SPECIAL MEETING 2024/2025 BUDGET ADOPTION Transcript

1 ATTENDANCE & APOLOGIES ¶

▶ 00:00:10

Nothing was transcribed under this heading — a stretch of the recording with no speech the model could make out.

2.1 ADOPTION OF 2024-2025 BUDGET POLICIES ¶

▶ 00:00:37· Carried unanimously 7-0 from council's minutes

00:01:00 Speaker 2: Good morning councillors. Under the Local Government Act and supporting regulations required prepared policies to support area adoption. Two mandatory policies in the suite of policies in front of you for consideration. In addition to those management policies Council also has a number of finance, procurement and asset management policies that should be reviewed on a regular basis so to ensure prudent financial governance we also adopt a proactive approach and bring those forward as part of the budget process to review and adopt annually. There's ten policies in total for consideration, I'll just mention each one of them briefly for their purpose and then I'll pick the questions. The first and foremost is the Financial Sustainability Policy. It outlines the financial governance framework that Council will work within to ensure that Council's finances remain sustainable in the long term.

00:02:00 The only change to this policy for the 24-25 year is to recognise the corporate plan objective and likely impending finance industry legislation on ESG reporting and our commitment to follow that process in the coming years. The second policy is our Investment of Surplus Funds Policy. That policy is a bit different. That policy remains current with only some minor disclosure changes. Our Debt Policy includes an outline of our borrowings proposed for the coming financial year as well as an indicative program of future nine year borrowings. Council proposes to borrow $5 million in the 24-25 year to fund waste management works. With the Management of Restricted Cash Policy, that outlines where we set aside and restrict cash for regulatory reasons, levies or key expenses. The Government's policy is a bit different. That policy remains current with only minor disclosure changes.

00:03:00 We have our General Rate Donations Policy. The General Rate Donations Policy outlines the eligibility criteria for community organisations that orders will receive a donation that would discount their general rates. Again, that policy remains current with only minor disclosure changes. The Entertainment and Hospitality Policy provides direction on how Council officers and community staff can make decisions about the beneficiaries and the security of those who request a loan. We have two policies on asset management, one is the non-current asset accounting policy which guides the financial disclosure of non-current assets, there's no change to that policy for this financial year, and our asset management policy which has been updated to reflect a recent internal audit review and increased disclosure on our framework for asset management. The procurement policy has been updated this financial year, it ensures the sound application of contracting principles for Council's procurement, the detailed review reflected both internal audit findings incorporating more internal controls as well as ensuring efficient business process.

00:04:00 And that also includes the merging of the financial capacity policy, so that is why you have a rescinding of one of the policies in your report. Last but not least is the financial hardship policy, this is a new policy councillors, under the Local Government Act rate payers are required to pay interest on overdue rates and payable charges. As we know Council already has proactive measures in place to assist with payment arrangements, where rate payers are able to pay by the due date of their rates. But Council does recognise there are exceptional circumstances where people may not be able to pay during the due date. This policy provides Council with the ability to provide concessions on that interest charge for those that do undertake payment arrangements and they meet the eligibility criteria for up to two years.

00:05:00 Thank you councillors. Mayor Wilkie: Okay. Deputy Mayor Stockwell: Councillor Stockwell. I'm happy to move the recommendation. Thank you. Mayor Wilkie: May I have a seconder please? Councillor Finzel. That's okay. Thank you. If you're a sore foot I think I might move it. Councillor Lorentson: If your foot was good you would have got there. Mayor Wilkie: Okay. Right, would anyone like to speak to the motion? Deputy Mayor Stockwell: Yes please. I think there was two important aspects of what was outlined by the Director. The first one is the new policy on financial hardship and that's probably going to be a particularly valuable policy in the current financial environment for a number of families. And in our community and households in our community. So it really sets out the grounds upon which staff can take in genuine cases of hardship and reduce the burden that will be accrued as a result of not being able to meet your rates

00:06:00 bill on time during the discount period. So it's a policy focused on the social wellbeing of our community. The other one was in the financial sustainability policy and we heard yesterday that that policy, Noosa Council was the first to bring that in of any council in Queensland. And what we're proposing is to keep it at the front of the pack in that we acknowledge in our corporate PAN that when you do financial management you should also consider about the full suite of economic costs and benefits that flow from it. And to do that you need to consider both the environmental externalities and the benefits as well as the social implications and the governance implications. So the reference to ESG is reference to an accounting system which is adopting methods of bringing in environmental, social and governance attributes into your financial decisions. And that will become more and more important to council for things like when we assess the

00:07:00 costs and benefits of the new policy. If we continue just to look at the financial costs it's unlikely that we'll come up with a feasible solution that doesn't include large rate gains but if we can invest in the long term for the benefit of the environment we're likely to come up with an innovative system that will not only be cost effective in terms of how we reuse and recycle but also reduces those emissions that are going into the atmosphere at the moment which is causing all sorts of economic costs including the climate related disasters that our own child has been spending hundreds of millions of dollars on. So I think those two aspects of the suite of policies we're adopting are important ones to highlight. Mayor Wilkie: Thank you Councillor Stockwell. Anyone else wish to speak? Councillor Finzel. Councillor Finzel: Yes thank you. I think the policies before us here today are a true reflection of the hard work of this council over many years and also the ability to show that we can be flexible and

00:08:00 respond to the needs in the community at any given time. I think that the recognition to social understanding and resourcing to meet at the heart of this community given the current economic climate. So thank you everyone for your contribution to these policies that we use to inform our budget moving forward. Mayor Wilkie: Thank you. Councillor Finzel. Thank you. Anybody who wishes to speak to the motion? Councillor Lorentson. Councillor Lorentson: I actually just have some questions in terms of the new rates financially. I think it's a good question. So I think the first question is about the financial hardship policy. Are the payment plans the only options or are we intended to explore waivers into the federal? Speaker 2: Through the Chair. We obviously have a range of options available for payment but the key element is ensuring that we reach a point where our rate hires who are in a position of financial hardship can progress an affordable mechanism to progress towards ultimately paying their rates and

00:09:00 charges and that's the key element. If we were to ultimately be abating or discounting those rates or providing us a situation where they're not paying at all, that would fall under our rates donation policy and so that's why we have a separate policy that outlines those circumstances where a certain property or rate paid code of order is eligible to receive a discount or a donation on their rates. The intention of the hardship policy is to enable a payment plan that doesn't penalise while we're working through it. So we're not going to be able to pay that out standing at all. Thank you very much. Mayor Wilkie: Councillor Stockwell used to close. We'll put the motion. Those in favour? That's unanimous. And just for the benefit of those listening, we will be suspending standing orders later in the meeting to allow Councillors to give their budget speeches. The next item on the agenda is statement of estimated financial position for the 23-24 financial year. Financial services manager Pauline Coles is here to give us a summary of this report.

2.2 STATEMENT OF ESTIMATED FINANCIAL POSITION FOR THE 2023-24 FINANCIAL YEAR ¶

▶ 00:09:53· Carried unanimously 7-0 from council's minutes

00:10:00 Thank you, Pauline. Speaker 5: Morning, Councillors. In accordance with Section 205 of the Local Government Regulation 2012, Council is required to present a statement of estimated financial position as part of annual budget adoption process. The statement of estimated financial position provides an estimate of Council's position for the 23-24 financial year. The position presented in the document is consistent with the financial position adopted at Budget Year 2 in January 2024 and shows the surplus position. Mayor Wilkie: Questions for Pauline? No. Thank you. Any discussion? Speaker 5: No. Mayor Wilkie: Put the motion those in favour? That's carried unanimously. The next item on the agenda is the application of national competition policy and reform. Pauline Coles, can you give us a summary of this report, please? Speaker 5: So, each financial year, Council is required to decide whether to apply national competition

2.3 APPLICATION OF NATIONAL COMPETITION POLICY REFORM ¶

▶ 00:10:58· Carried unanimously 7-0 from council's minutes

00:11:00 policy or reform. National competition policy provides a greater transparency over Council's businesses and assists with removing any anti-competitive conduct and ensures the best allocation of Council's limited resources. Council has adopted NCP reforms with respect to its waste management and wholly-apart business activities since de-enormation in 2014. Council has undertaken a review of the nature of other services and activities it provides to the public, including national competition policy. Council does not have the necessary full-cost recovery and profit-making focus. As such, Council is not seeking to apply NCP principles to these specific businesses. Accordingly, the recommendation is to continue to apply the full-cost pricing reform to the

00:12:00 operations of waste management and wholly-apart for the 2024-25 financial year. Mayor Wilkie: Okay. Any questions for Pauline? Okay. We'll move for the motion, please. All those in favour? Move. Councillor Phillips. Seconded, please, Councillor Wegener. Anybody wish to speak to the motion? Put the motion to the vote. All in favour? That's unanimous. Before we get to item 2.4, which is the adoption of the 2024-25 budget, I'd like to move that the operation of the Standing Orders, or any relevant provision thereof, be suspended, to allow Council to receive budget speeches from Councillors. Move. Do I have a seconder, please? Seconded, Councillor Stockwell. All in favour? It's carried. I'll go first, if I may.

2.4 2024-2025 BUDGET ADOPTION ¶

▶ 00:12:59· Carried unanimously 7-0 from council's minutes

00:13:00 This responsible and compassionate budget, the first for this new Council, consolidates the Shire's Sustainable Financial Foundation after record high-cost increases in recent years. It is the first of its kind. It enables Council to provide the services our community expect and need, as committed to in the Corporate Plan, while acknowledging cost-of-living pressures many face. With many key transformational projects underway, such as the Destination Management Plan, Placemaking Program and Waste Strategy, this budget aims to finish the significant work already started. Council, like all businesses and households, is under pressure from rising costs to maintain the Shire's assets and run the facilities and services our community needs. In particular, the costs of asphalt, concrete and other construction materials continue to rise at a rate beyond household CPI. This budget has been set with the prime goal of accommodating these escalating cost pressures,

00:14:00 while maintaining levels of service for the community and being mindful of resident households' costs of living. Financial sustainability lies at the heart of this budget, and any Council's capacity to deliver the services their community needs. The sobering context is that Noosa will be only one of 20 Councils out of 77 in Queensland that will be returning a surplus. Despite the high cost increases, the rate rise overall for the majority of residential properties owner-occupied has been kept to the same as last year at 5.5%, which equates to an increase of $94 a year, or $1.82 per week. To help achieve that? Councilers have placed a freeze on all levies, except for the Bushfire Resilience and Response Levy, which is required to ensure critical investment in managing Council reserves and fire trails ahead of the dry season. Waste charges have been increased to absorb the increasing State Government-imposed waste

00:15:00 levy and to support the cost of managing our resource recovery facilities. The $184 million budget, incorporating operating expenditure of $184 million, will be used to cover $139 million, and a capital works program of $45 million will achieve a small surplus to maintain the community's equity and stay in the black. In support of Noosa's housing strategy and to help encourage smaller secondary dwellings that provide essential housing for dependants, family workers and those in need, Council has cut rates for granny flats and secondary dwellings. Councilers have also introduced a rates hardship policy, removing interest charges on overdue rates. To ensure those facing difficult financial or personal circumstances are not burdened with interest if they are unable to afford to pay their rates up front. Noosa Shire continues to be the only Council regionally to provide a rates early payment discount, which is set at 5%. Rates rebate and discounts for pensioners and eligible community groups continue to

00:16:00 apply. Through the introduction of short-term accommodation transitory rating categories and Queensland's first STI rating categories, Council will be able to provide a rates early payment discount, which is set at 5%. Noosa Council led the way across the industry in taking measures to manage the impact of short stays on our community. Most recently, we have seen many Councils, including Brisbane, follow. The 24-25 budget sees a continued focus and commitment to managing STA's impact on community and amenity. Excluding strata title and home hosted, general rates for single STA dwellings have increased further to reflect their commercial use. In addition, we have increased rates for single STA dwellings. STA annual licence fees have been set to ensure the rest of the Shire's ratepayers are not subsidising the cost of administering the short stay local law. With the adoption of the Waste Strategy, significant investment in an expanded landfill and further investment in the Eumundi Noosa Road Resource Recovery Centre upgrade works over the coming year

00:17:00 will ensure we manage our waste in a safe and responsible manner. The State Government's introduction of a higher state waste levy imposed on the local domestic as well as commercial properties has seen increased costs passed on to bin collection charges and to waste facility customers. The operational plan outlines the significant number of initiatives underway. These include finalising the Dog Beach Works for the Noosa Spit shoreline erosion management plan and to protect the Noosa Spit. Implement the encroachments policy and operational procedure. Continue to implement and further review the short stay levy. To manage the impacts of short term letting, including increased resources towards compliance, continue to implement key actions of the Noosa housing strategy, continuation of the living well low cost community exercise programs, finalising the Noosa Botanic Gardens Master Plan, developing the Noosa parking management plan which will inform a future paid parking trial, complete the regional art gallery feasibility project, and there's investment in technology to support greater efficiency of delivering services to the community.

00:18:00 On a daily basis, as well as dealing with the ever increasing cyber security threat. Council continues to demonstrate prudent fiscal management with the 24-25 budget, not only by ensuring a marginal surplus, but also by meeting all its statutory financial sustainability indicators as set out by the State Government. This year's $45 million capital works program includes $250,000 to improve local beach access points. $62,000 for beach shower renewals. $500,000 to upgrade the sports field lighting at Selbonnel, Oval and Cooroy sports complex. $100,000 to renew Noosaville's Pirate Playground. $520,000 towards the ongoing renewal of the Shire's bus stops to improve accessibility.

00:19:00 $1.53 million for the heavy road patching program. $100,000 plus to expand the Wallace Parks Precinct CCTV system. $820,000 for Wapunga Trial 4. and Woodland Trail 3 Trail Renewal and $1.6 million for upgrading the Cooroy Gymnastics and Multi-Use Centre. In addition to this, there's over $100 million in disaster recovery capital works from the March 2022 weather event to be completed. Compiling this budget has been a collaborative and rigorous process in a compressed timeframe involving diligence, patience and discipline by Councillor colleagues, Councillor Stockwell, Laurence, Wegener, Councillor Finzel, Wilson and Phillips, the Executive Directors and Managers, plus long hours from highly skilled and financially-assued staff, especially Corporate Services Director Trent Graf and Financial Services Manager Pauline Coles. Each and every one here deserves thanks and credit for their input on this compassionate and responsible budget which has caring for the needs of our community at its heart and I commend it to you.

00:20:00 Anybody else wish to speak? Deputy Mayor Stockwell: There's two basic parts of the operating. There's the capital works, which once again this year is at significantly higher levels than we saw as an average since this council was reformed. And there's the operating budget. And operating budget is where I think this year has been the most rigorous but also the most difficult process. So unlike other levels of government, there's a lot of work to do. We can't whip out the credit card to pay for how to operate our council. We can't use borrower funds to run programs that are ongoing which don't involve capital. So that means that we have had to be quite strict and rigorous in what gets approved.

00:21:00 And while the Mayor mentioned about us all around this table, actually I think some of the hardest work was done very early by the staff, who really looked very hard at what they were doing. And there was quite a significant efficiency gain resulting from that first review by directors and managers about what they can cut out of their operating budget. So one of the big messages I think we need to put into the community's mind is that our rates will continue to go up unless we look at other sources of revenue. And we'll see later on in the operating plan that we're going to be looking at other sources and that we're starting to do those investigations to work out how we spread the operation, the costs of providing things that just don't provide amenity and utility to our residents, but also to the visitors. And so how we get every visitor contributing to the services they use, whether they're staying here overnight or whether they're driving up for the day, is one of the key budget challenges.

00:22:00 And the Mayor mentioned that labour and material costs over recent years have skyrocketed. And that's what really stands out. We've had significant pressure on the operating budget. And what we have managed to do, while many of us had to forego our pet projects this time around, we've managed to keep that rise to less than a $2 coin each week. I thought I'd spend the rest of my time looking at it from where I live, because I'm living in Cooroy, building in Boring Point. And what is it for the hinterland community? And one of the things that you'll see in this budget, is we've been very successful in attracting state and federal grants. And that is a good news story, but it also means we have to draw on many of those cases, draw on our own funds to match them. So what is the hinterland benefiting from? So we've already heard there's over $2 million spent, probably spent on the upgrade at the

00:23:00 Croy Sports Complex, both a new undercover multi-purpose facility that will be able to be used when it's raining. We're waiting for a number of clubs that are already at that facility. We're looking at an improvement, an upgrade of the gymnastics facility. And new LED lighting around the somewhat aged and decrepit wooden posts are going to be replaced with new LED lighting around the old showground arena. The Mayor mentioned about the Biosphere Trail Mill. That's a $1.4 million grant over three years, totaling $2.8 million of upgrade. And in this year, we're starting with a $8 million upgrade. $820,000 of that in the renewal of the Kin Kin, Wapunga and Wundum trails. And for the old people, that's Trail 3 and 4. Now, that's a lot of money for a trail through the bush, but we know from the benefits it gives us from health, the enjoyment it gets for the locals, but also the fact that it's

00:24:00 becoming more and more of an attraction for people who want to visit Noosa to get out into the hinterland. And we've seen a huge growth in the number of people participating in mountain biking and marathons and silly people who run excessive distances through those trails. Yes, you should smile, Mr. Mayor. So what else have we got in there? The Croy Botanic Gardens. So it's growing. We're doing a master plan. It's getting better use and we've got a very vibrant volunteer sector. So as those grounds grow, so does the demand to store our plant and our equipment to maintain that luxuriant garden. And so we've got $160,000 in there for a new shed for plant equipment. And I believe relocating that plant, that shed, such that some of the better vistas from the top of the hill and around the oldest and biggest tree, the old hook pine, will be incorporated more into the garden itself. Over recent years, the hinterland community has been very clear.

00:25:00 When they completed the livability survey, when they gave us the feedback, when they came back on the corporate plan, and more recently, when making suggestions for the Pomona placemaking plan consultation. And generally, the most important thing they want to see improvement in is the pathways along our street networks in our hinterland towns and villages. So in this budget, we're starting to implement some of those priorities with $253,000 to connect up pathways leading to the high school campus on Summit Road in Pomona, and also together with improvements along Factory Street. Also, another $80,000 in links to Kari Street in Cooroy. Now, in our housing strategy, we made a commitment to do what we can to facilitate the building of more community housing. Affordable, low cost, not just for people on the public housing register, but also for people, perhaps workers for council, that are finding difficulty getting affordable

00:26:00 accommodation. And we... One of the big steps we're making this year is we're proceeding with a subdivision on land at Lake MacDonald. And there's actually $3.3 million in for that development cost. Now, we're very hopeful that we'll be getting state and or federal funding. But the important thing is we've already resolved to agree to enter in a contract to purchase with a housing cooperative who are very keen to proceed and are very hopeful that they'll be getting support from the state government to start building some of that housing in Cooroy. So, we'll be offsetting some of that budget with sales of land and with grants. But it is a really important commitment that we've, you know, put down in black and white in this budget that we intend to back our word in the housing strategy. And when we get to the operational plan, we'll show how we're trying to implement a range of strategies. So, I commend the budget to all. Thank you, Councillor Stockwell. Mayor Wilkie: Anybody else?

00:27:00 Care to speak? Councillor Wilson. Councillor Wilson: I commend the motion to adopt the budget as presented. And I know that this budget was based on months of work by the finance and executive team during the caretaker and election period and rigorous debate with councillors since April. All involved have been mindful of the balance between the increasing costs imposed on council and the need to maintain our services. With the least possible impact on ratepayers. This budget addresses the concerns we've heard about in the various consultation processes and the recent election campaign. It's focused on basic services. A commitment to finishing what we've started before taking on new initiatives. And a general acknowledgement of cost of living pressures. So, looking first at the operational budget, with revenue of 138.8 million and expenses

00:28:00 of about $1.5 billion. A small surplus. Council's main costs are salaries and wages of 52.5 million. And materials and services of 61 million. Wages have increased by 6.2% in line with employee certified agreements and other legislative increases. With minimal increase in headcount. Overall, we're predicting about 3 million increase in costs. While some of our revenue sources, such as interest, income, and grants, have increased by about the same. So, that's a gap of roughly 6 million. With deliberately low population growth in Noosa, there's no increase in revenue through increased volume of ratepayers. Therefore, covering the gap means a price increase. So, what does that mean for each household? Over half of Noosa Shire households are in the minimum rates threshold, which will increase from $1,727 per year to $1,000 per year.

00:29:00 An increase of $94 per year, or $1.81 per week. Some households will see a saving compared with last year. Rates on properties with secondary dwellings or granny flats have been reduced, as these assist with much needed housing supply. We're also putting a hardship fund in place, as you've heard, to ease the burden of interest on late payments. And concessions continue to be offered to eligible pensioners and community groups. To fund this, we've increased rates on single dwelling STA properties. Rates on these properties will be twice that of a comparable house used as a principal place of residence. Short-stay letting annual renewal fees have also increased for detached houses, while fees for home-hosted short-stay units remain the same. Most other fees and permit costs have also remained the same. Overall revenue changes are mostly due to an expected increase or decrease in activity

00:30:00 in those areas, rather than prices. The waste levy has increased to cover increased cost of disposal, long-term remediation at the landfill site, and increased fees imposed on council by the state government. The capital budget focuses on completing the disaster recovery works, investment in roads and bridges, and increasing the life of our waste facility. The capital budget focuses on completing the disaster recovery works, investment in roads and bridges. We will continue to seek state and federal funding for additional projects, but being mindful of our internal capacity as a small council, and finishing what we've started. There have been some tough decisions to balance the desire for improved services and new ideas with containment of costs. We will continue to monitor costs and performance to ensure we focus on essentials and adapt to community feedback and needs. Thank you. Mayor Wilkie: Thank you, Councillor Wilson. Thank you. Anybody else care to deliver a budget speech?

00:31:00 Okay. Councillor Williams. Councillor Wegener: Quick one. My gosh. The budget is complex for all of us. Again, it's my fifth year here, and I just cannot believe how much goes into it. It seems this year we've taken a very conservative approach, kind of bracing ourselves for the future. First, finishing what we started because there's a lot of projects on the go through the disaster management area. It's almost like this modern society we just lurch from situation to situation and I feel confident that this budget has been very lean and puts us in very good stead to face what's coming next. I think we have a very resilient budget and I really commend the staff, Trent, Pauline, for bringing us through this and all the directors because we know that you've told us that they've started cutting and being very lean from the very bottom all the way up to the top.

00:32:00 But when we look at the budget, there's a lot of ways to look at it and I look at it from a very distant place where I think of the average age in Noosa is much higher than the Queensland average. And so when I think of that mere fact, I think of libraries, leisure centres, the J, the aquatic centre, parks and cemeteries because they are funded by council. And if you're at an age where you have a lot of time on your hands, you're retired. Well, those are the things you really enjoy, so that's why I want to focus in, especially on Kerri Contini's team and say thank you, Kerri, for the services that you bring because they are substantial and they are real and they are the outward face of Noosa Council to so many of the people. Another thing that I look through the budget through the lens of, we have the most expensive accommodation and housing around, but our average household income is lower.

00:33:00 So we have this really odd disparity. And I think it's a very encouraging thought or situation where it's older, lower incomes. And again, I look at the social services that we provide and I'm just so impressed that we are actually able to carry on with such a small rate increase this year because we have been below CPI for a long time. But as the mayor mentioned, the cost of the lion's part of the budget, the lion's part of the budget is depreciation. And roads and big infrastructure like drainage and that's where your money goes and that's made out of concrete for the most part and asphalt and that those when those prices go up, my gosh, that really puts a dent into your budget and even considering all that, we still have a very nominal rate rise and our services are still right there for the majority of our population, so thank you very much.

00:34:00 Mayor Wilkie: Thank you, Councillor Wegener. Does the Councillor wish to speak before we resume standing orders? Okay. Thank you, everyone. I now move that standing orders be removed, resumed, seconded. Councillor Lorentson: Oh, sorry. I wanted to speak. Oh, yeah, go. Oh, excuse me. I'm a little bit slow on my feet. Thank you, everyone, for being here today, Councillors and staff. As Tom and Councillor Wegener mentioned, this is also my fifth budget presentation, and I reiterate Tom's thought, it never gets easier. It never gets easier. This year's been particularly tough and challenging, and we collectively have worked hard to balance our community's immediate needs with long-term sustainability, and we've also worked hard to ensure that every dollar is spent wisely and effectively. We face numerous challenges, both old and new challenges, economic uncertainties, evolving

00:35:00 public service demands, and the need for sustainable development. All of which have gone wrong. We've guided our approach to this year's $184 million budget. Despite these challenges, we're happy to deliver a budget that we believe serves the best interests of our community, with specific benefits such as improved infrastructure, better services, and a more sustainable future. This year's guiding principles, and we've got a couple, finish what we've started and lay the foundation for the future. We focus on the future. We focus on completing ongoing projects, addressing high strategic risk, advancing essential initiatives such as the Destination Management Plan, parking and housing, and importantly stabilising our workhorse to be ready for future challenges and opportunities. We recognise the significant pressures our community faces due to rising living costs.

00:36:00 That's why we've worked hard to deliver a minimal rate increase, while we continue to Speaker 1: Essential Services, Mr. Acting CEO, do you wish to take that call? Just a reminder to us all? Do you know how they work? Mayor Wilkie: Sorry Councillor Norris. Councillor Lorentson: That's alright, I'll have to start all over again. We recognise the significant pressures our community faces due to rising living costs and that's quite serious. That's why we've worked hard to deliver a minimal rate increase while funding essential services and infrastructure supporting both our community and the environment. We've increased investment in the Shire-wide reseal and patching program, the Eumundi Noosa Road landfill cell expansion and capping,

00:37:00 and the replacement of the Doonella Bridge. Inclusivity and connectivity also remain top priorities for this Council with projects like pathway enhancements across the Shire and the design of a Changing Places facility along the Noosa River to support people with high support needs. From rehabilitating coastal canals and waterways to upgrading key Council facilities, every investment we have made is aimed to improve the quality of our services. One project of personal importance to me is the upgrade of the bioretention basin on Coyer Street. The bioretention assessment from 2022 highlighted that the current basin is undersized and not performing to standards. Upgrading this basin will significantly improve stormwater quality entering the Burgess Creek catchment from Noosa Junction,

00:38:00 addressing pollutants like nitrogen and phosphorus, which are critical in maintaining the ecology of downstream waters. Finally, I want to take this opportunity to thank our acting CEO, the branch managers, our directors, the men and fellow councillors. In particular, I'd like to acknowledge and thank our finance team, Pauline and Trent and team, for your commitment to improving Noosa. Significant effort has gone into delivering this budget and although we take a little bit of credit, you guys have the engine room and have carried the bulk or have done the budget. You've delivered a budget that ensures, most importantly, that Noosa Council is not in a deficit. The Mayor mentioned of the 77 councils in Queensland. Noosa is one of only 20 LGAs that continues to deliver a surplus budget.

00:39:00 This is a testament to our financial stability and, more importantly, responsible management. Finally, I'd like to take this opportunity to also thank our community for trusting us to lead us during these challenging times. It's your money and I hope we've got it right. Mayor Wilkie: Thank you, Councillor Lorentson. Councillor Lorentson: Councillor Finzel. Councillor Finzel: Well, I guess I'd better speak given it's my fifth budget and I won't take up much time because we have all covered the technical aspects of this budget. Firstly, I'd like to acknowledge the Kabi Kabi people and their inherent wisdom and value to our community. And I'd like to thank the CEO, the staff, all the executive committee and everyone that's contributed to this and also to my fellow colleagues and the Mayor. I submit that this is not an aspirational bells and whistles budget that we would deliver in times of prosperity.

00:40:00 But I say that rather it's a radical budget in so much that we have listened to our community and we have with heart and conviction looked at the challenges that are faced in these economic times. It's a conservative budget to deliver day-to-day operations and continue what we've started. With a genuine focus on service delivery and goods and services to our community. I think this budget reflects a hope for a better tomorrow with renewed dedication. We have sought a conservative budget with effective governance as our policies reflect. With sustainability in times of uncertainty. Informed by public opinion and we've come off the campaign and we certainly heard what everyone had to say as we were out on the hustings.

00:41:00 This budget to me is in between the space of being contented and concerned as we try to address the needs of our most vulnerable right through to those who are prospering. And bringing a sensible centre and a balanced environment and a balanced approach to our fiscal responsibility and our commitment to good governance. We have looked to deliver economic stabilisation in times of uncertainty. The commonality of our familiarity and fragility within the experience of experiencing a sick child, a parent with memory loss, a friend that has experienced a death. We are people living within our community and can identify with the struggles. And I believe that we have reflected that in our budget before us today

00:42:00 and especially reflected in the hardship policy where we have worked to the best of our ability to acknowledge the struggles that some people are experiencing. We've taken brave steps in pulling back and cutting everything to the bone to deliver what we've started and give back to our community. I'd just like to finish with a quote because we have to have a quote at the table from Ruth Bader Ginsburg. We will all profit from a diverse, inclusive society. Understanding, accommodating, even celebrating our differences while pulling together for the common good. And I think collectively that's what we've all worked hard for, to deliver the common good to our community. So thank you to everyone who's involved. Mayor Wilkie: Well said Councillor Finzel, thank you.

00:43:00 No other speeches, there being no other speeches, I ask that the standing, I move that the standing orders be resumed. May I have a seconder please? Councillor Lorentson's quick remark. All in favour? That's carried unanimously. So we're now at item 2.4 of the budget agenda which is 24-25 budget adoption. So we have a range of motions and the first motion one is that pursuant to section 104 of the Local Government Act, section 170 of the Local Government Regulation, the budget for the financial year ending 30 June 25, incorporating statements of income and expenditure, financial position, cash flow, changes in equity, long-term financial forecast, revenue statement and revenue policy, and the 24-25 capital program as contained in the Minister Council budget document, provided as attachment one to the special meeting, be adopted. May I have a mover for that please? Move. Councillor Wilson. Second.

00:44:00 Seconded by Councillor Finzel. Any discussion? All in favour? Carried unanimously. Motion 2, that pursuant to section 94 of the Local Government Act and section 80 of the Local Government Regulation, Council resolves to levy the different general rates for the 24-25 financial year as set out in the revenue statement, contained in the budget documents provided as attachment one. May we have a mover for that please? Move. Councillor Lorentson. Seconded by Councillor Wilson. All in favour? That's carried unanimously. Motion 3 is that pursuant to section 81 of the Local Government Regulation 2012, Council resolves that the rating categories of rateable land in its local government area and a description of each of the rating categories for 24-25 be as follows. May we have a mover for that please? Move. Councillor Phillips. Seconded by Councillor Wegener. All in favour? It's carried. Motion 4.

00:45:00 Motion 4, pursuant to section 94 of the Local Government Regulation 2012, Council resolves to levy the special charges for the 24-25 financial year as set out in the revenue statement, contained in the Noosa Council Budget Documents as attachment one. The special charges set out in the revenue statement pertain to the Noosa Waters Lock and Wear Maintenance Levy, the Noosa Waters Canal Maintenance Levy, Noosa Junction Levy, Hastings Street Precinct Levy, Noosa Main Beach Levy, the Hastings Street Community Safety Program charge and the Noosa Junction Streetscape Levy. May I have a mover for that please? Councillor Lorentson. May I have a mover for that please? Thank you Councillor. Seconded by Councillor Stockwell. Any discussion? All in favour? Carried unanimously. Motion 5 is that pursuant to section 94 of the Local Government Regulation, Council resolves to adopt the overall plans, annual implementation plans and benefited area maps

00:46:00 specified in the revenue statement contained in the Budget Document and Provider's Attachment 1. For the special charges it resolves to levy under resolution 4. May I have a mover please? Councillor Finzel. Seconded by Councillor Phillips. Any discussion? All in favour? That's unanimous. Thank you. Motion 6. Pursuant to section 94 of the Local Government Act, section 99 of the Local Government Regulation, Council resolves to levy the utility charges for the 24-25 financial year set out in the revenue statement contained in the Noosa Council 24-25 Budget Provider's Attachment 1 to the special meeting report dated 28 June 24. May I have a mover? Councillor Wegener. Seconder? Councillor Lorentson. Any discussion? All in favour? That's carried unanimously. Motion 7 is that pursuant to section 94 of the Local Government Act and section 103 of the Local Government Regulation, Council resolves to levy the separate rates and charges for the 24-25 financial year set out in the revenue statement

00:47:00 contained in the Budget Document Provider's Attachment 1. The separate rates and charges set out in the revenue statement are the Environment Levy, Sustainable Transport Levy, Heritage Levy and the Bushfire Resilience and Response Levy. May we have a mover for that please? Councillor Wilson. Seconded by Councillor Finzel. Any discussion? All in favour? That's carried unanimously. Motion 8. Pursuant to section 107 of the Local Government Regulation, section 114 of the Fire and Emergency Services Act 1990, Council resolves that the rates and utility charges and the Queensland Government's Emergency Management Levy for the year ending 30 June 25 will be levied six-monthly as set out in the revenue statement contained in the Budget Document Provider's Attachment 1 in the Special Meeting Report dated 28 June 24. May we have a mover for that please? We can move Councillor Phillips. Seconded by Councillor Finzel. Any discussion? All in favour? That's carried unanimously.

00:48:00 Motion 9. Pursuant to section 122 of the Local Government Regulation, Council resolves to grant concessions to ratepayers as set out in the revenue statement contained in the Budget Document and Council's General Rate Donations Policy. Any discussion? All in favour? That's carried unanimously. Motion 10. Pursuant to section 118 of the Local Government Regulation, Council resolves that all rates and charges must be paid within 30 days after the date of issue of the Rates Notice. May we have a mover of that please? That's carried unanimously. Motion 10. Pursuant to section 118 of the Local Government Regulation, Council resolves that all rates and charges must be paid within 30 days Contained in the Noosa Council 24-25 Budget Document provided as Attachment 1 to the Special Meeting Report dated 24 and where applicable to grant concessions on interest to eligible ratepayers as set out in the Council's Rates and Charges Financial Hardship Policy.

00:49:00 Motion 12. Pursuant to Section 257 of the Local Government Act, Council delegates to the Chief Executive Officer its powers under Section 81 of the Local Government Regulation to identify the differential rating category into which each parcel of rateable land in the Council's Local Government Area is included by using relevant information from the Council's land record and any other information which identifies the use of rateable land. May I have a mover of that please? Councillor Wegener. Do we have a seconder please?

00:50:00 Councillor Jess Phillips. Any speeches? All in favour? Carried unanimously. Motion 13. Let it be recorded that in each case where a preceding motion refers to a matter set out in a revenue statement contained in the Noosa Council 24-25 Budget Document provided as Attachment 1 to the Special Meeting Report dated 28 June 24, that matter is in court. That matter is incorporated by reference into and forms part of the terms and content of the motion and will be so incorporated and formed part of the terms and content of Council's resolution to adopt the motion. Move Councillor Stockwell. I'm not moving it. You got a question? Deputy Mayor Stockwell: Yeah. What does it mean? Speaker 2: You have quite a few motions in front of you here. I think this is an effort for Mr Mayor to take a breath between the 15 members that's in front of you here.

00:51:00 Given the complexity of the number of motions, each referring back to the revenue statement and the budget document contained within, this is a closing resolution to ensure that any subsequent resolutions where you have made an adoption, whether it's in regards to the timing of the biennial issuing of levies or in regards to the application of interest, to ensure that that reference is back to the first motion in regards to adopting the budget so that they're considered holistically. Thank you. Mayor Wilkie: I'll move it then. Councillor Stockwell, a seconder please. Councillor Phillips. Any further discussion? All in favour? Carried unanimously. Motion 14 that Council note the revised 2425 service level catalogues provided as an attachment to the special meeting report dated 28th of June 24. We have a mover. I can't get your name. Oh sorry. We have Nicola Wilson. Just quick off the feed. Seconded by Councillor Lauren.

00:52:00 Councillor Morrison. Anyone wish to speak to the motion? All in favour? That's carried unanimously. Now the next item on the agenda is the operational plan. Thank you, Pauline and Trent. We're now asked that Executive Officer of Internal Audit and Corporate Performance, Deb Yetsey. Welcome, Deb. Can you give us a summary, please? Speaker 4: Yes, councillors. So under local government regulation, council is required to adopt an operational plan each year consistent with its budget and to progress the implementation of the corporate plan. So the corporate plan has been in place now for over a year, so this is our second operational plan that relates to the corporate plan. And in the presentation of the document of the operational plan, which is the attachment to the report, you'll see that the initiatives that have been identified are aligned to each of the themes and objectives of the corporate plan. You'll also see that a number of them are continuations of initiatives that may have started last year, and we now appear at mid-year stage two.

2.5 OPERATIONAL PLAN 2024-2025 ¶

▶ 00:52:14· Carried unanimously 7-0 from council's minutes

00:53:00 And there are a number of initiatives that were put on hold, so to speak, with the local government elections, allowing the new council to come on board and to actually influence the outcome of those initiatives. So there's a number of those as well. It is an ambitious operational plan, but all the executive team and managers have had input into it. And we will progressively report progress against the operational plan on a quarterly basis to council, as we have done in the past, so that you can be reassured about the progress of the initiatives, whether they're on track, behind, completed, etc. So the last report for this preceding year of 23-24 will be presented to the August meeting, and that will be a sum-up of last year's progress. And that's what we will expect going forward as well, as we move through this current year. Mayor Wilkie: Thank you.

00:54:00 Any questions for Deb? I'll move it. Thank you, Mr Stockwell. We have a seconder. Councillor Phillips, any discussion? Deputy Mayor Stockwell: Yeah, I will. In any budget process, we tend to list the capital works. It's quite easy to see what we are investing in. In terms of the broader organisation, it's really summarised down into the operational plan. And from a councillor's perspective, perhaps the most important aspect of that is the performance measurement hierarchy. Because the operational plan is what we get every quarter to assess how we're progressing, not just to this budget, but to the broader things we wish to achieve. So it's really good to see that performance hierarchy. It's an area of continuous improvement for this organisation. We just don't want to know that projects are on time and on budget.

00:55:00 We want to know if the projects are on time, on project, and making the impact that we are doing them for. There's no sense having a performance indicator at a service level that's efficient, but if it's not effective. We can plant 1,000 trees and meet that criteria, but they die because we don't water them. We haven't been effective in doing it. So that's where we look at this operational plan, and we look at those performance measures. But I thought what's most important is when you look at the operational plan, you do get a flavour of just how broad the beast of local government is. And I thought I'd pick up a few that we haven't talked about. So just to have a think about how any other, you know, in the corporate world, if there'd be a similar type of organisation. So the first particular item in the operational plan. is talking about water quality monitoring. And then 1.34 is talking about implementing our encroachment policy. Now that's an area of significant interest, particularly to our eastern beaches, bush

00:56:00 care groups, et cetera. And that was one of the areas where we had to really struggle with how much we can invest. Do we go and do it whole hog and increase the rates more, or do we continue at the current level and build up gradually? We look at 1.42. We're going to document the iconic story of surfing in Noosa. We look after heritage. It's not just the heritage in our buildings. It's the heritage that makes Noosa what it is. You know, the fact that we even let Californians in occasionally. We're looking at investing in doing a Noosa parking management strategy. Now that's probably one that's linked to one of the last items, 4.91, which is about revenue diversification. And 2.72. Which is about new revenue to ensure visitors contribute to the transport solutions we're offering them. You know, if we're putting out free buses and doing systems to let people park and ride, we don't just want to capture some people through property rates.

00:57:00 We want to capture people who are using those services and to ensure that residents aren't subsidising the visitors on those free bus services. We look at another part of the transport strategy being implemented. It's continuing to investigate the option of a public jetty in the woods. And that's to allow us to get off the roads altogether and start looking at are there options for public transport on the river. We've got, you know, when we look at our 10-year capital works program, we see the majority of it's for waste management. And in the operational plan, we'll start, we start seeing some of those big picture projects that haven't even put in the 10-year capital works yet because we're still investigating it. So we're doing, on 3.73, the feasibility of things like putting solar on the landfill, like doing large-scale composting to make better use and higher value out of our green waste. To get into something that Councillor Wegener is, and that's making biochar out of wooden

00:58:00 surfboards. And to look at, to look at things like anaerobic digestion, to try and get that out of the waste into energy. And to look at how we can productively use the methane gas. And methane is, I think, something like 280% more potent than carbon dioxide as a climate gas. So we have that whole big thing around waste, which is going to be an increasing part of our focus. But we also have recently the fact that we know that Kabi Kabi have been acknowledged as the traditional owners of the country in which we stand and which we now share custodianship with. And we've got operational plans to continue to work with them, to look at their cultural heritage, to look at how we preserve their indigenous values, and to look at how that makes residents and visitors' lives richer. And that leads into the next one, which is one of the big strategies and plans we'll

00:59:00 do this term, is we've committed to implementing and completing the destination management plan this year. And finally... Probably just... On a more positive note, you'll see in section 4.8 quite a lot of those initiatives around implementing what we've said we'll do for climate change at a regional level, at a coastal level. But also to invest in disaster management and building resilience because more and more recovering from disasters is not something that occurs occasionally, it's something that's ongoing. And preparing our community to be less impacted, both economically, personally and from a safety perspective, from what is happening in the world today and what will continue at an accelerated rate as a result of climate change. So that's just a snapshot of what's in the operational plan, but it gives you a flavour that the business of local government is quite a diverse one. Mayor Wilkie: That's a software. Do you wish to speak to the motion?

01:00:00 I'll put it to the vote. Those in favour? That's carried unanimously. Thank you Deb. Now for the final item on the agenda which is the organisational structure. We have people and culture manager Jacqui Campbell here today. Here she comes. Welcome Jacqui. Speaker 3: Thank you very much. Good morning. Mayor Wilkie: Could you give us a summary please? Speaker 3: Yes. So, in brief, the organisational structure that we've proposed to you this morning basically says that we want to make sure that people and culture are safe. We've set this up to meet the demands and the needs of the community in terms of providing great service. Just something to point out which is in the paper that the 11.69 FTE, 6.8 of that are actual conversions which is a process that we do for staff that have been on temporary, that have

2.6 ORGANISATIONAL STRUCTURE ¶

▶ 01:00:15· Carried unanimously 7-0 from council's minutes

01:01:00 been in a temporary position for more than 12 months. With regards to the new positions, the majority of them are actually in waste with one being in RCT. So, just wanted to point that out. Deputy Mayor Stockwell: So, just a question for those listening. FTE refers to? Oh, yes. Speaker 3: Thank you councillor Stockwell. So, FTE stands for full-time equivalent and it's listed as a full-time equivalent. So, it's a standard measure of how you count for staff. Mayor Wilkie: Question for probably Trent. Trent, the impact on rates of the positions, I understand many are subsidised by grants of revenue streams. It's about 0.5 FTE? Speaker 2: Through the Chair, as Jackie mentioned, there's 11.6 additional FTE.

01:02:00 Majority of those were temporary positions that have been with us for anywhere between one and five or six years. So, they've been converted to permanent. They would have been budgeted for through many previous budgets. So, there's no financial impact for those positions. There's a position in there that's grant funded. So, there's no additional rate burden from that. In regards to the waste ones, those positions are funded through a change in our contract on one of our key waste refineries. So, there's no cost recovery sites. And we are using funds that we have saved from contract costs to reinvest that in according to our own workforce on the grant management facility. So, the impact on the general rate is negligible in terms of just 0.5 FTE. Mayor Wilkie: Thank you. Thank you. Anyone care to move the motion? Councillor Lorentson: I'm going to move the motion. Mayor Wilkie: Thank you, Councillor Lysol. Seconded by Councillor Finzel. Any further questions or discussion? Put the motion as in favour.

01:03:00 That's carried unanimously. There are no confidential items or any other items on this agenda. I'd just specifically like to point out Acting CEO, Larry Sengstock. Larry, this may be your last meeting with us in the capacity of Acting CEO. And I'd just like to acknowledge that over the last year and a half, you have carried out your duties acting CEO. You've conducted yourself admirably. You've done exactly what was asked, which was to stabilise and reorganise OCEAN and carry us forward while our new CEO is recruited. That process is underway. But I just want to take this time, this moment, to acknowledge you personally for everything you've done for us over the last year and a half. You've conducted yourself admirably. And there's deep respect for what you've done. Speaker 1: Thank you. Thank you. It's been a privilege.

4 MEETING CLOSURE ¶

▶ 01:03:31

01:04:00 Mayor Wilkie: There are no confidential items or any other items on this agenda, so I declare the meeting closed at 10.04. Thank you everyone for your contributions.