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2017-12-18 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 18 December 2017
commencing at 10am
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Frank Wilkie (Chair), Jess Glasgow, Ingrid Jackson,
Joe Jurisevic, Frank Pardon, Brian Stockwell, Tony Wellington
“Noosa Shire – different by nature”
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Section 2
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE -
1. MCU16/0098.01 & OPW16/0183 - PERMISSIBLE CHANGE TO AN EXISTING
APPROVAL FOR MATERIAL CHANGE OF USE FOR INDUSTRIAL BUSINESS
TYPE 2 - NOOSA CHOCOLATE FACTORY, ANCILLARY CAFE & DWELLING
UNIT AND ASSOCIATED OPERATIONAL WORKS AT 21 VENTURE DRIVE,
NOOSAVILLE
(Planning & Environment Committee Agenda,12 December 2017, Item 3, Page 13)
Reason for referral - for a further report. (Refer Item 3 below)
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE -
2. DRAFT NOOSAVILLE FORESHORE LAND USE MASTER PLAN
(Services & Organisation Committee Agenda, 12 December 2017, Item 1, Page 3)
Reason for referral - the significance of the issue.
REPORTS DIRECT TO GENERAL COMMITTEE 3
3 FURTHER REPORT MCU16 0098 01 & OPW16 0183 PERMISSABLE CHANGE
TO AN EXISTING APPROVAL FOR INDUSTRIAL BUSINESS TYPE 2 NOOSA
CHOCOLATE FACTORY, ANCILLARY CAFÉ & DWELLING UNIT AND
ASSOCIATED OPERATIONAL WORKS AT 21 VENTURE DRIVE, NOOSAVILLE 3
4 COUNCILLOR REPRESENTATION ON THE TRANSPORT STRATEGY
STEERING GROUP (AND ASSOCIATED WORKING GROUPS) AND THE AUDIT
& RISK COMMITTEE 6
5 FINANCIAL PERFORMANCE REPORT - NOVEMBER 2017 9
6 PEREGIAN BEACH DIGITAL HUB - IMPLEMENTATION PLAN 18
CLOSED SESSION -
Page 2 of 29
Section 3
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
REPORTS DIRECT TO GENERAL COMMITTEE
3 FURTHER REPORT MCU16 0098 01 & OPW16 0183 PERMISSABLE CHANGE TO AN
EXISTING APPROVAL FOR INDUSTRIAL BUSINESS TYPE 2 NOOSA CHOCOLATE
FACTORY, ANCILLARY CAFÉ & DWELLING UNIT AND ASSOCIATED OPERATIONAL
WORKS AT 21 VENTURE DRIVE, NOOSAVILLE
OCUMENT INFORM AT ION
Author Manager Development Assessment, Kerri Coyle
Environment & Sustainable Development
Index ECM/ Application / MCU16/0098.1 & OPW 16/0183
Attachments Nil
EXECUTIVE SUMMARY
Not Applicable
RECOMMENDATION
That Council note the Report by the Manager Development Assessment to the Planning &
Environment Committee Meeting dated 12 December 2017 and the Further Report to the
General Committee Meeting dated 18 December 2017 regarding Application No.
MCU16/0098.01 and OPW16/0183 for a Permissible Change to the Existing Approval for a
Material Change of Use for Industrial Business Type 2 – Noosa Chocolate Factory,
Entertainment and Dining Business Type 1 – Food & Beverage, Ancillary Dwelling Unit and
associated Operational Works, situated at 21 Venture Drive, Noosaville and:
A. Amend condition 2 and 5 of approval MCU16/0098.01 to read as follows:
Approved Plans
2. Development undertaken in accordance with this approval must generally comply
with the approved plans of development. The approved plans are listed in the
following table unless otherwise amended by these conditions.
Plan No. Rev. Plan/Document Name Date
DA200-01 D Ground Floor, drawn by Tim Stewart Architects 26.10.17
DA200-02 B Mezzanine Floor, drawn by Tim Stewart Architects 24.10.17
DA300-01 B Building Elevations (Eastern & Northern), drawn by Tim 24.10.17
Stewart Architects
DA300-02 B Building Elevations (Western & Southern), drawn by Tim 24.10.17
Stewart Architects
5. The outdoor dining area must not exceed 40m2.
B. Amend condition 28 of approval OPW16/0183 to read as follows:
Approved Plans
28. Development undertaken in accordance with this operational works approval must
generally comply with the approved plans of development. The approved plans are
listed in the following table unless otherwise amended by these conditions.
Page 3 of 29
Section 4
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Plan No. Rev. Plan/Document Name Date
C001 A Drawing Index and Standard Notes, prepared by 18/08/2016
Job No: SC-5734 Empire Engineering
C020 A Siteworks and Drainage Plan, prepared by Empire 18/08/2016
Job No: SC-5734 Engineering
C025 A Siteworks and Drainage Sections and Details, 18/08/2016
Job No: SC-5734 prepared by Empire Engineering
C030 A Pavement Plan, prepared by Empire Engineering 18/08/2016
Job No: SC-5734
C040 A Sign and Linemarking Plan, prepared by Empire 18/08/2016
Job No: SC-5734 Engineering
PP01 B Planting Plan, prepared by Exhibit Green 21/11/17
Landscape Architects
C. Add new condition 64 to approval OPW16/0183 to read:
64. The landscape plan must be amended prior to the commencement of the use to
provide for:
a. The landscaping strip to the Venture Drive frontage to be at least 2.0 metres in
width and include 2 Elaeocarpus reticulatus (Blueberry Ash), a mixture of large
and medium sized shrubs and ground covers native to the locality.
b. A schedule of plants which provides for meaningful buffers and screening
throughout the site resulting in a mix of trees, large shrubs, small shrubs,
ground cover, grasses and sedges native to the locality.
D Delete condition 29 of approval OPW16/0183.
REPORT
A report on this application was considered by the Planning and Environment Committee on 12
December 2017 (page 13 of Planning & Environment Committee Agenda) and was subsequently
referred to the General Committee dated 12 December 2017. During the course of discussions
at the Planning and Environment Committee meeting, Councillors indicated they considered that
the new landscaping condition, condition 37, requiring the deletion of stairs and additional
landscaping to Venture Drive frontage was not necessary or appropriate given the existing and
likely future uses in this part of the industrial estate. Concern was also raised about the
appropriateness of the Pandanus tectorius species for the area being a coastal species.
The condition currently reads as follows:
37. The landscape plan must be amended to provide for:
a. The deletion of the stair access at the norther-eastern corner of the site;
b. The landscaping strip to the Venture Drive frontage to be at least 2.0m in width
and include 2 Pandanus tectorius (Screwpine), a mixture of large and medium
sized shrubs and ground covers native to the locality.
c. A schedule of plants which provides for meaningful buffers and screening
throughout the site resulting in a mix of trees, large shrubs, small shrubs, ground
cover, grasses and sedges native to the locality.
Page 4 of 29
Section 5
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Councillors also requested clarification regarding the proposed finishes to the building facing
Vision Court, in particular the ‘black strips’ as shown in Figure 4 on page 16 of the Planning &
Environment Agenda.
In the circumstances, the committee requested a reviewed report be presented to the General
Committee meeting.
Staff have considered the issues raised by Councillors and advise that the landscaping condition
was generally recommended reflective of the planning scheme’s landscaping requirements for
the industrial area which require a minimum 2m landscape setback to the site’s frontage.
Officers also considered that customers to the site would primarily access the building from the
site’s car parking area given the use is located in an industrial area and for this reason the stairs
were not considered necessary and a better outcome was for this area to be landscaped.
Notwithstanding this, given the proposal exceeds the required landscape area for the site,
proposing 306m2 in lieu of the minimum area of 249m2, it is not considered critical that the stairs
be replaced by landscaping. The revised recommendation deletes the condition to remove the
stairs. Further, it is agreed that the Pandanus tectorius species is not consistent with the Local
Planning Scheme Policy for Landscaping given it is a coastal species and not reflective of the
broad ecosystem naturally found occurring in the locality. Therefore, a revised condition has
been included for Council’s consideration. Notably, condition 37 has also been renumbered to 64
address an anomaly in the condition numbering.
In regards to the building finishes to Vision Court, the applicant has advised that the building is to
be finished with a mix of materials including external tiling to the tilt slab wall and concrete
panelling, with the ‘black strip’ being largely a pressed folded metal hood around windows.
Departments/Sections Consulted:
Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service x 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 5 of 29
Section 6
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
4 COUNCILLOR REPRESENTATION ON THE TRANSPORT STRATEGY STEERING
GROUP (AND ASSOCIATED WORKING GROUPS) AND THE AUDIT & RISK
COMMITTEE
DOCUMENT INFORM AT ION
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Councillors/ Mayor – Governance & Administration
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 18 December 2017 and agree to:
A. Appoint the Mayor, Cr Jackson and Cr Jurisevic as members of Council’s Transport
Strategy Steering Group;
B. Appoint Cr Stockwell as a member of the Noosa style Shuttle Bus and Park & Ride Service
Working Group;
C. Appoint Cr Wilkie as a member of the Car Parking Management Working Group;
D. Appoint Cr Pardon as a member of the Walk-and-Ride to Schools Program Working Group;
E. Appoint Cr Glasgow as a member of the Priority Transport Lanes Working Group; and
F. Remove Cr Jackson and appoint Cr Jurisevic as a member of the Audit and Risk
Committee.
REPORT
1. Formation of a Transport Strategy Steering Group and associated Working Groups
At the Ordinary Meeting on 15 June 2017, Council adopted the Noosa Transport Strategy 2017-
2027. The Strategy proposes the following initiatives to be undertaken over the next 1–2 years
(2017/18 and 2018/19):
1. Investigate Park-and-Ride services and conduct a detailed study to determine the demand,
preferred location, and likely capacity of a successful Park-and-Ride facility with links to
shuttle services.
2. Subject to investigation, and in keeping with the Noosa look and feel, introduce car parking
management controls (e.g. paid parking) in congested areas. Paid parking may allow for
variable controls for residents and non-residents, peak and off-peak periods, and paid and
free parking at Park-and-Ride facilities.
3. Subject to discussion with TransLink, trial a high frequency Noosa style shuttle bus to
service key destinations.
4. Implement Walk-and-Ride to Schools Programs, with supportive schools that experience
significant traffic and congestion issues.
5. Investigate the feasibility of priority transport lanes for sustainable transport modes (buses,
bicycles, scooters, electric vehicles etc.).
Page 6 of 29
Section 7
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
A governance structure for the implementation of these initiatives is currently being finalised.
The structure proposes the formation of a Transport Strategy Steering Group (to provide
oversight of the whole project) and four Working Groups on each of the priority initiatives as
follows:
Noosa style Shuttle Bus and Park & Ride Service Working Group;
Car Parking Management Working Group;
Walk-and-Ride to Schools Program Working Group; and
Priority Transport Lanes Working Group.
It is proposed that the Mayor and two Councillors be nominated as members of the Steering
Group and one Councillor be nominated to each Working Group. Nominations have been
discussed with Councillors and are provided in the report recommendation.
2. Audit and Risk Committee
At the Ordinary Meeting on 28 April 2016, Council appointed the Mayor and Cr Jackson as
members of Council’s Audit and Risk Committee. The Audit and Risk Committee is a statutory
requirement under the Local Government Act and the Committee reports directly to Council and
has an important role in managing risk, oversight of financial controls, liaison with Council’s
auditors and also the review of Council’s financial statements.
It is proposed that membership of that Committee now be amended to replace Cr Jackson with
Cr Jurisevic. Cr Jurisevic has advised that he is supportive of the proposal.
Previous Council Consideration
Ordinary Meeting, 15 June 2017, Item 3, Page 13
That Council note the report by the Project Officer to the Services & Organisation Committee
Meeting dated 6 June 2017, and:
A. Adopt the Transport Strategy 2017-2027, provided at Attachment 1 to the report and
authorise the CEO to make minor changes as necessary;
B. Adopt the amended Transport Policy provided at Attachment 2 to the report; and
C. Request the Chief Executive Officer to report to a future Council meeting with an
Implementation Plan for the Transport Strategy and Transport Policy to ensure that tangible
actions can be undertaken in both the short and medium term following the adoption of the
Transport Strategy and Transport Policy.
Ordinary Meeting, 28 April 2016, Item 3, Page 6
That Council note the report by the Chief Executive Officer to the Services & Organisation
Committee meeting dated 19 April 2016 and:
A. - G.…..
H. Appoint the Mayor and Cr Jackson as members of the Audit and Risk Committee;
I. - M.…..
Finance
Nil.
Risks & Opportunities
Appropriate representation of Councillors on internal Council committees and working groups for
key functions and projects ensures that broader governance and project specific risks can be
appropriately managed to maintain community confidence.
Page 7 of 29
Section 8
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Mayor and Councillors
Departments/Sections Consulted:
X Chief Executive Officer Community Services Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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 8 of 29
Section 9
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
5 FINANCIAL PERFORMANCE REPORT - NOVEMBER 2017
DOCUMENT INFORM AT ION
Author Manager Financial Services, Trent Grauf
Corporate Services Department
Index ECM/ Subject/ 22.09 – Monthly Financial Performance Report
Attachments 1. Statement of Comprehensive Income
2. Statement of Financial Position
3. Statement of Cash Flows
EXECUTIVE SUMMARY
Overall year to date financial performance to November 2017 aligns with budget at this stage of
the financial year. The budget position reflected in this report and attachments includes all of the
Budget Review 2 adjustments adopted by Council in November 2017.
YTD Financial Performance Summary to November 2017
Budget Actual Variance Variance Status
$m $m $m %
Recurrent Revenue $44.3 $45.2 $0.9 2.1% On Track
Recurrent Expense $35.8 $35.5 $0.3 0.9% On Track
Operating Position $8.5 $9.7 $1.2 14.5%
Capital Revenue $1.1 $0.8 ($0.3) (25.1%) On Track
Capital Expenditure $11.6 $10.5 ($1.1) (9.9%) On Track
Financial statements including Statement of Comprehensive Income (profit & loss), Statement of
Financial Position (balance sheet), and Statement of Cash Flows are included as attachments for
information of Council.
Figure 1: Actual Performance Compared to 2017/18 Budget
$50
YTD Budget ($m)
$45
YTD Actual ($m)
$40
$35
$30
$25
$20
$15
$10
$5
$-
Operating Revenue Operating Expenditure
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee
Meeting dated 18 December 2017 outlining the November year to date financial performance
against budget.
Page 9 of 29
Section 10
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
REPORT
Operating Revenue (YTD Benchmark 41.7%)
Council has received 48.7% ($45.2 million) of its operating revenue budget ($92.9 million).
Commentary on each revenue category is provided below:
Rates and Levies – $31.9 million (50.0%) of the annual budget of $63.8m has been
earned. Waste utility charges are slightly below budget ($42k).
Fees and Charges – $2.8 million (54.0%) of the $5.1 million annual budget has been
earned. A range of areas are above YTD budget including Development Assessment
branch ($112k), community land use applications and permits ($62k), change of ownership
($32k), search fees ($23k), animal control ($21k) building and pool compliance fees ($34k).
This is partially offset by plumbing application fees ($23k) and cemetery lot fees ($21k) and
waste temporary services ($10k) being slightly below budget.
Sale of Goods and Services - $3.7 million (43.9%) of the $8.4 million budget has been
received, and is performing YTD budget due to the Noosa Aquatic Centre ($142k) and
other community facilities ($37k), Holiday parks ($53k) and landfill disposal sales ($64k).
Interest Received – $1.5 million (34.0%) of the $4.4 million annual budget has been
earned and is $74k ahead of YTD budget.
Dividend and Tax – Unitywater distributions are in line with budget.
Other Revenue – $1.3 million (55%) of the $2.5 million budget has been earned.
Performance is ahead of budget due to Rental income ($57k), The J ($25k), disaster
insurance claims ($15k) and Fleet ($11k) as well as internal recoveries from the quarry
($105k), civil operations works ($70k) and waste management ($70k).
Operating Grants, Subsidies and Contributions – Operational grants of $2.6 million
(45.8%) are tracking above YTD budget. This includes Community Development grants for
Get Active Teenagers, Come and Tri as well as Commonwealth Sports Day totalling $112k
(not budgeted) and Noosa Community Support funding is also tracking $22k ahead of
budget.
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$4.0
YTD Budget ($m)
$3.5
YTD Actual ($m)
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
Income
Charges
Other
Goods &
Grants
Dividend &
Services
Sales of
Rental
Interest
Fees &
Tax
Page 10 of 29
Section 11
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Operating Expenditure (YTD Benchmark 41.7%)
Actual operating expenditure is currently 38.2% ($35.5 million) of full year budget ($92.9 million).
Detailed commentary for each expenditure category is provided below:
Employee Costs – $11.1 million (36.5%) of the annual budget of $30.4 million, with
underspend in Salaries and wages ($214k) and training ($105k) offset by spend above
budget on external labour hire by Civil Operations and Environmental Services ($217k).
Materials and Services – $15.6 million (37.8%) of the $41.2 million annual budget has
been spent. Contract services are below YTD budget ($310k) within a range of areas
including Waste Management with transition to new collection and landfill contract ($186k),
levy spend from Hasting Street Levy ($54k), Public Transport Levy ($24k) and Environment
Levy ($21k) spend, Art Gallery programs ($27k) Economic Development ($29k) and
Community Development ($25k). This is partially offset by budget in Civil Operations above
budget ($100k) due to arborist costs.
Finance Costs – in accordance with YTD budget.
Depreciation Expense – in accordance with YTD budget.
Other Expenses – in accordance with YTD budget.
Figure 3: Operating Expenditure Position by Type
$18
YTD Budget ($m)
$16
YTD Actual ($m)
$14
$12
$10
$8
$6
$4
$2
$0
Finance Costs
Materials
Depreciation
Employees
Other
Capital Revenue
YTD capital revenue of $815k received comprises cash contributions from developers ($480k)
and capital grants ($335k). Note that the timing of capital grant receipts are generally dependent
on the timing of associated capital expenditure, and that the timing of the receipt of developer
contributions (both cash and contributed) is unpredictable.
Page 11 of 29
Section 12
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Figure 4: Capital Revenue by Type
$0.9
YTD Budget ($m)
$0.8
$0.7 YTD Actual ($m)
$0.6
$0.5
$0.4
$0.3
$0.2
$0.1
$0.0
Contributed assets
Cash contributions
Grants / subsidies
Capital Program
Actual capital expenditure (excluding commitments) is $10.5 million (YTD budget $11.6 million).
Detailed discussion of progress in the delivery of the capital works program is provided through a
separate report by the Asset Planning Manager.
Figure 5: Capital Program Delivery Performance
$14.0
$12.0
$10.0
$8.0
$6.0
$4.0
$2.0
$0.0
YTD Budget ($m) YTD Actual ($m)
Capital works Other capital
Cash Management and Investment Performance
Total cash on hand at the end of November was $70.1 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds) and monies
committed for funding capital projects during the year.
The pie charts on the following page present the mix of cash held at November 2017 by agency
(graph on the left) and by credit risk rating (graph on the right).
Page 12 of 29
Section 13
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Figure 6: Closing Cash Held by Agency and Credit Rating
Bendigo A3
6% (Bendigo)
Westpac 6%
11%
NAB A1 +
11% (CBA + NAB + Wpac) A1 +
QTC 31% (QTC)
63% 63%
CBA
8%
The following chart monitors the year-to-date trend on total cash and the agencies invested.
During November, the total cash balance decreased as Council continued to utilise monies set
aside from the July rates run to cover wages and supplier payments. $5 million was also
transferred out of QTC investments to ensure a sufficient working cash balance was maintained
within the CBA operating accounts.
Figure 7: Year to Date Trend of Cash Invested by Agency
100,000,000.00
90,000,000.00
80,000,000.00
70,000,000.00
60,000,000.00
50,000,000.00
40,000,000.00
30,000,000.00
20,000,000.00
10,000,000.00
-
Jul-17 Aug-17 Sep-17 Oct-17 Nov-17
QTC Bendigo Westpac NAB Suncorp CBA
Actual interest revenue for November was $132k with a weighted average yield of 2.1%, which
reflects a positive return compared to the industry benchmark (Bloomberg AusBond Bank Bill
Index) of 1.71%.
Previous Council Consideration
Nil.
Page 13 of 29
Section 14
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Finance
As above.
Risks & Opportunities
Council’s risk register includes a number of risks that could impact on ongoing financial
sustainability. Effective budget management and reporting is an important risk mitigation tool.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
All areas of Council are consulted as part of the regular monitoring of budget performance.
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
X Executive Services X Environment & Sustainable Development X Infrastructure Services
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 14 of 29
Section 15
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 1
Page 15 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 1
Noosa Council
Statement of Comprehensive Income
For the Year Ended 30 June 2018
As at 30 November 2017
Current Current
Budget Budget Actual Variance Annual
2018 YTD YTD YTD Budget
($'000) ($000) ($'000) ($000) %
Revenue
Recurrent Revenue
Rates, levies and charges 63,898 31,974 31,917 (57) 50%
Fees and charges 5,089 2,496 2,750 254 54%
Dividend income 1,860 925 925 - 50%
Interest received 4,408 1,425 1,499 74 34%
Tax equivalents 1,200 504 504 - 42%
Sale of Goods and major services 8,391 3,385 3,679 295 44%
Sale of contract and recoverable works 16 1 12 11 73%
Rental & lease income 1,322 593 651 58 49%
Other income 1,144 550 711 161 62%
Grants, subsidies, contributions and donations 5,605 2,449 2,567 118 46%
92,932 44,302 45,215 913 49%
Expenses
Recurrent Expenses
Employee benefits 30,445 11,297 11,124 (174) 37%
Materials and services 41,248 15,711 15,577 (133) 38%
Finance costs 2,464 1,029 1,015 (14) 41%
Depreciation and amortisation 18,577 7,740 7,740 - 42%
Other expenses 136 61 65 3 47%
92,870 35,838 35,521 (317) 38%
Operating Result 63 8,464 9,695 1,230
Capital Revenue
Capital contributions and donations 3,867 778 480 (298) 12%
Grants, subsidies, contributions and donations 4,709 310 336 26 T%
Other capital revenue - - - -
Total Capital Revenue 8,577 1,088 815 (272)
Page 15 of 29Section 16
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 2
Page 16 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 2
Noosa Council
Statement of Financial Position
For the Year Ended 30 June 2018
As at 30 November 2017
Current Actual Actual
Budget YTD Full Year
2018 2018 2017
($'000) ($'000) ($'000)
Current Assets
Cash and cash equivalents 48.418 66,724 65,463
Trade and other receivables 8,381 6,272 7,101
Inventories 156 331 330
Other current assets 468 2,527 2,796
57,424 75,853 75,690
Non Current Assets held for sale x = :
Total Current Assets 57,424 75,853 75,690
Non Current Assets
Trade and other receivables 49,218 49,218 49,218
Other non current Assets - - -
Investments 69,141 60,978 60,978
Investment property 4,150 4,405 4,405
Property, plant and equipment 935,214 922,791 913,152
Intangible assets 3,837 4,291 3,497
Total Non Current Assets 1,061,560 1,041,683 1,031,249
Total Assets 1,118,984 1,117,536 1,106,939
Current Liabilities
Trade and other payables 4,501 15,088 11,819
Borrowings 3,040 2,077 3,745
Provisions 4,394 2,324 4,076
Other 548 851 645
Total Current Liabilities 12,483 20,340 20,285
Non Current Liabilities
Trade and other payables - - -
Borrowings 35,005 34,291 34,291
Provisions 9,305 9,879 9,843
Total Non Current Liabilities 44,310 44,169 44,133
Total Liabilities 56,793 64,510 64,418
Net Community Assets 1,062,191 1,053,026 1,042,521
Community Equity
Asset Revaluation Surplus 46,961 26,892 26,892
Retained Surplus / (Defeciency) - - -
Shire Capital 1,015,230 1,015,629 1,000,677
Current Year Net Earnings : 10,505 14,951
Total Community Equity 1,062,191 1,053,026 1,042,521
Page 16 of 29Section 17
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 3
Page 17 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Attachment 3
Noosa Council
Statement of Cash Flows
For the Year Ended 30 June 2018
As at 30 November 2017 Actual Actual
YTD Full Year
2018 2017
($'000) ($'000)
Cash flows from operating activities
Cash Flows from Operating Activities
Receipts from Customers 43,992 81,498
Payments to Suppliers and Employees (28,894) (67,789)
15,098 13,709
Receipts:
Investment and Interest Revenue Received 1,499 4,831
Rental Income 651 1,337
Non Capital Grants and Contributions 2,567 6,287
Income Tax Equivalent Received 504 1,456
Income from Equity Investments 925 1,568
Payments:
Borrowing Costs - -
Interest Expense (113) (122)
Net Cash Inflow/(Outflow) from Operating Activities 21,131 29,066
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment - 259
Grants, Subsidies, Contributions and Donations 815 6,314
Payments:
Payments of Property, Plant and Equipment (17,187) (19,317)
Payments for Intangible Assets (991) (1,176)
Net Cash Inflow/(Outflow) from Investing Activities (17,363) (13,920)
Cash Flows from Financing Activities
Receipts:
Proceeds from Borrowings - 2,697
Payments:
Repayment of Borrowings (2,569) (4,966)
Net Cash Inflow/(Outflow) from Financing Activities (2,569) (2,269)
Net Increase/(Decrease) in Cash and Cash Equivalents held 1,199 12,877
Cash and Cash Equivalents at the beginning of the financial year 68,835 55,958
Cash and Cash Equivalents at the end of the financial year 70,034 68,835
Page 17 of 29Section 18
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
6 PEREGIAN BEACH DIGITAL HUB - IMPLEMENTATION PLAN
DOCUMENT INFORM AT ION
Author Economic Development Manager, Anthony Dow
Environment and Sustainable Development Department
Index ECM/ Subject/ 45.04 Economic Development
Attachments 1. Peregian Beach Digital Hub Implementation Plan
EXECUTIVE SUMMARY
Noosa Council, with financial support from the Queensland Government, is nearing completion of
the construction of Stage 1 of the Peregian Beach Digital Hub at Rufous Street, Peregian Beach.
This facility offers a significant opportunity for Council to strengthen and diversify its economy as
articulated in the Local Economic Plan and Corporate Plan. Crucial to the success of this
objective is careful consideration of the management and operational model for this facility to
ensure it enables the economic outcomes intended, provides a collaborative and innovative
space to grow employment and investment and is sustainably financed and managed on behalf
of our community.
With this in mind, this report and the attached Peregian Beach Digital Hub Implementation Plan
outlines a revised approach to tenant and operate the Peregian Beach Digital Hub. Following the
decision by Council in September 2017 to cease the tender process for external management
services for the Hub, a number of workshops with Councillors and further industry benchmarking
has informed and clarified expectations for the operation of the Hub - contributing to a balanced
and measured approach via a proposal for Council facilitated management and operation of the
Hub. Further detail on the approach is reflected in the implementation plan attached.
The Council facilitated model will enable non-exclusive and flexible engagement with Noosa’s
local technology sector. Through the engagement of a Digital Hub Coordinator to support
Council’s Economic Development team, Council will facilitate engagement with local technology
businesses and potential providers of capacity building programs. With a strong emphasis on
revenue and investment generation, an initial priority for the Hub Coordinator will include
submitting a grant application to the Federal government’s AusIndustry Incubator Support Fund.
In addition to the appointment of a dedicated industry expert (Hub Coordinator) an Expression of
Interest process will be undertaken to tenant the Digital Hub. Resourcing for this process will be
funded from existing budgets, with ongoing financial considerations being subject to standard
budget review and annual processes.
The activity section of the attached Implementation Plan provides more details.
RECOMMENDATION
That Council note the report by the Economic Development Manager to the General Committee
Meeting dated 18 December 2017 and;
A. Adopt the Peregian Beach Digital Hub Establishment Phase Implementation Plan –
December 2017 provided at Attachment 1;
B. Approve the engagement of a project resource to facilitate the implementation plan;
C. Approve the undertaking of an Expression of Interest process for tenancy of the Digital
Hub;
D. Note that, following the EOI process, a further report will be provided to Council, presenting
a revised financial model and the intended tenancy mix.
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Section 19
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
REPORT
The content of this report and Implementation Plan (attached) builds on industry benchmarking
and engagement and previous Council workshops, discussions and feedback. The
Implementation Plan reflects a balanced and measured approach to the establishment and start-
up phase for the Peregian Beach Digital Hub.
The initial concept of a Technology Cluster (referred to as Silicon Beach) originated from a local
group of technology businesses in 2014-15 coinciding with Council’s land purchase and plans to
reinvigorate the Rufous Street Precinct. From the initial concept of a building where technology
and digital businesses co-locate, the vision and opportunity has evolved to take-on a more
strategic catalyst role, with the potential for the Peregian Beach Digital Hub to generate
significant employment growth in our knowledge economy and accelerate Noosa Shire’s
economic diversification aspirations.
A tendering process for the provision of external management and accelerator services was
undertaken in mid-2017, resulting in the receipt of high quality responses that reflected a range of
management options, potential costs and value outcomes. All tenderers indicated management
services costs well in excess of Council’s original expectations, contributing to a Council decision
to cease the Tender process, and undertake a review of the business model and management
options.
The review of the business model, conducted over a three-month period, included an updated
market assessment and engagement with various experts and other Councils with experience in
co-work and incubator space management.
This report seeks Council’s approval for the Peregian Beach Digital Hub Establishment Phase
Implementation Plan – December 2017 (attached).
1) Strategic Context
The Digital Hub concept was finalised just prior to the adoption by Council of the Local Economic
Plan in December 2015.
In the Corporate Plan 2017-2037, Theme 3 refers to the Noosa economy and the vision “our
economy is diverse and resilient”. Noosa Council’s Operational Plan 2017/18 includes a
reference to the “…adoption of hub operating model” as a key objective for this financial year.
The Noosa Local Economic Plan refers to a vision of “a dynamic and resilient economy for
generations to come” and includes a particular focus on priority industry sectors including Digital,
Professional Services, and Creative Industries.
2) Vision for the Peregian Beach Digital Hub
The vision and potential impact of the Digital Hub has evolved. The following set of statements
continues to guide Noosa Council’s aspirations for and investment in the Digital Hub:
The Digital Hub will be a curated space primarily focusing on established and emerging
technology enterprises with an emphasis on accelerating business and employment growth.
The Digital Hub will be:
a major Council investment in infrastructure to accelerate economic and employment
growth in the technology sector;
a location where technology enterprises can benefit from a curated and collaborative
environment;
an entry point for technology enterprises with a plan to grow and successfully transition into
larger commercial premises locally e.g. Shire Business Centre, Noosa Junction;
a host location for innovation and entrepreneurial education, attracting funded programs to
advance the business innovation capacity throughout the Shire ;
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Section 20
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
part of the co-work and shared-office network in the Shire and wider Sunshine Coast
region, operating collaboratively with existing co-work spaces;
A digital link into the global environment.
3) Digital Hub Operation
The Peregian Beach Digital Hub Establishment Phase Implementation Plan (attached) outlines
the operational structure for the Digital Hub. Council will facilitate the tenanting of the Digital Hub
for a period of up to 2 years from January 2018 to December 2019.
The first step under this operational model is the engagement of a project resource (Digital Hub
Coordinator) to support the tenancy process, form revenue-generating partnerships, manage
events and access grants & sponsorship revenue.
An Expression of Interest (EOI) process will be undertaken to attract tenants with a presence or
interest in the technology sector. The EOI process is expected to result in a mixture of tenant
types, including; anchor tenants, fixed office space for Small to Medium Enterprises and co-work
members.
Essentially this internally facilitated model is intended to generate economic growth, grants
revenue to finance ‘wrap around services’, partnerships and investment attraction and
diversification.
The success and impact of this model and approach is intended to be closely monitored and
reviewed formally after 18 months of operation. Draft Key Performance Indicators and Targets to
inform its evaluation and review are outlined in the attached implementation plan however will be
refined post the EOI process and appointment of the Hub Coordinator.
4) Benefit & Impact
The approach to establish and operate the Digital Hub, as outlined in the attached
Implementation Plan, will provide the following benefits:
Revenue:
The appointment of a Digital Hub Coordinator will provide a resource to work across and
with the industry, access grants and establish revenue-generating partnerships.
Cost management:
The proposed model provides a high level of control over investment and direct
management of operational costs for Council. It enables the ability to scale-up or down as
the business model and market evolves.
Wrap around Services:
The approach enables Council to have a flexibility to purchase and develop partnerships
with a range of industry specialists and providers.
Prudent Approach:
As it is anticipated that the business model and market will evolve rapidly in the technology
and digital space, this model enables Council to scale up or down as required.
Agile & Flexible:
The model will be regularly monitored and formally reviewed after 18 months of operation,
thus allowing flexibility to pivot and adjust the model as it evolves.
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Section 21
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Previous Council Consideration
Council Workshops:
12 May 2017
26 October 2017
17 November 2017
7 December 2017
Meetings
Ordinary Meeting Minutes, 21 September 2017, Item 7, Page 18
That Council note the report by the Economic Development Manager to the General Committee
Meeting dated 18 September 2017 regarding tender 1617T130 for the provision of Management
Services – Peregian Beach Digital Hub and:
A. Notify tender submitters that a decision on tender 1617T130 is on hold while Noosa
Council further considers the business case of the Peregian Digital Hub project; and
B. Request the CEO to arrange for advice to be provided to Council on strategies to meet
Council’s broad intentions for the Peregian Digital Hub.
Special Meeting Minutes, 13 October 2017, Item 2, Page 3
That Council note the report by the Director Community Services to the Special Council meeting
dated 13 October, 2017 and;
A. Not award tender 1617T130 in accordance with Section 228 (8) of the Local Government
Regulation 2012 and Conditions of Tender clause 14.1; and
B. Request the Chief Executive Officer to inform all tenderers of Council’s decision.
Finance
The Peregian Beach Digital Hub operational financial model has been further refined based on
the recommended approach to management and tenancy of the facility. The table below outlines
a 5-year financial forecast, high and low scenario based on the management and operational
model outlined in the Peregian Beach Digital Hub Implementation Plan (attached).
High Case Year 1 Year 2 Year 3 Year 4 Year 5
Revenue $ 250,400 $ 313,015 $ 373,760 $ 396,729 $ 404,897
Expense $ 242,600 $ 249,544 $ 257,168 $ 263,371 $ 269,723
Surplus / Deficit $ 7,800 $ 63,471 $ 116,591 $ 133,358 $ 135,174
Low Case
Revenue $ 150,000 $ 235,250 $ 287,150 $ 318,454 $ 334,915
Expense $ 220,800 $ 228,269 $ 234,860 $ 240,551 $ 246,381
Surplus / Deficit -$ 70,800 $ 6,981 $ 52,290 $ 77,902 $ 88,534
Key Assumptions
Exact revenue and expenses will not be known until post the EOI process for tenancy, therefore
a number of assumptions have been made in the development of the financial analysis and
model as outlined here;
Revenue:
Includes fixed rental space, (exact floor space to be determined through EOI process for
tenancy) Co-work membership (exact floor space, number of desks and memberships to
be determined through EOI process)
Grants and sponsorship (estimates made in both high and low scenario, albeit conservative
as this type of revenue is not guaranteed)
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GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Expense:
Includes the appointment of an industry expert (Hub Coordinator) and Management fee for
leasing based on standard industry rates
Building and asset maintenance & operations costs
Some funds for marketing & governance associated with establishing and supporting the
operations of the Hub.
Fit out costs are excluded. Following the EOI Tenancy phase any fit out costs deemed Council’s
responsibility will be requested for consideration as part of the Budget Review 3 (BR3) process or
as part of the 2018/19 budget process.
Budget Implications
2017/18 Budget
Costs associated with the recommended Council facilitated management model for the
establishment phase of the Digital Hub can be funded from the existing 2017/18 Economic
Development budget. Funding of $50,000 is estimated for the remainder of this financial year for
the engagement of a resource for a 2-year period to facilitate the tenanting and establishment of
the digital hub (with $15,000 specifically allocated to the establishment of the Digital Hub project
and the remaining $35,000 funded from the capacity building and industry development activity
category).
BR3 & 2018/19 Budget
Following the outcomes of the Tenancy EOI process planned for February & March 2018 the
financial model can be updated to reflect more accurate revenue projections to allow further
budget adjustments to be considered in the next budget review (BR3) and to also inform the
development of the 2018/19 budget.
Risks
The approach to establish and operate the Digital Hub, as outlined in the attached
Implementation Plan, has considered the following identified risks:
Type Description Mitigation Measures
Regulatory The risk of not being able to apply an Engage a Digital Hub Coordinator
requirements of entrepreneurial, agile approach to resource with Technology sector
local government achieve KPIs due to constraints and connections and experience.
regulatory requirements of local Enable this role to engage directly
government operating environment. with industry experts and develop
responsive and contemporary
programs to support the Hub
objectives. Regularly monitor
proposed approach and adapt if
required.
Revenue Risk of lower occupancy, lower yield , Engage a Digital Hub Coordinator
generation less than forecast grants and resource with revenue generation
sponsorship revenues. experience. Along with Economic
Development Manager focus on
revenue generating partnerships. Set
clear targets and KPI’s and monitor
regularly
Local Talent and In response to a decision for the Allocate resources and implement a
Knowledge establishment phase of the Digital Hub to highly inclusive stakeholder
be ‘Council run’ there is a risk of loss of engagement and partnership model.
support from local technology sector and
individuals associated with the origins of
the Digital Hub concept.
Operational Costs Operational costs above forecast due to Additional due diligence and ongoing
unforeseen costs. review of financial forecasts and
assumptions.
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Section 23
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Consultation
External Consultation - Community & Stakeholder
The initial concept of a Digital Hub was generated from the Peregian Beach Technology
community.
A Public Tender process was conducted for external Management Services in June 2017. This
process involved significant engagement with a range of individuals and industry experts.
Industry benchmarking and peer-to-peer engagement regarding operation of co-work and
incubator facilities with Ipswich City Council, Brisbane City Council and Sunshine Coast
Innovation Centre has been undertaken to inform the proposed approach.
Internal Consultation
Departments/Sections Consulted:
x Chief Executive Officer x Community Services x Corporate Services
Executive Officer Community Development Financial Services
Executive Support Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development Infrastructure Services
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 23 of 29
Section 24
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Page 24 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
aon n- oe a mass a { _ —— isaac
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Peregian Beach Digital Hub
Establishment Phase - Implementation Plan
December 2017
Version 1
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Page 24 of 29Section 25
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
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GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
© Noosa Council 2017
General Enquiries:
By telephone: (07) 5329 6500
By email:[Mail@noosa old gov aul
Fax: (07) 5329 6501
Street Address: 9 Pelican Street, TEWANTIN
Postal address: PO Box 141, TEWANTIN QLD 4565
Page 25 of 29Section 26
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Page 26 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Table of Contents
Contents
Peregian Beach Digital Hub Establishment Phase Implementation Plan Page 1
Page 26 of 29Section 27
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Page 27 of 29
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Context
This Implementation Plan is a brief document outlining the vision, key activities, resources and draft
KPls associated with the Peregian Beach Digital Hub. It reflects a balanced and measured approach
to the establishment and start-up phase. From the initial concept of a building where technology and
digital businesses are co-located, the vision and opportunity has evolved to take-on a more strategic
catalyst role, with the potential for the Peregian Beach Digital Hub to generate significant
employment growth in our knowledge economy and accelerate Noosa Shire’s economic
diversification aspirations.
This Implementation Plan is a living document and will be updated on a regular basis.
Vision
The Digital Hub will be a curated space primarily focusing on established and emerging technology
enterprises with an emphasis on accelerating business and employment growth.
The Digital Hub will be:
e amajor Noosa Council investment in infrastructure to accelerate economic and employment
growth in the technology sector
e a location where technology enterprises can benefit from a curated and collaborative
environment
e anentry point for technology enterprises with a plan to grow and successfully transition into
larger commercial premises locally e.g. Shire Business Centre, Noosa Junction
e a host location for innovation and entrepreneurial education, attracting funded programs to
advance the business innovation capacity throughout the Shire
e part of the co-work and shared-office network in the Shire and wider Sunshine Coast region,
operating collaboratively with existing co-work spaces
e A digital link into the global environment
Peregian Beach Digital Hub Establishment Phase Implementation Plan Page 2
Page 27 of 29Section 28
GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
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GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Activity Plan
Council will appoint an industry expert (Digital Hub Coordinator) to facilitate the tenanting of the
Digital Hub for an establishment and initial operation period of up to two years from January 2018 to
December 2019.
Collaboration with the local technology industry is critical. Building on existing activity across the
Shire, Council’s Economic Development team will engage with local and regional stakeholders in a
non-exclusive manner, providing opportunities for individuals and groups to collaborate with Noosa
Council to delivery capacity building programs.
Timing Action Detail
approval initial budget requirements
January/February | Engage e Engage a Digital Hub Coordinator. This resource will
2018 resource support the tenancy process including attracting interest,
partnership management, event management and
accessing grants and sponsorship revenue
February 2018 Undertake a e Appoint commercial real estate management provider to
tenancy EOI support the EOI process to tenant the Digital Hub
process e Run a parallel process to quantify co-work demand and
membership structure
January / Technology e Engage with local technology industry and all individuals
February 2018 sector and businesses that have registered an interest in
engagement tenanting the Digital Hub
e Engage with the individuals and businesses that summited
a tender to original external management process to
gauge interest in being involved
e The Economic Development team work with the Digital
Hub Coordinator to engage with potential partners and
providers of ‘wrap-around’ services (accelerator,
mentoring, etc.
January / Grant e Working closely with local technology industry to develop
February 2018 Application and submit a funding application to the AusIndustry
Incubator Support Program
March / April Complete e Review and assess all tenancy EOls
2018 tenancy EOI e Confirm optimal mix of tenancies including proportion of
process building split between anchor tenant, fixed office space
and co-work activity
April 2018 Budget e Present revised financial model to Council (informed by
Approval EOI and local business engagement) as part of FY
2018/19 budget process
configuration following completion of tenancy EOI process
From May/June Tenancy e Anchor tenant/s move-in
2018 commencement | e Progressive tenancy of other fixed spaces
e Launch of co-work space
Peregian Beach Digital Hub Establishment Phase Implementation Plan Page 3
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GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
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GENERAL COMMITTEE MEETING AGENDA 18 DECEMBER 2017
Resources
Noosa Council's Economic Development Manager is responsible for facilitation of the Peregian
Beach Digital Hub with support from a newly appointed Digital Hub Co-ordinator.
A commercial real estate management services provider to be appointed to support the contract
management and tenancy process.
Noosa Council’s Property Services team provide building management support.
2017/18 Budget
Costs associated with the recommended Council facilitated management model for the
establishment phase of the Digital Hub can be funded from the existing 2017/18 Economic
Development budget. Funding of $50,000 is estimated for the remainder of this financial year for
the engagement of a resource for a 2-year period to facilitate the tenanting and establishment of
the digital hub (with $15,000 specifically allocated to the establishment of the Digital Hub project
and the remaining $35,000 funded from the capacity building and industry development activity
category).
BR3 & 2018/19 Budget
Following the outcomes of the Tenancy EOI process planned for February & March 2018 the
financial model can be updated to reflect more accurate revenue projections to allow further budget
adjustments to be considered in the next budget review (BR3) and to inform the development of
the 2018/19 budget.
Monitoring and Review - Key Performance Indicators and Targets
(DRAFT)
The following draft KPI’s have been developed and will be used as part of the ongoing monitoring
and formal review of the management model for the Hub. These will continue to be refined,
amended and updated as the Hub and management arrangements evolve.
Formal review and evaluation of the Council facilitated management model for the establishment
phase of the Digital Hub will occur after 18 months of its operation.
Indicator Measure Target Yr1 Target Yr2-3 Target Annual
(each year) Ongoing
Business growth Growth in estimated Gross Regional 2% 3% 5%
Product value of Digital Hub Tenants
Business Graduations Number of businesses accelerating 0 2 2
out of the Digital Hub (incl. Co-work)
Employee growth Growth in number of employees iS 6 10
connected to Digital Hub Tenants
Capacity Building Number of internal professional 5 8 10
development activities
Start-up & Accelerator Number of programs delivered 2 4 8
Programs
Number of attendees 200 400 500
Investment — regional Value of investment attracted via $50K $100K $150k
grants or private partnerships
Investment — business Value of direct business investment $150K $200k $250k
from grants or private investors
Notes: Based on market intelligence and industry benchmarking.
Peregian Beach Digital Hub Establishment Phase Implementation Plan Page 4
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