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2022-10-11 Services & Organisation Committee Agenda
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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 11 October 2022
commencing at 1.30pm
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Full text of sections 2 to 69 (of 75)
Section 2
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE 4
1 T000074 NOOSA NORTH SHORE FERRY SERVICE TENDER 4
2 NOOSA RIVER HOLIDAY PARK MANAGEMENT SERVICES
TENDER – T000082 15
3 NOOSA SHIRE COUNCIL SOLE AND SPECIALISED SUPPLIER LISTS 24
4 ADVERTISING SPENDING POLICY 39
6. REPORTS FOR NOTING BY THE COMMITTEE 46
5 2022 ANNUAL DISASTER MANAGEMENT REPORT 46
6 THE J – FULL YEAR REPORT TO 30 JUNE 2022 52
7 NOOSA LEISURE CENTRE (NLC) – FULL YEAR REPORT TO 30 JUNE 2022 60
8 COOROY BUTTER FACTORY MANAGEMENT UPDATE 2022 67
7. CLOSED SESSION 75
Page 2 of 75
Section 3
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the Services & Organisation Committee Meeting held on 6 September
2022 be received and confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
Page 3 of 75
Section 4
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE
1 T000074 NOOSA NORTH SHORE FERRY SERVICE TENDER
Author Property Advisor, Denis Wallace
Corporate Services Department
Index ECM/Tender T000074/59.05 Noose River Ferry Services
Attachments 1. Tender Evaluation Summary
2. Probity Advisor Report
EXECUTIVE SUMMARY
Following Council’s resolution at its March Ordinary Meeting, tenders were invited from suitably
experienced businesses to supply and operate the Noosa North Shore ferry service from 1 July
2024. Respondents were invited to submit tenders via VendorPanel on 31 May 2022, with
submissions closing on 31 August 2022. The tender process provided for market-led
submissions on options to deliver optimal service standards, across a range of timelines.
A total of 5 tenders were received from 3 businesses and were of a high standard and
demonstrated high levels of professionalism and capability across all respondents. An
evaluation panel of staff and external experts was assembled with the required skill sets to
assess the tender submissions against Council’s adopted tender criteria. Council engaged
Preston Law as independent probity advisors to support and monitor the process.
The assessment panel found Divers Den Investments’ alternate tender to pose the most
significant benefits by way of a streamlined operation utilising new larger vessels, contemporary
payment systems and the group’s experience in marine operations and transport service
delivery. The report recommends Council enters into a new agreement for the provision of the
Noosa North Shore ferry service with Divers Den Investments Pty Ltd from 1 July 2024.
RECOMMENDATION
That Council note the report by the Property Advisor to the Services and Organisation
Committee Meeting dated 11 October 2022 regarding the Noosa North Shore ferry service
Tender and:
A. Award the contract T000074 for the provision of the Noosa North Shore ferry service to
Divers Den Investments Pty Ltd commencing from 1 July 2024 for a term of 20 years for
a commencing annual fixed fee of $2,485,368+GST and a revenue share component of
5% above the annual fixed fee (being the tender described as Tender 2 in the report);
B. Authorise the CEO to finalise and execute the agreement with Divers Den Investments
Pty Ltd on Council’s behalf;
C. Authorise the CEO to award 1 x 5 year extension to Divers Den Investments Pty Ltd
subject to satisfactory performance and at Council’s sole discretion; and
D. Request the CEO undertake a review of the ferry crossing fees for future financial years
to ensure appropriate pricing for customer types and the service continues to avoid the
need for ratepayer subsidisation.
Page 4 of 75
Section 5
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
REPORT
1. Purpose
The purpose of this report is to provide the results of the Noosa North Shore ferry service tender
process and seek Council endorsement to enter a new contract for the provision of the Noosa
North Shore ferry service from 1 July 2024.
2. Background
Council operates the Noosa North Shore ferry service via a commercial service agreement. The
service provides the primary vehicle access to residents, workers and visitors to the Noosa
North Shore. The current contract commenced in 2009 and is in its final option term, ending on
30 June 2024.
To inform the tender process Council undertook independent reviews of the ferry in 2019 and
2021, with the latter undertaken by AEC Group economic consultants. AEC’s review included
assessment of operating model options, risks analyses, available technologies and financial
viability. AEC also undertook stakeholder consultation and market sounding to identify potential
service providers.
Council agreed to proceed to tender for a fully outsourced service model at its March 2022
Ordinary Meeting.
3. Contract Scope and Pricing Structure
The requirements for this tender outlined the full provision and operation of a cable-operated
ferry service meeting minimum ferry design specifications and including: a minimum of 2 x 10
vehicle capacity vessels; a minimum vehicle handling capacity of 240 vehicles per hour (vph)
for peak directional demand; electronic payment systems; and minimum insurances.
Council’s tender documents comprised:
Invitation to Tender
Procurement Conditions
Scope
Response Schedules
WH&S Questionnaire
Environment & Sustainability Questionnaire
Historic Annual Ferry Crossing Data
Monthly Ferry Crossing Data
Ferry Crossing Adopted Fees and Charges
Operational Procedures for Concessions and Prepaid Vouchers
Holland Traffic Consulting Technical Note Re Demand, Vehicle Handling and Queue
Management
Council Report Re Noosa North Shore Ferry and Proposed Tender, March 2022
Locality and Site Plan
Site Infrastructure Plan
Draft Service Agreement by King and Co. (draft contract)
Further Queensland Parks and Wildlife vehicle and camping permit data was also provided
during the tender period.
Respondents were invited to submit prices comprising of two components:
An annual fixed fee; and
A revenue share percentage, for revenue exceeding the annual fixed fee.
This fee structure was previously identified in the independent service review as optimal to
provide certainty for funding of the minimum fixed cost of a service contract, with a revenue
share component that provides both a performance incentive to the market as well as shared
risk mitigation in the event of future fluctuations or reductions in customer demand. Council
Page 5 of 75
Section 6
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
requested pricing be submitted for 10, 15 and 20 year timeframes, to allow Council to determine
the best financial option.
A key tender component required respondents to submit a Service Plan outlining their ability to
meet the specified scope, supply new technologies and innovations, as well as provide their
commitment to high quality service delivery.
4. Tender Process
Council released the tender via the VendorPanel e-portal on 31 May 2022 and advertised the
tender on its website on 1 June 2022 and in the Noosa Today newspaper published on 10 June
2022. The tender material was viewed or downloaded by 28 parties. A non-compulsory site
inspection was conducted with 5 businesses on 22 June 2022. Tender submissions closed on
31 August 2022. Council issued responses to 28 queries fielded at the site inspection and via
VendorPanel through the tender period.
Five conforming tender submissions were received from three respondents through
VendorPanel from the following businesses:
Divers Den Investments Pty Ltd (Entrada Travel Group) (two tenders)
The Noofer Unit Trust trading as Noosa-North Shore Ferries
KBRV Services Pty Ltd (Kelsian Group Ltd trading as Sealink Travel Group) (two tenders)
Key details of the 5 submissions are as follows:
1. Divers Den Investments Pty Ltd (Entrada Travel Group) – Tender A, Smaller Ferry Option
Divers Den Investments (DDI) is part of the Entrada Travel Group, which is New Zealand’s
largest passenger transport company. The group operates a number of bus, tour, cruise,
dive and ferry operations. It operates 2 vehicle ferries and a passenger ferry at 3 locations
in New Zealand, as well as the Daintree River vehicle ferry for Douglas Shire Council. It
also operates various cruise and dive vessels in Australia and New Zealand and Cairns’
tourist information centres. Overall the group runs a commercial marine fleet of 14 vessels
and demonstrates experience in marine transport operation.
DDI’s Tender A proposes 2 x 12 vehicle ferries, to be newly constructed for the contract
and having diesel engine propulsion. A full suite of digital payment, ticketing, information
and application platforms is proposed, with these in use by in the respondent’s existing
business operations and demonstrated as fit for purpose. The 20% increase in vessel
vehicle capacity provides improvements in overall handling capacity that would be
beneficial to the service. DDI proposes to fully offset ferry carbon emissions through
Greenfleet, which is delivering Noosa’s Yurol Forest revegetation project.
2. Divers Den Investments Pty Ltd (Entrada Travel Group) – Tender B, Larger Ferry Option
DDI’s Tender B proposes 1 x 12 vehicle and 1 x 27 vehicle ferries, to be newly constructed
for the contract and having diesel engine propulsion. Most other technology, service
delivery, business structure and emissions offsets aspects remain common to its Tender
A proposal but this tender poses significant advantages by way of vehicle capacity (95%
increase in vessel vehicle capacity over the existing service) and overall handling
capacity. At 27 vehicles the single larger ferry exceeds the capacity of both existing ferries
by 35% and would eliminate most vehicle queuing issues, allowing DDI to operate only 1
ferry to comfortably meet service KPI’s for all but the busiest times of the year and to
significantly simplify the service’s staffing and rostering needs. Overall, this will provide a
streamlined operation that removes uncertainties for customers.
3. The Noofer Unit Trust trading as Noosa-North Shore Ferries (NNSF) - Existing Ferries
Noosa North Shore ferries is the incumbent ferry operator and has operated the service
continuously since 1999. It proposes to reuse its existing vessels, being 2 x 10 vehicle
ferries having diesel engine propulsion. NNSF’s submission outlines planned
refurbishment and like-for-like replacement of vessels through the life of the contract. As
Page 6 of 75
Section 7
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
the existing service provider the respondent demonstrates a high level of operational
understanding, resourcing and capacity.
Introduction of EFTPOS is proposed, which it has trialled recently. It states that acceptable
levels of vehicle handling in future to cater for the new payment method will be contingent
on the introduction of staffed ticket booths at peak times. Without these it outlines
significant reductions in vehicle handling capacity from the existing service, which would
not meet the minimum specified by Council. NNSF places significant caveats on its tender
proposal requiring Council to upgrade the Noosa slipway, provide ticket booths and other
infrastructure.
4. KBRV Services Pty Ltd (Kelsian Group Ltd trading as SeaLink Travel Group) – Tender A,
Diesel Ferries Option
KBRV is part of the Kelsian Group, Australia’s largest multi-modal transport provider.
Kelsian’s subsidiary SeaLink is Australia’s largest ferry operator, having operations in all
states and the Northern Territory. SeaLink is Australia’s most experienced and best
credentialed ferry operator with a commercial marine fleet of 118 vessels. It proposes to
establish the Noosa service under its SeaLink K’gari operation, with management and
maintenance support provided from that operation, together with the broader professional
support of SeaLink’s extensive overarching business operations.
SeaLink’s tender proposes 1 x 10 vehicle and 1 x 21 vehicle ferries, to be newly
constructed for the contract and having diesel propulsion. A full suite of digital payment,
ticketing, information and application platforms are proposed, with these in use by the
respondent’s existing business operations and demonstrated as fit for purpose. The
operation is proposed as cashless, with customers to be encouraged to pre-purchase
tickets. Sealink outlines a strong commitment to service delivery, customer satisfaction,
cooperation, adaptation and continuous improvement. The 55% increase in vessel
vehicle capacity provides improvements in overall handling capacity that would be of
significant benefit to the service. Some significant caveats and departures are proposed
in SeaLink’s submissions.
5. KBRV Services Pty Ltd (Kelsian Group Ltd trading as Sealink Travel Group) – Tender B,
Electric/Diesel Ferries
SeaLink’s alternate tender proposes electric propulsion for its larger 21 vehicle ferry. This
option would be an Australian first utilising an electric engine powered from a permanently
connected cable.
The submission states: Utilising a large reeler to hold the electric cable, the ferry is
connected permanently to shore power on the Tewantin southern side. The electrical
cable would be paid out as the ferry crosses the river. The cable sinks to the floor of the
river and then is reeled back in as the ferry returns to the southern side of the river.
SeaLink indicates the technology is in use in Sweden and Norway and it intends to source
100% renewable power supply either through Council’s energy provider or a Power
Purchase Agreement (PPA) with a renewable energy provider, such as Sunshine Coast
Council’s Valdora solar farm. The respondent indicates the smaller diesel ferry could be
converted to be electric drive in the future and has provided a cost indication of $500,000
for the conversion.
Page 7 of 75
Section 8
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
5. Submission Summary Table
Summary elements of the submissions is provided in the table below, including pricing for 20
year terms, being the lowest across all tenders.
Tender Respondent Associated Vessel Existing Annual Fixed Revenue Caveats/
No. Companies Sizes or New Fee Share Departures
(vehicle Vessels (excl GST) %
s) (20yr Term)
1 Divers Den Entrada 12
Investments Travel Group + New $2,567,288 5% No
Pty Ltd 12
2 Divers Den Entrada 27
Investments Travel Group + New $2,485,368 5% No
Pty Ltd 12
3 The Noofer - 10
Unit Trust + Existing
trading as 10 $4,500,000 10% Yes
Noosa-North
Shore
Ferries
4 KBRV Kelsian 21
Services Group Ltd + New
Pty Ltd trading as 10 $2,828,000 40% Yes
Sealink
Travel Group
5 KBRV Kelsian 21
Services Group Ltd +
Pty Ltd trading as 10 New $2,890,000 40% Yes
Sealink
Travel Group
6. Tender Assessment
Tenders were assessed by a panel of 5 staff, with additional specialist assessment and advice
provided by 4 consultants (specialising in financial, legal, marine engineering and traffic). The
tender evaluation panel undertook an assessment of five (5) conforming tender submissions
received from three (3) respondents through VendorPanel.
The conforming tenders were evaluated against the following criteria and weightings:
Evaluation Criteria Weighting
Price 40.0%
Service Plan 30.0%
Capability, Experience and Financial Capacity 12.5%
WH&S and Quality Systems 5.0%
Contribution to Local Community and Economy 5.0%
Environment and Sustainability Initiatives 7.5%
To support and monitor the tender process, Preston Law were commissioned as independent
probity advisors. Refer to the Probity Advisor Report included as Attachment 2.
The evaluation panel’s assessment found the alternate submission by Divers Den Investments
Pty Ltd (Entrada Travel Group) for the larger vessel (Tender 2 in this report), as the most
advantageous based on the following:
The respondent demonstrates suitable experience, capacity and professionalism to
deliver the service.
The significant vehicle capacity increases will provide a major improvement to the service
and substantially eliminate vehicle queuing issues, while also addressing a number of
operational risks and allowing Council to future-proof the service.
A full suite of contemporary and road-tested payment, ticketing and information platforms
Page 8 of 75
Section 9
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
and technologies are proposed.
The respondent’s Service Plan achieved the highest score, in part due to the significant
advantages of its larger vessel’s capacity and the operational benefits that will provide;
The respondent outlines a commitment to work with Council to maintain service standards
and to identify, adapt and innovate in response to changing needs.
While the fully-offset carbon emissions proposal is a lesser outcome to avoidance of
emissions through sourcing renewable power, it does align with Council’s Zero Emissions
Strategy and the respondent outlines a willingness to convert to electric propulsion in
future in response to environmental or financial imperatives.
AEC’s independent financial assessment finds it will provide the strongest financial return
with the least level of financial risk, as further outlined below.
7. Financial Assessment
Independent financial assessment of the submissions was undertaken by AEC Group
consulting. AEC assessed the financial capabilities of the tenderers and associated parent
companies, with scoring for these included in the tender assessment summaries.
Detailed assessment and sensitivity analysis was undertaken for the submitted prices and
revenue share percentages, with AEC confirming:
Divers Den Investments Pty Ltd offers the least cost tender options for the Noosa Ferry service
under base case demands and pricing in addition to under scenarios involving reduced
demands or higher crossing fees, with its larger ferry tender option having the lowest cost of all
tender options submitted.
AEC’s assessment further confirmed DDI’s 20-year contract term price option for the larger
vessel as the lowest cost option, with the longer term resulting in an annualised cost that is
significantly lower than a shorter 10 year term, in the vicinity of a 30% differential.
8. Tender Recommendation
The weighted tender evaluation summary sheet is included as Attachment 1. Divers Den
Investment’s alternate tender for the larger vessel (described as Tender 2 in this report) is
identified as the preferred submission and AEC finds the 20-year term as the most financially
beneficial. The recommendation is worded accordingly.
9. Related Issue - Moorindil Street Road Upgrades
Council’s Infrastructure Services Department advises that funding has been allocated in the
current financial year budget to design upgrade works to Moorindil Street. The project intent is
to add a second northbound lane to the Moorindil Street approach to the ferry landings,
extending approximately 600m south. New pedestrian and cycle facilities are also proposed.
The design development will be assisted by Holland Traffic Consulting, Council’s traffic expert,
who is familiar with the ferry operation having provided an assessment as part of the tender
package. Award of the ferry tender service will allow the design to be reflect the benefits of the
new vessels and to gain input from the new operator if required.
10. Related Issue – Review of Ferry Fees
The recommended tender price is above the current contract budget. This outcome aligns to
the recent independent assessment review. As also indicated in previous reports and updates,
increases to crossing fees may be required to ensure the service remains revenue positive and
avoids the need for ratepayer subsidisation. Following award of the new contract, staff will
commence a review of fee structures to be considered by Council in a future report. Notably, a
fee increase would align with increased levels of service for customers addressing handling
capacity issues and new payment options under the new contract. Any fee review will also
consider optimal pricing for different categories of customer.
Page 9 of 75
Section 10
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Previous Council Consideration
Ordinary Meeting, 17 March 2022, Item 3, Page 13
That Council note the report by the Property Advisor to the General Committee Meeting dated
14 March 2022 and agree to proceed to the tender process for a new ferry service to commence
in July 2024, based on the fully outsourced operating model identified as Option 2 and the
recommended tender approach outlined in the report.
Ordinary Meeting, 19 August April 2021, Item 6, Page 17
That Council note the report by the Manager Property to the Services & Organisation Committee
Meeting dated 10 August 2021 regarding the Noosa North Shore Ferry lease and:
A. Agree to award the remaining 2-year lease extension to Noosa North Shore Ferries Pty
Ltd; and
B. Agree to consider a further report at Council’s February 2022 round of Council meetings
regarding proposed ferry service operating models, contractual arrangements and tender
process for the purpose of proceeding to procure a new ferry service operation
commencing 1 July 2024.
Ordinary Meeting, 18 April 2019, Item 4, Page 11
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 9 April 2019 and:
A. Note the operator’s request for a 5-year extension to the existing ferry lease;
B. Subject to obtaining the operator’s agreement, agree to only extend the lease for 3 years
from 1 July 2019 to 30 June 2022 at this time, with the remaining balance 2 year extension
period to be further considered prior to the lease expiry to allow Council to investigate
opportunities for digital technology introduction; and
C. Request staff further investigate opportunities for a simplified concession system, as
outlined in the report.
Finance
The ferry service has historically provided returns that contribute to Council’s general revenue.
The fee structures applied by Council have ensured the service has never needed general rate
ratepayer subsidisation, with a return achieved broadly in line with the principles of full cost
pricing and Council’s Financial Sustainability Policy.
In response to the tender outcome, fee increases may be required to ensure the services
continues to avoid ratepayer subsidisation. Staff intend to proceed to a review of the ferry fees
and provide recommendations back to Council.
Risks & Opportunities
The report seeks a timely Council determination in the lead up to the expiry to the current ferry
lease agreement, with most of the ensuing months required by the successful contractor to
complete design, procurement and manufacture of vessels, and to transitioning in its new
service. There would be significant risks in the event of delays to executing a new agreement
or the need to proceed to an alternate procurement process.
The proposed contract term of 20 years reflects the significant capital investment for vessels
required by the new contractor. To address risk associated with this term, the draft service
agreement prepared for the tender incorporates provisions to vary the contract by mutual
agreement in future should there be a need to address differing demand, service levels,
emerging trends or the like. The agreement also incorporates the contractor’s Service Plan,
which outlines its commitment to adapt and respond to changing customer needs and
technologies through the term of the agreement.
Page 10 of 75
Section 11
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
As noted in previous reports, Council is a member of the Teewah Cooloola Working Group,
which has sought to address the issue of sustainable use levels for the area. Potential for future
permit limits on Noosa North Shore visitors has been noted in QPWS stakeholder feedback and
indicated to tenderers in the tender documents. Under the current and proposed service
agreements such revenue impacts are predominantly borne by Council and reflect the
underlying cost to Council to provide the service to local residents, workers and businesses
(including its own camp ground).
Consultation
External Consultation - Community & Stakeholder
Marine Engineer
Traffic Consultant
Economic Consultant
Probity Consultant
*Refer to previous reports for consultation with community stakeholders through earlier stages.
Internal Consultation
Corporate Services (Property and Procurement)
Infrastructure Services (Design and Delivery)
Environment & Sustainable Development (Environmental Services)
WH&S Advisor
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director x Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws x Procurement
Waste & Environmental Health x Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director x Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
x People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
Page 11 of 75
Section 12
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Page 12 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Attachment 1 - Tender Evaluation Summary
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation (V.14-Dec-2021)
a
a
Ee
and Akernate Tenders Only
Business Number (ABN) 11 627 245 645 11 627 245 649 65 105 232 631 48 105 078 257 45 105 078 257
Name of Tenderer (Respondent) Devers Den Divers Den The Noofer Unit Trust Kelsian Group Ltd t/as Ketsian Group Ltd t/ss
per Respondent Details ABN investments Pty Ltd Investments Pty Ltd t/as Noosa-North Seslink Trevel Group Sestink Travel Group
(Small) (age) Shore Ferries (Elec. Alt.)
Date of Submission (as per VendorPanel} 31-Aug-22 31-Aug-22 31-Aug-22 31-Aug-22 31-Aug-22
Address (City/State Only) Hervey Bay, Qic Hervey Say. ac
Business Registered Carns, Qid Cawns, Oic Tewantn, Qic
‘endered Price (Excl GST) $ 51,345,760.00 $ 49,721,992.00 $ 90,000,000.00 $ 57.600,000.00 $ 58,890,000.00 $
Dwers Den Owers Den The Noofer Unit Trust Kelsian Group Ltd Keisian Group Ltd
PART A - Non price elements _ investments Pty Ltd investments Ptyitd = t/as Noosa-North t/as Sealink Travef t/os Seatink Travel
PART A - Non
(Senaui} (Large) Shore Fernes Group Growp (Etec. Alt.)
Evaluation Criteria Weighting (") ‘(Weighted Score Weighted Score Welghied Score ‘Weighted Score Weighted Score Weighted Scare ‘(Weighted Score Wrighted Score Weighted Score
Capability & Experience 10.0% 785 7.85 a4 9.10 9.10 0.00
Financial Capacity 25% 161 161 1.05 1.60 160 0.00
Service Plan W.0% 23.41 26.09 18.07 25.16 25.02 0.00 0.00
Quality 25% 193 193 075 23 0.00
Workplace Health & Safety 2.5% 2.00 200 25 0.00 0.00
Environment & Sustainability 7.5% 5.25 5.63 6.23 7.50 0.00
Contribution to Local Economy 5.0% 275 275 5.00 2.75 275 0.00
‘otal Technical Score 44.79 47.84 3726 49.34 0.00 0.00 0.00
Normalised Technical Score (Tn) 53.24 56.87 58.65 60.00
Dwers Den Owers Den The Noofer Unit Trust Kelsian Group Ltd Keisian Group Ltd
PART B - Price element on investments Pty ltd investments Pty Ltd t/as Noosa-North t/as Sealink Trovef t/os Seatimk Travel
i Shore Fernes Group Group (Elec. Alt.)
Price Score 107 119 53 106
Normalised Price Score (Pn) 38 100 4 39
Weighted Price Score (Pw) 39.11 40.00 18.02 35.70 35.00
Total Score of price and non price elements 92.36 95.00
Ranking
The Assessment Panel confirms the above scores and weightings of this evaluation and confirms the evaluation has been conducted in accordance wth the Procurement Plan
Assessment Panel Position Title Initials Signature
Evaluation Panel Chair & Assesment Panel Member 1 Property Advisor ow
Assesment Panel Member 2 Property Officer MS
Assesment Panel Member 3 Noosa Aquatic Centre Coordinator SS
Assesment Panel Member 4 Workplace Health & Safety Officer pc
Assesment Panel Member 5 Project Officer - Carbon Reduction
Page 12 of 75Section 13
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2
Page 13 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2
Attachment 2 - Probity Advisor's Report
Presfen
CONTRACT NO: T000074
NOOSA NORTH SHORE VEHICLE FERRY SERVICE TENDER
PROBITY ADVISOR’S REPORT
1 On 29 April 2022, Preston Law was instructed to act on behalf of Noosa Shire Council
(“Council”) as Probity Advisor for the procurement process associated with Contract No:
T000074 Noosa North Shore Vehicle Ferry Service (“the Procurement Process”).
Brief and Scope of Engagement
2. Preston Law was briefed with the following documents:
(a) Invitation to Tender;
(b) Procurement Process Conditions;
(c) Procurement Plan;
3. The scope of our engagement was:
(a) to review the documents with which we were briefed;
(b) to be available to attend, via video conference, meetings of the Evaluation Panel as
requested by the Evaluation Panel;
(c) to be available generally to answer any questions raised by tenderers, members of
the Evaluation Panel, Council staff or any other participants in the Procurement
Process;
(d) otherwise as set out in Council's Procurement Probity Plan.
Summary of Observations
4. Possible Perceived Conflict of Interest
(a) On 16 May 2022, Denis Wallace emailed Julian Bodenmann requesting his advice
about 2 possible conflict of interest issue involving a member of the Evaluation Panel
and one of the tender respondents.
(b) The issue was raised by the affected member of the Evaluation Panel by email to Denis
Wallace on 12 May 2022.
(c) On 16 May 2021, Julian Bodenmann provided advice by email to Mr Wallace in
response to the query, in which he concluded that he believed no real or perceived
conflict of interest arose, but the affected Evaluation Panel member may wish to
disclose a possible conflict of interest.
Noosa Shire Council — Probity Advisor's Report — Contract No T000074 1
0080002_221357_003.docx
Page 13 of 75Section 14
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 14 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
esi LAW
5. On 29 September 2022, Marina Dunstan was provided with a copy of the Evaluation
Workbook and NNS Ferry Service Tender Report (“Council Report”) proposed to be presented
at the Council Meeting on 11 October 2022.
6. The Council Report sets out the action proposed to be taken in respect of NNS Ferry Service
Tender. This proposed action is consistent with the Procurement Process Conditions and is,
in Preston Law’s view, fair and equitable having reviewed the Evaluation Panel's comments
regarding the tender responses.
Limitations
7. Preston Law has not attended any of the moderation sessions of the Evaluation Panel or
undertaken any assessment of the Tender responses.
Conclusion
8. Having regard to the Probity Requirements set out in the Procurement Plan, and principles of
probity in procurement generally, Preston Law confirms that:
(a) There was nothing observed about the Procurement Process that caused concerns
from a probity perspective; and
(b) We are not aware of any probity issue that would limit Council's ability to receive the
Council Report.
Statement of Impartiality
9. Preston Law, in particular Julian Bodenmann and Marina Dunstan, do not have any pecuniary
or other interest either directly or indirectly in any of the tenders received by Council or in the
outcome of the Procurement Process.
SIGNED
Lhe
For and on behalf of
PRESTON LAW (Probity Advisor)
Dated 29 September 2022
Noosa Shire Council — Probity Advisor's Report — Contract No T000074 2
30080002_221357_003.docx
Page 14 of 75Section 15
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
2 NOOSA RIVER HOLIDAY PARK MANAGEMENT SERVICES TENDER – T000082
Author Property Advisor - Commercial Property, Robyn Mercer
Corporate Services Department
Index ECM/ 8.18 Noosa River Holiday Park Administration
Attachments 1. Evaluation Workbook
EXECUTIVE SUMMARY
The Noosa River Holiday Park is located at 4 Russell Street Noosaville and is part of the Noosa
Holiday Parks business unit. The current contract for Noosa River Holiday Park management
services is scheduled to expire on 21 November 2022. In July 2022 an invitation to tender was
posted on VendorPanel for new contract services commencing on 22 November 2022. The
contract scope includes management, operation, maintenance and repair of the Holiday Park.
A total of two (2) businesses applied to deliver the contract in accordance with the conditions of
tender. The evaluation criteria allocated 35% weighting to the contract price, 40% to capability
and delivery and 10% to track record and experience. The remaining 15% weighting was
allocated to financial capacity, environment, quality, WHS and contribution to local economy.
The Evaluation Panel completed the evaluation process and determined 1EIGHT Pty Ltd to be
the most advantageous to Council.
The submission from 1EIGHT Pty Ltd scored highly across all non-price criteria, particularly for
capability and proposed delivery of the contract. The Evaluation Panel determined that overall,
their submission offers higher value to Council even though the tendered annual price is higher
than the alternate tender submission.
This report provides background information, a description of the contract scope of services,
tender evaluation summary and recommendation for award of the contract for Noosa River
Holiday Park Management Services.
RECOMMENDATION
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 11 October 2022, and
A. Award contract T000082 to 1EIGHT Pty Ltd for the Noosa River Holiday Park
Management Services for an initial five (5) year period commencing 22 November 2022;
and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for
a further 1 x 2 year period subject to satisfactory performance at Council’s sole discretion.
REPORT
1. Background
Council owns three holiday parks and campgrounds, located at Boreen Point, Noosa North
Shore and Noosa River. Noosa River Holiday Park is located at 4 Russell Street, Noosaville
and is a State of Queensland Reserve for Camping and Recreation under control of Council as
Trustee. The Noosa River Holiday Park has a premier river-front location with 102 powered sites
and 22 unpowered sites. All sites are tourist sites and there are no long-stay or permanent
residents.
The Noosa River Holiday Park is a Council business activity and is operated on a commercial
basis to ensure compliance with the competitive neutrality principles required under the Local
Government Act 2009.
Council’s current contract for management services has been in place since April 2017 and is
Page 15 of 75
Section 16
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
scheduled to expire on 21 November 2022. In July 2022, Council invited written tenders in
accordance with the Local Government Regulations, Council Procurement Policy and Council
Procurement Procedure for the provision of management services for an initial contract term of
five (5) years, plus one (1) further term of two (2) years at Council’s sole discretion and subject
to satisfactory performance.
Council opened the tender via the VendorPanel e-portal on 6 July 2022 and advertised the
tender within the Noosa Today publication on 15 July 2022. Tender responses were due by 11
August 2022. Three (3) responses were received within the VendorPanel e-portal, with one (1)
regarded as non-conforming. Two (2) conforming responses were received from the following
suppliers:
1EIGHT Pty Ltd
BelgraviaPRO (Belgravia Health and Leisure Group Pty Ltd)
The incumbent provider of management services did not submit a tender response.
2. Contract Scope of Services
The successful tenderer will be responsible for management, operation, maintenance and repair
services, including:
Booking and guest management
Cleaning and hygiene
Property services (grounds and building maintenance)
Facility management
Minor repairs
Coordination of reactive repairs on behalf of Council
Financial management
Laundry management
Revenue generation
The contract scope of services is designed to achieve:
High service levels
Operational efficiency
Value for money
Facility maintenance and repair
Maintained revenue levels
Premium guest experiences
The management services fee structure includes a fixed fee per annum and a variable fee
calculated as a percentage of the revenue generated at the Noosa River Holiday Park.
3. Invitation to Tender
A comprehensive package of information was provided within the invitation to tender, including:
Invitation to Tender Description
Package
Invitation to Tender General information for tenderers.
Tender Response Form Enabling tenderers to respond to evaluation criteria via response
schedules.
Management Services Identified conditions and specifications required as part of the contract
Contract and Specifications delivery.
Conditions of Tender Acceptable conduct and obligations of tenderers and Council.
Proposed budget schedule Enabling tenderers to demonstrate commercial acumen and detail their
operating budget to deliver the management services in accordance
with the contract and specifications.
Supporting Information Comprehensive information related to the site, revenue information,
booking information, built infrastructure, equipment and assets to assist
with preparation of pricing and the tender response.
Page 16 of 75
Section 17
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Prospective tenderers were invited to attend a mandatory industry briefing and site inspection
on Thursday 14 July 2022 at the Noosa River Holiday Park. Tenderers were provided with the
opportunity to inspect all aspects of the Holiday Park. A second non-mandatory site inspection
was available for tenderers on 28 July 2022 upon request.
4. Evaluation Criteria
Tenderers were required to respond to the evaluation criteria described in Table 1, including
detailed information regarding their experience, track record, capability, and proposed method
of contract delivery to achieve required contract conditions, objectives, service levels and
specifications.
Table 1 provides a summary of the evaluation criteria and weighting used to evaluate the tender
responses.
Table 1. Summary of Evaluation Criteria
Evaluation Weighting Description
Criteria (%)
Price 35.0% Tenderers to submit a revenue percentage as the proposed variable
annual management fee.
Capability and 40.0% Tenderers to demonstrate:
Delivery Their ability to deliver services detailed within the contract
specifications, with processes, systems and evidence-based
responses.
Their ability to achieve service levels and activity frequency
requirements.
How they will deliver the contractual requirements and specifications.
How they will deliver the facility management and maintenance
services, using practical examples.
Their understanding of the service levels and customer
requirements.
Their commitment to service delivery, innovation and adaptation.
Their ability to deliver effective revenue generation services.
Their approach to commercial, operational and management
innovation and excellence in collaboration with Local Government,
industry and tourism providers.
Experience, 10.0% Tenderers to:
Capacity and Demonstrate prior or current successful delivery of holiday park
Track Record management, operation, maintenance and repair services using
examples and evidence-based responses.
Demonstrate their experience in management of a holiday park with
similar inventory and infrastructure.
Provide details of their key personnel, roles /functions, experience
and capability.
Provide information for their key personnel, workforce, suppliers,
systems, equipment and sub-contractors to deliver the contract.
WHS & 5.0% Tenderers to provide:
Quality Details of their Health & Safety Management Systems and complete
Systems the questionnaire provided.
Evidence that the contract delivery will comply with Workplace Health
and Safety legislation.
Contribution 5.0% Tenderers to provide:
to Local Details and evidence that the contract delivery will provide economic
Economy benefit to Noosa via local business, local employment, local supply
chain or to the community.
Financial 2.5% Tenderers to demonstrate their capacity to deliver the contract in
Capacity accordance with Council’s Tenderer Financial Capacity Assessment
Policy Guideline.
Page 17 of 75
Section 18
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Evaluation Weighting Description
Criteria (%)
Environment 2.5% Tenderers to provide:
and Details of Zero Emission Initiatives.
Sustainability Information that the contract delivery will include services and
strategies to assist Council in meeting the Zero Emissions
Organisational Strategy 2016 – 2026 targets.
The evaluation was conducted by the Evaluation Panel consisting of the following members of
staff:
Property Advisor – Commercial Property (Contract Administrator)
Property Manager
Property Officer
Building and Facilities Manager
Each member of the Evaluation Panel read and declared that they understood and accepted
the probity requirements, which include a declaration of conflicts of interest and confidentiality.
Attachment 1 – Evaluation Workbook presents the evaluation outcome.
5. Evaluation Summary
Council’s tender Evaluation Panel overall scored the submission from 1EIGHT as the most
advantageous supplier for Council.
Capability and Delivery:
The evaluation framework allocated 40% of weighting to capability and delivery.
This criterion is critical to ensuring that Council maintains revenue levels, service levels
and quality of guest experience at the Holiday Park.
The submission from 1EIGHT provided a comprehensive demonstration of how the
contract requirements and scope of service will be delivered.
The submission included information describing the:
o Proposed program of contract delivery.
o Allocation of resources (hours and personnel).
o Systems (workflow and digital systems).
o Workforce planning and employee resourcing levels that specifically respond to the
Holiday Park booking call volumes, levels of guest enquiry and check in
requirements.
o Digital solutions for operation of the site and the facilities such as rostering systems
and online knowledge resources for employees.
o Proposed innovations for booking and guest management. For example, the
capability to answer high booking and enquiry call volumes with an off-site guest
centre staffed by 1EIGHT, as an innovative tool to capture bookings and maintain
revenue levels.
o Employee framework and approach to employee cross skilling, training and
performance management.
o Proposed contract value-adds for Council such as website enhancements.
The submission from 1EIGHT demonstrated a thorough understanding of Council’s
contract specifications and objectives.
The Evaluation Panel scoring reflects the demonstration of 1EIGHT’s capability to deliver
the contract to a high standard.
Page 18 of 75
Section 19
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Price:
Price is allocated a weighting of 35% within the evaluation framework.
The weighting allocated to price is similar to the weighting allocated to capability and
delivery. This reflects the importance of achieving required service levels and revenue
levels at the Holiday Park through contract delivery.
The submission from 1EIGHT returned a lower score for pricing as the annual contract
cost is $70,385 higher than the alternate tender submission.
Environment and Sustainability:
1EIGHT provided their Environment, Social and Governance Policy and Plan (ESG Policy
and Plan) within their submission.
Their submission demonstrated a high level of commitment to positive sustainable change
and outlined their organisational goals and objectives.
The ESG Policy and Plan applies to all 1EIGHT’s organisational management, leased
operations and management contracts.
The submission included several examples of ESG initiatives that are specific to the
holiday park industry. These relate to sustainable goods, sustainable equipment and
operations, energy reduction, employee training courses, local procurement and
implementation of practices to support improved environment and sustainability
outcomes.
The submission described how initiatives would be delivered to support Council’s zero
emission targets.
Financial Capacity:
AEC Group Ltd was commissioned by Council to undertake a financial capacity
assessment of the two (2) entities tendering for management services of the Noosa River
Holiday Park.
The purpose of the assessment was to evaluate the relative financial stability and strength
of each tenderer, and the degree of relative risk associated with each tenderer’s ability to
meet the requirements of the services contract.
To comply with Council’s Tenderer Financial Capacity Assessment Policy Guideline, the
Evaluation Panel obtained additional information from 1EIGHT to validate their capacity
to deliver the contract.
The additional information provided by 1EIGHT was deemed by the Acting Director
Corporate Services to sufficiently satisfy Council’s financial capacity requirements.
Experience, Capacity and Track Record
1EIGHT manages seven (7) other holiday parks in Queensland, across several other
Local Government areas.
Their submission clearly outlined that Council’s required contract services are currently
being provided within other Local Government areas.
Council was provided with a clear demonstration of 1EIGHT’s experience and approach
to management of holiday park facilities, including examples of systems, employee
frameworks and ability for the approach to scale across additional holiday park
management contracts.
The submission clearly outlined the capacity for 1EIGHT to deliver the contract, describing
the resourcing approach and application of other established organisational capacities
such as marketing and facility management.
Page 19 of 75
Section 20
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Contribution to Local Economy
The submission from 1EIGHT included their Local Procurement Policy and Plan, which
includes a commitment to source goods and services from within the region.
Methods such as a local procurement ring are used to manage selection of suppliers and
contractors and minimise out-of-region procurement.
The Local Procurement Plan references working with local suppliers and contractors,
including identifying sourcing gaps and providing local businesses with the opportunity to
expand their business capability.
1EIGHT has a Regional Growth Program, with an adopted approach to engage personnel
that live close to the place of employment.
WHS & Quality Systems
The submission from 1EIGHT included submission of comprehensive safety management
and Work Health and Safety policies.
The submission clearly demonstrated their organisational commitment to Work Health and
Safety.
Evaluation Summary
BelgraviaPRO scored similarly or higher than 1EIGHT for criteria such as experience,
track record, environment and sustainability, WHS and quality systems, and financial
capacity. This accounted for 20% of the evaluation weighting.
BelgraviaPRO scored lower than 1EIGHT for contribution to local economy, which
accounted for 5% of the evaluation weighting.
BelgraviaPRO scored lower than 1EIGHT for capability and delivery of the contract scope
and specifications, which accounted for 40% of the scoring.
Overall, the submission from BelgraviaPRO scored less than 1EIGHT for non-price
criteria, accounting for 65% of the evaluation weighting.
The Evaluation Panel determined that BelgraviaPRO’s submission didn’t adequately
demonstrate how the contract scope, services or specifications would be delivered.
BelgraviaPRO was provided with the opportunity to provide further information through a
post-tender request for clarification. The post-tender response submitted by
BelgraviaPRO did not adjust their scoring.
Inadequate delivery of the contract scope and specification is a direct risk to maintaining
revenue and service levels at the Holiday Park
Profits generated from the Noosa River Holiday Park are utilised to offset general rate
increases.
Despite the lower price tendered by BelgraviaPRO, their non-price criteria scoring was
insufficient to achieve a higher score overall.
Previous Council Consideration
Ordinary Meeting Minutes, 21 April 2022, Item 5, Page 8
That Council note the report by the Property Advisor – Commercial Property to the Services &
Organisation Committee Meeting dated 12 April 2022 and authorise the CEO to enter into an
extension to the current interim management agreement with Anvera Pty Ltd trading as Dineen
Tourism Management commencing 1 May 2022 to 16 October 2022.
Page 20 of 75
Section 21
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Ordinary Meeting Minutes, 19 November 2020, Item 2, Page 8
That Council note the report by the Property Advisor Commercial Property to the Services &
Organisation Committee Meeting dated 10 November 2020 and authorise the CEO to enter into
an interim management agreement for the Noosa River Holiday Park for 11 months
commencing 1 June 2021.
Ordinary Meeting Minutes, 20 April 2017, Item 5, Page 6
That Council note the report by the Property Officer to the Services & Organisation Committee
Meeting dated 11 April 2017 and:
A. Award contract 1516T078 to Anvera Pty Ltd trading as Dineen Tourism Management for
the Noosa River Holiday Park Management Services for an initial three (3) year period
commencing 1 June 2017; and
B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a
further one (1) year period subject to satisfactory performance.
Finance
Profits generated from the Noosa River Holiday Park are utilised to offset general rate increases
and assists Council with Financial Sustainability Policy compliance.
Risks & Opportunities
Risks
High quality and effective management services at the Noosa River Holiday Park are critical for
business continuity, and to ensure that financial performance meets budget targets.
Failure to secure a competent contract service provider could result in reputational and adverse
commercial impact.
Achieving high quality service levels through delivery of the contract scope of services and
specifications is critical to maintaining current revenue levels.
Tenderer financial capacity to deliver the contract has been satisfied through compliance with
Council’s Tenderer Financial Capacity Assessment Policy Guideline.
Opportunities
Award of a new management agreement allows Noosa River Holiday Park operations to
continue without a break in business continuity.
The contract will deliver a service level that is critical to maintaining current revenue levels
achieved at Noosa River Holiday Park.
The contract delivery includes a number of innovations and value-adds for Council that will
enhance service levels and guest experience at the Holiday Park, such as website
enhancements.
The scope of contract services, specifications and objectives will enable future opportunity for
Council and the contractor to work collaboratively on aspects of innovation, operational
improvements and revenue generation.
Award of a new management agreement aligns with Theme 5 of Council’s Corporate Plan –
Excellence as a Council – Maximise financial opportunities for Council land holding for the
purpose of maximising non-rate revenue.
Consultation
External Consultation - Community & Stakeholder
Nil
Page 21 of 75
Section 22
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Internal Consultation
Corporate Services (Property and Procurement), Infrastructure Services (Buildings and
Facilities).
Departments/Sections Consulted:
Chief Executive Officer Community Services x Corporate Services
Executive Support Director x Director (Acting)
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws x Procurement
Waste & Environmental Health x Property
Revenue Services
Executive Services Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment x 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 22 of 75
Section 23
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Page 23 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Final Evaluation
NOOSA SHIRE COUNCIL Weighted Attribute Evaluation Spreadsheet - Final Evaluation (V.14-Dec-2021)
a
a
[conforming and Alternate Tenders Only 1 2 3 4 5 6 7 8 3 10
san eins Humbe ab) EIGHT PTY LTD cRouP Pry LrD
. BELGRAVIA LEISURE
——— oem) 40 608 811730 18 118 940 063
joate of Submission (as per VendorPanel) 11-Aug-22 11-Aug-22
[eusiness Registered Address (City/State Only) Chermside, QLD Bayswater, VIC
[rendered price (excl 6s $ 4,287,325.00 | $ 3,794,630.00 | $ - $ - $ . $ - $ - $ 7 $ . $ .
| = BELGRAVIA LEISURE
PART A - Non price elements AEIGHT PTY LTD GROUP PTYLTD
|capabitty & Delivery 40.0% 36.10 28.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
[Financial Capacity 2.5% 164 2.10 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
lexperience, Capacity and Track Record 10.0% 8.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
[Workplace Health & Safety and
- 5.0% 3.80 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Quality Systems
[environment & Sustainability 2.5% 2.13 2.25 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
{contribution to Local Economy 5.0% 3.60 3.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
[rotal Technical Score 65% 55.26 48.85 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
| Normalised Technical Score (Tn) 65.00 57.45
| - BELGRAVIA LEISURE
PART B - Price element (Based on Average) AEIGHT PTY LTD GROUP PTY LTD
[rotal Fees (Pc) 35.0% $4,287,325.00 $3,794,630.00
[price score 94 106 ° ° o 0 ° ° o °
|Normalised Price Score (Pn) 89 100 o o o o o o o o
Weighted Price Score (Pw) 30.98 35.00
Total Score of price and non price elements 95.98 92.45
[means
Page 23 of 75Section 24
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
3 NOOSA SHIRE COUNCIL SOLE AND SPECIALISED SUPPLIER LISTS
Author Procurement and Contracts Advisor, Adam Hare
Corporate Services Department
Index ECM/ Subject/ Purchasing and Supply Matters
Attachments 1. Sole Supplier List
2. Specialised Supplier List
EXECUTIVE SUMMARY
The procurement of Council’s goods and services must be carried out in accordance with the
Local Government Act 2009 and the default contracting procedures outlined in the Local
Government Regulation 2012. The Local Government Regulation 2012 also allows for
exceptions to the default contracting procedures, including the approval of a supplier being
deemed as sole or specialised.
RECOMMENDATION
That Council note the report by the Procurement & Contracts Advisor to the Services &
Organisation Committee Meeting dated 11 October 2022 and
A. Adopt the amended Sole Supplier list provided at Attachment 1 to the report for the next
twelve (12) months; and
B. Adopt the amended Specialised Supplier list provided at Attachment 2 for the next twelve
(12) months.
REPORT
The Local Government Regulation 2012 (“the Regulation”) provides for different methodologies
to establish medium and large sized contracts.
Medium sized contracts, defined as being of contract value greater than $15,000 and less than
$200,000 (exclusive of GST), require three (3) written quotations to be invited.
Large sized contracts defined as being of contract value greater than $200,000 (exclusive of
GST); require written tenders by public invitation.
The Regulation (Section 235) allows exceptions to these requirements under certain
circumstances, including where the suppliers are sole or specialised providers of a good or
service:
A local government may enter into a medium-sized contractual arrangement or large-sized
contractual arrangement without first inviting written quotes or tenders if—
(a) the local government resolves it is satisfied that there is only 1 supplier who is
reasonably available; or
(b) the local government resolves that, because of the specialised or confidential nature of
the services that are sought, it would be impractical or disadvantageous for the local
government to invite quotes or tenders.
As such, Council reviews the sole and specialised lists annually to ensure their appropriateness
and currency and subsequently seeks Council resolution to adopt the revised/amended lists.
A resolution to adopt these updated lists will allow Council to engage with these sole and
specialised suppliers in a more timely manner than if inviting quotes or tenders.
Page 24 of 75
Section 25
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Proposed List Amendments
Remove
Specialised Suppliers Procurement Ref. Reason for removal
No.
Beach City Group X-SPE040 Registered supplier to Council’s newly
established Register of Pre-qualified Supplier
Arrangement – T00046 – Business and
Marketing Services.
Amend
Specialised Suppliers Procurement Ref. Reason for amendment
No.
Old Entity: X-SPE033 Business sold to new entity.
Pitney Bowes Software
Pty Ltd
New Entity:
Landfile Consultancy Pty
Ltd t/as Insight GIS
Old Entity: X-SPE037 Business sold to new entity.
Bang the Table Pty Ltd
New Entity:
Granicus Australia Pty Ltd
Add
Sole Suppliers Service Supplied Reason for inclusion
State Penalties Collection and Division of the Office of State Revenue (State
Enforcement Registry enforcement of unpaid Govt. body) - Sole provider of services that
(SPER) infringements & court collects infringement payments
ordered monetary
penalties
PelicanCorp (AU) PTY Support, hosting and PelicanCorp is the developer and only
LTD licencing for supplier of TicketAccess software, which is a
TicketAccess corporate software application hosted by
PelicanCorp for managing and automating dial
before you dig mapping to respond to
customer requests. The system automatically
provides maps, a covering letter and
disclaimers.
QLeave Building & Building & Construction Industry employees -
Construction Industry Portable long service leave levy
employees - Portable
long service leave
levy
Add
Specialised Suppliers Service Supplied Reason for inclusion
Queensland Local LGM Mutual Specialised provider of insurance as
Government Mutual Membership nominated by LGM. Local Government
Managed by JLT Risk Managed assets mutual membership
Solutions Pty Ltd (LGM covering: Property, Marina Operations Liabiliy,
Assets) Marine Hull Commerical, Motor Vehicle.
Page 25 of 75
Section 26
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Specialised Suppliers Service Supplied Reason for inclusion
JLT Risk Solutions Pty Ltd Provision of Council's Council procures its insurance coverage from
(Jardine Lloyd Thompson) insurance coverage Jardine Lloyd Thompson who provide risk
policies. based services and Mutual Scheme insurance
coverage for the Local Government sector.
JLT are a division of JLT Risk Solutions Pty
Ltd and is a business of Marsh McLennan.
Local Community Provision of Council procures specialist insurance
Insurance Service specialised coverage from provider Local Community
community based Insurance Service (LCIS) who provide
insurance coverage comprehensive range of insurance products
for Council. for not-for-profit clubs, community groups and
organisations.
Axon Public Safety Security Services & Specialised supplier of body-worn cameras
Australia Pty Ltd Equipment and Digital Evidence Management.
Specialised supplier to Federal agencies
including Australian Federal Police, and other
local and regional councils including Sunshine
Coast, Toowoomba, Townsville
PBF Australia PBF Australia Mutual PBF Corporate Membership provides benefits
Membership to Council and employees as a result of this
membership where a spinal injury has been
incurred.
Cooroy Future Group Inc Operation of the Resolved by Council OM 10 Dec 2019 enter
Butter Factory Arts into an agreement with Cooroy Future Group
Centre Inc to operate the Butter Factory for a further
three year period, commencing 1 January
2020.
All Vegetation Specialised Specialised local provider of remote-controlled
Management Vegetation mowing services within the Sunshine Coast
Management region which can access and mow difficult
areas on slopes and tight spots as well as
rough, overgrown vegetation.
Grace Information Records and archive Specialised in records and archive
Management management management specific to Council requirements.
Logiart Pty Ltd Art Transport and Transport of gallery installations and other
logistics artworks is a specialised service requiring
specific climate controlled storage and skilled
staff to handle artwork and assist with
installation as required. Suppliers used
depends on the location of the
artwork/installation and requirements of the
works to be transported. Logiart is a specialist
in this field.
IAS Fine Art Logistics Pty Art Transport and Transport of gallery installations and other
Ltd logistics artworks is a specialised service requiring
(International Art Services) specific climate controlled storage and skilled
staff to handle artwork and assist with
installation as required. Suppliers used
depends on the location of the
artwork/installation and requirements of the
works to be transported. IAS is a specialist in
this field.
Vault Magazine Advertising Vault Magazine specialises in Australian and
international visual arts as well as other forms
of creative expression. We believe advertising
in this quarterly arts and culture magazine lifts
the profile of Noosa Regional Gallery and
Noosa Council.
Page 26 of 75
Section 27
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Specialised Suppliers Service Supplied Reason for inclusion
Art Guide Australia Print Advertising Art Guide Australia is a print and online
Ideas Pty Ltd magazine that highlights Australian artists,
(Art Guide Australia) curators and galleries while supporting the arts
community. Advertising in Art Guide
magazine lifts the profile of Noosa Regional
Gallery and Noosa Council. The print
magazine can be found in art galleries,
museums, bookstores and newsagents across
Australia while the online content is current
and contemporary.
The Shelter SC Pty Ltd Advertising Locally owned magazine promoting art and
music on the Sunshine Coast. The Shelter SC
aims to create partnerships and various
collaborations while inspiring and sharing
artistic content. Magazine is locally printed on
sustainable paper and is currently available for
free.
The Trustee for The Media Advertising Locally owned and produced lifestyle
Trust (Salt Magazine) magazine delivered quarterly in print and
online.
Voxson Advertising LED trailers for advertising and visual
amplification. Voxson are the only company
that are able to customise trailers for Gallery-
specific projects and outdoor visual programs.
Art Guide Australia Print Advertising Provision of local media and advertising
Ideas Pty Ltd services to specific markets via print, digital
(IN Noosa) and social media distribution. Please add
Libraries & Galleries to already approved
Specialised Supplier listing along with
Community Engagement.
POD Museum and Art Art and Museum Museum and Gallery-specific display system
Services Pty Ltd Services fits with the current system in the Gallery and
is not compatible with any other wall system.
POD walls can be set up in multiple ways to
create extra rooms within gallery space.
Recollect Limited Provision of specialist Recollect is a specialised web platform on
collection which the Heritage Noosa site is built. It was
management, digital selected through a competitive procurement
asset storage and process and there has been a significant
community investment of time in customising the site for
engagement cloud- the Noosa community and in content
based subscription development. There is no similar product on
platform. the market and transfer of content to another
platform is not possible.
Air DNA Provider of data and Supplier is the leading global provider of data
analytics on short and analytics on short term rentals globally.
term rentals Their methodology is unique and provides the
most accurate, in-depth data insights and
analysis with specialist Intellectual Property for
their data collection.
Importantly, using the same company for the
collation of this information is important to the
consistency of data tracking & analysis over
the years.
Page 27 of 75
Section 28
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Previous Council Consideration
Ordinary Meeting Minutes, 21 October 2021, Item 5, Page 11
That Council note the report by the Procurement & Contracts Advisor to the Services &
Organisation Committee Meeting dated 12 October 2021 and
A. Adopt the Sole Supplier list provided at Attachment 1 to the report for the next twelve (12)
months; and
B. Adopt the Specialised Supplier list provided at 2 to the report for the next twelve (12)
months.
Finance
Nil.
Risks & Opportunities
There is risk associated with not having these lists available to Council for the engagement of
sole/specialised services in a timely manner. Additionally, the ongoing availability of these lists
by resolution (amended annually), reduces Council’s risk of breaching regulations relating to
the establishment of medium and large sized contracts.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 28 of 75
Section 29
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Page 29 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Attachment 1 - Sole Supplier List Adopted by Councd: xx October 2022
ST ets ee
X-SOL001 Northern SEQ Distributor Unitywater Various Various Une, provision of water and sewerage Services to the Noosa local aumonly Sole commercial supplier of water and age within tne region.
Retailer Authority
SmartyGrants Is a corporate software application for Council, and Our
Community Pty Ltd Is the only provider of this software.
X-SOL002 Our Community Pty Ltd Smarty Grants Community Services Community Development SmartyGrants Manager subscription for Grants software and support SmartyGrants ts the software used by Council to manage the Community
Grants programs. The original engagement was done as per the procurement
policy. Council now has an ongoing relationship with SmartyGrants to provide
the services.
WasteMan2G Is a comorate software application for Council, and Newcastle
Newcastis Weighing Services Pty Provision and support for landfill and transfer station point of sale Weighing Services Is the developer and only supplier of this software. This point
X-SOL003 Ltd NuWelgh Australta Community Services Waste & Environmental Health “"WasteMan2G" software. of sale sofware Is used extensively by Councils Waste and Resource
Management branch at transfer stations across the region
Links~ Is a corporate application for the provision of standardised centre The centre management software in Council's communty facilities is a
X-SOL004 Links Modular Solutions Pty Ltd Links Modular Solutions Community Services Noosa Aquatic Centre, Noosa management software and associated infrastructure (self-service portals software application for Council. Links Modular Solutions Is the only
Leisure Centre and The J etc) In Noosa’s recreation centres and stores a customer's supplier of the Links standardised centre management software ublised In
membership detalls. Councils centres.
X-SOLO005 Adamas Corporate Solutions Pty ADAMAS Community Services Noosa Community Support Provision of the TRACCS software, training and suppor - an integrated Used by Council's Noosa Community Suppor branch for cilent records
Ltd client management, rostering, time and attendance system. ADAMAS Is the owner and developer of TRACCS.
The National Library of Australia is the largest reference Wlrary in Australla,
responsible under the terms of the National Library Act for ‘maintaining and
Ing 2 national collection of library material, including a comprehensive
X-SOL006 National Library of Australia Community Services Libranes & Galienes Membership subscription services. collection of irary material relating to Australia and the Australian people
It Is also the sole provider and host of Libraries Australia and Trove, which are
web-Dased platforms that Noosa Library Service uses daily to conduct
intenibrary loan services.
Civica Is the developer and sole supplier of the Spydus integrated Library
X-SOL007 Civica Pty Ltd Civica Community Services Libranes & Gallenes Provision of the Spydus Integrated Lidrary Management System to Management System used to run Councifs libraries, Including library catalogue
Council's libraries
and online services.
CITEC Is used to search Queensiand registration plates which have unpaid
Infringements after 35 days. The search uses the main roads database and
returns the name and address of the registered owner of the vehicle. This
X-SOL008 CITEC Confirm Community Services Local Laws Queensiand Registration Search Provider Information Is then used to notify the owner of the outstanding Infringement
before It progresses to SPER for collection. We also use CITEC confirm for
vehicle encumbrance check which must be underaken before auctioning
abandoned vehicies.
X-SOL009 Transport Roads and Maritime Community Services Local Laws NSW Registration Search Provider Used to search NSW registration plates whicn nave unpakd infringements after
Services - NSW Government 35 days. Retums name and address of registered owner.
Used to search VIC registration plates which have unpaid infringements after 35
X-SOL010 Victorian Stats Government Vic Roads Community Services Local Laws Victoria Registration Search Provider Gays. Retums name and address of registered owner.
X-SOLO11 South Australlan Government EzyReg Community Services Local Laws South Australian Registration Search Provider Used to search SA registration plates which have unpaid Infringements after 35
days. Retums name and address of registered
X-SOL012 Northern Territory Government Northern Territory Government Community Services Local Laws Northem Terntory Registration Search Prowkler Used to search NT registration plates which Nave unpaid infringements after 35
Motor Vehicis Registry Gays. Retums name and address of registered owner.
X-SOL013 Australian Capital Territory ACT Government - Road Community Services Local Laws Australian Capital Temitory Registration Search Provider Used to search ACT registration plates which have unpaid infringements after
Transport Authority 35 days. Retums name and address of registered owner.
Energex do not allow any other companies do design work for assets effecting
X-SOL014 Energex Limited Energex Infrastructure Services Asset Management Design services for proposed works/aferations on Energex's Infrastructure the Energex network. For this reason they are the only supplier for design work
onthe Energex network
Telstra do not allow any other companies do design work for assets effecting
X-SOL015 Telstra Corporation Limited Telstra Infrastructure Services Asset Management Design services for proposed works/aferations on Telstra's Infrastructure the Telstra Network. For this reason they are the only supplier for design work
on the Telstra network
Copy of Sole_Specialised_Supplier_List_FY2022_23_V2 Sole Supplier Page 1 of 2
Page 29 of 75Section 30
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 30 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Patachment 1 - Sole Supplier List Adopted by Councd: xx October 2022
X-SOL016 The Noofer Unity Trust Noosa-North Shore Ferries Infrastructure Services ————— Civil Works & Ferles services for the public to Noosa North Shore. No other feries offer this service to the Noosa North Shore.
X-SOLO17 The Trustee for A Space Australasian Playgrounds Pty Ltd Infrastructure Services Civil Operations - Parks & Gardens Playground manutacturer/supplier to several Noosa Sire playgrounds. In order to cornply wih manufacturers specifications and adhere to warranty
Recreation Trust providing playground equipment, spinners, swings, fiiness equipment. requirements. Playground suppliers supply their own equipment and parts.
X-SOL018 Jenway Industries Pty Ltd Infrastructure Services Civil Operations - Parks & Gardens Playground manufacturersuppllier to the Noosaville Pirate Park playground in order to comply with manufacturers specifications and adhere to warranty
swing for all abilities equipment. requirements. Playground suppliers supply their own equipment and parts.
Outdoor Escapes Qid Pty Ltd Infrastructure Services Civil Operations - Parks & Gardens Playground manufacturer/suppller to several Noosa Shire playgrounds In order to cornply wih manufacturers specifications and adhere to warranty
X-SOL019 from Peregian Beach to Cooran. Bespoke playground manufacture and
installation of play equipment. Provider! installer of wet pour rubber requirements. Playground suppliers supply thelr own equipment and parts.
Playground manufacturer/suppller to several Noosa Shire parks, including
X-SOL020 Playmakers Pty Ltd The Play Works Infrastructure Services Civil Operations - Parks & Gardens Feris Park, Sunshine Beach playground: flying fox and basket swing; and In order to comply with manufacturers specifications and adhere to warranty
Edgar Bennet Park, Cooroy: swing, walk bridge rubber domes all play requirements. Playground suppliers supply their own equipment and parts.
elements and rubber wet pour equipment.
The Commonwealth Bank of Australia Is the enthy through which older Council
IT equipment Is leased. The Commonwealth Bank's IT leasing Is managed by
X-SOL021 Commonweatth Bank of Austraila Corporate Services IcT Lease payout of ICT Assets leased from the Commonwealth Bank (to Apri Equigroup Pty Ltd: however, all payments are Involced from and made to the
2022) CBA. Following an original engagement with the Commonwealth Bank of
Australia, Council ls now committed to the payment of the leases or lease
Payout for assets currently leased
Esn Austraila Is a corporate software application for Council, and Is the only
ArcPAD, ArcGIS, ArcView, Deko, etc. Software Supply / Support / Austraian
X-SOL022 Esrl-Australla Pty Ltd Eerl Austrailia Cormorate Services icT Maintenance Supplier of Esr! Software Products. Council has been using the Esrt geographic
Information system (GIS) products since 2004. The organisation has
standardised its systems to this platform for GIS to align with Council's needs.
CIT Plus Is the developer and only supplier of Guardian Software, which is a
X-SOL023 QIT Plus Pty Ltd Corporate Services IcT Provision of the Guardian disaster management software corporate software application for Council. From the initial purchase of this
/ support / maintenance software, Council was committed to ongoing updates and additions to this
software.
X-SOL024 Local Government Association of Cormorate Services icT Licensing and support of the local government JADU Intemet content The LGAQ Is the sole supplier of the local government JADU internet content
Queensiand management system management system as a service used for Councils main website
State Penalties Enforcement Collection and enforcement of unpaid Infringements & coun ordered Division of the Office of State Revenue (State Govt. body) - Sole provider of
X-SOLO25 Registry SPER Community Services Local Laws monetary penalties services that collects Infringement payments
PelcanCorp Is the developer and only supplier of TicketAccess sofware, which
X-SOLO26 PelicanCorp (AU) PTY LTD PelicanCorp Corporate Services IcT Support, nosting and licencing for TicketAccess Is a corporate software application hosted by PellcanCom for managing and
automating dial before you dig mapping to respond to customer requests. The
system automatically provides maps, 2 covering letter and disclaimers.
X-SOLO27 Infrastructure Services Civil Operations - Parks & Gardens Buliding & Construction industry employees - Portable long service leave Bulding & Construction industry employees - Portable long service leave levy
Copy of Sole_Specialised_Supplier_List_FY2022_23 V2 Sole Supplier Page 2 of 2
Page 30 of 75Section 31
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2
Page 31 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2
Attachment 2 - sp ecunaan Supplier List Adopted by Gounci: xx October 2022
Undertake the onsite administration and day-to-day running of the Noosa Pound within the Noosa Shire providing impounding services to the Counct,
X-SPE001 RSPCA QLD Community Services Pound. with ability to provide emergency veterinary care and
euthanasia services.
Speciallsed supplier with the abilty to store a number of large abandoned
X-SPE002 Clayton's Towing Service Pty Ltd Clayton's Towing Community Services Local Laws Removal and storage of abandoned vehicies of various sizes. vehicles at Clayton's tow yard. The supplier hosts abandoned vehicle auctions
several times 2 year, Including advertising and administrative services with no
charge to Council
Duncan Solutions Is the developer of the system and supplier of suppor and
X-SPE003 Duncans Solutions Duncans Solutions Community Services Local Laws/IT Licensing and support of the AutoCite Infringements system additional licences for the Issuing of Infringements via Local Laws phones
AutoCite infringement system Is compatible wih Council's Tt corporate
enterprise system.
Tewantin-Noosa Meals on Wheels Community Services Noosa Community Support Meals for centre-Dased cilents Meals are provided to centre-based clients on a dally Dasis. Meals on Wheels
X-SPE004 Inc. provide a unique service, are a community-based organisation and are located
directly opposite the centre
ESA Is the only supplier that can provide scoreboard controllers and fittings
X-SPEO0S ESA Electronic Scoreboards ESA Electronic Scoreboards Community Services Noosa Leisure Centre Universal electronic scoreboards and associated fittings including shot which are compatible wih the current score benches located at NLC. These
clocks and controliers for use within sports stadiums.
Association but are used extensively at NLC.
Coogee Group supply and deliver bulk liquid chlorine and are the only known
X-SPE006 Coogee Chemicals Pty Lita Coogee Group Community Services Noosa Aquatic Centre Bulk liquid chiorine for use at Noosa Aquatic Centre supplier In SEQ capable of delivering chiorine In the format and quantity
required by the NAC (Le. decanted directly from the delivery truck into the
NAC's large bunded storage tank).
The Pump House Installed the leachate contro! system and pumping
equipmentibore water pumps at Noosa Lanafill, and provide services to the
The Trustees for the Pumpnhouse The Pump House Routine servicing, maintenance and replacement of equipment for the control system If there Is a fallure or emergency repairs are required. Often
X-SPEO07 Unit Trust Community Services Waste & Environmental Healtn leachate control pumping system and water supply bores at the Noosa repairs or replacement Is time critical as the whole leachate management
Lanonil system or chemical dosing of the High efficiency sediment (HES) basin Is
Inoperative and risks environmental harm and prosecution. intimate knowledge
of the system Is critical.
Parkland Australia Pty Ltd monitor the SCADA alarm system 24/7 for the
leachate pumping systems to sewer and HES basin prior to discharge to the
Provide supervisory Control and Data Acquisition (SCADA) monitoring and
X-SPE008 Parkland Australla Pty Ltd Parkland Irrigation Community Services Waste & Environmental Health system hosting services for landfill facilities. Maintenance of IIRNET environment A malfunction Is immediately (and often) report to Council staf?
leachate CADA day or night. A leachate or stormwater event (€.g. pump breakdown) Is one of
the nighest environmental risks for Council, which If occurs can render the
council liable to serious penalties/imprsonment.
Newsagencles are allocated a geographic zone for delivery of newspapers and
X-SPE009 Conway, Robert Marshall News Extra Noosaville Community Services Libranes & Gallenes Newspapers delivered to Noosaville Library they are not alowed to deliver outside of thelr given area. So only News extra
can deliver to Noosaville Litrary
N are allocated a zone for delivery Of newspapers and
X-SPE010 New Endeavour Holdings Pty Lid Cooroy Newsagency Community Services Libranes & Gallenes Newspapers delivered to Cooroy Library they are not alow to delver outside of their given area. So only Cooroy
Newsagency can deliver to Cooroy Library
Pentagon Systems Is nominated by MetroCount (the trafic counter device
X-SPEO11 Pentagon Systems Infrastructure Services Asset Management Maintenance and reinstatement of Council's permanent and fixed traffic provider) as the preferred Installer of their systems. No no other contractors
counter shes. undertake these works In SEQ using the MetroCount hardware and Noosa
Council has committed to utilising MetroCount hardware.
MCM installed the Munna Point Bridge CP system In 2016. As such, MCM are
best placed to continue these works as ongoing costs would be solely for the
X-SPE012 Marine & Civil Maintenace (MCM) Infrastructure Services Asset Management Cathodic Protection (CP) System monforing and maintenance of the CP system. MCM have afi the required
background Information and all systems are already well estadiished in the
event of errors found and maintenance required
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Page 31 of 75Section 32
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 32 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Counc: xx October 2022
Noted as 2 service delivery partner under Queensiand State Government
X-SPE013 CDc South East Quesiand Pty CDC Queensiand Infrastructure Services Infrastructure Planning, Design & Public Transport Services Department of Main Roads’ (TRANSLInk} responsible to deliver public transport
Ltd Delivery services — South East Queensiand operators; providing transport services to
the Noosa Snire.
Noted as a service delivery partner under Queensiand State Government
X-SPE014 Metro Bus (Aust) Pty Ltd Sunbus Infrastructure Services Infrastructure Planning, Design & Public Transport Services Department of Main Roads’ (TRANSLInk) responsible to deliver public transport
Dellvery services — South East Queensiand operators; providing transport services to
the Noosa Shire.
Noted as a service delivery partner under Queensiand State Government
X-SPE015 Suncoast Cabs Ltd Suncoast Cabs ICAB Infrastructure Services Infrastructure Planning, Design & Public Transport Services Department of Main Roads’ (TRANSLInk) responsible to deliver public transport
Deilvery services — South East Queensiand operators; providing transport services to
the Noosa Shire.
X-SPE016 Tewantin- Noosa Lions Club Inc Tewantin-Noosa Lions Club Infrastructure Services Infrastructure Planning, Design & Provision of services to manage paid parking across the Snire Tewantin-Noosa Lions club manage the operation of car parking on beha of
Deilvery Noosa Council, during peak periods including specified school holidays.
X-SPE017 James G & Kimberley 4 Smith JS Signs Infrastructure Services infrastructure Planning, Design & Provision of bus amwork and installation JS Signs are able to print anc install amwork on buses. Other local graphic
Dellvery design companies are not able to print or Install such large scale artwork.
Bike On are being engaged for the Go Noosa Schools Program to provide In-
The Trustee for the Wyatt Family Infrastructure Planning, Design & Deilvery of cycle skills sessions for students and general pubilc school cycle sessions to students in grade 4; and provision of public cycie
X-SPE018 Trust Bike On Infrastructure Services Dellvery sessions to get adults into cycling who have not ndden before. This Is part of the
Go Noosa Program's Infilatives to create behavioural change towards active
travel. Local provider offering a school program.
Infrastructure Planning, Design & Provision of traffic engineering services including traffic assessments, Specialised knowledge of the Noosa Snire traffic infrastructure, Including the
X-SPE019 Holland Traffic Consulting Pty Ltd Infrastructure Services Deilvery planning and modelling. development a number of Studies and models which
are able to be drawn upon to provide fast and cost effective traffic advice.
Made-to-order Noosa style fumiture and wood fire BBQ. Furnfture was
Page Furnishers Pty Ltd Infrastructure Services Provision of outdoor furniture when/if required to bulld In accordance with designed by Noosa Shire Council in conjunction with Page Fumishers Pty Lia. A
X-SPE020 Civil Operations - Parks & Gardens Noosa's 'Look-and-feer’ local supplier in Cooroy.
Coast & Hinterland Mobile Coast & Hinterland Mobilis Infrastructure Services Locks for Noosa Council Bulidings Specialised supplier of Councils master key systems for Noosa Council's
X-SPE021 Locksmiths ATF the Roney Locksmiths Buliding & Factities bulidings.
Family Trust
X-SPE022 Christies BBQ's Infrastructure Services Bullding & Factities Provision of barbeques when/if required to Dulld In accordance with Cnnistie’s BBQ's manufacture of the spectic Darbeque Installed and used
Noosa's 'Look-and-feel’ Mrougnout the Shire, in accodance with Council's Design Principles.
Barry Bridger Sheet Metal Infrastructure Services Provision of goods whenf required to Dulkd In accordance with Noosa’s Locally owned and operated business manufactures the specific designs for
X-SPE023 Industries Buliding & Facilities “Look-and-feer Council showers, shower surrounds and bottle fill stations, etc; , In accodance
with Council's Design Principies.
Market Facts Pty Ltd designed and conducted the community satistaction
survey undertaken for Noosa Council In 2017. Councl has decided to undertake
X-SPE024 Market Facts (Qid) Pty Ltd Market Facts Executive Services Director's office Market research services. this survey every two years to align to the LGAQ state wide community
satisfaction survey also undertaken by Market Facts Pty Lid. There Is
considerable benef— to councl using the same survey and market research
company Inciuding the ability to benchmark against other Qid Councils.
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Page 32 of 75Section 33
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 33 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Counc: xx October 2022
Newspapers - Local
(Hard copy publications) Coolum & North Shore Advertiser Coolum
& North Shore News Cooroora Connect
Cooroy Rag Eastern Beachers Hinterland Times In Noosa
Noosa Today
Peregian Springs News Sunny Coast Times
Sunshine Coast Seniors Newspaper The Green Local newspapers Provision of local media and advertising services to specific markets.
The Courter Mall The Sunday Mall
Your Local Lifestyle (newspaper) (Electronic/Oniine only) Gympie
Times
Noosa News Sunshine Coast Dally
X-SPE025 Sunshine Coast News (online! digital only) Executive Services Community Engagement
Television - Local: Seven
Ten wate
Radio:
4GY Classic Hits ABC Coast FM Hot 91
Mix FM Local television and radio advertising Provision of local media and advertising services to specific markets.
Noosa District Community FM Rhema FM
SeaFM
Sunshine FM Zinc 36
Nearest training complex to Noosa Council for staff to attend an on- site driver
training course, reducing the risk of venicie accklents If trucks were required to
X-SPE026 Roadcraft - Queensiand Driver Roadcraft Driver Education Executive Services People & Cutture Provision of both theory and practical defensive training services to staf? attend training course in 2 Dullt up CBD area. Minimising the travel distance to
Training Complex inc. (truck and motor cars) the training complex also reduces the risk of driver fatigue (€.9. completion of
NHVL work
diaries).
The Hastings Street Association Inc. provides management and oversight for a
number of activities that occur on the street.
Hasting Street Security Patrols Councl’s adopted revenue statement documents the following:
X-SPE027 Hastings Street Association Inc. Corporate Services Director's office Precinct management including tree lighting and local events 1. Hastings Street Communtty Safety Program levy including the funding of the
securty program managed by the HSA.
2. Hastings Street Precinct Levy including the funding of additional levels of
service Including lighting and events managed by the HSA.
Sherlock provide technical expertise (In conjunction with BnSGuard Pty Ltd) in
extracting property data from short term accommodation for use in Kientitying
X-SPE028 Sherlock Corporate Services Director's office Provision of a propery tenancy monitoring service for short term properties for levy purposes In addition to assisting with strategic planning
accommodation websites regarding short stay accommodation. Proprietary software Is used to capture
and
provide this Information.
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Page 33 of 75Section 34
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 34 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Counc: xx October 2022
ate tu mt
Lt)
BnSGuard provide technical expertise (in conjuction with Sheriock) In extracting
Property data from short term accommodation for use In
X-SPE029 BnBGuard Pty Ltd. Comorate Services Director's office Provision of a property tenancy monitoring service for short term for levy purposes In addition to assisting with strategic planning regarding short
accommodation websites stay accommodation.
software Is used to capture and provide this
Information
ised program which records . financials and reports on
X-SPE030 RMS. (Aust) Pty Ltd Comorate Services Property Booking program for holiday parks and Cooroy RV Stopover future and historical data. This Is a speciallzed program which nas been
designed to accommodate holiday park
Post Bilipay is a propriety service offered by the Australian Postal Corporation
X-SPE031 Australia Postal Corporation Post Office Austrailia Corporate Services Revenue Services Provision of Post Bilpay services. and used in the payment of Counct rates,
Infringements, animals, debtors and licences.
C Alexander and Associates Consulting provide locally specific and government
C Alexander and Associates C Alexander and Associates Financial Services centric financial management ad services, wih direct hands-on
X-SPE032 Consulting Pty Ltd Consulting Comorate Services Provision of specialist local government financial management advice. experience to deliver operational advice on financial accounting, statutory
budgeting and asset accounting advice for organisations with a
unique Dusiness structure such as Noosa SnireCouncil.
Landfile Consultancy Pty Ltd tas Mapinfo® GIS products and support Sole suppiler of Mapinfo® GIS mapping software licensing and associated
X-SPE033 Insight GIS (Was Prmey Bowes = Insight GIS Corporate Services IcT support agreements.
Software Pry Lid)
12D Solutions Pty Lid Is a corporate sofware application for Council,
X-SPE034 12D Solutions Pty Ltd Corporate Services IcT Provision of 120@ mode! software supply! support’ maintenance In clvil engineering and surveying applications. As the software
developer, 12D Solutions Pty Ltd Is also the only supplier for this software.
NearMap Is a photo map and location based media company. They create NearMap provide 2 unique service of high-resolution, hosted aerial Imagery and
X-SPEO35 NearMap Austrailia Pty Ltd Nearmap.com Corporate Services ict high quality and current photo maps over cities that are updated every rovkied as 2 service via the Internet; providing Images of Noosa Shire Dack to
month. 2004. This Is a high value product that Is used by many areas of Council and
the public.
The provision of this AP! software allows for SMS messagaging and emails from
Provision of Application Programming Interface (API) software allowing for
X-SPE036 Twilbo Inc. Corporate Services IcT the disaster management system and TechnologyOne corporate suite to Councils disaster management system, and SMS messages to customers from
integrate with other messaging systems. Councils online customer requests system. TechnologyOne only supports Twillo
for sending SMS.
Bang the Table Pty Limited Is the sole suppller of the engagement HQ platform
X-SPE037 Granicus Austrailia Pty Ltd (was Comorate Services IcT Software licensing and maintenance services for YourSay community and support services of YourSay Noosa. This platform is a service solution
Bang the Table Pry Limmed) engagement Software as a Service (SaaS) used by Council for online community engagement including capital works, local
law changes and town planning.
Id.data supply 85% of Queensiand Councils with thelr data products. Consistent
use of baseline data Is Imperative for comparnson (year on year and some trend
analysis), as the models used by individual consultants and data companies,
Dellvers online economic profiles (economy.id) to councils across while using the same baseline data, do differ slightly. The ld model is based on
Environment & Sustainable Australla, Dringing together economic data from multiple sources for use by locally derved economic multipliers and uses standard Input output mode! from
X-SPE038 LD. Consulting Pty Ltd Development Economic Development council staff, local businesses, Investors, community groups, students and the National Account, however adapted for local conditions. The local economic
the general public. multiplier is estimated based on labour productivity at the region level, output
compared to Input at the local level, Inter-relationships between LGAs and
based on the nousenold expenditure profile of the LGA (not State estimates —
as per other data suppliers).
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Counca: xx October 2022
Supplier Legal Entity Name a
This Is the pre-eminent local not for profit membeship organisation that supports
X-SPE039 Food & Agribusiness Network Environment & Sustainable Economic Development Regional (sunshine Coast and Noosa) Industry development network and and promotes the local food sector. There Is no other regional organisation In
Development agency supporting the local food & beverage sector thls sector. Council enters Into agreements with FAN to support the local food
Industry.
ee te ee he a oe ee a
at
(Removed)
X-SPE041 The Trustee for Ardent Unit Trust Archaso Cultural Heritage Environment & Sustainable Strategic Land Use Pianning Culture nertiage and archaeological services Specialist supplier for cuftural heritage and archaeological advice and services
Services Development nominated by the Kabi Kadi Claimants.
Commonwealth Scientific and Alignment to Counct’s Local Economic Pian (LEP) to strengthen and diversity
X-SPE042 Industrial Research Organisation Data¢1 Environment & Sustainable Environmental Services Provision of services In the development of the Noosa Sustainable the economy, to explore and develop collaborative models and partnerships, to
Development institute. connect and snare knowledge and data anc to utilise and leverage the strong
(CSIRO) Noosa Brand and commitment to sustainability.
Healthy Land and Water Lid Is a not-for-profit, non- goverment Heatthy Land and Water Ltd provide a specialised collaborative approach to
X-SPEO43 Healthy Land and Water Ltd Environment & Sustainable Environmental Services organisation that works collaboratively with stakeholders across southeast South East Queensiand waterway management (Including water monitoring, the
Development Queensiand to Improve SEQ annual repor card and
waterway health. workshops).
X-SPEO44 Noosa Integrated Catchment Noosa Integrated Catchment Environment & Sustainable Environmental Services Community-based water quality monforing and general environmental NICA are a specialised communtty group focused on the water quality of the
Association Inc. Association (NICA) Development services In the lower Noosa River. lower Noosa River and undertaking regular samplings and ruboisn removal.
MRCCC are a specialised communtty group undertaking water quailty
Mary River Catchment monforing In the Mary River subcatchments within the Noosa Shire. The
X-SPEO45 Mary River Catchment Coordinating Committee Environment & Sustainable Environmental Services Community-based water quality monfioring and the development of a Information sourced ts reported as one of the targets of the Noosa Environment
Coordination Association Inc. (MRCCC} Development report card for the Mary River subcatcnments within the Noosa Shire. Strategy. By using MRCCC's existing networks (many of which are private
properties) It provides Council access to a wider range of water testing sites to
Pprowkle more detalied data.
Widcare Austraia nas played a successful coordination role among smalier
X-SPEO46 Wildcare Australia Wlidcare Australia Environment & Sustainable Environmental Services Support for wildiife rescue operations, such as after bushfires. wildlife care groups during disasters In 2019. Widiife care equipment and
Development training can be provided (and facilitated by Wildcare Australia) to support other
small wilditfe care groups in the community.
Environment & Sustainable AEF has extensive experience assisting Local Govermments achieve community
Community education and advice for Noosa residents on energy efficiency,
X-SPE047 Australian Energy Foundation Development Environmental Services renewable energy to achieve net zero emissions by 2026 emission reduction targets. They are the only not-for-profit organisation set up
to provide advice to communities on behalf of Council across Australla.
Copy of Sole_Specialised_Supplier_List_FY2022_23_V2 Specialised Supplier Page 5 of 8
Page 35 of 75Section 36
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 36 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - an Supplier List Adopted by Counc: xx October 2022
X-SPE048 University of Queensiand Devetapment Sustainable Development Assessment — Consultant, Legal services - Planning & Environment Court
eT &
X-SPEO49 Benjamin Rix Sustainable Development Development Assessment Sarister, Legal services - Planning & Environment Court matters
Environment & Sustainable
X-SPEOSO Christopher Hughes Development Samtster, Legal services - Planning & Environment Court matters
X-SPE0S1 Holly Stepnanos Environment & Development Assessment Sarister, Legal services - Planning & Environment Court matters
Sustainable Development
X-SPE0S2 James Lyons Environment & Sustainable Sarntster, Legal services - Planning & Environment Court matters
Development
X-SPE0S3 Mitchel Batty Environment & Sarntster, Legal Services Speciailsed knowledge, experience In Planning Appeals, with understanding of
Sustainable Development Noosa Plan. These specialised services are time sensitive due to court
X-SPEOS4 Holland Traffic Consulting Pty Ltd Environment & Sustainable Development Assessment Legal Services - Traffic timeframes.
Development
X-SPEOSS McCullough Robinson Environment & Sustainable Legal Services - Solicitors
Development
X-SPE0S6 Thynne McCariney Environment & Sustainable Development Assessment Legal Services - Solicitors
Development
Environment & Sustainable
X-SPEOS7 Resonate Acoustics Development Development Assessment Legal Services - Acoustics
X-SPEOSS Duane Location I@ Pty Ltd Environment & Sustainable Legal Services - Economic Engineers
Development
X-SPEO0S9 Gondwana Ecology Group Environment & Sustainable Development Assessment Legal Services - Ecology Consultants
Development
X-SPE060 Nathan Powell, Larchus Environment & Sustainable Legal Services - Architectural Consultant
Development
X-SPE061 Max Winders & Associates Environment & Sustainable Legal Services - Environmental Consultants
Development
Environment &
X-SPE062 Noel Robinson, NRACOLAB Sustainable Development Development Assessment Legal Services - Architectural Consultants
X-SPE063 Perkins Planning Environment & Sustainable Legal Services - Planning Consultants
Development
Environment &
X-SPE064 28 South Environmental Pty Ltd Sustainable Development Legal Services - Environmental Consultants
Environment & Sustainable
X-SPE065 Rob Friend and Associates Development Development Assessment Legal Services - Environmental Consultants
Speciallsed knowledge, experience In Planning Appeals, natural flooding
X-SPE066 Schomburgk Planning Environment & Sustainable Development Assessment Legal Services - Planning Consultants emergencies with understanding of Noosa Plan. These specialised services are
Development time sensfive due to court timeframes and natural emergency situations.
X-SPE067 Premise Austraila Environment & Sustainable Development Assessment Legal Services - Engineering Consultants
Development
Jonn Venn, John Venn Environment & Sustainable Planning Consultant, legal services — Planning & Environment Cour
X-SPE068 Consulting Development Development Assessment matters
X-SPE069 Shane Adamson, Adamson Town Environment & Sustainable Development Assessment Planning Consultant, legal services — Planning & Environment Cour
Planning Pty Lita Development matters
X-SPE070 Les Hawkes, The Consultancy Environment & Development Assessment Economk Consufant, legal services - Planning & Environment Court
Bureau Sustainable Development maters
Stormwater & Flood Engineer, legal services (Planning & Environment
X-SPE071 Nell Collins, BMT WBM Environment & Sustainable Development Assessment Court matters); and disaster management assistance services - flood
Development modeling, environmental
impacts, etc
Copy of Sole_Specialised_Supplier_List_FY2022_23_V2 Specialised Supplier Page 6 of 8
Page 36 of 75Section 37
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 37 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Councd: xx October 2022
ee uae
No
SEEK Is a high volume solution within Council's multi-recrultment channel
X-SPE072 SEEK Limited SEEK Executive Services People & Cuture Provision of an online Job Board recruitment platform for advertising approach and Is aimed at potential candidates who are actively looking for a
(Council adoption: 21 April 2022) Council's employment opportunities. specific role. SEEK Is the number-one job Doard In Austraila and has been a
solld source of candidates for many organisations Including Council.
Linkedin Is a global social media platform subscribed to by professionals all over
the world. Linkedin recruitment Is aimed at potential candidates who are elther
actively looking for a specific role but more particular, passive candidates wno
X-SPE073 Linkedin Linkedin (Australia) Executive Services People & Cutture Provision of a business solutions online platform for both marketing and are not seeking a specific role Dut are open to exploring mew positions as they
(Council adoption: 21 April 2022) recruitment services. appear. Linkedin offers the ability to run key stories posted by Council that
Gemonstrate Councl's postive communky, environmental (e%c.) work and roles
providing valuable advertising and compelling reasons for professionals to
submit their CV via a simple ‘one-touch’ approach.
Queensiand Local Government Specialised provider of Insurance as nominated by LGM. Local Government
X-SPEO075 Mutual Managed by JLT Risk LGM Assets Executive Services Govemance LGM Mutual Membership Managed assets mutual membership covering: Property, Marina Operations
Solutions Pty Ltd Liabillyt, marine Hull Commerical, Motor Vehicle
Council procures its Insurance coverage from Jardine Lioyd Thornpson who
JLT Risk Solutions Pty Ltd (ABN provide risk based services and Mutual Scheme Insurance coverage for the
X-SPE081 Jardine Lloyd Thompson (JLT) Executive Services Govemance Provision of Council's Insurance coverage policies. Local Government sector.
63 003 0398 864) JLT are a division of JLT Risk Solutions Pty Ltd and Is a business of Marsh
McLennan.
Local Community Insurance Local Community Insurance Provision of specialised communtty Dased Insurance coverage for Council. Council procures specialist insurance coverage from prowkier Local Community
X-SPE082 Service Servis Executive Services Govemance Insurance Service (LCIS) who provide comprehensive range of Insurance
products for not-for-profit clubs, community groups and organisations.
Specialised suppiler of cameras and Dighal Evidence Management
Axon Public Safety Australia Pty Axon Public Safety Australla Pty Specialised supplier to Federal agencies including Australian Federal Police,
X-SPE076 Community Services Local Laws Secuntty Services & Equipment and other local and regional councils including Sunshine Coast, Toowoomba,
Townsville
X-SPE077 PBF Australia PBF Austraila Executive Services Govemance PBF Australia Mutual Membership PBF Corporate Membership provides Dene‘its to Council and employees as a
resutt of this membership where a spinal Injury has been Incurred.
Resolved by Council OM 10 Dec 2019 enter into an agreement with Cooroy
X-SPE078 Cooroy Future Group Inc Cooroy Future Group inc Community Services Ubranes & Galienes Operation of the Butter Factory Arts Centre Future Group inc to operate the Sutter Factory for a further three year period,
commencing 1 January 2020.
Specialised local provkler of remote-controlied mowing services within the
X-SPE079 All Vegetation Management All Vegetation Management Infrastructure Services Parks & Gardents Sepciaiised Vegetation Management Sunshine Coast region which can access and mow difficult areas on slopes and
tight spots as well a5 rough, overgrown vegetation within Noosa Shire.
X-SPE080 Grace Information Management Grace Information Management Corporate Services Records and archive management Specialised In records and archive management specific to Council
requirements.
Transport of gallery Installations and other artworks Is a specialised service
requiring specific climate controlled storage and skilied sta‘ to handle artwork
X-SPE084 Logiart Pty Lta Logiart Pty Lta Community Services Ubranes & Gallenes Art Transport and logistics and assist with installation as required. Suppllers used depends on the location
of the artwork/installation and requirements of the works to be transported.
Loglart is a specialist in this fleid.
Transport of gallery Installations and other artworks Is a service
requiring specific climate controlled storage and skilled sta‘T to handle artwork
X-SPE085 IAS Fine Art Logistics Pty Lta International Art Services Community Services Lbranes & Gallenes Art Transport and logistics and assist with installation as required. Suppliers used depends on the location
of the artwork/installation and requirements of the works to be transported. IAS
Is a Specialist In this feild.
Copy of Sole_Specialised_Supplier_List_FY2022_23_V2 Specialised Supplier Page 7 of 8
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 38 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2 - Specialised Supplier List Adopted by Gouncd: xx October 2022
a
ee eal
No
Vault Magazine specialises In Australian and Intemational visual arts 25 well as
X-SPE087 Vault Magazine Vault Magazine Community Services Libranes & Gallenes Advertising other forms of creative expression. We belleve advertising In this quarterly arts
and culture magazine lifts the profile of Noosa Regional Gallery and Noosa
Council.
Art Guide Australla Is a print and online magazine that highlights Australian
artists, curators and galleries while supporting the arts community. Advertising
X-SPE088 Art Guide Australia Print ideas Art Guide Australia Community Services Libranes & Galienes In Art Guide magazine lifts the profile of Noosa Regional Gallery and Noosa
Pty Ltd Council The print magazine can De found In art galleries, museums,
bookstores and newsagents across Australia while the online content Is current
and contemporary.
Locally owned magazine promoting art and music on the Sunshine Coast. The
X-SPE089 The Shelter SC Pty Ltd The Shelter SC Pty Ltd Community Services Libranes & Galienes Sheiter SC airs to create partnerships and various collaborations while
Inspiring and sharing artistic content. Magazine Is locally printed on sustalnable
Paper and Is currently available for tree.
X-SPE090 The Trustee for The Media Trust Salt Magazine Community Services Libranes & Galienes Advertising Locally owned and produced lfestyle magazine delvered quarterly in print ang
LED traliers for advertising and visual . Voxson are the only
X-SPE091 Voxson Voxson Community Services Libraries & Galienes company that are able to customise trailers for Gallery-specific projects and
outdoor visual programs.
Art Guide Australia Print ideas Provision of local media and advertising services to specific markets via print,
X-SPE092 Pty Lta IN Noosa Community Services Libranes & Galienes Advertising dighal and social media distribution. Please add Libraries & Galleries to already
approved Specialised Suppiler listing along with Community Engagement.
X-SPE093 POD Museum and Art Services POD Museum and 4rt Services Community Services Libranes & Gallenes Art and Museum Services Museum an Gal d fits with the current system In the
Pty Ltd Gallery and Is not compatible with any other wall system. POD wails can be set
up In multiple ways to create extra rooms within gallery space.
Recollect is a specialised web platform on which the Heritage Noosa site Is Dull.
It was selected through a competitive procurement process and there has been
X-SPE094 Recollect Limited Recollect Limited Community Services Libranes & Galienes Provision of specialist collection management, digital asset storage and a significant investment of time in customising the site for the Noosa community
community engagement cloud-based subscription platform. and In content development. There Is no similar product on the market and
transfer of content to another platform Is not possible.
The leading global provider of data and analytics on short term rentals globally.
Their methodology Is unique and provides the most accurate, in-depth data
X-SPE095 Alr DNA Alr DNA Environment & Sustainable Develop Economic Development Provider of data and analytics on short term rentals Insights and analysis with specialist Intellectual Property for their data collection.
Importantly, using the same company for the collation of this Information Is
Important to the consistency of data tracking & analysis over the years.
Copy of Sole_Specialised_Supplier_List_FY2022_23_V2 Specialised Supplier Page 8 of 8
Page 38 of 75Section 39
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
4 ADVERTISING SPENDING POLICY
Author Director, Executive Services, Debra Iezzi
Executive Services Department
Index ECM/ Council Meetings
Attachments 1. Advertising Spending Policy (tracked changes version)
2. Advertising Spending Policy (final version)
EXECUTIVE SUMMARY
This report proposes amendments to the Advertising Spending Policy previously approved by
Council on 25 September 2014. The proposed amendments provide greater detail on spending
for advertising reinforcing that all expenditure must be in the public interest and that Council will
not spend money on advertising for political or self-promotional purposes.
RECOMMENDATION
That Council note the report by the Director Executive Services to the Services & Organisation
Committee Meeting dated 11 October 2022 and approve the amended Advertising Spending
Policy provided at Attachment 2 to the Report.
REPORT
The Advertising Spending Policy was approved by Council on 25 September 2014. It is
appropriate for Council to regularly review its policies to ensure compliance with legislation and
that policies reflect community expectations and are relevant to Council’s operations.
The purpose of the Advertising Spending Policy is to provide guidelines for the control of
expenditure on advertisements placed by Council in various media to ensure the advertising is
in the public interest, that there is transparency in how public funds are spent and to provide the
community with confidence that public funds are used to meet the genuine information needs
of the community.
Section 197 of the Local Government Regulation 2012 (the Regulation) requires Council to
prepare and adopt a policy about Council’s spending on advertising. The Regulation defines
advertising as ‘promoting, for the payment of a fee, an idea, goods or services to the public.’’
“197Advertising spending
(1) A local government must prepare and adopt a policy about the local government’s spending on
advertising (an advertising spending policy).
(2) A local government may spend money on advertising only—
(a) if—
(i) the advertising is to provide information or education to the public; and
(ii) the information or education is provided in the public interest; and
(b) in a way that is consistent with the local government’s advertising spending policy.
(3)Advertising is promoting, for the payment of a fee, an idea, goods or services to the public.”
It is proposed that the Advertising Spending Policy be amended to:
Provide further detail on the types of advertising that Council considers appropriate and
acknowledging various communication channels and advertising methods i.e., social
media;
Prohibit spending on advertising for political or self-promotional purposes;
Include restrictions on expenditure on advertising prior to an election;
Assess compatibility with Human Rights.
Advertising should be used where the purpose of the Council or the public interest is advanced.
It should not be used to promote the particular achievements or plans of particular councillors
Page 39 of 75
Section 40
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
or groups of councillors. In particular, advertising should not be used to influence the voters in
an election. It should also not be used for any purpose intended to provide material personal
gain for a councillor or Council staff member.
While the Regulation is not explicit in prohibiting spending on advertising for political purposes
some councils do include similar restrictions in their policies for clarity. The Local Government
Finance Standard 2005 (which was repealed in 2010) previously included a requirement that
imposed restrictions on local government to limit the level of expenditure on advertising in the 3
month period immediately before an election.
The amended policy in Attachment 1 highlights the proposed changes in “track changes” mode,
while Attachment 2 shows the final version with track changes accepted.
The proposed amendments to the policy have been reviewed and endorsed by the external
members of Council’s Audit and Risk Committee.
Previous Council Consideration
Ordinary Meeting Minutes 25 September 2014, Item 6, Page 18
That Council note the report by the Director Corporate Services to the Planning & Organisation
Committee Meeting dated 16 September 2014 and:
A. Rescind the existing Advertising Expenditure policy that transferred to Council from the
Sunshine Coast Regional Council under the Local Government (Deamalgamation
Implementation) Regulation 2013; and
B. Adopt the new Advertising Expenditure Policy provided in Attachment 1 to the report.
Finance
Failure to adopt an Advertising Spending Policy by Council would result in non-compliance with
the Regulation, which requires money to be spent on advertising in a way that is consistent with
Council’s Advertising Spending Policy.
Risks & Opportunities
It is appropriate for Council to regularly review its policies to ensure compliance with legislation
and that policies reflect community expectations and are relevant to Council’s operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
The external members of Council’s Audit and Risk Committee were consulted in the review of
this Policy.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support X 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
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
Page 40 of 75
Section 41
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Page 41 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 1
Attachment 4
| WI MEN een DRAFT_ Council Policy
@ | COUNCIL ADVERTISING
SPENDING
POLICYEXPENDIHURE
Corporate Plan Reference: A sustainable Council
| Policy Author: Director Executive ServicesComorate Semices
POLICY BACKGROUND
PURPOSE
media platforms to promote, inform and educate the public about its services. facilities. activities. and
programs to ensure that Council's advertising is undertaken in accordance with legislative requirements.
Section 197 of the Loca! Government Regulation 2012 (the Rregulation) requires Council to prepare and
adopt a policy about Council's spending on advertising. The Rregulation_—defines advertising as
‘promoting, for the payment of a fee. an idea, goods or services to the public. apidea-geede-orcensces
' bed ichafoos a
The Reegulation states that Council may spend money on advertising only if ‘the advertising is to -provide
information or education to the public; and the information or education is provided in the public interest,
and
5 1 1 1 20 2 507 2022 39 51 88 in
5 1 1 1 20 3 549 2022 26 51 79 4
5 1 1 1 20 4 579 2022 69 51 94 way
5 1 1 1 20 5 651 2022 73 51 96 that
5 1 1 1 20 6 723 2022 48 51 95 is
5 1 1 1 20 7 774 2022 167 51 96 consistent
5 1 1 1 20 8 944 2022 73 51 96 with
5 1 1 1 20 9 1021 2022 56 51 96 the
5 1 1 1 20 10 1080 2022 99 51 82 local
5 1 1 1 20 11 1178 2022 222 51 75 government's
5 1 1 1 20 12 1403 2022 192 51 93 advertising
5 1 1 1 20 13 1595 2022 124 51 64 policy=
PRINCIPLES
a)_ Transparent and effective processes
b)_ Delivery of effective services
d)_ Good govemance
e) Ethical and legal behaviour of councillors and employees.
COUNCIL POLICY
Council may incur expenditure for advertising only if the advertising is for providing information or
education to the public, and the information or education is provided in the public interest.
The types of advertising that council considers appropriate include-Expendive on advertising may be
Page 1 of 3
Page 41 of 75Section 42
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 42 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
COUNCILORGANISATIONAL POLICY - ADVERTISING SPENDINGEXPENDITURE
HUMAN RIGHTS
In developing this policy, the subject matter has been considered in accordance with the requirements of
any human nights and supports a human rights approach to decision making by Council. Council
representatives will endeavour to act and make decisions under this policy in a manner that is compatible
with human nights. In particular, representatives will endeavour to:
x identify relevant human rights which may be affected by the action or decision;
= give proper consideration to the impact of its actions and decisions on human nights; and
~ensure that any conduct or decision by Council which limits an individual's human rights is reasonable
Human Rights Policy.
ROLES AND RESPONSIBILITIES
This policy applies to all advertising expenditure undertaken by Councillors and Council officers.
| RELEVANT LEGISLATION AND RELATED POLICIES
Local Government Act 2009
Local Government Regulation 2012
Local Government (Finance. Plans and Reportin ulation 20102
Noosa Council Procurement Policy
Human Rights Act 2019
Version control:
Version Reason/ Trigger Change (Y/N) Endorsed) Reviewed by Date
1.0 Create new Michae Shave 25/03/2014
| a2 Se Review x Debra lez iosendate
Page 42 of 75Section 43
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 43 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Attachment 2
WM BNeyers.\ y
ee DRAFT Council Polic
er keeles ADVERTISING
SPENDING POLICY
Corporate Plan Reference: A sustainable Council
Policy Author: Director Executive Services
POLICY BACKGROUND
PURPOSE
This policy provides for the control of expenditure on Council's advertising in various media and on social
media platforms to promote, inform and educate the public about its services, facilities, activities, and
programs to ensure that Council's advertising is undertaken in accordance with legislative requirements.
Section 197 of the Local Government Regulation 2012 (the Regulation) requires Council to prepare and
adopt a policy about Council's spending on advertising. The Regulation defines advertising as ‘promoting,
for the payment of a fee, an idea, goods or services to the public.”.
The Regulation states that Council may spend money on advertising only if ‘the advertising is to provide
information or education to the public; and the information or education is provided in the public interest:
and in a way that is consistent with the local government's advertising policy’
PRINCIPLES
This policy is based on the Local Govemment principles (Local Government Act 2009 S4).
a) Transparent and effective processes
b) Delivery of effective services
Cc) Social inclusion and meaningful community engagement
d) Good governance
e) Ethical and legal behaviour of councillors and employees.
COUNCIL POLICY
Council may incur expenditure for advertising only if the advertising is for providing information or
education to the public, and the information or education is provided in the public interest.
The types of advertising that council considers appropriate include:
a) Advising the public of any new or continuing services, programs, facilities and venues provided by
Council, or of changes relating thereto.
b) Promoting the achievement of Council's plans, goals and objectives.
c) Reporting Council's performance.
d) Increasing the use of a service or facility provided by Council.
Page 1 of 3
Page 43 of 75Section 44
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 44 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
COUNCIL POLICY - ADVERTISING SPENDING
e) Advising the public of the time, place and content of scheduled Council meetings, and decisions made
at Council meetings.
f) Requesting comments or public feedback on proposed policies or courses of action by Council;
g) Matters required to be advertised by legislation.
h) Recruiting staff and acquiring or disposing of property, plant and equipment.
i) Promoting tenders and expressions of interest for work required by Council to advance projects and
programs.
j) Promoting a council sponsored or organised event.
k) Promoting the economic development and sustainability of the shire.
1) Ensuring public safety, personal security or encouraging responsible behaviour.
m) Helping to preserve order in a crisis or emergency and/or providing emergency notifications.
n) Maximising compliance with a new or amended law.
0) Raising awareness of a council initiative or activity.
Advertising expenditure must be reasonable, cost effective, within the approved budget allocation, be for
Official purposes only and able to withstand public scrutiny.
Council will not spend money on advertising for political or self-promotional purposes.
Advertising expenditure must comply with Council’s purchasing and procurement policies and be
authorised in accordance with relevant financial delegations.
Council must not during the period of three months preceding an election of the local government other
than a by-election; or during the period after the date of a by-election is advertised until the day of the
election:
a) Place advertisements relating to future plans unless, and only to the extent that, those plans have
been formally adopted by the Council.
b) Advertise the activities of the Council other than in the manner and form it is customary for the
council to advertise its activities.
c) Place advertisements which seek to influence suppor for candidates, groups of candidates or
potential candidates in the election; and
d) Must not bear the cost of advertisements featuring one or more Councillors or containing
quotations attributed to individual councillors.
Note: this does not preclude Councillors appearing in unpaid publicity or other publicity where the cost is
not bome by the Council.
AUTHORISATION OF ADVERTISING
All expenditure on advertising must comply with Council's purchasing and procurement policies and
procedures and be authorised the approving officer in accordance with relevant financial
delegations/expenditure approvals and within the relevant budget provision.
HUMAN RIGHTS
In developing this policy, the subject matter has been considered in accordance with the requirements of
the Queensland Human Rights Act 2019. It is considered that the subject matter does not conflict with
any human nights and supports a human rights approach to decision making by Council. Council
representatives will endeavour to act and make decisions under this policy in a manner that is compatible
with human rights. In particular, representatives will endeavour to:
- identify relevant human rights which may be affected by the action or decision;
- give proper consideration to the impact of its actions and decisions on human nghts; and
- ensure that any conduct or decision by Council which limits an individual's human rights is reasonable
and justifiable. This [report/policy/local law/strategy/other] should be read in conjunction with Council's
Human Rights Policy.
Noosa Council Page 203
Page 44 of 75Section 45
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Page 45 of 75
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
COUNCIL POLICY - ADVERTISING SPENDING
ROLES AND RESPONSIBILITIES
This policy applies to all advertising expenditure undertaken by Councillors and Council officers.
RELEVANT LEGISLATION AND RELATED POLICIES
Local Government Act 2009
Local Government Regulation 2012
Local Government (Finance, Plans and Reporting Regulation 2010)
Noosa Council Procurement Policy
Human Rights Act 2019
Version control
Version Reason/ Trigger Change (Y/N) Endorsed’ Reviewed by Date
1.0 Create new Michael Shave 25/03/2014
20 Review < Debra lezz Insert date
Noosa Council Page 3of3
Page 45 of 75Section 46
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
6. REPORTS FOR NOTING BY THE COMMITTEE
5 2022 ANNUAL DISASTER MANAGEMENT REPORT
Author Disaster Management Officer, James Ulyate
Infrastructure Services Department
Index ECM/ Subject / Disaster Management / Disaster Management &
Planning
Attachments Nil.
EXECUTIVE SUMMARY
This report provides an update on the disaster management activities undertaken in accordance
with local, state and commonwealth legislative requirements over the past year.
RECOMMENDATION
That Council note the report by the Disaster Management Officer to the Services & Organisation
Committee Meeting dated 11 October 2022 providing an update on disaster management
activities and thank the members and advisors to the Noosa Local Disaster Management Group
for their participation.
REPORT
In accordance with the Disaster Management Act 2003, Regulations and other disaster and
recovery management doctrine the Noosa Shire Council is responsible for multiple functions
across the key pillars of preparedness, prevention, response and recovery.
The purpose of this report is to provide information on the work undertaken in the disaster and
recovery management space in accordance with local, state and commonwealth legislative
requirements over the past year.
1. Noosa Local Disaster Management Plan
A significant review of the Noosa Council Disaster Management Plan is currently underway.
Consultant BMT Global have been contracted to develop a new Disaster Management Plan for
Noosa Council. This project was due for completion by June 2022 however has been delayed
due to the impacts of COVID and the February / March flood event. It is anticipated the Plan will
be completed and endorsed by the Noosa Local Disaster Management Group (LDMG) by
December 2022.
2. Noosa Local Recovery Sub Plan
The Local Recovery Sub-plan will be the subject of a separate report provided by the Recovery
Coordinator.
3. Changes to the Noosa LDMG
Mayor Clare Stewart remains the Chair of the LDMG. Cr Joe Jurisevic remains Deputy Chair of
the LDMG and Chair of the Local Recovery Group.
LDMG member and advisory group structures remain the same since the last report.
Page 46 of 75
Section 47
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
4. LDMG Meetings and Activations
As required under the Disaster Management Act the Noosa Local Disaster Management Group
meets regularly four times a year to network and discuss the four key elements of disaster
management – planning, preparation, response and recovery.
2022 meeting dates Proposed dates for 2023
11 February 2022 17 February 2023
17 June 2022 23 June 2023
23 September 2022 15 September 2023
25 November 2022 24 November 2023
5. LDMG Sub-Groups
Disaster management staff continue to communicate regularly with members of the Noosa
North Shore, Cooran, Kin Kin and Pomona Community Disaster Management Sub-Groups.
6. LDMG Activations
There has been one (1) activation of the Noosa LDMG in the period 31 December 2021 to 22
September 2022.
On the 22 February 2022, a surface and upper trough combined with a humid airmass to
produce slow moving thunderstorms across inland and southeast parts of the state. In response
to the previous night’s rainfall and heeding forecasted weather advice the Noosa LDMG “Stood
Up” on the 23 February 2022.
The Noosa Council Local Disaster Coordination Centre (LDCC) was setup at the Noosaville
Depot for four (4) days during this period.
Intense, persistent rainfall over a 13-day period resulted in flash and riverine flooding in an
already saturated catchment. Cooran received 1160mm of rain which equates to 68% of the
mean annual rainfall for the suburb.
Flooded road infrastructure led to numerous communities being isolated at different times during
the event. Catchment inflows led to major flood conditions along the Noosa River.
These floods impacted properties, public assets, critical infrastructure, small businesses, the
local environment, and the community.
As a result of the event Noosa Council was activated for the following Queensland
Reconstruction Authority led schemes:
Counter Disaster Operations
Essential services, Safety and Reconnection Scheme
Personal Hardship Assistance Scheme
Reconstruction of essential public assets
Freight Subsidies for Primary Producers
Disaster Assistance (Not-for-Profit Organisations) Loans
Disaster Assistance (Essential Working Capital) Loans Scheme for Not-for-Profit
Organisations
Disaster Assistance (Primary Producers) Loans
Disaster Assistance (Essential Working Capital) Loans Scheme for Primary Producers
Disaster Assistance (Small Business) Loans
Disaster Assistance (Essential Working Capital) Loans Scheme for Small Businesses
Extraordinary Disaster Assistance Recovery Grants for Small Businesses, Not-for--Profit
Organisations and Primary Producers
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
7. LDCC & Disaster Management Training/Exercises
a. Training
A number of training opportunities have been provided this year for LDCC staff to increase
capability including:
Guardian Training on 31 May, 20 July and 6 October 2022
Situational Awareness Platform Training on 16 September 2022
b. Exercises
Due to the activation of the LDCC and the LDMG for the significant flood event in February
it was decided that an exercise would not be required this year.
In lieu of this the Council Disaster Management Officer has attended the following
exercises:
Exercise Avernicus – A South-East Qld Cyclone Exercise – Brisbane (15 June 2022)
Emergency Management Australia Multi-jurisdictional Tsunami Exercise – Brisbane
(31 August 2022)
Floodmapp Flood exercise – Brisbane (6 September 2022)
8. Emergency Operations Team
As well as being responsible for coordinating disaster operations of all emergency services
during an event, Council is required under the Disaster Management Act 2003 to maintain a
response capability to:
“provide equipment and a suitable number of trained persons, using the resources available to
the local government, to effectively deal with, or help another entity deal with, an emergency
situation or a disaster in the local government area”.
In order to meet this responsibility, the Emergency Operations Team (EOT) meets regularly to
develop and coordinate Council’s emergency response capability. Council’s Disaster
Management Officer chairs the group which meets bi-monthly.
This year the EOT adopted a new charter that will steer the direction of the group.
9. Engagement & Collaboration
In July 2020, the Queensland Government Department of Communities, Disability Services and
Seniors funded a Council position for 2 years to work on bushfire recovery and community
resilience in a disaster preparedness context.
The position sat within the Community Development Team and came with additional funding to
support community engagement-related activities and resilience for the Noosa region. The
primary role of the position was to provide support to affected communities and work on
community resilience in response to a local disaster emergency.
This position concluded on 30 June 2022, however deliverables of the Community Plan in 2022
included:
a. 2019 Bushfire Recovery Update
Delivery of the Connecting Noosa program – a region wide (bushfire/COVID)
recovery program with activities and events that foster connection and assist with
resilience in community.
Developing a documentary style film that documents the 2019 bushfires in our
region, to be used as an education and historical piece and archived in the Heritage
Library of Council.
b. Disaster Resilience/Preparedness in Community Update
Continued work on the Person-Centred Emergency Planning (P-CEP) project and
met with the Queensland Disability Network to further plan the roll out of the project.
The P-CEP project will be peer led with a network developed locally. This work is
on-going.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
In February 2022, Council was successful in receiving funding from the National
Recovery and Resilience Agency via the Black Summer Bushfire Grant for a
Disaster Resilience Officer position for 2 years to work on disaster resilience in a
disaster preparedness context. An Officer was recruited into this position in May
2022. Resilience activities coordinated though this position include:
o Noosa Disaster Management Plan Community Workshops
11 July 2022 – Kin Kin School of Arts
12 July 2022 – Peregian Beach Community House
13 July 2022 – Noosa Northshore (Beach Road Holiday Homes)
14 July 2022 - Cooroy Pomona Lions Den
15 July 2022 - Lake Cootharaba Sailing Club
o Acquisition of a Simtable and collaboration with the Australian Simtable
working group. Noosa will also be hosting a workshop/training session in
October 2022 and will be joined by interstate Simtable owners, to share
knowledge and enhance community resilience and education capabilities
across Australia. The event also aims to showcase the Peregian Digital Hub
and FireTech Connect Program and field work.
o Launch of a recruitment campaign for local SES branches through October
and November. This social media campaign will interface with Council’s
Disaster Dashboard along with a second social media campaign to be
launched in November and remain active through to February 2023, called
“Noosa Gets Ready for Storm and Bushfire Season”. Highlighting our
partnerships with agencies such as SES in the disaster season ahead, this
second campaign will incorporate other scheduled print and radio advertising
for our community.
o Planned for the delivery of the “Get Ready in Schools” program in several
schools in October 2022. The presentation will be delivered to align with their
school-based curriculum in Year 5.
10. SES
The Queensland State Emergency Service (SES) is a “not-for-profit” community volunteer
emergency service organisation. The Noosa District SES has 55 local volunteers responding to
disasters and emergencies across the Shire with four SES sheds located at Tewantin, Pomona,
Boreen Point and Cooroy.
In the past twelve (12) months, The Noosa SES responded to a number of requests for
assistance including:
Tasks
o Trees Down 20
o Structural Damage 87
o Flooded (Flash and Riverine flooding) 242
o Multiple Issues 15
Agency Support requests:
o Flood Boat Rescue 1
o Flood Boat Resupply 5
o Land search (missing person) 13
o Forensic Search 2
o Patient/Body Retrieval 1
o Evacuation 1
o QAS Assistance 1
o Traffic Management 3
o Other (assistance with Community events 9
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Section 50
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
11. Queensland Reconstruction Authority Funding and Activities
In addition to the funding stream made available due to the February/March flood event the
following funding program/s were applicable to Council in this category in the 2022/2023
financial year.
Get Ready Funding
2019 Bushfire Recovery Funding
Black Summer Bushfire Funding
Local Economic Recovery Program
Council received $22,300 in funding in 2022/2023 under the Get Ready program. The funding
aims to improve community resilience to disaster events. Projects funded this year include:
Preparation and delivery of radio and television advertising in relation to disaster prep.
Enhancement to and delivery of a primary school education program.
Printing Get Ready Queensland (GRQ) branded Emergency Action Guide and GRQ co-
branded collateral for community education events.
12. FireTech Connect
Developed by the Peregian Digital Hub in the wake of the 2019 bushfires, Firetech Connect has
brought together tech companies, Council and QFES with the goal of boosting bushfire
resilience. Achievements to date include:
On 7 June 2022, Firetech Connect partnered with Telstra to trial drone assisted 5G
emergency communications capabilities at the Ringtail Quarry.
On 5 July 2022, Council signed a Memorandum of Understanding with Queensland Fire
and Emergency Services to partner together to trial a range of technologies to predict,
detect, track and fight bushfires.
On 19 July 2022, Firetech Connect partnered with Rhinmetall and Telstra to trial an
autonomous emergency response vehicle that was controlled via the 5G network with
assistance of drone assets. This trial occurred at Ringtail Quarry.
On 23 September 2022, Council partnered with Queensland Parks and Wildlife Service
to install twin 360-degree AI enhanced Fire Detection Cameras on Mt Tinbeerwah. The
installation is a part of a trial in conjunction with US based company Pano.IO which will
see a Queensland first trial of this novel technology. This capability will then be further
enhanced with the addition of another set of cameras on a Council owned
telecommunications tower at Black Mountain. This installation will occur in mid-October.
The contract for FireTech Connects Big Data Lab has recently been awarded, design has been
completed and construction has begun with delivery due in mid-February 2023.
Previous Council Consideration
Nil.
Finance
A further report will be presented in late 2022 providing a financial update on disaster
management operations, including delivery of grant funded projects.
Previous Council Consideration
Nil.
Risks & Opportunities
The recent flood event highlighted deficiencies that require addressing to enable Noosa Council
to better respond to future flood events. These deficiencies include the lack of:
contemporary flood assessments and modelling
Page 50 of 75
Section 51
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
adequate flood gauge system coverage
contemporary flood warning systems
in-house hydrological capabilities
disaster management budget funding
in-house survey capabilities required for post event surveying.
Fortunately, as a result of the recent floods numerous grants are being released, giving Council
the opportunity to apply for funding to address known deficiencies.
Consultation
External Consultation - Community & Stakeholder
Members of the Noosa Local Disaster Management Group
Internal Consultation
Disaster management requires a whole of Council approach with many branches having some
input into or responsibility for operations and activities throughout the year.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 51 of 75
Section 52
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
6 THE J – FULL YEAR REPORT TO 30 JUNE 2022
Author Community Facilities Manager, Brad Chalmers
Community Services Department
Index ECM / Subject/ 72.01 The J
Attachments Nil
EXECUTIVE SUMMARY
Nil
RECOMMENDATION
That Council note the report by the Community Facilities Manager to the Services &
Organisation Committee meeting dated 11 October 2022, providing an update on the activities
of The J for the 2021/22 financial year.
REPORT
The purpose of this report is to advise Councillors of The J’s activities for the financial year
ending 30 June 2022.
The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of
activities, performances, and live entertainment.
The J is the venue of choice for several community groups and numerous school and
commercial dance/theatre groups who conduct a range of youth activities, performances,
awards, and presentation ceremonies.
1. FINANCIAL PERFORMANCE
The objective of all services within the Community Facilities branch is to balance the demands
of access, equity, and community service obligations with sound financial management and to
improve revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
It is important to note that again during the 2021/22 financial year, Covid-19 has impacted the
financial performance of the venue to some degree given the associated operating restrictions
and the general uncertainty around how facilities would be able to operate throughout the
majority of the first half of this financial year. A large component of this impact related to the
difficulty of setting accurate budgets prior to the commencement of the year, given the high level
of operating uncertainty at the time. That said, in comparison to our other Community Facilities,
The J was certainly impacted more than other sites by these operating restrictions and barriers
in place throughout the year.
The J financial performance as of 30 June 2022
2021-22 2021-22 %
Original Actuals Original Variance
Statement of Income and Expenses Budget Budget
Total Revenue 569,477 637,704 112.0% 68,227
Total Expenditure 1,520,085 1,368,671 90.0% 151,414
Net Result - Surplus/(Deficit) (950,609) (730,967) 219,641
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
2021-22 2021-22 %
Original Actuals Original Variance
Statement of Income and Expenses Budget Budget
Total Revenue 569,477 637,704 112.0% 68,227
Direct Costs (Controllable)
Employee Benefits 550,096 497,267 90.4% 52,829
Finance Costs 0 (7) 100.0% 7
Materials & Services 413,753 380,279 91.9% 33,474
Other Expenses 1,114 1,122 100.7% (8)
Subtotal Direct Costs (Controllable) 964,962 878,660 91.1% 86,302
Operating Surplus/Deficit (395,486) (240,956) (18,075)
Indirect Costs (Corporate)
Depreciation & Amortization 279,151 222,234 79.6% 56,917
Internal Charges 275,972 267,777 97.0% 8,195
Subtotal Indirect Costs (Corporate) 555,123 490,011 88.3% 65,112
Net Result - Surplus/(Deficit) (950,609) (730,967) 219,641
Budget Commentary
The J’s financial result overall did improve to close to pre-covid levels and delivered a net
operating deficit of $731K which is a strong result against budget. This was pleasing given the
first half of the financial year still saw significant disruptions to core business which effectively
rendered the venue inoperable at times for the first half of the year. The centre was impacted in
its ability to generate revenue throughout this period and was also required to issue a number
of refunds to customers and hirers for cancelled bookings. The second half of the year
resembled something closer to a normal operating period and was at times very busy as
rescheduled performances were slotted in amongst pre-existing bookings.
End of year performance against budget shows revenue up close to 12%, while expenditure
was under budget by approximately 10%.
Overall, the centre finished $219k ahead of the net budgeted position, a strong result given the
significant impact and uncertainties of Covid-19.
All revenue streams performed strongly against budget, delivering a $68K surplus mainly due
to the following:
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Venue hire was up $9K
Bar and Kiosk sales were up $10K
Equipment hire was up $14K
Lease revenue fell by $5K (based of USC lease finalization)
Pleasingly, The J saw very strong revenue performance from venue hire rebounding back to
pre-Covid levels at $182K, compared to $192K for 2018/19 before the pandemic hit.
Bar and kiosk sales rose dramatically as well, back up to $125K which is in line with 2018/19
figures and highlight people's confidence in utilizing all the venue’s service offerings as they re-
engage back into live shows and performances.
Controllable expenses were below budget as well coming in at $86K under budget which was
a very solid result, and most of this coming from employee benefits $52K, and materials and
services at $33K under budget.
The snapshot of historical performance below shows that the net operating result for The J has
remained relatively consistent over recent years but has bounced back to pre-covid levels. This
is particularly pleasing given the restraints on the venue over the past two years.
The J historical financial performance – 2018/19 to 2021/22
Page 54 of 75
Section 55
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
2. CAPITAL WORKS
Whilst there were no formal capital works projects over the last 12 months, The J Coordinator
has been focusing on venue maintenance given the facility is now more than 15 years of age.
Key projects for future consideration include:
Renewal of the vacated USC rooms
Main theatre entrance ramp/deck and public footpath upgrade.
Future capital works programs include Tech equipment upgrades
3. CUSTOMERS
An overview of users and events accommodated at The J over the past 12 months is as follows:
Education/Schools/Govt – Workshops, performances, and presentations
St Teresa’s Catholic College
St Andrews Anglican College
Good Shepherd Lutheran College
USC & USC-CIDSEL International Development
Sunshine Coast Youth Justice
Noosa Flexible Learning
Qld Day Awards
Qld Fire & Rescue Service
Noosa Professional Dance Academy
The Dance Centre Peregian Beach
Qld Police Service
Australian Drilling Co.
Community groups
Noosa Council Community & internal/workshops
Noosa Chorale
Noosa Heads Jazz Club
Noosa Music Society
Sunshine Coast Community Orchestra
Sunshine Coast Creative Alliance
Community Solutions
Noosa Community Radio
Tourism Noosa
Hillsong Church
Noosa Heads SLSC
QMusic
Business Mentoring Noosa
Special events
Noosa Festival of Surfing
Noosa Alive (Noosa Long Weekend Festival)
Australian Citizenship Ceremonies
Noosa Jazz Party
Ironman Oz -Ultraman
Santa’s Classy Helpers
Comedy
Melbourne Comedy International Road Show
Sydney Comedy Festival
Sunshine Coast Comedy Festival –
Jimeoin
Ross Noble
Peter Hellier & Nikki Britton
Aussie Comedy Legends
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Live music/bands/dance
Kate Miller Heidke
Dami Im
Rhonda Burchmore
Mike McClellan
RESPECT
Three Legends
Hindley Street Country Club
Simon Gardner
Robertson Brothers
Xavier Rudd (Rehearsals)
Tribute Bands (various)
Sound Feast
Theatre
Sunshine Coast Youth Theatre
Mad About Theatre
Little Seed Theatre Company
Performing Arts Factory
NEOVIDA
Film
Flickerfest
Ocean Film Festival
Banff Mountain Film Festival
Radical Reals
Top Dog Film Festival
Gutsy Girls Film Festival
She Surfs Film Festival
The above attendance figures are inclusive of leased and hireable spaces, and all events and
bookings at The J. The ongoing effects of Covid-19 through 2021/22 are still somewhat evident
in the reduced numbers pre-Covid, but it is pleasing to see them rising and we would anticipate
these to increase again across 2022/23.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
The gross value of tickets sold in 2021/22 was back to pre-covid levels, highlighting a strong
return for the entertainment industry. However, there was still some disruption in and around
the pandemic, with $141,387.45 in ticket sales refunded due to the impacts of Covid.
Tracking the cost per visit, both for operational cost (exclusive of depreciation and internal
charges) and total cost, can be an effective way to gauge efficiency of service delivery over
time. The above chart clearly shows the impact of reduced attendance on this metric over the
past three Covid-affected years.
4. STAFFING
The J’s small team continues to work well, running the centre in a highly efficient manner,
particularly when compared to other similar venues with larger teams. The J Coordinator
completed a 3-month acting role as Community Facilities Manager at the end of 2021 to assist
in maintaining business continuity for the branch until this role was filled.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
The impacts of Covid-19 this year certainly impacted in the first half of the year and did cause
some operational headaches as shows were cancelled, performers are unable to enter Qld
and/or theatre occupancy limits are reduced in line with ever-changing operating restrictions.
The team have handled this volatile period extremely well and continue to operate with the
utmost professionalism during a highly stressful period. The last 6 months have seen the venue
bounce back both operationally and financially which has also provided some relief to staff and
allowed a return to business as usual.
There is still the need to review the staffing structure at the venue moving forward, given the
current Marketing and Communications role has morphed into more of an overall operational
role covering multiple service areas of the business.
5. SYSTEMS & PROCESSES AND OTHER MATTERS
Spaces vacated by USC to be improved with further works required depending on
Council's decision regarding future use options. Installation of council fob access and
security systems also a consideration.
Review The J’s Bookings systems simultaneously with the other Facilities NAC & NLC.
Acoustic improvements to The J Theatre programmed ongoing as part of a 5-year capital
works program.
Lease for Noosa FM has been signed and sits with legal team to process.
Ongoing discussions are occurring on the leases for Montessori School and Noosa
Gymnastics at the Bicentennial Centre. These have been drafted and presented but both
are in holding patterns due to internal operational and board issues that will delay
signing.
6. FUTURE DIRECTION
Continue to manage the ongoing challenges of Covid-19 and relevant impacts to
operations and planning, particularly the threat of event cancellations.
Look at ways to continue to rebuild attendance numbers back up to pre-covid levels.
Continue to work on the development and finalisation of the 5-year business plan.
Consider developing a ‘Needs Assessment’ of The J, following USC’s exit and Council’s
determinations on potential future usage options for the office and meeting room space.
Previous Council Consideration
Nil
Finance
Refer to Section 1 of this report.
Risks & Opportunities
This report does not propose any new actions or activities which would shift risks or
opportunities beyond the current levels encountered as part of The J’s day-to-day operations.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Page 58 of 75
Section 59
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning, Design
and Delivery
Page 59 of 75
Section 60
SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
7 NOOSA LEISURE CENTRE (NLC) – FULL YEAR REPORT TO 30 JUNE 2022
Author Community Facilities Manager, Brad Chalmers
Community Services Department
Index ECM/Subject/72.03 Noosa Leisure Centre
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Facilities Manager to the Services &
Organisation Committee meeting dated 11 October 2022, providing an update on the activities
of the Noosa Leisure Centre for the 2021/22 financial year.
REPORT
The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities
for the year ending 30 June 2022.
The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, pickleball,
kids’ playroom, group fitness classes, indoor rock climbing, corporate training, including Council
programs and school sessions, special events and venue hire. Meeting and conference rooms
are also available for hire. The indoor rock-climbing wall is managed by an external contractor.
1. FINANCIAL PERFORMANCE
The objective of all services within the Community Facilities branch is to balance the demands
of access, equity, and community service obligations with sound financial management and to
improve revenue through innovative and entrepreneurial approaches, whilst minimising
operational costs.
It is important to note that again during the 2021/22 financial year, Covid-19 had some impact
on the reported financial performance of all of Council’s community facilities. Overall, the site
has performed particularly well considering some barriers relating to the difficulty of setting
accurate budgets prior to the commencement of the year, given the high level of operating
uncertainty during the financial year, and challenges relating to staffing availability and structural
setup.
NLC financial performance as of 30 June 2022
2021-22 2021-22 %
Statement of Income and Original Actuals Original Variance
Expenses Budget Budget
Total Revenue 586,371 625,658 106.7% 39,287
Total Expenditure 1,283,844 1,183,369 92.2% 100,475
Net Result - Surplus/(Deficit) (697,473) (557,711) 139,762
Total Revenue 586,371 625,658 106.7% 39,287
Direct Costs (Controllable)
Employee Benefits 548,710 441,733 80.5% 106,977
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
2021-22 2021-22 %
Statement of Income and Original Actuals Original Variance
Expenses Budget Budget
Finance Costs 0 (470) 100.0% 470
Materials & Services 399,339 394,528 98.8% 4,811
Other Expenses 3,288 3,312 100.7% (25)
Subtotal Direct Costs 951,337 839,103 88.2% 112,233
(Controllable)
Operating Surplus/Deficit (364,965) (213,445) (72,947)
Indirect Costs (Corporate)
Depreciation & Amortization 90,157 103,955 115.3% (13,797)
Internal Charges 242,350 240,311 99.2% 2,040
Subtotal Indirect Costs 332,508 344,266 103.5% (11,758)
(Corporate)
Net Result - Surplus/(Deficit) (697,473) (557,711) 139,762
Budget Commentary
For the Financial year 2021/22, the NLC delivered a net operating deficit of $558K which was
$140K favourable to budget, a strong result given the impact and uncertainties of Covid-19. End
of year performance against budget shows revenue up close to 7%, while expenditure was
under budget by approximately 8%.
All revenue streams performed strongly against budget delivering a $39K surplus mainly due to
the following:
Venue hire was up $25K
Retail and Food sales were up $22K
Creche revenue decreased by $3K
Pleasingly, NLC saw very strong revenue performance from venue hire rise back to pre-covid
levels at $165K, compared to $174K for 2018/19 before the pandemic hit. This increase in
performance points to an uptick in consumers’ usage patterns as the landscape in and around
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
Covid-19 has improved and users re-integrate themselves back into community sport and the
utilization of facilities. The usage numbers at the creche have declined further again year on
year as some programs where childcare was previously required have seen a shift in how and
when parents now use this service.
Controllable expenses were below budget by $112K mainly due to:
Employee costs below budget by $107K due to vacancies and stretched workforce
Materials and services costs below budget by $5K
The snapshot of historical performance below shows that the net operating result for NLC has
remained relatively consistent over recent years but have recovered to pre-covid levels. This is
particularly pleasing given the impacts of Covid-19 over the past two years.
NLC historical financial performance – 2018/19 to 2021/22
2018/19 2019/20 2020/21 2021/22
Revenue actuals actuals actuals actuals
40023 - Miscellaneous Fees & Charges 0 0 0
41153 - Admission fees 0 0 0 4,467.00
41154 - Venue Hire 174,233 125,455 139,362 165,875.00
42019 - Other - Sales - Food 177,696 131,115 138,806 178,426.00
42020 - Other - Sales - Retail 4,181 3,948 3,564 5,093.00
42074 - Group Fitness Revenue 185,424 161,104 221,021 216,789
42076 - Creche Revenue 8,253 4,964 4,258 2,864
42077 - Kids Playroom Revenue 22,895 13,623 20,957 21,241
42078 - Sports Program Revenue 25,927 23,250 28,029 30,903
49030 - Internal Recoveries - Catering 0 0 0
598,607 463,459 555,997 625,658
Controllable expenses
6EX01 - Employee Benefits 446,174 413,505 472,183 441,733
6EX02 - Finance Costs (220) (187) (11,930) (470)
6EX03 - Materials & Services 369,887 293,039 340,259 394,528
6EX06 - Other Expenses 3,129 2,985 3,257 3,312
818,970 709,343 803,770 839,103
Net operating result (220,362) (245,884) (247,772) (213,445)
Uncontrollable expenses
6EX04 - Depreciation & Amortization 84,767 88,938 89,044 103,955
6EX12 - Internal Charges 213,217 224,039 234,396 240,311
297,984 312,977 323,440 344,266
Total operating result (518,347) (558,861) (571,213) (557,711)
2. CAPITAL WORKS
Over the past 12 months, the NLC Coordinator has been working progressively on several key
infrastructure projects and future planning for the facility. Key projects have included:
Roof repairs on the NLC were undertaken and completed to address significant ongoing
leaks and ingress of water. This included removal and replacement of roof sheets, sarking,
gutters, and associated items such as flashings and linings.
An upgrade of LED lights in the car parking areas surrounding Wallace Park Precinct was
completed. This has provided a safer environment for both staff and patrons alike, with
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
lights providing brighter and broader illumination.
Additional planning has been undertaken for future capital works projects, including:
Plumbing, changeroom and bathroom restoration in preparation for construction in 22/23
– funded through Black Summer Fire Grant Funding.
CCTV system upgrade – funded through Black Summer Fire Grant Funding
Upgrade of flooring in the upstairs group fitness room to accommodate multi-purpose use
in this area.
Upgrade of ageing stadium emergency exit doors.
3. CUSTOMERS
NLC recorded 82,423 attendances for the year, up around 2% on the previous year’s total
(noting that 2021/22 was also impacted in the first part of that year again by Covid shutdowns
and restrictions).
Although the numbers have not increased dramatically based on the previous year, this can be
attributed to the lingering effects of the disruptions from the pandemic. January particularly saw
a decline in attendance numbers (down 33%). This was largely due to the stadium being closed
for the entire month to facilitate a COVID 19 vaccination clinic. May attendance figures were
also down 33% due to the pandemic and other illnesses such as influenza circulating in the
community, which effected not only NLC programs, but also regular client bookings who had to
cancel weeks at a time due to illness.
Additionally, February’s significant wet weather saw a decline in attendance numbers of 10%.
It was however, pleasing to see the return of several regular sports and charity events to NLC,
including Rotary Noosa Daybreak’s Bookfest, the now annual Pickleball Championship and the
Lions Convention, whilst we also hosted the Judo Queensland State Titles in April. This event
was new to the area and a tremendous success with close to 1000 people attending throughout
the day.
Tracking the cost per visit, both for operational cost (exclusive of depreciation and internal
charges) and total cost, can be an effective way to gauge efficiency of service delivery over
time. The below chart clearly shows the impact of reduced attendance on this metric over the
past three Covid-affected years.
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4. STAFFING & PEOPLE
NLC has one full-time staff member (NLC Coordinator) and approximately 15 casual staff. There
is currently one PPT role that is unfilled and being facilitated with the use of casual labour. The
NLC Coordinator completed a 3-month acting role as Community Facilities Manager at the
beginning of 2022 to assist in maintaining business continuity for the branch until this role was
filled.
Staff have continued to work well together throughout the year, ensuring Covid-19 systems and
requirements were upheld in and around the various restrictions and lockdowns. The second
half of the year certainly provided an opportunity for staff to re-engage heavily back into some
normal operating hours and business as usual.
There has been some natural staff turnover because of changing environment which has
stretched the operations at times, but overall, the facility has delivered in an efficient and
effective manner.
The NLC and the Community Facilities branch has been in the process of reviewing the long-
term staffing needs and structure of the facility. This has been undertaken in the back half of
this year and will be followed through in more detail across the following 12 months and will
entail:
Creating new FT and PPT roles to better align the EFT mix to service the needs of the
facility, and to reduce the reliance of casual workforce.
Implement a staffing structure that provides greater depth of skills, achieves improved
employment continuity, and provides continued high service levels and better fits the
business needs now and into the future
Creation of a LAWA (Local Area Work Agreement) for the NLC workforce.
5. SYSTEMS, PROCESSES, AND INITIATIVES
With the assistance of Council’s Covid-19 Taskforce NLC was activated as a temporary
Covid-19 testing site for a few days over the Christmas / New Year break and then utilised
as a vaccination clinic for the entire month of January. While the stadium was used for the
entry and exit of participants being vaccinated, the facility was able to continue running
some non-stadium programs during this time.
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A review of the group fitness program was undertaken, and subsequent changes made,
including adding two new classes at popular time. Changes have been well received and
attended by patrons.
NLC, Noosa Community Support and the Community Development team continue to
collaborate for the Ageing Well Noosa Program. With now four dedicated low cost, gentle-
exercise classes for the over 65’s at Noosa Leisure Centre, classes are well attended by
the public and plans are underway to collaborate further on additional offerings for this
program at NLC.
Wayfinding signage for the Wallace Park precinct was added to the pathway between the
NLC and Noosaville Library to assist the community in finding relevant sites within the
precinct.
An upgrade of the front garden beds at the entrance and exit of the facility, where
replanting and mulching has occurred to improve the aesthetic of the facility.
6. FUTURE DIRECTION
As part of the staffing and structural review, undertake the planning and development of
a LAWA for the NLC.
Continue to work with key user groups, our sport and recreation team along with the
community on rebuilding the centre’s customer and revenue base.
Continue to monitor and review attendance numbers for NLC programs to ensure
programs continue to represent a viable ongoing offering.
Complete condition assessment work for the facility, to highlight the current state of the
buildings overall state. This information will help feed into more strategic thinking around
the long-term development of the centre.
Undertake the Needs Assessment and Options Analysis on the future of the NLC with a
view to present findings to council for consideration.
Continued enhancements to the centre’s aesthetics, inclusive of exploring capital works
upgrades to outdoor café roof, painting of exterior and interior areas, group fitness flooring
upgrades, safety railing improvements in current grandstand area and review of
emergency exit doors.
Upgrade of current Links centre management software to allow for enhanced online
offerings, as well as a more reliable in-house experience for staff.
A review of the current usage arrangements with long-term hirers, and continuation of the
provision of rock-climbing wall within the centre.
Previous Council Consideration
Nil
Finance
Refer to Section 1 of this report.
Risks & Opportunities
The Community facilities branch and the NLC also are facing some challenges and the need for
change in the future, these being brought about by the following:
1. The over reliance on the use of casual positions to undertake core duties and roles within
the facility is a significant potential risk. The planned restructuring of the staffing profile
will position the facility to better manage its daily and future operations.
2. Utilization of the facility has reached it capacity in the ‘peak’ hours of operation, this will
provide challenges in being able to support further growth of sport and active recreation
offerings at the facility.
3. Aging infrastructure, both in the facility and within the carpark and greater precinct will
require future investment to keep it fit for purpose and compliant into the future
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4. The current rock-climbing wall onsite is impacting on run offs to the second court at the
facility, so review of this structure remaining is underway.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Management Accountant, Corporate Services
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Support x Director Director
Community Development x Financial Services
x Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning, Design
and Delivery
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
8 COOROY BUTTER FACTORY MANAGEMENT UPDATE 2022
Author Acting Manager Libraries & Galleries, Tracey King
Community Services Department
Index ECM/ Subject/ 72.04 Butter Factory Arts Centre
Attachments 1. Cooroy Future Group July–December 2022 Forecast Budget
2. Cooroy Future Group Strategic Plan
EXECUTIVE SUMMARY
Built in 1930, the Butter Factory (BFAC) at Cooroy has fulfilled a variety of community functions
and now operates as an art gallery, supporting initiatives that showcase local amateur and
emerging artists.
In 2015, the Cooroy Future Group Inc (CFG), a volunteer-run community organisation, was
selected through an Expression of Interest process to manage and operate the Butter Factory
and adjoining pottery studio. Support has been provided from Council through an annual
operating subsidy. The agreement with Council expired on 31 December 2019. Council
endorsed a further three-year agreement which will expire on 31 December 2022.
The CFG’s operation of the BFAC under this community-managed model has been highly
effective, with the group capably managing the facility to provide community and cultural
outcomes while demonstrating tight fiscal control, ending each year with a small operating
surplus. The CFG has been proactive in undertaking a range of revenue-raising activities and
funding capital facility improvements and Council’s subsidy is now only paying a third of
operational costs.
Building on the past years of operating the BFAC, the CFG has planned for continued growth
and development of the BFAC through a new Strategic Plan and forecast budget with exhibitions
booked until the end of 2023.
This community-managed model has been found to be more sustainable than previous
operations. It remains the most cost-effective model which delivers the greatest benefits to the
community while reducing the financial and operational burden on Council. This report proposes
entering into a five-year agreement for the CFG to continue operating and managing the Butter
Factory until the end of 2027, supported by an annual subsidy.
RECOMMENDATION
That Council note the report by the Acting Manager Libraries & Galleries to the Services &
Organisation Committee Meeting dated 11 October 2022 and
A. Authorise the CEO to enter into an agreement with the Cooroy Future Group Inc to operate
the Butter Factory for a further five-year period, commencing 1 January 2023. This
agreement is to be in accordance with Council’s Community Leasing Policy and subject
to continued satisfactory performance by the Group, reviewed on an annual basis;
B. Provide annual funding of $114,500 (ex GST) to the Cooroy Future Group Inc to support
operations to December 2027 in line with the approach outlined in the Finance section of
this report;
C. Refer future funding arrangements to the 2023/24 budget process; and
D. Extend congratulations to the Cooroy Future Group on their success thus far in operating
the Butter Factory.
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SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 11 OCTOBER 2022
REPORT
The purpose of this report is to provide Council with an update on the previous three years of
operation of the Cooroy Butter Factory Arts Centre (BFAC) by the Cooroy Future Group Inc
(CFG) under a community-managed model, and to recommend Council enter an agreement
with the CFG for a further five years.
1. Background
The Butter Factory at Cooroy is a heritage building built in 1930 and purchased by Noosa
Council in the early 1990s. Since then, the Butter Factory has fulfilled a variety of community
functions as a creative hub, an art gallery, a workshop space, an education provider, a
performing arts venue and an office space for Council’s creative and heritage staff. Groups and
organisations that have used the Butter Factory include Noosa Council, Qld TAFE, Permaculture
Noosa, the Butter Factory Arts Inc., the Queensland Museum Regional Development Officer,
Creative Noosa, Tourism Noosa and the National Trust of Australia.
Now functioning as an art gallery and performing arts venue, the facility is an important
community and cultural venue, meeting numerous goals outlined in the Noosa Cultural Plan
2019 – 2023. While the Noosa Regional Arts Gallery hosts national and state touring
exhibitions, museum-standard displays and hosts professional artists, the Butter Factory
supports initiatives that showcase local emerging and amateur artists. It provides a space for
local creatives to share knowledge, connect with each other and collaborate and importantly,
acts as a pathway for emerging artists as they seek a career in higher tier regional galleries.
The Butter Factory plays an increasing role in the economic health of the local region by
highlighting the creative and cultural opportunities in the hinterland and extending the tourism
experience beyond the coastal strip.
Cooroy Butter Factory History 2004 - 2022
2004 Qld TAFE vacated the site and the ceramics studio it built was utilised by
local ceramic artists as a workshop space and pottery studio
2006-2015 The Butter Factory was operated as a council-run gallery, exhibition and
workshop space under both the Noosa and Sunshine Coast Regional
Councils
2008-2010 The Lower Mill Site was redeveloped to the north of the Butter Factory
incorporating the new Cooroy Library, further expanding the community
facilities on the precinct
2014 A service review of the Noosa Regional Gallery and the BFAC was
undertaken. It recommended that a further review of the operations of the
BFAC be conducted to explore other facility uses, consider more sustainable
management models, and provide greater community participation in the
facility.
2015 The additional review of the BFAC included extensive community
engagement and considered a range of options for the future of the facility.
These included:
Council operating the BFAC as a fully programmed space in line with
previous Council operations;
Council facilitating a community-managed model
Council operating the BFAC under a ‘caretaker’ model with limited
programming, essentially a venue for hire;
Council investigating other uses for the BFAC such as leasing it out
The community consultation was overwhelmingly in favour of retaining the
cultural and community focus of the Butter Factory and increasing community
participation in the management. The outcome of the review was to trial the
operation of the Butter Factory under a community managed model and an
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expression of interest process was undertaken to secure a suitable
community organisation to manage the facility.
January 2016 Council entered into an agreement with the Cooroy Lower Mill Board (now the
Cooroy Future Group Inc) to manage and operate the Butter Factory on a
twelve-month trial basis to provide a reasonable period for the CFG to
establish itself as the management body and to determine if the community
managed model was viable. Council provided a twelve-month operating
subsidy of $120,279 and $12,600 for transition costs.
2017-2022 Following a positive first year of operation, which demonstrated healthy
exhibition bookings and tight fiscal control in line with original expectations,
Council approved a three-year permit to CFG for overall management and
operational control of the Cooroy Butter Factory Arts Centre. A further three-
year permit was authorised in 2019. Annual subsidies have been provided
each year to support operational costs.
2. Operations under Cooroy Future Group: January 2016 to Current
Under the agreement developed with Council, the CFG has been providing overall management
and operational control of the BFAC and the adjacent pottery workshop space for seven years,
with the current agreement expiring on 31 December 2022. Their key achievements over the
last three years have included:
establishing an effective management structure including the Butter Factory Arts Centre
Management Committee;
developing a strengthening exhibition program with the booking out of gallery spaces a
year in advance since 2017 and now booked to the end of 2023;
developing a new Pottery membership opportunity in January 2020 which now has 196
current members;
establishing the Butter Factory Friends group which now has 105 fee-paying members;
developing a successful Artisan Store that is managed by the artists displaying and selling
their wares, thus saving on paid staff wages;
creating the ‘Artists in Residence’ Kaya Sulc Studio, rented on a weekly basis;
introducing a ‘Master Class’ program, running workshops across a range of artistic
disciplines;
supporting key measures of the Cultural Plan such as hosting a First Nations Exhibition
during NAIDOC Week that was very well received by the community;
Delivering the Mentors and Makers exhibition featuring works from the Cooroy Butter
Factory All-abilities Ceramic classes and from the Warrnambool’s Factory Arts Inclusive
Mentoring program, with over 2000 visitors;
The Bentleys 40 Under 40 Exhibition and Art Prize aimed to promote and showcase art
from a diverse range of local young and emerging artists (between the age of 18 and 40);
Holding the Ceramic Arts Qld Siliceous Award for Ceramic Excellence – the BFAC chosen
as the first location outside of Brisbane to showcase this amazing exhibition
demonstrating the role the BFAC is playing in the regional arts scene; and
Conducting the first BFAC’s Christmas Pottery Market in conjunction with the Cooroy
Chamber of Commerce’s Christmas in Cooroy event.
As an example of the day-to-day activities of the BFAC, in the six months to June 2022, 193
artists exhibited in 10 exhibitions, with 9025 visitors. It hosted 39 workshops or venue hire
activities which included 337 attendees. This was made up of 16 school holiday programs, 15
Pottery classes and 8 Masterclasses.
The following table shows key performance measures under operation by the CFG:
Performance Measures Jan–Dec 2019 Jan–Dec 2020 Jan–Dec 2021 Jan-June 2022
Visitors 16,819 14,416 19235 9025
Volunteer hours 3185 2491 3054 1636.25
Contracted staff 1.79 FTE 2.09 FTE 3.06 FTE 2.73 FTE
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