512,667 363,231
Client numbers summary
Statistics relating to the total number of services delivered are currently unreliable due to issues
with internal systems and processes. As such, no overview of numbers has been provided within
this report. Management are confident of resolving these issues by year-end and being able to
provide a summary in the end of year report.
Recent achievements
NCS has been able to achieve the following over the past 6 months:
Recruitment of a new NCS Coordinator to replace the incumbent who retired in June 2019.
Appointment of a new Client & Administration Services Team Leader.
Streamlining of operations in order to reduce costs and operate within reduced funding
parameters.
Transition of Queensland Community Care (QCC) clients to alternative service providers
following the loss of QCC funding.
NCS TRACCs database integrated into T1 to allow for more functional debtor invoicing and
receipting. This was a long process and took a lot of work from others in the organisation,
particularly staff from ICT and Finance.
Instigated a number of new programs and achieved encouraging take-up results. Many of
these programs are being run offsite, including in other Council venues, in order to diversify
operations and reduce programming reliance on the NCS centre.
Continued efforts to minimise emissions and use of plastics across the facility. The team
undertook a follow-up Ecobiz audit and achieved outstanding results and received a special
commendation.
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Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Upcoming priorities
The following priorities will be key focuses for management throughout the second half of 2019/20:
Continued review of operations to identify further opportunities for improvement. This will
include assistance from Council’s Finance team to ensure processes are as efficient as
possible.
Work with our Commonwealth funding body on the funding/output ratio for the next
agreement due to commence in July 2020. Recent changes in the broader industry have
made the achievement of some output targets very challenging. Conversely, management
believe there is a good opportunity to better utilise the centre to provide respite care and
achieve a greater number of outputs in this funding stream.
Continue to pursue closer working relationships across Council in order to leverage existing
community assets for NCS programs.
Finalise administration positions across the team.
Continue to review systems and processes, particularly ways to get more from the centre
management software or alternative systems.
Develop and release a tender for a panel of approved contractors for work across various
services within NCS (predominately related to home assistance, maintenance and
modifications).
Continue to monitor the funding landscape for changes to ensure NCS can respond swiftly
and effectively if necessary.
Previous Council Consideration
Nil.
Finance
Refer to previous sections of this report.
Risks & Opportunities
This report does not propose any new actions or activities that shift risks or opportunities beyond
the current levels encountered as part of the day-to-day operations of the various facilities.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Management Accountant, Corporate Services.
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Section 35
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 10 MARCH 2020
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer x Director Director
Executive Support Community Development x Financial Services
x Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
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