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2015-12-08 Infrastructure & Services Committee Agenda
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AGENDA
Infrastructure & Services
Committee Meeting
Tuesday, 8 December 2015
commencing at 9.00am
Committee Room, 9 Pelican Street, Tewantin
Committee: Crs Sandy Bolton (Chair), Bob Abbot, Frank Pardon, Noel Playford
“Engagement with our community to protect and enhance our lifestyle”
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Section 2
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
TABLE OF CONTENTS
ITEM PAGE
ATTENDANCE & APOLOGIES -
PRESENTATIONS -
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS 3
1 ANNUAL DISASTER MANAGEMENT REPORT 2015 3
Infrastructure Planning & Design 13
2 PERSONAL MOBILITY DEVICES (PMD'S) - SEGWAYS & HOVERBOARDS 13
COMMUNITY SERVICES DEPARTMENT REPORTS 17
Community Development 17
3 2015/16 REGIONAL ARTS DEVELOPMENT FUND GRANT RECOMMENDATIONS
- AUGUST TO SEPTEMBER 2015 17
4 2015/2016 COMMUNITY GRANTS PROJECTS RECOMMENDATIONS - AUGUST
TO SEPTEMBER 2015 ROUND 21
5 NOOSA SOCIAL STRATEGY 29
Community Facilities 32
6 NOOSA COMMUNITY SUPPORT FUNDING OFFER - COMMONWEALTH HOME
SUPPORT PROGRAMME 32
7 THE J BUSINESS PLAN 2015 - 2018 REPORT 37
Waste & Environmental Health 42
8 SUMMARY OF WASTE AUDIT 42
9 KERBSIDE BULK WASTE COLLECTION SERVICE 2015 46
CLOSED SESSION -
Page 2 of 50
Section 3
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
PLANNING & INFRASTRUCTURE DEPARTMENT REPORTS
(Infrastructure Services only)
1 ANNUAL DISASTER MANAGEMENT REPORT 2015
DOCUMENT INFORM AT ION
Author Director Planning & Infrastructure and
Local Disaster Co-ordinator, Martin Drydale
Index ECM/ Subject/ Disaster Management/ Disaster Management & Planning
Attachments 1. Noosa Local Disaster Management Group Members 2016
2. Disaster Management Operational Plan 2016
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Director Planning & Infrastructure and Local Disaster Co-
ordinator to the Infrastructure & Services Committee Meeting dated 8 December 2015 and:
A. Thank Cr Bob Abbot for his many years of service on behalf of the Noosa community in his
role as Chair of the Noosa Local Disaster Management Group (LDMG);
B. Appoint members to the Noosa LDMG for 2016 as set out in Attachment 1 to the report; and
C. Request that the Local Disaster Co-ordinator in liaison with the Noosa LDMG review the
Noosa Local Disaster Management Plan for adoption by Council prior to 30 June 2016.
REPORT
This report provides an update on Disaster Management in the Noosa Shire since the Annual
Disaster Management Report 2014 was considered by the Infrastructure & Services Committee on
9 December 2014.
1. Background
During 2015, Cr Bob Abbot continued his appointment as Chair of the LDMG with Cr Tony
Wellington as the Deputy Chair of the LDMG. Cr Abbot will remain as Chair until the next local
election (scheduled for 19 March 2016) when he intends to stand down as a Councillor.
Alan (Fox) Rogers was the appointed Local Disaster Co-ordinator (LDC) until 30 June 2015 when
this responsibility transferred to Martin Drydale on 1 July 2015.
Other members of the LDMG consist of key Council staff, representatives from Queensland Police,
Queensland Fire and Emergency Services, Australian Red Cross, Department of Communities,
Noosa Hospital, Queensland Parks and Wildlife Service, SES, Media and UnityWater. As well as
core members of the group there are a number of advisors from various agencies and
organisations such as SEQ Water, Energex, Surf Lifesaving Queensland, Noosa News and the
Coast Guard. The LDMG meets quarterly, or as required in the event of a disaster or emergency
situation.
Page 3 of 50
Section 4
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
2. Local Disaster Management Group
The LDMG met on 18 March, 3 June, 8 September and 26 November 2015
The LDMG was activated once during the year on 19 February in response to TC Marcia. During
the event there was some flash flooding and road closures. The only damage identified in the Shire
area was a landslip occurring on Cooroy-Belli Creek Rd.
The Chair of the LDMG and Local Disaster Co-ordinator have reviewed the membership of the
LDMG and have identified the proposed membership for 2016, as per Attachment 1, for Council
consideration.
3. Local Disaster Co-ordinator and Local Recovery Co-ordinator
As reported to the Infrastructure & Services Committee on 9 December 2014, the transfer of the
LDC role to Martin Drydale occurred on 1 July 2015. Alan (Fox) Rogers became the Deputy LDC
and also took on the role of Local Recovery Co-ordinator. This is an important role which ensures
the co-ordination of resources to provide support to the community in clean up and recovery
operations following an event.
4. Local Disaster Co-ordination Centre and Disaster Management Training
The Chair and Deputy Chair of the LDMG and LDC were involved in the multi-agency training
exercise ‘Seaweed’ which was held at the Innovation Centre, University of the Sunshine Coast.
The exercise included presentations and a desk top response to a storm surge scenario.
A major exercise was held on 4 and 5 November 2015 involving Noosa, Gympie and Sunshine
Coast LDMGs together with the Sunshine Coast and Gympie District Disaster Groups. The
exercise was based on significant bushfires affecting all three LDMGs and tested all LDCCs multi-
agency co-ordination and communications together with evacuation centre management on 4
November. This was followed up by a gathering of senior LDMG and District Disaster Management
Group (DDMG) members at Gympie on 5 November to debrief from the exercise.
In addition to the exercises, Guardian training has been provided to all new and existing Local
Disaster Coordination Centre (LDCC) volunteers. Five Council staff attended Evacuation Centre
Management training in Gympie and 14 new LDCC volunteers attended Disaster Co-ordination
Centre training.
5. Emergency Operations Team
As well as being responsible for co-ordinating disaster operations of all emergency services during
an event Council is required under the Act to maintain a response capability in order to:
“provide equipment and a suitable number of trained persons, using the resources available to the
local government, to effectively deal with, or help another entity deal with, an emergency situation
or a disaster in the local governments area”.
In order to meet this responsibility an Emergency Operations Team (EOT) operates to develop and
co-ordinate Council’s emergency response capability. The group is chaired by Allan Hull and meets
every six to eight weeks. The EOT was activated once in the year in response to TC Marcia.
Page 4 of 50
Section 5
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
6. SES Support
The Noosa SES consists of four units comprising 50 to 60 volunteers. The units are located at
Tewantin, Cooroy, Pomona and Boreen Point. Stan Ryan is the SES controller and Carol Watkins
is his deputy.
The SES has attended approximately 500 activations up until end of October with the main
responses being storm damage, traffic accidents and flooding. They also assisted other agencies
with land searches, rescues and bushfire response.
Council provides financial support to meet the costs of operating and maintaining the SES
buildings, vehicles, trailers and operational equipment as well as the purchase of goods materials
used by the SES during activations (see Finance section for further details). A review of the SES
buildings earlier this year identified that a number of maintenance issues and improvements to
services were required. Some of these matters have been addressed using existing budgets,
however in a couple of instances, funding requests have or will be made to Council including
funding for security patrols, repairs to Cooroy SES building entrance and a request for a hard
standing training area for Cooroy (A replacement Toyota Landcruiser Troop Carrier is on order and
scheduled to arrive from Japan by 11 December 2015).
In addition to Council’s contribution, the SES raise their own funds by assisting at community
events and through donations.
7. Local Disaster Management Plan
It is a requirement of the Act that every Local Government endorse a Local Disaster Management
Plan. These plans are audited annually by Queensland Police Service (QPS) and the Queensland
Fire and Emergency Services (QFES) and are also reviewed annually by the LDMG.
The new stand-alone Noosa Local Disaster Management Plan was adopted on 2 July 2015 and
will be reviewed prior to June 2016.
8. Flood Mitigation Works Update
Council recently completed the Daintree Estate flood mitigation works which was jointly funded by
Council, the State government and Federal government. As a result of this work, all properties in
the estate should be flood proofed. Now that this project is complete, updated flood mapping will
be made available in order to undertake a review and update the Daintree Estate Disaster
Management Plan.
Flood mitigation works at Rifle St, Pomona are now also well underway.
9. Community Disaster Management Sub-Groups
Meetings with both the Kin Kin and Cooran Community Disaster Management Sub-Groups were
held in October in preparation for the storm season.
The establishment of a new Pomona Community Disaster Management Sub-Group has now
commenced with an initial meeting held on 12 October 2015.
10. Get Ready Grant Funding 2015
Council received grant funding from the State government to participate in the Get Ready
campaign. Funds will be utilised to develop a Pomona Disaster Management Plan together with
some support activities for the community sub-groups.
Page 5 of 50
Section 6
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
11. Operational Plan 2016
The Operational Plan for 2016 is provided at Attachment 2. This provides information on the
proposed key activities to be undertaken during 2016.
Previous Council Consideration
Ordinary Meeting, 18 December 2014, Item 4, Page 4
That Council note the report by the Director Community Services to the Infrastructure & Services
Committee dated 9 December 2014 and:
A. Appoint members to the Noosa Local Disaster Management Group (LDMG) for 2015 as set
out in Attachment 1; and
B. Request the Local Disaster Coordinator in liaison with the Noosa LDMG to develop a Noosa
Local Disaster Management Plan for adoption by Council prior to 30 June 2015.
Finance & Risk
Council has provided the following funding for Disaster Management in its 2015/2016 budget.
Disaster Management Operations
Revenue $21,319 (Get Ready Grant)
Expenditure $124,646
Training $10,000
Materials and Services $42,735
Internal Charges (Plant and Corp Overhead) $71,911
SES
Revenue $14,000 (QFES grant)
Expenditure $286,202
SES Controller Honorarium $10,000
Materials and Services $19,804
Depreciation $20,458
Internal Charges (Plant and Corp overhead) $235,940
Risk
The Noosa Local Disaster Management Plan contains a regional disaster risk assessment and
threat specific plans to manage the four highest risks which have been identified as Flooding,
Wildfire, a Pandemic Outbreak and a Hazardous Chemical spill on one of the major transport
corridors.
Page 6 of 50
Section 7
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Consultation
External Consultation - Community & Stakeholder
Members of the Noosa LDMG
Internal Consultation
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 7 of 50
Section 8
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Page 8 of 50
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
ATTACHMENT 1
Proposed Noosa LDMG members
Role Position
Deputy Chairperson Cr Tony Wellington
Local Disaster Coordinator Director Planning & Infrastructure
Deputy Local Disaster Coordinator & Director Community Services
Recovery Coordinator
Australian Red Cross Emergency Services Coordinator (Sthn & Central Qld)
Department of Communities, Child Regional Manager, Community Services & Funding, Nth
Safety & Disability Services Coast Region
Representative
Energex Representative Principal Asset Officer (North Coast), Energex
Health Representative Director Emergency Medicine, Noosa Hospital
Queensland Fire and Emergency Station Officer, Noosa Fire Rescue Station
Services representative
Queensland Fire & Emergency Emergency Management Coordinator, North Coast
Services (Disaster Management) Region
Representative
Queensland Parks and Wildlife Senior Ranger, Sunshine / Fraser Coast Region
Representative
Queensland Police Service Senior Sergeant, Officer in Charge, Noosa Police Station
Representative
Unitywater Representative Planned Services Manager
Community Liaison Officer Community Development Coordinator, Noosa Council
Media Liaison Officer Community Engagement Manager, Noosa Council
All members will nominate a Deputy to ensure continuity and full agency representation.
Page 8 of 50Section 9
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Page 9 of 50
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Proposed Noosa LDMG advisors
Role Position
Representative Ambulance Service
Representative
Page 9 of 50Section 10
Page 10 of 50
. ATTACHMENT 2
Operational Plan 2015/16
Department: Planning & Infrastructure
Corporate Program: Disaster Management
Program objectives:
e Effective disaster management planning and disaster management response that:
o meets Council’s obligations under the Disaster Management Act 2003
o achieves the key outcomes of the Emergency Management Assurance Framework (see below)
QEMAF - Shared responsibilities Key Initiatives PS Responsible Officer
e Hazard identification and risk | Review Local Disaster | To Annual review to identify | Local Disaster
assessment Management Plan commence improvements and compliance with | Coordinator
e Hazard mitigation and risk reduction January 2016 | standard for disaster management
e Preparedness and planning in Queensland. To be adopted by
e Emergency communications Council by end June 2016.
e Hazard _ identification and risk | Review all Appendices of | On track All appendices have _ been | Disaster
assessment Local Disaster Management reformatted. Some have had |} Management Officer
e Hazard mitigation and risk reduction | Plan review completed, some still out for | (currently not
e Preparedness and planning review comments resourced)
e Emergency communications
e Preparedness and planning Review of Local Disaster | To Annual review to identify | Local Recovery
e Relief & Recovery Recovery Plan commence improvements and compliance with | Coordinator
January 2016 | standard for disaster management
in Queensland. To be adopted by
Council by end June 2016.
e Preparedness and planning Undertake annual disaster | On track Lessons learnt to be reviewed for | Local Disaster
e Emergency communications exercise implementation Coordinator
e Response
Page 10 of 50Section 11
Page 11 of 50
QEMAF - Shared responsibilities Key Initiatives pe Peer Responsible Officer
e Preparedness and planning Training for LDCC | On track Training register maintained. | Disaster
e Response volunteers AIIMS training to be undertaken by | Management Officer
key staff in March 2016 (currently not
resourced)
e Preparedness and planning Community preparedness | On track Some __ activities have been | Project Officer, Asset
campaigns — Get Ready completed, some underway, some | Planning
yet to start
e Hazard _ identification and risk | Preparation of Pomona | On track Consultant engaged, due _ for | Disaster
assessment Local Disaster Management completion prior to Christmas Management Officer
e Hazard mitigation and risk reduction | Plan (currently not
e Preparedness and planning resourced)
e Hazard mitigation and risk reduction | Flood mitigation work, | Completed New flood modelling yet to be | Project Manager
Daintree Estate undertaken
e Hazard mitigation and risk reduction | Flood mitigation work, Rifle | On track Work currently underway Project Manager
Street, Pomona
e Preparedness and planning Replacement of electrical | On hold Waiting outcome of BR2 funding | Local Recovery
e Emergency communications switchboards at 2 submission Coordinator
e Response evacuation centres
e Preparedness and planning Council responsibilities for | On track Building maintenance undertaken, | Disaster
e Response SES are met review of security, new smart | Management Officer
phones (currently not
resourced)
Page 11 of 50Section 12
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Page 12 of 50
Queensland Emergency Management Assurance Framework
Leadership
Leadership at all levels is demonstrated through a commitment to a shared culture of disaster management excellence.
Strategic planning, within the context of resources and risk, underpins clear decision making and planning to achieve outcomes.
3 ns
a Public safety ; Partnership Performance
oS Queensland’s disaster management Everyone has a role to ensure Productivity and effectiveness are
= arrangements are delivered through Queensland is the most measured by a combination of quality,
i effective disaster management groups disaster-resilient State. quantity, cost, time or human
o. where policy, procedure and practice Strategic partnerships are relationships. Performance is monitored
all focus on safety of the public, well-governed, drive clear roles and analysed against standards and good
engaging stakeholders and sharing and responsibilities, and practice across the spectrum of prevent,
responsibility. promote true collaboration. prepare, respond and recover.
J i . - 4
i
so Shared responsibilities
oe
o =
= 5: a Pe a 3
oe Hazard Identific Hazard Mitis Preparedness Emergency Response Relief
— & Risk Assessme! & Risk Redu ; & Planning Communications & Recovery
ao i ¥
=
80
o Key outcomes
- = — - = =
is] ; =
= Solutions, programs or systems are scalable and can be applied in any size or type of event
oD Good practice attributes Systems and solutions are interoperable and able to operate seamlessly
— ;
wn The attributes that enable Solutions, programs or systems are adaptive and flexible to the needs of the stakeholder
& and indicate the quality -
aL of the outcome Solutions, programs or systems can demonstrate value for money
- ; Solutions, programs or systems are comprehensive and consider all phases of disaster management
2
O Governance arrangements support local needs
o Accountabilities Doctrine is in place that embeds common language, creates unity and clear purpose
= The area assessed against The required enablers such as systems, resources, information and technologies are developed
c the ability to deliver and maintained
aw the outcome The required capability is established, tested and maintained
J Performance is measured, reported and managed to drive continuous improvement
wn w ‘
o Tier One activiti
oo e.g. Sel -assessmen
= 86 Saas
a Assurance activities -
0 oo Tier Two activiti
ce The activities undertaken e.g. Peer review, exercise eve
© to validate performance a
2 Tier Three activitie:
2 J e.g. IGEM-led review or post event a
Page 12 of 50Section 13
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Infrastructure Planning & Design
2 PERSONAL MOBILITY DEVICES (PMD'S) - SEGWAYS & HOVERBOARDS
DOCUMENT INFORM AT ION
Author Project Officer, Joanna Ferris
Planning & Infrastructure Department
Index ECM/Subject/Traffic & Transport
Attachments 1. Qld Government rules for PMD’s
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Project Officer to the Infrastructure & Services Committee
Meeting dated 8 December 2015 and:
A. Agree that a Personal Mobility Device (PMD) policy is not required at this time;
B. Request that staff continue to monitor PMD usage in the Noosa area; and
C. Bring a further report to Council to review the need for regulation if there is increased usage
and/or complaints from the community.
REPORT
Council resolved at its meeting dated 26 June 2014 to undertake the development of a policy to
manage Segway use on road reserves and public land. Further investigation on this issue has
been undertaken and a recommendation not to regulate this type of activity through policy at this
time is offered for Council’s consideration.
1. Personal Mobility Devices
On 1 August 2013 legislation was passed by the State Parliament enabling the use of PMDs on
public footpaths, shared paths and off-road bikeways in Queensland (QLD). Under the legislation,
local councils and land owners can prohibit PMDs in areas such as malls, esplanades and jetties.
PMDs are also known as Segways and Hoverboards which are the brand names for two wheeled,
self- balancing battery powered electric personal mobility devices.
Page 13 of 50
Section 14
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Image 1: Segway with handle Image 2: Hoverboard
2. Management Issues Associated with PMDs
The minutes from the 15 May 2014 Noosa Council Traffic Advisory and Speed Management
Committee state:
1. The use of Segways by Police in Hastings Street was a short trial and is now complete.
Council officers to consider measures to stop use of Segways in Hastings Street area as
their use is deemed incompatible with high use pedestrian areas with narrow pathways.
2. Council to investigate the development of a policy to manage Segway use on road
reserves and public land.
During the preparation of drafting Council’s new local laws, which commenced operation on 1
July 2015, work was undertaken to investigate prohibiting PMD’s in certain areas (Gympie Tce,
Hastings St, David Low Way Coastal pathway) using Local Laws.
The outcome of this was that the Public Order Manager’s preferred approach was to leave the
regulation and compliance of PMD activity with the Queensland Police Service to manage
under the Transport Operations (Road Use Management) Act 1995. Under this type of
arrangement it was identified that this would require support from Council through signage (as
required) rather than Council regulating their use in its local laws.
A subsequent decision was made not to include the regulation of PMD’s through Council’s local
laws. It is noted that local laws were subject to public consultation in a form that did not include
any regulation of PMD’s, and there were no submissions received in response from the
community requesting that PMD’s be regulated.
The powers of the QPS in relation to regulating the use of PMD’s is contained in Attachment 1.
In relation to the issue of signage, the Design Manager at the time raised concerns regarding
the potential for proliferation of PMD signage.
Council has not received any complaints from the community regarding the use of PMDs on
road reserves and public land.
In 2014 queries regarding the establishment of Segway tours and Segway hire services were
received but applicants did not progress beyond initial inquiries.
QPS has also advised that they do not intend to use PMDs in Noosa following the completion
of their trial.
Page 14 of 50
Section 15
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
In consideration of the above points, staff do not feel that it is necessary to introduce a policy
regulating the use of PMDs at this stage. A watching brief on the matter will however be maintained
and an assessment of the need for such a policy will be reviewed should more PMD activity
become prevalent in the Noosa area, resulting in safety issues and complaints from the community.
Previous Council Consideration
Ordinary Meeting, 26 June 2014, Item 3, Page 3
That Council note the report by the Team Leader, Transport Infrastructure Management to the
Infrastructure & Services Committee Meeting dated 17 June 2014, and:
A. Note the minutes of the Noosa Traffic Advisory and Speed Management Committee held on
15 May 2014; and
B. Undertake the development of a policy to manage Segway use on road reserves and public
land.
Finance & Risk
Nil
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Strategic Land Use Planning, Infrastructure Planning & Design, Local Laws, and Governance.
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
X Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development X Infrastructure Planning & Design
X Governance X Planning & Environment
Human Resources X Strategic Land Use Planning
Sustainability
Page 15 of 50
Section 16
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
ATTACHMENT 1
Queensland Government Rules for Personal Mobility Devices
As cited on
http://www.qld.gov.au/transport/safety/rules/nonpowered/personal-mobility-devices/index.html
In Queensland, a personal mobility device can be used on road-related areas such as paths and
nature strips.
To use a personal mobility device in Queensland, it must:
be designed for use by a single person only
be self-balancing while in use
be powered by an electric motor
have 2-wheels that operate on a single axis
have a control to limit speed to 12km/h or less
have a maximum speed of 20km/h
have a maximum width of 850mm
have a maximum weight of 60kg—when not carrying a person or load.
Rules for personal mobility devices operators
Children under 12 must not use a personal mobility device.
When you’re using one, you must:
be supervised by an adult if you’re 12-15
wear an approved bicycle helmet that is securely fitted (see helmet exemptions)
keep left on paths
give way to pedestrians on paths
keep left of oncoming bicycles and other personal mobility devices on paths
have a working warning device, such as a bell or horn
have a working flashing or steady white light on the front, and a red light and reflector at the
rear when travelling at night or in hazardous conditions.
You are allowed to stay on your personal mobility device to cross a road at a designated
crossing.
When you’re operating a personal mobility device, you must not:
travel faster than 12km/h
travel along a road unless it’s impractical not to, or if there’s an obstruction on the path or
nature strip—in these cases you’re allowed to travel up to 50m on the road
carry any passengers
use a hand-held mobile phone
drink or be under the influence of alcohol
travel past a personal mobility devices prohibited sign—your local council or land owners may
prohibit personal mobility devices in areas like malls, esplanades or jetties.
Helmet exemptions
You are exempt from wearing a helmet on a personal mobility device if you’re:
carrying a doctor's certificate stating you can't wear a helmet due to a medical reason or
physical characteristic
a member of a religious group and are wearing a headdress customarily worn by your
group—making it impractical to wear a helmet.
Page 16 of 50
Section 17
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
COMMUNITY SERVICES DEPARTMENT REPORTS
Community Development
3 2015/16 REGIONAL ARTS DEVELOPMENT FUND GRANT RECOMMENDATIONS -
AUGUST TO SEPTEMBER 2015
DOCUMENT INFORM AT ION
Author Cultural Development Officer, Belinda Simonsen
Community Services Department
Index ECM/ Subject/ RADF
Attachments 1. Regional Arts Development Fund recommendations
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Cultural Development Officer to the Infrastructure & Services
Committee Meeting dated 8 December 2015 and approve the Regional Arts Development Fund
(RADF) recommendations for the August – September round 2015/16 as set out in Attachment 1
to the report.
REPORT
Purpose
The purpose of this report is for Council to consider and endorse the RADF recommendations for
the August – September round as set out in Attachment 1 to this report.
Background
The RADF supports cultural activity through the professional development and employment of arts
and cultural workers in regional Queensland. RADF is a partnership between State Government,
through Arts Queensland, and Noosa Council.
The Noosa RADF Committee is made up of one Councillor, four external professional arts industry
representatives and Council officers in supporting roles.
The current RADF Committee comprises:
Cr Frank Wilkie (Chair)
Janet Brimson
Joel Harris
Judy Barrass
Annette Hughes
The Noosa Council budget for 2015/16 provides funds for two RADF funding rounds in September
2015 and March 2016.
Five applications were received by the closing date (12 noon - 30 September 2015). One
application was subsequently withdrawn. The total value of funds requested was $25,540.
Page 17 of 50
Section 18
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Following the closure of the current funding round applications were assessed using the following
process:
Applications were first checked for eligibility against the Noosa Council Grants policy and RADF
guidelines;
The applications were then discussed by the RADF Committee;
Prior to making a final decision on this round of applications the Committee requested further
information on a number of applications; and
Once this information had been received the grants were assessed.
As per the Noosa Council Grants Policy, Committee members declared any actual or perceived
conflicts of interest and following any such declaration the panel members were not involved in any
discussions on matters relating to that application.
Committee Recommendations
Three applications are recommended for funding, totaling $19,824. The projects recommended for
funding are considered to provide excellent quality and diversity, and will employ quality artists and
arts workers who will engage in valuable arts and cultural activities across the region.
The detail of recommended outcomes is at Attachment 1.
Implementation
Following endorsement of this report, grant applicants will be notified of the outcomes. Funding to
successful applicants will be distributed in December 2015 providing they have no outstanding
debt to Council and meet any conditions of funding.
Previous Council Consideration
RADF Funding has been supported and administered by Noosa Council since 1996. Noosa
Council delivered their first RADF round in March 2014 for projects starting after June 30, 2014
and this is the fourth round of RADF grants since de-amalgamation. Noosa Council has funding in
its 2015/16 budget for two funding rounds, with another available in March 2016.
Finance & Risk
The RADF program is jointly funded on a 50:50 basis by the State Government (Arts Qld) and
Noosa Council. Traditionally, two funding rounds are run each financial year.
The 2015/2016 budget has funds allocated for two RADF grant rounds. This is the first grant round
in the 2015/16 financial year and there will be a second grant round in March 2016. The total
available amount for each of these grant rounds is $25,000.
There are no risk implications.
Consultation
External Consultation - Community & Stakeholder
RADF Committee
Arts Queensland
Page 18 of 50
Section 19
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Internal Consultation
This report has been developed in consultation with the following internal stakeholders across
various departments and branches of Noosa Council:
Community Services
Financial Services
Departments/Sections Consulted:
Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support x Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 19 of 50
Section 20
ATTACHMENT 1
Recommendations - Regional Arts Development Round: Aug-Sep 2015
Organisation name Project Description Location Assessment Conditions of Funding
Panel
Recommends
Jally Productions Inc Kookoo Kookaburra - Jally Productions will work with local Noosaville $5,354 A copy of the contract between Jally
author Gregg Driese to translate his children's book, Productions and author Gregg Driese
Kookoo Kookaburra into a stage production. Funidng is for to be provided to Council.
script development.
Noosa Creative Precinct First Fridays - Noosa Creative Precincts will work with Noosa $9,270 Apply for a 'private land temporay
Inc. local established and emerging artists to create new work in Junction event permit' through Council's
a market like atmosphere. This project will deliver 6 events Property and Facilities Branch
over a 6 month period. Each artwork will involve an
established, a mid career and an emerging artist in the
creation of a new work. Audience members will be able to
observe the artwork creation.
Rene Bahloo Weave Heal Connected - Sculpting for Landcare - Rene Pomona and $5,200
Bahloo of Weavery will facilitate the creation of a sculptural Noosa
piece to be woven by Noosa community members and Library
emerging artists, at Noosa and District Landcare's Rural
Future's Centre in Pomona. This piece will be showcased in
the foyer of Noosaville Library and at Pomona Gallery in
May/June 2016, before relocating to its home at Noosa
Landcare.
National Institute of Socio ANZAC Centenary Timber Art - Equestrian ANZAC - an Pomona $0
Economic & art installation where pictures of the Austalian light horse
Environmental Research charge at Beersheba and other images of local equestrian
Ltd. activities are burned/branded into large timbers (from an old
bridge at Kin Kin). The work will be on display on the corner
of School and Hospital Streets in Pomona.
Total $19,824
Page 20 of 50
Section 21
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
4 2015/2016 COMMUNITY GRANTS PROJECTS RECOMMENDATIONS - AUGUST TO
SEPTEMBER 2015 ROUND
DOCUMENT INFORM AT ION
Author Community Development Coordinator, Alison Hamblin
Community Services Department
Index ECM/ Subject/ Community Development Grants Scheme
Attachments 1 Community Grants Projects Recommendations
EXECUTIVE SUMMARY
Not applicable
RECOMMENDATION
That Council note the report by the Community Development Coordinator to the Infrastructure &
Services Committee Meeting dated 8 December 2015 and approve the second round of
Community Grants – Projects recommendations for the financial year 2015/16 as set out in
Attachment 1 to the report.
REPORT
Purpose
The purpose of this report is for Council to consider and endorse the second round of Community
Grants recommendations for the 2015/2016 financial year as set out in Attachment 1 to this report.
Background
A revised Community Grants Policy was endorsed January 2015
2015/16 Community Grants Projects Round One (held Feb-Mar 2015) was advertised,
assessed and endorsed by Council
Two Out-of-Round Community Grants Projects have been approved
The second round of the Community Grants Project was advertised in local media and through
community networks with a closing date of 30 September 2015. A total of 29 applications were
received seeking $276,749
Applications were then checked for eligibility against the Community Grants policy and
guidelines
Applications were then reviewed and commented on by technical staff with appropriate
expertise
All applications and staff comments were then discussed and assessed by the grants
assessment panel which consisted of the CEO, the Director Community Services and the
Community Development Coordinator
As per the Noosa Council Community Grants Policy, all assessors recognised and declared any
perceived or actual conflict of interest and did not debate or were involved in any discussions on
matters relating to that application.
Page 21 of 50
Section 22
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
The assessment panel are recommending 25 applications receive funding to the value of $153,021
– See Attachment 1.
Implementation
Following endorsement of this report, grant applicants will be notified of the outcomes. Funding to
successful applicants will be distributed in December 2015 providing they have no outstanding
debt to Council and meet the conditions of funding
Previous Council Consideration
Ordinary Meeting, 2 July 2015, Item 4, Page 23
That Council note the report by the Community Development Coordinator to the Infrastructure and
Services Committee dated 23 June 2015 and:
A. Endorse the first round of Community Grants recommendations for the financial year 2015/16
as set out in Attachments 1, 2, 3 and 4 to the report;
B. In addition to the recommendations in Attachment 1, 2, 3 and 4, agree to pay the fixed water
and sewerage annual access charges for eligible not for profit organisations in the4 Shire (as
defined in Council’s Community Grants Policy and excluding those community organisations
who are already recommended to receive this payment as part of a 2015/16 operation grant)
at an estimated cost of $75,000.
Ordinary Meeting, 15 January 2015, Item 16, Page 19
That Council note the report by the Community Development Coordinator to the General
Committee Meeting dated 12th January 2015 and:
A. Repeal the existing Community Grants Policy and adopt the revised Community Grants Policy
(Attachment 1);
B. Repeal the existing Community Grants Framework and Criteria and adopt the revised
Community Grants Framework and Criteria (Attachment 2); and
C. Delegate to the Chief Executive Officer the development of a Festive Season Strategy.
Finance & Risk
Funding for the 2015/16 Community Grants Program was determined as part of the 2015/16
Budget process.
Assessment of the second round of the 2015/16 Community Grants program has been conducted
in line with Noosa Council’s Community Grants Policy which was developed in order to comply
with the following Queensland Government Legislation.
Local Government Act 2009
Local Government Regulation 2012
Local Government Act 2009
Statutory Bodies Financial Arrangements Act 1982
The Policy describes a consistent, transparent and equitable application and assessment process
for the Community Grants Program that is in line with current legislation and corporate priorities.
Page 22 of 50
Section 23
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Consultation
External Consultation - Community & Stakeholder
Free information sessions were held across the Shire for eligible not for profit community
organisation to learn about the Council community grants program.
Internal Consultation
This report has been developed in consultation with the following internal stakeholders across
various departments and branches of Noosa Council:
Environmental Services
Executive Office
Community Services
Financial Services
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities x Financial Services
Executive Support x Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office X Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance x Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 23 of 50
Section 24
ATTACHMENT 1
Recommendations - Community Projects Grants Round: Aug-Sep 2015
Organisation Project Title Location Assessment Conditions of Funding
name Panel
Recommends
CareFlight Rescue Project Live & Breathe - seeks to fund an emergency breathing Noosa Shire $1,579
system (EBS) and life-jackets for each crew member, plus patients
on board in case of accident over water. The safety equipment
provides valuable time to breathe and therefore more opportunity to
evacuate the aircraft safely.
Cooroora Wood Cooroora Wood & Craft Show 6 May'16: This show attracts Cooroy $2,000
workers Club woodworking clubs and the public to compete and view entries,
demonstrations, displays and items for sale. It is held the same day
as the Cooroy Fusion Festival and Noosa District Orchid & Foliage
Society Show.
Cooroy Lower Mill Cooroy Fusion Festival: artistic performances, art & literature Cooroy $5,000
Board Inc. displays, historical exhibition, Welcome to Country, cultural, story-
telling & library workshops, short films, artisan market, locally-grown
food, demonstrations (cooking, wood-turning, milling, chainsaw
carving), activities (arts & crafts, environmental & indigenous
themes), live music, appearances by local celebrities.
Cooroy Pomona Pomona King Of The Mountain Festival - 23 July 2016. Seeking Pomona $10,000
Lions Club Inc. funding for a big screen, sound production and timing devices which
improve the quality of presenting the event. This equipment will bring
the standard of the event to the next level as expectated by
international athletes.
Cooroy-Noosa Seeking part funding for New Heritage Centre in Cooroy. The group Cooroy $20,000 Applicant to meet MCU conditions
Genealogical and has raised funds for this project for the past 18 years. The new
Historical Research research facility will house the local history archive, host educational
Group Inc. and family history workshops and seminars, heritage exhibits and
social events.
For Our Daily Bread New forklift for our Rene Street premises: seeking funding to buy Noosaville $3,000
a forklift to mobilise these large gifted items (whitegoods and
furniture) which are sold, at low prices, to the needy.
Page 24 of 50
Section 25
Organisation Project Title Location Assessment Conditions of Funding
name Panel
Recommends
Friends of Noosa Website upgrade - to make it ‘mobile friendly’, integrate with social Cooroy $0
Botanic Gardens media, allow volunteers to update and manage the site, increase
Inc. community awareness of the Gardens and its facilities, build
community involvement in horticulture, environmental issues and
sustainable garden practices.
Marcus Beach Interpretative walks at Peregian Creek and Marcus Beach: Marcus $2,126
Bushcare Assoc. Establish & maintain walking trails, provide signs which point out Beach
Inc. plant communities & plant species, produce leaflets, & provide an on-
site weather-proof boxes for the leaflets. The costs are based on
whole-of-life maintenance.
Mary River Noosa Festival of Water (held 26 June 2016) - seeking event Cooroy $8,000
Catchment funding for the event which promotes Noosa’s unique ecological
Coordination attributes, through an educational and entertaining day of activities
Association Inc. at the Noosa Botanic Gardens and Lake Macdonald.
Men's Shed Interior partitioning: seeking funding for materials for the internal Pomona $8,991 Applicant to provide a quote for the
Pomona (Auspiced partitioning to form the Disabled access Toilet, shower, Kitchen and gas hot water system.
by Pomona & meeting room. Having extended the shed using a Gambling
District Community Community Benefit Fund, this is the 2nd stage which will make the
House Inc.) shed useable.
Noosa & District Workshop series - Jan to Dec 2016: Private Landholders, Noosa Pomona $2,370
Landcare Group Landcare members and Bushcare Volunteers are the target
Inc. audience for two workshops / trips on the subjects of the soil and why
we need it to be healthy and weed incursion and how they are treated
around the shire.
Noosa A H & I Erect lighting to host twilight & evening events: installation of Pomona $0
Society Inc. new lighting at Pomona Showgrounds (6 x 25 metre steel poles
mounted to concrete footings with 15 x 2000 watt flood lights) and
installation of underground wiring. Part of same project as Pomona
& District Horse & Pony Club Inc.
Page 25 of 50
Section 26
Organisation Project Title Location Assessment Conditions of Funding
name Panel
Recommends
Noosa Bridge Club Provision of a Disabled Toilet to meet Disability Discrimination Noosaville $9,050
Inc. Act Legislation 2011: The funded works encompass demolision
and rebuilding walls, replace vanity units, tapware and toilets, plum
in a new disabled toilet and ambulant toilet, install railing, vinyl
flooring and repaint the walls.
Noosa Christian Street Reach's Hydration Station - seeking contribution for the Noosaville $7,500 Applicant to:
Outreach Church Hydration Station to help cover the costs of consumables, shirts, fuel 1. Participate in Collaborative
and van maintenance. The Hydration Station, located in active night Approach to Liquor management
spots, provides a safe place to think before they drink, more. (CALM) group,
2. Provide Quotations for budget
items over $1000,
3. Provide statistics re participants in
the program.
Noosa Community Recording Studio equipment upgrade: The upgraded equipment Noosa $6,750
Radio will improve recording quality to attract increased sponsorship Junction
thereby becoming financially independent.
Noosa Heads Jazz Free public jazz concert at Lions Riverstage, Noosaville: (Held Noosa $2,000
Club Inc. Sunday 4 September 2016) the program starts at 2:00pm and Heads
continues to 4:00pm. The event caters for a large audience of
families and picnic-goers.
Noosa Men's Shed The First Stage Development of a Mulitfunction area - Seeking Noosa $20,000 Applicant to provide quotations for
Inc. funding to lay a concrete slab, install electricity, water and sewerage Heads the for slab, electrical and plumbing.
for a 220 sq metre Ex-Army Shed recently gifted to the Men's Shed. Applicant to ensure MCU extension is
granted, Building and plumbing
approvals in place, and Owner’s
consent granted.
Noosa Open Noosa Open Studios - new event. 30 selected artists open their Noosaville $7,500
Studios Inc. studios to visitors. Opening Night at the event’s hub, Wallace House
will display one piece of each artist’s work, videos of artist interviews
and studios. Two shuttle buses will do circuits with strategic
pickups/drop offs.
Page 26 of 50
Section 27
Organisation Project Title Location Assessment Conditions of Funding
name Panel
Recommends
Noosa Outrigger 2016 Equipment Maintenance and Repair Project: The canoes Noosaville $3,750
Canoe Club Inc. have to be stored within easy reach of the river and undercover
storage is unavailble. They are exposed to the elements and require
regular attention preventative and reactive maintenance.
Noosa Shire Arts & Bathroom and foyer renovation: The grant will fund the Noosaville $2,935
Crafts Assoc. Inc. replacement of the foyer and toilet flooring eliminating trip hazards.
Also replacement toilet and wash basin will be installed.
Peregian Beach Tree Lighting in the Peregian Beach Village Square: Seeking a Peregian $0
Business contribution towards installation and maintenance of "Fairy Lighting" Beach
Association Inc. in the the trees where people meet, play, stop and enjoy nature, eat
and drink providing a safe and attractive place for safe night time
activities.
Peregian Tennis Replace of retaining wall and seating: The grant will fund the Peregian $3,150
Club Inc. replacement of rotted seating and and unsafe retaining wall and Beach
replant the area with more suitable vegetation.
Pomona & District New Underground Power Supply & Electrical Upgrades: Pomona $0
Horse & Pony Club installation of new lighting at Pomona Showgrounds (6 x 25 metre
Inc. steel poles mounted to concrete footings with 15 x 2000 watt flood
lights) and installation of underground wiring. Part of same project as
Noosa A H & I Society Inc.
Sunshine Butterflies Irrigation Infrastructure "Our Backyard": Seeking funding for site Cooroibah $4,950 Applicant to gain Development
Inc preparation, supply and installation of irrigation, tanks, pumps and Approval and provide quotations for
plumbing for the garden, horticulture, orchard and aquaculture. water tanks.
Tewantin Noosa Tewantin Noosa Lions Storage Den Concrete entrance: will Tewantin $7,500 Subject to resolution of lease issues.
Lions Club Inc. involve earthworks, compaction of gravel setting up formwork , laying
Reinforcing mesh and pouring and 140 sq. metres of concrete. It will
take a dangerously sloping earth bud to safe entry to the storage
area.
Page 27 of 50
Section 28
Organisation Project Title Location Assessment Conditions of Funding
name Panel
Recommends
Tewantin Noosa Clubhouse Upgrade: The upgrade consists lining the interior walls, Tewantin $5,000 Applicant to provide detailed quotes,
Pony Club Inc. remove and replace the old garage doors with colourbond sheets, revised budget, and detailed project
replace the rotted exterior guttering, add two roller doors as a new plan.
servery area and install new electrical systems (energy efficient
lights, fans and power points).
The Pomona & Young @ 'Art - April 2016: This project offers arts-based activities Pomona $2,200
District Community targeting teenage youth in the Hinterland, during Youth Week in
House Inc. Pomona. In partnership with the Old Pomona Railway Station
Gallery, five different arts and craft programs will be delivered by
experienced local artists.
United Synergies Booin Gari Festival - 5 April 2016: The Booin Gari festival is a free Noosaville $5,000
Ltd. event which provides a safe and fun environment for people to learn
about local Indigenous culture and heritage via a range of artistic and
cultural performances, demonstrations and displays facilitated by
Indigenous Elders, artists and entertainers.
University of the Operation WC at U3A (MICHELL) House: Essential replacement of Tewantin $2,670
Third Age Gents and Disabled toilets and re-tile the areas.
Total $153,021
Page 28 of 50
Section 29
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
5 NOOSA SOCIAL STRATEGY
DOCUMENT INFORM AT ION
Author Community Development Coordinator, Alison Hamblin
Community Services Department
Index ECM/ Subject/ Social Policy
Attachments 1. Noosa Social Strategy
(Note – Attachment has been provided separately to this agenda)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Development Coordinator to the Infrastructure &
Services Committee Meeting dated 8 December 2015 and
A. Approve the Noosa Social Strategy, provided at Attachment 1 to the report; and
B. Request the Chief Executive Officer to develop an implementation plan to support the Social
Strategy by 30 April 2016.
REPORT
Background
The 2014/2015 Operational Plan identifies the development of a Social Plan for Noosa Shire as a
key objective. A proposed Noosa Social Plan has now been developed covering the period 2016-
2023 (The Social Plan) which sets out Noosa’s aspirations and social priorities for the next seven
years.
Evolving concurrently, Council has adopted a strategic policy framework outlining the hierarchical
relationship of Council Strategies and Plans. The framework identifies the development of the
Noosa Shire Social Strategy (Social Strategy).
A draft Social Strategy was presented to Council in September 2015 and was approved for public
exhibition and comment. A number of engagement techniques were used to gather feedback on
the draft between September and December 2015.
These included:
Council Pop Ups and Library displays
Workshop with State Government agencies
Workshop with Key Service Providers, community organisations and individuals
Individual discussions with key community organisations and representatives
Individual discussions with Council officers
Your Say Noosa
Council website
Facebook
Council Press Release and Community E News
All feedback received has been considered in the development and finalisation of the Strategy.
Page 29 of 50
Section 30
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Generally, those individuals and organisations who responded to the opportunity for input to the
draft Social Strategy were complimentary and supportive of the proposed directions contained in
it. Generally, they viewed it as an opportunity to complement the economic development strategy
and an opportunity to partner with Council on key initiatives. Some minor amendments to the text,
key initiatives and statistics were made in response to the feedback provided.
This included:
Additional statistics and a commentary being added to the Key Facts section which has been
renamed Community snapshot
Recognising the potential for new technologies to integrate and deliver services
The need for improved coordination and collection of local data to better inform evidenced-
based social planning, advocacy and resource allocation
Acknowledging the role local artists and arts organisations play in community wellbeing and
supporting individuals to develop skills and careers in the arts
The creation of a One Stop Shop Community Hub new initiative bringing multiple service
agencies under one roof
Reinforcing Council’s role in the implementation of the Strategy
Next steps
Following adoption of the Social Strategy an implementation plan will be prepared in early 2016
detailing a three year action plan, proposed funding initiatives that can be considered during budget
development, and key performance indicators to measure the achievements and effectiveness of
the policies and programs outlined in the plan.
Previous Council Consideration
Ordinary Meeting, 24 September 2015, Item 3, Page 4
That Council note the report by the Community Development Coordinator to the Infrastructure and
Services Committee Meeting dated 15 September 2015 and
A. Approve the “Draft Noosa Social Strategy” for the purpose of public exhibition and comment;
and
B. Request the Chief Executive Officer to collate and consider feedback received as part of the
consultation undertaken for further consideration of the Noosa Social Strategy by Council.
Ordinary Meeting, 18 December 2014, Item 3, Page 3
That Council note the report by the Community Development Coordinator to the Infrastructure &
Services Committee Meeting dated 9 December 2014 and
A. Agree that work commence on developing a new Noosa Social Plan 2016 -2023
B. Approve the proposed membership of the Noosa Social Plan Reference Group as per
Attachment 1.
Finance & Risk
The cost of implementing the key initiatives in this strategy is beyond the capacity of Council alone.
To this end, Council will be seeking partnerships and strategic alliances with external agencies,
businesses, community groups and individuals to achieve our goals.
Page 30 of 50
Section 31
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
In developing the implementation plan, Council will need to carefully consider how it currently funds
and prioritises its current community initiatives and whether to allocate additional resources to
facilitate and develop key partnerships and strategic alliances within the region, and/or funds for
program delivery in certain key strategic areas of high need. This will be undertaken as part of the
annual budget development process.
Costings for all new initiatives will be included in the implementation plan to be brought to Council
for consideration in 2016.
Consultation
External Consultation - Community & Stakeholder
In addition to the general engagement techniques used, two targeted workshops were held, viz:
State Government - An invitation was sent to the Sunshine Coast Region Regional Managers
Community Stakeholder – An invitation was sent to approximately 70 key service
providers/individuals.
Internal Consultation
Additional discussions occurred with the following internal staff in the development of the final
Strategy:
Chief Executive Officer
Economic Development Officer
Principal Strategic Planners
Waste and Environmental Health Manager
Community Facilities Manager
Libraries and Galleries Manager
Development Officers, Community Development
Noosa Community Care Coordinator
Local Laws Coordinator
Community Engagement Manager
Property and Facilities Manager
Infrastructure Assessment Coordinator
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 31 of 50
Section 32
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Community Facilities
6 NOOSA COMMUNITY SUPPORT FUNDING OFFER - COMMONWEALTH HOME
SUPPORT PROGRAMME
DOCUMENT INFORM AT ION
Author Noosa Community Support Coordinator, Greg Tucker
Community Services Department
Index ECM/ Subject/ 1.05 Community Support Management
Attachments 1. CHSP funding offer cover letter
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Noosa Community Support (NCS) Coordinator to the
Infrastructure & Services Committee meeting dated 8 December 2015 and provide approval to the
Chief Executive Officer to accept the Federal Government’s Commonwealth Home Support
Programme (CHSP) funding offer of $4.949m for the period 1 November 2015 to 30 June 2018.
REPORT
Noosa Community Suppport (NCS) provides invaluable services to aged and frail members of the
Noosa Community. This service has been run by Noosa Council for a number of years and
currently comprises the following activities:
Federal and State funded Home and Community Care (HACC) activities are as follows:
Domestic assistance
Social support
Allied health care
Personal care
Centre-based day care
In-home respite care
Case management
Counselling /support, information & advocacy
Transport
Home maintenance
Home modifications
State funded Home Assist Secure (HAS) funded activities are as follows:
Information and referrals regarding home safety and security
Home maintenance
Home modifications
A majority (almost 75%) of total funding for NCS has historically come from the federally funded
HACC program, a trend which is likely to continue into the future. The HACC program will now be
known as the Commonwealth Home Support Programme (CHSP) which, for all intents and
purposes, remains unchanged in nature.
Page 32 of 50
Section 33
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
NCS has recently received the Federal Government’s CHSP funding offer for the provision of
services from 1 November 2015 to 30 June 2018 (refer to cover letter provided at Attachment 1).
The total value of the funding is $4.949m, making it Council’s single largest funding grant, if
accepted. Despite the start date, the offer was only received at 4:39pm on 30 October, meaning
this meeting was the first formal chance to present the offer to Council. Funding payments will be
backdated to 1 November 2015 should the offer be accepted.
The acceptance of this offer would allow Council, via NCS, to continue to provide the full range of
services offered to the community over the past several years. Should Council not accept the offer,
there would be significant disruption to the provision of CHSP services to the community while the
Federal Government sought an alternative organisation to administer the program. There would
also be ramifications for Council employees who are currently engaged to deliver the program
internally.
Given the nature of the funding remains very similar to that of previous agreements, and that
Council is able to deliver these valuable community services without cost to the organisation (NCS
is fully funded by State and Federal grants), it is recommended that Council accept the offer and
continue with its provision of CHSP services via NCS.
A full copy of the comprehensive grant agreement and terms and conditions has been made
available in the Councillors Room.
Previous Council Consideration
Noosa Community Support departmental update, 1 July 2015 to 30 September 2015. Presented
to the Infrastructure & Services Committee on 10 November 2015.
Finance & Risk
Breakdown of funding amounts over the life of the agreement:
2015/16
Activity 2016/17 2017/18 Total
(part year)
Goods Equipment and Assistive
Technology 3,284 4,926 4,926 13,135
Personal Care 25,255 37,883 37,883 101,021
In-home respite care 40,545 60,818 60,818 162,180
Transport 53,597 80,395 80,395 214,386
Domestic Assistance 122,672 184,007 184,007 490,686
Centre-based day care 581,487 872,230 872,230 2,325,947
Allied Health Care 43,378 65,067 65,067 173,512
Home Maintenance 245,702 368,552 368,552 982,807
Home Modifications 34,302 51,453 51,453 137,207
Social Support 87,137 130,705 130,705 348,547
1,237,357 1,856,036 1,856,036 4,949,429
There is no evidence of an increase in operational risk above that of previous periods, nor any
other indicators that should concern Council about continuing with the provision of this service. As
previously stated, NCS is fully funded by State and Federal grants and therefore the financial risk
to Council in undertaking this service is minimal.
Having funding secured under the current model through to mid-2018 would allow Council sufficient
time to fully investigate and consider how it may operate its NCS services under a consumer
directed care model. While there are no fixed timelines for a shift to such a model it is expected
that the industry will make this transition at some point in the future.
Page 33 of 50
Section 34
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO X Community Facilities X Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 34 of 50
Section 35
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015 1
ATTACHMENT
Page 35 of 50
ATTACHMENT 1
&,, Me ¥ :
a oe Australian Government
LE Bia "IE,
DPR LOW Nc ee ° °
spe’; Department of Social Services
Mr Greg Tucker Address: GPO Box 9820
. : Brisbane QLD 4001
Noosa Shire Council Telephone: (07) 3037 4770
PO Box 141 TTY: 133 677
Website: [wwwdss.gov.aul
TEWANTIN QLD 4565 Email
Dear Mr Tucker
| am pleased to offer the following Grant/s to your organisation to undertake the following Activity/ies
under the following Programme/s.
. Grant Amount | SACS* GST (if Total
Goods, Equipment and
Home Assistive Technology - $13,135.46 $0.00 $0.00] $13,135.46
Support Community and Home
Support - 4-22C4VD7
Home Personal Care -
Support - 4-22C4VEB
Home Flexible Respite - Care
Support - 4-22C4VEU
Home Transport - Community
Support Home Support — $214,386.43 $0.00 $0.00 $214,386.43
4-22C4VG7
Home Domestic Assistance -
Support - 4-22C4VHU
Home Social Support - Group -
Support - 4-22C4VKL
Allied Health and
Home Therapy Services - $173,511.84 $0.00 $0.00 | $173,511.84
Support Community and Home
Support - 4-23SV1MH
Home Home Maintenance -
Support - 4-23SV1T4
Home Home Modifications —
Support - 4-23SV1V1
Social Support $348 547.28 $0.00 $0.00 $348,547.28
Individual - Community
CGA Cover Letter - v4.0 - September 2014 Page 1
Page 35 of 50Section 36
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Page 36 of 50
and Home Support -
4-23SV1ZG
TOTAL $4,949,428.85 $0.00 $0.00 | $4,949,428.85
*SACS means the Social, Community, Home Care and Disability Services Industry Award 2010 supplementation.
The Schedule/s, any Supplementary Conditions, the contents of the attachment entitled ‘Terms and
Conditions — Comprehensive Grant Agreement: For Grant Agreements entered into from 13 May
2014’ and any documents incorporated by reference into this document or the Schedule form the
Comprehensive Grant Agreement. All these documents are provided to you with this letter.
The Comprehensive Grant Agreement can only be varied by written agreement between you and us.
A separate Schedule is provided for each Programme, each Schedule may contain one or more
Activities. Additional Schedules may be added to this Comprehensive Grant Agreement by means of
variation.
Provision of this Grant is subject to the Agreement being signed by both you and us. The Grant will be
paid to you as set out in the Schedule/s dependent upon your ongoing compliance with the
Comprehensive Grant Agreement.
This offer of a Grant does not imply any commitment to further funding.
Please print one copy of the Agreement which must be signed by you. The signature block is at the
end of the Agreement. By signing the Agreement Schedule/s you have agreed to enter into the
Comprehensive Grant Agreement.
Once you have signed the Agreement, you must return it to us at the above address within thirty (30)
Business Days of the date of this letter or, unless otherwise agreed, this offer will lapse. Please note
that the agreement may be returned in hard copy by post or scanned and returned by email.
When we receive the signed Agreement, we will sign and date and return a copy of the Agreement to
you for your organisation’s records.
If you believe that you will have difficulties complying with any part of the Comprehensive Grant
Agreement, then you will need to resolve these before signing this Comprehensive Grant Agreement.
If you are uncertain about any aspects of this Comprehensive Grant Agreement you should seek
independent legal advice before execution.
If you have any questions, please contact the Aged and Community Care Section on 07 3037 4770 or
email [email protected] sincerely
tt i |
(ju) Sod ke
Janet Stodulka
QLD State Manager
30 October 2015
CGA Cover Letter - v4.0 - September 2014 Page 2
Page 36 of 50Section 37
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
7 THE J BUSINESS PLAN 2015 - 2018 REPORT
DOCUMENT INFORM AT ION
Author Community Facilities Manager, Ashley Saward
Community Services Department
Index ECM/ Subject/ 72.01 The J
Attachments 1. The J Business Plan 2015 – 2018
(Note – Attachment has been provided separately to this agenda)
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Community Facilities Manager to the Infrastructure & Services
Committee meeting dated 8 December 2015, and approve The J Business Plan 2015-2018
provided at Attachment 1 to the report.
REPORT
The purpose of this report is to advise Council of The J business planning process 2015 – 2018,
and the subsequent business plan.
A previous version of this report was presented to Council at the Infrastructure & Services meeting
on 15 September 2015. At this meeting it was requested that the matter be referred for further
discussion at a Councillor workshop. This workshop was held on 13 November 2015 and the
Business Plan has since been updated to reflect some of the points raised by Councillors.
The J is a unique facility that includes a 330 seat theatre, with a new option of including up to 60
additional seats in the upper mezzanine section, if required. It also offers flexible meeting spaces,
conference rooms and facilities for hire, which are complemented by covered outdoor areas and
stylish open foyers.
The J operates as a versatile, multi-use community venue. It hosts a wide range of performances,
live entertainment, and community activities. It also has two long-term tenants: the University of
the Sunshine Coast (incorporating TAFE) and Noosa Community Radio.
The J is the venue of choice for a number of community organisations, including Noosa Chorale,
Noosa Heads Jazz Club, Noosa Music Society, Independent Retirees Association, Queensland
Arts Alliance and Hillsong Church. Numerous school groups also utilise the facility, conducting a
range of activities such as performances and awards/presentation ceremonies.
Page 37 of 50
Section 38
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
1. THE J SERVICE REVIEW 2014
In 2014 The J underwent a service review in order to examine the use of its resources, and how
these can be fully utilised to meet the needs of the community. This comprehensive review included
the following elements:
service activities
service obligations
key stakeholders
budget information
employee resources
levels of service
asset management
benchmarking with similar venues
options to grow the business
SWOT analysis.
Following the service review, a Business Plan has been developed to enhance The J’s
performance over the next three to five years.
As the service review identified a need for Council to continue to subsidise The J at levels in line
with comparable performance and community venues across Australia, the aim for the Business
Plan was to identify actions and opportunities to increase Council’s return on investment. The
Business Plan looks to achieve this by providing actions that:
increase community benefit and value
reduce the net cost to Council.
2. THE J BUSINESS PLAN 2015-2018
External consultants (99 Consulting) were engaged to help facilitate the Business Plan. The final
Business Plan draws on both the work done for the service review as well as previous venue
planning projects, with some additional research and analysis. The business planning process
included:
review of documents and data
interviews with key staff
desktop investigation of competition and pricing factors
a workshop with The J’s staff and management.
The development of the original Business Plan did not include consultation with the community or
users of The J. Councillors were engaged in a workshop on the plan in November 2015.
As a result of Councillors requesting at that workshop that the Business Plan more clearly articulate
The J’s core business, the number of proposed outcome domains in the plan has been reduced
from four to three, with the economic outcome domain being removed. The rationale for this is that
while events at The J contribute to the Junction’s economic life, it is not possible to easily measure
their contribution to the overall economic viability of the Junction. The revised Business Plan
recommends that The J deliver outcomes for the Noosa community across three main domains:
Community: The J provides an accessible venue so that Noosa people of all ages can
participate in an active, connected community.
Cultural: The J makes possible arts activities and cultural participation and experiences for
residents of and visitors to Noosa Shire.
Learning: The J provides a venue for face-to-face education in Noosa.
Page 38 of 50
Section 39
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
In order to achieve these outcomes, the Business Plan focuses on actions to be taken under five
broad headings:
1. Our Business: products and services
2. Our Market: customers and competitors
3. Our Operations: staffing and systems
4. Our Financial Performance
5. Our Future: positioning The J for the longer term
More specifically, the Business Plan includes the following key goals and objectives:
Strategic goal Objective
Increase community benefit 1. Enhance performance against Community, Cultural and
Learning outcome measures
2. Increase utilisation of all spaces in the venue
3. Increase audiences and performances and events at The J
Improve financial 4. Increase revenue
sustainability 5. Reduce net cost to Council
6. Increase revenue from commercial user types as a
percentage of revenue
Better understand customer 7. Improve customer experience
wants and needs
Build organisational capacity 8. Implement system improvements to enable success
These actions are further developed in a 2015 – 2018 year-by-year action plan:
•Set the scene:
2015-16 develop
capacity and
set goals
2016-17 •Act one: grow
the business
•Act two:
2017-18 consolidate
growth
•Interval:
2018-19 review service
and refocus
plan
Page 39 of 50
Section 40
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
2015-16 key actions:
Develop marketing strategy
Implement workable financial analysis tools
Develop partnerships with key stakeholders
Develop an asset management plan
Develop tools to report on KPIs
Implement entrepreneurial program
Review ticketing system alternatives
Finalise agreements with key hirers/lessees
Monitor progress on Certified Agreement
Refine occupancy targets
Improve data collection and reporting
Introduce new venue hire rates
Develop a risk management plan
Continue to promote kitchen hire as a revenue opportunity
Articulate community service obligations based on analysis of subsidies for community
outcomes
Develop business cases for budget increases
Reinforce positioning of The J as a multi-purpose community cultural venue
Additions from Councillor workshop:
Consider viability of possible new initiatives, including:
o A season pass/membership/VIP club to attract and reward regular attendees
o Introduction of themed sing-alongs and novelty nights such as Halloween events
o Opportunities to share marketing distribution databases with other complimentary venues
and groups
Review and limit community usage during peak times
Investigate development opportunities including staff traineeships and closer links with schools,
USC and Noosa Community Radio
2016-17 key actions:
Market to promoters and tour organisers
Increase staff capacity
Publish outcome reports to Councillors and other stakeholders
Link with Council plans and strategies
Refine understanding of occupancy opportunities
Explore diversification opportunities, e.g. catered functions
Undertake community research to better understand customer wants and needs
Increase entrepreneurial activity based on analysis of year one seed funding results
Fully implement marketing strategy
Review fees based on market feedback
2017-18 key actions:
Review and refine marketing strategy
Increase utilisation to fill occupancy gaps
Include community benefit assessment in analysis of current and potential hires
Revise service review
Progress against the actions highlighted in this report will be monitored via a series of key
performance indicators (KPIs). Management have commenced measurement against a small list
of KPIs which will be given further consideration over the coming months.
Page 40 of 50
Section 41
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Previous Council Consideration
The J Business Plan 2015 – 2018 report presented at the Infrastructure & Services Committee
meeting on 15 September 2015.
The J Councillor workshop on 13 November 2015.
Finance & Risk
Following the adoption of the Business Plan, management will embark on undertaking the actions
as recommended. It is estimated that the combined effects of implementing the actions over the
next 3 years will result in a net operating performance improvement of $38,635 per annum from
year 4 onwards.
No additional risks over and above those already present in The J’s operations are anticipated as
a result of implementing the business plan.
Consultation
External Consultation - Community & Stakeholder
99 Consulting
Internal Consultation
Community Facilities staff
Financial Services Manager
Departments/Sections Consulted:
X Chief Executive Officer X Community Services X Corporate Services
Executive Officer to the Mayor & CEO X Community Facilities X Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 41 of 50
Section 42
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Waste & Environmental Health
8 SUMMARY OF WASTE AUDIT
DOCUMENT INFORM AT ION
Author Acting Manager Waste and Environmental Health, Ian Florence
Community Services Department
Index ECM/ Waste Management/ Waste Contract - Collection
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Acting Manager of Waste and Environmental Health to the
Infrastructure & Services Committee Meeting dated 8 December 2015 providing a summary of the
outcomes of the waste audit conducted in October 2015.
REPORT
1. Background
During four days in October 2015, officers from Council’s Waste Management Services Section
conducted an audit on the contents of municipal garbage bins. The purpose of the exercise was
to give a snapshot of residential waste practices in Noosa and involved 100 general waste bins,
100 recycling bins and 75 garden waste bins. Bins were collected from randomly selected streets
in pre-selected geographical areas ensuring a spread across the Noosa Shire. To minimise
disruption and ensure an accurate measurement the bins were collected on the usual bin collection
day.
The objectives of the audit were to assess:
a) The quality of domestic kerbside recycling and main sources of contamination;
b) The average amount and type of recyclables incorrectly going into general waste bins;
c) The approximate amount of green waste currently collected in residual bins and going to
landfill; and
d) The amount and type of contamination in green waste bins.
The findings of the audit were then to be used to inform Council’s waste communication strategy
so that relevant messages could be communicated to maximise recycling efficiency.
2. Summary of Findings
Recycle Bins (yellow lids)
The average weight of recyclables in each recycle bin was 12kg.
In general the recyclable material in the bins was well sorted, very clean with minimal
contamination.
The largest weight of recyclable material in the bins was paper/cardboard (45%) followed by
glass (42%), plastics (6.3%), can/tins (4.5%). The remaining percentage being
contamination.
Page 42 of 50
Section 43
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
The main source of contamination in recycle bins was plastic bags.
The main error people are making with regard to the use of the recycling bins is putting the
recyclables in plastic bags.
General Waste Bins (red or dark green lids)
The average weight of waste in the general waste bin was 18kg.
On average, the proportion of recyclables (paper/cardboard, plastic containers, glass, cans,
etc.) currently in the general residential waste bin is 15%. (By comparison, Sunshine Coast
Council’s 2014 waste audit found 17% recyclables in general waste bins, and Moreton Bay
Region’s 2008 waste audit found 25% recyclables in general waste bins).
The most common material incorrectly placed in general waste bins (that should be recycled)
is paper and cardboard.
On average, the approximate amount of green (garden) waste currently in the residential
waste bin is 10-15%.
Approximately 6.5% of the general waste is food scraps.
Garden Waste Bins (lime green lids) – voluntary use
The average weight of garden waste recycled in each bin was 16.5kg.
The garden waste was very clean with virtually no contamination.
Recyclable material separated out of general waste
3. Findings from the Audit
Noosa residents are currently doing well in ensuring that their recycling bins are well utilised
and free of contamination.
Those that currently use a green waste bin are ensuring that the green waste is clean and
therefore capable of being mulched without further sorting.
A significant amount of recyclable material is incorrectly being placed into general waste bins
and being sent to landfill.
A significant amount of green waste is currently being collected in general waste bins and
being sent to landfill.
Page 43 of 50
Section 44
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
4. Towards Zero Waste
The waste audit findings were used to inform and guide the Noosa Council Waste Communication
Strategy – “Towards Zero Waste” which was launched during National Recycling Week on 9 - 13
November. The first part of the strategy, to run over the next 12 months, will concentrate on:
improving the amount of recyclable material that is diverted from general waste to the
recycling bin, reducing contamination of the recycle bin;
educating the community about recycling and reducing dependence on plastic bags;
supporting initiatives to either ban or reduce the use of plastic bags in the community through
behaviour change;
initiatives to increase the voluntary uptake of garden waste bins; and
prepare some sections of the shire for mandatory 3 bin system in 2017.
Initiatives include:
A-Z Recycling brochure
Pop up recycling information displays at shopping centres and local events
Website and social media recycling updates
Investigating and supporting community initiatives such as plastic bag collections in major
supermarkets, battery bins, and boomerang bags.
A further audit to gauge any improvement will be carried out in six and twelve months.
5. Green Waste Audit in Country and Rural Areas
During the next month Waste Management Services will be conducting random audits of general
and green waste bins in rural areas to assess the amount of green waste currently being recycled
and disposed of from these areas. The findings will be used to inform Council on the roll out of the
green waste bin service in 2017.
Page 44 of 50
Section 45
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Finance & Risk
The waste audit was conducted by Council staff utilising existing resources. The findings will allow
Council to better target resources into the future.
Consultation
Community Engagement Section
External Consultation - Community & Stakeholder
Collection services for the audit were provided by Council’s Waste Contractor, Cleanaway P/L.
Internal Consultation
Departments/Sections Consulted:
Chief Executive Officer X Community Services Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services X
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
Waste & Environmental Health Revenue Services
X Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 45 of 50
Section 46
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
9 KERBSIDE BULK WASTE COLLECTION SERVICE 2015
DOCUMENT INFORM AT ION
Author Waste Collections Officer, Gary Dolton
Community Services Department
Index ECM / Waste Management/ Waste – Annual Kerbside Collection
Attachments Nil
EXECUTIVE SUMMARY
Not applicable.
RECOMMENDATION
That Council note the report by the Waste Collections Officer to the Infrastructure & Services
Committee meeting dated 8 December 2015 on the 2015 Kerbside Bulk Waste Collection Service
(the Service); and:
A. Agree to the Service occurring every two years, due to the relatively poor recycling outcomes
and the significant cost and logistics of undertaking the Service annually;
B. Request staff to examine alternative methods of providing the Service in the rural areas
based on the experience of delivering the 2015 Kerbside Collection; and
C. Thank Cleanaway Ltd, their staff and all Council staff involved in the 2015 Kerbside Bulk
Waste Collection on behalf of the community for an outstanding result.
REPORT
This report provides detail of the outcomes of the 2015 Kerbside Bulk Waste Collection Service
conducted by Council’s waste contractor (Cleanaway Ltd) and lessons learned for the conduct of
future similar programs.
1. Provision of the Bulk Waste Collection Service
Council staff administered the program which included:
supervision of the contractor
advertising of the Service
production of a brochure which was delivered to all residential premises
developing an interactive map of collection areas for the Noosa Council website
dealing with enquiries and complaints relating to the service
Cleanaway Ltd provided plant and manpower resources to undertake the Service in accordance
with their contractual requirements.
Of the 22,519 properties that were entitled to the collection service, a series of small indicative
surveys revealed 1 in 3 properties participated in the Service, this equates to 7,500 properties.
To provide the Service, a budget of $135,000 was allocated, it is anticipated that this will be fully
expended (at the time of writing total costs have not been provided by the contractor).
Page 46 of 50
Section 47
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
As part of the Service, metal items were collected separately from other items and taken to the
steel recyclables area at the landfill. Other bulky waste, including furniture, garden waste and e-
waste was compacted and taken to landfill.
The contractor undertook some sorting of the compacted material taken to the landfill, mainly to
segregate and collect any remaining steel.
The Bulk Waste Collection Service was conducted over a period of 7 weeks from August to October
2015, with no collection service during the two weeks of the September school holidays. There
were 40 calls for assistance in regard to requests for collection of kerbside material not collected
and 10 calls for general kerbside information. Numerous other calls were handled by Customer
Service, resolved on the phone and not recorded.
In Boreen Point, the Floating Land Festival coincided with the kerbside collection resulting in an
additional notification to affected residents requesting that material not be placed out on the
kerbside until after the Sunday event. This was successful and no complaints were received.
In the rural collection areas, the Contractor was unable to complete the collection service on the
specified weekend due to the large amount of waste material and the manner in which it was
presented. As a result, the Kerbside Collection continued throughout the week until completed. A
few unmanageable piles were collected using hook bins and a posi-track loader.
Staff also arranged for 2 x 15 cubic metre bins at the North Shore Waste Transfer Station in order
to provide the service to the North Shore residents. This was successfully completed in the week
of 8-15 October with no misuse of the bins reported.
Due to illegal dumping experienced in 2014, Council provided a mattress collection service for the
first time this year. In a successful initiative, requests to pick up mattresses were lodged and
prepaid on line and a separate run was done on the Friday prior to kerbside collection. These
mattresses were then taken to the Brite Side mattress deconstruction area to be broken down and
the steel recycled.
Bulk Waste Collected
Total waste collected August – October 2015 1,068.67 tonnes
Metal segregated and recycled 206.53 tonnes
Waste sent to landfill 862.14 tonnes
Total waste collected April – June 2014 1,501.00 tonnes
The 2015 Service collected approximately one third less waste than in 2014, when the Service had
not been operated for 6 years.
2. Observations
Positives
The Bulk Waste Collection Service remains popular with the Noosa community.
A quantity of useful material left at the kerbside was collected by individuals within the
community for the purpose of reuse.
The separate collection truck used for recovery of metal resulted in a good recovery of
metallic items valued at an estimated $18,500.
2,563 mattresses were collected and recycled.
The communication strategy, literature and website information provided this year minimised
the confusion experienced in the 2014 pickup.
Page 47 of 50
Section 48
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Notification was left at properties with prohibited items left behind after the kerbside
collection. Where this occurred, staff followed up, spray painting identification onto items (e.g.
tyres and mattress). This seemed to stop large scale dumping of these types of items that
occurred during the 2014 pickup.
Commencing the 2015 collection at Peregian Beach and Doonan on the Shire’s southern
boundary and moving northwards, seemed to minimise the practice of some Sunshine Coast
Council residents dumping items in Noosa Shire.
Negatives
Under the current contractual arrangements it was not viable for the Contractor to provide a
separate truck for the collection of e-waste therefore large volume of e-waste was compacted
and taken to landfill rather than being recycled.
There were significant issues in the rural areas where some residents took advantage of the
service and placed waste at bin turn around areas. These are large areas, usually at the end
of rural roads and generally low trafficked areas. This practice resulted in uncontrolled
stockpiling of waste material and led to uncontrolled dumping which could not be collected
by hand. Council had to use hook bins and a posi-track loader machine to clean these piles
of material at an additional cost of $5,325.
It was not possible to recycle green waste collected as part of the Service as it becomes
contaminated and is unsuitable reuse.
Weighbridge staff at the Eumundi Road landfill and at the rural transfer stations reported an
observed reduction in delivery of self-hauled waste in the month leading up to and during the
collection service.
Brite Side Industries reported a large reduction in the delivery of useful items for re-sale
during the period prior to and during the bulk waste collection program. It could be assumed
that residents may prefer to use the convenience of the bulk waste collection service in
preference to the delivery of items to not for profit organisations during the year.
A few complaints were received in regard to poor aesthetics related to waste stored on the
kerbside in and around high profile areas.
Drive-by inspections by staff indicated that some of the material placed out during the
collection was of good quality and suitable for reuse. These products could have been re-
sold through not for profit organisations. When not recycled by members of the community,
this material was collected and disposed to land fill.
Black Pinch Road Davis Road
Page 48 of 50
Section 49
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
Black Mountain Clean up
Kinmond Creek Road
Steel Pile Week 1 Eumundi Rd
3. Workplace Health and Safety
There were no work place health and safety incidents reported and no complaints from the public.
It is recommended that Council and the Contractor continue to provide PPE and staff briefings prior
to kerbside to minimise the risk of injury.
4. Recommendations for Future Programs
a) Given the significant cost and logistics of undertaking the Service combined with poor
recycling outcomes, consideration needs to be given as to whether the service should occur
annually or every two years.
b) Consideration be given to special promotions or open days at the tips prior to the next Service
to accept re-usable items, e-waste, tyres and green waste.
c) Green waste, either be collected separately, or be excluded from the Service as it becomes
contaminated and unsuitable for recycling and reuse.
d) Provision should be made in the next Waste Contract for the contractor to provide a flatbed
truck to be utilised for the collection of e-waste.
Page 49 of 50
Section 50
INFRASTRUCTURE & SERVICES COMMITTEE MEETING AGENDA 8 DECEMBER 2015
e) Council improve communication with the public throughout the year to ensure that they are
aware that they can utilise Brite Side Industries, Salvation Army and other charities to collect
and reuse serviceable items.
f) As part of the next Service bulk bins be placed at rural turn turnarounds such as Louis Bazzo,
Kinmond Creek, Davis, Old Ceylon and Crawfords Road for the disposal of items. Cameras
should be set up to monitor use of the bins in these known problem areas and detect abuse
of the service.
Finance & Risk
A potential risk exists both to Council, the public, and the contractor’s employees with the potential
for accidents due to the placement of uncontained waste material, (i.e. glass, sharp objects) on
Council controlled land.
Although no injuries were reported this year, there remain potential liabilities to Council by
endorsing the placement of bulk waste material on public footpaths.
Consultation
External Consultation - Community & Stakeholders
Feedback that has been received from the community indicates the Kerbside Bulk Waste
Collection Service continues to be a popular service. The community favoured having mattresses
included in this year’s Service and would also be interested in e-waste and tyre collection
programs.
Internal Consultation
The Mayor, Cr Jurisevic, CEO and Directors of Corporate and Community Services were consulted
regarding the outcomes of the Annual Bulk Kerbside Service and during the final stages of the
program.
Departments/Sections Consulted:
Chief Executive Officer x Community Services x Corporate Services
Executive Officer to the Mayor & CEO Community Facilities Financial Services
Executive Support Community Development ICT
Libraries & Galleries Procurement & Fleet
Local Laws Property & Facilities
x Waste & Environmental Health Revenue Services
x Executive Office Planning & Infrastructure
Community Engagement Building & Plumbing Services
Customer Service Civil Operations
Economic Development Infrastructure Planning & Design
Governance Planning & Environment
Human Resources Strategic Land Use Planning
Sustainability
Page 50 of 50