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2020-21 Level of Service Catalogue
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LEVEL OF SERVICE CATALOGUE 2020/21 Important Note: This catalogue lists the level of service for various activities associated with delivery of services to the community. The information has been compiled from various sources including Council’s business systems, legislation, various published and internal documents, and other sources. While every care has been taken in compiling this information, there may be some errors, omissions or items that need further clarification. The intent is to refine and improve this information over time as part of the annual budget development process.
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Full text of sections 2 to 82 (of 177)
Section 2
TABLE OF CONTENTS
Item Service Page
1 Aged & Disability Support 4
2 Asset Management Under development
3 Beaches & Coastal Foreshores 8
4 Canals & Waterways 11
5 Cemeteries 15
6 Community Development 18
a) Community Development - Planning & Support 18
b) Community Buildings & Facilities 22
7 Customer Service 24
8 Council Buildings Under development
9 Council Property Management Under development
10 Cultural Development
a) Cultural Planning & Support 27
b) Visual Arts Venues & Programs 29
c) The J Entertainment & Community Venue 33
d) Heritage Protection & Preservation 35
11 Development Services
a) Development Assessment & Compliance 38
b) Building & Pool Compliance 41
c) Plumbing Services 44
12 Disaster Management 47
13 Economic Development 49
14 Elected Council 52
15 Financial & Revenue Services
a) Financial Services 54
b) Revenue Services 59
16 Fleet 62
17 Governance 64
18 Holiday Parks 70
19 ICT Under development
20 Infrastructure Design & Project Delivery Under development
21 Land & Habitat Conservation
a) Bushland Reserve Management 72
b) Environmental Partnership Programs 75
c) Pest Management 78
d) Environmental Management Services 82
22 Land Use Planning 86
23 Libraries 90
24 Lifeguards 96
Page 2
Section 3
Item Service Page
25 Local Laws & Public Safety
a) Local Laws Education & Compliance 99
b) Public Security – Security Patrols & CCTV Monitoring (Public Access) 102
c) Permits – Use of Public Land for Commercial and Community Activities 103
26 Pathways, Boardwalks & Recreation Trails
a) Pathways & Boardwalks 105
b) Noosa Trail Network 108
27 People & Culture
a) Human Resource Management & Advisory Services 111
b) Payroll 115
c) Workplace Health & Safety 117
28 Procurement 119
29 Public Amenities (Toilets) 122
30 Public Health 125
31 Public Lighting 130
32 Records Under development
33 Recreation Parks 132
34 Road Network
a) Sealed Roads 136
b) Gravel Roads 139
c) Bridges 141
d) Road landscaping & mowing 143
e) Car Parks 146
35 Sport & Recreation
a) Planning, Programs & Support 148
b) Community Swimming Pools 151
c) Noosa Leisure Centre 154
36 Stormwater Drainage & Flood Mitigation 157
37 Traffic & Transport
a) Traffic Management & Operations 160
b) Public Transport Infrastructure & Programs 164
c) Noosa North Shore Ferry 167
38 Waste & Resource Management
a) Waste Collections 169
b) Waste Disposal 172
c) Waste Resource Recovery & Education 175
Page 3
Section 4
Service Listing 1 of 1
Service Output AGED & DISABILITY SUPPORT
Provision of a day care facility with centre based programs and home
based assistance for local seniors and people with disabilities.
Service Activity Noosa Community Support Service
The activities include day respite care and centre based activities &
programs as well as home based support services to assist local seniors
and people with a disability to continue to live independently in their own
home.
Responsible Area Department Branch
Community Services Community Facilities
*Refer to Asset Responsibility Matrix for specific areas of responsibility
Cost Centres Management Community Facilities 2500
Noosa Community Support - Respite
Centre 2509
CHSP (Commonwealth Home Support 2516
Program)
HAS (Home Assist Secure Program) 2518
Key Statistics Service outputs 2018/19 2017/18 2016/17
Allied Health Care 735 669 672
Case Management 94 31 49
Social Support - Group 8,798 7,110 9,946
Counselling/support info and advocacy 101 94 126
Domestic Assistance 3,920 4,350 4,782
Home Maintenance 3,036 4,713 3,460
Home Modification 789 384 1,291
Personal Care 845 790 895
Flexible Respite 432 586 510
Social support – Individual 2,661 2,159 2,648
Transport 16,362 13,518 14,823
Total services 37,773 34,404 39,202
Legislative responsibility to None.
provide this service Obligation to utilise funding in accordance with Federal requirements.
SERVICE DELIVERY MODEL
The services are provided internally and funded through Federal sources and fee based services.
ACTIVITY SERVICE LEVEL TARGET
Day respite centre operations & programs
[Provides social support & relief for carers by providing centre based programs & activities to provide social
interaction for eligible persons. Day care program includes provision of morning tea and lunch and access to a
range of activities including classes in broadband for seniors, gardening, woodwork, and fee based personal
grooming services]
Opening hours Monday to Friday (except public holidays)
9:30 am to 2:30 am
Scheduled activities Transport to and from centre (using Daily (during opening hours)
centre bus)
Activities Program (varies – published Daily (during opening hours)
monthly to the website)
Carer’s support group meetings Monthly
Page 4
Section 5
ACTIVITY SERVICE LEVEL TARGET
Reactive activities Enquiries No defined service level - response
generally provided within 2 business
days
In-home care
[Support to people who wish to remain living independently in their own home through services such as flexible in-
home care when carers not available, assistance for daily self-care tasks, domestic house-keeping assistance and
support for social and practical needs such as paying bills etc.]
Availability 7:30 am – 4:00 pm (opening hours)
Scheduled activities Flexible respite Varies for each individual – as per
client’s support plan and Home Care
Package Level
Domestic assistance Varies for each individual – as per
client’s support plan and Home Care
Package Level
Social support (individual) Varies for each individual – as per
client’s support plan and Home Care
Package Level
Personal care Varies for each individual – as per
client’s support plan and Home Care
Package Level
Reactive activities Assessment of applications for No defined level of service –
assistance response generally provided within 3
business days
Home Assist Secure Program
[Provision of free safety related information, referrals and subsidised assistance to eligible clients unable to
undertake or pay for home modification and critical maintenance activities]
Availability 7:30 am – 4:00 pm (opening hours)
Scheduled activities Home maintenance Varies for each individual – as per
client’s support plan and Home Care
Package Level
Home modifications Varies for each individual – as per
client’s support plan and Home Care
Package Level
Reactive activities Assessment of applications for No defined level of service –
assistance response generally provided within 3
business days
Transport services
[Transport to day centre using centre buses/ vans and fee based service to transport clients to medical
appointments using volunteer drivers]
Availability 7:30 am – 4:00 pm (opening hours)
Cyclic inspections Buses/vans checklist Daily
Scheduled activities Transport to centre & medical Daily (during opening hours)
appointments
Reactive activities Transport to medical appointments Daily (during opening hours)
Volunteers
[Assessment of volunteer applications and rostering to cover centre based care and activities and transport
services]
Scheduled activities Volunteer roster Daily roster published 4 weeks in
advance
Volunteer induction Upon commencement
Page 5
Section 6
ACTIVITY SERVICE LEVEL TARGET
Volunteer training As per annual staff development
program
Reactive activities Volunteer applications (time to process) No defined level of service –
generally within 3 business days
General maintenance & operations
[Activities include routine maintenance and general improvements and repairs to buildings, plant & equipment as
well as providing information and statutory reporting to various agencies, undertaking WHS site checks, cleaning
and other operational activities]
Cyclic inspections WHS 3 times per annum
Domestic kitchen (checklist) Daily (during opening hours)
Scheduled activities Operational updates to Council Quarterly
Funding bodies reporting Quarterly
Funding bodies acquittals Annually, with more frequent periodic
updates.
Cleaning Nightly (5 days per week)
Pest Control Quarterly
Security Nightly (seven days per week)
Evacuation testing Annually
Air-conditioning servicing Ducted – Monthly
(managed through Buildings & Split Systems – Quarterly
Facilities)
Fire testing (incl. emergency lighting, Six monthly (normally April &
fire extinguishers, fire blankets) October)
(managed through Buildings &
Facilities)
Residual Current Device - electrical Annual (by contractor)
testing (annual test is managed by
Buildings & Facilities) Six month check (site manager or or
other competent person)
Electrical tag & testing 6 monthly
Marketing Ongoing
Reactive activities Client incident reporting As per WHS policy & procedures
Routine maintenance activities (facility, Works prioritised having regard to
fixtures, sheds and grounds) available budget – urgent matters
attended to same day where
possible.
Page 6
Section 7
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Funding bodies require achievement of 90% of outputs Achieved % Achievement of outputs can vary
(i.e. service hours/assistance offered) based on a number of unique
2018/19 97% variables for each provider.
2017/18 95% Satisfying the funding providers is
the key objective in this regard.
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Noosa Community Satisfaction 98% of respondents satisfied 2018 Customer Satisfaction Survey
Support Service with the service. (Survey Monkey)
Page 7
Section 8
Service Listing 1 of 1
Service Output BEACHES & COASTAL FORESHORES
Conservation and maintenance of beaches, coastal foreshores and
related coastal infrastructure.
Service Activity Beach Management
The activities include beach cleaning, maintenance of structures such
as beach groynes, Main Beach sand recycling operations including
sand delivery pipeline, beach accesses, beach showers, fencing and
signage as well as responding to environmental incidents.
Responsible Area 1 Department Branch
Infrastructure Services Infrastructure Planning, Design &
Delivery
Civil Operations (Civil Works &
Maintenance)
Civil Operations (Parks &
Gardens)
Cost Centres Beach Accesses 2014
Beach Management (General) 2015
Beach Management Main Beach 2023
Parks 2301
Public Health 1801
Management Civil Operations 2000
Works Operations Coordination 2021
Works Operations 2704
Key Statistics Length of coastline 44 km approx.
Beach Accesses 64 2
Beach showers 60 3
Beach Groynes 2
Legislative responsibility to • Land Act and Government Gazette dated 22nd August 1987 placed all
provide this service foreshores (area between low water and high water mark) in Noosa
Shire under Council’s control.
• Public Health Act 2005 (Act).
• Coastal Protection and Management Act (1995)
SERVICE DELIVERY MODEL
Service is managed and delivered in house with support from contractors.
ACTIVITY SERVICE LEVEL TARGET
Maintenance
(Includes inspections and routine maintenance activities associated with beach access points, beach showers,
rock groynes, beach signage, and sand pumping station delivery pipeline inlet pump & jetty)
Cyclic Inspections Beach Accesses (includes all aspects Quarterly
of track surface, structure, fencing,
signs, taps/showers etc.)
General beach inspection 4 W7 (North Shore/Teewah) – 6
monthly
W8 (Noosa Heads) – Monthly
W9 (SSB to PB) – 6 monthly
Groynes & rock walls 5 W8 – Every 6 months
Page 8
Section 9
ACTIVITY SERVICE LEVEL TARGET
Sand pumping station & associated Contractor responsibility
infrastructure including inlet jetty and
sand delivery line to discharge point 6 Council contract audit / site
inspections – Annual (under
development)
Scheduled Work As identified from inspections (defects & proactive interventions) to maintain
asset serviceability. 7
Sand pumping station & associated infrastructure (contractor responsibility
to undertake routine and rehabilitation maintenance work) 8
Reactive work (customer Item Target days to completion
requests) 9 Beach Access paths 20 business days
Beach Showers 10 business days
Fencing 20 business days
Beach Access signage (Roads/Signs 20 business days
& Lines category
Operations
(Beach litter pick up (including beach access paths), mechanical beach cleaning, sand pumping station
operations)
Scheduled Work 10 Beach & beach access paths litter
pick up within defined area. (public
spaces cleaning contract) 11:
• Peregian Beach (between Beach Daily
Access #56 and #59).
• Noosa Main Beach, Spit Beach
and part of area called Dog
Beach.
Beach litter pick up areas outside of W 7 (North Shore) – annual
contract areas (day labour) W 8 (Noosa Heads) – 2 monthly
W9 – (SSB to Peregian) – 4
monthly
Mechanical beach cleaning (by
contractor):
• Schedule A: Main Beach & Main Weekly
Beach West (for defined area
refer to note 12) Fortnightly
• Schedule B: Sunshine Beach to
Peregian Beach (for defined area
refer to note 13)
Note: Cleaning in schedule B area is Note: Frequency may vary - subject
concentrated around patrolled to weather conditions and tides.
swimming areas and beach access
points. Beach cleaning between
these areas involves only one pass
of the tractor in one direction
Main Beach sand nourishment 14 Approx. 40,000 m3 p.a. as required
(contract)
Mechanical spreading of sand
(Council)
Recreational contact water testing 15 Low risk sites x 5 6 samples
ocean beaches p.a.
between
Oct-March
Reactive work (customer Item Target days to completion
requests) Beach Cleaning 20 business days
Environmental incident (water Issue assessed as soon as notified
pollution) and appropriate action taken (may
involve direction by maritime
authorities)
Page 9
Section 10
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Coastal Management Plan will inform metrics once In development In development
adopted
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Beaches & Coastal In development In development Coastal Management Plan will
Foreshores inform once adopted
1
Refer to Asset Responsibility Matrix for specific areas of responsibility
2
Source asset management system Oct 2017
3
Source asset management system Oct 2017 (data subject to further validation)
4
Source Recurrent Maintenance Manual
5
Source Recurrent Maintenance Manual
6
Under contract – inspection responsibilities rest with contractor
7
Works are prioritised and subject to available budget.
8
Contracted dated 12 August 2008 with Slurry Systems Marine Pty Ltd. (15 year term commencing from date of
commissioning of system)
9
Reactive maintenance requests are assessed as to warrant for work and available budget – emergencies responded
to same day.
10
Source Recurrent Maintenance Manual
11
Source Cleaning of Public Open Spaces & Amenities Contract 1617T113
12
Schedule A - from Noosa Surf Club, north to the middle groyne, approximately 700m length of beach; then from
middle groyne north to Noosa River mouth, approximately 680m length of beach.
13
Schedule B - Peregian Beach from beach access #67 Pitta Street north to access #47, Tristania Drive at Marcus
Beach, approximately 4.7km length of beach. Sunshine Beach from the rocks at Sunshine Beach (North) to access
#47 at Marcus Beach, approximately 6.9km length of beach.
14
Same as note 8
15
A separate reactive and specifically tailored program commences upon any major health risk (e.g. major flooding or
sewer overflow)
Page 10
Section 11
Service Listing 1 of 1
Service Output CANALS & WATERWAYS
Conservation and maintenance of canals, foreshores of natural waterways,
and related marine infrastructure.
Service Activity Technical Services, Maintenance & Operations
The activities include maintaining support for revetment walls within canals
and at natural waterways through sand dredging or rock placement,
maintaining groynes or revetment walls protecting public land,
maintenance and operations of the Noosa Waters Lock & Weir, and public
marine facilities (jetties, pontoons, boat ramps) as well as responding to
environmental incidents.
Responsible Area 1 Department Branch
Infrastructure Services Infrastructure Planning, Design &
Delivery
Civil Operations (Civil Works &
Maintenance)
Community Services Waste & Environmental Health
(recreational water quality testing;
investigations for water pollution
incidents )
Environment & Sustainable Environmental Services (Waterways
Development management)
Cost Centres Canals & Waterways 2013
Noosa Waters Canal M’ment Levy 2024
Noosa Waters Lock 2106
Waterways Management 1801
Management Civil Operations 2401
Works Operations Coordination 2000
Works Operations 2021
2704
Key Statistics Length of canal revetment – Noosa 2.47 km (approx.)
Sound 2
Length of canal revetment – Noosa 14.5 km (approx.)
Waters 3
Public boat ramps 84
Public jetties &pontoons 19 5
Groynes/foreshore protection 9 (Spit Beach & Munna Point
installations Foreshore)
Noosa River Catchment (63% of Shire 583km2
area of 869.8km2)
Mary River Catchment (36% of Shire
area) 313km2
Legislative responsibility to • Land Act and Government Gazette dated 22nd August 1987 placed all
provide this service foreshores (area between low water and high water mark) in Noosa Shire
under Council’s control.
• Noosa Waters Canal consists of State Land set aside as reserve under
control of Council as trustee.
• Sections of Noosa Sound defined as canal (former Canals Act 1954)
• Transport Infrastructure (Public Marine Facilities) Regulation 2011
• Public Health Act 2005 (Act)
• Environment Protection Act 1994
• Environment Protection (Water) Policy 2009
• Transport Operations (Marine Safety) Regulation 2004.
Page 11
Section 12
• Coastal Protection and Management Act (1995)
SERVICE DELIVERY MODEL
Service is managed and delivered in house with support from contractors.
ACTIVITY SERVICE LEVEL TARGET
Waterways management
(Activities include development of strategy/management plans and implementation of associated actions, monitoring
and compliance activities)
Scheduled work Noosa River Plan 2016 Proposed:
5 year review
Annual review of Action Plan
Noosa Spit Shoreline Erosion
Management Plan (in progress)
Funding Agreement – Report Card 3 yearly
Healthy Land and Water
Note: Work undertaken by Healthy
Waterways
Attendance at SEQ Monitoring and Quarterly Meetings
Evaluation Steering Committee
Meetings MESC (healthy land & water
quality – informs Water Quality Rating
program)
SEQ Water - Lake Macdonald Quarterly meetings (or as required).
Improvement Committee for dam
upgrade (waterways aspects – Six Mile
Creek)
Reactive work Review and develop Council response As required.
to legislative and policy changes by No defined level of service – subject to
other levels of government other levels of government timelines.
Compliance of Noosa River Marine Issue assessed as soon as notified and
Zone. appropriate action taken (may involve
direction by maritime authorities).
Enquiries/complaints (e.g. notification Issue assessed as soon as notified and
of vessels impacting foreshore areas, appropriate action taken (may involve
sinking vessels, illegal camping, direction by maritime authorities).
dumped rubbish on river islands).
Investigations / emerging issues No defined service level.
(e.g. Hincksia sordida algal bloom Depends on complexity of issue.
events; Oyster Reef trial approvals etc.)
Maintenance
(Inspection & repairs to boat ramps and jetties; dredging or rock placement to support revetment walls in defined
canals)
Cyclic Inspections Boat ramps 6 monthly
Jetties/pontoons 6 monthly
Noosa Waters lock & weir (contract) Fortnightly + Annual detailed inspection
Noosa Waters Salinity Inlet Pump Monthly + Annual detailed inspection
Station & Jetty (contract)
Groynes & revetment walls 6 6 monthly
Page 12
Section 13
ACTIVITY SERVICE LEVEL TARGET
[e.g. Noosa Spit (Dog Beach) and
Munna point foreshore]
Noosa Sound & Noosa Waters canals Annual
Scheduled Work As identified from inspections (defects & proactive interventions) to maintain
asset serviceability. In addition specific works are scheduled as below:
Noosa Waters Lock routine As per the Asset Fortnightly
maintenance Management Plan Annual detailed
(work by contractor)
Noosa Waters Salinity pump As per the Asset Monthly
station Management Plan Annual detailed
(work by contractor)
Dredging to maintain sand to Noosa Sound canals Biennial
support base of revetment Noosaville foreshore
walls
(work by contractor)
Reactive work (customer Issue Target days to completion
requests) 7 Boat Ramps 20 business days
Jetties 20 business days
Revetment Wall 20 business days
Lock & Weir 20 business days
Operations
(Cleaning of boat ramp surfaces; Noosa Waters lock & weir operations including security access cards, clearing
fishing line bins and testing recreational waters for human contact, responding to environmental incidents etc.)
Scheduled Work Boat ramps (pressure Removal of algae build 2 monthly
cleaning) up
Noosa Waters salinity pump Pumping – off peak Daily
station operations (turnover of hours 11 pm to 7 am
water in lake to maintain water
quality – takes approx. 38 days
for all water to be turned over)
Noosa Waters – water quality As per Water Quality 6 monthly
testing Management Plan
Noosa Waters Security Access Card issue, activity Ongoing
(SiPass System) monitoring and
administration
Fishing line recovery units Tewantin – 5 units Weekly
(empty & clean by contractor) Noosaville – 15 units
Noosa Heads – 9 units
Recreational contact water Rainfall risk site - 20 samples p.a.
testing 8 Pelican Beach, (fortnightly for 8
Noosaville months and monthly
for 4 months).
Reactive work General requests Within 20 business days
Environmental incident (water Issue assessed as soon as notified and
pollution) appropriate action taken (may involve direction
by maritime authorities).
KEY SERVICE METRICS
Measure Metric Benchmark
Comparison
Page 13
Section 14
Water quality rating and community benefit for Noosa
River catchment 2019 A - / 5 star / highest Healthy land and
2018 A - / 4.5 star / highest waterway health ratings
Environmental Condition Grade 2017 A - / 4.5 star / highest for SEQ major river
Report Card River Health 2019 (A-F rating) 2016 A - / 4 star / highest systems
Community Waterway Benefit (1-5 star rating)
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Canals & waterways In development In development To be determined once River
Management unit is developed
1
Refer to Asset Responsibility Matrix.
2
Approx. length that is defined as Council responsibility (rest is classified as part of the river system and owner
responsibility}. Data approx. only – requires validation.
3
Data approx. only – requires validation.
4
Includes 6 boat ramps owned by the State Government but Council responsibility to maintain.
5
Includes 2 jetties/pontoons owned by the State Government but Council responsibility to maintain. Also excludes
Mill Street, Noosaville jetty under a commercial lease arrangement (responsibility of Property)
6
Source Recurrent Maintenance Manual
7
Reactive maintenance requests are assessed as to warrant for work and available budget – emergencies responded
to same day.
8
A separate reactive and specifically tailored program commences upon any major health risk (e.g. major flooding or
sewer overflow)
Page 14
Section 15
Service Listing 1 of 1
Service Output Cemeteries
Provision and maintenance of cemeteries for burials and ashes
internment.
Service Activity Maintenance & Operations
The activities include burials and ashes placement together with works to
maintain and operate the cemetery.
Responsible Area Department Branch
Community Services Waste & Environmental Health
Cost Centres Management Waste & Environmental 1914
Health
Environmental Health Coordination 1814
Pomona Cemetery 2306
Cooroy Cemetery 2307
Tewantin Cemetery 2308
Cemetery Admin 2309
Key Statistics Pomona Cemetery 4 ha (Reserve)
Cooroy Cemetery 5.6 ha (Reserve & freehold)
Tewantin Cemetery 4 ha (Reserve)
Services delivered 2018/19 2017/18 2016/17
Burials 55 44 38
Plaques 50 42 65
Reservations 19 15 23
Request Management 177 204 230
Legislative responsibility to None - but traditionally local government has provided this community service
provide this service as it is not attractive to the private sector due to legacy costs of maintaining
burial grounds.
State Land Act 1994 applies where land is a Reserve for Cemeteries
SERVICE DELIVERY MODEL
Predominately provided internally with contractor support for operational services such as mowing and supply
arrangements.
ACTIVITY SERVICE LEVEL TARGET
Maintenance
[Includes works to maintain assets including structures such as fencing, gates, gatehouse areas etc.]
Cyclic Inspections Visual checks done by Cemetery Officer weekly when on site for services.
WHS Inspections 3 times per year
Reactive work [customer Maintenance requests 14 business days
requests] 1
Operations
[Preparations for burials and internments such as site preparation, set-up and attendance at ceremony, supply and
installation of headstones and plaques, family research enquiries and ground maintenance activities as well as
cemetery administrative work]
Availability Services available during normal business hours – special arrangements apply
for weekend services.
Page 15
Section 16
ACTIVITY SERVICE LEVEL TARGET
Scheduled Work Mowing/slashing • Approx. 21 mows per annum at all
sites (varies subject to growing
conditions)
• Slashing of Cooroy expansion
area
annually
• Slashing firebreak at Cooroy
expansion area - approx. 12
mows per annum
Weed control Monthly spraying – All sites
Pathway sweeping (Tewantin & Weekly
Pomona Bush Gardens only)
Reactive work Request to reserve a grave or ashes No defined level of service – generally
site within 2 business days
Application for burial site No defined level of service – generally
within 1 business days
Application for ashes site No defined level of service – generally
within 2 business days
Grave preparation No defined level of service – generally
within 2 business days
Burials & ashes interments As required (subject to applicant
timelines & Council resource
availability)
Burial notifications Within 7 days of burial
Note: Births, Deaths and Marriages
Registration Act 2003 & Regulation
2015 (the operator of a cemetery is
required to notify the Registrar within 7
days after disposal of a human body
so that the Death Certificate can be
issued within 14 days statutory
period).
Pouring moulds for concrete lawn Ongoing (as required)
plaque bases; piers for ashes in bush
gardens
Headstone/plaque installations As required
Maintenance of cemetery Ongoing (as required)
records/databases and mapping
Grave top up & surface improvements As required – all sites
Litter pick-up Weekly – all sites
All requests/enquiries incl. burials, 5 business days (target for
headstone/plaque supply & install; completion)
family history research requests etc.
Note: Family history research is not
given priority and can take longer to
complete (subject to availability of
records/workloads).
Page 16
Section 17
KEY SERVICE METRICS
Cost of service per rateable property
Cemeteries 2018/19 2017/18 2016/17
Net cost 58,530 101,359 76,723
Rateable properties 30,500 30,000 30,000
Cost per rateable property 1.92 3.38 2.56
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Cemeteries Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Basic Infrastructure
rating (2019) rating (2017) Function: Community Health
(includes Cemeteries)
3.71 3.57
1
Reactive maintenance requests are assessed as to warrant for work and available budget – emergencies responded
to same day.
Page 17
Section 18
Service Listing 1 of 2
Service Output COMMUNITY DEVELOPMENT
Supporting community development through social, sport & recreation,
heritage and cultural initiatives.
Service Activity Community Development – Planning and Support
The activities include provision of support for community organisations
(excluding sport and recreation, arts and cultural) by providing a broad range
of services including policy and planning, financial grants (internal and
external to Council)), advice, land tenure processes, professional and
organisational development and networking opportunities.
Responsible Area Department Branch
Community Services Community Development
Cost Centres Community Development Projects 2506
Community Grants 2599
Community, Culture & Sport 2600
Key Statistics Community organisations (Noosa Shire based) 1 300 organisations (estimated)
Volunteer hours (per annum) 2 23,285 hours
Community contacts (average per month) Approx. 50 (highly variable
during grant rounds)
Legislative responsibility to None
provide this service
SERVICE DELIVERY MODEL
Services are delivered in-house.
ACTIVITY SERVICE LEVEL TARGET
Community development & support
[Includes implementation of the recommended actions within the Social Strategy Implementation Plan, and providing
opportunities for up-skilling of community volunteers and members of not-for-profit organisations
Scheduled activities Review of Social Strategy Implementation Plan Every 3 to 5 years
(adopted 17 Dec 2015).
Action Social Strategy Implementation Plan Ongoing – priorities
determined annually.
Note: Plan includes ongoing activities as well as
special projects that relate to a range of services
including social, sport & recreation, culture etc.
Reporting on Social Plan Implementation Annual - Updates also
included in departmental
quarterly report.
Volunteer Master Class (up-skilling volunteers) Twice yearly
Heart Week – First Aid (nominated members of Annual
not-for-profit community organisations)
Supporting strategic planning for community Annual and as required
organisations (EOI process to participate)
Community Connections e-Newsletter Monthly
Page 18
Section 19
ACTIVITY SERVICE LEVEL TARGET
Building Active Communities Program (in Quarterly program
partnership with the State Government)
Note:
Mainly aimed sport & recreation but community
organisations also invited – depends on topic and
relevancy)
Community Roundtable (Multi-agency reference Quarterly meetings.
group for social issues)
Northern Sunshine Coast Social Network (for Quarterly meetings.
individual social service organisations)
Negotiations for renewal of existing tenure As required – subject to
arrangements varying lease terms.
Note: Community leasing/permit negotiations also
involve Property Branch who manage and
administer the contractual arrangements.
Youth Network (for youth service providers) Quarterly meetings.
Reactive work General enquiries Initial response within 2 days
– final response dependent on
complexity of the request and
availability of resources
Events support to community organisations for No defined level of service but
community events (e.g. Boon Gari, Safer Families first response generally
etc.) provided within 2 business
days.
Providing support for not-for-profit committee Generally within 2 business
governance / administration issues days for first response - final
response dependent on
complexity of the request and
availability of resources
Enquiries new tenure requests No defined level of service.
Note: Community leasing/permit negotiations also Subject to assessment of
involve Property Branch who manage and warrant and determination of
administer the contractual arrangements. availability/options.
Grants program 3
[Activities include developing and reviewing Council’s Community Grants policy; identifying opportunities for grant
funding for community organisations and Council programs, conduct of workshops for writing grant applications,
promoting available grants programs, writing applications for grants to fund the Community Development program; as
well as evaluation of applications, award, administration and acquittal for grants under Council’s Community Grants
Program; etc.]
Scheduled activities Develop, review and administer Council’s As required.
Community Grants Policy and Guidelines.
Identify and promote opportunities for external Ongoing
grants (external organisations and internal to
Council)
Grant writing and awareness events covering Twice yearly
Council Community Grants program and external
grant opportunities (network & nibbles nights)
Assistance to community organisations to As required
prepare grant applications (external grant
programs)
Page 19
Section 20
ACTIVITY SERVICE LEVEL TARGET
Grant applications to external bodies to fund Ongoing.
Community Development initiatives Applications submitted as
opportunities become
available.
Invite applications for Council Community Project Twice yearly
Grants Program
Administer Council Festive season event grant (3 Three year agreement
year)
Administer Council Signature event grant (3 year) Three year agreement
Administer Community Alliance agreements (3 Three year agreement
year)
Annual review as to whether
additional invitations will be
issued
Acquittals (checking & verification) Annual or as required by the
grant conditions.
Water & sewer on-charging (costs over & above Quarterly / Annually
grant level) (dependent on Unitywater
billing practice)
Maintain Council’s Grants Register (currently 71 Ongoing – subject to reporting
external grants across 30 Cost Centres) – & acquittal requirements of
function moved to Finance October 2019 each funding body.
Reactive activities General enquiries relating to Grants Program No defined service level –
and external grant opportunities (including letters generally responded to on
of support and review/feedback of applications) same day or next business
day.
Supporting community not-for-profit groups in No defined service level –
applying for external grants generally responded to on
same day or next business
day.
KEY SERVICE METRICS
Cost of service
2018/19 2017/18 2016/17
Community Grant Program - net cost 729,024 859,001 791,346
Community Development - net cost 1,574,919 1,686,746 1,531,230
Rateable properties 30,500 30,000 30,000
Community Grant Program - cost per rateable property 23.90 28.63 26.38
Community Development - cost per rateable property 51.64 56.22 51.04
Number of persons who volunteered in past 12 months as percentage of population compared to State percentage. 4
21.0% (Council)
18.8% (Qld)
Page 20
Section 21
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Community Satisfaction Noosa community satisfaction Community satisfaction mean
Development mean rating score compared to performance rating from the
the State mean rating score (out LGAQ Community Satisfaction
of optimum rating of 5). Tracking Survey for Provincial
NSC mean State mean rating areas for:
rating (2017)
(2019) Theme: Community Lifestyle
3.78 3.50 Services
Function: Community
Development
1
Source: Noosa Social Strategy adopted 17 December 2015
2
As above.
3
Council Community Grants related to specific service areas (e.g. Sport/Community Buildings/Culture) are included in
the relevant Level of Service listing for each service.
4
Source: 2016 Census.
Page 21
Section 22
Service Listing 2 of 2
Service Output COMMUNITY DEVELOPMENT
Supporting community and cultural development through provision of
facilities, programs and activities.
Service Activity Community Buildings & Facilities
The activities include tenure negotiations, leasing, permits to occupy or
management agreements and may include maintenance activities (varies
site to site).
Responsible Area 1 Department Branch
Community Services Community Development
Corporate Services Property
Infrastructure Services Buildings & Facilities
Cost Centres Management Community Facilities 2500
Community, Culture & Sport 2600
Community Grants 2599
Bicentennial Community Centre 2608
Community Properties 1511
Community Facilities 1519
Key Statistics Council owned / trustee land community 70
buildings (includes Bicentennial Hall
which is under long term lease/hire
arrangements)
Legislative responsibility to None – but obligations as trustee under The Land Act 1994.
provide this service
SERVICE DELIVERY MODEL
Council administers the property leasing and varying maintenance requirements (dependent on individual leasing
arrangements) with day to day operations managed by the lease/permit holder.
ACTIVITY SERVICE LEVEL TARGET
Property management
[Activities including negotiations, development and finalisation of leases of Council properties to a wide range of
community not-for profit organisations]
Cyclic activities Under the Community Purpose Land & Infrastructure Tenure Policy) community
tenure arrangements range from one year to a maximum of ten years and are
dependent on the type of land holding (Council freehold land or trust land) and
nature of the use.
• Freehold land – permit Up to 3 years
• Freehold land – lease 5 to 10 years
• Trust land – permit Up to 3 years
• Trust land – lease 5 to 10 years
• Management agreements Varies – term depends on land
(Community Halls only) tenure
Reactive activities Enquiries and negotiations – No defined level of service.
new/existing tenure arrangements
(contractual aspects) Subject to assessment of warrant
Note: Community leasing/permit and determination of
negotiations are undertaken in availability/options.
conjunction with the Community
Development Branch.
Page 22
Section 23
ACTIVITY SERVICE LEVEL TARGET
Maintenance & Operations
[Activities include routine maintenance and operational activities as determined by respective lease/permit to
occupy arrangements for each site. Typically the permit/lease holder has responsibility for minor maintenance
requirements with Council attending to major maintenance, and covering costs of insurance and base level utility
charges as set out in the Community Grants Policy].
Cyclic activities Community buildings – electrical RCD Twice yearly
testing (specified sites only) Annual (contractor)
Community buildings – fire testing Six monthly (contractor)
(emergency lighting, extinguishers, fire
blankets etc.)
Maintenance Agreements (community Three year agreement
halls and centres)
Reactive work Maintenance requests (where not Generally within 5 business days if
lessee/permit holder obligation) not complex.
KEY SERVICE METRICS
Cost of service
Community Buildings 2018/19 2017/18 2016/17
Net cost 856,433 882,682 651,345
Rateable properties 30,500 30,000 30,000
Cost per rateable property 28.08 29.42 21.71
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Community halls & Satisfaction Noosa community satisfaction Community satisfaction mean
venues mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
for performance (out of Survey for Provincial areas for:
optimum rating of 5).
NSC mean State mean Theme: Community Lifestyle
rating (2019) rating (2017) Services
Function: Cultural & Entertainment
3.87 3.71 Facilities (includes public halls but
not all community buildings)
1
Refer to Asset Responsibility Matrix for specific areas of responsibility.
Page 23
Section 24
Service Listing 1 of 1
Service Output Customer Service
Provide excellent customer service in accordance with Council’s Customer
Service Charter by responding to customer enquiries and requests in a friendly
and efficient manner, providing relevant and timely information, advice and
assistance about council services and processes.
Service Activity Customer Service
The activities include customer contact services (phone, on line, face to face),
capture & distribution of requests for service to responsible areas, monitoring
customer requests, cashiering including receipting of payments and
transactional interactions.
Responsible Area Department Branch
Executive Customer Service
Cost Centres Customer Services & Information 1003
Key Statistics Service activities 2018/19 2017/18 2016/17
Phone interactions 51,441 56,628 63,340
Online chat/email interactions 5,796 3,036 0
Receipts Processed 3,058 6,977 7603
Applications Processes 10,129 11,698 9,820
Requests lodged CS 15,494 17,915 14,656
Requests lodged Council 18,920 21,161 19161
Requests Customer Service to Council 81.9% 84.7% 76.5%
Legislative responsibility None but it is an integral part of local government service delivery.
to provide this service
SERVICE DELIVERY MODEL
Service is provided in-house.
ACTIVITY SERVICE LEVEL TARGET
Customer contact services
[Activities include provision of face to face, telephone and on line contact services to provide information to the
community or the lodgement of requests for service as well as transactional activities such as new dog registrations
etc.]
Availability Face to face and telephone enquiries 8.30am - 5.00pm
Monday to Friday (excluding public
holidays).
Cashier and Counter functions 8.30am – 4.30pm Monday to Friday
(excluding public holidays).
Chat Online Available 8:30am – 4:30pm
Monday to Friday (excluding Public
Holidays).
Submit a request online (routine 24/7 for lodgement only.
matters only – not emergencies)
Submit a request using mobile 24/7 for lodgement only.
applications (Snap Send Solve)
Email 24/7 for lodgement only.
Page 24
Section 25
ACTIVITY SERVICE LEVEL TARGET
Scheduled work Telephone - general enquiries and Same day response or within 2
requests for information. business days if answer cannot be
provided immediately.
Telephone call backs (if queue is busy) Same day.
Telephone requests for service Logged same day and referred to
relevant business area for attention
within their defined service level for
the relevant activity.
On line requests (web Processed during business hours
based/apps/email lodgements) only – either same day received or
next business day.
Chat Online Initial response within 60 seconds.
Survey & Feedback Conducting monthly surveys and
reporting with feedback gathered.
Reports Reporting on performance against
council standards.
Reactive work Dog registrations (new & replacement Same day or next business day.
of lost tags) – load, receipt & issue
Applications (permits – roads, parks, Same day or next business day.
street stalls etc.) – load, receipt & refer
to relevant service area.
Arrangements to Pay (Rates) Same day or next business day.
Justice of the Peace / requests to Same day.
witness documents.
Maintenance/updates of customer Same day if urgent or next business
service information portal iP@N (in- day.
house)
Maintenance/updates of customer Same day if urgent or next business
service telephony system PureCloud day.
(in-house)
Training Branch related training conducted as
required and monthly.
Disaster management support As required
Cashiering
[Receipting of payments received face to face or via mail, reconciliation of daily receipts, daily banking]
Scheduled work Reconciliation and banking (cashier) Daily
Petty Cash reimbursement Same day
Petty Cash reconciliation Weekly
Reactive work Transaction receipting (face to face) Same day
Mail receipting (incoming payments via Daily (business hours).
Records Section)
Over phone payments Not conducted as a normal activity
and is only done in extenuating
customer circumstances at which
point it is conducted at the point of
the interaction.
Page 25
Section 26
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Service targets for customer service telephone 80% of calls Gympie – 80/30 calls only
answering time answered in 60 SCC – 80/60 calls and chats
seconds. (80/60) Toowoomba – 80/20
80% of online Logan – 80/45
chats answered Maranoa – 80/60
in 60 seconds Lockyer – 5th Ring
(80/60)
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Customer Service Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Customer Service &
rating (2019) rating (2017) Communications
Function: Customer Service
4.05 3.69
Efficiency Average seconds of wait time Service standard/aim is to answer a
in the phone queue. call within 60 seconds.
2018/19 41 seconds
2017/18 45 seconds
Monthly Performance Total requests Monitoring monthly performance via
Reporting Request by work group. the organisational performance
Number of requests past report to the CEO allows council to
target date x month. understand service demands and
% of requests completed delivery
within the target date.
Average seconds of wait time CEO reports to Council quarterly on
in the phone queue. statistics.
Number of calls exceeding
target wait time (1 minute).
% of calls exceeding target
wait time (1 minute).
% of requests for service that
were lodged electronically.
Page 26
Section 27
Service Listing 1 of 4
Service Output CULTURAL DEVELOPMENT
Supporting cultural development and heritage protection through
provision of facilities and programs.
Service Activity Cultural Planning & Support
The activities include provision of support for the cultural sector,
organisations and individuals by providing a broad range of services
including policy and planning, financial grants, advice, land tenure
processes, professional and organisational development and networking
opportunities.
Responsible Area Department Branch
Community Services Community Development
Libraries & Galleries
Cost Centres Community, Culture & Sport 2600 (Partial)
Community Grants 2599 (Partial)
Management Libraries & Galleries 2514 (Partial)
Noosa Regional Art Gallery 2504 (Partial)
Library Programs & Services 2706 (Partial)
Community Properties 1411 (Partial)
Key Statistics Data to be developed as part of the Cultural Plan.
.
Legislative responsibility to None.
provide this service
SERVICE DELIVERY MODEL
Internally managed with external suppliers utilised where specialist expertise required.
ACTIVITY SERVICE LEVEL TARGET
Cultural development & support
[Activities include support for cultural organisations and individuals through provision of advice and through forums,
networking opportunities, seminars and workshops]
Cyclic activities Regional Arts Development Grants Twice yearly
Program (RADF) – application and
acquittals process
State Govt RADF Grant - application Annually or as required
and acquittals process
“Grow Your Arts” e-Newsletter Quarterly
Scheduled activities Review of Noosa Cultural Plan Every three years
Development, implementation and Annual
reporting on Cultural Plan - Annual
Action Plan Updates also included in
departmental quarterly report.
Cultural Development projects & No defined service level –
initiatives dependent on complexity of the
project and availability of resources
Sunshine Coast Creative Alliance Up to 4 events per annum
(Subject to RADF Funding – partnership
arrangement)
Page 27
Section 28
ACTIVITY SERVICE LEVEL TARGET
“Grow Your Arts” Program / Workshops Up to 4 events per annum
(Subject to RADF – varies)
Professional development activities Minimum 4 events per annum
through Galleries for visual artists
Professional development activities Minimum 4 events per annum
through Libraries for authors and digital
artists
Tenure to community not-for-profit cultural and community organisations terms
& renewals are subject to the Community Purpose Land & Infrastructure
Tenure Policy with tenure arrangements as follows:
Freehold land – permit Up to 3 years
Freehold land – lease 5 to 10 years
Trust land – permit Up to 3 years
Trust land – lease 5 to 10 years
Freehold land – lease 10 years
Reactive activities Enquiries/requests Initial response within 2 days – final
response dependent on complexity
of the request and availability of
resources
Stakeholder consultation By arrangement
Advice & support to cultural Initial response within 2 days – final
organisations response dependent on complexity
of the request and availability of
resources
Partnership projects/activities No defined service level –
dependent on complexity of the
project and availability of resources
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Data to be developed as a project through the Cultural In development In development
Plan
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Cultural Venues & Satisfaction Noosa community satisfaction Community satisfaction mean
Programs mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean
rating (2019) rating (2017) Theme: Community Lifestyle
Services
3.87 3.71 Function: Cultural & Entertainment
Facilities
Page 28
Section 29
Service Listing 2 of 4
Service Output CULTURAL DEVELOPMENT
Supporting cultural development and heritage protection through
provision of facilities and programs.
Service Activity Visual Arts Venues & Programs
The activities include provision of facilities as well as programs and
activities for a range of visual arts related activities.
Responsible Area Department Branch
Community Services Libraries & Galleries
Cost Centres Management Libraries & Galleries 2514 (Partial –management cost)
Noosa Regional Art Gallery 2504
Cooroy Butter Factory 2505
The J 2607 (Partial – exhibition space)
Key Statistics Council Cultural Venues providing
visual arts exhibition space or programs 4
Includes:
- Noosa Regional Art Gallery,
Tewantin
- The Butter Factory Arts Centre,
Cooroy
- The J, Noosa Junction (see
separate listing)
- Noosaville Library
Visitation 2018/19 2017/18 2016/17
Noosa Regional Gallery
Number of visitors 49,869 47,403 42,711
Number of events/workshops 176 143 119
Number of event/workshop attendees 4,145 3,692 3,000
Butter Factory Arts Centre
Number of visitors 19,265 16,526 12,284
Number of exhibitions 26 12 19
Number of artist 270 79 53
Number of events/workshops 186 182 53
Number of event/workshop attendees 1,499
Legislative responsibility to None.
provide this service
SERVICE DELIVERY MODEL
The delivery of visual arts services is a blended model offering different tiered services. Council directly delivers a
category A regional gallery to provide high quality curated and touring exhibitions and programs. The small multi-
skilled team work across all elements of the gallery services. A community arts space and gallery is offered through
the Butter Factory under a community managed model with Council support.
Council’s visual arts services work towards achieving the required standards under the National Standards for
Australian Museums and Galleries v1.5 September 2016
ACTIVITY SERVICE LEVEL TARGET
Noosa Regional Art Gallery, Tewantin
Page 29
Section 30
ACTIVITY SERVICE LEVEL TARGET
[Includes providing a diverse program of exhibitions, events and programs as well as allied activities such as the
gallery shop, school visits, professional development program for schools art teachers, a volunteer program and
liaison with Friends of the Gallery]
Opening hours Tuesday to Friday 10:00 am – 4:00 pm
Saturday & Sunday 10:00 am – 3:00 pm
Closed Mondays, public holidays and during exhibition changeovers.
Scheduled activities Exhibition program (incl. opening Annual program – individual
events) exhibitions on show for 4 – 6 weeks
Established two years in advance –
refined as required (ongoing)
Public programs incl. children’s and Annual program complementing
artists workshops and school holiday exhibition program
program
Professional development (e.g. school Three times per year
arts teachers)
Floating Land Festival Biennial
Art competitions (Lyn McCrea Memorial Each competition occurs annually
Drawing Prize; Arts Cycle; Draw!)
Friends Noosa Regional Gallery Monthly
meetings
Reactive activities Artist advice/support On request
Institutional visits (e.g. schools) On request
Stakeholder consultation As required
Exhibition applications By application - Initial response
within 2 days – final response
dependent on assessment of
application and discussions with
artist
Corporate Art Collection
[All activities related to the storage and management of items in the corporate art collection]
Availability On display in Council buildings During office/opening hours
In storage – availability for Council On request, access usually
officers only processed within 5 business days
Scheduled activities Audit Annual
Reactive activities Processing new items As required
Relocation of artworks On request – generally within 5
business days
Maintenance As required – dependant on
complexity of repair and availability
of resources
Public Art
[All activities related to the management of public art items on Council land]
Availability On display on Council land Generally open access 24/7
Scheduled activities Audit Annual
Public art projects e.g. commissioning Infrequently – only when
new works programmed
Reactive activities Maintenance As required – dependant on
complexity of repair and availability
of resources
Gallery Operations
[includes activities such as WHS inspections for galleries, building maintenance, volunteer coordination, contract
management
Cyclic inspections WHS inspections 3 times per annum
Scheduled activities Fire Services Monthly
Page 30
Section 31
ACTIVITY SERVICE LEVEL TARGET
Planned Building maintenance - As Subject to work area response time
required, work order requests to frames.
relevant Council dept.
Internal Gallery wall & floor Annual
maintenance
Security - Managed Council contracts Daily
with Naskam (Alarms and CCTV) and
Complex (random patrols)
Air conditioning service - Managed Monthly
Council contract
Reactive activities Reactive building maintenance - As Subject to work area response time
required, work order requests to frames.
relevant Council dept.
Volunteer coordination includes Generally initial application and
applications, assessment and phone contact processed within five
inductions and management. (5) business days.
Full process may take up to 8-12
weeks (involves face-to-face
meeting, assessment, application for
Blue Card to be completed and
received from Govt, induction and
introduction to volunteer activity).
General enquiries/complaints (in No defined service level – response
person, by phone or online) generally provided within 2 business
days (subject to complexity of issue)
Ancillary Exhibition Spaces
[Council provides ancillary exhibition spaces with Noosaville Library and The J. These are non-curated spaces and
exhibitions are considered upon application.]
Opening hours Noosaville Library As per Library opening hours
The J As per The J opening hours
Scheduled activities Exhibition rotations 4 to 6 Weekly
Reactive activities Application processing Up to 4 weeks
Butter Factory Arts Centre, Cooroy
[The converted old Butter Factory together with the adjoining potter’s kiln and shed is owned by Council and
operated by the Cooroy Futures Group under a three year management agreement with operational funding
provided by Council for the facility to operate as an arts exhibition, workshop & events venue]
Opening hours Tuesday to Friday 10.00am to 3.00pm
Saturday 10.00am to 12.00noon
Closed Mondays, public holidays and during exhibition changeovers
Scheduled activities Review of management arrangement 3 years from 2016
Renewal due December 2019
Performance review Bi-annual
Building inspection Annual
Reactive Reactive building maintenance - As Subject to work area response time
required, work order requests to frames
relevant Council dept.
Curatorial and operational advice & As required
support
Page 31
Section 32
KEY SERVICE METRICS
Cost of service
Noosa Regional Gallery 2018/19 2017/18 2016/17
Net cost - including corporate overhead 940,902 942,094 761,492
Net cost - excluding corporate overhead 608,794 634,235 459,534
Rateable properties 30,500 30,000 30,000
Cost per rateable property - incl 30.85 31.40 25.38
Cost per rateable property - excl 19.96 21.14 15.32
Visits 49,869 47,403 42,711
Cost per visit - incl 18.87 19.87 17.83
Cost per visit - excl 12.21 13.38 10.76
Butter Factory Arts Centre 2018/19 2017/18 2016/17
Net cost - including depreciation and corporate overhead 180,945 194,068 248,271
Net cost - excluding depreciation and corporate overhead 145,484 162,816 147,202
Rateable properties 30,500 30,000 30,000
Cost per rateable property - incl 5.93 6.47 8.28
Cost per rateable property - excl 4.77 5.43 4.91
Visits 19,265 16,526 12,284
Cost per visit - incl 3.63 4.09 5.81
Cost per visit - excl 2.92 3.43 3.45
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Cultural Venues & Satisfaction Noosa community satisfaction Community satisfaction mean
Programs mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean
rating (2019) rating (2017) Theme: Community Lifestyle
Services
3.87 3.71 Function: Cultural & Entertainment
Facilities
Page 32
Section 33
Service Listing 3 of 4
Service Output CULTURAL DEVELOPMENT
Supporting cultural development and heritage protection through
provision of facilities and programs.
Service Activity The J Entertainment and Community Venue
The activities include provision of the facility as well as programs and
activities for a range of cultural and general community activities.
Responsible Area Department Branch
Community Services Community Development
Community Facilities
Cost Centres Management Community Facilities 2500
The J 2607
Key Statistics Service activities 2018/19 2017/18 2016/17
Visits 90,992 85,089 79,740
Education/schools performances 12 12 14
Community groups 16 22 16
Special events 5 6 4
Comedy performances 6 5 8
Live music/bands 20 20 17
Theatre 7 6 7
Film 9 10 7
Legislative responsibility to None.
provide this service
SERVICE DELIVERY MODEL
The facility is managed and operated in-house with programs largely delivered through venue hire to external
commercial promoters & community organisations with some limited Council organised entrepreneurial
performances.
ACTIVITY SERVICE LEVEL TARGET
Operations
The J is a multi-purpose entertainment & community venue. It features a versatile auditorium which can be
configured with retractable seating for up to 402 people, including 338 people in the theatre and an additional 64
seats in the upper mezzanine level, table seating for 250, or an open plan hall with 500 people standing room. The
centre also contains a lounge and recreational areas, meeting and workshop spaces and catering facilities – all of
which are available for hire.
Activities include sourcing a variety of entertainment and cultural events as well as management of venue
hire/bookings by external parties and community groups, events ticketing, event set-up and set-down, and general
operations such as administration, sub-lease management (University of Sunshine Coast and Community Radio),
together with routine building and equipment maintenance and repairs.
Availability Venue hire availability (on demand) Generally from 6 am to midnight
Opening hours Reception/administration hours 8.30am – 5pm
Monday to Friday
Box office (ticket collection) 9am to 4.30pm Monday to Friday
Plus 1 hour prior to a ticketed event
Cyclic inspections Facility inspection Daily (checklist)
WHS inspections 3 per annum
Scheduled activities Ticketing (on line) 24/7 year round
Page 33
Section 34
ACTIVITY SERVICE LEVEL TARGET
Marketing –including social media, E- Monthly (or as required)
newsletter “What’s on at The J”
Lease arrangements USC Initial 10 year term + 2 X 5yr options
USC Sublease to TAFE to 31 Dec 2026
Lease arrangements Noosa FM Revised lease under development
with 2 year term + 3 X 1yr options to
31 Dec 2023.
Cleaning Nightly
Security patrols Nightly
Pest control Quarterly
Termite Inspection Quarterly
Evacuation testing Annually
Air-conditioning Ducted – Monthly
(managed through Buildings & Split systems - Quarterly
Facilities)
Fire systems testing Monthly
(managed through Buildings &
Facilities)
Reactive work Enquiries/complaints No defined service level but
generally completed within 2
business days.
Bar/kiosk operation for events Event specific as required
KEY SERVICE METRICS
Cost of service
The J Entertainment and Community Venue 2018/19 2017/18 2016/17
Net cost - including depreciation and corporate overhead 757,664 758,799 702,577
Net cost - excluding depreciation and corporate overhead 260,924 202,037 262,202
Rateable properties 30,500 30,000 30,000
Cost per rateable property - incl 24.84 25.29 23.42
Cost per rateable property - excl 8.55 6.73 8.74
Attendance 90,992 85,089 79,740
Cost per attendance - incl 8.33 8.92 8.81
Cost per attendance - excl 2.87 2.37 3.29
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
The J Utilisation Theatre utilisation rate of 85%. Percentage of days with at least one
theatre booking
The J Satisfaction Net Promoter Score of 70 Surveys using Net Promoter Score
from regular hirers on (NPS) rating. A NPS that is positive
21/02/17. (i.e., higher than zero) is felt to be
good and an NPS of >50 is excellent.
Cultural Venues & Satisfaction Noosa community satisfaction Community satisfaction mean
Programs mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean
rating (2019) rating (2017) Theme: Community Lifestyle
Services
3.87 3.71 Function: Cultural & Entertainment
Facilities
Page 34
Section 35
Service Listing 4 of 4
Service Output CULTURAL DEVELOPMENT
Supporting cultural development and heritage protection through
provision of facilities and programs.
Service Activity Heritage protection & preservation
The activities include initiatives, programs and projects to protect,
preserve and promote the history and cultural heritage of Noosa Shire
and administration of the heritage levy.
Responsible Area Department Branch
Community Services Libraries & Galleries
Cost Centres Heritage (Levy) 1604
Library Programs & Services 2706
Library Collections 2705
Heritage Operations 2714
Key Statistics Library’s Heritage Collection 2,639 items
Picture Noosa images online 1,577
Major Heritage Organisations Supported 6
State Heritage listed sites 10
Legislative responsibility to None identified
provide this service
SERVICE DELIVERY MODEL
Internally managed with external suppliers utilised where specialist expertise required and volunteers used
extensively to achieve project outcomes.
ACTIVITY SERVICE LEVEL TARGET
Heritage levy administration
[Activities include levy management, policy development and management, review of levy-funded project
proposals, stakeholder consultation and coordination of Heritage Reference Group.)
Scheduled activities Heritage Reference Group meetings Quarterly
and management of meeting outcomes
Levy Budget Review Quarterly
Levy Budget Preparation Annual
Heritage Levy Policy & Guidelines Annual
Review
Scheduled appointment to Heritage Every three years
Reference Group
Reactive activities Consideration of project requests for No defined service level – (response
levy funding time subject to complexity of issue)
Appointment to ad-hoc vacancies in As and when required – full process
Heritage Reference Group may take between 8 to 12 weeks
Heritage Levy project reporting As and when required – report
including financial updates produced generally within 10
business days
Heritage initiatives/programs
[Includes a broad range of projects, activities and works to maintain and preserve heritage assets, develop and
implement projects, engage heritage specialists and undertake heritage sector development)
Cyclic activities Develop heritage levy expenditure Annual (budget process)
program
Scheduled activities Implementation of heritage levy funded No defined service level – dependent
projects on complexity of the project and
availability of resources
Page 35
Section 36
ACTIVITY SERVICE LEVEL TARGET
Stakeholder consultation As and when required
Skills development of heritage sector At least three times per year
Review of Heritage Walk brochures, At least annually
signage and promotional information
Inspections of built heritage assets At least annually
Reactive activities Advice on heritage matters to Council Initial response within 2 days – final
and external customers response dependent on complexity
of the request and availability of
resources
Review of requests relating to specific Initial response within 2 days – final
operational matters including place response dependent on complexity
names, memorials and plaques. of the request and availability of
resources
Maintenance of Council’s built heritage No defined service level – dependent
assets on complexity of the works required
and availability of resources
Requests from private owners for Initial response within 2 days – final
advice on heritage buildings response dependent on complexity
of the request and availability of
relevant heritage consultant
Heritage Library
[Capturing, documenting and providing access to the unique history of the Noosa Shire local government area –
incl. print, newspapers, digital images, digital resources, oral histories and online content]
Availability Access to physical collection available during opening hours. Online content
available 24/7
Scheduled activities Local Studies Collection – open access Access during opening hours
Local Studies Collection – closed stack Availability between same day and
collection up to 5 business days
Picture Noosa Collection Access available 24/7 online
Genealogy Collection – open access Access during opening hours
Procurement to collection As materials are sourced
Collection management Daily and ongoing
Heritage Library projects and initiatives No defined service level – dependent
on complexity of the project and
availability of resources
Policy development and review At least annually
Reactive activities Heritage research assistance Initial response within 2 days – final
response dependent on complexity
of the request and availability of
resources
Community Outreach - presenting local By arrangement
information to groups
Stakeholder consultation By arrangement
Volunteer coordination includes Generally initial application and
applications, assessment, inductions phone contact processed within five
and oversight business days. Full process to end of
induction may take up to 8-12 weeks
Page 36
Section 37
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
In development In development In development
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Heritage Protection Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared to performance rating from the LGAQ
the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Community Lifestyle
rating (2019) rating (2017) Services
Function: Heritage Protection
3.83 3.47
Page 37
Section 38
Service Listing 1 of 3
Service Output DEVELOPMENT SERVICES
Provision of development information, assessment & compliance
services.
Service Activity Development Assessment & Compliance
The activities include provision of information, assessment and decision
making related to development applications and planning scheme;
development audit and compliance; planning appeals and infrastructure
plan and charges.
Responsible Area Department Branch
Environment & Sustainable Development Assessment
Development
Cost Centres Development Assessment Management 1601
Development Assessment 1605
Operational Works 1606
Planning Administration & Compliance 1607
Key Statistics Service activities 2018/19 2017/18 2016/17
Applications 663 699 754
Approvals 600 596 659
Planning Certificates 99 107 141
Property Searches 247 289 405
Flood Searches 157 169 266
Written Advices 39 28 37
Complaints 295 221 226
Pre-lodgement Meetings 37 42 51
Planning Appeals (active) 17 14 15
Compliance Actions 4 1 1
Legislative responsibility to Planning Act 2016
provide this service Planning Regulation 2017
Development Assessment Rules - under the Planning Act 2016, section 68(1)
SERVICE DELIVERY MODEL
The service is undertaken in house, with specialist advice provided by external consultants in regard to traffic,
acoustic and urban design from time to time as required. An external solicitor is also engaged for planning appeals
and specialist planning legal advice.
ACTIVITY SERVICE LEVEL TARGET
Development assessment
[Activities include pre-application advice services, pre-lodgement meetings, making publicly available details of
applications for material change of use, reconfiguring a lot, assessment of public submissions, assessment of
applications against the Noosa Plan and relevant legislation and issue of decision notices and infrastructure
charges]
Scheduled work Applications decided by Delegation Monthly
CEO Quarterly Report – Decision Time Monthly
Frames
Qld Treasury reports for: Quarterly
• Uncompleted Monitoring Program
for Preliminary Approvals
Page 38
Section 39
ACTIVITY SERVICE LEVEL TARGET
• Uncompleted Monitoring Program
for Reconfiguring a Lot Approvals
• Uncompleted Monitoring Program
for Reconfiguring a Lot Cert (Plan
Seal)
• Residential Infill Monitoring –
Material Change of Use
Reactive work Pre-application advice Varies from same day to 5 business
days
Pre-lodgement Available weekly
Determine application properly made 10 business days
- Issue of Action Notice; or
- Issue of Confirmation Notice
Response to Action Notice (from Within 5 business days after
applicant within 20 business days) response received
Information request (after Confirmation 10 business days
Notice issued)
Public Notification – publish application Within 20 business days
to website (after issue of Confirmation
Notice)
Assess and decide application (less up 35 business days
to 10 business days if Information (unless otherwise agreed by
Request has been issued) applicant)
Issue Decision Notice Within 5 business days
Notify each principal submitter Within 5 business days of decision
application not approved)
Notify each principal submitter
(application approved):
- Where Negotiated Decision Within 5 business days of decision
Notice requested
- Where no Negotiated Decision Within 5 business days after
Notice requested applicant’s appeal period ends (20
business day appeal period)
Request for Negotiated Decision Notice 20 business days (unless otherwise
agreed by applicant)
Referral Applications to Council 10 business days
Minor Change to Development 20 business days
Approval
Issue Infrastructure Charges Notice Generally at the same time as the
Decision Notice or within 5 business
days of decision
Issue of Infrastructure Charges Notices Within 20 business days of receipt of
for Building Works Approvals privately certified building plans
Decision on request - superseded 30 business days
planning scheme application
Operational works
[Activities include assessment of Operational Works applications against the development approval for the site and
The Noosa Plan and issue of decision notice and inspection of development while under construction]
Scheduled work Qld Treasury reports for Uncompleted Quarterly
Monitoring Program for Op Works
Approvals
Reactive work Operational Works Applications are
same as above
Pre-Start Meetings Within 5 business days
Regular inspection of development sites Weekly or daily as required
under construction
On Maintenance Inspections Within 5 business days
Off Maintenance Inspections Within 5 business days
Plan Sealing 20 business days
Development compliance
Page 39
Section 40
ACTIVITY SERVICE LEVEL TARGET
[Review all development approvals for compliance with the conditions of approval and investigate and address
complaints re breaches of the Noosa Plan and/or development approval conditions
Scheduled work Inspections of Advertising Signage Ongoing
Reactive work Audits As required
Enquiries/complaints Within 5 business days (unless
otherwise identified as urgent)
Development Searches
[Undertake searches of Council records to provide information and specialist advice to prospective purchasers of
property]
Reactive work Full planning & development certificate 30 business days
Limited planning & development 5 business days
certificate
Standard planning & development 10 business days
certificate
Standard property search (includes 10 business days
rates & development info)
Flood search certificate (simple search) 10 business days
Advanced flood search certificate - on Varies depending on level of work
application required
Written Advice 10 business days
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Percentage of applications processed within statutory 2018/19 2017/18 2016/17
timeframes 76% 83% 85%
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Town planning Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of an optimum score of Survey for Provincial areas for:
5).
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Town Planning
3.63 3.40
Page 40
Section 41
Service Listing 2 of 3
Service Output DEVELOPMENT SERVICES
Provision of development information, assessment & compliance
services.
Service Activity Building & Pool Compliance
The activities include provision of information, advice and assessment of
applications for referral agency building work, and building & swimming
pool compliance as well as maintaining records and undertaking
searches to provide information relating to property specific building
information.
Responsible Area Department Branch
Environment & Sustainable Building & Plumbing
Development
Cost Centres Management Building & Plumbing 1620
Building & Pool Compliance 1608
Key Statistics Services delivered 2018/19 2017/18 2016/17
Building Lodgements 1,383 1, 364 2, 198
Applications 266 239 201
Approvals 262 235 197
Refusals 4 4 4
Compliance Investigations 200 235 250
Inspections (building/pools) 36 734 667
Building Searches 961 1,086 1, 622
Legislative responsibility to Building Act 1975
provide this service Building Regulation 2006
Queensland Development Code MP 1.2 (building)
Queensland Development Code MP 3.4 (swimming pools)
Planning Act 2016
Planning Regulation 2017
Development Assessment Rules - under the Planning Act 2016, section 68(1)
National Construction Code (building)
SERVICE DELIVERY MODEL
The service is delivered internally as a statutory requirement of local government.
ACTIVITY SERVICE LEVEL TARGET
Building assessment & compliance
[Activities include provision of advice, review referral agency building applications on behalf of Council including
assessment requirements for design, siting and boundary set-backs, maintaining records in relation to private
certification building applications & approvals, as well as compliance matters for building work and swimming
pools.]
Scheduled work Swimming Pool, Spa safety and Ongoing (statutory)
educational programme
Statistical reporting – Qld Treasury Monthly
Statistical reporting – Australian Bureau Monthly
of Statistics
Reactive work Assessment of referral agency building 10 business days (statutory)
applications – assessment & decision
notice
Page 41
Section 42
ACTIVITY SERVICE LEVEL TARGET
Building and Development Dispute 20 Business days (statutory)
Resolution Committee (Tribunal)
Assessment of outstanding building As resources permit (ongoing)
approvals issued by Council (legacy
applications that have not been
finalised).
Note: Approx. 3,000 files outstanding
with an estimated 1,500 higher risk
applications being progressively
reviewed.
Swimming pools - inspections 5 business days (statutory)
swimming pool safety
Swimming pools – inspections pool 5 business days (statutory)
incidents
Swimming pool notifications (if Every 4 years (statutory)
certificate not in effect for 4 years and
pool on State Government register)
Swimming pool – disability exemptions 5 business days (statutory)
Swimming pool – disability exemptions 10 business days after exemption
notification to QBCC granted (statutory)
Swimming pool – applications for 40 business days (statutory)
impracticality exemption
Swimming pool – applications for 10 business days after approval
impracticality exemption notification to (statutory)
QBCC
Reactive work Enquiries 5 business days
Compliance issues 20 business days
Building searches
[Undertake searches of Council records and provide information to property owners, authorised tradespersons, and
prospective purchasers of property]
Reactive work Building information search (domestic, 10 business days
commercial, industrial)
Advanced building information search 10 business days
(all)
Document retrieval (building approval 10 business days
documents)
Certificate of classification 10 business days
Plan retrieval building search 10 business days
(domestic, commercial, industrial)
Page 42
Section 43
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Average processing time for referral agency 8 business days. 1 Queensland Department of Local
applications compared to statutory requirement of 10 Government comparative data not
business days. available.
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Building & Pool Satisfaction Noosa community satisfaction Community satisfaction mean
compliance mean rating score compared to performance rating from the LGAQ
the State mean rating score Community Satisfaction Tracking
(out of an optimum score of 5). Survey for Provincial areas for:
Theme: Managing the Shire
Function: Building Control
NSC mean State mean
rating (2019) rating (2017)
3.57 3.45
1
As at December 2017
Page 43
Section 44
Service Listing 3 of 3
Service Output DEVELOPMENT SERVICES
Provision of development information, assessment & compliance
services.
Service Activity Plumbing Services
The activities include provision of information, advice and assessment of
applications for compliance assessable plumbing work, undertaking
audits of notifiable plumbing works, on site-treatment plants and backflow
prevention devices as well as maintaining records and undertaking
searches to provide information relating to property specific plumbing
information for Council, State and Federal Agencies.
Responsible Area Department Branch
Environment & Sustainable Building and Plumbing Services
Development
Cost Centres Management Building & 1620
Plumbing Services 1609
Key Statistics Service activities 2018/19 2017/18 2016/17
Approvals 442 503 463
Applications (non-sewered) 156 157 206
Application site Inspections 2,210 2,009 3,262
Compliance/complaint inspections 302 43 294
QBCC site compliance inspections 74 4 155
Form 4 Notifiable Works audits 298 145 233
Waste water facilities service reports 6,600 5,410 7,670
Registered backflow devices 4,510 4,200 6,045
Plumbing searches 1,409 754 1,147
Legislative responsibility to Plumbing & Drainage Act 2018
provide this service Plumbing & Drainage Regulation 2019
2016 National Construction Code Volume 3.(plumbing)
Queensland Plumbing and Waste Water Code
AS/NZS 1547:2000 - On-site wastewater management.
Water and Safety Reliability Act 2008
Note: Legislative changes are due to be implemented in June 2019 which will
reduce statutory timelines for compliance assessment from 20 days to 10 days.
SERVICE DELIVERY MODEL
Service is delivered internally as a statutory requirement of local government.
ACTIVITY SERVICE LEVEL TARGET
Plumbing assessment & compliance
[Activities include providing advice, assessment and decision making relating to Compliance Assessable Plumbing
work and reporting]
Scheduled work Compliance reporting and inspections 20 business days
(plumbing) for QBCC 1
2
Audits of notifiable plumbing works Systematic inspection programme -
(Form 4) – statutory requirement to 10 business days (or as agreed with
audit 5% of these minor works. owner = letter drop system)
Page 44
Section 45
ACTIVITY SERVICE LEVEL TARGET
Audits of on-site sewerage treatment Systematic inspection programme -
plants (waste water) 10 business days (or as agreed with
owner = letter drop system)
Audits backflow prevention devices 5 days or as specified by audit
programme notice.
Approval connection reporting to Monthly
Unitywater (Distribution Retailer)
Reactive work Pre-application advice (pre-start No defined service level – generally
meeting) within 2 business days.
Compliance Assessable – applications 2 business days (Fast track
for domestic plumbing work with agreement)
sewerage connection
Compliance Assessable – applications 10 business days (statutory)
for domestic plumbing work with on-site
treatment facility
Compliance Assessable – applications 10 business days (statutory)
for commercial applications
Backflow prevention devices Minimum 12 monthly intervals.
(registration & testing – issue of notice)
Waste Water Facilities 10 business days
(registration and testing)
Building and Development Dispute 20 days
Resolution Committee (Tribunal)
Issuing approval on behalf of Unitywater Monthly
for extension of sewer connections
Reactive work Enquiries 5 business days
Compliance issues 20 business days
Plumbing searches
[Undertake searches of Council records and provide information to property owners, authorised tradespersons, and
prospective purchasers of property]
Reactive work Backflow prevention device record 10 business days
search
Plumbing records search (domestic , 10 business days
commercial, industrial)
Advanced plumbing records search 10 business days
(domestic, commercial, industrial)
Plumbing plan retrieval (domestic, 10 business days
commercial, industrial)
Plumbing compliance certificate 10 business days
Page 45
Section 46
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Average processing time for compliance 18 business days. 3 Queensland Department of Local
assessable applications compared to Government comparative data not
statutory requirement of 20 days. available.
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Plumbing Services Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of an optimum score of Survey for Provincial areas for:
5).
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Building Control
3.57 3.45
1
Queensland Building & Construction Commission
2
Audits can be done either by 1. Letter drop 2. Dated advice on access or 3. Systematic inspection program
3
As at December 2017
Page 46
Section 47
Service Listing 1 of 1
Service Output DISASTER MANAGEMENT
Provision of a co-ordinated multi-agency response in order to lessen the
impact of emergencies/disasters on the community and to meet Council’s
obligations under the Disaster Management Act 2003.
Service Activity Disaster Prevention, Preparedness, Response & Recovery
Activities, systems and strategies to ensure that there is the appropriate
coordination of resources to deal with all aspects of an emergency or
disaster event in order to lessen the impact on the community.
Responsible Area Department Branch
Infrastructure Services Director’s Office
Civil Operations
Community Services Community Development
Waste & Environmental Health
Executive Services Community Engagement
Cost Centres Disaster Management 1700
State Emergency Services 1701
Disaster Management (NDRRA) 2407
Emergency Operations 2007
Key Statistics Services delivered 2018/19 2017/18 2016/17
Local Disaster Coordination Centre
activations 1 0 2
Declared Disaster Events 0 0 1
Legislative responsibility to Disaster Management Act 2003
provide this service
SERVICE DELIVERY MODEL
This is an internally managed and delivered service with close liaison with multiple agencies.
ACTIVITY SERVICE LEVEL TARGET
Disaster Planning/Preparedness
[Activities include regularly reviewing the Local Disaster Plan, the Community Recovery Plan and associated Sub-
Plans and ensuring that the community and response agencies are prepared in the event of a disaster with
appropriate arrangements in place and exercised]
Scheduled work District Disaster Management Committee Meetings 4 times per year
Local Disaster Management Committee Meetings 4 times per year
Community Disaster Management Sub-Groups Annual
Meetings
Review Local Disaster Management Plan Annual
Review Local Disaster Management Plan Sub- Annual
Plans
Review Disaster Recovery Plan Annual
IGEM assessment of Local Plan Annual
Co-ordination Centre training Ongoing
Design and prepare multi-agency training exercises Annual
Conduct multi-agency exercises Annual
Disaster management systems training Ongoing
Get Ready program of activities (community Annual
awareness)
Report to Council on disaster management Annual (November)
Emergency Operations Team (internal) Bi-monthly
Page 47
Section 48
ACTIVITY SERVICE LEVEL TARGET
Disaster Co-ordination
[Activities include establishment of co-ordination room, resourcing and roster management, provision of information
to the community etc.]
Reactive work District Disaster Management Group Meetings As determined by DDMG
Local Disaster Management Group Meetings As determined by LDMG
Disaster Co-ordination Centre operations As required
Field Coordination Centre operations As required
Communications As required
Disaster Response
[Activities include providing equipment and resources to respond to issues related to community assets to ensure
community safety and protection of property]
Reactive work Field resources responding to issues related to As required
community assets (road flooding; trees down, block
drains; support for fire management etc.)
Disaster Recovery
[Activities may include convening the Disaster Recovery Group, conducting needs analysis, operational and action
planning, capturing details of Council asset damage and estimates of costs, dealing with public health and bulk
waste disposal requirements, submitting a claim for financial assistance from other levels of government etc.]
Reactive work Convene Disaster Recovery Group As required
Co-ordinate / implement actions for recovery – As required
Local Recovery co-ordinator
Capture details of asset damage, estimated costs to As required
rectify
DRFA (was NDRRA) application for funding As required
DRFA (was NDRRA) acquittal As required
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Annual assessment of the Local Disaster Management Self-assessment All Qld LGAs
Plan against the Emergency Management Assurance tool at IGEM no
Framework. longer exists
Score = or > Well Placed (6-8 stars)
Capacity to respond to disaster events is maintained No change Cat. 3 Qld local governments
so that Residual Risks identified in Local Disaster
Management Plan do not increase.
Events exceeding capacity are limited to those
identified in the Noosa Disaster Management Plan
(Page 46).
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Disaster Management Disaster Qld Disaster Resilience Score from Qld Strategy for Disaster
Resilience Indicators are currently under Resilience to measure progress in
development by the State developing increased levels of
disaster resilience.
Disaster Management Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Disaster Management
3.97 Function not
included in
State tracking
Page 48
Section 49
Service Listing 1 of 1
Service Output ECONOMIC DEVELOPMENT
Strategic direction, Programs and initiatives to build capacity and provide support
to assist with the growth and diversification of the local economy.
Service Activity Economic Development
The activities include provision of advice and information, building relationships,
business support and development and implementation of actions from the Local
Economic Plan with specific attention to the sectors of, education, health &
wellness, rural enterprise, creative and environmental industries, tourism, and
professional services.
Operation of the Peregian Digital Hub as part of a wider digital and technology sector
growth agenda
Responsible Area Department Branch
Environment & Sustainable Development Economic Development
Cost Centres Economic Development & Industry Asst. 1610
Peregian Digital Hub 1611
Tourism (Tourism & Economic Development 1613
levy)
Noosa Junction Levy 1614
Key Statistics Local Economic Plan 2018/19 2017/18
Key stakeholders supported (Business Groups) 15 15
Contacts and e-newsletter subscribers 1,300 1,300
Concierge enquiries (estimate) 150 150
Business events supported 5 4
Attendees at business events (estimate) 300 300
Peregian Digital Hub 2018/19
Tech start-ups and inventors supported and mentored 39
Events and workshops 55
Attendees at events and workshops 610
Legislative None.
responsibility to
provide this service
SERVICE DELIVERY MODEL
The service is delivered internally with support from external consultants and suppliers as required.
ACTIVITY SERVICE LEVEL TARGET
Strategy & service delivery
[Includes implementation of the Local Economic Action Plan, curating and managing the use of the Peregian Beach
Digital Hub, providing a concierge service for business enquiries to Council, business support and development,
developing and maintaining stakeholder relations and participation in key regional land use planning activities and
economic futures scenarios]
Scheduled activities Implementation of Local Economic Action Ongoing
Plan (funded through Tourism &
Economic Levy)
Note: Plan includes ongoing activities as
well as special projects.
Page 49
Section 50
ACTIVITY SERVICE LEVEL TARGET
Peregian Digital Hub will attract , support Ongoing
and develop talent including:
Co-work in a world-class environment,
Providing entrepreneurial support,
Facilitating Connections and delivering
skills of the future
Reactive activities Business enquiries (concierge / co- Generally same business day.
ordination of enquiries to Council).
Connect business/industry with planning As required
scheme input.
Participation in various land use forums As required
incl. Noosa Plan Review; Shire Business
Centre and other precincts.
Input to internal working groups As required
(transport, Noosa Plan Review, etc.)
Stakeholder relations Ongoing
Capacity building & leadership
[Includes conduct of events & programs to build business capacity including an economic grants program as well as
curating the use of the Peregian Beach Digital Hub]
Scheduled work Economic Grants Program ((funded Ongoing
through Tourism & Economic Levy))
Three grant types : Quick Response,
One off Project and multi-year strategic
partnership
.
Events e.g. Noosa Connects Digital; Annual
Noosa Connects Jobs; Innovation Local
Master Class etc.
Innovation – Regional (Meetings) Monthly (generally)
Reactive work Business group support (e.g. Innovate As required
Noosa, Create Noosa etc.) - ex officio
member/support role
Communications & Information
[Compiling and providing key economic data and other information to facilitate business development and
investment]
Scheduled work Business Assistance Guide Quarterly
Economy.id – an analysis tool for Council Available on demand, updated
and the community to access for annually
economic and community profiling
information
Noosa Economic Profile Annually
Business & Industry profiles (e.g. Good Annually
for Business, a Taste for Noosa,
Cracking the Code). Review and update
statistics.
Reactive work Media releases As required
Tourism support
Page 50
Section 51
ACTIVITY SERVICE LEVEL TARGET
[Includes collection of revenue for benefit area properties to fund tourism and economic development initiatives, as
well as development and management of a funding agreement and relationship management with Tourism Noosa]
Scheduled activities Tourism Noosa - Funding Deed 3 years
arrangements (July 2017 to 30 June
2020 with 2 year option)
Tourism Noosa - Business Plan & Annual (by 15 March each year)
Reporting
Participation in Tourism Noosa working project based
groups
Noosa Junction business support
[Includes collection of revenue for benefit area properties to fund projects and initiatives identified in the Noosa
Junction Commercial and Economic Planning Strategy, providing support & advice as well as relationship
management]
Scheduled work Funding agreement Annual
Business Plan (projects & initiatives) Annual
Progress monitoring (meeting with Quarterly
Council officer)
Payments Twice yearly
Acquittal of funds Annual (2 months after end of FY)
KEY SERVICE METRICS 1 (Local Economic Plan)
Measure Target Noosa Metric Qld Metric Description
Growth in GRP (%) Above the Qld 1.5% 1.8% % change 2015-16 to 2016-17
average
Growth in GRP (M$) Above the Qld $749 $1,087 Per capita $ change 2015-16
average to 2016-17
Growth in GRP compared GRP growth 0.2% 0.1% Difference for 2017
to population growth exceeds
population
growth
Unemployment rate Lower than 4.5% 6.1% Average of last 4 quarters
State average (FY2017-18)
Household income Higher than $1,191 $1,392 Household income 2016,
State average $/week
Average income growth Higher than 4.6% 2.6% Average annual household
State average income 2016 growth
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Economic Satisfaction Noosa community Community satisfaction mean
Development satisfaction mean rating performance rating from the LGAQ
score compared to the State Community Satisfaction Tracking
mean rating score (out of Survey for Provincial areas for:
optimum rating of 5).
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Economic development &
local employment
3.33 3.01
1
Source – Noosa Economic Profile July 2017 (prepared by Lucid Economics)
Page 51
Section 52
Service Listing 1 of 1
Service Output ELECTED COUNCIL
Representing the interests of the community of the Noosa Shire local
government area and decision making with a focus on policy direction
and delivery of services in the public interest.
Service Activity Elected Council Operations
The activities include quadrennial elections, conduct of Council meetings
and compliance with statutory obligations such as register of interests
together with administrative support to the Mayor and Councillors.
Responsible Area Department Branch
Office of the CEO Executive Support
Cost Centres Elected Members 2702
Mayor & Councillor Support 2701
Key Statistics Elected Members 7 including Mayor
Meetings 2018/19 2017/18 2016/17
Committee & Ordinary 46 46 45
Legislative responsibility to Local Government Act 2009
provide this service
SERVICE DELIVERY MODEL
This service is provided internally other than for elections which are conducted by the Queensland Electoral
Commission on a fee basis.
ACTIVITY SERVICE LEVEL TARGET
Elections
[Liaison with appointed electoral officer and payments to Queensland Electoral Commission for conduct of
quadrennial local government election and provision of information to candidates regarding electoral signage and
other matters]
Scheduled activities Local government elections Quadrennial (every 4 years).
Reactive work Provision of information to candidates No defined service level but
response generally provided within 5
business days.
Meetings
[Notices of meetings, conduct of meetings including co-ordination, distribution and public posting of meeting
agendas and meeting minutes]
Scheduled activities Notice of Meetings (public advertising) Annually and as required for Special
Meetings or if any venue or other
Note: Meeting calendar is also changes.
provided on Council’s website.
Council meetings Monthly for each Committee &
Ordinary Meeting (January has
Note: Comprises 3 Committee reduced cycle).
meetings and 1 Ordinary Meeting
(decision making meeting)
Special Meetings for budget adoption 1 per year
Page 52
Section 53
ACTIVITY SERVICE LEVEL TARGET
Councillor Support & Registers
[Administrative support for Mayor and to lesser extent Councillors and maintaining registers of interest for elected
members and posting to website]
Scheduled activities Completion and submission of Form 2 Within 30 days of commencement of
– Register of Interests of a Councillor duties or any change of
and their Related Persons (statutory circumstances (Councillor obligation)
obligation)
Posting of Form 2 to website Generally same or next business day
on receipt of completed form.
Administrative support (Mayor) Daily
Elected remuneration / reimbursements Fortnightly remuneration +
reimbursements for
expenses/conferences as required
(generally same or next business day
on receipt of completed form)
Councillor induction program Every 4 years + periodical updating
via training sessions
Reactive activities General administrative support to As required (limited)
Councillors
Councillor training Ongoing (as required)
KEY SERVICE METRICS
Cost of service
Elected Council 2018/19 2017/18 2016/17
Net cost 973,667 972,946 1,180,881
Rateable properties 30,500 30,000 30,000
Population 55,369 54,736 54,033
Cost per rateable property 31.92 32.43 39.36
Cost per population 17.59 17.78 21.85
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Elected Members Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Qualities of Council
rating (2019) rating (2017) Function: Quality of Councillor(s)
dealt with
3.68 3.34
Page 53
Section 54
Service Listing 1 of 2
Service Output FINANCIAL SERVICES
Provision of financial management, statutory financial compliance and
reporting, budgeting and creditor payment services.
Service Activity Financial Services
The activities include provision of financial accounting, treasury and
investment services, management accounting, capital project financial
management and asset accounting, and accounts payable services.
Responsible Area Department Branch
Corporate Services Financial Services
Revenue
Cost Centres Management Finance & Accounting 1301
Services
Financial Planning & Business Analysis 1302
Financial Accounting 1303
Management & Systems Accounting 1304
Account Payments 1305
Treasury 1306
Grants Funding 1307
Accounting & Other Clearing 1308
Key Statistics Service activities 2018/19 2017/18
Number of ledger transaction 353,052 345,381
Council operating expenditure 114,958,584 108,244,055
Council capital expenditure 26,194,372 28,943,053
Property, Plant and equipment 885,912 866,605
Legislative responsibility The Local Government Act 2009
to provide this service Local Government Regulation 2012
Australian Accounting Standards (AASBs)
SERVICE DELIVERY MODEL
Service provided internally through permanent staff resources.
Services of external consultants, software providers and banking institutions engaged to support the delivery of
activities.
ACTIVITY SERVICE LEVEL TARGET
Financial Accounting
[Activities involve all statutory and risk management aspects of financial performance including monthly
performance reporting, financial sustainability analysis, statutory reporting and audit processes, monitoring of
financial system controls and adherence to accounting standards and other regulatory guidelines]
Cyclic activities Financial performance reporting to Monthly
Council
Develop and maintain Long Term 4 times per year
Financial Forecast June, August, November, April
(in association with budget
development and reviews)
Monitor financial performance indicator 5 times per year
and sustainability ratio performance to June, August, November,
ensure compliance with statutory December, April
targets (in association with budget
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Section 55
ACTIVITY SERVICE LEVEL TARGET
development and reviews, financial
statements)
Review cost recovery levels for fees & Annual
charges (in association with budget
development)
Develop, report & publish Council’s Annual
Financial Statements
Facilitate the Queensland Audit Office Annual
audit of Council’s financial performance
National Competition Policy compliance Annual
for business activities
Monitor and ensure Council statutory Ongoing
compliance with accounting standards
and relevant legislation.
Monitor and review performance of the Ongoing
corporate financial system to ensure
integrity and controls are maintained as
well as optimal usage is achieved.
Monitor and review reporting suite and Ongoing
General Ledger structure to ensure
effective organisational budget
management
Participation in improving Council’s Quarterly
governance and risk management
through membership of the Audit and
Risk Committee and supporting Audit
and Risk Working Group
Preparation of balance sheet Monthly
reconciliations and supporting work
papers
Reactive activities Provide financial analysis to support Ongoing (as required)
new budget initiatives and ongoing
service reviews
Implementation of actions for Ad hoc (as required)
improvement resulting from internal or
external audit recommendations
Review proposed changes to Ad hoc (as required)
accounting standards and their
implication on Council’s financial
performance and reporting
Treasury and Investment Management
[Includes managing Council’s daily cash flow, investment of funds, management of loans, credit cards and other
banking matters]
Cyclical activities Investment of surplus cash funds in Ongoing
accordance with Council’s Investment
Policy
Cash management to ensure sufficient Ongoing
daily working capital to meet Council’s
cash flow requirements
Management of new and existing loan Annual
borrowings in accordance with
Council’s Debt Policy
Reconciliation of cash balances in Monthly
accordance with audit requirements
Corporate purchase card system Weekly
management
Reactive activities Resolve any banking transactional As required
discrepancies
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ACTIVITY SERVICE LEVEL TARGET
Management Accounting
[Includes development of Council’s budget, monitoring and analysis of performance against budget, cost control,
monthly internal reporting to managers and other stakeholders, management of grants revenue funding]
Cyclic activities Undertake the annual budget Annual (over 4 month period)
development process. This includes
development of guidelines, support and
guidance for managers, critical analysis
of submissions, report development and
presentation to Council
Undertake the periodic budget review 3 times per year
process for: August, November, April
BR1 (Carry overs)
BR 2 & BR 3 (Emerging issues)
Month end review, including Monthly
investigation of key issues, analysis of
variance, corrective journals and
standing month end journals, liaison the
managers and other key staff.
Financial review and signoff of grant As required by provider (ranges from
acquittals quarterly to annual reporting)
Grants register review & updates Monthly
Reporting – Operating performance Monthly
(internal purposes)
Reporting – Grant revenue Monthly
(internal purposes)
Reporting – Restricted funds/levies Ranges from monthly to annual
(internal and external) (case specific)
Reporting – ABS Construction Survey Quarterly
(external)
Support & review meetings with Monthly
Managers (building officer financial
capacity)
Monitor and manage projects linked to Ongoing
financial & asset work order system
Systems accounting to manage the Ongoing
internal controls and user access to
systems and processes
Reactive work Corrective journals Daily
Reporting/enquiries (branch specific) Ad hoc
Staff training in use of T1 financial Ad hoc
systems
Capital Project Financial Management and Asset Accounting
[Activities involve all financial and processing aspects of the asset lifecycle including project initiation, funding, cost
control during construction, capitalisation, life assessment, depreciation and renewal / disposal at end of life]
Cyclic activities Cost control and variance analysis to Monthly
budget for all current capital works
projects
Provide strategic financial guidance to Monthly
Council on capital project matters
through participation at Project
Control Group and the Capital Works
Executive
Promote adherence to the QTC Ongoing
Project Assessment Framework for
financial delivery of capital projects
Annual financial revaluation of non- Annual
current assets – rolling program of
selected classes each year to ensure
each class is revalued between every
3-5 years
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ACTIVITY SERVICE LEVEL TARGET
Review the useful lives applied to Annual
Council’s assets to ensure they are
reflective of best practice, industry
trends and local usage and condition
Annual review of impairment to any Annual
asset or class due to factors impacting
its service level, life or capacity
Recognition of depreciation and Monthly
amortisation charges
Write-on of all new council assets Ongoing
either donated via developer
contributions and constructed as part
of the capital works program
Reactive work Financial disposal of any asset that As required
has been sold or scrapped
Improvements to asset recognition As required
processes and systems
Reconciliation of Council’s list of As required
assets between financial systems and
other corporate records including
insurance registers, asset
management systems and GIS
Provide advice to Council staff on the As required
capital nature of projects and lifecycle
cost implications to ensure value for
money is delivered
Provide financial input to Asset As required
Management Plans to ensure
alignment with current asset
accounting practice and the Long
Term Financial Model
Accounts Payable
[Key activities include processing and payment of creditor invoices, customer support and management of vendor
accounts details]
Cyclic activities Processing and matching of all Daily
creditor invoices ready for payment
Processing of petty cash Monthly
reimbursement
Weekly payment run for all creditor Weekly
payments due
Reactive activities Processing of new creditor As required
arrangements
Payment of staff claims for As required
reimbursement of expenses
Changes to vendor detail requests As required
Monitoring for suspicious or fraudulent Ongoing
activity
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KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Financial sustainability ratios: Statutory
Target
2018/19 2017/18
- Operating surplus 11.6% 0%-10% 13.5%
- Net financial liabilities (13.8%) < 60% (12.5%)
- Asset sustainability (not audited) 132.3% >90% 130.9%
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Financial Services Satisfaction Noosa community Community satisfaction mean
satisfaction mean rating performance rating from the LGAQ
score compared to the State Community Satisfaction Tracking
mean rating score. Survey for Provincial areas for:
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Financial Management
3.77 3.25
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Service Listing 2 of 2
Service Output FINANCIAL & REVENUE SERVICES
Provision of services to collect revenue and provide property information
to prospective purchasers.
Service Activity Revenue Services
The activities include management of property data, provision of general
property search information, billing for rates & charges, debt recovery,
pensioner discounts, and State levies collection, together with account
billing and receipting to financials for agencies and remote sites.
Responsible Area Department Branch
Corporate Services Financial Services
Revenue Services
Cost Centres Revenue 1309
Accounts Receivable 1310
Key Statistics Rates activities 2018/19
Rateable properties 30,587
Rate notices issued 32,031
Legislative responsibility to Local Government Act 2009
provide this service
SERVICE DELIVERY MODEL
Service provided internally with as required external services for debt recovery.
ACTIVITY SERVICE LEVEL TARGET
Property records management
[Activities include property data management, property search co-ordination, rating and billing activities]
Scheduled work Load & reconcile new and amended Fortnightly
property valuations (received from
State)
Load & reconcile revaluations Annually (or when provided by State)
Reactive work Property record creation (new plans) 5 business days
and associated administrative actions
Change of ownership (including 1 business day
associated administrative actions)
Property Rates & Charges
[Activities include modelling & analysis of information for budget development, managing pensioner concessions,
issue of rates notices, adjustments and handling customer enquiries/complaints]
Scheduled work Budget modelling/analysis for rating Annual
Billing – issue rates notices Six monthly
Pensioner concession verifications Six monthly
(Centrelink)
Pensioner State rebate notifications 4 returns per annum (2 at billing and
2 for adjustments)
State Emergency Service levy 5 returns per annum
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ACTIVITY SERVICE LEVEL TARGET
Issue of Reminder notices Six monthly
Reactive work Pensioner rebate applications & Weekly
reversals
Adjustments, including waste Adjustments done daily – aim is to
adjustments. ensure that all properties are rated
correctly and in accordance with the
Revenue Statement.
Processing of direct debit applications Same business day
Customer enquiries/complaints 5 business days
Property searches
[Activities include undertaking interrogation of Council databases and compiling requested information, handling
related enquiries, and administration of across organisation property search database for close out/finalisation of
records]
Reactive work Property Enquiry 5 business days
Rates Search 5 business days
Standard Property Search 10 business days
Property search enquiries/queries 5 business days
Receipting
[Receipting and reconciliation of payments made through agencies or at Council remote sites – excludes over the
counter transactions at Tewantin Admin Building.]
Scheduled work Agency receipting (B-Pay; Aust Post) – Daily
file download and reconciliation
Remote sites (The J; NAC etc.) – Daily
receipting to financial system
Accounts receivable & debt recovery
[Activities include invoicing, issuing of monthly statements
Scheduled work Rates & charges debts Six monthly review
Landfill charges (account customers) Fortnightly
Reactive work Invoicing lease fees Monthly
(commercial/community)
On charging (water & sewer charges) Monthly
Waste (extra services/casual As required – once data received
arrangements) usually invoiced within one business
day.
Other ad hoc invoicing requests As required – usually invoiced within
one business day.
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Rate arrears ratio target <5% at end of each financial 2018/19 2017/18 2016/17
year 5.83% 5.69% 5.83%
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PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Revenue Services Quality All rates are levied in No issues identified during the audit
accordance with the Revenue process
Statement
Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Revenue Raising
3.67 3.14
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Service Listing 1 of 1
Service Output FLEET
Management and operational activities associated with Council’s owned
fleet, trucks and heavy plant.
Service Activity Fleet Management & Operations
This activity supports external service delivery through procurement of fit
for purpose fleet, trucks, heavy and small plant and management of those
assets from the point of acquisition to disposal.
Responsible Area Department Branch
Corporate Services Procurement & Fleet
Cost Centres Fleet, Plant & Workshop Operations 1507
Governance – Risk Management & 1013
Insurance
Key Statistics Fleet items 2018/19 2017/18
Light Commercials 79 80
Trucks 30 35
Heavy Plant 13 10
Small Plant/Floating tools 170 121
Legislative responsibility to None.
provide this service
SERVICE DELIVERY MODEL
Fleet management and operational oversight is delivered in-house with all auxiliary services supplied by external
contractors/suppliers (e.g. fleet supply, servicing, supply of fuels/tyres, incident repairs and other maintenance).
ACTIVITY SERVICE LEVEL TARGET
Fleet Management
[Involves asset management activities for Council’s fleet aimed at controlling costs, productivity, efficiency and risks
in fleet acquisition & disposal, fuel management, compliance and related issues with the aim of keeping Council’s
overall operations running smoothly]
Scheduled activities Fleet policy / guidelines review As required – minimum every 5 years
Fleet Advisory Group meetings Monthly
Develop fleet capital works program Annual (budget process)
Implement fleet capital works program Annual program – work scheduled
throughout the year
Tracking fleet metrics - monitoring & Quarterly
reporting
Monitoring and managing compliance Ongoing.
issues (legislative changes)
Fuel supply arrangements (Sourced Monthly monitoring (on invoicing)
through State Government contracts &
LocalBuy)
Mobile fuel supply arrangements Monthly monitoring (on invoicing)
Tyre supply (Sourced through State Monthly monitoring (on invoicing)
Government contracts & LocalBuy)
Fleet insurance cover (service provided Annually
by Governance team)
T1 Fleet Manager business systems Ongoing.
maintenance / database updates
Reactive work Requests for new items - small plant As requested
Additional Fleet Requirements As approved
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ACTIVITY SERVICE LEVEL TARGET
Fleet Operations
[Includes day to day activities to maintain business systems data and ensure servicing and maintenance
requirements are met in order to keep Council’s operations running smoothly]
Scheduled activities Fuel data utilisation load to T1 Fleet Monthly
Manager
Notifications – servicing requirements Monthly
fleet/trucks/heavy plant (based on km
or hours)
Small plant (audit/inspection) 3 monthly
Small plant servicing 6 monthly
Monitoring issues arising from daily pre- Checked daily – business days.
start fleet checklists.
Critical issues – response same day
or next business day.
Other matters prioritised.
Long term fleet hire requests (greater Business case considered by Fleet
than 6 months) Advisory Committee.
Reactive activities Fuel cards – replacement lost cards Same day if critical to business
needs – otherwise within 2 to 3
business days.
Fleet/plant insurance claims – Same day if a major incident –
inspection otherwise up to 2 business days.
Fleet/plant insurance claims – Generally within 10 business days of
processing with insurer (Governance receipt of notification form.
team)
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
The capex fleet procurement is
Capex procurement delivery Completed within generally undertaken within the FY but
Financial Year the delivery is not always achieved in
the same FY year
Service and Maintenance Schedule Completed within The service & maintenance schedule
T1 system is completed within the month as
generated generated in the T1 Fleet Manager
timeframes module.
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Fleet Operations Availability of % of Fleet not available for Fleet down time
Fleet for operational purposes
operational
purposes
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Service Listing 1 of 1
Service Output GOVERNANCE
Excellence as a Council - Provide good Governance, act ethically and be
transparent in all our dealings.
Service Activity Governance
The activities include corporate governance framework, corporate planning, risk
management, insurances, administrative action complaints management, right
to information and information privacy, legislative compliance, delegations and
authorisations, policies and local laws.
Responsible Area Department Branch
Executive Services Governance Branch
Cost Centres Corporate Planning and Reporting 1010
Complaints Management and RTI 1012
Risk Management and Insurance 1013
Key Statistics Service activities 2018/19 2017/18
Right to Information Applications 18 6
Administrative Action Complaints 35 26
Insurance Claims 35 45
Delegations Review 1 1
Instrument of Appointments 24 11
Operational Plan 1 1
Legislative responsibility to Local Government Act 2009
provide this service Right to Information Act 2009
Information Privacy Act 2009
Ombudsman Act 2001
Public Sector Ethics Act 1994
Crimes and Corruption Act 2001
Integrity Act 2009
Public Interest Disclosure Act 2010
Public Records Act 2002
Human Rights Act 2019 (QLD)
SERVICE DELIVERY MODEL
Services are managed internally with support from various external stakeholders.
ACTIVITY SERVICE LEVEL TARGET
Corporate Governance Framework
[Includes implementation and compliance with the Corporate Plan theme of ‘Excellence as a Council’, providing
sound governance structures and models that meet statutory requirements and ensuring there is a culture within
Council of strong and transparent accountability, the Corporate Governance Framework which sets out the
standard of accountability and transparency that stakeholders and our community expect of council for effective
governance.]
Scheduled work Develop and co-ordinate the review of Annually
the governance framework
Co-ordinate preparation of the Annual Annually
Report
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ACTIVITY SERVICE LEVEL TARGET
Corporate Planning
[ Includes corporate planning framework, supporting the CEO in the review of the Corporate and Operational Plans,
organisational performance reporting]
Scheduled work Assist CEO in the process to develop Annually
and review the Corporate Plan and
Operational Plan
Co-ordinate the process for reporting Quarterly
progress against initiatives in the
Operational Plan
Performance reporting KPIs TBD
Reactive work Providing advice to operational areas in As required
the development of Branch Plans
Risk Management
[Includes assisting council to meet its risk management obligations and accountabilities, co-ordinating Council’s risk
management framework and program, providing support to the Audit and Risk Committee and facilitating Business
Continuity Management Plans for Council.]
Scheduled work Risk Management Annually
• Co-ordinate Council’s enterprise
RM Framework and programme
• Maintain the strategic risk register
• Coordinate reporting on Risk
Registers.
•
Audit and Risk Committee Quarterly
• Support the Audit and Risk
Committee.
• Develop agendas and prepare
reports.
• Co-ordinate the Risk and Audit
Committee Working Group and
maintain Actions Workbook.
•
Business Continuity Planning Annually
• Coordinate BC management and
the oversight of documentation,
training, co-ordinating, testing and
monitoring of the BC Framework.
Internal Audit Annually
• Co-ordinate the engagement of the
internal audit service
• Assist in organising the internal
audit programme
• Report progress against the Annually with quarterly review.
strategic register to A&R Committee
to assist it in fulfilling its risk
oversight role
Reactive work Risk Management As Required
• Provide advice about the
application of risk management
methodology
Business Continuity Planning As required
• Provide assistance to managers to
develop BCPs
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ACTIVITY SERVICE LEVEL TARGET
Insurances
[Includes ensuring council has adequate cover to mitigate risk and protect against loss or damage to its assets, to
protect employees and councillors, and to ensure the continuity of vital services to the community].
Scheduled work • Annual renewal of insurance Annually
coverage and policies within
Council and review/update Asset
Schedules.
• Facilitate and maintain the
insurance renewal process and
manage the insurance claims
process including public liability,
vehicles and other.
Reactive work • Claims Management for all Acknowledged within 5 business
insurance claims received within days.
Council including Fleet
Management claims and public
liability claims.
• Liaison with Procurement Branch,
Asset Management Branch and As Required
Finance Branch regarding policy
requirements and management of
claims.
• Liaison with Council’s insurers in
relation to insurance claims.
Complaints Management
[Includes managing council’s complaints management processes, co-ordinating Administrative Action Complaints,
recording and reporting on complaints, assisting the CEO in the management of CCC complaints, fraud, COI and
investigations, co-ordinating Ombudsman’s directions.]
Scheduled Work • Co-ordinate the Administrative Acknowledged within 5 business
Action Complaints Management days.
process.
• Provide quarterly reports to ET on
the operation of the operation of the
Administrative Complaints Process.
• Report Administrative Action
complaints in the Annual Report.
• Maintenance of the Complaints
Register.
Reactive • Liaison with the Ombudsman Office As Required
• Provide guidance and support to
officers in assessing and
investigating complaints.
• Co-ordinate complaints training for
the organisation.
• Assist the CEO by co-ordinating the
process for investigating and
dealing with fraud, COI and
conduct matters, and dealings with
the CCC. In conjunction with the
P&C Manager (as appropriate).
Right to Information & Information Privacy
[Includes providing the community with access to information, meeting Council’s statutory obligations under the
Right to Information Act and the Information Privacy Act]
Ensuring the relative privacy training Every 2 years
Scheduled Work has been refreshed for all staff of
Council.
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ACTIVITY SERVICE LEVEL TARGET
Yearly reporting to the Office of the Annually
information Commissioner.
Liaise with and support for internal As Required
officers regarding sourcing and
providing documents for consideration
relevant to RTI and IP applications.
Provide information, advice and As Required
guidance to external customers.
Manage of the RTI and IP applications As Required
database.
Prepare of statutory reports. Annually
Legislative Compliance
[Includes meeting statutory recording and reporting requirements, developing and maintaining procedures for
dealing with PIDs and the investigation of allegations of wrong doing or concerns in council, annual compliance
reporting requirements, good governance requirements, facilitating the management and coordination of Council’s
Fraud and Corruption Control Framework, Conflict of Interest framework and Gifts and Benefits declarations.]
Scheduled Ensure compliance with the DLGRMA Annually
Checklist
• Provide governance information, As Required
Reactive advice and guidance to the
organisation.
• Monitor legislative changes and
implications for council.
• Provide organisational updates on
key legislation.
• Co-ordinate content and produce
Council’s Annual Report ensuring
statutory reporting requirements are
met.
• Ensure Council’s business names
and intellectual property are
protected.
• Develop and maintain any relevant
registers: Complaints; PIDs;
Delegations; Related Parties; Gifts
and Benefits; Conflict of Interest;
Insurance Claims; Dealings with
Lobbyists; Master Policy register;
Councillor Conduct; Fraud; Key
Management Personnel
Declarations; Instrument of
Appointments Register.
Delegations and Authorisations
[Includes facilitate Council Delegations and Instrument of Appointments].
Scheduled Work • Undertake review of delegations in Annually
response to legislative changes.
•
Reactive Work • Develop, co-ordinate, prepare and As Required
Amend delegations of authority.
• Develop and implement
instruments of appointment.
• Maintain delegations
database/register of instruments of
appointment.
• Maintain Financial Delegations.
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ACTIVITY SERVICE LEVEL TARGET
Policies
[Includes Council’s policy framework, policy review and implementation of governance related requirements
including reporting and co-ordination]
• Maintain Council’s policy register Every 2 years
Scheduled Work and co-ordinate the review council
policies by relevant areas of
responsibility. Annually
• Review Fraud and Corruption
Control Plan. As required
• Review and update PID policy and
procedures. Annually
• Provide annual update of PID
matters to the Risk and Audit
Committee.
•
• Regular review of governance As Required
policies, procedures and guidelines
Reactive Work incl. Councillors code of conduct,
Councillor Complaint Investigation
policy, Councillor Request
guidelines, Councillors Expenses
Reimbursement policy, Complaints
About Public Officials policy,
Contact with Lobbyists policy and
organisational guideline, gifts and
benefit policy, Internal Audit policy,
Related Party Disclosure policy.
• Provide advice and assistance to
the organisation on policy creation
and interpretation.
• Co-ordinate PIDs in accordance
with PID policy.
• Monitor the investigation and
resolution of PIDs.
• Report PID information to the
ombudsman.
• Provide clear guidance to staff
about how to make a PID.
• Co-ordinate staff training regarding
PID reporting and PID
management.
•
Local Laws
[Includes the coordination of the process for reviewing, making and amending local laws, maintaining the Local
Laws Register and Database]
Scheduled Work • Establish and maintain local laws As required
register and database.
•
• Assist with the review process and As Required
Reactive Work amendment of Council’s local laws.
• Update local laws register and
database.
•
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Compliance with statutory timeframes for various In development In development
governance requirements
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PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Good Governance for Satisfaction Noosa community satisfaction Community satisfaction mean
the Organisation mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction
(out of optimum rating of 5). Tracking Survey for Provincial areas
NCS mean State mean for:
Rating (2019) rating (2017)
4.05 3.69 Theme: Customer
Service/Communication
Function: Customer Service
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Service Listing 1 of 1
Service Output HOLIDAY PARKS
Provision and operation of holiday parks including caravan parks and
campgrounds
Service Activity Holiday Parks Contract Management & Administration
The activities include advertising for public tenders, tender evaluation &
award, contract management & administration, asset management and
dealing with customer complaints.
Responsible Area Department Branch
Corporate Services Property
Cost Centres Management Property & Facilities 1500
Boreen Point Campground 1503
Noosa River Holiday Park 1504
North Shore Beachfront Campground 1505
Key Statistics Location Capacity Occupancy
2018/19 2017/18
Boreen Point 98 sites (340 persons) 34.4% 36.3%
Noosa River 137 sites 96.2% 90.8%
North Shore 250 persons 1 35.6% 43.1%
Legislative responsibility to Land Act 1994
provide this service State Caravan Park/Campground Planning Policy
SERVICE DELIVERY MODEL
Noosa Holiday Parks are operated as a commercial business unit with each park operating under a management
agreement. Council manage the contracts and associated administration.
ACTIVITY SERVICE LEVEL TARGET
Contract management & administration
[The activities include advertising for public tenders, tender evaluation & award, contract management &
administration, and dealing with customer complaints]
Availability (delete if not relevant) The service operates 365 days per year.
Cyclic Inspections Contractor (WHS & maintenance Weekly
issues) Twice-yearly
Contractor (full site compliance check) Annual
Council (WHS)
Scheduled Work Tender recall, evaluation and contract Every 3 to 5 years
award:
• Boreen Point - 3 year contract
expires 1 May 2022 with 2 x
1option to extend
• Noosa River – 3 year contract
expires 31 May 2020 with 1 x
1 year option to extend
• North Shore Campground -
currently under interim
management arrangements
until upgrade completed
2019/20
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Section 71
ACTIVITY SERVICE LEVEL TARGET
Financial audit (spot check – Annual
additional to formal audit process)
Contract management meetings 2 Monthly
Operations
[Dealing with maintenance requests from site managers and other issues such as booking software, web content
maintenance, marketing and customer complaints]
Reactive work Dealing with maintenance requests 3 No defined service level (see note).
Customer complaints No defined service level – generally
dealt with in 10 business days
depending on complexity.
KEY SERVICE METRICS
Return per rateable property
Holiday Parks 2018/19 2017/18 2016/17
Return 825,894 911,639 967,641
Rateable properties 30,500 30,000 30,000
Return per rateable property 27.08 30.39 32.25
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Holiday Parks Satisfaction Noosa community satisfaction Community satisfaction mean
mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Managing the Shire
rating (2019) rating (2017) Function: Development of Tourism
(includes caravan parks)
3.97 3.39
1
This site is subject to a Material Change of Use approval. Once the upgrade is complete site numbers will be limited
to 200.
2
Currently only applies to Noosa River Holiday Park (yet to be rolled out to other sites).
3
.Work is prioritised having regard to available budget. All management contracts require the contractor to provide
consumables (toilet paper, cleaning products, own office needs etc.). Noosa River Caravan Park contract requires
site manager to undertake minor maintenance activities.
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Service Listing 1 of 4
Service Output LAND & HABITAT CONSERVATION
Conservation and maintenance of land for the purposes of protecting
ecosystems and enhancing local biodiversity.
Service Activity Bushland Reserve Management
Activities include regular inspections, routine and reactive maintenance
and ecological restoration works.
Responsible Area Department Branch
Environment & Sustainable Environmental Services
Development
Cost Centres Environmental Services 2300
Bushland Reserves 2400
Environment Levy 1 2405
Key Statistics Service activities 2018/19 2017/18 2016/17
Bushland reserves 178 177 175
Bushland reserves area - ha 3,160 3,140 3,148
Legislative responsibility to Land Act 1994 (Reserves)
provide this service Nature Conservation Act 1992 (Nature Refuges)
Environment Protection and Biodiversity Conservation Act
Land Protection (Pest and Stock Route Management) Act 2002
Fire and Rescue Service Act 1990
SERVICE DELIVERY MODEL
Internally managed and delivered with external services provided by suppliers [e.g. bushland re-generation work
predominately by contractors].
ACTIVITY SERVICE LEVEL TARGET
This service currently has limited Council approved service levels with staff largely reliant on hybrid arrangements
put in place since formation of the new Noosa Council (i.e. mix of amalgamated Council and newly revised service
levels).
A Strategic Plan is being developed and will be presented to Council for consideration. It is envisaged that the
Strategic Plan will be underpinned by existing and proposed locality based Bushland Management Plans and where
required, Ecological Restoration Plans.
Planning & support
[Development, review and monitoring of implementation of bushland reserve fire management plans]
Scheduled activities Bushland Reserve Fire Management Reviewed annually.
Plan
Technical oversight – bushland fire Monthly
management (meetings with Bushland
Maintenance team)
Maintenance
[Cyclic inspection and routine maintenance related to hard infrastructure such as trail surfacing & drainage, fencing,
gates, signs, fire trails, shelters, tanks, water troughs etc.]
Cyclic Inspections Bushland Reserves [various tenures] Annual
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ACTIVITY SERVICE LEVEL TARGET
Operations
[Implementation of Ecological Restoration Plans, as required bush regeneration work, weed control; fire fuel zone
reduction, slashing of fire trails, prescribed burns, clearing of debris etc.]
Cyclic Inspections Done at same time as maintenance inspection above.
Scheduled Work Work is generally identified from inspections as well as site specific
requirements where a Bushland Management Plan / Ecological Restoration
Plan in place.
Routine scheduled works include:
Fire trail slashing program (40 reserves)
Reserve Name Frequency Program
(up to)
AW Dan Park 4 times per year Fire
Booyong Drive Bushland Reserve 4 times per year Preventative
Caribbean Bushland Reserve 2 times per year Fire
Coconut Grove Natural Amenity 2 times per year Fire
Reserve
Cooloothin Creek Nature Refuge 4 times per year Fire
Cooroibah Conservation Park 3 times per year Fire
Cooroora Creek Bushland Reserve 4 times per year Fire
Cudgerie Common Bushland 4 times per year Preventative
Reserve
Dianella Court Drainage Reserve 4 times per year Preventative
Driftwood Bushland Reserve 4 times per year Fire
Edington Drive Environmental 4 times per year Fire
Reserve
Eenie Creek Bushland Reserve 4 times per year Fire
Factory Street Bushland Reserve 1 time per year Preventative
Fellowship Drive Bushland Reserve 3 times per year Fire
Figtree Natural Amenity Reserve 4 times per year Preventative
Flooded Gum Bushland Reserve 3 times per year Preventative
Girraween Nature Refuge 4 times per year Fire
Harlow Bushland Reserve 4 times per year Fire
Heathland Bushland Reserve 3 times per year Fire
Johns Landing Conservation Area 4 times per year Fire
Kin Kin Arboretum Park 14 times per year Preventative
Kin Kin Creek Environmental Reserve 4 times per year Preventative
Kin Kin Entrance Bushland Reserve 4 times per year Preventative
King Street Bushland Reserve 4 times per year Preventative
Lake Cootharaba Bushland Reserve 1 time per year Preventative
Lake Doonella Bushland Reserve 4 times per year Fire
Lakeside Bushland Reserve 2 times per year Fire
Lowry Bushland Reserve 4 times per year Fire
Noosa Northrise Bushland Reserve 4 times per year Fire
Orient Bushland Reserve North 4 times per year Preventative
Pinaroo Park Bushland Reserve 4 times per year Fire
Satinay Bushland Reserve 4 times per year Fire
Sundial Park Bushland Reserve 4 times per year Preventative
Symplocos Environmental Reserve 1 time per year Fire
Tinbeerwah Bushland Reserve 3 times per year Fire
Warratah Close Bushland Reserve 4 times per year Preventative
Wallace Bushland Reserve 4 times per year Fire
Weyba Creek Bushland Reserve 4 times per year Fire
North
Weyba Nature Refuge 2 times per year Fire
Weyba Nature Refuge (Tidswell Rd) 4 times per year Fire
Wooroi Creek Bushland Reserve 3 times per year Fire
Fire management activities – 2018/19 scheduled to perform two
prescribed burns prescribed burning activities.
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ACTIVITY SERVICE LEVEL TARGET
Noosa Bushland Reserve Fire
Management Plan 2015 identified 30
Reserves over 10ha in size for
specific fire management activities
(currently under review). Historic
individual reserve Fire Management
plans assist with recommended
prescribed burning regimes. Currently
updating Noosa Bushland Reserve
Fire Management Plan 2019
Reactive work [customer Issue Target days for completion 2
requests] Trees (trimming) 20 business days
Trees (removal) 30 business days
Weeds 20 business days
KEY SERVICE METRICS
Cost of service
Bushland Reserves and Environmental Land 2018/19 2017/18 2016/17
Costs of operations and maintenance 1,190,656 1,164,332 1,298,244
Rateable properties 30,500 30,000 30,000
Cost per rateable property 39.04 38.81 43.27
Cost per ha 376.79 370.81 412.40
PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Bushland Reserve Satisfaction Noosa community satisfaction Community satisfaction mean
management mean rating score compared to performance rating from the LGAQ
the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean Theme: Community Lifestyle Services
rating (2019) rating (2017) Function: Environment Protection &
Conservation
3.73 3.30
1
Operational works for levy funded acquisitions commenced 2017 for Franz and John’s Campground acquisitions.
2
Subject to prioritisation and budget availability – emergencies are responded to same day.
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Service Listing 2 of 4
Service Output LAND & HABITAT CONSERVATION
Conservation and maintenance of land for the purposes of protecting
ecosystems and enhancing local biodiversity.
Service Activity Environmental Partnership Programs
The activities include co-ordination and overseeing of the community
Bushland Care volunteer program, Land for Wildlife program and Council’s
Voluntary Conservation Agreement (VCA) program inclusive of environmental
education and engagement through media, training, events and activities.
Responsible Area Department Branch
Environment & Sustainable Environmental Services
Development
Cost Centres Community Bushland Care Program 2403
Environment Levy (VCA’s) 2405
Private Land Conservation 2408
Partnerships Program
Key Statistics Service activities 2018/19 2017/18 2016/17
Bushcare groups 18 17 15
Registered volunteers 200 200 154
Casual volunteers 100 75 50
Working bees 322 300 261
Land for Wildlife properties 290 289 275
Retained habitat area - ha 1,782 1,771 1,647
Habitat under restoration - ha 533 564 554
Voluntary Conservation Agreements 15 19 19
Voluntary Conservation Agreements - ha 278 371 371
Legislative responsibility to
provide this service None.
SERVICE DELIVERY MODEL
Programs are managed and administered by Council to support volunteers and private landholders in conservation
initiatives. External contractors are used to undertake works under Voluntary Conservation Agreements.
ACTIVITY SERVICE LEVEL TARGET
Program – Community Bushland Care
[Planning, logistical arrangements and supervision of regular working bees by volunteer community bushland care
groups undertaking weeding and planting in bushland reserves to reduce the impact of weeds and loss of natural
vegetation. Provision of ecological training, first aid and WHS training, cultural awareness days, National Tree Day
event and annual Christmas celebration.]
Scheduled Work Staff attend working bees based on agreed service levels and available
resources, with an average of 4 visits per year as per adopted Community
Bushland Care Guidelines.
A variable roster is in place for Community Bushland Care program as follows:
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ACTIVITY SERVICE LEVEL TARGET
Program – Community Bushland Care
[Planning, logistical arrangements and supervision of regular working bees by volunteer community bushland care
groups undertaking weeding and planting in bushland reserves to reduce the impact of weeds and loss of natural
vegetation. Provision of ecological training, first aid and WHS training, cultural awareness days, National Tree Day
event and annual Christmas celebration.]
Bushland Care Group Name Weekdays Weekend Frequency
Boreen Point 7:30 am -9:30 am Weekly
Cooroora Creek 8 am-10:30 am Monthly
Cranks Creek 8:00 am-10:30 am Monthly
Elysium, Noosa Heads 8:00am-10:30am Twice monthly
Heritage Park 8 am-10:30 am Monthly
Sunrise Beach 8 am-10:30 am Monthly
Kin Kin 8am-10:30 am Monthly
Marcus Beach 8 am-10:30 am Monthly
Noosa Bushland, Beach & Creek 7:30-10 am 7:30-10 am (summer) Weekly (during week) and
Care (summer) 8 am – 10:30 am 1st Sunday of month on
8 am – 10:30 am (winter) weekend
(winter)
North Peregian Beach 8 am-10:30 am Monthly
North Tewantin 8 am-10:30 am Twice monthly
Peregian Creek 8 am-10:30 am Twice monthly
Rainbow Park 7:00am-9:30am Monthly
South Peregian 8 am-10:30 am Weekly
Wallace Park 8am – 10.30am Monthly
Weyba Creek 8 am-10:30 am Twice monthly
Girraween 7:30-10 am Monthly
(summer)
8 am – 10:30 am
(winter)
Reactive work Issue Target days for completion
New volunteer enquiries regarding program No defined service level –
generally respond within 5
business days.
Operational requests from volunteers e.g. for As above
plants, brush-cutting, chain-sawing, spraying,
tools, waste removal and other materials and
support required to undertake bushland
restoration works.
Provision of support and technical advice for As above
grant applications,
Program - Land for Wildlife
[Activities include managing enquiries and administering applications to join the program and providing onsite land
management advice to participating landholders etc.]
Scheduled work/activities Newsletter distribution Quarterly
Steering Committee Meetings Quarterly
Reactive work Issue Target days for completion
New enquiries regarding program & requests No defined service level –
from LFW participants. generally respond within 5
business days.
Undertake on-site property assessments and No defined service level –
property reports for new members generally respond within 5
business days.
Current resourcing means
that interested people may
be on a waiting list for
several months for a site
visit.
Following a site visit, property
reports generally provided
within 5 business days.
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ACTIVITY SERVICE LEVEL TARGET
Property re-visits (existing participants) Service not currently offered,
may be done on as ad hoc
basis depending on
workloads.
Management and updating of Enquire database Ad hoc (as required)
Program – Voluntary Conservation Agreements
[Activities include managing enquiries, evaluation of applications, developing and managing agreements as well as
relationship management with landholders ]
Cyclic inspections/visits Provision of advice on land management Annual (minimum)
techniques, arrange contractor quotes and a
follow-up inspection of works carried out.
Scheduled work/activities Administration of individual arrangements (e.g. Six monthly
authorisation of rate rebates and contractor
works)
Reactive work Issue Target days for completion
New enquiries regarding VCA program No defined service level –
generally respond within 5
business days.
Information requests from existing participants No defined service level –
generally respond within 5
business days.
KEY SERVICE METRICS
Measure Metric Benchmark Comparison
Environmental Partnerships Programs 2018/19 2017/18 2016/17
Volunteer rate per hour 43.02 41.72 40.47
Volunteer total hours 5,443 5,055 4,646
Economic value of volunteer hours 234,158 210,899 188,036
Cost of VCA program 31,736 34,672 33,780
Cost of VCA program per ha 114.06 93.42 91.02
Percentage of Shire with LFW agreements 2.66% 2.69% 2.53%
PERFORMANCE INDICATORS
Service Indicator Performance Measure Methodology
Environmental Satisfaction Noosa community Community satisfaction mean
Partnership Programs satisfaction mean rating performance rating from the LGAQ
score compared to the State Community Satisfaction Tracking
mean rating score (out of Survey for Provincial areas for:
optimum rating of 5).
NSC mean State mean Theme: Community Lifestyle Services
rating (2019) rating Function: Environment Protection &
(2017) Conservation
3.73 3.30
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Service Listing 3 of 4
Service Output LAND & HABITAT CONSERVATION
Conservation and maintenance of land for the purposes of protecting
ecosystems and enhancing local biodiversity.
Service Activity Pest Management
The activities include investigations, inspections and actions to manage the
impact of weeds and pest animals impacting the natural environment and
agricultural activities.
Responsible Area Department Branch
Environment & Sustainable Environmental Services
Development
Cost Centres Environmental Services 2300
Pest Management – Plants 1805
Pest Management - Animals 1807
Land Protection 1808
Pest Management 1815
Key Statistics
Road reserves (Council) 1200 lineal km (both sides of road)
Road reserves (Main Roads) 95 lineal km
Properties (Pest survey program) 800 approx. eligible (not all done)
1080 Baiting Program 2017/18 30 private properties/1 Council
2018/19 35 private properties /1 Council
Legislative responsibility to Biosecurity Act 2014 (Regulations 2016).
provide this service
SERVICE DELIVERY MODEL
Work is managed internally with support from external contractors for weed control and some elements of pest animal
management.
ACTIVITY SERVICE LEVEL TARGET
Pest Management – Planning & Technical Support
[Development and review of the Pest Management Plan & Actions]
Scheduled activities Pest Management Plan & Action Plan Annual Review.
2015-2019
Note: Plan required to be updated
2019/20.
Pest Management Plan Working Not currently active
Group
Pest Plant Management (Council controlled land & State Main Roads)
[Contract development, management and supervision for control of prohibited and restricted invasive plants on public
land, Council and Main Roads road verges as well as treatment of other sensitive areas as required that do not form
part of the contract]
Cyclic Inspections Audit contract work Audits of contractor work undertaken
weekly or prior to payment for services
delivered.
Scheduled Work Undertake chemical control of Works schedule provides varying
prohibited and restricted invasive frequencies depending on species
plants (contract) ranging from 2-4 times per year and up
to 6 times for fireweed.
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ACTIVITY SERVICE LEVEL TARGET
Reactive work Treatment of sensitive areas outside of As required
contract (e.g. Landfill, sections of Trails
Network where greater sensitivity
required in dealing with landowner
etc.)
All requests related to weeds 20 business days
[customer requests]
Pest Plant Management (private land)
[Plan and conduct field surveys, issue and follow up compliance notices, implement enter & clear notices, maintain
survey records and investigate customer requests]
Cyclic Inspections Biosecurity surveillance program Annually
landholder surveys as follows: 1
A. Survey Area 1: 1 July to 30
September in each of the four years
from 2016 to 2020 for the localities of
Cooroy, Cooroy Mountain,
Tinbeerwah,Cooroibah and that part of
Doonan that is within the Noosa
Council boundary;
B. Survey Area 2: 1 October to 31
December in each of the four years
from 2016 to 2020 for the localities of
Black Mountain, Federal, and those
parts of Ridgewood and Eerwah Vale
that are within the Noosa Council
boundary;
C. Survey Area 3: 1 January to 31
March in each of the four years from
2016 to 2020 for the localities of Kin
Kin, Pinbarren, Cooran and that part of
Como that is within the Noosa Council
boundary; and
D. Survey Area 4: 1 April to 30 June in
each of the four years from 2016 to
2020 for the localities of Pomona, Lake
MacDonald, Ringtail Creek,
Cootharaba and Boreen Point.
Scheduled Work Record pest surveys, property pest As per schedule for surveys
management plans and regulatory
actions in T1 system
Reactive work Compliance Notices As required from survey results
Enter & Clear Notices As required from response to
Compliance Notices
Declared Pest Plants Property Search 10 business days
All requests related to weeds 20 business days
[customer requests]
Pest Animal Management
[Plan & conduct field surveys, implement and manage monitoring programs, plan & implement baiting and trapping
activities, liaison with other agencies and maintain records]
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ACTIVITY SERVICE LEVEL TARGET
Cyclic Inspections Biosecurity surveillance program Same as for pest plants
landholder surveys
Scheduled Work Record pest surveys, property pest As per schedule for surveys
management plans and regulatory
actions in T1 system
Fox den detection and fumigation Annually (Sept/Oct)
program
1080 Baiting Program Bi-annual (Apr-May and Sept-Oct)
Canid Pest Ejectors (CPE’s) – where Monthly
installed permanently
Implement and manage monitoring Ongoing
programs (permanent motion cameras)
Implement and manage sand plot Twice yearly (coastal areas)
monitoring sites
Wild dog control trapping (contract) Annual (April & May) 6 weeks
Reactive work Customer requests – 14 business days
Animals/Feral (wild dogs, pigs, deer,
fox, cats, Indian Myna birds etc.)
Implement and manage monitoring As required
programs (temporary cameras; sand
traps etc.)
Implement tracking and trapping As required (mostly reactive on receipt
programs of customer complaint)
KEY SERVICE METRICS
Cost of service
Environmental Pest Management 2018/19 2017/18 2016/17
Costs of operations and maintenance 532,141 508,009 559,086
Rateable properties 30,500 30,000 30,000
Cost per rateable property 17.45 16.93 18.64
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PERFORMANCE MEASURE
Service Indicator Performance Measure Methodology
Pest management Satisfaction Noosa community satisfaction Community satisfaction mean
(animals & plants) mean rating score compared performance rating from the LGAQ
to the State mean rating score Community Satisfaction Tracking
(out of optimum rating of 5). Survey for Provincial areas for:
NSC mean State mean
rating (2019) rating (2017) Theme: Community Lifestyle Services
Function: Environmental Protection &
3.73 3.30 Conservation (includes noxious weeds)
3.69 3.42 Function: Animal Control (feral animals)
1
Source – Council resolution 18th August 2016 noting the report to Services & Organisation Committee Meeting dated
9 August 2016 and approving the Biosecurity Surveillance Program for the Noosa Council region in accordance with
section 235 of the Biosecurity Act (2014).
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Service Listing 4 of 4
Service Output LAND & HABITAT CONSERVATION
Conservation and maintenance of land for the purposes of protecting
ecosystems and enhancing local biodiversity.
Service Activity Environmental Management Services
The activities include.
• Provision of specialist technical services in the areas of
environmental policy and strategy.
• Management of environmentally significant land acquisitions and
land protection initiatives.
• Delivery of partnership projects with relevant stakeholders
• Programs related to organisational carbon reduction
Responsible Area Department Branch
Environment & Sustainable Environmental Services
Development
Cost Centres Environmental Services 2300
Noosa Biosphere Reserve 1007
Sustainability Programs 2404
Environment Levy 2405
Environmental Services Management 2712
Key Statistics Total area of Council controlled / 3,140ha
managed land under conservation
Area of land acquired with Environment 1,555 ha
Levy
Legislative responsibility to Nature Conservation Act 1992
provide this service Local Government Act 2009
Environment Protection Act 2009
Planning Act 2016 and Regulations
SERVICE DELIVERY MODEL
The service is delivered by in-house resources supported by expert consultancy and external services as required.
ACTIVITY SERVICE LEVEL TARGET
Environmental policy/strategy
[Develop, implement and review environmental policy, strategies and associated action plans ensuring regular
review and reporting on achievement of desired outcomes]
Scheduled activities Environment Strategy and Adopted by Council June 2019
Implementation Plan
Noosa River Plan To be adopted by Council late 2019
Biosecurity Plan Will undergo public consultation and
be adopted by Council in early 2020
Koala Conservation Plan Ongoing with an Annual Review
The Nature Conservancy partnership Partnership agreement and oyster
and oyster project project endorsed by Council July
2019 with work to start early 2020.
Environment Levy Policy Review annually as part of budget
process or as required.
Report on progress with Quarterly – included in departmental
implementation of strategy and updates.
associated action plans
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