Agenda of Ordinary Meeting - Thursday, 26 October 2023

Ordinary Meeting Agenda 26 October 2023

8.1 Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23

File No: Council Meetings

Author: A/Head of Economic Development

Economic & Community Development Group

Appendices: App a - Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23 .......................................................................... 17 ⇩

Purpose

The purpose of this report is to present the Sunshine Coast Regional Economic Development Strategy (REDS) Annual Report 2022/23 for Council’s consideration.

Executive Summary

In September 2013, the Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033 (REDS) was launched.

Since then, the Regional Economic Development Strategy has helped shape and communicate the economic priorities of the Sunshine Coast. In addition, significant work was completed in industry development/ advancement across the five Regional Economic Development Strategy pathways and seven high-value industries, and a number of significant capital investment programs were delivered.

The Sunshine Coast Regional Economic Development Strategy: Implementation Report Card 2013-2018 was released in May 2018 to communicate to the community the significant milestones achieved by Regional Economic Development Strategy stakeholders and industry in the first five-year implementation period.

To continue the outstanding level of achievement against the 2013-2033 goals, the Regional Economic Development Strategy Implementation Plan 2019-2023 was developed to identify specific actions required over a five-year period. The Regional Economic Development Strategy Implementation Plan 2019-2023 maintains the same goals, pathways and overarching priorities of the original Regional Economic Development Strategy and thus is not a departure from what has been approved or communicated to the community, business and industry.

As outlined in the Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23 (Appendix A), the Regional Economic Development Strategy has seen the region achieve several significant outcomes since it launched.

Table 1 below identifies these aspirational goals and progress since 2013:

2013*	2017/18	2022/23	2033 Aspiration**
A $13.8 billion economy	A $17.3 billion economy	A $20.9 billion economy	A $33 billion economy
High value industries provide 59,000 employment opportunities	High value industries provide 74,693 employment opportunities	High value industries provide 91,847 employment opportunities	High value industries provide 100,000 employment opportunities
13.6% of goods and services produced for export outside the region	16.4% of goods and services produced for export outside the region	18% of goods and services produced for export outside the region	20% of goods and services produced for export outside the region
Household income levels 22.3% below the State Average	Household income levels 9.1% below the State average	Household income levels 4.8% below the State average	Regional household income levels to exceed Queensland household income levels

*2013 goal statistics include Sunshine Coast and Noosa LGA’s

**The REDS includes four aspirational goals for the region’s economy over 20 years to 2033. The REDS was originally developed prior to Sunshine Coast Council’s deamalgamation from Noosa, and therefore the Aspirational Goals included Noosa.

Table 1: Regional Economic Development Strategy Aspirational Goals 2013-2033

Council has also demonstrated strong engagement with local industry to achieve significant economic outcomes:

· $388.96 million economic impact

o Target: $250 million

· 1897 jobs supported / created

o Target: 1500

· 11,150 clients assisted / serviced

o Target: 3300.

Officer Recommendation

That Council:

(a) receive and note the report titled "Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23"

(b) note the “Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23” (Appendix A) for the purpose of promoting the region’s economic outcomes and delegate authority to the Chief Executive Officer to make any minor amendments as required.

Finance and Resourcing

No new budget is required as the Regional Economic Development Strategy implementation is a core function of the Economic Development Branch, Economic and Community Development Group, and is supported by other branches of Council.

Council’s resource commitments to deliver actions beyond the commitments outlined in the Implementation Plan will be considered through Council’s budget processes.

Corporate Plan

Corporate Plan Goal: Our resilient economy

Outcome: We serve our community by providing this great service.

Operational Activity: S15 - Economic development – providing industry and business programs and initiatives to support the growth of the regional economy.

Consultation

Internal Consultation

Portfolio Councillors for the Economy, Councillor J O’Pray and Councillor T Landsberg, have been briefed on the content and outcomes of the Regional Economic Development Strategy Annual Report 2022/23.

External Consultation

No external engagement was undertaken during the development of the Annual Report.

Community Engagement

The Regional Economic Development Strategy has been widely promoted by Council and Regional Economic Development Strategy stakeholders at a wide range of engagements including seminars, workshops, industry awards, media publications and other events. In addition, there has been widespread media activity and engagement conducted by Council and partners over the last year. The Annual Report is one of the key communication tools to showcase the progress of the Regional Economic Development Strategy since adoption in 2013.

Proposal

The Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23 (Annual Report) (Appendix A) highlights the program of activities delivered during 2022/23 against the five pathways and their respective priorities of the Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033 (REDS). It also provides a report of Council’s ongoing economic support in response to impacts of the COVID-19 pandemic.

Following the initial development of the Regional Economic Development Strategy, the Sunshine Coast economy has undergone a period of noticeable growth and change.

The Regional Economic Development Strategy was developed in partnership with Council, the state government and eight other industry partners to guide and facilitate economic development and activities in the region. The Regional Economic Development Strategy provides a clear way forward to achieve transformation of the region’s economy over 20 years, focusing on the following:· Lifting the identity of the Sunshine Coast as an ideal investment and business location

· Delivering significant capital investment in ‘game-changing’ regional infrastructure projects

· Expanding and growing the mix of enduring employment opportunities in high-value industries

· Driving greater connectivity between the Sunshine Coast economy and business community with national and global markets

· Strengthening the ongoing investment and focus on talent and skills to provide the labour force pipeline that the region’s new economy will require.

Significant progress has been made against the aspirational goals, most notably:

· Our Gross Regional Product (GRP) has grown from a $13.8 billion economy to a $20.9 billion economy

· Exports from the region have increased to 18% of total goods and services produced

· The region now has 91,847 high-value industry employment opportunities

· Household income has moved to just 4.8% below the Queensland average.

In addition, the region has $19.5 billion in public and private investment underway or in the pipeline fuelling growth in a number of high-value industries across the region.

Overall, the region ended 2022/23 with the following results:

Gross Regional Product	$20.9 billion
Local jobs	162,752
Employed residents	177,702
Employment growth	8.1%
Unemployment rate	2.8%
Businesses	35,366
Exports	$6.48 billion of goods and services produced in the region
Public and private investment planned/underway	$19.5 billion

Council has continued to demonstrate strong engagement with local industry and clients combined with significant economic outcomes:

$388.96 million
Economic impact
(direct and indirect)
Target: $250 million

1897
Jobs supported/created
(direct and indirect)
Target: 1500

11,150
Clients assisted/serviced
Target: 3300

Industry, business, and local government will continue to work together to provide the leadership, direction, sustained commitment, and policy settings to continue to deliver on the Regional Economic Development Strategy and ensure the Sunshine Coast economy continues to be responsive to national and global demand, with high value employment and investment opportunities.

In addition to a review of the Regional Economic Development Strategy already undertaken, it is imperative that ongoing consideration and consultation include such opportunities as:

· Develop economic strategies to capitalise on Brisbane 2032 Olympic and Paralympic Games legacy opportunities

· Leverage the Sunshine Coast International Broadband Network to attract new businesses to the region

· Identify and support future industries, for our region, such as Screen, Game Development and Digital Industries

· Review industrial land policy and facilitate land releases and related actions

· Facilitate and leverage opportunities stemming from the Sunshine Coast UNESCO Biosphere reserve

· Align our activities with Council’s commitment to the United Nations Sustainable Development Goals and a sustainable future.

· Draw alignment with the Sunshine Coast Community Strategy 2019-2041 and Environment and Liveability Strategy (ELS).

Legal

There are no legal implications relevant to this report.

Policy

Risk

There are no risks for Council in endorsing the Sunshine Coast Regional Economic Development Strategy Annual Report 2022/23.

Previous Council Resolutions

Ordinary Meeting 21 September 2022 (OM22/74)

That Council:

(a) receive and note the report titled "Sunshine Coast Regional Economic Development Strategy Annual Report 2021/22" and

(b) note the “Sunshine Coast Regional Economic Development Strategy Annual Report 2021/22” (Appendix A) for the purpose of promoting the region’s economic outcomes.

Ordinary Meeting 23 May 2019 (OM19/66)

That Council:

(a) receive and note the report titled “Sunshine Coast Regional Economic Development Strategy 2013-2033: 2019 to 2023 Implementation Plan”

(b) endorse the draft “Sunshine Coast Regional Economic Development Strategy (REDS) 2013-2033: Implementation Plan 2019-2023” (Appendix A) and

(c) delegate authority to the Chief Executive Officer, in consultation with the Mayor, and the Portfolio Councillor Economic Development and Innovation to:

(i) make any minor amendments as required to finalise the “Sunshine Coast Regional Economic Development Strategy (REDS) 2013-2033: Implementation Plan 2019-2023” and

(ii) develop and implement associated Sunshine Coast Regional Economic Development Strategy Pathway Implementation Plans.

Ordinary Meeting 19 September 2013 (OM13/191)

That Council:

(a) receive and note the report titled “Draft Economic Development Strategy”

(b) endorse the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033” (Appendix A) and the associated Research Compendium (Appendix B)

(c) approve the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033” replacing the “Sunshine Coast Economic Development Strategy 2010-2014”

(d) delegate authority to the Chief Executive Officer, in consultation with the Mayor, to make any minor amendments as required to finalise the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033” for public release prior to the end of September 2013

(e) approve the formation of a regional economic leadership board referred to in the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033”, with its functions to include:

(i) guiding the transitions to, and building the identity of, a new economy

(ii) overseeing the progress of the Implementation Plan for the Strategy

(iii) assessing progress in the delivery of the Strategy to ensure outcomes and performance measures are met

(iv) providing key advice and intelligence to inform, guide and enable delivery of specific actions and

(v) advocating the region’s competitive strengths to secure new investment

(f) delegate authority to the Chief Executive Officer to develop with business and industry groups represented on the Sunshine Coast Economic Development Strategy Taskforce, an appropriate governance and operating model for the regional economic leadership board for further consideration by Council.

Special Meeting 14 May 2013 (SM13/4)

That Council:

(a) receive and note the report titled “Draft Sunshine Coast Economic Development Strategy” and

(b) endorse the release of the draft “Sunshine Coast: The Natural Advantage - Sunshine Coast Economic Development Strategy” with minor editorial amendments, for public consultation (Appendix A).

Ordinary Meeting 20 May 2010 (OM10/120)

That Council:

(a) receive and note the report titled “Economic Development Strategy”;

(b) endorse the Economic Development Strategy 2010-2014 (Appendix A as amended).

Related Documentation

· Sunshine Coast Council Corporate Plan 2023-2027

· Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033

· Sunshine Coast Regional Economic Development Strategy Implementation Plan 2019-2023

Critical Dates

There are no critical dates in relation to this report.

Implementation

Should the recommendation be accepted by Council:

· The Annual Report will be made publicly available on Council’s website, and

· The progress and achievements highlighted within the Annual Report will be promoted to the community.

Promotion of the Annual Report will be undertaken in collaboration with the Communications Branch.

Ordinary Meeting Agenda 26 October 2023

8.2 Sunshine Coast Regional Economic Development Strategy 2013-2033 Refresh and Five-Year Implementation Plan 2023-2028

File No: Council Meetings

Author: A/Head of Economic Development

Economic & Community Development Group

Appendices: App a - Sunshine Coast Regional Economic Development Strategy 2013-2033 2023 Refresh and Five-Year Implementation Plan................. 63 ⇩

purpose

This report seeks Council’s endorsement of the refreshed Sunshine Coast Regional Economic Development Strategy 2013-2033, and integrated Five-Year Implementation Plan for 2023-2028.

Executive Summary

The Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033 (the REDS or the Strategy) was endorsed at Council’s Ordinary Meeting on 19 September 2013 (OM13/191). Since then, the Regional Economic Development Strategy has helped shape, deliver, and communicate the economic priorities of the Sunshine Coast.

In the last ten years since the launch of the Regional Economic Development Strategy, the region has achieved a raft of significant outcomes since it launched.

2013*	2017/18	2022/23	2033 Aspiration**
A $13.8 billion economy	A $17.3 billion economy	A $20.9 billion economy	A $33 billion economy
High value industries provide 59,000 employment opportunities	High value industries provide 74,693 employment opportunities	High value industries provide 91,847 employment opportunities	High value industries provide 100,000 employment opportunities
13.6% of goods and services produced for export outside the region	16.4% of goods and services produced for export outside the region	18% of goods and services produced for export outside the region	20% of goods and services produced for export outside the region
Household income levels 22.3% below the State Average	Household income levels 9.1% below the State average	Household income levels 4.8% below the State average	Regional household income levels to exceed Queensland household income levels

*2013 goal statistics include Sunshine Coast and Noosa LGA’s

In addition, significant work has been completed in industry development/advancement across the five Regional Economic Development Strategy pathways and seven high-value industries, significant capital investment programs and investment attraction ‘wins’ achieved, and significant major events held in the region.

As part of the ongoing commitment to maintain the currency and appropriateness of the Strategy, a review of the Regional Economic Development Strategy was identified to be undertaken at the halfway point of the 20-year Strategy.

Feedback stemming from diverse consultation undertaken as part of the review process indicates strong ongoing support for the Regional Economic Development Strategy and its goals, pathways and priorities and particularly the collaboration between business, industry and Council. This includes maintaining the 20-year vision and blueprint for long term sustainable economic growth, the four aspirational goals, five pathways and seven high value industries, albeit amended and updated to reflect new opportunities and challenges by creating an agile strategy that can adapt to a changing environment.

Accordingly, the Sunshine Coast Regional Economic Development Strategy 2013-2033 - 2023 Refresh and Five-Year Implementation Plan (Appendix A) maintains the original strategy objectives while updating priorities and the suite of actions designed to support the evolution of a more resilient and prosperous regional economy.

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast Regional Economic Development Strategy 2013-2033 Refresh and Five-Year Implementation Plan 2023-2028”

(b) endorse the “Sunshine Coast Regional Economic Development Strategy 2013-2033 – 2023 Refresh and Five-Year Implementation Plan" (Appendix A) and

(c) delegate authority to the Chief Executive Officer to make any minor amendments as required to finalise the “Sunshine Coast Regional Economic Development Strategy 2013-2033 – 2023 Refresh and Five-Year Implementation Plan” prior to public release.

Finance and Resourcing

To continue the outstanding level of achievement against the 2013-2033 goals, actions within the Five-Year Implementation Plan have been identified for development and/or delivery over from 2023-2028.

No new budget is currently required for this financial year for the Five-Year Implementation Plan, noting that it is also supported by other branches of Council as well as external partners.

Council’s resource commitments to deliver actions beyond the commitments outlined in the Implementation Plan will be considered through Council’s normal budgetary processes.

Corporate Plan

Corporate Plan Goal: Our resilient economy

Outcome: 3.1 - Strong economic leadership, collaboration and identity

Operational Activity: 3.1.1 Undertake a review of the Regional Economic Development Strategy 2013-2033 and associated Implementation Plan to further progress towards the delivery of a resilient economy for the Sunshine Coast region.

Consultation

Councillor Consultation

Councillors were consulted during the development of the Regional Economic Development Strategy 2023 Refresh and the Five-Year Implementation Plan for 2023-2028. The Portfolio Councillors for Economic Development (Councillor J O‘Pray and Councillor T Landsberg) have been consulted on an ongoing basis.

Internal Consultation

Targeted internal consultation has been conducted including:

· Workshop session

· Targeted internal interview sessions with key Council branches

· Executive Leadership Team.

Internal feedback on the Draft Regional Economic Development Strategy 2023 Refresh was received from:

· Community Planning and Development

· Environment and Sustainability Policy

· Corporate Planning and Performance.

External Consultation

Substantial external consultation has been conducted to date encompassing:

· Large scale Town Hall session

· Comprehensive business survey

· Targeted stakeholder group workshops

· Targeted external individual interview sessions.

Invitations to the Town Hall meeting were targeted and focused on key businesses and stakeholders in the region. 196 invitations were sent out that generated 96 registrations and 75 in attendance. From the 75, there were 57 business leaders in attendance.

The business survey was distributed via email to 20,317 contacts and received 694 responses.

119 targeted, local business stakeholders from around the region and across various industries important to the regional economy were invited to take part in the workshops. There was a total of 42 registrations and 28 participants.

There were 17 social media posts made across LinkedIn and Facebook with a total of 62,532 impressions.

Engagement with external stakeholders in Stage 2 leveraged off previous engagement respondents utilising the Draft 2023 Regional Economic Development Strategy Refresh and Five-Year Implementation Plan. This included targeted consultation utilising Council’s Have Your Say platform:

· Town Hall session invitees

· Respondents of the Business Survey

· External targeted workshop and individual interview invitees.

Submissions were received from the following individuals and organisations:

· Sunshine Coast resident and business owner

· Watermark Constructions

· Sunshine Coast Manufacturing Excellence Forum (MEF)

· Caloundra Chamber of Commerce & Industry Inc.

· Development Watch Inc.

· Sunshine Coast Arts Advisory Board

· Sunshine Coast Business Council (SCBC)

· AirBNB host/Sunshine Coast resident

Community Engagement

No broader community engagement was undertaken in relation to this report in addition to the extensive business community engagement.

Proposal

Since the development of the Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033 (the Regional Economic Development Strategy or the Strategy), the Sunshine Coast economy has undergone a period of noticeable growth and change. The Regional Economic Development Strategy was initially developed in partnership with the State Government and eight other industry partners to guide and facilitate economic development and activities in the region.

Fundamentally, the Regional Economic Development Strategy provides a clearly articulated vision for the transformation of the region’s economy over 20 years, focusing on the following:

· Lifting the identity of the Sunshine Coast as an ideal investment and business location

· Delivering significant capital investment in ‘game-changing’ regional infrastructure projects

· Expanding and growing the mix of enduring employment opportunities in high-value industries

· Driving greater connectivity between the Sunshine Coast economy and business community with national and global markets

· Strengthening the ongoing investment and focus on talent and skills to provide the labour force pipeline that the region’s new economy will require.

At its commencement in 2013, the Regional Economic Development Strategy committed to the delivery of five-yearly action plans and strategic reviews aligned with those periods. Accordingly, in November 2017, Council commenced a process of evaluating the success of the first five-year implementation period and shaping the next five-year cycle and resulted in the Regional Economic Development Strategy Implementation Plan 2019-2023. Given the expiration of that Implementation Plan period, a similar review process was commenced in early 2023 with the aim of delivering a refreshed Regional Economic Development Strategy and Implementation Plan prior to the end of the 2023 calendar year.

It should be noted that one of the major successes of the initial period of the Regional Economic Development Strategy from 2013-2018 was the formation of seven high-value industry taskforces made up of more than 50 business representatives from across the region. The maturing market has seen the conclusion of the taskforces and the formation of new or the enhancement of existing industry groups which are a key regional asset and fundamental to collaborative pursuit of Regional Economic Development Strategy objectives and initiatives.

With the development of the Five-Year Implementation Plan for 2023-2028, Council will continue to engage with Regional Economic Development Strategy stakeholders and industry to ensure collaborative delivery of initiatives and outcomes and are seen as one of the key areas of opportunity and Regional Economic Development Strategy renewal moving forward.

Feedback stemming from diverse consultation undertaken as part of the review of the Regional Economic Development Strategy indicates strong ongoing support for the Regional Economic Development Strategy and its goals, pathways and priorities and particularly the collaboration between business, industry and Council. This includes maintaining the 20-year vision and blueprint for long term sustainable economic growth, the four aspirational goals, five pathways and seven high value industries, albeit amended and updated to reflect new opportunities and challenges by creating an agile strategy that can adapt to a changing environment.

Revisions advocated based on research, analysis and engagement include:

· A resultant refinement of the strategic delivery pathways, being:

· Leadership, Sustainability and Equity

· Investment and Growth

· Business Retention and Expansion

· Innovation, Technological Advancement and Scaling Up

· Talent and Skills

· A more holistic view of the economy, not taking away from the seven high-value industries, but providing for a broader and more holistic support of the future economic development of the region via focussing on the following key economies:

· Knowledge Economy

· Digital Economy

· Production Economy

· Green Economy

· Visitor Economy

· Place Based Economy

· Recognition of the wide range of partner organisations as well as key precincts, assets and places (and a recognition of the importance to leverage these for further growth and development).

· Inclusion and recognition of the Brisbane 2032 Olympic and Paralympic Games and the importance of creating strong legacy benefits, which aligns strongly to the Sunshine Coast 10+10+ Vision.

· Significant barriers that housing and transport infrastructure have become, which was consistently a strong message through all engagement with the business community. These issues need to be addressed to avoid further negative impacts to local lifestyle and amenity, which is an important advantage of the region.

· Broader inclusion of sustainability in recognition of climate change and various efforts to manage climate change into the future through reduced carbon emissions, circular economy initiatives and striving towards the United Nations’ Sustainable Development Goals. This increased emphasis on sustainability aligns strongly to the Blue Heart, UNESCO Biosphere Reserve and the Environment and Liveability Strategy (ELS).

· The importance of equity and inclusion, which aligns to the Sunshine Coast Community Strategy 2019-2041.

The Regional Economic Development Strategy was developed prior to deamalgamation from Noosa, and the original aspirational goals developed in 2013 included Noosa data. The research and analysis undertaken as part of the development of the Regional Economic Development Strategy 2023 Refresh has identified that the Sunshine Coast economy is tracking better than first anticipated and therefore the aspirational goals to 2033 will remain the same (rather than revising these down once Noosa is removed). The annual monitoring and reporting, including reporting on the aspirational goals, will no longer include Noosa data and hence reflect this new methodology.

Accordingly, the Sunshine Coast Regional Economic Development Strategy 2013-2033 – 2023 Refresh and Five-Year Implementation Plan (Appendix A) maintain the original Strategy’s objectives while updating priorities and the suite of actions designed to support the evolution of a more resilient and prosperous regional economy.

Legal

There are no legal implications relevant to this report.

Policy

The Regional Economic Development Strategy is consistent with Council’s key economic policy priorities to broaden the region’s economic base, provide support to local business, and create an environment that supports high value employment and career opportunities. It is also consistent with the commitments made in Council’s Corporate Plan 2023-2027. The 2023 Refresh is consistent with the originally endorsed Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033 and its objectives.

Risk

All risks associated with the implementation, ongoing communication and community engagement with respect to the Regional Economic Development Strategy have been analysed and appropriate mitigation measures developed as part of the Risk Management Framework.

Previous Council Resolution

Ordinary Meeting 23 May 2019 (OM19/66)

That Council:

(a) receive and note the report titled “Sunshine Coast Regional Economic Development Strategy 2013-2033: 2019 to 2023 Implementation Plan”

(b) endorse the draft “Sunshine Coast Regional Economic Development Strategy 2013-2033: Implementation Plan 2019-2023” (Appendix A) and

(c) delegate authority to the Chief Executive Officer, in consultation with the Mayor, and the Portfolio Councillor Economic Development and Innovation to:

i. make any minor amendments as required to finalise the “Sunshine Coast Regional Economic Development Strategy (2013-2033: Implementation Plan 2019-2023” and

ii. develop and implement associated Sunshine Coast Regional Economic Development Strategy Pathway Implementation Plans

Ordinary Meeting 19 September 2013 (OM13/191)

That Council:

(a) receive and note the report titled “Draft Economic Development Strategy”

(b) endorse the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033” (Appendix A) and the associated Research Compendium (Appendix B)

(c) approve the “Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033” replaces the “Sunshine Coast Economic Development Strategy 2010-2014”

(d) delegate authority to the Chief Executive Officer, in consultation with the Mayor, to make any minor amendments as required to finalise the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033” for public release prior to the end of September 2013

(e) approve the formation of a regional economic leadership board referred to in the “Sunshine Coast – The Natural Advantage – Regional Economic Development Strategy 2013-2033”, with its functions to include:

i. guiding the transitions to, and building the identity of, a new economy

ii. overseeing the progress of the Implementation Plan for the Strategy

iii. assessing progress in the delivery of the Strategy to ensure outcomes and performance measures are met

iv. providing key advice and intelligence to inform, guide and enable delivery of specific actions and (v) advocating the region’s competitive strengths to secure new investment

(f) delegate authority to the Chief Executive Officer to develop with business and industry groups represented on the Sunshine Coast Economic Development Strategy Taskforce, an appropriate governance and operating model for the regional economic leadership board for further consideration by Council.

Special Meeting 14 May 2013 (SM13/4)

That Council:

(a) receive and note the report titled “Draft Sunshine Coast Economic Development Strategy” and

(b) endorse the release of the draft “Sunshine Coast: The Natural Advantage - Sunshine Coast Economic Development Strategy” with minor editorial amendments, for public consultation (Appendix A).

Ordinary Meeting 20 May 2010 (OM10/120)

That Council:

(a) receive and note the report titled “Economic Development Strategy”;

(b) endorse the Economic Development Strategy 2010-2014 (Appendix A as amended).

Related Documentation

· Sunshine Coast Council Corporate Plan 2023-2027

· Sunshine Coast – The Natural Advantage: Regional Economic Development Strategy 2013-2033

Critical Dates

There are no critical dates relevant to this report.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will finalise the Regional Economic Development Strategy 2013-2033 – 2023 Refresh and make publicly available on Council’s website.

Ordinary Meeting Agenda 26 October 2023

8.3 Sunshine Coast Community Strategy Annual Report 2022/23

File No: Council Meetings

Author: Manager Community Development

Economic & Community Development Group

Appendices: App a - Sunshine Coast Community Strategy Annual Report 2022/23 121 ⇩

purpose

The purpose of this report is to present the Sunshine Coast Community Strategy Annual Report 2022/23 to Council for consideration.

Executive Summary

The Sunshine Coast Community Strategy 2019-2041 (the Community Strategy) provides a long-term framework for how Council and our community will work together to advance our shared goal of a strong community through to 2041. The Community Strategy provides a framework to build on our values and shape a community which is healthy and active, vibrant, inclusive, connected and resilient, and creative and innovative.

The Sunshine Coast Community Strategy Action Plan 2019-2024 (the Action Plan) supports the Strategy and contains key actions that have been and will continue to be implemented by Council and our partners through to 2024.

The Sunshine Coast Community Strategy Annual Report 2022/23 (the Annual Report) (Appendix A) has been prepared to:

· highlight and celebrate achievements from the past year that are aligned with the priorities of the Community Strategy and the Action Plan, and

· track progress across the five outcome areas of the Community Strategy.

Some of the key achievements highlighted within the Annual Report include:

· Successfully launched the ‘Shine a Light on Racism’ campaign calling on the Sunshine Coast community to #DotheWork in responding to racism and actively learning how to become an ally.

· Preparation of the draft Housing and Homelessness Action Plan 2023, reinforcing Council’s commitment to facilitating affordable and diverse housing options and building capacity to respond to homelessness and supporting community-led initiatives.

· Preparation of the draft Inclusion Action Plan for People with Disability to improve access and inclusion across the region.

· Another successful delivery of the award-winning Caloundra Music Festival, marking its 15^th year and gaining renewed commitment through to 2025.

It is recommended that the Annual Report be noted by Council for the purpose of promoting Council’s progress and achievements to the community.

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast Community Strategy Annual Report 2022/23” and

(b) note the Sunshine Coast Community Strategy Annual Report 2022/23 (Appendix A) for the purpose of promoting the progress and achievements in relation to the Sunshine Coast Community Strategy 2019-2041 and delegate authority to the Chief Executive Officer to make any minor amendments as required.

Finance and Resourcing

Implementation of the Community Strategy primarily draws upon operational funding to deliver its priority actions and is subject to the annual budget planning and approval processes of Council.

The Community Strategy also recognises that a key method for delivering its priorities is through partnerships and collaboration, and these shared human and financial resources also provide the benefit of networking opportunities and collective action.

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: We serve our community by providing this great service

Operational Activity: S1 Community and cultural development and partnerships - providing planning, partnering and supporting the community through a range of community development, civic and cultural programs and grants.

Consultation

Councillor Consultation

Community Portfolio Councillor D Law has been briefed on the content and outcomes of the Sunshine Coast Community Strategy Annual Report 2022/23 and is a member of the Community Strategy Leadership Group.

Internal Consultation

Feedback has been sought on the Community Strategy’s deliverables for 2022/23 from:

· Community Development Branch

· Sport and Community Venues Branch

· Arts, Heritage and Libraries Branch

· Parks and Gardens Branch

· Liveability and Natural Assets Group

· Built Infrastructure Group.

External Consultation

While no external consultation was undertaken specifically in the development of the Sunshine Coast Community Strategy Annual Report 2022/23, the Community Strategy and its implementation of the five outcome areas is underpinned by shared responsibility. The Community Strategy Leadership Group, made up of diverse community members, is a key partner of the Community Strategy and Action Plan.

Community Engagement

The Annual Report is supported by the findings of the Community Connections Survey 2023. In February 2023, 1000 residents were consulted to source data on important elements of community, as aligned to the Strategy outcomes areas. The findings of this research are included under each outcome area throughout the Annual Report.

Proposal

The Sunshine Coast Community Strategy 2019-2041 (the Community Strategy) has been developed as the guiding regional strategy that supports the achievement of the Sunshine Coast Council Corporate Plan 2023-2027 goal of: “Our strong community”.

The Community Strategy provides a long-term framework for how Council and our community will work together to advance our shared goal of a strong community through to 2041. Importantly, the Community Strategy provides a framework to build on our values and shape a community which is healthy and active, vibrant, inclusive, connected and resilient, and creative and innovative.

The Community Strategy is complemented by the Sunshine Coast Community Strategy Action Plan 2019-2024 (the Action Plan) which contains a suite of actions that will be implemented by Council and our partners to 2024.

The Sunshine Coast Community Strategy Annual Report 2022/23 (the Annual Report) (Appendix A) has been prepared to:

· highlight and celebrate achievements from the past year that are aligned with the priorities of the Community Strategy and the Action Plan, and

· track progress across the five outcome areas of the Community Strategy.

Key achievements highlighted within the Annual Report include:

· Successfully launched the ‘Shine a Light on Racism’ campaign calling on the Sunshine Coast community to #DotheWork in responding to racism and actively learning how to become an ally.

· Progressive action continued under Council’s Innovate Reconciliation Action Plan 2021-2022 to further embed reconciliation commitments within the organisation and the region, with 72 practical actions completed.

· Preparation of the draft Inclusion Action Plan for People with Disability to improve access and inclusion across the region.

· Maintained collaborative partnerships with organisations and groups responding to homelessness, and domestic and family violence. A pilot program has been developed to give people of lived experience a voice and included in decisions that most impact them.

· Delivered more than $5 million through 1043 grants for projects, events and partnerships that align with regional strategy priorities.

· Delivered over 40 community engagement projects on Council’s Have your Say website.

· Council committed to participating in the Welcoming Cities Network, to advance communities where everyone can belong and participate in social, cultural, economic and civic life.

· Successfully delivered a range of programs and events to support healthy and active lifestyles, including the relaunch of the Healthy Sunshine Coast program, RideScore active school travel program and the launch of the 10+10+ legacy vision and plan in preparation for the Brisbane 2032 Olympic and Paralympic Games.

· Delivered a range of creative and cultural events and programs, as well as ongoing sector development activities.

· Annual delivery of the Horizon Festival, injecting $1.7 million economic benefit into the community, with over 21,400 attendances recorded across 127 events; alongside the award-winning Caloundra Music Festival marking 15 years and gaining renewed commitment through to 2025.

· A number of signature heritage programs were delivered as part of the National Trust’s Australian Heritage Festival at Bankfoot House and Landsborough Museum.

· Delivered busy and vibrant community, cultural and sporting venues through programming and activations in our libraries, gallery, historic houses, aquatic centres, community venues and sporting venues.

· Enhancement of a range of sporting and community places and spaces, including Nambour Aquatic Centre splash park, Sunshine Coast Stadium, and Buderim Village Park Stage 9. Improvements to other social infrastructure was also supported.

· Launch of the Sunshine Coast Jobs Hub, connecting local talent with local industry with over a thousand jobs listed.

· Commenced ThinkChange, travel behaviour program.

Awards highlighted:

· Mobility Maps awarded the Productivity through Infrastructure award at National Awards for Local Government.

· Shine a Light on Racism campaign awarded a Silver Gov Design Award 2023 under the Better Future - Equity and Inclusion category.

· Council was awarded Highly Commended Organisation of the Year at the International Association for Public Participation (IAP2) Australasia Core Values Awards.

· The Caloundra Music Festival won the People’s Choice Award for Festival of the Year at the 2023 Queensland Music Awards.

· Kings Beach Park and Community Precinct awarded the international Green Flag award.

Legal

There are no legal implications relevant to this report.

Policy

The Sunshine Coast Council Corporate Plan 2023-2027 identifies a “Strong Community” as one of five goals to deliver on a vision of Australia’s most sustainable region – Healthy, Smart, Creative.

Risk

There are no risks associated with this report.

Previous Council Resolution

Ordinary Meeting 21 September 2022 (OM22/73)

That Council:

(a) receive and note the report titled “Sunshine Coast Community Strategy Annual Report 2021/22” and

(b) note the “Sunshine Coast Community Strategy Annual Report 2021/22” (Appendix A) for the purpose of promoting Council’s progress and achievements in relation to the Sunshine Coast Community Strategy 2019-2041.

Ordinary Meeting 14 November 2019 (OM19/170)

That Council:

(a) receive and note the report titled “Sunshine Coast Community Strategy 2019-2041”

(b) adopt the “Sunshine Coast Community Strategy 2019-2041”

(c) adopt the “Sunshine Coast community Strategy Action Plan 2019-2041” and

(d) resolve that the following documents will be superseded by the adoption of the Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Social Strategy 2015

· Nambour Activation Plan 2015

· Sunshine Coast Access and Inclusion Plan 2011-2016

· Sunshine Coast Community Events and Celebrations Strategy 2011

· Sunshine Coast Multicultural Action Plan 2017-2020

· Sunshine Coast Positive Ageing Strategy 2011-2016

· Sunshine Coast Community Safety Action Plan 2016-2020

· Sunshine Coast Youth Action Plan 2018-2021.

Related Documentation

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Community Strategy Action Plan 2019-2024

Critical Dates

With the Community Strategy Action Plan expiring in 2024, a review process is underway in consultation with the Sunshine Coast community. To ensure that the new Action Plan aligns with current community needs, community and stakeholder engagement is being undertaken throughout 2023 and 2024 to develop a renewed set of actions and to deliver a refreshed Community Strategy Action Plan 2024-2029.

Implementation

Should the recommendation be accepted by Council, it is noted that:

· the Annual Report 2022/23 will be made publicly available on Council’s website, and

· the progress and achievements highlighted within the Annual Report will be promoted to the community.

Promotion of the Annual Report will be undertaken in collaboration with the Communication Branch.

Ordinary Meeting Agenda 26 October 2023

8.4 Sunshine Coast Environment and Liveability Strategy Annual Report 2022/23

File No: Council Meetings

Author: Manager Environment and Sustainability Policy

Liveability & Natural Assets Group

Appendices: App a - Sunshine Coast Environment and Liveability Strategy Annual Report 2022/23...................................................................................... 165 ⇩

purpose

The purpose of this report is to present the Environment and Liveability Strategy Annual Report 2022/23 for Council consideration.

Executive Summary

The Sunshine Coast Environment and Liveability Strategy (the strategy) provides long-term strategic direction to guide growth, environmental protection and shape the region for future generations. These directions focus on the preservation and enhancement of the natural environment and the liveability of the region, enabling a good quality of life for all residents and supporting a strong economy in an accessible and well-connected built environment.

2022/23 represents the sixth year of the strategy’s implementation. A graphically designed annual report (Appendix A) highlights some of the strategy’s collective achievements for this year that have been delivered by Council and its partners, including:

· Ongoing implementation of the Sunshine Coast Biosphere such as the Biosphere Photography Showcase and Kids in Action BiospHEROES Program

· Official opening of the Sunshine Coast City Hall, designed with sustainability at its core

· Development of the Cool Homes for the Sunshine Coast design guide

· Creation of the Regional Climate Action Roadmap

· Establishment of new, and upgrades to existing playgrounds

· Adoption of Council’s Organisational Zero-net Emissions Plan

· The expansion of the garden organics kerbside collection service

· Partnering with the community to build a healthy environment and sustainable Sunshine Coast through a range of different initiatives such as our Kids in Action Program

· Construction of new coastal pathway links at Dicky Beach and Warana

· Continued management of invasive plants and animals to reduce their social, economic and environmental impacts

· Continuing to build our knowledge to enable evidence-based decision making such as the Cool Urban Forests project.

During 2022/23 a project to refresh the Strategy that incorporates new information, responds to potential gaps and strengthens the strategic foundation already established was undertaken, to ensure our strategic directions retain their relevance and continue to offer a contemporary approach. In addition, the annual report provides a snapshot into Council’s environmental sustainability performance highlighting outcomes from our organisational sustainability benchmark reporting, including Council’s total greenhouse gas emissions which were reduced for 2022/23.

This report seeks Council’s noting of the Sunshine Coast Environment and Liveability Strategy Annual Report 2022/23 (Appendix A).

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast Environment and Liveability Strategy Annual Report 2022/23” and

(b) note the Sunshine Coast Environment and Liveability Strategy Annual Report 2022/23 (Appendix A) for the purpose of promoting environment, liveability and organisational environmental sustainability outcomes and delegate authority to the Chief Executive Officer to make any minor amendments as required.

Finance and Resourcing

Implementation of the strategy draws upon multiple funding sources including operational and capital works, Local Government Infrastructure Plan Program and the Environment Levy. External funding and grant opportunities continue to be pursued to support implementation.

All Transformational Actions and associated tasks are subject to the annual budget planning and approval processes of Council.

The development and distribution of the annual report will be resourced and funded through the endorsed Environment and Sustainability Policy Branch 2023/24 operating budget.

Corporate Plan

Corporate Plan Goal: Our environment and liveability

Outcome: 2.1 - A resilient region shaped by clever planning and good design

Operational Activity: 2.1.6 Finalise the review of the Environment and Liveability Strategy and continue to embed sustainability into organisational business while responding to climate change by building a more resilient Sunshine Coast region through emissions reduction and climate risk management.

Consultation

Councillor Consultation

Portfolio Councillors for Environment and Liveability, Councillor M Suarez and Councillor P Cox have been briefed on the content and outcomes of the Environment and Liveability Strategy Annual Report 2022/23.

Internal Consultation

Feedback was sought from strategy implementation stakeholders on the strategy’s 2022/23 deliverables and included:

· Urban Design and Architecture

· SCC Workplaces

· Environment and Sustainability Policy

· Project Delivery

· Waste and Resource Management

· Environmental Operations

· Parks and Gardens

· Customer Response

· Urban Growth Projects Branch

· Environmental Operations Branch

· Parks and Gardens Branch

In addition, a number of other areas across Council have provided input into the collation of data and reporting on our environmental sustainability performance.

External Consultation

No external consultation was undertaken for the development of the annual report.

Community Engagement

The annual report is one of the key communication tools to showcase the progress of the strategy since adoption in 2017.

Council’s online purpose-built platform for the Environment and Liveability Strategy (els.sunshinecoast.qld.gov.au) is also a key tool to share progress with the community.

Proposal

Council adopted the Environment and Liveability Strategy in September 2017, to inform planning, guide decision-making, drive implementation and engage stakeholders as we deliver a healthy environment and liveable Sunshine Coast in 2041 and respond to the organisation’s corporate goal – “our environment and liveability”.

The strategy puts in place a strategic platform to enable the region to approach the next 20 years in a confident manner looking for opportunities to strengthen the community’s resilience for the future. It complements the other long-term regional strategies of Council and provides an integrated approach to respond to the challenges facing the region.

The strategy sets strategic directions focused on the preservation and enhancement of the natural environment and the liveability of the region, enabling a good quality of life for all residents and supporting a strong economy in an accessible and well-connected built environment.

Annual Report 2022/23

A number of collective achievements have been made by Council, many in partnership with the community, government and non-government organisations, through the strategy’s implementation in 2022/23. A graphically designed annual report showcasing some of these achievements has been developed for Council consideration (Appendix A).

Highlights include:

· Ongoing implementation of the Sunshine Coast Biosphere such as the Biosphere Photography Showcase and Kids in Action BiospHEROES Program. Governance arrangements were implemented including the establishment of our Coordinating Committee and Community Advisory Group.

· Official opening of the Sunshine Coast City Hall, designed with sustainability at its core, including features that will reduce our environmental impact and embrace the Sunshine Coast climate.

· Development of the Cool Homes for the Sunshine Coast design guide to help people understand our local sub-tropical climate to inform the design and liveability of our homes.

· Creation of the Regional Climate Action Roadmap to guide, inform and build regional capacity to develop and prioritise local responses to climate related risks such as sea level rise, higher temperature, bushfires, floods and droughts.

· Establishment of new, and upgrades to existing playgrounds, including:

o Buderim Village Park

o Quota Memorial Park, Nambour

o Turner Park, Beerwah

o Albany Lakes Park, Sippy Downs.

· Adoption of Council’s Organisational Zero-net Emissions Plan to provide a roadmap on how Council is to meet its target to be zero-net emissions by 2041.

· The expansion of our residential waste collection services to include garden organics as part of our efforts to reduce emissions associated with our waste.

· Partnering with the community to build a healthy environment and sustainable Sunshine Coast through a range of different initiatives such as our Kids in Action Program.

· Construction of new coastal pathway links at Dicky Beach and Warana as we continue to support the sustainable use and enjoyment of our coastal environments.

· Continued management of invasive plants and animals to reduce their social, economic and environmental impacts.

· Building our knowledge to enable evidence-based decision making such as, the Cool Urban Forests project – a partnership study with University of the Sunshine Coast to find hot spots of the Sunshine Coast using high-tech 3D modelling to inform ways to cool them down.

The annual report also provides a status on the strategy’s annual performance measures (Table 1) to monitor and track progress:

Table 1: Environment and Liveability Strategy Annual Performance Measures

Target	Baseline	2022/23	2022/23 Outcome
No loss of the Regional Inter-urban Break in its current extent	32,034 ha	32,034 ha	No change to the current extent
Hectares of land per 1000 residents acquired through Environment Levy for conservation and preservation purposes maintained	9.6 ha per 1000 residents	11.09 ha per 1000 residents*	No Environment Levy lands were acquired this financial year
Hectares of land per 1000 residents for sport and recreation purposes maintained	4.74 ha per 1000 residents	4.62 ha per 1000 residents*	11.95 ha of open space secured
Renewable energy capacity increased	124.8 MW	452 MW	Increase of 64 MW^
Council’s greenhouse gas emissions reduced	0.58 tCO₂e per resident	0.48 tCO₂e per resident*	Decrease of 0.14 tCO₂e per resident^
ha – Hectares MW – Megawatts tCO₂e – Tonnes of carbon dioxide equivalent * Based on estimated resident population of 365,073 ^ Compared to 2021/22 results.

The annual report also showcases our organisation’s sustainability performance, including our carbon emissions. Becoming a zero-net emissions organisation by 2041 is a Transformational Action of the Environment and Liveability Strategy. Tracking our progress towards this target is important to understand our effectiveness in reducing our emissions and what adjustments and further investments may be required.   

Council’s total greenhouse gas emissions for 2022/23 was 176,663 tCO2e (tonnes of carbon dioxide equivalent) – a decrease of 45,861 tCO2e or 20.6% from last financial year. Greenhouse gas emissions per resident also decreased by 0.14 tCO2e to 0.48tCO2e per resident. Emissions from waste represent 75.1% of Council’s total greenhouse gas footprint and decreased by 37,788 tCO2e or 22.2% compared to the 2021/22 financial year.

Whilst emissions from fuel and our purchased goods and services increased with 18.5% and 5.3% respectively, Council saw significant emissions reductions in the areas of waste and electricity via:

· the expansion of landfill gas capture infrastructure at the Nambour landfill, and a reduction in waste quantities to landfill, resulting in an overall reduction of emissions from landfill by more than 22%;

· the formal verification of one of Council’s electricity providers – providing zero emissions electricity to Council in financial year 2022/23. Through the purchase of this green energy, Council is able reflect this in its own carbon footprint. Additionally, Council was able to increase the number of LED streetlights ensuring further emissions reductions. This has resulted in a reduction of emissions from electricity (including streetlights) of over 49% from financial year 2021/22.

Sunshine Coast Council is a growing region, its waste quantities will continue to fluctuate, and it is anticipated the demand for electricity will increase. To ensure a reduction of its organisational emissions footprint Council will continue its focus on delivering effective projects.

ELS Refresh

Council’s 2022/23 Operational Plan included an activity (2.1.1) to undertake a review of the Environment and Liveability Strategy five-year implementation plan, which was broadened to also include the strategy’s Part A: Strategic Directions.

In response, a project to refresh the Strategy that incorporates new information, responds to potential gaps and strengthens the strategic foundation already established was undertaken, to ensure our strategic directions retain their relevance and continue to offer a contemporary approach.

The refreshed Strategy has been finalised for Council consideration.

Legal

There are no legal implications relevant to this report.

Policy

The Environment and Liveability Strategy provides the long-term strategic directions to inform Council’s “our environment and liveability” Corporate Plan 2023-2027 goal, one of five strategic goals to deliver on a vision of Australia’s most sustainable region: Healthy. Smart. Creative.

Risk

There are no risks for Council in endorsing the annual report.

Previous Council Resolution

Ordinary Meeting 21 September 2022 (OM22/72)

That Council:

(a) receive and note the report titled “Sunshine Coast Environment and Liveability Strategy Annual Report 2021/22” and

(b) note the Sunshine Coast Environment and Liveability Strategy Annual Report 2021/22 (Appendix A) for the purpose of promoting environment, liveability and organisational environmental sustainability outcomes.

Related Documentation

· Environment and Liveability Strategy 2017

· Sunshine Coast Council Corporate Plan 2023-2027

Critical Dates

There are no critical dates in relation to this report.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will make the Environment and Liveability Strategy Annual Report 2022/23 and supporting information available online.

Ordinary Meeting Agenda 26 October 2023

8.5 Sunshine Coast Environment and Liveability Strategy Refresh

File No: Council Meetings

Author: Manager Environment and Sustainability Policy

Liveability & Natural Assets Group

Appendices: App a - Environment and Liveability Strategy Refresh Project - Theme-based Targets Report ........................................................................ 5/125

App b - Environment and Liveability Strategy Part A: Strategic Directions 23/125

App c - Environment and Liveability Strategy Part B: Five-Year Implementation Plan ....................................................................................... 105/125

purpose

The purpose of this report is to present a refreshed Environment and Liveability Strategy (Part A and Part B) for Council consideration and adoption as Council’s long-term strategic directions for environment and liveability on the Sunshine Coast.

Executive Summary

The award winning Environment and Liveability Strategy (ELS) is one of Council’s three regional strategies which sits alongside the Community Strategy and Economic Development Strategy and establishes a long-term strategic and integrated platform that enables the region to approach the next 20 years in a positive and confident manner.

As part of this strategic and integrated platform, the Environment and Liveability Strategy provides long-term strategic directions to shape the region by guiding growth and delivering the transformational change required to maintain a healthy environment and liveable Sunshine Coast in 2041.

Since being adopted in 2017, the strategy has delivered multiple environment and liveability outcomes for our region including:

· International recognition of the local government area as a United Nations Educational, Scientific and Cultural Organisation Biosphere Reserve

· Expanding our green spaces including new environment reserves and recreation parks

· Blue Heart Sunshine Coast partnership

· Ongoing advocacy for the protection of our Regional Inter-urban Break

· New community facilities to ensure we have great places and spaces, including the Baringa Community Centre

· Proactive planning for the expected impacts of climate change

· New plans and strategies including the Stormwater Management Strategy, Recreation Parks Plan and Sunshine Coast Design Book.

In its sixth year of implementation, a project to refresh the Strategy that incorporates new information, responds to potential gaps and strengthens the strategic foundation already established has been undertaken, to ensure our strategic directions retain their relevance and continue to offer a contemporary approach.

The refresh project has focussed on Part A: Strategic Directions and Part B: Five-year Implementation Plan. The Strategy’s Part C: Network Plan is also being updated and is scheduled for completion by late 2024, with timing associated with statutory approvals processes for the Local Government Infrastructure Plan and the new planning scheme. To assist in understanding our implementation progress, the Environment and Liveability Strategy’s twelve theme-based targets have been reported on collectively for the first time (Appendix A) as part of the refresh project.

The community has continued to be engaged and consulted on various Council matters relating to our environment and liveability. For this refresh project, two stages of community engagement (May 2023 and July/August 2023) were undertaken with over 400 contributions made through workshops, surveys, online webinars and formal submissions.

Through such engagement and consultation, what the community told us in 2017 about the Environment and Liveability Strategy, including retaining the distinct character, protecting natural assets, finding the balance, being sustainable and ongoing community involvement were reaffirmed. Furthermore, the community acknowledged that as we continue to plan for our increasing population, it is important that we ensure the quality of our way of life remains a priority. This will require an ongoing focus on responding to climate change, access to affordable living options, communities that are well serviced by appropriate infrastructure, such as public and active transport networks, and greening our neighbourhoods.

Consultation outcomes have been considered and incorporated into a refreshed Environment and Liveability Strategy Part A: Strategic Directions (Appendix B). Key changes made as part of the project includes:

· Recognition of our Sunshine UNESCO Biosphere status

· Incorporation of the United Nations Sustainable Development Goals

· Recognition of the state of climate emergency and strengthen associated climate change wording where required

· Recognition of dark skies and associated planning

· Strengthening our waste strategic directions

As part of the Refresh project, the strategy’s Part B: Five-year Implementation Plan has been reviewed and updated (Appendix C). Updates include:

· alignment of Council’s services (also known as service outputs) to the relevant theme/s within the Strategy

· refinement of 26 Transformational Actions to 18 Transformational Actions:

· revised tasks to reflect the priorities necessary to deliver on each Transformational Action across the next five years and to be considered in annual operational planning.

This report seeks Council’s adoption of the refreshed Environment and Liveability Strategy (Appendix B and C).

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast Environment and Liveability Strategy Refresh”

(b) note the Environment and Liveability Strategy’s theme-based targets report (Appendix A)

(c) adopt the updated Environment and Liveability Strategy (Appendix B – Part A: Strategic Directions and Appendix C – Part B: Five-Year Implementation Plan) and

(d) note that subject to adoption of Appendix B and Appendix C, the documents will be graphically designed in line with corporate guidelines and delegate authority to the Chief Executive Officer to make any minor amendments as required to finalise.

Finance and Resourcing

The Environment and Liveability Strategy Refresh project has been undertaken within approved operational budgets.

Implementation of the Environment and Liveability Strategy, including the delivery of key Council outputs and identified Transformational Actions and associated tasks, are subject to Council’s annual budget and operational planning and approval processes.

Corporate Plan

Corporate Plan Goal: Our environment and liveability

Outcome: 2.1 - A resilient region shaped by clever planning and good design

Consultation

Councillor Consultation

Councillors, including Environment and Liveability Portfolio Councillor M Suarez, and Environment and Liveability Portfolio Councillor P Cox have been consulted throughout the Environment and Liveability Strategy Refresh project.

Internal Consultation

Three workshops and an online session were undertaken with representatives from Councils 6 groups and associated branches as part of the project’s internal consultation. These stakeholders were involved in the development of, and the ongoing implementation of the Environment and Liveability Strategy.

External Consultation

An external consultant was engaged to provide an independent review of the Environment and Liveability Strategy (Part A: Strategic Directions). The review was aimed at collating any relevant new information, legislation, data and emerging issues since the Strategy’s adoption in 2017 for consideration in the refreshed strategy.

The review reported that the Environment and Liveability Strategy continues to provide a contemporary and relevant approach, and in many ways leads local governments around Australia in its approach to truly integrate sustainability across Council’s planning and service delivery.

Community Engagement

Community engagement for the Environment and Liveability Strategy Refresh project was undertaken through two phases.

Phase 1 Engagement (May 2023)

During this 2-week engagement approximately 300 contributions were received. Phase one focussed on:

· understanding what the emerging issues are for the Sunshine Coast

· the priority actions required to deliver a healthy environment and liveable Sunshine Coast.

Contributions were made through two targeted stakeholder workshops, an online survey and formal submissions. Many of the emerging issues raised were already reflected as part of the Strategy’s existing strategic directions, with the refresh providing an opportunity to strengthen.

Phase 2 Engagement (July / August 2023)

During this 3-week engagement period approximately 100 contributions were received.

Phase two focussed on community support for proposed changes of the Strategic Directions (Part A) and Transformational Actions and associated tasks.

Contributions were made through four online community information sessions, an online survey and formal submissions.

Across the two stages of community consultation there was:

· two media releases generating five local news stories in print and online,

· four news stories were posted to the OurSC website and

· a social media campaign of 14 posts and 4 Facebook and Instagram stories which generated more than 92,000 impressions and 1088 clicks.

Other methods of communication included community spotlight advertising in news publications, as well as online and radio advertising.

It should be noted that during the Phase 2 engagement there were a number of other local and state consultation activities including the release of the South East Queensland Regional Plan Update.

Proposal

The Sunshine Coast is widely acknowledged as a highly desirable place to live, work and play. This strong reputation is underpinned by the region’s picturesque coastline and beaches, extensive waterways and wetlands and the hinterland mountain ranges.

The region is currently home to 346,648 residents housed in approximately 148,961 homes. The majority of these residents live in established urban centres along the coast. It is a major tourism destination and is the fastest growing economy in Queensland over the last five years with a $21 billion economy.

Council’s Environment and Liveability Strategy was adopted in September 2017 to provide long-term strategic direction to guide growth and shape the Sunshine Coast for future generations to 2041 as we deliver on our Corporate Plan 2023-2027 Goal of “our environment and liveability”.

Community engagement outcomes have been considered and incorporated into a refreshed Environment and Liveability Strategy. Key changes made as part of the project included:

Part A: Strategic Directions

Sunshine UNESCO Biosphere status

Recognition of our international UNESCO Sunshine Coast Biosphere Reserve status has been reflected to demonstrate Council’s commitment to creating a positive legacy of future generations.

United Nations Sustainable Development Goals (UNSDG)

Council is demonstrating regional leadership by committing to embed the UNSDGs in our strategies, plans and associated progress reporting. Each theme of the refreshed Environment and Liveability Strategy identifies which of the UNSDGs it is contributing to through implementation, and in doing so, assists to progress a healthy environment and liveable Sunshine Coast as part of our sustainable Sunshine Coast.

Regional strategy integration

Opportunities have been taken in the refreshed strategy to strengthen the integration between our regional strategies including drivers of change and the contributions being made to our environment and liveability through the collective implementation of our strategic directions.

State of climate emergency

Wording has been incorporated into the refreshed strategy to recognise the state of climate emergency and the increased urgency and sustained effort required across the next 10 years to reduce emissions, and to build organisational and community adaptive capacity and resilience into our environment, community and economy. Existing policy positions relating to our climate change response have also been reviewed and adjusted where required.

Global biodiversity loss

The refreshed strategy has incorporated wording to recognise the global biodiversity loss, as well as Council’s and the communities ongoing local efforts to deliver on the protection and enhancement of our valued natural environment.

Dark skies planning

Council has considered protecting the night sky on the Sunshine Coast as another potential mechanism to further provide for the long-term protection and management of the region’s natural assets. In support of these ongoing considerations, the refreshed strategy has incorporated a new policy position in the “Landscape and Character” theme under Policy position - “Dark skies are recognised, protected and celebrated”.

Waste strategic directions

To strengthen our strategic approach to waste management, the refreshed strategy has incorporated new “waste management” policy positions under the “Energy and Resources” theme and minor wording changes have been made to support this inclusion. As part of this change we are seeking to ensure our waste management adopts leading global best practices to maximise resource recovery, reduce waste and deliver low emission and circular economy outcomes. Furthermore, a new Transformational Action in Part B “Getting waste sorted” and associated tasks has also been incorporated.

Our built environment

The refreshed strategy has strengthened language to continue to recognise the important role our built form plays in a sustainable Sunshine Coast and in particular as it relates to greening of our neighbourhoods, community connectedness, affordable housing and liveability, active transport and mobility, accessibility for all and community health and wellbeing.

Community’s role in implementation

The refreshed strategy has strengthened the recognition of the community’s role in implementation of the strategy. The new Transformational Action “Celebrating People and Nature” aims to support, enable and inspire the community to value the environment and play their part as we live, learn, work and play sustainably in our Sunshine Coast Biosphere.

First Nations recognition

The refreshed strategy has incorporated a new guiding principle: “Respect” - Respecting and embracing our diverse community, we acknowledge our yesterday, celebrate our today and collectively build towards our tomorrow. Furthermore, ongoing action is required to build stronger partnerships with our First Nations Peoples which is recognised in an updated task:

8.2 Work collaboratively with our traditional owners to recognise connection to country, protect values and knowledge, build stronger relationships and enrich our collective response for a sustainable future.

Statistics and facts

Statistics and facts have been reviewed and updated where relevant, with new supporting information incorporated.

Part B: Five-year Implementation Plan

As part of the Refresh project, the strategy’s Part B: Five-year Implementation Plan has been reviewed and updated. Updates include:

· alignment of Council’s services (also known as service outputs) to the relevant theme/s within the Strategy to recognise the significant investment and contributions made each year through these activities, in addition to the implementation of the Transformational Actions and associated tasks.

· a reduction in the number of Transformational Actions from 26 to 18 was made to maintain a focus on the important areas for action but also assist with prioritisation in annual delivery programs.

· revised tasks to reflect the priorities necessary to deliver on each Transformational Action across the next five years and to be considered in annual operational planning.

This report seeks Council’s adoption of the refreshed Environment and Liveability Strategy (Appendix B and C).

Legal

There are no legal implications associated with this report.

Policy

The Sunshine Coast Council Corporate Plan 2023-2027 identifies “Our environment and liveability” as one of five strategic goals to deliver for a vision of Australia’s most sustainable region: Healthy. Smart. Creative. The Environment and Liveability Strategy provides the strategic directions to inform our collective activities for the “Our environment and liveability” goal.

Risk

The strategy sets a vision of a healthy environment and liveable Sunshine Coast in 2041. Realising this vision will encounter a number of risks, some known, and some that are yet to emerge. These challenges, whether social, economic or environmental will need to be continually managed as the Strategy is implemented.

Previous Council Resolution

Ordinary Meeting 14 September 2017 (OM17/168)

That Council:

(a) receive and note the report titled “Environment and Liveability Strategy”

(b) adopt the Environment and Liveability Strategy (Appendix A – Part A: Strategic Directions, Appendix B – Part B: Five-Year Implementation Plan, and Appendix C – Part C: Network Plan) and

(c) note that the Environment and Liveability Strategy supersedes the: Biodiversity Strategy 2010-2020; Waterways and Coastal Management Strategy 2011-2021; Climate Change and Peak Oil Strategy 2010-2020; Open Space Strategy 2011; Social Infrastructure Strategy 2011; and Affordable Living Strategy 2010-2020, and that these strategies are now removed from Council’s Policy Register.

Related Documentation

Sunshine Coast Council Corporate Plan 2023-2027

Critical Dates

There are no critical dates in relation to this report.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will finalise the Environment and Liveability Strategy (2023 Edition) and once graphically designed will be made publicly available on the Strategy’s website.

Ordinary Meeting Agenda 26 October 2023

8.6 September 2023 Financial Performance Report

File No: Council Meetings

Author: Coordinator Financial Services

Business Performance Group

Attachments: Att 1 - September 2023 Financial Performance Report....... 191 ⇩

Att 2 - Capital Grant Funded Project Report September 2023 201 ⇩

purpose

To meet Council’s legislative obligations, a monthly report must be presented to Council on its financial performance and investments.

Executive Summary

This monthly financial performance report provides Council with a summary of performance against budget as at 30 September 2023, in terms of the operating result and delivery of the capital program.

Operating Performance

Table 1: Operating Budget as at 30 June 2024

	Original Budget $000	Current Budget $000
Total Operating Revenue	590,615	591,591
Total Operating Expenses	566,003	570,122
Operating Result	24,612	21,470

Details of the monthly financial report are contained in Attachment 1.

Officer Recommendation

That Council receive and note the report titled “September 2023 Financial Performance Report”

Finance and Resourcing

This report sets out the details of Council’s financial performance and investments for the month ending 30 September 2023, and meets Council’s legislative reporting requirements.

Corporate Plan

Corporate Plan Goal: Our outstanding organisation

Outcome: We serve our community by providing this great service

Operational Activity: S28 Financial and procurement services – financial and procurement management and governance, ensuring effective business management and legislative compliance, coordination and development of Council’s budget process, administration of financial systems, sundry debtors, accounts payable, financial and asset accounting, treasury, procurement, contract and supply functions.

Consultation

Councillor Consultation

Consultation has been undertaken with the Portfolio Councillor, E Hungerford

Internal Consultation

This report has been written in conjunction with advice from:

· Acting Group Executive Business Performance

· Chief Financial Officer

External Consultation

No external consultation is required for this report.

Community Engagement

No community engagement is required for this report.

Legal

This report ensures that Council complies with its legislative obligations with respect to financial reporting in accordance with Section 204 of the Local Government Regulation 2012.

Investment of funds is in accordance with the provisions of the Statutory Bodies Financial Arrangements Act 1982 and the associated Regulations and the Local Government Act 2009.

Policy

Sunshine Coast Council’s 2023/24 Investment Policy, and

Sunshine Coast Council’s 2023/24 Debt Policy.

Risk

Failure to achieve the budgeted operating result will negatively impact Council’s capacity to complete its capital expenditure program.

Council’s capital works program for 2023/24 and subsequent financial years are currently under review with the intention of providing an updated forecast as part of the upcoming Budget Review 2 process in December 2023.

Previous Council Resolution

Ordinary Meeting 21 September 2023 (OM23/104)

That Council:

(a) receive and note the report titled “Budget Review 1 – 2023/24” and

(b) adopt Appendix A as tabled, pursuant to sections 169 and 170 of the Local Government Regulation 2012, Council’s amended budget for 2023/24 financial year incorporating:

i. the statement of income and expenditure

ii. the statement of financial position

iii. the statement of changes in equity

iv. the statement of cash flow

v. the relevant measurers of financial sustainability

vi. the long-term financial forecast

vii. Council’s 2023/24 Capital Works Program, endorse the indicative four-year program for a period 2025 to 2028, and note the five-year program for the period 2029 to 2033

(c) note the following documentation applies as adopted 22 June 2023

i. the Debt policy

ii. the Revenue policy

iii. the total value of change, expressed as a percentage, in the rates and utility charges levied for the financial year compared with the rates and utility charges levied in the previous budget

iv. the Revenue statement

v. the rates and charges to be levied for the 2023/24 financial year and other matters as adopted 22 June 2023

vi. the Strategic Environment Levy Policy

vii. the Strategic Arts and Heritage Levy Policy

viii. the Strategic Transport Levy Policy

ix. the Derivates Policy and

(d) endorse the Minor Capital Works Program (Appendix B)

Special Meeting 22 June 2023 (SM23/2)

That Council:

1. STATEMENT OF ESTIMATED FINANCIAL POSITION

receive and note Appendix A, pursuant to section 205 of the Local Government Regulation 2012, the statement of the financial operations and financial position of the Council in respect to the 2022/23 financial year

2. ADOPTION OF BUDGET

adopt Appendix A as tabled, pursuant to sections 169 and 170 of the Local Government Regulation 2012, Council’s budget for 2023/24 financial year incorporating:

i. the statement of income and expenditure

ii. the statement of financial position

iii. the statement of changes in equity

iv. the statement of cash flow

v. the relevant measures of financial sustainability

vi. the long-term financial forecast

vii. the Debt Policy (adopted by Council resolution on 25 May 2023)

viii. the Revenue Policy (adopted by Council resolution on 25 May 2023)

ix. the total value of the change, expressed as a percentage, in the rates and utility charges levied for the financial year compared with the rates and utility charges levied in the previous budget

x. the Revenue Statement

xi. Council’s 2023/24 Capital Works Program, endorse the indicative four-year program for the period 2025 to 2028, and note the five-year program for the period 2029 to 2033

xii. the rates and charges to be levied for the 2023/24 financial year and other matters as detailed below in clauses 3 to 10

xiii. the 2023/24 Minor Capital Works Program

xiv. the Strategic Environment Levy Policy

xv. the Strategic Arts and Heritage Levy Policy

xvi. the Strategic Transport Levy Policy and

xvii. the Derivatives Policy

Related Documentation

2023/24 Adopted Budget

Critical Dates

There are no critical dates for this report.

Implementation

There are no implementation details to include in this report.

Ordinary Meeting Agenda 26 October 2023

8.7 Audit Committee Meetings of 7 September 2023 and 6 October 2023

File No: Council Meetings

Author: Manager Audit & Assurance

Civic Governance

Appendices: App a - Audit Committee Minutes 7 September 2023......... 211 ⇩

App b - Audit Committee Minutes 6 October 2023.............. 235 ⇩

purpose

To provide Council with a report on matters reviewed at the Audit Committee (“the Committee”) meetings held on 7 September 2023 and 6 October 2023 plus recommendations from each meeting to Council.

This report is provided in fulfillment of Council’s obligations under section 105 of the Local Government Act 2009 and section 211 of the Local Government Regulation 2012.

Executive Summary

Under section 105 (2) of the Local Government Act 2009, Council is required to establish and maintain an Audit Committee. Council’s Audit Committee is comprised of Mr Mitchell Petrie (Independent Chair), Mr Pat McCallum (Independent Member), Ms Sue Tindal (Independent Member), Councillor E Hungerford and Councillor J Natoli.

Under Clause 6 of the Audit Committee Charter, the Committee meets (at a minimum) four times each year or as determined by Council or the Committee.

The agenda for the Audit Committee on 7 September 2023 (see Appendix A) covered a number of matters:

· Audit Committee meeting minutes and resolutions and action items

· an update report from the Chief Executive Officer

· an update on the strategic risk roadmap

· operational risks profile review progress

· Governance report on integrity & insurance matters

· a report on progress with the preparation of the Draft Annual Financial Statements

· the Second Interim Report for 2022/23 from the Queensland Audit Office (QAO)

· the Auditor-General’s annual report to Parliament on the audits of local governments with recommendations for Councils 2022

· a presentation on the QAO Performance Audit report on Improving Asset Management in Local Councils

· workplace health and safety report

· payroll improvement project report

· a status report from Audit and Assurance relating to the annual work program

· an Audit and Assurance report by BDO on Corporate Purchase Cards

· progress of audit recommendations

The Queensland Auditor-General also attended the 7 September 2023 Audit Committee meeting and provided an update on the activities and areas of focus for the QAO.

The agenda for the Audit Committee on 6 October 2023 (see Appendix B) covered two matters:

· Audit Committee meeting minutes and resolutions and action items

· Report on the Final Annual Financial Statements

Officer Recommendation

That Council:

(a) receive and note the report titled “Audit Committee Meetings of 7 September 2023 and 6 October 2023”

(b) endorse the Minutes of the Audit Committee meeting of 7 September 2023 at Appendix A to this report and

(c) endorse the Minutes of the Audit Committee meeting of 6 October 2023 at Appendix B to this report.

Finance and Resourcing

There are no financial or resourcing issues specifically associated with this report. The report fulfils the statutory reporting obligations of Council.

Corporate Plan

Corporate Plan Goal: Our outstanding organisation

Outcome: We serve our community by providing this great service

Operational Activity: S30 Governance – providing internal leadership, legal opinion, governance and audit functions ensuring legislative accountability, transparency and ethical obligations are supported.

Consultation

Councillor Consultation

Councillors J Natoli and E Hungerford attended and participated in the Audit Committee meeting on 7 September 2023 and 6 October 2023. Councillor D Law attended the Audit Committee meeting on 7 September 2023 as an observer.

All Councillors received the Audit Committee agenda and papers prior to each meeting.

Internal Consultation

The Chief Executive Officer and other Executive Leadership Team (ELT) members contributed to the development of the Committee Agenda papers.

Other officers consulted in the preparation of papers for consideration at the Audit Committee meeting on 7 September 2023 included:

· Chief Financial Officer

· Manager, Executive Management and Support Services

· Coordinator Financial Accounting

· Coordinator Corporate Risk & Insurance

· Coordinator Integrity Management

· Head of People and Culture

· Manager Asset Management Branch

· Chief Information Officer

Other officers consulted in the preparation of papers for consideration at the Audit Committee meeting on 6 October 2023 included:

· Chief Financial Officer

· Manager, Executive Management and Support Services

· Coordinator Financial Accounting

External Consultation

The independent members of the Audit Committee and representatives of the QAO were present at the Committee meeting on 7 September 2023 and at the Committee meeting on 6 October 2023.

All attendees received the Audit Committee agenda and papers prior to the meeting.

Proposal

Under section 105 (2) of the Local Government Act 2009, Council (as a large local government) must establish and maintain an Audit Committee. The Act provides the Audit Committee has the following functions:

(a) monitors and reviews—

(i) the integrity of financial documents; and

(ii) the internal audit function; and

(iii) the effectiveness and objectivity of Council’s internal auditors; and

(b) makes recommendations to Council about any matters that the Committee considers need action or improvement.

The Committee has no delegated decision-making authority. The Committee is, however, a source of independent advice to Council and the Chief Executive Officer.

The Committee is comprised of Mr Mitchell Petrie (Independent Chair), Mr Pat McCallum (Independent Member), Ms Sue Tindal (Independent Member), Councillor E Hungerford and Councillor J Natoli.

The overall objective of the Committee is to assist Council and the Chief Executive to discharge their responsibilities, in particular:

· corporate governance and responsibilities in relation to the organisation’s financial reporting, internal control structure, risk management systems and the external and internal audit functions

· maintain an independent and objective forum promoting transparency, accountability and an ethical culture throughout Council

· maintain open lines of communications with Council, Executive Management, External Audit and Internal Audit, to exchange information and views

· oversee and appraise the quality and efficiency of audits conducted by both the Internal and External Audit functions and

· ensure both the Internal and External Audit functions are independent and effective.

Under section 211 of the Local Government Regulation 2012, the Committee must provide Council with a written report about the matters reviewed at its meetings and make recommendations to Council on any matters the Committee considers need action or improvement. The Committee meets at least four times each year.

Audit Committee Meeting – 7 September 2023

The items of business considered by the Committee at its 7 September 2023 meeting are provided at Appendix A and are summarised in agenda sequence as follows:

Audit Committee – Meeting Minutes and Resolutions and Action Plans Items

The minutes of the Committee meeting of 22 May 2023 and action items were received and noted by the Audit Committee.

Auditor-General’s Address

The Committee received and noted a presentation by the Queensland Auditor-General on the work of the QAO, the areas of current focus for the QAO and trends and issues that are being identified across the local government sector.

Office of the Chief Executive Officer (CEO)

Chief Executive Officer’s Update

The CEO provided an organisational performance update for the period since the 22 May 2023 Audit Committee meeting. The report covers financial performance, operational plan activities and includes significant project achievements.

The report and progress were noted by the Audit Committee.

Governance

Strategic Risk Roadmap

The Strategic Risk Roadmap and work undertaken in the past quarter was presented for the Audit Committee. The next phases of the work program in support of embedding awareness and management of Strategic Risks in the governance of the organisation were presented.

The Audit Committee noted the report on the roadmap and work undertaken.

Operational Risk Profile Review

Biannually, all of Council’s Operational Risks are reviewed in a face-to-face workshop with the Branch Manager and key officers accountable for the risks of each Branch. To date, this financial year, 12 of the 28 Operational Risk Registers had been reviewed. The target is to have all 28 Operational Risk Registers reviewed by the end of September of this financial year. Following the completion of the risk reviews, an executive summary will be provided to each Executive Member to provide an overview of the risks within their Group and the status of mitigation actions.

The Audit Committee noted the report and commented on the progress with this work.

Integrity & Insurance Report

A key focus of the work undertaken by the Civic Governance Group - in partnership with groups and branches across the organisation - is to build awareness and employee understanding on the importance of good governance practice. The Committee received an update report on a range of integrity and insurance activities undertaken or progressed since the last meeting.

The Audit Committee noted the report.

Finance

Draft Annual Financial Statements

Council has a statutory obligation to prepare general purpose financial statements on an annual basis, culminating in audit certification in late October, before publication in Council’s Annual Report.

The Audit Committee received an update on progress with the preparation of the Annual Financial Statements for the 2022-2023 financial year.

The Audit Committee noted the report.

Queensland Audit Office

Second Interim Report for 2022/23 (Queensland Audit Office)

Based on the results of testing completed to date and the resolution of prior year issues, the QAO has determined Council’s internal control environment does support an audit strategy where they can generally rely on Council’s controls.

One new issue has been identified for the 2022/23 audit.

Issue	Details	Status
22-FR-1	Formal review of remaining useful lives for assets is required No formal review of assets’ remaining useful lives and, no formal assessment of assets’ impairment indicators.	Partially resolved pending audit verification Management facilitated a useful life review process for the remaining asset classes in coordination with the business units. A project is currently underway to create an asset condition assessment framework to formalise the process. Responsible officer: Chief Financial Officer Action date: 30 June 2023

Issue

Details

Status

22-FR-1

Formal review of remaining useful lives for assets is required

No formal review of assets’ remaining useful lives and, no formal assessment of assets’ impairment indicators.

Partially resolved pending audit verification

Management facilitated a useful life review process for the remaining asset classes in coordination with the business units. A project is currently underway to create an asset condition assessment framework to formalise the process.

Responsible officer: Chief Financial Officer

Action date: 30 June 2023

The Audit Committee noted the report.

Auditor-General Report to Parliament - Recommendations for Councils 2022

The Committee was briefed on the QAO annual Financial Audit Report – Local Government 2022 (the Report) which was tabled in Parliament in June 2023.

Council has reviewed the one recommendation directed at local governments generally, with a summarised status below.

No.	Details	Status
REC 1	Assess the maturity of their procurement and contract management processes using our procure-to-pay maturity model and implement identified opportunities to strengthen their practices.	Assessment complete. Reported to 6 October 2022 Audit Committee as part of the QAO 2022 closing report.

The Audit Committee noted the report.

Improving Asset Management in Local Government

The QAO provided a briefing to the Committee on its recently tabled report to Parliament on Improving asset management in local government (Report 2–2023–24) on 25 July 2023.

Sunshine Coast Council was not one of the five Councils selected to be audited by the QAO for this review.

The Audit Committee noted the report.

People

Wellbeing Health and Safety Report

A comprehensive update was provided, covering Key Health and Safety Metrics for January to March 2023.

Work has continued to be delivered in line with the Wellbeing Health and Safety (WHS) Action Plan, although there were several project milestones that have remained static due to changes in Wellbeing Health and Safety Systems resourcing during this quarter. This has resulted in resetting the Wellbeing Health and Safety program and priorities.

The Audit Committee noted the report.

Payroll Update Report

A comprehensive update was provided, covering challenges that have escalated since August 2022 and progress with the Payroll Improvement Project (which is focused on addressing primary risks in the areas of People, System, Process and Verification). Significant improvements and actions have been implemented to stabilise the function and reduce risks.

The Audit Committee noted the report.

Audit & Assurance

Program of Work update

The Committee was briefed on progress with the internal audit program for 2022-2023, with an estimated completion rate at this time of approximately 90%. The Committee was advised that for 2023-2024, approximately 60% of reviews are in planning/scoping phases.

The Audit Committee noted the report.

Internal Audit Reports

The Committee received one internal audit report on the review of the Corporate Purchase Card Operating Control Framework including the respective Policy and Procedures.

The Audit Committee noted the report.

Recommendation Monitoring

An update was presented on the status of previous Audit Recommendations. Three recommendations were closed since the last meeting and nine recommendations were assigned revised due dates.

The Committee noted the report and endorsed the revised implementation dates for recommendation to the Chief Executive Officer.

Audit Committee Meeting – 6 October 2023

The items of business considered by the Committee at its 6 October 2023 meeting are provided at Appendix B and are summarised in agenda sequence as follows:

Audit Committee – Meeting Minutes and Resolutions and Action Plans Items

The minutes of the Committee meeting of 7 September 2023 and action items were received and noted by the Audit Committee

Finance

Annual Financial Statements

The General-Purpose financial statements and Financial Sustainability Statement for 2022/23 have been audited by the QAO to ensure accounting and legislative compliance.

A summary of the final audit is contained in the QAO Closing Report for the financial year ended 30 June 2023. The QAO indicated it expects to issue an unmodified audit opinion.

The Audit Committee received the final draft Annual Financial Statements for the 2022/23 financial year.

The Audit Committee noted and acknowledged the positive outcome of the audit process and the work undertaken to achieve this audit outcome.

The Audit Committee advise that it has been actively involved in the preparation process throughout the year and in that process, has reviewed previous drafts of the financial statements and has received an update on changes which have occurred in those drafts up to the finalisation of the final draft.

Based on the work of the Audit Committee, subject to the completion of outstanding matters, the Audit Committee is not aware of any issues which would prevent the Council from adopting this draft and approving the Council’s Financial Statements for the year 2022/23.

Legal

This report to Council has been developed in fulfillment of Council’s statutory obligations under the Local Government Act 2009 and Local Government Regulation 2012.

Risk

Specific risks associated with each matter contained in the Committee Agenda reports have been raised in the briefings to the Committee.

Previous Council Resolution

Ordinary Meeting 22 June 2023 (OM23/60)

That Council:

(a) receive and note the report titled “Audit Committee Meeting 22 May 2023”

(b) endorse the Minutes of the Audit Committee meeting of 22 May 2023 (Appendix A)

(c) accept the recommendation of the Audit Committee dated 22 May 2023 that the proposed 2023 – 2024 Audit and Assurance Program of Work (Appendix B) and

(d) approve the realigned annual meeting schedule for the Audit Committee as follows, to commence from 1 July 2023:

· February

· May

· Late August/Early September

· October - teleconference to consider annual financial statements

· November

Ordinary Meeting 23 February 2023 (OM23/8)

That Council:

(a) receive and note the report titled “Audit Committee Meeting 23 January 2023” and

(b) endorse the Minutes of the Audit Committee meeting of 23 January 2023 at Appendix A to this report.

Ordinary Meeting 27 October 2022 (OM22/91)

That Council:

(a) receive and note the report titled “Audit Committee Meeting 6 October 2022” and

(b) endorse the Minutes of the Audit Committee meeting of 6 October 2022 at Appendix A to this report.

Related Documentation

Audit Committee Agenda and papers for 7 September 2023.

Audit Committee Agenda and papers for 6 October 2023.

Implementation

Implementation of the Audit Committee resolutions and the internal and external audit recommendations is overseen by the Chief Executive Officer and the Executive Leadership Team and monitored by the Audit Committee.

Ordinary Meeting Agenda 26 October 2023

8.8 Systematic Inspection Program - Regulated Dogs

File No: Council meetings

Author: Coordinator Response Services

Customer & Planning Services Group

Attachments: Att 1 - Mandatory conditions for keeping a regulated dog. 251 ⇩

purpose

The purpose of this report is to seek approval by Council resolution to conduct a systematic inspection program to monitor compliance with the mandatory conditions for regulated dogs within the boundaries of the Sunshine Coast local government area, in accordance with the Animal Management (Cats and Dogs) Act 2008 (the Act). The proposed program is scheduled to commence on 14 November 2023 and conclude on 13 November 2024.

Executive Summary

Customer Response propose to implement the Systematic Inspection Program – Regulated Dogs (the Program) under the Animal Management (Cats and Dogs) Act 2008 (the Act) for the Sunshine Coast Council Local Government Area commencing 14 November 2023 and concluding 13 November 2024. Prior to commencement, the Program requires endorsement from Council under section 113 of the Act. The maximum length of a program is 12 months.

Council has committed to empowering responsible pet ownership through education, proactive community engagement and regulation programs. This ensures that pet owners are informed of their responsibilities and can make choices to keep our community safe when managing their pets. One of the key education and regulation actions undertaken for community safety is the Program.

Alongside Council’s commitment to creating a culture of responsible pet ownership the Act requires local governments to effectively manage regulated dogs within their boundaries. Council responds reactively to complaints, investigates reports of dog attacks and regulates dogs where additional control measures are required to keep the community safe. In cases where a dog is regulated, Council undertakes an annual audit to ensure the dog is being kept in accordance with mandatory conditions (Attachment 1) including additional signage, specialised containment, use of a muzzle and desexing of some animals. The Program provides authorised persons the power to enter private premises to check compliance requirements associated with keeping a regulated dog.

As of 8 September 2023, Council has 129 Regulated dogs listed on Council’s Regulated Dog Register which will require an inspection under the Program. The cost to undertake this program is estimated to be approximately $54,567 and is funded by the animal registration fees collected from the regulated dog owners.

Officer Recommendation

That Council:

(a) receive and note the report titled “Systematic Inspection Program - Regulated Dogs” and

(b) approve the following systematic inspection program for the Sunshine Coast Council area in accordance with the Animal Management (Cats and Dogs) Act 2008, section 113 (Approval of an inspection program authorising entry):

(i) to undertake a compliance inspection of the premises within the Sunshine Coast local government area where Council’s Regulated Dog Register indicates a regulated dog is being kept and

(ii) to undertake the program from 14 November 2023 to 13 November 2024.

Finance and Resourcing

As of 8 September 2023, Council had 129 Regulated dogs listed on its Regulated Dog Register requiring an inspection under the Program.

Fees and charges

The registration fees for regulated dogs as of 1 October 2023 are outlined in Table 1. Under the Act, Council is required to offer an incentive to owners of menacing dogs to desex their pet. This incentive is not available to owners of dangerous dogs as they are required under the Act to desex their pet.

Table 1 – Regulated dogs registration fees 2023/2024

Fees description	Fee	No. dogs	Total fees
Regulated Dangerous Dog	$568	89	$50,552
Regulated Menacing Dog (undesexed)	$568	11	$6,248
Regulated Menacing Dog (desexed)	$435	29	$12,615
Total			$69,415

Based on current registrations it is estimated Council will collect $69,415 in registration fees from regulated dogs for 2023/24.

The cost-recovery fees are calculated to cover the full costs associated with registering a regulated dog as outlined in Table 2.

Table 2 – Cost-recovery fee breakdown

Description of Activity	Calculated cost
Administrative processing related to registering a regulated dog	$111
Registration tag	$3
Regulated dog collar	¹$10
Regulated dog sign	²$2
Systematic inspection program – regulated dogs	³$423
Total cost	$549

¹Based on a review of the previous inspection programs, a replacement collar is required in approximately 23% of inspections.

²Based on a review of the previous inspection programs, a replacement sign is required in approximately 7% of inspections.

³Plesae refer to Table 3 for a breakdown of the costs associated with this activity.

Estimated cost of the systematic inspection program

The cost of conducting this program is estimated to be approximately $54,567. This will be funded by registration fees. The balance of the cost-recovery fees collected for registration contributes to cover the cost of managing the yearly registration administrative process for regulated dogs, as outlined in Table 2.

Table 3 – Estimated cost per inspection

Description of activity	Estimated time	Estimated cost
Administration including – booking appointments, updating systems, generating letters or notices, issuing infringements (1 Officer)	30 min	$62.64
Conducting initial inspection including travel time to locations (based on current registered locations of regulated dogs) (2 Officers)	180 min	$328.24
Follow-up inspection, including travel (required where areas of non-compliance identified)* (2 Officers)	18 min	$32.12
Average cost per dog*	228 min	$423

*Note – a follow-up inspection or further investigation is required approximately 10% of the time, based on previous program outcomes

Corporate Plan

Corporate Plan Goal: Our service excellence

Outcome: We serve our community by providing this great service.

Operational Activity: S21 Local amenity and local laws – maintaining and regulating local amenity through local laws, regulated parking, community land permits and management of animals, overgrown land and abandoned vehicles.

Consultation

Councillor Consultation

Portfolio Councillors for Service Excellence - Councillors W Johnston and C Dickson were consulted.

Internal Consultation

Consultation has been undertaken with the following key internal stakeholders:

· Group Executive Customer and Planning Services

· Manager Customer Response

· Management Accountant, Finance.

External Consultation

There has been no external consultation undertaken in relation to this report.

Community Engagement

There has been no community engagement undertaken in relation to this report.

Proposal

Council has made a commitment through the Sunshine Coast Management Plan for Domestic Animal Management (Cats and Dogs) 2021 – 2030 to grow a culture of responsible pet ownership through education, proactive community engagement and regulation programs. The commitment ensures that pet owners are informed of their responsibilities and can make choices to keep our community safe when managing their pets. One of the key education and regulation actions undertaken for community safety is the Program.

Alongside Council’s commitment to creating a culture of responsible pet ownership, the Act requires local governments to effectively manage regulated dogs within their boundaries. Council manages this responsibility by appointing authorised persons to investigate, monitor and enforce compliance with the Act. Council responds to complaints and investigates incidents which may lead to a dog being declared as dangerous, menacing, or restricted (i.e. a regulated dog).

Once a dog is declared a regulated dog, the animal owner must adhere to mandatory conditions as outlined in the Act (Attachment 1). To ensure compliance with these conditions authorised persons conduct an initial inspection at the premises where the animal is normally kept and work with the animal owner to ensure all the conditions are met. The Program allows Council to proactively monitor adherence with these conditions on an ongoing basis. Without the Program, Council has no way of confirming if a regulated dog is being kept in accordance with the conditions imposed under the Act unless a complaint is received.

To conduct the Program Council must provide approval by resolution as outlined in section 113 of the Act. The Program provides authorised persons with the power to enter a private premises to check for continued compliance by the dog owner with the mandatory conditions for keeping a regulated dog.

Proposed Systematic Inspection Program

It is proposed that the systematic inspection program will be undertaken by the Response Services Team as authorised persons under the Act, commencing 14 November 2023 and concluding on 13 November 2024. Authorised persons will undertake inspections at all properties after the anniversary date of the dog’s original declaration. This approach allows inspections to be spread across the year with less impact to day-to-day service provision. This approach also allows officers to focus on providing adequate guidance and support to regulated dog owners to assist them in ensuring their dogs are kept in accordance with the mandated conditions.

As of 8 September 2023, Council’s Regulated Dog Register indicates 129 Regulated dogs which require an annual inspection. The cost to undertake this program is estimated to be approximately $54,567 which is funded via the registration fees collected from regulated dog owners. The balance of the cost-recovery fees covers the cost of managing the yearly registration process for regulated dogs, as outlined in Table 2.

Previous Systematic Inspection Program

The 2022/2023 systematic inspection program identified 130 regulated dogs and was approved to be undertaken from 14 November 2022 to 13 November 2023. To date the 2022/2023 Program reports the following levels of compliance:

Inspections completed

· 94 audits have been completed to date with:

o 71 animal owners maintaining compliance with the conditions for keeping a regulated dog (75%)

o 12 animal owners requiring a compliance notice for failing to meet conditions for keeping a regulated dog (12%)

§ 2 were compliant after an initial inspection

§ 10 required a further inspection

· 28 dogs were identified as passing away since the last inspection

· 1 dog had been relocated outside of the region

· 7 regulated dogs will be inspected over September and October 2023 which falls within the current inspection period.

Legal

Council has an obligation to the community to ensure that dogs identified and declared as dangerous, menacing, or restricted are being monitored for compliance with the Act. The mandatory conditions are set out for the keeping of regulated dogs (Attachment 1).

Section 113 of the Act provides the power for a local government to pass a resolution to approve a program under which an authorised person may enter a place to monitor compliance with the Act. An approved inspection program must state the following:

· the purpose of the program

· when the program starts

· a description of the places which will be entered as part of the program, and

· the period over which the program will be carried out (of not more than one year).

Council must provide notice of the systematic inspection program at least 14 days, but not more than 28 days, before an approved inspection program starts. This notice must be published in a newspaper circulating the local government area and on the local government’s website.

Due to the potential risk for regulated dogs not being kept in accordance with the mandatory conditions of the declaration, the Act provides considerable powers to authorised persons to require compliance. Where an animal owner has failed to comply with the mandatory conditions for keeping a regulated dog, Council may in accordance with the Act and Compliance and Enforcement Policy 2021:

· issue an on-the-spot fine under the Act ($1,083)

· issue a compliance notice outlining the mandatory conditions which require attention

· where an officer deems the dog may be a risk to the community, they may seize a regulated dog (section 125 of the Act)

· where an officer reasonably believes the dog is dangerous and the person cannot control it, they may seize the regulated dog and issue a destruction notice (section 127 of the Act)

· undertake further legal action such as prosecution through the Magistrates Court. The maximum penalty for failure to comply with conditions for keeping a regulated dog is 75 penalty units ($11,610).

Policy

Council’s Compliance and Enforcement Policy 2021 identifies how Council is to meet its statutory obligations and exercise its compliance and enforcement actions. Officers will use the Compliance and Enforcement Policy 2021 in conjunction with the Act in assessing the most appropriate action to address areas of non-compliance.

Risk

The Program allows Council to proactively monitor and ensure animal owners are adhering to the conditions of keeping a regulated dog. These conditions are in place to reduce the risk posed by these animals. Alternatively, Council must wait until a community member reports an incident where the owner of a regulated dog has failed to meet conditions, exposing the community to unnecessary risk.

Based on historical information, approximately 10% of regulated dogs re-offend once declared. These breaches range from escaping their enclosures with no incidents to attacks on other animals or people.

Current regulated dogs have been declared for the following reasons:

· Attacks on an animal – 81 (63% of all regulated dogs)

· Attacks on a person – 48 (37% of all regulated dogs)

Previous Council Resolution

Ordinary Meeting 27 October 2022 (OM22/89)

That Council:

(a) receive and note the report titled “Systematic Inspection Program – Regulated Dogs” and

(b) approve the following systematic inspection program for the Sunshine Coast Council area in accordance with the Animal Management (Cats and Dogs) Act 2008, section 113 (Approval of an inspection program authorising entry):

(i) to undertake a compliance inspection of the premises within the Sunshine Coast local government area where Council’s Regulated Dog Register indicates a regulated dog is being kept

(ii) to undertake the program from 14 November 2022 to 13 November 2023.

Related Documentation

• Animal Management (Cats and Dogs) Act 2008

• Animal Management (Cats and Dogs) Regulation 2019

• Sunshine Coast Council Compliance and Enforcement Policy 2021

• Management Plan for Domestic Animals (Cats and Dogs) 2021-2030

Critical Dates

Council must provide notice of the systematic inspection program at least 14 days, but not more than 28 days before an approved inspection program starts. This notice must be published in a newspaper circulating the local government area and on the local government’s website.

The systematic inspection program is proposed to commence 13 November 2023. Therefore, 30 October 2023 is the last date that an advertisement can be placed in the local newspaper advising of Council’s intent to undertake the systematic inspection program.

The program must not exceed the dates outlined in the recommendation.

Implementation

1 November 2023 to 14 November 2023

Upon Council endorsement, it is intended that an advertisement will be placed in a newspaper and Council’s website between 1 November 2023 and 14 November 2023, in accordance with the Act.

14 November 2023 to 13 November 2024

Council’s authorised persons will commence the approved systematic inspection program on 14 November 2023. Properties will be identified from the Regulated Dog Register and will be inspected on the anniversary date of the regulation of the dog for compliance with the mandatory conditions for keeping a regulated dog. Inspections will be undertaken unannounced on weekdays in daylight hours in accordance with the Act.

Where a breach of the mandatory conditions is identified, officers will determine the appropriate action in accordance with the Act and Compliance and Enforcement Police 2021 (as outlined in the Legal section of this report).

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will ensure the systematic inspection program is undertaken in line with the specified requirements.

Ordinary Meeting Agenda 26 October 2023

8.9 Disposal (Lease) of Commercial Suite at Maroochydore Multideck Car Park at 4 Lightning Lane, Maroochydore

File No: F2023/5887

Author: Manager Leasing and Land Management

Business Performance Group

Attachments: Att 1 - Aerial Map..................................................................... 263 ⇩

purpose

To seek Council’s resolution to grant an exception under Section 236 of the Local Government Regulation 2012 to dispose of land (via lease) of Tenancy 1 within the Sunshine Coast Maroochydore Multideck Car Park located at 4 Lightning Lane, Maroochydore other than by tender or auction.

Executive Summary

This report seeks Council’s resolution to grant an exception under Section 236 of the Local Government Regulation 2012 to allow Council to dispose of land by way of lease via open market negotiations, rather than undertaking a second tender release, for Tenancy 1 within the Sunshine Coast Maroochydore Multideck Car Park.

The Sunshine Coast Maroochydore Multideck Car Park has been constructed on freehold land owned by Council being located at 4 Lightning Lane, Maroochydore legally described as Lot 110 on SP305312 as shown in Attachment 1 – Aerial Map.

The Sunshine Coast Maroochydore Multideck Car Park is due for completion toward the end of 2023.

Council, in conjunction with its appointed real estate and marketing agent, released an opportunity to the market for the lease of the commercial tenancy spaces within the Car Park Building via Council’s usual tender process. The tender closed on Tuesday, 26 September 2023.

To ensure that Council remains competitive with the private sector and to take advantage of the momentum from the tender, Council is requesting that an exception be granted to continue to market Tenancy 1 on the open market and to seek private treaty agreements as a result of there being no submission received for Tenancy 1 via the tender process.

As such, Council approval is being sought to:

· resolve to grant an exception to release Tenancy 1 on the open market to allow leasing via private treaty, rather than undertaking a further tender; and

· secure offers from prospective tenant which meet market expectation for use/activation and market rent, and which are compliant with Council’s legislative requirements.

An exception may be considered as Tenancy 1 has been offered to the market via public tender. Allowing for open market/private treaty negotiations will allow Council to be dynamic, actively negotiate our interests, and be more flexible and time-competitive with other private property owners.

Officer Recommendation

That Council:

(a) receive and note the report titled “Disposal (Lease) of Commercial Suite at Maroochydore Multideck Car Park at 4 Lightning Lane, Maroochydore” and

(b) resolve that, under section 236 (1) (a) of the Local Government Regulation 2012, Council may dispose of a valuable non-current asset other than by tender or auction, this being the disposal by way of the lease of an interest in Tenancy 1 at Maroochydore Multideck Car Park at 4 Lightning Lane, Maroochydore (legally described as Lot 110 on SP305312), on the basis that:

(i) the lease has previously been offered to the market by public tender, and

(ii) a lease has not been entered into or secured via public tender as no tender was received.

Finance and Resourcing

The rent payable by any prospective tenant will need to be equal to or above that of the market value of the interest in land which has been determined by an independent registered Valuer pursuant to Section 236(3) and 236(5) of the Local Government Regulation 2012.

Council will be required to pay its own costs in relation to the preparation of the lease agreement, which is expected to be undertaken using internal resources with no external financial cost to Council. A formal market rental assessment will be undertaken by a registered Valuer to ensure compliance with Council’s legislative requirements.

Corporate Plan

Corporate Plan Goal: Our service excellence

Outcome: We serve our community by providing this great service

Operational Activity: S22 Property management – comprehensive management of Council’s land and building assets to ensure that Council’s property dealings are optimised, centrally managed, and support Councils objectives.

Consultation

Councillor Consultation

Councillor J Natoli – Division 4 Councillor

Councillor T Landsberg – Portfolio Councillor, Economic Development

Councillor J O’Pray – Portfolio Councillor, Economic Development

Internal Consultation

Property Management

Strategic Property

Transport Infrastructure Management

Legal Services

External Consultation

Council has engaged a commercial real estate and marketing agent to market the commercial tenancy spaces and will engaged a valuer registered under the Valuers Registration Act 1992, who is not an employee of the Local Government, to prepare a commercial market rental assessment and provide advice on any offers to lease received by Council.

Community Engagement

The commercial tenancy spaces have been purpose-designed into the public car park facility. Therefore, no community engagement has been undertaken in relation to this report.

Proposal

The land comprising of the Sunshine Coast Maroochydore Multideck Car Park is located at 4 Lightning Lane, Maroochydore, legally described as Lot 110 on SP305312. The land is freehold land owned by Council as shown in Attachment 1 – Aerial Map.

The Sunshine Coast Maroochydore Multideck Car Park is due for completion toward the end of 2023.

The Sunshine Coast Maroochydore Multideck Car Park will provide paid parking spaces for approximately 290 vehicles, and includes accessible parking, electric vehicle charging spaces with 39 motorcycle bays, 28 bicycle bays and end of trip facilities.

In additional to the public spaces, the car park has two commercial tenancy suites located on the ground floor, each having street frontages with an outlook to adjoining businesses including restaurants, cafés, a hotel, short-stay and high density living.

The commercial/retail tenancies have been included to further support the economic development of the Maroochydore City Centre, as well as service the general public and surrounding areas. The commercial/retail tenancies are intended to create an activated street frontage, enhancing and complementing the look and feel of the Maroochydore City Centre.

The two commercial tenancy suites known as Tenancy 1 and Tenancy 2 comprise a total gross lettable area of 271m².

Tenancy 1

This tenancy occupies a street front location along Lightning Lane, Maroochydore providing direct access to the street and passing traffic.

Internal area (m²)

57m²

Council’s Preferred Uses

· Uses compatible with Council’s Planning Policies for the Maroochydore City Centre.

· Broad retail uses which complement the structure and surrounding tenancy mix.

Tenancy 2

The configuration of this tenancy can be leased as one tenancy occupying the whole floor plan, or Council may consider splitting the tenancy in up to smaller tenancy spaces. Located opposite Fairway Drive, Maroochydore. Any outdoor seating would need to be negotiated with the adjoining landowner.

Internal area (m²)

214m²

Council’s Preferred Uses

· Uses compatible with Council’s Planning Policies for the Maroochydore City Centre.

· Broad commercial and retail uses which complement the structure and surrounding tenancy mix.

The two tenancies will be handed over as a 'cold shell' and the successful respondent will be fully responsible for all fit-out works. The successful respondent will be responsible for constructing any internal toilet/bathroom facilities that may be required for the proposed offering.

Council has offered the two commercial tenancy suites to the market via a public tender process. The intent of the public tender was to:

· seek commercial/retail tenants to fit-out, occupy and operate business from the commercial spaces; and to

· ensure Council complies with its legislative requirements under the Local Government Regulation 2012.

The tender for the commercial spaces closed on Tuesday, 26 September 2023 and resulted in:-

· No submissions being received in response to the Tenancy 1 offering, and

· Submissions being received in response to the Tenancy 2 offering.

Where a tender results in unsuccessful outcomes, it is considered appropriate to release the opportunity on the open market via Council’s appointed commercial real estate and marketing agent. Council has the ability to enter into a lease over Tenancy 1 via a private treaty arrangement under Section 236 of the Local Government Regulation 2012 as:

· the opportunity has been released via public tender, and

· no successful or suitable respondents resulted from the evaluations or negotiations.

To allow Council to enter into a lease via private treaty, Council is required to grant an exception under Section 236 of the Local Government Regulation 2012 which provides that a disposal, other than by public tender or auction, may occur if an exception applies. An exception is permitted where it relates to an application where the grant of the lease has been previously offered by public tender, but a lease has not been executed.

To ensure that Council has every avenue and opportunity to seek leases over Tenancy 1, an exception is being requested on the basis that the tender for the Tenancy 1 commercial space did not result in any submissions.

To ensure the disposals comply with Sections 236(3) and (5) of the Local Government Regulation 2012 a market rental assessment will be undertaken to ensure that it is:

· assessed by a registered Valuer who is not an employee of the local government registered under the Valuers Registration Act 1992; and

· the face rent will be set at or above the market valuation as determined by the registered Valuer.

An exception (in relation to Tenancy 1) under the Local Government Regulation 2012 is deemed applicable and appropriate in this instance as the land has previously been offered via public tender which closed on Tuesday, 26 September 2023.

Leasing the Tenancy 1 commercial space on the open market and entering into a private treaty agreement is expected to have the following benefits:

· expected to reduce the timeframe to obtain a tenant as opposed to releasing a further public tender,

· is more typical of the method used by the private sector and represents an offer and acceptance process which commercial operators are familiar,

· provides Council with the opportunity to negotiate and counter-offer with prospective tenants as well as engage during the offer process and

· takes advantage of any momentum and marketing materials provided by the current real estate and marketing agent.

Legal

Legal Services have been consulted in relation to this report and will prepare and review the commercial lease document and register the dealings with Titles Queensland.

Policy

This report has been prepared in accordance with Council’s Procurement Policy relating to the disposal of Council assets.

Risk

Whilst there are no significant risks relevant to this report, time is of the essence to secure a commercial tenant for Tenancy 1 and obtain revenue for Council and ensure that the Premises is occupied to activate the site for the benefit of the community.

Previous Council Resolution

There are no previous Council Resolutions relevant to this report.

Related Documentation

There is no related documentation relevant to this report.

Critical Dates

There are no critical dates relevant to this report, however securing at tenant will allow Council to enter into a lease over the premises which will provide additional amenity for the community as well as obtain a revenue return to Council.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will delegate to Council’s Delegated Officer the ability to:

· have Tenancy 1 marketed via Council’s marketing and leasing agent for open market, private treaty negotiations, and

· execute a lease agreement to a suitable tenant and register the lease agreement with Titles Queensland.

Ordinary Meeting Agenda 26 October 2023

8.10 Sunshine Coast Council Policy Framework

File No: F2023/17428

Author: Governance Policy & Project Officer

Civic Governance

Appendices: App a - Sunshine Coast Council Policy Framework........... 273 ⇩

Attachments: Att 1 - Human Rights Compatibility Assessment................ 285 ⇩

Att 2 - 2009 Sunshine Coast Regional Council Policy Framework 287 ⇩

purpose

This report seeks Council adoption of a strategic policy, the Policy Framework (see Appendix A), which replaces the Policy Framework adopted by Council in 2009 (see Attachment 2).

Executive Summary

The development and setting of policy is a core tool for local government decision-makers to support the delivery of regional strategy objectives, guide the delivery of services and support the operations of the organisation in a manner that is in line with legislation and Council’s vision and goals. Evidence based, contemporary and fit for purpose policy also reflects a balance between Council’s responsibilities and capabilities with reasonable community expectations.

Current, consistent and functional policy facilitates transparent and accountable
decision-making, legislative and regulatory compliance and sound risk management.

Council adopted its current Policy Framework in 2009 following amalgamation. There has been significant change for both the organisation and the legislative and policy environment since that time.

Contemporary best practice in local government policy development indicates the following are necessary:

· transparent policy development and approval processes

· regular policy reviews and

· policy informed by strategic direction.

The Corporate Plan’s delivery pathway regarding maintaining a contemporary governance framework and the establishment of the new Civic Governance Group earlier this year prompted the commencement of the Policy Framework Review project. The establishment of a contemporised Policy Framework is a key deliverable of this project.

The revised Policy Framework provides a more contemporary structure to support increased clarity, transparency and accountability in decision-making related to policy development and setting. The Policy Framework facilitates improved currency, consistency and functionality across Council’s policy set, supporting legislative and regulatory compliance, sound risk management and an enhanced ability for the policy set to facilitate the achievement of Council’s vision and goals. The revised Policy Framework places a stronger emphasis on evidence based policy development, responsiveness to expectations and best practice and a clearer alignment with the organisation’s values.

The revised Policy Framework has been drafted following a process of reflection on current practice, research on best practice, comparative benchmarking and internal stakeholder engagement activities.

The Policy Framework now sets principles for policy development and setting and clearly communicates the document hierarchy and approval authorities. There are no significant changes to current practice regarding document hierarchy and approval authorities. The revised Policy Framework provides guidance regarding appropriate establishment of new policies, policy review frequency (at least every four years) and establishes new requirements for regular organisational reporting on policy status.

The Policy Framework’s implementation will be supported by process improvements, operational guidance documentation, and tools, advice and training for staff. Full implementation across the organisation will be progressive as policies are scheduled for review over the new four year horizon identified in the Framework.

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast Council Policy Framework” and

(b) endorse the Sunshine Coast Council Policy Framework (Appendix A), replacing the Policy Framework document adopted by Council in 2009.

Finance and Resourcing

Implementation of the revised Policy Framework is delivered within existing resources, with no additional financial impact. Resource implications arising as an outcome from any new policy development would need to be considered as part of Council’s budget development and review processes.

Corporate Plan

Corporate Plan Goal: Our outstanding organisation

Outcome: We serve our community by providing this great service.

Consultation

Councillor Consultation

The Governance Portfolio Councillors, Councillor E Hungerford and Councillor J Natoli have received a briefing regarding the Policy Framework.

Internal Consultation

To inform understanding of the problem and policy need, internal engagement activities were undertaken with decision-makers, policy holders and policy development practitioners across Council including:

· A briefing on the project, proposed Policy Framework and project staging and implementation arrangements was provided to the Executive Leadership Team.

· A survey was sent to all Branch Managers regarding their experience of the policy development and approval process at Council.

· Meetings were held with key staff in roles supporting decision makers in the organisation, including:

o Manager Executive Management & Support Services

o Coordinator Corporate Planning & Performance

o Coordinator Meeting Management

o Coordinator CEO Support Services

o Coordinator Councillor Governance

o Corporate Compliance Officer

o Community Planning & Engagement Lead

o Biosphere Project Officer and Strategic Project Officer

o Manager Audit & Assurance

· Consultative briefings were also had with:

o Executive Officers network

o Economic and Community Development leadership team

o Civic Governance Group

o Diversity and Inclusion Advisory Group

· Dialogue has been invited and/or briefing has been provided to representatives of all Groups.

These internal engagement activities gathered input regarding:

· policy development and setting principles

· components of a policy document

· features of good policy

· policy review triggers and prioritisation

· policy measurement and reporting

· observations of the current policy development and approval process

· functionality of policy registers

· policy template functionality and design, and

· what was necessary information when seeking policy approval.

External Consultation

No external consultation was undertaken in relation to this report as the intent is to establish a new architecture for how Council officers undertake and manage the policy development process.

Community Engagement

No external community engagement was undertaken in relation to this report.

Proposal

Background

Council adopted its current Policy Framework in 2009 following amalgamation on 15 March 2008 (OM09/235) (see Appendix B). The current Policy Framework is supported by a Policy Manual (2014). At amalgamation, all policies of the previous three Councils continued in effect. A project to align policy development commenced and a key component was Council’s agreement to a single approach to policy though the Policy Framework.

This Framework established the three levels of policy – a hierarchy that is proposed to be retained with the revised Policy Framework:

1. Strategic (approved by Council)

2. Organisational (approved by Chief Executive Officer)

3. Departmental (approved by roles that were at that time, identified as Executive Directors) [now commonly referred to as Operational or Group level policies, approved by Group Executives].

The current Policy Framework supports approximately 120 policy documents, more than 40 of which are Council endorsed strategic policies.

The current Policy Framework has not been amended since its endorsement in 2009 and has not been maintained as a publicly available document. There has been significant change for the organisation and the policy environment over the last 14 years, including substantial and relevant legislative change.

Council’s Corporate Plan delivery pathway regarding maintaining a contemporary governance framework, coupled with the establishment of the new Civic Governance Group earlier this year, prompted the commencement of the Policy Framework Review project. The establishment of a contemporised Policy Framework is a key deliverable of this project.

Evidence Base

The revised Policy Framework has been drafted following a process of:

· reflection on current practice

· internal engagement

· research regarding best practice (including reference to the Local Government Managers Association of Queensland’s model Policy Framework), and

· a benchmarking exercise which compared policy frameworks from two universities and
12 local governments, including Sunshine Coast Council.

Contemporary best practice in local government policy development indicates that:

· the clear setting of transparent policy development and approval process contributes to increased consistency in a policy set

· facilitating the setting of regular policy review timeframes better enables policies to remain current and

· policy functionality is improved by strategic direction and connectedness, achieved through increased organisational policy reporting to leadership.

Revised Policy Framework

The revised Policy Framework sets principles for policy development and setting and clearly communicates the document hierarchy and approval authorities. There are no significant changes to current practice regarding document hierarchy and approval authorities.

The Policy Framework maintains the three policy levels in current practice, provides for guideline documents and provides the rationale for each policy type:

Policy Type	Policy Authorisation	Rationale
Strategic Policy Examples include Debt Policy, Environment Levy Policy, Sponsorship Policy	Council adopted	· Policy required to meet a statutory requirement(s). · Policy addresses a direct community impact. · Policy addressing organisational issues and is of strategic significance or includes a community impact.
Organisational Policy Examples include: Administrative Access and Right to Information Policy, Brand Policy, Business Recordkeeping Policy, Local Government Quadrennial Elections Policy	Chief Executive Officer approved, on advice from Executive Leadership Team	· Policy which addresses an organisation-wide need. · Gives effect to organisational practice in complying with statutory requirements. · May address community facing impacts when related to service delivery.
Operational Policy Examples include: Business Performance Group’s Accounts Payable Policy, and Cash Receipting Duties Policy (within the Accounting Manual)	Group Executive approved	· Responds to localised Group level need to document practice and expectations to guide day-to-day operations.
Guideline Examples include: Environment Levy Expenditure Guideline, Conflicts of Interest Guideline.	Chief Executive Officer approved on advice of Group Executive or delegated as appropriate	· For content of an operational nature. · Generally supports the implementation of policies

The revised Policy Framework also provides guidance regarding:

· appropriate establishment and naming of new policies

· policy review frequency and

· new requirements for policy reporting.

To ease navigation of the policy set, consolidation of policies with like topics will be pursued where practical to do so. Policy naming will be concise and plainly state the relevant policy topic.

Policies will require review at least every four years. Policy holders must then update or confirm the currency of the policy and bring a report to the approving authority for consideration and either re-endorsement or approval. This will facilitate Council receiving a review report for each Council endorsed policy during each term of Council.

Enhancing the currency, consistency and functionality of Council’s policy set is anticipated to contribute to providing greater transparency of Council’s actions and decision-making, while also enhancing access to meaningful information related to policies that underpin the delivery of services and programs by Council.

Legal

The Policy Framework is compatible with Council’s obligations under the Human Rights Act 2019 and is not inconsistent with the local government principles under section 4 of the Local Government Act 2009.

The Policy Framework contributes towards an enhancement to the right of taking part in public life, as afforded in section 23 of the Human Rights Act 2019 (Queensland), by supporting participation in public debate by contributing to public access to local government policy information. The human rights compatibility assessment is documented at Attachment 1.

Policy

The development and setting of policy is a core tool for local government to guide the delivery of a Council’s vision and goals and support its responsiveness to community needs and expectations. Current, consistent and functional policies better enable operations in line with the local government principles at section 4(2) of the Local Government Act 2009, including transparent and effective processes, and decision-making in the public interest, and good governance of, and by, local government.

The revised Policy Framework replaces the 2009 endorsed Policy Framework document. Policy documents will transition to compliance with the revised Policy Framework within four years as reviews occur.

Risk

In the absence of contemporary and accessible documentation regarding Council’s policy development and approval process, there is a risk decisions may be perceived as lacking clarity, currency, transparency, or accountability.

Continuing to maintain the 14 year old Policy Framework, without update, creates a risk the policy set will lose currency and exacerbate inconsistencies. This may result in individual policies being at risk of legislative or regulatory non-compliance. The establishment of policy review timeframes and increased organisational policy reporting will mitigate these risks.

Previous Council Resolution

Ordinary Meeting 27 August 2009 (OM09/235)

That Council:

(a) note the report titled “Sunshine Coast Regional Council Policy Framework”; and

(b) endorse the Policy Framework for the Sunshine Coast Regional Council as set out in Attachment 1 of this report in recognition of relevant responsibilities under the Local Government Act 1993.

Related Documentation

The community facing policy set is currently available at: https://www.sunshinecoast.qld.gov.au/council/planning-and-projects/council-policies.

Critical Dates

Subject to endorsement by Council, progressive implementation of the revised Policy Framework will commence in early 2024, to coincide with the commencement of the new four year term of Council. Prior to that time, considerable work in stage two of the Policy Framework Review project will be advanced, including:

· scheduling of policy reviews,

· preparation of policy development tools, training, and guidance, and

· establishment of policy reporting frameworks,

to assists policy holders with policy review activities and establish a regularised monitoring and reporting process.

Implementation

Should the recommendations in this report be accepted by Council, the Chief Executive Officer will:

· Publish the Policy Framework on Council’s website.

· Progress stage two of the Policy Framework Review Project and conduct a ‘health check’ on all strategic and operational policies, including scheduling of reviews over the coming four years, with a prioritisation process considering a number of policy risk factors.

· Progress stage three of the Policy Framework Review Project, including implementing organisational awareness raising communications regarding the revised Policy Framework, and develop guidance materials, a policy toolkit and offer advice and training opportunities to staff.

Ordinary Meeting Agenda 26 October 2023

8.11 Proposed Amendments to the Palmview Structure Plan, the related Planning Scheme Policy and Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No. 2)

File No: Council Meetings

Author: Project Manager

Customer & Planning Services Group

Attachments: Att 1 - Detailed Planning Report (Under Separate Cover) - Confidential

Att 1a – Palmview Briefing Paper March 2023 (Under Separate Cover) – Confidential

Att 1b – Existing Major Road Transport Infrastructure (Under Separate Cover) – Confidential

Att 1c – Proposed Major Road Transport Infrastructure (Under Separate Cover) – Confidential

Att 1d – Palmview Infrastructure Agreement No. 3 (Under Separate Cover) – Confidential

Att 1e – State Infrastructure Agreement (Under Separate Cover) – Confidential

Att 1f – Palmview Infrastructure Agreement No. 2A (Under Separate Cover) – Confidential

Att 1g – Amendment Agreement No. 3 (Under Separate Cover) – Confidential

purpose

The purpose of this report is to enable Council to consider a package of amendments that will provide for the continuing delivery of lots in Palmview, while also ensuring the commensurate and timely delivery of infrastructure for this growing community.

The continuity of development in Palmview is dependent on an amendment to the Major Road Transport Infrastructure to service the Palmview Structure Plan Area. To facilitate the changes to the Major Road Transport Infrastructure, Council must consider amendments to:

(i) the Palmview Structure Plan, which is contained in Section 10.2 of the Sunshine Coast Planning Scheme 2014 (Structure Plan), to change the sequencing the delivery of the major road infrastructure and update the related area thresholds

(ii) the Planning Scheme Policy for the Palmview Structure Plan (Palmview Planning Scheme Policy) to update the design standards for the major road infrastructure

(iii) the existing Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2) (Palmview Infrastructure Agreement No. 2) to reflect the changed sequencing of the major road infrastructure and the updated area thresholds.

Council must also consider executing a State Infrastructure Agreement and making a Temporary Local Planning Instrument (TLPI) under section 23 of the Planning Act 2016.

It is recommended that the attachments to this report be considered confidential in accordance with section 254J (3) (g) of the Local Government Regulation 2012 as they contain information relating to negotiations of a commercial nature involving the local government for which a public discussion would be likely to prejudice the interests of the local.

The State Infrastructure Agreement and the amendments to the Palmview Structure Plan, the related Planning Scheme Policy, and the Palmview Structure Plan Area Infrastructure Agreement will be made public when they come into effect.

Executive Summary

Since March 2021, Council officers have been negotiating amendments to the Palmview Major Road Transport Infrastructure with a view to:

(i) Securing a fully funded and functional road network informed by Council’s traffic modelling.

(ii) Considering the sequencing of, and thresholds for, the revised Major Road Transport links to ensure the development of land in Palmview can continue.

(iii) Securing additional financial contributions for community facilities for the Palmview community.

(iv) Ensuring the timely delivery of required Infrastructure Contributions in accordance with the Infrastructure Contributions Schedule of the existing Palmview Infrastructure Agreement.

The resolution of the road network to service Palmview is a critical issue because, under the Structure Plan and Palmview Infrastructure Agreement No.2, additional development entitlements can only be utilised when the Southern Road Link has been delivered. This would effectively result in the development of the major part of Palmview coming to a halt until mid-2026 when the construction of the Southern Road Link is projected to be complete.

Officer Recommendation

That Council:

(a) receive and note the report titled "Proposed Amendment to the Palmview Structure Plan, the related Planning Scheme Policy and the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No 2)"

(b) resolve to make a Temporary Local Planning Instrument for the Palmview Structure Plan and related Planning Scheme Policy under the Planning Act 2016

(c) authorise the Chief Executive Officer to prepare, progress, and give effect to the Temporary Local Planning Instrument for the Palmview Structure Plan and the related Planning Scheme Policy in accordance with the Planning Act 2016

(d) authorise the Chief Executive Officer to make public the Temporary Local Planning Instrument when the instrument takes effect

(e) support the proposed amendments to the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No. 2) as discussed in confidential session

(f) delegate to the Chief Executive Officer the authority to finalise and execute amendments to the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No. 2)

(g) support the preconditions as stated in Amendment Agreement No. 3, and delegate to the Chief Executive Officer the authority to finalise, and execute Amendment Agreement No. 3

(h) authorise the Chief Executive Officer to make public the amendments to the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2) and Amendment Agreement No.3 when the amendments take effect

(i) support entering into a State Infrastructure Agreement

(j) delegate to the Chief Executive Officer the authority to finalise and execute the State Infrastructure Agreement

(k) authorise the Chief Executive Officer to make public the State Infrastructure Agreement when the agreement takes effect and

(l) authorise the Chief Executive Officer to undertake all necessary actions under the Palmview Structure Plan Area Infrastructure Agreement 2010 (as amended), the Amendment Agreement No. 3, the State Infrastructure Agreement, and the Planning Act 2016 (in so far as the Chief Executive Officer is lawfully able to do so) to secure the provision of the Infrastructure Contributions stated in the Infrastructure Contributions Schedule of the Palmview Structure Plan Area Infrastructure Agreement 2010 (as amended), the Amendment Agreement No. 3, and the State Infrastructure Agreement.

Finance and Resourcing

Sufficient funds are allocated in the Urban Growth Projects Branch 2022/23 budget for administering the Palmview Structure Plan and related Infrastructure Agreements.

Further information with respect to financing and resourcing is provided in Confidential Attachment 1.

Corporate Plan

Corporate Plan Goal: Our environment and liveability

Outcome: 2.1 - A resilient region shaped by clever planning and good design

Operational Activity: 2.1.2 Continue to negotiate with parties of the Palmview Infrastructure Agreement to ensure delivery of all infrastructure obligations under the agreement.

Consultation

Councillor Consultation

Councillors were briefed in March 2023 on the status of the negotiations surrounding the implementation of the amended road network.

The Divisional Councillor C Dickson has been separately briefed as part of regular project meetings.

Internal Consultation

Consultation has occurred with the relevant project and technical officers from the following Groups within Council:

· Built Infrastructure

· Liveability & Natural Assets

· Business Performance

· Strategic Planning.

External Consultation

External consultation has occurred with representatives from the Department of Transport and Main Roads and the Department of State Development, Infrastructure, Local Government and Planning.

Officers have consulted with Councils specialist legal team Colin Biggers Paisley regarding the preparation and proposed implementation of the amendment documents.

Community Engagement

In accordance with the provisions of the Planning Act 2016, community engagement will be undertaken in relation to the proposed amendment to the planning scheme to incorporate the content of the TLPI before the TLPI ceases to have effect.

A consultation process is not required for the amendments to the Palmview Infrastructure Agreement or the State Infrastructure Agreement. However, the Infrastructure Agreement amendments will be made public once they have been executed by the parties and have taken effect.

Proposal

The existing Major Road Transport Infrastructure required to service Palmview is set down in the Palmview Structure Plan. The Structure Plan specifies five road links to service the ultimate development, with each link being assigned a sequencing and threshold for construction. The threshold is typically expressed in Equivalent Dwellings (EDs), with one Equivalent Dwelling equating to one detached dwelling.

The major road infrastructure, sequencing and thresholds included in the Structure Plan are as follows.

Table 1 – Existing Major Road Transport Infrastructure Sequencing and Thresholds

Major transport infrastructure elements	Relative sequence of provision of infrastructure	Description of sequencing of development and the major transport infrastructure elements
Claymore Road Link	1	This link is provided before any development is caried out in the Palmview Master Planned Area.
Southern Road Link	2	This link is provided before the earlier of the following: (a) the traffic volumes using Claymore Road (measured immediately south of the Sippy Creek crossing) exceed 22,000 vehicle movements per business day over a continuous 30 day period; or (b) a development approval for the development of the 4,000^th Equivalent Dwelling in the Palmview Master Planned Area.
Springhill Drive/University Way Link	3	This link is provided: (a) after the provision of the following: (i) Claymore Road Link; (ii) Southern Road Link; and (b) before a development approval for the development of the 5,000^th Equivalent Dwelling in the Palmview Master Planned Area.
Southern Road Link Upgrade or Alternative Road Transport Infrastructure	4	This link is provided before a development approval for the development of the 6,500^th Equivalent Dwelling in the Palmview Master Planned Area.
Western Service Road Access via Pignata Road	5	The local road network in Area A is to be planned to accommodate a future district collector street to the Western Service Road.

It is proposed to amend the major road transport infrastructure, sequencing and triggers in the Structure Plan as follows to better reflect the timing for the delivery of the roads and provide for the continuing delivery of lots in Palmview.

Table 2 – Proposed Major Road Transport Infrastructure Sequencing and Thresholds

Major road transport infrastructure elements (and Prescribed Road Infrastructure and Related Road Infrastructure under the Palmview Structure Plan Area Infrastructure Agreement)	Relative sequence of provision of elements	Description of sequencing of development and the major road transport infrastructure elements
Claymore Road Link	1	This element is to be provided before any development is carried out in the Palmview Master Planned Area.
Western Service Road and Bruce Highway Connection	2	These elements are to be provided before the earlier of the following: (a) by the date specified in a Concurrence Agency condition of approval. (b) a development approval for the development of the 4000^th Equivalent Dwelling in the Palmview Master Planned Area.
Claymore Road Upgrade and East-West Connection Link	3	These elements are to be provided: (a) after the provision of the following: (i) Claymore Road Link; (ii) Western Service Road and Bruce Highway Connection Link; (b) before a development approval for the development of the 4000^th Equivalent Dwelling in the Palmview Master Planned Area.
Southern Road Link and Racecourse Road Interchange	4	This element is to be provided before a development approval for the development of the 5000th Equivalent Dwelling in the Palmview Master Planned Area.
Springhill Drive / University Way Link	5	This element is to be provided: (a) after the provision of the following: (i) Claymore Road Link; (ii) Western Service Road and Bruce Highway Connection Link; (iii) Claymore Road Upgrade and East-West Connection Link; (iv) Southern Road Link and Racecourse Road interchange; and (b) before a development approval for the development of the 6500^th Equivalent Dwelling in the Palmview Master Planned Area.

The key changes to the road network are as follows:

(i) The nomination of the Bruce Highway Connection as the second element, to reflect the timing of its delivery under the State’s Section 242 Preliminary Approval conditions and assignment of EDs to this link.

(ii) The inclusion of the Claymore Road Upgrades and the East West Connection Link to ensure the proper functioning of the Palmview road network.

(iii) The removal of the requirement for the Southern Road Link Upgrade on the basis of updated design standards for the Southern Road Link and enhancement to the road network elsewhere in Palmview.

(iv) The amendment of the thresholds to reflect the resequencing of the road infrastructure.

As the cost to the Palmview Landowners (AVID, Living Choice and McCafferty/PEET (the Landowners)) of the revised Major Road Transport Infrastructure is significantly reduced, Council has negotiated additional financial contributions from the Landowners for the Community Facilities Network serving Palmview.

Palmview Infrastructure Agreement No. 2 contains the Infrastructure Contributions Schedule for the Landowners. The Infrastructure Contributions can include land contributions, works contributions, financial contributions, or a combination of each type of contribution. The Infrastructure Contributions Schedule also nominates the timing of these infrastructure deliverables. This includes the timing of a number of Infrastructure Contributions pertaining to provision of Non-Urban Open Space and Urban Open Space Infrastructure.

Importantly, Council is requiring that any outstanding infrastructure, including road infrastructure, is provided before the Landowners can access any additional development entitlements. The provision of the outstanding infrastructure forms part of the precondition to the amendments of Palmview Infrastructure Agreement No.2 which are detailed in Amendment Agreement No.3.

A detailed account of the proposed amendments and commercial arrangements to give effect to the amended road network is contained in Confidential Attachment 1.

Legal

The implementation of the amended road network for Palmview will require:

· a Temporary Local Planning Instrument to override the provisions contained in the existing Palmview Structure Plan and the related Planning Scheme Policy, which are contained in Section 10.2 of the Sunshine Coast Planning Scheme 2014.

· an amendment to the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2).

· Entering into a State Infrastructure Agreement.

External legal advisors were engaged for the preparation, negotiation, and execution of the amendment documents and for the review and negotiation of the State Infrastructure Agreement. The reimbursement of Council’s legal fees is a precondition to the amendment of the Palmview Infrastructure Agreement No.2 as specified in Amendment Agreement No.3.

Policy

In the context of the recommendations in this report, there is no identifiable non-compliance with Council policies.

Risk

Risk	Mitigation
The consideration of the proposed Temporary Local Planning Instrument to temporarily override the Sunshine Coast Planning Scheme 2014 results in changes to the proposed Temporary Local Planning Instrument or a direction not to proceed with the proposed Temporary Local Planning Instrument	Council officers have engaged with officers from the Department of State Development, Infrastructure, Local Government and Planning regarding the need to temporarily override the planning scheme by way of a Temporary Local Planning Instrument and the imperatives for ensuring the continued supply of lots to the market. Council officers will continue to liaise with officers from the State and respond to any requests for further information or clarification that may arise.
The approval of the Temporary Local Planning Instrument by the Minister for the Department of State Development, Infrastructure, Local Government and Planning is unduly delayed.	Council adoption of proposed amendments to The Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2) will ensure the continuation of the development front in Palmview until such time as the Minister approves the Temporary Local Planning Instrument and it has been adopted by Council.
Poor community visibility of the proposed amendment to the Sunshine Coast Planning Scheme 2014.	The Palmview community has been informed via the Community Fact Sheet that Council has been negotiating with the Landowners about amending the Major Road Transport Network and ensuring the delivery of the Bruce Highway Connection. The Temporary Local Planning Instrument, the amendments to the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2) and the State Infrastructure Agreement will be made public once they have been executed by the parties and have taken effect.

Previous Council Resolution

Special Meeting 4 August 2014 (SM14/28)

That Council delegate to the Chief Executive Officer to proceed as discussed in confidential session with regard to progressing the development of the Palmview Structure Plan Area.

Related Documentation

· The Palmview Structure Plan, which is contained in Section 10.2 of the Sunshine Coast Planning Scheme 2014.

· The Planning Scheme Policy for the Palmview Structure Plan.

· The existing Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No.2).

· Further Infrastructure Agreement for Area A District Sports Park (No.1) 2018.

Critical Dates

Whist there are no statutory timeframes surrounding the amendment to the regulatory documents for Palmview, the resolution of the road network service Palmview is critical to ensure the continuation of all development fronts within the Palmview Master Planned Area.

Implementation

Should the recommendations be accepted by Council, the Chief Executive Officer will undertake the necessary actions to finalise and execute changes the Palmview Structure Plan, the related Planning Scheme Policy (by way of the TLPI) and the Palmview Structure Plan Area Infrastructure Agreement 2010 (Consolidation No. 2) in order to implement the proposed Major Road Transport Infrastructure to service the Palmview Structure Plan Area.

Ordinary Meeting Agenda 26 October 2023

11 Confidential Session

11.1 Confidential - not for public release - Strategic Land Acquisition - Bli Bli

File No: F23/00295

Authors: Senior Open Space and Recreation Planner

Liveability & Natural Assets Group

Head of Strategic Property

Business Performance Group

In preparing this report, the Chief Executive Officer recommends it be considered confidential in accordance with Section 254J(3) (e) and (g) of the Local Government Regulation 2012 as it contains information relating to legal advice obtained by the local government or legal proceedings involving the local government including, for example, legal proceedings that may be taken by or against the local government; and negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government.

The report is confidential in respect to the content and timeframes of negotiations with the landowners and recognising that, until Council makes a decision and the sale contracts are executed, the acquisition has no certainty. Public disclosure at this time would potentially impact adversely on the finalisation of a current negotiation process and Council’s ability to secure the land parcels at a price that represents the best value for the ratepayers of the region.

The report contains a recommendation to release details relating to the site locations and price of the acquisitions once the negotiations have been finalised and the transfer of the property titles has been registered with the Titles Registry.

11.2 Confidential - not for public release - Strategic Land Acquisition - Coolum Beach

File No: D2023/916646

Authors: Coordinator Biodiversity & Waterways

Liveability & Natural Assets Group

Head of Strategic Property

Business Performance Group

In preparing this report, the Chief Executive Officer recommends it be considered confidential in accordance with Section 254J(3) (g) of the Local Government Regulation 2012 as it contains information relating to negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government.

The report is confidential in respect to the content and timeframes of negotiations with the
landowners and recognising that, until Council makes a decision and the sale contracts are
executed, the acquisition has no certainty.

Public disclosure at this time would potentially impact adversely on the finalisation of a
current negotiation process and Council’s ability to secure the land parcels at a price that
represents the best value for the ratepayers of the region.

The report contains a recommendation to release details relating to the site location and
price of the acquisitions once negotiations have been finalised and the transfer of the
property title has been registered with the Titles Registry.

11.3 Confidential - not for public release - Planning Appeal - Eumundi

File No: Council Meetings

Authors: Principal Development Planner

Customer & Planning Services Group

Solicitor

Civic Governance

In preparing this report, the Chief Executive Officer recommends it be considered confidential in accordance with Section 254J (3) (e) of the Local Government Regulation 2012 as it contains information relating to legal advice obtained by the local government or legal proceedings involving the local government including, for example, legal proceedings that may be taken by or against the local government.

11.4 Confidential - not for public release - Affordable Housing Project

File No: Council Meetings

Author: Project Manager

Customer & Planning Services Group

In preparing this report, the Chief Executive Officer recommends it be considered confidential in accordance with Section 254J(3) (g) and (i) of the Local Government Regulation 2012 as it contains information relating to negotiations relating to a commercial matter involving the local government for which a public discussion would be likely to prejudice the interests of the local government; AND a matter the local government is required to keep confidential under a law of, or formal arrangement with, the Commonwealth or a State.