Services & Organisation Committee Agenda - 12 November 2024 Transcript

2 CONFIRMATION OF MINUTES ¶

▶ 00:02:09

00:03:00 Great. Thank you, councillor Finzel. Give me a second. Thank you, councillor Phillips. All in favour? Councillor Finzel: Yes. Councillor Wilson: Great. Thank you. Next item on the agenda is presentations. I believe we don't have any today. Okay. So we'll move straight into the reports for consideration of the meeting. And we start with 5.1, council meeting schedule for 2025. Mr CEO. Speaker 1: So thank you. This is just a, we're obliged as part of our rules and regulations is to provide a schedule of meetings for, we've got our meetings up until the end of this year. So this really is just outlining our meeting schedule for the following year. Running in line with our normal process of P&E, S&O meetings, general committee meeting, and then ordinary committee meeting.

5.1 COUNCIL MEETING SCHEDULE – 2025 ¶

▶ 00:03:33· Carried unanimously 3-0 from council's minutes

00:04:00 Also would note that there will be times where we'll take some of our meetings out to, outside of the chambers and out to the regional areas. Those will be done on an ad hoc basis as such, and will be addressed annually. And promoted accordingly. So I'll put this to the vote. Councillor Wilson: Thank you. Before I ask for someone to move this motion, I have put forward an amendment. A new motion. Yeah, a new motion. A new motion. That being that council note the report by the chief executive officer to the services and organisation committee meeting dated 12th of November 2024. And A, approve the council meeting scheduled for January to December 2045. As set out in attachment one to the report. And B, this is the petition. Note council's commitment to community engagement and in particular holding ordinary meetings in the community. Times and venue of ordinary meetings may be changed by council resolution in order to

00:05:00 facilitate this. Councillor Finzel: Happy to move for the debate. Councillor Wilson: I'm happy to second. Councillor Phillips: Sorry. It's okay. Thank you. Thank you. Thank you. Councillor Wilson: I'll speak first to the motion then. Just in my amendment here, just to make sure that it's in the public view that we still intend to continue our community engagement by holding ordinary meetings in the community. So I just thought at the moment there was nothing that really captured that until we have that in writing. If anyone was looking for that information. Councillor Phillips: Does anyone else want to speak? Okay. Thank you. To the CEO. Sure. Have we got a list please of the priority of where the meetings will be held next year when we go out? Is there an order of preference or?

00:06:00 Speaker 1: No. We haven't. Okay. We haven't done that at this point in time. Councillor Phillips: Thank you. Councillor Wilson: Thank you. No more. Councillor Kinnell. Any questions? Councillor Finzel: Yes. Thank you to the chair. Thank you Councillor Nicola for the recommendation. I support this. I think it's great to eliminate the need to keep our community on the journey with us and have them included in this recommendation so that they feel valued and we can take this opportunity to promote good governance through engendering trust and a goal towards excellence. Thank you for bringing this to the table. I support it. Councillor Phillips: Thank you. I'll speak very quickly just saying thank you for bringing it as well because I think it's really important that we do take those ordinary meetings out to community. It's been really good feedback to this point. And I also think it shows community that we want to go out to them rather than always expecting them to come into us.

00:07:00 And I like that we're taking it to the evening to give us some variety so we're trying to meet the needs of, you know, the nine to five workers and everybody else. So yeah, I commend that we're going to continue that commitment. Thank you. Councillor Wilson: Thank you. Thank you. Any other councillors? Councillor Wegener: Wouldn't this be normally done in the general meeting, moving this to the general so that all of the councillors can vote on the new motion? Would that be standard procedure? Speaker 1: No. Through the chair. This now gets recommended to the ordinary committee meeting. Yeah. And it gets voted on. That's where it gets. So you've got the opportunity then as councillors to all, as one, endorse this schedule. So this is only just in terms of the steps. It gets endorsed or gets recommended from this one. It doesn't get endorsed yet. It gets recommended and then gets endorsed at the ordinary. Councillor Wegener: But that's not the same recommendation that I see on my screen.

00:08:00 Did Nicola add anything? So Nicola has changed the recommendation that's on our screen. That's right. And it was a motion. A motion. It's a motion. Yeah. And I don't disagree with that. I'm just questioning the timing of it because I think that's, it seems to me that that's the kind of thing that if you're going to change the recommendation, it should be done with all the councillors in the general meeting and not generally, not done with three councillors in the committee. Is that right? Is anybody else? Speaker 1: At the ordinary meeting, councillor, you've still got the opportunity to change it if you want to at that point. Yeah. Okay. If you don't agree with it. So this is, again, the subcommittee makes the recommendation to the ordinary committee now for endorsement. So at that meeting, you've got the ability to pull it back out and readdress it if you think there's any need for change. Okay. Councillor Wegener: I don't think it's deep, but this has never happened before, so this is a new one on me.

00:09:00 Speaker 1: Okay. Councillor Wegener: Okay. Councillor Phillips: Just to clarify, there's still an opportunity when it goes, this will be the recommendation that we see at the general meeting, no, at the ordinary meeting. At the ordinary meeting, yes. And there is an opportunity if there's changes, an amendment to the motion, that that can Speaker 1: be done. You can pull it back out and read debate it at that point as a full council. Councillor Wilson: Okay. Councillor Phillips: Thank you. Councillor Wilson: Anybody else? Questions or comments? I'd like to make a correction. It was actually . Councillor Finzel: No. Councillor Wilson: And Finzel. Okay. I'll put that to the vote. All in favour? Councillor Finzel: Yes. Thank you. Councillor Wilson: Okay. Next slide, please. Councillor Wilson: The item on the agenda is 5.2, Bridgian Beach Serve Life Saving Club, funding requests and update on operations. We, so there's two things we need to deal with here, there's a conflict of interest

00:10:00 and there's a request to move to the general meeting. Speaker 1: Yes. Councillor Wilson: There is a conflict of interest. Speaker 1: Thank you. If we can deal with that. Ms Finzel. Councillor Finzel: Thank you, Mr CEO, and through the Madam Chair, I would like to declare this conflict. I, Councillor Finzel, inform this meeting that I have a declarable conflict of interest in relation to the Peregian Beach Beach Surf Lifesaving Club community grant application. As Leigh McCready, who worked as a volunteer in my 2020 Future Noosa election campaign, is the current president of the Peregian Beach Beach Surf Lifesaving Club. As Mrs McCready is not a close associated nor related party and has never given me a gift or a loan, I believe that a reasonable person would agree that I am able to make an impartial decision on the matter.

5.2 PEREGIAN BEACH SURF LIFESAVING CLUB - FUNDING REQUEST AND UPDATE ON OPERATIONS ¶

▶ 00:10:01· Carried unanimously 3-0 from council's minutes

00:11:00 Therefore, I will choose to remain in the meeting room. However, I will respect the decision of the meeting on whether I can remain and participate in the decision. Thank you. Councillor Phillips: I'm happy to move. That council note the declarable conflict of interest by Councillor Finzel and determine, stay, that Councillor Finzel participates and votes on this matter because council believes... Speaker 1: You can take out the stay. Councillor Phillips: There's two options here for you. A reasonable person would trust that the final decision is made. The decision is made in the public interest. Councillor Wilson: I accept the note. Thank you. Speaker 1: Can you repeat that? Councillor Wilson: Can I? Speaker 1: You do it. Councillor Wilson: I'm stupid. Speaker 1: You can go through the process. Sorry, go through the process. Anyone else who needs to speak and take it away.

00:12:00 Councillor Wilson: I'm sorry, that's the rest of the vote. Okay. Speaker 1: That's unanimous. Councillor Wilson: I take it away. Councillor Finzel: No people say that I didn't vote. Speaker 1: Yes. Yes. Councillor Finzel: Yes. Councillor Wilson: Yes. Councillor Finzel: Yes. Yes. Yes. Yes. Yes. Councillor Wilson: Yes. Yes. Speaker 1: Well, you can ask for a summary, if you'd like, first, or you want to move it straight to us. Councillor Wilson: The team are here, so I'd like to still hear the report, especially noting that might not be at the ordinary meeting. Speaker 3: Okay, well, given the matter's been referred, I'll just read from the exact summary. It might be the easiest. At the April 2022 ordinary meeting, Council resolved to enter into negotiations for a 10-year lease to Peregian Beach Beach Surf Lifesaving Club. The intent of the lease was to provide security of tenure to allow the club to establish operations and beach patrolling capacity. Given the surf club did not have capacity to undertake full weekend and public holiday beach patrols,

00:13:00 within the September to May patrolling season, Council resolved to fund Surf Lifesaving Queensland contract lifeguards to patrol Saturdays and public holidays for a three-year period. This enabled the surf club to patrol Sundays while it focused on establishing operations. Council's three-year funding arrangement expires in May 2025, and the surf club has requested a further two-year funding commitment from Council, with the club again proposing to provide services on Sundays, and additionally, all public holidays falling within the September to May season, equating to an extra 11 days over the period. This report recommends support consideration of the two-year funding proposal as part of the 2025-26 budget document. Now I might add there that that allocation is $46,000. That allocation will assist Peregian Surf Club to continue to build its full operational capacity.

00:14:00 This report also recommends that Surf Club submit a building works plan to allow a coordinated approach to maintenance and development between the new club committee and council and an updated strategic plan given the current plan expires in 2025. The Surf Club have raised concerns with the amenity and impact of the village square bin storage area and drainage and stormwater issues, which are also impacting club operations. It is recommended council also investigate these issues and work towards an appropriate outcome in consultation with the Surf Club. Now going towards the resolution, I think that exec summary has covered off all of those matters. But in summary... This request, this report's about the allocation of $46,000 for annually for two years commencing at the cessation of the 2025 season next year.

00:15:00 The club's submitting a building works plan for the reasons that I've outlined. So we have a coordinated approach to building works and also the submission of a strategic plan. Given that the current plan expires in 2025, and I also mentioned there about the bin storage and the stormwater and drainage issues. Any works that were coming out of those investigations, they'd also be referred to the budget deliberations as appropriate. Well, that's it for a summary without going through the whole thing, but I'm happy to take questions. Councillor Wilson: Um, that allocation of $46,000, that covers nine months worth? Yes. That allocation of $46,000, that covers nine months worth? Speaker 3: It's Sundays and public holidays. Sorry, it is Saturdays because the lifeguards are doing the Saturdays. Sorry, you're right.

00:16:00 Councillor Wilson: So it's about $1,200 a day. Can you just let me know how many people are on each of those days? Speaker 3: How many people are on patrol? Councillor Wilson: Yeah, that would be paid for out of the week. Speaker 3: Oh, okay. So on the weekends, there's two lifeguards on patrol. So that also involves the equipment that they need to use, so the four-wheel drive equipment, jet ski equipment, all their other rescue equipment that they need to provide the services, radio communications devices, the whole box and dice. Councillor Phillips: I've got a question, please. Originally, it was a three-year, and now it's two-year. Can you talk me around and talk me through, like, decision-making around what went from three to two? Did they ask for two? They asked for two. Okay. The recommendation is what they've asked for. And is there any point at the halfway through, at a one-year, do we reassess?

00:17:00 Does someone go to meetings or just maybe some context around our involvement? Speaker 3: Well, we're in pretty close contact with them anyway. There is a new committee down there. As I said, but they also have to submit annual reports, an annual report updating their operations. So we also have monthly contract meetings with Surf Lifesaving Queensland. So the Pre-Gyn Surf Club operations are always on that agenda for discussion with Surf Lifesaving Queensland about how the club's going. So I'm fairly comfortable with our communication and our update. Speaker 5: And the annual plan that they submit goes into their financials and also their memberships. So in terms of their volunteers and those that are obviously undertaking patrols and things like that. So we can sort of monitor that each year, I guess, as well, to make sure they're on track or how they're tracking as well.

00:18:00 Councillor Wilson: And this is based on increasing the volunteer or active volunteer base from 75 to 120, is that right? So that will trigger another review point? Speaker 3: Well, the 120 is a notional figure put forward by Surf Lifesaving Queensland to be able to get to full weekend patrols. I mean, there are other factors here as well. 75 is where they're at now. But, I mean, if they're at 120 and there were still components of the club that, say, the training component or whatever, was not up to scratch or was weak or there was gaps, then that would be subject to assessment then. But... But going to full weekend patrols won't be a council decision, ultimately. That will require endorsement from Surf Lifesaving Queensland, given that the club is affiliated with Surf Lifesaving Queensland. So that won't potentially be our decision to make. It will need to be endorsed by them first.

00:19:00 Councillor Wilson: Councillor Finzel, any questions? Councillor Finzel: Yes, please. Through the Chair, thank you for the report. I like where we're heading with this with regards to strategic planning. And keeping operational work on the radar. I have a question regarding building community resilience and their capacity to actually grow their membership to promote the responsibilities of, you know, Nippers and looking after people and their membership. Can you tell me if Queensland Surf Lifesaving, do they liaise then directly with the Surf Club to help build their membership? Or where's council, if we're involved, what role do we take? Speaker 3: Karen, we don't, we don't play a role in growing their membership. The Surf Lifesaving Queensland will provide support through governance practice, practices, support in terms of building committees and also training resources as well.

00:20:00 So, there are actually a number of things that we can do. Actually, you might note in the report as well, there's input there from the Brisbane Lifesaving Service. So, that was also initiated by Surf Lifesaving Queensland, as I understand it, to support the operations there. But it's fair to say, though, that Surf Lifesaving Queensland has been quite heavily involved, particularly in the first few years of the club getting back on its feet. So, the idea of it now is for them to provide a framework for the club to be able to establish, if you like, and kick on. But it's a support mechanism, not actively running the club. Does that answer your question?

00:21:00 Councillor Finzel: Actually, I'll just reframe it. I guess, given the growth of the membership, we'll increase local community engagement, hopefully through young families. We'll also be able to provide opportunities of council through community development to provide a collaborative approach or some ongoing assistance to help the social amenity, I guess, around the club that could include other people that are not necessarily like nippers or members to be served lifesaving. But actually, to promote the social growth of the club and have inclusive and friendly neighborhoods where people are welcome and things like that. I was just thinking if the council community had any sort of appetite or space in there to help grow that capacity. Speaker 3: Karen, I'd have to take that question on notice. All I can say to that is that Surf Lifesaving Queensland, I know the club's been very active in terms of recruiting members from the local community.

00:22:00 But also, you might have to look at the local community as a whole, as a community, as a group. So, you can see the report, reference to the nippers growing as well. The growth of the nipper program is quite crucial. And you can see there's been a 19% increase in those numbers. So, leveraging the parental and carer kind of care, if you like, or participation in those, in that program is quite key to converting those people, if you like, into community members. All of those are active members or playing a role on committees and et cetera. But as to your question around community development's role in those broader aspects, that's really a question for community services department.

00:23:00 Councillor Finzel: Right, thank you. I appreciate taking that on notice there because I think given the issues around youth in Noosa Shire at the moment and beyond, but we're trying to focus on positive community engagement for our young people. So I'd really like to see this response back from our community because I see this as a great opportunity to help engage and grow a safe place where young people can participate and feel welcome. Thank you. Councillor Wilson: Any other questions? That's all I can add? No? That's the answer? Speaker 1: No, she's got the mic. Councillor Wilson: Oh. Well, we're not doing the recommendation vote. We're moving to the next one. Speaker 1: No, we're doing the promotion to move to 10. Councillor Wilson: Yes, right. Okay. That's the right one. Thank you. The Services and Organisation Committee agenda item 5.2 be referred to the general committee

00:24:00 for further consideration. So we have- I'll be directed. Councillor Phillips: Thank you. Councillor Wilson: Councilor Binzai? Councillor Phillips: You're welcome. Yeah, I'll second it. Okay. Councillor Wilson: All right. Somebody else has seconded that. All right. Okay. And we'll put that to the right. All in favour? Yes. You know us. Thank you. Thank you. And we'll see you at the second meeting. Speaker 1: Thanks, Bobby. Thank you. Okay. Councillor Wilson: Next item on the agenda is 5.3, adoption of council strategic land activation policy. Very exciting. And we have Trace and Robyn to present this report. So, Trace and Robyn, you can sit down. I'll sit down. Okay. Speaker 4: All right. Good afternoon, councillors, and thank you for the opportunity to present the strategic land activation policy

5.3 ADOPTION OF NOOSA COUNCIL STRATEGIC LAND ACTIVATION POLICY ¶

▶ 00:24:37· Carried unanimously 3-0 from council's minutes

00:25:00 for adoption by council. Noosa Council is known for its aspirational vision and broad-ranging strategies and goals. Among our most valuable resources, we have Trace, All of these assets, which have the potential to directly support and advance our strategic objectives. However, realising this potential requires a consistent best practice approach. The policy before you for adoption is designed as an operational guide and toolkit to bridge the gap between our assets and our ambitions. This policy is about making sure we're getting the most out of these assets in a way that benefits our region economically, socially and environmentally. The policy provides a practical step-by-step land activation framework to guide how we activate and develop our land thoughtfully and effectively. It's designed as a toolkit for staff and decision makers. Designed to ensure we approach each project with due diligence, thorough assessment and a solid understanding of potential benefits or constraints.

00:26:00 Importantly, this policy doesn't create any new decision making powers. Instead, it's focused on establishing a clear and consistent process to inform decision making. We're also introducing an internal working group as part of the land activation framework that will have representation from across Council. And this group will ensure each proposal is carefully reviewed, making sure that we meet goals and align with our long-term vision for Council and for the region. By adopting this policy, we're working towards a stronger foundation. To make the best use of our resources. It also helps us avoid risks, like inconsistent decision making or missed opportunities. And hopefully, we'll create new avenues to grow our region's economy, enhance our community spaces and protect our environment. Thank you. Councillor Wilson: Thank you.

00:27:00 I'll start with that question. First of all, thank you for that report and thank you also for the journey that you've taken us on so far in your workshops. And it's clear that there's a lot of work going into this policy and the documentation of the portfolio behind that as well. So, we now have a really clear list of all the land that Council owns and lots of other data relating to all of that land so that we can make good decisions. In line with our housing strategy and also questions from the community. About how we review all of the possible suitable land for potential housing. Will this help us to identify land and then move forward with it? Speaker 4: Yeah, there's probably two parts to that question. And one is identifying opportunities and the other is what happens when we have a piece of land and multiple opportunities for that site. So, addressing that first. I think that's one of the reasons that we've got a policy.

00:28:00 We often end up in inertia because there's lots of ideas and we don't have a process to follow to get to an end decision. So, the process of doing due diligence and then merit assessment and engaging across the Council is designed to draw out all those opportunities. So, then they can be workshopped at the officer level and then at leadership level and potentially workshopped with Council as well. In terms of the question about identifying opportunities. Absolutely, I think having an inventory and being able to search by land size or zoning or locality or whether sites are within or without the urban boundary will help us narrow down a short list of potential sites. Or also identify gaps where we have a strategic objective but we don't have the land to meet it. Which means then we may need to consider acquisition. Or partnerships elsewhere.

00:29:00 Councillor Phillips: Thank you. Thanks for the report. Just a question around the internal working group. Is it okay to tell me who would be on that or just their departments or something? Speaker 4: Yeah, that's in work at the moment. So, I'm drawing up a charter and then from there I'll feed that through to my director who would probably distribute that around to other directors and ask for nominations to ensure we get cross representation. Speaker 6: Through the chair it's important that we ensure that when we're looking at potential opportunities that we have representation from infrastructure as well as property, as well as sport and rec, arts and culture, environment. Speaker 4: Planning, sustainability. Speaker 6: Planning and housing. Because we've all got opportunities and options that we're looking at. So, we want to make sure that we're having that whole of organisation discussion about what we're looking at. Potential land passes. Because there's so many competing opportunities or complementary opportunities on a site.

00:30:00 So, we want to make sure that we've got a really good representation across the organisation and from the technical experts in the organisation at the office level. Speaker 4: It may be that once that is firmed up and there's a proposed team, we could feed that further up for review and consideration to make sure there's a comfort level there. Councillor Phillips: I think that would answer my question around so I can understand that it brings a lot of different departments in. And that makes sense to me. So, thank you. Next question, if you could just maybe expand on the opportunities that's listed in the report about the economic development. Maybe just give me a bit more of an idea of what that entails. Speaker 4: Yeah. So, without being in the room, but I guess it falls back on the economic development strategy, which calls for a long-term plan to diversify our economy away from the long-term standing pillars of tourism and construction and make sure we maintain those but also

00:31:00 diversify our economy away from those industries that are subject to macroeconomic conditions. And that means looking at future-focused industries or tech industries that have a small footprint but high value and also that offer higher value jobs with high-skilled labour. And the way that the strategic land policy works. And the way that the strategy provides opportunities is that we could look at land that has industrial zoning or suitable zoning and then look to develop those in a way that supports that strategy. Councillor Phillips: Okay. Thank you. Councillor Wilson: Thank you. Councillor Finzel, any questions? Councillor Finzel: Thank you. Through the Chair. Firstly, thank you to the staff. The workshops have been very informative and have brought a great opportunity to share with the councillors. Thank you. I just have a question around how does this policy, in your opinion, or in a practical

00:32:00 way, support through land acquisition achieving our goals around attracting innovative business? What's the process to help guide anyone that might be looking towards moving to Noosa to grow businesses that are sustainable into the future? I think through the workshops, you used a phrase something about we're going fishing but not catching. Can you just expand on that a little bit? Thanks. Speaker 4: Certainly. So I might just quickly draw back on that the policy is an operational toolkit at the officer level and it's just designed to put in place a consistent process. In terms of activating land, that's just one, I guess, one of the most important things. That's one thing that would come out of the policy. So ideas such as expression of interest or putting land out more broadly to the market

00:33:00 through a formal procurement process is how we would take a piece of land and then try to activate it in a way that meets our economic goals or attracts businesses into the region. But the policy is very much in those earlier stages of getting to the point where we know what the opportunities are. So it's about due diligence. And merit assessment. And collaboration across the organisation. Councillor Wegener: Did you want to add anything to that? Speaker 6: I think you've clarified it for me. The main thing is that the policy is a head of power. It's a procedural framework for us to adhere to. That doesn't restrict us from how we approach the market or opportunities coming to us. But it means when they do arise, it's about giving comfort that we've applied a very consistent approach across the organisation when the decision comes through to you for decision or consideration.

00:34:00 There's comfort that it's not just purely economic focus or it's not just purely environmental focus or it's not just purely community. That we've considered how we can actually try to get overlap. For example, can we activate a parcel of land to get financial return to Council but also diversify the economy at the same time while still meeting green economy targets? As well. That's the trick for us. The challenge is how you match those competing priorities. Councillor Phillips: I just have one more question. I really like what I'm reading. Very cute. I just want to maybe understand just a little bit more from my own understanding. What's the driver? Is it like an operational lens that says this is making my job harder or is it we've seen another Council do it? What kind of gives me... Speaker 4: Yeah, so... Pardon? I can probably answer this one. Okay. Speaker 6: Sorry, it was more just if I cast back two or three years, we actually had the matter

00:35:00 get raised through internal audit and through our audit and risk committee that we don't have a thorough framework or strategy around our land or even a thorough audit on our land parcels. And the risk is when you've got a limited stock like we do, we don't have an abundance in greenfield land. Like our neighbouring councils where we can continue to grow and develop outwards, there's a significant internal risk by not having that framework in place because it's a scarce resource you're managing. So that was probably the key fundamental driver for us starting this project and how it ended up in the corporate plan three years ago was that process. Now, as an organisation, it's about that mix of economic, environment, social, competing priorities and the organisation that drives us internally. But it was probably that audit outcome that kicked it off initially. Speaker 4: And then in terms of developing the process, which does put requirements onto staff to

00:36:00 follow to a degree, that came from engaging with subject matter experts and legal minds, I guess, that have a lot of experience with local government and activating land all the way across Australia and Queensland. So we undertook a process of reaching out to subject matter experts to say, if we were to go about this, what's best practice and what does that look like? They came and presented to about 16 teams across council. And from there, we developed that process of going, we actually really need to do a lot more due diligence and benefit assessment upfront. And whilst that creates activities, it builds a strong foundation and puts you in good stead to actually achieve the end outcome. And so that's what sort of drove the policy, having a process and step-by-step framework within it.

00:37:00 Councillor Wilson: Thank you. Any more questions? Oh, I can see Councillor Pinsar. Yes. Councillor Finzel: Thank you, Madam Chair. Through the CEO, if we have some active staff in the room, or the CEO might be able to answer. Given the alignment that we've had in the last couple of years, we've been able to bring everyone on board, just for people listening at home and for us around the table. I'd like just a few comments, if possible, from ECDEV to just give us a brief overview of the role that they see that they take in this space and how the policy will benefit and where they want to head with this, aside from the land acquisition. Thank you. Thank you. Speaker 1: Thank you. OK. I think I can answer that by just saying that this policy is all about – we've got houses of land that we currently have that are sitting there and have been sitting there for a while.

00:38:00 And at various times on an ad hoc basis, there's an idea comes along or somebody comes along with an idea to us, or vice versa, and we address it on an ad hoc basis. The idea of this policy is to give us a framework so that when that happens we can either be We've got a framework to work through and work with. So we get the best possible outcome for that piece of land. So from an ec-dev perspective, they would be involved in either bringing ideas to the table, or when ideas come to the table, they would be involved in making sure that we still – they have their input to make sure we get the best outcome for that pocket piece of land or whatever it may be. So that's the idea of this, is to give us a framework to work within. So we're not doing things piecemeal. We've got a much better strategy and we've not got a much better process to make sure that the outcome is exactly what we – or maximises what we'd like to achieve based

00:39:00 on our overall strategies, our corporate plans, everything else. It all gets incorporated into this and we have a framework to make decisions on. So that's really what it is. So each piece of the organisation would be involved appropriately in any decision making. Speaker 4: If I may just quickly, I think it's really relevant to just consider that the planning scheme and zoning and land designation and land use is really the governing space for what's allowable or assessable on a piece of land. So some sites that are set aside for community aren't economic development sites. So this isn't sort of stepping above that, this is before that and a due diligence process would say, well, parcel it. We're not going to be zoning for this purpose, which would then just like organically identify what would be allowable or potential uses for that site.

00:40:00 That may be active, that may be environmental outcomes, that may be community or sporting or rec. So yeah, just to note that zoning and our planning scheme are, you know, sit overarching all of it. Thank you. Councillor Wilson: Any other questions from committee members before we move on? Yeah. Councillor Phillips: Sorry. Thank you. Councillor Wilson: Councillor Pinter. No further questions. Councillor Finzel: Thank you. Thank you for your responses to the staff. Councillor Wilson: Councillor Lowison. Councillor Lorentson: Hi. And apologies if this question has been asked or answered. I'm having some difficulty understanding and listening to the audio from where I'm sitting. So my question is in terms of community input and consultation, will there be structured opportunities for community consultation and input before any significant decisions are

00:41:00 made? And how will council ensure that residents and small businesses that are already existing on some of our council owned properties, like the Sunrise Shopping Centre, how do we ensure that residents and small businesses that are already existing on some of our council owned I know that we'll do this well, and I know just with recent events how excellent our council staff were in meeting with our tenants, but I just would love, Robin, if you could answer that question, and the importance of that. I think also of a people-first approach in this policy, a commitment that our local residents and the small business owners have a voice over these strategic decisions. Speaker 4: Certainly. So I think there's probably two parts to that question.

00:42:00 One is the consultation obligations that we have, and the other is how we handle existing contracting arrangements in place. So when we have tenants or land leases in place, we have contracts that govern that. Those contracts typically have clauses built in that place, obligations on council to provide reasonable notice periods about what our intentions are and what our contractual requirements are. So those arrangements are governed by their own contract, and we have to oblige by our requirements there. This policy doesn't interrupt or disrupt or supersede any of those. And then in terms of our consultation obligations? Speaker 6: I think from a consultation perspective, obviously we have an engagement policy which deals more broadly with strategic matters or infrastructure-related matters. But in terms of engagement on these types of strategic land projects that may arise over the next two, three, five, ten years, it will be a case-by-case basis.

00:43:00 You'll find that we might have some land leases, but we don't have any land leases. Some projects that are vacant land parcels, there are no existing tenants, its proposed use may not be in any way, shape, or form in conflict to its existing use. There'll be others that will require larger engagement, and that should be considered at the planning stage of any project. So as we go through, if you use the framework, for example, that exists in the policy, as we go past that due diligence and that merit assessment stage to the point where council is giving, if you like, a green light to a further business case or feasibility or viability assessment, at that stage, we should be identifying in the early stages of the project that this is a major change or a project that requires a level of broader engagement.

00:44:00 And that should be embedded in the project from the start for transparency. Thank you very much. And you say that, for example, with, if it's a project like Lake MacDong, Botanic Gardens Master Plan, for example, is an example of that. Councillor Lorentson: Appreciate being here, so thank you both. Councillor Wegener: Quickly, did you write this policy perhaps with John's landing in mind? Is that first step? Speaker 6: Through the chair, we have a lot of priorities, and we recognise that John's landing was a land parcel that was acquired with a commitment when council actually endorsed the acquisition of that parcel that we would investigate through an assessment of what could be used or activated for that site. So your city is one of them that we would ensure that as we go through this process, we've got a thorough due diligence. And it's a great example of a land parcel that has competing,

00:45:00 and complementary opportunities and constraints, and it's in a very unique location. So that will be one of the more interesting ones that may come through the process over the next couple of years. That's exciting. Councillor Wegener: And then last, step eight, so part two, step eight, knowledge-based and lessons learned ongoing. So as you go along with learning things, that was a concept that was in part of the Noosa Institute, the concept that Kim Willans would talk about, which is how do we maintain the learning that's already happening here so we don't double up or don't forget. Do you have an idea for how we're going to do this in this case? Speaker 4: Yeah, look, I think what we need to do is establish a lessons learned framework that would be a series of questions, and having it within the policy requires, should require that it is done. What will fall under the policy is a whole lot of templates,

00:46:00 and forms that actually help us execute each step. So for lessons learned, that would be following a process and asking questions, getting everyone in the room together and committing to continuous improvement of what worked well, what didn't work well, how do we put this in a place where it's accessible, and we can draw on it when we're considering future projects. Speaker 6: Yeah, Justin, go ahead. We recognise that as our organisation grows, staff and councillors change over terms and time, that innate knowledge of what may have been assessed, even at a desktop level, to go, I wonder if this is possible for that land parcel, that type of knowledge can be lost and we don't want to lose that. We want to make sure that as we look at a land parcel, we might decide to bank a land parcel, it could be John's Landing, for another decade, for future generations. We want to make sure that future officers in future terms of council have the information and discussion available here

00:47:00 to help inform previous discussions they've already had on the site, as opposed to having to rework and do that whole exercise again. Councillor Wegener: Yeah, I'm interested in watching that over the years because I think that's something that council overall, our whole organisation can perhaps learn from. Excellent, thank you. Councillor Wilson: Thank you. We're going to move to a motion. The council note the report by the Director of Corporate Services to the Services and Organisation Committee. Dated 12 November 2024, and adopt the strategic land activation policy provided as attachment one to the report. Do I have someone to second? Councillor Phillips. Councillor Phillips, thank you. I'll speak to the motion. This is a very future-focused policy. Thank you for all your work in getting us to this point. And also, as I said, the work that you've gone through already to identify and document all of the land and assets that the council owns, that we can identify these opportunities. I'm really excited about the register of opportunities

00:48:00 that we'll be able to manage in the future. And also noting that this is about activating potentially underutilised land at the moment, although there are other elements too. And in a time where we are very, very short on land in the Shire, this is an excellent tool to be able to both identify those opportunities, but then also make sure that across the organisation we've got consistency, efficiency, and equity. So not everything is about an economic outcome, as you said, it can be about community and recreation and all of those things too. So this is a really great starting point for the future to be able to manage our land and to be able to make sure that there is equity across the Shire and to be able to manage all different departments and all different types of uses in the future. Thank you. And so, yeah, I recommend the motion. Anybody else want to speak? Councillor Phillips: I pretty much took the words out of my mouth because I had efficiency. So thank you for that.

00:49:00 I liked anything that sounds like it'll streamline some efficiency. And I really like to hear that the internal working group has representation from across the Council. And thank you for making it easier for me to understand. And I also like Trent's point about future focus with new Councillors, new staff and making things. That makes a lot of sense to me. So thank you. Councillor Wilson: Councillor Finzel, would you like to speak to this motion? Councillor Finzel: Yes, thank you, Madam Chair. I'll be brief. Everything's been said. I'm excited about this. This idea of providing collaborative approach to leadership and good governance is fantastic. And I appreciate the diligence and the just excellence towards keeping our strategic planning really informative to help us make good decisions. When it comes to future generations and how we've, for example, used our land

00:50:00 and created opportunities for innovation. I think it's fantastic. I want to applaud all the staff and everyone that's worked on this. I think together we're heading towards the right direction. And I think it's really good for the best use of our resources in providing a land activation policy that will be a guide to bridging assets and our ambition. So remembering we are, of course, different by nature. So I think this is leading us towards a future that we all desire to see. Councillor Wilson: So thank you. Thank you. I'll just close by saying it's always great to see best practice being implemented and be able to see what happens next with the guidelines and everything else as it is adopted and implemented. We'll put that to the vote. All in favour? Yes. Thank you. Thank you. That's unanimous. Speaker 4: Thank you very much. Councillor Wilson: Thanks Robin. Speaker 1: Well done.

00:51:00 Councillor Wilson: Moving on to reports. We're noting the committee. 6.1 capital program 2024.5 deliverable services. Speaker 2: Afternoon councillors. I just wanted to introduce the councillor who's in our meeting. Project delivery team. Project officer. Councillor Wilson: Thank you. Speaker 2: I can give a brief overview of the report. So the purpose of today's report is to provide a status update on the capital works program as of the 30th of September 2024. It excludes disaster recovery projects. The approved capital works budget for 24-25 is $53.8 million, inclusive of $22.4 million. Actual expenditure achieved to date, which is 30th of September, is $6.011 million, with

6 REPORTS FOR NOTING BY THE COMMITTEE ¶

▶ 00:51:09

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

6.1 CAPITAL PROGRAM 2024/25 DELIVERY STATUS ¶

▶ 00:51:19· Carried unanimously 3-0 from council's minutes

00:52:00 9.3 remaining in commitments. There's currently 127 projects on the capital works program in varying stages of delivery. Projects continue to be managed overall within the budget and time limitations to the extent possible. And we use PCG and CDWE to manage that process. Contractor resources and material availability remain a constraint and continue to drive up project costs. Infrastructure planning, design and delivery is making substantial progress on a restructure and with the major restructure aiming to create additional leadership, capacity, enhanced delivery efficiencies and maximise team output. However, it's not addressing the resource constraints that we're facing at the moment. IPDD branch is continuing to face ongoing resource constraints and challenges, as are all councils

00:53:00 of Queensland. So it's not just unique to us. Enhancements in systems, tools and processes are continuously being rolled out across the branch. Innovative strategies for project delivery are currently being explored, such as panels of contractors and optimising procurement packages and units. We've been using external resources to supplement our internal resources. The recommendation that council note the report by the IPDD manager to the Services and Organisation Committee, providing an update on delivery of the capital works program as of 13 September. Councillor Wilson: Thank you, Craig. This is a great report that has lots of good news stories in it. So really good to see some of these pictures as well of all the great work that's been happening. So good to share the good news stories with you. Obviously, this was at the end of September, so we're now getting towards mid-November.

00:54:00 And there was a bit of an underspend in the year to date as of September. Has it been uncaptured at all in October? Speaker 2: I can't really talk about where we're at as at the moment, but Mel might be able to enlighten us a bit on that. But the challenges we faced in July, August and September is we had some key projects that indicated major spends, but there was changes in their projects. And one of them was the VHS project, where we thought we were going down this path, but we actually halt that contract and we actually pulled out of that contract, which has been a major change in that project, which we didn't foresee. So that's one of the areas of underspend. The other one was to do with fleet as well. So we anticipated that we were going to get to vehicles, but there's been delays in those vehicles. And I think to be transparent, there has been some optimistic forecasting by our project managers, but we've got an opportunity now to bring that back in. We've got BR2 coming up as well.

00:55:00 Mel, did you have any current data as at the moment or? Councillor Wilson: Yeah. Councillor Phillips: So at the end of October, we were sitting at approximately 7.3 million to spend in the capital program, excluding disaster projects. Great. Thank you. Councillor Phillips: Thank you. I've got a few questions, please. Sure. I'll start with 127 projects in the report. Is that benchmarking over the years? Is that higher, lower, on average? Speaker 2: In my mind, I'd say it's higher. And some of the reasoning behind that is, I think it was two years ago, we had approximately 7.7 million for Noosa Parade, and we had approximately 10 million, I think it was 9.8 million for Becklands Road. So between those two projects, you've got 20 million tied up in two projects. And that does take a lot of resources, but you address 20 million in two projects, whereas you could have 20 million spread across 45 projects.

00:56:00 And obviously, you need a unique project manager on each of those projects. So having that number of projects is a challenge. Yes. Councillor Phillips: Thank you. The key word I've found quite a few times, and I just want to explain it to you, is the number of contractors. So can you talk me through, have we seen any increase in the organisation using contractors? Speaker 2: Probably when we're referring to contractors there, we're more talking about external, actually, delivery contractors. So we don't have a day labour workforce here at Council, which means that we're contracting out our delivery. We do have consultants assisting us in project management. But this year, we haven't had those major projects. We had a consultant assist us two years ago on the Noosa Parade project and assist us on the Becklands Road project. And we supported that consultant project manager with an internal team. But this year, we haven't had that opportunity, as you've highlighted earlier, because we've

00:57:00 got all those little tiny projects, which for the larger consultancies, just start-up costs on those smaller projects is really going to hit us. I don't know if I explained it. Councillor Phillips: No, it does. I guess what I'm wanting to know, just coming from the last report, which was very forward thinking, can you maybe explain to me, because the word over-optimistic just gives me a couple of flags around, in this space, what are we doing about forward thinking so we don't sort of tend to see maybe projects that are not being delivered and purchased? Speaker 2: Yeah. I mean, I don't know. And I can talk to that. I attended a conference last week, and there was an economic sort of talk around what all the councils are facing. And what we're seeing is there's a real push in energy, water, medical, and education.

00:58:00 So over the next 10 years, there's a real spend in those areas. And that's not including transport or the Olympics. So there was a debate around, do we have the resources to face the risks? Do we have the infrastructure boom that's coming? And really, it's about having people coming through and supporting and getting people to deliver the projects. And to be honest, all the councils are facing these constraints. There's ongoing costs. There's constraints around getting and retaining people, and also contractors. So I hope I'm not sounding pessimistic, but there may be a strategy that we need to sort of start tailing our capital works program to our resourcing and what we can actually deliver. And I hope I'm not sounding doom or gloom, but I just really want to forecast what the industry's facing and Queensland's facing, because there's a big spend coming over the next 10 years. You know, we've got Lake McDonald Dam upgrade, we've got the hydro project, we've got the

00:59:00 Olympics coming. But as an organisation, I think we need to be planning for that. And that's part of the work Shaun and myself are doing. That's a part of this restructure is trying to build a team, looking at smarter ways to deliver and contract. But it is a challenge that Queensland's facing, and it is a challenge that all of the councils are facing. And I don't know if you wanted to add anything, Larry, if you've got any insight. Speaker 1: When you say contractors, we don't do, we manage. We plan and manage. So everything we do pretty much is contracted out from an IPDB. It's different from a time perspective. It's different for the outdoor workforce. They do a lot of it. So, you know, when you say we do contract. When we say our project managers are a little bit, you know, over enthusiastic sometimes in terms of their ability to get these projects done. Some small projects look like they could be simple. As we know, it's not always that way.

01:00:00 There's always tricks to it. And then they get pushed out from a time perspective. So when you're dealing with 127 projects, there's a lot of opportunity for that to happen, even on small projects. So that's where the guys are trying to, the guys and girls are looking at our projects and the ability to meet the timelines. But sometimes it's out of their hands, because we do contract stuff out as well, that way as well. Speaker 6: So we're in the hands of the contractors. Speaker 1: So that's an issue for us. And there's no question that we were geared up in the past to deliver around $25, $30 million a year of capital works. Since COVID, since the injection of funds from state and federal government as a stimulus to the economy, we've been up around the $50 million mark a year. And to gear up to $50 million in this economy is really difficult as well, because a lot of people. The project managers are wanting to go and work in the more lucrative markets.

01:01:00 And so it's difficult to, we've got more work, more money to spend, less people to do it, or less people to be able to attract to do it. So we're in this balancing act here now, and there's no question we've got this wave of unfinished work that we're still carrying with us as we take on new work. So it's trying to get ahead of that curve, and that's why we are looking to change the way that we structure. So we'll do more outsourcing. So projects will be totally outsourced, rather than us design it internally, and then go through a whole process of tendering. We can actually tender to a contractor who can then do all that work for us. And we just manage that from the side. It's a lot simpler in terms of our time. So we're looking to do all that, and all councils are going through this whole thing, as Craig just said, are now looking to do better ways, more efficient ways to do it. Rather than have a whole lot of staff in here, it's better to be more managers and contract it out where it's appropriate.

01:02:00 Where it's appropriate to keep it in, we're keeping it in. So we're balancing that, and it's not something you can flick a switch on either. So we're working through that as a process. And I know Shaun had his hand up as well. Oh, Shaun's online. Yeah. Director Walsh: Just to answer back to Councillor Phillips's question about having confidence in the actual reporting. One of the reasons we've appointed Catherine to the role of actually really focusing on project scheduling and project reporting to get more confidence, and under Michael Valestra's guidance about getting confidence in that monthly report coming through, there is an attitude at the moment, and you'll see this in the report, of overconfidence or over-optimism of delivery. I don't think that's the case. I can confidently predict in the next quarterly report, and also the reports to CWE, there's going to be a much more measured approach to programs like Lake MacDonald affordable housing, and also things like the camping program and the landfill site, because they are just sorting programs at the moment. And part of the perspective is the office is thinking, well, if I don't say we can't

01:03:00 deliver it, I might lose the funding. So it's about readjusting their expectations and reporting faithfully on multi-year projects. So alluding back to that restructure process Craig talked about, that's to deliver exactly what you're asking, which is better confidence in our reporting. Councillor Phillips: Yeah, thank you. I guess it's just an observation that I'm hoping we sort of maybe take on more, like bite off what you can chew, so to speak, if that's a summary of what I've heard. Speaker 1: Absolutely. Let's speed up. Sorry. Yeah. That's been an issue, but that's something we've had to deal with when we took the position of let's accept the grant funding and the opportunity to do more, and for some reason that more has now become standard as opposed to dropping back to our $30 or $40 million. We've continued on that same path. So that's something that we'll be discussing during the budget deliberations going forward

01:04:00 as to what we want to actually physically deliver. What we can take on as an organisation so that we can start to again get ahead of that curve. Councillor Wilson: Obviously we had some setbacks due to the weather as well, so does having a dry period being able to, has that been a benefit this last quarter? Director Walsh: Certainly to the disaster reconstruction program, which is reported separately. It has a project profiling. The weather hasn't changed. It hasn't been that significant impact in the last six months. I think Councillor Finzel's got her hand up as well. Yes. Councillor Finzel: Thank you, Shaun. A question to the CEO through the chair. Following on from your comments around perspective, transparencies and efficiencies, you mentioned contracts. Can you speak to us a little bit about the benefits of having our in-house legal staff?

01:05:00 We had a quick workshop the other day, which was, I don't know if you're familiar with it, quite comprehensive around the benefits back to council. Can you just talk a little bit about that for those listening online when we're talking about achieving these efficiencies around how getting our contracts tight is going to provide that benefit and assurity back to everyone involved where the council is as an organisation, looking towards the future and becoming more efficient and providing really good benefits. Speaker 1: Thanks, Councillor. Yes, there's probably twofold to that. There's, because we contract a lot of work out, we are essentially contract managers. And that's what our team are doing. So there's two parts to that. There are training our staff to be better contract managers, which is just an ongoing process. Everybody needs development and training and enjoys training in that area.

01:06:00 So we're very conscious of making sure that our staff are doing the best they can. We have a lot of our teams and we have a lot of young project managers in our group. So making sure that they're getting the appropriate training and skills and confidence to take that on. But then we're also supporting that with our own legal advice and legal, internal legal counsel to that. That gives us the confidence as well. So if there are questions or there's an oversight of those contracts, we're doing that in house as opposed to having to go outsource every time to just to ensure that a contract is properly conceived and delivered. We're able to do that in the majority in house and use that as a training exercise as well. So our project managers are far more skilled in our overall confidence in delivering that and reducing the risk on counsellors is maintained or enhanced. Councillor Finzel: Thank you, Mr Seymour.

01:07:00 Speaker 2: I think also just to add to that. We do have a dedicated role within our organisation. We have an IPDD, a contract superintendent role. It's really, it's a contract manager's role. And we have a very, very, very experienced officer in that role. Speaker 1: So we're comfortable and confident that we're on the right path with our contract management. Councillor Wilson: Any further questions? Councillor Finzel: No, thank you, Madam Chair. Councillor Phillips: I've got a couple more. Sorry. Please. Can I understand a little bit more around the role of a contract manager? So what do you think about the capital works program compared to just sort of the things that communities see and maybe see as priority in what they would maybe think is more important? Sure, sure. When does the delivery of our capital works impact what could be a driver to what communities see in like a small detail out in the streets? Speaker 2: Okay.

01:08:00 So each year we go through a budget process. And we'll compare that. We're going to commence that budget process very soon where organisation, at least, officers start submitting pids or bids for projects for next year. They're based on infrastructure renewal and around good asset management. So we have certain criteria that we need to allocate a percentage of funding to renew our assets before we can build new. So a lot of the programs are driven by condition assessments and asset renewal. And then there's a small component that is new projects. Staff put that budget together. We have a series of workshops. We work it through with the executive. And then that's presented to the councillors. And there's a series of workshops until finally a budget's adopted. That's published externally. And that creates a capital works program. We're then tasked with to deliver that program. So what the communities see being delivered is a result of that capital works process and the budget that's ultimately adopted by council.

01:09:00 So that's what we're doing. Is there more that I should explain? Councillor Phillips: No, that was exactly what I needed to hear. Maybe more for people listening online about how we get to this is probably exactly what you did. I wrote asset management because I wanted that to be explained a little bit more for anyone. And so that was great. Thank you. Thank you. Councillor Wilson: Any further questions from committee members? If you want, open to other councillors. No, thank you, Madam Chair. Thank you. Thank you. Any questions? No, all good. Thank you, Brian Streep. Thank you. Time to move the motion. Council note the report by the Infrastructure, Planning, Design and Delivery Manager to the Services and Organisation Committee meeting 12 November 2024, providing an update on the delivery of the 2024-25 Capital Works program as of 30 September 2024. I second that. I'll second that. Thank you.

01:10:00 I'll just speak to the motion quickly. As I mentioned before, there's lots of good news in this report, and I just want to remind anyone watching online that these reports are available to the public. I do see this update every month at the capital of work, so it's always great to see the progress every month, but also to see everything that's been achieved in Waterport, which is pretty impressive. I can imagine how difficult the reporting must be to manage all of these projects and the vast expenditure. So just to highlight a few of the things that are in this report. Major projects right across the Shire. Cooroy Sports Complex, Noosa Heads Dog Beach, Noosa Heads Lions Park, Garth Proud Bridge, Peregian Beach Skate Park, Skate to Park, Sunrise Beach, Retaining Wall.

01:11:00 So there's a bit of information and photos of each of those things. We've had some emerging projects that were important to wanting. There's tenders out for various projects as well. We've had resealed programs all around the Shire. Heavy patching programs as well in those more affected areas. Pathway programs, some beautiful pathways being built all around the Shire. So yeah, encourage anyone to go and have a look at what's been achieved. Biosphere trails, incredible amount of work. So thank you to the team for all your work in delivering this report. Thank you. Any videos? Promotions? Sorry. No, thank you. Okay, then we'll put it to the folks. All in favour? Councillor Finzel: Yes. Councillor Wilson: Great. Thank you. Thank you. I think we need to move into a confidential session. So we'll just move the motion to that.

01:12:00 We don't have any public attendance in the room. Councillor Phillips: I'll move to close the meeting before you do that. You can do that. Okay. I'll move to close the meeting to the public. So the meeting will be closed. Thank you. Thank you. Thank you. Okay. Okay. This bill's way at 3 Mill Street, Noosaville, and item 7.2, expression of interest in Council-owned industrial land. Councillor Wilson: I'll second that. Yes, sorry, that's all right.

7 CONFIDENTIAL SESSION ¶

▶ 01:12:09

01:13:00 Speaker 1: Can I stop things over? Councillor Finzel: Sorry, I just locked you there for a minute, yes. Thank you.

7.1 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - RENEWAL OF STATE LEASE FOR NOOSAVILLE SLIPWAY AT 3 MILL STREET, NOOSAVILLE ¶

▶ 01:14:17· Carried unanimously 3-0 from council's minutes

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

7.2 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - EXPRESSION OF INTEREST IN COUNCIL-OWNED INDUSTRIAL LAND ¶

▶ 01:30:18· Carried unanimously 3-0 from council's minutes

01:46:00 Thank you. Councillor Wilson: Okay, we have come after the confidential session and we now have two items to vote on. Hello. To close out the session, who would like to move the first item, 7.1?

01:47:00 Happy to move. Councillor Phillips: I'll second. Councillor Wilson: Do we need to read out full recommendation? Speaker 1: Full recommendation. Councillor Wilson: Councillor Finzel, can you read out the recommendation? Councillor Finzel: Yes, of course. Thank you. Recommendation at Council A. Note the report by the Property Advisor to the Services and Organisation Committee dated 12 November 2024 regarding renewal of the state lease for the Noosaville slipway at 3 Mill Street, Noosaville. B. Agree to decline the Department of Resources offer to enter a new term lease for the site. C. Authorise the CEO to write to the department advising it of Council's decision.

01:48:00 Councillor Wilson: Thank you. Anybody want to speak to the motion? If you can confirm, let's extract the vote. All in favour? Yes. Unanimous. Thank you. We'll move to item 7.2. The expression of interest in Council owned industrial land. Yes. Can I have a mover for this one? I'll move this one. Councillor Phillips: Recommendation that Council note the report by the Director of Corporate Services to the Services and Organisation Committee meeting dated 12 November 2024 and invite expressions of interest pursuant to section 2283 and local government regulation 2012 to dispose by lease of 25 to 29 Jarrah Street, Cooroy, including lots 678 of SP262436.

01:49:00 B, note that it is in the public interest to invite expressions of interest before inviting written tenders for the following reasons. One, it will allow all interested parties to express their interest in utilising the land. Two, it enables counselling. Council to consider proposals that may be submitted by respondents with a demonstrated plan and capability to achieve Council's desired outcomes for the land before progressing to a select tender phase from a shortlisted of EOI respondents. Three, for respondents to it reduces the time and expense associated with preparing a full tender submission as only those shortlisted from the EOI will be invited to do so. Four, it maximises Council's resource in the tender process by reducing the number of full tender submissions needing evaluations. C, request that the CEO report to a future Council meeting detailing the outcomes of the EOI,

01:50:00 including the recommendation of a shortlist from which to invite written tenders from the Council's further consideration. Thank you. Councillor Wilson: Anyone wish to speak to the motion? Councillor Phillips: No, thank you. Councillor Wilson: We'll put that to the vote then. All in favour? Yes. Thank you. Carried unanimously. Excellent. That brings us to the end of the agenda items for today.

8 MEETING CLOSURE ¶

▶ 01:50:35

Council's recording ends before this item. Where a meeting resolved to close its doors, that is what the end of the recording means — see what council discussed in private.