Agenda of Ordinary Meeting - Thursday, 16 November 2023

Ordinary Meeting Agenda 16 November 2023

8 Reports Direct to Council

8.1 Sunshine Coast All Abilities Action Plan 2024-2028

File No: Council Meetings

Author: Social Planner

Economic & Community Development Group

Appendices: App a - Sunshine Coast All Abilities Action Plan 2024-2028 5/302

Attachments: Att 1 - Access and Inclusion Policy 2011 .......................... 71/302

Att 2 - Sunshine Coast All Abilities Action Plan 2024-2028 - Information Sheets 75/302

Att 3 - Human Rights Assessment of Compatibility ....... 113/302

purpose

The purpose of this report is to seek Council endorsement of the Sunshine Coast All Abilities Action Plan 2024-2028 (Appendix A). The All Abilities Action Plan outlines detailed actions for Council to implement that contribute to our objective of a more inclusive Sunshine Coast for people with disability.

Executive Summary

Around 85,000 residents of the Sunshine Coast have a disability or care for someone with disability, and the number of people with disability is expected to grow significantly. In addition, people with disability are visitors to the Sunshine Coast and contribute to our regional economy.

The All Abilities Action Plan 2024-2028 outlines detailed actions for Council to implement over the next five years to contribute to our objective of a more inclusive Sunshine Coast for people with disability. The Action Plan aligns with Council’s Community Strategy 2019-2041 and Corporate Plan 2023-2027 and outlines how Council will achieve relevant objectives of these documents.

The All Abilities Action Plan was developed through extensive engagement with Council teams and the community, including people with lived experience of disability and participants in the disability sector. A reference group, made up of people with lived experience of disability, was established for the project and provided valuable input to the development of the All Abilities Action Plan.

Note: The All Abilities Action Plan was previously referred to as the Inclusion Action Plan for People with Disability. The name was changed after input from the project reference group, which included people with lived experience of disability.

The All Abilities Action Plan is a demonstration of Council’s continuing commitment to improve inclusion for people with disability on the Sunshine Coast.

Officer Recommendation

That Council:

(a) receive and note the report titled “Sunshine Coast All Abilities Action Plan 2024-2028” and

(b) adopt the Sunshine Coast All Abilities Action Plan 2024-2028 (Appendix A) which replaces the Access and Inclusion Policy 2011.

Finance and Resourcing

Some actions are funded through current operational and capital activities and budget processes, as detailed in the Action Plan. Some actions will require additional funding, with any additional allocations to be determined through Council budgetary processes.

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: 1.3 - An inclusive community, with opportunities for everyone

Operational Activity: 1.3.3 Work collaboratively to deliver initiatives and outcomes that foster social inclusion and diversity, with a focus on multicultural communities and improving accessibility and inclusion for people with disability.

Consultation

Councillor Consultation

Councillors have been consulted on the All Abilities Action Plan 2024-2028:

Internal Consultation

Council team members from the following branches were consulted during the preparation of the All Abilities Action Plan through online workshops, surveys, targeted meetings and/or direct emails. These Council team members provided examples of existing Council initiatives that improve inclusion for people with disability, suggested current and future priorities and potential actions, and/or helped to shape and refine the actions included in the All Abilities Action Plan. Council teams have also been specifically consulted where they are involved in implementation of actions.

· Customer & Planning Services

· Business Performance

· Economic & Community Development

· Liveability & Natural Assets

· Built Infrastructure

· Civic Governance

External Consultation

Targeted external consultation was undertaken with people with disability, carers and people working in the disability sector via a survey and meetings with stakeholder groups. The survey helped Council officers understand the lived experience of people with disability on the Sunshine Coast and get early input into the areas that Council should be focusing on. Consultation also included presentations on the draft All Abilities Action Plan with an opportunity for discussion and feedback.

· All Abilities Action Plan Reference Group (set up for the project, see below)

· SCC Access and Inclusion Coordination Group (internal and external members)

· Sunshine Coast Access Advisory Network (SCAAN)

· Sunshine Coast Disability Action Network (SCDAN) (information sharing support)

· NDIS

· Suncoast Spinners Wheelchair Basketball

· General Disability Sector supported by Get Going Support

· The Ability Collective

· Sunshine Coast Dementia Alliance

· Community Strategy Leadership Group (CSLG)

· Sunshine Coast Indigenous Network Group (SC1NG).

Two half-day face-to-face workshops were undertaken with the All Abilities Action Plan Reference Group. During these workshops, Reference Group members helped guide the first draft of the All Abilities Action Plan by identifying priorities and potential actions to improve inclusion for people with disability. The Reference Group had 14 members aged from teenagers to older people and with lived experience of disability (physical, sensory, neurological and/or psychiatric). Their input was crucial to the development of the All Abilities Action Plan.

Community Engagement

Broad community engagement was undertaken on the draft Action Plan over five weeks from 26 June to 31 July 2023.

Everyone in the Sunshine Coast community was able to review the draft Action Plan and provide feedback during this time. Feedback could be provided through phone, email or a survey. Drop-in sessions were held at local libraries for residents who wanted to ask questions or discuss the draft Action Plan in detail. A version of the draft Action Plan was available in Easy English format.

During broad community engagement, 1000 people visited the “Have Your Say” webpage, 68 people completed online or hard-copy surveys and five people attended a drop-in session.

Proposal

Council has worked to improve the accessibility and inclusion of our region for people with disability over many years. However, our community told us that people with disability continue to experience discrimination and participation barriers in daily life. Council’s Community Connections Survey 2023 found that our residents with disability rate their quality of life well below residents without disability (3.43 out of 5, compared to 3.93). People with disability also feel less safe in our community and are less trusting of others These are outcomes that Council can help to improve.

There are 39 new actions in the All Abilities Action Plan structured under four principles and five priority areas.

The four principles are:

· Increasing disability awareness

· Promoting and protecting human rights

· Removing access barriers

· Valuing lived experience.

The five priority areas are:

· Awareness and education: disability awareness and education for Council staff and the community (including business community and industry groups)

· Built environment and public spaces: buildings, community facilities, housing, streets and streetscapes, pathways and sidewalks, natural areas, parks, open space and sports facilities, public amenities, and transport

· Employment and training: training, volunteering, work experience and employment at Council and in the community

· Events and programs: events, activities and programs provided by Council and others, including major events in facilities and in public spaces

· Participation and communication: information provided by Council and others, and participation of people with disability in decision making processes.

As well as outlining new actions, recent Council achievements and existing initiatives are highlighted in the All Abilities Action Plan to provide a comprehensive view of Council activities that improve inclusion for people with disability.

Supporting the All Abilities Action Plan is a series of information sheets on relevant topics to provide additional context. The five information sheets (Attachment 2) are:

· Information Sheet 1: What is Disability?

· Information Sheet 2: Concepts and Principles

· Information Sheet 3: Our Engagement Process

· Information Sheet 4: Policy Context

· Information Sheet 5: Benchmarking Analysis.

The Action Plan aligns with Council’s Community Strategy 2019-2041 and Corporate Plan and provides more detail to achieve the objectives of these documents.

The Action Plan is a demonstration of Council’s continuing commitment to improve inclusion for people with disability on the Sunshine Coast.

Legal

There are no legal implications associated with this report.

The All Abilities Action Plan complies with, and supports the objectives, of the following legislation:

· Disability Discrimination Act 1992 (Cth)

· Human Rights Act 2019 (QLD)

· Anti-Discrimination Act 1991 (QLD)

· Local Government Act 2009 (QLD)

· Disability Services Act 2006 (QLD)

The Action Plan supports human rights objectives for people with disability, including recognition and equality before the law, taking part in public life and right to privacy (see Human Rights Assessment of Compatibility at Attachment 3).

Policy

The Action Plan aligns with Council’s endorsed regional strategies, Corporate Plan and Operational Plan.

The Action Plan will replace the existing Access and Inclusion Policy 2011 (Attachment 1). The Policy was adopted in 2011 and has not been renewed.

The Action Plan reflects changes in the international, national, state and local policy landscape, and particularly in relation to the need to go beyond the minimum standards provided in legislation to remove barriers to participation for people with disability.

The intent of the policy positions included in the Access and Inclusion Policy, such as access, inclusion, equity, respect, dignity, participation and safety, are all reflected in the Action Plan.

Other elements of the Policy are also reflected in the Action Plan. The Council team responsible for implementing each action is identified in the detailed action plan. Measures of success are also outlined for each action and will also be tracked through the annual Sunshine Coast Community Strategy measurement processes.

Risk

There is a risk that if the Action Plan is not adopted, Council will continue to have policy positions as stated in the endorsed Access and Inclusion Policy 2011, which are not reflective of current community expectations and priorities.

Previous Council Resolution

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.

Ordinary Meeting 5 October 2011 (OM11/235)

That Council:

(a) receive and note the report titled “Access and Inclusion Policy and Plan”

(b) adopt the Access and Inclusion Policy (Appendix A) and

(c) endorse the Draft Access and Inclusion Plan 2011-2016 (Appendix B) for the purposes of targeted public consultation.

Related Documentation

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Council Corporate Plan 2023-2027

Critical Dates

There are no critical dates relevant to this report.

Implementation

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

· the Action Plan and suite of actions will be implemented from 2024-2028, subject to budget

· reporting of achievements against the Action Plan will be through existing reporting mechanisms for the Corporate Plan and endorsed strategies, and

· the All Abilities Action Plan 2024-2028 will be made publicly available on Council’s website.

Ordinary Meeting Agenda 16 November 2023

8.2 Sunshine Coast Council Annual Report 2022/23

File No: Council Meetings

Author: Coordinator Corporate Planning & Performance

Civic Governance

Appendices: App a - Sunshine Coast Council Annual Report 2022/23..... 21 ⇩

purpose

This report presents the Sunshine Coast Council Annual Report 2022/23, covering the period 1 July 2022 to 30 June 2023.

The Annual Report 2022/23 is a statutory requirement of the Local Government Act 2009 and provides all information required by the Act and the Local Government Regulation 2012.

Executive Summary

The Sunshine Coast Council Annual Report 2022/23 provides an important communication channel to keep the community and stakeholders informed on Council’s delivery of its Operational Plan 2022/23. The Annual Report features major achievements and highlights and shows Council’s commitment to achieving our vision for the region through reporting on the progress of each Corporate Plan goal. The Annual Report also includes Council’s required annual disclosures and audited financial statements.

Overall, Council was able to deliver:

· 81% of the Operational Plan 2022/23 to advance our vision as Australia’s most sustainable region. Healthy. Smart. Creative.

· 82% ($240 million) of Council’s $293 million Capital Works Program, despite external impacts such as inflationary prices, supply chain challenges and contractor availability.

Below is a summary of some key highlights for the 2022/23 financial year aligned to the relevant Corporate Plan goal.

Our Strong Community

· The 10+10+ Legacy Vision was launched in January 2023 and outlines what our region seeks to achieve from being a delivery partner for the Brisbane 2032 Olympic and Paralympic Games now, during the Games and for the years following the event.

· The Healthy Sunshine Coast program relaunched in 2023 with 46 recurring activities held across the region with almost 4000 people registered, creating opportunities for people of all ages and abilities to focus on holistic health and wellbeing outcomes.

· The Horizon Festival 2022 returned in full swing showcasing an uplifting, world-class festival featuring 502 local acts and nationally recognised artists, across 10 days and nights.

Our Environment and Liveability

· The Organisational Zero-net Emissions Plan was adopted in July 2022 to continue Council’s leadership and commitment to contribute to the global emissions reduction challenge with this year’s efforts translating to a reduction of 45,861 tonnes of carbon dioxide emissions in our atmosphere.

· Following three rounds of community engagement, Council progressed a draft Master Plan to restore a 65 hectare site adjoining Mary Cairncross Scenic Reserve, Maleny into an Ecological Park that will be celebrated for generations to come whilst also contributing to Council’s efforts to preserve our environment and respond to the impacts of a changing climate.

· Now in its tenth year, the Kids in Action program continues to increase children’s environmental knowledge and inspire positive environmental and sustainability action across our region, with 240 children attending a conference in September 2022 and 22 schools participating in an environmental projects day in May 2023.

Our Resilient Economy

· Key initiatives delivered through Council’s Business Investment Framework and Major Events Strategy helped secure measurable investment into the region that had an economic impact (direct and indirect) to the Sunshine Coast economy of $388.86 million and 1897 new jobs.

· In partnership with Study Sunshine Coast, the Sunshine Coast Jobs Hub was launched in January 2023 to connect local talent with local industry by showcasing the latest job and career opportunities within the region. Since launching, 5500 region-specific job opportunities were listed and 670 new job seekers registered.

· For the fourth time in five years, the Sunshine Coast has been named as a Top7 Intelligent Community for 2023 by the New York based Intelligent Community Forum.

Our Service Excellence

· Council achieved 82 per cent delivery of its approved $293 million budget, comprising 1985 individual projects with key highlights including stages of the Coastal Pathway project and the Mooloolaba Transport Corridor Upgrade; upgrade of the Nambour Aquatic Centre Splash Park; Palmwoods Warriors Football Clubhouse upgrade; and the Woombye Streetscape upgrades.

· 88 kilometres of roads, representing 161 road projects with a total delivery cost of $21.7 million, were resurfaced and/or rehabilitated with significant works occurring in Caloundra, Valdora, Aroona and Woombye.

· More than 287,000 customers were assisted through our development and customer contact centres, with 39 per cent of customers choosing to be assisted through digital channels.

Our Outstanding Organisation

· In December 2022, Council embraced new organisational values - Care, Respect, Trust, Curious and Connected - which shape how we interact with our colleagues, with our partners and the community everyday as we deliver our services.

· The official opening of the Sunshine Coast City Hall was held on 10 December 2022 which attracted more than 1500 residents who helped celebrate this milestone. Since opening, approximately 830 Council employees have moved into City Hall.

· In June 2023, Council adopted the first billion-dollar budget in the history of the Sunshine Coast that will progress a stronger, more sustainable region now and for the future.

Officer Recommendation

That Council:

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

(b) adopt the Sunshine Coast Council Annual Report 2022/23 (Appendix A).

Finance and Resourcing

The cost of preparing the Annual Report is included within the operational budget for the Corporate Planning and Performance team. The report is developed using internal resources and designed to be viewed digitally through Council’s website, consistent with Council’s sustainability objectives. There will be no hard copies produced – printed versions are available on request in accordance with Council’s fees and charges register.

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

· Councillor E Hungerford, Portfolio Councillor for Outstanding Organisation

· Councillor J Natoli, Portfolio Councillor for Outstanding Organisation.

Internal Consultation

Consultation has occurred with relevant Coordinators, Managers and each Group Executive to inform the preparation of this report. Members of Council’s Audit Committee were invited to review relevant aspects of the Annual Report during the drafting process.

This is a whole of Council report and consultation involves all Groups of Council:

· Built Infrastructure Group

· Business Performance Group

· Civic Governance Group

· Customer and Planning Services Group

· Economic and Community Development Group

· Liveability and Natural Assets Group.

External Consultation

There has been no external engagement in preparing this report, but many of the activities highlighted in the document have involved targeted consultation.

Community Engagement

There has been no community engagement in relation to this report, although community engagement has been an inherent part of progressing many of the activities highlighted in this report.

Proposal

The Annual Report 2022/23 provides information to our community on the implementation of Council’s corporate and operational plans over the past financial year and features major achievements, highlights and updates on our progress towards being Australia’s most sustainable region. Healthy. Smart. Creative.

The Annual Report 2022/23 comprises four parts as described below:

Section 1 - Introduction

This section provides introductory information to the Annual Report and contains:

· message from the Mayor

· message from the Chief Executive Officer

· key statistics about the Sunshine Coast and Council

· Councillor names, divisions and portfolios

· Council’s corporate structure.

Section 2 - Report on performance against our Corporate and Operational Plans

This section is aligned to Council’s five corporate goals and includes:

· a summary of the desired outcome and pathways of each goal

· goal measures with their associated target and result for the year

· major highlights from the implementation of the Corporate Plan 2022-2026 and Operational Plan 2022/23, and

· key service statistics.

Section 3 - Annual Disclosures

This section covers non-financial information required to be published in Council’s Annual Report in accordance with the Local Government Act 2009 and Local Government Regulation 2012. Annual disclosures are considered best practice in annual reports. Information on governance and risk management are included.

Section 4 - Financial information

This section contains Council’s Community Financial Report, audited financial statements and other financial information required to be developed and published under the Local Government Act 2009 and Local Government Regulation 2012.

The financial information is the subject of a separate report to Council and once adopted, are included and published within the Annual Report.

Legal

The Annual Report has been compiled in line with the requirements of the Local Government Act 2009, the Local Government Regulation 2012 (the Regulation) and the Public Sector Ethics Act 1994.

Section 182 (2) of the Regulation provides that a local government must adopt its annual report within one month after the day the Auditor-General gives the Auditor-General’s audit report about the local government’s financial statements for the financial year to the local government. The Queensland Audit Office provided the Independent Auditor’s Report on Council’s Financial Statements (which forms part of the Annual Report and are the subject of another report to be considered at this meeting) to Council on 12 October 2023.

While Council will formally consider the adoption of the Annual Report four days after the date nominated in the Regulation, this is solely due to the timing of the Ordinary Meeting. All statutory timeframes in relation to the preparation and certification of Council’s Financial Statements have been satisfied by Council. It is also noted that due to the timing for the publication of the Agenda Papers for the Ordinary Meeting, the content of the Annual Report and the Financial Statements will be published and publicly accessible from 6 November 2023, which is well within the one-month timeframe nominated in section 182 (2) of the Regulation.

In addition, the Queensland Audit Office has reviewed the Sunshine Coast Annual Report 2022/23 as a requirement of the Australian Auditing Standard (ASA 720) and Auditor-General Act 2009, to examine whether the financial information and non-financial information is consistent with the financial statements audited.

Policy

All governance disclosures are consistent with Council’s policies, including:

• Code of Conduct for Councillors in Queensland (Queensland Government, 2020)

• Community Grants Policy

• Administrative Action Complaints Management Process Policy

• Councillors’ Expenses Reimbursement and Provision of Facilities and support Policy

• 2022/23 Revenue Policy

• 2022/23 Procurement Policy

Risk

In accordance with Council’s Risk Management Framework, the risks and opportunities identified in relation to the annual report include:

· Reputation/public image: in response to this risk, the report provides information on Council’s Operational Plan delivery and progress towards our Corporate Plan with both qualitative and quantitative updates to the community; and

· Legislative Compliance: this is considered a low risk as the Annual report meets the legislative requirements of the Local Government Act 2009 and the Local Government Regulation 2012.

Previous Council Resolution

Ordinary Meeting 17 November 2022 (OM22/94)

That Council:

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

(b) adopt the Sunshine Coast Council Annual Report 2021/22 (Appendix A).

Related Documentation

Corporate Plan 2022-2026

Operational Plan 2022/23

Quarterly Progress Reports for 2022/23

Critical Dates

Section 182 (4) of the Regulation provides that the local government must publish its annual report on its website within two weeks of adopting the annual report. The annual report adopted by Council will be published on Council’s website following the conclusion of the Ordinary Meeting at which it is considered.

Implementation

Should the recommendation be accepted by Council, it is noted the Sunshine Coast Council Annual Report 2022/23 will be published and made available through the following channels:

· Sunshine Coast Council website – document viewing and ability to download and print the report, and

· Queensland State Library – a digital copy will be provided for their records.

Community organisations and individuals requiring a hard copy of the Annual Report will be able to print a free copy from Council’s website or purchase a copy from Council’s customer contact centres, on request, in accordance with the adopted fees and charges register.

Ordinary Meeting Agenda 16 November 2023

8.3 2022/23 Financial Statements and Community Financial Report

File No: Council Meetings

Author: Coordinator Financial Accounting

Business Performance Group

Attachments: Att 1 - Independent Auditors Report and Certified General Purpose Financial Statements 2022/23 ............................................................ 115/302

Att 2 - Queensland Audit Office Final Management Letter 2022/23 175/302

Att 3 - Community Financial Report 2022/23 ................... 185/302

Att 4 - SunCentral Maroochydore Pty Ltd 2022/23 Annual Report 191/302

Att 5 - Sunshine Coast Events Centre Pty Ltd Audited Financial Statements 2022/23 ................................................................................. 225/302

Att 6 - Sunshine Coast Arts Foundation Ltd Audited Financial Statements 2022/23 ................................................................................. 241/302

purpose

The purpose of this report is to present to Council the audited financial statements for the financial year ended 30 June 2023, Queensland Audit Office Final Management Letter 2022/23 and Community Financial Report 2022/23 in accordance with the requirements of the Local Government Act 2009 and Local Government Regulation 2012.

The 2022/23 audited financial statements for Council’s controlled entities SunCentral Maroochydore Pty Ltd, Sunshine Coast Events Centre Pty Ltd and Sunshine Coast Arts Foundation Ltd are also attached as per s213B of the Local Government Regulation 2012.

Executive Summary

1. Independent Auditors Report and Certified General Purpose Financial Statements 2022/23 (attachment 1)

The 2022/23 financial statements have been audited by Council’s external auditors the Queensland Audit Office (QAO) to ensure accounting and legislative compliance.

Queensland Audit Office has issued an unmodified audit opinion.

This is the 15^th consecutive unmodified audit opinion achieved by Sunshine Coast Council.

The result of Council’s audit will be included in the annual Auditor-General’s report to Parliament on the results of local government audits.

2. Queensland Audit Office Final Management Letter 2022/23 (attachment 2)

The QAO Final Management Letter for the 2022/23 financial statements is attached. This report provides details on audit matters and other important information related to the audited financial statements.

The report also provides a summary of issues that have been previously raised but are not yet resolved, along with an update on actions taken to resolve these issues.

3. Community Financial Report 2022/23 (attachment 3)

Council is required to prepare a Community Financial Report for each financial year. The report contains a summary and analysis of Council’s financial performance and position for the financial year and will be included in the Annual Report.

4. Controlled Entities (attachments 4, 5 and 6)

Council has 3 controlled entities namely SunCentral Maroochydore Pty Ltd, Sunshine Coast Events Centre Pty Ltd and Sunshine Coast Arts Foundation Ltd. The 2022/23 financial statements of Council’s controlled entities have been audited by the Queensland Audit Office and are attached. All 3 entities received an unmodified audit opinion.

Officer Recommendation

That Council:

(a) receive and note the report titled “2022/23 Financial Statements and Community Financial Report” and

(b) note that the 2022/23 Community Financial Report, 2022/23 Financial Statements and associated financial information will be included as Section 4 of Council’s 2022/23 Annual Report.

Finance and Resourcing

The original estimate for the cost of Council’s 2022/23 audit was $291,500 however due to additional effort required from matters identified on the audit, the final fee is $311,480.

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

Portfolio Councillor Consultation

The Portfolio Councillors, Councillor E Hungerford and Councillor J Natoli, have received advice of this report through the Audit Committee process.

Internal Consultation

Internal liaison occurred with various staff members within the Finance Branch and other areas of Council in compiling the 2022/23 financial statements. The 2022/23 financial statements have been presented to Council’s Audit Committee for review and clearance.

External Consultation

External consultation was undertaken with:

· Queensland Audit Office

· Queensland Treasury Corporation

· Department of State Development, Infrastructure, Local Government and Planning

· Australis Advisory Group Pty Ltd

· Stantec Australia Pty Ltd (formerly Cardno (Qld) Pty Ltd)

· Unitywater

· SunCentral Maroochydore Pty Ltd

· Sunshine Coast Events Centre Pty Ltd

· Sunshine Coast Arts Foundation Ltd

External auditors Queensland Audit Office have audited the draft 2022/23 financial statements and Current Year Financial Sustainability Statement. The Long-Term Financial Sustainability Statement is not able to be audited as it is based on forward estimates.

Community Engagement

No community engagement was required for this report.

Proposal

1. Independent Auditors Report and Certified General Purpose Financial Statements 2022/23 (attachment 1)

The statutory financial statements for the year ended 30 June 2023, along with comparative figures for 2022, are attached (attachment 1).

These statements have been reviewed through the Audit Committee process as follows:

· Draft financial statements presented to Audit Committee on 7 September 2023

· Draft financial statements audited by Queensland Audit Office during September 2023

· Final draft financial statements and Queensland Audit Office Closing Report for the year ended 30 June 2023 presented to Audit Committee on 6 October 2023.

Queensland Audit Office has issued an unmodified audit opinion for Council’s 2022/23 financial statements, and its controlled entities (the Group) SunCentral Maroochydore Pty Ltd, Sunshine Coast Events Centre Pty Ltd and Sunshine Coast Arts Foundation Ltd. This means the financial report:

a) Gives a true and fair view of Council’s and the Group’s financial position as at 30 June 2023, and of its financial performance and cash flows for the year then ended

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

This is the 15^th consecutive unmodified audit opinion achieved by Sunshine Coast Council.

These results will be included in the annual Auditor-General report to parliament on the results of Local Government audits, published in early 2024.

Council vs Consolidated Statements

Council’s Financial Statements are presented in consolidation format, with 2 columns representing Council’s stand-alone position, and another 2 columns where Council’s interest in its subsidiaries is disclosed.

On consolidation, Council’s interest in its wholly owned subsidiaries SunCentral Maroochydore Pty Ltd, Sunshine Coast Events Centre Pty Ltd and its associate Unitywater, is included. The financials for Sunshine Coast Arts Foundation Ltd were not consolidated into Council’s financial statements as the amounts were not material to Council.

Council’s stand-alone results are reported below as they are more directly comparable to Council’s Budget and Monthly Financial Performance Reports. In addition, the operating result and cash flows for Council are considered to be a better reflection of Council’s position.

The consolidated statements include accounting entries to recognise a share of profits of Council’s subsidiaries and associated entities. In the case of Unitywater, this share of profit is not directly available to Council until received in the form of dividends in future years.

Council’s key outcomes for 2022/23 are as follows:

I. Operating Surplus Ratio – This indicator measures the extent to which Council’s operating revenue exceeds its operating expenditure.

Target: Between 0% and 10%.

The 2022/23 operating result and operating surplus ratio have been impacted by an increase in depreciation expense of $15 million (15.5%) compared to the prior year. This is due to a combination of increases to Council’s asset base along with the impact of valuation increases from the prior year.

II. Asset Sustainability Ratio – Measures the extent to which Council’s infrastructure assets are managed, with an orderly renewal regime in place.

Target: > 90% for 2022/23 however reducing to > 60% from 2023/24 under the new Financial Management (Sustainability) Guideline 2023.

The ratio of 70.4% is a strong result considering Sunshine Coast Council’s relatively young asset base and reflects Council’s ongoing commitment to the renewal of its assets.

III. Net Financial Liabilities Ratio – The indicator measures the extent to which the net financial liabilities of Council can be repaid from its operating revenue streams.

Target: Not greater than 60%.

The Net Financial Liabilities Ratio exceeds the target range and is forecast to remain above target up to year 2029. The ratio reflects Council’s refinanced debt portfolio, which provides inter-generational equity for the funding of long-term infrastructure projects.

2. Queensland Audit Office Final Management Letter 2022/23 (attachment 2)

The QAO Final Management Letter for the 2022/23 financial statements provides details on audit matters and other important information related to the audited financial statements.

3. Community Financial Report 2022/23 (attachment 3)

Council is required to prepare a Community Financial Report for each financial year. The report contains an easy to understand summary and analysis of Council’s financial performance and position for the financial year and will be included in the Annual Report.

4. Council’s Controlled Entities (attachments 4, 5 and 6)

The 2022/23 financial statements of Council’s controlled entities namely SunCentral Maroochydore Pty Ltd, Sunshine Coast Events Centre Pty Ltd and Sunshine Coast Arts Foundation Ltd have been audited by the Queensland Audit Office. All 3 entities received an unmodified audit opinion.

The financial results of SunCentral Maroochydore Pty Ltd and Sunshine Coast Events Centre Pty Ltd have been included in the consolidated columns of Council’s financial statements. The Sunshine Coast Arts Foundation Ltd financial results have not been included as they are not material to Council.

As per s 213B of the Local Government Regulation 2012 the audited financial statements of Council’s controlled entities must be presented at the next ordinary meeting of Council and published on Council’s website within 14 days of the ordinary meeting.

The following are attached:

· SunCentral Maroochydore Pty Ltd 2022/23 Annual Report including audited financial statements (attachment 4)

· Sunshine Coast Events Centre Pty Ltd 2022/23 audited financial statements (attachment 5)

· Sunshine Coast Arts Foundation Ltd 2022/23 audited financial statements (attachment 6).

Legal

The Annual Report has been compiled in line with the requirements of the Local Government Act 2009, the Local Government Regulation 2012 (the Regulation) and the Public Sector Ethics Act 1994.

Section 182(2) of the Regulation provides that a local government must adopt its annual report within one month after the day the Auditor-General gives the Auditor-General’s audit report about the local government’s financial statements for the financial year to the local government. The Queensland Audit Office provided the Independent Auditor’s Report on Council’s Financial Statements (which forms part of the Annual Report) to Council on 12 October 2023.

While Council will formally consider the adoption of the Annual Report four days after the date nominated in the Regulation, this is solely due to the timing of the Ordinary Meeting. All statutory timeframes in relation to the preparation and certification of Council’s financial statements have been satisfied by Council. It is also noted that due to the timing for the publication of the Agenda Papers for the Ordinary Meeting, the content of the Annual Report and the financial statements will be published and publicly accessible from 6 November 2023, which is well within the one-month timeframe nominated in s 182(2) of the Regulation.

Policy

There are no relevant policies related to this report.

Risk

Council has a statutory obligation to prepare annual general purpose Financial Statements that are subject to audit by the Auditor-General or their contracted representative.

Previous Council Resolution

Audit Committee Meeting 6 October 2023 (AC23/47)

That the Audit Committee:

(a) Receive and note the report titled “Draft 2022/23 Financial Statements and current year financial sustainability statement”

(b) Receive and note the final draft Financial Statements and current year financial sustainability statement, and the Queensland Audit Office closing report on its audit of these statements for the financial year 2022/23

(c) Advise that it has been actively involved in the preparation process throughout the year and in that process has reviewed previous drafts of these statements, it has received an update on changes which have occurred in those drafts up to the finalisation of this final draft and

(d) On the basis of the work of the Audit Committee, subject to the completion of outstanding matters, we are not aware of any issue which would prevent the Council from adopting this draft and approving the council’s Financial Statements for the year 2022/23.

Ordinary Meeting 21 September 2023 (OM23/103)

That Council receive and note the report titled “Queensland Audit Office – Second Interim Management Report for the financial year ended 30 June 2023”.

Audit Committee Meeting 7 September 2023 (AC23/36)

That the Audit Committee receive and note the report titled “Finance: Draft 2022/23 Financial Statements” including progress against key milestones, outstanding items and actions being taken to resolve these for the timely completion of the statements.

Ordinary Meeting 25 May 2023 (OM23/39)

That Council receive and note the report titled “Queensland Audit Office – First Interim Management Report for the financial year ended 30 June 2023”.

Audit Committee Meeting 22 May 2023 (AC23/18)

That the Audit Committee receive and note the report titled “Finance: Annual Financial Statement Risk and Planning Assessment”.

Audit Committee Meeting 23 January 2023 (AC23/7)

That the Audit Committee

(a) receive and note the report titled “Planning for the 2022/23 Financial Statements Audit Process” and

(b) request the forward schedule of the asset revaluations for 2023 and 2024 to be tabled at the May 2023 Audit Committee Meeting.

Related Documentation

There is no related documentation for this report.

Critical Dates

Section 182(4) of the Regulation provides that the local government must publish its Annual Report on its website within 2 weeks of adopting the Annual Report. The Annual Report adopted by Council will be published on Council’s website following the conclusion of the Ordinary Meeting at which it is considered. Further, the Annual Report proposed for adoption will have been published on Council’s website from 6 November 2023.

Implementation

The 2022/23 Financial Statements and the 2022/23 Community Financial Report will be included in Section 4 of Council’s 2022/23 Annual Report. The 2022/23 Annual Reports for Council and SunCentral Maroochydore Pty Ltd, and the audited Financial Statements for Sunshine Coast Events Centre Pty Ltd and Sunshine Coast Arts Foundation Ltd will be published on Council’s website.

Ordinary Meeting Agenda 16 November 2023

8.4 Quarterly Progress Report - Quarter 1 2023/24

File No: Council Meetings

Author: Coordinator Corporate Planning & Performance

Civic Governance

Appendices: App a - Chief Executive Officer’s Quarterly Highlights Report Quarter 1, 2023/24 119 ⇩

App b - Operational Plan Activities Report Quarter 1, 2023/24 137 ⇩

purpose

This report presents the Progress Report for Quarter 1, 2023/24. The report covers the period 1 July – 30 September 2023 and seeks to inform Council and the community on the progress of the implementation of activities, significant projects and service highlights from Council’s Operational Plan 2023/24.

Executive Summary

Each quarter, Council receives a progress report on the delivery of the Operational Plan 2023/24. The report is published and made available to the community. The report comprises:

· Appendix A – Chief Executive Officer’s Quarterly Highlights Report Quarter 1, 2023/24

· Appendix B – Operational Plan Activities Report Quarter 1, 2023/24.

Council’s Operational Plan 2023/24 outlines 87 activities to be delivered over the financial year to advance Council’s vision for the region as Australia’s most sustainable region. Healthy. Smart. Creative.

Below are some key highlights achieved throughout Quarter 1, 2023/24:

Our Strong Community

· Eleven community engagement activities were launched this quarter via Council’s Have your Say platform seeking the community’s feedback on a range of Council activities and proposals.

· The Housing and Homelessness Action Plan was adopted in July, providing a blueprint for Council’s response to some of the significant housing affordability challenges and increasing levels of homelessness across the Sunshine Coast.

· The Horizon Festival delivered over 160 events bringing art, music, comedy and more to 27 locations across the region.

Our Environment and Liveability

· The Sunshine Coast Ecological Park Master Plan was endorsed by Council at the July Ordinary Meeting and provides a vision to create an ecological wonder and restore pasture sites to rainforest and wetland ecosystems.

· Over three million bin collection services were provided and 145,242 transactions were recorded at Council's Resource Recovery Centres over the quarter.

· The Point Cartwright Reserve and La Balsa Park Master Plan was endorsed by Council in August, to help preserve and manage the community, recreational and environmental values and significance of the reserve in an ongoing, sustainable manner.

Our Resilient Economy

· In July, the Sunshine Coast Airport site was declared a Priority Development Area by the Minister for Economic Development Queensland, reinforcing the significance of this asset and the surrounding area to our community and the region’s economy.

· The business case for the proposed new Sunshine Coast Regional Gallery at Caloundra was endorsed by Council at the August 2023 Ordinary Meeting.

· Community consultation on amendments to the Maroochydore City Centre Priority Development Area Development Scheme commenced in mid-September 2023.

Our Service Excellence

· Service Output planning is underway across the organisation for our 31 service outputs to ensure our service offerings and delivery approaches remain efficient, effective and sustainable.

· 94% of development services applications received by Council were assessed within the statutory timeframes.

· More than 77,000 customers were assisted through our development and customer contact centres across a range of methods, including SMS’s, phone calls, visits to the counter and email and web queries.

Our Outstanding Organisation

· A new Digital Plan 2023-2027 was finalised, which will support our organisation’s decision making in relation to the utilisation of technologies to optimise our services to the community.

· Employee relocations into Sunshine Coast City Hall in Maroochydore have been finalised with Level 8 being occupied during the quarter.

· Following the successful delivery of the inaugural Sunshine Coast Infrastructure Summit in June 2023, a further industry roundtable was held in September 2023 to refine the ideas generated through the Summit, identify priorities through to 2050 and confirm the key themes for the infrastructure classes that have been identified.

Officer Recommendation

That Council:

(a) receive and note the report titled “Quarterly Progress Report - Quarter 1 2023/24”

(b) receive and note the Chief Executive Officer’s Quarterly Highlights Report – Quarter 1 2023/24 (Appendix A) and

(c) receive and note the Operational Plan Activities Report – Quarter 1 2023/24 (Appendix B) reporting on implementation of the Corporate and Operational Plans.

Finance and Resourcing

This report is developed and funded within the current operational budget to provide an update on the progress towards delivery of the operational plan activities. Detailed Financial Performance Reports are provided to Council each month covering operating revenue and expenses as well as progress on the capital works program.

Corporate Plan

Corporate Plan Goal: Our outstanding organisation

Outcome: We serve our community by providing this great service

Consultation

Councillor Consultation

This report has been discussed with Councillor J Natoli and Councillor E Hungerford as Portfolio Councillors for Our Outstanding Organisation.

Internal Consultation

Consultation has occurred with relevant Coordinators, Managers and each Group Executive to inform the preparation of this report.

This is a whole of Council report and consultation involves all Groups of Council:

· Built Infrastructure Group

· Business Performance Group

· Civic Governance Group

· Customer and Planning Services Group

· Economic and Community Development Group

· Liveability and Natural Assets Group.

External Consultation

There has been no external consultation in relation to this report, but many of the activities highlighted in the report involve consultation with elements of the community.

Community Engagement

There has been no community engagement in relation to this report although community engagement has been an inherent part of progressing many of the activities in this report.

Proposal

Under section 174(3) of the Local Government Regulation 2012, the Chief Executive Officer is required to provide a regular report to a Council meeting outlining the progress in delivering its operational plan activities.

Progress report

The Chief Executive Officer’s Quarterly Highlights Report – Quarter 1, 2023/24 (Appendix A) consists of a summary of achievements under each of the Corporate Plan goals, as reflected in the structure of Council’s Operational Plan 2023/24.

Operational Plan Activities Report - Quarter 1, 2023/24 (Appendix B) provides details on the implementation of the 87 activities outlined in Council’s Operational Plan 2023/24. It includes the status of each activity including percentage complete, on time and on budget indicators as well as progress commentary.

Legal

This report has been prepared in response to the requirements of section 174(3) of the Local Government Regulation 2012.

Policy

The presentation of this report in itself, is not inconsistent with any adopted Council policies. The quarterly progress report is, however, a component of Council’s Integrated Planning and Performance Framework.

Risk

In accordance with Council’s Risk Management Framework, the risks and opportunities identified in relation to the quarterly progress report include:

· reputation/public image: the report provides information on Council’s operational plan and service delivery with both qualitative and quantitative updates to the community

· legislative: the report seeks to fulfill the legislative requirements of the Local Government Act 2009 and the Local Government Regulation 2012 and

· business activity: the report keeps Council informed on the progress of the operational plan activities and risk associated with their budget and schedule.

Previous Council Resolution

Ordinary Meeting 24 August 2023 (OM23/83)

That Council:

(a) receive and note the report titled “Quarterly Progress Report - Quarter 4, 2022/23”

(b) receive and note the Chief Executive Officer’s Quarterly Highlights Report – Quarter 4 2022/23 (Appendix A), and

(c) receive and note the Operational Plan Activities Report – Quarter 4, 2022/23 (Appendix B) reporting on implementation of the Corporate and Operational Plans.

Special Meeting 22 June 2023 (SM23/1)

That Council:

(a) receive and note the report titled “Operational Plan 2023/24”

(b) adopt the Operational Plan 2023/24 (Appendix A) and

(c) authorise the Chief Executive Officer to make minor administrative amendments to the Operational Plan 2023/24 (if required) prior to publication.

Related Documentation

• Corporate Plan 2023-2027

• Operational Plan 2023/24

• Financial information provided to Council in the Financial and Capital management report.

Critical Dates

Quarterly Progress reports are usually presented to Council within eight weeks of the end of the calendar quarter, subject to the scheduled meeting cycle. The Local Government Regulation 2012 requires the report to be presented to Council at intervals of not more than three months.

Implementation

Should the recommendation be accepted by Council, the report will be published and available for community access via Council’s website and a digital copy will be provided to the State Library of Queensland.

Ordinary Meeting Agenda 16 November 2023

8.5 Transport Levy Annual Report 2022/23

File No: Council Meetings

Author: Coordinator Transport Strategy & Policy

Customer & Planning Services Group

Appendices: App a - Transport Levy Annual Report 2022/23.................. 179 ⇩

purpose

This report presents the Transport Levy Annual Report 2022/23 (Appendix A) which provides an overview of the Transport Levy Program achievements for the 2022/23 financial year.

Executive Summary

The Transport Levy Policy aims to provide a basis for improving the Sunshine Coast Council’s strategic transport network and supporting its users. It aligns with the vision and objectives identified in Council’s Integrated Transport Strategy.

The Transport Levy, which is contributed to by all ratepayers, plays an important role in enabling Council to investigate and deliver transport solutions now and into the future, for the region, including major, long-term, multi-modal infrastructure outcomes.

The Transport Levy funding allocations are set as part of Council’s annual budget development and adoption process. Projects for funding consideration under the Transport Levy are submitted from across the organisation.

The Transport Levy Annual Report 2022/23 (Appendix A) has been produced to communicate the achievements of the Transport Levy to ratepayers and the broader community in an engaging and informative manner.

In 2022/23, the Transport Levy amount was $45 per rateable property and raised just over $6.8 million. This has enabled Council to deliver a program of initiatives under five sub-programs:

1. Service improvements

2. Infrastructure assets

3. User benefits

4. Research, planning and investigations

5. Transport Futures Fund.

In 2022/23 the Transport Levy produced a number of achievements including:

· Upgrades to provide universal access to 24 bus stops across the Sunshine Coast.

· The signing of a Memorandum of Understanding with the Department of Transport and Main Roads (DTMR) which has seen and will continue to see Council working collaboratively with DTMR to deliver the Detailed Business Case for the Sunshine Coast Public Transport project in mid-2024.

· The two Flexilink Services (between Maleny and Conondale and the other between Beerwah and Peachester) delivered over 4,200 passenger trips, equating to over 41,000km travelled.

· Almost 8,000 passenger trips occurred across 34,000km on Council Link services.

· Continued support to the community to run Kenilworth Community Transport Service which has 238 registered passengers, with ten volunteer drivers undertaking 21 trips on average, per month.

· The RideScore Active Schools program across ten selected Sunshine Coast Schools with 1,670 registered students recorded 117,782 trips across the 2022 school year and received positive feedback from participants and parents.

· Implementation of pilot initiatives under ThinkChange™, Council’s branded travel behaviour change program, with an early focus on delivering a Workplace Travel Plan to manage Council staff relocations through 2022/23.

· Commencement of a jointly funded two year trial bus service improvement (Route 631) with TransLink to better service the Yandina Industrial Estate and Ginger Factory.

The Transport Futures Fund balance as at 30 June 2023 is $24,686,435.

Officer Recommendation

That Council:

(a) receive and note the report titled “Transport Levy Annual Report 2022/23”

(b) note the Transport Levy Annual Report 2022/23 (Appendix A) for the purpose of promoting Transport Levy outcomes and

(c) acknowledge and thank the community groups and volunteers that have contributed to the delivery of the Transport Levy program outcomes over the 2022/23 financial year.

Finance and Resourcing

In 2022/23, the Transport Levy raised just over $6.8 million in revenue, with an additional $298,249 of non-levy funding contributions secured from external sources.

Table 1 below provides an overview of the 2022/23 Transport Levy Program expenditure for each of the funding sub-programs as of 30 June 2023.

Table 1 Transport Levy Program Expenditure as at 30 June 2023

	2022-2023 Actuals $
Transport Levy Revenue	6,834,293
Non-levy Fund Contributions	298,249
Total Revenue	7,132,542
Expenditure
Service Improvements	224,736
Infrastructure Assets	558,767
User Benefits	383,191
Research, planning and investigations	2,851,120
Transport Futures Fund	3,114,726
Total Expenditure	7,132,542

As at 30 June 2023, the Transport Futures Fund balance is $24,686,435 million and the externally Restricted Transport Levy Cash Reserve is $873,024 reflecting unspent funds allocated in the past. The Transport Levy Policy requires that interest accrued is retained within the Transport Futures Fund and this is occurring.

The $3,114,726 directed to the Transport Futures Fund in 2022/23 is made up of an initial contribution at the beginning of 2022/23 and accumulation of any unexpended funds in the year, which aligns with the policy requirement.

The Transport Levy Annual Report 2022/23 has been graphically designed internally to report to Council and the community. It will be available on Council’s website to access and download.

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: 1.2 - Vibrant community places and spaces that are inclusive, accessible and adaptable

Operational Activity: 1.2.4 Coordinate the delivery of Council’s Transport Levy policy and projects including encouraging sustainable travel choices through travel behaviour change programs and connecting our local communities by supporting transport services such as Council Link, Flexilink and Kenilworth Community Transport Service.

Consultation

Councillor Consultation

Councillor R Baberowski – Portfolio Councillor, Community (Arts, Heritage, Transport)

Internal Consultation

Consultation with representatives from the following areas of Council was undertaken in preparing the Transport Levy Annual Report 2022/23 and this agenda report:

· Group Executive, Customer and Planning Services

· Transport Infrastructure Management, Built Infrastructure

· Community Planning and Development, Economic and Community Development

· Financial Services, Business Performance

· Urban Growth Projects, Customer and Planning Services

· Communications, Business Performance.

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

The Transport Levy Policy aims to provide a basis for improving the Sunshine Coast’s strategic transport network and supporting its users. The Transport Levy also provides Council with the opportunity to improve strategic transport needs of the Sunshine Coast today as well as achieving major, long-term, multi-modal infrastructure outcomes.

The Transport Levy Program initiatives are compiled under five sub-programs:

1. Service improvements – Investigating and trialling improved public transport options and alternatives.

2. Infrastructure assets – Improving public transport infrastructure across the Sunshine Coast Council area.

3. User benefits – Developing initiatives to educate, inform, assist and improve the travel behaviour of users and their choices of travel mode.

4. Research, planning and investigations – Building our knowledge and progressing strategic outcomes (monitoring, research, planning and forecasting).

5. Transport Futures Fund – Support efforts to secure other Government investment in strategic transport needs for the region.

The implementation of initiatives under these five sub-programs involves a number of internal Groups across Council including Business Performance, Built Infrastructure, Economic and Community Development, Customer and Planning Services and Liveability and Natural Assets.

In 2022/2023 the Transport Levy had a number of achievements including:

· Infrastructure assets - $558,767 was utilised to successfully attain compliance with the Disability Standards for Accessible Public Transport by ensuring the accessibility of 730 public bus stops, leaving just 11 bus stops which have been upgraded but are unable to achieve full compliance. Upgrades were made to 24 bus stops across the Sunshine Coast to provide universal access with new connecting pathway links. Funding assistance was also received from the Queensland Government to support Council's bus stop infrastructure program.

· Research, planning and investigations - The State Government, through the Department of Transport and Main Roads (DTMR), established arrangements to progress the preparation of the Detailed Business Case for Sunshine Coast Public Transport project. As a partner in the Detailed Business Case, Council is working collaboratively with the DTMR through a Memorandum of Understanding. The Detailed Business Case is likely to be finalised in mid-2024.

· Service Improvements - The two Flexilink Services (between Maleny and Conondale and the other between Beerwah and Peachester) provide an affordable, reliable and accessible option for people with limited public transport choices. There were over 4,200 passenger trips equating to over 41,000km travelled on the two Flexilink Services.

· Service Improvements - The Council Link program provides an important service by improving community connectedness and reducing social isolation. There were almost 8,000 passenger trips on Council Link services across 34,000km serving 79 suburbs.

· Service Improvements – Council continued to support the community with the operation of the Kenilworth Community Transport Service which provides a community transport option to residents of the Kenilworth region who have limited transport options. The service has grown to have 238 registered passengers, with ten volunteer drivers undertaking an average of 21 trips per month.

· User Benefits - The RideScore Active Schools program in partnership with We Ride Australia now has ten participating schools with 1,670 students registered at the end of May 2023. The 2022 school year saw 117,782 cycling and scooting trips which translates to positive impacts on congestion levels as well as positive parental feedback relating to motivation to ride or scoot, physical and mental benefits and parental peace of mind. Participant surveys indicate that 30% of students did not previously ride or scoot to school and 73% of students are riding or scooting more.

· User Benefits - The implementation of ThinkChange™, Council’s branded travel behaviour change program, is underway involving procurement of specialist resources, and pilot initiatives further developed, scoped, and commenced. A major early focus is delivery of a Workplace Travel Plan to assist in managing the travel requirements and options for Council employees relocating from major administration centres in the region to City Hall in Maroochydore in 2022/23.

· Service Improvements – Council and community advocacy, along with Transport Levy funds, have resulted in a jointly funded, two-year initiative with TransLink to trial an improved 631 bus service which better serves the Yandina Industrial Estate and the Ginger Factory. This service commenced on 5 June 2023.

Legal

The use of the Transport Levy Fund, as outlined above, is entirely in accordance with the purposes outlined in the Transport Levy Policy.

Policy

The publication of the Transport Levy Annual Report aligns with and supports the Transport Levy Policy and the Integrated Transport Strategy.

Integrated Transport Strategy

Objective 1: Connected and Integrated – An integrated transport system that connects people and places, supports future growth and serves the economy.

Strategy 1 – Connected passenger transport network

Strategy 2 – Integrated transport and land use

Objective 2: Smart and Sustainable – A transport system that provides increased travel choice and mobility across the region and is adaptable to emerging technologies and new business models.

Strategy 3 – A more healthy and active region

Strategy 4 – Changing our travel behaviour

Strategy 5 – Smart mobility for the future

Objective 3: Safe and Efficient – People and goods enjoy safe, reliable and convenient travel within an efficient transport system.

Strategy 6 – A safe, efficient and sustainable road and freight network.

Risk

There are no identified risks associated with this report. The annual communication of the Transport Levy Program achievements will ensure that the wider community and key stakeholders are aware of the outcomes achieved through the application of the Transport Levy Policy.

Previous Council Resolution

Ordinary Meeting 17 November 2022 (OM22/96)

That Council:

(a) receive and note the report titled “Transport Levy Annual Report 2021/22”

(b) note the Transport Levy Annual Report 2021/22 (Appendix A) for the purpose of promoting transport Levy outcomes and

(c) acknowledge and thank the community groups and volunteers that have contributed to the delivery of the Transport Levy program outcomes over the 2021/22 financial year.

Related Documentation

· Sunshine Coast Council Corporate Plan 2022-2026

· Sunshine Coast Council Operational Plan 2022/23

· Sunshine Coast Council Integrated Transport Strategy

· Transport Levy Policy

· Sunshine Coast Community Strategy 2019-2041.

Critical Dates

There are no critical dates that relate to this report.

Implementation

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

· Place the Transport Levy Annual Report 2022/23 (Appendix A) on Council’s website and the Transport Levy Annual Report will be disseminated and communicated in consultation with Council’s Communication Branch.

· Partners and groups associated with levy initiatives will also be advised and thanked for their participation.

Ordinary Meeting Agenda 16 November 2023

8.6 Environment Levy Annual Report 2022/23

File No: Council Meetings

Author: Coordinator Biodiversity & Waterways

Liveability & Natural Assets Group

Appendices: App a - Environment Levy Annual Report 2022/23............. 193 ⇩

purpose

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

Executive Summary

The Environment Levy, generated by all rate payers, provides important funding to support Council’s vision for the Sunshine Coast as Australia’s most sustainable region – Healthy. Smart. Creative.

The Levy allows Council and the community to work together to deliver a range of strategic projects, programs and initiatives that contribute to the preservation and enhancement of our natural environment, in particular our biodiversity, waterways and wetlands, and coastal areas.

As a requirement of the Environment Levy Policy, an Annual Report for the 2022/23 financial year has been prepared (Attachment 1). The annual report summarises the program’s $7.85 million investment and key achievements for the year.

The delivery of the Environment Levy Program has supported the implementation of Council’s Environment and Liveability Strategy which is assisting to transform the Sunshine Coast to deliver a healthy environment and liveable Sunshine Coast in 2041.

Some of the 2022/23 program highlights include:

· $1.40 million protecting and enhancing land acquired through the Environment Levy.

· More than $1 million invested in coastal dune rehabilitation and shoreline erosion management to support biodiversity and scenic amenity.

· $610,000 supporting 19 local environment-focused community groups through our partnership programs and more than $16,000 provided in grants to support community-based environmental projects.

· $475,143 invested into building our knowledge through a range of research management and monitoring projects.

· $327,088 awarded to 83 private landholders through Landholder Environment Grants to support their conservation efforts.

· $211,500 invested into erosion and sediment control for waterways improvement and protection.

The Environment Levy Annual Report 2022/23 has been graphically designed internally to report to Council and the community. It will be available on Council’s website for access and download.

Officer Recommendation

That Council:

(a) receive and note the report titled “Environment Levy Annual Report 2022/23”

(b) note the Environment Levy Annual Report 2022/23 (Appendix A) for the purpose of promoting Environment Levy outcomes and

(c) acknowledge and thank the community groups, landholders, students, teachers and volunteers that have contributed to the delivery of the Environment Levy program outcomes over the 2022/23 financial year.

Finance and Resourcing

In 2022/23, the Environment Levy generated approximately $12.16 million in revenue, with a charge of $80 per rateable property. The total expenditure in delivering the endorsed program was $7.85 million leaving a restricted cash balance at the end of the financial year of $5.46 million.

Table 1 provides an overview of the 2022/23 Environment Levy Program for each of the reporting themes.

Table 1: 2022/23 Environment Levy revenue and expenditure

	2021/22 Actuals
Revenue raised	$12,160,038
Restricted cash contribution (start of financial year)	$1,067,762
Total	$13,227,800

Expenditure
Buying, protecting and enhancing environmentally significant land	$1,480,181
Delivering on-ground environmental projects	$1,675,192
Engaging and supporting the Sunshine Coast community	$2,110,066
Building our knowledge (monitoring and research)	$475,143
Other environmental operational activities	$2,110,723

Total Expenditure	$7,851,305

Land Acquisition Funding

A number of separate land acquisition negotiations were progressed in 2022/23 through the Environment Levy. However, because none of these proposed acquisitions were finalised and the identified land was not secured, the allocated funding (approximately $4 million in 2022/23) was not expended. These funds remain available to progress the proposed land acquisitions in 2023/24.

The restricted cash balance at the end of the 2022/23 financial year was approximately $5.46 million.

Corporate Plan

Corporate Plan Goal: Our environment and liveability

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

Operational Activity: 2.1.13 Coordinate the delivery of Council’s Environment Levy including the strategic land acquisition program and environment levy partnerships and grants.

Consultation

Councillor Consultation

Environment and Liveability Portfolio Councillors M Suarez and P Cox have been offered a briefing on the Environment Levy Annual Report.

Internal Consultation

Consultation with Environment Levy project managers, finance officers and the Integrated Environment Team has occurred in preparing the Environment Levy Annual Report 2022/23.

External Consultation

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

Community Engagement

No community engagement has been undertaken in relation to this report.

Proposal

The Sunshine Coast Council Environment Levy allows Council to invest in the protection, enhancement and sustainable use of the region’s biodiversity, waterways and wetlands, and coastal areas.

Coordination and implementation of the annual Environment Levy Program is overseen by the Environment and Sustainability Policy Branch, in conjunction with project managers across Council and the Integrated Environment Team.

In 2022/23, the Program’s $7.85 million investment has been summarised under five messages that align with the Environment Levy’s tag line “Your Environment Levy in action”:

· Buying, protecting and enhancing environmentally significant land

· Delivering on-ground environmental projects

· Engaging and supporting the Sunshine Coast community

· Building our knowledge (monitoring and research) and

· Other environmental operational activities.

Program delivery has supported the implementation of Council’s Environment and Liveability Strategy 2017 (ELS) which is assisting to transform the Sunshine Coast to deliver a healthy environment and liveable Sunshine Coast in 2041.

The Environment Levy Program outcomes have been summarised under a number of the Environment and Liveability Strategy’s Transformational Actions.

Connecting nature and people

Connecting our valued habitat areas to support our native flora and fauna and providing the community with opportunities to participate in conservation and to experience the natural environment.

The Environment Levy has supported the management of lands acquired through the Levy to expand the conservation estate and delivered a successful partnerships and grants program to engage and support the community in their conservation efforts.

Achievements include:

· $1.40 million managing land acquired through the Environment Levy.

· $610,000 supporting 19 Environment Levy partnership groups and more than 16,000 provided in grants to community-based organisations doing great environmental projects.

· $327,088 awarded through Landholder Environment Grants to 83 private landholders to carry out key environmental projects that support a healthy environment more broadly.

· 27,900 seedlings and 171 nest boxes were distributed to Land for Wildlife members.

Stopping the brown from coming down

Partnering with rural, urban and development industries to reduce the impacts of sediment, nutrients and pollutants on waterway health.

The Environment Levy has invested in improving the health of our catchments and waterways in engaging, educating and supporting the community and industry in fostering sustainable practices through improved erosion and sediment control.

Achievements include:

· $211,500 invested into erosion and sediment control for waterways improvement and protection.

· Continued use of the first Regional Erosion & Sediment, Education & Trial facility to build knowledge, skills and capacity in erosion and sediment control practices for staff and industry.

· The Construction Management and Waterway Protection Taskforce, created to foster best practice in construction management through improved erosion and sediment control, was awarded the national award from Stormwater Australia for ‘Excellence in Policy & Education’.

Healthy coast

Providing a strategic and coordinated approach to the protection, sustainable use and enjoyment of our dunes, beaches, rocky shores and near-shore marine waters.

The Environment Levy has continued to support a proactive approach to coastal management in delivering healthy, resilient, and usable coastal areas.

Achievements include:

· More than $1 million invested to support biodiversity and scenic amenity of our coastal reserves through dune rehabilitation and shoreline erosion management.

· Almost 300 hectares managed through the coastal foreshore network.

· Continued investment in the development of the Coastal Health Report - the first coast-wide assessment of the environmental condition and use of our beaches, headlands, lower estuaries, and coastal lagoons.

Managing our invasive plants and animals

Providing a collaborative, effective and efficient response to the management of invasive plants and animals to reduce their social, economic and environmental impacts.

The Environment Levy has continued to support the delivery of invasive plant and animal management activities in accordance with the Sunshine Coast Local Government Area Biosecurity Plan.

Achievements include:

· Continuation of a 3-year Weed Management Pilot Program including trialling of new technologies, ongoing engagement of an Invasive Weeds Taskforce, and delivery of weed management demonstration sites.

· $324,000 to fund invasive plant and animal officer positions to support the delivery of the Plan.

· $116,000 invested into community engagement on biosecurity issues and to support on-ground pest actions.

· $20,000 invested into the restoration of endangered riparian rainforest through the control of the invasive weed Cat’s claw creeper on the North Maroochy River.

An involved community

A major engagement program to inspire and empower the community to value the environment and play their part in a liveable, sustainable and resilient future.

The Environment Levy has continued to support a range of community engagement and education projects to foster an involved community – one that values the environment and has the capacity to contribute towards the liveability, sustainability and resilience of the Sunshine Coast.

Achievements include:

· 252 students from 20 schools were engaged through the Kids in Action Program - exploring the theme of Catchment Connections: Mountains to the Sea. The program connects schools with local environment groups and promotes learning exchanges between future and current environmental custodians.

· More than 4500 community members engaged with the Coastal Discovery Van at schools and community events.

· 830 people attended the 8^th Annual Australasian Bat Night.

· BatPod, a new education podcast launched this year, is a choose-your-own-adventure journey where listeners tackle a challenge conservation officers face on a regular basis – trying to balance the wellbeing of our community with local flying fox roosts.

Building our knowledge

Enabling evidence-based decisions for a healthy environment and liveable Sunshine Coast.

The Environment Levy supports a range of targeted monitoring, modelling, research, and other data collection activities to inform evidence-based decision making, and current and future management actions.

Achievements include:

· A total investment of $195,000 into shorebird, fauna movement, koala and macropod research and implementation.

· Continued investment of $137,000 into the monitoring of the Pumicestone, Upper Stanley, Mooloolah and Maroochy River catchments through the Healthy Land and Waterways Partnership.

Legal

There are no legal implications to this report.

Policy

Council’s Corporate Plan 2023-2027 advances our vision for the Sunshine Coast as Australia’s most sustainable region - Healthy. Smart. Creative. The plan identifies the goal for ‘our environment and liveability’ – our natural assets, healthy environment and liveability credentials are maintained and enhanced.

The Environment Levy Program is a key funding source for the implementation of the Sunshine Coast Environment and Liveability Strategy 2017 which provides the long-term strategic direction in response to this goal.

Risk

The annual communication of the Environment Levy Program achievements will assist to make the wider community and key stakeholders aware of the outcomes achieved by Council and the community volunteers through the Program.

Previous Council Resolution

Ordinary Meeting 17 November 2022 (OM22/97)

That Council:

(a) receive and note the report titled “Environment Levy Annual Report 2021/22”

(b) note the Environment Levy Annual Report 2021/22 (Appendix A) for the purpose of promoting Environment Levy outcomes and

Related Documentation

Ÿ Sunshine Coast Council Corporate Plan 2023-2027

Ÿ Sunshine Coast Environment and Liveability Strategy 2017

Ÿ Sunshine Coast Council Environment Levy Policy

Critical Dates

There are no critical dates that relate to this report.

Implementation

The dissemination and promotion of the Annual Report will be undertaken in consultation with the Communication Branch.

Ordinary Meeting Agenda 16 November 2023

8.7 Arts and Heritage Levy Annual Report 2022/23

File No: Council Meetings

Authors: Coordinator Cultural Heritage Services

Economic & Community Development Group

Coordinator Creative Arts and Events

Economic & Community Development Group

Appendices: App a - Arts and Heritage Levy Annual Report 2022/23..... 211 ⇩

purpose

The purpose of this report is to present the Arts and Heritage Levy Annual Report 2022/23 to Council for consideration.

Executive Summary

As outlined in the Arts and Heritage Levy Annual Report 2022/23 (Appendix A), the Arts and Heritage Levy, charged to all rateable properties in the Sunshine Coast Local Government Area, raised $2,428,829, which enabled Council to deliver a suite of programs to achieve the outcomes articulated in the Sunshine Coast Arts Plan 2018-2038 and the Sunshine Coast Heritage Plan 2021-2031.

The 2022/23 Arts Program, with a contribution of $455,862 from the Arts and Heritage Levy, provided:

· $55,000 to achieve creative business development outcomes

· $33,424 to develop First Nations creative arts programs

· $83,629 to attract creative businesses to base themselves in the region

· $93,776 to support a competitive Creative Industries Investment Program for local artist initiatives

· $32,500 to deliver artist-in-residence programs for local artists

· $70,000 to support the development of a culture of arts philanthropy in the region

· $56,501 to undertake audience development planning

The 2022/23 Heritage Program, with a contribution of $2,019,833 from the Arts and Heritage Levy ($1,972,967), plus donations and restricted cash, provided:

· $20,000 for the Historian in Residence program, with two research topics: Farming practices in the region; and the impact of World War II

· $201,681 invested in the conservation of the region’s heritage assets including State heritage-listed Landsborough Shire Council Chambers (Landsborough Museum), with its collection of over 14,000 objects; and State heritage-listed Bankfoot House, with its nationally significant collection

· $233,096 for research into regional stories, digitisation of significant regional collections, and engaging our community with heritage through digital stories, heritage trails, and online content

· $165,301, provided through grants programs, to support community museums, historical societies, and First Nations groups, including support for cultural heritage projects developed in collaboration with Kabi Kabi Peoples, Jinibara Peoples and Descendants of Australian South Sea Islander peoples

· $161,064 to complete the Feasibility Assessment for the Regional Collection Store Project

· $106,614 to support the region’s community museums and historical societies through practical workshops, professional development, community programs, collaborative marketing and events

· $98,941 to support regional heritage programs and events, including the annual Heritage Festival celebrations, Sunshine Coast Open House and the Horizon Festival program at Bankfoot House.

The Arts and Heritage Levy significantly enhances Council’s ability to support arts and cultural heritage outcomes in the community, through mentoring and development initiatives, programs, events, and targeted projects. Council recognises the important role that both sectors and industries play in shaping and influencing our sense of community, belonging, cultural vitality and identity in a time of unprecedented growth and change.

Officer Recommendation

That Council:

(a) receive and note the report titled “Arts and Heritage Levy Annual Report 2022/23”

(b) note the Arts and Heritage Levy Annual Report 2022/23 (Appendix A) for the purpose of promoting Arts and Heritage Levy outcomes, and

(c) acknowledge and thank the volunteers of the region’s community museums, heritage associations and groups, and the artists and creative communities, that have contributed to the delivery of the Arts and Heritage Levy program outcomes for 2022/23.

Finance and Resourcing

In 2022/23, the Arts and Heritage Levy generated $2,428,829 in revenue.

Table 1 provides an overview of the Arts Program revenue and expenditure for each of the funding sub-programs as at 30 June 2023.

Table 1: 2022/23 Arts Program actuals (revenue and expenditure) as at 30 June 2023

Revenue	2022/23 Actuals
Arts component of Levy Revenue	$455,862
Total Revenue	$455,862

Expenditure by Area	2022/23 Actuals
Creative business development	$55,000
First Nations creative arts programs	$33,424
Attracting creative businesses to the region	$83,629
Creative Industries Investment Program	$93,776
Artist in residence programs	$32,500
Developing arts philanthropy	$70,000
Audience development planning	$56,501

Restricted Cash Funds (Arts, as per Arts and Heritage Levy Policy)
Arts Levy Futures Fund	$31,032
Total Actual Expenditure	$455,862

Table 2 provides an overview of the Heritage Program revenue and expenditure for each of the funding sub-programs as at 30 June 2023.

Table 2: 2022/23 Heritage Program actuals (revenue and expenditure) as at 30 June 2023

Revenue	2022/23 Actuals
Heritage component of Levy Revenue	$1,972,967
Sales and Donations	$6,866
Restricted Cash Funding	$40,000
Total Revenue	$2,019,833

Expenditure by Outcome (Heritage Plan 2021-31)	2022/23 Actuals
Knowledge	$109,768
Conservation	$229,921
Support	$471,159
Communication	$223,401
Advocacy and Management	$487,515

Restricted Cash Funds (Heritage, as per Arts and Heritage Levy Policy)
Built Heritage Conservation Fund	$79,016
Heritage Levy Futures Fund	$419,053
Total Actual Expenditure	$2,019,833

Table 3 provides the balances for the Heritage Program restricted cash funds as at 30 June 2023.

Table 3: 2022/23 Heritage Program Restricted Cash Balances as at 30 June 2023

Restricted Cash	Balance
Heritage Levy Futures Fund (established 2016/17)	$4,490,611
Built Heritage Conservation Fund	$207,954
Heritage Levy (unallocated Levy funding prior to the establishment of the Heritage Levy Futures Fund)	$339,754
Total (Heritage) Restricted Cash	$5,038,319

Corporate Plan

Corporate Plan Goal: Our strong community.

Outcome: 1.5 - Creative and innovative approaches to building a strong community.

Operational Activity: 1.5.2 Plan and coordinate Council’s Arts Levy Program to deliver an annual program of developmental opportunities for the creative sector, and inline with the Sunshine Coast Arts Plan 2018-2038 coordinate the delivery of the Regional Arts Development Fund and deliver an engaging Regional Gallery program of exhibitions and events, including the Sunshine Coast Art Prize.

1.5.3 - Develop the annual Heritage Levy program to support the implementation of priority activities and projects identified in the Sunshine Coast Heritage Plan 2021-2031 including: next stage planning for the Sunshine Coast Regional Collection Store, delivery of activation events for Bankfoot House and the Landsborough Museum, building the capacity of the region’s network of heritage community organisations, and support to First Nations priority projects.

Consultation

Councillor Consultation

· Councillor R Baberowski - Portfolio Councillor, Community (Arts, Heritage, Transport)

Internal Consultation

· Finance Branch

External Consultation

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

Community Engagement

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

Proposal

In 2022/23, the Heritage Levy, paid by all rateable properties as part of the annual rates payment, was expanded to include the Arts. It was renamed the Arts and Heritage Levy and increased by $3 to $16, with $3 going directly to achieve the vision and goals of the Sunshine Coast Arts Plan 2018-2038 (Arts Plan), and $13 directed to the Heritage Program which achieves the outcomes of the Sunshine Coast Heritage Plan 2021-2031 (Heritage Plan).

The Arts and Heritage Levy Annual Report 2022/23 (Appendix A) has been produced to communicate the achievements of the Arts and Heritage Levy to ratepayers and the broader community.

Revenue collected from the Arts and Heritage Levy is allocated towards the Art and Heritage Levy Programs which are developed annually to align with their relevant strategic plans and the Arts and Heritage Levy Policy.

Arts Program

The Arts component of the Arts and Heritage Levy provided revenue of $455,862 in 2022/23 to:

- develop local artists and local content

- grow local participation and audiences, and

- embed art and creativity into the identity and experience of the Sunshine Coast as articulated via the goals within the Sunshine Coast Arts Plan 2018-2038.

The key achievements under the Arts Program include:

· 280 Artists / Arts Workers employed

· 82 First Nations Artists / Arts Workers employed

· 136 volunteers

· 19 initiatives supported / delivered

· 2512 participants in initiatives

· 8104 audience of initiatives

· 93% average satisfaction rate.

Arts Program initiatives delivered or supported include:

· Project 24 artist-in-residence opportunities @ 2nd Space in Nambour

· The Sunshine Coast Arts Foundation, to encourage the development of a culture of arts philanthropy in the region

· An audit and opportunities report to support the targeting and messaging in attracting artists, arts tourists and arts businesses to the region

· Audience development plans for regional arts initiatives including Caloundra Regional Gallery, ArtsCoast and Horizon Festival.

· Negotiations to bring the REMIX Summit – a global creative arts initiative - to the region in 2024 to showcase our artists and our place, including targeted familiarisations with prospective creative businesses to establish themselves in the region.

· The Creative Industries Investment Program, which provided funding for established arts and cultural initiatives that support the strategic development of the local arts ecology and deliver significant cultural benefit to the region including:

o IN | artist run initiative - IN | SITE program: a program of exhibitions, events, performances, and residencies with a focus on site and place at the Old Lock Up, Maroochydore

o Munimba-ja – Blak Creatives: a series of Indigenous led networking and professional development opportunities embedding cultural safety to support First Nations artistic endeavours on the Sunshine Coast

o Outspoken Maleny: an extended literary festival consisting of programmed conversations with writers. Each conversation presents two authors - a major name and an emerging name. The interviews are published as podcasts and available on major streaming services

o Red Chair - The COMPASS Project: a micro touring circuit program of nine performing arts tours (36 concerts) presenting both local and visiting contemporary music-based productions of various genres, including classical, folk, world, popular, comedy and cabaret in diverse venues across the Sunshine Coast

o Sunshine Coast Arts Industry Precinct – Old Ambo TAKEOVER Project: to activate the Black Box Theatre, RAMP and Galleries with diverse contemporary artist-led programming

o Sunshine Coast Creative Alliance - Annual Creative Development Program: a program of activities to promote and develop professional contemporary practices and stimulate connection and collaboration. The program includes Good Chats and Big Chats events, professional masterclasses, Critical Light industry development and co-presentation of The Refinery creative incubator program

o Sunshine Coast Film Festival: presented a diverse program of cinema including European, World, Art House and First Nations content. The festival provides industry development experiences including a professional round table event and opportunities for screening local original work.

· First Nations led programs including:

o The inaugural Blak Refinery to run alongside the Refinery creative incubator program

o Elder-in-Residence program designed to provide support and advice in culturally appropriate ways

o Artist-in-Residence opportunities for three First Nations artists as part of Project 24.

Heritage Program

The Heritage component of the Arts and Heritage Levy provided $1,972,967 in 2022/23 to document, research, conserve, protect, promote and provide access to items, places, facilities and events that define the stories, history and values of the people, communities and culture of the Sunshine Coast.

The Heritage Program is used to achieve Council’s vision for heritage in the region “Our heritage is our gift for the future”, as identified in the Sunshine Coast Heritage Plan 2021-2031, and its five key heritage outcome areas: Knowledge; Conservation; Support; Communication; and Advocacy.

The key achievements under the Heritage Program include:

· 133 events and public programs to 15,044 attendees

· 94,597 visits to Council’s Heritage website

· 21 volunteers, 4579 hours contributed

· 4332 visitors to Bankfoot House, Including 1242 school students experiencing education programs

· 5796 Visitors to Landsborough Museum

· 93% Average Satisfaction Rate.

Initiatives delivered or supported include:

· Knowledge Projects:

o The Historian in Residence program – two professional Historians completed research and delivered a series of public programs on their topics – Farming Practices in the Region; and The Impact of World War II.

o Ongoing digitisation of significant regional collections, including over 6,000 items from the Bill Robinson Collection. This project includes making these collections accessible online, linked to a searchable platform.

o Ongoing improvements and training for the Collections database to improve visitor experience and search functions.

· Conservation Projects:

o Maintenance projects aligned to Conservation Management Plans at Bankfoot House and Landsborough Museum, ensuring best practice management of these state heritage listed places.

o Operations and programming at Council’s heritage facilities are continuing to activate these sites, delivering exceptional services, events large and small, engaging programs for diverse age groups, and growing their profiles within the community.

o At Bankfoot House, education programs continue to grow in popularity and frequency, hosting schools from Beerburrum, Bli Bli, Buddina, Buderim, Burnside, Caloundra, Coolum, Currimundi, Eudlo, Glass House Mountains, Kuluin, Landsborough, Meridan Plains, Palmwoods and Ipswich this financial year: 130 adults and 1112 children (1242 total, compared to 877 total in 2021/22).

o Bankfoot House saw increased visitation in 2022/23 with 4332 visitors, compared to 3778 in 2021/22.

o At Landsborough Museum, significant improvements to the visitor experience were completed including opening the original 1924 building with the removal of some non-original walls; interpretation of the former Shire Council Chambers; decluttering of circulation spaces; and a revitalisation of the exhibitions from typological groupings to a thematic storyline featuring key people and places from the region. The Museum was relaunched in May 2023.

o Landsborough Museum saw a significant increase in visitation for 2022/23 with 5796 visitors compared to 1612 in 2021/22 (prior to Council management).

o Ongoing improvements to collection management and storage of artefacts in the Cultural Heritage Collection (see also Collection Store project below).

· Support Projects:

o Professional development and support programs for local museums and the heritage sector, through workshops, hands-on skills sessions and access to expert advice. External industry professionals completed Interpretation Plans and Preservation Needs Assessment Reports for a number of community museums to help them prioritise and plan for the future.

o The Collections Store Feasibility Assessment was completed, and a project to progress the Detailed Design will commence in 2023/24.

o Funding of $165,301 in heritage grants to the community.

o Interpretive projects and digital stories included: Woombye Heritage Trail; Maleny Show Centenary film; Jinibara Elders sharing traditional knowledge, through digital stories; and an additional project on the Fishing Industry in Caloundra is due for completion later in 2023.

o Community events and programs included: First Nations Family Fun Day at Bankfoot House; the Landsborough Museum Street Festival; collaborative film screenings for Harmony Week and Reconciliation Week at local film festivals; and Sunshine Coast Open House (sponsorship).

o Other achievements: 133 events and public programs, with over 15,000 attendees, including Museum Mystery Madness (school holiday program across the region), Historian in Residence, Heritage Talks, and Sector Development Programs; and 94,597 visits to the Heritage website.

· Communication Projects:

o Regional Heritage Discovery Guide reprinted, and associated marketing campaign developed and promoted at business/tourism events.

o Support for tertiary students and early-career heritage professionals through the Cultural Heritage Prize, awarded through a sponsorship agreement with the University of the Sunshine Coast – four student prizes ($500 each) awarded annually, and two internship positions provided through Council’s My Summer Workplace Program.

o The Dicky Beach interpretive display was delivered in partnership with Council’s Parks and Gardens branch.

· Advocacy and Management Projects:

o The Cultural Heritage Services Team consists of four Full Time Equivalent staff to manage key programs relating to sector development; heritage and community grants; marketing; Bankfoot House including delivering tours, programming, and volunteers; managing Landsborough Museum including programming and volunteers; managing Council owned heritage collections; and built heritage project support.

o The Cultural Heritage Services team worked with other areas of Council, government and community groups to provide advice for a number of heritage listed places and projects including: Eumundi Placemaking; Buderim Village Park; Yandina signage; Maleny Placemaking; Bli Bli Headmasters Cottage; Woombye Placemaking; Beerwah Depot; Montville Memorial Hall and precinct; The Bails, Maleny; Fairview, Maleny; Point Cartwright and La Balsa Park; Caloundra Lighthouses; Jowarra Park, Beerwah; and the SS Dicky.

As per the Arts and Heritage Levy Policy, $79,016 (4%) of the Heritage Program for 2022/23 was allocated to the Built Heritage Conservation Fund (restricted fund) to support maintenance programs for heritage listed, Council owned, community leased properties. Unfortunately, despite several projects being identified for funding support, supplier delays meant these projects could not be supported within the financial year. The full amount was moved into the corresponding restricted cash fund at the end of the financial year.

$419,053 of the Heritage Program for 2022/23 was allocated to the Heritage Levy Futures Fund (restricted fund) to support a Regional Collections Store and Interpretive Facility, with a $161,064 Feasibility Assessment Project for the Regional Collection Store completed in 2022/23 (see Support above).

Any unspent Arts Program funding has been allocated to the Arts Levy Futures Fund (restricted fund) at the end of the financial year. This equated to $31,032 in 2022/23.

Legal

There are no legal implications relevant to this report.

Policy

The Sunshine Coast Arts Plan 2018-2038, the Sunshine Coast Heritage Plan 2021-2031, and the Arts and Heritage Levy Policy 2022 provide strategic direction and structure for the Arts and Heritage Levy.

The Arts and Heritage Levy is a key funding source for the implementation of both of these long-term plans.

The annual Arts and Heritage Levy Program is developed in alignment with these documents and is endorsed by Council as part of the budget process.

Risk

The Arts and Heritage Levy Policy does not stipulate the requirement to develop an annual report. However, communication of the annual Arts and Heritage Levy Program achievements ensures that the community and key stakeholders, are aware of the outcomes achieved through the Arts and Heritage Levy.

Previous Council Resolution

Ordinary Meeting 17 November 2022 (OM22/98)

That Council:

(a) receive and note the report titled “Cultural Heritage Levy Annual Report 2021/22”,

(b) note the Cultural Heritage Levy Annual Report 2021/22 (Appendix A) for the purpose of promoting Heritage Levy outcomes, and

(c) acknowledge and thank the volunteers of the region’s community museums, heritage associations and groups that have contributed to the delivery of the Heritage Levy program outcomes for 2021/22.

Ordinary Meeting 25 February 2021 (OM21/11)

That Council:

(a) receive and note the report titled “Sunshine Coast Heritage Plan 2021-2031”

(b) adopt the “Sunshine Coast Heritage Plan 2021-2031” (Appendix A) and

(c) authorise the Chief Executive Officer to make necessary minor administrative amendments to finalise the “Sunshine Coast Heritage Plan 2021-2031” to allow for final editing and publication.

Ordinary Meeting 16 August 2018 (OM18/127)

That Council:

(a) receive and note the report titled “Sunshine Coast Arts Plan 2018-2038” and

(b) adopt the “Sunshine Coast Arts Plan 2018-2038” (Appendix A).

Related Documentation

· Sunshine Coast Council Corporate Plan 2023-2027

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Heritage Plan 2021-2031

· Sunshine Coast Arts Plan 2018-2038 (now the Sunshine Coast Creative Arts Plan 2023-2038)

· Arts and Heritage Levy Strategic Policy 2022

Critical Dates

There are no critical dates that relate to this report.

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 Heritage 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 16 November 2023

8.8 Creative Industries Investment Program Funding Recommendations 2024-2025

File No: Council Meetings

Author: Coordinator Creative Arts and Events

Economic & Community Development Group

Appendices: App a - Creative Industries Investment Program Funding Recommendations 2024-2025.................................................................................. 227 ⇩

purpose

This report seeks Council consideration and endorsement of funding recommendations for the Creative Industries Investment Program 2024-2025.

Executive Summary

The Creative Industries Investment Program is identified as an initiative in the Arts Program presented to Council as part of the Arts and Heritage Levy 2022/23. The Creative Industries Investment Program provides up to three years of funding to organisations and groups for established creative arts and cultural initiatives that support the strategic development of the local creative arts ecology and deliver significant cultural benefit to the Sunshine Coast region. Registered not-for-profit organisations, groups, collectives, and businesses are eligible to apply. While there is a recommended funding level of between $5,000 and $20,000, more funding may be awarded to initiatives that demonstrate existing and ongoing significant cultural benefit to the region. The Creative Industries Investment Program is jointly funded through Council’s Arts and Heritage Levy and the Sunshine Coast Regional Arts Development Fund (RADF). The Program sits under the governance and administration processes already in place for RADF, which is guided by the terms of Council’s partnership with Arts QLD. This report recommends a total of $45,000 be awarded per year for two years (2024-2025) to three initiatives as outlined in the Creative Industries Investment Program Funding Recommendation 2024-2025 (Appendix A).

There were no unsuccessful submissions.

Officer Recommendation

That Council:

(a) receive and note the report titled “Creative Industries Investment Program Funding Recommendations 2024-2025” and

(b) endorse the Creative Industries Investment Program Funding Recommendations (2024-2025) (Appendix A).

Finance and Resourcing

The Creative Industries Investment Program is jointly funded through Council’s Arts and Heritage Levy and the Sunshine Coast Regional Arts Development Fund (RADF).

There is one Creative Industries Investment Program round per financial year and funding is allocated (subject to annual budget considerations) for one-, two- or three-year periods. As 2023/24 is the second year of the current three-year cycle, it was determined that a maximum of two years of funding would be allocated in this round.

There are existing commitments totalling $130,000 for seven initiatives that were awarded multiple years of funding in the 2023 round (for 2023-2025 funding), endorsed at Council’s Ordinary Meeting of 8 December 2022 (OM22/107). This is comprised of $90,000 supported through the 2023/24 Arts and Heritage Levy and $40,000 supported through the 2023/24 Regional Arts Development Fund (RADF).

This report recommends a total of $45,000 in funding for 2023/24 to be supported by Council’s Arts and Heritage Levy.

The 2023/24 Creative Industries Investment Program budget of $175,000 is sufficient to support the recommendations in this report. Table 1 below provides details.

As funding is allocated for the two-year funding period, the recommendations in this report have implications for future budgets.

Creative Industries Investment Program Budget	2023/2024	2024/2025
Arts and Heritage Levy funding
2024 Round - Recommendations	$45,000	$45,000
2023 Round - Existing Commitments	$90,000	$90,000
RADF partnership funding
2024 Round - Recommendations	-	-
2023 Round - Existing Commitments	$40,000	$40,000
TOTAL EXPENDITURE	$175,000	$175,000

Table 1. Budget implications

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: 1.5 - Creative and innovative approaches to building a strong community

Operational Activity: 1.5.2 Plan and coordinate Council’s Arts Levy Program to deliver an annual program of developmental opportunities for the creative sector and, in line with the Sunshine Coast Arts Plan 2018-2038 coordinate the delivery of the Regional Arts Development Fund, and deliver an engaging Regional Gallery program of exhibitions and events including the Sunshine Coast Art Prize.

Consultation

Councillor Consultation

Councillor R Baberowski – Portfolio Councillor, Community (Arts, Heritage, Transport)

Internal Consultation

Internal assessment panel membership:

· Coordinator, Creative Arts and Events, Arts Heritage and Libraries.

Council officers with relevant expertise including:

· Team Leader Creative Development, Arts, Heritage & Libraries

· Creative Development Officer (Projects and Funding)

· First Nations Creative Development Officer

External Consultation

External assessment panel membership:

Council’s Regional Arts Development Fund assessment panel is a consultative group of industry professionals that support delivery of the Regional Arts Development Fund grants program, consisting of industry experts representing diverse creative practice.

Due to the small number of applications received, a reduced assessment panel of two Regional Arts Development Fund panel members were invited to assess the 2024 Creative Industries Investment Program applications. These panel members were selected based on their area of expertise and identified conflicts.

Community Engagement

There was no broad community engagement undertaken.

Proposal

Background

The Creative Industries Investment Program provides up to three years of funding to registered not-for-profit organisations, groups, collectives, and businesses for established creative arts and cultural programs, events and initiatives that support the strategic development of the local creative arts ecology and deliver significant cultural benefit to the Sunshine Coast region.

There is a recommended funding level of between $5,000 and $20,000. However, more funding may be awarded for initiatives that demonstrate existing and ongoing significant cultural benefit to the region.

Funding is available to support expenses directly related to program delivery such as marketing, contractor and artist fees and production costs. Successful recipients of the Creative Industries Investment Program are required to participate in a capacity development program as part of their funding agreement. The aim of the development program is to work with the recipients to identify and develop skills and networks that may help their programs become sustainable outside of Council’s investment program.

Offering multi-year funding provides funding certainty for local creative organisations, groups and businesses delivering significant cultural initiatives.

The Creative Industries Investment Program was identified as an initiative in the Arts Program presented to Council as part of the Arts and Heritage Levy 2022/23.

The Creative Industries Investment Program is jointly funded through Council’s Arts and Heritage Levy and the Sunshine Coast Regional Arts Development Fund (RADF).

The Program sits under the governance and administration processes already in place for Regional Arts Development Fund, which is guided by the terms of Council’s partnership with Arts QLD and sits outside the Community Grants Policy.

The framework and criteria for the Creative Industries Investment Program was developed to ensure an equitable, accountable, and transparent process for the creation of funding partnerships between Council and successful recipients. This also enables distribution and acquittal of financial assistance to be undertaken in accordance with government guidelines and standards.

Program outcomes

The outcomes of the Creative Industries Investment Program align with the goals of the Sunshine Coast Arts Plan 2018-2038*.* As application and assessment processes were conducted prior to endorsement of the Sunshine Coast Creative Arts Plan 2023-2038, the 2024 Creative Industries Investment Program Guidelines speak to the inaugural Sunshine Coast Arts Plan 2018-2038. Program guidelines will be updated to align with the new Plan ready for the opening of the next round.

2024 Creative Industries Investment Program Round (2024-2025 funding)	Applications received	Funding requested	Proposals recommended	Funding recommended (GST exc.)	% Applicants recommended
2024 Creative Industries Investment Program	3	$58,600	3	$45,000	100%

Table 2. Summary of Recommendations

Program outcomes

Based on self-reported data collected through the application process, funding of $45,000 to the recommended three initiatives will support approximately:

· 74 artists, creative practitioners and producers

· 20 First Nations artists and creative practitioners

· Provide direct opportunities to 124 participants and 5800 audience members

· 93 volunteers

· 71 partnerships

· total programs’ value of $368,300.

Legal

The act of providing funding does not, of itself, raise issues of legal liability for Council. Rather it is the conduct of the funding recipient in carrying out what may be considered a local government type activity that could have some legal liability exposure issues for Council.

This will be mitigated, as best as is possible, by having the successful funding applicants enter into Agreements that clearly articulate the relationship between the parties. This will include requirements for reporting, acquittal, and any conditions of funding to be met prior to funding being awarded and/or during the investment term.

Policy

The Creative Industries Investment Program sits under the governance and administration processes already in place for the Regional Arts Development Fund, which is guided by the terms of Council's partnership with Arts Queensland.

Risk

Council’s well established best practice model in the governance and administration of community grants programs has been incorporated into the development of the structure, eligibility criteria, application, assessment, approval, and administration processes.

There is minimal financial risk associated with the Creative Industries Investment Program financially supporting identified eligible organisations and groups due to the ongoing working relationships between these organisations and groups and Council officers. This relationship is supported by a capacity development program in which the successful applicants are required to participate, individually tailored funding agreements and the requirement for mid-term check-in discussions and annual funding acquittal reports.

The funding recommended for 2023/24 and 2024/25 will be supported by Council’s Arts and Heritage Levy. If this funding source was not available in subsequent years, then alternate funding sources would need to be identified.

Previous Council Resolution

Ordinary Meeting 8 December 2022 (OM22/107)

That Council:

(a) receive and note the report titled “Creative Industries Investment Program Funding 2023-2025” and

(b) endorse the Creative Industries Investment Program Funding Recommendations - Supported (Appendix A).

Related Documentation

· Regional Economic Development Strategy 2013-2033

· Sunshine Coast Environment and Liveability Strategy 2017

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Council Corporate Plan 2023-2027

· Sunshine Coast Council Operational Plan 2022/23

· Arts and Heritage Levy Policy 2023

· Sunshine Coast Arts Plan 2018-2038

· Creative Industries Investment Program Guidelines

Critical Dates

The due date for acquittals of 2024 Creative Industries Investment Program allocations (2023/2024 financial year funding) is 28 February 2025, as funding is to deliver initiatives in the 2024 calendar year (January-December 2024).

The end date for all existing partnerships in this three-year cycle is 31 December 2025.

Implementation

Should Council endorse the recommendations in this report, the applicants will be notified of the recommended funding amount, funding conditions including reporting and acquittal requirements, and any conditions to be met prior to funding being processed and/or during the investment term.

Funding will be distributed once online agreements are submitted to Council and any specific conditions are met. Recipients will be required to follow the Creative Industries Investment Program acknowledgment guidelines acknowledging Council’s support for their initiative.

The names of the successful Creative Industries Investment Program organisations, groups and initiatives will be posted on Council’s website.

Ordinary Meeting Agenda 16 November 2023

8.9 Establishing a Proposed Sunshine Coast Dark Sky Reserve

File No: Council Meetings

Author: Senior Policy & Research Officer

Liveability & Natural Assets Group

Appendices: App a - Proposed Dark Sky Reserve.................................... 237 ⇩

App b - Eligibility Assessment Briefing Paper for Proposed Dark Sky Reserve 239 ⇩

Attachments: Att 1 - Sunshine Coast Light Pollution Map......................... 249 ⇩

purpose

The purpose of this report is to present an update and required next steps to progress the proposal to establish a Sunshine Coast Dark Sky Reserve for Council consideration and support.

Executive Summary

Through implementation of our Environment and Liveability Strategy, Council has sought to investigate and implement mechanisms that enhance liveability across the region and attain national and international recognition of our natural assets and environmental initiatives. Our international designation in June 2022 as a Biosphere Reserve provides an example of such a mechanism and recognises the special place where we are striving to live, work and play sustainably.

To complement our biosphere designation, Council has been considering potential mechanisms to recognise the values associated with our night skies. Our night sky is an important aspect of our valued Sunshine Coast landscape and character and the recognition, protection and celebration of dark skies forms part of our strategic directions to preserve our distinctive and diverse landscapes. A dark sky is the natural occurrence of the sky at night free from human-caused light pollution.

Light pollution is the excessive use of artificial light. The amount of light pollution on the Sunshine Coast could be expected to increase as our population increases across the next 20 years and beyond. Attachment 1 presents a map of light pollution on the Sunshine Coast. Responding to such a challenge and planning for the management of our night skies (by reducing light pollution) can deliver many benefits to the community and our natural environment including health and wellbeing, emissions reduction and wildlife friendly habitat outcomes.

Following a review of potential mechanisms to support the protection of Sunshine Coast night skies, the International Dark Sky Places Program was identified as the most suitable mechanism. In November 2020, Council resolved (OM20/121) to support further investigations with targeted input, to scope potential Sunshine Coast Dark Sky Place designations and associated location/s, requirements, benefits and report back to Council for consideration. In response, a three-phased approach – 1: investigations, 2: community engagement and supporting technical documentation, and 3: application preparation has been identified.

Phase 1: Investigations

To scope potential Sunshine Coast Dark Sky Place designations and associated location/s, the following investigations have been undertaken:

· Dark sky place designations assessment

· Preliminary feasibility assessment and technical analysis

· Targeted stakeholder input and

· Determination of existing Council initiatives which could support achieving dark sky place objectives.

Investigations undertaken indicate that the establishment of a Dark Sky Reserve that encompasses the Mary River catchment boundary and adjoining State Protected Areas within the Sunshine Coast local government area would meet the requirements of the International Dark Sky Places Program and would assist to protect and maintain the existing night sky quality of this area.

Appendix A identifies the spatial extent of the proposed Dark Sky Reserve and incorporates information relating to key requirements of such a designation under the International Dark Sky Places Program, including a specified protected core area (Kirbys Road Environment Reserve) and sky quality readings.

An eligibility assessment briefing paper for the proposed Dark Sky Reserve (Appendix B) was considered by the International Dark Sky Association and in-principle support was provided for an application to be made.

Phase 2: Community engagement and supporting technical documentation.

Prior to making a formal application to the International Dark Sky Association for a dark sky reserve for the proposed area, a number of important steps still remain. These include:

· community engagement

· the preparation of a lighting inventory and lighting management plan

· demonstration of proactive action to manage light pollution including community commitment, and

· promotion of community participation in managing and increasing awareness of night sky quality.

Subject to community and Council support, Phase 3 would prepare and submit an application to the International Dark Sky Association for consideration.

This report seeks Council’s support to progress Phase 2 - Community engagement and preparation of supporting technical documentation as part of a phased approach to establish a proposed Sunshine Coast Dark Sky Reserve.

Officer Recommendation

That Council:

(a) receive and note the report titled “Establishing a Proposed Sunshine Coast Dark Sky Reserve”

(b) note the spatial extent of the proposed Dark Sky Reserve within the Mary River Catchment and adjoining State Protected Areas within the Sunshine Coast Local Government Area (Appendix A)

(c) note the Eligibility Assessment Briefing Paper submitted to International Dark Sky Association to support investigations to progress the establishment of the proposed Dark Sky Reserve (Appendix B) and

(d) delegate authority to the Chief Executive Officer to commence the following, and report back to Council to confirm next steps:

(i) a phased community engagement process during 2023-2024 to seek feedback on the proposal to establish a Dark Sky Reserve designation under the International Dark Sky Places Program for the identified area, and

(ii) the preparation of required technical documentation to support the project.

Finance and Resourcing

Investigations undertaken to date have been funded within approved operational budgets.

Funding to deliver Phase 2 - Community engagement and supporting technical documentation (lighting inventory and lighting management plan) is proposed to be resourced and funded through the endorsed Environment and Sustainability Policy Branch operating budget.

Phase 3 – application preparation (subject to community and Council support) to seek a Dark Sky Place designation can take between 1-3 years. Funding required to demonstrate proactive action to manage light pollution in the proposed area, would need to be considered as part of existing programs and initiatives and the annual budget development process. Once a designation is achieved, there would be a requirement for ongoing implementation activities, including events, light management, governance, and reporting.

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

Councillors were engaged in regard to preliminary investigation findings.

· Councillor M Suarez and Councillor P Cox – Environment and Liveability Portfolio Councillors

· Councillor W Johnston – Division 5 Councillor

· Councillor D Law - Division 10 Councillor

Internal Consultation

Input to determine an appropriate Dark Sky Place designation and identification of existing Council initiatives that would support a dark sky place was provided by:

· Business and Innovation Branch

· Transport Infrastructure Management

· Environmental Operations Branch

· Project Delivery

· Economic Development

· Strategic Planning.

External Consultation

Targeted stakeholder input and/or data was sought from key stakeholders including Energex, relevant Queensland Government Departments, International Dark Sky Association and an Australasian Dark Sky Alliance board member.

Community Engagement

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

Proposal

Through implementation of our Environment and Liveability Strategy, Council has sought to investigate and implement mechanisms that enhance liveability across the region and attain national and international recognition of our natural assets and environmental initiatives. Our international designation in June 2022 as a Biosphere Reserve provides an example of such a mechanism that recognises the special place where we are striving to live, work and play sustainably.

Light pollution is the excessive use of artificial light. The amount of light pollution on the Sunshine Coast could be expected to increase as our population increases across the next 20 years and beyond. Attachment A presents a map of light pollution on the Sunshine Coast. Responding to such a challenge and planning for the management of our night skies (by reducing light pollution) can deliver many benefits to the community and our natural environment including health and wellbeing, emissions reduction and wildlife friendly habitat outcomes.

Phase 1: Investigations

To scope potential Sunshine Coast Dark Sky Place designations and associated location/s, a number of investigations have been undertaken.

Dark sky place designations assessment.

· The International Dark Sky Places Program seeks to preserve and protect dark sites through responsible lighting policies and public education.

· There are now over 200 certified International Dark Sky Places globally (October 2023), of which four are in Australia and one in Queensland (Dark Sky Sanctuary – Winton).

· The International Dark Sky Places certification process is modelled on other conservation and environmental designation programs, such as the UNESCO World Heritage Sites and Biosphere Reserves.

· Certifications are made through a written application process that can take approximately three years to complete.

· The International Dark Sky Places Program offers five designation types, which each have their own set of guidelines based on land management, size, and sky quality.

· The program identifies the following benefits of Dark Sky Places:

o Support the protection of the dark sky environment

o Bring recognition of the efforts made by communities and key stakeholders to protect the night skies

o Encourage and ensure the sustainability of dark skies conservation actions already undertaken in the area

o Attract more visitors to the area and bring economic benefits to surrounding communities

o Enhance public education on the importance of a dark sky environment.

A review of the International Dark Sky Places Program and its five designation types and associated guidelines, eligibility and minimum requirements and existing light pollution data was undertaken in the context of the Sunshine Coast local government area. The designation assessment identified that a Dark Sky Reserve or Park would be the most applicable dark sky place category. However, a Dark Sky Reserve provides the best opportunities to support the protection and maintenance of existing night sky quality in a hinterland setting and to encourage community participation.

Preliminary feasibility assessment and technical analysis

A preliminary feasibility assessment and technical analysis was completed by an external consultant of potential dark sky place designations against International Dark-Sky Association certification guidelines, including lighting management and eligibility requirements for a Dark Sky Reserve. Outcomes included:

o That a Dark Sky Reserve is broadly achievable and feasible within the Sunshine Coast Local Government Area.

o Preliminary site investigations and dark sky readings assessments were undertaken at a number of Council controlled environment reserves to determine if they met light quality requirements for a Dark Sky Reserve.

o The development of a lighting management plan in collaboration with the relevant participating governing agencies (i.e. Energex and Queensland Parks and Wildlife Service, Department of Transport and Main Roads) would be required for a defined Dark Sky Reserve area as a key requirement for the nomination process.

o The need for further investigations to determine how a proposed lighting management plan for a defined Dark Sky Reserve area could be best incorporated into the local planning framework was also identified.

Targeted stakeholder input

Advice, input and/or data was sought from key stakeholders including Energex, and the International Dark Sky Association. Council officers engaged with a local community dark sky advocate and Australasian Dark Alliance board member who provided technical advice and data in relation to site selection.

Based on the investigations, a Dark Sky Reserve is considered the most applicable designation to pursue and would provide the best opportunities to recognise, protect and celebrate the Sunshine Coast night sky (subject to International Dark-Sky Association’s assessment and community feedback).

Dark Sky Reserve

Intent: To establish a Dark Sky Reserve that assists to recognise, protect and celebrate dark skies on the Sunshine Coast. The designation would specifically assist to protect existing night sky quality of the area, encourage community participation in maintaining night sky qualities and increase public enjoyment in night sky viewings.

Proposed location: Mary River Catchment within Sunshine Coast Council local government area including adjoining State Protected Areas.

Core: Kirbys Road Environment Reserve.

Core Landowner: Council.

Appendix A identifies the spatial extent of the proposed Dark Sky Reserve and a number of the eligibility requirements within the Dark Sky Reserve guidelines including a minimum size, sky quality readings, and a core area that is public land. Furthermore, the topography of Mary River catchment in the context of the Sunshine Coast local government area is considered to provide a suitable location to support ideal night sky viewings.

Determination of existing Council initiatives which could support to achieving dark sky place objectives.

A number of existing Council initiatives that are either underway or completed were identified as supporting/aligning to the actions required to establish the proposed Dark Sky Reserve. These included:

o Land acquisition – Council has expanded the size of the ‘core area’ (Kirbys Road Environment Reserve) of the proposed Dark Sky Reserve through the acquisition of a 68 hectare lot in Witta.

o Kirbys Road Environment Reserve establishment – A number of initiatives are planned to facilitate public access to the environment reserve including a car park, trails and toilet. Light meters for the dark sky assessment have also been installed.

o Lighting upgrade – A project has commenced to upgrade over 4000 Rate 1 mercury-vapour streetlights to high efficiency LEDs through $4 million in funding secured over two years through the Commonwealth’s Local Roads and Community Infrastructure Program (LRCI) to undertake this work.

o Policies and guidelines – Council’s adopted Urban Lighting Master Plan includes some dark sky lighting principles and an Electrical and Public Lighting Infrastructure Manual is in development to provide technical requirements governing lighting infrastructure in public open spaces.

o Strategic Planning – Investigations to identify opportunities to incorporate provisions (both text and mapping) into the New Planning Scheme to help recognise and protect dark skies has commenced.

o Marine Turtle Conservation Plan 2023-2033 implementation – Whilst implementation is not directly within the proposed Dark Sky Reserve area, a number of initiatives have been undertaken to minimise light pollution and support dark skies more broadly, including shielding of street lighting, retrofitting of streetlighting, turtle sensitive luminaire trials, lighting studies, community education and awareness.

Informed by the investigations undertaken, a briefing paper (Appendix B) was submitted to the International Dark Sky Association seeking an assessment of the eligibility of the proposed Dark Sky Reserve. International Dark-Sky Association acknowledged that the information provided gave a thorough overview of the proposal and provided sufficient information to commence an application when ready. Feedback also restated the need for a lighting management plan and the adoption of lighting policy for the proposed Dark Sky Reserve.

Phase 2: Community engagement and supporting technical documentation.

Prior to making a formal application to the International Dark Sky Association for a dark sky reserve for the proposed area, a number of important steps still remain to be undertaken. These include:

· Community engagement to seek community feedback

· Engagement with, and participation from our First Nations people

· The establishment and maintenance of critical partnerships to support a successful application and the ongoing administration and governance of the Dark Sky Reserve. This includes written support/agreement and commitment from key partners, including broader community support, Energex, and relevant Queensland Government Departments.

· The preparation of a lighting inventory and lighting management plan

· Demonstration of proactive action to manage light pollution, and

· Promotion of community participation in managing and increasing the awareness of night sky quality.

Subject to community and Council support, Phase 3 would prepare and submit an application to the International Dark Sky Association for consideration.

This report seeks Council’s support to progress Phase 2 - Community engagement and preparation of supporting technical documentation as part of a phased approach to establish a proposed Sunshine Coast Dark Sky Reserve.

Legal

There are no legal implications relevant to this report.

Policy

The Environment and Liveability Strategy (ELS) provides long-term strategic directions to deliver a healthy environment and liveable Sunshine Coast in 2041 and includes both a policy position to recognise, protect and celebrate dark skies and a Transformational Action 8.3 to “investigate opportunities to recognise, protect and celebrate the Sunshine Coast dark sky, in partnership with the community”.

Risk

The are no risks relevant to this report.

Previous Council Resolution

Ordinary Meeting 12 November 2020 (OM20/121)

That Council:

(a) receive and note the report titled “Recognising, protecting and celebrating our night sky”

(b) receive and note the “Night Sky Protection – Review of Mechanisms Report” (Appendix A) and

(c) support further investigations with targeted input, to scope potential Sunshine Coast Dark Sky Place designations and associated location/s, requirements and benefits and report back to Council for consideration as soon as possible.

Related Documentation

· Environment and Liveability Strategy (2023 Edition)

· Sunshine Coast Council Corporate Plan 2023-2027

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 commence:

· a phased community engagement process during 2023-2024 to seek feedback on the proposal to establish a Dark Sky Reserve designation under the International Dark Sky Places Program for the identified area, and

· the preparation of required technical documentation to support the project.

Ordinary Meeting Agenda 16 November 2023

8.10 Nambour Showgrounds Master Plan 2023-2038

File No: Council Meetings

Author: Coordinator Sports Venues and Development

Economic & Community Development Group

Appendices: App a - Nambour Showgrounds Master Plan 2023-2038.... 261 ⇩

purpose

To seek Council’s endorsement of the Nambour Showgrounds Master Plan 2023-2038 (Appendix A), noting future stages for development opportunities across the site as outlined in this report.

Executive Summary

The purpose of the Nambour Showgrounds Master Plan 2023-2038 (Appendix A) is to provide strategic and realistic direction for the Nambour Showgrounds by guiding development and utilisation of the site for the next 15 years.

The Nambour Showgrounds Master Plan 2023-2038 recognises the facility as a thriving and versatile community hub that plays a pivotal role in the social and economic fabric of the Sunshine Coast region, striking a delicate balance between its dual roles as an event centre and a community and sports facility provider. Nambour Showgrounds also serves as a crucial and identified Tier 1 disaster evacuation centre, reaffirming its significance in times of emergency.

The preceding Nambour Showgrounds Master Plan 2013-2023 accentuated the significance of events however, this relied on the relocation of particular sports and recreation functions. Given the absence of suitable relocation alternatives for these functions, there is now an imperative to harmonise the dual roles of the 14.52-hectare site. The region's burgeoning population amplifies the demand on the showgrounds, pushing some facilities to their limits.

The Nambour Showgrounds Master Plan 2023-2038 focuses on nine key outcomes:

1.	Livestock/ equestrian area	- replace stables and formalise parking
2.	Site parking	- formalise some on-site parking, consider additional off-site parking opportunities (park and ride options)
3.	Main Pavilion	- retain with some improvements
4.	Lapidary club	- facilitate expansion opportunities for the club
5.	Ray Grace Pavilion	- consider enhancement
6.	Badminton hall	- undertake functional improvements
7.	School building	- retain the building with modifications
8.	Wallace/ Nicklin buildings	- plan for these buildings to be replaced
9.	J.D. Grimes Grandstand	- undertake maintenance and functional improvements.

The Nambour Showgrounds Master Plan 2023-2038 is a robust and comprehensive plan of which the objective is to enhance the Showgrounds’ economic, social and community benefits. The master plan aims to ensure that the Nambour Showgrounds continue to be a vibrant and valuable asset for the community.

Officer Recommendation

That Council:

(a) receive and note the report titled “Nambour Showgrounds Master Plan 2023-2038”

(b) endorse the Nambour Showgrounds Master Plan 2023-2038 (Appendix A) and

(c) note that implementation of the Nambour Showgrounds Master Plan 2023-2038 will be determined in accordance with Council’s 10-year Capital Works Program and successful application for external funding opportunities.

Finance and Resourcing

Allocations to implement recommendations within the Nambour Showgrounds Master Plan 2023-2038 will be considered and made through Council’s 10-year Capital Works Program and supplemented through applications where relevant to grant programs. Council’s current 10-year Capital Works Program (2024-2033) includes approximately $4,000,000 in allocations toward maintenance and upgrades of Nambour Showgrounds’ assets.

Recommendations provided within the master plan have been staged according to priority and include indicative budget range estimates.

As an estimate, the following preliminary costs have been identified for each stage of development across the life of the master plan:

· Short term (1-7 years) $2,960,000.00 - $5,055,000.00

· Medium term (8-12 years) $1,695,000.00 - $4,170,000.00

· Long term (12-15 years) $ 670,000.00 - $ 870,000.00.

There are recommendations within the master plan that are scope dependent and consequently have no costings at this stage.

It is important to note that the Nambour Showgrounds Master Plan 2023-2038 does not recommend that Council is responsible for all capital costs. Rather, the master plan establishes a vision for the Nambour Showgrounds to assist in the attraction of external funding opportunities, through club support or grant initiatives, to support strategic development and prevent ad-hoc development of the site.

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: We serve our community by providing this great service

Operational Activity: S8 Sporting facilities – providing regional, district and community sport and recreation facilities including aquatic centres, showgrounds and multi-sports fields.

Consultation

Councillor Consultation

Consultation during the development of the master plan included the divisional and portfolio councillors:

· Councillor D Law – Divisional Councillor, Division 10

· Councillor J O’Pray – Portfolio Councillor, Economy (Economic Development, Innovation, Tourism Events and Sport)

Internal Consultation

Consultation has been conducted with the following relevant internal stakeholders:

· Environment and Sustainability Policy

· Property Management

· Parks and Gardens

· Sport and Community Venues

· Project Delivery

· Economic Development

· Community Planning and Development

· Nambour Revitalisation Project Team

External Consultation

The following user groups and key stakeholders were consulted during the development of the Nambour Showgrounds Master Plan 2023-2038:

· Sunshine Coast Show Society

· Sunshine Coast Branch Nursery Garden Industry Queensland/Queensland Garden Expo

· Caravanning Queensland

· Australian Events

· Sunshine Coast Events Board

· Nambour Cricket Club

· Queensland Cricket

· Nambas Tennis Club

· Tennis Queensland

· Nambour Lapidary Club

· Maroochy Pony Club

· Sunshine Coast Quarter Horse Performance Club

· Northcoast Active-Riders Group

· Sunshine Coast Badminton Association

· Sunshine Coast Darts Club

· Apex Club of Nambour

· Rotary Club of Nambour

· Rotary Club of Woombye-Palmwoods

· Sunshine Coast Antique Car Club

· Nambour District Poultry Club

· Craft Creations Nambour

· Sunshine Coast Land Rover Owners Club

· Sunshine Coast Motorsport Club

· Sunshine Coast Historic Motorcycle Club of Queensland

· Tramco

· Reimagine Nambour

The information obtained from these consultation activities has informed master plan recommendations and priorities.

Community Engagement

Preparation of this master plan comprised a comprehensive, targeted stakeholder engagement program, to help quantify demand for and viability of proposed developments.

Stakeholder engagement for this project comprised of the following elements:

· A mix of telephone consultation, in person and online meetings with project stakeholders

· On-site visits including meetings with Council staff

· Attendance at two Advisory Group meetings with Nambour Showgrounds user groups

· Regular liaison and meetings with Council officers and Divisional and Portfolio Councillors

· Attendance at a variety of events including:

o Equestrian events (pony club rally and jumping event)

o Sunshine Coast Agricultural Show

o Nambour Expo

o Ray White Rodeo

o Queensland Garden Expo

There were a range of views presented by stakeholders during the consultation phase, including:

· The facilities at Nambour Showgrounds provide a wide range of benefits that are valued by all present stakeholders and user groups

· Generally, the facility meets the needs of users

· The majority of stakeholders and user groups have a harmonious relationship, characterised by some conflict mainly raised by community groups during event periods

· The Nambour Showgrounds Advisory Group was observed to function well and provide a good opportunity for collaboration on scheduling, overcoming user challenges and facility improvements

· Some major event organisers believe they have “reached capacity” at the facility, mostly relating to parking and traffic management

· The facility’s capacity and facility access was raised by regular users who are displaced during large events (including bump in/bump out periods)

· Users identified the need to meet specific compliance requirements for the sports being played on-site such as lighting, surfaces and size specifications

· The need for all abilities access, including during events, was specified by stakeholders seeking a review to establish how well this is being achieved.

It is important that facility users accept that the Nambour Showgrounds is a site constrained by size, and there are limited opportunities to permanently relocate users elsewhere. Users, with support from Council, must seek opportunities to manage space and make the best use of what is available strategically, innovatively, and flexibly. Continued operation of the Advisory Group will be an important vehicle to achieve this.

Proposal

The Nambour Showgrounds is a significant regional facility for the Sunshine Coast, serving a range of major functions including:

· An event space

· Accessible facilities for sport and community groups

· An evacuation centre during times of disaster

· A recreation space for the wider community.

It is estimated that the showgrounds host an average of 1350 regular visitors per week or over 70,000 visits per annum from community and club participation, with attendance to events representing an estimated 124,000 additional visits per annum.

The facilities at Nambour Showgrounds are currently leased or hired by 28 user groups who use the ovals, meeting rooms and pavilions regularly. Other users of the facilities include the local community and schools who utilise the site informally for sport and recreation purposes.

There are five major annual events in the calendar year which occur at the Nambour Showgrounds, the largest event in terms of visitation numbers is the Queensland Garden Expo, a three-day event held in July which attracts over 35,000 visitors. The Sunshine Coast Agricultural Show is held in June and attracts around 30,000 attendees. Other major events held at the showgrounds include the Nambour Expo held in April with approximately 9000 visitors (Australian Events Website), Sunshine Coast Caravan and Outdoor Expo with approximately 8000 visitors and the Sunshine Coast Antique Car Club swap meet attracting around 7500 visitors.

In addition to the above-mentioned major events, approximately 37,000 visitors attend other significant events at the Nambour Showgrounds including the Annual Rodeo, Collectorama (four events held quarterly each year), Gemfest, cricket carnivals, Antique Car Club display days, Lifeline Bookfest, equestrian events, and larger Sunshine Coast Darts Club events.

2013-2023 Master Plan Review

The preceding Nambour Showgrounds Master Plan 2013-2023 noted the showgrounds as making a significant contribution to the local economy, whilst also providing social benefits to the community, including community health, social wellbeing, and opportunities for personal development.

The table below highlights completed recommendations as identified in the Nambour Showgrounds Master Plan 2013-2023:

Area	Completed items
Main entry	· Demolition of ticket box · Improved access · Upgrade of entry and wayfinding signage · Widening of entry to enable added vehicle lane and · Installation of a passenger drop-off point · Entrance public artwork removed
Indoor arena	· Extension of southern roof area · Upgrade of existing arena structure and roof · New arena surface · New judges box
Showgrounds – Crusher Park connection road	· Formalisation of roadway · Gate improvements
Terracing and levelling to increase flat space for event use	· Terracing and landscaping adjacent to Apex building complete · Area to east of trade pavilions levelled
Antique car club	· New Antique Car Club shed · Improved storage capacity for Show Society
Staged electrical upgrades	· Underground electrical services and pits installed within ovals 1, 2 and 3
Main oval communication conduit and pit	· Installation of conduit and pit to run communications into the centre of the main oval
NAMBAS shed and shelter improvements	· Installation of new multipurpose shelter · Repositioning of storage shed
Internal directional signage	· Directional signs placed in key locations to improve internal movement
Multi-use Facility	· Concept and detailed designs complete.
Roadway and drainage improvements	· Sports Parade – road widening, car parking and drainage works · Exhibition Street – resurface and drainage works · Cattleman’s Road – drainage works · Ovals 2 and 3 – underground drainage installed.

2023–2038 Master Plan Overview

The Nambour Showgrounds Master Plan 2023-2038 is a strategic blueprint to guide the prospective development and utilisation of the Nambour Showgrounds for the next 15 years. The 2023-2038 master plan presents a holistic strategy for the future, building on the accomplishments of the previous 2013-2023 plan.

Whilst the preceding 2013-2023 master plan accentuated the reliance of relocation of some sport and recreation functions to accommodate increased event opportunities, the 2023-2038 master plan highlights the importance of harmonising dual roles as an event centre and a community and sports facility provider, given the absence of suitable relocation alternatives.

The region's continual population growth is amplifying the demand on the showgrounds, pushing some facilities to capacity. The 2023-2038 master plan recognises this and proposes recommendations to accommodate growth and demand.

Noting the considerations above, the 2023-2038 master plan focuses on nine key outcomes:

1	Equestrian Precinct	Significant upgrades to stables, parking and livestock space
2	Parking	Additional on-site parking to be formalised, however strategies to accommodate parking will need to be primarily operational in partnership with event organisers
3	Main Pavilion	Retention with some improvements during the term of this master plan, particularly relating to multi-use and evacuation centre functionality
4	Lapidary Club	Facilitate expansion opportunities of the lapidary club with utilisation of the existing poultry pavilion, provided poultry can safely be relocated to the livestock/ equestrian precinct
5	Ray Grace Pavilion	Consider options to enhance the Ray Grace Pavilion’s role in providing trade and exhibition space
6	Badminton Hall	Undertake functional improvements
7	School building	Undertake modifications to provide increased multi-use opportunities
8	Wallace and Nicklin buildings	Wallace Building to be removed in the long-term, and the ongoing function of the Nicklin building to be confirmed
9	J.D. Grimes Grandstand	Maintenance and functional improvements to the amenities and change rooms

Site-wide management improvements are identified within the master plan including:

· Continuing the successful facilitation of the Nambour Showgrounds Advisory Group

· Focusing on event and activity scheduling to maximise economic outcomes whilst also being considerate of club impacts

· Utilising the broader venue and facility network to offer alternative temporary locations where clashes occur

· The review of post event clean-up requirements and building maintenance obligations for users.

The master plan recommends that major event organisers in partnership with venue management critically assess parking, accessibility, peak attendance periods, integration of new technologies, and optimisation of space to ensure improvements can be made to future events. Major events should access professional consultants to assist with this process, with Council support and participation in consultation with the Queensland Police Service, Department of Transport and Main Roads, and Unitywater.

It is important to note that the intent of the master plan is to inform future development of the Nambour Showgrounds up to 2038 and beyond, so that ad-hoc improvements are avoided and community use and long-term viability is maximised. It is inevitable that opportunities will arise, or circumstances will change such that some elements of the design will assume a higher priority than others.

Legal

Prospective upgrades and access will need to be considered and aligned with current and future clauses in tenure arrangements.

Policy

The Sunshine Coast Environment and Liveability Strategy 2017 and Sunshine Coast Sport and Active Recreation Plan 2011-2026 forms Council’s policy on open space, social infrastructure, and sport and active recreation for the region and provides strategic direction. These documents have been reviewed and used to guide the recommendations within the Nambour Showgrounds Master Plan 2023-2038.

The master plan also aligns with the Sunshine Coast Major Events Strategy 2018-2028, which seeks to retain and grow existing major events and protect them from being lost to the region, as well as securing new events.

Risk

There is a risk that without progression of the Nambour Showgrounds Master Plan 2023-2038, Council could fail to maintain an adequate level of service for sport and active recreation, event activity and community participation which may result in increased future costs and community dissatisfaction.

Strategic planning reduces the risk of short term, ad-hoc development, ensuring future improvements align with the longer-term vision for the facility.

Previous Council Resolution

Ordinary Meeting 25 July 2013 (OM13/129)

That Council:

(a) receive and note the report titled “Nambour Showgrounds Draft Master Plan 2013-2023”

(b) endorse the Nambour Showgrounds Draft Master Plan 2013-2023 (Appendix A) for public exhibition and comment and

(c) request the Chief Executive Officer collate and consider all feedback received as part of the public consultation and present the final Master Plan for adoption to council.

Related Documentation

· Sunshine Coast Council Corporate Plan 2023–2027

· Sunshine Coast Environment and Liveability Strategy 2017

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Regional Economic Development Strategy 2013-2033

· Sunshine Coast Sport and Active Recreation Plan 2011–2026

· Sunshine Coast Major Events Strategy 2018-2028

· Sunshine Coast Council – 10-year Capital Works Program 2024-2033

· Sunshine Coast Equestrian Plan

· Nambour Showgrounds Landscape Management Plan.

Critical Dates

Short term recommendations within the Nambour Showgrounds Master Plan 2023-2038 have been identified with the guidance from community consultation, infrastructure audits and broad community benefit.

Showgrounds are experiencing increasing demand which will continue to grow into the future due to population growth, expansion pressures and the need to meet a range of community uses and demands. It is imperative that Council has a strategic framework with timeframes and direction which has the capacity to respond to the needs of valuable community assets such as the Nambour Showgrounds.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will:

Support the implementation of recommendations within the Nambour Showgrounds Master Plan 2023-2038 aligned to the endorsed 10-year Capital Works Program. Funding will contribute towards the staged planning and construction of master plan recommendations.

Further implementation will occur as funding becomes available through external grant opportunities.

Ordinary Meeting Agenda 16 November 2023

8.11 Resource Recovery Strategy 2023

File No: Council Meetings

Author: Manager Waste and Resource Management

Liveability & Natural Assets Group

Appendices: App a - Sunshine Coast Resource Recovery Strategy 2023 259/302

purpose

The purpose of this report is to present the draft Sunshine Coast Resource Recovery Strategy 2023 (Appendix A) for Council adoption.

Executive Summary

The Sunshine Coast Resource Recovery Strategy 2023 has been developed to shape Council’s future waste management infrastructure needs and develop strong, resilient resource recovery markets. The strategy aims to ensure that the Waste Program as an essential community service remains both cost-effective and customer focussed whilst protecting public health and safety and the natural environment. It is informed by the overarching principles that underpin the waste hierarchy as Council evolves towards a circular economy approach to waste management and will contribute to achieving Council’s zero-net emissions target by 2041.

The strategy:

· Meets the obligations of the Queensland Government Waste Reduction and Recycling Act 2011,

· Carries forward the foundations of the Sunshine Coast Waste Strategy 2015 - 2025,

· Proposes new ways of thinking about how we manage waste,

· Focuses on the provision of sustainable, well-planned infrastructure and services that consider rapidly evolving technological advances and the needs of our expanding community, and

· Is aligned to and supports applicable objectives, targets and actions outlined in:

· The Sunshine Coast Environment and Liveability Strategy 2017,

· The National Waste Policy 2018 and National Waste Action Plan 2019,

· The Queensland Waste Management and Resource Recovery Strategy,

· The Queensland Energy from Waste Policy,

· The South-East Queensland Waste Management Plan,

· The Sunshine Coast Community Strategy 2019 - 2041,

· The Sunshine Coast Environment and Liveability Strategy 2017,

· The Sunshine Coast Regional Economic Development Strategy 2013 - 2033, and

· The Sunshine Coast Council Zero-net Emissions Plan 2022.

A public consultation campaign undertaken between 12 July 2023 and 9 August 2023 indicated strong community support for the key objectives and actions outlined in the draft Sunshine Coast Resource Recovery Strategy 2023.

Officer Recommendation

That Council:

(a) receive and note the report titled “Resource Recovery Strategy” and

(b) adopt the Sunshine Coast Resource Recovery Strategy 2023 (Appendix A).

Finance and Resourcing

The financial model for delivery of the Sunshine Coast Resource Recovery Strategy 2023 objectives and actions will be subject to consideration by Council in the respective annual budget process.

Corporate Plan

Corporate Plan Goal: Our environment and liveability

Outcome: 2.5 - A reputation for innovation and sustainability.

Operational Activity: 2.5.2 - Develop a new Sunshine Coast Waste Strategy to guide service provision, emissions reduction, diversion of waste from landfill and continued modernisation of Council’s waste management facilities and practices.

Councillor Consultation

A proposal to prepare a new Strategy to replace the current Waste Management Strategy 2015 – 2025 was presented to Waste Advisory Group Councillors in January 2023:

· Councillor J Natoli

· Councillor W Johnston

· Councillor C Dickson

· Councillor M Suarez

In February 2023 Councillors were briefed on the proposal to prepare a new strategy and seek initial inputs to strategic priorities, targets and objectives.

In April 2023 Councillors provided input on the draft version for community consultation.

Following community consultation the results of the community consultation were presented and final input provided for inclusion in a final strategy.

Internal Consultation

· Executive Leadership Team

· Manager Environment and Sustainability Policy

· Head of Communication

· Head of Economic Development

· Coordinator Corporate Planning and Performance

· Coordinator Sustainability

· Communications Branch

· Customer Service Branch

· Economic Development Branch

· Environment and Sustainability Policy Branch

· Financial Services Branch

External Consultation

External stakeholders engaged in the consultation process included:

· Queensland Department of Environment and Science (DES),

· Waste and Recycling Industry Queensland (WRIQ)

· Sunshine Coast Environment Council (SCEC)

· Unitywater

· Organisation of Sunshine Coast Association of Residents (OSCAR)

· Earthborn Australia

· Phoenix Recyclers

· Ten Little Pieces

· Wildlife Preservation Society

· Take Action Pumicestone Passage

· Everfocus Consultants

· Gubbi Gubbi

· Gateway Care Food Rescue

Community Engagement

An initial ‘Our Future Waste’ survey was conducted during the month of February 2021. Over 7,500 members of the community responded to the survey.

Community feedback to the survey provided significant guidance towards development of the draft Sunshine Coast Resource Recovery Strategy 2023, including support for key initiatives such as the introduction of FOGO collection and processing.

A further community consultation process was undertaken from 12^th July to the 9^th of August 2023 to capture community response to the draft Sunshine Coast Resource Recovery Strategy 2023 and ensure key stakeholders and audiences were engaged.

The community consultation process consisted of an online “Have Your Say” survey and a Consultation Workshop attended by community members and industry representatives held on Monday 31^st July 2023 at Venue 114. The process fulfilled requirements for public consultation outlined in the Queensland Waste Reduction and Recycling Act 2011.

Council received 627 responses to the online “Have Your Say” survey and 22 community and industry representatives attended the Consultation Workshop.

Community Consultation Outcomes

Results of the “Have Your Say” survey and Consultation Workshop indicated strong support for the key objectives of the draft Resource Recovery Strategy 2023:

· Zero waste to landfill by 2041,

· Coordinated capital investment in new and upgraded waste infrastructure,

· Progressive transition to advanced resource recovery operations,

· Transition to a sustainable circular economy approach to managing the regions waste,

· Reduce carbon emissions,

· Education, behaviour change and advocacy,

· Ongoing provision of high-quality waste program deliverables.

While there was very strong support for working towards these key objectives, the community also considered it important that Council continues to maintain a focus on the cost and effectiveness of service delivery.

Proposal

This report seeks Council adoption of the Sunshine Coast Resource Recovery Strategy 2023.

Strategy Development

The Sunshine Coast Resource Recovery Strategy 2023 has been developed to shape Council’s future waste management infrastructure needs and develop strong, resilient resource recovery markets. The strategy aims to ensure this essential community service remains both cost-effective and customer focussed whilst protecting public health and safety and the natural environment. It is informed by the overarching principles that underpin the waste hierarchy as Council evolves towards a circular economy approach to waste management and will contribute to achieving Council’s zero-net emissions target by 2041.

The strategy:

· Meets the obligations of the Queensland Waste Reduction and Recycling Act 2011,

· Carries forward the foundations of the Sunshine Coast Waste Strategy 2015 - 2025,

· Proposes new ways of thinking about how we manage waste,

· Focuses on the provision of sustainable, well-planned infrastructure and services that consider rapidly evolving technological advances and the needs of our expanding community, and

· Is aligned to and supports applicable objectives, targets and actions outlined in:

· The Sunshine Coast Environment and Liveability Strategy 2017,

· The National Waste Policy 2018 and National Waste Action Plan 2019,

· The Queensland Waste Management and Resource Recovery Strategy,

· The Queensland Energy from Waste Policy,

· The South-East Queensland Waste Management Plan,

· The Sunshine Coast Community Strategy 2019 - 2041,

· The Sunshine Coast Environment and Liveability Strategy 2017,

· The Sunshine Coast Regional Economic Development Strategy 2013 - 2033, and

· The Sunshine Coast Council Zero-net Emissions Plan 2022.

Taking a balanced approach to waste management across the Sunshine Coast Council region, the draft strategy proposes integrated resource recovery solutions that will assist in delivery of Council’s vision to be Australia’s most sustainable region – Healthy. Smart. Creative. The strategy will contribute towards this vision by establishing achievable objectives for delivery of outcomes over a reasonable timeframe and directing resources to the highest value, sustainable circular economy initiatives.

The fundamental principle of a circular economy approach to waste management is to avoid waste generation. Where this is not possible, the objective is to enable waste to be reused, recycled, or treated to generate energy.

It is proposed that the new strategy focus on treating the regions waste as a resource. The intention is to take a long-term view of critical waste management system dynamics out to 2041 with an emphasis on waste stream quantity and infrastructure capacity, which will in turn inform short to medium term decision making towards delivery of landfill diversion targets and emissions reduction.

This will be accomplished through a three-phase framework:

1. Aspirational Objectives (to 2041 and beyond)

· Zero waste to landfill by 2041,

· A functioning circular economy approach to waste management is embedded regionally, where;

- Local businesses are established that utilise recovered waste to make new products, and

- Jobs are created in local reuse and recycling industries.

2. Tactical Horizon Objectives (2023 – 2033)

· Progressive transition to advanced resource recovery operations including;

o Local hi-tech processing of kerbside recyclables,

o FOGO collection and local processing,

o Collaboration with regional partners to establish one or more advanced residual waste treatment facilities,

o Reduced carbon emissions from waste facilities and operations,

o Staged rationalisation of landfill operations

o Continual review and assessment of emerging technologies.

3. Operational Objectives (Annual waste program deliverables)

· Ongoing provision of high-quality kerbside collection services,

· Provision of resource recovery centres including ease and proximity,

· Waste education and behaviour change initiatives,

· Continual infrastructure and fleet modernisation.

Monitoring Progress

Strategic priorities and actions based on Councillor feedback and aligned to commonwealth, state and corporate outcomes are included in the Action Plan section of the strategy.

The actions and associated timeline measures provide a means of gauging success, and include:

· The development of strong resource recovery markets;

· A review of future waste infrastructure needs to cater for population growth and regional solutions for residual waste;

· A waste education / behaviour change program that will continue to inform residents, business and community groups about current and new resource recovery initiatives;

· Reduced carbon emissions through expansion of landfill gas collection and processing infrastructure;

· Expansion of Council’s current opt-out garden organics service to a full FOGO collection and processing service;

· Collaboration with other CoMSEQ Councils to develop one or more advanced waste treatment facilities within south-east Queensland to process residual waste and generate renewable energy;

· An advocacy role for new and improved product stewardship schemes;

· Ongoing review of collection fleet modernisation options as technology evolves including hydrogen fuel cell and electric vehicles;

· Ongoing research and development of emerging and evolving waste processing technology;

· Researching markets for management of emerging recyclable waste streams such as solar panels and expansion and promotion of tip shops; and

· Rationalisation of landfill operations aligned to introduction of advanced waste treatment facilities.

Strategy Revision

In line with the Queensland Waste Reduction and Recycling Act 2011, the strategy will be reviewed every three years taking into consideration relevant market conditions, revised state targets or federal government initiatives.

Legal

The Queensland Waste Reduction and Recycling Act 2011 (the Act) requires each local government to prepare a Waste Reduction and Recycling Plan. The Sunshine Coast Resource Recovery Strategy 2023 and associated community consultation process that has been undertaken satisfy the requirements of the Act.

Policy

The draft strategy has been prepared with consideration to State legislation and Council’s existing policy framework.

Risk

There is a risk that without an endorsed Waste Strategy, an uncoordinated and unresponsive approach to the future delivery and support of waste management operations may occur.

Previous Council Resolution

There is no previous Council resolution relevant to this report.

Related Documentation

There are a number of Queensland and Commonwealth statutory environmental requirements, policies and guidelines that have to be taken into consideration in order to develop appropriate waste management initiatives for this plan and to identify incentives for the reduction and recycling of waste material.

Commonwealth Government

· National Greenhouse and Energy Reporting Act (NGER Act) 2007

· Product Stewardship Act 2011

· National Waste Policy 2018

· National Waste Policy Action Plan 2019

Queensland State Government

· Environmental Protection Act 1994

· Environmental Protection Regulation 2019

· Sustainable Planning Act 2009

· Local Government Act 2009

· Waste Reduction and Recycling Act 2011

· Waste Reduction and Recycling Regulation 2023

· Queensland Waste Management and Resource Recovery Strategy

· Queensland Energy from Waste Policy

Council of Mayors South-East Queensland

· SEQ Waste Management Plan

Sunshine Coast Council

· Sunshine Coast Council Corporate Plan 2023-2027

· Sunshine Coast Community Strategy 2019-2041

· Sunshine Coast Environment and Liveability Strategy 2017

· Sunshine Coast Regional Economic Development Strategy 2013-2033

· Sunshine Coast Zero-net Emissions Plan 2022

Critical Dates

The current Sunshine Coast Waste Strategy 2015 – 2025 will remain in place until a new Strategy is adopted.

Implementation

Should the recommendation be accepted by Council, it is noted that the Chief Executive Officer will implement the Sunshine Coast Resource Recovery Strategy 2023.

Ordinary Meeting Agenda 16 November 2023

8.12 Community Facilities Land Aura

File No: Council Meetings

Author: Senior Property Officer

Business Performance Group

purpose

In accordance with Local Government Regulations 2012, this report seeks Council’s endorsement to conduct an Expression of Interest (EOI) process for development of five land parcels in Baringa and Nirimba, which have been transferred to Council under a Nomination of Trust for the purpose of delivering community facilities.

The Expression of Interest process will aim to attract suitable investment through community focussed organisations, to optimise the community benefit with no or limited Council funding.

Executive Summary

In accordance with the Caloundra South Infrastructure Agreement, a network of fully serviced land is to be contributed to Council for community facility purposes. The delivery of buildings is controlled by Council and is subject to Council’s detailed planning, prioritisation, programming and funding availability.

The community facility network across Caloundra South comprises 26 individual sites of various sizes totalling 10.955ha (refer Figure 1).

An Expression of Interest (Expression of Interest) process is sought to test market interest for the development of five community facility sites located across Baringa and Nirimba.

The Baringa and Nirimba sites are located within the northern and central areas of the Caloundra South Priority Development Area, for which the overarching planning instrument is the Caloundra South Development Scheme, Caloundra South Master Plan and relevant Plans of Development as approved by Economic Development Queensland, which collectively sets the framework to manage development.

The Baringa and Nirimba community facility sites were contributed to Council as freehold land under a nomination of trust for community purposes.

The Expression of Interest will require any submission to demonstrate how community access will be achieved generally in accordance with the Social Infrastructure Network Blueprint and associated Desired Standards of Service for the relevant community functions, as follows:

· Baringa – Future Community Use Land

· Nirimba South – Local Community Centre

· Nirimba North – Local Community Centre

· Nirimba North – Neighbourhood Meeting Room

· Baringa – Neighbourhood Meeting Room

Additionally, the Expression of Interest Brief will clearly outline:

· The key planning provisions in the respective planning instruments for the five parcels and

· Council’s contribution to this proposal. All capital costs for site development will be the responsibility of the applicant.

In accordance with section 228 of the Local Government Regulation 2012, when disposing of an interest in land, Council is obliged to either invite written tenders (or seek a relevant exemption) or invite expressions of interest before considering whether to invite written tenders. Expressions of interest may only be invited if Council decides by resolution that it is in the public interest to do so.

Inviting expressions of interest for the subject sites is deemed in the public interest because the process will:

· Allow industry and community to propose a diverse range of innovative and dynamic solutions;

· Promote discussions and negotiations with respondents that may be used to develop an appropriate written tender and any final contract;

· Will facilitate the formation of a unique contract that is the most advantageous to the public and Council.

Officer Recommendation

That Council:

(a) receive and note the report titled “Community Facilities Land Aura”

(b) resolve it is in the public interest to invite Expressions of Interest in accordance with the provisions of the Local Government Regulations 2012, section 228, for the properties at:

(i) Baringa Future Community Use Land (Lot 8011 on SP298744)

(ii) Nirimba South Local Community Centre (Lot 8047 on SP318117)

(iii) Nirimba North Local Community Centre (Lot 8045 on SP330435)

(iv) Nirimba North Neighbourhood Meeting Room (Lot 8046 on SP330435)

(v) Baringa Neighbourhood Meeting Room (Lot 9007 on SP340997) and

(c) note that the calling of Expressions of Interest for (b)(i), (ii), (iii), (iv) and (v) above, before inviting written tenders, is in the public interest because the process will allow:

(i) industry and community to propose a diverse range of innovative and dynamic solutions

(ii) discussions and negotiations with respondents that may be used to develop an appropriate written tender and any final contract and

(iii) facilitation and formation of a potential contract that will be the most advantageous to the public and Council.

Finance and Resourcing

The administration of the Expression of Interest process will be resourced within existing operational budget parameters.

Each of the sites were contributed to Council as a land contribution only. There is no additional funding supplied for the future development of these lots through the Infrastructure Agreement.

The Expression of Interest process will seek to elicit proposals that lead to the activation of community facility land and the delivery of publicly available multi-purpose community venue spaces with no or limited financial contribution from Council. The Expression of Interest will demonstrate the feasibility of this proposal, with the financial implications of each submission to be reported back to Council for consideration.

It will be clearly articulated within the Expression of Interest that the proposal will be offering a land only contribution from Council. All capital costs for site development will be the responsibility of the proponent.

Corporate Plan

Corporate Plan Goal: Our strong community

Outcome: We serve our community by providing this great service

Operational Activity: S2 Community venues – providing, managing, programming and administering community and cultural venues including the Events Centre, Venue 114 and other community spaces.

Consultation

Councillor Consultation

Councillor R Baberowski – Division 1 Councillor

Internal Consultation

· Manager Community Development, Economic & Community Development

· Coordinator Open Space & Social Policy, Liveability & Natural Assets

· Project Manager Urban Growth Projects, Customer & Planning Services

· Manager Leasing and Land Management, Business Performance

· Coordinator Procurement & Contract Performance, Business Performance

· Properties Lawyer, Civic Governance

External Consultation

TBA Urban is a property development and urban planning consultancy which has been engaged to assist in the development of a transaction strategy for the five subject sites. This engagement seeks to optimise Council’s chances of successfully achieving the delivery of community facilities on the sites through partnership with community focussed organisations.

Community Engagement

There has been no specific community engagement undertaken for these particular land parcels. However, during June and July 2022, Council undertook a community engagement program (“Our People, Our Places, Our Aura”) to understand the local community’s values and vision, opportunities and challenges, and ideas to build a vibrant and connected community. It also investigated what community facilities, programs and activities people would like available locally. While community venues were not highlighted as a current priority for participants, a desire was expressed for places and spaces for the community to come together.

Proposal

The community facility network across Caloundra South comprises 26 individual sites of various sizes totalling 10.955ha (refer Figure 1).

Figure 1:Aura community facilities infrastructure network

This Expression of Interest process seeks to test market interest for the development of five community facility sites located across Baringa and Nirimba.

The Sunshine Coast Environment & Liveability Strategy provides the overarching framework for the planning and delivery of the social infrastructure network to address the needs arising from projected population growth. In accordance with the Environment & Liveability Strategy, Council’s priority is to deliver a high-quality network of facilities at the District and Council-wide level, enabling access to facilities at the local level through partnerships and advocacy. The Caloundra South Community Facilities Plan was prepared to respond to a requirement of the Caloundra South Local Government Infrastructure Agreement and provides further direction for the implementation of the social infrastructure network within the Caloundra South Priority Development Area, in accordance with the directions of the Environment and Liveability Strategy.

Figure 2: Locality plan showing the five Community Facilities sites.

The following tables outline at a high level the site particulars, land use intent and planning controls for each site:

Baringa Future Community Use Land

Lot and Plan	8011 SP 298744
Address	Baringa Drive, Baringa
Land area	4,664m2
Planning instruments	Development of this site will require an application for Compliance Assessment submitted to Economic Development Queensland
Development outcome	· Community Facility · Place of Assembly · Educational Establishment, where provided in conjunction with a Community Facility · Indoor Sport & Recreation, where provided in conjunction with a Community Facility
Trust purpose	In Trust for the purpose of Community Purposes or such other local government purposes as may be determined from time to time.
Environment and Liveability Strategy / Caloundra South Community Facilities Plan direction	This land is the balance of the District Community Centre [Venue] site on which Baringa Community Centre successfully has been delivered. Development is to complement, and not duplicate community outcomes achieved through Baringa Community Centre
Expression of Interest requirement	An EOI for the site is required to deliver a facility/ service that will meet a community need. The Expression of Interest seeks the delivery of minimum 200m2 flexible, multipurpose space(s) suitable for a range of community activities, to be made available for community bookings. Spaces for community bookings are required to be supported by access to kitchen facilities, storage spaces, amenities, car parking. Spaces are to complement spaces provided through the Caloundra Community Centre.

Figure 3: Baringa Future Community Use Land

Figure 4: Plan of Baringa Future Community Use Land

Nirimba South Local Community Centre (LC2)

Lot and Plan	8047 SP 318117
Address	Park Avenue, Nirimba
Land area	3,867m2
Planning instruments	Development of this site will require an application for Compliance Assessment submitted to Economic Development Queensland
Development outcome	· Community Facility · Educational Establishment, where provided in conjunction with a Community Facility · Indoor Sport & Recreation, where provided in conjunction with a Community Facility
Trust purpose	In Trust for the purpose of Community Purposes or such other local government purposes as may be determined from time to time.
Environment and Liveability Strategy / Caloundra South Community Facilities Plan direction	Local Community Centres are intended to provide flexible, multipurpose space(s) suitable for a range of local level community activities. These facilities may also be designed to cater for a range of complementary community activities, such as e.g. community organisations or community support services.
Expression of Interest requirement	An Expression of Interest for the site is required to deliver a facility/ service that will meet a community need. The Expression of Interest seeks the delivery of minimum 200-300m2 flexible, multipurpose space(s) suitable for a range of community activities, to be made available for community bookings. Spaces for community bookings are required to be supported by access to kitchen facilities, storage spaces, amenities, car parking

Figure 5: Nirimba South Local Community Centre

Figure 6: Plan of Nirimba South Local Community Centre

Nirimba North Local Community Centre (LC3)

Lot and Plan	8045 SP 330435 (yet to be registered)
Address	Nirimba Drive, Nirimba
Land area	5,008m2
Planning instruments	Development of this site will require an application for Compliance Assessment submitted to Economic Development Queensland
Development outcome	· Community Facility · Indoor Sport & Recreation, where provided in conjunction with a Community Facility
Trust purpose	This site is expected to be created and registered by June 2024. The Trust purpose will be: ‘In trust for the purpose of Community Facilities or such other local government purpose as may be determined from time to time. The trustee shall have the power of sale, conveyance, lease for up to 99 years or transfer of all or part of the land’.
Environment and Liveability Strategy Network Blueprint	Local Community Centres are intended to provide flexible, multipurpose spaces suitable for a range of local level community activities. These facilities may also be designed to cater for a range of complementary community activities, such as e.g. community organisations or community support services.
Expression of Interest requirement	An Expression of Interest for the site is required to deliver a facility/ service that will meet a community need. The Expression of Interest seeks the delivery of minimum 200-300m2 flexible, multipurpose space(s) suitable for a range of community activities, to be made available for community bookings. Spaces for community bookings are required to be supported by access to kitchen facilities, storage spaces, amenities, car parking

Figure 7: Nirimba North Local Community Centre

Figure 8: Plan of sub-division, Nirimba North Local Community Centre

Nirimba North Neighbourhood Meeting Room (NM6)

Lot and Plan	8046 SP 330435 (yet to be registered)
Address	Nirimba Drive, Nirimba
Land area	751m2
Planning instruments	Development of this site will require an application for Compliance Assessment submitted to Economic Development Queensland
Development outcome	· Community Facility · Educational Establishment, where provided in conjunction with a Community Facility
Trust purpose	This site is expected to be created and registered by June 2024. The Trust purpose will be: ‘In trust for the purpose of Community Facilities or such other local government purpose as may be determined from time to time. The trustee shall have the power of sale, conveyance, lease for up to 99 years or transfer of all or part of the land’.
Environment and Liveability Strategy Network Blueprint/ Caloundra South Community Facilities Plan	Neighbourhood Meeting Room sites provide opportunities for activities that may not be suitably catered for within the network of multipurpose facilities. Examples of such activities may include specific purpose community uses such as e.g. men or women’s sheds, wood working or arts and craft activities, community support organisations etc The size and scale of Neighbourhood Meeting Rooms is to ensure the intended function is serviced.
Expression of Interest requirement	An Expression of Interest for the site is required to deliver a facility/ service that will meet a community need in accordance with the intent for the site

Figure 9: Nirimba North Neighbourhood Meeting Room

Figure 10: Plan of sub-division, Nirimba North Neighbourhood Meeting Room

Baringa Neighbourhood Meeting Room (NM2)

Lot and Plan	9007 SP 340997 (yet to be registered)
Address	Farmer Crescent, Nirimba
Land area	750m2
Planning instruments	Development of this site will require an application for Compliance Assessment submitted to Economic Development Queensland
Development outcome	Community Facility
Trust purpose	This site is expected to be created and registered by June 2024. The Trust purpose will be: ‘In trust for the purpose of Community Facilities or such other local government purpose as may be determined from time to time. The trustee shall have the power of sale, conveyance, lease for up to 99 years or transfer of all or part of the land’.
Environment and Liveability Strategy Network Blueprint	Neighbourhood Meeting Room sites provide opportunities for activities that may not be suitably catered for within the network of multipurpose facilities. Examples of such activities may include specific purpose community uses such as e.g. men or women’s sheds, wood working or arts and craft activities, community support organisations etc Neighbourhood Meeting Rooms are intended to provide opportunities for activities not suitable for larger community facilities. The size and scale of Neighbourhood Meeting Rooms is to ensure the intended function is serviced.
Expression of Interest requirement	An Expression of Interest for the site is required to deliver a facility/ service that will meet a community need in accordance with the intent for the site

Figure 11: Baringa neighbourhood Meeting Room

Figure 12: Plan of sub-division, Baringa Neighbourhood Meeting Room

In accordance with section 228 of the Local Government Regulation 2012, when disposing of an interest in land Council is obliged to either invite written tenders (or seek a relevant exemption) or invite expressions of interest before considering whether to invite written tenders. Expressions of interest may only be invited if Council decides by resolution that it is in the public interest to do so.

Inviting expressions of interest for the subject sites is deemed in the public interest because the process will:

· Allow industry and community to propose a diverse range of innovative and dynamic solutions;

· Promote discussions and negotiations with respondents that may be used to develop an appropriate written tender and any final contract;

· Will facilitate the formation of a unique contract that is the most advantageous to the public and Council.

Legal

The Baringa and Nirimba community facility sites are being contributed to Council as freehold land under a nomination of trust for community purposes. The development of the sites are subject to the Trusts Act 1973. The development is required to be in accordance with the trust purpose specific to each site. The development is further required to be in accordance with the planning requirements as outlined in the respective planning instruments for each site. The planning requirements may be amended subject to due processes and approvals.

The Local Government Regulation 2012 provides the processes by which Council may form contracts for the procurement of goods and services (procurement activities) or the disposal of valuable non-current assets (disposal activities). This regulation will be adhered to through the Expression of Interest process.

Additionally, the Expression of Interest Brief will clearly outline:

· The key planning provisions in the respective planning instruments for the five parcels and

· Council’s contribution to this proposal. All capital costs for site development will be the responsibility of the applicant.

Policy

Community Strategy

The Community Strategy provides a longer-term framework which reflects a shared responsibility for how Council and our community will work together to advance our shared goal for a strong community through to 2041. One purpose of the Community Strategy is to focus on ensuring community places and spaces are vibrant, inclusive, accessible, adaptable, and meet the needs of people of all ages, abilities and backgrounds.

Identified actions within the Community Strategy Action Plan include:

· Collaborate and partner to provide increased access to community infrastructure connecting people to information, services and programs.

· Collaborate and partner with community and neighbourhood centres, community organisations and local communities to identify opportunities and challenges to inform community infrastructure provision and planning responses.

Environment & Liveability Strategy

The Sunshine Coast Environment & Liveability Strategy 2017 provides the overarching framework for the planning and delivery of the social infrastructure network. The proposed Expression of Interest is in accordance with the strategic direction to prioritise the development of facilities at the District and Council-wide level whilst enabling access to facilities at the local level through partnerships and advocacy.

Caloundra South Community Facilities Plan

The Caloundra South Community Facilities Plan 2018 was prepared to respond to a requirement of the Caloundra South Local Government Infrastructure Agreement and provides a further direction for the implementation of the social infrastructure network within the Caloundra South Priority Development Area, in accordance with the directions of the Environment and Liveability Strategy.

· Baringa – Future Community Use Land

· Nirimba South – Local Community Centre

· Nirimba North – Local Community Centre

· Nirimba North – Neighbourhood Meeting Room

· Baringa – Neighbourhood Meeting Room

Community Groups Occupying Council Owned and Council Controlled Land and/or Infrastructure

The policy seeks to establish a structured, consistent and transparent approach to the provision and management of community occupancy arrangements over Council owned and Council controlled land and/or infrastructure.

This approach maximises use of community land and infrastructure and clarifies roles and responsibilities to expedite decision making and ultimately build resilient, strengthened communities.

Procurement Policy

Council will not enter into a large-sized contractual arrangement without:

· Inviting written tenders or

· Inviting Expressions of Interest (however only following a resolution of Council that it would be in the public interest to invite EOIs before written tenders), before considering whether to invite written tenders.

There is a potential that proposals received during the Expression of Interest and tender process will indicate a monetary investment from respondents which will require special leasing conditions that fall outside of Council’s Community Groups Occupying Council Owned and Council Controlled Land and/or Infrastructure Policy.

Risk

Undertaking an Expression of Interest process can increase community expectations about the future development of the sites. These expectations will be mitigated through strong communication and messaging about the process being undertaken.

Furthermore, the Expression of Interest may provoke increased discretionary interpretation in the development of submissions which in turn may elicit concepts that are outside the scope of the desired purpose. Having collaborative approach to the development of the project brief and adequate guiding provisions will assist in mitigating this risk.

It is possible that the Expression of Interest may not elicit any suitable development concepts that assist Council in achieving its objective of delivering community facilities at these sites. In such an event, it will be necessary to review the delivery model of Council providing a land contribution only.

Previous Council Resolution

There is no previous Council resolution relevant to this report.

Related Documentation

The Our People, Our Places, our Aura Community Engagement Program Findings Summary Report provides an overview of the community engagement results for people who live, work or play in Aura, and the recommended next steps.

https://haveyoursay.sunshinecoast.qld.gov.au/aura-ce

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 delegate to the Strategic Property Team to undertake the Expression of Interest process.

Ordinary Meeting Agenda 16 November 2023

8.13 October 2023 Financial Performance Report

File No: Council Meetings

Author: Senior Management Accountant

Business Performance Group

Attachments: Att 1 - October 2023 Financial Performance Report (to be provided) 309 ⇩

Att 2 - Capital Grant Funded Project Report October 2023 (to be Provided) 311 ⇩

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 31 October 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 “October 2023 Financial Performance Report”.

Finance and Resourcing

This report sets out the details of Council’s financial performance and investments for the month ending 31 October 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

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.