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2023-02-13 General Committee Meeting Agenda
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AGENDA
General Committee
Meeting
Monday, 13 February 2023
commencing at 12.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. ITEMS REFERRED FROM COMMITTEES 3
1 MCU22/0154 – APPLICATION FOR A MATERIAL CHANGE OF USE (FOOD &
DRINK OUTLET, SHOPS & OFFICES) AT 214 DAVID LOW WAY, PEREGIAN
BEACH 3
2 MCU19/0089.02 & OPW19/0160.02 – PLANNING & ENVIRONMENT COURT
APPEAL NO. DB928/2022 – APPLICATION FOR A MINOR CHANGE TO A
DEVELOPMENT APPROVAL FOR SERVICE STATION AND SHOP AND
OPERATIONAL WORKS – SIGNAGE AT 54 MARY STREET, NOOSAVILLE 3
6. REPORTS DIRECT TO GENERAL COMMITTEE 4
3 NOOSA PLACE PROGRAM – PILOT PLACE SELECTION 4
4 FINANCIAL PERFORMANCE REPORT – JANUARY 2023 16
5 OPERATIONAL PLAN PROGRESS REPORT – 2ND QUARTER 2022-23 30
6 ORGANISATIONAL REALIGNMENT NOOSA COUNCIL 65
7. CLOSED SESSION 70
Page 2 of 70
Section 3
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 16 January 2023 be received and
confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
5. ITEMS REFERRED FROM COMMITTEES
PLANNING & ENVIRONMENT COMMITTEE
1 MCU22/0154 – APPLICATION FOR A MATERIAL CHANGE OF USE (FOOD & DRINK
OUTLET, SHOPS & OFFICES) AT 214 DAVID LOW WAY, PEREGIAN BEACH
(Planning & Environment Committee Agenda, 7 February 2023, Item 3, Page 26)
Reason for referral – for further consideration.
2 MCU19/0089.02 & OPW19/0160.02 – PLANNING & ENVIRONMENT COURT APPEAL
NO. DB928/2022 – APPLICATION FOR A MINOR CHANGE TO A DEVELOPMENT
APPROVAL FOR SERVICE STATION AND SHOP AND OPERATIONAL WORKS –
SIGNAGE AT 54 MARY STREET, NOOSAVILLE
(Planning & Environment Committee Agenda, 7 February 2023, Item 4, Page 43)
Reason for referral – for further consideration
SERVICES & ORGANISATION COMMITTEE
Nil
Page 3 of 70
Section 4
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
6. REPORTS DIRECT TO GENERAL COMMITTEE
3 NOOSA PLACE PROGRAM – PILOT PLACE SELECTION
Author Principal Strategic Planner, Michelle Tucker
Environment and Sustainable Development Department
Index ECM/Project and Contract: Placemaking Pilot
Attachments 1. Indicative Draft Pilot Program Outline 23/24
EXECUTIVE SUMMARY
Noosa Council endorsed in its 2019/2020 budget and subsequent budgets to establish a whole of
Council approach to place making. This included the development of a Place Program Framework
and the selection and commencement of a Pilot Place Project with the option to continue this in
the longer term across the Shire. This report presents an outline of the Noosa Place Program to
date including the key aims and objectives of the program. The report outlines the establishment
of an internal governance structure including an evaluation and monitoring process, initial
community consultation via a Liveability Survey and the selection and recommendation for the
Place Pilot location. The report will also include a schedule identifying potential locations to
continue the roll out of the program, if successful, for the upcoming coming 23/24 Budget.
RECOMMENDATION
That Council note the report by the Principal Strategic Planner to the General Committee Meeting
dated 13 February 2023 and approve Pomona to be the location for the first Place Program pilot.
REPORT
The concept of ‘Place’ is a values-based connection that an individual or community associates
with a particular location. Where a person or communities values align with a place it is called
‘place connection’. This connection is an emotional connection which can be very individual or
unique to a person or community. Great places are where people feel good, want to come back to
and feel connected to. The experience and connection to a place is ultimately about wellbeing.
Place-based programs seek to deliver sustainable social, economic and environmental benefits
through place-based partnerships and program interventions customised to a specific location and
the needs of its different communities. It is critical that a placed based approach must truly reflect
the uniqueness of different localities and communities and in order to achieve this it involves
multiple stakeholders and takes a wholistic approach. A place-based approach involves looking at,
listening to, and asking questions of the people who live, work and play in a particular space in
order to discover the needs and aspirations of those people and to create a common vision for that
place.
A successful place-based approach is reliant on clear goals, strong community ownership,
leadership and facilitation. As all places are different, place-based programs need to be tailored to
reflect the specific scale, status, role and resources of the place.
There are a number of various ways to describe different approaches and interventions to place
planning, including place making, place management, place programming and place planning. The
process of place-based approaches has shifted over the years from general planning of public
Page 4 of 70
Section 5
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
spaces and streetscape improvements to coordinating engaged community networks to deliver
new activities, programs and investment. These new activities, programs and networks create
value, not only in social and cultural terms but also from an economic perspective.
A Place based approach is a process which is about building community capacity within a place.
It’s a community-based process, not just a strategy or solution that has been imposed and
implemented by government leaders or planners. The success of a place does not depend solely
on its physical appearance, business mix, traffic layout, accessibility, marketing program or the
support of its local residential community. Rather, the success of a place depends on all these
aspects being pursued in a logical and integrated fashion. This is most successful when a
coordinated management process and structure is in place to facilitate these outcomes.
The process for developing a unique Place Program for Noosa Shire and subsequent selection of
the pilot location is described below:
1. Noosa Place Program Framework and Governance
The Noosa Place Program is to be led through the Strategy Team however requires a whole or
organisation approach to deliver a place-based approach across the Noosa Shire. The program
includes a dedicated resource to coordinate the program through the organisation with an
integrated cross-departmental Place Coordination Working Group. This group has been
established for some time and has a core membership with the opportunity for other relevant
representatives as required to implement the program. The Internal Place Working Group also
ensures a collaborative and coordinated approach to developing and implementing the program
across the organisation.
The Coordination Working Group meets regularly and is the key body for coordination of the place
program moving forward with the following key objectives and responsibilities:
Objectives:
Deliver on the broader place making outcomes for Council based on the Key Principles and
Outcomes.
Prioritise and coordinate the delivery of the place program based on the selection criteria for
a place-based approach.
Monitor, evaluate and report on the implementation and progress of the place program.
Determine the most appropriate delivery mechanism for projects associated with the place
program at any point in time.
Provide specialist and expertise advice as required to assist the committee implement the
place program.
Responsibilities:
Commitment to whole-of Council approach to customer service by taking ownership and
responsibility for designated projects and providing timely and accurate advice and
information as required by the Coordination Working Group.
Communicate relevant corporate information to the other members of the Coordination
Working Group to ensure decisions are made with all information necessary.
Regularly attend Coordination Working Group meetings and provide update/reports on
projects from their area of expertise that may relate to place making program.
Communicate information back to their relative Department or team regarding the Place
Program that may be of interest or relevant to their work program.
The Coordinator shall report back regularly as determined by the Working Group on the
progress of program.
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Section 6
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
2. Monitoring and Evaluation
In order to measure and evaluate the pilot as well as any future interventions it was necessary to
establish a uniform baseline of data at a point in time that can be measured against over time. In
addition to establishing this data it was also important to gain an understanding from the community
of Noosa Shire about their values, aspirations, and experiences with their individual communities.
In order to do this a Liveability survey was undertaken with the community to establish this baseline
and understand how they rated the liveability of the places where they live, work or recreate. It
also provided an overall score for each community and the Shires’ Liveability Index which can be
nationally benchmarked against other Local Government Areas.
In order to gain this information Council in partnership with Place Score undertook the first
Liveability Survey for Noosa Shire in November 2021. The results of this survey and individual
community snapshots can be found on Council’s web page
https://www.noosa.qld.gov.au/liveability-noosa.
Overall Noosa Shire achieved a good result with an Index Score of 70 out of a possible 100 with
the national average at 68. The breakdown of each localities’ score is provided below in Table 1.
Noosa Heads had the highest Liveability Index with 74, then a range of localities rated between
this and 70 indicating that these localities are performing well. Cooran and Tewantin and surrounds
had average ratings with Noosa North Shore/Como and Kin Kin showing room for improvement.
Table 1: Liveability Index Score by Location
Based on the national average: 70+ is performing well l 65-69 – average l 50-64 – room for improvement l < 50 urgent
care needed
Location Liveability Index
Score
Kin Kin 58
Noosa North Shore/Como 61
Cooran and Pinbarren 66
Tewantin, Cooroibah and Tinbeerwah 69
Boreen Point, Lake Cootharaba and Ringtail Creek 70
Sunshine/Sunrise and Castaways Beach 70
Cooroy, Lake Macdonald, Cooroy Mountain, Ridgewood and Black Mountain 70
Pomona and Federal 71
Noosaville and Doonan 72
Peregian and Marcus Beach 73
Noosa Heads 74
Source: Place Score Liveability Survey 2021
The Liveability Survey also provided what was valued the most about various localities.
Overwhelmingly, at a Shire wide level and locality level the top values were associated with
protection of the natural environment and elements of natural environment (natural features, views,
vegetation, topography, water, wildlife etc.). The Noosa community also highly values its local
centres that offer convenience while being locally owned. Noosa’s neighbourhoods and providing
a safe environment and spaces that can contribute to a stronger community spirit were valued.
There are some attributes that could be improved, specifically around movement and open spaces.
Improving the condition and quality of public spaces could also contribute to local liveability.
Attachment 1 provides a Shire Wide Snapshot of the Liveability Survey results.
When looking at a Locality level, there are some localities that have some attributes that are
identified as priorities. These are attributes that are highly valued but the experience of these is
rated low. For example, at Kin Kin the following attributes were recognised as highly valued but
the community experience of these was rated poor.
Page 6 of 70
Section 7
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Sense of neighbourhood safety (from crime, traffic, pollution etc.
Physical comfort (including noise, smells, temperature etc.), and
Sustainable behaviours in the community (water management, solar panels recycling etc.)
Improving these attributes could contribute to improving overall liveability for Kin Kin. However
further consultation would be required with the community to drill down and find out what
specifically has underpinned these experiences to then determine the most appropriate place
intervention and how the community can work with other stakeholders to improve these
experiences.
3. Pilot Place Selection
In order to select a pilot location, it is necessary to first consider and understand the role or purpose
of the pilot project. A pilot project is an initial small-scale implementation that is used to prove the
viability of a project idea. This could involve either the exploration of a new approach or idea or
the application of a standard approach recommended by others, but which is new to the
organisation. The pilot project will enable Council to manage the risk of a new approach and identify
any deficiencies and improve upon the process prior to undertaking a full-scale project across the
Shire and before substantial resources are committed. The following key points have been
identified as contributing to the purpose of the Place pilot.
Road test organisation governance structures and processes.
To develop learnings that will inform future place-based approaches.
Alignment with Council strategic priorities, plans and commitments.
Deliver a positive place-based outcome for the community.
Building upon the role of a pilot it was also important to consider what key characteristics or criteria
would be required for a location to be a suitable pilot for the place program. These include:
A Community of a scale and nature that will have capacity to understand the role of a pilot (it
will be innovative but not perfect), the need for effective collaboration with all stakeholders
and will provide measurable outcomes for evaluation.
Community with leadership and existing or potential resources for committing to the process
to ensure long term sustainability.
Community with an identified need for a place-based intervention. Livability survey, future
emerging issues etc
Alignment with Council plans, strategies and resources e.g., Corporate and Operational
Plans, Budget, Key Strategies etc
A location would not necessarily have to have all the above characteristics to be considered for
the pilot, however the weighting of importance of the above characteristics/criteria was also
important to investigate. In order to provide some guidance and direction an internal cross
organisation workshop was held where two key questions were asked to help establish the
importance and the weighting of the above criteria.
‘What are the 3 most important things a placemaking pilot community should have?’
The most common responses were:
a strong sense of community ownership and community buy-in – this is consistent with the
principles of placemaking
the need for a place intervention in the community.
community engagement – process led by the community and supported by Council
Connectivity – coordination and collaboration across the community as well as different areas
of Council.
Sustainability – need for sustained investment and resources to activate placemaking
Page 7 of 70
Section 8
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
How would you rate the importance of the criteria for selecting a placemaking pilot location?
The response to this question is shown in Figure 1 below.
Figure 1: Rating of Importance of Criteria for Pilot Selection.
Source: Noosa Council Report: Pilot Placemaking Priority Assessment Workshop Report November 2022.
The role of community was considered as the most important criteria, both in terms of:
community capacity, and
a community that has leadership and resourcing.
Liveability Score and local opportunities was rated next in importance with alignment with Council’s
current and future strategic priorities rated slightly less prominent.
Workshop participants were then asked:
How would you rate each location based on the level of need for placemaking and Council's
strategic priorities?
Pomona, Tewantin and Kin Kin where the highest ranking. For localities that were more highly
rated common features about these during Part 1 of the workshop discussions included:
it is an area that doesn’t already have the most significant investment
there is potential for community spaces and infrastructure to be improved
it is made up of a local community (more residential and less transient)
there is some community leadership present to support placemaking (but there may be a
need for this to be strengthened).
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Section 9
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
4. Alignment with Council Strategic Priorities and Budget
Although not weighted as highly as the other criteria, it is important to consider how the above
localities align with Council’s strategic priorities, plans and budget commitments. Table 2 below
shows the alignment of each location with the 22/23 capital budget commitments and projects
identified in the Corporate and Operational plans specific for each location.
It is important to acknowledge that the budget spend in Table 2 includes all capital works including
routine maintenance, renewal and upgrades. Where possible larger scale projects are also
identified which would contribute to a place-based approach.
Table 2: Alignment with Key Plans and Budget.
Location Plans/Strategies Priorities Budget Spend
21/22
Tewantin Corporate Plan 2017- Revitalise the Noosa River Plan $6,163,124
2037 Explore the options for and Includes Regional
investigate the feasibility of Art Gallery Pre-
relocating the Noosa Regional Feasibility, Hilton
Gallery Terrace Pathways
Reinforce our Noosa design upgrade, and
principles and Noosa style. Beckmans Road
Manage development within the bypass Stage 1
Noosa Shire in accordance with
Noosa’s desired environmental
outcomes.
Plan our response to Climate
Change.
Adopt and implement the plans
that form part of our Environment
Strategy.
Undertake implementation of the
Noosa Social Strategy.
Plan for Noosa’s ageing
demographic and support our
health and aged care sectors.
Maintain the ability to respond to
disaster events (Local Disaster
Management Plan)
Implement the Noosa Local
Economic Plan.
Provide support for a sustainable
tourism sector.
Operational Plan Management of key threats to the
Noosa River System and its
Environmental and Social values
Oyster beds in the Noosa River
are rebuilt to improve habitat for
fish and marine life
Improved management of
shoreline erosion in Noosa Main
Beach and Noosa River
Increase preservation and
awareness of Noosa’s heritage
Progress the implementation of
the Master Plans for the Noosa
District Sports Complex and
Cooroy Sports Complex
Tewantin Beckmans Road
Bypass Stage 1.2 M
Page 9 of 70
Section 10
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Location Plans/Strategies Priorities Budget Spend
21/22
NDCS- Stage 1 Mc Kinnon Drive
Community Sports Centre 750K
Pre-Feasibility Study Noosa
Regional Gallery (Stage 2 & 3)
Pomona Corporate Plan 2017- Reinforce our Noosa design $1,101,659
2037 principles and Noosa style.
Includes School of
Manage development within the Arts amenities
Noosa Shire in accordance with upgrade, trail 5
Noosa’s desired environmental upgrade
outcomes.
Plan our response to Climate
Change.
Adopt and implement the plans
that form part of our Environment
Strategy.
Undertake implementation of the
Noosa Social Strategy.
Plan for Noosa’s ageing
demographic and support our
health and aged care sectors.
Maintain the ability to respond to
disaster events (Local Disaster
Management Plan)
Implement the Noosa Local
Economic Plan.
Provide support for a sustainable
tourism sector.
Operational Plan 22/23 Increase preservation and
awareness of Noosa’s heritage
Noosa Hinterland Recreation
Trails Upgrade
Noosa Hinterland Trail 5 Upgrade
Noosa Hinterland recreation trails
upgrade/implement Noosa Trails
Master Plan informed by an Audit
of the trail network
New Mobile Library and
Community Outreach Service is
implemented
Kin Kin Corporate Plan 2017- Reinforce our Noosa design $2,462,346
2037 principles and Noosa style.
Includes Wahpunga
Manage development within the Lane Bridge
Noosa Shire in accordance with Renewal and Public
Noosa’s desired environmental Amenities renewal
outcomes. program
Plan our response to Climate
Change.
Adopt and implement the plans
that form part of our Environment
Strategy.
Undertake implementation of the
Noosa Social Strategy.
Plan for Noosa’s ageing
demographic and support our
health and aged care sectors.
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Section 11
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Location Plans/Strategies Priorities Budget Spend
21/22
Maintain the ability to respond to
disaster events (Local Disaster
Management Plan)
Implement the Noosa Local
Economic Plan.
Provide support for a sustainable
tourism sector.
Operational Plan 22/23 Support the community with the
intensity of usage of the Kin Kin
Quarry
Increase preservation and
awareness of Noosa’s heritage.
Noosa Hinterland Recreation
Trails Upgrade
Noosa Hinterland recreation trails
upgrade/implement Noosa Trails
Master Plan informed by an Audit
of the trail network
New Mobile Library and
Community Outreach Service is
implemented
5. Recommended Pilot Location and Proposed Future Schedule
After careful consideration is it recommended that Pomona be considered as a suitable location to
undertake the Place Pilot for the following reasons:
One of the key aspects of the pilot is to evolve the organisation into a place-based approach
which requires increasing the skills, knowledge and understanding of staff across numerous
areas on this approach. The pilot location therefore needs to be one that has key strengths
but has some aspects that could benefit from a place-based approach. This allows the staff
to increase their skills, the organisation to adapt and the community to realise benefits. A
community requiring a higher degree of change or support or one that is larger or more
complex is unlikely to benefit from a pilot when the organisation is still in the early stages of
applying place making and being able to implement it.
The Place program would build on current activity and momentum, particularly in the main
centre areas of Pomona.
There are existing business and community leaders in the region, and community groups
using the features of ‘place’ to bring community together.
It is also becoming more used by residents outside of the immediate Pomona township but
has perceived less direct investment.
There are a number of planned and resourced projects in the location that could be included
as part of a place pilot.
The village is of a size and scale that would allow for meaningful monitoring and evaluation
of outcomes for a pilot.
Although the village achieved a good Liveability Score, there are a number of broader issues
that could benefit from an integrated place-based approach being applied.eg Environmental,
economic, social etc.
Pomona has quickly experienced a variety of changes through Covid that would benefit from
a place-based program to ensure ongoing community cohesion. These include significant
growth in tourism visitors particularly through the drive market, turnover in and changing
make-up of population, increase in people experiencing cost of living pressures, increase in
social issues e.g., homelessness, youth boredom etc.
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Taking into consideration the above and the close results from the assessment of the other priority
locations, should the pilot be successful, it is recommended that consideration be given to
proposed future schedule of locations for a Place intervention. Given current resourcing it is not
possible to run more than one location at a time, and if this was to be maintained in future budgets
then the proposed future schedule be:
1. Kin Kin
2. Tewantin
Consideration could be given to running the two locations ( Kin Kin and Tewantin) in the same
year, however additional resources would be required.
6. Next Steps
Once the pilot location has been endorsed by Council a draft or indicative program has been
prepared outlining the process moving froward (Attachment 1). This will be subject to further
refinement once more detailed investigations and work is undertaken.
Previous Council Consideration
Nil.
Finance
The Place Program has been allocated funds in the 22/23 Budget for a dedicated coordinator and
to undertake a pilot place project. The purpose of the pilot is to test the viability of the place program
both within the organisation as well as in the community. The success of the pilot will determine
the future roll out of the program across the Shire over a 10 year period. This will have financial
implications for Council over the long term but will be factored into future planning and budget
cycles. Ongoing investment in various places will be considered as part of the place program, eg
how each community place program is funded including private and public investment.
Risks & Opportunities
The Place Program aligns with several key Council Strategies and Plans including the Corporate
and Operational Plan, Cultural plan and the Noosa plan 2020. Key risks identified as part of the
place program include community expectations in terms of what ultimately will be the outcomes of
a place program. Other risks include participation, resourcing and capacity for Council in
partnership with the community and key stakeholders to deliver an integrated Place Program. Key
to managing these risks is effective and clear communication, consultation, and program
management. The purpose of the pilot is to ultimately test these measures and provide learnings
for the future implantation of Place making interventions across the Shire.
Consultation
External Consultation - Community & Stakeholder
In November 2021 Noosa Council in conjunction with Place Score conducted our first Liveability
Survey. This survey was completed by 1655 community members who told us what they value
most about their neighbourhood and how they rate their neighbourhood. These scores were then
combined to provide an overall Liveability Index for each neighbourhood. These results are
statistically representative and provide key information in terms of what our Shire and individual
towns and villages value about the liveability of their place.
Internal Consultation
Effective communication and collaboration are key to the success of the Place Program. The
development of the Place Program and the Liveability Survey has involved multiple departments
across Council, particularly in the establishment of and representation on internal working group.
This group provides guidance and helps to develop and foster a good understanding of the Place
Program across the organisation and facilitates the sharing of information including the outcomes
of the Liveability Survey. In addition to this, an internal cross departmental staff workshop was held
to further share information about the Place Program, Liveability Survey and provided key
information and guidance in the selection of the pilot location.
Page 12 of 70
Section 13
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Departments/Sections Consulted:
Chief Executive Officer x Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 13 of 70
Section 14
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 14 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
ATTACHMENT 1
INDICATIVE PLACE PROGRAM OUTLINE — 2023/24
Develop Local Area Develop detailed project e Develop local area community profile for pilot location
Community Profile and management plan including targeted internal and external stakeholder
Communications Plan including consultation engagement.
and communications. ¢ Develop communications plan for project in conjunction
with consultant.
e Undertake detailed project management planning with
consultant.
e Council Workshop of proposed approach.
Comms, stakeholder
Develop individual Place engagement, establish e Initial consultation with key stakeholders and community
Based Framework. governance structure to determine and refine place values and experience
and intervention ratings from Liveability Survey and identify issues and
summary report ideas based on community profile.
e Investigate and develop governance framework for the
ongoing development and implementation of the
program.
e Develop place vision, identity and determine individual
Place based framework/approach (type of intervention)
what is the problem we are trying to solve?
e Prepare report for community feedback.
Develop Place Management Place Management Plan e Develop Place Management Plan (Action Plan and
Plan Business Case including KPI's) based on Summary report
e Consult with community on Management Plan
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
e Co-ordinate identified priority actions in accordance with
Place Action Plan as well as resourcing/funding.
® Co-ordinate council resources/project delivery where
required.
Identify and Implement Action implementation e Identify any early win projects
Actions e Investigate alternative funding sources e.g. Grants, levy,
private
¢ Implement program for early win pilots/events/tactical
urbanism
January — June 2024 (Budget to be determined)
Ongoing implementation of — Project Management e Continued implementation of Place Management Plan
Place Plan. and implementation of with Place Steering Committee in pilot location in
actions. accordance with Action plan/Business case.
Measurement/ Evaluation Conduct Liveability e Continue implementation of program
and review? * Survey Shire Wide e Undertake Liveability survey in pilot location or Shire Wide
if required.
e Review and document learnings
e Undertake program evaluation and review.
e Prepare final report for Pilot and Recommendations
e Report to Executive and Council
Page 15 of 70Section 16
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
4 FINANCIAL PERFORMANCE REPORT – JANUARY 2023
Author Financial Services Manager (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Year-to-date (YTD) performance against current budget as at 31 January 2023 is positive with
operating revenues outperforming forecast. Operating expenditure is under forecast YTD, with an
underspend in Employee Costs currently offsetting an overspend in Materials and Services. Capital
revenues are above forecast while capital expenditure is below forecast due to timing of project
delivery.
YTD Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $101.7 $106.0 $4.3 4.3% Above Budget
Operating Expense $65.0 $64.3 $0.7 1.1% On Track
Operating Position $36.7 $41.7 $5.0 13.7%
Capital Revenue $4.8 $16.4 $11.6 241.4% Above Budget
Capital Expenditure* $34.7 $28.9 $5.8 16.7% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
The $5.0 million YTD operating surplus comprises $4.4 million general operating surplus from
activities that are funded through Council’s general rate, regulatory fees and sales of goods and
services; as well an additional $0.4 million from waste operations and $0.2k in unspent levy and
separate charge funds which are constrained in reserve for future use. The general operating
surplus position is also augmented by a number of incomplete grant-funded programs.
Budget Actual Variance
Item YTD YTD YTD
$m $m $m
General business operating position (unconstrained funds) $27.8 $32.2 $4.4
Unspent levies (constrained funds) $1.3 $1.5 $0.2
Waste operations $7.6 $8.0 $0.4
Total Council Operating Position $36.7 $41.7 $5.0
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Page 16 of 70
Section 17
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Figure 1: Actual Performance Compared to Budget
Council’s performance against key measures of financial sustainability has been calculated as at
January 2023. These statutory indicators enable the reader to assess Council’s success in
managing its budget, cash and debt as well as undertaking sustainable asset management. The
table below contains a snapshot of a number of key measures, with full detail included in the report.
YTD Measures of Financial Sustainability
Current
Target Actual YTD Status
Budget
Operating Surplus Ratio 0-10% -0.6% 39.4% On Track
Net Financial Liabilities Ratio <60% 1.0% -55.6% On Track
Cash Cover Ratio 3 months 6.7 months 12.2 months On Track
Asset Sustainability Ratio > 90% 188.0% 102.4% On Track
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the General Committee
Meeting dated 13 February 2023 outlining January 2023 year to date financial performance against
budget, including changes to the financial performance report with the inclusion of key financial
sustainability indicators.
REPORT
Operating Revenue (YTD Benchmark 58.3%)
Council has received 89.6% ($106.0 million) of its operating revenue budget ($118.4 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $84.3 million (102.2%) General rate (net of discounts) $394.7k above YTD
of the annual budget budget (102.3% or $63.9 million of $62.6 million annual
of $82.5 million has budget earned)
been earned Waste utility charges $295.6k above YTD budget
(102.3% or $14.6 million of $14.3 million annual budget
earned)
Fees and $5.3 million (59.6%) of Property and Facility fees $126.7k above YTD budget
Charges the annual budget of (60.3% or $309.5k of $514k annual budget earned)
$8.9 million has been Building & Plumbing fees $54.6k above YTD budget
earned (59.7% or $1.3 million of $2.2 million annual budget
earned)
Page 17 of 70
Section 18
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Category Summary Comments
Waste Management fees $39.9k above YTD budget
(55.3% or 121.0k of $219.0k annual budget earned)
Cemetery fees $32.3k above YTD budget (68.9% or
$211.01k of $306.4k annual budget earned)
Revenue Services property search and change of
ownership fees $55.6k below YTD budget (56.1% or
$215.1k of $383.5k annual budget earned)
Sale of Goods $8.0 million (64.7%) of Waste disposal fees $353.0k above YTD budget
and Services the annual budget of (62.5% or $2.6 million of $4.2 million annual budget
$12.3 million has been earned)
earned Holiday Park revenue $327.8k above YTD budget
(73.6% or $2.6 million of $3.5 million annual budget
earned). Any revenue upside will be generally offset by
a corresponding increase in associated operating
costs
Community Facility fees $292.5k above YTD budget
(67.2% or $1.9 million of $2.8 million annual budget
earned) Any revenue upside will be generally offset by
a corresponding increase in associated operating
costs
Waste Management sales of recyclables $188.8k
below YTD budget (46.3% or $690.8k of $1.5 million
annual budget earned)
Interest $2.3 million (262.7%) Interest revenues are tracking above budget YTD
Received of the $870k annual following the investment of surplus cash into higher
budget has been yielding term deposits.
earned
Other Revenue $1.6 million (55.7%) of Waste Management royalties $32.5k above YTD
the $2.8 million annual budget (187.7% or $47.2k of $25.1k annual budget
budget has been earned)
earned Community Facility revenue $40.6k above YTD budget
(71.0% or $274.6k of $386.5k annual budget earned)
Properties & Facilities revenue $137.2 below YTD
budget (55.13% or $948.6k of $1.7 million annual
budget earned)
Local Laws revenue $54.2k below YTD budget (25.9%
or $51.9k of $200.0k annual budget earned)
Operating $2.7 million (52.6%) of Operating Grants and subsidies are above YTD budget
Grants, the $5.1 million annual expectations due to the receipt of new grant funding for
Subsidies budget has been QRA Local Economic Recovery Grant, QRA Emergent
received Works Funding, Queensland Arts Showcase Program
Grant, Illegal Dumping Grant, Eco-Certified Tourism
Destination Program and Public Health Network Grant.
75% ($1.9 million) of the financial assistance grant was
prepaid in June 2022 and may impact on Council’s
2022/23 final operating position if the prepayment
approach is discontinued by the Australian
government. Council has also been advised that its
allocation of future year financial assistance grants is
likely to decrease, which has the potential to further
impact Council’s operating result.
Unitywater On track Unitywater distributions are fixed each year so there is
Distributions limited budget variance risk
Page 18 of 70
Section 19
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Figure 2: Operating Revenue Position by Type (Excluding Rates)
Operating Expenditure (YTD Benchmark 58.3%)
Actual operating expenditure is currently 54.0% ($64.3 million) of full year budget ($119.1 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $22.4 million (52.8%) of the YTD under expenditure for permanent staff
annual budget of $42.3 salaries and wages ($1.8 million) due to position
million has been expended vacancies, partially offset by additional spend on
casual staff and external labour hire ($782.9k).
Training costs $30.1k under YTD budget (44.9%
or $167.9k of $374.0k annual budget spent)
Council’s Certified Agreement annual salary
increase is due in February 2023 and is linked to
the CPI Brisbane Dec Qtr index. Council’s current
budget includes provision for a 5.0% CPI increase
however the actual CPI for the Dec Qtr was 7.7%.
As such the actual financial impact will be higher
than originally forecast. This shortfall will be offset
against current year employee cost savings.
Materials and $29.6 million (53.2%) of the Civil Operations $271.8k over YTD budget
Services $55.7 million annual budget (59.8% or $5.0 million of $8.4 million annual
has been expended. budget spent)
Holiday Parks $195.3k above YTD budget (73.6%
or $1.5 million of $2.0 million annual budget
spent) – offset by additional revenue.
Environment & Sustainable Development
Management $149.7k over YTD budget (683.7%
or $160.7k of $23.5k annual budget spent)
Community Facilities $142.9k over YTD budget
(64.3% or $1.5 million of $2.3 million annual
budget spent)
Infrastructure Services $61.9k above YTD budget
(49.2% or $581.6k of $1.2 million annual budget
spent)
Insurance Costs $50.3k over YTD budget
(106.2% or $776.2k of $730.9k annual budget
spent)
Page 19 of 70
Section 20
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Category Summary Comments
Libraries & Galleries $136.4k below YTD budget
(41.6% of $856.5k of $2.1 million annual budget
spent)
Development Assessment $84.7k below YTD
budget (41.4% or $574.7k of $1.4 million annual
budget spent)
Infrastructure Planning, Design & Delivery $77.3k
below YTD budget (7.2% or $31.0k of 429.9k
annual budget spent)
Finance Costs Currently on track Whilst existing loan borrowings are set with fixed
interest rates, any further RBA rate rises will
impact finance costs on new loan borrowings.
Depreciation Currently on track Current inflationary conditions for construction
inputs will continue to impact the value of
Council’s infrastructure assets and depreciation.
The annual asset revaluation cycle will quantify
the financial risk by end of financial year.
Other Expenses Currently on track Nil
Figure 3: Operating Expenditure Position by Type
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure at 31 January 2023 is outlined below:
Expenditure Annual Budget YTD Budget YTD Actual YTD Variance
$m $m $m
Payment to Tourism Noosa $2.65 $1.39 $1.39 -
Economic Development $1.20 $0.56 $0.56 -
Total $3.85 $1.95 $1.95 -
The first instalment payable under the Tourism Noosa agreement for the 2022-23 financial year
has been made, with the second instalment due for payment in January 2023. Work on the renewal
of the current agreement, which was extended for 12 months to 30 June 2023, has commenced
and will be finalised in the coming months.
Economic Development expenditure is on track with the development of the Destination
Management Plan underway.
Page 20 of 70
Section 21
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Tourism and economic development activity is funded through the general rate, with 5.8% of the
annual general rate committed towards tourism and economic development. Should actual general
rate revenue fall below budget, this does not impact Council’s contractual commitment to fully fund
its contribution to Tourism Noosa and all associated tourism activity. Any general rate revenue
shortfall is funded through other general revenue sources to ensure all planned activities are
undertaken in full.
Capital Revenue
YTD capital revenue of $16.3 million received comprises cash contributions from developers ($1.3
million) and capital grants ($15.0 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable.
In September, Council received funding approval from the Queensland Reconstruction Authority
for reconstruction works relating to the Black Mountain landslip, which occurred during the
February 2022 rain event. Following this approval, Council received an upfront payment of $11.1
million to fund the commencement of these works.
Figure 4: Capital Revenue by Type
Capital Program
Actual capital expenditure (excluding commitments) is $28.9 million (YTD budget $34.7 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
Page 21 of 70
Section 22
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Cash Management and Investment Performance
Total cash on hand at the end of January was $100.3 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
including the financial assistance grant, QRA disaster funding and other capital works grants,
prepayment of Waste Levy subsidy (4 years), and unspent monies committed for funding capital
projects which are underway and will continue during the financial year.
The following pie charts present the mix of cash held at January 2023 by agency (graph on the
left) and by credit risk rating (graph on the right). All funds have been invested in accordance with
the Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds.
Figure 6: Closing Cash Held by Agency and Credit Rating
The following chart monitors the 12 month trend on total cash and the agencies invested. While
the bulk of cash from the second bi-annual issue of rates and levies is forecast to be received in
February, early payments received during January provided for an increase in cash overall of $9.9
million. To maximise the return on in its cash holdings Council currently has $50 million invested
in higher yielding term deposits. These investments were made in line with Council’s Investment
of Surplus Funds policy.
Figure 7: 12 Month Trend of Cash Invested by Agency
Page 22 of 70
Section 23
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
Category Comments
Operating Surplus Ratio Intent: Identifies the extent to which
revenues cover operational expenses,
to ensure community equity is not
degraded
Target: 0 – 10%
Result: 39.4%
Comment: The ratio is at the second
peak for the year following the issue of
rates and levies in January. This ratio
will slowly decline as expenditure on
operations occurs through to the end of
the financial year at 30 June 2023.
Cash Expense Cover Intent: Indicates how long council can
continue paying its day-to-day
expenses from cash at bank without
needing additional cash flows
Target: > 3 months
Result: 12.2 months
Comment: Council is forecast to
remain above target for the financial
year. Business as usual expenditure
through to 30 June 2023 will continue
to diminish Council’s cash holdings,
albeit not below the target range of 3 –
6 months.
Cash balances are also enhanced with
Grant and Waste Levy subsidy
prepayments (held as restricted cash)
and initial upfront QRA payment for
disaster projects
Asset Sustainability Ratio Intent: Measures the extent to which
assets are being replaced as their
condition degrades to ensure service
potential is maintained
Target: 90% of depreciation budget
spent on renewals annually
Result: In line with budget
Comment: The ratio will progressively
increase each month as expenditure on
renewals occurs as part of the capital
works program.
Page 23 of 70
Section 24
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Category Comments
Net Financial Liabilities Ratio Intent: Outlines the level that net
Council debt can be serviced by
operating revenues. A ratio below zero
implies that liabilities are less than cash
(and other current assets) and there is
adequate borrowing capacity available
if needed.
Target: less than 60%
Result: -55.6%
Comment: Council has low debt levels
and strong cash holdings. The January
rates revenue also inflates the YTD
actual outcome.
Investment Return Intent: Ensure appropriate return on
investment yield for cash at bank.
Target: 0.25% above current
Bloomberg commonwealth 10-year
bond rate yield (2.95%)
Result: 4.04%
Comment: With bond rates rising,
Council has invested surplus cash in
higher yielding term deposits to
maximise returns. Council’s investment
returns remain above target.
Rates in Arrears Intent: Ensuring that the amount of
unpaid rates remains sustainable and
does not negatively impact cash flows
Target: 5% industry benchmark
Result: 5.1%
Comment: Rates arrears continue to
decline from the high point in the cycle
however they remain slightly above
target. Recovery action may be
considered where appropriate.
Previous Council Consideration
Nil.
Finance
As above.
Risks & Opportunities
Council’s risk register identifies a number of risks that could impact on its ongoing financial
sustainability. In order to manage and mitigate these risks Council uses various tools which include
monthly ongoing financial reporting to identify and address emerging issues, conservative
budgeting, compliance with the Financial Sustainability Policy, regular budget reviews, effective
liquidity management to ensure sufficient fiscal flexibility, as well as adhering to the Reserves and
Restricted Cash policy which requires that Council maintains both a disaster management reserve
and a minimum 3 months cash cover to fund emergent matters.
Page 24 of 70
Section 25
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Some examples of potential risks that may impact on Council’s operational performance, capital
program delivery, cashflow and cash reserves include:
Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
Closure of Council facilities due to ongoing Covid 19 restrictions;
A prolonged IT system failure affecting Council’s ability to deliver services or issue rates
notices;
Economic conditions affecting ratepayers’ ability to pay rates;
Market driven increases in construction and operational costs significantly above estimates;
Labour and material shortages and delays.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 25 of 70
Section 26
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 1
Page 26 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 82.499 83,541 84,306 764 102%
Fees and charges 8,880 5,041 5,300 259 60%
Interest received 870 516 2,286 1,770 263%
Sale of Goods and major services 12,299 7,172 7,988 798 65%
Sale of contract and recoverable works x} 11 10 (1) 45%
Rental & lease income 1,751 1,176 1,056 (120) 60%
Other income 1,063 561 510 (51) 48%
Grants, subsidies, contributions and donations 5,073 1,835 2.670 8s 53%
Unitywater Distributions 5.950 1,860 1,943 73 33%
118,417 401,723 106,049 4326 90%
Expenses
Recurrent Expenses
Employee benefits 42,348 23,450 22,380 1,070 53%
Materials and services 55.663 29,270 28,505 (324) 53%
Finance costs 1,214 6o9 765 (68) 63%
Depreciation 19,654 11,465 11,465 - 58%
Other expenses 256 138 111 23 43%
119,135 65,024 64,316 708 54%
Operating Resuit 48) 36,699 78085
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,505 1.279 1,279 - 85%
Cortributed assets 1,500 18 35 16 2%
Capital grants and subsidies 17,630 3,496 15,033 11,537 85%
Cash / revenue 32,219 29,927 13,021 (16,906) 40%
New loan borrowings 5,759 - - - 0%
Other capital revenue - - 18 18 0%
Total CapitalFunding 5861S 472028885
Capital Expenditure
Contributed assets 1,500 18 35 16 2%
Capital works - constructed assets 51,363 33,252 27,477 (5,775) 54%
Capital works - other capital 4.758 o48 (20) 20%
Loan redemption 1,003 501 501 - 50%
Total Capitalexpenditwe = ER ae es ee
Page 26 of 70Section 27
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 2
Page 27 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 2
ee
Cash and cash equivalents 64,834 100,566 98,501
Trade and other receivables 11,153 42,479 10,507
Inventories 144 148 143
Contract Assets - - -
Other current assets 3,425 3,791 2,898
79,557 146,985 112,049
Non Current Assets held for sale - - -
Total Current Assets 79,557 146,985 112,049
Non Current Assets
Trade and other receivables 49 468 49,343 49.343
Other non current Assets - - -
Investments 92,433 96,515 96,515
Investment property 2,900 3,300 3,300
Property, plant and equipment 1,040,203 1,198,708 1,182,177
Right of Use Assets 89 64 64
Intangible assets 3,125 561 392
Total Non Current Assets 1,188,218 1,348,491 1,331,791
TotalAssets | 4267 TTS TASS ATE 1,443,840
Current Liabilities
Trade and other payables 7,968 16,770 15,982
Contract Liabilities 4,377 3,830 3,830
Borrowings 1,237 801 1,186
Lease Liablities 25 26 26
Provisions 8,103 7,045 9.758
Other 3,998 4,096 7,803
Total Current Liabilities 25,708 32,568 38,585
Non Current Liabilities
Borrowings 28,835 24,114 24,114
Lease Liabilities 66 41 41
Provisions 16,555 22,466 22,466
Other - 8,826 8,826
Total Non Current Liabilities 45,456 55,446 55,446
Total Liabilities, TAGE BOTS 94,032
Community Equity
Asset Revaluation Surplus 144,628 321,755 321,755
Retained Surplus / (Defeciency) - - -
Shire Capital 1,051,982 1,028,053 1,010,093
Current Year Net uty - 57,653 17,960
Page 27 of 70Section 28
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 3
Page 28 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 3
Cash flows from operating activities
Receipts from Customers 103,948 68,801 116,636
Payments to Suppliers and Employees (97.165) (61.682) (87.449)
6.783 7,109 28,187
Investment and Interest Revenue Received 3.470 3,273 2.813
Rental Income 1,739 1,056 1,810
Non Capital Grants and Contributions 4.838 2,670 8.910
Income Tax Equivalent Received 1,200 956 1,913
Income from Equity Investments 2.150 - 1.717
Payments:
Borrowing Costs - - -
Interest Expense (613) (79) (156)
Cash Flows from Investing Activities
Proceeds of Sale of Property, Plant and Equipment - 31 356
Grants, Subsidies, Contributions and Donations 15,675 16,312 14.745
Payments:
Payments of Property, Plant and Equipment (40,801) (28,408) (36,315)
Payments for Intangible Assets (220) (181) (192)
Net Movement in Loans and Advances - 125 125
Cash Flows from Financing Activities
Proceeds from Borrowings 5,759 - 4.859
Payments:
Repayment of Borrowings (1,022) (798) (1,288)
Cash and Cash Equivalents at the beginning of the reporting period 65.875 98,501 70,028
Page 28 of 70Section 29
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 4
Page 29 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 4
Materials and services
Advertising and Marketing 247 28 136 100 36 42%
Administration Supplies and Consumables 651 815 403 33 66 41%
Audit Expenditure 170 185 4 58 (¥) 31%
Communications and IT 928 4s 464 430 x 51%
Commission Paid 1,448 1,330 885 983 (118) 73%
Consultancy Services 1,598 2191 975 872 102 40%
Contract Services 24,698 27.164 14,435 14.473 (38) 53%
Contributions, Donations, Sponsorship and Prizes 3,532 3,608 1,957 1,987 (29) 4%
Electricity 1,654 1,753 1,027 8i7 150 50%
intemal Fleet Costs and External Plant Hire 1,996 1,762 942 1,128 (188) 4%
Grants Paid to Community Organisations 1,573 1771 1,111 1,198 (85) 68%
Insurance 688 775 764 776 (13) 100%
Legal Expenses 1,741 1,244 514 470 44 38%
Operating Leases and Rentals 306 373 286 242 24 65%
Software and Maintenance 2,144 2.372 1,143 1,289 (148) 4%
Subscriptions and Registrations 366 32 176 223 (47) 6%
Waste Levy Payments 1,645 1,539 898 1.113 (216) T2%
Water and Sewerage Charges 854 1204 664 533 132 4%
All Other Materials and Services 4,054 6.070 2,508 2,510 2) 41%
30,232 35,663 23,270 23,535 (324) Ss
Page 29 of 70Section 30
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
5 OPERATIONAL PLAN PROGRESS REPORT – 2ND QUARTER 2022-23
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Operational Plan Progress
2. Key Performance Indicators
EXECUTIVE SUMMARY
Officers provide an updated status report to Council on a quarterly basis. This report reflects the
activities set out in the Operational Plan for the second quarter of the 2022/23 financial year.
The Operational Plan relates to the five key themes in the Corporate Plan and contains 76 agreed
initiatives that relate to the key focus areas.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 13 February 2023 regarding the 2022-23 Operational Plan and:
A. Note the progress report for the 2022-2023 Operational Plan to 31 December 2022 provided
as Attachment 1; and
B. Note the status of Council’s Key Performance Indicators provided as Attachment 2.
REPORT
The purpose of this report is to provide Council with an overview of progress and status of the
implementation of the annual Operational Plan and provide details of Council’s quarterly Key
Performance Indicators (KPIs).
The following graphic shows the methodology employed by Council in terms of the strategic
planning and reporting structure. The Corporate Plan provides the high level strategic direction for
Noosa Shire Council with the Operational Plan being the first level of implementation.
Page 30 of 70
Section 31
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
1. 2022-2023 OPERATIONAL PLAN
The Operational Plan contains details of the specific projects that were adopted by Council as part
of its budget process. The reporting format for the FY 2022-23 operational plan contains
operational initiatives based on the key focus areas of the Corporate Plan whereas the “business
as usual” activities are included in Branch Plans.
Details of each Operational Plan Initiative are set out in Attachment 1 with a progress update of
each item using the following status criteria of
completed
on track
behind schedule
not started
Additional comments on each item are also provided by the responsible officers for completeness.
It is important to note that this report is for the second quarter of 22/23 Financial year and reflects
the progress as at 31 December 2022.
There are 76 operational initiatives grouped under and answerable to the 5 key themes of the
adopted Corporate Plan of:
Noosa Environment
Noosa Community
Noosa Economy
Long Term Planning for Noosa Shire
Excellence as a Council
The current overall status of these initiatives are, noting that progress is at 31 December and there
has been significant work undertaken within this calendar year to progress projects:
Status Quarter 1 Quarter 2 Quarter 3 Quarter 4
(July – Sept 2022) (Oct – Dec 2022) (Jan – Mar 2023) (Mar – June 2023)
Not started 5 1
Behind Schedule 15 15
On Track 67 53
Completed 2 7
In addition to the Council Officer comments at attachment 1, the following analysis can be provided
for behind schedule, not started or projects requiring further commentary:
1.3 – It is noted that there is concern by Councillors in relation to the Zero Emissions Strategy.
Council Officers that deliverables of the strategy are on track as at 30 September, however
there is significant work to be undertaken during the rest of the financial year.
1.4 – The implementation of the Waste Strategy is behind schedule, this will return to being
on track at the completion of the Corporate Plan.
1.5 – Internal resourcing has impacted delivery during the 1st quarter.
1.7 – SEMP is being monitored for delivery in 2023.
1.7 – This has not commenced due to resourcing and will be implemented as an action from
the Waste Strategy.
2.3 – Delay is due to awaiting vehicle delivery, once delivered this project is completed.
2.8 – Behind schedule as at Q1, both items will return to on track at Q2.
3.2 – It is noted that the DMP project is behind schedule.
4.1 – Behind schedule as at Q1, both items will return to on track at Q2.
4.2 – Noosa Woods Jetty project to commence in Q3.
Page 31 of 70
Section 32
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
4.5 – The project will be delivered as part of the Corporate Plan.
4.7 – Asset Management Planning is ongoing.
5.1 – Commencement in Q2 reported to Council in Q3.
5.2 – Commence in Q3.
5.3 – Ongoing work with Council’s ICT provider Tech 1.
5.4 – SPARC employee values program is now in place, survey will be delivered in Q3.
5.5 – Ongoing work with Council’s ICT provider Tech 1.
5.9 – Council’s Community Engagement Plan will be completed for Q3.
5.10 – COVID review end of Q3.
5.10 – Internal Audit to complement Q3.
2. KEY PERFORMANCE INDICATORS
As Council would be aware, KPIs were first developed for our organisation at the beginning of
2014/15. 16 of those KPIs are reported to Council on a quarterly basis. The KPIs are included in
Attachment 2.
A selection of some of the key statistics arising from the KPI assessments are shown below:
Our People
The issue of staff turnover has been topical recently. For the information of Council, our
historical staff turnover has been as per the table below:
Year Staff turnover rate
(percentage)
2014/15 11.06%
2015/16 13.06%
2016/17 8.9%
2017/18 8.2%
2018/19 10.9%
2019/20 9.6%
2020/21 6.6%
2021/22 4.83%
The staff turnover rate in this 2nd quarter of 22/23 has decreased from 6.21% to 1.89% from
It is important to note that these percentages only relate to the movement in permanent
positions and do not include temporary and casual positions.
Our Customers
The number of customer requests has decreased slightly in this quarter following trends of
previous years.
The average wait time for customers who contact the call centre has decreased this quarter.
Our Finances
Rate arrears continue to decline however they remain slightly above the preferred target.
Council’s working capital ratio remains above 2 supporting Council’s strong liquidity position.
Our Systems and Processes
The use of online services continues to increase year on year. The proportion of payments
continues to be high as cash payments are being limited due to the COVID-19 pandemic.
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Section 33
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
3. CLOSED SESSION ITEMS
At the request of Councillors, this part of the report identifies whether or not there have been any
matters dealt with in confidential session within Council or Committee meetings which have
subsequently been made public. There was one in this quarter. The community can keep up-to-
date with this information by checking Council's website –
https://www.noosa.qld.gov.au/decision-making
Previous Council Consideration
Quarterly reports are provided to Council outlining our progress with the Operational Plan.
Finance
The projects within the Operational Plan are reviewed and funded as part of Council’s annual
budget process.
Risks & Opportunities
A failure to achieve the outcomes set out in the Operational Plan would be problematic. In some
cases, projects may take longer than anticipated to achieve the best outcome.
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 Support x Director x Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director x 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 Infrastructure Planning,
Design and Delivery
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Section 34
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 1
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 1
Corporate Plan Theme — The Noosa Environment fey ec elie) Md Lae e)
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
Areas Areas
1.1 Adopt an Implement priority activities Protection of the Shire’s natural Environmental | Continue to refine the Shire’s vegetation On track
overarching from the Environment Strategy | environment and achievement of Services mapping to improve environmental planning
Environment Strategy strategic environmental targets and bushfire management.
Stakeholder consultation on the Threatened
Species Roadmap completed to help prioritise
species recovery plans.
Continue to explore funding opportunities for
riverine restoration and threatened species
baseline monitoring program.
Established partnership with Sunshine Coast
Council and other regional councils to
commence sea turtle lighting awareness
campaign and to coordinate planning for clean
up the hatchings event for February.
Ongoing investigation of land parcels for
acquisition under the environment levy.
Partnership project with Noosa Biosphere
Reserve Foundation and Dept Transport Main
Roads to install koala road signage to improve
community awareness of vehicle threats to
Koalas.
415 Land for Wildlife members and 23
Voluntary Conservation Agreement properties.
Weyba Nature Refuge gazetted around the
Eumundi-Noosa Road landfill.
Environment Offset Policy under development,
and partnering with TMR on specific offset
receiving sites for Six Mile Creek Bridge.
Undertake Shire wide Improved knowledge and management | Environmental | Contractor appointed to commence surveys for | On track
Biosecurity Survey of invasive species in accordance with | Services rural properties, targeting around 50 properties.
the Biosecurity Plan
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Corporate Plan Theme — The Noosa Environment oy ete iota Laps)
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
1.2 Revitalise the Work with the Noosa River Management of key threats to the Co-chaired by | Review of the draft Noosa River Plan is On track
Noosa River Plan Stakeholder Advisory Noosa River System and its CEO with MSQ/| underway. Public consultation to introduce a 28-
Committee and Marine Safety Environmental and Social values CEO/ day limit in any financial year on anchoring in
Queensland to better manage Environmental | the Noosa River is underway, with submissions
the Noosa River Services closing 20 January 2023.
Continue to partner with the Oyster beds in the Noosa River are Environmental | 4 reefs have been constructed in the Noosa On track
Nature Conservancy to rebuilt to improve habitat for fish and Services River and populated with oyster spats. Ongoing
implement the Oyster Reef marine life monitoring of the reefs will occur.
Restoration Project in the
Noosa River
1.3 Implement Implement the annual action Reduce Council’s emissions Environmental | Capital delivery for installation of solar & energy | On track
Council's Zero plan for the Zero Emissions Services efficiencies across Council operations is
Emissions Strategy Organisational Strategy ongoing including planning for Tewantin Sports
Complex, Peregian Energy Hub, and Sunrise
Beach shops.
USQ Grant Battery Project procurement
complete, installation at the J and Leisure
Centre in February.
Community Battery feasibility study completed.
Develop the Emissions Achievement of Council’s net zero Environmental | Final report received from the consultants on the) On track
Reduction Offset Plan for emissions target 2026 Services offset strategy for council emissions.
Council’s operations CEO workshop held on options for offsetting
council emissions.
WRI pilot project modelling complete for
calculating landuse and landuse change as part
of the Council and broader community
emissions calculations.
1.4 Adopt and Continue to implement the Continue to work with partners of pine | CEO & Pine and hardwood harvesting in Ringtail is On track
implement the Yurol Ringtail Forestry project | and hardwood removal, revegetation Environmental | complete. Remaining areas of Ringtail to be
following plans that and restoration in preparation for Services transitioned to National Park are under
form part of our ultimately transfers of all this land to transition.
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — The Noosa Environment oy ete iota Laps)
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
alr) NEI)
Biodiversity Plan, Landcare.
Bushfire Management
Plan, Coastal Develop a new Noosa Waste Achieve waste minimisation and Waste Services | 2 workshops held with Council and 1 with staff. | Behind
Management Plan, Strategy diversion targets and support net zero Association/Business consultation commenced | Schedule
Flood Management emissions target but a pause to public consultation in line with
Plan, Koala corporate consultation rollout. Community
Conservation Plan, Consultation now planned for Jan-Mar23. Draft
Waterways and expected by May 23 for adoption Jun 23.
pace Improved Flying Fox Properly maintained flying fox Environmental | Flying Fox Statement of Management Intent On track
anagement Plan, ; . . : :
Open space Plan, Management process infrastructure and continue to support Services completed community consultation, to be
Waste Reduction and the subsidy program for immediately reported to Council in February for adoption.
Recycling Plan. surrounding impacted residential areas Implementation of Roost management plans for
Kin Kin and Wallace Park underway.
Kabara management plan for the Kabara
(Cooroy) site now finished and implemented
with grant funding support from DES.
New grant funds received for expansion of
subsidy program for Kin Kin Flying fox roost.
Further funds for management plan for Pinaroo
Park Noosa Heads also received.
Ongoing rollout of community support through
various subsidy programs across other sites.
Flying fox research projects underway in
conjunction with other regional councils.
Implement the Noosa Clear prioritisation of resources Environmental | Ongoing implement 22/23 FY ecological On track
Bushland Reserve Strategic towards bushland management and Services restoration activities across Bushland Reserve
Management Plan and Fire active involvement of the community in Network using internal and contract staff in
Management Plan the restoration of degraded bushland accordance with Noosa Bushland Reserve
areas Strategic Management Plan.
Planning for next years burn season activities.
Stakeholder consultation for upcoming burn
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Corporate Plan Theme — The Noosa Environment Operational Plan 22/23
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
activities.
Continue audit and action on fire trail network.
Modern Water Monitoring Introduction of an overarching and Environmental | Multiple workshops with internal and external On track
Program integrated data collection and water Services stakeholders have been conducted to develop
monitoring program to improve our specific components of the program including
understanding of our waterways priority areas and actions for the catchments,
across the shire data management and development of sub-
catchment report cards. Deployment of real-
time water quality loggers is soon to occur.
1.5 Reinforce our Streetscape upgrade project Improved management of Noosa’s Infrastructure A review of the Noosa Design Principles is Behind
Noosa Design implementation public areas and built environment to Planning, underway with contributions house and Schedule
Principles align with the Noosa Design Principles | Design & external design advocates to embark ona
and Noosa Style Delivery, Civil | series of guest speaker presentations aimed at
Ops (Civil improving internal staff understanding of the
Works & Mtce) | Noosa Design Principles, Noosa's point of
(Parks & difference, sustainable design practices and
Gardens) how these elements relate to Councils role.
1.6 Manage Continue to implement best Development outcomes aligned with Development Continuing to ensure development applications | On track
development within practice Development the environmental controls included in | Assessment are assessed against the Noosa Plan for
the Noosa Shire in Assessment services that the Noosa Plan 2020 compliance with the outcomes sought.
accordance with deliver the strategic Engaging water quality and ecologists where
Noosa's environmental | environmental outcomes required to assist in the assessment.
outcomes committed to in the Noosa
Plan 2020
1.7 Plan our response | Community ZEN emissions The Noosa Community is assisted to | Environmental | Community carbon footprint completed. On track
to climate change project implementation become zero net emissions by 2026 Services Climate change response grants Round 2
completed — no funds allocated for this round,
carried forward to next round.
Community education plan underway.
Climate Change Response Community
Reference Group meetings ongoing.
Monthly Climate Change Community Forums
delivered and ongoing for information sharing
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Corporate Plan Theme — The Noosa Environment Operational Plan 22/23
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
with the community.
Council School Education Page completed for
waste, climate change and sustainability.
Monthly Green Drinks networking event
established and ongoing in partnership with Ec
Dev team.
Formalising SEQ Council collaboration.
Coastal Hazards Monitoring Improved understanding of coastal Strategic Land | |ntegrated Coastal Monitoring Plan developed | On track
hazards through evidence-based Use Planning | and initiated.
information and technology Grant funding from the State has been
applications obtained.
Two rounds of ETA erosion lines, beach
surveys and remote sensing drone surveys
have been completed.
MOU has been completed with Sunshine Coast
Council to take advantage of economies of
scale at the regional level.
Burgess Creek Monitoring Project with UniSC
for 2023 has started.
Regional Coastal Process Model with Sunshine
Coast Council has been successful in obtaining
$315k grant from the Commonwealth
Government with Implementation Plan
developed and submitted.
Implement Climate Change Responds to Council's climate change | Strategic Land | Urban Greening Program Phase 1 has On track
Response Plan emergency declaration and helps Use Planning | commenced with initial round of consultations
Noosa Shire to adapt to and prepare and Implementation Plan developed.
for the potential effects of climate . . . .
change over time The Regional Climate Action Roadmap is
complete with the final report and website
launched. Continued partnership with Sunshine
Coast Council on joint projects as well as youth
and Indigenous engagement.
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — The Noosa Environment Operational Plan 22/23
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
Two-year project with ANU on nature-based
solutions for flood resilience underway.
SimTable & Climate Wise Communities
Program are on track with MoU finalised and
website being developed.
Grant for Cascading Risks due to Critical
Infrastructure Failure Project together with
Sunshine Coast Council is still pending.
UQ's Coastal Wetlands Restoration
Prioritisation Study for biodiversity resilience,
flood resilience and blue carbon has received
grant funding and close to starting.
Coordination with DES on two air quality
sensors deployed in Noosa with real time
monitoring remains ongoing with one sensor
deployed in Dec 2022.
UniSC has been engaged for Urban
Microclimate Monitoring and Modelling Pilot in
Noosaville Foreshore.
Noosaville Foreshore Resilience to Flooding
and Sea Level Rise is in ITQ stage together
with the Master Plan.
Designing Dynamic Dunescapes project near
completion for functional and resilient beach
access design standards.
Offshore Sand Supply Investigation ITQ due to
be released by Jan 2023.
Grant funding has been applied for Updating
the Noosa River & Six Mile Creek Flood
Studies, as well as Updating the Flood
Management Plan, from the Queensland
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — The Noosa Environment Operational Plan 22/23
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
Reconstruction Authority.
AECOM Scoping Study on Flood Model
Updates near completion.
Stakeholder consultations and engagement
regarding embedding sustainable and
regenerative agriculture principles into Ec
Dev’s Food & Beverage Industry Development
Plan is ongoing with first draft due to be
developed soon.
Continue the implementation Improved management of our Environmental | Debriefing for seasonal burns. On track
of Council’s Fire Management bushland reserves about fire and the Services . . |
Plans and bushland reserves implementation of a more proactive, Further progress to increase internal capacity
specialised burning regime with staff training, materials and equipment.
Noosa Heads Main Beach Improved management of shoreline Asset Working through shore bird monitoring plans On track
SEMP erosion in Noosa Main Beach and Management | for implementation and final certification of
Noosa River sand renourishment design.
Coastal Reserve Management Complete and initiate implementation Environmental | A draft Eastern Beaches Foreshore Behind
Plan of a management plan for the eastern | Services Management Plan has been approved by Schedule
beaches to manage encroachments, Council for public consultation release in
accesses and works in the dunes February 2023.
Updated bushland condition mapping and
ecological restoration plans are underway.
A draft encroachments policy has been
developed and is being reviewed internally.
Detailed mapping of encroachments in Eastern
Beaches foreshore reserves is underway.
Audit of Council’s electricity Adequate and appropriate energy Procurement Meeting with Consultant early '23 to discuss On track
meters and assets metering to ensure efficient costs and revised scope.
to inform zero emissions decision-
making
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Corporate Plan Theme — The Noosa Environment Operational Plan 22/23
Corporate Plan Key Focus Operational Initiatives Outcomes Responsible Update Q2 status
ao} NEI)
Landfill gas to power Identify feasible options to optimise Waste Services | Draft legal review received and reviewing Behind
feasibility study use of landfill gas extraction strategy to engage with LMS on contract and Schedule
long term options. Engaging with Energex to
understand grid capacity.
Develop best practice waste Increased community knowledge on Waste Services | Paused due to Health and Safety issues taking | Not started
management marketing model waste and recycling initiatives & priority.
for waste reduction increase diversion rates across
multiple waste streams
Polystyrene processing Treatment and diversion of polystyrene | Waste Services | Installed and running. Trial complete and Completed
waste from landfill awaiting a full installation cost. Current
planning for a full installation including
modifications to building.
Household recycling Reduced contamination in recycle bins | Waste Services | Paused due to Health and Safety issues taking | Behind
decontamination priority. Schedule
Double grind green waste Improved product quality Waste Services | First batch of double grind with improved On track
quality sold @$9/t circa 3000t. All sold to
single farmer with positive response.
Segregation of incoming material to further
improve quality by identifying source to be part
of normal operations.
Annual textile drive Increased recycling and reduction in Waste Services | Planning commenced. On track
landfill
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Corporate Plan Theme - The Noosa Community Operational Plan 22/23
Corporate Plan Key Operational Initiatives OI reel an Responsible Areas Update Q2 Status
Focus Areas
2.1 Undertake Implement priority activities | An effective framework to continue to improve | Community Social services mapping underway, On track
implementation of from the Social Strategy community wellbeing and cohesiveness Development calendar of 12-month volunteer workshops
the Noosa Social underway (RU Ok workshops completed),
Strategy secured funding for CDO Recovery Officer
position and officer has commenced.
Support the community with | Improved community outcomes through CEO Awaiting judgement from Justice Long for | On track
the intensity of usage of the | Council advocacy the potential of Enforcement Orders to be
Kin Kin Quarry made against the quarry.
Evidence compilation is ongoing..
Maintain our relationship A positive and effective partnership built on Director Clear Acknowledgement of Country On track
with the local indigenous trust and respect Community protocols developed and released to staff,
community Services First Nations Regional Creative Partnership
Project completed; EO! for Kabi Kabi
artwork prepared for release; Budget
submission for RAP (Reflect) being
prepared.
Finalise and initiate Understanding of housing challenges is widely | Director Housing Needs Assessment complete. On track
implementation of Housing understood by the community and a range of Environment & Draft Housing Strategy shared with
Strategy initiatives are underway to address current Sustainable community for feedback. Final Housing
housing shortages Development Strategy to be reported to future Council
meeting. Implementation plan to be
finalised with Housing Stakeholder
Reference Group.
2.2 Adopt and Implement priority activities | Delivery of better social outcomes including a Community Developing and delivering Grow Your Arts | On track
implement the from the Cultural Plan, cohesive resilient community, an active and Development, Workshops, RADF funding round opened,
following plans that | Community Health and healthy community, an accessible diverse and | Community range of opportunities delivered in the
form part of our Wellbeing Plan and the Sport | affordable community Facilities, library outreach program service (e.g.,
Noosa Social and Active Recreation Plan Environmental Hinterland playground), design and set up
Strategy - Cultural Health & Libraries | of the new Mobile Library & Book Vending
Plan, Community & Galleries Kiosk launched at Peregian and Pomona.
Health and Stakeholder engagement undertaken for
Wellbeing Plan and Stage 2 of Gallery Pre-Feasibility.
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Corporate Plan Theme - The Noosa Community Operational Plan 22/23
Corporate Plan Key Operational Initiatives OI reel an Responsible Areas Update Q2 Status
Focus Areas
the Sport and Non-Powered Water sports feasibility study
Active Recreation underway, Master Planning projects for
Plan NDSC and Cooroy Sports complexes being
progressed. Noosa Leisure Centre Needs
Assessment ITQ has been progressed and
consultant appointed.
Living Well Noosa Increased community health and wellbeing Community Launched November 2022 with a range of | On track
Development activities on offer.
Early literacy programs Delivery of learning programs for children aged | Libraries & Libraries have delivered 47 x early literacy | On track
0-5 and their families to improve early literacy | Galleries programs (storytime and babes in arms)
outcomes with 964 attendees; 7 x school holiday
activities with 179 attendees and 1
preschool visit with 51 attendees.
Heritage Noosa Stage 3 Increase preservation and awareness of Libraries & Ongoing content development continuing On track
Noosa’s heritage Galleries consistently.
Q2 comment: Milestone of 10,000 items on
site reached at 31/12/2022.
Development of Preservation of heritage sites Libraries & Sites identified, ITQs being drafted. On track
conservation management Galleries Q2 comment: contracts issued, site visits
plans for two additional scheduled for early Jan 2023.
heritage sites
Undertake heritage studies Implementation of recommendations fromthe | Libraries & Ongoing research and analysis, moving On track
Local Heritage Register Review to ensure best | Galleries towards next stage of project.
practice management and protection of Noosa’s Q2 comment: set of administrative updates
heritage sites to Heritage Overlay in planning scheme
developed and going to Council meeting;
community consultation for March 2023
being developed.
Develop scope of Implementation of recommendations of the Libraries & Consultant retained and site visit Completed
remediation works for Conservation Management Plan Galleries undertaken.
Cooroy Butter Factory Q2 comment: report received.
brickwork
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Corporate Plan Theme - The Noosa Community Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
2.3 Implement the | New Mobile Library and Accessible and contemporary outreach library | Libraries Peregian Beach and Pomona Kiosks Behind
Libraries Strategic Community Outreach services installed and operational. Vehicle Tender Schedule
Plan Service is implemented awarded in July 2021 -delivery delayed due
to supply chain issues. Proposed delivery
date February 2023. Fit Out required
before launching to community.
Outreach programs continue and are
increasing in popularity.
2.4 Continue to Progress the implementation | Strategic direction for the development and Community NDSC pathways and roads Civil project is | On track
support our of the Master Plans for the implementation of sport and recreation facilities | Facilities awaiting new grant funding options post
community to Noosa District Sports BBRF funding ceasing.
utilise Council Complex and Cooroy Sports ReGen project feasibility study still
controlled land and | Complex progressing with LMP also being
buildings through undertaken, with consultant to be present
formal tenure draft report early in new year.
arrangements MacKinnon Drive project progressing,
tender awarded.
Cooroy Sports Complex has some
preliminary concept designs done and
currently working through development
approval process.
Noosa Leisure Centre Optimization of the use of the facility and Community Contract awarded to Otium Planning Group,| On track
Options Study community needs are met Facilities stage 1 of Needs Assessment and
stakeholder engagement to start in new
year.
Wallace House Wood Borer | Preventative maintenance to ensure the Property Branch Discussing scheduling options with Completed
inspection structural integrity of the building resident group.
Repaint Peregian Beach Surf | Preventative maintenance to ensure the whole | Property Branch Painting completed. Completed
Clubhouse of life structural integrity and amenity of the
building
2.5 Plan and build All-Abilities Playground Increased interaction and inclusiveness making | Infrastructure Playground opened in May 2022. Completed
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Corporate Plan Theme - The Noosa Community Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
an iconic all completed it easier for kids of all abilities to take part in fun | Planning Design
abilities playground and challenging outdoor play and Delivery
at Cooroy Branch
2.6 Explore options | Pre-Feasibility Study Noosa | Options and scenarios for a new regional art Director Community engagement undertaken and On track
for and investigate | Regional Gallery (Stage 2& gallery are analysed to assist Council in Community analysis complete, Gold Coast & Tweed
the feasibility of 3) deciding whether to proceed to a further stage | Services Gallery site visits complete, Councillor
relocating the in this project workshop held, evaluation criteria for
Noosa Regional options and potential sites being finalised.
Gallery
2.7 Plan for Community Support Improved system with customer privacy controls} Noosa Community | Software is now live and fully operational. | Completed
Noosa's aging software upgrade and requirements met Support The project is now complete.
demographic and
support our health
and aged care
sectors
2.8 Maintain the Review of Noosa Local Increased local area capability for prevention Director A final DRAFT of the LDMP is due for Behind
ability to respond to | Disaster Management Plan preparedness, response, and recovery ina Infrastructure distribution to the LDMG for review in late | Schedule
disaster events disaster Services January 2023 for adoption by the group at
(LDMP) the February quarterly meeting.
Support the community in Increased community health and wellbeing Director Community Recovery Officer commenced | On track
the ongoing recovery efforts Community Nov. Social Worker commenced Dec. New
from the 2022 Floods Services Black Mountain portal launched. Recover
survey released. Extensive work underway
in reconstruction.
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Corporate Plan Theme — The Noosa Economy Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Update Q2 status
Focus Areas rake)
3.1 Implement the Implement priority activities | Broadening of the economic structure that] Economic Ongoing implementation of priority actions in On track
Noosa Economic Plan| from the Economic de-risks Noosa’s exposure to economic | Development Economic Development Strategy.
Development Development Strategy to shocks and increased job opportunities
Strategy build the resilience of
Noosa’s traditional sectors
and continue to build
capacity in growth sectors
that diversify the economy
3.2 Provide support Develop and implement a A holistic approach to the management of} Economic Governance models for Project Control, External On track
for a sustainable Destination Management Plan} tourism and implemented and clear Development Reference and Internal Reference Groups agreed.
tourism sector direction for managing Noosa as a Reframing of DMP process underway.
destination is established First meeting with ERG undertaken.
Destination Eco-Accreditation grant submission
awarded $130k by Department of Tourism,
Innovation and Sport (DTIS).
Establishment of a cross-department internal
“Green Team’ to progress eco-accreditation.
Continue to support local Increased participation and engagement | CEO/Economic | Empowering Eco-systems On track
businesses and collaborative of business associations Development Adopt-a-Worker Pilot Program grant application
atiangements ee, BUSIiass ($165k) submitted to Department of Employment,
Ea ICL Small Business and Training (DESBT) on behalf of
Noosa COC and Hastings Street Association.
University of Sunshine Coast site inspection
undertaken by 18 senior staff members.
Sponsorships
Sunshine Coast Business Awards
8 x Significant Category Winners
1 x Hall of Fame (RACV Noosa)
Noosa Biosphere Summit 2022
Manufacturing Partnership (MEF)
Innovation Generation award
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Corporate Plan Theme — The Noosa Economy Operational Plan 22/23
Corporate Plan Key Oy ole ielelare Manito) Outcomes Ines erelasiiel ls Update Q2 status
Focus Areas Areas
3.3 Develop programs | Continue to progress Increased talent pipeline and technology | Economic Priority Projects On track
to foster growth in key | council’s Industry that support all sectors Development Green Economy
industry sectors by Development Program across Partnering USC/QUT in ARC Research Hub —
working priority sectors focusing on transforming ag-industrial waste into commercial
collaboratively digital, education and products and solutions
Training and rural enterprise. Leveraging Council's existing investment in
ASPIRE platform to increase numbers of Noosa
businesses exchanging waste resources
6 x Green Drinks networking nights (60 x
attendees).
Digital Economy
Preliminary Connectivity Audit (broadband/teleco)
received.
Digital Connectivity Summit aimed at lifting
business capability planned for Q2 (21 March
2022) in partnership with NBN and AusIndustry.
Economic Development Grant Review
Consultant recruited.
Councillors engaged in consultation. process
along with key stakeholders.
Final report received. Councillors to be briefed in
Q3.
Industrial and Employment Activation Plan -
ITQ being prepared.
Future Skills Learning Hub - Study completed.
Council briefing being prepared.
Food and Agriculture Development Plan -
under development.
Place Based Capital Program — Representation
from ECDEV team in foundation program.
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Corporate Plan Theme — The Noosa Economy Operational Plan 22/23
Corporate Plan Key Oy ole ielelare Manito) Outcomes Ines erelasiiel ls Update Q2 status
Focus Areas Areas
3.4 Support the Support technology Acceleration of business and employment) Economic Priority Projects On track
growth of our initiatives - including the growth Development Hub Tenancies’/Memberships
education and Peregian Digital Hub Hub memberships reflect slow-down in tech sector
research sector with some job loss and cost cutting
Overall demand for hub remains strong and at
capacity going into February 2023.
Construct Digital Hub 2 (Data Lab)
Design/Construct contract awarded to Carfax;
Structural works complete. Glazing and cladding
work ongoing. ITQ for AV fit out underway
On track for late February 2023 completion.
Industry Capability — delivered 3 x cadetship
programs (Design and Web Development.
Tech Recruitment — hosted Atlassian technical
recruitment drive with 120 x jobseekers.
Expansion of Peregian Digital Hub and Economic Trials completed in Q2 (November). On track
rollout of the FireTech program Development Delivered the following outcomes:
Bushire Detection Al camera system in partnership
with Pano Al.
Autonomous Firefighting systems in partnership
with Rheinmetall, Telsra.
Fire air traffic management system in partnership
with Ripper Corp.
Page 48 of 70Section 49
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 49 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme - Long Term Planning for Noosa Shire Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
4.1 Adopt a new Town} Continue to monitor and Land use and development Director Working through proposed amendments with the On track
Planning Scheme review as required through | outcomes are aligned with the Environment & State. Housing inclusionary zoning causing delays.
amendments to the Noosa_| strategic intent of Noosa Plan Sustainable Likely to be put to Council early 2023.
Plan to ensure its Development
application continues to
achieve strategic
objectives for sustainable
development
Continue rollout of Place Measured improvement in liveability | Director Place score data analysed. Internal stakeholder On track
Making project including through planning, design, and Environment & workshop held.
identification of a pilot management of public spaces Sustainable
place for the place program Development
4.2 Implement an Continue to implement Transport options contribute Director Operational activities ongoing - Free Holiday On track
integrated Transport | priority activities from the positively to a strong economy, the | Infrastructure Buses, Free Weekend Buses, Flexi Link Cabs,
Strategy that Noosa Transport Strategy health and wellbeing of the Services Council Cabs, Schools Program, Community
encourages alternative community and a low carbon future programs, Transport Planning activities in
transport usage and coordination with Translink.
reduces our Integrated transport and Planning for future transport and Strategic Land Use | Project needs have been scoped in combination On track
dependence on Land Use modelling traffic infrastructure requirements | Planning with Infrastructure Planning & Design.
private motor vehicles supports future development
Implement the Walking and | Facilitation of walking and cycling for | Infrastructure 2411m of pathway is being delivered this financial | On track
Cycling Strategy transport, recreation, health, and Planning, Design & | year with 543m under construction. The delivery of
tourism Delivery walking and cycling Infrastructure is on track,
accepting end of trip facilities which are only of
being delivered in coordination with existing capital
projects. This includes priority infrastructure
projects listed in the NCWSIP. Actions listed in the
plan to increased participation are underway, with
a focus on school age education and training.
Although currently on track, no TMR cycle grant
projects were included in the 2023/24 Financial
year, delaying the implementation of the NCWSIP.
plan roll out.
Page 49 of 70Section 50
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 50 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme - Long Term Planning for Noosa Shire Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
Noosa Hinterland recreation | Increased recreational opportunities | Environmental Trail Masterplan implementation and Trail asset On track
trails upgrade/implement and improved multi use trails and Services, management plans are underway. Trail 5 upgrade
Noosa Trails Master Plan linkages within the trails network Infrastructure is under construction however has been delayed
informed by an Audit of the Planning, Design & | due to increased construction time and resourcing
trail network Delivery. constraints. Trail 7 creek crossing upgrade
program is being scoped.
Pathways expansion Improved access and connectivity Infrastructure 2411m of pathway is being delivered this financial | On track
within the shire Planning, Design & | year with 543m under construction. The delivery of
Delivery walking and cycling Infrastructure is on track,
accepting end of trip facilities which are only of
being delivered in coordination with existing capital
projects. This includes priority infrastructure
projects listed in the NCWSIP. Actions listed in the
plan to increased participation are underway, with
a focus on school age education and training.
Although currently on track, no TMR cycle grant
projects were included in the 2023/24 Financial
year, delaying the implementation of the NCWSIP
plan roll out.
Support free weekend Incentivised public transport and Infrastructure Free weekend bus trial in progress. Council On track
buses reduced traffic congestion Planning, Design & | approved to continue a further 12 months 2023 to
Delivery 2024.
Noosa Woods Ferry Jetty Investigation of the Noosa River as a} Infrastructure Draft desktop report provided by planning On track
investigation means of public transportation and | Planning, Design & | consultants. Consultation process to commence in
increased access to the Noosa Delivery Q3 22/23 financial year.
Woods
Car Park Management Improved travel information and Infrastructure Parking Technology consultants engaged to On track
Technology Trial parking management through Planning, Design & | develop trial system.
innovative, intelligent parking and Delivery
access control systems
Undertake feasibility Increased accessibility and Infrastructure Lobbying Qld State Government for a Northern On track
assessments for transit contribute to a more sustainable Planning, Design & | Sunshine Coast Transport Strategy to provide
Page 50 of 70Section 51
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 51 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme - Long Term Planning for Noosa Shire Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
HUBS Noosa Civic and transport system Delivery framework for regional public transport into Noosa.
Cooroy To date, State Government are yet to respond.
Noosa Heads Multi Modal Increased use of public transport and} Infrastructure Concept option layouts and traffic modelling in On track
facility design other sustainable modes of transport] Planning, Design & | progress. Aim for completion of options in Q3
Delivery 22/23 financial year.
E mobility trial Understand the physical and Infrastructure Qld State Government has introduced new PMD ‘| On track
regulatory requirements and issues | Planning, Design & | |egislation which private users and business
associated with the use of e-mobility | Delivery operators are required to comply with. To date
devices across the shire Council is not proposing to procure a trial of hire
PMDs, rather it is monitoring the current private
business operators and the public feedback.
4.3 Implement the Undertake non powered Delivery of land use outcomes Communhity Facilities | Consultant currently working on feasibility study Behind
Noosaville Foreshore | water sports feasibility identified in the Noosa Foreshore with aim to complete in February-March 2023. Schedule
Land Use study Land Use Master Plan
Management Plan
4.4 Ensure effective | Develop the new Noosa Council's long-term vision and CEO Draft Corporate Plan has been completed and On track
service planning Council Corporate Plan strategic direction established and scheduled to undergo theme review with the
processes are in place incorporated into the new Corporate Council in January. Release for community
Plan consultation of final draft in February.
Corporate review Increased organisational efficiencies | CEO Organisational realignment work completed and On track
and organisational capability undergoing executive consultation for briefing to
council and reporting to Council in February
Progress the Optimisation of landfill, control Waste Services Fill plans complete and under Council review. On track
implementation of the leachate and emissions capture Tracking sheet draft complete.
Noosaville, Eumundi Road
Landfill Master Plan
Landfill Treatment Options | Optimisation of site operations and | Waste Services 3 projects loaded onto COMSEQ portal, including | Behind
Plan incorporation of various treatment a waste precinct. RRA extended clearing permit Schedule
options to maximise life of landfill site application in process. Reviewed planning
constraints outside the RRA expansion for the
precinct/site and now looking to tender out options
plan.
Page 51 of 70Section 52
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 52 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme - Long Term Planning for Noosa Shire Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
4.5 Develop and Note: To be considered in To measure the environmental, CEO KPI’s to be developed and included in the new Choose
report on community | the development of the new | social, and economic health across Corporate Plan. an item
sustainability Corporate Plan communities :
indicators
4.6 Meet the principles] Ongoing Support of the Acommunhity led framework that Environmental Planning commenced to hold a Sustainability On track
of the UNESCO Man | Noosa Biosphere Reserve | meets the balance between Services Forum in February to discuss opportunities for
in the Biosphere Foundation environment and sustainable human community lead sustainability actions in Noosa
Program development Shire.
4.7 Establish Finalise development of Asset management objectives are Asset Planning Draft plan developed, currently finalising for Behind
functional Asset asset management plans met, and full suite of Asset distribution and comment from Finace before Schedule
Management Plans for major asset classes by Management Plans completed being presented to Councillors via a workshop
for all Council asset | completing the Parks and before being adopted. Expected to be adopted at
classes Playgrounds AMP March Council meetings.
Complete a Cemetery Maximise use of existing cemetery | Community Future planning of cemetery sites underway. On track
Management Plan sites and plan for future cemetery Development
needs
4.8 Undertake long Bridge Renewal Program Replacement and upgrading of Infrastructure Wahpunga Bridge completed. Finalising On track
term financial bridges to improve the road network | Planning, Design & | contractual matters.
sustainability planning and to deliver economic benefits and} Delivery Cooroy Belli Creek Bridge - Construction complete
incorporating Asset improved asset management defects liability period commenced.
Management Plan Lawnville Bridge - Grant submission successful at
outcomes 80% funding - Tender release target February
2023.
Asset management renewal | Maintenance of assets to required Asset Planning Condition assessments continue to be undertaken | Behind
program standards and achievement of on councils major assets, buildings, bridges, roads. | Schedule
sustainable outcomes in safety, and stormwater. Renewal programs also
minimising lifecycle, and project underway reseal and bridge renewals.
delivery costs
Page 52 of 70Section 53
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 53 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme - Long Term Planning for Noosa Shire Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
Noosa Heads Noosa Improve community connectivity and | Infrastructure Project successfully completed prior to the peak Completed
Parade Corridor storm create a collective vision. Foster Planning, Design & | holiday period.
water drainage upgrade successful social networks and Delivery
benefit multiple stakeholders
Corporate Plan Theme — Excellence as a Council Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
5.1 Maintain a focus | Review Council’s Customer | To review standards of customer Director Executive | Project scope to be finalised, planned Behind
on excellence in Service Charter service and deliver improved Services commencement Quarter 4. Schedule
Customer Service customer service aligned to
and improved community expectations
service delivery
5.2 Maximise Continue to investigate To facilitate economic growth and in | Property Planning, investigation, and analysis work to Behind
financial industrial land development | consideration of alternative revenue commence early in the 2023 calendar year. Schedule
opportunities for opportunities sources
Council land
holdings for the
purpose of
maximising non-rate
revenue
5.3 Further develop Continue the transition to T1| Integration of council's systems to ICT Progressing the implementation of new animals, On track
systems to promote Ci Anywhere for Council’s | streamline operations, increase infringement, and debtor systems with a planned
continuous enterprise management flexibility, increase productivity, and go-live in April 2023 including online animal
improvement system cost efficiencies registration. Upgraded systems to the latest 2022B
version of TechnologyOne in November.
5.4 Embed corporate | Employee satisfaction Increased employee satisfaction CEO Detailed survey postponed to early 2023. Behind
values into the survey Schedule
organisational
culture
Page 53 of 70Section 54
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 54 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — Excellence as a Council Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
5.5 Improve online Review customer service Increased customer satisfaction ICT, various Work to integrate customer requests and On track
customer interface systems and processes branches Cleanaway waste systems, and the Snap Send
services Solve mobile applications delayed four months by
ICT restructure and pending recruitment for two
vacant positions in ICT and is expected by mid-
2023.
Online portals for rates, debtors and applications
are inthe Cl Anywhere project with planned
completion late 2023.
5.6 Continue to meet | Implement Council’s long Prudent financial management to All Departments Financial performance year to date for Q1 remain | On track
or exceed all term financial sustainability | achieve sustainable outcomes in line with budget targets at this stage.
statutory financial policy
ratios and key
operational targets
5.7 Ensure that Develop and implement an_ | Increased job satisfaction and the People & Culture Employer of Choice (EOC) activities such as On track
workforce planning is | employee attraction and attraction and retention of talented embedding SPARC Values and employee
in place across the retention strategy people recognition were celebrated at the very well
organisation received offsite event in December. Leadership
Development is another EOC key focus with an
external provider appointed and materials under
development.
5.8 Improve and Implement the WH&S Ensure the provision of a safe People & Culture External audit of WH&S successfully concluded On track
maintain the safety System Plan workplace with a pass score of 73%. Rectification Action Plan
and wellbeing of follow-ups including opportunities for improvement
employees in progress. Online Resilience training rolled out.
5.9 Enhance Finalise and implement the | Increased community engagement | Communications & | Draft framework has been finalised and reviewed | On track
opportunities for the | Community engagement and improved decision making and | Community by council and key staff. Document and
community to Strategy and Framework outcomes for the community Engagement associated engagement toolkit to be implemented
engage with the once approved by Executive team.
council and ensure : 7 : : a ; : ;
Page 54 of 70Section 55
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 55 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — Excellence as a Council Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
CE best practice is Engagement Process budget priorities Engagement/ Services Director and Finance Manager to
embedded in Council Financial Services | formulate engagement options.
operations
5.10 Ensure that Continue management of Compliance with legislative Finance / Business activities budget and pricing structure set | On track
Council business financial performance in obligations Waste Services, for the 2022/23 financial year in line with full cost
activities remain 2022/23 and ensure full Property pricing principles.
competitive and cost pricing outcomes are Financial performance year-to-date is in line with
profitable targeted as part of 2022/23 budget targets.
budget price settings
Undertake an evaluation of | Increase operational resilience Director Community | Managing fluctuating spikes through Dec 22/Jan 23) Behind
Council’s response to the including operational and financial Services then hope to return to low response requirement. Schedule
COVID-19 pandemic resilience Evaluation may be able to then commence post
including its impact on Feb 2023.
council
Review internal audit model | Improved management of risks and | CEO Internal Audit Model under review. Organisational | On track
the most optimal, cost-effective realignment has provided additional resources to
function internal audit.
5.11 Ensure that Undertake annual scenario | Increase awareness of All Directors BCPs are now regularly discussed in Council's On track
Business Continuity testing of BCPs responsibilities and test and Emergency Operations Team (EOT) meetings as
Plans are developed improve procedures in BCPs to part of Council's crisis management function.
and tested manage business disruptions in the An Actual Event trigged the Payroll Branch to test
event of a disaster or unexpected their BCP and subsequently they reported their
catastrophe findings to the EOT and ET in October 2022.
In December 2022, the Waste BCP was updated
and presented to the EOT and highlighted that the
BCP has also been tested this year with staff
absences due to COVID-19 and the flooding event
in February and March 2022. A subsequent action
register has been created for this BCP to address
major issues.
5.12 Strengthen Compliance with legislative and Director Executive | On 21 July 2022, Council adopted a new
Page 55 of 70Section 56
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 56 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Corporate Plan Theme — Excellence as a Council Operational Plan 22/23
Corporate Plan Key Operational Initiatives Outcomes Responsible Areas Update Q2 Status
Focus Areas
Council’s governance arrangements | ethical obligations to optimise Services Governance Framework which has been
governance and implement council's performance published on Council's website. Implementation
framework and recommendations for via training and awareness of the Framework has
develop leadership improved service delivery been completed via online training and face-to-
potential face training provided by an external party.
Recommendations from 2021 Governance review
progressively being implemented including further
considerations for Governance Branch resourcing
and technology solutions.
5.13 Embed risk Continue to implement the | Improved organisational ability to Director Executive | On 15 September 2022, Council adopted the new | On track
management ERM Framework identify and manage risks Services Enterprise Risk and Opportunity Management
practices into Policy which has been published on Council's
decision making website and Council’s Executive Team endorsed
processes the Risk and Opportunity Management
Framework. Prior to adoption, both documents
were reviewed by Council's Audit and Risk
Committee in August 2022.
As part of implementation, online and face-to-face
training for all staff scheduled for March 23.
Development of a Contract | Provision of a clear and standardised) Procurement Consultant has now been contracted to assist with | On track
Management Framework approach to managing and developing the Framework, including associated
administering contracts tools and guidance materials, with work
commencing January 2023.
Development of Sustainable | To improve sustainability outcomes | Procurement Staff workshops have been facilitated in On track
procurement framework by considering the total cost of partnership with the consultant, with key themes
procurement including identified and summarised in preparation for
environmental, social, and economic Councillor Workshop in Q3.
impacts
Page 56 of 70Section 57
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 2
Page 57 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Attachment 2
Attachment 2
KEY PERFORMANCE INDICATORS
OUR PEOPLE
(ccc ll
Measure | Measure
Average Lost time injury duration | Council % of LGW
lapels PS a Ie pe tm { Purpose”
SSS (Safety ofthe workplace,
Safety of the workplace | ee
BG O6 ee es a ne
40
35 2 85%
gl _
a 708 Poorer ea a
15 =< ea ITT TY TT a - 10% Ls a ou ed us Ul a SS g
10 i | Lf ail a *
aA oe
eee ee se
July Aug Sept Oc: Nov Dec Jan Feb Mar Apr May June opre®® aac cue oaith® caat® cnet cont ant? cnt
GR 2022/23 em 2021/22 eeeee+ 2020/21 Comment
The increase in LCW contributions wes due to two factors. Firstly, two long term
Comment psychologica claims. Secondly, as we are a member of Group D councils in the
inal iniiraei ji ; ; j scheme and olhier inernbers bad larger than expecled clan amounts increasing the
The two psychological — impacting this measure = . finalised * group premium. We are no: costed individually but within the group as a collective. The
November/December, which reflects the decrease shown in this quarter. contribution increased trom 2.116% to 2.36% (.216).
Page 57 of 70Section 58
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 58 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
OUR PEOPLE
Measure
Staff turnover rate as percentage of establishment level
|Purpose |
To track staff turnover over time and identify trends
T% -
6.21%
6% -
5% -
4% +
3% -
2% - Pt al speed?
1% | 7 ,
0% + : }
Sept Dec Mar June
Mmm 2022/23 ——— 2021/22 +++++» 2020/21
Comment
Permanent FTE only against establishment.
Staff turnover measures the percentage increase from the previous quarter of staff
exiting from permanent positions. and does not include temporary and casual
positions
Page 58 of 70Section 59
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 59 of 70
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GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 62 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
OUR FINANCES
Measure Measure
investment return 0.25% above benchmark (UBS Bank Bill index) Rate arrears ratio <5%
Perk fi d fund Purpose
t t ; . . ;
SRormance Of tnvestce (etepayer tunes Measures the efficiency of Council's collection of rates and cherges
1.0% —— — =
95% | eee
_ i a _—
| -
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PANE De / ee
0.2% c rl i + — fs, 5%
' pees _ 68
0.0% iE Ud ee
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment 0% = —— rT es T T T T T T T rT 1
Council has achieved returns above the year to date Bloomberg bond rate of July Aug Sept Od Nov Dec Jan Feb Mar Apr May June
2.95%+ 0.25% margin. With interest rates and long-term bond rates continuing to
rise, Council has invested surplus cash into higher yielding term deposits to Comment oo,
maximise returns on investment. Management will continue to monitor investment Rates arrears are in line with performance for the previous 6 and 12 monthly
opportunities and may look to invest further surplus cash in line with Council's cycles. V/here appropriate recovery action will be taken.
investment policy to maximise returns.
Page 62 of 70Section 63
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 63 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
OUR FINANCES
Measure
Working capital ratio > 2 (times)
Purpose
Measures Council's ongoing solvency
. |
6 a a ee
; Fanart ee. A
J:
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June
Comment
The working capital ratio is tracking above 2 which indicates Council has strong
liquidity so that we are able to meet financial obligations as they fall due.
Page 63 of 70Section 64
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Page 64 of 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
OUR SYSTEMS & PROCESSES
Measure Measure
% of requests for service that were lodged electronically %e of payments made electronically
Purpose Purpose
Identify growth of online services Identify growth of online services
. OO
80% -
40% [ — fl i ee My, oe 7
L | i 1 | : ] ml I
0% | i] i il Z i 0% - ’ Y
July Aug Sept Oct Nov Dec Jan Feb Mar Apr May June ay ik Seek Oa: New Det: tae Feb Mer Dor May: dine
@ Online requests = Email ‘incl. requests via mobile applications) fms «2022/23 2021/22 «+++ 2020/21
Comment Comment
Between 40-45% of customer choose to log their requests online. This is fairly regular This KPI includes all payments made to Council via electronic means (including
result from quarter to quarter. BPAY. direct debit, via Council's website, at Australia Post outlets etc)
Page 64 of 70Section 65
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
6 ORGANISATIONAL REALIGNMENT NOOSA COUNCIL
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject/ Corporate Planning
Attachments 1. Nil
EXECUTIVE SUMMARY
In delivering the incoming CEO review and discussions across the organisation over the past year,
the realignment of functions and reporting lines within the Noosa Shire Council are seen as a high
priority.
The priority is twofold, firstly to improve service delivery to the community and secondly to address
direct report issues that have overloaded parts of the Director cohort. Prior to the incoming CEO’s
commencement a hybrid model splitting the Environment and Sustainable Development reporting
lines has been operating for the past 18 months. It is recommended that through this process it is
formalised and a Director of Compliance and Regulation role is created. As a result, the current
Director of Environment and Sustainable Development role is realigned to Director of Environment
and Strategy. In addition to formalising the department split through this process, the elevation of
strategic planning and climate change to deliver a future focused function within the structure is
recommended as a priority. To co-ordinate these amalgamated functions it is recommended that
a manager role of these is created. The creation of this role will place these functions in line with
environment and economic development manager roles and reduce the direct report burden to the
Director of Environment and Strategy.
The organisation’s structure currently has an Executive Services Department and a small allocation
of staff in the Office of the CEO. It is recommended that these functions are amalgamated to create
an Office of the Mayor, Councillors and CEO. To assist in the co-ordination of this department, a
temporary role is to be created for a maximum of 2 years. The Co-ordinator Office of Mayor,
Councillors and Chief Executive Officer will assist in the co-ordination of the CEO’s 7 departmental
direct reports, 5 Director direct reports, Mayor and Councillor support, as well as work with the
CEO in co-ordinating the requirements of the upcoming 2024 quadrennial elections. This will
include ECQ co-ordination, candidate request management and co-ordination as well as on-
boarding requirements for the next term of the Council. It is understood that a similar role has
previously sat within the organisational structure.
The recommendation to the Council for consideration will formalise the 3 new roles in the structure
and adopt a realigned organisation structure based on functions. The direct budget costs is
$500,000 - $520,000, including on costs, however this does not include the consultancy costs
associated with the hybrid model operating over the past 18 months at approximately $260,000 -
$270,000 per annum. Actual budget impact in relation to new and additional costs, will be an
additional $240,000 - $250,000 to the budget bottom line.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 13 February 2023 regarding the Organisational Realignment and:
A. Approve the implementation of 3 new roles to the structure:
1. Director of Compliance and Regulation;
2. Manager of Strategic Planning and Climate Change; and
Page 65 of 70
Section 66
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
3. Co-ordinator Office of Mayor, Councillors and Chief Executive Officer on a 2 year basis
either via internal secondment or temporary contract.
B. Approve the Functional Realignment within this report as the Noosa Shire Council adopted
organisational structure; and
C. Authorise the Chief Executive Officer to make minor administrative changes to naming
conventions within the structure on an as required basis.
REPORT
Upon commencement of the CEO role at Noosa Shire Council in February 2022 feedback from the
Executive and Leadership cohorts advised that structural and cultural change was required.
Further feedback was provided from elected members in that there was a perception that service
delivery could be improved, along with internal communication and the removal of “silos” within the
Council. In receiving this feedback and reviewing internal staff satisfaction and customer service
surveys, it was clear there was an appetite for change, backed by qualitative data. Significant
change was originally discussed within the Executive Team cohort, however it was deemed that
post the pandemic stability was preferred. The rationale is that a significant structural change would
not create the desired service level and collaboration uplift that was being sought and that staff
attrition was already at a historically high level. As such this work was withdrawn until after the
budget and revisited in August. After further consultation with the Executive Team a stepped
approach was undertaken to deliver the following:
1. Correct historical long term casual employment issues;
2. Align functions within the organisation to address direct report equity, improve customer
service outcomes, address internal communication and siloing perceptions.
Council resolved to correct the long-term casual employment within the Council staff base at
October’s ordinary meeting. Once resolved upon the Executive team commenced the broader
organisation realignment process in October. The current organisation structure within Noosa Shire
Council is as per the below, noting that the hybrid split of Environment and Sustainable
Development of the past 18 months is not represented.
Page 66 of 70
Section 67
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
In undertaking the stepped approach to the functional realignment, below are the organisational
structure functions to be realigned:
1. Mayor and Councillors are included in the functional organisation chart demonstrating the
link to the Chief Executive Officer.
2. Office of Mayor, Councillors and CEO is created delivering the following functions:
- Executive / Councillor Co-ordination and Support – New role.
- People and Culture, Workplace Health and Safety, Payroll.
- Media, Marketing, Communication and Community Engagement.
- Director Executive Services role is realigned to Executive Officer Internal Audit and
Corporate Performance.
- Governance.
FTE Change from 33 to 34
3. Corporate Directorate:
- All functions remain with the exception of property and permitting that will be split.
- The split will define more clearly the commercial business services function within the
Council and deliver a higher level of focus on strategic property, holiday parks and
future strategic development and partnership options for the Council.
- The business improvement FTE currently within the structure will be recruited to.
FTE Change from 44.2 to 46
4. Community Directorate:
- The current customer service function within Executive Services will move to the
Community Directorate and be renamed Customer Experience. There will be specific
project work undertaken to de-centralise face to face customer services. It is envisaged
that future Council services will be delivered at Council’s community facilities.
Increasing engagement with the community, while also enhancing service delivery in
the Hinterland and Eastern Beaches.
- Community Facilities will be renamed to Sport and Active Lifestyles.
- Community Development will be renamed to Community Connection.
- Libraries and Galleries will be renamed to Arts and Culture.
- Disaster Recovery as a function will be recognised in the structure.
FTE Change 128.4 to 104
5. Regulation and Compliance Directorate (split directorate):
- Development Assessment will remain.
- Building and Plumbing service will remain.
- Environmental Health and Vector will realign from the Community Directorate.
- Local Laws will realign from the Community Directorate.
- Property will realign from the Corporate Directorate with the exception of Commercial
Businesses.
FTE Change 60
6. Infrastructure Directorate
- All functions remain with the exception of Waste / Resource Recovery realigning from
the Community Directorate.
FTE Change 126.7 to 141
Page 67 of 70
Section 68
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
7. Environment and Strategy Directorate (split directorate):
- Functions in this directorate are the remaining functions from the Environment and
Sustainable Development directorate.
- Economic Development will receive additional responsibilities for Destination
Management and the interface with major events, increasing assistance and service
levels to the major event sector in the Local Government Area.
- Innovation is highlighted as a major function within the Peregian Digital Hub and be
aligned to deliver internal focused innovation.
- Strategic Planning and Climate Change functions are amalgamated to work closely on
mitigating and adapting to the future impacts of climate change.
- With the exception of the climate change function there is no change to the
environment functions within with Council.
TOTAL FTE 419, inclusive of recommended 3 x additional roles, current resolved FTE structure
416, as at October 2022.
FUNCTIONAL REALIGNMENT – STRUCTURE FOR ADOPTION – CHANGES HIGHLIGHTED
In realigning the structure via the stepped approach 3 key benefits will be realised:
1. Communication and collaboration will be enhanced
2. Simplicity, Flexibility and centralisation of executive functions to the CEO
3. Alignment to the Corporate Plan
A non-hierarchical representation of the structure that will be further developed to transition to an
agile, collaborative, empowered and high performing Council is shown below:
Page 68 of 70
Section 69
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
The direct budget cost of additional 3 additional roles at a Director, Manager and Co-ordinator
level, inclusive of on costs will range from $500,000 - $520,000. This does not take into accounts
costs already expended as part of the hybrid arrangements that have had a direct cost this financial
year to date of $130,000 - $135,000. The total cost of the hybrid arrangements on a full financial
year is approximately $260,000 - $270,000. Taking into account the costs of the hybrid model over
the past 18 months the direct budget impact for realignment inclusive of on costs is approximately
$240,000 - $250,000.
In forming the recommended realigned structure, extensive internal consultation has been
undertaken in various forms commencing in September of 2022 and concluding in January 2023.
This is inclusive of consultative committee consultation with Noosa Shire Council’s representative
Unions.
There was assistance provided to the executive cohort by Davidson Advisory in workshopping
contemporary Local Government structures. With the executive considering 3 contemporary
structures, then delivering a structure that is the right fit for Noosa Shire Council. The right fit
approach ensured the legacy of the past was valued, future strategic and operational planning was
considered, staff accommodation and the need to focus on service delivery was reviewed, as well
as governance, organisational performance reporting, future workforce planning and the delivery
of the 2023 quadrennial Local Government election.
The recommended structure before the Council will deliver the outcomes the Council and the
community are seeking, align to the Corporate Plan and set the administration of the Council for
future success.
Previous Council Consideration
Special Meeting Minutes 28 June 2022 Item 7, Page 10
That Council note the report by the Director Executive Services to the Special Meeting dated 28
June 2022 and adopt the Noosa Council Organisational Structure as set out in Attachment 1 to the
report.
Page 69 of 70
Section 70
GENERAL COMMITTEE MEETING AGENDA 13 FEBRUARY 2023
Ordinary Meeting Minutes 27 October 2022 Item 11, Page 13
That Council note the report by the Director Executive Services to the General Committee Meeting
dated 24 October 2022 and adopt the Noosa Council organisational structure as set out in
Attachment 1 to the report.
Finance
Budget impact $500,000 - $520,000, actual impact less costs of hybrid structure $240,000 -
$250,000.
Risks & Opportunities
Continuing with the current structure will see ongoing perception issues in relation to internal
communication and “siloing” within the organisation.
The current structure will not align to the Corporate Plan.
Future focused functions of the Council will remain embedded below the operational line within
departments and limit their ability to be strategic.
External Consultation - Community & Stakeholder
Noosa Shire Council representative Unions
Internal Consultation
Extensive staff, leadership and executive team consultation
Elected member presentation and workshop
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support x Director x Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
X Director x 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 Infrastructure Planning,
Design and Delivery
7. CLOSED SESSION
Nil.
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