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00:00:00 Councillor Wilkie: This is from the Planning and Environment Committee, which is an application for material change of use for food and drink outlets, shops and offices, 214 David Lowe Way, Viridian Beach. It was referred for further consideration, and we have Nadine Furrow-Hurton and Patrick Murphy from the Planning Department here. Patrick, for those who are listening to you, just give us a brief overview, please, and any changes to the recommendation since the last, before the amendment was made. Speaker 2: I can deal with that for you, Frank, by Councillor Wilkie. Mayor Stewart: So this was an application for a redevelopment of an existing building down at Viridian Beach. It faces onto the service lane, or it faces onto David Lowe Way and also onto the village square. Speaker 2: The application, do you want me to run through the whole application or just the changes? The application, do you want me to run through the whole application? Councillor Wilkie: In a nutshell, what the application is seeking to do, achieve, in terms of number of tenancies. Speaker 2: It was proposed to renovate the downstairs level, change the existing tenancies downstairs to allow for shops and build a new car parking requirements, landscaping requirements and setback requirements.
00:01:00 An infrastructure agreement has been prepared, an agreement too with the applicant, proposing a contribution in lieu of the provision of car parking spaces. And as a result of discussions at the Planning and... Environment meeting, where it was raised the, about the non-compliance with landscaping, staff went back to the applicant and asked them if they're prepared to address the non-provision of open space on the site with the provision of additional green walls. The applicant has come back with revised plans that can be presented. And the revised plans indicate the provision of planter boxes to the terrace slash deck of, yep, sorry. Speaker 4: Go back one. Speaker 2: On the upper level, planter boxes across the eastern section of the upper level terrace, along with, on that side around the internal stair, two green walls, along the sides of the internal stairs there.
00:02:00 Planter boxes to allow vine over the pergola, that's on the upper level, and then on the lower level, so the one plan above. No, the next one down. The next one down, sorry, that one. And some green walls on the ground floor adjacent to the stairs. Councillor Wilkie: Nadine, just to clarify, the landscaping wasn't possible because of the zero setback. So this is done by the goodwill of the applicant? Speaker 2: That's correct, yes. So the existing building on the ground, takes up the entire floor space, the entire site. So this building is providing a new internal lobby. So this building is providing a new internal lobby. And lift area and stairwell. And as part of that, they're opening up the building and providing some landscaping with a planter for a significant tree on the ground floor.
00:03:00 And then they have indicated that they would provide these green walls. So the recommendation, there is a draft recommendation that's been indicated, which updates the recommendation to include these amended plans. It also includes an additional condition 37, which requires the submission of an operation of works. Application to landscaping, which would ensure that we get the planter boxes and the green walls. And also at the suggestion of Councillor Lorentson, an additional advice note has been included about the provision of solar panels for the development. Councillor Wilkie: Great. Questions for staff, councillors, or would someone like to move the recommendation? Move Councillor Lorentson. Seconded. Seconded. Councillor Stewart.
00:04:00 Councillor Lorentson. Councillor Jurisevic: Just. Sorry, can I just say that note, point, I haven't seen one before. Councillor Lorentson: I'm happy to read it out. Jo, perhaps? Councillor Finzel: Yeah, thanks. Councillor Lorentson: Very good. That council encourages the implementation of sustainable and efficient energy infrastructure to minimise energy consumption and the production of greenhouse gases. That council encourages the implementation of sustainable and efficient energy infrastructure to minimise energy consumption and the production of greenhouse gases. In this regard, council recommends the installation of solar panels for the development. Councillor Wilkie: In this regard, council recommends the installation of solar panels for the development. Council is clear on the other change in red above. That one looks fine. Councillor Jurisevic: Might be worth reading out for those people that are online that haven't actually seen it. Councillor Wilkie: I'll read that out. A separate development permit for operational works landscaping must be submitted to and approved by council prior to issue of an application for building approval. A separate development permit for operational works landscaping must be submitted to and approved by council prior to issue of an application for building approval. The landscape plan is to detail the provision of permanent planters along the upper floor plan terrace area.
00:05:00 Permanent planters along central lobby. Internal green walls around internal stairwell. Planted to support vine over pergola. Feature tree and understory planting of ground level. All landscaping on site is to be maintained for the life of the developer. Council Councillor Lorentson: I just want to thank Nadine and also the applicant for just understanding what our community requires in terms of just sustainable and green energy efficiencies. The inclusion of the advisory note I think it's really important and would be great if it's even a standard with all the applicants. We can't mandate or impose a condition to install solar panels, but we can make a bit of a noise about it. And I think a statement within every application just states a really clear position, a council position.
00:06:00 Also, I want to thank the Peregian Beach Energy Hub. The president there sent an email to all the councillors and just highlighted the project aims of the Peregian Beach Energy Hub, which is to encourage greater rooftop solar uptake on the retail and commercial premises at Peregian Beach. So I thank him for bringing that information to council. And again, thank the applicant and the dean for all the work in communicating what we need as a council. Thank you. Councillor Wilkie: Any other councillors wish to speak in motion? Deputy Mayor Stockwell: I suppose just to reflect what Councillor Lowenson said, that it is good to see a developer responding and improving designs in accordance with what we aim to achieve in Noosa,
00:07:00 which is a subtropical design and, wherever possible, using vegetation to soften built elements. I think it's really important to understand why we can't condition solar panels. And when we drafted the Noosa plan in 2020, we did actually have requirements for solar panels on all new buildings. And the state have a position that that is in conflict with the Planning Act because it's a building matter. You may recall that we put a motion up to the LGA conference last year challenging the state on that policy because I think it's a very short-sighted intervention. And it's one, I think, at this stage where we're limited to just providing advisory notes. And I think it might be something we put on every developer that has a roof. But it should be something where local communities shouldn't be bound by just the minimum of standards under the Australian Building Code.
00:08:00 They should be able to set higher standards to respond to the emergency that we're currently facing in terms of climate change. Councillor Wilkie: I'll just add to that. Although, as stated, the applicant was not bound to provide landscaping because it's not possible on the zero setbacks on the site, they were willing and open to consider that and include that in their application. The idea came, it was floated, I think, by Councillor Stockwell in the committee meeting last week. And the staff talked to the applicant. They were open to that. Yes, they were. The advisory note about solar panels on the roof, are they open to that as well? Speaker 2: They are. I have spoken to the consultant this morning. And he indicated that the developer is keen to provide a sustainable building, but they hadn't really looked that far in terms of the provision of solar panels.
00:09:00 So as an advisory note, he said he's certainly happy to consider that. Councillor Wilkie: So in closing, I agree. We can perhaps take that approach to all developments in future. Things that we cannot mandate but we can suggest because the response of this applicant shows that there are applicants out there who are willing to help and do the right thing and engage and help create more sustainable buildings. And that's a fantastic thing. Councillor Jurisevic: Joe. I'll ask a question of staff first. Is there scope in the planning scheme for Green Walls? Speaker 6: Is it within the scheme itself at the moment? Councillor Jurisevic: No. Is that something we should or could perhaps look at as a means of providing landscaping where landscaping may otherwise not be available, such as this development, and actually have that as an option to have green walls? Vertical green walls would provide a landscaping solution as we implemented it.
00:10:00 Speaker 6: Yes. Thank you. Thank you. We've got to the point there, Joe. There's probably a number of sites, commercial sites, where we find it a bit challenging in terms of getting some green interface with the public realm because of the built form that's existing on the site. So if the scheme were to incorporate some sort of vertical landscaping or on upper levels, potentially as well, it would certainly be the system. Councillor Jurisevic: Perhaps we take that away as a note to talk to the planers about the options for Green Walls and future planning schemes. I'll talk to the... I don't mind this development, but some of the challenges that were there, and I see these... This is a very workable, practical solution to provide landscaping where landscaping otherwise may have been impossible. I don't think it's been overlooked or not considered. Certainly, green walls are an innovative way and a very 21st century way, but a number of developments are now integrating green spaces into their developments where perhaps
00:11:00 they may not have been in the past. Also, the element of energy efficiency and solar panels, I don't see why any developer would not be considering solar panels with the increase in cost of electricity charges that have been anti-directed. There's been ongoing challenges around, ongoing challenges for all with regard to the current financial situation that many find themselves in, and the payback... If anybody does a business case, the payback for solar panels is well and truly viable and worthwhile, so I could encourage us to continue to recommend the installation of solar panels for every development. I would think any developer with the worth his salt would actually do the business case and realize that it's in their interest to turn around and implement it. All of these sort of energy efficient practices wherever possible. So I support the recommendation and the changes that have been implemented. Councillor Wilkie: Any other speakers? Councillor Finzel: Yeah. Councillor Jurisevic: Karen. Councillor Finzel: Thank you. Yeah, I'd like to add to that.
00:12:00 I support this, especially thank the staff and Councillor Lorentson for bringing it forward and the advisory mate and the applicant who was willing to have the conversations. I think it's great. You know, we talk about challenges, but this gives us opportunity to collect data, have those conversations about a future we'd like to see. And although at times it's aspirational, we can innovate and drive this forward just through these narratives and conversation. So I think it's great. And along the way, then we can collect that data. We can collect how many people that want to develop here are happy to have the conversations and learn as they go and along with us. I think it's a great example of community coming together, especially with the, you know, the green community members coming forward and reaching out to council and putting forward that suggestion. So I think it's a great, we're moving forward together with a collaborative approach to, you know, reach our climate targets and work towards the goal that we are different by nature. So thank you. I support it.
00:13:00 Councillor Wilkie: Councillor Lorentson or Councillor Tom? Councillor Lorentson, Mr. Close? No, thank you. Put the motion in favour. That's unanimous. Mayor Stewart: Thank you, Nadine. Councillor Wilkie: Thank you, Nadine. Thank you, Nadine. Thank you. Thanks. Next is Planning and Environment Court Appeal on DB9282022, Application for a Minor Change to a Development Approval for a Service Station and Shop and Operational Works, signage at 54 Mary Street, Noosaville. It's been referred for further consideration. Councillor Stockwell. Deputy Mayor Stockwell: I'd like to move a procedural motion on that to be held over to the last item on the agenda and be dealt with in closed committee. Speaker 9: Okay. Councillor Finzel: Can I just ask a question? Councillor Wilkie: We'll get the motion up first. I'm happy to see it. Is there an argument for it? No.
00:14:00 Are you... Mayor Stewart: I've got a question, Tony. Councillor Wilkie: Is that the matter? Yeah. Deputy Mayor Stockwell: Sorry, no. The matter... The matter? The matter... Will be held over to the last item of the agenda. Speaker 6: Do move Switch to... I just... Speaker 8: Last item on the agenda... No. Deputy Mayor Stockwell: I do say because while the matter has been reported in open session, this matter is before the courts. Any discussions that we have that either agree with or disagree with the staff advice have the potential to be prejudicial to Council's interests within that case.
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00:15:00 It may be that at the end of the day we do elect to follow staff recommendation, but if we don't, I think it would be inappropriate for those discussions to occur in a way that provided the applicant with our thinking. Councillor Wilkie: Councillor Finzel, you had a question? Councillor Finzel: Yeah, just with regards to that. Given our commitment to transparency back to the community, and given that the information is provided in the report, I'm just seeking further clarification as to why the need by Councillor Stockwell is put forward today to go into closed session. Pretty obvious as to why. Deputy Mayor Stockwell: That's a question to me. Yeah, so really clearly, historically, the process in these situations was always these matters were dealt with closed sessions, probably about four years ago, in the name of transparency.
00:16:00 Their decision from the previous CEO was to put them into the public domain. As I said, my concern has always been, and in this case still is, that we are prejudicing our own case by dealing with a sub judice matter in open. You know, the council, we are defending a decision to refuse, the reasons given to settle, are things that are debatable. Mayor Stewart: I've got a quick question. Councillor Stewart. Thank you. And it's a question for our CEO, just, we've got very strict requirements under what we can and can't do, go into confidential session under the Local Government Act, similarly, I mean, I've seen many, many, tens, tens if not 20 of these that are planning to defend an appeal over the last three or four years, I understand what you're saying, Councillor Stockwell, it was historically four years ago, but, I mean, we've dealt with at least, I mean, 30, 40, if that, of exactly the same, and we haven't gone into confidential
00:17:00 session, my question is, why here, why now, and if we are going to make a change, and it's a policy decision, should that be done separate to this table, because in all fairness to previous applications, we've done exactly, we haven't gone into closed for any of those, and I'm just wondering if the community, what specific requirements justified under the Local Government Act for this one? Speaker 8: Through the Chair, Mayor, I don't want to be drawn debating. Yeah. Into this at all, but what I'll put forward for is, on a factual basis, Councillor Stockwell can move a procedural motion to place any item into closed. That aligns to the reasons that we have available under the Local Government Act. This does align it because it is in relation to legal matters, so it does have the ability to be discussed by Council within closed session.
00:18:00 Council then has that ability to be able to deliberate. Yes, seemingly, there has been a long-term view, and there may be other divergent views at the table around that, particularly around openness and transparency. As Council officers, we would like to understand the views of the table in the future, so that we can respond to what the Council would like to see. Ultimately, the decision by officers is following how Council has made decisions in the past. That is why this is an open session. I don't disagree with, and somewhat a personal view, now, I don't disagree with what Councillor Stockwell has said in relation to this matter. However, it is a longer-term position that Council has had. As a result of that, officers have followed. There are no issues with the procedural motion. It absolutely aligns to the reasons why Council would consider a matter in closed. All voting would be in open,
00:19:00 and if the resolution of the Council coming from closed is contrary to that of the Council officers' recommendation, there does need to be a reason that would be put forward from there. So that's the advice that I can provide, and not a policy position as such. As we know, these reports that you have before you are approved by myself and signed by myself. It is Council officers presenting their best work to the Council. Once it gets to this Council table, this Council has the power to make the decisions. Councillor Wilkie: Thank you. Speaker 8: Well done. Councillor Wilkie: Can the Council speak to the motion? Councillor Finzel: Well, can I just make a comment? Councillor Wilkie: You can speak to the motion. Councillor Finzel: Yeah, well, I think the debate is over when and how and what the process is around if we want to change that or moving into the future. To me, that's the debate. I don't think that that's reasonable that this case now
00:20:00 becomes part of that debate. I think it's two separate issues. And... Yeah, I don't really support going into that closed session for the debate over this item in conjunction with then a broader issue, bigger issue around Council process in relation to how we proceed forward as a Council dealing with these matters. Councillor Wilkie: Can the Council finish up? Are there Councils which would speak to the motion? I want to speak in favour of the motion because this is a contentious issue and clearly some Councillors disagree with the staff recommendation. Any discussion specifically about a staff recommendation in a legal matter which is before the courts by nature really should be confidential. There is another discussion to be had about how matters like this, whether they go straight to confidential sessions or not, that is a separate discussion.
00:21:00 But the reasons I'm supporting this going to confidential is because I think it's a separate discussion. Because there is a dissension and contention around this decision to settle this and we need to thrash that out and thrashing it out in the public and the matters before the courts is extremely unwise. Amelia. Councillor Lorentson: I'll speak also to support the procedural motion to bring the discussion in closed sessions for the same reasons as Council Wilkie has just outlined. I think it's a very important decision. Again, I think best interests of Council is better served behind closed sessions in a legal matter. That's presently unresolved. Councillor Jurisevic: I'll speak in favour of the procedural motion as well for all the reasons outlined. I dare say the reason this hasn't cropped up before is because there hasn't been dissent with the staff recommendation.
00:22:00 In this case, there appears to be no dissent. So I'm prepared for that to be discussed. And as Councillor Stockwell alluded to, those are probably best discussed when legal proceedings are before us. Without playing your hand to the applicant in this case. Councillor Wegener: Councillor Tom. Yeah, of course I'll support the motion and I think that we're even somewhat slightly overstepping the bounds of what we should be talking about even saying that there's some dissent amongst us. I mean, even that should be unconfidential in my opinion. Councillor Finzel: Chair, I have a question. Councillor Wilkie: Question, Councillor Finzel. Councillor Finzel: Given it is a legal matter, is that because it is before the courts, does it have to go into closed session? Councillor Wilkie: Who's the question for? Councillor Finzel: Oh. Councillor Wilkie: Councillor. Speaker 8: Are you happy to take that question? Yes. Thank you, Chair. It would be prudent for Council to discuss any matters that are before the courts
00:23:00 within closed session. And I understand the motivations in the past of having complete openness and transparency in relation to Council decision-making. However, there are some matters from time to time that Council should discuss within closed session. It doesn't take away the fact that decisions are being voted upon and ultimately made in the open. But that discussion should be discussed within closed session. It should happen at that time. So this is entirely appropriate to be heard within closed provisions under the Local Government Act. Councillor Wilkie: And just to clarify, Mr. CEO, the discussions will be behind closed doors, but the decision will be in open Council? Chair, absolutely. Speaker 8: Yes. The requirements for Queensland Local Government is that all voting is held in the open. There's no debate or discussion that's to occur coming out of closed, but the decision is immediately made. And the voting must occur in open.
00:24:00 Thank you. Councillor Wilkie: Any other councillors wish to speak? Mayor Stewart: I do. Councillor Wilkie: Councillor Stewart. Mayor Stewart: Look, I'm really challenged on this one, because there has been a precedent, certainly while this is a term of Council, that we have always discussed these matters in open. And as I said, I've gone... There's so many that are planning to defend the appeal. We've discussed them on camera. I appreciate that. I appreciate that if there is going to be some argument or some debate around the table, that we do need to go into closed. I appreciate that. And I will support this, but I think going forward, this is something that we really need to sit down as a Council and talk about at a process level, and certainly at a level in regard to what we want to do going forward. Because if another one comes up, then we have to really follow and be consistent.
00:25:00 So I think this is certainly one for a discussion outside this room and this table about what we see as important to us as a Council and our debates when we go into closed and when we don't, bearing in mind the legal constraints, but also weighted with the transparency and openness that we pride ourselves on. Councillor Wilkie: Thank you, Councillor Stewart. Question, Councillor Lorentson. Councillor Lorentson: Question to the CEO. In terms of all confidential sessions that we have in Council, at what point is that information in terms... in regards with legal cases, when is that information available to the public and how can the public access that information? Speaker 8: Through the Chair, Councillor Lorentson, the decision is made in open. The legal process would follow any standard legal process. It is very much dependent on the type of matter that's before the call or the decisions being made. But as we know, all justice is in open.
00:26:00 So if there was a member of the community that was particularly interested in the matter, they would have the ability to be able to follow this through a planning and environment call process and understand the decision that has been handed down. And also understand Council's position as well too. And as officers, we're very happy to be able to take direction from the table. We've put forward our recommendation. If that's somewhat different, we'll follow the decision that the Council makes. Thank you. Okay. Councillor Finzel: So through the Chair then, given the conversation around the legal matter, I will support the motion. Councillor Wilkie: Thank you. Mr Stockwell, you were supposed to close. Deputy Mayor Stockwell: Yeah. I think there's just a little bit of clarification required. This isn't a matter about deciding to defend an appeal. No. This is a matter about settling a case. Now, I'm thinking back. I don't think we've had one of those this term. We might have had one. Certainly in the last term when we had one, it had the same effect.
00:27:00 We went into confidential session to discuss. Mayor Stewart: Middy Street? Middy Street. No, that was in this term. Deputy Mayor Stockwell: This term? Mayor Stewart: We went into confidential. Yeah. It was a 6-1. We turned around to 7-0 in the end. Deputy Mayor Stockwell: So that's why I do believe, going into confidential session, we'll hope the open and transparent discussion from councillors, which would otherwise be constrained should it not be in closed session. Councillor Wilkie: Okay. I'll put the motion to those in favour. That's unanimous. Item's moved to the end of the agenda. Thank you, Patrick. The next item. Thank you. The next item is the Noosa place program, pilot place selection. And we have a director of environment strategic planning, Kim Rawlings, and principal strategic planner, Michelle Tucker, here. Welcome. Hello. Kim, Michelle, could you give us a bit of an overview on what we're looking at here,
00:28:00 please? Yeah, sure. Speaker 3: So the report we're presenting today really provides an outline of the place selection program to date over the past couple of years. It includes the formation of an internal working group and a government's framework that we've initiated internally. We've also undertaken initial community consultation through the livability survey. And that also helped us set up an evaluation and monitoring framework for the project moving forward. And finally, it provides a recommendation to the place pilot location that we will commence working on. So that's what we're looking at this year. Councillor Wilkie: Questions? I'd just like to foreshadow that I have a motion I would like to test with councillors. But before we do that, are there any questions for staff? Yep. Councillor Stewart. Mayor Stewart: Thank you. Just reading it, I mean, this is a great program.
00:29:00 How long has the idea of a place-based program been in place? Speaker 3: Through the chair. Yeah. So council, I think, gave us in their budget, I think in the 2019-2020 budget, to commence researching and establishing a future place-based program. So we've been working on the internal arrangements for some years now, trying to get the framework established and get the organisation prepared to commence a project. Mayor Stewart: Yeah. Okay. Speaker 5: Just to add to that, the intention was that we would drop into sort of close-knit place-based planning at a local level once we completed the Noosa plan. Yeah. So the Noosa plan, you know, took Shire-wide level planning. And once that was complete, that we'd start to look into sort of that more localised locality based planning. Mayor Stewart: Okay. So it's been about four years in the making, really. Speaker 5: Yeah. Mayor Stewart: Probably more than that. Deputy Mayor Stockwell: Just a question. So the extent of the ministerial conditions, which we've just got out of the way, has
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00:30:00 really taken those people who would otherwise have been able to concentrate on placemaking away. Michelle. Speaker 5: That's correct. That was, you know, sort of what I was trying to infer around completing the Noosa plan. The intention was that would be complete by 2019, but we've got nearly three years' worth of work from the ministerial conditions. So there's been a bit of a pushback, even though we've been working on it, not in a full-time capacity. Mayor Stewart: And if I said to the community, started talking about placemaking, what is the simplest way to explain it to the community? Placemaking. What will it do for the area? What's the ultimate goal? I mean, because placemaking, people, well, what's that? What does that mean for me? Yeah. So for the community, what does that mean for the community? Speaker 3: So through the chair, placemaking is really looking at a whole gambit of attributes that a place has. And that's why we've commenced the livability survey, because it's looking at a whole suite
00:31:00 of community interventions, economic, environmental and social and cultural as well. So we're trying to take the approach, I guess it's not just new street trees, new street furniture, park upgrades. It's a whole lot more than that. And it starts at a very high level and then drills down. It actually focuses on what the community values most within their place, what connections they have, what their experiences are. And then we focus in on those and look at how we can best work with the community. It's a community led process in delivering improved livability and overall place attraction. So bringing more people in, making it more livable and improving the wellbeing of the community. Mayor Stewart: And open spaces was very high. Protection and maintenance and enhancement of our open and green spaces was very high in our livability survey, wasn't it? Correct. So that would obviously feature in a big part of placemaking. Speaker 3: So through the chair, environment and livability and open space was a key value that community rated across the Shire. And their experience levels in that value were also very high.
00:32:00 So we are doing a good job, but there's always room for improvement and how we need to maintain that. Plus bring up other attributes as well in terms of what we're looking at in terms of place. Councillor Lorentson: So Michelle, you're talking about a master plan for a precinct. Speaker 5: It's a local area planning exercise with the community for their locality. But you know, looking at a whole range of, like Michelle said, attributes, whether it's physical attributes, open spaces, walkability through towns, social issues, business improvement. Yes, it is essentially a local area planning exercise. Okay. Councillor Lorentson: So I had a look at Logan Together just to get my head around what the end may look like. So is there an opportunity? So Logan Together is the community just basically made a decision to have a collective goal, something of big impact. And theirs was to have healthy and happy youth kids for future generations.
00:33:00 So the community banded together and that was their collective goal. I'm imagining, is that an opportunity also for the precinct that they come together and collectively have a goal? And we've had people in the community come to us and talk to us about the whole concept of intergenerational living and the brain schools, those sorts of projects. Will that possibly be tabled as unbelievable then? I see the end. And I think this is seriously exciting. Great. Speaker 5: Yeah, definitely plenty of opportunity for that. Councillor Lorentson: Fantastic. Speaker 5: It's about what comes from the community. Yeah. Mayor Stewart: And it provides a framework. Councillor Lorentson: So they create their own future. Yes. Simple as that. Mayor Stewart: And the role of the community was considered the most important part of the criteria, wasn't it? Yeah. Fantastic. Councillor Jurisevic: Gerard, I want to suggest that it looks at the commonality that all localities may have, but also the significant points of difference that make them unique and try to maintain that
00:34:00 uniqueness or those qualities of that village area. Speaker 3: Exactly, yeah. Councillor Jurisevic: Following on from that, following on from the Mayor's point, you talked about ratings of things and all that. Where did those ratings and what was the primary input for those ratings? Speaker 3: So the primary input from those ratings was the livability survey that we undertook in conjunction with PlaceScore back in November 2021. We did the whole Shire that provided us a baseline across 50 attributes. And that was statistically representative, even down to like town or village level. So we got a baseline across 50 attributes and that was statistically representative, You can also drill down into each of those localities and look at individually what the differences are, what the priorities are, what the opportunities are. As you said, all communities are different, so they all value different things in different ways. Councillor Jurisevic: So the question that beggars it is, what weighting did the liveability index score that is shown in the table on page 6 have in your decision as to which locality to have as your pilot program?
00:35:00 Speaker 3: So it basically provided us like the whole suite. It really enabled us to look at each community individually and what their strengths were. At the end of the day, it kind of just provides that supporting lens. I think for us it was more around community capacity and Council's ongoing projects that kind of had the higher weighting. But it does provide us with, I guess, a general liveability rating of the community in terms of moving forward. Like what's the starting position and then how can we improve that and what's the baseline. Councillor Jurisevic: The reason I ask that question is because the locality chosen is rated fairly well in the liveability index. Councillor Wilkie: Yes. Council, to move things along, I'd like to move a motion, please. You can ask the question now. It hasn't been seconded.
00:36:00 Councillor Finzel: Oh, thank you. Just to thank you for the work. It's been really good. It's great to see this get up and running in the community. Can you just clarify for me, you've done a development of place program framework and then we're going into like the pilot place project selection location. Can you just clarify the difference between the program and then the project? Speaker 3: So the program is really how we looked at place initially and set it up. So the government's arrangements, like what did we want to focus on and what did the place program look like for Noosa Council? So that was more internally what the keys and principles that we wanted to get out of it as an organisation moving forward. And then the pilot kind of is where we actually will now go and test that within the organisation as well as with the community to get the findings and the learnings so we can roll that out hopefully in the future. Thank you. Councillor Wilkie: And we have a seconder to test this motion, please. You want to propose the motion?
00:37:00 That council note the report by the principal strategic planner to the general committee meeting. Meeting date, 13 February 2023. And A, approve Kin Kin to be the location of the pilot Noosa Place program on the basis of need and to assist council develop robust placemaking program processes. And B, approve Pomona to be the location for the first formal Noosa Place program. Councillor Wegener: I'll second the report. Thank you, council. Thank you, council. Councillor Wilkie: Council, I fully expect this to be a 6-1 with me on the outer. But I have to test this. I begin with a question. And that is, who could reasonably begrudge the Shire's smallest and most distant community of Kin Kin, the village with the lowest livability score of the Shire, a community that has formally been requesting council assistance for integrated planning since 2007, becoming the site of a pilot placemaking program?
00:38:00 Kin Kin has the greatest need for a remote location. Kin Kin has the greatest need for a broader, future-focused conversation, one that desperately needs to commence, sooner rather than later, not because there are uncertainties and great difficulties, but precisely because there are. What we're deciding today is the most suitable community for the pilot or trial placemaking program, which will precede the first formal placemaking program. The pilot program is intended to road test the council's approach to placemaking. To ensure a hardy and flexible model and processes that will most effectively benefit other communities. If we want a flexible and effective placemaking program, then the first community ought to be one that fully road tests all council's assumptions, where residents face arguably the greatest uncertainties and challenges, as well as demonstrating enormous desire to engage and shape their community's future.
00:39:00 Thank you. All of these for Council's assistance and intervention that date back to the pre-amalgamation years. Kin Kin makes for the best trial site not only because of the range of issues and proactive initiatives identified in a recent letter sent to Council by the Kin Kin Community Group, but because of the divisive challenges Kin Kin faces in coexisting with the quarry over the past 15 years. The recent influx of new residents, including many young families as part of the COVID migration, and the purchase of most of the main street by a new landowner. More than any other community in the Shire, and on many fronts, Kin Kin is at a crossroads. This makes Kin Kin most suitable for program interventions to help the community steer itself to the future it desires.
00:40:00 One which balances out all the conflicting realities and uncertainties. And the sooner this conversation formally begins within a structured, future-focused framework, the better. The seemingly intractable difficulties and uncertainties may also be seen by some as reasons to not firstly engage with Kin Kin. Equally, these difficulties are exactly why we ought to. It is not the easy thing, but the right thing in my view. This is where the community need for engagement, and the opportunity to forge a robust placemaking program is the greatest. Councillors and officers will no doubt encounter challenges, as well as goodwill, in choosing to engage with Kin Kin. But with that comes the opportunity for deeper understanding of our most distant village community, and the opportunity to develop the best, most robust placemaking program model.
00:41:00 And, looking ahead, Council, residents and ratepayers also need to know if the placemaking program has been effective or not. As the report states, the Council will be monitoring and evaluating the success of programs into the future using the National Livability Index score as a benchmark. Out of 100, the average score for Noosa Shire was 70, and the national average for all Australian communities was 68. Pomona scored above the national and Shire average on 71, while Kin Kin lagged well behind on a score of 58, well below all other Noosa communities and the national average. The community need inherent in this low score is one we cannot ignore. As far back as 2007, the community group wrote to Council begging for an integrated council-led process to help Kin Kin develop
00:42:00 into the place that reflected the community's aspirations and sound environmental principles. If the Council is serious about wanting to use improvements in the livability score as a benchmark for the place program effectiveness, then using Kin Kin's low score of 58 as a benchmark offers the greatest ability to detect changes, rather than using Pomona, a township that is already above the national and Shire average for livability. Page 8 of the report lists Kin Kin, Pomona and Tewantin as the highest ranking candidates for placemaking, taking into consideration a range of criteria. Need, as demonstrated by the livability score, was one. The other criteria, community capacity, the existence of community leadership and alignment with Council's current strategic priorities, in my view, favour the larger communities. Pomona has a much greater number of service providers, volunteer groups, a community house providing counselling and access to a range of support networks,
00:43:00 an iconic event in the King of the Mountain, diverse and colourful events staged at the Majestic Theatre, an art gallery and regular highly successful markets, successful new businesses and is being linked to Cooran with a $1 million investment in the trail network. It is a thriving community with its challenges which also clearly could benefit from a placemaking program, as could others across the Shire. In Pomona there are issues including parking, increased traffic, pathway and signage links to, through and from key sites and parks, opportunity for use of the Queensland rail land, upgrades to the trail network and the future of the Pomona showgrounds, all of which are valid and arguably worthy of a placemaking program that is mature and robust and has been effectively argued for, in particular by one passionate Pomona advocate. Page 11 of the report lists the reasons why, with all other things being equal, staff recommend Pomona to be the trail placemaking location.
00:44:00 Arguably all these reasons also support Kin Kin as suitable for the trail. Both Pomona and Kin Kin are locations that have key strengths and aspects that could benefit from the place-based approach. Engaging with Pomona or Kin Kin would allow the staff to increase their skills, the organisation to adapt and the community to realise benefits. A community requiring a higher degree of change or support, or one that is larger or more complex, was said to be unlikely to benefit from a pilot when the organisation is still in the early stages of applying placemaking and being able to implement it. Arguably Pomona is larger and more complex. Smaller is therefore better for a pilot. The place program would build on current activity and momentum, particularly in the main centre areas of Pomona.
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00:45:00 As a more developed, larger and evolving town, there is certainly more momentum and activity in Pomona. This is what Kin Kin is hoping to develop with the Council's help. As listed in the Kin Kin Community Group's request list of proactive initiatives provided to Councils and staff recently, there is proportionally as much momentum and activity in the smaller village. Kin Kin Community Group's letter requests Council's help in addressing a full range of issues, including signage, streetscaping, parking and shade, skatepark upgrades, a future-focused approach to the historic challenges and division caused by the quarry, addressing risks to the isolated community posed by flood and other disasters, formalising camping regulations, improving shower and toilet facilities to match Kin Kin's role in the Noosa Biosphere Trail Network, living with flying foxes, activating the School of Arts Hall and Community House, upgrading post and rail, public drinking fountains, etc. The report says there needs to be existing business and community leaders in the region,
00:46:00 and community groups using the features of place to bring community together. Pomona is certainly well advanced in this area, and Kin Kin, with a landowner having purchased most of the main street, would most benefit from the timely intervention of a placemaking program to help ensure the town evolves according to shared ideas of identity and place. Kin Kin and Pomona are also both becoming more used by residents outside of the immediate townships. Pomona does have more planned and resourced projects in the location that could be included as part of the place project. And equally, Kin Kin's smaller number of planned projects make it suitable for a starter pilot project. The report says the village needs to be of a size and scale that would allow for meaningful monitoring and evaluation of outcomes for a pilot. Again, Kin Kin's smaller size and lower liveability score make it more suitable for a trial.
00:47:00 The report says that although Pomona achieved a good liveability score, there are a number of broader issues that could benefit from an integrated place-based approach being applied. For example, environmental, economic and social. Kin Kin had a lower score and clearly also could benefit from an integrated place-based approach being applied to environmental, economic and social issues. Almost finished, councillors. Thank you for your patience. I'm just wondering if you've actually got the watch on or something. Speaker 7: No, I'm letting it go longer than any of mine have ever been. Councillor Wilkie: Pomona and Kin Kin both have quickly experienced a variety of changes through COVID that would benefit from a place-based program to ensure ongoing community cohesion. Long-term Kin Kin residents at the recent Christmas event were remarkably positive about the massive influx of younger families to Kin Kin who love the lifestyle and want to shape and preserve it. Pomona and Kin Kin both have had growth in tourism visitors, particularly through the drive market.
00:48:00 Turnover in and changing make-up of population, increase of people experiencing cost of living pressures and an increase in social issues. So if the thriving township of Pomona is to be the first formal place-making location that will benefit from a robust place-making model, then for all the above reasons, who could reasonably begrudge the Shire's smallest and most distant community of Kin Kin, the village that has been requesting an integrated planning assistance since 2007, with the lowest liveability score becoming the site of a pilot place-making program? Thank you for listening. Speaker 9: Questions? Councillor Wilkie: Councillor Stockwell and Councillor Stewart. Deputy Mayor Stockwell: So my question to the Director, obviously Councillor Wilkie's put a range of reasons why you would go for Kin Kin, and you've obviously had most of those in your, if not all, in your purview. So from your perspective, you've recommended Pomona. What were the key differences that would lead you to believe that Pomona is a more appropriate place to pilot the package?
00:49:00 Speaker 5: You can see what's taken us four years. Speaker 7: Four years and 25 minutes of that. Speaker 5: Very compelling. And, you know, it hasn't been an easy process to weigh up all of these localities because every locality has needs and strengths and could benefit from, you know, local area place-based intervention and council support. We know lots of communities are ready for it. We've been through a very rigorous process, mainly internally with all of the organisations. So we've had, you know, hours and days of workshops with about 40 people across the organisation involved, who are people who are out in the community from all of the service areas of the organisation, understanding, you know, what's happening in each of those localities to consider and come up with the recommendation.
00:50:00 There's no doubt that Kin Kin, Tewantin and Pomona were the top three localities that, when all things considered, would, any of those would be great pilot locations. I guess we, it wasn't just from a needs basis, it was also from a strengths basis that we came up with the pilot location. We want a pilot location, you know, and I need to step through this very sensibly because each locality has got strengths. And, you know, and I don't for one minute want to infer that one is stronger over the other. They're diverse communities with strengths and opportunities. But, you know, for Pomona it was of a scale that we thought we could test a whole range of approaches. There was, there's lots of alignment with the work that's already happening in the organisation.
00:51:00 It has a very, very organised and active community, which is very, is fundamental to the success of a pilot, of a place program. So, you know, it was about lining up those things. And, you know, it was, it was marginal in terms of where, where, what we're recommending. Mayor Stewart: Councillor Stewart, you had a question? So, since 2007 there's been pleas for council assistance from Kin Kin. Is that what you said, Councillor Wilkie? Yes. I'm just wondering why in six, what's that, 13, 16 years, I guess that hasn't, why those pleas haven't been answered in, in, since 2007. Or has there been done, things done since then? I know certainly with this council since 2020 we've been actively supporting them in hundreds of thousands of dollars for a court case, so we should. I'm just wondering what else has been done since 2007, if anything, to get them to the
00:52:00 point where this is the placemaking, you know, this is the, the basis of Councillor Wilkie's argument for placemaking there. Speaker 5: Many localities have had, have requested council support in place-based approaches. Noosa Junction's done a placemaking framework. Pomona's done, done work. Sunshine have asked, Noosaville, you know, so lots of places have been asking for council's support through a local area place-based approach for the last, you know, five or ten years, which is why, you know, four years ago council decided that this would be a program that we would introduce, a new, a new service, a new, new approach for, for communities. There's been lots of investment and intervention in these localities. There's been lots of work happening in Kin Kin, so it's not, it's not as if because the place program's not there that these communities aren't supported by council. All our communities are supported by council.
00:53:00 All our communities have capital investment and Michelle's actually done, you know, as part of the process, we've actually done a very rigorous analysis of the investment that has happened in localities over the last five years. Mayor Stewart: So the pleas for council assistance have been answered in many respects? Speaker 5: Yeah, in many respects, but not in a, not through a place-based program. Mayor Stewart: Just through a normal council assistance. Yeah, absolutely. But there haven't been certainly, yeah, so they've certainly been heard and acted upon. Councillor Stockwell. Deputy Mayor Stockwell: Yeah, I think we're getting into a debate, so I'm going to move an amendment. It's as written, except replacing Kin Kin in A with Pomona. Councillor Wilkie: This is a reversal of my, a negation. Yeah, it's a reversal. Deputy Mayor Stockwell: It's not a negation, no. Councillor Wilkie: It's a reversal. No, it's not. Yes, it is. It's a reversal. Deputy Mayor Stockwell: I'll, I'll, I'll. Councillor Wilkie: Okay. Finish your, finish your question. How about we hear it first?
00:54:00 Deputy Mayor Stockwell: I'd say Pomona in A, Kin Kin and Tewantin in B. Councillor Wilkie: That's the start. That's the start. Deputy Mayor Stockwell: In first and second. Councillor Wilkie: That's the start. That's the start of the motion. Yeah. Deputy Mayor Stockwell: I'm, I'm moving an amendment to your motion. Okay. I don't believe it's a negation because it's just changing the priority. Councillor Wilkie: I, I disagree. It is, it is a direct negation, a, a reversal of the motion. Deputy Mayor Stockwell: You're the chairman. You can say that. I won't argue. Chairman. But I, I disagree. It's a, it's a change in, in priority. Councillor Wilkie: It's, and priority is integral to the, the purpose of the motion. So I will. It's a direct negation of the motion. Okay. Can we, can we test it on its merits? The motion on its merits. Deputy Mayor Stockwell: Okay. I disagree. I was just trying to tell you, save you a six one. Councillor Wilkie: I'm up for the six one, Brian. I'm expecting it.
00:55:00 Deputy Mayor Stockwell: So yeah. I'll, I'll speak briefly to it then. Councillor Wilkie: You said you want to. Deputy Mayor Stockwell: No, no. No, he ruled it as it's, it's, it's out of order. So I'll, I'll accept the chairman's ruling. Councillor Wilkie: Thank you, Brian. Deputy Mayor Stockwell: On this occasion. Um, Council Wilkie's identified a whole lot of good reasons. Um, some of those reasons are exactly the, and, and I don't want to get the debate into which is more needy. And I think both are in need. Um, but some of those reasons are exactly why they wouldn't make a good pilot. Because Kin Kins size, nature of their problems, and the nature of their community is unique to Kin Kin. Yeah. And, um, for that reason, um, it would, in my opinion, be a, uh, not an optimal, um, township to go with. Uh, the, Pomona has a range of issues that, that have to be resolved locally, but have
00:56:00 regional significance, which do provide an indicator for other local placemaking, which may help us, um, uh, in a range of ways. And, um, I just think that, uh, the staff recommendation has got it right. Councillor Wilkie: Question. Um, has there been any sort of master planning done in Pomona previously? Speaker 3: Yeah. There was a architectural report. Um, it was a master plan. 2009, maybe? Speaker 5: Yeah. Long time ago? Yes. Maybe a decade ago? Councillor Lorentson: 2015. Yeah. Okay. Speaker 5: Yeah. Yeah. Councillor Lorentson: Yeah. Speaker 5: Well, I was just saying. It was done in, I believe, I, I have to check this, but I believe it was done in response to a development application that was proposed there. Um. Deputy Mayor Stockwell: Oh, it was, was the supermarket. Supermarket. Yeah. Speaker 5: Yeah. Yeah. Yeah. And, because there was some range of issues around the supermarket, there was a bit of
00:57:00 a master planning process done to try and resolve some of those. Councillor Wilkie: And my second question is, was there been a master planning process of anything like the Kin Kin? Speaker 5: Not that I'm aware of. Councillor Jurisevic: I was going to ask a question in a different way. Has there been any other master planning processes for any other localities been undertaken in the past? Speaker 3: It's really true. There's been plenty. Yeah. Yeah. Um. A whole raft across the Shire, Noosa Junction, um, Sunshine Beach, Peregian Beach. Um. I have to go back and check. Councillor Wilkie: T.Y.'s had a market plan. Speaker 3: It's a whole suite of different types. Okay. Um. I guess there's master plans, there's streetscapes, there's a whole range of things that all fall under that umbrella. Councillor Jurisevic: I won't, I won't go into delivery on those. Mr. CEO, question for you. With regard to the current, um, court action being undertaken, was it known to the Corrie Kin?
00:58:00 Do we have any dates or any photos? No. Excuse me, I'm asking the CEO. Are there any, any known dates or how long could that process be ongoing? Speaker 8: Through the Chair, Councillor Jurisevic, um, it is before his honour for decision and we await his honour's, um, finalisation and deliberation of the decision to be handed down at this point in time. Councillor Jurisevic: Is there any timeframe associated with that? No, there's not. Right. Thank you. That's the reason for asking the question. It's to put into the, into the discussion. Thank you. Councillor Lorentson: Um, I have a question. Yes, a minute. Through the Chair. Yeah. Uh, Kin, uh, what is the, um, cost of the PLACE program? Um, what is the community expected to have injected in terms of dollars, um, into their community? And has that money been already allocated and budgeted for? Speaker 5: Um, it's through the Chair. Um, there is some budget allocation within existing, um, budgets. Um. Um, and that's, um, the money that Council have already allocated.
00:59:00 Um, both are resourced and Michelle is, is dedicated to the PLACE program so the community can expect to work with Michelle and have Michelle in place. Fantastic. Um, and Michelle will be supported across the organisation. So, the key to this success is that there is cross organisational involvement from all our areas. You know, our transport area, our parks and open space, our economic development areas, And then there is an allocation of funding to support the planning process and the community engagement process that Council has put aside where we will get some support for the community to run a local area planning exercise that identifies all the things that you sort of mentioned before. What are the issues in the community? What are the things the community would like fixed? What's the long term aspirations? What's the future vision for the place? To
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01:00:00 come up with a framework that might be a 10 year framework for that place. And also as part of those discussions is okay, how are we going to pay for this and who's going to pay? So that's part of the plan. So that there's a local area plan with an implementation plan and funding and ways of delivering against those things. Not everything needs funding to achieve outcomes, but different mechanisms to fund the implementation of that plan will be identified too. It's important to go into these processes being very clear to manage expectations that to achieve this 10 year plan in which this, it can't just rely on council planning. It can't just rely on council planning. There has to be some alternative sources of funding. You know, and there are grants available to support place breaking. You know, there's a lot of private investment that achieves lots of things in local areas, community investment, you know,
01:01:00 hours of volunteer investment, you know, so there's a range of ways to achieve these outcomes. Councillor Jurisevic: Fantastic. Thank you. But also one of the other outcomes of something like this would be to prioritise the community, the community's priorities with regard to what they see as the principal and primary focus of council's attention would be year one, year two and so on and so forth. What are the things that they would see as the greatest elements of, I'm trying to think of a word, of input, of value to that community. Thank you. Speaker 7: Thank you. I'll talk to it. Councillor Jurisevic: Thank you for placing us between a rock and a hard place, Councillor Wilkie. Without wanting to sound unfeeling or uncaring for all the points that you've outlined with regard to Kin Kin, I see the rhyme and reason that staff have chosen the priorities that
01:02:00 they have. I understand the needs in Kin Kin. Kin Kin has got a major focus at the moment and I think, you know, we've got a lot of work to do and we've got a lot of work to do. I think that's, that to me would be best carried out after that process has been undertaken. Because I think you could have a large bearing on place making in Kin Kin and an understanding of what's needed going forward. I also understand the size and scale of a locality like Pomona is the reason that staff have chosen it. Because if you start on a smaller scale, there may be some things that you don't consider when looking at larger localities or that come into, come into play. So as a pilot, something that has, will take in most of the parameters that you'd be looking at across the region would be the reason you would select a locality such as Pomona.
01:03:00 Look, I would, I would argue in the same vein for Tewantin, I would argue in the same vein for Boreen Point. Lake Katharabah, Ringtail Creek. All of these communities have over my time here and before my time on council, advocated to council for elements to improve and enhance their communities. And as the Mayor alluded to, some of those have been, you know, some of those things have been delivered. But a lot yet still are to be delivered. Trying to get it right as we have a, you know, transitioning community, those priorities do change over time as well. As we have a growing community, as we have in Pomona, we've got a significant amount of growth in Pomona and Cooroy, as in all localities and a lot of pressures that are being, being held on them. So, like I said, not wanting to sound uncaring and unfeeling towards the people of Kin Kin, I think getting the process right in a slightly larger locality in the first instance and then once we have that process down pat, focusing on a township such as Kin Kin might be the
01:04:00 better process to go as the staff have alluded to. I said I, you know, I can attest to having been advocated to by people in Cooray, by people in Tewantin, by people in Timbewar, Boereen, every one of these localities has been on our agenda and had elements that have needed to be done. And I don't disagree with any of the points that you've raised there, Councillor Wilkie. Councillor Wilkie: Thank you very much. Councillor Jurisevic: And I think, and I think your, your impassioned plea for Kin Kin to be considered as the pilot place is, is, is a laudable, is a laudable request. Councillor Wilkie: I didn't want it to be laudable, I hoped it would be effective. Speak with laudable. Can I just ask a question? Mayor Stewart: Yep, Councillor Stewart. Amendment 1, sorry, is that, is that? No, it fails. Right, so that's off the table. Oh, thank you. Yeah, thank you. So we can get rid of that. Speaker 8: Yep. Does it need to be recorded in the minutes?
01:05:00 I think it does. Does it need to be recorded? Mayor Stewart: Yeah. And it'll be that the Chair has ruled. Deputy Mayor Stockwell: But it says exactly the same thing. Yeah, the Chair ruled it to be. Councillor Wilkie: It's got Pomona instead of Kin Kin. Mayor Stewart: It says, it says the same thing, it's just swapped A and B to yours. Yeah, I know, but he ruled it. Deputy Mayor Stockwell: It's exactly the same thing. The Chair ruled that too. I would have had the moves that I dissented the Chairman's ruling in. I couldn't do that. Couldn't probably have their CEO on his side. They were going to lose. Councillor Wilkie: Any other councillors wish to speak to the motion? Councillor Wegener. Hi, Jocelyn. Councillor Wegener: I applaud your advocacy, Councillor Wilkie. That was fantastic. Placemaking has been before the council and staff for an entire term so far. And I'm very, very confident that that choice of Pomona is very well considered. Except for it had it not been for that, if the baton situation hadn't been fixed so well, then that might have changed the weighting of things. But no, the new clubhouse is done. Thank you. I would say that one of the things is I think you want a bit of stability in an area in
01:06:00 order for the placemaking to work. And Kin Kin is on the boil right now. It is all happening out there. There's big changes going on. I mean, for example, Matt Kalinske is the new chef at the Kin Kin Hotel. And that is going to make big changes, obviously, with the whole town, with even the identity of the town, where it's gone from one to all of a sudden the best chef, you know, in the world, probably. And so emotions are running hot. And I've been out there quite a bit. And people talk about that. They say, oh, you know, the new owners here, they're going to do this and they're going to do that. And now Matt Kalinske is going to come and the town's ruined. And, you know, I just, I agree that stability is actually really important in a town. Just wait for the, wait for things to settle just that little bit. Have the new owner in the Kin Kin pub, let them go down there, their track with what
01:07:00 they want to do. The Kin Kin markets are expanding, you know, fantastically. That's happening out there. There is just so much going on. It's a great place to invest, probably. But I don't know if we want to invest with our, with our placemaking there to begin with. I'd be very, very happy that it, because that is number two. I'd be very happy if they really, really learn about how placemaking works in Pomona so that they can evolve into that program and absorb it in the Kin Kin. The learnings from it. But as for now, I support staff's decision that I stick with Pomona. Mayor Stewart: Thank you. This has been a really tough one because I think that when I read the requirements in the report, page four says, a successful place-based approach is reliant on clear goals, strong community ownership, leadership and facilitation. As all places are different, place-based programs need to be tailored to reflect the specific scale, status, role and resources of the place.
01:08:00 I would say that it's safe to say that we have all those attributes across all of our various locations in Noosa Shire, that it's not exclusive just to one area. So it's been a very hard choice. And similarly on page seven, the agenda notes, the three most important things are placemaking, pilot community should have response and responses include a strong sense of community ownership and community buy-in, the need for a place intervention in the community, community engagement, coordination and collaboration across the community, sustainability. So again, I think that this, that answers the question for very... All areas. All areas of our community. I think, you know, they're all really warranted for placemaking. I think we, this has been, as we've heard from the staff, four years. You've spent hundreds of hours on this. You've had many, many staff on this. You've said you've been out and about in the community. You've had workshops. This has been a really long, detailed process that you haven't taken lightly. So I think, you know, as all councillors, it's very hard, you know, because every...
01:09:00 We want this to happen in every location. And if we could wave that magic wand and we had those funds, it would. I think that Pomona is, based on, you know, what I've just said, it is in expert opinion and staff who have been working on this for a period of four years, if not more. If that's your determination, I think that we should support that. I certainly think Kin Kin is very worthy. And I look forward to, you know, hopefully seeing that, them being the beneficiary of the next placemaking and Tewantin and Cooran. I mean, there's so many areas, as I said, but we do have a finite amount of resources. We have a finite amount of funds. This has been targeted and highlighted as the overall recipient, or when I say, from our council staff. And I think that we should, and I will support it certainly, because there's a lot of work
01:10:00 that's gone into this report, not just this report, but obviously clearly all the work you've been doing on the ground. I'm really proud of this council. We've really supported the Kin Kin community. We'll continue to do that. There is still uncertainty. Joe, you know, as you've just heard, we, you know, we don't have a date for that court case. So that is something that, you know, we're waiting on with bated breath with everyone else. So I think that down the track, you know, we'll have, once the outcome of that is known, we'll have a better understanding of the needs in that area and we'll be able to act upon those needs. But I think what we should take away and what the community should take away is that we're, although Pomona will be the first, and I think they're a really worthy recipient, we support all areas of the community and are looking forward to doing this, whether or not it takes another few years, five years, whatever, but every, hopefully every area will win a prize at some point, or, you know, be able to be really heavily involved in this placemaking.
01:11:00 Thank you. Councillor Wilkie: Just a question of staff. You said previously that it was very marginal between Kin Kin and Pomona. If, if, through a miracle, the council's here today to start the process, what would you say to the Kin Kins, because is that a pivot the council could easily, staff could easily manage? Speaker 3: Yeah. Yeah. Speaker 5: That's the location. That's the, that's the location. You know, many locations are worthy. All locations are worthy. And, you know, because it's a very local approach, it works with the strengths and needs of each locality. So it's, it is adaptable to, to various locations. We'd like, we would like to test it in a location and refine it, both for the community and then to help us refine the process and for the organisation. You know, hence why we, we, we are strongly suggesting a pilot location to do that before it's rolled out across the Shire. Councillor Lorentson: Yeah. Thank you. Councillor Lorentson.
01:12:00 Um, the Noosa Place pilot program, the report we've got in front of us, um, it's not a competition. Um. And there's not only one winner. If this pilot is successful, then placemaking program will be rolled out to all towns. Everyone wins. Because every town in this Shire is deserving for placemaking interventions. Tewantin, Kin Kin, the North Shore, Teewah, Sunrise Beach, Marcus, Federal, Black Mountain, to name a few. The purpose of this pilot is to test its viability. Mm. To see what works and what doesn't work. And to provide those learnings to future implementations so that every town in this Shire is set up for success. Today is about getting started. Picking one town and getting a program that started in 2019 off the ground.
01:13:00 It's not about pitting one town against another. I do not support the motion in front of us, but I wholly support the people and businesses of Kin Kin, as does Council. The staff have gone through due process and due diligence. And I support their recommendation to approve Pomona as the location for the first place program pilot. And that next year, 12 months down the track, Kin Kin and Tewantin have been identified as the next two townships for placemaking interventions. And then every other town in the Shire. Um. Because there is so much to gain from this place program, and every town is deserving. I thank the staff for their serious hard work. I know the decision has been really difficult, as it is for us. You know, it's really difficult sitting here saying that I approve Pomona over Kin Kin. It's not the case.
01:14:00 We're just, we're getting it off the ground. Everyone gets a prize. Deputy Mayor Stockwell: Or an important budget. Councillor Wilkie: Can I push the speaker? Councillor Finzel: Yeah, yeah. Look, I'd like to thank the staff and the councillors. It is a really difficult decision. Being a long-term resident of the hinterland, it's even more challenging because I see the whole hinterland as my home and, you know, I've got really close connections with each one of those communities. So it's really hard. But, you know, I look at this as the opportunity to, you know, select a location and that we can move forward on that to collect the data to inform our decisions moving forward. And I think also when you look at it, we need to discuss and look at community resilience and communities' own ability to, you know, solve their own problems and have capacity and capability, which is supported by council through many various ways to meet the challenges. And what I really love across the Shire is that we have these really resilient communities
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01:15:00 with really good leadership capacity and they're engaged. So I don't think that, you know, people are going to miss out because they don't get chosen for the first place-making. I'm happy to recommend I'll accept the staff recommendation. The motion today put forward by Councillor Wilkie has been, like, well-spoken and I hear your arguments. And I think it's really important for us to be able to move forward. But I think moving forward, I think I'll stick with the staff recommendation and we can just get it underway. And we can use that data to better inform, you know, the towns that are coming, communities that are coming next. So I think it's exciting. And, you know, everybody's been looking forward to this for so long. And I think just to get something off the ground, get community engaged, get some data so that we can make some really informed decisions for all communities across the Shire. So I think it's a good day. And it's a great opportunity.
01:16:00 Thank you. Councillor Wilkie: Thank you, Councillor Finzel. Councillors, thank you very much for testing that motion. I had to do it. Look, Kin Kin is the little sister of all the hinterland communities. And I do say again, I believe it provides the best opportunity to road test the pilot program to ensure that, whether it's a road test, whether it's a road test, whether it's To all other communities across the Shire, it is robust and flexible because of the uncertainties and difficulties faced by the Pomona community. They're unlike any other and I think they really will test the model to its fullest. I'd like to point out there is a feeling that all communities are an equal part and that is true. We value all our hinterland and coastal communities, but the difference between them, all them, and Kin Kin is that Kin Kin has
01:17:00 by far, by far the lowest liveability score of all our communities. And inherent in that is a great need. And also, Kin Kin is about the only community that's never had any form of integrated planning. There are master plans, community plans, and local area plans for a host of other communities across the Shire. Kin Kin is unique in that regard. The quarry was raised. There are so many voices in Kin Kin saying, our community is so much more. There are so many more issues out there than just the quarry. And the uncertainty and difficulties that are related to that are likely to be ongoing. Regardless of the finding of the court case. And so, a future focus, the sooner a future focus conversation can happen out in that community, the better. And a place-based making
01:18:00 program pilot is ideal for that. Councillor Wegener was spot on when he said Kin Kin is hot at the moment. There are a lot of hot issues. There's a lot of change happening. There's a lot of conversations happening. But I think that's another reason why we shouldn't shy away from Kin Kin. I believe that's the reason why we ought to engage and have council facilitate a future focus conversation and draw all those threads together sooner rather than later. But I thank the councillors for testing this motion. And I'll accept the majority decision. And thank you, staff, for all the work you've done on bringing this place-making program where it is today. Thank you. I'll put the motion. Those in favour? Mayor Stewart: Oh, sorry. Almost got you. Councillor Wilkie: Councillor Wilkie against?
01:19:00 Councillor Finzel, Stockwell, Jurisevic, Lorentson and Stewart and Wegener. The motion is lost. Deputy Mayor Stockwell: And I'd like to move the staff recommendation with a B. And the B to read. Councillor Lorentson: A, yep. Deputy Mayor Stockwell: Approve Pomona and B. Approve Kin Kin then Tewantin as the next two priorities for the place-making program. Thank you. Mayor Stewart: I'll second it. Deputy Mayor Stockwell: I do so. Seconded by Councillor Stewart. Councillor Jo talked about being between a rock and a hard place. In fact, the debate's
01:20:00 between two really deserving places. These are my heart. They're both very fun and nice. But I haven't got four pages of speaking notes. I've got 12 points. I really love it. So spread it out for 25 minutes anyway, then. Councillor Finzel: Yeah, he's got a slideshow. Deputy Mayor Stockwell: I would have had a slideshow for Pomona, but my computer can't. I've done the weekend. Point of order, Keir. Councillor Wilkie: Sorry, I reprimand myself. Deputy Mayor Stockwell: Place-making. Local area planning. What is it? I'm going to use French and Latin to explain it. The raison d'etre of place-making is junius loci. Understanding, understanding, understanding, and planning for how it's embedded into the future. Junius loci is Latin for that prevailing character or atmosphere of a place. It's about the presiding spirit of the place. And that's what you're trying to do by engaging the locals. You're trying to say, what is it about Pomona? What is it about Kin Kin that makes it what it is? We've already got a fair idea about what it is in Pomona, because we've had lots of submissions. Now, if we look at one of the drivers, one of the drivers is we actually made a statement
01:21:00 and we went out to public consultation on Noosa Plan 2020 and we got a whole lot of submissions around the character of Pomona. People who wanted more protection to increase the character overlay. So one of the real centre of attention for Pomona is about the character that makes Pomona, Pomona. And that is one of the big things that the place-making strategy will do. The second most important thing for me, however, is that it's about the character that makes Pomona, Pomona. What many people don't realise is probably the biggest area of undeveloped area within the SEQ regional plan urban footprint in our Shire is around Pomona.
01:22:00 There's lots and lots of areas that are within the eyesight of the region as being suitable for development. But we know at a local area, they've got constraints of flooding, of bushfire and of high environmental value. So that's another thing that we can do in a local area plan. We can come around and say, well, where is it realistic? Where is it realistic within Pomona that retains the character, retains the environment, avoids the hazards to develop? Which is really, really important at the moment because if we look at affordability and social housing, that town probably offers some of the biggest opportunities in the future. Because it is a little bit more affordable. It has its own primary school and high school. It has its own shopping centre. And at the moment, it has medical facilities. So using placemaking to get the community to understand what the future urban development, what the future growth looks like in Pomona, I say, is really current and urgent.
01:23:00 It should be in a position so that we can inform the current review of the regional plan in case the state government tries to come over the top and exercise its desire to see more of it. So that's number three. But we've got other local issues that are really good to understand. As I mentioned, Pomona's got a high school. But it's probably the only high school which hasn't got a pedestrian or bikeway connection to the town. It's pretty poorly connected. So one of the things that this local area planning will do will show what that network is, how people are going to get across, whether it's kids or whether it's old people, whether it's young people. How do they navigate without getting into the car? So that pedestrian and cycle activity, how do we link all those missing links together? The other thing Pomona's got is waterways and flood panes with endangered vegetation and vulnerable species that come right through town.
01:24:00 So just at the bottom of the main street, up 100 metres, there's an endangered ecosystem. We've got vulnerable fogs both within the main creek and in the tributaries, which we know is one of the areas being developed. And we know there's probably rehabilitation. And getting the local community to have a vision in mind about what those waterways should look like in the future and therefore inform how we make decisions both to invest in an environment levy but also to condition development is another one. When we look at that creek, we can see that at the bottom of the main street, we've got gravel. We're a cars park in the middle of town. We've got weeds. We've got this area. We should be water sensitive urban design best practice where we don't just cut pits into the turf to drain water, where we have really well designed. So looking at the town, there's real opportunities to focus on urban design, how we create shade with the trees to make it more of a suitable environment. We look at how we treat water within an urban environment such that we filter as we go through.
01:25:00 We don't put sediment laden runoff through our channels. We talk about the Noosa Trail Master Plan. The actual Master Plan talks about Pomona being the hub, being the bike village of the whole what we now call the Biosphere Network. So how do we look at that? What are the future opportunities and what are the future infrastructure requirements that will help create that vibe in Pomona? We've also got some pretty classical urban design open spaces. We've got an open space planning piece. Stand Top of Park. While it's used well for King of the Mountain and for the markets, it's probably about 50 years out of date in terms of landscaping. We know we've had presentations from the university students that come up here. It's a real opportunity to make that the village green that really makes living in Pomona that step above.
01:26:00 So that's another one. The open space planning that you can do at a local area scale. But it's also got heritage assets. Is the Majestic the last remaining talking picture movie theatre? It used to be Southern Hemisphere. I have a feeling it might be in the world. We've got the Shire Museum and we've got things like the old Mason's Building. Speaker 6: So you've got that. Deputy Mayor Stockwell: You've also got the Shire's Show Grant, which is a not-for-profit community organisation, which has so much potential that should be linked into that community that at the moment it's been asking for the master planning. But it should be part of that community. Because I've lived there up until recently. It's also got a mob of grey kangaroos that you can find at the top of the main street or around the back of any of the suburbs. So it's still got that country town feel that you really have to work out, well, how are we going to manage that, to retain that? But I think where we've got to in terms of the difference between, say, Kin Kin, Tewantin, is that we've got this mix of good community groups.
01:27:00 You've got the Lions who organise the King of the Mountain. You've got the Pomona Market Group and the Art Gallery. You've got Noosa Landcare. You've got a whole range of groups with really good capacity to engage. And that's why I think it makes a superior pilot site. Councillor Lorentson: Thank you. I have a question. Just in terms of the amendment in front of us, approve Kin Kin then Tewantin. So as the next two priorities, the report actually states that there's opportunity to run both at the same time. That's if we make the decision to allocate the dedicated resource. The amendment in front of us, does that... It's an amendments motion. Sorry. It's an amendments motion in front of us. Approve Kin Kin then Tewantin. I read that, and maybe the question is to you, Brian, as Kin Kin having priority over Tewantin.
01:28:00 And does that exclude the opportunity of running both placemaking programs at the same time? Deputy Mayor Stockwell: So yes and no. So yes, it's worded so it goes one, two, three. No, it's up to us to allocate the budget, and I would be arguing that they both get funded in the next financial year. Councillor Lorentson: Okay. Mayor Stewart: Okay. Yeah. Councillor Wilkie: Great. Thank you. Thank you, Brian. Councillor Stockwell has spoken to his motion. Any other councillors want to speak? Mayor Stewart: No, I'll just, because I second it, I'll support it. I think Councillor Stockwell, it may not have been 25 minutes, but she gave it a good crack. But I think you summed it up well. I think Pomona is a terrific pilot place, and Kin Kin and Tewantin are also very worthy, as we've all discussed. Councillor Wilkie's talked to the merits of Kin Kin. And again, I come back to that this is about the whole of Shire, and this is about, as
01:29:00 Councillor Lorentson said, this is about starting off. And I think it's fantastic that we are making that start, and we will get there, and we will get around the whole Shire. But we have to start somewhere, and this is a good place. So I support it. Thank you. Councillor Wegener: Tom. Maybe a question to staff. I mean, we're talking about Pomona today. That's our focus. I just think it's premature, and to, telling you what to do, to just say, okay, Kin Kin, and then Tewantin next. When it hasn't really, it's not going to happen. It's not really in the report. And it hasn't been discussed. Is it premature to make such a call now? Speaker 5: So the report does talk about Kin Kin and Tewantin, as many of the other host locations that were under consideration for the pilot. We specifically didn't make the recommendation for those, though, because we want to do the
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01:30:00 pilot program. We want to see what the program brings, what learnings, what insights, so that Council can consider the next location in the context of the learnings and insights of the pilot. Councillor Wegener: I would, I think, could there be kind of pushback from the community, saying, hey, you know, you just made this decision without consultation or without, yeah, kind of just on the fly? Maybe that's not much of a question. Councillor Wilkie: Just an answer to your question, Tom. Page 12 of the staff report says consideration could be given to running the two locations, Kin Kin and Tewantin, in the same year. However, additional resources would be required. And they're saying after Pomona, that the next proposed future schedule would be Kin Kin and Tewantin. And Kin Kin and Tewantin could be run consecutively if the resources were there.
01:31:00 Councillor Wegener: So there is reference to that in the report. That's right. That's right. At the top of page 12 of the paragraph, actually, clearly states Kin Kin 1, Tewantin 2 as the next resource. Councillor Jurisevic: Right. Councillor Wegener: Okay. Yeah. Councillor Lorentson: I have a question. I'll speak to it. I support the motion that's been proposed by Council Stockwell. Noosa Place Program, if I've got to sort of dumb it down, it's people-centred planning. And I think this is just a tremendous opportunity. I think it's just a tremendous opportunity. I think it's just a tremendous opportunity for the people of Pomona to tackle both opportunities and challenges that are facing Pomona. And we've heard some of those around the table. I want to add to that list intergenerational changes and disadvantage, demographic shifts that we're seeing in Pomona and tourism. So as a council and a councillor, I think this is just a really great opportunity to
01:32:00 see these issues from a local perspective. And then for us to share the control and accountability with the Pomona community and the Pomona organisations. This is how we genuinely build resilient and strong communities, by giving a community a sense of ownership over decisions that are made specifically for them. This is a test pilot place program, and it's important to note, and that's why I love the addition of... I also want to add that after Kin Kin and Tewantin, then every other community village will also have the advantage of a place-based program. Finally, I just want to take this opportunity again to thank the staff for their commitment
01:33:00 to this project. And also I want to thank the local community for their leadership in this project. Our community leaders for their passion and commitment to placemaking. I think a few names really pop in mind. So thank you for keeping the flame alive for all of us. Councillor Jurisevic: Joe, always difficult to turn around after having come from Canberra, which was a place that was designed from the start, created from the start, to see how we go about fixing things that are legacies of the past in some instances and enhancing and improving the needs and wants of each individual community going forward. It's not as though you've got a blank piece of paper to start with, you've actually got stuff in place. Some of those things are challenging. Cooroy, Pomona and Cooran all have a railway going through the middle of the towns, which are
01:34:00 a legacy of the past. Is that something we want to see in the future? Is that something the community wants to see in the future? What's the state government got in mind for the future of the railway through those towns? I mean, there is some planning going on and some discussion around that. Those sort of things are all the sort of challenges and things that we can take into being. Curving guttering, urban symbols, do they want to be seen in our rural townships, in our villages? Pathways, where are pathways best gone? What are the elements of connectivity? Brian alluded to Pomona having a high school. It's one of the few high schools that I know of where two separate campuses in two separate localities and students actually being transported to and from as well as a lack of connectivity of pathways and that. And we've argued for some improvements and enhancements there since that high school's gone forward. Things change, things grow, things develop. So you have to be adaptable.
01:35:00 One of the things of a placemaking program is that opportunity to be adaptable and to start to look at, now the towns are established and now the villages are established, how we facilitate the needs of the growing communities in those areas for the future. And so it's very much a challenge. I welcome this. This is something that I think is long overdue. I think that those elements of connectivity, of planning for each of those individual localities is something that each of them should be prioritised as fast as we can because I think that's something that's been missing. Whilst the planning scheme tries to give that overall view down to the elements that individual communities desire within those localities and the things that make them unique and the things that make them liveable and all the rest of it, are the things that we're trying to seek input into here and trying to improve and enhance for those communities. A lot of
01:36:00 decisions get made by council saying this is what we're giving to you without a lot of consultations. So actually having a process by which that consultation is undertaken to drive the direction of council for the future in each of these localities is something that I believe is needed and we've long been challenged in trying to achieve that. We do master plans for sporting complexes and for other areas and all the rest of it, but the townships and the villages themselves, themselves deserve that same sort of thought process and capacity put into it. Pomona is the first place that floods. Every top race is the first place that floods. My putting my disaster management hat on is something I'd like to see if we can we can remedy and rectify. I'd like to see a flood study undertaken over the whole of catchment then. We've rectified elements of Pomona's flooding. Can we do more? Yep. Yeah. I'd argue the railway's part of it. Without the things in place. I mean, can we enhance
01:37:00 those sort of challenges for a community like Pomona going forward? I don't know, but I'd like to see us try. I'd like to see if that's something that's feasible and it's part of placemaking and that's one of the reasons I do support Pomona being one of the first as the pilot program. The size, the scale, I think we alluded to it in the in the previous debate. The size, the scale, and the elements that Council Stockwell alluded to which are around Pomona I think make it ideal for the pilot program. And I do agree with staff that those elements are the reason that, yes, I would support Pomona as being one of the first Lake Havoc. I think there's a lot going on. There's an annual project by university students that's been going for some years now to look at with a lot of input. So there's a lot of ideas going on. There's an annual project by university students that's been going for some years by throwing around over the years with regard to Pomona. And like I said, it's not that any of our villages or townships have not had significant input, but it's usually going to be about one element or another or one component or another or one thing or another, not the whole. And so a placemaking program for each of our villages
01:38:00 to define and help drive identity and the future of these Lake Havoc villages. is something I support. I wish we could put them all on the table at once. I honestly wish we had the funds and the capacity and the resources to just go, bang, let's do all of these. It'd be a logistical nightmare not to try and tackle them all at once. So we do have to prioritise. As I said, I don't wish to play favourites. And it's difficult when there are so many pressing needs out there in the community being put forward all the time. But the size and scale of Pomona and the elements of Pomona I think make it ideal to be the first for the placemaking pilot. I do agree with all the things that you said, Councillor Wilkie,
01:39:00 with regard to Kin Kin. The only challenge with Kin Kin is I don't know how we'd do a dozen pink stump stays around the Shire and take that to the rest of the community. But and I do appreciate all of the elements of your impassioned play there for Kin Kin. But I think once we get the process right, I think Kin Kin will benefit far more greatly from having a better understanding of how the placemaking pilot has been undertaken to facilitate Kin Kin for the future, to be the first cab off the Councillor Wegener: rank when we actually have this down pat. Tom, are we back to the original lotion now or the staff recommendation? Or is this the staff recommendation plus? Plus, please. Plus, please. So this is the motion. Then we'll go back to the original staff recommendation. I hope this is the motion. Councillor Wilkie: Yeah. So the first motion, which is mine, was lost. Now we move on to the second motion, which takes on board the staff recommendation
01:40:00 Councillor Lorentson: with the addition of Kin Kin and Unspoken. Councillor Wegener: Of course, I think I'll speak to it. Pomona, I believe, is the best place. You know, I've had some long considerations and so forth. The staff have decided that. But I'm pretty against approving Kin Kin and Tewantin as the next. Yes, it says it here, but, you know, when we go back to what Councillor Wilkie was saying, that the next, Kin Kin scored a 58, North Shore and Como a 61, Cooran Pinbaran 66, and then up to Tewantin. So, you know, what about Como and Cooran? And I see that the placemaking of the hinterland more or less spreading that way and getting that under control because Tewantin, I would suspect, wouldn't really cross over. In some ways would,
01:41:00 but most of the ways it wouldn't. It's a very different identity town than it is stretching from Kin Kin to Como. By the way, you know, Como should be getting a little bit higher ranking. It has its own postcode and 4571 and 46 people live in Como. We should not be forgetting Como. But, you know, I think all that is really important, that to stretch out the placemaking there. I think it's too soon to nominate Tewantin as the next one after Kin Kin. And I don't even think Kin Kin should be next. I think we should, it may expand, go in its own direction. So, can I, I don't want to vote against Pomona, but I'm not in favour of B. How would I split those? Councillor Wilkie: Well, you can move an amendment which strikes out B. Councillor Lorentson: Can I ask a question? Councillor Wegener: Okay, well, I would like to make an amendment that strikes out B.
01:42:00 Speaker 8: So, that's basically the original motion, the original recommendation, the staff recommendation, which is just a proper way of doing it. Councillor Wilkie: Well, it's just, it's as it is written, it's a strike out B. Pretty well close to it. Well, can't we just go back and start a recommendation? Well, we've got a motion before us. Speaker 8: And a councillor through the chair has asked to make an amendment that a councillor should be Councillor Wilkie: allowed to put that to the councillor through the chair. So, it's amending the motion before us. And with the wording, minus B. That's a comprehensive point. Yeah. Councillor Lorentson: Question, Amelia. Question to Kim. There is a proper place program selection process. Would anything change in 12 months' time? So, my, they've gone through stringent, robust criteria.
01:43:00 Is there a likelihood that Kin Kin and Tewantin won't sit in the top three 12 months down the track? And will you have to, in 12 months, go through the process again? Or will you be relying on, you know, the process you've just undergone? Speaker 5: Like I said just previously, we did, deliberately didn't put a second location up. We're recommending a pilot location to test the framework, to test the selection criteria, to test the process, to gather learnings, evaluation, and to bring that forward to council. We would reassess locations again in 12 months. Things change. We'll have determinations on locations. Communities change. Things happen in 12 months. So, we would reassess locations at that point based on, you know, context and what's happening
01:44:00 in the community. We did discuss Kin Kin and Tewantin because, through the process, those things are going to come to the top, you know, that we could only recommend one based on resourcing. That's why the report suggests that there is potential for things to change. And I think the pilot program will give us a whole lot of insights and learnings. Councillor Wilkie: Can we have a seconder for Councillor Wegener's amendment, please, to test it? I'll have her second. Seconded by Councillor Lorentson. Thank you. Thank you. Councillor Wegener: Tom, you have the floor. Oh, I probably don't need to speak anymore. I'm just, I don't like to preempt now, without robust discussion, what's going to happen in the next stage of the placemaking.
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01:45:00 I'd just like to focus on Pomona, let's take our learnings from there. Please. Councillor Lorentson: Thank you. I'll speak to the motion. I am going to support the change that Tom made. I think that on the recommendation of the staff, who are the experts in this area and have been committed to this program for four years, I get it that we need to know what works, what doesn't work, and whether the, there's going to be any issues. I think that there's going to be changes to preferred locations. Place program needs to be set up again for success, and there may be variables or just different factors that come to play, so I will support the amendment, and it doesn't dismiss Kin Kin and Tewantin as identified townships for the next two priorities.
01:46:00 It just doesn't set it in stone. And I think that's just, I don't know, equitable. Deputy Mayor Stockwell: Just for the sake of it, I'll talk against it. One of the reasons that I actually sought to approve them is that we are coming up to a budget process, and in their report they talk about needing extra resources. I want a motion on the books to justify why we are going to increase the budget. I want to make sure that we are going to increase the revenue to the placemaking program. And there's good reason for that. The good reason is that we've done a lot of consultation recently, most recently with the corporate plan, and the issues that placemaking deals with are a very high priority for our community, but our budget allocation to them is not. If we can't commit to another two priorities now, it leaves it open to going another whole
01:47:00 year and putting it off. I want to send a really clear signal that next year in budget, we'll budget for two places based on the current information, so it'll be Kin Kin and Tewantin. I understand what Councillor Wegener was saying, that Cooran could also be panned up as being a worthy recipient, and I agree. One of my thoughts previously was Kin Kin and Cooran could be the one project that's probably at the scale together of a Tewantin based project. But to me, it is important to give staff a clear direction that, yes, we do have to wait for the results of the pilot, but placemaking's not new. It's not going to change dramatically in 12 months. Some more issues might pop up in different locations, but to me, it's important that we do say, yep, we're going ahead with three to start with.
01:48:00 Councillor Jurisevic: Question for staff, currently in the budget, we have sufficient to commence the placemaking pilot program this financial year. So one of the budget considerations with the next budget would be how many more placemaking projects we'd like to complete in the following year. Does the size and scale of the town make a difference to the budget? Or is the process essentially... Speaker 5: Process is essentially similar. Again, the pilot will answer a lot of those questions, Councillor Jurisevic. Councillor Jurisevic: I guess I asked my own question. Speaker 5: So it's testing a whole range of whether we've got the resourcing allocation right, whether we've got the budget allocation right.
01:49:00 It may vary. Once we refine the process, we might be able to do that. We might be able to go, there's major and minor, a major location looks like this, a minor location, different wording, whatever, but it might be this. Those sorts of things are what we'll explore through the pilot program. Councillor Jurisevic: So from a budget perspective, do we need to know which towns are the next two priorities, or could we just do a blanket two placemaking projects and allocate a budget allowance for that? And then once the pilot is complete, we could determine which the priorities would be. Councillor Lorentson: So just a question. So the report on page 12 says that if this was to be maintained in future budgets, then the proposed future schedule would be Kin Kin Tewantin.
01:50:00 Is that accurate, given what you've just said, that there may be some change to the location? And should that have been identified in the report? So I'm just sort of a little bit confused. We've got a report stating we've got to identify areas. We don't want to put it in concrete. So I'm feeling comfortable with the report as written, but what's been said over the table is there's possibly, and correct me, but there is a possibility that those two townships may not be identified as the next future priorities. Is that correct, Kim? Because it will change my position on this. Speaker 5: Yeah. So I hear what you're saying and I can understand. Councillor Lorentson: I'm confused. Speaker 5: Yeah, I can understand that. I guess what we were hearing from council, we've workshopped this with you on a number of occasions, is that there might be a decision to do more than one location.
01:51:00 Yes. So if there was to be a decision to do more than one location now, we would suggest Kin Kin and Tewantin would be the next locations. And the report says that. If we were to start that now, we suggest doing a pilot location now and then as we move through that, council may then decide one, two, three localities at once, once we've refined the process. So the report was, you know, on the table to say if you were to consider other locations because through the budget process, and you'll see that we've put up options, we've put options in their costings for one location, two locations, you know, what that might look like, and that'll come to you in the next couple of months. So it really does come down to resourcing. You know, if council decided they wanted to do a couple of locations now, we could make that work. Subject to budget and resourcing. Councillor Lorentson: So the answer to the question is that Kin Kin and Tewantin, if we go with the amendment,
01:52:00 may not necessarily be the next two choices. Speaker 5: I think we would need to assess it at that time. I think that, you know, they would still rate fairly highly, but it's hard to know what the pilot program will reveal in terms of process priority, you know, what comes out Councillor Finzel: of that. Speaker 5: So there'll also be a new council, potentially. Yeah. So I think there might be a range of considerations. Thank you. Speaker 6: I think I'll be... Speaker 5: So those factors are just... Councillor Lorentson: Thank you. I'll make my final vote at the end, Delinda. Thank you. Joe then Karen. Councillor Jurisevic: How long do you envisage the placemaking program pilot to take? Is it a month? Three months? Six months? Six months? A year? Councillor Finzel: Yes.
01:53:00 Councillor Jurisevic: No, no, the reason we ask it, the reason we ask it, we've got the budget and we start now. Yep, yep. You know, as soon as this is approved, the go-ahead's there, get underway and start getting out there with community consultation with whichever community we decide has the priority at this point in time. If we budget for two more, and this process is still ongoing, 12 months from now, and it takes more than 12 months, that budget will just sit there waiting for that process to be complete. I'm hoping it doesn't take that sort of length of time, but... Speaker 5: So there are different phases to the program, you know, the first phase of community engagement, identifying the local aspirations issues, you know, that can take anywhere from about three to nine months. Then you've got a plan. Councillor Jurisevic: You've got to draw up, draft up all those... That's right. Speaker 5: So in my previous role, I administered a place program for 10 years.
01:54:00 And it's ongoing. If you develop a local area plan for a place, like any of our master plans, they have years in them to implement. That's what will happen. There will be years in these to implement. The first part of the process we can do into various localities, you know, the sort of three to nine month sort of planning process. But then there's a local area plan that might have a 10 year implementation. Get the implementation on board and to get it to implement. Yeah. So, you know, it's a three to nine month process at least, depending on the issues and further research, you know. Deputy Mayor Stockwell: How much sleep? Speaker 5: That's right. But, you know, we also found that once you start in a location, it's not like you just go into a location, you start a process and then you leave and go to another. Because you've developed the governance approach, community connections, you know. So once you're in there, there's an ongoing process.
01:55:00 Councillor Jurisevic: Which means that somebody has to be facilitated to continue that process on through that while the next and the next and the next and the next. That's right. Speaker 5: But that level of facilitation does change over time, Joe. So it starts at very high level of counselling facilitation and then it changes. You know, community leaders step into place. Sometimes there's a place based person that becomes out of the community that takes it on. Capital works program is implemented. That's right. It definitely, level of facilitation does change as you go, as you move along. Councillor Wilkie: Karen, you had a question. Councillor Finzel: Oh, yeah. Thank you. I just think this is challenging. Referring back to how much sleep. When we think back to, you know, how much sleep is our Kin Kin community getting? You know, and the daily issues that they face. So I need a question through the chair.
01:56:00 How can we best support Kin Kin by a motion that actually secures and assures them that we have taken on board what they're saying and what you said today, Councillor Frank, that their voice is being heard and that we can assure them that we will keep it in the amendment that they will be identified as the next project? Councillor Wilkie: Sorry. Well, if that's a question to the chair, my answer would be to keep it in the amendment that they will be identified as the next project. And my answer would be that you would support Councillor Stockwell's motion and not support the amendment. Councillor Finzel: Thank you. Councillor Wilkie: Off you go. No, no, off you go. Off you go. Look, I'm not going to support the amendment for the following reasons. There was a lot of discussion around this table about how robust the staff's work has been,
01:57:00 how robust the criteria has been, how long this work's been going on for since 2019, how long these communities have been waiting for an answer on some of those things, to have identified Pomona, Kin Kin and Tewantin as the top three priorities. And we're about to go into, only a month or so away from going into budgeting considerations, where we can ensure that this work is finally done, according to the top three priorities that staff have identified after a four year body of work. To say that we need more work and more reports before we can make a decision on where we go next, I think is duplication. I think it's, I personally think it's unnecessary. We have a clear body of work before us which identifies the top three priorities. And also, by supporting Councillor Stockwell's original motion, it gives these other communities some surety that they will be next on the list.
01:58:00 We agree all communities deserve place making, but we know within the budget constraints of a small, relatively small council, that's not possible and will have to be rolled out over a series of years. But we've got a very good suggested start before us, which is Pomona. Then Kin Kin and Tewantin, which I'm going to honour by not supporting this motion. And given that politics is often a numbers game, if a new council comes in and it's left open, it could just then come down to a matter of where the council agree at that time to feel the greatest numbers are, not the greatest need. Whereas we have a report before us that clearly identifies the top three priorities on the basis of need and are very rational, well thought out. And I think that's reflected in Councillor Stockwell's motion, so I won't be supporting the amendment.
01:59:00 Councillor Jurisevic: I'll speak to it. Likewise, I won't be supporting the amendment. I think, yeah, through the report, Kin Kin and Tewantin have been identified along with three localities that could have undertaken this pilot program. So that means they've got the... The elements to facilitate and work with a place vacant, because they would work with the pilot program. Kin Kin, for all the reasons that Councillor Wilkie alluded to, would be an ideal locality. And over the years, my dealings in Tewantin, having been a local resident, but also having spoken to Tewantin traders over many, many years, they have a lot of ideas in that. And they don't... A lot of those haven't... Probably had the ear of council that it could have over time.
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02:00:00 As well as, if you're looking at the next two options, you would have a smaller town in Kin Kin and a larger locality in Tewantin to challenge the elements of the placemaking pilot. To take them to the two next size, if you like, of consideration as regards to placemaking. I think they're ideally... Chosen, and ideally identified. And for that reason, I won't be supporting the amendment. I think they should be the next two priorities for the placemaking program, so that we can facilitate that element in the budget going forward. Mayor Stewart: I won't support... I appreciate Councillor Wegener's sentiments, but I too won't support this amendment. I think it's for comfort in our community. I think it's for comfort in our community. And for all the hard work that you have done over the four years, you know, similarly to what's been done with Pomona as the choice, has also, you know, we've seen that Kin Kin and Tewantin are very worthy as well.
02:01:00 That acknowledges all this hard work. And it also gives us direction, should we wish to advocate for it in budget discussions, and it gives us a pathway. And it gives those communities a pathway and some comfort and acknowledgement. So I won't be supporting this. Councillor Wilkie: Councillor Fincel, you should speak to the amendment. Councillor Finzel: Yes, sure. I'll speak to it. I won't be supporting the amendment. I think we need to lock in future directions, and given the amount of work that has already been done, as stated in the report. You know, empathy sits at the heart of my decision here today. I think that community out there needs some, you know, assurity while they're waiting for the court ruling to come in. What they're living with on a daily basis, I think, you know, this decision to, you know, just offer them that security, that we are listening, that we're prepared to commit to the budget to see this done, I think that is really important today, given, you know, the duress that some of the people out there are living under.
02:02:00 So I think it's really important that we secure a space for Kin Kin. I think it's really important that we secure a space for Kin Kin to be next in line. Thank you. Councillor Wilkie: Councillor Wegener, you wish to close? Councillor Wegener: I've often said that a community needs to take control of their own destiny, or else somebody else may take control of that destiny and not have the community's interest at heart. And so I totally am supportive of communities taking on their destiny, making decisions, making plans, and so forth. And of course, council is an aspect. Or an integral element of a community. So council, but council can also be seen as outside of an individual community, and sort of an imposing nature as well.
02:03:00 So I'm always in favor of fluidity in decision making when it comes to what is going to be the next place making center, what we're going to focus on next. And if it wasn't, you know, it was spilled out in the report, yes. Kin Kin is going to be the next place making center. And Tewantin are next. But it didn't put that in the actual, in the decision. It was said as a suggestion that that's where we're looking, you know, this team makes sense at this time. But I prefer a more, yeah, fluid. I don't like to impose our decision on staff. I'd like to get it from staff coming this way, and then we say yes or no, rather than us telling staff what to do in this case. Though it's staff. Yeah, it's a very nominal balance situation in this case.
02:04:00 So, okay. Councillor Wilkie: I'll put the amendment. Those in favor? Councillor Wegener. Those against? Councillor Finzel, Stockwell, Jurisevic, Lorentson and Stewart and Wilkie. The amendment is lost. We go back to the original, sorry, not the original motion, but Councillor Stockwell's motion, to which Councillor Stockwell, Councillor Stewart, Councillor Lorentson and Councillor Jurisevic have spoken. So, Councillor Finzel and Wegener, you wish to speak to Councillor Stockwell's motion? Councillor Wegener: Well, I will vote for this motion because solidarity amongst the team is really important. Councillor Wilkie: I like to ride that wave too. Tom, where are you from? I'm feeling the stoke. Oh, yeah. Look, Councillor Wegener and I have tested our other motions and amendments, and the
02:05:00 tribe has spoken. So, for all the good reasons, the staff report said that it was quite marginal between Pomona and Kin Kin, as the pilot post, Councillor Stockwell outlined, a host of very, very good reasons. While the Thriving community of Pomona is a worthy recipient of the pilot program, Kin Kin and Tewantin will have some certainty that they'll be next once the pilot program has been put through its paces, and I'll be doing my utmost to ensure that the pilot program is a success. Councillor Finzel, do you wish to speak to this motion? Councillor Finzel: Yeah, look, just to say, look, I support this for all the reasons I've been dealt with. You know, we've discussed around the table, you know, in terms of community finding their own resilience in their own way in relation to your comment.
02:06:00 I think, you know, Kin Kin is finding their own way. They, you know, they're pretty vocal in what they want and why they need. I just think this is just another way to, you know, show our empathy towards them, to show that we're listening and their voice matters. I think that this is great. It's a collaborative approach. We've had all levels of, you know, community, local government, state government engagement. I think it's great moving forward for a great, you know, starting point and the assurity to the other two spaces and the broader Shire that, you know, we are innovative. We are looking forward to a bright and sustainable future. And, you know, that means everyone has a voice around the table. So, I think it's great. This is a great opportunity here before us today to move forward and give confidence to our residents and visitors alike to this region that we, you know, we're working hard to serve our community and meet the aspirations of what they want to see moving
02:07:00 forward. Councillor Wilkie: Thank you. Councillor Stockwell, you wish to close? Deputy Mayor Stockwell: Very quickly. I think Councillor Wegener put a really good point up. Placemaking is successful. It's one of those old Chinese proverbs, you know, when you do leadership well and people say they did it themselves. Councillor Wilkie: Put the motion, those in favour? That's unanimous. Thank you, Michelle. Thank you, Kim. Speaker 1: Yeah, absolutely. We got there. We got there.
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02:18:00 Councillor Wilkie: Thank you. Thank you. Speaker 4: Good afternoon councillors, I'll keep this relatively consistent and just go by exception if there are questions. Financial performance continues to be strong with operating revenues performing above forecast and operating expenses. Interest income is $1.8 million above budget due to investment in surplus cash into high yielding term deposits and that's likely to be closer to $2 million by the end of the year. Sales of goods and services continue to track above budget at $796,000 and operating revenue is also tracking above budget. Operating expenditure is $708,000 under budget with materials, goods and services $324,000 over budget and that's principally relating to surplus.
02:19:00 This overspending of materials and services has been offset by lower than budgeted employee costs of $1 million. However that underspend will be impacted by the increase in the served by agreement which has been now declared at 7.7% because ours is based on the December quarter CPR increase. So that will flow through in February, March. Deputy Mayor Stockwell: Did you say 7.7% very quickly? Speaker 4: Yep, 7.7% very quickly. Capital revenue is above budget at $11 million due largely to investment in other QRA disaster funding. Excluding QRA disaster projects, year to date we have expended 49% of our four year capital program which equates to about $28 million with a further $10 million committed. Council's current cap holding at the end of January is $100 million with still $50 million invested in 2026.
02:20:00 Overall they're still tracking well until the end of the year. Any questions? Councillor Jurisevic: Joe, then me. I'll start. One for the CEO. CEO, training costs running under year to date budget. How are we going with our staff training and what are the opportunities going forward for the rest of the year to bring that up to speed or to introduce, like that, other trainees or training opportunities? Speaker 8: Through the Chair, Councillor Jurisevic, we've moved a lot in relation to training here at Noosa and we're about to take our next step which is the Lead in the Way program. I'm happy to say that that will be delivered. It's specifically aligned to our cultural values that we've put in place with Noosa and we will have directors, managers, supervisors, coordinators undertaking that specific training over the coming months. In relation to field training, there's still more work that needs to be done as a council
02:21:00 to ensure that we have our training matrix, particularly for our outside workforce, ensuring that tickets, et cetera, are all up to date. That's a piece of work that through people and culture and that organisational development and learning and development arm are now going through in conjunction with our operations manager. So we are moving, we're spending. We'll have leadership training, so we'll be investing in our leaders. But I really want to be able to see those boots on the ground to be able to have that additional training work that they've been working for and they're asking for it as well too. So we do have particularly parks and gardens wanting to be able to ensure they have their competencies. What we need to be better at as a council and what we're working towards is how we have our L&D or learning and development matrix set in place so that works through over a period of time. But that work is underway and people and culture have undergone their own realignment, which is very helpful for us in that space as well too.
02:22:00 Councillor Jurisevic: Well, with the strain that was placed in during COVID periods, I'd like to see and ensure that people are getting the support and the training that they need, how people are. The other one I want to ask you about is the employee costs. Year-to-date under expenditure of permanent staff, salaries and wages. How are we going with securing our permanent staff? Speaker 8: You'll note in the next report that we have to council in that the last quarter, we've seen a reduction in staff turnover and that's gone from, and that's only for the second quarter. So you'll see a table there which will have year-to-date sitting at about 6%. So we've been able to manage that. But in that quarter that we've just had, we've gone from that 6% mark down to below 2% at 1.89. We're seeing the effects that COVID had of people making changes to their life and lifestyle decisions slow down. We're also seeing the economic conditions that are occurring in the community, that people who may have left the government sector to work in private sector roles,
02:23:00 whether it be construction or consultancy or the like, are now returning back to government roles because as we know there is security in working within the local government or broader government environment. So overall we're seeing that settle. We do have a number of jobs that we are struggling to fill and that's not just representative of our council. It's local government. It then is across the board. If we talk to a number of sectors here in Noosa, they'll struggle to find roles. So we do have a specific issue here in Noosa in relation to cost of living. As a council we're trying to address that through housing. But when we see around 50% of our workforce living outside of the Shire, we start to see that there's a number of factors that will affect our ability not only to retain employees but attract as well. Councillor Jurisevic: I'm more concerned with the people that are in temporary roles or casual roles that really need that permanency associated with those roles. Are we working towards finalising those positions?
02:24:00 Speaker 8: Absolutely. Through the Chair, Councillor Jurisevic's point, what we asked council in October last year was to convert around 20 to 30 of our longer term casual employees or temporary employees. That gave us a headcount boost. And we've been very mindful of managing our headcount. But we're in a situation where our headcount is boosting but we're still being underspent in our employee benefits line costs. And that's just basically a construct of the time that we're in right now. And that attracting people to work. To keep people within work, within our workforce. Converting from casual to permanent employment is absolutely one of the best ways to be able to do that and achieve that. We've got that. We're mindful though of the optics with the community of seeing that we're putting more and more staff on. But we have to look at what is some common ground, common sense. Long term employees over 12 months delivering the same role, they should be made permanent.
02:25:00 There's provisions under the industrial relations. Councillor Jurisevic: I thought we'd made some provisions to implement that. Speaker 8: We have. How are we going with implementing that? Very well. So that's all going through its process. Some elements though, being in the government sector, we need to ensure that there is some competitiveness in any process we undertake. Or expressions of interest. There are some direct conversions. They've already been done because that made sense. Where there is a pool of some employees, we need to ensure that we follow the process. So that's nearing its completion and we've worked through that. Leading it from the decision in October through the back end of last year and finalising it over the next few weeks. Councillor Stewart. Mayor Stewart: Thank you. A couple of questions. The two points. So we're looking at the employer's bargaining agreements were linked to CPI. They're up 5%. We're now at 7.7%. So we're looking at a 2.7% increase. What does that mean for the bottom line? Speaker 4: It will mean about $600,000 potentially. A little bit more than that when it flows through Emily and the long-term provisions as well.
02:26:00 So it's going to take out quite a substantial amount of the government under spending. Mayor Stewart: Okay. And with potentially CPI forecasts to be lower in March 2023, it doesn't assist in any way, does it? No. Speaker 4: Our bargaining agreement is linked to December quarter provisions. Mayor Stewart: Okay. Alright. Just another question. Sorry. Materials and services. Civil operations are over. You know that budget as are a number of our areas, environment, sustainable development, community facilities. Is that just because of the cost of delivery and logistics? Speaker 4: There's different reasons for some of them. So I can walk you through some of them if you want. So civil ops, because of the disaster work and the Blackmount situation, they've obviously spent quite a substantial amount on gravel roads. Sure. There's some other under spends in the areas that are offsetting on that. Hollow parks, they're over because their revenue is over, so they have a linkage to commission on their revenue. So while it's showing as over, they've actually been at more revenue. Yep. Environment, sustainable development related to some consultancy in-house, which is now
02:27:00 finished, so that shouldn't continue. Community facilities, again, that's similar. They're up in revenue as well. Okay. Okay. So they will have an additional expenditure relating to that. Are there any others particularly? Mayor Stewart: No. That makes sense. If my restaurant's going well, I'm hiring more staff, so I've got more expenses. So it's equivalent to that, really, what you're saying. Councillor Jurisevic: Got it. Thank you. If the pool is being utilised, we might have more casuals being put into fuel shifts. Councillor Morrison. Councillor Lorentson: A couple of questions. My first is in reference to the cash on hand, $100.3 million, of which $50 million invested in higher yielding term deposits. The balance, I'm assuming and just seeking clarification, they're funds held in trust and for restricted purposes, so the remaining $50.3 million, we can't look at term deposits.
02:28:00 Absolutely we can. Speaker 4: So that funds, we don't, we have a criteria that we need to put in terms of what we can invest into what different areas. Yep. Those service funds that aren't currently invested into deposits are sitting with PTC at a higher rate than what we have in our general operation account as a Commonwealth bank. So we have funds sitting in Commonwealth. We have funds sitting in PTC. Okay. But we can pull those funds whenever we need to. Speaker 9: Yeah. Just to also add to that, and you'll see the KPIs later in the report about our yield that we're getting with Money in the Bank in total. The return that QDC provides and offers us is comparable and competitive with the commercial banks. It's really down to obviously the offering between different institutions at the time, which is best for us to invest in at that point in time, and presently we're still getting a bit of yield out of that. Councillor Lorentson: Okay. In terms of cash contributions from developers, I did some sort of digging around to sort
02:29:00 of understand how all that works, and my understanding, again, for clarification, that the developer contributions are used to fund public infrastructure, and I looked online and had a look at infrastructure charges info on our website and in our infrastructure charges. My question is, have we ever done, I don't know, evaluated whether or not the developer contributions have in fact provided the required infrastructure? And I sort of tried to read that on the graph and found it really confusing, and wondering, you know, the answer is possibly yes in those charts. Can we perhaps have a workshop, or can that chart be, or what's on the website? Be simplified? Councillor Jurisevic: Or a legit column in the figures.
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02:30:00 I wonder who... Is that ever going to happen? Councillor Lorentson: Sorry. Or can that be workshopped, or just simplified? So back to my original question, have the developer contributions in fact provided the infrastructure that is required? Speaker 9: Through the chair, I can probably answer that. And the first one is yes, we can hold a workshop. We can obviously involve our infrastructure charges specialists down in the back end of the development assessment branch. Fantastic. We annually generate anywhere between one to two million dollars in infrastructure charges revenue. The charges are allocated to projects based on our legit program infrastructure, trunk infrastructure works, which is also on our website. What you will find is annually that our trunk infrastructure works commitments are significantly higher. Councillor Lorentson: Yep. Speaker 9: Than what we can fund through infrastructure charges.
02:31:00 But in saying that, it's all important to remember that they're infrastructure charges. Each new development or each new personal dwelling is only contributing to part of the demand load on that infrastructure. So they're not... So we already have an existing population that would contribute to using the road. The infrastructure charges are only there to fund or are capable of funding the upgrade component for the additional demand. So they always fund a part of the cost of an infrastructure upgrade, not the whole cost. Councillor Lorentson: So is it like a fixed rate? So that if, you know, the cost of the building or construction is X amount, it's a fixed 1%. And if it's residential or non... Is it that simple? Or is it case by case? And should we be looking at streamlining it? Councillor Wilkie: You might have the Director of Environment, Sustainable Development help with that answer, Trent? I was going to say... Give it a break. Speaker 9: It actually is quite simple. And the Director can kick in if she needs to and clarify.
02:32:00 But our infrastructure charges are actually set... The state government, through their charges framework, set a cap per GFA or per dwelling, per property, on the amount that we charge as infrastructure charges. So what you will find is generally across the state, most infrastructure charges, both at the dwelling level at $28,000 as a cap, are relatively close to that. So there is no relatively that we can charge more or charge less. But the recovery, whilst we have low recovery, we're capped at the maximum we can charge on that. Councillor Lorentson: Thank you very much. Councillor Wilkie: You've got the thumbs up. Thanks for the pass. Any other questions, councillors? Yeah. Councillor Jurisevic: I'm just glad to see the Director of Finance can actually answer the question. Councillor Finzel: Yeah. Yeah. Thank you for the report. Given, like, a couple of things around risk around, well, labour I want to look at and
02:33:00 the shortfall with the employee 7.7 increase, and I guess this is a question I guess through the CEO in terms of our realignment, when we're looking at staff training that you mentioned and, you know, competencies like parks and gardens like you mentioned, how are we in terms of ensuring that the staff that we retain and will realign, that their capabilities and their competencies, you know, is that going to, what are we mitigating the risk, the cost to the organisation if those alignments aren't, you know, in the right position? Especially we've already got that 7.7 increase. Okay. Speaker 8: Okay. Through the Chair. Yeah. Councillor Finzel, I think the best response around that is in relation to how we develop our staff. So, we all have our professional development framework that we have in place.
02:34:00 We all have our performance framework that we work through at different levels of the organisation. So, I will work with directors and direct reports as to how they're going to be delivering their day-to-day role over a yearly basis, what their priorities are, what they want and what they need to be able to develop. That then goes down the line and then trickles all the way through the structure of the organisation. The certified agreement is what it is. The CPI, we as a council made a decision to not cap. That's a decision that either came through a council process at the time or was dealt with operationally. There was a decision that was made. I think what anybody viewing or thinking about, well, look, this is a really big bump for council officers. We need to look back at the last few years when CPI was relatively zero. So, there hasn't been an increase that have gone through to these officers for quite some time.
02:35:00 So, there's a bit of catch up that's happening there. But it is a big bump. We've demonstrated where we will be able to accommodate that over time. And I know that our staff very much are looking forward to receiving that because they're feeling the pinch as well too, like many others out there, particularly our frontline staff that are sitting at a level two, level three, doing the hard yards. They are the staff that absolutely need to be able to ensure that they're valued, remunerated, they have a great future with the council, they're valued and that we are training them through that value as well. So, in relation to attraction and retention and how we manage that, it is through all of our professional development work that we do, our performance work that we undertake. And then, yes, there's the take-home pay, which is important for all of us. Councillor Finzel: Yeah. Absolutely. Absolutely. Councillor Lorentson: Really. Question. Page 25. Risk and opportunities. And this will become a question.
02:36:00 So, one of the biggest risk I see to this council is underfunding critical infrastructure. So, my question is, is there a risk to this council? Are we investing enough in infrastructure? And I don't mean only digital infrastructure, because I know we do a lot in cyber security. I'm talking physical infrastructure. And maybe a question to Larry, who's sitting in the room. Or Trent, excuse me. Sorry, Trent. Are we investing enough in infrastructure? Speaker 9: Through the Chair, I think one of the quickest indicators, Liz, from a financial perspective, of whether we are, over time, investing enough in our infrastructure. It's one of our sustainability indicators, is what we call our asset sustainability renewal ratio. So, it's how much we're investing in our assets overall, relative to how quickly they're declining or degrading in condition. And so, we present that financially.
02:37:00 I think you'll see on- It's on page 23. Page 23. If we're investing 100% of our depreciation in our assets, we're renewing them and keeping them in the current condition, at the same rate at which they're degrading over time. This year, it's over, nearly 190%, so we're investing twice as much. We're bringing the condition back up, because we've got a robust roads and bridges renewal program. We've got a grant funding unit. So, obviously, that's just a quick desktop financial assessment, as to what the QAO in Queensland Treasury used to assess our financial sustainability. But underpinning that is all the assets. So, what is the work that the infrastructure services team do with their asset management plans to ensure at each asset class that our capital works program is robust enough to capture that? Councillor Lorentson: So, I think where I was sort of going with all this is that a risk on page 25, substantial damage to or failure of council infrastructure due to natural disaster.
02:38:00 I think where I was thinking is that if we have ageing infrastructure, that increases the risk of damage and failure to natural infrastructure. And hence, my question with, are we seriously investing enough in critical infrastructure? Speaker 9: Through the Chair, again, a good example would be currently with roads. We've got, we've just finished taking another very detailed condition assessment of the roads. So, that then determines what we call our PCI, our asset condition for our roads. And that ensures that over, not just one year, but a year and a half, we've got an asset management plan that we aren't letting the condition of our roads degrade over that term. So, that ensures we're investing enough in roads, for example. Councillor Jurisevic: I'd say another good aspect of that is our asset management plans, particularly around stormwater. The fact that most of that is invisible, it's underground, and we don't know, we can't
02:39:00 visibly see the condition of it, but we've undertaken the appropriate asset management plan measures to detect the risk. The condition of those assets underground and things like that. Correct. Speaker 9: Correct, Councillor Sayer. Stormwater is another one. We are doing CCTV. I think we're at least existing. That's what I was about to say. Yeah. Cameras. Cameras. The other area that's probably next focus for us is our buildings and structures. Yeah, existing building that we're sitting in right now is a good example of that. And work around the condition assessment and capital works program to bring our other small facilities, such as halls, et cetera, up the stand is a critical one. Councillor Lorentson: Yeah. Thank you. Trent, that was great. Speaker 9: Councillor Wegener. Councillor Wegener: I'd like to add to it, Councillor Lorentson, and on page 39, which is ahead, we're skipping ahead, but the grants for cascading risks due to critical infrastructure failure project, together with the Sunshine Coast, is still pending. So that's something that we'll go about in the next issue.
02:40:00 But I think that's what you're getting at, is the cascading concept of one thing falls over, and the next thing falls over, and the next thing falls over. Councillor Lorentson: Yeah. And it could be monumental. It's, to me, serious risk future when we talk about emergent risk. Councillor Jurisevic: That's the whole point of asset management plans. Yeah. Councillor Wilkie: Does someone care to move the motion? Oh. Councillor Wegener. Councillor Jurisevic. Seconded. Councillor Lorentson. Joe. Councillor Jurisevic: Yeah. Thank you, again, for a very comprehensive financial report. I see you're in a sound financial position, really. Good to see that the measures of financial sustainability continue to be on track or above the measures. The capital expenditure, record capital expenditure, continues in this council. And whilst it seems below budget year, a lot of contributions have been made. And being accounted for, a lot of work is being undertaken with additional works there.
02:41:00 It's good to see so many areas of council actually performing above budget, with regard to operational elements, and that we're managing the other elements appropriately. So thank you for all the time and effort you put in there, and the level of comprehensive Speaker 7: information that we get, everyone. Thank you. Councillor Wilkie: Thank you. Anybody else wish to speak to the motion? Put the motion. Those in favour? That's unanimous. Thank you, Pauline. Thank you, guys. Thank you. Thank you, Trent. Speaker 3: Thank you, Pauline. Councillor Wilkie: Next item is the operational plan progress report, with a report from our Chief Executive Officer, Scott Waters. And Scott, this is a progress report up until December 31st, 2022. Correct. Yes. Thank you, Councillor. Speaker 8: Chair, thank you very much. Councillors, you'll note that we have a report before us for the operational plan at the end of quarter two, as our Chair said, as at end of 31 December. We know in the short period of time that we've had for this third quarter, or this calendar
02:42:00 year, the amount of work that we've worked through to date. So you'll know, you'll be looking at some of those metrics and going, we've already done that, or we've moved past that. That'll be dealt with within the third quarter. What I'd like to draw your attention to is probably what our major change has been around this, in that we've had the move from the two to now, we're looking at seven completed pieces of work. We are fairly steady where we're sitting with our on-track items, and they are on-track. They are getting done. They're being delivered. And there's only one item that we have that's yet to be started, and I can refer to that into the report. But we're seeing the maintenance of the Corrigion Beach Surf Club is being completed. We've got the community support software upgrade. That's a very important piece of work that had to be done. We had very specific software to deliver the financial requirements of the Australian Government
02:43:00 when we're delivering aged care and health services. It was basically running on what we would say would be an old black-and-green screen dumb terminal. Not exactly our agenda, but it's our agenda. It's our issue. It's our friends at the Australian Government. They've still had an older system. We've been able to upgrade that. There's been cost there, but that investment is absolutely very well, very well money spent for that particular part of the council business. Noosa Parade, we're talking about reinvestment into our infrastructure. Noosa Parade, that has been delivered. It's upgraded the stormwater. We're working through some of the defects that we have over time. But ultimately, that's a great piece of infrastructure that's being delivered. Remediation of the brickwork at the butter factory. Wood borer issues at Wallace House. That was pretty much well underway. And we can say that it's now being completed. And on an overall basis, it's a report to council that shows that there has been steady delivery
02:44:00 through the year. We will see much more. That will come through at the end of the third quarter. It's just the nature of how we work within our budget cycle. Our corporate plan, as we know, we're any moment about to go out for our community consultation. It's been held back a touch. I had a bit of a goal and a very tight goal of getting that out by the end of the calendar year. But I think it's important that we spent that time in January as not just council officers, but as a council to go through each of the themes and get that right. It's being designed up now. It's about to go out. And that is going to be a fantastic piece of work that this council can really hang its hat on. The community spoke. You listened. And you delivered a great piece of work from there. On an overall basis, as I spoke about within the last report, we've seen a slowdown within the turnover. So that's really important for us. If we look at our casuals and our temps, there's turnover there. But historically, our council has looked at our FTE component.
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02:45:00 So we've ensured we've brought that back into line with what the previous and historical reports have been through to the council. And we're seeing that we're bringing that down quite a lot. How are we doing that? As we spoke about within the last item, it's ensuring that temps and casuals, that they have a permanent role. That we're creating the right signals to our workforce in relation to training and values. Why Noosa is a great place to work. If there are staff members that are applying for roles outside of the Shire, we're absolutely welcoming them to be able to come in and out. Sometimes in local government, you want your staff to be within the Shire. And that's absolutely right. Here in Noosa, we need to problem solve. And if there's the ability to draw people from other parts of South East Queensland to work for us, that's exactly what we'll be doing to do that. We do still, though, have quite a large number of roles that are yet to be filled. What does that do? That puts pressure on staff. That puts pressure on timeframes and delivery.
02:46:00 I met with our pecan culture team on Friday, worked through some of their structural changes. So they'll be working towards having their business partners set for each and every single director or directorate that we have. They'll then be able to support organisational development, learning and development as well too. Really clear functions. And then triaging the onboarding and offboarding of staff, so we have a better idea as to how we're operating as a council as well. So I'm really happy with how that part of the business is operating. Our capital team, again, record spend within capital for this council. The team are absolutely kicking gold. The director of infrastructure and myself, we met with the Noosa Waters Association this morning in relation to the lock and weir. They were really happy with the progress that we're making and the relationships that we're building as well. So it is a report for you, council, to be able to be happy with steady progress is what I would say. We haven't gone leaping ahead and getting work done.
02:47:00 It's steady as it goes. I'm not seeing any red flags of non-delivery. I'd like us to be a little bit more ahead. But I am also cognisant of we had a really big year last year from floods. We had to deliver a budget. We had a lot of extra work that we were delivering that is extraordinary as opposed to what you would normally be doing, looking at structures and conversions of temps and corporate planning. All of that takes away a little bit. So I'm looking forward to the Q3 report before you. And we're really happy to take questions. The director cohort is here as well, too. So anything specific within those departments and areas, they should be able to help and provide any advice for you from there. Thank you, Chair. Thank you, Mr Chair. Thank you, Mr Chair. Mayor Stewart. Mayor Stewart: Thank you. Just the staff turnover rate in the second quarter of 22-23 decreased from 6.21% to 1.89%. I mean, that's a phenomenal turnaround. Well done. I know it's not a question, but that's significant, considering especially we did have those
02:48:00 high turnover rates last year. So really well done on that, because it shows that people are happy, they're content, and a workforce that is stable is a strong one. So yeah, well done on that. That's terrific. Just a quick question. The 15 quarter one behind schedule, I just note they're the same 15 quarter one behind 15 and quarter one and quarter two, both. Are they exactly the same projects? Pretty much. Speaker 8: Pretty much. And we've noted those as an executive. A lot of them are Q3 deliverables. And there are different reasons why, whether it's the same project waiting for specific weather conditions. So there's a number of elements that sit behind those. But they will be getting onto track. And if not delivered, there's an opportunity there for some of those to move really quickly to being delivered. Mayor Stewart: Yeah. Okay. Thanks. Last one is, this report identifies whether or not there have been any matters dealt
02:49:00 with in a confidential session, which have subsequently been made public. There was one in this quarter. What was that? Speaker 8: Was that the... Mayor, I think it may have actually been the Noosa Waters Lock and Wear. Okay. Speaker 5: There was another one. How was it? Speaker 8: That was in... Speaker 5: Yeah, it was in the quarter. Speaker 8: Yeah, sure. On the top of my head. Yeah. I do remember we had a special meeting and that was closed for Noosa Waters Lock and Wear. But let me see if there was another item. I can't tell you off the top of my head. But I'll take that on notice if I can. Thank you. Speaker 5: Was it closed? Yeah. Yes, it was closed. Mayor Stewart: Because I wasn't in that meeting. Because I had a... Okay. Councillor Lorentson: All right. Amelia. Scott, KPIs were first developed for Council at the beginning of 2014, 2015. How often are the KPIs reviewed and when was the last time they were reviewed?
02:50:00 Speaker 8: Through the Chair Council, Laurence, and you'd normally do that with your corporate planning. And the Council will make a decision at any point in time as to what KPIs the Council would like to introduce. And there's... There's different ways of which you would do that. What we want to be able to achieve with our new corporate plan is that we have very specific KPIs that are sitting underneath each of the themes and the deliverables. So we've had our Director of Executive Services, Director of Environment and Sustainable Development, Director of Community, have all been working on that and have been able to put that together for what will go after the final community consultation. Since de-amalgamation, Noosa Council has remained a non-profit organisation. It's been very steady and stable with how it's been delivering to the community. We need to remember, I think, those first two years and then moving into the last term of Council that was had. It's very much picking up that early work that was delivered in 14, 15 and that were
02:51:00 being delivered forward. This term of Council held off on our corporate plan, awaiting a new CEO final stage. We're probably a little bit behind where we need to be on that, but we know that we'll have that with a great new plan that's been very well consulted with our community. Councillor Lorentson: So this is the first time the KPIs have been reviewed since 2014, 15. Is that what you've said? Speaker 8: That would be my understanding, yes. Okay. Within this corporate plan. Councillor Lorentson: So well overdue and yeah, it'll be great. Fresh way forward. New Council, absolutely. I do have another question. Page 37. I'm sorry. Page 37. Okay. The modern water monitoring program. It's on track with environmental services and very exciting and we discussed it, I think, in November round of meetings, a deployment of real time water quality loggers is soon to occur.
02:52:00 I want to reference that meeting in November last year and I moved a motion in regards to an integrated water quality model. In regards to the integrated water quality monitoring program, I requested that we investigate the feasibility of developing a citizen science water quality monitoring program. And I was hoping that that would feed into the program that's in front of us. Can I get an update with the citizen science program? Because I've had a lot of community, environmental community groups reach out. Who are very interested, including the Noosa Environment Education Hub, Noosa Surf Riders, the Burgess Creek Project, just to name a few, who really would like to partake in the water monitoring citizenship, sorry, citizen science water quality monitoring program.
02:53:00 Speaker 8: Through the Chair, Councillor Lorentson, and I'll take that on notice, noting that you'd like an update on that particular matter and I'll have the department provide that for you. Councillor Lorentson: That would be excellent. Thank you. I have a question in regards to page 38, Burgess Creek Monitoring Project with University of Sunshine Coast. So that's exciting because I think I reached out to our environment group at the time with Dr. Javier Leon, my understanding that he's just recently installed some equipment at Burgess Creek. Again, can I request an update on that? Speaker 8: Through the Chair, absolutely, Councillor Lorentson, and just noting we followed process in relation to that engagement. So while myself, Councillor Finzel, sits on the understanding board with UniSC, we made sure that that went back through University of Sunshine Coast, followed the MOU process,
02:54:00 that then was able to engage that collaborative work that you see getting delivered. So well done. We'll get that update for you and know that we'll follow the process in relation to that. Councillor Lorentson: Thank you very much. Speaker 8: Joe. Councillor Jurisevic: Mr. CEO, I'm concerned. On page 31, I see the implementation of the waste strategy behind schedule. Not only is the implementation of the waste strategy behind schedule, the actual drafting and public consultation of the waste strategy is behind schedule. And if I read 1.4, I can find it again. Excuse me. Go ahead, Joe. I'll put it down here. Develop a new waste strategy. We've got two workshops held. But a pause to public consultation in line with corporate consultation rollout. Community consultation now planned for January and March 23. Draft expected by May 23 for adoption in June 23. If we don't adopt it until June 23, how are we going to get all the recommendations over
02:55:00 into the budget discussions so that we know what we're going to need eventually in our budget discussions for implementation? We haven't got up to the implementation stage because we haven't finished the planning of it at this point in time. How are we going to make sure that we've got all of those things that aren't going to be adopted until June 23 into a budget process that starts well before then? Speaker 8: Through the Chair, Councillor Jurisevic, there'll be a number of actions that we need to undertake already that are known that, as Council officers, we would recommend to the Council that you undertake as part of the budget process. While we're looking at adoption in June, we should be well aware of what the key priorities are in relation to our waste strategy at that point in time. It has been a theme in the one-on-one meetings that myself and our corporate service team have had with Council around waste and how we can do that better. So yes, it's unfortunate there's been slippage in that particular strategy. I don't think all is lost, though. I think we have the ability to be able to look at the work that's been done today to understand
02:56:00 the priorities. And there are numerous priorities in relation to waste. What Council sees is the highest level of importance. We know that for future budgets this will inform that. But the issue that we face is around our community engagement, how we're engaging with our community at certain times. We want to make sure that when we're engaging that we're able to not have too many large pieces of work being done. We don't want to go at once and we are a bit of a victim of our own success by way of doing a lot of really big pieces of work right now all at once. And we're trying to get a pipeline of what we deliver. We had to put waste back, otherwise we would have confused the message with the corporate plan. But I hear what you're saying. Councillor Jurisevic: The concern with waste, though, is that we've got a zero emissions target. We've got all these other elements that we can do as well, Mr CEO. So how are we going to ensure that we keep that timeframe of all those other targets that
02:57:00 are associated with this on time? Why not target? Speaker 8: Through the Chair, Councillor Jurisevic. We have our priority list already, Councillor Jurisevic. What we need to do is focus on what the priorities are. While the adopted strategy with Council, a good example is our corporate plan. We as a Council already know what our priorities are. We've worked at it over a length of time. We need to implement elements tomorrow. We would be able to do that ahead of the adoption, ahead of the schedule. But we know the priorities. We've been working on them for a long time. I think through our budget process, we very much need to be able to highlight those. And whether it's a specific workshop on waste, that would be time well invested. Work through the strategy work and where we're at today. Highlight the priorities. Council, what would you like to see within the funding that we have available to deliver against those priorities? Councillor Jurisevic: I'm more concerned with the timing of the community consultations.
02:58:00 We've got the community's input as to how that drives forward and what those priorities come for out of that community consultation. Speaker 8: Yeah, I'm taking on board Councillor Jurisevic. Councillor Wegener: Tom, do we still have a... I might go to Richard. Do you want to do a bit of consulting on the case with that? That's my understanding. Yes. Okay. Councillor Jurisevic: I thought I had a timing in budgets for Tom that I'm concerned about. A little bit of burden. Councillor Finzel: Yeah, can I... Yes, please go. Yeah, I just want to raise also, and I guess it's all the same lines behind schedule, the review of the Noosa Local Disaster Management Plan. Just a bit of a feedback as to where we're at with that. Given that it's great that we've got like... We're retaining our staff, but I am always concerned too about our organisational capability and, you know, the readjustment to the organisational, you know, cultural planning we're heading along with. I just want to be reassured that, you know, the staff are okay moving forward and just
02:59:00 a bit of a feedback as to where we're at with that. You know, we're not in this situation where we're at with the disaster management, given that also impacts heavily on community with their resilience to be able to manage a disaster. Speaker 8: I might ask a part of that, and then I might defer to our director of infrastructure, Larry, who has responsibility for disaster management. Speaker 1: Yeah. Speaker 8: You'll see within the next report where we have had a function within our structure being community recovery within the community team around disasters and disaster recovery. We're now formalising that as a function within our structure. We have somebody that's working within that role, but we're now formalising that. We have our disaster management functions that are sitting within infrastructure and we have a team that sit around that. We as a council over time though, and depending how we have the effects of future weather events, whether we need to have a more permanent workforce, the issues that we are facing is that when a disaster hits, we're all pulled from our day jobs to be able to go and not only deliver what is the immediate response, but then also the recovery.
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03:00:00 And we know recovery can take years to get that done. So a decision we need to make in the future around that, but I'm very confident in Council of Council. We have a great team that is sitting within infrastructure to be able to deliver the immediate response, the preparation and the here and now. We saw fire tech kick in last week with the Ural Ringtail Forest. It was great to be able to see that. We also had somebody that alerted us more quickly than fire tech. Who was that? The mower man at Cooroy. Cooroy, yeah. As an immediate response, I'm really happy. And for me, I'm happy. 12 months into the roll now at the end of this month, I walked in on those floods. And the response, and I've been involved in a few responses of actual floods of the Fitzroy River and shutting down airports, direct hits of cyclones, a lot.
03:01:00 Our response was great. Fantastic. You didn't need a CEO hanging around telling people what to do because they knew what they were doing. So I'm confident where we are. But through the chair, I might hand to Larry just to give a bit of an update. Speaker 7: Yeah. It's just a process that's been going on. It's an external group that's been pulling the local disaster management plan together. I think it actually goes to our WNG. This Friday. This Friday. So it's being done. It's just. Councillor Jurisevic: I wouldn't have said it was behind schedule. But I guess timing. This is as of December 31st. That's correct. Speaker 7: It's reported. Yeah. So we're comfortable with this. Councillor Jurisevic: It's coming to the first. It's coming to the next meeting. Speaker 8: So I would have thought it was pretty much on schedule rather than the last meeting. And councillors, this will be one of those items that we're seeing that's sitting that behind schedule. Q3, that'll be done. So some of these will move really quickly for you in quarter three.
03:02:00 Councillor Jurisevic: I guess the only reason it's behind schedule is because it hasn't been adopted yet. Yeah. That's right. Councillor Wilkie: Someone wish to know that around Castle Larson. Councillor Lorentson: Just a question through the chat. Yeah. The Noosa Heads, Main Beach, CEMP. It's on track. But it was behind track. And maybe that was a blessing in disguise given the current swell and tide, high tide conditions and impending cyclone. Like it's a blessing, serious blessing in disguise. But that brings me to my question. It's a million dollars, I think, from memory, the sand nourishing program. Is it worthy to have further discussion on, I don't know, whether it's worthwhile and whether there are better solutions? We could have six months ago done the sand pumping.
03:03:00 And today we would have been probably in the same spot that we were six months ago. So my question is, should we be revisiting the merits and the timing of the program? Speaker 7: Look, I think that's a good point. The fact that there's now a sand, there is now at the moment, the way the river's shifted. But unfortunately, if you're giving the last two years, it's shifted three or four times in that period. But it has. Yeah. So I think we need to look at it and understand what it is that's causing it. But, you know, it's still, the sand program is really to protect that section of landmass. So we need to understand whether that current sand buildup is going to stay or whether that's just a temporary thing. So we'll do some work on it before we go and bolus bolus spend a lot of money, absolutely. Councillor Jurisevic: That would be great. The likelihood is that, you know, once you interfere with the natural process, you're
03:04:00 going to constantly have to implement manmade process into the natural process to facilitate because it's no longer a natural process. Councillor Wilkie: No. Someone can't move the motion? I'm happy to move it. I'll second it. Thank you, Councillor Finzel. Secondly, Councillor Lorentson. Second. Yes, after. No, second. Oh, sorry, Councillor Stewart. Councillor Finzel, you're first. Councillor Finzel: Yes. Thank you for the report. It's good to clarify some of those issues today about projects that are running behind. But, you know, I'm confident moving forward that you've, you know, got a good handle on what's happening. Yes, my concern moving forward is just really making sure that the capabilities of our staff, they're not on overload. I guess that can be addressed through, you know, addressing your staff training that we've talked about earlier, looking at making sure that, you know, they're getting the right pay for the right positions. It will help alleviate external pressures in their own personal lives. And just thank you to all the staff for the continued work that they're delivering under,
03:05:00 you know, big double capital works program and all the other big works that we're delivering across the Shire. As usual, I think Noosa Council is, you know, we shoot beyond our reach, but everyone is up for the challenge. So, thank you very much. Thank you. Can I speak to it? Mayor Stewart: Yes. I think, you know, the operational, sorry, Tom, were you? No, you go ahead. Yeah, the operational plan progress report just shows, again, the depth and breadth of all the work the organisation is doing. I think, I mean, my big take out was that the decrease in staff turnover, which I think is fantastic. So, well done, Scott, and all the executive team. I think the staff are taking them on board. And I think that's fantastic. There is a huge amount of work, so I too want to thank all the staff. Larry, largest ever capital works program, plus major disaster funding and major landslip to be fixed. Kim and all her team, Trent.
03:06:00 So, coming into budget discussions, we've got some big decisions, but yeah, thank you, Scott, for your leadership. And yeah, it has nearly been 12 months. Yeah. So, but, you know, as I said, this is showing, there are some things that we're behind schedule on, but, you know, the explanations for them are sensible, and we will take them on board and appreciate and understand the constraints and concerns around them. But otherwise, you know, it's looking, shaping up to be another big year. So, thank you. Yeah, thank you, Scott. Councillor Jurisevic: Yeah, you've talked just about it. We were really conditional with you. Yeah. Councillor Wegener: I'm just going to speak in general across a lot of the topics here, just to be brief. But, you know, we have talked that this is going to be a tougher budget coming up and that we're looking like the budgets are going to get tougher. And so what I look at is, are there any overlaps that jump out at me? And you might not be too surprised that I see the destination management plan having
03:07:00 a massive overlap with all the different walking and cycling strategy, the parking strategy, all the different strategies below there, 4.1, 4.2, all the way down. And so there's never going to be a place where we might see an overlap that we may have budget implications. Maybe we should look at that because we have placemaking, which is an expense coming up. We have the astronomical waste program, which is extremely important. We have new staff in the organization, no realignment. And so I've just often pointed out, it's not the first time I've pointed this out, that I'm waiting for my expectations to be exceeded and haven't quite realized those yet. So that's just my thought concerning this. Congratulations. It's a fantastic job. And my God, you do a lot, Larry. You know, you've got so much done. But that's just my little two cents that I want to throw in.
03:08:00 Thank you, Tom. Speaker 1: Thank you, Tom. Councillor Wilkie: Now the councillors wish to speak to the motion. All right. Karen, do you wish to close? Councillor Finzel: No, I think everything's been said. Councillor Wilkie: I'll put the motioners in favor. That's carried unanimously. Thank you. The next item is the operational plan. Organizational realignment. Organizational realignment, Noosa Council. Again, Scott. Speaker 8: Chair, thank you. Talk us through it. Thank you. And councillors, thank you. This is the culmination of probably nearly a year's worth of work. You asked me to come into the council and have a look at how we were operating and what we were delivering. And I very quickly moved to be able to do that. I had looked at what could be some potential quite large changes within our organization. Making those types of changes right now is not the right time for Noosa.
03:09:00 We're coming through what is a flood. We need to get our corporate plan in place. And we really, for me coming in as well, needed to get a better understanding as to not only how our council operates, but how it has operated and how it has a very unique intersect with our community and numerous elements of our community. Seventeen villages coming from a CBD. And suburbs to seventeen villages is a change. I think Bill Moran even noted that before I arrived going, it's a big change. But it's been a great change. And each of our townships or villages are amazing. They have their history. Noosa has a long history that you've got to understand it before you start getting in and tinkering with it. For me, I could come in and say, here's an agile structure and it'll give you this outcome. I don't know that would work for Noosa. What we did as an executive team, we pulled back in about March.
03:10:00 I put to council my views and around about May I've been in the role for three months or so. Council, here's what I think that we can focus on. We got through our biggest budget that we've ever delivered. That was a huge amount of work for us. And we all took a deep breath in July. And then we started to come back and saying, right, it's time for not just ourselves as an exec, but as an organisation to start to work towards what we can deliver in relation to change. What did we want to achieve with change here at Noosa Council? What we wanted to be able to achieve was better service delivery. We've got a great team, nearly 500 staff. And if I add the other contractors, we're pushing nearly 700 people that we're either directly or indirectly employing here. And they're all doing a great job. They're all working really hard. But we want to improve our service delivery. And there was ways that our structure was operating that was hamstringing service delivery. We wanted to improve our internal communications. We wanted to be able to communicate better as a team.
03:11:00 We saw our structure being really flat, really lean. While that's got its benefits, it's also got its disadvantages as well too. And I've heard quite a bit, and even in my early days, about siloing within the business. That, look, departments working in their own stream and not working together. So we as an executive, we wanted to be able to address that. We wanted to address the temps and casuals. That was an absolutely burning platform for us. And it was for a range of reasons. Temp staff that are sitting at a... just below manager level that have been extended upon extended upon extended. Them wanting some certainty within their roles. And then casual staff. They've been with us a long time. Some are actually happy to be casual because they like what casual workforce provides for them. And others going, I need to apply for a car loan. I need a house loan. I can't get it with a casual job.
03:12:00 So each of the directors work through their departments. And we saw the report that came to the council in October. That we as an executive team sat down and we said, let's have a look at three contemporary local government structures that are sitting out there within local government world at the moment. And let's see how they can fit for us. We got that independently mediated or not mediated as such, but we had it facilitated in a way that would have each member of the directorship had their voice heard and what they wanted to be able to see. We worked through each of the structures. And like Noosa, different by nature, none of them really had fit us. So we came up with our own structure. We worked through that as a team, pros and cons. And we started to get to what you now have today as your decision point. We then put to our staff in November, early December, after working with the management cohort as well,
03:13:00 what we believe would be functions realigned within our structure that makes sense. Some additions as well too. So we talk about community recovery now sitting within community, really highlighting some areas. The team within community, you'll see that there's name changes to their functions. They worked on that themselves independently. So there was a process that we were following. We consulted our staff leading into the Christmas break. Some areas needed some extra time. So we gave that to them in January and the CEO also got COVID. So it was out of commission for two weeks. So we were hoping to have this to you for January and really hit the ground running. But it gave us a little bit of extra time to be able to talk within our staff base and get to where we are now. We presented to council within a workshop. And if I can, through the chair, I'd like to talk through the functions and changes that we have, a whole lot of the report. I'll then talk to costs,
03:14:00 three new roles that we're looking to implement in relation to that cost. And then councillors, I'm really happy to take any questions that you might have. But I might just talk through those changes first and talk through the three new roles and costs if I can. So council, the structure that I'm asking for adoption from you today, as I've said, it's been extensively worked through. Our unions were engaged through our consultant forum. They were also given details of what this would mean. Our staff have been engaged. They've been given frequently asked questions as well, too, as part of that consultation. Within the structure, we would like to recognise our mayor and councillors and that they are sitting at the top of the tree. And that then flows through to the chief executive officer. Our executive services department that we currently have, what we'll do is amalgamate that with what the current office of the CEO functions are. It just makes sense. And it allows us to be able to spend time on some areas
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03:15:00 that need some time to be spent on at the moment. I also have the ability as a CEO to be able to have direct line of sight into people and culture, direct line of sight with governance, direct line of sight into media as well. And they'll continue to become really important parts of what we do more so as we get to the end of this year and the election. I'm proposing that we put in place an executive coordinator to be able to not only support me with what will be a larger amount of direct reports, but also to provide direct support to the council. There's time to time that we will get a lot of similar requests come through, coming to different areas. If we can triage that at a certain point, we think we're going to be able to deal with them more quickly and provide better service back to you as a council when we have a single point in and a single point out. This doesn't take away though from your ability to be able to work with our managers and our directors to ask questions and to be able to understand a little bit further
03:16:00 about what we're delivering and any other questions that you might have. So just know we don't want to take that interaction away. But when we get lots of different emails coming through, we can have a single point. We can understand more quickly though if there is a single major issue that's going on. At the moment we're seeing lots of dispersal and so we've got no real visibility to see a lot of the issues that are occurring. So we're hoping to be able to have that. That will help me also with managing the amount of direct reports. I'll have my director direct reports, departmental direct reports and then also mayor and councillors. I'll be working very closely with you. People and Culture, Workplace Health and Safety and Payroll, they're to be part of what will be called the Office of Mayor, councillors and CEOs. So there's a change that we had there. We really want to be able to highlight that, that this is mayor and councillors and CEO together. Some really key components for us there. People and Culture, Workplace Health and Safety and Payroll. Workplace Health and Safety, I have a particular heightened view on as a CEO.
03:17:00 We've done a great job with our audit that was recently undertaken. So I take my hat off to the team that have delivered that. They've done a great job. But I also, I have ultimate responsibility for all of our staff and I want to understand exactly what's happening when it's happening. Media Marketing, Communications and Community Engagement, which was recently added as part of this year's budget. Working very closely with Ken. Mayor and I had first of our meetings this morning. We've been scheduling them in. But at a moment's notice, media now has an understanding of all of the hot buttons that are happening, not only around the Shire but within the business. And they can plan ahead to be able to manage those for us. Taking away some of the reactionary that we can have from time to time. We'll be converting the director role of executive services to the executive officer of internal audit and corporate performance. Our internal audit, the external members of that committee,
03:18:00 they met with council last year. They spoke about areas that they would like to have a focus on. I need to put some resources into that to make that happen. And also in relation to corporate performance, we have a brand new corporate plan. We're wanting to be able to digitise how we're delivering our performance to the community by having a specific task in relation to corporate performance. It gives us a far better way of being able to measure that, implement a new system, and to be able to take our corporate plan forward for the future. Governance stays as governance. And that stays within that area. Reporting directory, reporting directory to me, and the triple C, OIA matters, all of the different things that happen from time to time that are within my role and my remit to deal with. I'll then take you to the director of corporate services and the director of corporate. Stays the same with finance, procurement, revenue, ICT and fleet. Commercial business services. This is the splitting of property. This is giving one of our staff members
03:19:00 that have a fantastic skill set, the ability to be able to not only grow our current businesses that we have as a council, but our strategic properties. And there is an action out of our audit committee to be able to undertake a strategic property review. We'll be ensuring that that gets delivered as a result of this structural change. Business process improvement. That is a role that is already sitting within our structure and that hasn't been filled. But a good BPI practitioner will be able to get in and to be able to process map and process engineer how we do things within our council. When a click and fix comes through or a snap send solve comes through and all of a sudden it says completed when we know that there's some issues. Okay, let's sit down and work through that process and get somebody to process engineer and look at the other outcomes that we can have. Community services. As you'll see, there's some naming convention changes within community services and that's very much been brought on by the community team.
03:20:00 They want to have some more contemporary namings. As an executive, we support that. Customer service will come across from executive services and will be renamed to customer experience. What we want to achieve with that over time is looking at our libraries and different facilities that we have that are under the remit of the community team becoming shop fronts for council as well too. So you don't need to come to the Tewantin and say, can we have that happen at the Cooroy Library? Can we have that happen at other areas that we have within our local government area? Peregian Digital Hub and all of a sudden we're providing that extra level of service for our community overall. Disaster recovery. I'd spoken about that a little bit. You'll see that that's now highlighted sitting within community. It's always sat within community. It's not a change. Always there. We're just highlighting it now. And the director was very clear with me saying we need to highlight this. This is now a specific function that we need to talk about. We need to have in place. We then have the split of the current
03:21:00 Environment and Strategic Development Department to a Regulation and Compliance Department and a Strategy and Environment Department. I'll talk to Regulation and Compliance and I'll leave Strategy and Environment to last if that's okay, council. Thank you. We will be looking at recruiting to a new role being the Director of Regulation and Compliance. We must note, though, that we have had a consultant in for the last 18, 19 months that has been helping with the load of the current Environment and Sustainable Development Department. While the numbers aren't great, the direct reports are large within the current department and the type of work that is being delivered is extremely intensive. It's intensive with community, engagement and collaboration, but it's extremely technical. When we're looking at the type of amendments we have with our planning scheme, when we look at the planning applications that we have and how we want to ensure that they absolutely adhere
03:22:00 to our planning scheme, it takes time and it's too much for a single director to be able to deliver. By having that split and we've seen that work over the last 18 months, we want to be able to formalise that. So we're going to the market, if we get a favourable resolution of the Council, for a new Director of Regulation and Compliance. Development Assessment, Building and Plumbing will be part and parcel of that. We'll be looking for a person that has local government planning skills, so that they need to be a qualified planner, but they've been around the local government sector for a while and they can take on some of these other elements that we're putting into this structure, and that's been environmental health, that's been sitting in the community that we'll be moving across. It makes more sense to sit there, closely with local laws as well too. And then our property team, which when we take out the triage of major events and we take out the business element, a lot of it is land use property permitting. It is more of a regulatory role.
03:23:00 So we keep that where regulation and compliance sits. But, we're looking at putting that together. We understand though that, and as an exec we've spoken about this, that this is not the best department to be part of, because you're always either regulating someone or telling them that they can't do something. So we're really clear as to how we can provide the very best in training for that particular department, how we can have a focus on how we can help that department. But, it can be difficult when you're always dealing with difficult situations. We know that department will have to deal with it, but where there is an executive to be able to support them. Infrastructure remains unchanged. As you see, Larry's got a huge remit there. The highest number of staff sitting within that structure as well. We're adding waste. It makes sense to add waste into there for this point in time. What our spend will be over the next three or so years is going to be a lot of infrastructure,
03:24:00 the technical and design team, where we have the engineers available to be able to help get this infrastructure on the ground. In the future, moving it into environment or innovation might be the way to go, but right now, waste needs to sit purely within infrastructure to get the work done and deliver what's going to be a facility that's sitting at a higher level. In splitting the environment and sustainable development departments, that brings us to strategy and environment, which will ultimately be nearly a new department and a new mindset for us here in Noosa in that we're elevating all of those external or functions of the council into an area that will be sitting above the structure. It starts to create what is an agile organisation, whereas those teams have the ability to go into different areas. So whether it's the environment team, whether it's economic development, whether it's strategic planning,
03:25:00 or climate change, they can positively affect the business from being above the business and not in it. Those functions right now are sitting within different departments that then, it's not that they're not well recognised, it's just that they're part of the machine. We're taking them up and out of the machine and we're allowing them to be able to have influence through across the business. And that's the start of being able to get an agile organisation where you get multi-school teams working together. We're not there yet. These are some of the first steps. So economic development, major events and destination management, we'll be putting that together. Major events will be a triage point. We'll be working with the economic development team where we have those external events that are coming to our council and wanting to deliver a major event with our community. We'll have them triage at that level of the council first and then we can provide them the most appropriate path. So that's the plan to be able to deliver that. That just dropped off. I'll be able to just hold it off the top of my head.
03:26:00 We then have... Yeah, it's not updating that one either. Thank you, Frank. We then have a... And what I'm asking for is a new manager role to be able to have strategic planning and climate change put together. Currently we have the director not looking at any other parts of the business but just strategic planning, having six direct reports of strategic planning. That needs a manager in its own right. How do we create value though for a manager role? Let's have our strategic planning and climate change put together. By putting those two functions together, we're looking at what will be the biggest changes that we will have come before us in the next 15, 20, 50 years. Climate change will affect us for the future. Having the strat planning team side by side with climate change all of a sudden gives us a very strong future focus, direction, not within the structure, above the structure, that can then come down and advise what we need to do as a council. So we've wanted to be able to achieve that. And our environment team, different by nature and new,
03:27:00 so we know how important environment is. We wanted to elevate that in the business as well too so that we can have the staff within our environment teams be able to provide advice through the business as well too. We would have our current director, Kim Rowlings, head up, the director of strategy and environment department, reporting direct through to me, providing strategic advice throughout the council business is what we want to be able to achieve with those particular functions. So councillors, we're asking for three new roles. The director of compliance and regulation role. Understanding though that that is already not exactly budgeted, it's been part of our consultancy budget that we've had, but there's been a bottom line cost of that of around about $270,000 per annum. We then have our manager of strategic planning and climate change that we're asking to add. And then a coordinator of the office of the mayor, councillors and chief executive officer. I'm going to put this forward on a two-year basis.
03:28:00 I understand that this role has actually sat within the structure previously, working closely with the CEO. And what we really want to be able to focus on for this role is that coordination assistance, but then also with ECQ and the coordination they will need leading into the election, managing and working with candidates. There'll be a time requirement for me as the CEO. How can we have somebody to be able to assist with that? And then we have the onboarding of the next term of council. So we're looking at a two-year basis. We may be able to deliver it via an internal secondment, which will cut down costs, or we would look at a temporary contract around that there as well too. If we look at that as just those three roles, it's approximately half a million dollars. And if we then... So that's on a gross cost basis, bottom line hit. If we look at it on a net basis, given that we've already had a director for the last 19 months,
03:29:00 that's $270,000 per annum. That takes us back to the cost of the two roles at about $230,000 overall. I'm asking that the realignment within the report be adopted as the organisational structure. And there may be one or two administrative changes with naming conventions that I'd be asking you to give me the authority to be able to make those changes on an as-needs basis. Council, thank you. I'm very happy to be able to take any questions that you might have. Councillor Wegener: Tom. As an example of the new structure, waste has been a big issue with us for a long time. And I look at the new structure and how it would be much easier to deal with it, with taking waste and putting it with Larry, but also with the new structure of our future. You know, you're looking into the future. And how would you see waste being treated differently now Speaker 8: than it is now? We'll have an infrastructure lens that sits over the top.
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03:30:00 But what we need to be able to do is have our innovation team in the digital hub start to be able to come in and talk about what... We've got a great manager, fantastic background. How do we get that in our pipeline of deliverables? And how do we look at what the digital hub is providing? And it's a bit like the smart cities, that, you know, when we go to our incubators or accelerators that are sitting within the digital hub, what's the problem we're trying to solve? And will we be able to pinpoint that? We already know, but we can pinpoint it much better and more effectively with infrastructure because we're coming from an engineering viewpoint. We can put that to an innovation team saying, here's our problem. Can we solve this within Noosa? We know what's happening and we're all information sharing as local governments globally around waste. So we know that there's a great pathway, but can we create a better one? And that's how I'd see what some next steps are there, Councillor. Councillor Wilkie: Amelia and then Brian. Councillor Lorentson: My question's in relation
03:31:00 to the three new roles to the structure. You mentioned in terms of the coordinator for the Office of Mayor, Councillors and Chief Executive Officer that there may be some sort of savings if we look at an internal secondment or outsource it. Can I request some pricing? So how big is the saving? And, you know, I think we're entering a year where we've really got to be very careful with our spending and, you know, any saving is good saving. So I would love to have that information before I made a decision and perhaps defer the decision for the ordinary meeting. Can I request that? Speaker 8: Through the Chair, absolutely, Councillor Lorentson. Fantastic. Yeah. And how I'd structure that for you would be is that if we had an internal secondment, the saving would be a range on that seconded staff member.
03:32:00 OK. And then if it was a contract cost, there's probably an on-cost saving there. It wouldn't be... It's more the secondment that will give us more of an overall saving in the business. But let us come back with that because I think it's important that we get that clarified for you, noting where we're coming into what would be a difficult budget. Thanks. Deputy Mayor Stockwell: Brian. It's just a flow-on from the last conversation with Councillor Wegener. Are you... Your last... So you also did in your recommendations about naming conventions. Is that where you're going to change the old-fashioned word of waste to the new-fashioned word of resource recovery? Speaker 8: Through the Chair, if... Thank you. Thank you. Look, we have discussed... We're actually waiting on the strategy for that. But if we do have this resolution, that gives us the ability to have resource recovery instead of waste. But that... That would be the most extreme change.
03:33:00 Councillor Jurisevic: To be wasted again. On the same... On the same focus with regard to waste and infrastructure there, an element of climate change is the element of engineering that will go into climate change adaptation elements and whether there's somebody, an engineer out of infrastructure that sits within the climate change area. Is that something that's being looked at or considered? That ability to cross-pollinate between areas of council rather than within our silos? Speaker 8: Councillor, this is what we're starting to see. We've got a great climate change team. The engagement that I've had with them, they are highly motivated. They understand the issues and they really want to get in and make a difference. And what we need to work our way through is sometimes there's the adaptation and the mitigation factors around climate change that they can be loggerheads a little bit. Well, also the implementation. Implementation. And our climate change team, they don't have that.
03:34:00 And this is where they're sitting a bit above the business. So, we've got Dean that's working through a range of processes within infrastructure. The Kimpe Terrace foreshore area is a really good example around that and the design that's being delivered. That's an example I want to pick up. Once we start to be able to get the environment and strategy team being agile and working within the business, that's the hope. That we start to be able to see this take hold. And yes, while we have our traditional reporting lines, we have our structures, our hierarchy, we're government. We can't get away from that so we can't go to Google. But what we can do is start to be able to create some agile teams to deal with issues and this is one that we'll do. And waste will need to have a multi-department approach over time. Councillor Lorentson: Question. Does organisational realignment
03:35:00 create an aligned workplace culture and is that the ultimate goal and measure of success? Speaker 8: Through the Chair, absolutely, Councillor Lorentson. You're looking at the metrics that we will in March be undertaking our staff survey. We've had a staff survey that we've had that was taken around about 14 months or so ago, maybe a little bit longer. And yes, we want to be able to see some improvement in how our staff are coming to work, enjoying work, realigning, getting reporting lines that make sense. The amount of work that we've done to consult on this, the feedback, particularly from our manager cohort, is let's get it on and let's get it done. We really want this. You know, I've got a waste manager chomping at the bit to sit with the engineers and get things moving. We've got local laws and environmental health coming together a lot more strongly and they, I think, will absolutely flourish. They will be more compliance focused, but I think that's where we need to be right now
03:36:00 and they'll be around a group of people that can support them. So there's those elements there. So yeah, the ultimate measure of success on this is having a workforce that's, you know, not only delivering better services for the community, but it's going to be happy as a workforce and we see that turnover slow down. But there, I'll just asterisk that where it's expensive and it's going to be a challenge that we'll have to deal with in the coming years. Councillor Wilkie: Karen and then Joe. Councillor Finzel: Oh, thank you. Thank you, Scott. A comprehensive report. Thank you. Well done. In a relatively short amount of time, we've done a lot of work. I can see that it's heading a lot towards a lot of strategy, better reporting lines and heading upwards, which is good. And you've talked about people being pulled up above the business, not in it. And considering we want to have
03:37:00 a happy and engaged workforce, my question is, how are we ensuring that communication from a staff member when we're seeing a real high strategic level, what's their opportunity to still engage and find support through the new realignment? You know, if a manager or an executive Speaker 8: comes through the Shire Council or Finzel, the most important part for our council's communication is that we lead from the front. So our values, I wanted our directors and managers to put those together because I want to see leaders that lead. I want to see our leadership team providing internal comms to the team. I have my CEO open door so that if somebody needs to be able to get in, I welcome that. And our mechanisms for, you know, having some strategic functions above the business, I'm wanting that team to be collaborative. And by nature, the members of that team
03:38:00 or that department, they're collaborative people by nature because they're already externally engaging their community. And so it's a very externally focused department. So they'll be able to engage with strategy across the business. But staff members being able to, you know, the line follows the line, but where they need to reach out, they can. But really important that we set, you know, not just the agenda from this council table, but our exec table, our leadership table. We now have a different structure with how we deal with our leadership team meetings every month. We set the agenda for the month based on what council reports will be considered. We know where we're going with our capital program, our marketing communications, where we're sitting with workplace health and safety, staff turnover. This is a high level of communication that we haven't had. But we set the scene each month. What are the key messages? What do we want to achieve? And then we get in and we get it done. And my expectation is that that just doesn't sit
03:39:00 with directors and managers at the beginning of the month. Hopefully by the middle of the month, that's got through the whole business and everybody knows where we are. Councillor Finzel: Fantastic. Jo. Thank you. Councillor Jurisevic: Following the question we asked earlier about permanency of staff, is this the final piece of the puzzle that enables permanent positions for staff so that you've got the corporate, the structure there to assign Speaker 8: those permanent positions? To the Chair, Councillor Jo, look, it is. However, there are some requests that will come through as part of the budget process. As an executive team, we want to very much scrutinise those. I have a strong preference at the moment for having more blue collar boots on the ground as opposed to more strategy staff. But we will go through as an exec team and we'll prosecute what's been put forward as budget bids. But, you know, we've done a great job with getting strategy together and people to be able to get to the next stage of strategy. We've got to get to the delivery. That's a really important element for me
03:40:00 and just because you've written a strategy doesn't mean you get to write another one. Once you write your strategy, you need to be part of the team delivering the strategy. So that's where I want to be able to take this. But I really want to be able to look at how we can get some, yeah, literally more boots on the ground to be able to get out. Streets, parks, you know, stormwater, the traditional and our team in the depot, they're working through that, albeit it can be bumpy from time to time. They are trying to work through to how do we provide better services and between myself and Larry, we're working really hard to be able to take that team through that journey. That's where we're at at the moment. So nearly the piece of the puzzle done, but there will be some requests
03:41:00 Deputy Mayor Stockwell: and I think it's appropriate to move the staff recommendation so we can talk about it here and leave Thursday night to just that one issue. So I'll move the recommendation. Councillor Wilkie: Move Councillor Stockwell and we have a second of Paul. Second. Seconded Councillor Finzel. Deputy Mayor Stockwell: I do so. There's the old saying about form follows function and I think when I look at what's been put before us that it is a really logical grouping of function and therefore the form of council should logically follow it. I see a number of benefits from the new department around compliance. In the old days we might have called that a one stop shop. But if you're doing a development or you're trying to get something started that you know there's one group of people that will take you from beginning to end. So say if you want a development approval for a restaurant you get your planning approval, you get your building approval for the fit out and you get your environmental health.
03:42:00 So if we can look at that as a customer service delivery portal to try and make that process as efficient and effective as possible. But also internally it's about also sharing experience and understanding of professionalism between groups at the moment which are divided. So when you're working in a compliance and approvals process there's quite often a lot you can learn from others who have been doing it in different ways. So to me that is a good step forward and as mentioned we've sort of been working on that basis with a locum sitting in the chair for some months now. So to me that's one important thing. I actually prefer the little bit of a more less hierarchical version on the next page which is the flower version. I reckon when we do that the strategy and planning
03:43:00 and environment department actually is the rosette around the mayor and councillors. I think it sits there and permeates out into all the other areas which are providing service delivery. They're about setting that the downward approach of the importance of some of those key policies within that area but also filtering up the ideas and needs of the other into the policy making environment. And I think that's I suppose it's not one word that's not in there at the moment. It's policy. I see that area under the banner of strategy is also about setting that future policy and realising that the biggest challenges facing this council are yet to come. And so being prepared in that way we will hopefully be able to cement those challenges effectively and perhaps better than others. And I want
03:44:00 to finish in the last point. It's really easy to read this report and say okay they've done a restructure and the only I think what the CEO said just previously I think this budget is where we have to start saying how do we get more boots on the ground? What have we outsourced and have continued problems with getting effective private delivery through consultants through contractors that really in this stage of the economic cycle we should be bringing back in and try and create more delivery workforce that we have ready access to. And I think that's the next step after this one. Hallelujah. Thank you. Councillor Wilkie: I have a question for the CEO. The realign organisational realignment is intended to reflect the new corporate plan. Given that we're about to go out for public
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03:45:00 consultation on the RAAF corporate plan could you explain the reasons for the timing for ratification of the realignment of the organisation ahead of ratification of the new corporate plan? One's meant to reflect the strategies Speaker 8: and actions of the other. Yeah definitely. Thanks. Thanks Councillor Wilkie. Really it was just due to some timing issues that we've had overall. Our plan was to get all of these pieces of work to the council table for the end of the year. We've had some snippets around that and given that it was such a big year I didn't want to be able to have the staff in a position where they were working day and night to get this done. And it's that view of do you get these really big pieces of work done to say oh great we're going to start you know we've done this by the end of the year the false deadline of Christmas or do we look at it in the new year going great fresh start to the new year. We've had about two to three weeks
03:46:00 worth of slippage and the view that I have around that is very much I was not here with COVID that was the biggest issues overall but we've allowed some extra time to be able to get our structure right. We've needed extra time to go through the corporate plan. This absolutely aligns to us for our corporate plan and we don't believe that we would see through the consultation process with the community any major changes because it is very much about functions so what we're wanting to be able to achieve and like our managers are asking us let's get on let's get this realignment happening. We know it aligns to our corporate plan and what we want to be able to achieve. Yes we have some community consultation around that but we're really confident in the work that we've delivered. This reflects that corporate plan and if there is something that is misaligned we'll bring it back to council. Thank you. Thank you. Joe? Councillor Jurisevic: Yeah I'll speak to it. Look I do I do approve
03:47:00 I think there's some greater synergies in some of the alignments of the elements that you're producing Speaker 7: or you're proposing Councillor Jurisevic: here with regard to how council runs in a more streamlined and more efficient fashion. My concern is as always silence and getting people to understand the functions and the elements of responsibility of other areas of council and how they align and influence the areas that they work in. Boots on the ground great to hear you say that. That's been a concern for a while with regard to outside contractors and the like having the capacity when you need it and having the internal functionality we have to deliver those elements of council operations and an example of that is a patching crew you know we've spoken
03:48:00 about that that was something that was removed as an efficiency measure some time ago in council I didn't agree with it at the time and it's good to see us talking about bringing it back because you end up sorting assets in a completely different fashion and you end up costing yourself more in the long run I mean there's economies of scale and there's there's rhymes and reasons behind some of the things you do having the capacity in council to be able to deliver those services means that you've got that functionality there. Also the opportunity for you know giving staff more diverse roles and I think more challenges within their work environment having that scope of operations means there are more areas to move within rather than saying well I can only do this because there's only so many jobs within my scope or within my realm but if you broaden those horizons you may actually retain staff because they've got somewhere to go or a variety in their workplace and that sort of thing so
03:49:00 I wholeheartedly support this I think it's I think you've you've done a great job of having a look at the structure and the 12 months that you've been here or all those 12 months that you've been here and I think this is a very logical and methodical conclusion that we've come to that you've reached in the way that factor the needs and the and the wants of our community and our organisation going forward. Councillor Lorentson: Councillor Stewart. Mayor Stewart: Councillor Stewart. Councillor Stewart. Well first of all I want to thank the CEO and all the executive team because I know this has been a huge collaborative effort and Scott it was only it was less than 12 months ago I think you took the chair and remember the first report you came in there were 64 recommendations in that very detailed report and as you said that was that was a very aggressive approach and this is a more moderate approach and one that probably we're ready for. So I think that the realignment I certainly agree with Councillor Lorentson that we need to be very mindful
03:50:00 of costs coming into the next budget or this budget so I look forward to receiving that information too because I think it's where we can minimise costs we need to but this is a really streamlined approach this new realignment it takes away pressure points from staff who have had so many direct reports in the past so it takes away takes off some of the pressure that some of our staff have faced it's a I think it's it's better focused on customer service customer delivery as you said talk about triaging events in a really good spot we'll be able to triage and work with our event organisers and our community in a more productive manner in this space it really focuses where talent it's maximising talent in the organisation we have so many talented people here it's really getting the most out of our staff members and letting them grow and I believe many of them are very excited about this with the new opportunities
03:51:00 that it presents them and where they can really you know work to the best of their ability and capability it looks at waste waste is as Tom and Jo have both said it's a huge part of our organisation we need to start looking at it as a commercial enterprise as an opportunity it's not just a cost and a necessary you know general matter of council business there's so many things we can do in this space and so many opportunities open to us having waste under infrastructure I think that'll work really well because they do align leasing we've got a lot of commercial you know again our holiday parks our commercial leasing looking at how we can obtain the best return on investment for our community that again is putting the right people in the right places and this does that it's less doubling of resources as I said it's more streamlined and I believe one of our directors and I won't mention names is when we said are you looking forward to this
03:52:00 their words were bring it on so I think that's it shows that that all of the executive team are very much behind this and and I just want to take say thank you again and the takeaway for me is that this is a really fabulous thing for the organisation thank you Scott for your hard work there's hundreds of hours involved in this and to the team it's real as I said it's a joint collaborative approach and effort and we really appreciate it and we hope our hope is that it makes your life easier and you know that's the genuine hope that it makes your life easier and that you know our ratepayers our community our customers it's better customer focus better customer delivery so it's better for our community and it's better for our organisation and our staff so thank you Councillor Wegener: thank you thank you nice to be here I'm in ferocious agreement with Councillor Stockwell and the rest of the councillors that have spoken I'd like to carry on the concept of form follows function to my favourite philosopher Horatio Grino and beauty is the promise
03:53:00 of function and so this is a beautiful piece of work that you've come up with because it has that promise of function but many beautiful things it's expensive and and so Speaker 1: women Councillor Wegener: I think I think I think You know, and when Councillor Stockwell says boots on the ground, we're going to take these things internally that we keep spending money on contractors for. I think that what I've learned about our grants process is that we're proactive and we receive grants and funding because we are proactive. We actually do the design of the project and then we wait for the grant to come and we'll just bang on it, which is where others, you know, see the grant and then they apply for it. Well, we're ahead of that and I think that this new structure absolutely fits that ethos of being forward thinking. And I really like, I think it will de-silo and when I think about the Waste Recovery Center and how I think things would have, may have been different had we had this structure from my time here, I think that things would have gone a different direction.
03:54:00 And so I'm really excited about this. I'd really like to thank you and all the directors. Because it just seems much more efficient and, yeah, much more reflective of Noosa. Councillor Finzel: Sure. Yeah. Thanks, everyone around the table. It's really positive. Thank you to the CEO and all the executive staff. Everyone's worked hard in a short amount of time to deliver this. What's exciting is that this is our first big step as councillors elect. And we're coming almost to another election. When we can finally go, you know, we've made it, you know, a collective decision around this. I think that that is exciting. Everything that's been said, you know, I reiterate, it's fantastic, the collaborative approach.
03:55:00 And I mean, you know, if we can just reflect that through the whole of like this workplace, this organization out to community and we've got everyone around these decision making tables. I mean, that's just fantastic. You know, I've always said we're fundamentally changing. It's COVID and I think leadership of the future is definitely collaborative. I think it's, you know, we've got to get every voice around the table and every voice matters. So I think from, you know, our mums and dads out in community right through to, you know, our CEO, our executive team, staff, I think this is really exciting moving forward. All the reasons everyone's talked about today, you know, about the idea of being more efficient, better customer service back to our customers, delivering. And what I love is the idea of our staff coming to work and being engaged in such a way that they can go home hopefully and feel my contribution is meaningful and that they can feel that their, I don't know, their contribution through their employment value adds not only to them personally, but they see that in their community and I think that's really exciting to get, you know, we've got really engaged community groups, they all come together, they've got great aspirations for their community and I think that's really exciting to get, you know, we've got really engaged community groups, they all come
03:56:00 And I just think that everything can align through this. Like Councillor Tom said, you know, these things cost money if you want quality and, you know, great aspirations and to deliver, you know, wonderful things back to our community. It is a big investment. But I think we're well worth it. And I think for Noosa to go ahead with a sustainable and thriving future, where community and everyone is engaged in a meaningful way. To build the I think that's just really amazing to be a part of that and congratulations to all the councillors as well around the table that we've navigated our way through this despite our like you know differences but I think that's great where we've been able to navigate our way through that with the corporate plan and the help of the staff through that process and CEO. I think we're really looking forward to a good future.
03:57:00 Councillor Lorentson: Okay, credit where credit's due. Thank you Scott. It's great to have a new CEO with fresh eyes that's reviewing council's organisational structure and reporting relationships to see if all the staff and the departments are on the same page concerning the organisation's goal. I love what's been proposed and what you've been working on tirelessly for the last 12 months. It aligns with what I committed as a councillor when I came to council that we have an obligation to continuous improvement. The notion that it's not that we can do better but we must do better.
03:58:00 I come from an employment law background so to me realignment is critical for all of us. organisations if we want to stay ahead we must realign strong organisational alignment commands by buying and it creates positive workplace culture we talked about you know engagement of our employers I think this gives them the opportunity to be personally accountable and it gives them you know the opportunity for everyone to commit to sharing the same goals and it also tells those who don't it's you know you're on the bus or you're off the bus so bring it on thank you to the executive I know you
03:59:00 guys have partaken in this as well but but thank you Scott this is future focused and it really prepares council for the challenges ahead we're a growing organisation you mentioned today I've got 500 staff plus and there's layers and layers of complexity in that and we need to stay ahead and we need to stay focused and we need to continually do Councillor Wilkie: better so thank you just in order to move things ahead I'll move the motion suggested earlier that we make this delay a decision till Thursday night very ordinary meeting I'm sorry Amelia's moved it are we speaking of Brian's motion Deputy Mayor Stockwell: yeah but I thought we were speaking of Brian's motion no no no a procedure motion can then be Councillor Wilkie: done yeah okay you want to second that I'll second that thank you so I'll move it Council Lawrence can second it just to move things along I'll wait till Thursday night to have my speech
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04:00:00 no everyone I don't disagree with anything I'm looking at mine this is mine Councillor Lorentson: I thought I did Deputy Mayor Stockwell: sorry Mr Chair didn't we have didn't you move the motion I did but that's a procedural motion procedural motion so it can come over the top Councillor Wilkie: yeah look just for the reasons mentioned earlier get further information on some of the costs we are all mindful of budget issues going into this coming budget and we'll be able to be better informed and make a decision Thursday night when we have those facts and figures that's the reason for the motion anybody else wish to speak to it
04:01:00 Councillor Jurisevic: no I just haven't seen the original motion moved and seconded on the board yeah I haven't either that's oh there it is okay sorry the fact that that was not updating is throwing me sorry oh sorry that's that's why it's throwing me oh yeah that's yeah that's that's what sorry that's what I was seeing that's why I was totally bamboozled Speaker 7: oh I thought hang on yeah Councillor Jurisevic: that's what you can see the two screens are separate that's all right sorry that's why I was thrown by the what was in front of me Councillor Wilkie: yeah you know once the new realigned organisational structures have gone it'd be great to realign it'd be great if the Councillor Jurisevic: the two screens Councillor Wilkie: we'll be talking to each other now just put away for Thursday Speaker 1: yeah Councillor Wilkie: oh we've still got one to go haven't we right okay all right look if there's no more discussion all in favour? that's carried unanimously it'll come up to the next item which was moved from the end of the from the start of the agenda all right it's finished yeah sign you should move to the meeting Deputy Mayor Stockwell: yeah I've missed sorry I'll move to the that the meeting be closed to the public pursuant to section 254J3E of
04:02:00 the Local Government Regulation 2012 for the purpose of discussing legal advice related to an appeal in the Planning and Environment Court with respect to item 7 MCU190089.02 and operational works 1901602 Planning and Development Act 1901602 Planning and Development Act Item 7.2. Application for a minor change to development approval for service station, shop and operation works signage at 54 Mary Street, Noosaville. Councillor Jurisevic: We have a seconder from the Council of Jurisdiction. I just want to clarify, you said item 7, it's written as item 2. Deputy Mayor Stockwell: Did I say 7? You said 7. There are so many numbers. Councillor Jurisevic: It's alright, just clarifying that we are talking about item 2. I knew we could skip over that. Councillor Wilkie: I'm sorry, was that carried unanimously? We have to vote on it. We have to vote on it. That's carried unanimously.
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Nothing was transcribed under this heading — a stretch of the recording with no speech the model could make out.
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04:32:00 Speaker 1: Thank you. Thank you. It's not funny. Councillor Finzel: It is. Speaker 1: Okay. Councillor Wilkie: Alright, we have a motion before us? I'll move the staff recommendation. Councillor Stewart's moving the staff recommendation. Seconded by Councillor Lorentson. Any discussion? No. I'll put it to the vote. All in favour? That's Councillor Finzel, Councillor Jurisevic, Councillor Lorentson, Councillor Stewart, Councillor Wegener, Councillor Wilkie. Against? Councillor Stockwell. Motion's carried. That is the end of today's General Committee meeting. Declare the meeting closed. Thank you, Councillor. Thank you, Mr Chair. Thank you. Thank you, Linda. Thank you, Scott. Thanks, everyone.