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2022-07-18 General Committee Meeting Agenda
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AGENDA
General Committee
Meeting
Monday, 18 July 2022
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Karen Finzel, Joe Jurisevic, Amelia
Lorentson, Clare Stewart, Brian Stockwell, Tom Wegener
“Noosa Shire – different by nature”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
TABLE OF CONTENTS
ITEM PAGE
1. ATTENDANCE & APOLOGIES 3
2. CONFIRMATION OF MINUTES 3
3. PRESENTATIONS 3
4. DEPUTATIONS 3
5. ITEMS REFERRED FROM COMMITTEES 3
1 MCU21/0228 & OPW21/0364 – CHANGE REPRESENTATIONS TO A
DEVELOPMENT APPROVAL FOR MULTIPLE DWELLING AND OFFICE, AND
ROADWORK, DRAINAGE WORK, LANDSCAPING, STORMWATER,
EARTHWORKS - 245 DAVID LOW WAY PEREGIAN BEACH QLD 4573 3
2 MCU19/0017.02 & RAL19/0004.02 – MINOR CHANGE TO DEVELOPMENT
APPROVAL FOR COMMERCIAL BUSINESS - TYPE 1 OFFICE, COMMERCIAL
BUSINESS - TYPE 2 MEDICAL & ANCILLARY DWELLING UNIT &
RECONFIGURATION OF A LOT – ACCESS EASEMENT AT 36 - 40 HOFMANN
DRIVE, NOOSAVILLE 3
3 MCU21/0212 APPLICATION FOR A MATERIAL CHANGE OF USE FOR A
DWELLING HOUSE AT 66 SEAVIEW TERRACE, SUNSHINE BEACH 3
6. REPORTS DIRECT TO GENERAL COMMITTEE 4
4 CONTRACT NO. T000078 – REGISTER OF PRE-QUALIFIED SUPPLIERS FOR
PROVISION OF FIRETECH SERVICES 4
5 DESTINATION MANAGEMENT PROJECT CONTROL GROUP 9
6 APPLICATION OF NATIONAL COMPETITION POLICY REFORM 14
7 FINANCIAL PERFORMANCE REPORT – JUNE 2022 17
8 APPOINTMENT OF PLANNING & ENVIRONMENT COMMITTEE CHAIR 32
9 2022 LGAQ ANNUAL CONFERENCE MOTIONS – NOOSA COUNCIL 34
7. CLOSED SESSION 45
Page 2 of 45
Section 3
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
The Minutes of the General Committee Meeting held on 13 June 2022 be received and
confirmed.
3. PRESENTATIONS
Nil.
4. DEPUTATIONS
Nil.
5. ITEMS REFERRED FROM COMMITTEES
PLANNING & ENVIRONMENT COMMITTEE
1 MCU21/0228 & OPW21/0364 – CHANGE REPRESENTATIONS TO A
DEVELOPMENT APPROVAL FOR MULTIPLE DWELLING AND OFFICE, AND
ROADWORK, DRAINAGE WORK, LANDSCAPING, STORMWATER,
EARTHWORKS - 245 DAVID LOW WAY PEREGIAN BEACH QLD 4573
(Planning & Environment Committee Agenda, 12 July 2022, Item 2, Page 14)
Reason for referral – for further consideration.
2 MCU19/0017.02 & RAL19/0004.02 – MINOR CHANGE TO DEVELOPMENT
APPROVAL FOR COMMERCIAL BUSINESS - TYPE 1 OFFICE, COMMERCIAL
BUSINESS - TYPE 2 MEDICAL & ANCILLARY DWELLING UNIT &
RECONFIGURATION OF A LOT – ACCESS EASEMENT AT 36 - 40 HOFMANN
DRIVE, NOOSAVILLE
(Planning & Environment Committee Agenda, 12 July 2022, Item 3, Page 46)
Reason for referral – for further consideration.
3 MCU21/0212 APPLICATION FOR A MATERIAL CHANGE OF USE FOR A
DWELLING HOUSE AT 66 SEAVIEW TERRACE, SUNSHINE BEACH
(Planning & Environment Committee Agenda, 12 July 2022, Item 5, Page 94)
Reason for referral – significance of the issue.
SERVICES & ORGANISATION COMMITTEE
Nil.
Page 3 of 45
Section 4
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
6. REPORTS DIRECT TO GENERAL COMMITTEE
4 CONTRACT NO. T000078 – REGISTER OF PRE-QUALIFIED SUPPLIERS FOR
PROVISION OF FIRETECH SERVICES
Author Director, Peregian Digital Hub, Chris Boden
Environment and Sustainable Development Department
Index ECM / Subject / Contracting / Contractors & Consultants
ECM / Project & Contract / T000078 Register of Pre-Qualified Suppliers for
Provision of Firetech Services / Reports to Council
Attachments Nil
EXECUTIVE SUMMARY
The report provides a tender evaluation summary and recommendation to award the contract to
the list of suppliers for inclusion to the Register of Pre-qualified Suppliers (ROPS) for Provision of
Firetech Services.
The categories/services included in this ROPS are:
o Category 01 – Bushfire Prediction
o Category 02 – Bushfire Detection
o Category 03 – Aerial Operations
o Category 04 – Uncrewed Firefighting Solutions
In accordance with Council Procurement Policy and procedure, an Invitation to Tender (ITT)
was initiated and attracted twelve (12) responses.
Whilst Council encouraged all capable suppliers to tender, Council intends to utilise this
ROPS to encourage the development of competitive local business and industry. This may
result in Council giving preference to local suppliers over non-local suppliers when engaging
suppliers from the ROPS.
The ROPS is a register of suppliers that are pre-qualified and capable of responding to the
Council’s requirements in a timely manner; and where the Council can either:
o directly engage a supplier from the ROPS on an as required basis utilising the rates
provided within the Schedule of Pricing or on other rates as agreed; or
o request quote(s) from one or more suppliers on the ROPS on an as required basis for
fixed term services utilising the rates provided within the Schedule of Pricing or on other
rates or lump sum price as agreed.
Inclusion onto this ROPS does not provide a guarantee of work during the term of this
Contract.
The ROPS is to be awarded to the suppliers listed for an initial term of twelve (12) months
plus four (4) further term extensions of up to twelve (12) months subject to satisfactory
performance. Council will also have the option to refresh the ROPS at each term extension
to allow additional suppliers to be included.
The tender evaluation panel completed the evaluation process and considered the suppliers
listed in the recommendation below to be most advantageous to Council.
Page 4 of 45
Section 5
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
RECOMMENDATION
That Council note the report by the Peregian Digital Hub Director to the General Committee
Meeting dated 18 July 2022 and
A. Award Contract No. T000078 for a Register of Pre-qualified Suppliers for the Provision of
Firetech Services for a period of twelve (12) months commencing on 1 August 2022 to the
following suppliers:
3FB Aerworx Pty Ltd
Meshed Pty Ltd
Fireball International Pty Ltd t/as EXCI.AI
Bredon Kynnie McAtee t/as Image Knowledge (Mayday.ai GmbH)
Mirragin RAS Consulting Pty Ltd t/as Mirragin Consulting
N5 Sensors, Inc.
Ninox Robotics Pty Ltd t/as Ninox Robotics
OroraTech GmbH
Arvind Satyam (Pano AI)
Redeye Apps Pty Ltd t/as RedEye
Ripper Corporation Pty Ltd
Skybase Limited t/as Skybase
B. Subject to satisfactory performance of the suppliers, authorise the CEO (or delegate) to
approve the option to extend the contract at the expiry of initial term for a further four (4)
terms of up to twelve (12) months each ending on 31 July 2027.
REPORT
1. Background
Noosa Council invited tenders from suitably qualified contractors/consultants for appointment to a
Register of Pre-qualified Suppliers (ROPS) for Provision of Firetech Services to support the
delivery of programs and projects across the Noosa Shire Council local government area.
The categories of services sought were:
Category 01 – Bushfire Prediction
Category 02 – Bushfire Detection
Category 03 – Aerial Operations
Category 04 – Uncrewed Firefighting Solutions
Firetech Connect is a Noosa Council initiative to help speed up the adoption of innovative
technology solutions for building bushfire resilience in regional communities.
Disaster management is a high-risk sector where the protection of lives and property are at stake.
New technology solutions therefore face a significant burden of proof to establish that they are safe
and effective before they can be widely adopted.
The efficacy of new solutions can best be assessed through deployments in real-world conditions.
However, most of the organisations responsible for building bushfire resilience lack the full
capabilities to conduct these trials; they may lack access to tech solutions, have budget constraints,
or a lack of trial facilities. As a result, adoption of innovation is often stifled.
To help overcome these barriers, Council’s Firetech Connect program has developed an
innovation platform that it will offer to Emergency Services, LGAs and Enterprises.
That platform consists of a global network of solution providers, a Living Lab in which solutions can
be deployed, and seed-funding via federal grant support and Council capabilities to operationalise
those solutions.
The intension of the establishment of this ROPS involves deploying solutions in and around the
Noosa Council local government area.
Page 5 of 45
Section 6
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
2. Invitation to Tender
In accordance with Part 3 of the Local Government Regulations and Council Procurement Policy,
Council invited written tenders for the provision of firetech services across a range of categories.
The ITT was issued as a schedule of rates contract for an initial contract term of twelve (12) months,
plus four (4) further terms of up to twelve (12) months each at Council’s sole discretion, and subject
to satisfactory performance.
Council invited written tenders via the Council VendorPanel e-portal on 3 June 2022 and advertised
the tender within the Noosa Today publication on 10 June 2022, with responses closing on 27 June
2022.
70 suppliers read the ITT in VendorPanel. Twelve (12) responses were received within the
VendorPanel e-portal from the following suppliers in alphabetical order:
3FB Aerworx Pty Ltd
Meshed Pty Ltd
Fireball International Pty Ltd t/as EXCI.AI
Bredon Kynnie McAtee t/as Image Knowledge (Mayday.ai GmbH)
Mirragin RAS Consulting Pty Ltd t/as Mirragin Consulting
N5 Sensors, Inc.
Ninox Robotics Pty Ltd t/as Ninox Robotics
OroraTech GmbH
Arvind Satyam (Pano AI)
Redeye Apps Pty Ltd t/as RedEye
Ripper Corporation Pty Ltd
Skybase Limited t/as Skybase
3. Tender Evaluation
The conforming tenderers were then evaluated against the following evaluation criteria:
Criteria
Respondent MUST provide evidence in the response to suggest
Technical, Financial and that the respondent does have the necessary Technical and
Managerial Capability Managerial Capability necessary to perform contracts on time
and in accordance with agreed requirements.
MUST provide schedule of rates.
Respondent MUST provide evidence in the response to suggest
Price
that the respondent, if engaged to perform the contract, would
provide value for money.
The evaluation was conducted by the Evaluation Panel consisting of the following members of
staff:
Director Peregian Digital Hub (Contract Administrator)
Disaster Management Officer; and
Disaster Resilience Officer.
Each member of the Evaluation Panel read and declared that they understood and accepted the
probity requirements, which includes a declaration of conflicts of interest and confidentiality.
The tender evaluation panel completed the evaluation process and considered the following list of
12 (twelve) suppliers as suitable inclusion to the ROPS.
3FB Aerworx Pty Ltd
Meshed Pty Ltd
Fireball International Pty Ltd t/as EXCI.AI
Bredon Kynnie McAtee t/as Image Knowledge (Mayday.ai GmbH)
Mirragin RAS Consulting Pty Ltd t/as Mirragin Consulting
N5 Sensors, Inc.
Page 6 of 45
Section 7
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Ninox Robotics Pty Ltd t/as Ninox Robotics
OroraTech GmbH
Arvind Satyam (Pano AI)
Redeye Apps Pty Ltd t/as RedEye
Ripper Corporation Pty Ltd
Skybase Limited t/as Skybase
The category split nominated by suppliers to this ROPS was as per the table below.
04.
01. Bushfire 02. Bushfire 03. Aerial Uncrewed
Respondent Name / Category
Prediction Detection Operations Firefighting
Solutions
3FB Aerworx Pty Ltd YES
Meshed Pty Ltd YES YES
Fireball International Pty Ltd t/as
YES
EXCI.AI
Bredon Kynnie McAtee t/as Image
YES YES
Knowledge (Mayday.ai GmbH)
Mirragin RAS Consulting Pty Ltd t/as
YES YES YES YES
Mirragin Consulting
N5 Sensors, Inc. YES
Ninox Robotics Pty Ltd t/as Ninox
YES
Robotics
OroraTech GmbH YES YES
Arvind Satyam (Pano AI) YES
Redeye Apps Pty Ltd t/as RedEye YES
Ripper Corporation Pty Ltd YES YES YES
Skybase Limited t/as Skybase YES YES
4. Next Steps
Contract documents shall be issued to the suppliers recommended and approved for inclusion to
the ROPS, and all suppliers will be required to register and maintain their details in the
VendorPanel e-portal to ensure licences and other qualifications are maintained.
The ROPS is a register of suppliers that are pre-qualified and capable of responding to the
Council’s requirements in a timely manner; and where the Council can either:
directly engage a supplier from the ROPS on an as required basis utilising the rates provided
within the Schedule of Pricing or on other rates as agreed; or
request quote(s) from one or more suppliers on the ROPS on an as required basis for fixed
term services utilising the rates provided within the Schedule of Pricing or on other rates or
lump sum price as agreed.
Inclusion onto this ROPS does not provide a guarantee of work to suppliers during the term of this
Contract.
Suppliers shall be engaged under this ROPS applying the Panel Management Plan as a guide.
The Panel Management Plan is used by contract managers/administrators to document all key
Page 7 of 45
Section 8
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
information about how the ROPS will be utilised.
Where suppliers are invited to participate in specific works under this ROPS, the Panel
Management Plan will require contract managers/administrators to seek from suppliers their
commitment to the local economy, environmental management systems, environmental
sustainability initiatives and workplace health and safety management systems as may be
applicable.
Previous Council Consideration
Nil.
Finance
Firetech services are engaged on an as needs basis under a schedule of rates or a negotiated
lump sum price in accordance with the Panel Management Plan utilising existing budget from
capital and operational expenditure, most of which is likely to be grant funded. It is anticipated that
the expenditure on this ROPS will be approximately $100k to $400k per year.
Risks & Opportunities
The establishment of a ROPS reduces the risks associated with engaging these services ensuring
Council complies with the Local Government Act 2009 and Local Government Regulation 2012.
The ROPS also is an effective way to reduce the workload on both Council and contractors to
undertake work in a timely manner, while still ensuring compliance with Council’s Procurement
Policy.
The development of a Panel Management Plan will provide internal staff guidance in relation to the
selection of contractors from the panel and assessment of contractor performance.
Resource Risks Mitigation
Quality, safety, and service The Suppliers have nominated capable personnel for the services sought
are affected due to here and can add additional and appropriately skilled resources as
resource shortages. required.
Council can engage the services of Suppliers of this ROPS in the event of
a Supplier being unable to supply services. Council will regularly monitor
any patterns where the Suppliers are unable to provide firetech services
as required, and review as per conditions of contract.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws X Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services X Environment & Sustainable Development Infrastructure Services
Director X Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture (Safety) Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 8 of 45
Section 9
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
5 DESTINATION MANAGEMENT PROJECT CONTROL GROUP
Author Manager, Economic Development, Lynne Banford
Environment and Sustainable Development Department
Index ECM / Subject / Economic Development / Destination Management
Attachments 1. Draft Project Control Group Terms of Reference
EXECUTIVE SUMMARY
The purpose of this report is to inform Councillors of, and seek their support for, the formation of a
Project Control Group to provide strategic advice and guidance to the Destination Management
Plan (DMP) process.
This will bring the DMP process into alignment with other important Council policies, strategies,
and activities.
RECOMMENDATION
That Council note the report by the Manager, Economic Development to the General Committee
Meeting dated 18 July 2022, and
A. Approve the formation of a Destination Management Plan (DMP) Project Control Group
(PCG);
B. Approve the Terms of Reference for the DMP PCG provided at Attachment 1; and
C. Appoint Cr Stewart – Mayor as the Chair, and Councillors < > and < > as representatives on
the DMP PCG.
REPORT
1. Background
Prior to 2020, significant growth in global travel meant that some destinations around the world
including Noosa, were already under increasing pressure from tourism, resulting in overcrowding
and negative effects on the quality of the visitor experience, the environment, and communities.
In response to growing community sentiment for enhanced governance to better manage Noosa’s
icons and those intrinsic qualities that brought visitors to the shire, Noosa Council endorsed a
destination management approach to help guide Noosa Shire and ensure a sustainable approach
was achieved.
The Destination Management approach also provided opportunities for Noosa Council to review
its visitor economy in response to two important economic drivers:
a. Ongoing impacts of COVID-19 on the tourism industry; and
b. Brisbane 2032 Olympic Games
2. Destination Management Approach
Destination Management is a process that enables a successful place - one that enriches the lives
of its people and their place, by delivering benefits across economic, social, cultural, and
environmental wellbeings.
In implementing this approach, Noosa Council’s goal is to develop a future focused and sustainable
Destination Management Plan that:
Enriches the lives of Noosa’s people
Supports a thriving and sustainable shire
Enhances quality of life for Noosa’s residents
Page 9 of 45
Section 10
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Improves tourism sector productivity
Retains, protects, and champions Noosa’s natural environment and biosphere credentials
Champions and protects Kabi Kabi (Gubbi Gubbi) indigenous culture and heritage
Delivers exceptional visitor experiences
Maintains and builds on Noosa’s brand equity
Leverages and benefits from 2032 Brisbane Olympic Games
3. The Process
A well-developed Destination Management Plan is informed by a robust evidence base, aligned to
significant and meaningful engagement with both the community and key regional stakeholders,
opinion leaders and influencers.
It considers all aspects of the visitor economy – the visitor experience, the marketing and promotion
of the region and the implications and constraints of resource management on the future growth of
visitor economy.
The process agreed by the Executive Team, Leadership Group and Councillors for the
implementation of the Destination Management Process was:
Phase 1 Initial Briefing
Phase 2 Investigation
Phase 3 Draft DMP Written
Phase 4 Socialisation of Draft DMP
Phase 5 Endorsement of DMP
We are now in Phase 2 of the project, and it is proposed to bring the DMP process into alignment
with other Council policies and strategic plans and convene a PCG to guide and advise on the next
phases of the project.
4. The Project Control Group
a. Composition
It is recommended that the Project Control Group (PCG) comprises of the following
members:
Mayor Noosa Council (Chairperson)
Councillor 1 Noosa Council
Councillor 2 Noosa Council
Chairman Tourism Noosa
CEO Earthcheck
CEO Noosa Council
Director ESD Noosa Council
b. Primary Role
The primary role of the PCG will be to provide information and advice in the development of
a Destination Management Plan, informed by robust evidence-bases and collected and
analysed by Council Officers as part of this process.
Critical to the Destination Management process and therefore to the Terms of Reference that
guide the PCG, is a genuine commitment to ensuring that “people and their place” are at the
forefront of any recommendations or actions being tabled by PCG members as part of the
process and/or the plan.
Terms of Reference from the PCG are attached as Attachment 1 to this document.
NOTE: An internal Advisory Team was also convened at the outset of the process to provide
advice, oversight, and enable informed decision making.
Page 10 of 45
Section 11
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
This team operates at a tactical level to ensure that any key actions (which may impact their
respective business unit) are successfully discussed and embedded into their business units’
policies, strategies, and activities.
c. Meeting Frequency
It is recommended that the PCG meets every six weeks to review work-in-progress actions,
consider new evidence bases and provide comment and feedback on a draft DMP.
The PCG will be convened sooner, should urgent matters require an earlier meeting.
Previous Council Consideration
Nil.
Finance
The process to develop the Destination Management Plan was initiated and funded in 2021/2022
financial year, further funding has been allocated to continue and complete this process in
2022/2023 financial year.
Risks & Opportunities
Risk Opportunities
Perceived vested Conflicts of interest tabled
interest of PCG Discussion to be supported by robust evidence base
members PCG members to have open mind approach
Consensus view (of members) will prevail
PCG members Healthy debate encouraged but moderated
disagree on Consensus view (of members) will prevail
outcomes
Composition of PCG External members of the PCG:
challenged (other Represent large membership bases, business associations or precincts.
external Have expertise to share in the disciplines of tourism and/or the
organisations wish environment
to have a seat at the Opportunities exist to invite other business experts to the table to discuss
table) specific information or insights.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
CEO
Executive Directors
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services X Environment & Sustainable Development Infrastructure Services
Director X Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance X Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 11 of 45
Section 12
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
Page 12 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
m MBN ere.
@ | COUNCIL
Project Control Group Terms of Reference
Destination Management Plan
Name Destination Management Plan Project Control Group
(DMP PCG)
Goals Develop a future focused and sustainable Destination
Management Plan that:
. Enriches the lives of Noosa’s people
. Supports a thriving and sustainable shire
. Improves tourism sector productivity
. Restores, protects, and champions Noosa’s natural
environment and biosphere credentials
. Champions and protects Gubbi Gubbi (Kabi Kabi)
indigenous culture and heritage
. Delivers exceptional visitor experiences
. Maintains and builds on Noosa’s brand equity
. Leverages and benefits from 2032 Brisbane Olympic
Games
Roles & Responsibilities The Destination Management Plan Project Control Group will
provide guidance and oversight of the development of the
Destination Management Plan and process, specifically the
group will :
. Contribute intelligence, insights, and advice to the
Destination Management Plan process and to the content
of the written plan on behalf of their respective
organisation or industry;
. Explore potential outcomes, and recommended courses
of action which is supported by robust and current
evidence bases;
. Help to identify and mitigate any potential risks or issues
raised within the DMP process and to the content of the
written plan;
. Help to mitigate any potential nsks and challenges to the
DMP process and content of the written plan;
. Champion the DMP process and written plan within their
respective organisation or industry.
The Destination Management Plan Project Control Group is a
future focused forum that encourages genuine information
exchange and considered discussion between members.
It is not a decision-making forum, nor does it seek to unduly
influence or advocate for outcomes that are unsupported by a
robust and current evidence base.
PCG members come to each meeting with an open mind and a
willingness to put Noosa people and their place to the forefront
of any suggested recommendations or actions.
Page 12 of 45Section 13
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Page 13 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
It will operate based on mutual respect for each other and for
the process. Divergence of opinion will be settled by the
consensus view.
Matters discussed by the PCG are considered confidential until
publicly released.
Timeframes The Destination Management Plan Project Control Group will be
convened from July 2022 to 30 June 2023.
Meeting Frequency It is recommended that the DMP PCG is convened at
. 6-weekly intervals to review and discuss work in progress
matters, research findings and potential
recommendations; or
. On a needs basis should an important matter require
more urgent consideration
Membership 1. Mayor, Noosa Council (Chair)
2. Councillor 1, Noosa Council
3. Councillor 2, Noosa Council
4. Chairman, Tourism Noosa Ltd
5. CEO, Earthcheck
6. CEO Noosa Council
7. Director ESD, Noosa Council
Meeting Coordinator Destination Management Lead
Page 13 of 45Section 14
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
6 APPLICATION OF NATIONAL COMPETITION POLICY REFORM
Author Manager Financial Services (Acting), Pauline Coles
Corporate Services Department
Index ECM/ 22.11 National Competition Policy
Attachments Nil
EXECUTIVE SUMMARY
Each financial year Council is required to decide whether to apply National Competition Policy
(NCP) reform to its identified business activities. NCP reform provides greater transparency over
Council business, assists with removing any anti-competitive conduct and ensures the best
allocation of Council’s limited resources. Council has adopted NCP reforms with respect to the
Waste Management and Holiday Parks business activities since de-amalgamation in 2014.
RECOMMENDATION
That Council note the report by the Manager Financial Services (Acting) to the General Committee
Meeting dated 18 July 2022 and:
A. Continue to apply the Full Cost Pricing reform option to the Waste Management business
activity for the 2022/23 financial year in accordance with section 44(1)(b) of the Local
Government Act 2009; and
B. Continue to apply the Code of Competitive Conduct to the Holiday Parks business activity
for the 2022/23 financial year in accordance with section 47 of the Local Government Act
2009.
REPORT
The Local Government Act 2009 requires Council to decide each financial year whether to apply
National Competition Policy (NCP) reform to its identified business activities.
Certain activities of Council are required to be identified as business activities if they trade in goods
and services that could potentially be delivered by a private sector firm for the purposes of earning
profits in the absence of Council’s involvement. They do not include the non-business, non-profit
activities of Council such as the libraries, aquatic centre, parks maintenance etc.
The primary purpose for Council to apply NCP reforms to its business activities is to assist in
removing anti-competitive conduct, encourage greater transparency in the operation of its
competitive activities and improve the allocation of Council’s limited resources.
A number of different reform options are provided under legislation for application to identified
business activities. Commercialisation or Full Cost pricing reforms are generally applied to larger
or financially significant business activities, whereas the Code of Competitive Conduct is applied
to the smaller or prescribed business activities.
The general premise to consider is that the larger the Council business activity the larger the
potential financial impact on the local economy and potential competitors, and hence greater level
of reform applied to ensure ongoing competitive neutrality.
1. Business Activity Classification
Expenditure thresholds are published each financial year by the Department of State Development,
Infrastructure, Local Government & Planning. Councils are required to determine if any of their
activities deemed competitive in nature are classified as either a significant business activity based
on the definition under the Local Government Regulation 2012, or a prescribed or smaller business
Page 14 of 45
Section 15
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
activity when implementing the Competitive Code of Conduct. The expenditure thresholds
applicable for the 2022/23 financial year are as follows:
$9.7 million for significant business activities; and
$340,000 for Code of Competitive Conduct business activities.
2. Application to Identified Business Activities for the 2022/23 Financial Year
Two of Council’s activities have been identified as competitive in nature that meet the criteria and
relevant threshold levels for identification as business activities. The activities that have been
identified and reform levels to apply (based on the estimated annualised budgeted expenditure)
are:
Business Activity Expenditure Reform Level
Waste Management $13.5 million Significant
Holiday Parks $2.2 million Code of Competitive Conduct
Note: annualised expenditure for significant activities includes total operating expenses less depreciation less
competitive neutrality costs plus interest and loan redemption. Expenditure for code of competitive conduct activities
includes total operating expenses plus interest.
In the 2022/23 financial year Council officers will undertake a broader review of Council operations
to identify any other business activities that may need to be considered under the NCP reforms for
future budget years.
Previous Council Consideration
Council has adopted NCP reforms to the Waste Management and Holiday Parks business activities
since de-amalgamation in 2014.
Finance
The financial implications of NCP reforms primarily revolve around pricing strategies for full cost
recovery, which includes a return on investment component. In addition, there is an administrative
effort in ensuring ongoing competitive neutrality compliance (i.e. budget preparation, reporting, full
cost pricing modelling).
Risks & Opportunities
Failure to appropriately review and apply competition reforms annually is a breach of the Local
Government Act 2009, and could also potentially result in competitive neutrality complaints should
appropriate adjustments not be incorporated into business activity pricing decisions.
Consultation
External Consultation - Community & Stakeholder
Council has referenced the latest advice received from by the Department of Local Government,
Racing and Multicultural Affairs in relation to expenditure thresholds
Internal Consultation
Nil.
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Page 15 of 45
Section 16
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 16 of 45
Section 17
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
7 FINANCIAL PERFORMANCE REPORT – JUNE 2022
Author Financial Services Manager (Acting), Pauline Coles
Corporate Services Department
Index ECM/ Subject / 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Income and Expenditure (Profit & Loss and Capital)
2. Statement of Financial Position
3. Statement of Cash Flows
4. Summary of Materials and Services Expenditure
EXECUTIVE SUMMARY
Financial performance for the 2021/22 year has resulted in an interim operating surplus of $8.9
million, capital revenue of $15.7 million and capital expenditure of $34.4 million.
Note that year-end financial adjustments are still in progress. A further report on final 2021/22
financial performance will be provided to Council in November 2022 following the finalisation and
independent audit of the financial statements in October 2022.
FY (Interim) Financial Performance Summary
Budget Actual Variance Variance
Status
$m $m $m %
Operating Revenue $109.5 $114.5 $4.9 4.5% Above Budget
Operating Expense $110.2 $105.5 $4.7 4.3% Below Budget
Operating Position -$0.6 $9.0 $9.6 -1523.0%
Capital Revenue $21.9 $15.7 -$6.1 -28.1% Below Budget
Capital Expenditure* $48.1 $34.4 $13.6 28.4% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
The $8.9 million interim operating surplus comprises both a $4.7 million general operating surplus
from activities that are funded through Council’s general rate, regulatory fees and sales of goods
and services; as well an additional $2.0 million in unspent levy and separate charge funds which
are constrained in reserve for future specified uses.
The general operating surplus position is also augmented by a number of incomplete grant-funded
projects, where the unspent grant funds will carry over into the 2021/22 financial year at Budget
Review 1 (BR1). This includes major funding programs such as the $1.4 million disaster recovery
funding. In addition, the Financial Assistance Grant (FAG) for the 2022/23 year was 75% prepaid
to Council in June 2022.
Actual
Item
$m
General business operating position (unconstrained funds) $4.7
Significant Grant Prepayments – FAG & Disaster (constrained
$2.3
funds)
Unspent levies operating position (constrained funds) $2.0
Total Council Operating Position $9.0
Financial statements including Statement of Income & Expenditure, Statement of Financial
Position (balance sheet), and Statement of Cash Flows are included as attachments for information
for Council.
Page 17 of 45
Section 18
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Figure 1: Actual Performance Compared to Budget
$140
$114.5
$120 $109.5 $110.2 $105.5
$100
$80
$60
$40
$20
$-
Operating Revenue Operating Expenditure
YTD Budget ($m) YTD Actual ($m)
Council’s performance against key measures of financial sustainability has been calculated as at
June 2022. These indicators enable the reader to assess Council’s success in managing its
budget, cash and debt as well as undertaking sustainable asset management. The table below
contains a snapshot of a number of key measures, with full detail included in the report.
FY (Interim) Measures of Financial Sustainability
Current
Target Actual FY Status
Budget
Above Target
Operating Surplus Ratio 0-10% -0.6% 10.2%
& Budget
Above Target
Net Financial Liabilities Ratio <60% -12.7% -28.0%
& Budget
13.1 Above Target
Cash Cover Ratio 3 months 8.8 months
months & Budget
Above Target
Asset Sustainability Ratio > 90% 130.1% 95.5%
Below Budget
RECOMMENDATION
That Council note the report by the Financial Services Manager (Acting) to the General Committee
Meeting dated 18 July 2022 outlining the interim 2021/22 full year financial performance against
budget, including key financial sustainability indicators.
REPORT
Operating Revenue (FY Benchmark 100.00%)
Council has received 104% ($114.4 million) of its operating revenue budget ($109.6 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and Levies $74.9 million (100.2%) Waste utility charges $203k above FY budget (101.6%
of the annual budget or $13.5 million of $13.2 million annual budget earned)
of $74.8 million has General rate (net of discounts) $67k below FY budget
been earned (99.9% or $56.1 million of $56.2 million annual budget
earned)
Page 18 of 45
Section 19
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Category Summary Comments
Fees and $8.9 million (107.4%) Property and Facility fees $240k above FY budget
Charges of the $8.3 million (158.7% or $648k of $408k annual budget earned)
annual budget has Plumbing application fees $162k above FY budget
been earned (112.4% or $1.46 million of $1.3 million annual budget
earned)
Development assessment fees $75k above FY budget
(103.1% or $2.5 million of $2.4 million annual budget
earned)
Local Laws fees $57k above FY budget (103.7% or
$1.6 million of $1.6 million annual budget earned)
Building application fees $41k above FY budget
(104.8% or $898k of $857k annual budget earned)
Sale of Goods $12.9 million (117%) Holiday Park sales $706k above FY budget (123% or
and Services of the $11.1 million $3.8 million of $3.1 million annual budget earned) –
annual budget has offset in part by additional variable operating costs
been received Waste management sale of recoverable materials
$595k above FY budget (152.4% or $1.7 million of $1.1
million annual budget earned)
Waste disposal fees $250k above FY budget (106.2%
or $4.2 million of $4.0 million annual budget earned)
Noosa Aquatic Centre revenue $150k above FY
budget (108.7% or $1.87 million of $1.71 million annual
budget earned)
Interest $795k (119%) of the Interest revenues on cash invested will need ongoing
Received $670k annual budget monitoring to ensure returns on surplus funds are
has been earned maximised as investment rates begin to increase.
Other Revenue $2.8m (90%) of the Waste kerbside waste bin recoveries from Cleanaway
$3.1 million annual below FY budget $123k (45.4% or $102k of $226k
budget has been annual budget earned) – correlates with lower kerbside
earned bin purchases
Holiday Park electricity recoupment below FY budget
$118k. No revenue recouped FY due to supplier delays
from COVID. Works have now commenced, and
project is in implementation phase.
Unbudgeted insurance proceeds received $52k
Operating $8.4 million (142%) of $1.4 million in Community resilience and disaster
Grants, the $5.9 million annual management grants have been received in respect to
Subsidies budget has been the recent flood event. These funds have been
received recorded as operational grants until the program of
works has been finalised.
Council received $392k from the Black Summer
Bushfire Recovery Grant program for building bushfire
resilience through technology innovation with $167k
allocated for operational projects.
75% of the 2023 financial assistance grant was prepaid
in April 2022. Historically only 50% of this grant is
prepaid in June so this may impact on Council’s
2022/23 final operating position if the prepayment
approach is discontinued by the Australian
government.
Unitywater On track Unitywater distributions are fixed each year so little
Distributions budget variance risk
Page 19 of 45
Section 20
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$14.0 $13.0
$11.1 YTD Budget ($m)
$12.0
YTD Actual ($m)
$10.0
$8.2 $8.9 $8.4
$8.0
$5.9
$6.0 $5.7 $5.7
$4.0
$1.9 $1.8
$2.0 $0.7 $0.8 $1.2 $1.0
$0.0
Income
Other
Charges
Goods &
Grants
Unitywater
Services
Sales of
Rental
Interest
Fees &
Share of
Operating Expenditure (FY Benchmark 100.00%)
Actual operating expenditure is currently 87% ($95.9 million) of full year budget ($110.1 million).
Detailed commentary for each expenditure category is provided below.
Category Summary Comments
Employee Costs $34.0 million (89%) of the FY under expenditure for permanent staff salaries
annual budget of $38.1 and wages ($3.8 million) due to position
million has been expended vacancies, partially offset by additional spend on
casual staff and external labour hire ($1.93
million).
Training costs $91k below FY budget (72.7% or
$241k of $332k annual budget spent)
Materials and $42.6 million (83%) of the Environment Services costs $1.6 million below FY
Services $51.1 million annual budget budget (56% or $2.0 million of $3.6 million annual
has been expended. budget spent) – COVID-19 impacts on staff have
delayed project delivery
Community Development $351k below FY budget
(78.62% or $1.3 million of $1.6 million annual
budget spent)
Development Assessment $491k below FY
budget (70.4% or $1.1 million of $1.7 million
annual budget spent). This underspend relates o
lower than forecast expenditure on legal and
associated consultancy costs.
Strategic Land Use Planning costs $305k below
FY budget (38.0% or $188k of $493k annual
budget spent)
Beaches and Canals $515k below FY budget
(42% or $375k of $891k annual budget spent)
$444k of this underspend relates to levy funded
activities which are restricted funds and transfer
to reserves for future programs
Libraries & Galleries $332k below FY budget
(81.59% or $1.47 million of $1.8 million annual
budget spent) –$101k relates to heritage levy
projects which are restricted funds and transfer to
reserves for future programs
Page 20 of 45
Section 21
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Category Summary Comments
Waste Management $153k below FY budget
(98.65% or $11.2 million of $11.3 million annual
budget spent)
Holiday Parks $610k above FY budget (136.48%
or $2.28 million of $1.7 million annual budget
spent) – offset by additional revenue.
Civil Operations $526k above FY budget (107.0%
or $7.9 million of $7.4 million annual budget
spent). Some of this variance relates in part to
flood remediation works undertaken to date and
will be funded via disaster recovery grants.
Finance Costs On track Nil
Depreciation On track Nil
Other Expenses On track Nil
Figure 3: Operating Expenditure Position by Type
$60.0
$51.1 YTD Budget ($m)
$47.3
$50.0 YTD Actual ($m)
$40.0 $38.1 $37.2
$30.0
$19.6 $19.6
$20.0
$10.0
$1.1 $1.1 $0.2 $0.2
$0.0
Finance Costs
Materials
Depreciation
Employees
Other
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure at 30 June 2022 is outlined below:
Expenditure Annual Budget FY Budget FY Actual FY Variance
$m $m $m
Payment to Tourism Noosa $2.52 $2.52 $2.52 -
Economic Development $1.06 $1.06 $0.73 $0.33
Total $3.58 $3.58 $3.25 $0.33
All instalments payable under the Tourism Noosa agreement for the 2021-22 financial year have
been made. The current agreement, which was due for renewal at 30 June 2022 has been
extended for a further 12 months.
Economic Development expenditure is below budget due to lower employee costs ($105k), due
the Branch Manager acting as Director of Environment & Sustainable Development for part of the
financial year and vacancies in the branch. This has also impacted timing for delivery of initiatives
under the Local Economic Plan ($172k). The timing of the Firetech conference ($54k), which is
grant funded, has also been delayed due COVID impacts.
Page 21 of 45
Section 22
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Tourism and economic development activity is funded through the general rate, with 5.8% of the
annual general rate committed towards tourism and economic development. Should actual general
rate revenue fall below budget, this does not impact Council’s contractual commitment to fully fund
all tourism and economic development activity. Any general rate revenue shortfall is funded
through other general revenue sources to ensure all planned activities are undertaken in full.
Legal Cost Summary
An update on legal costs and associated expenditure is provided on a quarterly basis. Expenditure
as at 30 June 2022 is outlined below.
Legal Costs (inc consultancy) over time
$2,400,000
$2,000,000
$1,600,000
$1,200,000
$800,000
$400,000
$0
Legal and associated costs are $321k below budget (85.2% or $1.85 million of $2.16 million of
annual budget spent). This is due largely to lower than forecast Development Assessment and
Planning costs associated which has offset legal expenses associated with the Kin Kin Quarry.
Disaster Recovery Works
To date Council has incurred $889k in cost associated with remediation works and counter disaster
operations resulting from the February 2022 flood event with a further $264k in commitments.
Erscon Consulting have been engaged to assess and quantify the damage to infrastructure and
other Council assets and once complete Council will be provided with a report outlining the works
required.
$1.4 million in disaster recovery funding has been received to date and additional funding will be
sought once assessments are completed and the program of works finalised.
Page 22 of 45
Section 23
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Capital Revenue
FY capital revenue of $15.7 million received comprises cash contributions from developers ($2.1
million) and capital grants ($12.9 million). Note that the timing of capital grant receipts are generally
dependent on the timing of grant conditions and also capital delivery performance, and that the
timing of the receipt of developer contributions (both cash and contributed) is unpredictable. With
recent weather events and supply chain interruptions several larger projects have been delayed
and be finalised early in FY23 which the balance of associated capital grant funding to be received
on completion. This revenue will be incorporated into Budget Review 1 carryovers.
Figure 4: Capital Revenue by Type
$20.0 $19.0
YTD Budget ($m)
$18.0
$16.0 YTD Actual ($m)
$14.0 $12.9
$12.0
$10.0
$8.0
$6.0
$4.0 $2.1
$1.4 $1.5
$2.0 $0.7
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Program
Actual capital expenditure (excluding commitments) is $34.4 million (FY budget $48.1 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate quarterly report by Infrastructure Services.
Figure 5: Capital Program Delivery Performance
$45.0 $42.4
YTD Budget ($m)
$40.0
YTD Actual ($m)
$35.0 $31.0
$30.0
$25.0
$20.0
$15.0
$10.0
$4.3 $2.1
$5.0
$1.3 $1.3
$0.0
Capital works Other capital Loan redemption
Cash Management and Investment Performance
Total cash on hand at the end of June was $97.5 million. Included in this balance are funds held
in trust and for restricted purposes (e.g. unexpended levy and grant funds), prepaid grants
Page 23 of 45
Section 24
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
including the financial assistance grant and other capital works grants, January rates payments
received, and unspent monies committed for funding capital projects which are underway and will
continue during the financial year.
The following pie charts present the mix of cash held at June 2022 by agency (graph on the left)
and by credit risk rating (graph on the right). All funds have been invested in accordance with the
Investment Policy and in consideration of the principles of ethical investment, preservation of
capital, return on investment and counterparty thresholds.
Figure 6: Closing Cash Held by Agency and Credit Rating
CBA
2% A1 +
(Commercial Banks)
2%
A1 +
QTC (QTC)
98% 98%
The following chart monitors the 12 month trend on total cash and the agencies invested. Payments
received in February from bi-annual rates generated a significant increase in cash, which have and
will be invested in short term QTC deposits in line with Council’s Investment Policy. Management
are actively monitoring short term investment rates being offered by commercial institutions against
QTC’s cash rate to ensure the return on investment is maximised.
Figure 7: 12 Month Trend of Cash Invested by Agency
120,000,000
100,000,000
80,000,000
60,000,000
40,000,000
20,000,000
-
Jul-21 Aug-21 Sep-21 Oct-21 Nov-21 Dec-21 Jan-22 Feb-22 Mar-22 Apr-22 May-22 Jun-22
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Page 24 of 45
Section 25
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Measures of Financial Sustainability
The following table incorporates a set of financial sustainability indicators to further assist in
managing Council financial performance. There are no current emerging risks regarding
performance noting the early stage of the financial year.
Category Comments
Operating Surplus Ratio Intent: Identifies the extent to which
90% 82.6% revenues cover operational
80% expenses, to ensure community
70% 60.9% equity is not degraded
60%
44.5% Target: 0 – 10%
50% 39.0%
40% 30.5% 30.8% Result: 10.2%
30%
18.3%
24.7%
20.5% Comment: Strong sales and
20% 13.4%10.2%
8.3% facilities revenue, operational
10%
savings, unspent levies and prepaid
0%
-10%
grants have contributed toward a
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun positive interim annual result.
Actual Budget Target
Cash Expense Cover Intent: Indicates how long council
16.0 can continue paying its day-to-day
14.2
13.4 13.0 expenses from cash at bank without
Months (Cash to Cover Operations)
14.0 12.8 12.5 13.1
12.4
11.9 11.8 needing additional cash flows
12.0 10.8 11.2
10.4
Target: > 3 months
10.0
Result: 13.1 months
8.0
Comment: Whilst interim annual
6.0
cash cover result is well above
4.0 target, this includes committed cash
2.0 for capital programs and unspent
- - - - - - - - - - - - - grant monies paid in advance.
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
In June 2022 the state government
Actual Minimum (>0 months)
Target (3 months) Maximum (6 months)
also pre-paid 4 years worth of
domestic waste levy subsidies which
Council is holding in reserve ($12
million)
Asset Sustainability Ratio Intent: Measures the extent to
140% 130.1% which assets are being replaced as
their condition degrades to ensure
120%
95.5%
service potential is maintained
100%
90%
Target: 90% of depreciation budget
77.0%
80% 65.4% spent on renewals annually
60% 47.8%
57.1%
Result: Below budget
36.3%
40% 25.2%
30.1% Comment: The capital works
15.7% program has been impacted by
20% 7.8%
0.9% 4.7% flood and rain events and this
0% together with ongoing supply chain
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
issues has resulted in delays in the
Actual Renewal Spend (%) Target (%)
delivery of the capital program.
Renewals Budget (%)
Whilst under budget, the statutory
target has still been met
Page 25 of 45
Section 26
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Category Comments
Net Financial Liabilities Ratio Intent: Outlines the level that net
Council debt can be serviced by
70%
60% operating revenues. A ratio below
60%
zero implies that liabilities are less
50%
than cash (and other current assets)
40% and there is adequate borrowing
30% capacity available if needed.
20% Target: less than 60%
10%
Result: -28%
0%
Comment: Council has low debt
-10%
levels and sufficient cash holdings
-20%
-13% which are reflected in the annual
-30% result.
-28%
-40%
Target Budget YTD Actual
Investment Return Intent: Ensure appropriate return on
investment yield for cash at bank.
Target: 0.25% above current
Bloomberg commonwealth 10-year
bond rate yield (0.58%)
Result: 0.61%
Comment:: While Council has
achieved returns above the full year
Bloomberg bond rate of 0.09%.
With interest rates and long-term
bond rates rising in May & June
Council’s investment return,
compared to the June index (0.58%)
has started to fall behind target.
Management are currently in the
process of investing surplus cash
into higher yielding products in line
with Council’s investment policy to
maximise returns.
Rates in Arrears Intent: Ensuring that the amount of
unpaid rates remains sustainable
14.0%
Percentage of Annual Rates in Arrears
11.7% and does not negatively impact cash
12.0% flows
10.2% 9.9%
10.0% Target: 5% industry benchmark
8.0% 7.3%
6.5% 6.0%
7.1%
6.3%
Result: 5.83%
5.8% 5.8%
6.0% 5.2%
4.6%
Comment: Rates arrears are in line
with performance for the previous 6
4.0%
and 12 monthly cycles. Where
2.0% appropriate recovery action will be
0.0% taken.
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
Actual Target
Previous Council Consideration
Nil.
Finance
As above.
Page 26 of 45
Section 27
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Risks & Opportunities
Council’s risk register identifies a number of risks that could impact on its ongoing financial
sustainability. In order to manage and mitigate these risks Council uses various tools which include
monthly ongoing financial reporting to identify and address emerging issues, conservative
budgeting, compliance with the Financial Sustainability Policy, regular budget reviews, effective
liquidity management to ensure sufficient fiscal flexibility, as well as adhering to the Reserves and
Restricted Cash policy which requires that Council maintains both a disaster management reserve
and a minimum 3 months cash cover to fund emergent matters.
Some examples of potential risks that may impact on Council’s operational performance, capital
program delivery, cashflow and cash reserves include:
Substantial damage to or failure of Council infrastructure due to natural disaster or other
emergent issue that may require significant unplanned investment;
Closure of Council facilities due to ongoing Covid 19 restrictions;
A prolonged IT system failure affecting Council’s ability to deliver services or issue rates
notices;
Economic conditions affecting ratepayers’ ability to pay rates;
Market driven increases in construction and operational costs significantly above estimates;
Labour and material shortages and delays.
Given the recent flooding event, assessments are currently underway to assess what impact this
may have on Council’s financial position and what disaster funding opportunities may available to
offset this expenditure.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director X Director
Community Development X Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 27 of 45
Section 28
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
Page 28 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 74.704 74,704 74,045 162 100%
Fees and charges 8.246 8.246 8,859 612 107%
Interest received 670 670 796 125 119%
Sale of Goods and major services 11,084 11,084 12,944 1,850 117%
Sale of contract and recoverable works 23 2 8 (15) 33%
Rental & lease income 1,885 1,885 1,821 (64) o7%
Other income 1,244 1,244 905 (248) 80%
Grants, subsidies, contributions and donations 5,825 5,825 8,434 2,508 142%
Unitywater Distributions 5,650 5,650 5,650 - 100%.
109,530 109,530 114,450 4,320 104%
Expenses
Recurrent Expenses
Employee benefits 33134 38,134 37,174 960 or%
Materials and services 51,001 51,081 47,310 3,780 oo%
Finance costs 1.114 1,114 1,146 (32) 103%
Depreciation 19,589 19,589 19,509 (10) 100%
Other expenses 233 233 241 2] 103%
110.161 110,161 105,470 4631 96%
Operating Result BO
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,397 1,307 2,006 6a0 150%
Contributed assets 1,500 1,500 688 (812) 46%
Capital grants and subsidies 18,963 18,963 12,034 (6,030) 68%
Cash / revenue 22.860 27,718 20,540 (7,178) 20%
New loan borrowings 4850 - - - o%
Other capital revenue - - - - o%
Total Capital Funding: STS STS SSSA
Capital Expenditure
Contributed assets 1,500 1,500 688 (812) 46%
Capital works - constructed assets 42.440 42,440 31,005 (11,435) 73%
Capital works - other capital 4342 4,342 2,138 (2,206) 40%
Loan redemption 1297 1,287 1,207 - 100%
oi Capital Ex endure - - 1,131 1,131 o%
Page 28 of 45Section 29
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 2
Page 29 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 2
Current Assets
Cash and cash equivalents 65,875 92,510 68,895
Trade and other receivables 10,286 8,219 7,467
Inventories 144 150 144
Contract Assets - 487 487
Other current assets 3,425 4.887 4.955
79,730 106,252 81,948
Non Current Assets held for sale - - -
Total Current Assets 79,730 106,252 81,948
Non Current Assets
Trade and other receivables 53,761 49.468 49 468
Other non current Assets - - -
Investments 88,040 92.434 92,434
Investment property 3,000 2,900 2,900
Property, plant and equipment 999,038 966,020 952,579
Right of Use Assets 89 89 89
Intangible assets 2,925 2,653 3,036
Total Non Current Assets 1,146,853 1,113,564 1,100,506
TotalAssets 4,226,584 1,219,816 1,182,454
Current Liabilities
Trade and other payables 7,334 11,758 10,468
Contract Liabilities 4,377 4.377 4377
Borrowings 946 184 955
Lease Liablities 2 25 25
Provisions 8,103 5,256 4947
Other 3,998 15,779 2,898
Total Current Liabilities 24,783 37,378 23,669
Non Current Liabilities
Borrowings 24,390 20,258 20,258
Lease Liabilities 66 66 66
Provisions 16,555 16,555 16,555
Total Non Current Liabilities 41,011 36,879 36,879
TotalLiabilities | 65,794 4 25T 60,54
Community Equity
Asset Revaluation Surplus 126,129 108,561 108,473
Retained Surplus / (Defeciency) - - -
Shire Capital 1,034,661 1,013,432 999,512
Current Year Net uty - 5559 7,905
Page 29 of 45Section 30
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 3
Page 30 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 3
Cash flows from operating activities
Receipts from Customers 04,649 116,243 93,975
Payments to Suppliers and Employees (90,066) (90,018) (84,528)
4,582 26,225 9.447
Investment and Interest Revenue Received 3.270 3,385 3.401
Rental Income 1,873 1,821 1,365
Non Capital Grants and Contributions 5,887 8434 6,085
Income Tax Equivalent Received 1,200 1,450 1,450
Income from Equity investments 1,850 1,600 1,600
Payments:
Borrowing Costs - - (2,499)
Interest Expense (516) (153) (131)
Net Cash InflowOutfiow) from Operating Activities == 48.146 ATT 20.719
Cash Flows from Investing Activities
Proceeds of Sale of Property, Plant and Equipment - 256 217
Grants, Subsidies, Contributions and Donations 20,360 15,029 13,679
Payments:
Payments of Property, Plant and Equipment (45,953) (32,711) (22,721)
Payments for Intangible Assets (829) (557) (1,385)
Net Movement in Loans and Advances - 125 125
Net Cash InflowOutfiow) from Investing Activities == (26.422) (17.858) (10,085)
Cash Flows from Financing Activities
Proceeds from Borrowings 4,859 - 2,500
Payments:
Repayment of Borrowings (736) (1,288) (1,263)
Net Cash Inflowi{Outfiow) from Financing Activities = NZS (4.299) 0.287
Net Increasel{Decrease) in Cash andCashEquivalentsheld = (4.153) 23.615 10.871
Cash and Cash Equivalents at the beginning of the reporting period 70,028 68,894 57,023
Page 30 of 45Section 31
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Page 31 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Materials and services
Advertising and Marketing 227 27 241 (15) 107%
Administration Supplies and Consumables Ti 751 5a4 166 78%
Audit Expenditure 174 174 170 4 or
‘Communications and IT os 6a4 909 (225) 133%
Commission Paid 1,218 1,218 1,448 (230) 119%
Consultancy Services 1,279 1,278 1,393 (114) 108%
Contract Services 24.287 24,287 23,325 063 28%
Contributions, Donations, Sponsorship and Przes 3.471 3471 3,532 (61) 102%
Bectricity 1,729 1,728 1,651 78 o%
intemal Fleet Costs and External Plant Hire 1,668 1,668 1,826 (258) 116%
Grants Paid to Community Organisations 1,839 1,932 1,357 582 70%
Insurance 703 703 688 15 o8%
Legal Expenses 1,886 1,866 1,578 288 85%
Operating Leases and Rentals 302 302 326 (24) 108%
Software and Maintenance 2.166 2,166 1,780 376 8%
Subscriptions and Registrations 369 368 362 7 o8%
Waste Levy Payments 1,460 1460 1,634 (175) 112%
Water and Sewerage Charges 1,080 1,090 850 240 78%
All Other Materials and Services 5.708 5708 3,546 2.162 62%
1,031 31,091 47,310 3,780 93%
Page 31 of 45Section 32
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
8 APPOINTMENT OF PLANNING & ENVIRONMENT COMMITTEE CHAIR
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject / Council Meetings General
Attachments Nil
EXECUTIVE SUMMARY
At the Ordinary Meeting dated 30 April 2020, Cr Stockwell was appointed as Chairperson for the
Planning and Environment Committee. Due to personal commitments, Cr Stockwell has requested
to stand down as the Chair due to personal work commitments and accordingly, a new chair must
be appointed.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 July 2022 and appoint Cr < > as the Chairperson for the Planning and Environment
Committee.
REPORT
The Local Government Regulation 2012 provides that a Council may appoint from its Councillors,
standing committees or special committees to assist it to deal with matters. The Planning and
Environment Committee (P&E), is one of the committees established by Noosa Council during this
current term of Council. The P&E is held on the Tuesday morning prior to the week of the General
Committee Meeting and the Ordinary Meeting, commencing at 9.30am.
In relation to the conduct of Standing Committees, section 267 of the Local Government Regulation
2012, states that a local government may appoint a chairperson of each Committee or alternatively,
the Committee may appoint a chairperson if the Council does not make such an appointment. Cr
Brian Stockwell was appointed as Chairperson at Council’s Ordinary Meeting dated 30 April 2020.
Cr Stockwell advised on the 24 June 2022 that, due to his recent personal commitment as a course
coordinator at the University of the Sunshine Coast, he will no longer be available from 11am on
Tuesday mornings and has accordingly suggested that he stand down as the Chair of the Planning
and Environment Committee. Cr Stockwell has requested to remain as a Committee member of
the Planning and Environment Committee.
As a result of Cr Stockwell’s request to stand down as Chair, it is proposed that one of the other
existing committee members of the Planning and Environment Committee be appointed as Chair
and that Cr Stockwell remain on this committee.
The rotation of Committee Chairs for General Committee as well as the Services & Organisation
Committee will occur over the coming months.
Previous Council Consideration
Ordinary Meeting Minutes, 30 April 2020, Item 6, Page 8
That Council note the report by the Chief Executive Officer to the Ordinary Meeting dated 30 April 2020
regarding the Council meeting structure and timetable for the remainder of 2020 and:
A. Approve the re-establishment of the Planning and Environment Committee, the Services and
Organisation Committee, and the General Committee as Standing Committees under section 264
of the Local Government Regulation 2012, with the relevant roles and responsibilities identified
in the Chief Executive Officer’s report;
B. Appoint the following Councillors to each of the Committees:
Planning and Environment Committee
Page 32 of 45
Section 33
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Mayor Stewart
Councillor Stockwell
Councillor Wegener
Councillor Finzel
Services and Organisation Committee
Mayor Stewart
Councillor Jurisevic
Councillor Lorentson
Councillor Wilkie
General Committee
The Mayor and all Councillors
C. Appoint the following Chairpersons to the Standing Committees:
General Committee – Councillor Wilkie
Planning and Environment Committee – Councillor Stockwell
Services and Organisation Committee – Councillor Jurisevic
D. Note that Council can amend its decision-making structure, membership of Committees or
Chairpersons of Committees as it requires, by resolution, from time to time;
E. Adopt the times and dates of future meetings of the Council and Committees in accordance with
the Meeting Calendar 2020 shown at Attachment 1 to the report, with meetings to be held at the
Council Chambers at Tewantin unless otherwise determined by Council; and
F. Note that due to the COVID-19 Pandemic, Ordinary Meetings, Special Meetings and Standing
Committee meetings can be held by teleconference / video-conference and undertaken without
the public present if required on the basis that Council and Committee meetings can be
livestreamed.
Finance
Provision exists within the budget to meet any expenses associated with the conduct of Council
meetings. There is no financial cost associated with the change in the Chair
Risks & Opportunities
Meetings are the principal decision-making forum for local governments and all decisions are made
at the Ordinary meeting with Committee meetings making recommendations to Council.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
P&E Committee members advised.
Departments/Sections Consulted:
x Chief Executive Officer Community Services Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 33 of 45
Section 34
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
9 2022 LGAQ ANNUAL CONFERENCE MOTIONS – NOOSA COUNCIL
Author Chief Executive Officer, Scott Waters
CEO’s Office
Index ECM/ Subject / LGAQ
Attachments 1. Motion A - 2022 LGAQ Annual Conference – Motions Template –
Environmental Agreements
2. Motion B - 2022 LGAQ Annual Conference – Motions Template –
Climate Action in Planning Schemes
3. Motion C - 2022 LGAQ Annual Conference – Motions Template –
Energy Efficiency Update in NCC 2022
EXECUTIVE SUMMARY
The Local Government Queensland Conference is held annually and provides a forum for all
Queensland Councils to come together to table and debate contemporary issues of importance to
their local areas and communities as well as identify issues that are likely to be relevant to other
local Councils.
This report proposes Noosa Council put forward motions for consideration at the LGAQ conference
to seek support from other Councils to advocate for the required legislative changes.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 July 2022 and approve the submission of the following motions to the Local Government
Association of Queensland (LGAQ) Annual Conference 2022 for consideration and debate:
A. “That the LGAQ calls on the State Government to make changes to the relevant legislation
being the Local Government Act 2009 and the City of Brisbane Act 2010 that would enable
Local Governments to offer Environmental Upgrade Agreements throughout Queensland.”
B. “That the LGAQ calls on the State Government to abandon their position that prevents
Council’s from codifying requirements for energy efficiency, solar power and other emissions
reduction and adaptation provisions relevant to new development in their Planning
Schemes.”
C. “That the LGAQ calls on the State and Federal government to approve the Australian Building
Codes Board’s recommended updated energy provisions for new homes, at the next Building
Ministers Forum.”
REPORT
MOTION A - Environmental Upgrade Agreements – Anne Nolan, Carbon Reduction Officer
“That the LGAQ calls on the State Government to make changes to the relevant legislation being
the Local Government Act 2009 and the City of Brisbane Act 2010 that would enable Local
Governments to offer Environmental Upgrade Agreements throughout Queensland.”
Background
An Environmental Upgrade Agreement (EUA) is an economic development tool to support and
incentivise businesses and residents to undertake environmental upgrades.
An environmental upgrade is an addition or modification to an existing building to improve its
energy and water efficiency; add renewable energy infrastructure; reduce greenhouse gas
emissions; prevent or reduce pollution; reduce the use of materials; recover or recycle materials,
Page 34 of 45
Section 35
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
monitor any environmental performance, or encourage alternatives to fossil fuel vehicle use.
Environmental upgrades also include improving the buildings resilience to climate change impacts.
An EUA is an agreement where a building owner borrows money for environmental building
upgrades from a financier and makes the repayments through the local council rates system.
These repayments are known as an Environmental Upgrade Charge. Essentially, an EUA is a
loan for implementing building efficiency, climate resilience and overall sustainability improvements
that is repaid through its council rates over periods of up to 20 years. Council’s involvement in this
process ensures that the loan is highly secure, and the lender will provide better terms.
Environmental Upgrade Agreements were established by the City of Melbourne in 2002 through
its Sustainable Melbourne Fund to encourage investment in sustainable buildings. EUAs were first
offered by the City of Melbourne under the City of Melbourne Act. The Victorian Local Government
Act (1989) was then amended in 2015 so that all Victorian councils can offer EUAs. EUAs are now
offered in Victoria, New South Wales, and South Australia, with over 40 participating councils.
Initially EUA’s were available to commercial and industrial properties however Victoria has recently
amended its Local Government Act again to extend EUAs to residential properties and to include
improvements that will assist with climate change adaptation.
It is not mandatory for councils to offer EUAs once the legislation allows for it. Each individual
council can decide to offer business and residents EUAs in accordance with their own strategies
and priorities.
EUAs are not yet offered in Queensland and require a legislative amendment to the Local
Government Act 2009 and the City of Brisbane Act 2010 to enable Councils to offer EUAs to
residents and businesses.
How EUAs Operate
Where EUAs have been enabled (Vic, SA and NSW), the process of an Environmental Upgrade
Agreement is as follows:
a. A building owner agrees to carry out environmental upgrade works in respect of a building to
improve the energy, water or environmental efficiency of the building or improve climate
resilience. The building owner can ask the tenants to contribute or cover the cost of the
upgrades through the savings made on their energy bills and running costs;
b. A finance provider agrees to advance funds to the building owner to finance those
environmental upgrade works; and
c. The Council agrees to levy a charge on the relevant land for the purpose of repaying the loan
to the finance provider;
d. The building owner repays the loan through the Council rates;
e. Council repays the finance provider.
Figure 1: How Environmental Upgrade Agreements work
Page 35 of 45
Section 36
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Legislative Changes required to enable EUAs in Queensland
Under current arrangements Queensland councils may provide finance to a business or community
organisation or provide a guarantee to a private sector lender on behalf of a business or community
organisation. Such arrangements require the Treasurer’s approval under the Statutory Bodies
Financial Arrangements Act 1982 (SBFA Act). However, the Local Government Act 2009 (LG Act)
specifically prohibits providing a loan to, or a guarantee on behalf of, individuals.
Amendments would be required to the Local Government Act 2009 to allow the equivalent of the
Victorian scheme to operate in Queensland.
To enable EUAs to be offered in Queensland, two pieces of legislation need to be changed:
1. Local Government Act 2009 to enable the equivalent of the interstate schemes to operate in
Queensland;
2. the City of Brisbane Act 2010.
In the event that such amendments were made, individual councils would then need to take up
such an option based on their own policy and financial objectives and arrangements.
Previous Council Consideration
Nil
Finance
Nil associated directly with this report as it is purely seeking consideration of a potential LGAQ
motion and advocacy for legislative change.
Risks & Opportunities
There are numerous opportunities and risks resulting from councils offering EUAs which would
need to be considered in detail should the legislative change occur to enable them to be offered in
Queensland. These would be subject to future reports and consideration.
There is not considered any risk with Council advocating for legislative change to enable EUA’s to
be offered in Queensland should councils wish to take up the option.
Consultation
External Consultation - Community & Stakeholder
Zero Emissions Noosa Inc.
Officers from Maribyrnong Council
Officers from City of Melbourne
Building Better Finance
Sustainable Melbourne Fund
Internal Consultation
Executive Team and relevant staff.
MOTION B – CLIMATE ACTION IN PLANNING SCHEMES – Cr Brian Stockwell
“That the LGAQ calls on the State Government to abandon their position that prevents Council’s
from codifying requirements for energy efficiency, solar power and other emissions reduction and
adaptation provisions relevant to new development in their Planning Schemes.”
Background
It has been advised that the state planning department is currently of the view that planning
schemes can’t include provisions on matters otherwise dealt with in the National Construction
Code. However, other states covered by the same code regularly include such provisions in their
statutory plans.
The advised current position of the Department is working against communities who have set
Page 36 of 45
Section 37
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
ambitious targets for emissions reduction and is a constraint to local governments playing their
part in in achieving the targets in the Paris Agreement.
There are many aspects of building design, setbacks etc. covered by planning schemes, the
current prohibition by state planners to codifying requirements for new development as part of local
climate action appears arbitrary and potentially responding to ill-informed advocacy of some in the
development industry.
There is a current proposal to increase the minimum standards within the National Construction
Code, but regardless of whether this proposal is adopted or not there is a fundamental principle
that planning schemes should reflect the aspirations of the community.
Previous Council Consideration
Nil
Finance
Nil associated directly - seeking consideration of a potential LGAQ motion and advocacy for
legislative change.
Risks & Opportunities
The minimum standards of the National Construction Code are implemented and future homes
reflect the aspirations of the community.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Previous Planning Scheme submissions
MOTION C – Energy Efficiency Update in NCC – Cr Brian Stockwell
“That the LGAQ calls on the State and Federal government to approve the Australian Building
Codes Board’s recommended updated energy provisions for new homes, at the next Building
Ministers Forum.”
Background
The National Construction Code sets the rules for how new homes are built in Australia. There is
a draft proposal to lift minimum energy efficiency ratings for new homes, and to require solar and/or
efficient appliances.
The updated energy provisions proposed for the 2022 edition of the National Construction Code
follow a collaborative 3-year process led by the Australian Building Codes Board (ABCB).
Better performing homes mean lower energy bills, healthy, resilient and safe homes for Australians
and an easy and low-cost way to meet Australia’s commitment to achieve net zero emissions by
2050.
Climateworks Centre and ASBEC have calculated lifting standards would result in up to 15 million
tonnes of emissions reductions by 2030.
The proposed increase is achievable, cost-effective and financially beneficial to residents.
Australia’s 10 million residential buildings are responsible for around 24% of overall electricity use
and 12% of total carbon emissions nationally. Increasing the energy performance of new homes is
a quick and easy way to achieve our net-zero targets.
It has been 12 years since the minimum standard was increased. In that time industry and
technologies have greatly improved to build homes that are healthier, more energy efficient and
resilient.
Page 37 of 45
Section 38
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Previous Council Consideration
Noosa Council has previously joined other councils from around Australia as part of our
membership of Climate Emergency Australia (CEA) in calling on this outcome. CEA is part of a
coalition of peak bodies and organisations (including ACOSS, Energy Consumers Australia,
ASBEC, Climate Council, Energy Efficiency Council, Property Council, and Renew) collaborating
on a shared statement to back higher energy standards for new homes. Council has also directly
written to The Australian Building Codes Board in October 2021 providing a submission on the
NCC 2022.
Finance
Nil associated directly - seeking consideration of a potential LGAQ motion and advocacy for
legislative change.
Risks & Opportunities
The proposal is consistent with our Climate Response Plan.
Queensland communities have the ability to determine the pace of their transition to a low carbon
economy, and if desired include provisions within their Planning schemes that may exceed the
statutory minimum requirements of the National Construction Code.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Project Co-ordinator - Climate Change Adaption
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Support Director Director
Community Development Financial Services
Community Facilities Fleet
Libraries & Galleries ICT
Local Laws Procurement
Waste & Environmental Health Property
Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 38 of 45
Section 39
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
Page 39 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 1
Every Queensland
Li Q community deserves
; to be a liveable one
2022 LGAQ Annual Conference — Motions template
Please use this template to prepare and submit your motion using the link below.
Please use text only — no images or tables.
Who is the key contact for this motion? | Scott Waters
(required)
Do you have a contact at the LGAQ for Crystal Baker
this motion?
(optional)
Submitting council (required)
Supporting organisation (fappicable) |
eee ee
Date of council resolution 21/07/2022
(required)
0 Does this motion have state-wide relevance? (This is a required field)
Yes
Title of motion (required) Environmental Upgrades Agreements
Motion The LGAQ calls on the State Government to
(required) make the changes to the relevant legislation that
would allow Environmental Upgrade Agreements
to be offered in Queensland.
What is the desired outcome sought? The Queensland Local Government Act 2009 and
(required) 200 word limit the City of Brisbane Act 2010 are amended to
enable Local Councils across Queensland to offer
Environmental Upgrade Agreements (EUAs) to
Background An environmental upgrade is an addition or
(required) 350 word limit modification to an existing building to improve its
sustainability performance such as energy
efficiency, pollution control, renewable energy
installation or improving resilience to climate
change impacts.
An Environmental Upgrade Agreement (EUA) is
an economic development tool to support and
incentivise businesses and residents to undertake
environmental upgrades. EUAs are essentially
loans for up to 20 years to undertake such works.
The loan is tied to the property, not to the
individual. Council's involvement in this process
Page 39 of 45Section 40
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Page 40 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
2 J :
LOCAL GOVERNMENT ASDOCIATION
oF Quien Ae
ensures that the loan is highly secure, and the
lender will provide better terms
In an EUA, the building owner borrows money for
environmental building upgrades from a financier
and makes the repayments through the local
council rates system. Council then passes on the
repayments to the financier.
The financier undertakes all due diligence and
risk management process as part of the lending
process. The EUA is agreed and executed by the
Councils are not liable for any failure by an owner
to repay as the debt liability remains with the
property.
EUAs are now offered in Victoria, NSW and SA
These states amended their respective Local
Goverment legislation to enable local Councils to
offer EUAs. Councils can choose to offer EUAs,
however it is not mandatory.
EUAs provide numerous benefits including local
investment, providing local jobs, reducing
greenhouse gases and improving building stock.
EUAs stimulate economic activity and business
community. EUAs can work with any
grants/subsidies available for projects through
local, state or federal goverment departments to
enhance the business case for a building retrofit.
To enable the introduction of EUA’s in Queensland
an amendment is required to the Local
Govemment Act 2009 and the City of Brisbane Act
2010.
Legislative Changes required to enable EUAs
in Queensland
Under current arrangements Queensland Councils
may provide finance to a business or community
organisation or provide a guarantee to a private
sector lender on behalf of a business or community
organisation. Such arrangements require the
Treasurers approval under the Statutory Bodies
Financial Arrangements Act 1982 (SBFA Act).
Tuy 2
Wilson Crawley
Page 40 of 45Section 41
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Page 41 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
3 J
However, the Local Government Act 2009 (LG Act)
specifically prohibits providing a loan to, or a
guarantee on behalf of, individuals.
Amendments would be required to the Local
Govemment Act 2009 to allow the equivalent of the
Victorian scheme to operate in Queensland.
To enable EUAs to be offered in Queensland, two
pieces of legislation need to be changed:
1. Local Government Act 2009 to
enable the equivalent of the interstate
schemes to operate in Queensland
2. the City of Bnsbane Act 2010
In the event that such amendments were made,
individual Council's would then consider whether to
take up such an option based on their own policy
and financial objectives and arrangements
July 2
Wilson Crawley
, PTT FUT,
TELL HELE HH i
Page 41 of 45Section 42
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 2
Page 42 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 2
Every Queensiand
Q community deserves
to be a liveable one
2022 LGAQ Annual Conference — Motions template
Please use this template to prepare and submit your motion using the link below.
Please use text only — no images or tables.
Who is the key contact for this motion? | Scott Waters, CEO
(required)
Do you have a contact at the LGAQ for
this motion?
(optional)
Submitting council (requred) [Noosa Counc
Supporting organisation (if applicable) |
oe
Date of council resolution 21/07/2022
(required)
UO Does this motion have state-wide relevance?
Yes
Title of motion (required) Climate Action in Planning Schemes
Motion The LGAQ calls on the State government
(required) to abandon their position that prevents
Council's from codifying requirements for
energy efficiency, solar power and other
emissions reduction and adaptation
provisions relevant to new development
in their Planning Schemes.
What is the desired outcome sought? Queensland communities have the ability
(required) 200 word limit to determine the pace of their transition
to a low carbon economy, and if desired
include provisions within their Planning
schemes that may exceed the statutory
minimum requirements of the National
Construction Code.
Background The state planning department currently
(required) 350 word limit is of the view that planning schemes
can't include provisions on matters
otherwise dealt with in the National
Construction Code. However, other
states covered by the same code
regularly include such provisions in their
statutory plans.
Page 42 of 45Section 43
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Page 43 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
LOCAL GOVERMVENT ADDOCIATION
OF Qi hen AMG
The current position of the Department is
working against communities who have
set ambitious targets for emissions
reduction and is a constraint to local
govemments playing their part in in
achieving the targets in the Paris
Agreement.
There are many aspects of building
design, setbacks etc covered by planning
schemes, the current prohibition by state
planners to codifying requirements for
new development as part of local climate
action appears arbitrary and potentially
responding to ill-informed advocacy of
some in the development industry.
There is a current proposal to increase
the minimum standards within the
National Construction Code, but
regardless of whether this proposal is
adopted or not there is a fundamental
principle that planning schemes should
reflect the aspirations of the community.
July 22
Wilson Crawley
Page 43 of 45Section 44
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 3
Page 44 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
Attachment 3
Every Queensiand
Q community deserves
to be a liveable one
2022 LGAQ Annual Conference — Motions template
Please use this template to prepare and submit your motion using the link below.
Please use text only — no umages or tables.
Who is the key contact for this motion? | Scott Waters, CEO
(required)
Do you have a contact at the LGAQ for
this motion?
(optional)
Submitting council (equied)
Supporting organisation applicable) |
— So =
Date of council resolution Please select the date of resolution here
(required)
Title of motion (required) Support for stronger energy performance
standards in the NCC for new homes to
cut cost of living and reduce emissions.
Motion The LGAQ calls on the State and
(required) Federal government to approve the
Australian Building Codes Board's
recommended updated energy
provisions for new homes, at the next
Building Ministers Forum.
What is the desired outcome sought? The State and Federal Governments to
(required) 200 word limit support and enact the necessary
regulatory changes to implement the
current proposal to increase minimum
energy efficiency requirements in the
National Construction Code. The
changes would cut household bills,
improve climate adaptation, and make
the broader transition to renewables
cheaper and faster.
Background
(required) 350 word limit The National Construction Code sets the
rules for how new homes are built in
Australia. There is a draft proposal to lift
minimum energy efficiency ratings for
Page 44 of 45Section 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
7. CLOSED SESSION
Nil.
Page 45 of 45
GENERAL COMMITTEE MEETING AGENDA 18 JULY 2022
LOK A nee AARC ATION
new homes, and to require solar and/or
efficient appliances.
The updated energy provisions proposed
for the 2022 edition of the National
Construction Code follow a collaborative
3-year process led by the Australian
Building Codes Board (ABCB).
Better performing homes mean lower
energy bills, healthy, resilient and safe
homes for Australians and an easy and
low-cost way to meet Australia’s
commitment to achieve net zero
emissions by 2050.
Climateworks Centre and ASBEC have
calculated lifting standards would result
in up to 15 million tonnes of emissions
reductions by 2030.
The proposed increase is achievable,
cost-effective and financially beneficial to
residents.
Australia's 10 million residential buildings
are responsible for around 24% of overall
electricity use and 12% of total carbon
emissions nationally. Increasing the
energy performance of new homes is a
quick and easy way to achieve our net-
zero targets.
It has been 12 years since the minimum
standard was increased. In that time
industry and technologies have greatly
improved to build homes that are
healthier, more energy efficient and
resilient.
July 22
Wilson Crawicy
7. CLOSED SESSION
Nil.
Page 45 of 45