Debra Walz

DEBRA WALZ Question 1. The Community Rally on 5th July 2024 was a demonstration of a united community front which served to amplify concerns of residents in relation to the proposed Noosaville Foreshore Infrastructure Master Plan. Problematic land use planning ideas, as outlined by the Council's approved consultants, do not meet with community expectations or ideals. Is Council prepared to abandon this Plan as a show of respect and acknowledgement to community sentiment? Response provided by Acting Director Infrastructure, Kyrone Dodd For clarity, the Draft Infrastructure Master Plan does not manage land use planning issues on the foreshore. These have been addressed in the Noosaville Foreshore Land Use Master Plan which was endorsed in 2018 and informed this Draft Master Plan which primarily deals with infrastructure upgrades and future proofing our foreshore over the long term. Council acknowledges the community rally was that was held and thanks the community for its active engagement on this vital community asset. While we cannot independently verify the attendance figure cited, Council received significant feedback through the Have Your Say survey which closed Sunday 7 July 2024. Written submissions were also received and a series of stakeholder meetings were held over the engagement period. All the engagement responses received are currently being analysed to better understand what specifically people liked and did not like within the Draft Master Plan. In consideration of the high level of feedback received, Council will be considering a report at this Ordinary Meeting today which proposes to adjust the current program to add an additional third round of community engagement which includes coming back out to community with a revised Draft of the Master Plan. This additional round of engagement will aim to work proactively with key stakeholders, clarify and improve on key issues, and undertake education and awareness on how we have listened to the community and provided a Master Plan that delivers on community needs. While we deeply respect the strong community sentiments surrounding the proposed draft Master Plan, this is Council’s current plan at the moment: to review and revise the current draft with enhanced community engagement. It is important to highlight that a Master Plan is needed to provide the strategic framework for sustainable development, enhancing community well-being and future-proofing the foreshore over the long term. It aims to improve degraded infrastructure, increase levels of service and provide resilience to important threats such as flooding and erosion. It is also intended for the masterplan to set out the plan for long-term asset and service management, which is currently ad hoc and costly. A Master Plan can guide Council in coordinating and strategically planning the delivery of infrastructure over the next 20 years. The Master Plan therefore intends to ensure that this highly loved community asset remains a vibrant and sustainable community hub and parkland for generations to come. Thank you for your continued engagement and passion for our community. Question 2. How is the Council ensuring transparency and accountability in decision making processes, particularly in relation to community engagement? Response provided by Director Strategy & Environment Kim Rawlings Council’s Decision-making processes Council has responsibility under Chapter 1, section 4 (2)(c) of the Queensland Local Government Act 2009 to engage with the community through “democratic representation, social inclusion and meaningful community engagement”. Further to this Council has endorsed a Community Engagement Framework to guide engagement with our community in matters that are identified as benefiting from community input to shape future major strategic decisions or directions, this framework is used to guide how Council designs, plans and delivers community engagement projects. Our approach to community engagement outlined in Noosa Council’s Community Engagement Framework and Policy 2023 is governed by a suite of guiding principles to ensure that all of our engagement activities are:  Inclusive  Transparent  Appropriate  Accountable  Timely  Well-resourced  Informative and  Understanding of our changing community. Council undertakes a detailed planning process underpinned by international best practice approaches to community and stakeholder engagement to develop fit for purpose engagement for each project. Transparency and accountability are two of the key guiding principles of the Community Engagement Framework and Policy. Council continues to demonstrate transparency and accountability through:  Being open and honest about the engagement project's purpose and goals.  Clear and consistent engagement and communications around the engagement process, timeline, purpose and scope  Providing background or contextual information to assist the community in understanding the topic and to be informed  Inviting the community to provide their feedback and have a say on projects using a broad range of methods and tools, including both face-to-face and online engagement, as resources permit.  Being responsive to community feedback when there is confusion or questions.  Documenting whom we engaged with and what we heard  Collecting information in a consistent way to support efficient analysis.  Closing the loop with the community to share what we heard openly and honestly and identify how this will inform decision-making or the next steps.  Taking on board community feedback to refine plans and strategies and when necessary, undertake further engagement.  Upholding the principles and processes outlined in the Community Engagement Framework and Policy. The Community Engagement Framework and Policy has been developed to strengthen trust and community participation. Noosa Council has the advantage of a highly engaged community, although it is recognised that Council will not be able to satisfy every member of the community on every matter. Council has a delegated responsibility from the Queensland Government to deliver services and facilities at the local government level that balance community needs and aspirations with the requirement to responsibly manage service delivery efficiently and sustainably on a comparably modest ratepayer revenue base to other local government organisations.