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2019-07-15 General Committee Agenda
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AGENDA
General Committee
Meeting
Monday, 15 July 2019
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 15 JULY 2019
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
ITEMS REFERRED FROM PLANNING & ENVIRONMENT COMMITTEE 2
1 152006.1999.3 MINOR CHANGE TO DEVELOPMENT APPROVAL TO
RECONFIGURE A LOT (52 LOTS & PARK) AT 191 HOLLETT ROAD,
NOOSAVILLE
(Planning & Environment Committee Agenda, 9 July 2019, Item 4, Page 63)
Reason for referral – Significance of the issue
2 COASTAL HAZARDS MAPPING REFINEMENT
(Planning & Environment Committee Agenda, 9 July 2019, Item 10, Page 118)
Reason for referral – Significance of the issue
3 CLIMATE EMERGENCY DECLARATION
(Planning & Environment Committee Agenda, 9 July 2019, Item 11, Page 121)
Reason for referral – Significance of the issue
ITEMS REFERRED FROM SERVICES & ORGANISATION COMMITTEE 2
4 EVENTS POLICY - PUBLIC CONSULTATION OUTCOMES AND AMENDED
POLICY FOR ADOPTION
(Services & Organisation Committee Agenda, 9 July 2019, Item 1, Page 3)
Reason for referral – Significance of the issue
5 EXPRESSIONS OF INTEREST FOR COMMUNITY ACTIVATION LEVEL 1 OF
PEREGIAN BEACH SURF CLUB
(Services & Organisation Committee Agenda, 9 July 2019, Item 3, Page 20)
Reason for referral – Significance of the issue
REPORTS DIRECT TO GENERAL COMMITTEE 3
6 LGAQ ANNUAL CONFERENCE PROPOSED MOTION – UTILITY RELOCATION
COSTS 3
7 LGAQ ANNUAL CONFERENCE PROPOSED CO-SPONSORED MOTION – SUPPORT
FOR THE “ULURU STATEMENT FROM THE HEART” 6
8 ALLIANCE AND FUNDING AGREEMENT BETWEEN NOOSA COUNCIL AND THE
NATURE CONSERVANCY 10
9 APPOINTMENT OF EXTERNAL MEMBER TO COUNCIL’S AUDIT AND RISK
COMMITTEE 16
10 FINANCIAL PERFORMANCE REPORT – JUNE 2019 INTERIM POSITION 19
CLOSED SESSION 29
11 REC17/0011 PLANNING &
ENVIRONMENT COURT APPEAL NO. D30 OF 2018 - NEGOTIATED DECISION
NOTICE & INFRASTRUCTURE CHARGES NOTICE FOR RECONFIGURING A LOT AT
29 & 35A TAIT ST & 30 EAGLE DVE, TEWANTIN 29
Page 2 of 43
Section 3
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
REPORTS DIRECT TO GENERAL COMMITTEE
6 LGAQ ANNUAL CONFERENCE PROPOSED MOTION – UTILITY RELOCATION COSTS
Author Project Manager, Mark Poynter
Infrastructure Services Department
Index ECM/ Subject / Local Government Association of Queensland
Attachments Nil
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Project Manager to the General Committee Meeting dated 15
July 2019 and approve the submission of the following motion to the Local Government Association
Queensland 2019 Annual Conference for consideration and debate:
That the Local Government Association of Queensland lobby the State Government and public
utility infrastructure owners for the development of a more equitable cost sharing protocol for the
relocation or replacement of their infrastructure arising from local government works related to the
remaining life of the asset and any capacity upgrade generated by the relocation or replacement
works.
REPORT
The Local Government Association of Queensland (LGAQ) 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.
A current issue of concern for Noosa Council is the costs associated with relocating utility
infrastructure (water, electricity and telecommunications) to enable the installation and/or upgrade
of community infrastructure. There is little to no opportunity for Council to negotiate the costs
associated with the relocation, especially when the mandated new utility infrastructure is a
significant upgrade to the existing installed infrastructure.
While some utility owners are regulated at a State level, there are those (namely
telecommunications) at a Federal level that use the same techniques with regards to utility
relocations processes and costs.
The State Government, through the Government Owned Corporations Act 1993 (the Act), currently
regulates and controls Energex and its related operations. The objective of the Act is to improve
Queensland's overall economic performance and the ability of the government to achieve social
objectives by improving the efficiency and effectiveness of government owned corporations and
improving their accountability.
The Act provides for government owned corporations to have two shareholding Ministers – the
government owned corporations Minister (the Treasurer) and the portfolio Minister, in this case the
Minister for Natural Resources, Mines and Energy.
Currently the only input Local Governments have into the utility relocations process is to apply for
consideration and await for the utility owner’s determination. Council’s design and delivery teams
endeavour to develop engineering designs that avoid known utility locations to mitigate the
probable costs associated with relocating them. However, this can impact on the quality of the final
product and ultimately public amenity.
Page 3 of 43
Section 4
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
For instance, the Hilton Terrace Corridor Upgrade project has been delayed and incurred more
than $1,100,000 in expenses related to utility relocations. While Council has attempted to mitigate
the impacts, it is largely at the mercy of the utility companies with regards to costs and timing of
required works. Below is a summary of a recent enquiry to Energex related to the relocation of
100m of sub-surface electrical supply.
Initial request date: 29 Jan 2019
Design cost estimate: $20,308.04
“Energex costs will be reconciled upon the completion of works and any
variance invoiced or refunded accordingly” i.e. there is no notice of variation
or cost escalation.
Design time estimate: 14 weeks
Design complete date: 20 Jun 2019 (20 weeks from request date)
A single drawing was produced.
Construction cost $163,625.39
estimate:
For electrical related services (pulling and joining new cable only). Excludes
the civil construction costs related to new pits, trenching/drilling for conduits,
etc. estimated at circa $200,000.
Mandated design: 7 conduits vs. existing 4 conduits, a 42% greater capacity than existing
infrastructure
There is anecdotal evidence that the billed costs for design and construction works undertaken by
utility owners are substantially inflated (by a factor of two) to make profits rather than cover actual
costs. In addition, utility providers reserve the right to modify quoted costs with little or no prior
notice, further adding pressure to project budget management.
The basis of this proposed motion to the LGAQ is that Local Government should be able to enter
into a cost sharing arrangement with utility providers, particularly when upgrades are mandated
during relocation costs. Similar cost sharing arrangements have been ratified with State
departments such as the Department of Transport and Main Roads.
Specifically, this proposed motion to the LGAQ conference seeks support to advocate to the
relevant State agency to achieve the objectives of the Act of achieving its social outcomes through
improved efficiency and effectiveness by improving their accountability.
Previous Council Consideration
Nil
Finance
There are no direct financial implications as a result of this report.
Risks & Opportunities
As outlined above, Council currently has limited ability to mitigate the impact of utility relocation
or installation costs related to its public infrastructure projects. The authority sits with the State
and Federal Governments while Council is treated as a “developer” for the purposes of utility
modifications. This situation impacts capital works budgets and ultimately the Council’s ability to
deliver civil infrastructure.
Page 4 of 43
Section 5
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Nil
Departments/Sections Consulted:
Chief Executive Officer Community Services X Corporate Services
Executive Officer Director X Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services Environment & Sustainable Development X Infrastructure Services
Director Director X Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning X Infrastructure Planning,
Design and Delivery
Page 5 of 43
Section 6
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
7 LGAQ ANNUAL CONFERENCE PROPOSED CO-SPONSORED MOTION – SUPPORT
FOR THE “ULURU STATEMENT FROM THE HEART”
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Liaison (Council and Government Agencies)
Attachments 1. Uluru Statement from the Heart
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 15 July 2019 and co-sponsor, with Cherbourg Aboriginal Shire Council, the following motion
to the Local Government Association Queensland annual conference for consideration and debate:
“That the Local Government Association of Queensland recognises the Uluru Statement from the
Heart and:
1. Hears and supports the Aboriginal and Torres Strait Islander peoples’ call for the
establishment of a First Nation’s Voice to be enshrined in the Constitution and for a
referendum on this matter;
2. Looks forward to working with our constituents, other levels of governments and all
Australians to take this next step towards reconciliation; and
3. Requests that the Australian Local Government Association consider expressing similar
support for the Uluru Statement from the Heart.”
REPORT
The Local Government Association Queensland (LGAQ) 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.
A current issue of both local, state and national importance is the call from Aboriginal and Torres
Strait Islander peoples for constitutional change and structural reform in their relationship with the
broader Australian community.
Our Council has been asked whether we would co-sponsor a motion to the LGAQ conference with
Cherbourg Aboriginal Shire Council on this issue. Cherbourg has a long history with Noosa and
our Council. For many years, the former Noosa Council provided mentoring, support and
assistance to Cherbourg Council and some of the native title claimants of the Kabi Kabi (Gubbi
Gubbi) people reside in Cherbourg. It would be an ideal outcome for a proposed LGAQ conference
motion on a matter such as this to be co-sponsored by both an indigenous Council and a non-
indigenous Council.
As a progressive Council and as a Council looking to build stronger working relationships with our
local indigenous community, it would be appropriate for our Council to co-sponsor a motion with
Cherbourg Aboriginal Shire Council to the LGAQ annual conference.
Page 6 of 43
Section 7
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Background
In May 2017, Aboriginal and Torres Strait Islander people forged a consensus around the Uluru
Statement from the Heart. This consensus followed a process of consultation and engagement of
Aboriginal and Torres Strait Islander people from across Australia through deliberative dialogues
in 13 regions.
Each dialogue had approximately 100 representatives from local traditional owners, Indigenous
community-based organisations and Indigenous leaders. These dialogues in turn selected their
representatives to attend the First Nations Constitutional Convention at Uluru. At this Convention,
Indigenous leaders articulated how meaningful constitutional recognition and structural reform
could take place. At the conclusion of the Convention, in an overwhelming consensus, more than
250 delegates adopted the “Uluru Statement from the Heart”.
This is the first time that there has been a national consensus on the constitutional change that is
desired by Indigenous Australians.
More details on the development of the “Uluru Statement from the Heart” can be found here:
https://www.1voiceuluru.org/
What does the Uluru Statement call for?
The Uluru Statement rejects symbolic constitutional recognition in favour of substantive
constitutional reform and calls for three fundamental changes: Voice, Treaty, Truth.
The first reform is the constitutional enshrinement of a First Nations Voice. The Voice will empower
Aboriginal and Torres Strait Islander peoples politically. It will be a permanent institution for
expressing First Nations’ views to the parliament and government on important policy decisions
affecting their rights.
The next reform after the Voice is established is Treaty, followed by Truth. These reforms involve
establishing an independent Makarrata Commission to oversee the negotiation of treaties and
truth-telling processes.
What is Makarrata?
Makarrata is a Yolngu word meaning ‘coming together after a struggle’. It is both the ideal that
underpins the Uluru Statement and its call for Voice, Treaty, Truth and the mechanism by which
the relationship between First Nations and the people of Australia can move to one based on
fairness, truth, justice and self-determination, a relationship where Indigenous cultures can flourish
and the Australian nation can reach a fuller potential.
Why support the Uluru Statement?
There have been a large number of major organisations that have publicly provided support for the
Uluru Statement. This includes a significant number of major businesses and organisations
including major legal, accounting and mining firms – BHP, Curtin University, Herbert Smith
Freehills, IAG, KPMG, Lendlease, National Rugby League, PwC Australia, PwC’s Indigenous
Consulting, Qantas, Richmond Football Club, Rio Tinto, Swinburne University of Technology and
Woodside are some of the more well-known ones.
The lack of constitutional recognition of First Nations peoples is one of Australia’s longest standing
unresolved issues.
The historic consensus achieved at Uluru means that now is the appropriate time for a national
discussion on the best way forward.
Page 7 of 43
Section 8
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Joint Submission of Motion to the LGAQ
As the Uluru Statement from the Heart is about Indigenous recognition and reconciliation, it is both
important and symbolic that this motion to the LGAQ Annual Conference be co-sponsored by the
Cherbourg Aboriginal Shire Council and Noosa Shire Council.
The Noosa Council CEO has discussed this motion with his counterpart at Cherbourg Aboriginal
Shire Council who is in agreement with this approach. Cherbourg Aboriginal Shire Council are
also passing a resolution to co-sponsor this LGAQ motion.
Previous Council Consideration
Nil.
Finance
There are no financial implications for Noosa Council.
Risks & Opportunities
Ultimately, it will be up to the Queensland councils to determine whether or not they wish to support
this proposed motion at the LGAQ annual conference. It is reasonably likely that this will occur.
Our Council co-sponsoring this motion with Cherbourg Aboriginal Shire Council could also act to
re-establish some long-standing regional relationships with that Council. It may also enhance the
development of our ongoing relationship with the native title claimants, some of whom reside in the
Cherbourg community.
Consultation
External Consultation - Community & Stakeholder
Warren Collins, CEO, Cherbourg Aboriginal Shire Council
Professor Megan Davis, Pro Vice Chancellor Indigenous, UNSW (via Dr Gabrielle Appleby).
Alan (Fox) Rogers, Former Director Community Services
Internal Consultation
Kerri Contini, Director Community Services
Kim Rawlings, Director Environment and Sustainable Development
Departments/Sections Consulted:
X Chief Executive Officer X Community Services Corporate Services
Executive Officer X Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health 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 Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 8 of 43
Section 9
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 1
Page 9 of 43
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 1
ULURU STATEMENT FROM THE HEART
We. gathered at the 2017 National Constitutional Convention. coming from all points of the
southern sky, make this statement from the heart:
Our Aboriginal and Torres Strait Islander tribes were the first sovereign Nations of the
Australian continent and its adjacent islands, and possessed it under our own laws and customs.
This our ancestors did, according to the reckoning of our culture, from the Creation, according
to the common law from ‘time immemorial’, and according to science more than 60.000 years
ago.
This sovereignty is a spiritual notion: the ancestral tie between the land, or ‘mother nature’,
and the Aboriginal and Torres Strait Islander peoples who were born therefrom, remain
attached thereto, and must one day return thither to be united with our ancestors. This link is
the basis of the ownership of the soil, or better, of sovereignty. It has never been ceded or
extinguished. and co-exists with the sovereignty of the Crown.
How could it be otherwise? That peoples possessed a land for sixty millennia and this sacred
link disappears from world history in merely the last two hundred years?
With substantive constitutional change and structural reform. we believe this ancient
sovereignty can shine through as a fuller expression of Australia’s nationhood.
Proportionally, we are the most imcarcerated people on the planet. We are not an innately
criminal people. Our children are aliened from their families at unprecedented rates. This
cannot be because we have no love for them. And our youth languish in detention in obscene
numbers. They should be our hope for the future.
These dimensions of our crisis tell plainly the structural nature of our problem. This is the
torment of our powerlessness.
We seek constitutional reforms to empower our people and take a rightful place in our own
country. When we have power over our destiny our children will flourish. They will walk in
two worlds and their culture will be a gift to their country.
We call for the establishment of a First Nations Voice enshrined in the Constitution.
Makarrata is the culmination of our agenda: the coming together after a struggle. It captures
our aspirations for a fair and truthful relationship with the people of Australia and a better
future for our children based on justice and self-determination.
We seek a Makarrata Commission to supervise a process of agreement-making between
governments and First Nations and truth-telling about our history.
In 1967 we were counted. in 2017 we seek to be heard. We leave base camp and start our trek
across this vast country. We invite you to walk with us in a movement of the Australian people
for a better future.
Page 9 of 43Section 10
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
8 ALLIANCE AND FUNDING AGREEMENT BETWEEN NOOSA COUNCIL AND THE
NATURE CONSERVANCY
Author Kim Rawlings
Director, Environment & Sustainable Development Department
Index ECM/ Subject/ Noosa River & Project/ Oyster Reef Restoration Project
Attachments 1. Alliance & Funding Agreement between Noosa Shire Council and
The Nature Conservancy (25 page attachment provided separately to this
agenda)
EXECUTIVE SUMMARY
In January 2019 Council accepted a proposal and agreed in principle to partner with The Nature
Conservancy (TNC) in the next phases of oyster reef restoration. This report provides for Council’s
consideration, the formal Alliance and Funding Agreement to guide that partnership arrangement
with TNC over the next 3 years.
RECOMMENDATION
That Council note the report by the Director, Environment & Sustainable Development Department
to the General Committee Meeting dated 15 July 2019 and:
A. Approve the Alliance and Funding Agreement with The Nature Conservancy provided as
Attachment 1 to the report; and
B. Authorise the CEO to sign and execute the Alliance and Funding Agreement with The Nature
Conservancy.
REPORT
Background
Noosa Council, in partnership with The Nature Conservancy (TNC), the Thomas Foundation, the
Noosa Parks Association, the Noosa Biosphere Reserve Foundation (NBRF), and the University
of the Sunshine Coast (USC) have undertaken extensive background studies to better understand
the historical ecology of the Noosa River.
This work was undertaken with the intent of developing future projects with the aim of improving
marine biodiversity and ensuring ongoing sustainability of fish stocks. Some of these projects
include ‘Keeping it in Kin Kin’, to prevent mobilisation of sediment in the upper Noosa River
catchments, and also a study on benthic invertebrates of the river.
A third key project has been feasibility research into the restoration of the traditional oyster reefs
in the Noosa River, once a key part of the river habitat. This has included a scoping study led by
The Nature Conservancy in 2015 and field trials with experimental units with the University of the
Sunshine Coast from 2017-2019. The positive results from these trials included:
All experimental units remained in their locations with only very minor movement observed.
A significant degree of oyster spat still in the Noosa River through settlement on the tiles in the
scoping study and then on the experimental coir log units.
Good rates of growth of oysters observed.
No signs of impacts on marine plants or shoreline erosion were observed.
Higher concentrations of fish around the trial units.
These positive results led Council to make a decision at the January 2019 Ordinary Meeting to
partner with The Nature Conservancy to undertake larger-scale oyster reef restoration in the Noosa
Page 10 of 43
Section 11
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
River. Not long after this decision, most of the coir experimental units had to be removed due to
damage which occurred over the summer period. The cause of the damage is not certain, but
believed to be boat propellers and anchoring. The coir log units were designed for experimental
purposes to test oyster recruitment and growth. Established reefs intended through the alliance
with The Nature Conservancy will be designed differently and should mitigate this issue.
The Nature Conservancy
As previously reported to Council, The Nature Conservancy has been established for more than 6
decades and is considered one of the most trusted non-government conservation organisations.
TNC work across over 74 Countries, has more than 600 scientists and has delivered hundreds of
successful projects with immense environmental and global impact.
The TNC vision is a world in which people and nature thrive, with their core mission being to
conserve the lands and waters of which all life depends. TNC have identified 8 key global
challenges which are:
invasive species over fishing
climate change urban sprawl
agricultural expansion energy production and sprawl
unsustainable wood products source water quality and waste water
They have further identified 5 core areas of focus to which it states can be the most immediate,
measurable and most powerful contribution to addressing the global challenges. These 5 areas
are:
protect land and water
tackle climate changes
provide food and water sustainability
build healthy cities
connect people and nature
In late 2018, TNC offered Council an opportunity to establish a collaborative, mutually beneficial
strategic alliance which seeks to explore, investigate and address a number of these global
challenges at a local level with a specific and tangible focus on improving marine, aquatic and
estuary biodiversity and environments through the implementation of the next phases of the oyster
reef project.
In January 2019, Council accepted a proposal and agreed in principle to partner with the Nature
Conservancy in the next phases of oyster reef restoration, this report provides the formal Alliance
and Funding Agreement to guide that partnership arrangement with TNC over the next 3 years for
Council’s consideration.
Noosa Council-TNC partnership
This report provides an Alliance & Funding Agreement to undertake the next phases of the project
to restore oyster reefs in the Noosa River. The Agreement outlines funding of $1.2 million towards
this initiative from The Nature Conservancy and a matching investment from Council of $1.2 million,
over 3 years. The proposal seeks to establish a collaborative partnership between the Nature
Conservancy and Noosa Council as core funding agencies, however identifies that engagement
with a range of further key stakeholders and project partners including Kabi Kabi traditional owners
is fundamental to the initiative.
Specifically, the project will deliver restoration of oyster reefs at various locations (to be
determined) as one of the key components to restore the health of fisheries habitats, and therefore
fisheries, in the Noosa River. It also provides for The Nature Conservancy to provide support in
planning, expertise, peer review and preparing to implement other key river management and
coastal marine conservation initiatives.
Page 11 of 43
Section 12
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Oyster reef restoration methodology will follow standards aligned with best practice oyster
restoration and the Society for Ecological Restoration global guidelines. The project will follow a
staged approach to restoration;
Phase I – feasibility and trial, which has been completed by the University of the Sunshine
Coast.
Phase II - optimal design (2019-2020) which seeks to determine the optimal design, locations
and most cost effective method of reef restoration.
Phase III – pilot sites and full restoration (2020-2022) which seeks to construct reefs at two
pilot sites for 12 months, then at other feasible locations identified during phase II.
Phase II and III are the subject of this agreement with TNC over 3 years.
In delivering this project, it is intended that through the Agreement, TNC can provide some strategic
support and integration of not only the range of management and conservation initiatives that are
occurring locally in and around the Noosa River, but draw on significant scientific expertise from
across the globe, thus enabling coordination across effort, integration of outcomes and access to
world best practice.
The Alliance and Funding Agreement (Attachment 1) provides detailed terms for the nature of
the partnership up to September 30, 2022, and includes;
A clear statement of the objectives of the partnership and the obligations of each party.
A range of clauses to provide clarity over communications, confidentiality, intellectual
property and dispute resolution.
Clear guidance on project governance, including the establishment of a Technical Advisory
Group as well as an executive-level forum.
A description of the project and its aims.
Clear project deliverables with timeframes, measurable outcomes and agency responsibility.
A staged timeline for Council’s payments towards the project, with these payments linked to
the achievement of the measureable outcomes within the project deliverables.
Previous Council Consideration
Ordinary Meeting Minutes, 17 January 2019, Item 2, Page 5
That Council note the report by the Director Environment and Sustainable Development and
Environmental Services Manager to the General Committee Meeting dated 14 January 2019,
consider the proposal from the Nature Conservancy as detailed in this report, and
A Consider in the finalisation of the Noosa River Plan the inclusion of an aquatic and marine
ecosystem restoration program as a core element of the Noosa River Plan 2019; that:
1. combines local knowledge and scientific expertise to inform advocacy, policy, planning
and on-ground action;
2. coordinates and integrates the implementation, monitoring, evaluation and review of
investment across a range of sectors and community groups;
3. respects both the traditional owner and historic commercial fishing family heritage;
4. addresses the priority threats to natural resource productivity and fish habitats to
improve ecosystem health;
5. aims to enhance the biological and structural complexity across the network of fish
habitats;
6. has a goal of increasing the overall carrying capacity of the river in terms of biodiversity
and fish abundance.
B. Note that Council considers the proposal from the Nature Conservancy as detailed in this
report to be a significant opportunity to advance aquatic and marine ecosystem restoration
Page 12 of 43
Section 13
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
in the Noosa River;
C. Agree in principle to partner with the Nature Conservancy in accordance with the Partnership
Proposal 2019 (Attachment 1);
D. Develop a Partnership Agreement outlining at a minimum, partnership and project
governance arrangements, funding requirements and accountabilities, monitoring,
evaluation and reporting requirements, and that this agreement be reported back to Council
for endorsement; and
E. Note that any partnership agreement would commence from 1 July 2019 and refer
consideration of the funding to the 2019/20 budget process.
Ordinary Meeting Minutes, 15 December 2016, Item 10, Page 11
That Council note the report by the Environment Officer to the General Committee Meeting dated
12 December 2016, and:
A. Accept the Draft Resource Allocation Authority conditions proposed by the Department of
Agriculture Forestry and Fisheries on behalf of the project partners;
B. Authorise the development application for the project to be submitted as soon as possible to
facilitate deployment of the oyster reef restoration units in the March to May oyster spat
recruitment season;
C. Authorise the Chief Executive Officer to negotiate and enter into a formal agreement with
relevant project partners, which will result in nil additional cost to Council (following payment
of development application fees) associated with the project, following receipt of the
development approval.
Ordinary Meeting Minutes, 22 October 2015, Item 7, Page 7
That Council note the report by the Environment Officer (Rivers and Coast) to the Planning &
Organisation Committee Meeting dated 13 October 2015 and:
A. Confirm support for the establishment of a small scale pilot oyster reef restoration project to
build further knowledge in this area of aquatic restoration of the Noosa Estuary; and
B. Agree to provide in kind technical support to the Thomas Foundation for the development of
a detailed project proposal.
Ordinary Meeting Minutes, 20 November 2014, Item 1, Page 3
That Council note the presentation to a Council workshop on 14 November 2014 from The Nature
Conservancy and the Thomas Foundation in relation to proposed projects to improve the
environmental outcomes for the Noosa River, and
A. Authorise the Chief Executive Officer to write to The Nature Conservancy and the Thomas
Foundation advising that the Council will provide support for the two initial proposed projects
with a Council financial contribution of up to $25,000 and with Council also providing support
for any required interface to government agencies; and
B. Request the Chief Executive Officer to continue liaison with both The Nature Conservancy
and the Thomas Foundation regarding possible future projects for consideration and to
provide Council with updates as required.
Finance
The Alliance & Funding Agreement commits Council and The Nature Conservancy each to funding
of $1.2 million over three years. Council funding will be sourced from the Environment Levy.
Council’s funding commitment will be staged, and subject to the successful completion of
measurable outcomes identified in Schedule A of the Agreement.
Under the Local Government Regulation 2012,
A local government may give a grant to a community organisation only—
Page 13 of 43
Section 14
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
(a) if the local government is satisfied—
(i) the grant will be used for a purpose that is in the public interest; and [s 195] Local
Government Regulation 2012 Chapter 5 Financial planning and accountability Part 6
Spending Page 136 Current as at 1 December 2013
(ii) the community organisation meets the criteria stated in the local government’s
community grants policy; and
(b) in a way that is consistent with the local government’s community grants policy.
Noosa Council’s Environment Grants Policy is a ‘Community Grants Policy’ under the definition of
the Local Government Regulation (2012). The Environment Grants Policy states that grants will
be for initiatives, capacity building and projects that conserve and/or improve ecosystem health
and biodiversity in the Noosa Shire. The grants will support the implementation of the Council’s
key environment strategies and plans by enabling collaboration with the community in initiatives
that protect, enhance and increase the resilience of Noosa’s natural environment.
The oyster restoration project clearly meets this definition and the project is included within the
implementation plan of Council’s Noosa Environment Strategy - Improve the water quality and
biodiversity of the Noosa River by restoring aquatic habitats, such as oyster reefs, and improving
riparian vegetation.
The Nature Conservancy meet the criteria for applicants under the Environment Grants Policy:
The project or event for which they are applying benefits the residents of the Noosa community;
The application meets the specific eligibility criteria of the funding programs as set out in this
Policy and the supporting grant guidelines;
The organisation:
o is a legal not-for-profit entity
o complies with all incorporation requirements of the State and Commonwealth as at the
closing date for the grant program
o be registered by an Act of Parliament
o has an active ABN
o Has a bank account in the name of the legal entity.
Funding for the Partnership arrangement and next phases of the Oyster Reef Restoration Project
is provided in accordance with the Local Government Regulation. In this instance specific
procurement for suppliers, equipment, materials etc. will be managed by The Nature Conservancy.
The joint funding of $2.4 million is enough to deliver the oyster reef restoration project, however
there is also an intention for further funding to be sought from the public and private sector. It is
proposed to aim for a further $1.2 million from such sources in the first 18 months of the project.
Any additional funding received is intended to go directly to putting more reefs into the river, given
most of the background work (project planning, permits, habitat suitability modelling and reef
design) will have already been undertaken. The delivery of objectives outlined in the attached
Alliance and Funding agreement is not contingent on this additional funding being achieved.
Risks & Opportunities
This Alliance provides a unique opportunity alongside a partner organisation with an excellent track
record of attaining and leveraging further funding for major projects. TNC is also an experienced
and globally respected project manager, with specific experience in oyster reef restoration projects
and marine conservation.
The partnership opportunity presented through this agreement opens up immense opportunity for
Council and the community. This is not just in the delivery of major projects to improve biodiversity
in the Noosa River, but in the access to the support and expertise of a large international
organisation with over 600 scientists.
Page 14 of 43
Section 15
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
The structure of the Alliance and Funding agreement provides Council with a high level of assurity
around the required deliverables and alliance arrangements with TNC, including reporting,
evaluation and monitoring, staged payments linked to deliverables and governance.
One of the goals of The Noosa Environment Strategy is that by 2030, our waterways, wetlands
and coasts are healthy, resilient to change and valued by the community. It also lists several
outcomes that will be progressed by the oyster project and potentially by this partnership more
broadly, that include;
Water quality, riparian areas and catchment health is protected and improved by partnering
with landholders and stakeholders to actively manage and rehabilitate priority stream
reaches.
Aquatic biodiversity is improved through the preservation and enhancement of diverse
instream, riparian and wetland habitats.
The physical processes and dynamics of our rivers, wetlands, groundwater and coasts are
well understood to support effective long-term management options.
Waterways, wetlands and coastal environments are protected, managed and maintained in
their natural state, and are enhanced to support healthy and diverse ecosystems.
Recreational and commercial fishing is managed in a sustainable way so there is no long-
term decline in fish abundance and diversity.
The Noosa Environment Strategy Implementation Plan has a specific action related to this project;
Improve the water quality and biodiversity of the Noosa River by restoring aquatic habitats,
such as oyster reefs, and improving riparian vegetation.
Consultation
External Consultation - Community & Stakeholder
King and Co lawyers provided legal review of the Alliance and Funding Agreement.
Internal Consultation
Governance provided initial feedback on the structure of the Alliance and Funding Agreement.
Departments/Sections Consulted:
x Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
Executive Services x Environment & Sustainable Development Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
x Governance Economic Development Civil Operations
People and Culture x Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 15 of 43
Section 16
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
9 APPOINTMENT OF EXTERNAL MEMBER TO COUNCIL’S AUDIT AND RISK
COMMITTEE
Author Chief Executive Officer, Brett de Chastel
CEO’s Office
Index ECM/ Subject/ Audit & Risk Committee
Attachments Nil.
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Chief Executive Officer to the General Committee Meeting
dated 15 July 2019 in relation to the upcoming vacancy for an external member on Council’s Audit
and Risk Committee and:
A. Thank Cameron Jaggers for his outstanding contribution to the Audit and Risk Committee in
his capacity as an external member of that committee for the past five years; and
B. Appoint Tim Cronin as an external member of the Audit Committee for a term of two years.
REPORT
In 2014, the Council established an Audit and Risk Committee and appointed two external
Committee members to that Committee (Scott Williams and Cameron Jaggers). Since that time,
the terms of Scott Williams and Cameron Jaggers were extended in 2017 for 3 years and 2 years
respectively. The Audit and Risk Committee Charter adopted by Council, includes a requirement
for two external members with one of those being the Chairperson. There are also two Councillors
as members of that committee (currently Mayor Tony Wellington and Cr Joe Jurisevic).
The term of Cameron Jaggers as an external member of the Audit and Risk Committee has come
to an end. He has provided outstanding service to our Committee and added significant value with
his expert finance and accounting standards knowledge. The report recommendation expresses
Council’s thanks for his outstanding contribution to the Audit and Risk Committee for the past 5
years.
Following an expression of interest process in April 2019, 16 applications were received. The
expression of interest process was advertised widely through newspapers, Council’s website,
professional networks and appropriate social media networks.
The quality of applications was very strong. Applicants were assessed against a number of criteria
including qualifications, financial literacy, risk and audit experience, local government knowledge
etc. A copy of the 16 applications has been provided in the Councillors room for information.
After assessment of the applications, Tim Cronin is recommended for appointment as the new
external member of the Audit and Risk Committee for an initial term of two years.
Details of Tim’s qualifications and experience are as follows:
Qualifications
Bachelor of Commerce (University of Queensland)
Bachelor of Economics (University of Queensland)
Graduate Diploma in Advanced Accounting (with Distinction) (Queensland University of
Technology)
Chartered Accountant Australia & New Zealand (CA ANZ)
Page 16 of 43
Section 17
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Certified Internal Auditor
Certified Internal Audit Quality Assurance Assessor
Registered Company Auditor (ASIC)
Member - Chartered Accountant Australia & New Zealand (CA ANZ)
Member - Institute of Internal Auditors
Experience
Currently a Director of Audit Services for Vincents - a national professional services firm with
Tim based in their Brisbane office.
28 years previous audit experience with BDO including being the audit partner for Far North
Queensland servicing local governments.
Previous contract auditor on behalf of QAO for a significant number of local governments
3 years experience as CEO of Cook Shire Council, thus understanding how local governments
operate in practice.
Current and past member of Audit and Risk Committees for various local governments
including being a current member of North Burnett Regional Council Audit Committee and past
Chairperson of Charters Towers Regional Council Audit Committee, member of Scenic Rim
Regional Council Audit Committee etc.
Provision of internal audit services as a consultant to a significant number of large Queensland
local governments including Moreton Bay Regional Council, Cairns Regional Council,
Bundaberg Regional Council etc.
Provision of risk management services to Central Queensland University, Unitywater, SEQ
Water Grid Manager and a large number of Councils etc.
Broader audit experience beyond local government to include State Government Departments,
Statutory Authorities and GOCs.
Tim has also provided local government financial management services to Wujal Wujal
Aboriginal Shire Council to enable them to complete their annual financial statements and meet
audit requirements.
Previous Council Consideration
Ordinary Meeting Minutes, 6 March 2014, Item 12, Page 9
That Council note the report by the Chief of Staff to the Planning and Organisation Committee
dated 25 February 2014 and:
A. Authorise the Chief Executive Officer to seek quotations for the provision of an internal audit
service;
B. Establish the Audit Committee and endorse the Mayor and Councillor Wellington as the
Councillor representatives on the Committee; and
C. Authorise the Chief Executive Officer to invite applications from suitably qualified applicants
for the two external members of the Audit Committee.
Ordinary Meeting Minutes, 31 July 2014, Item 11, Page 10
That Council note the report by the Chief Executive Officer to the Planning & Organisation
Committee Meeting dated 22 July 2014 and appoint Scott Williams and Cameron Jaggers as the
two external members of the Audit Committee for a term of two years.
Ordinary Meeting Minutes, 21 July 2016, Item 2, Page 13
That Council note the report by the Governance Advisor to the Services & Organisation Committee
Meeting dated 12 July 2016 and re-appoint the current external members of the Audit & Risk
Committee, Scott Williams and Cameron Jaggers for a further term of two years from August 2016
to August 2018.
Page 17 of 43
Section 18
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Ordinary Meeting Minutes, 19 April 2018, Item 3, Page 12
That Council note the report by the Governance Advisor to the Services & Organisation Committee
Meeting dated 10 April 2018 and authorise the Chief Executive Officer to:
A. Extend the appointment term of External Audit and Risk Committee Member, Mr Cameron
Jaggers for a further year from 30 August 2018 to 30 August 2019;
B. Extend the appointment term of External Audit and Risk Committee Member, Mr Scott
Williams for a further two years from 30 August 2018 to 30 August 2020; and
C. Call for Expressions of Interest at the end of each of these appointment terms to identify and
select suitably qualified external members.
Finance
External members of the Audit and Risk Committee receive a $300 payment per meeting which
includes meeting preparation time. Council receives excellent value for money from our external
Audit and Risk Committee members. Recent benchmarking has indicated that this is below market
rates and consideration will be given to reviewing the meeting fee in 2020.
Risks & Opportunities
There has been an opportunity to undertake succession planning with our external committee
members. The appointment of Tim Cronin is being made to the current vacancy with a view to
transitioning him to the role of Chairperson when the current term of the Chairperson (Scott
Williams) concludes in 2020. At that stage, we will also need to recruit another external member
to replace Scott Williams.
The role of the Audit and Risk Committee includes oversight of Council’s internal audit program,
oversight of the audit framework for the management of risk across the organisation, reviewing
strategic risks, receiving reports from the external auditors (Queensland Audit Office), reviewing
Council financial statements etc and generally providing advice to Council on Audit and Risk
matters. Tim’s qualifications and experience will add significantly to this process.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
The applications for the external Audit and Risk Committee member were also reviewed by the
Chairperson of the Audit and Risk Committee and the Mayor as agreed at the Audit and Risk
Committee.
Departments/Sections Consulted:
x Chief Executive Officer Community Services Corporate Services
Executive Officer Director Director
Executive Support Community Development Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
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 18 of 43
Section 19
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
10 FINANCIAL PERFORMANCE REPORT – JUNE 2019 INTERIM POSITION
Author Manager Financial Services, Trent Grauf
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
EXECUTIVE SUMMARY
Financial performance for the 2018/19 year has resulted in an interim operating surplus of $8.3
million (budget $1.4 million), capital revenues of $8.7 million (budget $7.4 million) and capital
expenditure of $25.8 million (budget $28.4 million). Note that year-end financial adjustments are
still in progress, with a further report on final 2018/19 financial performance to be provided to
Council following the finalisation of the annual report and financial statements.
Annual Financial Performance Summary
Budget Actual Variance Variance Status
$m $m $m %
Operating Revenue $95.1 $99.3 $4.1 4.4% Above Budget
Operating Expense $93.7 $91.0 $2.7 2.9% Below Budget
Operating Position $1.4 $8.3 $6.9 489.6%
Capital Revenue $7.4 $8.7 $1.3 1.7% Above Budget
Capital Expenditure* $28.4 $25.8 $2.6 9.1% Below Budget
* Reflects constructed assets and intangibles only (excludes contributed)
Financial statements including Statement of Operating Profit & Loss, Summary of Capital Financial
Performance, 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 Budget
$120
Full Year Budget ($m)
$100 Full Year Actual ($m)
$80
$60
$40
$20
$-
Operating Revenue Operating Expenditure
Page 19 of 43
Section 20
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
RECOMMENDATION
That Council note the report by the Manager Financial Services to the General Committee Meeting
dated 15 July 2019 providing results of the interim 2018/19 full year financial performance against
budget.
REPORT
Operating Revenue (Annual Benchmark 100%)
Council has received 104% ($99.3 million) of its operating revenue budget ($95.1 million).
Commentary on each revenue category is provided below.
Category Summary Comments
Rates and $66.4 million (102%) of General rates $1.2 million above budget due to a one-
Levies the annual budget of off adjustment for an accounting standards change to
$65.2 million has been the treatment of prepaid rates.
earned All other rates and levies earned are in line with budget
forecasts.
Fees and $7.2 million (113%) of Development related fees $406k above annual budget
Charges the $6.3 million annual (130% or $1.7 million of $1.4 million budget earned) –
budget has been offset by additional salary and development appeal legal
earned costs above budget
Building and plumbing application/ search fees $155k
above annual budget (100% of $1.8 million budget
earned)
Waste temporary bin collection services $52k above
annual budget (464% or $67k of $14k budget earned)
Local laws fees $144k above annual budget (111% or
$1.5 million of $1.3 million budget earned)
Community land use permits $76k above annual budget
(120% or $451k of $375k budget earned)
Sale of Goods $9.7 million (104%) of Eumundi Road landfill disposal charges and recyclable
and Services the $9.3 million budget sales $275k above annual budget (109% or $3.3 million
has been received of $3.0 million budget earned)
Noosa Leisure Centre $66k above annual budget (112%
or $599K of $536k budget earned)
Interest $4.9 million (105%) of Investment revenue $197k above annual budget (112%
Received the $4.6 million annual or $1.8 million of $1.6 million budget earned)
budget has been Interest on overdue rates and charges $53k above
earned annual budget (112% or $511k of $458k budget earned)
Dividend and On track Interim performance is in line with budget
Tax Final Unitywater payments will be confirmed with the
completion of the financial statements
Other $2.4 million (110%) of Civil Operations internal plant hire recoveries $597k
Revenue the $2.2 million budget above annual budget (203% or $1.2 million of $580k
has been earned budget earned) – offset by internal hire charges
Waste Management internal recoveries for landfill
disposal $56k above annual budget (379% or $77k of
$20k budget earned)
Local Laws SPER penalty recoveries $26k above
annual budget (117% or $178k of $152k budget earned)
Operating $5.4 million (129%) of 50% or $1.1m of the 2019/20 Financial Assistance Grant
Grants, the $4.2 million budget paid in advance by Australian Government in June 2019
Subsidies has been received
Page 20 of 43
Section 21
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Figure 2: Operating Revenue Position by Type (Excluding Rates)
$12.0
Full Year Budget ($m)
Full Year Actual ($m)
$10.0
$8.0
$6.0
$4.0
$2.0
$0.0
Other
Charges
Income
Grants
Goods &
Dividend
Services
Sales of
Rental
Interest
Fees &
& Tax
Operating Expenditure (Annual Benchmark 100%)
Actual operating expenditure is currently 97% ($91.0 million) of full year budget ($93.7 million).
Total actual operating expenditure will increase once expenditure accruals are finalised as part of
end of financial year processing. Detailed commentary for each expenditure category is provided
below.
Category Summary Comments
Employee $31.7 million (99%) of the Under expenditure for permanent staff salaries and
Costs annual budget of $32.1 wages ($2.7 million) partially offset by casual staff,
million has been expended external labour hire ($1.0 million), sick / other leave
($707), allowances, overtime and penalty rates
($255k)
Staff training underspend of $14k (96% or $316k of
$329k budget spent)
Materials and $38.2 million (90%) of the Expenditure of constrained levy funds $1.8 million
Services $42.3 million annual budget below budget (Tourism and Economic, Noosa
has been expended Waters, Noosa Junction, Hastings Street, Hasting
Street, Main Beach, Environment as well as
Sustainable Transport levies).
Waste management contract services $501k below
annual budget (94% or $7.7 million of $8.1 million
budget spent) – waste collection and landfill
operations.
Works Operations sealed and gravel roads
maintenance $237k below annual budget (87% or
$1.5 million of $1.7 million budget spent)
Parks and Gardens arborist costs $96k below
annual budget (90% or $850k of $946k budget
spent)
ICT $385k below annual budget (88% or $2.8
million of $3.2 million budget spent) – relating to
savings in software licences, telecommunications
charges and equipment leases
Maintenance of Council leased properties $292k
below annual budget (86% or $1.8 million of $2.1
Page 21 of 43
Section 22
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Category Summary Comments
million budget spent) – relating to the timing of
community building refurbishment works
Beach Management $93k below annual budget
(46% or $78k of $171k budget spent) – timing of
Dog Beach Shoreline Erosion Management Plan
Fleet costs for fuel and tyres $141k below annual
budget (78% or $518k of $660k budget spent)
Maintenance of Council buildings and amenities
$143k below annual budget due to timing of
scheduled maintenance (83% or $700k of $843k
budget spent)
Community Development grants $81k below annual
budget (92% or $904k of $984k budget spent)
Holiday Parks operating costs and commissions
$62k above annual budget (98% or $1.4 million of
$1.3 million budget spent) – offset by additional
revenue
Development assessment legal appeals costs
$204k above annual budget (123% or $1.1 million
of $878k budget spent)
Finance Costs $5.1 million (223%) of the $1.4 million market adjustment from $10 million
$2.3 million annual budget early loan repayment made on 28 June 2019– offset
has been expended by savings in future years
$1.5 million adjustment to the provision for future
rehabilitation of Eumundi Road Landfill reflecting
change in market conditions (not budgeted)
All other finance costs in line with budget
expectations
Depreciation $15.8 million (94%) of the Annual depreciation $1.1 million below budget due
$16.9 million annual budget to timing of the capital works program, lower than
has been expended anticipated revaluation impacts and progress on the
asset data improvement project.
Other On track Nil
Expenses
Figure 3: Operating Expenditure Position by Type
$45
Full Year Budget ($m)
$40
Full Year Actual ($m)
$35
$30
$25
$20
$15
$10
$5
$0
Materials
Finance Costs
Depreciation
Employees
Other
Page 22 of 43
Section 23
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Capital Revenue
Annual capital revenue of $8.7 million received comprises cash contributions from developers ($2.2
million), capital grants ($3.4 million) and contributed assets ($3.6 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.
Figure 4: Capital Revenue by Type
$4.0
Full Year Budget ($m)
$3.5
Full Year Actual ($m)
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5
$0.0
Contributions
Subsidies
Contributed
Grants /
Assets
Cash
Capital Expenditure Program
Actual total capital expenditure excluding commitments is 91% ($25.8 million) of full year budget
($28.4 million). This comprises constructed capital works at 96% completion ($22.6 million) and
other capital including fleet replacement, ICT and Planning Scheme costs at 67% completion ($3.2
million).
Total actual capital expenditure will increase once expenditure accruals are finalised as part of end
of financial year processing.
Figure 5: Capital Program Delivery Performance
$25.0
Full Year Budget ($m)
Full Year Actual ($m)
$20.0
$15.0
$10.0
$5.0
$0.0
Capital works Other capital
Page 23 of 43
Section 24
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Cash Management and Investment Performance
Total cash on hand at the end of June 2019 was $56.0 million. Included in this balance are funds
held in trust and for restricted purposes (e.g. unexpended levy and grant funds) and any unspent
monies committed for funding capital projects which are underway and will carryover into the
2019/20 financial year.
The pie charts following present the mix of cash held at June 2019 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
Bendigo A3
Suncorp 7% (Bendigo)
4% A1 7%
(Suncorp)
NAB 4%
11%
A1 +
CBA (CBA + NAB +
11% Wpac)… A1 +
(QTC)
QTC 67%
67%
The following chart monitors the year-to-date trend on total cash and the agencies invested. During
June, $10 million was drawn down from deposit with QTC to fund an early repayment of loan
borrowings as adopted at Council’s Ordinary Meeting on 16 May 2019. A further $2 million was
also drawn down to fund operating and capital expenditure requirements.
Figure 7: Year to Date Trend of Cash Invested by Agency
90,000,000
80,000,000
70,000,000
60,000,000
50,000,000
40,000,000
30,000,000
20,000,000
10,000,000
-
Jul-18 Aug-18 Sep-18 Oct-18 Nov-18 Dec-18 Jan-19 Feb-19 Mar-19 Apr-19 May-19 Jun-19
Bendigo TD Westpac TD NAB TD Suncorp TD CBA TD QTC CBA Operating
Page 24 of 43
Section 25
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Actual interest revenue for June was $129k with a weighted average yield of 2.8%, which reflects
a positive return compared to the current industry benchmark (Bloomberg AusBond Bank Bill
Index) of 1.6%.
Previous Council Consideration
Nil.
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 Director x Director
Executive Support Community Development x Financial Services
Community Facilities ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property
Waste & Environmental Health Revenue Services
x Executive Services x Environment & Sustainable Development x Infrastructure Services
Director Director Director
Community Engagement Building & Plumbing Services Asset Management
Customer Service Development Assessment Buildings and Facilities
Governance Economic Development Civil Operations
People and Culture Environmental Services Disaster Management
Strategic Land Use Planning Infrastructure Planning,
Design and Delivery
Page 25 of 43
Section 26
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 1
Page 26 of 43
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 1
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 65,251 65,251 66.447 1,196 102%
Fees and charges 6.391 6,391 7.242 852 113%
Dividend income 1,600 1,600 1,600 - 100%
Interest received 4.642 4,642 4,892 250 105%
Tax equivalents 1,450 1,450 1,450 - 100%
Sale of Goods and major services 9.316 9,316 o715 399 104%
Sale of contract and recoverable works 23 23 26 3 111%
Rental & lease income 1,292 1,282 1,252 (40) o7%
Other income 924 924 1,195 271 129%
Grants, subsidies, contributions and donations 4.235 4,235 5447 1,212 120%
95,123 95,123 99.266 4,143 104%
Expenses
Recurrent Expenses
Employee benefits 32,106 32,106 31,665 (441) 90%
Materials and services 42.290 42,200 38,188 (4.102) 90%
Finance costs 2.308 2,309 5.145 2,836 223%
Depreciation and amortisation 16,864 16,864 15,806 (1,059) o4%
Other expenses 154 154 207 53 134%
93,723 93,723 91,010 (2,713) 37%
Operating Rest, 4600 400 82 BE
Summary of Capital Revenue and Expenditure
Capital Revenue
Capital contributions and donations 4.043 4,043 5.790 1747 143%
Grants, subsidies, contributions and donations 3.375 3,375 2,906 (469) 86%
Other capital revenue - - - -
TotalCapitalRevenue TANS AAS CSET
Capital Expenditure
Contributed assets 2,000 2,000 3.556 1,556 178%
Constructed assets 28,391 28,391 25.787 (2.594) o1%
Other ital Ex aaa - - 2417 2417
Page 26 of 43Section 27
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 2
Page 27 of 43
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 2
Current Assets
Cash and cash equivalents 53,406 55,081 64,193
Trade and other receivables 8,705 6,565 6.978
Inventories 330 219 225
Other current assets 400 4,887 4115
63,111 67,651 75,512
Non Current Assets held for sale - - -
Total Current Assets 63,111 67,651 73,512
Non Current Assets
Trade and other receivables 54,025 49,218 49.218
Other non current Assets - - -
investments 73,332 60,978 60,978
Investment property 4,405 4,167 4,167
Property, plant and equipment 895,127 876,478 866,604
intangible assets 7,027 5,823 5,048
Total Non Current Assets 1,033,316 996,764 986,014
TotalAssets 09702 GRATE 1.067.526
Current Liabilities
Trade and other payables 4,747 8,125 11,678
Borrowings 3,621 632 3.969
Provisions 4,061 4,831 4,648
Other 665 2,581 697
Total Current Liabilities 13,094 16,169 20,393
Non Current Liabilities
Trade and other payables - - -
Borrowings 31,674 23,600 32,171
Provisions BG BH
Total Non Current Liabilities 42385 OBE OD
Total Liabilities, SAS SDSS 62.902
Community Equity
Asset Revaluation Surplus 58,038 41,740 41,740
Retained Surplus / (Defeciency) - - -
Shire Capital 983,534 956,885 961,335
Current Year Net a - 14,535 cm
Page 27 of 43Section 28
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 3
Page 28 of 43
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
Attachment 3
Cash flows from operating activities
Receipts from Customers 81,990 88,331 87,075
Payments to Suppliers and Employees (81,752) (73,702) (77,033)
238 14,679 10,042
Investment and Interest Revenue Received 4.641 4,892 4,701
Rental Income 1,293 1,252 1,301
Non Capital Grants and Contributions 4,286 5,447 6,052
Income Tax Equivalent Received 1,200 1,450 3,067
Income from Equity investments 1,850 1,600 30
Payments:
Borrowing Costs - - -
Interest Expense (355) (1,763) (131)
Net Cash Inflow/(Outflow) from Operating Activities 413,452 27,557 25,062
Cash Flows from Investing Activities
Receipts:
Proceeds of Sale of Property, Plant and Equipment (32) 375 154
Grants, Subsidies, Contributions and Donations 5419 8,606 6,369
Payments:
Payments of Property, Plant and Equipment (26,026) (28,359) (26,981)
Payments for Intangible Assets (2,365) (1,191) (1,874)
Net Cash Inflow/(Outflow) from Investing Activities (23,004) (20,480) (22,332)
Cash Flows from Financing Activities
Proceeds from Borrowings 2475 - 1,165
Payments:
Repayment of Borrowings (3,320) (15,289) (5,165)
Net Cash Inflow/(Outflow) from Financing Activities (845) (15,289) (4.000)
Net Increase/{Decrease) in Cash and Cash Equivalents held (10,697) (8.212) (1,270)
Cash and Cash Equivalents at the beginning of the reporting period 64,193 64,193 65,463
Cash and Cash Equivalents at the end of the reporting period 353,496 35,981 64,193
Page 28 of 43Section 29
GENERAL COMMITTEE MEETING REPORT 15 JULY 2019
CLOSED SESSION
11 REC17/0011 PLANNING &
ENVIRONMENT COURT APPEAL NO. D30 OF 2018 - NEGOTIATED DECISION NOTICE
& INFRASTRUCTURE CHARGES NOTICE FOR RECONFIGURING A LOT AT 29 & 35A
TAIT ST & 30 EAGLE DVE, TEWANTIN
Author Manager Development Assessment, Kerri Coyle
Environment & Sustainable Development
Index ECM/ REC17/0011 /Case/ Eaglerise Developments Pty Ltd
Attachments 1. Negotiated Decision Notice
2. Approved Subdivision Plan
REASON FOR CLOSED SESSION
This report was considered in closed session in accordance with Section 275 (1) of the Local Government
Regulation 2012, which permits the meeting to be closed to the public for business relating to the
following:
(f) starting or defending legal proceedings involving it
(g) any action to be taken by the local government under the Planning Act 2016, including
deciding applications made to it under that Act
Page 29 of 43