20181106 s&o agenda · allied concrete cutting and drilling diggerman master hire ... services...

AGENDA

Services & Organisation Committee Meeting

Tuesday, 6 November 2018

commencing at 1.30pm

Committee Room, 9 Pelican Street, Tewantin

Committee: Crs Joe Jurisevic (Chair), Frank Pardon, Tony Wellington, Frank Wilkie

“Noosa Shire – different by nature”

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA 6 NOVEMBER 2018

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TABLE OF CONTENTS

ITEM PAGE

ATTENDANCE & APOLOGIES -

PRESENTATIONS -

REPORTS FOR CONSIDERATION OF THE COMMITTEE 3

1 1718T043 PREFERRED SUPPLIER ARRANGEMENT FOR THE HIRE OF PLANT & OPERATORS 3

2 NOOSA SPIT SHORELINE EROSION INVESTIGATION - SHORELINE EROSION MANAGEMENT PLAN 15

3 2018 ANNUAL DISASTER AND RECOVERY MANAGEMENT REPORT 19

4 REFUGEE WELCOME ZONE 24

5 ANNUAL REPORT 2017/18 28

REPORTS FOR NOTING BY THE COMMITTEE 30

6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19 30

7 CORPORATE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19 39

8 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19 46

9 COMMUNITY SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19 56

10 OPERATIONAL PLAN PROGRESS REPORT - 1ST QUARTER 2018-19 82

CONFIDENTIAL SESSION -


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REPORTS FOR CONSIDERATION OF THE COMMITTEE

1 1718T043 PREFERRED SUPPLIER ARRANGEMENT FOR THE HIRE OF PLANT & OPERATORS

DOCUMENT INFORM ATION

Author Civil Operations Manager, Allan Hull

Infrastructure Services Department

Index ECM / Subject / Contracting / Contractors and Consultants

ECM / Subject / Procurement / Purchasing and Supply Matters

ECM / Projects & Contracts / 1718T143 Preferred Supplier Arrangement (PSA) for the Hire of Plant & Operators

Attachments 1. Tender Evaluation Matrix – Wet Hire

2. Tender Evaluation Matrix – Dry Hire

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Civil Operations Manager to the Services & Organisation Committee Meeting dated 6 November 2018 and:

A. Award the contractors listed in Table 1 within the report as preferred suppliers for plant and operator hire pursuant to tender 1718T143; and

B. Award the contract for an initial term of up to two (2) years, with an option to extend the arrangement for up to three (3) x twelve (12) month periods.

REPORT

Noosa Council has an operational requirement for the short and long term hire of various types of plant to conduct activities relating to construction, maintenance and renewal of Council’s assets including roads, pathways, drainage infrastructure etc. Council’s internal fleet is limited to items that can be utilised on an ongoing basis to justify the costs of ownership, therefore a need exists from time to time for external hire of plant and operators. 1. Tender Process Tenders were sought via an open market Invitation to Tender process. The tender opened on 3 August 2018 and closed 28 August 2018. Fifty-seven (57) submissions were received in total, with fifty-six (56) deemed conforming and evaluated. 2. Tender Assessment The conforming submissions were assessed using the following non-price criteria:

Capability & Resourcing

Contract Experience & Capacity

Methodology


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Quality

Health & Safety

Environment & Sustainability

Contribution to Local Economy

As a Schedule of Rates was submitted for this tender request and due to the complexity and variation of the pricing it was considered that it would be impractical to consider price as a criteria fairly. As a result, the pricing submitted for each supplier was evaluated and found to be acceptable, and subsequently each tenderer was given a $1 pricing value to ensure equitable comparison across the price criteria. Overall each conforming tenderer scored satisfactory or above which enabled them to be recommended for the panel. Table 1 shows the list of contractors recommended to form the pre-qualified supplier panel arrangement for the hire of plant and operators.

Table 1: List of Pre-Qualified Suppliers under 1718T143

Abletech Underground Cooloola Excavations Pty Ltd Kennards Hire

ACE Rentals Crejae Excavations M and K Pipelines

Allied Concrete Cutting and Drilling Diggerman Master Hire

AMAC Cranes Downer EDI Works McGarrell Plant and Equipment Pty LTd

Amanda Sims Ellis Consolidated Nortex Excavation and Slashing

Anmel Cherrypicker Hire Ensbey Earthmoving Pipe Management Australia

Asphalt Innovations EWP Hire Porter Excavation

Aussie Hydrvac Services Ezyquip Hire PremAir Services

Base Course Management Fishys Earthmoving Pumps United

Bebrok Excavations Pty Ltd Fraser Earthworks Pty Ltd RST Systems

Black Diamond Asphalt Gold Coast Mulching Services S and T Nicholls - DG Posi-Track Mulching

BS & AF Dixon Gold Star Civil SafeDig Vacuum Excavations

Burrows Brothers Graham Russell - Sunshine Coast Backhoe

Sharpe Brothers

Bush and Beach Tree Service Hastings Deerings (Aust) Ltd Sherrin Rentals Pty Ltd

Classic Concrete Pumping I.B.S. Excavations Sniffers Group

Cleanaway Operations Independent Tree Services Suttons Cleaning Service Qld Pty Ltd

Coates Hire Operations Pty Limited iTender - All Across Earth Worx Vac King

Conplant Pty Ltd Jet Vac Excavations Voight Contracting Pty Ltd

Cooloola Contracting Kenilworth River Sand Pty Ltd


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The recommended panel arrangement allows Noosa Council to enter into an agreement with the above suppliers, having met the required criteria and also allow for the ability to work concurrently and hence more efficiently. The term of the panel arrangement shall be for an initial period of two (2) years, with an option to extend for three (3) x twelve (12) month periods. 3. Contract Management

Once the panel is awarded, contractors may receive purchase orders to provide plant and/or operator hire services; or reactive responses to customer requests. Tasks will be distributed to the contractor with the most appropriate plant and equipment and/or operator on the panel in accordance with a contract management plan developed for the panel arrangement. Previous Council Consideration

Nil. Finance

Provision has been made within the Civil Operations budget to allow for the hire of plant and operators to be supplied under the Preferred Supplier Arrangement. Risks & Opportunities

Establishment of a Preferred Supplier Arrangement reduces the risks associated with hire of plant and operators by ensuring that approved suppliers have the appropriate insurances and assessment of core criteria is undertaken as part of the tender process. The panel also is an effective way to reduce the workload on both Council and contractors while still ensuring compliance with Council’s Procurement Policy. The development of a contract management plan will provide guidance in relation to the selection of contractors from the panel and assessment of contractor performance. Consultation

External Consultation - Community & Stakeholder

Nil. Internal Consultation

Procurement and Fleet. Departments/Sections Consulted: Chief Executive Officer Community Services X Corporate Services

Executive Officer Director Director

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

Executive Services Environment & Sustainable Development X Infrastructure Services

Director Director X Director

Community Engagement Building & Plumbing Services Asset Management Customer Service Development Assessment Buildings and Facilities Governance Economic Development X 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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2 NOOSA SPIT SHORELINE EROSION INVESTIGATION - SHORELINE EROSION MANAGEMENT PLAN


Author Project Coordinator – Flooding, Coastal and Foreshore, Daniel Wishaw


Index ECM / Projects (T1) / Noosa Dog Beach SEMP Coastal Monitoring –

CAP.WORK – 100723

ECM / Subject / Environmental Management / Erosion

Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Project Coordinator – Flooding, Coastal and Foreshore to the Services & Organisation Committee Meeting dated 6 November 2018 and support the completion of a Shoreline Erosion Management Plan for Noosa Spit and Noosa Main Beach subject to funding being provided in Budget Review 2.

REPORT

1. Background

In May 2018, Council received an update report on the erosion at Noosa Spit Foreshore/Noosa Dog beach. Following that meeting, Council applied for grant funding for a Shoreline Erosion Management Plan (SEMP) through National Disaster Resilience Program (NDRP) funding. However, due to the large number of competitive submissions for this grant, Noosa Council was unsuccessful in obtaining funding within this funding round. Council staff have continued to closely monitor this coastal erosion hotspot and conducted a detailed shoreline and bathymetric survey in July 2018, for comparison with a similar survey conducted in July 2017. The results of this survey show an overall loss of 19,586m3 of sand along the foreshore. A review of aerial photography shows a shoreline recession of up to 13m between September 2017 and 2018, which adds to the 16m experienced in the previous year. This erosion is continuing despite the opening of the central channel (Shown in figure 1, below) and the presence of the fallen trees, which should provide limited protection to the shoreline.


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Figure 1: Channel Alignment; Dec 2017 (left), September 2018 (right)

Shoreline Erosion Management Plan A SEMP will provide Council with an understanding of key coastal processes in the study area as well as a long term action plan to mitigate threats identified to Council assets and land. A SEMP will address priority erosion issues within the study area and recommend preferred management options that are underpinned by sound science, coastal engineering principles and community values, in a process that is supported by State legislative guidance. The proposed scope of the SEMP includes an investigation of the Noosa River and Main Beach as previous investigations

have shown a clear relationship between these two areas. In order to complete a SEMP, a Coastal Processes Study is required to support the SEMP with rigorous science. The Coastal Process Study would involve deployment of several data collecting units within the lower Noosa estuary and Laguna Bay, in order to collect detailed information on waves, tides, currents and water levels. This data will be used to construct a detailed numerical model of the area to better understand erosive forces, potential sediment transport patterns and the interaction between the Noosa River and Main Beach. The outcomes of this study, along with consultation with relevant internal and external stakeholders would underpin the SEMP. Previous Council Consideration

Ordinary Meeting, 17 May 2018, Item 8, Page 10

That Council note the report by the Project Coordinator – Flooding, Coastal and Foreshores to the Services & Organisation Committee Meeting dated 8 May 2018 providing an update on Noosa Spit Foreshore erosion.

Ordinary Meeting, 17 August 2017, Item 4, Page 12

That Council note the report by the Project Officer to the Services & Organisation Committee meeting dated 8 August 2017 providing an update on erosion at Noosa Dog Beach and request staff seek expert advice on the management of this area into the future, with a further report to come to Council once that advice has been received.


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Risks & Opportunities

Risk Description Likelihood Consequence

SEMP and proposed actions are not complete before intervention is required. At current erosion rates there is sufficient time; however, delays to implementation or large storm events will increase this risk.

Possible Implementation of unplanned/emergency works required.

Remediation costs will continue to grow until a solution can be implemented.

Certain Increased costs to replace lost sand and habitat.

A failure to remediate may expose Council to a risk of litigation from properties that are currently protected by the Dog Beach peninsula

Possible Legal costs and/or costs awarded as damages if it is found Council failed in their duty of care.

Reputational damage, due to a perception of poor response to current erosion.

Likely Reputational.

Opportunities While the primary purpose of this work is to inform and assess future management solutions for Noosa Spit, including future capital works, there are potential opportunities for using the information and model for other projects, such as:

1. Use the information collected in this project, in conjunction with a coastal process study undertaken of the Eastern Beaches in 2013, to work towards a shire-wide SEMP in future.

2. Provide a better understanding of coastal processes for Noosa Main Beach and improve the efficiency of sand pumping operations through the Sand Recycling System.

3. Provide an understanding of river mouth dynamics which may aid in understanding the migration of Hinksia algae.

Finance

The cost to prepare a Shoreline Erosion Management Plan has been estimated at $240,000 excluding GST. This estimate has been prepared in conjunction with external consultants and includes data collection, preparation of the SEMP, stakeholder consultation and project contingency. It is proposed that the $240,000 budget be allocated over two financial years to reflect timing of project milestones as per the table below.

Year Amount

2018/19 (BR2) $80,000

2019/20 $160,000

Total $240,000

The 2018/19 allocation of $80,000 is to be included in budget review 2 (BR2) to enable commencement of the work as soon as practical, with the remaining $160,000 (estimated) to be incorporated into the build-from-base budget in 2019/20.


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Consultation


No formal consultation with the community has yet been undertaken, however, Council’s Project Coordinator – Flooding, Coastal and Foreshores has fielded a number of inquiries relating to the subject. Internal Consultation

Council’s Project Coordinator – Flooding, Coastal and Foreshores has consulted broadly internally with regards to this project as outlined below: Departments/Sections Consulted: X Chief Executive Officer X Community Services X Corporate Services

Executive Officer X Director X Director

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

X Executive Services X Environment & Sustainable Development X Infrastructure Services

X Director X Director X Director

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 X Disaster Management X Strategic Land Use Planning X Infrastructure Planning,

Design and Delivery


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3 2018 ANNUAL DISASTER AND RECOVERY MANAGEMENT REPORT

INFORMATION

Author Project Officer, Disaster Management and Special Projects, Jonelle Tyson


Index ECM/ Subject / Disaster Management / Disaster Management & Planning

Attachments Nil

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Project Officer, Disaster Management and Special Projects to the Services & Organisation Committee Meeting dated 6 November 2018 providing an update on disaster and recovery management activities and thank the members of and advisors to the Noosa Local Disaster Management Group for their participation.

REPORT

In accordance with the Disaster Management Act 2003, Regulations and other disaster and recovery management doctrine the Noosa Shire Council is responsible for multiple functions across the key pillars of preparedness, prevention, response and recovery. The purpose of this report is to provide information on the work undertaken in the disaster and recovery management space in accordance with local, state and commonwealth legislative requirements over the past year. 1. Noosa Local Disaster Management Plan

As required by the Inspector General Emergency Management (IGEM), the Noosa Local Disaster Management Plan (the Plan) was assessed against the Emergency Management Assurance Framework. The Plan scored well, with an overall average of 7.5 out of 10. Additionally, the Plan was reviewed by the Disaster Management Officer and the Local Disaster Management Group (LDMG) and updates and improvements were made to align the plan to the 2018 State Disaster Management Plan. The Plan was adopted by Council at its Ordinary Meeting of 19 October 2017 and endorsed by the LDMG at its meeting of 21 September 2017. A Community Disaster Management Sub-Plan for the Noosa North Shore was developed during the year and was endorsed by the LDMG at its meeting of 20 September 2018. 2. Noosa Local Recovery Sub Plan

A review of the Noosa Local Recovery Sub plan (the Sub plan) was project managed by the Disaster Management and Special Projects Officer and reviewed by the Local Disaster Coordinator, and members of the LDMG. The Sub plan was amended to reflect legislative changes and review membership of the Noosa Local Recovery Group. The Noosa Recovery Sub plan 2018 was adopted by Council at its meeting of 19 April 2018.


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3. Changes to the Noosa LDMG

Mayor Tony Wellington remains the Chair of the LDMG and Cr Joe Jurisevic remains Deputy Chair of the LDMG and Chair of the Local Recovery Group. The Director Infrastructure Services assumed the role of Local Disaster Coordinator in July 2018 replacing the Director Community Services who is retiring from Council. There has not been any change to the LDMG member agencies since 2017. 4. LDMG Meetings and Activations As required under the Disaster Management Act the Noosa Local Disaster Management Group meets regularly four times a year to network and discuss the four key elements of disaster management – planning, preparation, response and recovery.

2018 meeting dates Proposed dates for 2019

15 February 2018 14 February 2019

14 June 2018 13 June 2019

20 September 2018 19 September 2019

15 November 2018 14 November 2019

There were no activations of the LDMG in the period October 2017 to September 2018. 5. LDMG Sub Groups

The Noosa Local Recovery Group (LRG) met twice during the year with meetings held on 28 March 2018 and 16 November 2018. The Local Recovery Group is chaired by Cr Jurisevic and has four functional sub-groups – Economic, Environment, Human-Social and Infrastructure, all headed by Council officers with representatives of various state government agencies. The Community Welfare Sub-Committee was disbanded during the year as the members are also part of the Human-Social Recovery Sub Group and it was felt that the meetings were a duplication. The three existing Community Disaster Management Sub-Groups in Kin Kin, Cooran and Pomona did not meet during the year. A fourth sub-group was formed on the Noosa North Shore in response to residents’ concerns following structural fires in September 2017. A meet and greet with all four community sub-groups is being arranged with key leaders within the groups as part of preparation for the coming season.

6. Emergency Operations Team

As well as being responsible for coordinating disaster operations of all emergency services during an event, Council is required under the Disaster Management Act 2003 to maintain a response capability to: “provide equipment and a suitable number of trained persons, using the resources available to the local government, to effectively deal with, or help another entity deal with, an emergency situation or a disaster in the local government area”. In order to meet this responsibility, the Emergency Operations Team (EOT) meets regularly to develop and coordinate Council’s emergency response capability. The group is chaired by Allan Hull, Council’s Civil Operations Manager and meets bi-monthly.


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The EOT have undertaken a number of reviews across Council’s disaster response capability over the past year.

Improvement work undertaken in line with the State Natural Disaster Relief and Recovery Arrangement (NDRRA) program involved working in close collaboration with Queensland Reconstruction Authority (QRA). QRA conducted a training session with Council staff regarding the information required for the submissions. Improvements to ensure that the photographic evidence contained location data is under consideration.

NDRRA reverts to a new system on 1 November 2019 called Disaster Recovery Funding Arrangements (DRFA) introducing a new state-wide management and reporting system (MARS).

The implementation of new flood indicators providing front line information, through the Enviromon system, directly to BoM to assist with reporting for the Noosa Shire. Further flood indicators are required to meet the large catchment areas located in the Noosa Shire.

Considering the Guardian upgrade from the Control Platform to IMS resulting in a recommendation to move forward with the new system. Neighbouring shires already use the new platform. The new system requires additional training for relevant LDCC cells.

Initiating the use of Get Ready Funding for the development of a Noosa specific Disaster Dashboard using the QITPlus platform. The new Disaster Dashboard, due for launch in late November 2018, provides a single source of truth for all Noosa Shire residents and visiting tourists. The platform will provide live and current information across multiple sources providing the LDCC and LDMG with a way to communicate with the community during a disaster. It is important to note this is a technology tool reliant on power and internet capacity.

7. LDCC & Disaster Management Training An annual training exercise was held over two days in November 2017, which tested evacuation procedures and readiness on the first day and then a desktop exercise with the Local Recovery Group. A series of three half day mini exercises took place between May and September 2018 as part of the new Local Disaster Coordinator’s induction. These exercises were designed to simulate the establishment of a Local Disaster Coordination Centre, the development of Situation Reports, the running of an emergency LDMG meeting and the handover from response to recovery operations. Rainfall and storms in October 2018 provided a further opportunity for internal staff across the Local Disaster Coordination Centre, the Forward Command Centre and the Local Recovery Group functions to test processes, prepare and build capability.

8. Engagement & Collaboration The Project Officer - Disaster Management and Special Projects is taking extended leave for a period of 14 months (to November 2019). Following a recruitment process, the new officer commenced in September 2018. Over the past year, the Project Officer has participated in a number of regional networks and activities, including:

Disaster Management Engagement Group – SE Queensland disaster management officers

Council 2 Council – Wide Bay and North Burnet areas disaster management officers

Sunshine Coast Emergency Services Capability Development and Exercising Committee


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Inspector General Emergency Management (IGEM) Disaster Management Network – regular teleconferences and attendance at the annual forum

Sunshine Coast District Disaster Management Group exercises.

9. SES

The Queensland State Emergency Service (SES) is a “not-for-profit” community volunteer

emergency service organisation. The Noosa District SES has 75 local volunteers responding to

disasters and emergencies across the Shire with four SES sheds located at Tewantin, Pomona,

Boreen Point and Cooroy.

While there were no activations for the Noosa LDMG, the Noosa SES responded to 188 job calls

predominantly dealing with roofs, sandbagging and fallen trees.

Council and Noosa SES funded the purchase of a Toyota Land Cruiser and a new Isuzu truck

enhancing response capability across the Noosa district. Council contributed over $69,500

towards the purchase of the new Toyota Land Cruiser Military Workmate Dual Cab Ute with SES

Noosa contributing $11, 636. Council contributed $105,000 toward the cost of the new Isuzu

Crew Cab truck with SES contributing $119 096.

Additionally, Council received a $15,000 Queensland Fire and Emergency Services Subsidy to

help fund the cost of the truck.

10. Queensland Reconstruction Authority Funding Payments

Council has received funding from the Queensland Reconstruction Authority as a result of

damage sustained from TC Debbie in March/April 2017:

Restoration of Essential Public Assets to date: $57,769.83

Betterment to date: $74,591.70

11. Queensland Reconstruction Authority “Get Ready” Funding & Activities Council received $22,300 in funding in 2017/2018 under the Get Ready program. The funding aims to improve community resilience to disaster events. Projects completed during the year were:

Get Flood Ready – Development of an online reference to inform the community of potential on-ground consequences which may be experienced as flood level triggers are reached.

Get Ready Resilient Community Organisations – a workshop to improve disaster resilience of our community organisations through business continuity planning

Previous Council Consideration

Nil.


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Finance

Council has provided the following funding for Disaster Management in its 2018/2019 budget:

Disaster Management Operations

Revenue (Get Ready Grant) $23,000

Expenditure

Training

Materials & Services

Internal Charges

$10,500 $27,000 $81,484

SES Operations

Revenue (QFES Grant)

$17,000

Expenditure

Materials & Services

Depreciation and amortization

Other Expenses

Internal Charges

$40,309 $19,382 $852 $218,111


A SWOT analysis of Council’s disaster management capability was undertaken with the results presented to the Executive Team and Audit and Risk Committee in August 2018. The key risk identified was succession planning associated with the major transition of key staff in the LDCC, and the key opportunity identified was building stronger relationships with other regional Council’s and other stakeholders such as the media and QRA. Consultation

External Consultation – Community & Stakeholder

Members of the Noosa Local Disaster Management Group Internal

Disaster management requires a whole of Council approach with many branches having some input into or responsibility for operations and activities throughout the year. Departments/Sections Consulted: Chief Executive Officer X Community Services Corporate Services

Executive Officer X Director Director

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


Director Director Director

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

Design and Delivery


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4 REFUGEE WELCOME ZONE


Author Community Development Manager, Alison Hamblin.

Community Services Department

Index ECM/ Subject/ Noosa Social Strategy

Attachments 1. Refugee Welcome Zone Declaration Template

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Community Development Manager to the Services & Organisation Committee Meeting dated 6 November 2018 and declare Noosa Shire as a Refugee Welcome Zone.

REPORT

The purpose of this report is for Council to consider Noosa Shire becoming a Refugee Welcome Zone. 1. Background A Refugee Welcome Zone is a Local Government Area which has made a commitment to welcoming refugees into the community, upholding the human rights of refugees, demonstrating compassion for refugees and enhancing cultural and religious diversity in the community. This public commitment is also an acknowledgment of the many contributions refugees have made to Australian society. The Refugee Welcome Zone initiative began in June 2002 as part of Refugee Week celebrations. Today, more than 160 Local Government Areas have declared themselves Refugee Welcome Zones, and the initiative has proven to be a great success in connecting local governments with the issues facing refugees and asylum seekers. Currently, there are eight councils in Queensland that are Refugee Welcome Zones (Brisbane, Diamantina, Flinders, Ipswich, Logan, Mackay, Toowoomba and Townsville Councils) compared to 62 councils in New South Wales and 53 in Victoria. This commitment closely aligns with the ethos of Noosa Council and a number of key Council documents including the recently adopted 2018 Noosa Council Social Justice Charter and the 2015 Noosa Social Strategy. 2. Purpose The purpose of becoming a refugee welcome zone is to make a public declaration and commitment to welcoming refugees into the community, upholding the human rights of refugees and demonstrating that Noosa Shire is an inclusive and tolerant community.


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3. Process The process for becoming a Refugee Welcome Zone is very straightforward. It involves the Council signing the Refugee Welcome Zone Declaration – See Attachment 1. Many Councils choose to hold public signing ceremonies to mark becoming a Refugee Welcome Zone. These provide an opportunity to highlight the initiative and acknowledge the work of local groups (such as Noosa Welcomes Refugees) and individuals that support refugees and asylum seekers. If possible, a representative from the Refugee Council of Australia will attend the ceremony to present a Certificate of Appreciation. The Refugee Welcome Zone Declaration does not confer any formal obligations and Refugee Welcome Zones are not required to uphold any statutory responsibilities, to make financial commitments or enter into reporting accountabilities. The actions or activities undertaken by Refugee Welcome Zones are not specific requirements of the Declaration. However, any additional initiatives, which help to create a welcoming atmosphere and assist the settlement of refugees and their communities, are encouraged. The Noosa Welcomes Refugees group have already run a number of local events and activities in support of refugees. If Council agrees to become a Welcome Refuge Zone, the Noosa Welcomes Refugees group will work in partnership with Council’s Community Development team to plan additional activities that build on this initiative and raise community awareness. Previous Council Consideration

Ordinary Meeting, 16 August 2018, Item 6, Page 6

That Council note the report by the Community Development Manager to the Infrastructure & Services Committee Meeting dated 7 August 2018 on the Social Strategy Implementation Plan after 2 years of operation and;

A. Request the Chief Executive Officer provide Council with an update and a revised action plan after a further twelve (12) months of operation;

B. Request the Chief Executive Officer to commence a review and update of the Noosa Social Strategy in 2018/19 for Council’s consideration in 2019/2020; and

C. Adopt the Social Charter as set out in Attachment 2 of the report noting that the document will be renamed the “2018 Noosa Council Social Justice Charter”.

Finance

Nil. Risks & Opportunities

This commitment has very limited risks in that it is unlikely to have adverse effects on residents in the area and has no financial implications. While the Noosa Council local government area is not a primary place of settlement for refugees, this declaration will raise awareness of the contribution of refugees and build on Noosa’s reputation as an inclusive and tolerant community, which embraces diversity. A commitment to tolerance and inclusiveness is also reflected in Council’s recently adopted Social Justice Charter, and in many ways this declaration is an extension of the Charter. This declaration provides an opportunity for Noosa to become part of a wider movement which supports refugees and creates and inclusive environment for diverse communities


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Consultation


The Community Development team has met with the Noosa Welcomes Refugees group to discuss the impact of this commitment and opportunities to work together in the future. Council Officers also discussed the benefits with the Refugee Council of Australia Internal Consultation

Internal consultation has been held with the Mayor and the Director of Community Services. Departments/Sections Consulted: x Chief Executive Officer x Community Services Corporate Services

Executive Officer x Director Director

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

Executive Services Environment & Sustainable Development Infrastructure Services


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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ATTACHMENT 1


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5 ANNUAL REPORT 2017/18

Author Director Executive Services, Debra Iezzi

Executive Services Department

Index ECM/Annual Report

Attachments 1. 2017/18 Annual Report

(Note: 101 pg attachment provided separately to this report)

EXECUTIVE SUMMARY

Not applicable.

RECOMMENDATION

That Council note the report by the Director Executive Services to the Services & Organisation Committee Meeting dated 6 November 2018 and:

A. Adopt the ‘2017/18 Annual Report’ (provided at Attachment 1 to the report) incorporating the 2017/18 Audited Financial Statements; and

B. Authorise the Chief Executive Officer to make any required minor amendments to the document prior to publication.

REPORT

1. Annual Report and Financial Statements The development and publication of the Annual Report by Queensland local governments is a requirement under the Local Government Regulation 2012 (“the Regulation”). The purpose of the report is to inform the community about Council’s activities and financial performance throughout the 2017/18 financial year. The Regulation prescribes a range of disclosures which must be included within the report relating primarily to accountability matters, financial matters (which may be of interest to the community in terms of the amounts spent and justification of expenditure) and Council’s progress towards achieving its Corporate Plan objectives. The report has been compiled in accordance with the Annual Report Compliance Checklist produced by the Department of Local Government to ensure that all of the prescribed disclosures under the Regulation are included in the document. Council’s Financial Statements which were signed by a delegate of the Auditor General Queensland on 16 October 2018, and in accordance with the Auditor General Act 2009, confirm:

The prescribed requirements in relation to the establishment and keeping of accounts have been complied with in all material respects;

The financial report:

(a) Gives a true and fair view of the Council’s financial position as at 30 June 2018, and of its financial performance and cash flows for the year then ended; and

(b) Complies with the Local Government Act 2009, the Local Government Regulation 2012 and Australian Accounting Standards.


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The Community Financial Report (provided from page 32 of the Annual Report) has been prepared by Council’s Financial Services Branch and provides readers with an easy to follow summary and analysis of Council’s financial position for the 2017/18 financial year. 2. Publication Requirements Pursuant to section 182 of the Regulation, a local government must:

Adopt its annual report within 1 month after the day the auditor-general gives the auditor-general’s audit report about the local government’s financial statements for the financial year to the local government; and

Publish its annual report on its website within 2 weeks of adopting the annual report.


Ordinary Meeting, 19 October 2018, Item 3, Page 7

That Council note the report by the Director Executive Services to the Audit & Risk Committee Meeting dated 12 October 2018 regarding the draft Noosa Council Annual Report 2017/18.

Finance

Nil. Risks & Opportunities

The Annual Report forms part of Council’s commitment to delivering transparency to the community and legislative compliance. Failing to ensure the accuracy of the prescribed disclosures exposes Council to a risk of legislative non-compliance and reputational damage. Consultation


The draft 2017/18 Annual Report was presented to Council’s Audit and Risk Committee on 12 October 2018 and has been reviewed by the Queensland Audit Office. Internal Consultation

The development of the Annual Report is the end product of extensive internal consultation in terms of collecting and verifying the information contained within it. Departments/Sections Consulted: X Chief Executive Officer Community Services X Corporate Services

Executive Officer Director X Director

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

X Executive Services Environment & Sustainable Development Infrastructure Services

X Director Director Director

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

Design and Delivery


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REPORTS FOR NOTING BY THE COMMITTEE

6 EXECUTIVE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19


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 November 2018 providing an update on operations of the Executive Services Department for the period 1 July to 30 September 2018.

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

Undertook research of best practice conflict of interest management processes for Council staff.

Coordinated Councillor workshop with the Queensland Integrity Commissioner.

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

Coordinating training for staff and implementation of updated conflict of interest processes.

Support Council’s Audit and Risk Working Team

Coordinated agenda and preparation of Governance and Risk related documents and reports for Council’s Audit and Risk Committee Meeting of 12 October 2018.

Coordination of agenda and preparation of Governance and Risk related documents and reports for Council’s Audit and Risk Committee Meeting of 13 November 2018.

Finalise Internal Audit Scopes and coordinate the audits adopted in Council’s 2018/19 Internal Audit Plan (Risk management framework, and Business Continuity).

Coordination of Council’s Business Continuity Framework

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

Continue to work with Operational BCP owners to workshop disruption scenarios prior to formal testing.

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

Governance and Risk Management Items

Developed Council’s Annual Report 2017/18 in accordance with statutory requirements, which was reviewed at the October Audit and Risk Committee and will be presented to Council for adoption in November 2018.

Completed Risk Management Workshops with the Executive Team and Leadership Groups to improve Council’s Risk Management processes.

Finalised Council’s annual insurance renewal process for the 2018/19 year.

Facilitate Councillor Risk Management workshop around articulating Council’s Risk Appetite to guide decision making.

Coordinate South East Queensland Local Government Risk Management Forum to be hosted by Noosa Council on 9 November 2018.

Co-ordinate annual policy review.

Finalise Draft Governance Framework.

Review Council’s Privacy Policy.

Report to Council on proposed Governance framework and any required policy changes.


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Business as Usual activities Developed new Branch Plan and undertook risk assessment.

Processed 12 insurance claims, 17 Administrative Action Complaints, and 8 Right to Information applications.

Finalised orgnisational procedure Council’s Administration Action Complaints Process.

Coordinate Complaints Management training for relevant staff.

Continued delivery of governance and risk management support across the organisaiton. .

Annual legislative delegations review

People and Culture

Negotiating the new Certified Agreement 302 Staff voted on the proposed agreement with 263 (87.09%) endorsing the new agreement. The results represent a strong endorsement by staff.

The Qld Industrial Relations Commission certified the Noosa Council Agreement on 7 August 2018.

Minor changes to policies were required as a result of the agreement and have been endorsed by the CEO.

Several projects were on hold while the agreement took priority and negotiations were continuing.

Current projects underway include: a. Reviewing our employee value

proposition (attraction and retention strategies);

b. Values based rewards and recognition;

c. Mentoring programs; and d. Drug and Alcohol policy

implementation and training.

Some issues were set aside during negotiations to be dealt with through the workforce consultative meetings. Future meetings will work through boot allowances, leading hand allowances, and the distribution and requirements of service overtime.

Leadership Group Development program The newly formed Leadership Group have developed a facilitated program that will build trust strengthen working relationships and improve the effectiveness of the Leadership Group in demonstrating Councils values, promoting collaboration across Council and creating a high performance culture.

A facilitator has been sourced and the program is being scheduled.

The program is being communicated to staff so they can also track the improvements of the Leadership Group.

Feedback and monitoring of the program to ensure return on investment is achieved.


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Supervisor Development Program Following on from the success of last year’s program, 25 participants will complete the 5-day program that will run over 5 months and commence in February.

The ITQ process has just been completed for the delivery partner of the program.

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

Work health and safety audit The WHS audit made 19 recommendations and an Audit Rectification Action Plan implemented that had 26 required actions. Three remain outstanding but are on track for completion within agreed timeframes.

Adam Stevenson from LGW has asked Noosa to assist other Councils struggling to meet the requirements of a compliant WHS system. Noosa is hosting a network event on the 1st November to assist.

The outstanding rectifications will continue to be closed out as per the rectification action plan with oversight from the Executive Team.

Continual improvement of the WHS system and Safety Awareness

The 2018-2020 WHS Management Plan is being delivered along with a comprehensive WHS training program including;

- WHS Awareness Training delivered by PBF our Spinal Insurance Partners

- Driver awareness training for staff that drive Council vehicles

- Manual handling training

- First aid training

- Risk awareness training.

People and Culture Service Review Consultant engaged to complete this Service Review.

Review process is in its final stages. Service Review due for completion.

Councils Code of Conduct Review A new Code of Conduct has been developed through a consultative process involving Unions, staff and the Ombudsman’s office.

The P&C team are making final edits prior to endorsement by the CEO.

Peak Services (LGAQ) have been engaged to deliver Code of Conduct training face to face for all staff. This training is due for completion in the next quarter.

Councils Drug and Alcohol Policy and Procedure

The Executive Team endorsed the Drug and Alcohol Policy and procedure after a consultative process with Unions and staff.

Training for Managers and Supervisors will be delivered in November with all staff receiving training prior to testing starting in the new year.

Random Testing will begin ensuring a safe work environment.


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Business as Usual activities Support the organisation with payroll, work health and safety, recruitment, on-boarding and workplace relations.

Developed new Branch Plan and undertook risk assessment.

28 positions were advertised this quarter compared to 42 in the previous quarter. 12 appointments were from internal applicants while the remaining 16 appointments were from external applicants.

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

Continued provision of a high level of service.

Community Engagement

Website Project Finalised review of website content undertaken by Web Authors.

Undertook navigation consultation.

Liaised with LGAQ for migration to new platform timing and resources – now confirmed early 2019.

Work with ICT to further develop the Web Framework and Guideline.

Work with ICT to progress navigation changes to Council’s website.

Work with ICT to develop the project plan to transition to a new web platform.

Internal Communications Project Reinforced importance of communications with managers and Pelican Brief.

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

Work with ICT to fully use the revamped Intranet to improve internal communications.

Continued reinforcement of the importance of internal communications.

Intranet Project Managed naming competition and finalised and launched new home page and format.

Management of home page sliders to improve internal communications.

Continued management of home page sliders and content

development

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

Development and Implementation of Communications Plan for Kerbside Collection

Noosa recycling campaign –

- Excellent pick-up when on-shared via social media;

- Rate of downloads of Council’s Recycle Smart app has increased as direct result of newspaper campaign.

Work with Waste team around timing of Kerbside Collection results MR and lime-lidded bins MR.

Illegal dumping social media and video campaign.

Add PDF files of each article to website.

Develop remaining 6 articles.

Continue to work with Waste team to manage community perceptions and media regarding recycling

Continued liaison with Noosa News regarding further partnerships/collaborations opportunities


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Social Media Attended LGAQ Social Media Workshop.

Emerging social media issues and

management.

Development of Social Media Response Protocols (as part of overarching SM Management Plant).

Social media campaigns for dog registration.

Continuation of Social Media Management Plan development (involvement/review from new CE and Media Manager necessary.

Illegal dumping campaign.

Corporate E-newsletter promotion

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

Implementation of e-newsletter promotional plan.

Finalise E-newsletter promotional plan and implement.

Continue to promote e-newsletter.


49 media releases prepared (as listed on Council’s website) compared to 43 in the previous quarter, and 40 in the quarter previous to that.

Delivered successful citizenship ceremony in August.

School holiday program promotion.

Support for Council presence at Noosa Show.

Average of 3 new sliders and 12 new social media posts per week.

Continuation of Messages on Hold project.

Responses to numerous media enquiries.

Support for Difficult to Locate Sports, Climate Change Action Plan and Noosa River Plan consultations and communications.

Continued effective communications for Park Road Boardwalk, Library refurbishment, Hilton Tce..upgrade, Main Beach boardwalk.

Supporting Digital Hub activities and launch.

Support communications around Tewantin TAFE considerations

Continued communications support for Transport Strategy.

Get Ready online campaign.

Looking Forward to Peace comms. and social media support..

Support for:

Climate Change Action Plan, Noosa River Plan, Difficult to Locate Sports Plan, Peregian toilet block and boardwalk, Peregian consultations and communications, Keep Watch campaign for the NAC, Library refurbishment, Environment Strategy, Planning Scheme, Park Road Boardwalk opening, Transport Christmas Trials.

Stills photography and video support for Clint’s team for wedding location images.

Support for reward and recognition event.

Continued communications support around Tewantin TAFE considerations.

Looking Forward to Peace event.

Digital Hub official launch.

Community Hub communications support and media launch.


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Citizen Ceremony 30 October.

Disaster Management / LDMG comms. support.

Economic Development Grant round and overarching comms. support.

Customer Service

Recruitment and Training Refresh training completed of new casuals leading up to Rates and Animal renewals.

Recruit PPT maternity backfill role to start at the end of November.

Fill outstanding positions.

Assessment of manning levels leading up to Christmas period after leave and casual unavailability requests.

Cross training and development of CSO into other business areas for greater exposure to processes.

Update onboarding and refresh training plan.

Review of Polices within the branch PureCloud Disaster process reviewed and updated with new enhancements.

Customer Service Charter Review.

BCP review.

Develop a process for responding to requests from Councillors.

Review CS banking processes after ECR implementation.

Continual CS intranet (iP@n) improvements

Continual review of iP@N, with Building/Local Laws/Waste and Civil Ops completed.

Continual review of iP@N, with Environmental Health/Environmental Services/Building and Facilities/Planning being the focus this quarter.

Continual review of iP@N, with Disaster/Community Engagement/Governance/ Finance and People and Culture pages.

Service Review Service review structure recommendations and PDs completed and submitted to ET for consideration.

Pending ET, finalize and recruit positions.

Action and Implement priority A recommendations.

Continued implementation of actions from service review.

New phone call system incl. On line Chat and Snap Send Solve requests.

Webchat improvements around workflows and processes.

Quarterly stats-

- Aver mthly total interactions (5,103 calls, 283 on-line chat, 118 snap send solve, 90 other)

- Aver mthly % of calls answered within 60 secs 76%.

Set up libraries on PureCloud Improve stats reporting and quality assurance system.


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Customer Service Charter Commenced review Customer Service Charter.

Finalise review of Customer Service Charter.


Completed Rates, Animal Renewal, Health Renewal, Kerbside Collection period.

Security Assessment completed.

Systems working group.

ECR roll out.

Partner with the Bldg. Facilities Co-ordinator to review recommendations from security assessment and prepare briefing paper for ET.

Budget preparation

Partner with ICT to improve systems and technological enhancements.

Assist in the implementation of actions from the security assessment as determined by ET.


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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


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

X Executive Services Environment & Sustainable Development Infrastructure Services

X Director Director Director

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 Strategic Land Use Planning Infrastructure Planning,

Design and Delivery


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7 CORPORATE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19


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 November 2018 providing an update on operations of the Corporate Services Department for the period 1 July to 30 September 2018.

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 Finalisation of budget review 1 (BR1) for relevant 2017/18 carryovers.

Improvement opportunities session held with key finance staff to refine the 2019/20 budget process.

Finalisation of budget review 2 (BR2) for emergent requests and realised budget variances.

Development of the 2019/20 budget project plan.

Functionality enhancements to the enterprise budget system.

Commence the 2019/20 budget process.

Assets Capitalisation of constructed and developer contributed assets to complete the year-end process.

Completion of reconciliation of sealed roads assets to validate asset data.

Revaluation of land, roads and bridges asset classes.

Commence reconciliation of stormwater assets between Technology One asset register and GIS.

Improvement roadmap for validating asset data for all other asset classes.

Continue capitalisation of constructed assets to eliminate backlog.

Organisational guideline and procedures revised for asset capitalisation and data responsibility.

Commence comprehensive revaluation process for stormwater and buildings assets.

Statutory Reporting, Risk Management and Audit Compliance

Final QAO audit completed.

2017/18 Financial Statements prepared and signed off.

Review the implications of changes to accounting standards during 2018/19.

Planning for 2018/19 financial statements and audit processes.

Implementation of improvement opportunities identified by QAO during 2017/18 external audit.

Treasury, Investments and Banking Reinvestment of surplus cash following July rates run.

QTC liquidity review underway to determine optimal cash and debt targets for Council.

Rollout of new customer service EFTPOS devices.

T1 enterprise cash receipting implementation.

Investment portfolio managed to ensure optimal return for Council in alignment with Investment Policy requirements.

Business As Usual Activities 2018/19 staff performance plans developed.

Implementation of user-friendly dashboard financial reporting tool.

Monthly financial performance reporting.

Refine the grant reporting process to ensure transparency of timing and availability of grant funds.

Review opportunities to expand the suite of user-friendly reporting dashboards for other reporting opportunities.


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ICT

Technology One (T1) T1 preview environment updated to

the latest software release for testing

before upgrade of production system.

Enterprise Cash Receipting

implementation.

Planning for implementation of

2018B version.

Providing more one on one and

small group training in

TechnologyOne.

T1 CI Anywhere (web browser based) functionality to simplify systems and make them accessible on mobile devices

Planning for TechnologyOne on property and rating system upgrade.

Business Analytics (dashboards and drill-down) for financials.

HR system roadmap development.

Implementation of Procure to Pay

CIA upgrade.

Implementation of single touch

payroll to meet ATO requirements.

GIS Mapping Provided a mobile mapping

capability for cemeteries to capture

data.

Updating the GIS strategy to plan for the future of GIS systems.

Ongoing updating of datasets.

Planning for implementation of version 9.5 of T1 GIS.

ICT Security Stage 2 of the implementation of an information security framework - managers and key users interviewed.

Content Security (security

consultant) to finalise report with

information assets and risks.

Continuous improvement of ICT security to meet emerging threats.

Implementation of new security controls to address risks identified by Information Security Framework.

ICT Strategy and roadmap Monthly steering group meetings held with T1.

Bi-monthly Council ICT Steering Group meetings.

Provided draft Web Strategy aligned to Digital Strategy.

Continuing positive partnership with

TechnologyOne to progress

projects.

Work on a project evaluation

framework to help ensure ICT

projects are scoped accurately and

successful.

Progressing implementation.

Adoption of the project evaluation framework.

Business as Usual activities Improved staff Internet connectivity

at the North Shore Holiday Park with

new mast and antenna.

Improved mobile reception at the

RSPCA.

Microsoft funded project finalised to

improve information backups to

hosted infrastructure environments.

Rollout of PC replacements across the organisation.

Transitioning libraries to purecloud call centre solution.

Implementation of a Disaster Dashboard website with emergency information.

Improving corporate website menus.

Improving online forms.

Replacement of old network equipment.

Alkira voice navigation pilot on Council website.


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Procurement & Fleet

Fleet Replacement and Maintenance Program

2018/19 Fleet and Plant capital replacement program commenced and on target.

Two new SES vehicles delivered and operational.

Replacement Tandem Tipper & Construction Crane truck delivered and operational.

Loads and Restraints sessions delivered (WHS and TMR) at Noosaville and Pomona Depots.

2018/19 Fleet and Plant capital replacement program focus on going to the market by December 2018 and body builds to be completed by June 2019.

Ongoing maintenance for fleet and small plant remains on target.

Continue to work closely with internal stakeholders/staff regarding their requirements in delivery of the 2018/19 Fleet and Plant capital replacement program.

Local Buy Alliance Local Buy Proposed Parts and Servicing for Plant Machinery, Trucks, Vehicles and Workshop Equipment under consultation.

Multiple tenders and quotations either out to market, under preparation or under evaluation.

Continued consultation with Local Buy regarding updated or new contract arrangements that are available to staff use.

Ongoing consultation has been undertaken with Local Buy regarding the future joint procurement colaboration opportunities with our neighbouring Councils.

Undertake pilot project with Technology One (T1) to implement the new CI Anywhere Procure to Pay module

P2P module delayed due to modifications that are part of the 2018B upgrade.

Ongoing testing to be undertaken prior to go – live in production.

Project completion revised with a March 2019 target date.

Vendor Panel Marketplace Vendor Panel transition to Public tender commenced.

Vendor Panel e-procurement module can now be used for all quotes and tenders across Council.

Ongoing training and education around Vendor Panel in preparation for the new P2P Module rollout

T1 P2P module modified so that so that quotations and tenders undertaken in Vendor Panel can be referenced in the new T1 Procure to Pay module.

Ongoing engagement with internal stakeholders & key staff to ensure the Vendor Panel quotation tools are used for all quotations and tenders..


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Business as Usual activities 2018/19 capital and operating budget on target.

Multiple tenders awarded and results published on the Council website.

Departmental Purchasing Officers Network monthly meetings continue.

Monthly Fleet Advisory team meetings undertaken to discuss and manage all fleet matters.

Q1 staff performance plans completed.

WH&S Safety Hazard inspections completed.

Procurement and Contracts branch to continue to support staff across the organisation. (Vendor Panel, tender documentation development)

Upcoming tenders under development that require significant Procurement support.

Noosa North Shore Campground Redevelopment.

Cooroy Playground.

Rufous St Stage 2.

Work closely with stakeholders regarding their 2018/19 projects.

Continue to liaise with adjoining Council’s to foster potential cooperative procurement and/or contract opportunities.

Property

Holiday Parks Work Health and Safety hazard inspections completed at all holiday parks.

Noosa River Holiday Park large amenities upgrade and demolition of old small amenities building.

Noosa River Holiday Park - complete scope for site metering options and tariff review

Boreen Point Campground – develop tender process for new management agreement

Consideration of future management

services for the Noosa North Shore beachfront campground (after redevelopment).

Development and finalisation of community tenure documents with community groups.

A number of executed tenure agreements:

o Noosa Model Flyers

o Sunshine Coast Sports Aviators

(Noosa North Shore)

o Spit storage facility – Surf

Lifesaving Qld.

Annual community tenure update report considered by Council.

The following leases to be signed:

o Kin Kin Sport and Recreation

o Noosa Malibu Club (new tenure

Wallum Lane)

o Draft lease issued to Cooroy

Hall.

3 year permit to SLSQ regarding future lifesaving services at Peregian Beach.

Sunshine Coast Sports Aviators Inc. – Tingira Crescent – finalising permit

Continue with expired community tenure renewals.

Progress capital works projects and operational maintenance on community properties for 2018/19.


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Development and finalisation of commercial tenure documents.

Assisted Economic Development with finalisation of tenure arrangements for café space

Draft lease sent to Cooroy RSL for execution.

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

Feasibility and options analysis – Sunrise Beach Neighbourhood Shopping Centre.

Determining new lease potential for the Cooroy Data Centre.

Continuing to liaise with stakeholders and Property Manager regarding Sunrise Beach Neighbourhood Shopping Centre

North Shore Campground conceptual planning & feasibility assessment.

Detailed designs complete Tendering for construction contract for works within existing camping reserve and wastewater treatment system.

Assessing submitted tenders for works

Business as Usual activities Regular meeting with Tourism Noosa to discuss events and operational issues.

Completed Quarter 4 performance planning for all staff.

Various high use permit and temporary event applications decided.

Developed 2018/19 performance plans for all staff.

Discuss Noosa Surfing Festival event proposal with event organisers.

Finalising service plan for Lifeguard Services for Council consideration.

Implementation of service review recommendations.

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

Revenue Services

Property and Rating System

Issue and collection of July rate levy.

Continued setup and testing of new receipting module.

Implementation of the new T1 Enterprise Cash Receipting module.

Preparation for the implementation of the State Waste Levy.

Commence recovery action for properties with large arrears.

Continue to work with Technology One regarding implementation of new receipt module.

Preparation and testing for January rate levy, including implementing the new State waste levy.

Business as Usual activities Reminder notices issued in September.

Pensioner claim completed for July levy period.

September fire returns completed.

Develop 2018/19 performance plans for all staff.

Undertake data integrity checks, including PPR and Tourism Levy checks.

Six monthly pensioner verification to be undertaken.


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

Executive Officer Director X Director

Executive Support Community Development X Financial Services 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 INFRASTRUCTURE SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19


Author Director Infrastructure Services, Carl Billingham


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 November 2018 providing an update on operations of the Infrastructure Services Department for the period 1 July to 30 September 2018.

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

Transport Strategy. 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

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.

Work has commenced on preparing a 10 year capital program for the 2019/20 budget.

Review capital program and adjust changes as a result of the changes from the budget review.

Commence workshops on the 10 year capital program.

Ongoing condition assessments across all asset classes i.e. Stormwater, Buildings and the Main Beach Slurry System

Condition assessments have been undertaken on 3 x Bridges and some individual leased buildings.

Finalise the remaining bridge inspections identified by the end of December 2018.

Have all level 3 bridges that are required – completed.

Consider additional condition assessments on components of Buildings.

finalise tender for Stormwater CCTV inspections.

Complete detailed asset management plans for identified pilot areas. Roads infrastructure December 2018, Stormwater February 2019, Buildings April 2019 and Parks & Playgrounds June 2019.

Road Infrastructure AMP is in-progress and is on-target to be completed for the December meetings.

Complete Road infrastructure AMP. Have the Road Infrastructure AMP adopted by Council and finalise the Stormwater AMP.

Asset Management Road Map -Ongoing implementation of the initiatives identified in the Asset Management Road Map

Development of the capital project scoring matrix has commenced and is due for completion by the end of December.

Further workshops with key stakeholders to finalise scoring matrix.

Workshop and implement agreed priority matrix.

Awareness and development of Asset management functions across the organisation.

Awareness training and corporate asset system development. Specifically, Work Order management implemented through the majority of the organisation

No activities have occurred this quarter with the recruitment of staff taking priority.

Review training modules for further rollouts.

Undertake specific Systems training for staff.

Commence roll out of more AM awareness – include more asset specific sessions.


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As Constructed and Capitalisation Process - Ongoing development of the as constructed and capitalisation processes. Including internal construction asset sign-off.

Initial planning meeting to develop process and procedures have commenced.

Have an agreed process and procedures developed for the internal construction asset sign-off.

The implementation of the internal construction asset sign-off and staff are fully aware of their obligations and commitment to the process.

Business as Usual activities Recruitment of two new staff members because of recent departures.

Further recruitment of two vacant positions.

Complete recruitment process for Asset Systems Officer and Capital Planning - Technical Officer.

Buildings & Facilities

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

Electrical RCD testing completed Shire wide.

Mechanical, Electrical, Fire compliance.

Mechanical, Electrical, Fire and Asbestos compliance.

Carry out any rectification works identified in compliance testing.

Review legislation to ensure compliance.

Create a critical asset register of Buildings & Facilities to align to asset management objectives

Working with the Asset Management team to produce the register.

Continue with asset register development.

Reconciliation of data in asset management system.

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

Capital works projects are commencing and on track.

Maintain level of priority for all CWE projects.

Tewantin Admin roof replacement capital works project.

Maintain level of priority for all CWE projects.

Tewantin Admin roof replacement capital works project.

Business as Usual activities CRM and work order completion.

Tewantin admin level 2 meeting rooms completed.

Pomona kindy electrical safety upgrade completed.

Pomona Hall electrical upgrade completed.

Power pole replacements

Tewantin admin ATS replacement completed.

Victory Park amenities water mains upgrade completed.

Operational work orders and CRM’s managed, completed and closed out.

Tewantin Admin roof repairs.

Bottle filling stations.

Operational work orders and CRM’s managed, completed and closed out.

Tewantin Admin roof repairs.

Bottle filling stations.


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Tewantin Admin Local Laws office upgrade completed.

Continued use of Council’s mobility system.

Tewantin Admin level 1 kitchen asbestos removal and floor replacement.

Responding to emergency after hour’s call outs.

Supporting Pomona local community to upgrade the memorial rotunda.

Civil Operations

Develop a plan for addressing the long term impacts associated with unsuitable trees

Commenced capturing tree data to manage trees as assets and determine those that are unsuitable and require removal and replacement.

Prepare a Tree Management Plan which incorporates management of unsuitable trees and a replacement program.

Continue to capture tree data

Engage a consultant to prepare a Tree Management Plan.

Implement recommendations from the Tree Maintenance Review

Refined tree processes to include weekly contractor reporting outlining costs, number and size categories of all trees removed or maintained.

Implement the Contractor Performance Management system which has been prepared.

Analyse current reporting to inform preparation of the 19/20 Arborist Services budget with accurate tree forecasting.

Finalising the policy/process for planting in and managing structures in the road reserve

Draft guideline prepared & peer reviewed by internal working group.

Prepare policy & guideline. Workshop policy & guideline with Council.

Establish a Memorandum of Understanding between Council & the Friends of Noosa Botanic Gardens

Draft MOU document finalised. Present draft MOU to Council for approval.

Draft MOU approved by Council and then signed by both Council CEO and Friends of NBG President

Contribute to improved asset management outcomes

Repairs to Cooroy Mountain Road facilitated through the Bridge Working Group

Participation in the Parks & Playgrounds Working Group.

Biobasin maintenance consideration by Executive Team.

Ongoing participation in Asset Working Groups.


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Ensure Council’s engaged contractors are appropriately managed

Improvements to processes for accessing panel arrangements facilitated by Procurement Team.

Tenders for Plant Hire and Landscaping panels.

Development of contract management plans for panel arrangement.

Implementation of contract management plans.

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

Completion of carry over capital projects including Station St Pomona, Donnelly’s Road Ridgewood. Sealed road resurfacing program commenced.

Read Park, Tewantin

Noosa library pathway replacement

Musa Vale Road Slip repair

Wavecrest Park shade sail

Grosvenor Tce drainage improvements.

Swan Av. Drainage rehabilitation.

Sealed road resurfacing program.

Gravel road resheeting & extension programs.

Implementation of Branch Workforce Plan

Recruitment finalised for several key roles in the Parks & Landscape Team.

Recruitment of Technical Coordinator

Executive Team consideration of part time administration officer.

New group of supervisors to commence supervisor training

Improve skills & knowledge with computer systems in conjunction with People & Culture

Development of knowledge transfer strategy.

Disaster Management

Governance

Review of Disaster and Recovery Management Plans, Policy, Guidelines and document framework

Annual review and adoption of Noosa LDMP.

Adoption of Community Disaster Management sub-plan for Noosa North Shore.

Review of 2015 Noosa Local Recovery Plan and adoption of 2018 Noosa Local Recovery Plan.

Full review of processes and procedures.

Preparation for the coming fire and storm seasons.

To action review findings in accordance with legislation and Council framework.

Engagement & Collaboration

Build and maintain internal and external partnerships/networks towards strengthening the Noosa Shire community resilience.

LDMG – 3 meetings for 2018

Get Ready Campaign for Qld Get Ready Week – 8 to 12 Oct 18.

Development of Disaster Dashboard Due for launch in Nov 2018.

Preparation for LDMG meeting, 15 November 2018


Stakeholder Engagement

Prepare for LDMG 14 Feb 2019


Stakeholder Engagement


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Capability

Strengthen a Disaster and Recovery Management capability profile for the Noosa Shire.

Completion of mini LDCC and FCC exercises

DRFA – review of new state funding program

LDMG / LRG Desktop Exercise for November 2018 meetings

Training and development

Identification of key priorities across capability development

Output activities from review

Training and development

Risk

Build the Disaster and Recovery Management Risk Profile for the Noosa Shire in accordance with State Legislation.

State Risk Project - Liaise with district and state stakeholders to determine action required by local government.

State Risk Project – Undertake relevant action as required to ensure Council’s compliance across the new framework.

Grant Administration

Delivery of program of initiatives funded by external agencies in accordance with guidelines.

NDRRA – closure of TC Debbie funding in line with audit and reporting requirements outlined by QRA.

QRA - Get Ready Funding

Disaster Recovery Funding Arrangements (DRFA) – commence program implementation.

Preparation of grant funding applications.

Continue DRFA program implementation.

QRA Get Ready funding application

Review incoming grant opportunities

Legislative Compliance

Monitor, develop and maintain compliance levels in accordance with Local, State and Commonwealth requirements.

IGEM Annual Report completed

QRA – NDRRA quarterly report completed

Get Ready QRA acquittal completed.

Review of emerging legislation.

DRFA Compliance

State Lessons Management Framework

State Assurance Framework

QFES Audit Compliance

Business as usual activities Operational Activities – Watching Brief conducted due to early season storms 8 to 15 Oct 18.

Continue to monitor weather and severe warnings.

Activate LDMG as required

Comprehensive approach to key elements of preparedness, prevention, response and recovery.

Infrastructure Planning, Design & Delivery

Signage Policy - finalise signage guideline & signage design criteria.

Feedback on guidelines and criteria has been collated for inclusion in revised draft guidelines.

Action plan has been developed for finalising draft guidelines and criteria.

Refining signage requests process for inclusion in revised draft guidelines.

Finalised draft guidelines and criteria for adoption by Director.

Implement signage guidelines and criteria for use by staff.

Monitor and update as required.


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Streetscape Plans - progressive

development of Streetscape Plans in accordance with the Noosa Design Principles

Survey of Noosa Drive and Hastings Street precinct is underway.

Design of the raised crossing in Maple Street Cooroy is complete.

Pioneer Park, Cooran design and community consultation is complete.

Planning for the Noosa Drive and Hastings Street precinct is underway.

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

Designs progressing for:

o Cooroy Hinterland Playground

car parking.

o Noosa Parade, Noosa Heads

o Peregian Beach boardwalk,

amenities and Village Square.

Concept development for Noosa Drive and Hasting Street precinct.

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.

Cooroy Hinterland Playground –

design and construct an iconic playground.

Management Plan developed

Final concept master plan delivery by consultant for approval.

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

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

Finalisation of masterplan and development of detailed designs.

Issue Project Management Plan

Assess project risks, benefits and budget

Undertake a Councillor’s 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.

Finalisation of detailed designs.

PTAIP DDA Bus stop compliance program – continued delivery of the program.

Designs have been completed for 7 bus stops, an additional 2 bus stop designs are currently underway.

Construction quotes are being sourced for 2 Leslie Dr Noosa Heads bus stops and the Orient Dr Sunrise Beach bus stop.

The David Low Way Castaways Beach Bus stop has been completed, with an additional David Low Way Bus stop at 85% of construction complete.

Complete designs for remaining stops.

Construction of 7 more bus stops to be completed.

Issue remaining designs for construction.

Tender remaining Bus stops for construction.


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Park Road Boardwalk – supervise

project to ensure delivery on time and on budget.

Successful completion of piling works and boardwalk substructure.

Boardwalk construction almost complete.

Complete construction of boardwalk, additional works and handover.

Business as Usual activities Contracts awarded and construction commenced for Mary River and Old Noosa Road Bridges.

Completed public consultation for the Noosa Botanic Garden Shade House.

Design complete for Swan Avenue and Grosvenor Terrace stormwater drainage upgrades.

Construction drawings issued for Read Park car park, Grosvenor Terrace drainage upgrades.

Construction complete for Maple Street Raised crossing, Main Beach Boardwalk. Donnelly’s Road, Station Street, Poinciana Avenue and Moorindil Street roundabouts upgrades.

Construction of drainage and landscaping in Pioneer Park, Cooran completed.

Design of Noosa Parade corridor, Black Mountain Road, Bicentennial Drive car park, Peregian Beach amenities, boardwalk, Village Square, Musavale Road slip repair, Gympie Terrace Stage 2 and Pacific Avenue upgrades, O-Boat revetment wall, demolition of SLSQ building and Castaways Beach carpark upgrades.

Redevelopment of North Shore camp ground.

Grant funding for Botanic Gardens Shade structure.

Design support for Tewantin Bypass - Beckman’s Road, Cooroy Connection Roads projects and Transport Strategy.

Tendering for Poinciana Avenue footpath stage 3, Gympie Terrace stormwater drainage renewals and Pioneer Park playground upgrade.

Delivery of Park Road Boardwalk, Noosaville Library, Hilton Terrace service relocations, Main Beach Boardwalk landscaping, Mary River and Old Noosa Road Bridges, Read Park car park, Eenie Creek Road wayfinding signage stage 2, Grosvenor Terrace stormwater drainage, Noosa River Holiday Park amenities replacements and upgrades

Design for the Botanic Gardens Shade structure.

Grant funding for Noosa Parade corridor upgrade.

Consultation for Peregian Beach amenities, boardwalk, Village Square upgrades and renewals.

Tender for Hilton Terrace corridor upgrade Stage 1 works, Orealla Crescent Bridge, and Noosa River Holiday Park v-drain upgrades.

Delivery of Musavale Road slip repair, Pioneer Park playground, Bicentennial Drive car park, demolition of SLSQ building, Castaways Beach carpark and Poinciana Avenue footpath stage 3 upgrades.


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Transport Strategy

Investigate key transport strategies in the Noosa Transport Strategy 2017-2027.

Council approval of the Peak Period Traffic Management Plan

Good Shepherd Lutheran College (GSLC) joined the Schools program

Successful Drop and Ride trial at Sunshine Beach State School.

Successful Community Road Safety grant application “Walking, Wheeling Wednesday’s. This program will run in 2019.

Implementation of the Peak Period Traffic Management Plan

Survey analysis of travel to school data for GSLC.

Evaluation of the Peak Period Traffic Management Plan

Prepare 2019 schools program.

Trial key transport strategy initiatives.

Trials to take place in December 2018 and January 2019 as part of the Peak Period Traffic Management Plan.

Co-design stakeholder workshop held in October 2018.

Delivery of December 2018 and January 2019 trials

Continue working with key stakeholders.

Review impact of December 2018 and January 2019 trials.


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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 Officer Community Development Financial Services Executive Support Community Facilities ICT Libraries & Galleries Procurement & Fleet Local Laws Property Waste & Environmental Health Revenue 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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9 COMMUNITY SERVICES DEPARTMENT UPDATE - 1ST QUARTER 2018-19


Author Director Community Services, Alan (Fox) Rogers

Community Services Department

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 November 2018 providing an update on the operations of the Community Services Department for the period 1 July to 30 September 2018.

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 Shire Social Strategy

Draft Regional Difficult to Locate Sports Plan approved for public consultation.

Request for quote for consultant to complete sports precinct master planning for Noosa District and Cooroy sports complexes.

Supported United Synergies in the Booin Gari Festival – September 2018.

Facilitated Community Roundtable Meeting 22 August 2018.

Facilitated Northern Network Meeting – social service agencies.

Updated the 2006 Noosa Social Charter to have a greater focus on social justice and inclusiveness.

Teamed up with a wide range of agencies and not-for-profit organisations to launch a fortnightly one-stop shop initiative to give vulnerable locals easy access to essential services. Those facing hardship can access doctors and not-for-profit and government services to help them find accommodation and employment, all in the one location. The Hub Day will complement the existing weekly Orange Sky Laundry service.

Pecha Kucha night with Sunshine Coast Creative Alliance at Noosa Gallery (July 30)

Evaluation of request for quote responses to award contract for precinct master planning for Noosa District and Cooroy sports complexes.

Next Grow your Arts workshops: Governance and social media.

Lease negotiations with Cooroy Memorial Hall Committee.

Change of tenure for Tait-Duke Community Cottage – Rotary Club of Noosa Heads.

Support consultation process for the draft Cultural Plan.

Consider involvement in Regional Arts Services Network (SEQ North).

Arts Breakfast with Sunshine Coast Creative Alliance (November 1).

Grow Your Arts support to Immerse VR AR conference.

Creating an interactive web map of facilities available for hire.

Organising International Volunteer Day picnic brunch for an expected 250 attendees.

Work with Community Halls and Heritage Librarian to deliver Remembrance Centenary funded events.

Initial consultation for the sports precinct master planning for Noosa District and Cooroy sports complexes.

Implement actions from Cultural Plan.

Review RADF program in line with Cultural Plan.

Continue to implement actions from Sport and Active Recreation Plan.

Facilitate an events workshop to help community groups with the processes of event management.


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Eighth edition of 'Grow your Arts' quarterly e- newsletter distributed.

Grow Your Arts supported a maker in residence at Cooroy Library.

Held a Treasurer’s meet-up and workshop for over 50 treasurers from not-for-profit community groups.

Revamped ‘What’s going on at …’ e-news to include community events as well as Council events, and to reduce cost.

Youth engagement school project launched.

Grow Your Arts Marketing workshop at The J on 3 October.

Co-hosted Mental Health & Vulnerability in our Community breakfast and workshop with CQU and United Synergies in Mental Health Week, 8 October 2018.

Launched weekly Feeding the Homeless project with St Vincent de Paul on 16 October 2018.

Encourage and facilitate opportunities for young people to engage with Noosa Council (Youth Engagement Schools Project).

Council Community Grants Program, including RADF

Three-year Halls and Centres, three-year Management and Maintenance and three-year Sports Field Maintenance agreements were all renewed.

Noosa Council and Qld Community Benefit Gambling Fund grants workshop held 17 Sept.

Results of review of Community Project Grants processes by Qld Rural & Industry Development Authority (RIDA) provided and incorporated into this round of Community Grants – projects which opened on 3 Sept.

Supporting applicants with the Community and RADF grants (closing 19 October).

Work with Finance to reduce claim administration burden on grant recipients.

Leverage new Smarty Grants functionality to automate processes.

RADF and Community grant assessments, reports to Council and claims.


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Recruitment and training provided to a new RADF committee.

Presented RADF and arts grant talk to University Canberra students as part of their course work.

Grants - external Successful RADF application to Arts Qld for 2018/19. $46,000 has been approved and paid.

Applied for funding under the Australian Sports Community Infrastructure Grants program for funding towards a lighting upgrade at the Noosa District Sports complex. Results announced November 2018

Assisted sporting, cultural and community groups with their external grant applications, in particular, Gambling Community Benefit Fund, the Australian Sports Community Infrastructure Grant program and State Government, Get Playing Places and Spaces grant funding opportunities.

Ongoing – administering and reconciling Council’s Grants Register

RADF annual Report to Arts Qld due 31 October.

Business as Usual activities Completed strategic planning session with the Noosa Strade Bianche committee.

Negotiated the successful delivery of the Noosa Classic Ride at the Tewantin Cricket Club.

Provided advice to Noosa Community Gardens on tenure and governance.

Negotiated capital works bid for Tinbeerwah Hall.

New lease agreement negotiated with Pomona Kindergarten.

Draft permits negotiated with Veggie Village & Permaculture Noosa.

Negotiate and merge three separate leases for Pomona Community House.

Negotiate tenure change Cooroy Pomona Lions Club.

Renegotiate tenure for Rotary Club of Noosa Heads over Tait-Duke Community Cottage to coincide with new Council bike path project.

Contributing to the Inaugural Sunshine Coast Open House program.

Support Pomona Arts Inc to create a business plan.

Continue to work with the State Government (Department of Housing and Public Works) to deliver free community workshops in Noosa as part of the Building Active Communities program.

Planning for the White Ribbon walk against domestic violence – 23 November.


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Prepared and distributed the 14th edition of 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: Facilities Management.

Participated in Quarterly CALM Liquor Accord Meeting.

Participated in regional Community Development Officer forum.

Meeting held with the Sunshine Coast Sporting Aviators, Legal and Property team to discuss permit for use of land at Tingira Crescent.

EcoBiz assessments carried out with10 community organisations

Sent out edition of ‘What’s going on at …’ e-news

Participated in Exercise Skyfall 3 Disaster Recovery Exercise.

Undertook Whispir training for disaster management recovery communication.

Supported artists and arts organisations with advice on career development, partnerships and grants.

Work with Property team to negotiate tenure arrangements with the Tewantin Cricket Club, Noosa Beach Car Club and Noosa Navy Cadets at the McKinnon Drive facility, Noosa District Sports Complex.

Finalise tenure for Girraween Sports Complex.

Work with the Sports Field Maintenance forum on the delivery of field audits for 2018/19 financial year.

Under 30s report to be presented to the Executive Team in November.

Finalise Cooroy Hall Lease.

Sunshine Coast Open House 20th October – 9 locations in Noosa shire

EOI sought for strategic planning sessions.


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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.

Installation and commissioning of 28Kw of PV solar power generation.

Planning removal of redundant solar pool water heating from the roof.

Planning replacement of original roof sheeting prior to new installation of additional 72kw of PV solar.

Release tender for roof replacement and solar installation projects.

Pursue funding opportunities for the construction of a new Family Change space.

Notified that our application under the Female Facilities funding program was unsuccessful.

A new submission was made under the Community Sport Infrastructure program.

Await the outcome of the Community Sport Infrastructure funding application (expected in Nov).

Proceed with construction or if unsuccessful, continue to seek alternate funding opportunities.

Implement actions identified in the NAC Asset Management Plan through Council’s capital works program.

Supply of replacement automated pool cleaner.

Quotes sought for replacement of a 250Kw heat pump.

Develop scope of works for tendering of a major refurbishment of the facility scheduled for winter 2019. Includes roof replacement, deck replacement, installation of 78Kw PV solar, emptying of the 50mtr pool for maintenance (tiles, grout and associated valve work). Works will be scheduled during a 6-week shutdown of the facility from late June through to July 2019.

Adherence to existing maintenance schedule.

Assessment of the quotes for replacement of the heat pump.

Assess and appoint a contractor for the major refurbishment works.

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

Assess and appoint a contractor for the heat pump installation.

Commence work on a 10-year facility master plan

Team planning day completed in July 2018 to help shape future priorities.

Implement achievable outcomes identified via planning day.

Develop key aspects for inclusion in master plan process scheduled to commence in Q3 2018/19.


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Develop a strategy to adhere to the Plastic Free Noosa campaign

Use of recyclable and biodegradable takeaway coffee cups.

Replacement of food ware (plates, cups, cutlery) and takeaway containers with plant based alternatives.

Straws removed form counters and those provided upon request are paper.

Single use plastic bags replaced with paper alternatives.

Determine the approach to the removal of plastic single use drink containers.

Continue to progress towards becoming a plastic free facility.

Business as Usual activities Appointment of a new operator for the NAC café lease commencing 1 July 2018

Further developed marketing strategies and updated website and social media profiles accordingly.

The NAC exceeded YTD revenue budget of $374,097 by $41,474.

Net result for period sees a positive variance to budget of $46,278.

Complete the trial and assess the viability of the electronic time and attendance system.

Finalise policy, education program, signage requirements and staff delivery of the NAC’s “Keep Watch” program aimed at enhancing swimmer safety, particularly focused enhanced parental supervision of children aged 5 and under.

Deliver school carnivals and summer programming.

Introduce a new group fitness timetable in October.

General preparations for a busy upcoming summer.

The J & BCC

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

Solar Panel installation complete.

Lighting Control 4 System installed.

Monitor electricity usage and efficiency improvements.

Ongoing improvements to Control 4 set up to improve efficiency.

LED lighting installation

Continued communication and staff awareness re energy reduction opportunities.

Further consideration for lighting upgrades to LEDs. Seek funding through ZEN

Further consideration of air-conditioning efficiencies.

Review performance against the 3-year business plan and commence the process of developing a new plan for the coming 5 years.

Yet to commence review. Commence review. Consider development of new plan.


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Conduct review of box office hours and ticket purchasing options with the aim of creating efficiencies and freeing up staff time for other tasks.

Identified efficiency opportunities at main reception/box office, specifically by further encouraging online ticket purchases through wording changes and the introduction of a processing fee for tickets printed by and collected at The J.

Finalise strategies to encourage online ticket purchases and greater use of e-tickets.

Implement agreed strategies

Consider Noosa FM's strategic plan and continue conversations around lease terms at The J beyond 31 December 2018.

Noosa FM recently held their AGM and elected several new committee members.

Further discussion with Noosa FM’s committee regarding future tenure and their strategic plan.

Finalise future direction to allow for certainty for both parties.

Identification and activation of further storage solutions to assist with the requirements of the centre and various user groups.

Obtained quotes and engineer’s approvals to extend storage facility beneath ramp.

Commence first stage to insert beams and remove bracing.

Complete works.

Investigate additional storage opportunities within The J, particularly adjacent to the theatre.

(BCC) - Help Noosa Gymnastics Club resolve the new fire booster pump issues at BCC which are currently preventing final certification of the extended building.

Identified relevant compliance requirements and proposed solution to resolve compliance issues.

Finalise capital contribution payment with the Club in order to facilitate the works.

Finalise works and gain final building certification (currently it has an interim certification to allow for usage while the issue is resolved).

Consider how the centre can reduce use of plastics and move toward the objectives outlined by Plastic Free Noosa.

Improved awareness within the team. Identify reduction opportunities. Action and further promote reduced use of plastics within the facility.

Business as Usual activities Hosted two major annual community events; Noosa Alive (Noosa Long Weekend) Festival and Noosa Jazz Party (Noosa Heads Jazz Club supported by Noosa Chorale Society)

Strong hire/event enquiries through to 2019 /2020.

Minor staffing review following resignation of permanent staff member. Reallocation of responsibilities has facilitated an improved structure.

Lock in regular hires/events through to 2020.

Ongoing review of facility maintenance needs.

Ongoing monitoring and review of financial performance.

Finalise and prep for end of year events/performances.

Consolidate bookings to 2020

Consider capital works requirements for future years, including replacement of rear deck.

(BCC) Finalise intention to lease document for Montessori Noosa to enable them to apply for formal accreditation for expanded operations across both the demountable and annexe.


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Facilities are a combined $10k behind budget YTD, due mainly budget profiling. Management will continue to closely monitor performance.

Noosa Leisure Centre

Continue to implement service review recommendations, including:

Formalising the usage agreement between NLC and the NDBA.

Introducing enhanced junior program offerings.

Expand facility programming.

Concreting levelled and rubber floor tiles installed in the outside compound area to accommodate small group fitness training.

Successful Noosa Fit Kids holiday sessions delivered.

Continue negotiations with NDBA regarding usage agreement and recent request for proposed booking changes.

More broadly consider all parties’ ideal usage arrangements of NLC.

Finalise programming details of Noosa Fit Kids program for summer school holiday sessions and Term 1 2019.

Continue to refresh and refurb the centre in order to enhance its aesthetic appeal and meet customer expectations.

New signage incorporating the new NLC logo installed throughout the centre and external carpark/pathway areas.

Schedule upgrade of damaged external basketball backboards.

Source quotes for replacement of worn/damaged carpet in crèche areas.

Develop plan for preferred paint schemes in the Kids’ Playroom and Creche areas and source quotes.

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

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

Washroom areas upgraded with ESG Green Washroom Solutions and are using 100% recycled paper and hand hygiene solutions that reduce consumption and waste. The upgrade has been well received by staff and patrons alike.

Rooftop solar installation complete and functioning well.

Engage lighting specialist to assist with plans to improve illumination for safety and security purposes throughout Wallace Park Precinct roads and car parks and upgrade with LED lighting wherever possible.

Continue to replace any faulting lights with energy efficient LEDs.

Consider how the centre can reduce use of plastics and move toward the objectives outlined by Plastic Free Noosa.

Single use items for further investigation have been identified.

Source alternative single use packaging items.

Continue to monitor and reduce use of plastics throughout the centre.


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Business as Usual activities Be Amazed Entertainment presented the Enchanted Balloon Forest in August in the NLC stadium, with over 1,200 patrons attending.

Attendance numbers for the Group Fitness program up 41% against same period last year.

Q1 revenue exceeded budget by $17,620 (12% up).

Rock wall safety inspection and subsequent improvements completed, ensuring the ongoing safety of the rock wall.

Schedule upgrade of deteriorating skylight sheeting in Stadium.

Continue negotiations with roller-skating and pickleball user groups regarding request for additional court use on Saturday evenings and Sundays.

Finalise summer timetable for Group Fitness Program.

Annual stadium floor re-coating scheduled during Christmas closure period.

Planning for use of the downstairs group fitness room, once the mini library vacates the room by year’s end.

Noosa Community Support

Continue to monitor the changing aged care funding environment and develop a streamlining strategy to best position NCS for upcoming changes.

5-year HAS funding secured through to 30 June 2023.

CHSP funding guaranteed through to June 2020 and looks likely to continue beyond this.

Info received on the transition of clients from QCC funding to the NDIS program and the new QCSS funding stream which will replace QCC from 1 July 2019.

Await the tender advertising the new QCSS funding in early Nov.

Determine to what extent current funding levels will reduce as a result of clients transitioning to the NDIS.

Continue to refine operations to best position NCS for the upcoming changes.

Complete workforce planning in conjunction with People & Culture.

Some PDs reviewed and reassessed following changes to responsibilities.

Initial conversations held with People & Culture about this project.

Continue discussions with People & Culture.

Continue discussions with People & Culture.

Conduct preliminary investigations into the best available aged care software packages for use within NCS.

Some discussions with other care providers held to determine which systems they use and their level of satisfaction with these.

Develop a briefing note for Exec Team’s consideration regarding the continuation of these investigations.

Present briefing note to Exec Team and hopefully continue with investigations.


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Investigate ways to enhance the centre’s sustainability practices to achieve Council's Emission Reduction Policy and ZEN goals, including the installation of rooftop solar PV panels.

Installation of rooftop solar PV panels complete.

Monitor impact of solar panels and better understand our electricity consumption patterns.

Behavioural change initiatives to further reduce NCS emissions.

Business as Usual activities Implementation of two new wellness and reablement programs (Qigong and Aging with Grace).

NCS Facebook page now operating.

Peregian Beach social support group started and running well.

Trial invoice run through Tech 1 for a more integrated accounts receivable process.

Promote centre programs to other CHSP providers and stakeholders.

Continue to upskill Community Care Assistants on existing software systems.

Organise staff training for dementia awareness and wellness and reablement.

Analyse 2017-2018 financials with funding body outputs to review existing fee for services and brokerage charges.

DIRECTOR’S OFFICE

Rufous St Precinct Development Successful in obtaining $2.55m from the Federal Government’s Building Better Regions 2 program for Stage 3 of the Rufous St Master Plan development.

Digital Hub fitout finalised.

Digital Hub tenants have moved in.

Digital Hub Official Opening September 12.

Planning for Stage 3 of the Rufous St Master Plan.

Community consultation and engagement regarding the design of the new Peregian Beach Community House.

Appoint a project manager for Stage 3 to ensure continuity.

Finalise design and construct tender documentation for the new Peregian Beach Community House.

Cooroy Memorial Hall Renovations Renovation works at the Cooroy Memorial Hall completed.

Cooroy Memorial Hall re-opened with a community concert on April 20.

Finalise lease arrangements with Cooroy Memorial Hall Association.

Project now completed.

Purchase of Johns Landing Purchase and clean-up of property completed.

Management responsibility transferred from Community Services to Natural areas.

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

Finalise Nature Reserve status.


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LIBRARIES & GALLERIES

Cultural Plan

Complete the draft Cultural Plan

Draft Cultural Plan and draft vision statement completed.

Public consultation complete – incorporated online consultation, public forums, pop-up displays and stakeholder meetings.

Review consultation submissions and feedback on drafts.

Prepare final versions of Cultural Plan and vision statement for Council consideration.

Submit final versions to Council in December round of meetings.

Libraries

Noosaville Library Refurbishment Practical completion of construction achieved.

Finalised collection shelving layout for Noosaville Branch.

Scoped and developed new ‘Showcase’ collection - a curated collection of popular and enduring fiction and non-fiction titles.

Finalise plans for collection relocation back to Noosaville Branch.

Fit-out commencing.

Finalise plans for the devolution of services from temporary locations at Noosa Civic and Noosa Leisure Centre.

Finalise shelving and stock purchasing for ‘Showcase’ collection.

Re-open Noosaville Library.

Deliver and promote ‘Showcase’ collection.

Provide customer orientation for Noosaville Branch layout and services.

Implementation of RFID Awarded RFID equipment contract to FE Technologies.

RFID tagging complete for 90% of book collection.

Finalise RFID equipment needs and placement.

Finalise RFID service model and collection maintenance processes.

Complete RFID tagging.

Install RFID equipment and roll out training for staff.

Continue RFID tagging clean-up exercises for untagged items.

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

Contributed and participated in the popular mid-year youth arts festival Imaginate – in partnership with the Gallery.

Delivered an Intensive 3D Design and Printing Course in August (grant funded), in partnership with a local Computer Scientist.

Deliver Pink Precinct Fun Trail on Saturday 20 October, in partnership with Cooroy Chamber of Commerce.

Deliver Girls in Game Design – an educational experience for females interested in exploring a career in Serious Games – in partnership with University of Sunshine Coast.

Deliver Flying Inventor program

Develop 2019 plan of library service programs and events.


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Participated in the Noosa Country Show providing a Read and Rest area and promoting our First Five Forever early literacy bike.

Cooroy Rooftop Cinema returned for movies on the rooftop – in partnership with Starry Nights Outdoor Movies.

(First-Person View Drone Program) in partnership with the Digital Hub, Leisure Centre and ‘In the Air Aerial Cinematography’.

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

2018 Tech Savvy Seniors acquittal report completed.

Cooroy Makerspace acquittal report completed.

Queensland Day 2019 grant application for $7,186 to deliver a Queensland themed literary festival was submitted.

2019 Tech Savy Seniors grant application for $14,775 to deliver digital-literacy support workshops to our elders submitted.

National Science Week grant-funded program completed.

Prepare for next 4 years of funding for First 5 Forever – early literacy program.

Deliver commemorative event for 100th anniversary of the signing of the Armistice – 11 November 2018.

Continue delivering Advance Queensland grant-funded programs – 3D printing workshops and Drone program in October/November.

Prepare and submit National Science Week grant application for a 2019 science-themed program.

Await outcome of Queensland Day grant application.

Await outcome of 2019 Tech Savvy Seniors grant application.

Complete the acquittal report for the commemorative event for 100th anniversary of the signing of the Armistice – 11 November 2018.

Complete the acquittal report for the Advance Queensland grant-funded project.

Prepare and submit 2019 Engaging Science grant application.

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

Delivered Winter (July) School Holiday program. 10 events with 363 attendees.

Delivered September School Holiday program. 11 events with 172 attendees.

Two Tiny Houses presentations delivered by Pokadot Communities discussing sustainable housing options and community benefits. 100+ attendees.

Hosted Goombuckar Cultural Indigenous Bus in September for Indigenous Literacy Day.

Relocate library programs back into newly refurbished Noosaville Library and into Cooroy Library.

Participate in the Sunshine Coast Open House – showcasing Cooroy Library and the Cooroy Lower Mill Boiler House and Kilns.

Plan for high-profile literary event – Leigh Sales to be hosted at The J in February 2019.


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Business as Usual activities Total July – September 2018 library visitors: 36,104 (Cooroy & Mobile Libraries only)

Total July – September library items loaned: 168,817.

Completed Budget Review 2 report.

2018/19 Library Service Branch Plans and Risk Management Plan completed.

Staff Professional Development Training completed including Queensland Public Libraries Australia Intensive PD on Resilience and Cross Cultural Awareness training.

Finalised recruitment of the vacant Digital Services Officer position. Successful applicant beginning Monday 5 November 2018.

Finalised recruitment for the vacant Customer Service Supervisor position. Due to the preferred candidate gaining alternate work and declining offer, Internal Expression of Interest process conducted to temporarily fill the position.

Completed extensive library training for four new library assistants.

Welcome new Digital Services Officer and conduct comprehensive library training schedule.

Continue to operate temporary library branches at Leisure Centre and Civic Shopping Centre until Saturday 24 November.

Implement staff training as per the 2018/19 branch training plan and budget.

Review condition and lifespan of Mobile Library vehicle and develop forward plan for service and staffing.

Deliver capital works and facilities’ projects

Finalise installation of solar panels on Cooroy Library.

Investigating flexible solar panel design to fit curved roof of Noosaville Library.

Finalise engineered design and drawings for Cooroy Library air-con unit roof.

Finalise solar panel design for Noosaville Library.

Installation of roof over Cooroy Library air-con unit.


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Continue to work with Civil Works on the Wallace Park Precinct pavement upgrade to complete priority sections.

Galleries

Prepare a draft 3 – 5 year Galleries' Directional Plan

Awaiting endorsement of Cultural Plan as the basis for a Galleries’ Directional Plan.

Planning for draft 3 – 5 year Galleries' Directional Plan.

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

Successful delivery of July – September exhibitions:

Imaginate children’s art festival (8,286 total visitors)

No Human Being Is Illegal: In All Our Glory by Deborah Kelly and In Our Backyard: A Preview of Noosa Open Studios 2018 by Beatrice Prost, Dinah Wakefield, Elke Lucas, Rob Roy McKeown and Sharon Jack (7,052 visitors across these exhibitions);

As Far as the Eye Can See, a travelling exhibition from the Blue Mountains City Gallery and Rising to the Surface by Simon Finn (5,341 visitors across these exhibitions).

Implementation for Lyn McCrea Memorial Drawing Prize.

Implementation of DRAW Student Drawing Award.

Drawn to the Dark by Implementation Godwin Bradbeer.

Development of workshop programs.

Implementation of Tree Place, a curated exhibition by Anne Harris featuring 20 local and Brisbane-based artists.

Planning for Taste of Art, the Friends Noosa Regional Gallery annual fundraising exhibition.

Planning for Promiscuous Provenance by Anna Glynn; Atlas of the Human Heart by Simone Eisler and a solo exhibition by Julia deVille

Planning for The force that through the green fuse drives the flower, the ART+CLIMATE=CHANGE 2019 affiliate exhibition.

Planning for July-Dec 2019 and Jan-Dec 2020 exhibition program

Plan and delivery a range of initiatives which support local arts practices

Delivery of a two-week collaborative community project with Deborah Kelly as artist-in-residence engaging with approx. 35 artists from the local community.

Ongoing program of fee-for-service workshops delivered with principal uptake by local artists.

Delivery of Lynn McCrea Memorial drawing Prize and DRAW Student Drawing Award which together will feature work by 51 Sunshine Coast region artists.

Confirming Bianca Beetson, a high profile Kabi Kabi artist for participation in The force that through the green fuse drives the flower and Floating Land in 2019.

Ensuring major events will include local arts components.


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Five Noosa Shire artists supported through the exhibition In Our Backyard: A Preview of Noosa Open Studios 2018. Established a dedicated ‘Feature Artist’’ section in shop to promote local artists aligned with exhibition program.

Review existing audience make-up and diversify audience groups through exhibition content and associated programming

Forward programming structured to juxtapose local content with national content wherever practical.

Direct communication with 183 artists identified as finalists in drawing prizes from around the country over the past 3 years with a personal invitation to enter the Lyn McCrea Memorial Drawing Prize 2018.

Engaging with younger artists – in particular through DRAW Student Drawing Award – as core members of a future adult audience.

Ensuring diversity in the exhibition program, particularly in relation to gender of artists and representation of Indigenous artists.

Diversifying marketing activities across both local and national platforms for existing art audiences and the tourist market, and embracing both new and traditional marketing mediums.

Identifying opportunities to directly market to specific cohorts in line with exhibition content and themes.

Improve marketing of Gallery and its exhibitions and programs

Style consistency maintained across marketing – print and electronic.

July to December 2018 A5 Exhibition Program produced to capitalise on presence at Maze Art as part of NOOSA alive and the Noosa Show.

Editorials authored by Gallery Director for Spring Issues of InNoosa Magazine and Noosa Style Magazine.

Display advertising in November/December issue of Art Guide booked and cost-shared with Tree Place exhibition.

Regular coverage in Noosa News (at least once per exhibition round).

Events picked up by Jetstar inflight magazine.

Continue to pursue options for shared marketing costs with exhibiting artists to benefit both parties.

Targeted distribution of exhibition collateral in line with themes and target demographic of exhibition program.

Commence recruitment process for vacant role of Marketing, Communications and Audience Development Officer.


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Actively seek opportunities to obtain external funding to support Gallery programs and activities

Received funds from successful Australian Cultural Fund crowdfunding campaign with matched funding. Total of $4,000.75 received.

Increased revenue received via entry fees to Lyn McCrea Memorial Drawing Prize by an increase in direct marketing and allowing up to two entries per artist. $5,000 has been raised through entry fees in 2018 compared to approx. $1,350 in 2017.

Supporting artists with upcoming exhibitions at the Gallery with funding applications and Letters of Support to offset costs of exhibitions and programs. Recent artists supported in this way include Simone Eisler and Tess Chodan.

Gallery Director to identify potential external funding opportunities. Priority projects for support include ART+CLIMATE=CHANGE 2019 and Floating Land 2019.

Partner with appropriate local organisations and agencies to deliver programs and events and support community initiatives

Partnered with NOOSA alive! to host the festival’s VIP launch and preview event at the Gallery.

Partnered with Noosa Open Studios to curate an exhibition that provided a preview of the event as an exhibition in the Gallery.

Participated in Maze Art pop-up festival in Hastings Street as part of NOOSA alive!

Participated in Noosa Council stall at Noosa Show.

Host Tourism Noosa’s October Networking Evening at the Gallery.

Working with Sunshine Coast Creative Alliance to support their initiative to create a more robust network of professional visual artists across the region.

Research on potential partnerships for Floating Land 2019.

Investigate options to improve Gallery lighting system

Survey of existing lighting stock provided to Anne Nolan, Project Officer for ZEN at Noosa Council to obtain advice and quotes for LED replacement.

Liaise with identified supplier to identify suitable LED replacement stock for current Gallery lighting.

Facilitate replacement of current Gallery lighting.

Review Gallery shop product range to improve sales and profitability

Established a Feature Artist corner in the shop showcasing the work of a local maker in parallel to themes in the current exhibition.

Monitor stock and focus on moving current holdings.

Ordering of stock for Christmas.

Responding to an opportunity to stock a range of significantly discounted quality books for adults and children that will be advertised as Christmas gift ideas.

Plan further for 2018/19 product range.


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Sign a Memorandum of Understanding with Friends of Noosa Regional Gallery to reflect the agreed purpose, roles and responsibilities of the Friends

Draft Memorandum of Understanding developed in partnership with Friends Noosa Regional Gallery.

Memorandum of Understanding endorsed by Friends Noosa Regional gallery at AGM.

Memorandum of Understanding to be signed Friends Noosa Regional Gallery and Council.

Liaise with President, Friends Noosa Regional Gallery to move forward with agreed priorities as per Memorandum of Understanding.

Plan for delivery of Floating Land 2019 Convened meeting of working group for Floating Land 2019.

Broad themes established.

Survey of potential sites.

Preliminary conversations with potential key artists.

Confirm title, curatorial vision and site for Floating Land 2019.

Secure several key artists to set the tone of the event.

Call for Expressions of Interest from artists interested in participating in Floating Land 2019.

Deliver a curated exhibition as a first interstate affiliate program with the Victorian-based ART+CLIMATE=CHANGE festival

Confirmed the participation of 13 artists.

Confirmed that at least 10 of the 13 artists will be creating new work for the exhibition.

Confirming the participation of the final group of artists in the exhibition.

Working with each artist on their individual project to ensure it sits well in the broader context of the exhibition.

Finalising artists for the exhibition and the work they will contribute.

Investigation of the potential of a catalogue to go with the exhibition.

Planning for marketing of the exhibition.

Review the Lyn McCrea Memorial Drawing Prize and evaluate success level of increased marketing and sufficiency of existing prize value

200 entries received in 2018 from around the country (ACT: 5, NSW: 48, QLD: 98, TAS 4, VIC: 42, WA: 3) compared to 54 in 2017.

Review where entrants heard about the prize.

Evaluate feedback about prize money and courier costs.

Business as Usual activities Total July – September 2018 Gallery visitors: 17,491 (32.5% increase on same quarter last year)

Total July – September 2018 Gallery Program attendance: 1469

Social media: 1622 followers on Instagram and 1667 page likes on Facebook. 1740 Facebook followers. Total engagement with 3367 on Facebook.

Strengthen and re-focus Noosa Regional Gallery’s relationship with the Friends, particularly in light of new Office Holders on the Management Committee (President and Vice President).

Continue volunteer recruitment to fill small gaps on roster and succession planning.

2019, 2020 & 2021 exhibition program planning and development.


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Mailchimp total audience 1805, 0 unsubscribed. Grown from 1000 subscribers in June to 1805 by September. On average 51% of our users open the newsletter with 14.3% clicks to our website.

Council staff engagement with gallery continues to improve through Council morning teas.

Heritage

Deliver key Heritage Levy initiatives Heritage Librarian role reviewed and new Heritage Coordinator role created.

Commenced reviewing cemetery data accuracy using mobile technology.

Preliminary list of oral history interviewees developed.

Establish Heritage Unit and consult with stakeholders.

Continue ground-truthing of cemetery data.

Retain oral historian and refine list of interviewees.

Call for nominations for Heritage Reference Group vacancies.

Complete ground-truthing of cemetery data and produce complete set of data.

Work with IT on development of database platform.

Commence oral history recording.

Appoint new Heritage Reference Group members.

Coordinate planning and delivery of Looking Forward to Peace Remembrance Day event

Event Project Officer retained.

Major entertainment acts and community artist booked.

All event logistics assessed including event infrastructure requirements, event permits.

Community liaison for participation by community groups in event and public in flotilla re-enactment.

Finalize event day logistics – running sheet, suppliers, community participants.

Deliver Looking Forward to Peace event – 11 Nov.

Acquit grant.

Plan and deliver a range of Heritage projects and activities

Program of family history workshops delivered for Family History month in partnership with Cooroy-Noosa Genealogical Society.

Deliver of Under the Lino book launch on October 25.

Set up of heritage digitisation equipment in Cooroy and Noosa Makerspaces.

Planning for heritage programming for Jan-Jun 2019.

Development of public workshops for heritage digitisation.


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Set up new Heritage Library in refurbished Noosaville Library including production of Noosa Then and Now projection.

Host Heritage Practicum Student

LOCAL LAWS

Illegal Camping Illegal camping continues to challenge the team with the weather now warming up. Forty-four incoming reports received by the team.

Local Laws staff are working together with QPS and Council’s Community Development team to address the challenges of the homelessness in the Shire.

Continue to conduct early patrols to address illegal camping and take action where appropriate.

Monitor and review.

Beach Patrols Now the weather is warming up officers have noted an increase in activity and interactions with the public have increased and resulted in numerous offences.

Patrols to continue with increased frequency.

Monitor and review.

Compostable Doggie Bags The new doggie bags are still being removed in bulk from various locations across the Shire. Officers are struggling to keep the dispensers stocked.

Staff are considering other methods of distribution and/or assistance in this space.

Monitor and review. Monitor and review.

Local Law Review Proposed changes to Local Laws adopted by Council and gazetted.

No further action. No further action.

Business as Usual activities

General 1146 requests actioned by Local Laws officers.

24 attacks on animals by dogs.

7 attacks on persons by dogs.

Officers continue to attempt to address all complaints in a timely manner.

Monitor and review.


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Dog Registrations Registration renewals all went out by mid-September 2018, with reminders to go out by 26 October 2018.

Monitor and address outstanding registration fees.

Monitor and review.

Parking Staffing disruptions have had some impact on patrol numbers.

Signs have been ordered to allow for monitoring of parking restrictions in the Noosa Heads National Park following Council’s agreement with QPWS. Officers are already monitoring the area for illegal camping.

Commence parking monitoring in the National Park following the installation of signs.

Continue to monitor all other areas in the Shire.

Monitor and review.

WASTE & ENV. HEALTH

Waste

Waste Management Contract Annual kerbside collection contract completed in October 2018.

Investigate delivery of a trial food waste collection service.

Review the delivery of the Annual kerbside service to overcome the misuse of the service in some areas.

Report back to Council on recommendations for improvement.

Gather information prior to reporting to Council on optional service delivery in other local government areas.

Waste Levy Implementation Attended presentations by LGAQ and submitted a report to Council prior to providing feedback to State Government on the draft waste levy legislation.

Presentation to Council CDF on implementation of the levy.

Preparing the revised revenue statement for January 2019 to include waste levy charges in the commercial waste utility charges.

Revise the rated charges from 1 July to include waste levy on commercial bins in 2019/20 budget.

Potential restructure of the waste charges in the new draft budget.

Council endorsement of revised revenue statement to include waste levy adjustments.

Prepare for Container Deposit Legislation

Attended public presentations arranged by Boomerang Alliance and State Government for scheme commencement 1 November 2018.

Supporting local organisations who may want to be involved in recycling containers.

Scheme will commence 1 November 2018.


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Local Law No.7 Waste Management Reported on a policy which was adopted by Council for storage and presentation of waste containers on public land.

Applying the local law policy on bins approved by Council.

Communication program to public on the requirements of the local law.

Develop Litter Management Plan

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

Gather information on hot spots and historical costs to Council in managing litter and illegal dumping.

Continue development of Litter Management Plan.

Resource Recovery Australia (RRA) Reviva public opening celebration in July.

Sealing of car park and upgrade to Reviva shop front.

Commenced recycling of foam from mattresses

RRA involvement in the 2018/19 kerbside service to intercept useful items.

Investigate opportunities to incorporate RRA activities in a revised annual kerbside recycling service.

Manage minor waste contracts Renewed concrete crushing contract and green waste mulching contact.

Quotations received for building new Education facility at Eumundi Rd.

Engagement of contractor to build education centre.

Monitor contract register and ensure contracts that are expiring are renewed.

Construct education centre.

Development of new cells at Eumundi Rd Landfill

Commenced work on concept plan for new cell 2.3 at Eumundi Rd landfill.

Stages 1 and 2 of cell 2.2 are nearing completion to profile.

Preparing for extension into stages 3 and 4 of cell 2.2 at Landfill.

Provide for Detailed design of cell 2.3 and associated water management in Capex program for 2019/20.

Remove existing and replace with new geotextile in stages 3 and 4 of cell 2.2 to receive waste.

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

Weekly articles in local press regarding waste reduction and recycling advice to public.

Delivery of education program and participation in national recycling week November 2018.

Delivery of program for National Recycling week.

MOU with Unity Water and regional Councils

Ongoing negotiations with Unitywater regarding potential for diversion of organic waste.

Signing of an MOU with Unitywater, Sunshine Coast Council and Moreton Regional Council to investigate feasibility of constructing an advanced waste treatment facility for organic waste.

Working with Unitywater to implement the MOU feasibility study.


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Full revision of Structure of Waste Utility Charges

AEC have developed draft fees and charges to remove some of the operational concerns from the 2018/19 charges.

Developing new draft fees and charges for 2019/20.

Refer new fees and charges to Council for approval in 2019/20 draft budget.

Update the provisions budget timelines and costs with AEC

Contact with ATC Williams Consultancy indicates a full investigation for 2018/19 not warranted. Increase provisions funding by CPI.

AEC to determine the increases needed in the 2019/20 draft budget.

Work with AEC regarding requirements for provisions fund update for 2019/20 budget.

Visy Recycling Agreement Increased gate fee charges applied by VISY commencing 1 July 2018.

Continue community education campaign to reduce contamination levels in the recycling stream.

Advocate to State and Federal Governments to take action to encourage a circular economy to use recycled materials

Review gate fee in relation to increased revenue to VISY from Container Recycling Scheme (CRS)

Business as Usual activities Covered above. Covered above. Develop 2019/20 budget.

Develop Capital Works Program for 2019/20.

Environmental Health

Develop follow up inspection program for outstanding problems with Environmentally Relevant Activities (ERAs) for 2018/19 and work on a fee structure for 2019/20 as a special rate.

Follow up on whether Special Charges can be used for cost recovery of the inspection program on an ongoing basis.

Carry out follow up inspections.

Develop the list of premises and an education program to commence inspection and licensing of Commercial Pools (under Local Law 1 which has been amended for this undertaking). Inspections to commence in 2019/20.

A list of accommodation premises with pools has been compiled.

Develop education material pertaining to the new Public Pool Operational Guidelines and the approval process under the new local law.

Provide educational and local law advice material to accommodation businesses with pools.


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Complete annual inspection program of licensed premises

96 annual inspections have been completed (530 required for the year).

Registration renewals have been completed with only 3 outstanding to date. Best completion rate to date due to the use of email rather than hardcopy mail outs, and using SMS as a payment reminder.

New businesses and business transfers is always busy at this time of year with 41 applications to date.

300 customer requests completed to date (1,000 in total last year)

Follow up 3 unpaid licences. Ongoing management of program.

Complete the Health and Wellbeing Plan in consultation with relevant stakeholders for completion and submission to Council. Commence work on action plan where no additional resourcing is required.

Draft completed with Executive Team feedback received and plan amended accordingly.

Final stakeholder workshop scheduled for final feedback.

Further Executive Team referral.

Council workshop on final draft followed by referral to full Council meeting in December.

Vector Management

Conduct aerial treatment program for Vectors (of disease)

Runnel repair work has occurred at the North Shore and Noosa Banks locations.

Providing burial work support for the Cemetery Officer to allow for the records audit to be carried out accurately.

Aerial treatment will commence end of October.

Ongoing cemetery back up work.

Continuing aerial treatment work if required.

Cemeteries

Conduct ground truthing of cemetery record by onsite inspection and work towards online access to records

Data integrity has started with Pomona Cemetery. Errors have been identified including some missing information. This has been largely due to different data capture systems following deamalgamation.

Continuing cemetery records accuracy work and mapping updating.

Continuing cemetery records accuracy work and mapping updating.


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Business as Usual activities

Conduct burials at 3 cemeteries and maintain cemeteries in good condition and implement Cemeteries Business Continuity Plan

12 burials and 8 ashes to date.

Pomona and Cooroy burials are greater than expected year to date.

A very wet October is causing the usual wet ground difficulties at Tewantin Cemetery, with trench stability and high ground water issues. Safety measures are in place for both staff and the public to prevent accidents from trench wall collapses.

The Pomona Cemetery boundary fence replacement is underway.

Ongoing maintenance of the three cemeteries

Complete Pomona Cemetery fence replacement.


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Nil. Finance

The Department has delivered a pleasing first quarter, with group revenue ahead of budget by $280k (2.72% up) and expenditure $163k below budget (1.9% down). The net position of the Department sits at a positive variance to budget of $443k. Solid revenue performance has been seen across most teams, with the most notable positive variance being revenue from the sale of recyclables up by $143k. Expenditure relating to employee costs and materials and services is slightly under budget in many areas. Risks & Opportunities

The upcoming introduction of the state-wide waste levy presents a large change for the Waste team and the community more broadly, with elements of its implementation yet to be made clear by the state government. This uncertainty makes planning for its introduction difficult and presents some risk to Council. Other risks and opportunities currently present within the Department sit within the normal bounds of those regularly encountered and accepted by Council. Consultation



Branch Managers within the Community Services Department Departments/Sections Consulted: Chief Executive Officer X Community Services X Corporate Services

Executive Officer X Director Director

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




Design and Delivery


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10 OPERATIONAL PLAN PROGRESS REPORT - 1ST QUARTER 2018-19


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 November 2018 providing an update on progress with the implementation of the Operational Plan to 30 September 2018 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:


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This report relates to the first quarter of the 2018/19 financial year for the Operational Plan and some management KPIs. 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 track 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 30 September” i.e. the end of the first quarter and in some instances, the actions have been advanced further since that time. There are 28 initiatives in the 2018/19 Operational Plan. The current status of those projects is:

Status Quarter 1

(July – Sept 2018)

Not started 3

Behind Schedule 3

On Track 22

Completed 0

The table below highlights some specific Operational Plan issues that may be of interest to Council.

Initiatives Comment

Environment Strategy Targeted consultation has been completed and a draft Environment Strategy has been prepared.

Yurol and Ringtail Forrest Project

The formal announcement and signing ceremony is scheduled for Wednesday, 7 November 2018. The first Joint Transition Committee meeting has been held with the CEO appointed as the Chairperson of the Committee.

Zero Emissions Strategy The rollout of the rooftop solar program is on track with early indications that savings will be higher than anticipated. The NAC rooftop installation will be undertaken when the NAC roof is replaced in 2019 as part of the overall NAC refurbishment program.

Park Road Boardwalk The project is ahead of schedule and should be open to the public shortly.

Peregian Digital Hub Leases have now been signed and the Hub is slightly ahead of budget at the end of the first quarter. The support program at the Hub has been strong with excellent feedback from those attending events/programs.

New Town Planning Scheme We are awaiting the formal response from the State Government on the State interest check. Once this is received, a special Council meeting can be held to adopt the draft planning scheme for the purpose of public consultation.


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Initiatives Comment

Noosa Transport Strategy Council has adopted a series of actions to alleviate the transport congestion over the Christmas period. Those actions will be measured and the results reported to Council.

Asset Management Plans The bridges asset management plan was adopted by Council in the first quarter. The roads asset management plan is scheduled to be presented to Council in December 2018, stormwater in February 2019 and Buildings in April 2019.

Noosa North Shore Campground

This project has been delayed as a result of native title issues associated with the land swap. Tender documents are ready to go for those areas not affected by the land swap (i.e. existing area).

Tewantin Administration Building Master Plan

This project is on hold until we get a new project manager to advance the building planning. The previous project manager is now focused on the Transport Strategy and that is a higher priority.

Bi-annual Community Satisfaction Survey

This survey will be undertaken in March/April 2019 to reflect the timing of the survey undertaken in 2017.

Review of Community Engagement Strategy

This project is on hold pending the appointment of our new Communications and Community Engagement Manager. That appointment is underway.

2. KEY PERFORMANCE INDICATORS As Council would be aware, KPIs were first developed for our organisation at the beginning of 2014/15. 30 management KPIs were developed and 16 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, an external independent WHS Auditor scored Council at 74% (bronze level). One injury in September resulted in a worker having long-term time off affecting our Lost Time Injury Duration results.

Personal leave was high in August due to some long-term illness issues with a small number of staff as a result of the impact of the winter flu season. This normalised in September. We also continue to make progress in relation to the reduction of long-term annual leave balances.

Our staff turnover rate remains below other Councils. In the September quarter, staff turnover was low but we are starting to see some retirements of staff as our older demographic impacts.


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In addition to the “People” KPIs currently being reported to Council, the CEO and Executive Team have recently been considering the issue of diversity within our workforce. There are a significant number of studies that show that there is a direct correlation between increased diversity in the workforce and improved organisational performance. Diversity covers a range of issues including gender, ethnicity, age and disability. While recently acting as Mayor, Cr Wilkie requested information about gender diversity within the organisation. Some of the relevant statistics include:

o 51% of our workforce are female

o 68% of our casual workforce are female and 85% of our part time workers are female

o Community facilities and libraries have the highest level of female employment

o In 2016, the average annual earnings for women was $5,150 less than men. In 2018,

that gap had been significantly closed to $1,694.

o At an Executive Level, two of our six organisational leaders are currently women with

a recruitment process currently underway for one Director role. There is more to do at the “middle management” level in terms of diversity.

The issue of diversity in the workforce is one that will be pursued by the CEO and our Executive Team.

Our Customers

Over the last few years, the total number of customer requests received by Council had been on an upward trend. However, over the last 6 - 9 months, we have seen a tapering off in the total number of requests received by Council and this trend has continued.

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

The use of the App – Snap Send Solve continues to grow year on year. The aspirational long term goal of 40% may be achievable.

The “web chat” facility enabling customers to “chat” live online via our website with a customer service officer is now live and is slowly getting customer take up.

Previous Council Consideration Quarterly reports are provided to Council outlining our progress with the Operational Plan. Finance

The projects within the Operational Plan are reviewed and funded as part of Council’s annual budget process.


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A failure to achieve the outcomes set out in the Operational Plan would be problematic. In some cases, projects may take longer than anticipated to achieve the best outcome. Consultation External Consultation - Community & Stakeholder Nil. Internal Consultation The details of each of the Operational Plan activities have been provided by relevant Departments. Departments/Sections Consulted: X Chief Executive Officer X Community Services X Corporate Services


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

X Executive Services X Environment & Sustainable Development X Infrastructure Services


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

20181106 s&o agenda · allied concrete cutting and drilling diggerman master hire ... services...

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