20180206 s&o agenda · undertake a photographic study and developing a 3d virtual tour of the...

AGENDA

Services & Organisation Committee Meeting

Tuesday, 6 February 2018

commencing at 1.30pm

Committee Room, 9 Pelican Street, Tewantin

Committee: Crs Frank Pardon (Chair), Jess Glasgow, Tony Wellington, Frank Wilkie

“Noosa Shire – different by nature”

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 FEBRUARY 2018

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TABLE OF CONTENTS

ITEM PAGE

ATTENDANCE & APOLOGIES -

PRESENTATIONS -

REPORTS FOR CONSIDERATION OF THE COMMITTEE 3

1 REQUEST TO PURCHASE THE COOROORA MASONIC TEMPLE 3

2 AWARD OF TENDER 1718T054 - LICENCE FOR REUSABLE GOODS RECYCLING AND SALES FACILITY 7

3 NOOSA SPORT AND ACTIVE RECREATION IMPLEMENTATION PLAN 16

4 CHRISTMAS 2017-18 FREE HOLIDAY BUSES SUMMARY 23

REPORTS FOR NOTING BY THE COMMITTEE 30

5 OPERATIONAL PLAN PROGRESS REPORT - 2ND QUARTER 2017-18 30

6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 43

7 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 50

8 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2017 58

9 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 63

10 CAPITAL PROGRAM DELIVERY STATUS - DECEMBER 2017 72

11 COMMUNITY SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18 83

12 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017 104

13 NOOSA LEISURE CENTRE (NLC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017 114

14 NOOSA AQUATIC CENTRE (NAC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017 121

15 NOOSA COMMUNITY SUPPORT (NCS) HALF-YEARLY UPDATE TO 31 DECEMBER 2017 129

16 WASTE MANAGEMENT UPDATE REPORT TO 31 DECEMBER 2017 134

CONFIDENTIAL SESSION -


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REPORTS FOR CONSIDERATION OF THE COMMITTEE

1 REQUEST TO PURCHASE THE COOROORA MASONIC TEMPLE

DOCUMENT INFORM ATION

Author Director Community Services, Alan ‘Fox’ Rogers,

Community Services Department

Index ECM/ Subject/ Property Management - Acquisition/ Purchase/ Disposal

Attachments 1. Noosa Museum letter dated 20 December 2017 (Note: 35 page

attachment provided separately to this report)

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Community Services to the Services and Organisation Committee Meeting dated 6 February 2018 regarding the request from the Noosa Museum for Council to contribute funding to assist in the purchase the Cooroora Masonic Temple and:

A. Advise the Noosa Museum that Council does not support their request for Council to gift $225,000 (or any amount of funds) from the Heritage Levy to purchase the Cooroora Masonic Temple;

B. Resolve not to purchase the Cooroora Masonic Temple;

C. Encourage the Museum to progress the implementation of the recommendations of the 2017 Strategic Review; and

D. Give consideration in the 2018/19 budget process to funding a photographic study and developing a 3D virtual tour of the Cooroora Masonic Temple to ensure the visual preservation of, and improved public access to the unique aspects of the building subject to the owner’s consent.

REPORT

The purpose of this report is to provide a background and overview of issues related to the request by the Noosa Museum (the Museum) for Council to assist them to purchase the Cooroora Masonic Temple. Following a meeting with the Mayor on 11 December 2017, members of the Museum Management Committee wrote to the Mayor requesting that Council consider becoming a financial partner with the Museum in the purchase of the Cooroora Masonic Temple and land. The Management Committee feel that the purchase of the Temple would allow the Museum to operate the Temple as a visitor attraction/annexe to the Museum. Following a discussion between the Mayor and Councillors, Community Services staff were requested to report to Council regarding the Museum’s request.


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1. The Cooroora Masonic Temple The Cooroora Masonic Temple was built in 1923. It was used by the Cooroora Freemasons until 2003, when dwindling membership forced the sale of the property. It is a simple timber building (10m x20m) with a gabled, corrugated iron roof. It consists of a front anteroom (now converted into a reception area and two small offices) with a main hall at the rear where ceremonies and rituals were conducted. The property was privately purchased in 2005 and then restored for use as a health studio. It continues to be privately owned and is in reasonable condition. The land on which the temple is located is zoned Community Services. The building was listed on the Queensland Heritage Register in 2003. The rationale for heritage listing is that in addition to demonstrating the development of Pomona, the spread of freemasonry in Queensland and representing an intact example of a timber Masonic temple, the building features unique murals on the interior walls that were hand-painted by a Pomona merchant and Lodge member, Brother William Hodge. The Temple murals replicate murals that featured on the walls of a building in London that was destroyed in WWII. They depict the symbolism and beliefs of freemasonry. The Museum lists one objective of its proposal as being to provide protection, preservation and public access to the murals. 2. Noosa Museum Proposal The Museum proposes to use the Temple as an annexe to the Museum (refer to Attachment 1). The property will become part of the Museum’s collections providing public access to the murals, a venue for Museum events, displays and visiting exhibitions. The Museum’s Management Committee believes that the purchase of the Temple will improve the Museum’s sustainability and complement their development planning following on from a Council funded review by the Queensland Museum’s Development Officer, Josh Tarrant to develop an agreed Strategic Plan for the Noosa Museum (undertaken in 2017). The Museum also undertook a voluntary self/peer-review process in 2017 in conjunction with Museum & Gallery Services Queensland. The outcome of these reviews was three reports including a range of recommendations relating to:

Succession planning;

Volunteer recruitment, retention and training;

Collection rationalisation; and

Exhibition/display redevelopment. The Josh Tarrant review makes no mention of the Museum purchasing the Cooroora Masonic Temple. The Noosa Museum’s proposal is for Council to allocate $225,000 (being half the purchase price of the Temple) from the Heritage Levy towards the purchase of the land and building which would ultimately be owned by the Museum. The Museum would then seek funding and donations for the other 50% of the purchase price and be responsible for the ongoing maintenance and upkeep of the building.


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3. Staff Assessment of the Noosa Museum proposal The Masonic Temple is currently protected by a State Heritage listing and well-cared for in private hands. Previous investigations of the Temple building by Council staff indicate that there are significant challenges to effectively using the building as an exhibition space particularly its small size and the need to keep furniture and fittings away from the murals on the walls.

The Noosa Museum is volunteer run and currently only has a very small income stream from visitors fees, sales of books and images, research fees and grants. A significant percentage of the Museum’s current annual revenue comes from a Noosa Council Community Alliance grant of $10,075. Council’s current heritage priorities are:

preserving and maintaining those heritage assets that Council already owns or has responsibility for, and

collecting and interpreting heritage for broad community access and education. Based on these priorities, the provision of additional accommodation for the Museum is not a Council priority. Staff see value in approaching the current owners of the building to gain their consent to undertake a photographic study and developing a 3D virtual tour of the Temple to ensure the visual preservation of, and improved public access to the unique aspects of the building. Staff believe the Noosa Museum should focus on implementing the recommendations resulting from the recent reviews specifically:

reducing their collection;

upgrading exhibition displays;

improving volunteer retention; and

undertaking training to improve ongoing viability/sustainability. The financial implications and potential risks inherent in this proposal are discussed in the Finance section of the report. Previous Council Consideration

The matter of the purchase and/or relocation of the Cooroora Masonic Temple has come before Council several times previously, as follows: 2003 Council supported a request by the community for relocation of the Masonic

Temple to adjacent to the Railway Art Gallery. The community however could not meet the conditions and the initiative lapsed

2010-12 Request by the Noosa Museum (the Cooroora Historical Society) for the Sunshine

Coast Council to acquire the Masonic Temple and relocate the building to the land to the rear of the Museum building. This request was not supported by Council.

2015-16 Request by Cooroora Historical Society for Council to acquire the Masonic Temple

building. This request not supported by Council. Cooroora Historical Society advised by Council to undergo a review and strategic planning exercise before any further consideration would be given to requests for additional accommodation for Museum collection.


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Finance

While Council has not undertaken a formal valuation of the property, it is valued on real estate.com between $350k - $439k. The balance of funds in the Heritage Levy as at 30 June 2017 was $300k. A significant factor in weighing up the Museum’s proposal is that it has not provided a business case demonstrating its ability to pay for its 50% of the cost of purchasing the property. Furthermore, it has not secured an income stream to maintain the building nor guarantee of obtaining grants to do so. Risks & Opportunities

There is no legislative restriction on Council contributing towards a not for profit organisation purchasing an asset. There are however, significant risks associated with this proposal which include:

Setting a precedent for other similar requests for Council to assist community groups in purchasing land/buildings;

The lack of a business plan or revenue to support the Museum’s purchase and subsequent sustainable operation and maintenance of the premises;

The perception that significant rate-payer funds have been allocated to a single community organisation with little broad community benefit; and

Council’s potential liability if the Museum is unable to sustainably operate and maintain the property and/or its existing operations.

On the basis of these risks, staff are recommending that Council not proceed with the Museum’s proposal. Consultation

External Consultation - Community & Stakeholder

Nil Internal Consultation

Mayor and Councillors Director Corporate Services Libraries and Galleries Manager Property Manager Heritage Librarian Departments/Sections Consulted: Chief Executive Officer X Community Services X Corporate Services

Executive Officer Community Development Financial Services Executive Support Community Facilities ICT X Libraries & Galleries Procurement & Fleet Local Laws X Property Waste & Environmental Health Revenue Services

Executive Services Environment & Sustainable Development Infrastructure Services

Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities Governance Economic Development Civil Operations People and Culture Environmental Services Disaster Management Strategic Land Use Planning Infrastructure Planning,

Design and Delivery


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2 AWARD OF TENDER 1718T054 - LICENCE FOR REUSABLE GOODS RECYCLING AND SALES FACILITY


Author Manager Waste and Environmental Health, Wayne Schafer

Community Services Department Index ECM/ Waste Management/ Waste Contracts – Resource Recovery Attachments 1. Evaluation Matrix - Tender 1718T054

EXECUTIVE SUMMARY

Council’s adopted Waste Reduction and Recycling Plan 2016-2024 “Towards Zero Waste” aims to maximise waste reduction and recycling initiatives to reach the State Government object of 55% reduction of waste to landfill by 2024. Waste reduction initiatives at the Tip Shop plays an important role in achieving Council’s objectives. In April 2017, Council agreed to seek tenders from ‘Not for Profit’ (NFP) organisations for a 7 year licence to operate the Reusable Goods Recycling and Sales Facility at the Resource Recovery Centre, Eumundi Rd, Doonan. The aim of this process was to improve the current recycling activities at the Eumundi Landfill and Resource Recovery Centre in line with contemporary waste and recycling management practices. Two tenders were received, being Noosa Community Training Centre (NCTC), incumbent operator currently trading as Briteside Inc. and Resource Recovery Australia (RRA), who conducts similar recycling activities at five local government sites in New South Wales (NSW). Tender evaluations by staff resulted in RRA scoring highest and being the most beneficial tender to Council.

RECOMMENDATION

That Council note the report by the Manager Waste and Environmental Health to the Services and Organisation Committee Meeting dated 6 February 2018 regarding a new licence for operation of the Reusable Goods Recycling and Sales Facility at the Resource Recovery Facility, Eumundi Road, Doonan and:

A. Award a licence for a period of 7 years (plus three licence extensions of one year each at Council’s discretion) to Resource Recovery Australia;

B. The licence commencement date to be prior to 1 July 2018 as determined by the CEO;

C. Authorise the CEO to extend the current licence for Noosa Community Training Centre to operate the site until a transfer of licence to Resource Recovery Australia can be smoothly achieved;

D. Offer to purchase the existing Noosa Surf Club building and the small storage shed on site from Noosa Community Training Centre for an agreed market valuation;

E. Acknowledge the undertaking from the successful tenderer that they propose to offer employment to existing Briteside staff where staff meet the relevant employment criteria; and

F. Request the CEO to explore ways in which Council can support Noosa Community Training Centre to deliver their local training programs in the absence of revenue from the Briteside Tip Shop.


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REPORT

Background

Council’s adopted Waste Reduction and Recycling Plan 2016-2024 “Towards Zero Waste” aims to implement waste reduction and recycling initiatives to reach the State government object of 55% reduction of waste to landfill by 2024. Maximising waste reduction initiatives at the Tip Shop plays an important role in achieving Council’s objectives. This report outlines the tendering process, evaluation and recommended award for the new 7 year licence for operating Council’s Reusable Goods Recycling and Sales Facility at the Resource Recovery Facility, Eumundi Road, Doonan. The purpose of this report is to present to Council outcomes of the tender evaluation. This report recommends the prompt acceptance of a successful tenderer to ensure that sufficient time is available for the successful contractor to mobilise the required plant, equipment and staff resources to facilitate a smooth transition to the next contract. Summary of the letting of tenders

Tenders were uploaded to LG Tender Box on 22 September 2017 and advertised in the Sunshine Coast Daily on 23 September 2017. Tenders closed at 2pm on 24 October 2017 after a 4 week tendering period. During the tender period the Waste Coordinator conducted a tender briefing session and site inspection for prospective tenderers. Tender scope

Tenders were limited to ‘Not-for Profit’ organisations who were invited to tender for the licence to occupy land at the Resource Recovery Centre, Eumundi Road, Doonan for the purpose of diversion and sale of reusable items. Development of the tender documents

Draft licence documents were developed by the Coordinator Waste in consultation with waste management staff. These documents detailed both the waste management and social outcomes that Council was seeking from the tender process. The draft tender documents were then referred to a local legal services consultant (Anumis) for review and amendment to ensure that the tender and License documents complied with contract law requirements, workplace health and safety obligations and the specifications were consistent with achievable contractual outcomes without disadvantage to Council. Objectives of the new licence

On 11 April 2017, Council’s Services & Organisation Committee considered a report by the Manager Waste and Environmental Health on the proposed tender. Councillors expressed a preference for the new licence to include innovative waste management solutions and based on discussions these were developed for the site, including:

Improved waste diversion - diversion prior to the weighbridge;

A formalised operational process to maximise recovery of reusable items;

Work carried out with other community groups to maximise waste diversion;

Workshops for the community, community groups and schools on recycling and upcycling initiatives;

Accurately recording volumes of waste diverted from landfill;


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Payment handling procedures and regular audit report submissions;

Agreed pricing schedule with Council for items sold;

Improved signage and customer engagement when receiving material;

Customer service and satisfaction surveys;

A nominated percentage of net revenue to be allocated to community waste initiatives and site improvement;

KPIs be set for operating the licence. These were to include:

o Percentage of total waste diverted from landfill;

o Number of hours of training delivered to staff and members of the community;

o Number of traineeships delivered/completed on site;

o Provision and amount of employment opportunities for disadvantaged members of

the community;

o Total amount of revenue allocated to community initiatives;

o Number of customer/Council complaints and time taken for resolution.

Tender evaluation team

Tender evaluation was performed by Manager Waste and Environmental Health, Coordinator Waste Management and Economic Development Manager with support from Procurement and Contract Section staff. Tenders received

Two ‘Not for Profit’ organisations submitted tenders. These were:

Noosa Community Training Centre Inc. (the incumbent Licensee);

Community Resources Incorporated trading as Resource Recovery Australia; (A NSW based company that operates a range of waste related facilities for Local Government in that state including transfer stations and tip shops.)

Two other ‘Not for Profit’ organisations attended the arranged tender briefing and on-site inspection of the facility and downloaded tender documents, but did not tender. Tender evaluation

Tender assessment criteria was developed and tenders were evaluated with the following criteria being considered:

Proven capability and experience in waste diversion, recycling and upcycling;

Proven and verified capability to deliver all the new innovations required under the new Licence;

Reports from referees on track record;

The submitted business management plan to operate the site and meet obligations over the term of the Licence;

Management systems and accreditation in environment, safety and quality assurance;

Contribution to the local economy;

Training and employment of the local community and in particular the disadvantaged;

Proven track record in working with other community groups; and

Recent awards in contemporary waste management practice.


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Comparison of recycling initiatives offered

Resource Recovery Australia Noosa Community Training Centre

Wide range of donated goods and retrieved goods – received, repaired and sold.

Wide range of donated goods and retrieved goods – received, repaired and sold.

Tinkerage Workshops for residents – working with residents to create, repair or refurbish goods owned by residents. Providing tools and instruction from qualified staff, working with Trashy Artisans Cooperative. Teaching how to use tools making and repairing things especially art.

For future Council consideration but not formally included in offer - Briteside educational bus (replicating Council’s educational program), E buy tip shop for sales promotion on line.

Tinkerage (Green Bikes) – residents learn the repair, building and maintenance of bikes rather than discard them.

Tinkerage Workshops for Kids – small children learn how to take things apart, fix them and use simple tools.

Mattress Recycling – at cost to Council but with the benefit of including the recovery of timber and steel, bailing foam for manufacturing carpet underlay.

Mattress Recycling – at cost to Council (currently Briteside recovers steel only - Foam and textiles go to landfill).

Tyre Recycling – RRA are acquiring a leading tyre recycler in NSW, working with University of NSW and Moly Cop steel manufacturer to provide shredded tyres rubber surfacing and moulded products and steel making feedstock.

No involvement in tyre recycling (Council sends tyres to a tyre recycler).

Timber – sorting, de-nailing, cutting to square and sale. A quantity is intended to be diverted to local Men’s sheds, The Tinkerage, or sale as firewood when reuse inappropriate.

Useful timber de-nailed and sold. Small amount used in making useful items like tables and seats.

Textiles – recovery of reusable textiles, bagging and sale.

Textiles recovery not mentioned

Collaboration with charities – helping them clear unsold items vs disposal to landfill, assisting stock turnover and maintain fresh stock.

Proposing collaboration with charities but past encouragement to collaborate with other organisations has been limited.

Social Media – links to Council’s website including (Facebook, Linkedin, Twitter, Instagram) advertising new and novel items for sale.

Proposing a range of social media interaction such as website and Facebook to promote items for sale, specials and freebies.

Salvaging – proposed if permitted by Council at the transfer station for useful items not pre-sorted or donated to RRA. (RRA estimate additional recovery of 5 tonne per month at Eumundi Rd)

Salvaging not mentioned. (Previously reliant on Cleanaway to intercept items not diverted at Transfer Station).


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Social enterprise proposals

Resource Recovery Australia Noosa Community Training Centre

Indigenous employment policy – 25% of staff are indigenous employees.

Not mentioned

Employment of disadvantaged people – offer employment to long term unemployed and disadvantaged as an objective to upskilling and reemployment. Proposing to turn over staff after upskilling.

Employment of disadvantaged people in Work Skills Traineeships etc. Similar initiatives to RRA submission. No commitment to regularly turnover of staff after upskilling.

Training – Proposing to work with Horizons 2 Pty Ltd (local company) to provide staff training. As a minimum standard RRA staff are trained to Certificate II Waste Management.

Provide a range of Government funded training programs such as First Start, Work skills, Youth Skills, Get ready for work including training to Waste Management Certificate II and III.

Work in conjunction with “Work for the Dole” to upskill and improve employment opportunities.

Not mentioned.

Summary of tender evaluation scores:

Quality and Health and Safety: Both organisations scored the same score of 80.

Capability and Resourcing: RRA scored much higher (85 v 62.5) as their submission was very professional and outlined current and proposed activities in NSW which could be replicated in Noosa. Overall their submission was more innovative and expansive when compared to the NCTC submission.

Methodology: RRA provided a very clear outline of the services to be provided and the timelines when various services would be introduced and how the services would be delivered, resulting in a high score of 95 vs 50 for NCTC.

Environment and Sustainability: RRA scored slightly higher (60 vs 50) than NCTC but this had little overall impact on final scores.

Contribution to Local Economy: NCTC scored 100 vs 82 as they are a local Not For Profit, and have a good track record of providing local employment and training programs for the Noosa community. However it should also be noted that RRA also propose to employ locals and provide local training programs.

The evaluation resulted in a total score for price and non-price elements: RRA 100 vs NCTC 78.27


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Financial comparisons

The tender assessment panel believe that the RRA offer significantly higher dollar returns towards community waste and recycling initiatives approved by Noosa Council. The Tender and draft licence required the licensee to specify a nominated % of the annual net revenue that they will contribute to recycling and waste education and other initiatives approved by Council. Both tenderers specified differing % amounts each year for the 7 year period based on variables in their estimated gross revenue. It was difficult to compare the proposed actual amounts in both tenders as they had different expenditure and revenue estimates. To fairly compare the financial return to Council over the 7 year period, the tender evaluation panel assumed a standard net profit based on known revenues for both tenderers. Using this assumption, the additional investment into waste and recycling initiatives over the 7 year period was RRA $1,147,740 and NCTC $747,165 Summary of comparisons between tenderers

NCTC

NCTC has delivered recycling and waste diversion services for Council for the last 17 years operating as Briteside. Over this time Briteside services have remained similar to the services they provided when the program commenced. Manufacture of new items for sale from recycled material and restoration of used furniture and other goods was more prevalent in the past, but noticeably less in recent years. While NCTC has had a strong focus on delivering external training programs of high local importance to the community, they have not developed any significant new and innovative waste reduction and recycling over this period. RRA

This company is highly innovative and focussed on delivering quality waste management outcomes and has provided excellent reports from referees in other local governments. There is also a high component of local training programs and community support for underprivileged and unemployed similar to NCTC but with more of a community focus on waste reduction and training in the waste area. There is also a substantially higher financial return to Council which can be used to fund future waste related recycling and diversion initiatives, reducing the financial burden on Council to fund these initiatives. Importantly, this NSW organisation indicates in their submission a proposal to employ and train locals and incumbent employees and to purchase locally. Proposed successful tenderer

RRA scored significantly better than other tenderer when objectively assessed against the tender evaluation criteria. Evaluation criteria were quantitative and set out prior to tender, focussed on ensuring minimum risk to Council and highest likelihood of tenderer being able to meet all licence requirements.


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RRA scored very highly due to:

Excellent track record across five other Local Government sites with similar contracts in waste and recycling, providing glowing references from other councils;

Proven potential to deliver on new Licence conditions requested by Council;

Business processes already developed to meet new and more stringent reporting and financial conditions required in the Licence;

Innovation in the waste area;

Significantly higher dollar returns for future site development and community waste initiatives;

Multiple recent awards in waste recycling and social enterprise activities;

Proven ability to deliver waste and recycling workshops and training to communities;

Proven ability to promote and market waste reduction and recycling initiatives;

Commitment to employing and training Noosa locals;

Training to be conducted on site at Noosa Eumundi Road, Doonan – hands on;

Partnering with local upcycling business;

Detailed and comprehensive business management plan for site development and process improvement;

High standard of environment, safety and quality management plans;

Proven record of community engagement. Previous Council Consideration

Ordinary Meeting. 20 April 2017, Item 2, Page 6

That Council note the report by the Manager Waste and Environmental Health to the Services & Organisation Committee Meeting dated 11 April 2017 and:

A. Agree to call tenders for a licence to occupy land at the Resource Recovery Centre, Eumundi Road, Doonan for the purpose of ‘diversion and sale of reusable items’;

B. Limit tenders to be invited from Not for Profit organisations or Social Enterprises only;

C. Agree to the conditions outlined in the report to be included in the licence; and

D. Authorise the Manager Waste and Environmental Health to extend the agreement with Noosa Community Training Inc. on a month to month basis to provide sufficient time to implement the new arrangement.

Finance

Refer financial comparison section of the report. Risks & Opportunities

RRA have difficulty in replicating their successful NSW operations in Noosa;

Revenue returns are not as high as projected;

Impact on NCTC training operations following loss of revenue generated by Briteside operations;

Loss of local jobs from NCTC if RRA do not employ site staff. (However tender and verbal advice from RRA is that existing employees will have an opportunity to be employed.)


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Consultation


Nil. Internal Consultation

Director Community Services;

Manager Waste and Environmental Health;

Economic Development Manager

Waste Coordinator;

Governance Advisor;

Procurement/ Contracts Advisor. Departments/Sections Consulted: X Chief Executive Officer X Community Services Corporate Services

Executive Officer Community Development Financial Services Executive Support Community Facilities ICT Libraries & Galleries X Procurement & Fleet Local Laws Property X Waste & Environmental Health Revenue Services


Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities X Governance X Economic Development Civil Operations People and Culture Environmental Services Disaster Management Strategic Land Use Planning Infrastructure Planning,

Design and Delivery

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ATTACHMENT 1


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3 NOOSA SPORT AND ACTIVE RECREATION IMPLEMENTATION PLAN


Author Community Development Manager, Alison Hamblin


Index ECM/ Subject/Noosa Sport and Active Recreation Plan

Attachments 1. Noosa Sport and Active Recreation Implementation Plan

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Community Development Manager to the Services & Organisation Committee Meeting dated 6 February 2018 and:

A. Adopt the Noosa Sport and Active Recreation Implementation Plan as set out in Attachment 1 to the report; and

B. Request the Chief Executive Officer to provide an update and review of the Implementation Plan every three years of operation.

REPORT

1. Background

The 2016 Noosa Social Strategy recommended Council develop a Sport and Active Recreation Plan. 2. Sport and Active Recreation Plan Noosa Council adopted the Noosa Sport and Active Recreation Plan 2018 at its Ordinary Meeting of 19 October 2017, following a process of:

Statistical analysis;

Policy review;

Targeted workshops with Councillors, Council staff, State Government agencies, sport and recreation service providers and representatives;

General community feedback; and

Input and review by the Sport and Active Recreation Plan Community Reference Group.

The Noosa Sport and Active Recreation Plan 2018 provides an understanding of the current position and potential for future development of the local sport and active recreation sector from grass roots to elite participation, including administration and coaching.


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3. Implementation Plan Recognising that some of the proposed actions in the Plan will require additional resourcing, the Executive Team recommended that following Council’s adoption of the Plan, a 12 month Implementation Plan be developed and resourcing for this Implementation Plan be considered in the 2018/19 budget process. The Implementation Plan provided in Attachment 1 looks to detail actions out to 2021. Council’s role in the implementation of the Plan will vary depending on the type of action required. For example, Council may be:

an advocate;

a regulator;

a partner;

a facilitator;

a funder; or

a service provider.

Council’s Community Development Team will oversee the implementation of this Plan and ensure all lead Departments remain on track with the proposed actions. Previous Council Consideration

Ordinary Meeting, 19 October 2017, Item 6, Page 7

That Council note the report by the Community Development Manager to the Services & Organisation Committee Meeting dated 10 October 2017 and

A. Approve the “Noosa Sport and Active Recreation Plan 2018” provided at Attachment 1 to the report; and

B. Request the Chief Executive Officer to develop a prioritised 2018/19 implementation plan for consideration in the 2018/19 budget process.

Finance

Funding has already been provided for some of the actions contained within the Implementation Plan in the existing core Community Development budget eg Difficult to Locate Sport Study, Get Out and Get Active programs. $130,000 will be requested for two new initiatives in the Community Development Team’s 2018/2019 budget. This funding will be directed to the following projects:

Noosa District Sports Complex Master Plan - $30,000

Shire wide cycle plan - $100,000

Developing these plans will provide a strategic basis for capital investment (Council, external funding and sporting organisations) into these facilities over the next 10 plus years. It is proposed that future budget allocations for the implementation of the Sport and Active Recreation Plan be reviewed annually and then considered in Council’s annual budget process.


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Risks & Opportunities

A number of the actions identified in the Plan require cross-Council collaboration to implement including:

Completion of detailed plans (Shire-wide Cycle Plan, Noosaville Foreshore Land Use Master Plan, Noosa Community Health Plan, Noosa River Plan; Sports Complex Master Plans);

Review and investigation of current Council policies (commercial use of community land, low use commercial permits, facility management on Council owned – club leased sports facilities);

Development of a Desired Standards of Service for sport and recreation facilities;

Provision of training and developing action and management templates including guidance materials for environmentally friendly practices for sport and active recreation providers including reducing water and energy consumption rates, financial costs, reducing waste and increasing organic turf management practices; and

Review the management models used for sports facilities that are owned or controlled by Council with the view of prioritising the core activity of the club.

Other actions will be led by external agencies such as Tourism Noosa (eg Noosa Trail Network Master Plan) or Department of National Parks, Sport, Recreation and Racing. External funding, partnerships and strategic alliances with government agencies, businesses, community groups and individuals will also be sought to achieve the goals identified in the Sport and Active Recreation Plan. Consultation


Tourism Noosa Department National Parks, Sport, Recreation and Racing Internal Consultation

The Community Development branch has held discussions regarding the development of the Implementation Plan with staff in the following branches: Departments/Sections Consulted: Chief Executive Officer x Community Services x Corporate Services

Executive Officer x Community Development Financial Services Executive Support x Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws x Property x Waste & Environmental Health Revenue Services

Executive Services x Environment & Sustainable Development x Infrastructure Services

Community Engagement x Building & Plumbing Services x Asset Management Customer Service Development Assessment Buildings and Facilities Governance x Economic Development Civil Operations People and Culture x Environmental Services Disaster Management x Strategic Land Use Planning x Infrastructure Planning,

Design and Delivery

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ATTACHMENT 1

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4 CHRISTMAS 2017-18 FREE HOLIDAY BUSES SUMMARY


Author Project Officer, Joanna Ferris

Infrastructure Services Department

Index ECM \ Project \ Pub-Trans: PT-FHB; NHLPC ECM \ Subject \ 45.15 Traffic and Transport

Attachments Nil

EXECUTIVE SUMMARY

The 2017/18 Christmas Free Holiday Buses were conducted between 26 December 2017 and 5 January 2018 at a total cost of $65,664 (excl GST). There were an estimated 45,725 passengers carried over the 11 day period. The estimated cost per passenger was $1.44. The services included six bus services (5 existing TransLink services and a temporary shuttle between Peregian Beach and Noosa Heads via Noosaville), Council Cabs and the Boreen Point-Tewantin Flexilink service. The Noosa Heads Lions Park was utilised as a paid car park for 13 days (26 December – 7 January 2018). 3,500 vehicles utilised the car park, which generated $70,000 with $25,455 of the parking revenue going to the Tewantin-Noosa Heads Lions Club.

RECOMMENDATION

That Council note the report by the Project Officer to the Services & Organisation Committee Meeting dated 6 February 2018 providing a summary of the 2017/18 Christmas Free Holiday Buses program and agree to revert temporary shuttle 064 to the previous route from Peregian Beach to Noosa Heads for the 2018 Easter Free Holiday Buses program.

REPORT

The purpose of this report is to provide an overview of the 2017/18 Christmas Free Holiday Buses program. Points of interest include:

There has been an increase in the average daily number of passengers carried compared to the last two years;

The increase in the cost of paid parking at the Noosa Heads Lions Park may have been a factor in the decrease in cars using the facility and hence entering the busy Hastings Street precinct;

The Free Holiday Buses survey revealed a significant increase in the number of respondents using the free bus services to get to work than in previous years.

There was a considerable drop in patronage on the temporary shuttle route 064 from Noosa Heads to Peregian Beach which has been attributed to the extension of the route during the 2017/18 Christmas period to include a loop along Noosa Parade and Weyba Road.


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1. Free Services

The following five Noosa-specific TransLink services were included:

Route 626 – Tewantin to Sunrise Beach via Noosa Heads

Route 627 – Tewantin to Sunshine Beach via Noosa Heads

Route 628 – Noosa Parklands to Noosa Junction, via Noosa Civic

Route 629 – Tewantin to Noosa Junction via Noosa Civic

Route 632 – Noosa to Cooran via Cooroy and Pomona

Additional service:

Temporary Shuttle Route 064 – Peregian Beach to Noosa Heads via Noosaville

Existing Council services:

Council Cabs and Boreen Point-Tewantin Flexilink.

2. Passenger Data An estimated 45,725 passengers were carried over the 11-day period. Refer to Table 1: Free Services 26 Dec 2017 – 5 Jan 2018, for a breakdown of passenger numbers by route. Routes 626 (Tewantin to Sunrise Beach via Noosa Heads) and 627 (Tewantin to Sunshine Beach via Noosa Heads) carried 75% of all passengers Table 1: Free Services 26 Dec 2017- 5 Jan 2018

Route 26 Dec 27 Dec 28 Dec 29 Dec 30 Dec 31 Dec 1 Jan 2 Jan 3 Jan 4 Jan 5 Jan

Total

626 932 1645 1535 1632 2117 2126 2047 1521 1604 1989 1531 18,679

627 1123 1056 1479 1618 1729 1840 1240 1367 1494 1415 1338 15,699

064 226 361 483 476 316 305 273 435 472 327 400 4,074

629 313 170 260 438 422 249 360 316 368 451 258 3,605

628 240 236 216 278 213 247 190 249 393 315 388 2,965

632 51 66 54 103 29 60 23 101 41 53 122 703

Total 2,885 3,534 4,027 4,545 4,826 4,827 4,133 3,989 4,372 4,550 4,037 45,725

The Free Holiday Buses are increasing in popularity compared to the previous two years. Refer to Table 2: Average daily number of passengers carried by year. Table 2: Average daily number of passengers carried by year

Year Passengers

2017/18 4,157

2016/17 4,024

2015/16 3,926

Patronage on temporary shuttle route 064 has decreased, however it remains the third most popular service. In 2016/17 shuttle 064 travelled between Peregian Beach and Noosa Heads, the daily average number of passengers carried was 507.


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In 2017/18 shuttle 064 included a loop along Noosa Parade and Weyba Road before travelling back to the Eastern beaches, the daily average number of passengers carried was 370. This may be due to the change in route and timetable conflicts with paid Route 620 (Maroochydore – Noosa Heads). To increase patronage on this route, it is proposed to remove the Noosa Parade and Weyba Road loop from temporary shuttle route 064. Passenger data for Council Cabs and the Boreen Point- Tewantin Flexilink was consistent with the regular passenger use. 3. Marketing

Marketing of the Free Holiday Buses included:

Provision of signage at major bus stops;

15 street banners;

Variable message boards on four major connecting roads and at the entrance to Noosa Parade;

Posters in all Council facilities;

Posters at cafes, cinema, shopping centres, visitor info centres etc;

Council communication tools including website, Facebook and messages on hold;

Liaison with external stakeholders (Tourism Noosa, accommodation providers, shopping centres etc.) for inclusion on websites, emails, and newsletters;

Media launch with support from local newspapers and television; and

Livery on Shuttle 064 Peregian Beach – Noosa Heads via Noosaville.

Image 1: Free Holiday Buses Launch at “the beach”


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TransLink also provided in-kind marketing support including:

Inclusion of the additional shuttle services on TransLink’s journey planner;

Inclusion of messaging on webpages of all relevant TransLink routes;

Web tile on TransLink home page leading up to and during free period; and

Inclusion of messaging on Noosa Junction Transit Centre real-time display.

4. Passenger Assistant at Noosa Heads Bus Station One Sunbus passenger assistant was based at Noosa Heads Bus Station from 9.30am to 4.10pm on Saturday 30 and Sunday 31 December. These days were selected based on passenger data from 2016/17 and once again proved to be the busiest days. The passenger assistant addressed passenger enquiries and coordination of bus movements. 5. Feedback Survey A feedback survey was available on Council’s website, Facebook, a link on the FHB posters and hard copies were distributed by the passenger assistant at the Noosa Heads bus station. The survey consisted of 16 questions seeking feedback on areas such as age, purpose of travel, satisfaction with trip, residential status, reasons for using the Free Holiday Buses and awareness of public transport. Of the 16 questions, 5 of the questions were targeted specifically at Noosa residents. A total of 129 surveys were completed (50 online & 79 hard copy).

Points of interest include:

66% of respondents who caught a Free Holiday Bus had access to a car in Noosa;

Consistent with previous years, the main reason people caught a free holiday bus was to avoid traffic and congestion, followed by convenience and limited car parking;

94% of users were either very satisfied (67%) or satisfied (27%) with their trip;

77% of users caught a bus for recreational purposes e.g. to get to the beach, entertainment, dining etc., 21% used it to perform errands such as shopping, 21% caught the bus to get to work (up on last year’s survey respondents of 9%) and 15% caught a bus to visit friends/family (the total is greater than 100% as people could select more than one answer);

If the buses had not been free, 49% of the respondents would have driven their car;

Word of mouth continued to be the primary means by which people found out about the Free Holiday Buses (33%), followed by street banners on power poles (26%), the newspaper (26%) and roadside traffic signs (21%);

72% of respondents had caught a Free Holiday Bus in previous years (up on last year’s survey respondents of 53%);

The residential status of respondents included – Noosa Council residents (49%), Sunshine Coast Council residents (22%), Interstate visitors (12%), Queensland residents (8%), and International visitors (9%);

34% of respondents were aged between 41-60 years, 24% were 26-40 years and 20% were 60 years and older;

51% of respondents stated that they will use public transport more in the future because of the Free Holiday Buses, 26% said maybe, 13% were already regular bus users and 10% said no.

The vast majority of open-ended feedback were very positive, thanking Council for providing the service. There continues to be confusion/negativity about Route 620 (Noosa Heads – Maroochydore) which is not part of the free services due to constraints with TransLink as well as requests for the services to run for longer.


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6. Noosa Heads Lions Park Car Park The Noosa Heads Lions Park was used as a car park from 26 December 2016 – 7 January 2017. Vehicles were charged a flat rate of $20. The car park was managed by the Tewantin Noosa Lions Club with assistance from the Cooroy Camphor Laurel group and the Noosa Heads Lions Club. There was a total of 3,500 vehicles with a daily average of 269 vehicles. The total income generated from the car park was $70,000 with 40% of the parking revenue ($25,456) going to the Tewantin Noosa Heads Lions Club. The remaining revenue comes to Council with some of the funds used towards park refurbishment, signage, printing of ticket books and barricades to protect children in the Lions Park playground from vehicles. Table 3: Tewantin-Noosa Lions Club Income

Christmas Average daily vehicles

Tewantin Noosa Lions Club Income

2015/16 (14 of 16 days) 406 $30,998

2016/17 (11.5 of 14 days) 450 $28,041

2017/18 (13 of 13 days) 269 $25,456

Previous Council Consideration

Ordinary Meeting, 19 October 2017, Item 3, Page 10

That Council note the report by the Project Officer to the Services & Organisation Committee Meeting dated 10 October 2017 and:

A. Agree to provide Free Holiday Buses for the Christmas (26 December 2017 to 5 January 2018) and Easter (30 March 2018 to 8 April 2018) periods including the Boreen Point – Tewantin FlexiLink and Council Cabs services;

B. Accept TransLink’s quotation of $35,988 (excl GST) for the Christmas Free Holiday buses for Routes 626, 627, 628, 629 and 632;

C. Accept Transit Australia Group’s (Sunbus) quotation of $35,377 (excl GST) for a shuttle service between Peregian Beach and Noosa Heads for both the Christmas and Easter periods, with an extension to service additional stops in Noosa Heads and Noosaville;

D. Approve the installation of temporary decals on the Peregian - Noosa Heads Shuttle at an estimated cost of $5,740 (excl GST);

E. Delegate authority to the CEO to finalise negotiations with TransLink for the provision of the Easter Free Holiday buses for Routes 626, 627, 628, 629 and 632;

F. Approve a marketing budget of $8,440 for the Christmas and Easter Free Holiday Buses;

G. Approve a budget of $3,526 for a Sunbus passenger assistant to be located at the Hastings Street bus interchange on 30 - 31 December 2017, 31 March 2018, and 7 April 2018;

H. Approve the use of Noosa Heads Lions Park as a car park for the Christmas (26 December 2017 to 7 January 2018) and Easter periods with the car park to be managed by the Tewantin-Noosa Lions Club, and set the parking fee to $20 per day or part thereof; and

I. Approve the allocation of 40% of the Noosa Heads Lions Park car parking revenue to the Tewantin-Noosa Lions Club with the remaining revenue to come to Council and applied towards the regeneration of the park.

J. That staff consider the viability of traffic and pedestrian management at the Noosa Drive and Hastings St intersection during the peak Christmas period.


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Finance

The total cost for the Christmas 2017/18 Free Holiday Buses including marketing, the passenger assistant, Route 064 livery, and the bus services was $65,664. The Free Holiday Buses were funded out of the Sustainable Transport Levy. The estimated cost per passenger during the 11-day period was $1.44. The total income generated from the Noosa Heads Lions Park car park was $70,000. The Tewantin Noosa Heads Lions Club is not registered for GST and received $25,454. Risks & Opportunities

There was a decrease in use of the Noosa Heads Lions Park car park, which may be due to the increase of parking fees from $10 to $20.

The Tewantin Noosa Lions Club received $2,585 less revenue than last year. However, this difference is less than the loss of income they received between 2015/16 and 2016/17 at $2,957.

Consultation


Passenger Assistant – fielded several questions regarding frequency of free services, departure times, which buses are free and directions for different locations (Sunrise Beach, Gympie Tce, Tewantin). Tewantin Noosa Heads Lions Club – reported the following:

General observation that the number of cars in the Noosa Heads area was below previous years;

The adjacent Council car park often had vacant spaces due to the new 4 hour time limit. In previous years without a time-limit there were very few spare spaces available during the day;

Assume the drop in average cars per day was predominately due to the price increase;

It was noticeable that the percentage of ‘locals’ was down on previous years and many who used the car park were critical of the increased charge;

The percentage of day trippers and tourists was significantly higher;

Opening of the Lions Park across this period is welcomed by many seeking to access the Hastings St precinct and Main Beach at such a busy period particularly by visitors; and

Council staff were again very cooperative both in putting the contract in place and managing the park, signage etc.

Community Feedback – refer to Section 5. Feedback Survey

Internal Consultation

Parks Supervisor –Noosa Heads Lions Park in good condition. No wet weather closures. Management Accountant – Free Holiday Buses expenditure.


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Departments/Sections Consulted: Chief Executive Officer Community Services Corporate Services

Executive Officer Community Development X Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services

Executive Services Environment & Sustainable Development x Infrastructure Services

Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities Governance Economic Development X Civil Operations People and Culture Environmental Services Disaster Management Strategic Land Use Planning X Infrastructure Planning,

Design and Delivery


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REPORTS FOR NOTING BY THE COMMITTEE

5 OPERATIONAL PLAN PROGRESS REPORT - 2ND QUARTER 2017-18


Author Chief Executive Officer, Brett de Chastel

CEO’s Office Index ECM/ Subject/ Corporate Planning Attachments 1. Operational Plan Progress

2. Key Performance Indicators

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Chief Executive Officer to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on progress with the implementation of the Operational Plan to 31 December 2017 and details of Council’s Key Performance Indicators.

REPORT

As usual, this quarterly report is in two parts. The first part provides Council with an overview of progress in implementing the annual Operational Plan. The second part focuses on the Key Performance Indicators (KPIs) which are reported to Council on a quarterly basis. To provide context about how our organisational reporting to Council works, the following graphic is provided:

This report relates to the second quarter of the 2017/18 financial year for the Operational Plan and some management KPIs.


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1. OPERATIONAL PLAN UPDATE Only the major initiatives are included in the Operational Plan with day to day “business as usual” activities included in Branch Plans. The Branch Plans are being used by Managers to manage day to day activities. They are an effective tool for ensuring that all of the “business as usual” activities are undertaken and that any minor projects are followed through. They are reported to Council by Directors on a quarterly basis and those reports are on this round of Council meetings. Details of each Operational Plan project is set out in Attachment 1 with an assessment of whether the issue in completed, on target or behind schedule. Comments are also provided for the information of Councillors about the status of each issue. It is important to note that this is “as at 31 December” i.e. the end of the second quarter and in some instances, the actions have been advanced further since that time. There are 30 initiatives in the Operational Plan. The current status of those projects is:

Not started: 2

Behind Schedule: 6

On track: 22

Completed: 3

(Note that some of the initiatives in the Operational Plan have more than one action so there are more than 30 statuses listed above). The table below highlights some specific Operational Plan issues that may be of interest to Council.

Initiatives Comment

Compostable dog waste bags

The previous stock of plastic bags have almost been exhausted and compostable dog waste bags are now ready for rollout.

Zero Emissions Action Plan The zero emissions action plan was adopted in the January round of Council meetings. Also at that time, Council adopted the first of a series of capital works for Council key buildings and facilities installing solar systems.

Purchase of Johns Landing The purchase of Johns Landing was successfully settled in November with vacant possession. Council’s Community Services Department and the Community Roundtable worked closely with affected residents to provide alternative accommodation. Site clean-up and restoration is currently underway.

Yurol and Ringtail Forest project

A Memorandum of Understanding was signed between three government departments, Council, HQPlantations and Noosa Parks Association in October 2017. Work is now underway following the recent State election to formalise contracts to bring this project to fruition.

Park Road Boardwalk Tenders have closed and are currently being evaluated. We are still on track to commence this financial year.

Rufous Street Digital Hub Project

The building component is almost complete with surrounding parkland restoration to be completed in the coming months. The process for securing tenants and a Digital Hub Coordinator are well underway.

Noosa Transport Strategy A Project Manager has now been appointed. Consultation with Translink is continuing and the Schools based program is underway.


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Initiatives Comment

Development of the new Planning Scheme

This project is proceeding well with the majority of the document being drafted. The intention is to have a draft Scheme for Council’s consideration by March 2018 prior to submission to the State government for their required State Interest Check. We are still on track for public consultation in the second half of 2018.

Development of a Regional Art Gallery Strategy

The commencement of this project has been delayed pending the appointment of a new Gallery Director. That appointment has now been made. In addition, the Arts and Cultural Heritage Plan (which will assist in developing a Regional Art Gallery Strategy) is scheduled for completion in the next few weeks.

Service Level reviews This project follows the request during the 2017/18 budget process to document our various service levels so Council can consider these issues during its annual budget process. The majority of “external services” (in addition to some internal services) have now been documented and will be presented to Council for consideration during the upcoming budget process.

Implementation of the Library Strategic Plan

Designs for the refurbishment of the Noosaville Library have been finalised and plans are well underway to commence this project in March. Communication has commenced with our community to inform them about the impacts on library services during the refurbishment period.

2. KEY PERFORMANCE INDICATORS As Council would be aware, KPIs were first developed for our organisation at the beginning of 2014/15. Approximately 30 management KPIs were developed and these are reviewed on a monthly basis by Council’s Executive Team. Approximately 15 of those KPIs are reported to Council on a quarterly basis. They are also reported to the Audit & Risk Committee in detail at each Audit & Risk Committee meeting. As far as the CEO is aware, we are one of the few Councils in Queensland to make this KPI information available to the public via “non-confidential” reports. The KPIs are included in Attachment 2. The key issues arising from an assessment of the KPIs for the first quarter are as follows:

Our People

In relation to Workplace Health and Safety, the long-term trend of improvement has continued. The Executive Team recently met with the external independent WHS Auditor and an audit will be undertaken commencing in April 2018. This will give Council a clear update on progress over the last few years.

Personal leave was quite high in the previous quarter in particular as we had a flu / virus ripple through the organisation but personal leave has come back to normal levels in December.

Our staff turnover rate remains relatively low compared to other Councils. In the September quarter, we had a number of retirements of long term staff which may be a sign of things to come with our workforce being, on average, older than many others. However, the December quarter saw us return to traditionally low levels of staff turnover.


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Our Customers

Over the last few years, the total number of customer requests received by Council had been on an upward trend. However, for the first time, the last quarter saw a slight decline in the total number of requests received by Council. It is too early to tell if this is a one-off aberration or the start of a new trend.

The changeover to new planning legislation has resulted in some reporting hiccups and it may take some time to be sure that the data integrity is sound in relation to our Development Assessment processes.

The average time to process building and plumbing applications is still meeting statutory timeframes.

Our Finances

Our financial KPIs measure solvency, investment performance and outstanding rates. All of these KPIs continue to be on track.

Council receives a financial performance report at the end of each month which provides a more detailed analysis of Council’s financial position. Council receives a detailed report on capital works progress every quarter.

Our Systems and Processes

We have recently re-promoted the use of the App – Snap Send Solve. This enables customers to use their mobile phones to capture issues and send them to Council via an email. There has been a significant uptake in the last month or two of this new technology with the number of electronic requests received in December being the highest on record.


Nil.

Finance

Nil.


Nil.

Consultation


Nil.

Internal Consultation

The details of each of the Operational Plan activities has been provided by each Department. Departments/Sections Consulted:

X Chief Executive Officer X Community Services X Corporate Services

Executive Officer Community Development Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services

X Executive Services X Environment & Sustainable Development X Infrastructure Services

Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities X Governance Economic Development Civil Operations People and Culture Environmental Services Disaster Management

Strategic Land Use Planning Infrastructure Planning,

Design and Delivery

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ATTACHMENT 1

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ATTACHMENT 2

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6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18


Author Director Executive Services, Debra Iezzi

Executive Services Department

Index ECM/ Subject/ Executive Branch Updates Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Executive Services to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on operations of the Executive Services Department for the period 1 October to 31 December 2017.

REPORT

The adopted organisation structure includes the following branches under the Executive Services Department:

Governance;

People and Culture;

Community Engagement; and

Customer Service This report provides a brief summary regarding recent performance, current priorities and future initiatives for the Executive Services Department.


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EXECUTIVE SERVICES DEPARTMENT

BRANCH ACTIVITIES RECENT ACHIEVEMENTS CURRENT PRIORITIES THE NEXT QUARTER

Governance

Support the organisation with integrity related matters

Facilitated Councillor Workshop in December relating to Councillor Requests, legislative updates, contact with lobbyists obligations, and public record keeping.

Finalise review of Council’s Employee Code of Conduct with emphasis on integrity items in consultation with People and Culture.

Develop guidance documents to support employees with identifying and managing conflicts of interests.

Coordinate training for relevant staff in relation to identifying Public Interest Disclosures.

Support Council’s Audit and Risk Working Team

Co-ordinate Council’s 17/18 Internal Audits (Insurance Renewals and Strategy, Rates Revenue and Utility Charges and Bank Reconciliation Processes).

Coordination of agenda and preparation of Governance and Risk related documents and reports for Council’s Audit and Risk Committee Meeting of 9 February 2017.

Coordinate and track progress of action items resulting from February’s Audit and Risk Committee meeting and Internal and External Audit recommendations.

Coordination of Council’s Business Continuity Framework

Support Operational BCP Owners (ICT, Customer Service, Buildings, Waste Recovery and Payroll) with updating plans to reflect organisational structure changes.

Support Operational BCP Owners (ICT, Customer Service, Buildings, Waste Recovery and Payroll) with implementing plans and developing various testing exercises.

Plan comprehensive formal business continuity testing program for operational BCP in consultation with the CEO.

Local Law Review 2016/17 Workshop with Councillors further amendments to be included in amending local laws and coordinating the formal amendment process.

Update amending local laws to propose to Council prior to undertaking the required public consultation process.

Support the Waste and Environmental Health Manager with the Local Law No 7 (Waste Management) 2017 law making processes.

Review public feedback resulting from consultation process and report to Council for consideration.

Finalise update of Council’s Compliance and Enforcement Policy.

Governance and Risk Management Items

Finalise Annual Council Delegations Review.

Facilitate final Executive Team Risk Management Review for 2017.

Coordinate end of Q2 Strategic and Operational Risk Reviews.

Finalise Draft Governance Framework for Council approval in Q3.

Finalise Insurance Renewal Procedure in accordance with Internal Audit recommendations.

Report draft Governance Framework to Executive Team and to Council for adoption.


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Business as Usual activities Processed 11 insurance claims, 6 Administrative Action Complaints, and 1 Right to Information application.

Review of Governance Policies, which are schedule for review.

Further formalise team procedures.

Coordinate Complaints Management to be delivered to relevant staff.

People and Culture

Negotiating the new Certified Agreement Form of draft CA agreement in its final stages.

Council information sessions held at all Council sites.

Continuing negotiations and to reach agreement on a new Certified Agreement with minimum disruption to operations and while continuing healthy workplace relations.

All unions indicated agreement with the draft CA at the meeting on 9 January. After this the Services Union and the AWU, following employee meetings, have withdrawn their agreement.

Certification of the Agreement and implementation.

Developing a 2017- 2020 People and Culture Strategy

This was endorsed by the Executive Team in September after extensive stakeholder consultation.

Implementing and communication the strategy to all stakeholders with the priorities being workforce planning, values and change management strategies.

Implementing and communication the strategy to all stakeholders.

Supervisor Development Program LGMA has been engaged to facilitate Council’s first Supervisor Development Program.

24 participants are enrolled to complete the 5 day program which will be run over 5 months commencing on 14 February.

Finalising arrangements for sessions and participants.

Sessions begin on 14 and 15 February.

Ongoing administration and coordination for the program.

Monitoring feedback from participants to ensure the program is relevant to their needs and the needs of the organisation.

Work health and safety audit Developed rectification action plan from audit findings.

Commenced addressing deficiencies found in audit and update audit rectification action plan

Continue to address deficiencies found in audit and update audit rectification action plan.

Collect evidence for external audit to be conducted in March 2018 by LGW.

External audit to be conducted in March 2018 by LGW.

People and Culture Service Review Consultant, David Spearritt engaged to complete this Service Review.

Review process has commenced.

Stakeholders meetings planned for 31 March and 1 February.

Providing information as required for this review.

Service Review due to be completed by Mar/April 2018.


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Business as Usual activities

Support the organisation with payroll, work health and safety, recruitment and on-boarding and workplace relations

“On the Road Tour” introduced as part of the Corporate Induction to introduce new recruits to Council’s diverse facilities and business areas. (This was well received by participants.)

30 positions were advertised internally and externally this quarter compared to 27 in the previous quarter. 20 appointments were made this quarter compared to 26 in the previous quarter.

Continued provision of a high level of service and systems enhancements.

Continued provision of a high level of service.

Community Engagement

Website Project Website Strategy approved- communicated internally via email and Intranet.

Coordinating Web Authors to complete ‘clean up’ the site.

Finalise ‘clean up’ of website

Undertake navigation consultation and finalise desired home page headings.

Liaise with LGAQ for possible migration to new platform timing and resources.

Possible migration to new platform

Internal Communications Project Rolling out actions from approved Internal Communications Strategy - communication items on team meeting agendas and reinforced via managers and Pelican Brief.

Office 365 training commenced.

Reminding managers of actions to further improve internal communications.

Communications requirements associated with a possible Intranet migration to new platform.

Promoting ICT- led Office 365 training.

Intranet Project Intranet Management Plan approved.

Content Maintenance Schedule active and Web Authors ‘cleaning up’ site.

Web Authors trained and supported in clean up by ICT officer back fill

Support ICT Officer in assisting Web Authors complete ‘clean up’ of intranet.

Ascertain timings for possible migration to new platform from LGAQ and resources

Finalise desired home page wire frame.

Mobile responsiveness of the intranet.

Support ICT and organisation for migration to new platform.


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Waste Reduction & Recycling Plan – Roll-out of new garden waste bins

Successful completion of communications and promotion for the garden waste bin roll out.

National Recycling Week communications incl. social media

Effective responses to community comment and questions on new bins via social media/website/letters to the editor

Effective free mulch advertising.

Ongoing communications regarding correct use of all bins to promote recycling and maintain low rates of bin contamination – social media content plan development.

Illegal dumping social media & video campaign.

Clean up Australia Day promotion.

Messages on Hold project Worked with ICT to develop in-house process for monthly messages on hold, to save Council the $3,900 annual cost of outsourcing.

Refine MOH process and procedures in response to feedback.

Continue to produce professionally finished monthly MOH.

Social Media Management Plan Commenced work on drafting Social Media Management Plan – supports SM Policy.

Progressing the Plan. Finalise Social Media management Plan and implement actions.

Corporate E-newsletter promotion

E-newsletters in new template going out monthly to 1,700 residents and promotion via social media.

Finalise E-newsletter promotional plan and implement.

Continue to promote e-newsletter.

Business as Usual activities Support for Project teams going out for consultation: /YSN/ infographic /media/social media: Noosaville Foreshore Management Plan, Active Teens and Active women, Local Law No 7 waste Management.

Snap send solve & free holiday buses social media & media campaigns.

Noosa River Plan & Staff Xmas video

Update of Brand Manual in consultation with Infrastructure Design team for signs element.

Your Say Noosa migration to new platform – new look and feel.

Communications/YSN/SM/ infographic for promotion of Council’s holistic approach to managing Noosa River: Climate Change Action Plan, Noosaville Foreshore Management Plan & Noosa River Plan.

Editing/ layout & Design of Noosa River Plan document.

Effective communications Transport items – e.g. Castaways new parking, Park Road Boardwalk.

Effective Communications: picture library refurbishment.

Focus on illegal dumping – video & social media.

Communications Hilton Terrace Upgrade and Library refurbishment.

Communicate outcomes of recent advertising for Peregian Beach Digital Hub tenants and management arrangements.

IAP2 training in online engagement techniques.

Queen’s Baton Relay 26 March.

Citizenship ceremony 10 April.


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Queens Baton Relay progress.

Successful Australia Day citizenship.

Layout design of Active Sport and Rec Plan.

40 media releases prepared (as listed on Council’s website) compared to 49 in the previous quarter.

Queens Baton Relay communications.

Customer Service

Recruitment and Training Training completed of staff required for backfill role.

2 Permanent Part Time roles filled.

Training plan for new staff created.

3 current staff trained on counter procedures and handling.

Continual monitoring of casuals performance.

Recruitment for new casuals to help cover staff shortages in April.

Recruit 1 PFT position still vacant.

Review training plan and gap analysis.

Recruit 1 PPT CSO pending staff movement.

Plan cross department training for staff.

Training via IP@N quiz.

Review of Polices within the branch BCP reviewed.

Review of iP@N.

Cash handling procedures.

Ongoing review of iP@N.

Webchat procedures developed.

Testing of BCP.

Continual CS intranet (iP@n) improvements

Open support ticket resolved for system improvement around reviewing pages.

Customer Service pages relating to T1 counter processes reviewed.

Plan quiz schedule for coming year.

Review knowledge pages relating to - Rates, Building Environmental Health.

Review knowledge pages and prepare changes for EOFY.

Review knowledge pages relating to Environmental Service and Governance.

Service Review Service review of customer service operations commenced.

Finalisation of service review. Implementation of actions from service review.

New phone call system Improved messaging and call flow.

Review afterhours messaging after recent changes with LL.

Webchat, recent improvements have occurred to schedule functionality of webchat. Implementing and testing these with aim to publish and implement ASAP.

Review system configuration and impact to processes. Look for improvements.

Business as Usual activities Continue to promote Snap Send Solve app.

Continue to progress web chat functionality.

Work with ICT to resolve web chat system issues.

Conduct a “Pulse” survey of customer service satisfaction.


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Previous Council Consideration Nil. Finance Nil. Risk & Opportunities Nil. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Branch Managers of the Department were consulted in the preparation of this report. Departments/Sections Consulted: Chief Executive Officer Community Services Corporate Services


X Executive Services Environment & Sustainable Development Infrastructure Services

X Community Engagement Building & Plumbing Services Asset Management X Customer Service Development Assessment Buildings and Facilities X Governance Economic Development Civil Operations X People and Culture Environmental Services Disaster Management


Design and Delivery


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7 CORPORATE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18


Author Director Corporate Services, Michael Shave

Corporate Services Department

Index ECM/ Subject/ Branch Management/ Corporate Services

Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Corporate Services to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on operations of the Corporate Services Department for the period 1 October to 31 December 2017.

REPORT

The adopted organisation structure includes the following branches under the Corporate Services Department:

Financial Services;

ICT (including Records);

Procurement & Fleet;

Property; and

Revenue Services. Corporate Services primarily provides internal support to the other Council Departments, with the exception of the Property branch that deals primarily with land and property management issues. This report provides a brief summary regarding recent performance, current priorities and future initiatives for the department.


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CORPORATE SERVICES DEPARTMENT


Financial Services

Budget November budget review (BR2) finalised and adopted by Council.

2018/19 budget development process has commenced.

New Technology One Enterprise Budget module successfully implemented.

Monitoring and support for managers in developing their 2018/19 budget requests.

Ongoing monthly budget reporting and support.

April budget review (BR3) for any final 2017/18 operational and capital budget adjustments.

Review of core and new initiative budget requests as part for the 2018/19 budget development.

Assets Stage 1 of the asset management initiative to reconcile road assets between the pavement management system (SMEC) and GIS completed.

Financial revaluation program for roads and land asset classes commenced.

Recruitment of vacant Asset Accountant position.

Finalise the revised useful lives to be applied to road assets.

Stage 2 of the asset management initiative to reconcile road assets from SMC/GIS to Technology One.

Complete the financial revaluations for roads and land assets.

Capitalisation of constructed and developer contributed assets in the financial asset register to eliminate backlog from position vacancy.

Asset procedures to be reviewed to streamline processes and improve efficiency and transparency.

Statutory Reporting, Risk Management and Audit Compliance

2016/17 financial statements and annual report adopted by Council.

Internal audit of bank reconciliation processes undertaken to identify opportunity for process improvement.

Financial Systems Analyst recruited (vacant position) to help implement improved financial controls.

Implement improvements to bank reconciliation process per internal audit outcomes.

Implement improvements to controls and processes regarding user access to the financial system as recommended by QAO external auditors.

Treasury, Investments and Banking Investment portfolio managed to ensure optimal return for Council in alignment with Investment Policy requirements.

Reinvestment of short-term surplus cash following January rates run.

Review location, service cost and usage of current EFT devices, including consideration of a remote payment site (e.g. Cooroy Library).

Business As Usual Activities Monthly financial performance reporting.

Refine the capital financial reports provided to support Council’s project managers and project control groups.

Quarterly performance plan reviews for all staff.

Commence collation of information for annual Fringe Benefits Tax return


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ICT

TechnologyOne Latest versions of TechnologyOne systems made available to staff.

Evaluation of the opportunities and impacts of the next TechnologyOne software version (2018A).

Testing the 2018A version.

TechnologyOne CI Anywhere (web browser based) functionality to simplify systems and make them accessible on mobile devices

New TechnologyOne enterprise budgeting system implemented.

Planning implementation for new property and rating system and online customer portals.

Investigating Corporate Performance Management functionality for governing reporting and risk management.

Updating the ICT roadmap.

Planning for Procurement and Finance CIA rollout that will improve the user interface and provide opportunities for automation.

Planning for Eplan CIA implementation for new planning scheme.

GIS Mapping Mapping of road verges for mowing contract specification to help ensure accurate scoping and better quotes.

Completed mapping for conservation land plan.

Provided data collection tool to capture park infrastructure assets.

Review of GIS strategy and determine if the three current GIS products can be consolidated.

Providing latest aerial photography imagery to staff. This is an annual project with the State Government.

Ongoing updating of datasets.

ICT Security Ongoing security training including phishing testing.

External consultancy provided a gap analysis to help prioritise and plan ICT security initiatives.

Assessing the impact of “Meltdown” and “Spectre” CPU vulnerabilities on internal and contracted cloud systems and patching systems.

Continuous improvement of ICT security to meet emerging threats.

ICT Strategy and roadmap Updated ICT Strategy.

Monthly steering group meetings held with TechnologyOne.

Bi-monthly Council ICT Steering Group meetings.

Continuing positive partnership arrangement with TechnologyOne to progress projects.

Progressing implementation.

Business as Usual activities Ten times faster public Internet at The J using the NBN.

Ten times faster staff connection at Pomona Depot using the NBN.

Moved 445,000 staff working files to the Microsoft Office 365 cloud to improve security and accessibility.

Installing new broadband Internet services for SES offices using the NBN with 4G mobile backup.

Setup of the temporary library offices.

Improved holiday park websites.

Rollout of PC replacements across the organisation.


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Procurement & Fleet

Fleet Replacement and Maintenance Program

Fleet 17/18 capital purchases under development or evaluation.

Two new rollers used for road work under evaluation.

New wood chipper machine has been purchased and awaiting delivery.

Replacement Parks tipper truck under construction.

2017/18 replacement program to continue as identified in the fleet 10-year capital replacement program

Ongoing maintenance for fleet and small plant.

2018/19 fleet capital expenditure and operational budget under development.

Working with WHS to deliver driver training.

T1 Fleet Manager module to be updated with additional asset information to provide the easy export of data into spreadsheets for analysis and reporting.

Local Buy Alliance ArcBlue quarterly spend data analysis received. Results of the audits undertaken by ArcBlue under evaluation and further discussions to be arranged to determine the future strategic approach.

Small sites electricity transfer to new Local Buy contract complete.

Ongoing tenders and quotations either out to tender/quotation, under preparation or under evaluation.

Consultation with key stakeholders to monitor key projects and allocate sufficient timeframes for procurement planning to be undertaken.

Consultation to be undertaken with Local Buy regarding future panel arrangements.

Undertake pilot project with TechnologyOne to implement the new CI Anywhere Procure to Pay module

New TechnologyOne Procure to Pay module is now in the Test environment.

Intensive testing and involvement of a small working group to be established.

Ongoing testing of the Procure to Pay module as part of early adopter program with Technology One.

Contract module to be considered and working group to be established to undertake testing.

Working group to progress and confirm the Go live date of new Procure to Pay module.

Vendor Panel Marketplace Vendor Panel e-quotation tool is still in take up phase by staff.

Continued support by the Procurement Team as required.

Work underway so that quotations in Vendor Panel can be referenced in the new T1 Procure to Pay module.

Continued engagement with internal stakeholders & key staff to ensure the Vendor Panel quotation tools are used for all quotations and are part of the Procurement process.


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Business as Usual activities Procurement and Contracts continue to support staff across the organisation.

Numerous tenders awarded and results published on the Council website.

Fleet Advisory Team meetings have added additional senior staff to facilitate enhanced decision making strategies.

Quarterly performance plan reviews undertaken.

BR2 budget submissions submitted.

Procurement reports to be distributed to the relevant staff.

Ongoing Procurement training for relevant staff to be actioned.

Property

Holiday Parks Tender awarded for Noosa River Holiday Park small and large amenities upgrades.

Cash audits undertaken.

Boreen Point Campground – management agreement option renewal.

Commencement of Noosa River Holiday Park small amenities replacement in February 2018.

Consideration of future management services for the Noosa North Shore beachfront campground (after redevelopment).

Updating website to become mobile friendly in conjunction with ICT.

Development and finalisation of community tenure documents with community groups.

Executed tenure agreements:

o Cooroy RSL Permit

o Shine Houses

o Pomona Arts Inc.

The following leases to be signed:

o Kin Kin Sport and Recreation

o Cooran Memorial School of Arts

o Girraween Sports Complex

o Noosa Malibu Club (new tenure

Wallum Lane)

o Kin Kin Tennis Club

o Noosa Shire Arts and Crafts

Further discussions with Noosa Heads SLSC regarding future proposals for surf club building.

New lease for Surf Lifesaving Queensland for storage facility – Noosa Spit.

Cooroy RV Stopover – investigate community led management model.

Continue with expired community tenure renewals.

Progress capital works projects and operational maintenance on community properties for 2017/18.

Development and finalisation of commercial tenure documents.

EOI for 4 Jarrah Street, Cooroy - Lease negotiations finalised.

Continuing to align Certificates of Currency for Public Liability to financial year.

Renew co-location lease agreement for sub tower at the Noosaville depot.

Lease negotiations for telco facility – Cooyar Street.

Initiate lease negotiations for Sunrise Shop 8 – supermarket (market valuation has been obtained).

Report to Council for lease option for Sunrise Shop 3 – Hairdresser.

Initiate lease discussions with Mach Technologies – Cooroy Data Centre.


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New titles being created for 3 X industrial lots Jarrah Street (Stage 1 Carpenter’s Lane).

Noosa Slipway lease amendment.

Cooroy RSL lease negotiations.

Noosa River Foreshore Land Use Master Plan.

Draft plan issued for public consultation 22 January 2018 on Your Say Noosa and face to face consultation in February 2018 at Noosaville Library

Preparing Your Say Noosa content.

Issue of final consultation summary.

Workshop findings with Council.

Final master plan issued.

Report to Council adopting master plan.

North Shore Campground conceptual planning & feasibility assessment.

‘Early Works’ approval from DNRM for 2018 construction program (in lieu of Ministerial signoff on land-swap).

Completed hydrogeological study on groundwater aquifer to inform water/wastewater design.

Procured consultant to commence water/wastewater design.

Working with Council’s Project Officer to progress detailed design

Work with Council’s Project Officer to implement updated communications plan on proposed construction in 2018 (construction expected to commence May/June 2018).

Business as Usual activities Performance plans developed for all staff.

Various High Use Permit and Temporary Event applications decided.

Workplace Health and Safety Inspections completed for all Holiday Parks and Lifeguard facilities

Finalised land tenure issues with DNRM for Cooroy RSL to enable the issue of a trustee lease.

Meeting with Sunshine Coast Sports Aviators Inc. regarding feedback on draft permit issued for Tingira Crescent as a launch site for Hang gliding / paragliding.

Implementation of service review recommendations.

Ongoing assessment of applications and permits for use of Council owned or managed land.

Quarterly performance plan reviews for all staff.

Finalising service plan for Lifeguard Services for Council consideration.


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Revenue Services

Rating System

Provided information for internal audit of revenue services and differential general rate review.

Liaise with waste management branch to discuss alternative charging structure for commercial wheelie bins.

Commencement of rating review to inform 2018/19 development.

Preparation for January rate run, including running of test rate levy.

Finalise updating of waste charges per new mandatory three bins service, including adjustments for late/non delivery of garden waste bins within specified time frames.

Continuation of rating review.

Processing on new valuations issued by the Department of Natural Resources and Mines late February or early March.

Rates modelling following issue of new valuations to understand impacts.

Agree on new charging structure for commercial wheelie bin charges and commence audit on existing services to ensure a smooth implementation in the 2018/19 financial year.

Participate in transition to new Technology One CIA rating system.

Business as Usual activities Returns for State Emergency Management Levy, State pensioner concession scheme and Rural Fire completed for July to December rating period.

Processing of agency payments and direct debit payments.

Undertake pensioner verification prior to January rate run.

Training new staff in processing of new plans and amended valuations.

Efficiently respond to customer queries concerning the January rate levy.

Issue of reminder notices for unpaid rates in early March.

Implementation of internal audit recommendations.


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Nil. Finance

Current business as usual activities and projects of the Department are funded within the current adopted budget. Risks & Opportunities

Periodic reporting of departmental performance allows Council to fulfil their governance responsibilities and ensures transparency within the organisation and to the community. Consultation


Nil. Internal Consultation

Nil. Departments/Sections Consulted: Chief Executive Officer Community Services x Corporate Services

Executive Officer Community Development X Financial Services Executive Support Community Facilities X ICT Libraries & Galleries X Procurement & Fleet Local Laws X Property Waste & Environmental Health X Revenue Services



Design and Delivery


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8 NOOSA HOLIDAY PARKS UPDATE REPORT TO 31 DECEMBER 2017


Author Property Manager, Clint Irwin

Corporate Services Department

Index ECM/ Subject: 8.16 Camping and Caravan Facilities (General)

Attachments Nil

EXECUTIVE SUMMARY

Nil.

RECOMMENDATION

That Council note the report by the Property Manager to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on operations of the Noosa Holiday Parks for the period 1 July to 31 December 2017.

REPORT

Council operates one holiday park and two campgrounds offering a wide variety of unique experiences for visitors. These Council business activities operate under management agreements with varying terms to suite the scale of the operation, and are administered by Council’s Property branch. This report provides an update on the business activities for the period 1 July 2017 to 31 December 2017. FINANCIAL PERFORMANCE TOTAL BUSINESS ACTIVITY 2017/18

Current Budget

2017/18 YTD

Budget

2017/18 YTD

Actuals

YTD Variance

% YTD Variance

Total Revenue 3,140,897 1,676,922 1,727,263 50,340 3.0% Total Expenditure 2,221,217 1,169,881 1,167,409 2,472 0.2%

Operating Surplus 919,680 507,041 559,853 52,812

Key Comments Total Business Activity YTD financial performance for the Holiday Parks is positive, with revenue above budget due to strong patronage (resulting from a good weather run) and expenses slightly below budget. Expenses are expected to match budget at the end of the financial year while revenue will be closely managed to determine any impacts from the small amenities replacement at the Noosa River Holiday Park and preliminary redevelopment works at the Noosa North Shore Campground. Any impact on overall profitability due to site works will be assessed and reported. Boreen Point Campground 2017/18

Current Budget

2017/18 YTD

Budget

2017/18 YTD

Actuals

YTD $ Variance

% YTD Variance

Total Revenue 481,812 260,761 272,313 11,552 4.4% Total Expenditure 358,672 163,745 151,144 12,601 7.7%



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Key Comments Boreen Point Campground

Year to date revenue for 2017/18 has exceeded budget primarily due to favourable weather conditions resulting in strong visitation. Year to date expenses for the 2017/18 financial year are under budget due to the timing of routine maintenance works.

Noosa River Holiday Park 2017/18

Current Budget

2017/18 YTD

Budget

2017/18 YTD

Actuals

YTD $ Variance

% YTD Variance

Total Revenue 2,051,295 1,092,015 1,117,483 25,468 2.3% Total Expenditure 1,446,248 774,541 784,583 (10,042) (1.3%)


Key Comments Noosa River Holiday Park

Similar to Boreen Point, year to date revenue has exceeded budget due to strong visitation due to favourable weather conditions.

Year to date operating expenses have slightly exceeded budget due to the timing of maintenance works to roadways and pathways.

The small amenities replacement is timed to commence in late February 2018. The impact of any short-term site disruption on profitability will be closely managed.

North Shore Campground 2017/18

Current Budget

2017/18 YTD

Budget

2017/18 YTD

Actuals

YTD $ Variance

YTD Variance

Total Revenue 607,790 324,146 337,467 13,321 4.1% Total Expenditure 416,296 231,595 231,683 (88) (0.0%)

Operating Surplus 191,494 92,551 105,784 13,233 13,233

Key Comments Noosa North Shore Beach Campground

Similar to Boreen Point and Noosa River year to date revenue is above budget. Conservative revenue forecasting due to the uncertainty regarding the timing of the campground redevelopment is contributing to the positive result year to date.

Year to date operating expenses are in line with budget. PARK OCCUPANCY PERFORMANCE The table below summarises occupancy data to 31 December 2017. The table highlights a 93.18% occupancy rate for Noosa River Holiday Park (with powered caravan sites at 99% occupancy) which reflects the location of the park and its popularity with customers. The Noosa North Shore and Boreen Point Campgrounds’ lower occupancy rates reflect that these facilities are more remote and offer a different experience for customers.

Location Occupants Average Stay (Days)

% Site Occupied

Boreen Point 9,352 2.35 41.63

North Shore 7,744 3.06 46.81

Noosa River 10,924 4.63 93.18


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MAINTENANCE Maintenance for each facility is performed in line with established budget allocations, including any reactive maintenance. Condition assessments have been undertaken for each site and forms part of asset management plan development and the 2017/18 maintenance budget. MANAGEMENT AGREEMENT STATUS

Noosa River Holiday park – Council resolved in the April 2017 Ordinary meeting to award a new 3 year management agreement to the current holiday park operators. The new agreement commenced 1 June 2017.

Boreen Point Campground – Council resolved in the December 2017 Ordinary Meeting to approve the second of two 1 year options, extending the term to April 2019.

Noosa North Shore Beach Campground – The final 1 year option expired on 31 July 2017. Council resolved in the April 2017 Ordinary Meeting to enter into an extension to the current interim management agreement for a period of 10 months commencing 1 August 2017 to allow for the essential upgrade before entering into a future agreement subject to the timing of site redevelopment.


Ordinary Meeting, 21 December 2017, Item 4, Page 8

That Council note the report by the Property Manager to the Services & Organisation Committee Meeting dated 12 December 2017 and authorise the CEO to exercise the option to extend the current management agreement for the Boreen Point Campground to Crimmins Enterprises Pty Ltd aft The Crimmins Trust for a further one (1) year period commencing 7 April 2018 Ordinary Meeting, 21 December 2017, Item 5, Page 9

That Council note the report by the Property Officer to the Services & Organisation Committee Meeting dated 12 December 2017 and:

A. Set fees and charges for the Noosa Holiday Parks to apply until the end of the July 2019 Queensland school holidays; and

B. Adopt the Proposed General Cost Recovery Fees and Commercial Charges schedule for Noosa Holiday Parks for the period ending Monday 17 July 2019 as detailed in the tables contained within the report.

Ordinary Meeting, 20 April 2017, Item 5, Page 6

That Council note the report by the Property Officer to the Services & Organisation Committee Meeting dated 11 April 2017 and:

A. Award contract 1516T078 to Anvera Pty Ltd trading as Dineen Tourism Management for the Noosa River Holiday Park Management Services for an initial three (3) year period commencing 1 June 2017; and

B. Authorise the Chief Executive Officer to exercise future options to extend the contract for a further one (1) year period subject to satisfactory performance.


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Ordinary Meeting, 20 April 2017, Item 6, Page 7

That Council note the report by the Property Officer to the Services & Organisation Committee Meeting dated 11 April 2017 and:

A. Set fees and charges for the North Shore Beachfront Campground to align with the cessation of the July 2018 Queensland school holidays;

B. Adopt the Proposed Commercial Charges Schedule for the Noosa North Shore Beachfront Campground for the period ending 16 July 2018 as detailed in the tables contained within the report; and

C. Authorise the Chief Executive Officer to enter into an extension to the current management agreement with Beachfront Caravan Park Pty Ltd for 10 months commencing 1 August 2017.

Ordinary Meeting, 16 February 2017, Item 10, Page 8

That Council note the report by the Property Officer to the Services & Organisation Committee Meeting dated 7 February 2017 providing an update on operations of the Noosa Holiday Park and Campgrounds for the period 1 July 2016 to 31 December 2016. Finance

Refer to financial performance section of this report.


Risks The short term risk of reduced revenue at both Noosa North Shore Campground and Noosa River Holiday Park due to current capital projects will be offset by longer term revenue opportunities for both sites due to improved and more attractive facilities for customers. Opportunities A full tariff review of the business activity is expected in the 2018/19 financial year. The review will benchmark the business activity against other comparable locations to ensure appropriate pricing for energy consumption to encourage emission reductions in addition to exploring alternative revenue generating options. Consultation


Nil Internal Consultation

Director Corporate Services Property Officer Management Accountant


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Departments/Sections Consulted: Chief Executive Officer Community Services X Corporate Services

Executive Officer Community Development Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws X Property Waste & Environmental Health X Revenue Services



Design and Delivery


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9 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18


Author Director Infrastructure Services, Carl Billingham

Infrastructure Services

Index ECM/ Subject/ Branch Management/ Infrastructure Services Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Infrastructure Services to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on operations of the Infrastructure Services Department for the period 1 October to 31 December 2017.

REPORT

The adopted organisation structure includes the following branches under the Infrastructure Services Department:

Asset Management;

Buildings and Facilities;

Civil Operations;

Disaster Management; and

Infrastructure Planning, Design and Delivery

This report provides a brief summary regarding recent performance, current priorities and future initiatives for the Infrastructure Services Department.


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INFRASTRUCTURE SERVICES DEPARTMENT


Asset Management

Ongoing condition assessments across all asset classes (i.e. stormwater, buildings and the Main Beach Slurry System)

Stormwater condition assessments continue with a further 4km of the piped network assessed in the second quarter.

Condition assessment has been completed for the Main Beach sand pumping system

The ongoing development of a 5-year reseal program for Council’s sealed road network.

Condition assessments for the next round of Buildings including the public amenities is currently being procured.

Completion of the conditions assessments for next round of building condition assessments.

Endorsement of the 5 year reseal program.

Complete detailed Asset Management Plans for identified pilot areas - Roads and Bridges, the Noosa Aquatic Centre & the Main Beach Slurry System and commence development of Asset Management Plans for the remaining infrastructure classes

Draft Asset Management Plans for the NAC and the Noosa Main Beach Sand Pump System are nearing completion.

Complete the Draft Asset Management Plans and present to the March 2018 Council meetings.

Commence other major asset class Asset Management Plans.

Asset Management Road Map

- ongoing implementation of the initiatives identified in the Asset management road map

Roadmap initiatives have stalled whilst staff resources are being reviewed. However, the development of some of these initiatives continues.

Provide an update of the roadmap initiatives to reflect the capability within the organisation to ensure the completion of the roadmap is aligned to the expectations of Council’s capabilities.

Continue with the ongoing implementation of the asset management roadmap initiatives.

Awareness and development of Asset management functions across the organisation - Awareness training and corporate asset system development. Specifically the Work Order management implemented through the majority of the organisation

Awareness training for Asset Management continued across the organisation.

Development of more advanced and asset management specific training sessions.

Delivering more advanced asset management training sessions into specific teams.

As Constructed and Capitalisation Process - Ongoing development of the as constructed and capitalisation processes.

Developer contributed assets are regularly loaded into the system from the asset management branch. The capitalisation activities are ongoing from capital works being delivered with the backlog of projects being addressed.

Continue to capitalise the projects completed from the capital works program.

Continue to improve the processes around the capture of Contributed assets from developers


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Capital Works Program

- The development from a 5yr capital works program to a 10 year capital works program that is aligned to Councils long term financial planning.

A draft 5 year program is being prepared for future budget workshops.

Initial workshops have commenced in establishing a capital works program for 2018/2019.

Have a draft 5 year capital program prepared for the April 2017 budget workshop.

Business as Usual activities Completion of customer requests continue to be undertaken by staff.

Ensure customer enquiries are being addressed in a timely manner.

Further develop systems and processes to better respond to technical enquiries relating to technical issues.

Buildings & Facilities

Align to Council’s mobility system and roll out

Continued use and training being undertaken.

Further training & development to be established for new electrician.

Continued development of cyclic activities into the work management system.

Ongoing development and use of mobility system that are aligned to Council’s asset management systems.

Compliance auditing of shire wide assets to ensure legislative requirements are being met

50% of the Council owned buildings have been audited.

Documentation loaded to ECM

Continued compliance checks.

Continue priority inspections.

Create a critical asset register to align to asset management objectives

Outlined register and commence population of assets

Continued asset capture and populate register.

Finalise asset register and confirm accuracy.

Undertake condition assessments of public amenities

Scheduled amenities condition assessment with external support.

Complete condition assessments

Collating data.

Finalise condition assessments.

Finalise collected data into asset management system.

Delivery of 90% of Capital Works Program as approved by CWE

Reviewed capital works program

Continue to track and ensure capital works completion.

New capital works projects identified and tracking.

Continued monitoring of project milestones and financial tracking.

Tender preparation for financial approval.

Ensure projects meeting milestones.

Financial projections are on target.

Close out completed projects.

Business as Usual activities Trade Services Panel approved

Unity water MOU installation of bottle filling stations

Installed dog wash facility at Beach Access 47, Marcus Beach.

Electrician position filled.

Electrical services being assessed and moved in house where possible.

Review preventative maintenance tasks & contracts continued for newly identified equipment.

2018/19 Budget build from base.

Continued review of services.

Working through Council owned facilities asset capture.

Implement identified preventative maintenance changes.

Advise successful tenderers.

Review of electrical services across the shire.

Continued monitoring of portfolio.

Continued assistance provided to the wider business group and shire.


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Civil Operations

Review Levels of Service for Maintenance Activities

Assist Executive Office with review & documentation of service levels.

Draft document under review Continue with asset inspections & works management in accordance with adopted service levels

Renew Ringtail Quarry Site Based Management Plan (SBMP)

Neighbour has fenced property boundary with quarry addressing issues associated with access to the quarry area by uncontrolled animals.

Review training requirements for site staff as necessary following Dept of Natural Resources & Mines review

Continue supplying internal crews with quarry materials.

Review quarry operations & financial accounting in association with Finance Branch

Implementation of Branch Workforce Plan

Recruitment of Parks & Gardens Coordinator & Parks Technical Officer

Review & update the Branch Workforce Plan

Roll out of supervisor training in association with People & Culture Branch

Information sessions for staff using Mobility in conjunction with the upgrade to 2017A release of Technology One

Review tree management systems & process including resourcing.

Recruitment of staff to temporary positions approved in the 17/18 budget as part of the new initiative for tree management

Review of long term arrangement for tree management for consideration by Council as part of the budget process

Further investigation into the effect & appropriate actions in response to phelinus disease

Botanic Gardens Master Plan

Finalised tenure arrangements & formal handover to Council

Finalise design & documentation for the replacement shade house

Executive Team review of draft master plan

Improvement to response to events by Council’s operations crews.

Project to improve the understanding & appropriate actions for various ALERT warnings from councils flood gauges successful for Get Ready funding

Ensuring that operations crews are able to respond to events as required

Workshop with QRA to improve evidence to support claims under Natural Disaster Relief and Recovery Arrangements

Tree Policy Review

A revised draft of Council’s Tree Policy has been completed

Workshop revised draft policy with Councillors

Report to Council

Review community engagement activities

Engagement with Bushcare Groups regarding new guidelines. Continuation of this project is now with Environmental Services since the commencement of the new Branch Manager in December.

Engagement with Friends of Noosa Botanic Gardens regarding a new propagation shed

New Parks & Gardens Coordinator will be building relationships with community groups

Review notification processes & information provision regarding Branch activities including works program delivery


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Delivery of 90% of Capital Works Program as approved by CWE

Emergent work to repair landslip & drainage at Sunrise Beach completed

Resurfacing program approximately 45% complete

Cooroy-Noosa Road roadworks completed

Weyba Road median islands & resurfacing

Continue with delivery of capital projects including the sealed road resurfacing & gravel road resheeting program

Disaster Management

Review 2016/2017 Noosa Local Disaster Management Plan

Annual assessment against the Emergency Management Assessment Framework and review of the Plan

DM Plan 2018 endorsed by LDMG

Results of IGEM assessment released

Commencement of review of 14 x Operational Sub-Plans

Distribution of Sub-Plans to staff internally for input and feedback

Completion of first draft of 14 Sub-Plans

Commence review of Evacuation Centres

Review of the Noosa Local Disaster Recovery Plan - Review is triggered by changes to the State Disaster Recovery Plan

Scheduled to commence Jan 2018 Review commenced and redrafting is currently ahead of schedule

Completion of first draft

Disaster Exercises - Development, conduct and evaluation of function exercise for Noosa Local Disaster Coordination Centre and discussion exercise for Local Recovery Committee

Successful conduct of LDCC and Recovery Exercises Muddy Waters

Completion of Evaluator’s Report on LDCC and Recovery Exercise Muddy Waters

Scheduling of 5 x exercises for 2018

Developing Pomona Sub-Group exercise

Review of Evacuation Planning

Conduct Pomona Sub-Group exercise in February

LDCC and Recovery Exercises Evaluator’s Reports and Action Plans endorsed by LDMG

Commence development of FCC exercise

Event & Exercise Continuous Improvement - Undertaking improvements identified in action plans following evaluation of exercises and disaster events

Review and improvements to LDCC roles and responsibilities

Finalisation of FCC Activation Status and Actions Guideline

Action Plans from 2017 LDCC and Recovery Exercise Muddy Waters

Scheduling and commencing tasks identified in Action Plans

Disaster Training Program -

Identification of training needs and delivery of training program

Continuation of program of LDCC one-on-one training

Recruitment of additional staff

Additional training and procedure development for Emergency Alerts and Evacuation Planning

Guardian training for external agency liaison officers (as required)

Continued training for incoming LDC, Deputy LDC and DMO

Finalise training / procedure documentation for Emergency Alerts

Finalise training / procedure documentation for Evacuation Planning


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Get Ready Program - Delivery of

program of initiatives funded by RACQ QFES Get Ready Program (dependent on receipt of funding)

Commencement of Get Ready Flooding environmon project

Arrange community resilience workshops in liaison with QFES

Complete community resilience workshops.

Community Disaster Sub Groups - Continued support to community sub groups with appropriate activities, exercises, liaison and capacity development

Identified need for Noosa North Shore DM Sub-Group.

Conducted initial meeting with North Shore representatives

Conducting Pomona Sub-Group exercise

Conducting inaugural North Shore Sub-Group meeting

Commence drafting North Shore DM Plan

Evaluate Pomona Sub-Group Exercise

Continue drafting North Shore DM Plan

Business as Usual activities Local Disaster Management Group continues to meet quarterly

LDC attends the District Disaster Management Group

DMO assisted SCC and Gympie with evaluation of their recent exercises

Continue to monitor weather and severe warnings

Activate LDMG as required

Maintain Watching Brief on weather forecasts on daily/hourly basis, as required.

Regular liaison with internal and external stakeholders as weather events develop

Infrastructure Planning, Design & Delivery

Signage Policy -to implement the

signage guidelines and design criteria

Draft guidelines and criteria have been distributed for feedback and are currently successfully in use.

Community Engagement have reviewed the draft guidelines and updated to reflect corporate branding.

Collating feedback on guidelines and criteria for inclusion in revised draft guidelines.

Developing action plan for finalising draft guidelines and criteria.

Refining signage requests process for inclusion in revised draft guidelines.

Finalised draft guidelines and criteria for adopted by Director.

Hinterland Playground Plan - Plan and design (subject to Grant Funding) an iconic playground in Cooroy

Draft Project Management Plan developed

Ongoing development of ‘high-level’ concept plans showing possible playground setout and infrastructure

Identification of emergent works and projects in surrounding area that support the playground

Finalisation of concept plans in preparation of consultation and feedback

Issue of Project Management Plan

Commission Business Case analysis to assess project risks, benefits and budget

Undertake a Councillor Workshop to present the preferred design for the playground.

Formalise stakeholder consultation plan and commence community feedback sessions.

Finalise budgets for future design and delivery activities.


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Market sounding to identify organisations capable of delivering playground detailed designs and construction, including bespoke design elements

Commence detailed design.

Rufous St digital hub project - Construction of the Rufous St digital hub project

Construction is 90% complete Achieve Practical Completion of building

Procure Fibre Optic Lead in.

Handover ready for fitout

Investigate key transport strategies -

Recruit a Project Manager and commence investigation of the five prioritised strategies in the Noosa Transport Strategy 2017-2027

Conducted interviews for appointment of Project Manager.

Traffic and pedestrian audit of Hastings Street precinct on 3 Jan

Continued discussions with key industry specialists.

Continued discussions with TransLink and Sunbus.

Xmas Free Holiday Buses

Noosaville State School & Sunshine Beach State School signed up to participate in Walk-and-Ride to School Program

Adoption of Transport Strategy governance structure

Councilor workshop with client side experts to refine and progress key priorities.

Finalise appointment of Project Manager

Conduct Steering group and working group meetings

Commence ‘Walk and Ride to School’ program.

Analysis of Hastings Street precinct traffic and pedestrian data

Prepare for Easter Free Holiday Buses

Continue discussions with TransLink and Sunbus

Continue discussions with industry specialists

Councilor workshop to progress key priorities

Conduct school travel surveys and site assessment.

Review client expert reports.

Streetscape Plans - commence work on streetscape plans for three precincts

Planning for the Hinterland Playground in Cooroy has commenced.

A concept plan has been developed for Pioneer Park, Cooran.

Activity Centre Plans for the New Noosa Plan have been reviewed and feedback provided to Planning.

Design of the raised crossing in Maple St, Cooroy has commenced.

Pioneer Park, Cooran community consultation has been programmed.

Reviewing what base data is available for Cooroy, Pomona, and Noosa Junction and Gympie Terrace precincts.

Assess available base data for Cooroy, Pomona, Noosa Junction and Gympie Terrace precincts and determine if additional survey is required.

Collate and review background information for each precinct.


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Infrastructure, Planning Design & Delivery - Ensure Noosa's Design Principles and the Noosa Style are considered in the planning of future projects

Inclusion of relevant design principle into project news, consultation information and responses to the community to raise awareness within the community.

Monitor the implementation of business processes

Ongoing implementation through staff inductions, consultant briefings, design checklists.

Business as Usual activities Tenders closed for Park Road Boardwalk.

Tender closed for Main Beach Boardwalk upgrade.

Completed Tewantin Boat Ramp upgrade and Blakesley Street footpath.

Completed public consultation for Noosa Parade corridor upgrade.

Construction Drawings issued for:

o Weyba Road upgrade

o DDA Bus Stop upgrade Stage 1

Assessing Park Road Boardwalk tenders.

Assessing tenders for Main Beach Boardwalk upgrade.

Finalising construction drawings for Hilton Terrace corridor upgrade.

Design of Donnelly’s Road and Black Mountain Road upgrades.

Detailed design of Noosa Parade corridor upgrade.

Award and commence Park Road Boardwalk upgrade.

Award and commence Main Beach Boardwalk upgrade.

Tender Hilton Terrace corridor upgrade Stage 1 works.

Pioneer Park, Cooran community consultation.

Castaways Beach carpark design and consultation.

Peregian Beach Amenities upgrade design.


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Previous Council Consideration Nil. Finance Nil. Risks & Opportunities Nil. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Nil Departments/Sections Consulted: Chief Executive Officer Community Services Corporate Services


Executive Services Environment & Sustainable Development X Infrastructure Services

Community Engagement Building & Plumbing Services X Asset Management Customer Service Development Assessment X Buildings and Facilities Governance Economic Development X Civil Operations People and Culture Environmental Services X Disaster Management

Strategic Land Use Planning X Infrastructure Planning,

Design and Delivery


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10 CAPITAL PROGRAM DELIVERY STATUS - DECEMBER 2017


Author Asset Planning Manager, Bryan O’Connor

Infrastructure Services Department

Index ECM/ Subject/ 2017-2018 Annual Capital Works Program Attachments 1. Capital Projects Delivery Status, 31 December 2017

EXECUTIVE SUMMARY

The project delivery status report is presented regularly to the Services & Organisation Committee. This report particularly highlights the projects that have commenced or are nearing completion in the second quarter of the 2017/2018 financial year. This report also provides a capital project delivery spreadsheet (Attachment 1) that gives a general overview of the financial status of all projects as they are delivered.

RECOMMENDATION

That Council note the report by the Asset Planning Manager to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on the status of the projects being delivered in the 2017/18 Capital Works Program.

REPORT

The purpose of this report is to inform Council of the overall status and associated activities of the Capital Works Program to the end of December 2017. The report also provides an opportunity to highlight and discuss projects within the program, and confirm the delivery status of projects as they are delivered throughout the 2017/2018 financial year. There are currently 114 active projects in the 2017/18 capital program as of 31 December 2017 (including the carryover projects from 2016/2017) with a value of $28.6M. 1. Current Projects

The Project Delivery and Design teams are now focused on the design and delivery phases for the majority of projects within the Capital Works Program. While the design stages of projects require significant internal resourcing, this stage usually results in limited expenditure being recorded against the projects until the delivery /construction phases commence which then consume high expense in shorter periods of time. The construction phase of projects will progressively increase and will continue through to the end of June 2018. It is important to note that the commitments allocation reflects the extent of planning and design activities undertaken with $4.2M of commitments raised as of 31 December 2017 and a total of $12.1M of actuals expended. Projects being delivered across the capital program which are nearing completion include: Peregian Beach Digital Hub Project Noosaville Wallace Park Pathway Renewals Noosa Heads Noosa Spit SLSQ Storage Facility Cootharaba Kinmond Creek Culvert upgrades Noosaville Weyba Road Corridor Improvements


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Peregian Beach – Digital Hub Project Noosa Heads - Noosa Spit SLSQ Storage Facility

Noosaville – Weyba Road Corridor improvements

2. Completed Projects Projects continue to be delivered across the capital program with many projects well underway, including: Tewantin Boat Ramp Upgrade Cooroy Cooroy Library LED Lighting Renewal Six Mile Creek Flood Gauge Monitoring Systems Sunshine Beach Skate Park Renewal Tewantin Cooroy Noosa Road Stage 1 & 2

Tewantin – Tewantin Boat Ramp Upgrade Tewantin – Cooroy Noosa Road Stage 1 & 2

In addition to the above-mentioned completed projects, delivery for the 2017/18 road reseal program is well underway with further works programmed for February in both coastal and hinterland areas.


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4. Project Planning & Design The project delivery approach for 2017/18 has seen a steady flow of projects being completed. The availability of design and planning resources has challenged the capital program with a number of positions vacated in the first quarter. Whilst the program is on target with the year to date budget forecasts and recruitment of these vacated positions has commenced, there will be impacts on the delivery throughout the third and fourth quarters until design and planning resources are re-established. The remainder of the year will focus on priority projects and consideration for adjustments to the program will be undertaken to ensure targets are achieved. 5. Summary The current capital delivery expenditure to the 31 December 2017 including actuals and commitments is $16.4M or 57% of the capital program. The delivery and completion of projects continues across the capital works program with more resources to be recruited in coming months to support the planning and design phases of the projects. The program is currently on target with the year to date budget $12.7M but will need increased monitoring, as a result of the loss of design staff in recent times that will potentially affect the delivery phase of projects. The table and graph below provide a breakdown of expenditure as at 31 December 2017.

YTD Current Budget $ 12,726,677

YTD Actual Expenditure $ 12,070,846

Committed Expenditure $ 4,361,846

Remaining Capital Expenditure $12,147,245

Full Year Budgeted Expenditure $28,579,938

Current Capital Works Program Expenditure as of 31/12/2017

YTD Actual Expenditure

42.24%

Committed Expenditure

15.26%

Remaining Capital Expenditure

42.50%


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Previous Council Consideration Nil. Finance Nil. Risks & Opportunities Nil. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Project delivery staff within the Infrastructure Services Department were consulted in the preparation of this report Departments/Sections Consulted: Chief Executive Officer Community Services Corporate Services

Executive Officer Community Development X Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services

Executive Services Environment & Sustainable Development X Infrastructure Services

Community Engagement Building & Plumbing Services X Asset Management Customer Service Development Assessment Buildings and Facilities Governance Economic Development Civil Operations People and Culture Environmental Services Disaster Management

Strategic Land Use Planning X Infrastructure Planning,

Design and Delivery

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ATTACHMENT 1

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11 COMMUNITY SERVICES DEPARTMENT UPDATE - 2ND QUARTER 2017-18


Author Director Community Services, Alan (Fox) Rogers


Index ECM/ Subject/ Branch Manager/ Community Services

Attachments Nil.

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Community Services to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on operations of the Community Services Department for the period 1 October to 31 December 2017.

REPORT

The adopted organisation structure includes the following branches under the Community Services Department:

Community Development and Community Grants;

Community Facilities (Including Noosa Community Support, The J, Bicentennial Community Centre, Noosa Aquatic Centre and Noosa Leisure Centre);

Director’s Office;

Local Laws;

Libraries and Galleries; and

Waste, Environmental Health and Cemeteries. This report provides a brief summary regarding recent performance, current priorities and future initiatives for the Community Services Department.


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COMMUNITY SERVICES DEPARTMENT


COMMUNITY DEVELOPMENT

Develop and adopt the Noosa Social Strategy

Fifth edition of 'Grow your Arts' e- newsletter distributed.

Community engagement phase complete of the Regional Difficult to Locate Sports Facility Plan for sports outside of scope of the Sport and Active Recreation Plan

Grant funding secured through Queensland Government to assist Council to deliver Queen’s Baton Relay Community celebrations.

Undertaken consultation with women and local businesses around the State Government grant for Get Out Get Active (GOGA) Program (Women’s physical activity program for 18-24yr olds).

Undertaken consultation with teenagers for Game on Qld Grant (GOGA) Program (Teenager physical activity program for 13-17yr olds).

Grow Your Arts program partnered with Sunshine Beach Skate Park Launch (local youth bands)

International Volunteers Day Picnic Brunch was held with over 150 volunteers attending and enjoying, dancing even, to Park Bench Ukulele players.

Facilitated quarterly Northern Sunshine Coast Network Meeting (20 individual social service organisations attended)

Next Grow your Arts workshops.

Next Youth Network meeting.

Adoption of the Sport and Active Recreation Implementation Plan

Recruiting a Full-Time 12 month Community Development Officer position.

Seeking providers to deliver the Get Out Get Active (GOGA) Program Active Teenagers Program

Delivery of the Active 18-24 year old and Teenagers Get Out Get Active (GOGA) program.

Assist Coast Guard’s to deliver a National Water Safety Day community event 15th May 2018.

Assist United Synergies in the planning of Booin Gari Festival 2018

Strategic Planning assistance for Cooroy Memorial Hall Committee

Collaborative planning for Food Bank in Noosa to support Breakfast Club and emergency relief.

Support completion of Arts and Cultural Plan

Arts Breakfast with Sunshine Coast Creative Alliance – Peppers Resort

Review the 2006 Social Charter to ensure that it has sufficient focus on social justice and inclusiveness.

Sixth edition of the Grow Your Arts E- news April 2018

Reconvene the Community Roundtable with a focus on affordable housing and homelessness

Queen’s Baton Relay celebrations

Distribute second annual Sunshine Coast Volunteering Survey on behalf of Sunshine Coast Volunteer Stakeholder Reference Group

Initiate and facilitate first aid training for Heart Week for community group members

Research into the pluses and minuses of a Junior Council and also into mechanisms that other Councils are using to garner young people’s input and involvement in Council business.

Implement actions from Arts and Cultural Plan

Deliver Grow Your Arts workshops


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Facilitated Community Halls celebrations for 50 years anniversary of the naming of the Sunshine Coast.

Collaborated with Alpha & Omega to set up the “Financial Relief” fund for clients of Northern SC Network member agencies.

Grow Your Arts program partnering with Immerse Noosa Digital Conference

Council Community Grants Program, including RADF

All unsuccessful and successful notifications (with agreements and claim instructions) sent the morning after Council Meeting approving grants

Facilitated information sharing of grants processes and governance with Gympie Regional Council

Assisting Economic Development in setting up their processes for three grant programs (negotiating processes and building 18 forms, i.e. application, pre-assessment, assessment, agreement, claim, acquittal for each program)

Training and assistance to Gallery team – using SmartyGrants for Arts Prizes (4 so far)

Arts and Cultural Officer attended grant forum with Arts Qld Australian Council and SCRC offices to promote Noosa arts grants and sector support

Processing grant payments and funding agreements from most recent round (82% complete)

Following up outstanding acquittals (91% complete)

Planning and preparing for next round of Community and RADF grants (opening 15th February)

Applicant support for RADF and Community Grants programs

Ongoing assistance to Economic Development in setting up their processes for three grant programs

Working with NFPs to estimate and pay their Water Rebates for 2017/18

Contributing to new South East Regional Funders Hub

Plan and prepare for Grants Nibbles and Network Night

Prepare to request acquittals, assess and make next year payments to the 81 recipients of multi-year grants (Alliance, Festive, Signature Events, Halls and Sports Field Maintenance)

Present at and follow up contacts at Grants Nibbles and Network Night

Grants - external Assisted local sports clubs in applying for the State Government Female Facility Grant program. Successful applicants announced mid-February.

Ongoing – administering Council’s Grants Register (currently 64 external grants)


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Assisted community groups to apply for Gambling Community Benefit Grant.

Successful with Game on Qld. Grants for: Commonwealth Gala Sports Day, Come and Try Adventure Racing, Active Teenagers Program

Grant success also with: Commonwealth Games Embracing 2018 Sports Assets Legacy Program, Queens Baton Relay Community Celebrations

Assisting Infrastructure Project Managers with DILGP processes and forms

Assisting various officers to have access to various government grant portals.

Supported cultural groups to apply for external grants including Building Better Regions and Regional Arts Fund.

Community Development team assisting sporting, cultural and community groups with their external grants

Business as Usual activities Prepared and distributed the 13th edition of the quarterly Community Connections e-newsletter to not for profits.

Delivery of State Government (Department of National Parks, Sport and Racing) events in Noosa as part of the Building Active Communities program: Marketing and Sponsorship

Participated in November LDMG Disaster Exercise

Designed, coordinated and facilitated Disaster Recovery Exercise.

Delivery of State Government (Department of National Parks, Sport and Racing) Building Active Communities event in Advanced Strapping and Facility Management

Finalise tenure and assist with security upgrade – SHINE,

Finalise tenure Pomona Lions

Negotiate venue for NEV house (in partnership with Property)

Negotiate tenure of Pomona Kindergarten

Negotiate tenure change Tewantin-Noosa Lions Club

Develop budget for 18/19 financial year.

Continue to work with the State Government (Department of National Parks, Sport and Racing) to deliver events in Noosa as part of the Building Active Communities program.

Planning around Commonwealth Games legacy.

Review of Noosa District Sport Complex Master Plan


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Assisted to set up of Pets for Life Program based at Pomona Community House

Facilitated Halls & Community Centre Information Share with MBRC and GRC.

Negotiated tenure change with Pomona Lions Club

Initiated social enterprise discussions – Noosa Flexi School & Noosa aged care facility.

Supported and advocated for value-add services for Orange Sky Laundry – Noosa Service (Housing and Centrelink outreach)

Submitted Traffic Management Plans, Risk Management Plans, event, Event Management Plan to GOLDOC

Host Licence now received from GOLDOC

Finalised tenure with Pomona Arts Inc. (Railway Station Gallery)

Finalised Tenure - Cooran Hall participating

Application supported for World Surfing Reserve

Assisted sporting clubs with their application to the State Government

– Get Playing and Get Going. Four applications were successful to the value of $490,668

Supported the Sunshine Coast Open House group coordinate and deliver the inaugural SCOH event – supported 6 Noosa venues

Preparations for the Queens Baton Relay coming to town – 26th March 2017

Finalise tenure with Noosa Shire Arts and Crafts

Assess Inaugural Sunshine Coast Open House program and consider Noosa’s involvement in the 2018 event

Continue to support Pomona Arts Inc. new committee to better manage Majestic Theatre, Railway Gallery and Markets

Negotiate expired lease for Kin Kin Tennis Club.

Negotiate user-agreement (license) with Tewantin Noosa Cricket Club for amenities block at Read Park, Tewantin

Negotiate tenure for Girraween Sports Complex


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COMMUNITY FACILITIES

Noosa Aquatic Centre

Investigate ways to enhance the Centre’s sustainability practices to achieve Council's Emission Reduction Policy goals.

Recommendations have been tabled as part of an audit of energy use with items for further investigation detailed.

Consideration of the viability of emission reduction strategies, particularly solar power generation.

Tenders have been called for the installation of a solar PV system.

Assess solar submissions and award contract.

Install rooftop solar at the NAC.

Create improved family change facilities Funding application completed and submitted for Qld State Government’s ‘Female Facilities’ funding program as part of the ‘Get in the Game’ funding.

Await outcome of application - to be advised February 2018.

Plan for construction if funding application is successful. If not, consider alternative funding sources.

Develop a detailed Centre Asset Management Plan as a pilot project for Community Facilities.

Meetings with Council’s Asset team

Combining of Building Condition Assessment and the Roejen Pool Plant Condition Audit into draft plan document.

Ensuring recommendations are fed into future years’ planning.

Finalise internal asset maintenance program.

Format the Plant Room maintenance plan for inclusion in the facility’s Asset Management Plan.

Implementation and adherence to existing maintenance schedule and new Asset Management Plan.

Continue to conduct an internal cost/benefit analysis on some recommendations and implement recommended actions.

Operate facility in line with the endorsed budget

The NAC exceeded the half yearly revenue budget of $846,457 by $113,156 (13.35%)

Half-yearly expenditure below budget by $64,044.

Net position is $177,201 ahead of YTD budget.

Retain close monitoring of occupancy levels for both Learn to Swim & Group Fitness/Circuit classes.

Promote facility via digital channels and in line with marketing plan in order to continue to drive strong financial performance.


Commence work on a 10-year facility masterplan.

Set planning day for March 2018 to commence this process.

N/A N/A

Develop and implement a strategic marketing plan including standalone website and social media channels.

The NAC's website went live in December 2017.

Refreshed social media channels are close to relaunch.

Further develop plan for scheduled social media posts and create engaging content.


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Business as Usual activities Strong financial performance and solid attendance numbers achieved in first half of the year.

Implement approved marketing strategy, including social media.

Implement standard Term 1 operations following the summer school holidays.

Trial an electronic rostering system.

Trial WhatsApp as an internal staff comms tool.

Continue with the development of the NAC’s “Watch Around Water” program aimed at enhancing swimmer safety, particularly focused on the under 5’s.

Trial of two new classes in our Group Fitness program. Water Resist (Aqua Cycling) & Aqua Stick.

Initiate the procurement process for the Lease of the NAC Café. Current contracts expires 30 June 2018.

Development of a facility master plan.

Welcome our first group of Chinese High School students for swimming lessons.

Planning and preparation for school carnivals

Welcoming the New Zealand Para and Great Britain triathlon teams for Commonwealth Games preparation.

The J & BCC

Investigate ways to enhance the Centre’s sustainability practices to achieve Council's Emission Reduction Policy and ZEN goals.

Internal consultation and inspections for provision of additional solar panels at The J. Quotes sought from the Market

Purchased LED lighting

Investigating ‘Control 4’ system for Dynalight which controls lighting and air-conditioning. Will enable staff to control systems more efficiently and remotely, reducing energy consumption.

Staff more proactive and conscious of improving energy efficiency.

Assess solar submissions and award contract.

Remove or replace current venue lighting that is deemed inefficient or unnecessary

Seek resources/funding to purchase additional LED lighting, specifically for the theatre, and purchase Dynalight ‘Control 4’ system.

Reduce the number of split wall air-conditioning units and replace with more efficient systems where practical.

Install additional rooftop solar.

Ongoing staff awareness operationally on a daily basis and further investigation to reduce energy consumption with longer term efficiencies with ZEN Team

Review Audio/Visual requirements to improve efficiency operationally, reduce hazards and reduce energy consumption.

Operate the facility in line with the endorsed budget.

The J exceeded their half yearly revenue budget by $34,000

Half-yearly expenditure was above budget by $36,000.

Ongoing review and improvement to budget profiling, specifically event related revenue and expenditure.


Ongoing review/monitoring of budget, achieving further efficiencies where possible.


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Finalise the development and implementation of the centre's strategic marketing plan, including the launch of a refreshed standalone website and social media channels.

Website upgrade completed – well received by staff and customers alike.

Implementation of additional marketing strategies.

Review and monitor performance, implement any proposed improvements

Business as Usual activities Continued increase in activity and enquiries at The J with increased attendances and scheduled events.

Successful USC Performing Arts Program in 2017. Program to continue through 2018.

Review ticketing options for The J.

BCC – Noosa Gymnastics extensions to Main Hall ongoing.

Successful first year and positive growth for Montessori Noosa who lease the BCC demountable building.

Negotiating permanent hire of BCC Annex to Montessori Noosa to meet growth/demand.

Finalise regular hires/events/bookings for 2018.

Complete RFQ for ticketing providers.

BCC - ongoing liaison with Noosa Gymnastics project team

Secure permanent hire of BCC Annex by Montessori Noosa with aim to negotiate lease by 2020. Favorable outcome given minimal activity in Annex, only two regular hirers (6hrs per week).

Further consolidate regular bookings through to 2020

Finalise ticketing provider prior to Noosa Alive going on sale.

Investigate options and seek quote for lighting pulley system to improve efficiency and reduce WH&S risk

BCC – continue to monitor and support Noosa Gymnastics project and ongoing liaison with other BCC users.

Noosa Leisure Centre

Investigate ways to enhance the Centre’s sustainability practices to achieve Council’s Emission Reduction Policy and ZEN goals.

Fluorescent lights in café dining area replaced with energy efficient LED’s.

Air conditioning unit located in the Breakout Room replaced with energy efficient unit.

Rooftop PV solar installation scoped and put out to market.

Continue to replace any faulting lights with energy efficient LED’s.

Assess solar installation submissions and award contract.

Install rooftop solar.


Revenue currently $11,382 up on budget while expenditure just $48 underspent. Collectively this leads to a net position of $11,431 ahead of budget for Quarter 2.

Maintain favourable YTD results achieved in the Centre’s operation.

Ongoing review/monitoring of budget, achieving further efficiencies where possible.



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Finalise the development and implementation of the Centre’s strategic marketing plan, including the launch of a standalone website and social media channels.

Further developed marketing strategies and website content in partnership with Social Tap.

Finalise website content ready to go live and implement additional marketing strategies.

Social media and website development training for selected staff.

Launch website and social media channels.

Review and monitor performance, implement any proposed improvements

Continue to implement service review recommendations, including:

Formalising the usage agreement between NLC and the NDBA.

Introducing enhanced junior program offerings.

Initial meeting with NDBA representatives held in October.

Instructor appointed for the new junior program offering, ‘Noosa Fit Kids’. This is a multisport program for 4-8 yr. olds.

Continue to liaise with NDBA and further develop details of usage agreement.

Finalise marketing and enrolment details for launch of Noosa Fit Kids in Term 1 2018.

Commence Noosa Fit Kids junior program.

Review schedule of works for outside compound area.

Business as Usual activities Attendance numbers to the Kids’ Playroom almost doubled, with an increase of 92% compared to the same period in 2016.

Ultimate Fight Night and Contender of the Codes events held with over 800 people attending.

Application approved to be part of the “Get Out Get Active Noosa Program”.

Customer satisfaction survey delivered to café patrons throughout December.

Repairs to damaged vents in stadium completed, as highlighted in the building condition assessment.

Continue to liaise with Noosa Library staff on accommodating a mini library within the Noosa Leisure Centre, during the library refurbishment works in 2018.

Review Noosa Library requirements for additional meeting spaces within NLC, ensuring no conflict with existing hirers/events.

Investigate and implement urgent repair work on stadium floorboards due to recent water damage.

Annual floor re-coating scheduled for January 2018.

Preparation for upcoming Fight Night event (March).

Continue to implement plans to freshen up areas of the facility which currently look tired and run down.

Plan for upgrade of deteriorating skylight roof sheeting in stadium.

Noosa Community Support

Investigate ways to enhance the Centre’s sustainability practices to achieve Council's Emission Reduction Policy and ZEN goals.

During the Centre refurbishment all lighting was changed over to LED in the Macaw Room.

Sourcing quotes to replace lighting in the Canary Room with LED lighting.

Continue to consider emission reduction initiatives.


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Investigate systems and tools which could aid mobility functionality for offsite staff members.

Conversations with current software provider have revealed mobility solution won’t be available for another 18 months.

Identify an interim solution to assist offsite staff. Initial conversations around this have occurred with IT staff.

Continue to consider interim mobility solutions.

Complete stage 2 of the Centre refurb works

Works are in progress and meeting time and budget deadlines.

Completion date end of February 2018.

Signage to be updated.


NCS exceeded their half yearly revenue budget by $31,000 resulting from an increase in grants

Half-yearly expenditure was below budget by $53,000.

Business as Usual activities Two new buses are in operation.

Bus shed completed.

Automatic doorway installed.

Community Care Officer appointed.

Maintenance Field Officer appointed.

Await announcement re growth funding application due in February.

Investigate opportunities with package care.

Development of the 2018/19 operational budget.

Look into a water exercise program for clients in conjunction with NAC.

Ongoing database improvements with associated staff training.

Investigate sit down dance classes in conjunction with NLC.

Opportunities for a Peregian Beach Care & Share program to be investigated in conjunction with Peregian Beach Community House.

DIRECTOR’S OFFICE

Rufous St Precinct Development At the end of the December quarter the shell of the building was 90% complete

Management model for the Hub agreed by Council December 2017

Ongoing liaison with Digital businesses

Employment of a coordinator for the Hub

EOI for tenants

Finalise report and grant acquittal to DLIGP

Preparations and planning for the Digital Hub opening in 4th quarter 2017/18

Construction of Hub now scheduled for completion by Easter 2018

Cooroy Memorial Hall Good progress continues to be made with the renovation works at the Cooroy Memorial Hall

The Cooroy Memorial Hall Association (CHMA) estimating that the building will reopen after Easter 2018

Monitoring CMHA’s progress in delivering the restoration works.

Commence work on developing a lease for the CMHA to manage the building


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Purchase of Johns Landing Purchase of Johns Landing settled on November 22 2017.

All long term residents successfully relocated

Quotes being assessed for demolition and clean up works post settlement

Nature Reserve application being developed for the 70% of land purchased with environmental levy funds.

Undertake demolition of existing buildings

Finalise clean-up of the site and transfer management responsibility transferred to Natural areas.

Finalise Nature Reserve status.

LIBRARIES & GALLERIES

Libraries

Noosaville Library Refurbishment Concept plan and design elements finalised

$805,954 Grant awarded from Local Government Grants and Subsidies Program

Tender documents completed and tender advertised. Tender extended to 11 January 2018.

Off-site temporary library and storage facilities secured at Noosa Leisure Centre, Noosa Civic and On-Guard Storage

Relocation plan finalised for Noosaville staff, programs and services, collections and furniture

Evaluate and award construction tender and handover library building to contractor

Closure of Noosaville Library and implement relocation of staff, collections and furniture to temporary library spaces

Open temporary library spaces for business

Implement Noosaville Library Refurbishment project community engagement and communication plan

Finalise remaining design elements for the Heritage section of the library and outdoor courtyard

Construction phase to commence

Library services to operate from temporary facilities

Communicate project progress to community and stakeholders

Engage local children's illustrator to finalise designs for Children's Library

Implementation of RFID RFID implementation specifications finalised and ready for tender

RFID tagging plan and tag procurement finalised

Suppliers advised of RFID tagging requirements for future stock supply

Update processing procedures and specifications to include RFID tagging

Review customer service models to incorporate RFID based transactions and equipment

Tender for RFID equipment and software

Commence RFID tagging of collections stock and advise suppliers to deliver tagged stock

Appoint contractor for RFID equipment and software

Training for staff in RFID


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Liaise with Council departments, external presenters, authors, partnership organisations and suppliers to initiate and plan programs and events

The Noosaville Library refurbishment project has provided the opportunity to form further partnerships in Council and the community including:

Cooroy RSL will host the community programs that would have been held at Cooroy Library.

Digital programs will be delivered at Noosa Community Support and community programs including storytimes will be hosted at the Leisure Centre and The J.

In November, in partnership with Council's Waste department we delivered 2 recycling workshops with 58 attendees.

The Library Service and the Noosa Gallery team have begun working together to deliver ArtPlay Sunday – creative play and story sessions.

Liaise with the Cooroy Chamber of Commerce in order to transfer the coordination of the Pink Precinct Fun Trail from Council to the community

Complete the school holiday Summer Reading Club program - a State Library of Queensland youth reading initiative.

Continued research and discussion with publicists to seek high-profile author for literary event.

Create and confirm Cooroy Fusion Festival program by end of February.

Deliver a 9 week Volunteer Tutor Training course to train up to 15 new tutors for our Adult Literacy program.

Liaise with Galleries to plan a mid-year Youth Festival.

Seek external funding opportunities to provide additional resources for programs and projects

Submitted Engaging Science Week application for $10,000 to contribute towards Makerspace programming.

Completed Tech Savvy Seniors 3rd Quarter Progress Report. (19 events with 87 attendees)

Reading Stars finale event successful with over 30 children under 5 years of age celebrating their reading success. (First Five Forever State Library of Queensland youth reading initiative)

Complete First Five Forever early literacy program's 2017 Progress Report and financial statement.

Complete new Queensland Anzac Centenary Grants Program application for approximately $20,000 to contribute towards an event to commemorate the 100 year anniversary of the signing of the Armistice, 11 November 2018.

Await outcome of grant applications submitted.

Continue seeking external funding opportunities.

Start preparation for the Cooroy Makerspace Acquittal.


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Plan and implement innovative technology projects within Library services to increase digital literacy, expose the community to emerging technologies and deliver productivity efficiencies.

Staff training completed for Cooroy Maker Space technology including 3D printers and their practical applications

New suite of workshops created for inclusion in the new Cooroy Makerspace, ready to start in March/April.

Planning underway for launch of Cooroy Makerspace in April

Makerspace Policy and User Guidelines in development

Open the Cooroy Makerspace to the public, offering independent use of the resources and a variety of programs to drive activation and encourage exploration, sharing and learning.

Plan and deliver a range of engaging public library programs which support reading, learning and literacy

Noosa Library Service delivered over 500 various events from October to December 2017, with 3200 attendees.

Alex Miller Author Event was well received with over 75 in attendance.

Delivered a successful Dec/Jan 17/18 School Holiday program (18 events with 538 attendees)

Planning for a local-author literary panel event in April, based on war stories to tie in with Anzac Day.

Deliver all library programs at relocated venues during Noosaville library's refurbishment and ensure continued high-standard of delivery.

Finalise Noosa Museum Future Plan and commence implementing relevant initiatives

Training needs identified for Museum volunteers and possible trainers identified.

Deliver professional development /training for Museum volunteers

Review training undertaken and identify further opportunities in line with recommendations from Future Plan.

Plan and deliver a range of Heritage projects and activities

Stage 1 of the Noosaville Heritage Walk- consultants retained and preliminary concept delivered by consultant.

Stage 1 of the Cemeteries Records’ database – obtained supplier quotes and received sample scans from supplier.

Final payment and grant acquittal accepted for the Noosa Remembers grant-funded project. All hard copy books distributed; copy of book now available in e-format.

Review and refine proposal for new Noosaville Heritage Walk

Stage 1 of Cemeteries database – review sample scans and confirm supplier.

Development of project concept for Remembrance Day 2018.

Prepare proposal for Stage 2 Noosaville Heritage Walk - implementation.

Stage 1 of the Cemeteries database – upload to ECM the scanned data and develop budget initiative for Stage 2.

Develop grant application to seek external funding to deliver Remembrance Day and a budget initiative for the Council co-contribution.


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Deliver capital works and facilities’ projects

Wallace Park Precinct pavement upgrade - Stage 2 completed.

New Cooroy LED lighting reviewed – successful to date with much improved lighting output and reduced maintenance

Contributed to council's Zero Emissions Noosa strategy by reviewing and adjusting library facilities operating hours for air conditioning and lights

Wallace Park Precinct pavement upgrade - Stage 3 to commence

Cooroy Library Air Conditioning external plan enclosure project to be considered following further operational and maintenance issues

Wallace Park Precinct pavement upgrade – works to be completed

Review condition and lifespan of Mobile Library vehicle and develop forward plan

Business as Usual activities Library Customer Service satisfaction survey completed and results collated. Hosted End of Year celebrations for Friends of Library groups. Events attended by 75 volunteers.

Develop staff training for 2018/19 based on Library Customer Service survey results and individual performance plans.

Continue to work with and support Friends of Library groups to deliver services such as Home Services, Literacy and Technology, particularly throughout the refurbishment period.

Delivery of customer service training.


Galleries

Plan and deliver a schedule of engaging exhibitions and programs which diversify and grow audiences

Successful delivery Oct – Nov Exhibitions Lyn McCrea Memorial Drawing Prize finalists’ exhibition featuring 30 shortlisted works, local artist Katrin Terton and Taiwanese artist Hisu Luan Tung

Oct - Nov visitors 5,054

Successful delivery of Dec – Jan exhibitions: Prosthetic Realities, an augmented reality exhibition, Domestic Duties by local artist Kim Schoenberger and Object Therapy which explores creative transformation and notions of value and repair

Dec – Jan visitors: 5,980

Lyn McCrea Memorial Drawing Prize and Highschool Prize – entry period open from 1 Feb.

Preparation for Friends Noosa Gallery “Taste of Art” exhibition

Working toward Stencil Art and Julian Thompson exhibition

Development of workshop programs

Implementation of programs supporting Draw! (High school student prize)

Planning and implementation Imaginate Children's Festival


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Resolve the vacant positions within the Gallery team

Recruitment completed for new Noosa Regional Gallery Director and appointment made

New Gallery Director to commence 06th Feb 2018

Induction program for new Gallery Director

Review vacant Gallery positions

Recruit additional casual staff for exhibition installations as part of succession planning

Seek external funding opportunities to provide additional resources for programs and projects

Agreement negotiated with C’wealth Govt to apply $47K BBRF grant to Floating Land 2019

Successfully secured external sponsor for Highschool drawing award to be held in line with Lyn McCrae Drawing Prize

Await outcome of grant applications submitted.

New Gallery Director to identify potential external funding opportunities.

Liaise with Council departments, external artists, partnership organisations and suppliers to initiate and plan programs and events

Delivery of Repair Fair with community organisations including Men’s Shed , Country Women's Association and Maleny Repair Cafe

Updated programming from Family Day to ArtPlay Sunday. – Very successful with Art Play Sunday in January having over 200 attendees. Worked in partnership with libraries and Kids on the Coast Magazine

Assist Library with delivery of programs during refurbishment

ArtCycle competition to go live on Smarty Grants next month with assistance from Waste

Development of Queen’s Baton Relay activities to be held in Gallery kids’ space

Finalise planning for the Imaginate Children's Festival

Review Gallery shop product range to improve sales and profitability and Implement the new retail management system for the Gallery shop

Successfully held Artisans’ Market with 33 stall holders

Introduced a Made in Noosa Register for the Gallery retail outlet

Review sales based on recent changes and develop stock purchasing plan for 2018-19

Investigate payment gateway software for event bookings

Review processes during maintenance closure

Implement e-payment gateway

Continue staff training in retail area

Introduce loyalty card system

Deliver capital works and facilities’ projects

Minor refurbishment of small storeroom completed to create appropriate accommodation for new Gallery Director

Internal maintenance week commences 22 January - gallery store room asbestos removal and resurfacing of new vinyl floor

Review options for automatic doors following ongoing issues

Further rationalisation of stock and resources to reduce storage issues


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Business as Usual activities Reached 1000 followers milestone on Instagram

Web author training undertaken to improve functionality of website

Council staff engagement with gallery improved through council morning teas.

End of year Volunteer celebration held in November, received very positive feedback from volunteers about Gallery operations and conduct

Volunteer recruitment to fill small gaps on roster and succession planning

Update Gallery website for full mobile functionality


Management plan for Friends Noosa Gallery

LOCAL LAWS

Illegal Camping Patrols Adjusted patrol hours have identified a noticeable increase in identifying offenders with the appropriate enforcement action being taken.

Problem areas identified and additional strategies being considered in relation to signage giving officers the ability to enforce the vehicle as opposed to the driver.

Continue patrols and enforcement throughout, and

Explore alternative signage in problem locations

Monitor and review effectiveness of new signage.

Beach Patrols Random patrol times have seen a significant decrease of illegal activity on beaches. Numerous infringements issued for dog offences.

Trial of New mobile infringement system has seen significant improvement in time management related to patrol infringement times. The ability to now attach photographic evidence to each infringement has resulted in less down time for officers and admin attaching photos to files in the office.

Continue focus and commitment to patrols as the new infringement system has now been rolled out to all officers.

Monitor


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Gympie Terrace foreshore encroachments

Enforcement action has been successful with improvements in compliance across the affected area.

Continue to monitor and action as necessary.

Business as usual

New Trainee position Trainee Local Law officer position was developed and interviews conducted, however the successful applicant did not take up the offer.

As a result HR have developed a new trainee position to take advantage of the trainee funding.

Manager to consider further trainee options in the 2018/19 budget

Business as Usual activities The annual regulated dog audit has been finalized with only minor areas of non-compliance that were addressed without the need to issue any infringement notices.

Fees and charges for 18/19 completed

Draft costing for 18/19 budget completed awaiting, manager to return from A/L to formalise

A number of staff have experienced a range of personal issues in this quarter reducing the branch’s capacity both administratively and in the field. These gaps have been filled by the employment of casuals who are gradually coming up to speed.

Commence 2017-18 regulated audit.

Finalise roster

Training for staff including new casual staff.

Finalise 2018/19 Budget

WASTE & ENVIRONMENTAL HEALTH

Waste

Mobilise new waste management contract 1516T043 by 1 September 2017

Contract successfully commenced 1 September 2017

1100 litre cardboard service implemented

Resolve issues around accounts to be submitted by Cleanaway

Develop next year’s budget


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Implement Mandatory Garden Waste Collection Service by 1 September 2017

Bins delivered in August 2017 and first week of September

Collection service commenced 1 September 2017

Lake Cooroibah service commenced.

Review the contamination levels and prepare for an audit of the waste stream

Develop waste audit

Prepare for Container Deposit Legislation 1 July 2018

Attended public meeting with Glen Elmes, Member for Noosa

Report to Council on proposed level of involvement when details known

Await development Government Legislation

Draft Local Law No.7 Waste Management

Local Law circulated to Government entities for comment

Seeking public comment from the community on the proposed new Local Law

Advertise LL for public comment 12 January

Review anti-competitive elements

Report back to Council on feedback from consultation

Develop Litter Management Plan

Ongoing success with using cameras to identify illegal dumping and issue fines

Gather information on hot spots and costs to Council managing litter

Commence preparation of data for the Plan

Investigate Social Enterprise conducting annual kerbside service

Not commenced Await the appointment of a contractor to the Briteside operation

Consider successful Briteside tenderer for kerbside collections if they are interested

Manage minor Waste contracts New contractor for environmental monitoring approved by Council in September 2017

Tenders called for mulching and concrete crushing

Renewal of concrete crushing contract

Monitor contract register and ensure contracts that are expiring are renewed

Call tenders for a licence for operation of the current Briteside Tip Shop and select preferred supplier

Tenders called and 2 tenders received

Assess tenders and report to Council recommending successful contractor

Award tender and negotiate commencement date with successful tenderer if necessary

Investigate costs for long term stormwater control at landfill

Identification that timing is correct for this work to be programmed

Contact consultants for estimates of costs

Obtain costings and estimates of consultancy for 18/19 budget bid

Investigate costs for second weighbridge for landfill

Decision not to proceed with new weighbridge at present time

NFA NFA

Implement action plan in the Waste Reduction and Recycling Plan 2016-2024

Delivery of education program and participation in national recycling week

Audit of waste streams to determine contamination and volumes

Obtain quotes for audit and implement audit by successful tenderer

Promote e-waste disposal service dependant on Government Policy

Service implementation in accordance with revised policy

Paint back contract for free paint collection implemented

Promote e-waste disposal through media outlets and web

Negotiate with service providers for increased range of products that can be diverted from landfill


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Develop web portal with T1 and Cleanaway as detailed in new Waste Management Contract

Web portal established 1 September 2017

Deficiencies in T1 have not allowed for full integration of the portal system but it is operational

Await T1 upgrade to allow full integration of web portal – may take more than 1 year

Customer service and waste staff using the system

Expand staff training and use of the system and explore benefits

Completed

Submit an ERA53 for composting at Eumundi Rd Landfill if costs analysis is positive

Negotiations with EHP about the proposal

Engaged consultants to prepare preliminary submissions for ERA

Waste audit to determine volumes of organics

Cost benefit analysis of composting

Audit of waste streams to determine if composting is economically viable for waste stream

Fully revise fees and charges for Waste in the context of the new contract

AEC reviewed charges for 17/18 pre contract commencement

Current charging structure is complex and needs review

AEC to review pricing structure for next budget

Update the provisions budget timelines and costs with AEC

Provisions budget updated annually Review structure of fund with AEC and determine need to engage consultants to review pricing used in provisions model

Contact AEC regarding requirements for provisions fund update

Business as Usual activities Develop 18/19 budget

Develop Capital Works Program 18/19

Review Waste Service charges for 18/19

Develop New Initiatives for 18/19 budget

Environmental Health

Implement EH Service Review and engage 1 additional FTE EHO and 1 additional Admin Officer

EHO engaged in September and Admin Officer in October.

Ongoing training for new employees Recruitment completed

Develop Inspection program and fees for deemed approvals and deleted ERA’s for further action required by Environmental Health in accordance with Local Law 1 proposed amendments

Legal advice obtained on local law and options for enforcement

Proposed local law found to be unlawful

Develop an inspection program working in consultation with industry

Develop and report to Council on proposed inspection program

Develop and commence implementation of Inspection program with fees for Licensing of commercial swimming pools (under Local Law 1 which is to be amended for this undertaking)

Fees are available for charging for the inspection of pools in the 17/18 budget

Develop proposal of which pools will be inspected

Commence implementation of proposed inspection program


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Develop and implement a risk based food business licensing and inspection system

Staff attended a Qld Health training course on risk rating premises.

Develop a risk rating system for food premises

Finalise investigations into the development of a risk based inspection program

Commence development of the draft Community Health Plan in consultation with relevant stakeholders for completion in 18/19

Draft project plan has been prepared for the development of the Community Health Plan

Refine the project plan

Develop and obtain approval from Council for the steering group representatives

Arrange steering group meetings to work on development of the plan

Business as Usual activities Annual food licence inspection program commenced and on target

Continue annual food licence inspection program

Develop draft 18/19 budget

Propose draft fees and charges for 18/19

Undertake routine inspections of premises and attend to complaints

Implement activities around the amendments to Local Laws relating to Environmental Health

Pest Management

Deliver Pest Animal Control Program

Until handover to Environment and Sustainable Development Department

Good progress made on feral animal control and number of animals destroyed

Transitioning of responsibility for Pest Management activity to Environmental Services Branch as from January 1 2018 as per the new structure

Finalise hand over Pest Management to Environmental Services Branch

Business as Usual activities Conduct quarterly pest plant surveys and roadside spraying

For the Sept- Dec quarter 37 properties were surveyed in the Kin Kin and Cootharaba areas as part of the weed surveillance program most of these in conjunction with the Cat’s Claw project

Undertake next quarterly pest plant survey and continue roadside spraying.

Cemeteries

Transfer paper cemetery records to T1 Quotes for scanning/digitalisation of records called.

Arrange commencement of digitalising paper records with Library

Prepare the records to be digitalised

Business as Usual activities

Conduct burials at 3 cemeteries and maintain cemeteries in good condition and implement Cemeteries Business Continuity Plan

Vector control officer trained in conducting burials

Conduct temporary repairs to Pomona fence which is ready to fall down

Conduct burials and installation of ashes

Repair fence at Pomona Cemetery and prepare submission to 18/19 budget for replacement of fence

Maintain 3 Cemeteries


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Previous Council Consideration Nil. Finance The Department finished the second quarter of 2017/18 in a strong financial position, with revenue at 55% of budget and expenditure at 47.9%. Net financial performance was favourable against year to date budget by $696,283. Revenue performed strongly particularly in Community Facilities and specifically at the NAC. Community Development have also secured a number of grants in this quarter. Expenditure items that were below budget related to employee costs in Local Laws, Community Support and Environmental Health. Materials and services were underspent in Libraries and Community Development. Risks & Opportunities Since the implementation of the new waste contract Cleanaway has not invoiced Council for any collections. Expenditure has been accrued for these services and Cleanaway is working with Council staff to rectify this situation asap. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Nil Departments/Sections Consulted: Chief Executive Officer X Community Services X Corporate Services

Executive Officer X Community Development X Financial Services Executive Support X Community Facilities ICT X Libraries & Galleries Procurement & Fleet X Local Laws Property X Waste & Environmental Health Revenue Services


Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities Governance Economic Development Civil Operations People and Culture Environmental Services Disaster Management


Design and Delivery


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12 THE J AND BICENTENNIAL COMMUNITY CENTRE (BCC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017


Author The J & BCC Coordinator, Scott Braby


Index ECM /Subject / 72.01 The J Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by The J & Bicentennial Community Centre Coordinator to the Services & Organisation Committee Meeting dated 6 February 2018, providing an update on the activities of The J and Bicentennial Community Centre for the period 1 July to 31 December 2017.

REPORT

The purpose of this report is to advise Councillors of The J’s and Bicentennial Community Centre’s activities for half year to 31 December 2018. The J continues to operate as a versatile, multi-use community venue. It hosts a wide range of activities, performances and live entertainment. It is also home to current tenants the University of the Sunshine Coast (and TAFE) and Noosa Community Radio. The J is the venue of choice for a number of community groups including Noosa Alive (formerly Noosa Long Weekend Festival), Noosa Chorale, Noosa Heads Jazz Club, Noosa Music Society, Alliance Françoise, Lungmax, Hillsong Church, USC Performing Arts and numerous school and commercial dance/theatre groups who conduct a range of youth activities, performances, awards and presentation ceremonies. The J now provides a 402 seat theatre/auditorium following the addition of 64 portable seats in the upper foyer/mezzanine. This area is also utilised and available for hire as a larger meeting space (up to 50 people) when not required for theatre/auditorium use. The J also offers a combination of additional flexible meeting spaces, conference rooms and facilities for hire which are complemented by covered outdoor areas and stylish open foyers. The Bicentennial Community Centre (BCC) includes the Main Hall, Annexe and Demountable buildings. The BCC Main Hall is the permanent home of the Noosa Gymnastics Club who are progressing with major renovations under the guidance of the Project Control Group with Council representation. The demountable building hosts a permanent tenant, Education for Generations (Noosa Montessori School) which is showing considerable growth and is proposed to expand into the Annexe building in 2018.


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1. FINANCE The J financial performance as at 31 December 2017

Statement of Income and Expenses

2017/18 Current Budget

2017/18 YTD

Budget

2017/18 YTD

Actuals

% Current Budget

YTD Variance

Total Revenue 558,028 324,434 358,517 64.2% 34,083 Total Expenditure 1,331,555 666,726 702,466 52.8% (35,740)

Operating Result (773,527) (342,292) (343,949) (1,657)

Expenditure Summary

Employee Benefits 424,496 208,978 229,413 54.0% (20,435)

Materials & Services 365,706 187,072 203,187 55.6% (16,115)

Finance Costs 0 0 (23) 100.0% 23

Other Expenses 1,023 512 512 50.1% (1)

Depreciation & Amortization 238,725 119,363 119,363 50.0% 0

Internal Charges 301,604 150,802 150,015 49.7% 788

Competitive Neutrality 0 0 0 0.0% 0

Total Expenditure 1,331,555 666,726 702,466 (35,740)

The J exceeded its half-yearly revenue budget by $34,083, thanks to a busier than expected period which saw most revenue streams finish ahead of budget. YTD revenue is 20% higher than actuals for the same period last year. As a result of the additional usage of the centre and the costs involved in facilitating this, YTD expenditure is over budget by a similar amount of $35,740. The centre’s net YTD financial position is $1,657 over budget.

(400,000)

(200,000)

0

200,000

400,000

600,000

800,000

Total Revenue Total Expenditure Operating Result

The J Community Centre

2017/18YTDBudget

2017/18YTDActuals


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BCC financial performance as at 31 December 2017

BCC revenue is slightly under budget by $1,165, with expenditure tracking $12,361 under budget due mainly to underspends in maintenance and minor equipment purchases.

2. CUSTOMERS The J An overview of users and events accommodated at The J over the past 6 months is as follows: Education/Schools/Government - performances and presentations

St Teresa’s Catholic College

St Andrews Anglican College

Statement of Income and

Expenses

2017/18

Current

Budget

2017/18

YTD

Budget

2017/18

YTD

Actuals

%

Current

Budget

YTD

Variance

Total Revenue 123,333 61,667 60,502 49.1% (1,165)

Total Expenditure 120,473 63,886 51,526 42.8% 12,361

Operating Result 2,860 (2,220) 8,976 11,196

Expenditure Summary

Employee Benefits 12,300 6,150 5,524 44.9% 626

Materials & Services 48,132 27,715 15,802 32.8% 11,914

Finance Costs 0 0 387 100.0% (387)

Other Expenses 510 255 255 50.0% (0)




Total Expenditure 120,473 63,886 51,526 12,361

(10,000)

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000


Bicentennial Community Centre

2017/18YTDBudget

2017/18YTDActuals


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Noosa Professional Dance Academy

USC

USC Performing Arts

TAFE

Lexis English College

Noosa Flexible Learning

Council citizenship ceremonies

CCIQ meet the candidates

Community groups

Noosa Chorale

Noosa Heads Jazz Club

Noosa Music Society

Noosa Chamber of Commerce

Noosa Biosphere

Tewantin Noosa Lions Club

Noosa Red Cross

Community Focus Association

Business mentoring

Endeavour Foundation

United Synergies

Noosa Community Radio

Tourism Noosa

Council internal events (various)

Special events

Noosa Alive (Noosa Long Weekend Festival)

Noosa Jazz Party

Simplicity Funerals Comedy

Melbourne Comedy

Sydney Comedy

Kitty Flanagan Live music/bands/dance

Sound Feast open mic/live bands (monthly event)

Mike McClellan

The Tap Pack

The Kransky Sisters

Theatre

Sunshine Coast Youth Theatre

Little Seed Theatre Company

Coast Academy of Song & Dance

Hamburger Productions

Jally Productions

Performing Arts Factory Film

Manhattan Short Film Festival

Noosa Surf Film Festival

Noosa International Film Festival (Noosa Chamber of Commerce)

Trails in Motion Film Festival


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Attendance figures show continued strong growth and are inclusive of university attendance and all events and bookings at The J. Cost per visit The J’s half-yearly cost per visit, exclusive of depreciation and internal charges, is $1.64, down 34% on last year’s half-yearly cost of $2.50. Inclusive of all costs this figure increases to $7.54, still lower than last year’s $7.92 despite a more than 50% increase in internal charges costs following the introduction of a different calculation methodology. Growth in number and value of tickets sold at The J over the past calendar year in particular has been nothing other than extraordinary. This is demonstrated by the tables below:

Ticket sales at The J (exclusive of Noosa International Food & Wine Festival)

Year TOTAL ANNUAL GROWTH

2014 $554,126 -

2015 $576,458 4.03%

2016 $673,302 16.80%

2017 $1,072,047 59.22%

2014 to 2017 growth 93.47%

Changes in The J’s ticket sales from 2016 to 2017 calendar years

Year TICKETS SOLD TOTAL VALUE AVE. PRICE

2016 18,307 $673,302 $36.78

2017 25,964 $1,072,047 $41.29

INCREASE 7,657 $398,745 $4.51

% INCREASE 41.83% 59.22% 12.27%

61,738 65,752

76,970 79,740

45,588

-

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

2013/14 2014/15 2015/16 2016/17 2017/18 YTD

The J attendance comparison


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To achieve in just one year a 59.22% increase in the combined value of tickets sold, a 41.83% increase in the number of tickets sold and a 12.27% increase in the average price of tickets sold is a tremendous effort from The J team. The impressive results can be attributed to sourcing higher quality shows, securing more performances than the year prior and doing a great job of promoting and selling the shows. It should be noted that a vast majority of performances at The J are promoter shows. This means that while The J can improve commission earnt on ticket sales and benefit from improved bar sales at busier shows, the centre doesn’t keep a majority of the additional ticketing revenue earnt by increasing shows’ occupancy levels. That said, it is still a great achievement and has benefit for the centre. BCC The Main Hall is leased by Noosa Gymnastics Club with the current renovation/extension works expected to be completed around April 2018. The Demountable building is leased by Education for Generations (EFG) Noosa Montessori School with negotiations underway for EFG to permanently hire the Annexe building with the aim to negotiate a lease by 2020. The Annexe’s occupancy has continued to decline over recent times with only two regular hirers remaining at the end of calendar year 2017 and as such, permanent usage by Noosa Montessori provides a good outcome for Council and the school alike. 3. STAFFING The J staff also oversee BCC’s operations, therefore this component of the report is combined for both venues. Staffing levels are currently at 4.7 FTE which is considered extremely efficient when compared to other similar venues. Whilst the budget has been adapted to account for the ongoing growth in activity, there is still pressure on staffing capacity and costs; as activity increases, so too do employee costs. 4. SYSTEMS & PROCESSES AND OTHER MATTERS Regular reviews and updating of operational systems and processes is ongoing and will continue with reference to the service review and business plan. The J is currently reviewing its ticketing system and may look to assess alternative options over coming months. The capital works project to increase theatre/auditorium seating capacity by 64 to a total of 402 seats has proven a success, with ongoing support and positive feedback. This mezzanine area is also utilised as a meeting space when not utilised as part of the theatre seating. AV equipment has been renewed through capital works funding ($30k), including LED lighting for the theatre which is more efficient both operationally and energy wise. The J’s website (www.thej.com.au) was completely overhauled during the last quarter and now offers patrons a much improved online experience. A split image of the new website’s homepage is shown below:

http://www.thej.com.au/


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FUTURE DIRECTION The J

The J will continue to operate as a multipurpose community venue that caters for a wide range of events, users and activities. It is envisaged that the increase in activity will continue, however theatre/auditorium availability is becoming more limited, particularly between July and December due mostly to popular events being held during this period (Noosa Alive, film festivals, end of year/season performances, and Christmas events).

Ongoing relationship with USC with the view to increase activity at The J.

Ongoing liaison with Noosa Community Radio to monitor and review their ability to meet the lease requirements. In this regard there were positive conversations held with the new board in late 2017 and a proposal outlining the station’s ability to increase their rental payments is expected shortly.

Continued refinement of The J’s digital marketing initiatives, to build on an already very strong platform.

Further consideration of future capital works funding, including provision of additional storage and increased stage/greenroom area and refurbishment of the rear deck.

Review of The J’s technical capacity over the next 3 to 5 years.

Ongoing consideration of energy efficiency initiatives in consultation with the ZEN team.

BCC

Completion of the Noosa Gymnastic Club’s expansion of the Main Hall.

Finalise permanent hire of the Annexe building to Montessori Noosa.

Previous Council Consideration Update reports are provided to Council on a six monthly basis. Finance Refer to Section 1 of this report. Risks & Opportunities

This report does not propose any new actions or activities which would shift risks or opportunities beyond the current levels encountered as part of The J’s and BCC’s day-to-day operations. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Management Accountant, Corporate Services


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Departments/Sections Consulted:

Chief Executive Officer X Community Services Corporate Services

Executive Officer X Community Development x Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services




Design and Delivery


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13 NOOSA LEISURE CENTRE (NLC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017


Author Noosa Leisure Centre Coordinator, Cathy Simon


Index ECM /Subject / 72.03 Noosa Leisure Centre Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Noosa Leisure Centre Coordinator to the Services & Organisation Committee Meeting dated 6 February 2018, providing an update on the activities of the Noosa Leisure Centre for the period 1 July to 31 December 2017.

REPORT

The purpose of this report is to advise Councillors of the Noosa Leisure Centre’s (NLC) activities for the period ending 31 December 2017.

The NLC caters for badminton, futsal (indoor soccer), netball, basketball, volleyball, kids’ playroom, group fitness classes, indoor rock climbing, corporate training including Council programs and school sessions, special events and venue hire. Meeting and conference rooms are also available for hire. The indoor rock climbing and yoga classes are run by external contractors. 1. FINANCE

The objective of all services within the Community Facilities branch is to balance the demands of access, equity and community service obligations with sound financial management and improve revenue through innovative and entrepreneurial approaches, whilst minimising operational costs. NLC financial performance for the period ending 31 December 2017



2017/18 YTD

Budget

2017/18 YTD

Actuals

% Current Budget

YTD Variance

Total Revenue 504,842 250,966 262,348 52.0% 11,382

Total Expenditure 1,111,260 563,795 563,747 50.7% 48

Operating Result (606,418) (312,829) (301,399) 11,431

Expenditure Summary

Employee Benefits 404,862 201,734 200,359 49.5% 1,374

Materials & Services 315,087 166,406 169,438 53.8% (3,032)

Finance Costs 0 0 (276) 100.0% 276

Other Expenses 3,023 1,512 1,512 50.0% (0)


Internal Charges 307,151 153,575 152,145 49.5% 1,430


Total Expenditure 1,111,260 563,795 563,747 48


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Half-yearly performance shows a favourable result in revenue, while expenditure finished the period just marginally underspent. As a whole, the centre bettered budget by $11,431. Total revenue exceeded budget by $11,382, largely due to an increase in venue hire bookings for special events, with revenue up $6,172 on budget. The Kids’ Playroom also performed well, finishing the half-year $3,775 ahead of budget, with attendance numbers up 37% compared to the same period last year. Expenditure streams tracked broadly in line with budget, with the exception of water and sewerage charges which were $4,762 over budget due to a yet to be reversed accrual. This was entirely offset by underspends in other materials and services accounts, including electricity which finished the period under budget by $3,037 thanks in part to savings from the new LED stadium lights. Labour savings totalled $1,374 and contributed to total YTD expenditure being $48 under budget for the period. 2. CUSTOMERS NLC recorded 61,056 YTD attendances, up 7% from the previous year’s corresponding total of 56,846.

(400,000)

(300,000)

(200,000)

(100,000)

0

100,000

200,000

300,000

400,000

500,000

600,000

700,000


Noosa Leisure Centre

2017/18YTDBudget

2017/18YTDActuals

56,846 61,056

0

10,000

20,000

30,000

40,000

50,000

60,000

2016/17 2017/18

NLC ATTENDANCE COMPARISON


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Cost per visit The cost per visit, exclusive of depreciation and internal charges was $1.78, down 5.8% on last year’s half-yearly measure of $1.89. Inclusive of all costs this figure increases to $4.93, up significantly on last year’s figure of $3.85 due entirely to a change in the methodology of allocating internal charges and an increase in depreciation expenses. For further performance context, historical NLC financials for the past three full financial years are shown below: NLC historical financials – FY15 to FY17

Financial Statement 2014/15 actuals

2015/16 actuals

2016/17 actuals

4RV02 - Fees & Charges (100,318.66) 0.00 0.00

4RV06 - Sale of Goods and Major Services (350,521.59) (463,896.42) (503,318.21)

4RV12 - Internal Recoveries (3,104.19) (144.09) 0.00

4RV17 - Other Recurrent Income (1,114.57) (219.52) (77.02)

Total (455,059) (464,260) (503,395)

6EX01 - Employee Benefits 412,729.30 417,755.01 413,875.02

6EX03 - Materials & Services 279,535.82 296,534.17 329,675.91

6EX06 - Other Expenses 2,727.20 2,822.60 2,921.20

Controllable expense total 694,992 717,112 746,472

Operating cost 239,933 252,852 243,077

6EX04 - Depreciation & Amortization 138,608.20 71,838.62 74,754.54

6EX12 - Internal Charges 145,954.27 151,640.08 147,793.38

Uncontrollable expense total 524,496 476,330 465,625

Net result 764,429 729,182 708,702

Seve ral major event bookings contributed to the high half-yearly attendance numbers, including:

Noosa Alive! performance by Opera Australia

Fight Night - pro boxing in Noosa

The 2017 Contender of the Codes

3. STAFFING NLC has one full-time member of staff (NLC Coordinator) and approximately 15 casual staff. As a result of the NLC service review, minor labour savings opportunities were identified and implemented from July. Staff have been upskilled to fulfil both café and reception duties, leading to a reduction in staff required during quieter times of the day.


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4. SYSTEMS, PROCESSES AND OTHER MATTERS

Works continued to improve the centre’s aesthetics during this period, with painting completed in the café dining area and upstairs group fitness room. This along with an upgrade of some internal furnishings and replacement of the worn carpet in the group fitness room, have received an overwhelmingly positive response from patrons.

Rectification of defects, highlighted in the building condition assessments commenced, including extensive repairs to vents located in the stadium. 5. FUTURE DIRECTION

Results from recent café patron survey to be reviewed with suggested improvements to be implemented ensuring the centre is capable of keeping up with consumer expectations.

Ongoing liaison with Noosa District Basketball Association to formalise usage agreement between NLC and NDBA.

Following the recommendation from the NLC service review to provide a greater range of programs on offer to the community, a new junior learn to play program will be introduced in Term 1 2018.

New group fitness timetable to be introduced in January, incorporating yoga classes back into the NLC program following the cessation of the outsourced Noosa Yoga School in December 2017.

NLC has been working hard to develop a new website (www.noosaleisurecentre.com.au - launched Jan 2018) and to formalise its social media presence (soon to be activated). Both these projects form part of a suite of strategic marketing initiatives to help drive continued revenue and customer growth. A snapshot of the new website’s homepage is shown below

http://www.noosaleisurecentre.com.au/


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This report does not propose any new actions or activities which would shift risks or opportunities beyond the current levels encountered as part of NLC’s day-to-day operations. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Management Accountant, Corporate Services Departments/Sections Consulted: Chief Executive Officer x Community Services Corporate Services

Executive Officer Community Development x Financial Services Executive Support x Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services




Design and Delivery


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14 NOOSA AQUATIC CENTRE (NAC) HALF-YEARLY UPDATE TO 31 DECEMBER 2017


Author Noosa Aquatic Centre Coordinator, Stephen James


Index ECM/ Subject/ 72.02 Noosa Aquatic Centre NAC Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Noosa Aquatic Centre Coordinator to the Services & Organisation Committee Meeting dated 6 February 2018 providing an update on the activities of the Noosa Aquatic Centre for the period 1 July to 31 December 2017.

REPORT

The purpose of this report is to advise Councillors of the Noosa Aquatic Centre’s (NAC) activities for the half-year ending 31 December 2017. The NAC comprises a 50m Olympic-sized pool, 25m pool, warm down pool/learn to swim pool, toddlers’ wading pool, fitness studio, change rooms and amenities operations. The NAC also oversees the maintenance of the Sunshine Beach Skate Park. The NAC provides a broad range of aquatic and leisure programs including recreational swimming, learn to swim (LTS) programs, elite squad training, aqua aerobics and water polo, as well as circuit classes and general gym usage in the fitness studio. 1. FINANCE The objective of all services within the Community Facilities branch is to balance the demands of access, equity and community service obligations with sound financial management and improving revenue through innovative and entrepreneurial approaches, while at the same time seeking to minimise operational costs. NAC financial performance for the period ending 31 December 2017



2017/18 YTD

Budget

2017/18 YTD

Actuals

% Current Budget

YTD Variance

Total Revenue 1,710,248 846,457 959,614 56.1% 113,156

Total Expenditure 2,757,540 1,384,706 1,320,662 47.9% 64,044

Operating Result (1,047,292) (538,249) (361,049) 177,201

Expenditure Summary

Employee Benefits 1,194,409 597,665 563,492 47.2% 34,174


Finance Costs 0 0 (119) 100.0% 119


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2017/18 YTD

Budget

2017/18 YTD

Actuals

% Current Budget

YTD Variance

Other Expenses 1,024 512 512 50.0% (0)

Depreciation & Amortization 204,899 102,450 102,509 50.0% (60)



Total Expenditure 2,757,540 1,384,706 1,320,662 64,044

Building on last year’s growth and capitalising on favourable weather conditions, the centre’s YTD financial performance is very strong. Revenue is $113,156 ahead of budget, with expenses coming in under budget by $64,044. This generates a net favourable position to budget of $177,201. Revenue is up in all areas and is testament to the team’s hard work to improve the NAC’s offering as a whole. The average number of participants in the Learn to Swim program is up by around 2%, with YTD revenue $21,756 ahead of the $317,586 budget. Occupancy levels of all classes averaged around 87%, significantly higher than the accepted industry target of 80%. General admission revenue was up on budget by $35,670, predominantly due to the abovementioned favourable weather conditions which have encouraged lap swimmers to keep swimming and families to spend the day at the pool. It has been 12 months since the purchase of the new equipment for the Gym and that investment is paying off. Membership growth has continued, with Gym revenue up $37,667 on budget. Gym membership was 145 at this time in 2016; there are now 314 members with Gym access. The annual Group Fitness (GF) revenue budget was increased by $40,000 to $155,361 during BR2. The half-yearly result is $75,566 which is close to the revised target. A wide variety of instructors, experimenting with different classes, and a focus on scheduling has helped achieve current results. GF attendance numbers for the year have grown by 513 to 7,279. This represents 7% growth. The programming of new Water Resist and Aqua Stick classes will continue to ensure members and pass holders can experience fresh offerings.

(1,000,000)

(500,000)

0

500,000

1,000,000

1,500,000


Noosa Aquatic Centre

2017/18YTDBudget

2017/18YTDActuals


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Retail operations remain the third largest revenue source at the NAC and continued to perform above expectations thanks to the dedication of two key staff members. Their knowledge and drive in this area saw revenue reach $90,423 for the half-year with a gross profit margin of 42.5%. The $64,044 underspend in expenditure is primarily due to two areas:

1. Water is under budget by $20k, in part due to a reduction in consumption following a change in staffing responsibilities and much closer monitoring of plant room practices initiated by the Pool Operations Supervisor.

2. Employee benefits costs are below budget by around $34k due to tight management of rosters and increased use of contractors (who are charged to materials and services budget) in the group fitness program.

2. CUSTOMERS The NAC recorded 127,887 attendances for the 6 months to December 2017. This is an increase of 6,181 or 5% on the 121,706 visits for the same period last year.

Cost per visit This half-year for the first time the NAC is recording a positive return of $0.51 rather than a cost per visit, exclusive of depreciation and internal charges. When depreciation and internal charges are taken into consideration this becomes a cost of $2.82 per visit which is 16% lower than last year’s half-yearly cost of $3.36. Overall an excellent result, especially considering internal charges increased by $100,228 or 45% due to a change in calculation methodology. For further performance context, historical NAC financials for the past three full financial years are shown below:

121,706127,887

0

20,000

40,000

60,000

80,000

100,000

120,000

2016/17 2017/18

Att

en

dan

ces

NAC half-year attendance comparison December 2016 to December 2017


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NAC historical financials – FY15 to FY17

Financial Statement 2014/15 actuals

2015/16 actuals

2016/17 actuals

4RV02 - Fees & Charges (27,919) (14,055) (14,038)

4RV06 - Sale of Goods and Major Services (1,482,808) (1,489,461) (1,717,403)

4RV17 - Other Recurrent Income (4,940) (5,592) (30)

4RV18 - Rental and Levies (56,202) (72,653) (74,641)

Total (1,571,869) (1,581,762) (1,806,112)

6EX01 - Employee Benefits 1,097,095 1,054,980 1,157,384

6EX03 - Materials & Services 598,376 663,905 793,850

6EX06 - Other Expenses 924 956 990

Controllable expense total 1,696,395 1,719,841 1,952,224

Operating cost 124,527 138,079 146,113

6EX04 - Depreciation & Amortization 154,207 167,573 192,724

6EX12 - Internal Charges 331,615 309,815 448,309

Uncontrollable expense total 610,349 615,467 787,146

Net result 734,876 753,546 933,258

* Note: Utilities and reactive maintenance increases totalled $120k

The NAC continues to have limited capacity during most weekday afternoons. While lanes are open to the public, these are generally limited to one or two during the peak times of 3.30pm – 6pm.

3. STAFFING The NAC is affected by strong seasonal fluctuations and therefore a large percentage of its team are employed as casuals. Staff numbers are at their peak now and will reduce significantly throughout terms 2 and 3 as the weather cools, the days shorten and patrons move onto winter pastimes. 4. SYSTEMS, PROCESSES AND OTHER MATTERS An electronic time and attendance system is being jointly investigated by the Community Facilities branch and Corporate Services, with a possible trial commencing in the first half of 2018. Such a system would improve rostering, reporting, budgeting and monitoring practices, would reduce human error and provide further control of the facility’s largest expense (wages). The NAC is a Council pilot site for the development of a new asset management plan, which will provide an improved approach to asset management and maintenance to ensure the viability of the centre well into the future. Finalisation of this plan will occur shortly. A new website (www.noosaaquaticcentre.com.au) has been developed and went live just prior to Christmas. This, together with the formalisation of the centre’s social media presence, will form part of a suite of strategic marketing initiatives to help drive continued revenue and customer growth. A snapshot of the new site’s homepage is shown below:


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The NAC will continue to trial and review new initiatives throughout 2018 to aid the Centre’s financial performance and boost visitations.


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5. FUTURE DIRECTION This is an exciting time for the NAC as it continues to gather momentum and look for ways to continuously improve operations. The team have embraced a new staffing structure, simplified membership and fees and new marketing mediums. They are committed to not only providing the community with a facility to be proud of, but one that continues to adapt to meet the changing ways in which our community recreates. As highlighted previously, the NAC was constructed with just a single family change room which is now inadequate for current visitation levels and changed community expectations. The NAC has applied for State Government funding for the addition of a dedicated family change space which would allow families with young children to get changed in a safe and secure space and eliminate the need for children to enter a toilet and change facility of the opposite gender. The outcome of the funding submission will be known in February 2018. If the application is unsuccessful, the team will consider alternative funding methods. Gym membership and participation in classes (e.g. boxing, cardio and core, and stretch and stabilise) have both grown to a level where the ability to conduct classes in the Gym is heavily compromised. To address these concerns, and to be able to provide the Noosa community with a genuine ‘one stop shop’ for their leisure and aquatic needs, the NAC has commenced preliminary investigations into the provision of a new group fitness space. These investigations will be further progressed as part of the development of a 10-year facility masterplan. The master planning process is due to commence over the coming months. Installation of a large (~100kw) rooftop solar PV system will commence over coming months. This is an exciting project for the NAC and Council and is a major step towards emission reduction at the NAC. There are no other capital works planned for the NAC in 2017/18 and therefore there will not be any disruptions to normal operations as a result. Previous Council Consideration Update reports are provided to Council on a six monthly basis. Finance Refer to Section 1 of this report. Risks & Opportunities

This report does not propose any new actions or activities which would shift risks or opportunities beyond the current levels encountered as part of NLC’s day-to-day operations. Consultation External Consultation - Community & Stakeholder Nil Internal Consultation Management Accountant, Corporate Services


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Departments/Sections Consulted: Chief Executive Officer X Community Services Corporate Services

Executive Officer Community Development X Financial Services Executive Support X Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services




Design and Delivery


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15 NOOSA COMMUNITY SUPPORT (NCS) HALF-YEARLY UPDATE TO 31 DECEMBER 2017


Author Noosa Community Support Coordinator, Greg Tucker


Index ECM/ Subject/ 1.05 Community Support Management Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Noosa Community Support (NCS) Coordinator to the Services & Organisation Committee meeting dated 6 February 2018, providing an update on the activities of Noosa Community Support for the period 1 July to 31 December 2017.

REPORT

The purpose of this report is to advise Councillors of the Noosa Community Support (NCS) activities for 1 July 2017 to 31 December 2017. NCS receives funding from the Commonwealth Home Support Program (CHSP – over 65 yrs.) and the State Home and Community Care Program (HACC – under 65 yrs.) to provide the following services:

domestic assistance

social support - individual

allied health care

personal care

social support – group

flexible respite

case management

counselling /support, information and advocacy

transport

home maintenance

home modifications

goods, equipment and assistive technology. It also receives funding from the State Home Assist Secure (HAS) program to provide:

information and referrals regarding home safety and security

home maintenance

home modifications. 1. FINANCE The objective of all services within the Community Facilities branch is to balance the demands of access, equity and community service obligations with sound financial management, and improving revenue through innovative and entrepreneurial approaches, whilst minimising operational costs.


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NCS financial performance for the period ending 31 December 2017



2017/18 YTD

Budget

2017/18 YTD

Actuals

% Current Budget

YTD Variance

Total Revenue 2,823,977 1,898,815 1,929,907 68.3% 31,091


Operating Result 165 495,910 580,605 84,695

Expenditure Summary

Employee Benefits 1,756,552 869,817 828,468 47.2% 41,349


Finance Costs 0 0 5 100.0% (5)

Other Expenses 510 255 255 50.0% (0)


Internal Charges 417,374 208,687 199,997 47.9% 8,690


Total 2,823,811 1,402,906 1,349,302 53,603

NCS operates under funding agreements with both the State and Federal Governments. The requirements of the various funding agreements dictate that NCS should aim to perform to a ‘zero bottom line’ standard, i.e. that all funding received should be fully expended on relevant programs and services. YTD revenue is slightly ahead of budget due to funding grants indexing at a higher than expected rate. Combined with an underspend on employee costs, NCS is almost $85k ahead of its net YTD budget.

0

500,000

1,000,000

1,500,000

2,000,000

2,500,000


Noosa Community Support

2016/17YTDBudget

2016/17YTDActuals


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2. CUSTOMERS

NCS Summary YTD Outputs 1 July 2017 to 31 December 2017

Service Services provided

Allied Health Care 350

Case Management 19

Social Support - Group 3,968

Counselling/support info and advocacy - client 28

Domestic Assistance 1,835

Home Maintenance 1,357

Home Modification 723

Personal Care 399

Flexible Respite 292

Social support - Individual 1,549

Transport 6,839

Total 17,359

The eleven listed services have delivered a total of 32,349 hours of service to NCS clients during this period.

Noosa Home Assist Summary YTD Outputs 1 July 2017 to 31 December 2017

Information & Referral Measures

Total clients received info & referral 253

Total staff output hours providing info & referral 207

Home Maintenance

HAS staff total output hours 360

Households receiving service for first time 50

External contractors total outputs hours 1,302

3. STAFFING There are no staffing matters of significance to report. 4. SYSTEMS, PROCESSES AND OTHER MATTERS

Improvements in the area of client records management have been implemented. This means that all client records are stored electronically and all staff will be trained in electronic document management.

All admin staff continue to be trained in other areas to ensure business continuity during RDOs and annual leave.

Community Care Assistants continue to be upskilled in data entry and also wellness and reablement goal setting for clients.


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NCS will continue to host quarterly information sessions for external stakeholders to inform the community on new service delivery programs..

NCS have launched their new Staff Handbook on the intranet. All staff have been sent the link and asked to review the handbook. This handbook will be part of the induction process for new NCS staff.

5. FUTURE DIRECTION

Work is progressing well on the next stage of the Centre refurb. Works include:

Installation of internal LED lighting.

Additional concrete slabs to increase car parking capacity by five spaces and in doing

so, alleviate some of the parking pressure in the immediate surrounds.

Rendering of the façade of the centre.

Painting of all exterior timberwork.

Plastering of the Macaw room (covering over exposed brick).

Modifications to the quiet room to accommodate an Occupational Therapy program.

External blinds on rear courtyard patio to enhance client comfort.

The estimated timeline for completion of these works is end of February 2018.

Implementation of an upgraded telephone system will allow admin staff to assist service delivery staff with the increased number of client callers who require clarity with the new My Aged Care processes. All admin staff are trained to answer My Aged Care enquiries and to simplify the processes for elderly clients, many who have dementia.

Further research on mobile devices to enhance service delivery.

Commenced research on the possibility and viability of facilitating a Care and Share program in the Peregian Beach area.


This report does not propose any new actions or activities which would shift risks or opportunities beyond the current levels encountered as part of NLC’s day-to-day operations. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation Management Accountant, Corporate Services


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Departments/Sections Consulted: Chief Executive Officer x Community Services Corporate Services

Executive Officer Community Development x Financial Services Executive Support x Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue Services




Design and Delivery


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16 WASTE MANAGEMENT UPDATE REPORT TO 31 DECEMBER 2017


Author Manager Waste and Environmental Health, Wayne Schafer

Community Services Department Index ECM/ Subject/ Branch Management – Community Services Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Manager Waste and Environmental Health to the Services and Organisation Committee Meeting dated 6 February 2018 providing an update on the activities of the Waste Management Section for the period 1 July to 31 December 2017.

REPORT

The purpose of this report is to advise Council of waste management activities over the six monthly period 1 July 2017 to 31 December 2017 and planned activities and initiatives for the next six months. The Waste Management Section (WMS) is responsible for the delivery of domestic and commercial waste and recycling collection services for Noosa residents and businesses, holding tank liquid waste collection servicing, operation of the Eumundi Rd Resource Recovery Facility and Landfill, and Pomona and Cooroy Waste Transfer Stations. Collection, landfill, resource recovery and waste education services are provided by a small team working in conjunction with the private sector through contract management. The aim of the team is to maximise recycling and resource recovery and dispose of waste in an environmentally sustainable way. 1. FINANCE Under National Competition Policy, the Waste Business Unit is required to operate under full cost pricing principles and to make a return on the investment in the business to Council.

Waste Management July to December 2017



2016/17 YTD

Budget

2016/17 YTD

Actuals

% Current Budget

YTD Variance

Total Revenue 14,679,360 7,351,463 7,384,500 50.3% 33,037


Operating Result 2,564,940 1,715,784 1,825,655 109,871

Expenditure Summary

Employee Benefits 781,255 384,477 399,600 51.1% (15,124)

Materials & Services 8,183,620 3,676,423 3,584,089 43.8% 92,334


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2016/17 YTD

Budget

2016/17 YTD

Actuals

% Current Budget

YTD Variance

Finance Costs 157,584 78,792 78,796 50.0% (4)

Other Expenses 309 155 155 50.0% 0


Internal Charges 1,173,966 586,990 587,362 50.0% (372)

Competitive Neutrality 1,085,764 542,882 542,882 50.0% 0

Total 12,114,420 5,635,679 5,558,845 76,834

Budget Commentary

The Waste Section budget report for the six monthly period indicates that revenue was above estimates and expenditure was below estimates. There is an operating result of a surplus of $109,871 for the period. The operating surplus is due to:

Increased waste disposal revenue above estimates; and

Materials and services costs being lower than predicted due to some operational works that will be undertaken in the second half of the period.

Expenditure

Employee benefit costs were higher than predicted due to engagement of temporary administrative resources to assist during roll out of the new waste contract and garden waste recycling service.

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

8,000,000


Waste Management

2016/17YTDBudget

2016/17YTDActuals


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Delay in Receiving Invoices from Cleanaway for Collection Services

The new waste management contract commenced on 1 September 2017. Separable Portion A (Collection Services) involved a substantial change in services with the roll out of new bin sizes, garden waste service and the introduction of on board computers on collection vehicles to track services.

The roll out of the new contract and the commencement of the Green Bin service happened smoothly from a customer perspective. However, Cleanaway to date have not submitted monthly claims for collection services for the months of September through to December.

Council’s Finance Branch has been accruing these estimated costs (exceeding $1,000,000) to give an accurate representation of Council’s financial position in the waste budget. Staff are working with Cleanaway to urgently resolve the submission of outstanding invoices so that payment can be made.

Capital Works

There are two Capital Works Projects approved for 2017/18:

Upgrades to the Reusable Goods Recycling and Sale Facility

A hardstand will be constructed throughout the currently unsealed rear yard of the facility. This will include the construction of a bio-basin to treat stormwater.

New Shed at the Reusable Goods Recycling and Sale Facility

A large shed will also be constructed in the Briteside area for the storage and repair of reusable goods. Once this new shed is completed the building at the Transfer Station (currently used by Briteside for storing reusable goods) can be vacated. That building will then be used by Cleanaway for the bailing and temporary storage of recycled material as new markets and options are sought. It is proposed that a second large shed in 2018/19 will also house a waste education room for classes and workshops run by Council officers and contractors.

Both projects have not yet commenced as they are awaiting finalisation of the letting of tenders for operation of the Reusable Goods Recycling and Sale Facility, which is due to be decided by Council in February 2018. It is estimated they will commence in April 2018.

2. CUSTOMERS

Collection Services

Bin Services 1 January 2016 1 July 2016 1 July 2017 1 Jan 2018

240 Refuse 29,962 30,158 30,514 30,440

360 Refuse 0 0 0 188

140 Refuse 68 67 65 64

240 Recycling 25,290 25,607 26,118 25,288

360 Recycling 0 0 0 186

240 Garden 4,032 4,285 5,132 14,708

360 Garden 0 0 0 537

Exemptions Garden Waste 0 0 0 402

1cm Bulk 28 26 25 22

1100 Refuse 396 348 375 399

1100 Recycling 285 292 309 323

1.5cm Bulk 198 200 189 200

2cm Bulk 18 18 14 21

3cm Bulk 223 227 225 217

Compactor bin 1 2 2 2

Cardboard Bin 3cm 0 0 0 3


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The voluntary garden waste recycling bin services continued to grow ahead of the introduction of a three bin service for the urban areas in September 2017.

Customers using Council’s three waste sites

Eumundi Road Cooroy Pomona

Transactions 2014-15FY 92,798 4,404 4,874

Transactions 2015-16FY 107,421 4,022 4,904

Transactions 2016-17FY 115,573 4,975 5,414

Transactions 2017-18 (1 July to 31 Dec) 55,206 2,493 2,953

The last financial year again saw a significant increase in customers using the Eumundi Road Resource Recovery Facility. This is reflected in an increase in waste revenue from gate fees over this period.

Customer Service Requests

Type of Customer Request 2014/15 2015/16 2016/17 2017/18

July to Dec

Waste Charge 81 118 114 76

Contractor 107 195 115 525

Damaged/Missing Bins 1891 1699 1965 1033

Illegal Dumping (Inc. Kerbside Collection) 253 227 453 166

Hazard/Contamination 16 18 17 3

Holding Tanks 38 29 34 30

Service - Extra 447 140 144 64

Service - Missed 932 951 1219 906

Service - Modify 278 294 440 625

Service - New 995 1049 1260 432

Total No of Customer Requests 5,038 4,720 5,761 3,860

There was a high number of customer requests for the six-month period July to December, compared to previous year total requests. This increase in customer requests is attributed to the roll out of the new waste contract, additional service types and bin sizes available, confusion over missed or non-delivered bins, service modifications to obtain a 360 litre service and changes in rates to include the new garden waste bin. It is anticipated that customer requests will return to more normal levels in the second half of the financial year.

Tonnes of waste received, landfilled and recycled by Noosa Council

The information below shows the total amount of material received by Noosa Council, the amount disposed of to landfill and the amount diverted from landfill.

2013-14FY 2014-15FY 2015-16FY 2016-17FY Jul-Dec 17

Total received 65,719 68,097 72,897 76,020 38,922

Landfilled 40,705 43678 46,034 42,997 25,641

Recycled 25,014 24,419 26,954 33,023 13,281

% Diverted 38.06% 35.86% 36.90% 43.44% 34.1%

The target set by State Government and figured into Council’s Waste Recycling & Reduction Plan calls for Queensland Councils to divert 55% of waste from landfill by 2024.


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While the current six monthly diversion rate is behind the 2016/17 annual rate they are influenced by several factors:

seasonal variations in the mulching of green waste and the timing of concrete crushing;

no concrete crushing (and associated sales) significantly influenced the diversion rate for the first six months of the 2017-18; and

1,000 tonnes of declared vegetation (sand and algae) from Noosa beach was landfilled before a beneficial reuse could be implemented.

There continues to be more waste produced by the Noosa community year on year. It is encouraging to note that ongoing efforts to ensure the diversion of waste has in the 2017 financial year resulted in a drop in the amount of waste being sent to landfill.

Resources recovered (major categories)

Amount of resources recovered (tonnes)

2015FY 2016FY 2017FY Jul to Dec 2017

Recyclables (yellow lid bins) 7,006.57 7,295.68 7,492.64 3,851.34

Green waste 11,197 12,346.59 13,354.5 6,332.09

Concrete 3,527.5 3,361.47 7,118* 5,229.16

Metal 1,822 2,766.4 2,818 1,049.48

Timber 571.34 677.94 1,437 543.64

Cardboard 366 378.75 388 113.18

Batteries 26.9 35.1 27.4 10.62

E-Waste 0 0 83.5 37.44

There has been a continuing trend for an increase in the recovery of most major categories of waste over the period compared to past years. Kerbside recyclables collected from yellow lidded bins increased showing improved diversion rates. It is also worth noting that contamination rates in recycle bins remain low. Again, this improvement may be attributable to Council’s Towards Zero Waste campaign. The introduction of the e-waste recycling service is supported by residents and polystyrene recycling to make light concrete has been an innovative development.

Next Kerbside Service

It is anticipated that the next service will commence around August 2018. This is a return to the previously preferred time of year for the service as the weather is cool, it is outside of storm season and it does not clash with as many community events.

Overview of major waste management contracts

A new Waste Management Contract No.1516T043 awarded to Cleanaway Pty Ltd in three Separable Portions, (Portion A - Solid Waste Collection, Portion B – Operation of Eumundi Rd Landfill and Portion C – Resource Recovery) and commenced 1 September 2017, for a period of seven years for an estimated contract value of $45 Million. Significant features of the new contract include:

A three bin collection service (including a garden waste recycling bin to single residences and duplexes in the urban areas of Noosa with the continuation of the optional service to commercial premises and premises within five kilometres of the three bin service area);

An offer by the contractor to collect limited food waste in the garden waste bin;

A waste collection truck with on board washing of street litter bins;


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A single pass waste and recycling collection vehicle to service Hastings Street and other high profile areas;

The introduction of optional 360 litre wheelie bins for waste, recycling and garden waste;

Larger two and three cubic metre bulk recycling bins and bulk cardboard only recycling bins;

Increased compaction of waste in the landfill from the current 850kg/cubic metre to 900kg/cubic metre – ensuring more effective use of available air space; and

Improvements to the resource recovery facilities at the Eumundi Rd site.

Roll out of the new Garden Waste Recycling Service

An additional 9,954 garden waste recycling services were identified and sent a letter regarding the commencement of the 3 bin service to urban areas of the Shire in September. Council also agreed to include Cooroibah Heights in the defined area to receive a 3 bin service including a garden waste bin. Generally there has been a good take up of the new Garden Waste Recycling Service in the urban areas of the Shire. There was some difficulty in implementing the service to developments around the Noosa Springs area given the tight turning area on internal roads however, consultation with the body corporates have resolved this issue and where an estate undertook to provide a green waste service to all owners in the estate a service exemption was granted for that estate.

Other contracts

Reusable Goods Recycling and Sale Facility

Following recent legal advice and consultation with Council, the current Licence to provide this service (currently held by Briteside) has reached its expiry date and has gone out to open tender from not for profit organisations. The new Licence was drafted to reflect current best practice and optimise waste diversion at the site. It is anticipated that the new Licence will be awarded in February 2018.

Environmental Monitoring

22 tenders were received for the contract to conduct environmental monitoring services at Council’s waste facilities. The contract specifications were recently revised to reflect the new Receiving Environment Monitoring Program. Following a report to Council a contract was awarded to Future Plus for a tender in excess of $200,000.

Green waste processing

The contract to process green waste expired and a short term contract was awarded while staff considered the future of a proposal for Cleanaway to mulch on site as an extension to their Waste Management Contract. A decision was reached to recall a medium term contract to provide more time to consider options regarding on site processing of green waste and the viability of onsite composting. A tender for green waste mulching will be called in 2018.

Litter and Dumping

Street litter

In the new collection contract the ‘single pass’ collection vehicle is able to collect recyclables at the same time as general waste. This has allowed the Waste Section to add more public place recycle bins in high profile areas such as Hastings Street and Main Beach. Waste Officers worked with Council’s Design section to select the most beneficial locations for these additional bins.


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Illegal dumping

During the six month period only 1 fine was issued for illegal dumping due to staff resources being diverted to implement the new contract and garden waste service. A number of clean-up notices were issued in lieu of fines. Surveillance of dumping hot spots will increase in 2018 as the workload from implementing the new contract and services is reduced.

Towards Zero Waste Education and Community Engagement Strategy

Garden waste recycling bin

The priority for the Waste Education Officer in the last half of 2017 was to assist the smooth roll out of the Garden Waste recycling bins and to ensure that after their roll out these bins were used properly and contamination rates were low. To this end, a Community Engagement Project Plan was produced in conjunction with the Community Engagement Branch. The phased Plan included:

A mail-out thanking ‘early adopters’ of the garden waste service encouraging them to promote the merits of the service (approx. 5,000 letters);

A mail-out to those about to receive the new service explaining the reasons for it and how to properly utilise the service (approx. 10,000 letters);

A comprehensive social media campaign run through Facebook;

Numerous media articles promoting the new service; and

Updates on the Noosa Council website.

Contractor’s contribution to education program

Under the new waste management contract the contractor, Cleanaway, contributes $12,000 per annum towards our Education Officer’s expenses in conducting the waste education program. This payment commenced in September 2017.

Waste Education Officer Activities

The Waste Section’s Waste Education Officer has personally engaged in the following broad range of activities:

Visits to school and community groups;

Tours of the Noosa Resource Recovery Facility and Landfill during National recycling week;

Waste and recycling displays;

Easily identifiable Noosa Council bin lids and covers that assist recycling at events;

An art competition using waste materials was organised for Noosa students. This ‘Youth ArtCycle’;

Promotional movies conducted promoting the impact of waste on the environment;

Development of a phone app for waste;

Participation in Plastic Free Noosa; and

Signage on all public place recycling bins.


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Table 1: Presentations/ Workshops Jul- Dec 2017

Date Organisation Grade No. of attendees

Presentation

11/07/17 St Thomas More College Grade 6 100 Cleanup around the school had Tim Silverwood

11/07/17 Screening of A Plastic Ocean at The J

Community 340 Screening of A Plastic Ocean – introduction by Tim Silverwood and then panel discussion at the end

12/07/17 Sunshine Beach High School

Grade 8 50 Students watched A Plastic Ocean and then Tim Silverwood came and did a presentation and talk

14/07/17 Landcare Friday Forum Young adults 12 Recycling and Waste

20/07/17 Landfill Tour – University of the Third Age

Older people 14 Landfill Tour

20/07/17 Assisted in Screening of A Plastic Ocean at Sunshine Beach High

Community 80 Screening of A Plastic Ocean

24/07/17 Think Eat Save Food – Oz Harvest waste day at Peregian Beach

Community 200 Waste & recycling display for Oz Harvest Think Eat Save

25/07/17 Screening of A Plastic Ocean at Pomona

Community 220 Screening of A Plastic Ocean –panel discussion at the end

17/07/17 Screening of a Public Ocean

Community 25 University of the Third Age

22/08/17 Noosaville State School 3 x grade 5 75 Recycling and Waste

24/08/17 Noosaville State School 3 x grade 4 75 Recycling and Waste

09/10/17 St Thomas More School 4 x grade 4’s 120 Recycling and Waste

11/10/17 St Thomas More School 4 x grade 4’s 120 Tour of Noosa Landfill

24/10/17 Family Day Care 14 kids & 4 adults

18 Recycling and Waste

26/10/17 Cooroy Primary School 2 x preps 52 Recycling and Waste

08/11/17 Smarty Pants Kindy 1 x prep class 25 kids 3 adults


13-19 Nov

National Recycling Week Various workshops, info sessions, movie

1,093 Composting, Waste & recycling

22/11/17 Tewantin C &K Day Care 2 x preps & teachers


19/12/17 Tewantin C &K Day Care 22 kindy kids and 10 adults

32 Tour of the Noosa Landfill

Total 2,704


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Landfill tours for adults are very popular Recycling second hand clothing

3. PEOPLE A casual administration officer worked in the Waste Section for four months to assist in the implementation of the new contract particularly the roll out of the garden waste bin services and to cover long service leave. Other staff numbers and positions remain constant. 4. SYSTEMS & PROCESSES Environmental

Desilting the sediment pond

The sediment pond requires regular desilting that required the sediment pond to be emptied of water before the silt could be manually removed from the dry pond. Several attempts to empty the pond in dry periods resulted in rainfall filling the pond before it could be desilted. During the period an innovative system of desilting the stormwater sediment pond at the landfill was implemented using shore based pumps in a dredging style operation with filter socks to capture sediment and water passing back to the pond, overcoming the need to empty the pond. Refinements to this initiative will be implemented in the future. Environmental Compliance

Leachate Pump Failure at Landfill

The leachate pumping system to sewer consists of two electric motors each connected through a gearbox to a wet end pump. Each system pumps for a short period and then the other system automatically intervenes to provide a rest period for the operating system. If there is a failure in one system there was sufficient redundancy for the other system to meet demand in an emergency situation. Towards the latter part of the year there was a power failure at 11.30pm at the Tewantin office that shut down the computer that monitors leachate pumping systems at the landfill. This computer and SCADA system warns of rising leachate levels in the pump well and alerts staff and external contractors to manually intervene and correct any fault. Coinciding with the Tewantin power failure, a wet well pump controlling the pumping of leachate to sewer had a catastrophic failure. The inactive Tewantin computer did not alert staff of the pump failure. This resulted in an overflow of the leachate pump well, flooding adjacent electrical motors and pumps in the adjacent dry well and causing significant damage to both systems. Leachate pumping equipment took 16 weeks ex Melbourne to repair/replace and rising leachate levels in the lined landfill necessitated manual transport of leachate to a sewage treatment plant at significant cost.


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Some leachate escaped to the environment before staff were alerted and blocked the overflow. This was reported to Department of Environment and Heritage Protection (EHP) and they will be inquiring about the incident and action proposed to be taken by Council to prevent a future incident. Additional backup equipment (pump and motor) are being purchased and stored to mitigate a similar occurrence in the future.

ZEN

Waste Officers have been providing detailed information to the Zero Emissions Noosa team. The landfill has been identified as the major source of carbon emissions from Noosa Council. Waste Officers now look forward to working with the ZEN team to undertake a waste audit as the first step towards reducing carbon emissions from methane at landfill cells.

5. ADDITIONAL ACTIVITIES UNDERTAKEN DURING THE PERIOD Below is a brief summary of additional new initiatives that the Waste Section implemented during the six- month period.

Methane extraction and power generation

The Waste Section met with methane extraction contractor LMS to discuss potential improvements in methane extraction from old and existing landfill cells. A decision has been made to implement lateral gas lines to improve methane gas capture and improve the future viability of power generation from methane combustion. Lateral gas lines will be installed early in 2018. Council received $7,283.10 in royalty payments (October to December 2017) from LMS for Gas Flaring revenue.

Container Deposit Scheme

The Waste Section are monitoring developments from the State government with regard to how the scheme will operate and what involvement will be required from Council. The scheme, which is due to commence in mid-2018, is likely to require input from Council, however to date little has been released by the State government on how the Scheme will be implemented. The planned approach by staff is to allow ‘Not for Profit’ organisations to manage the scheme with limited involvement by Council.

Plastic Free Noosa

Boomerang Alliance have received Government funding for the Plastic Free Noosa initiative and Waste Section staff have commenced working closely with Boomerang Alliance to implement a voluntary code designed to reduce the use of plastic bottles, bags, straws and utensils, take away coffee cups and containers in Noosa Shire.

Review of the Noosa Council Waste Reduction and Recycling Plan 2016-2024

The Plan will be reviewed in the next six months and activities to date will be assessed against the action items contained within the plan.


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Previous Council Consideration Updates are provided to Council on a 6 monthly basis. Finance Nil. Risks & Opportunities

The Waste Section completed a review and update of the Waste Section’s Risk Management Program. This Program is reviewed and updated regularly.

The Waste Section’s Business Continuity Plan has recently been reviewed and updated in collaboration with Council’s Governance Adviser.

Both documents were presented to the Audit & Risk Committee for endorsement.

Consultation External Consultation - Community & Stakeholder The recommendations of the first Noosa Community Jury and revisions to State government legislation, government waste reduction initiatives have been used to formulate the Council’s Waste Reduction and Recycling Plan. Internal Consultation Nil. Departments/Sections Consulted: Chief Executive Officer X Community Services Corporate Services

Executive Officer Community Development X Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property X Waste & Environmental Health Revenue Services




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