General Committee Meeting - 19 January 2026 Transcript

1 DECLARATION OF OPENING ¶

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2 ACKNOWLEDGEMENT OF COUNTRY ¶

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00:02:00 Who would like to give us an executive summary after the report? Speaker 4: Hello everybody. Okay, so the local disaster management plan has been brought up for council endorsement today. It's been reviewed in accordance with the Disaster Management Act, which requires councils to maintain an up-to-date plan that supports effective disaster management across the local area. Whilst I would like to note it's not actually a council report, it is an LDMG report. But it's provided to council as a courtesy so that they're aware of the planning. And also to make sure council complies with our legislative requirement under the Act to ensure that we have a current plan. The last full assessment of the plan occurred in 2023. And this current review focuses primarily on incorporating machinery change of government changes and introducing a substantially improved format to make it easier for future updates. A full comprehensive review of the plan is scheduled for after the State Disaster Management Plan.

3 ATTENDANCE & APOLOGIES ¶

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4.1 GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025 ¶

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00:03:00 And it's expected to be released later, in the latter half of 2026. So it'll probably be early 2027 when we do another full review of our disaster management plan. The review was completed though in consultation with our emergency management coordinator and the executive officer to the district management group. And the plan has been considered by the Local Disaster Management Group and endorsed at their meeting, an ordinary meeting in November 2025. Since that endorsement though, an error has been identified on page 7. Where the formatting somehow has, we've missed, we've got a photo of the Mayor but we've missed the Mayor's name and title. So I would just like to move, have someone move an amendment for me if possible that we could, that allows the CEO to approve that. The report also notes that the operational sub-plans that support the plan are reviewed and updated under the delegated authority of the Local Disaster Management Group.

8.1 ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2026 ¶

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00:04:00 Those plans are being systematically reviewed now with the Local Disaster Coordination Centre sub-plan reviewed by the Local Disaster Management Group in November. So I'm just steadily going through each one to update those. Since the last update to Council in September 2024. Key disaster management activities have included securing significant state and federal funding for recent events. Including ex-tropical cyclone Alfred, the Western Queensland trough and activation for counter disaster operations and reconstruction of public assets for the severe storms that occurred in 2025. Unfortunately I can't give you an accurate figure as to what the November storms will be. We're still getting the last of the invoices in for that. Community resilience activities have continued strongly in 2025 with around 6,000 get ready packs distributed across schools, aged care facilities and public engagement events in partnership with our emergency services.

00:05:00 That is considerably increased on the 2024 year with a couple of bigger events being initiated this past year. So the recommendation before Council is to repeal the 2023 Local Disaster Management Plan and adopt the 2026 version. Sorry and I just remembered we have just discovered one error in the report as well where I talked about the recommendation or the last Council endorsement of the 2023 plan. It says 2026 instead of 2023. Councillor Phillips: Does anybody have any questions? I do please. Thanks Sue. I always find because I sit as the Deputy Chair there's information that gives me a lot of confidence. So these are just more for in this forum I guess for community to hear. When there was a in section 4.3.1 there was a the asset risk table.

00:06:00 So it identified the risk ratings for communication, power supply, water treatment and the centres across multiple hazard scenarios. Yes. So I guess what I'm wanting or hoping you could help community understand like how the LDMG plays into prioritising that now for not something that relates to Council when we sit in that room. So that if there's resilience upgrades that are going to be for us, how will that come back to Council and then how do we monitor that these stakeholders are playing their part in it as well? Does that make sense? Speaker 4: Yes. Well I'll answer it and please tell me if I've missed anything for you. Yeah. So after every event we have a lessons identified briefing.

00:07:00 So if there was anything that was identified that we needed to do further work or that our agency partners needed to do further work on that should be identified at that time. I keep a record of a spreadsheet of those lessons and they're presented to every LDMG meeting so that there is some oversight and that people are actually doing that. Okay. Councillor Phillips: Fantastic. Did that answer it appropriately? Yeah it does. It's trying to help community understand the different lanes and where we sit in that LDMG because they sort of go off and do their BAU but I just wanted to be able to help them understand how that feeds into the LDMG and so yeah that definitely does. Speaker 4: And all of our agencies are involved in that debrief. Councillor Phillips: And how does that then feed into it coming to Council as like a priority because it's been identified through? Speaker 4: That would go through the asset owner and then that would be up to the asset owner whichever

00:08:00 section of Council was the asset owner there to then present it for a budget bid I would assume. Okay. Yeah. So then does that? Sorry but it's kept on that spreadsheet so that they should be updating me as they Councillor Phillips: move forward. Right. So there's a reporting back to LDMG about something that's been identified through that group? Yes. That the asset, is it then prioritised because it became an asset identified through disaster? Speaker 4: That's probably not a question I can answer for you. That's okay. I'm sorry Councillor. That would be for the Budget Review Committee I would think and each of the working groups that feed all of the project initiations through to Council for consideration. That's good. Okay. Thank you. Councillor Phillips: Just two more questions. In relation to section 3.3 we know that Noosa has an ageing population so when we and often we hear in disaster that that vulnerable community doesn't always have to be ageing but health

00:09:00 reasons and things like that. Can you maybe just explain for anyone wanting to hear operationally how they are prioritised during evacuations? Speaker 4: We would certainly be, that's a number of agencies come into that space. Our communities team would be working with people that they are aware of and the agencies that they work with and also health plays a big, Sunshine Coast Health plays a big part in that in identifying who the vulnerable people are for whatever reason they're vulnerable and then they would work with LDMG. They would as they sit are a member of LDMG they would bring that to LDMG to let us know. Councillor Phillips: Okay. Last question there was talk about section 4.4 residual risks in the limited capacity to evacuate the entire community. We have the leisure centre that we used as evacuation. When we're looking at again probably infrastructure how do we feed into infrastructure bids that

00:10:00 we're looking at again probably infrastructure how do we feed into infrastructure bids that We do have limited capacity for evacuation centres and will that come through budget bids again? Speaker 4: It would come through budget bids. It would have to be identified by the asset owners there. We would certainly be a stakeholder. The disaster management team would be a stakeholder there. But the asset owner would include us as a stakeholder and it would then come to council as a budget bid that way. I think possibly you're identifying there that we also have some shortcomings in identifying evacuation routes. I'm actually right in the process, started this morning, of planning an exercise this year that will be on evacuations. Councillor Phillips: Okay, thanks Sue. That's all. Your turn. Councillor Lorentson: Yes, Councillor. Hi Sue and Chris. I'm just running through the suite of sub-plans at the moment that are included in the local disaster.

00:11:00 Management plan and I'm just wondering and I'm thinking considering like just an urgent risk in particular rare high consequence events such as a terrorist attack as what just happened recently at Bondi Beach. Do we currently have, I know that sits under state, but I'm just trying to understand is there any appetite to include us in part as part of the LDMP, LDMG plan, a sub-plan on counter-terrorism or on rare high consequence events, given recent events down at Bondi Beach? Speaker 4: We could certainly write a sub-plan. However, we need to recognise that the lead agency there is police. So we would have to be guided by what police needed. So what normally would happen would they would be the lead agency.

00:12:00 LDMG would be stood up in support of the lead agency and they would come to the LDMG and subsequently counsel asking for assistance, whatever they needed assistance with. Councillor Lorentson: So that would be considered as part of the review in terms of the sub-plans and something that may be considered. Yeah. Speaker 4: We could certainly consider it in the future, but it would heavily rely on the fact that we were that Absolutely. A support agency in that space. Councillor Lorentson: Yep. And it'd be just for local guidance, internal procedures, yeah, just a note to health staff and first responders, and I'm thinking particularly even for lifeguards and the volunteer lifesavers. Speaker 4: I think you might find that they would, all of those organisations would have something like that in their business as usual functions as well. Fantastic. But we're happy to support them if they need assistance with preparing anything like that. Excellent. Thank you Sue.

00:13:00 Councillor Lorentson: Is that something again that may be considered in terms of emergent risk, that the LDMG, and I've got a list of councils and what they're doing, but in terms of I think just marine, anyway, just emerging environmental risks such as heatwaves, marine pollution, etc. But it'd be great because I'm just trying to think how can I incorporate what I wanted to do within the framework of this plan, understanding that this is basically ticking a box that we've met state requirements.

00:14:00 Speaker 4: So we do currently have an environmental sub-plan, it's an environmental health sub-plan, but again it goes back to the counter-terrorism. We're not the lead agency in that space, so we would be heavily relying on the lead agencies to provide us with advice and ask us for assistance. Fantastic. Thank you very much. Councillor Lorentson: You're very welcome. Councillor Phillips: Just a quick follow-up question Sue that prompted me. Originally I think first term, first month or my first LDMG meeting we had counter-terrorism come and present. Yes. Maybe we could ask him to come back because there would be potentially, they may have moved the building. They may have moved the dial on where they're sitting post-vognite, but I wouldn't know, but that would be a good... Speaker 4: I get that every morning on the QEMR with those who are still sitting at probable, which is where we've been I think for the last 18 months, two years.

00:15:00 But yeah, it's a good point, I can certainly ask them to come back and present again. Councillor Phillips: And then maybe we can just feed that back through internal or around, that might help the councillors around the table. Deputy Mayor Stockwell: Just a reminder councillors, questions come through the chair. Okay, we're not having a conversation, we're having a meeting. Councillor Lorentson: Thank you. Through the chair, it would be also great, this is a question, so I'm going to phrase it as a question. So I met with, I'm just trying to recall his name, police officer at Coolan Beach quite a few years ago in terms of public safety and also spoke to the CEO at the time. So in terms of just, I think the community would also feel quite reassured with how much work and how much level of expertise is in this space and that there are experts all over this. So again, support. You know, any further information that we can relay to our community. Speaker 1: Okay.

00:16:00 Councillor Lorentson: Thank you very much. Happy to move in Mr Chair. Deputy Mayor Stockwell: With the addition of Steve. With the addition. As we move to the conclusion, Councillor Phillips. Mayor Wilkie: Thank you for the report. The new Local Disaster Management Plan is the primary statutory instrument through which council and the Local Disaster Management Group carry out legally mandated disaster management responsibilities. The plan ensures Noosa Shire complies with the Disaster Management Act and disaster management regulation, including duties to establish a local disaster management group, maintain a disaster response capability, prepare, review and publish a local disaster plan and coordinate disaster responses. The document translates the state's three tier disaster management framework, that is the local district and state levels into practical local level processes. It ensures Noosa can manage an event locally and request assistance when required. The plan defines the composition, powers, roles and responsibilities of the LDMG. Its subgroups, command and control structures and decision making responsibilities, ensuring all agencies can work in a coordinated and legally consistent way.

00:17:00 It identifies Noosa's disaster risks and vulnerabilities, and these risks guide all investment, planning and response activities. The plan sets out detailed processes. For prevention, preparedness, response and recovery, making it the single source of truth during crises, which all agencies can refer to. It aligns council with state and national policy frameworks. The plan is publicly accessible, which helps maintain community trust and clarity in how these disaster powers are used and are subject to regular review, especially after events. And continual improvement is the goal. Thank you very much for the compliment. Councillor Lorentson: Thank you. Deputy Mayor Stockwell: Thanks for the report. You mentioned there's a sort of hierarchical process will come for the review of the plan in terms of the state dam, which makes sense.

00:18:00 What I've identified, I suppose, in recent years is a number of communities who'd like to have their own community-based action plan for responding to disasters. And I think that might be another thing we can think about in the formulation of the next plan. Can we actually put in place the bottom-up process to inform the plan, but also a little bit more focus on building that resilience and self-efficacy in the disaster space? Like we had the storms in November. I was fortunate I was away at the top of that. But, you know, Tharabarra at the pouring point lost power for four and a half days. There was a range of, you know, neighbour things, but is there something better? We had a huge green waste load. If that, perhaps, there might be more efficient ways to deal with that. If we had a local community saying, oh, we need a new one and, you know, having to build new pads to put the tips back on there, it's very much so. So I just think there's something in the thinking about the next plan. Can we put a little bit of network from the community out into it?

00:19:00 Speaker 4: Would you like me to answer that question for you now? Deputy Mayor Stockwell: Oh, I can ask a question? Any sort of that. Speaker 4: Thank you for the question. Yes, we actually do currently have two community disaster management subgroups that are formed by Pomona and Kin Kin. And we're currently working with TUR and North Shore. And I believe Coorooyba is next on the list to work with after that. Councillor Lorentson: Can I also request through the Chair that we consider Daintree Estate to be added to that list? Speaker 4: Yes. We do just need to be aware that the community needs to be prepared to drive it. But, yes, Daintree is one of those places we would absolutely like a group like that. Thank you very much. Deputy Mayor Stockwell: Anyone else wish to talk? Councillor Phillips: I'll speak really quickly on just the confidence that I have sitting at the LDMG table every quarter, just around the room working with some of them personally in the past and the relationships that we have with all the stakeholders

00:20:00 because for them a lot of it's just BAU and they're always reviewing and training and being ready. But I think sometimes it's missed. Maybe community don't quite see that level that they do. But for me, I certainly see the training and the efforts and the reason why they all are in those positions is literally service back to community. So their heart's in the right place. They're great people. Yeah, I just have full confidence. Yeah, probably to Brian's point, resilience is a community thing that we can't always rely on everyone else. It's self-driven, how prepared you are for living in a place that has storms. But, yeah, for me, from the high-level emergency situation, I just have full confidence in the people in the room at the stage. So it's a great group to be part of. Thank you. Thank you. Councillor Lorentson: Thanks a lot. Yeah, I'll support that entirely.

00:21:00 I sit and observe the local disaster management group and absolutely we've got absolute leaders in their fields that sit around that table. I also want to acknowledge the staff. We have dedicated, committed experts that are under this roof as well. And I think, again, it takes a village and just good people to keep this community safe. And that includes especially our staff and our volunteers and community. When I read through the report, I found really quite interesting just the demographics of our community and in terms of how that relates in context to a local disaster management, just understanding, like, actually having the depth of information, of understanding who our community is in all its complexity,

00:22:00 that we are an older community. A quarter of our residents are over 65. And I've got to actually stop and think of that, that there are lots of people that live alone. There's people who actually don't have access to a vehicle. And that information feeds back to our expert emergency services who understand that if there's a fast-moving fire, a heatwave or a storm, then they're ready. They're planning for it. They're planning for those that don't have access. They're planning for those who live by themselves. They're planning for our communities over 65. And more so, and I sit in the resilience stage, we give the tools to our communities so they can help themselves, in particular our aged care facilities. And I really commend yourself, Sue and Ian. I've attended some of those workshops. They're brilliant. And that comes back to my very last point

00:23:00 in terms of acknowledging our community. And again, I've been in this town for quite some time. And I speak firsthand that, you know, when someone is lost, you know, I remember at Sunrise Beach, maybe six months ago, 10 o'clock, there was a call out on a community notice board that someone's mum went walking and hasn't come home. I thought I was the only one that read that and started walking down the streets looking for this lady. Everyone was out on the streets, 10 till midnight, looking for this lady. And this is the community that we live in and the community that I feel so proud to belong to. So again, going back, and I see this is going to be short, it's not. I want to acknowledge also and thank our community for looking out for each other and for understanding the role that they play in keeping our communities safe. So I think we're blessed. Thank you very much.

00:24:00 Deputy Mayor Stockwell: Thank you. Mayor Wilkie, you've got to close. Mayor Wilkie: Oh, yes. From pages 21 to 24, there's three pages of stakeholders who are either a member or an advisor to this group. It's been said, we're very well served. We're very lucky to have this cohort of volunteer and professional groups support our LDMG and also the state, of course. So again, so thank you for the excellent report and our great support throughout the year. Speaker 4: Thank you. Thank you. Deputy Mayor Stockwell: Put to motion those in favour. That's unanimous. Thank you. Thanks. Thanks, sir. We now move on to the appointment at 8.2 minutes in response to the notice of motion filed of remote rescue tubes, light rings and uncontrolled features. And we have Acting Manager for Local Laws, Lynn Kerr, who are here to give us an update.

00:25:00 Speaker 6: Thank you. So there was a notice of motion table at the September 2024 ordinary meeting. It's requested a report on the feasibility of installing remote rescue tubes and light rings at unpatrolled beach locations to determine whether a trial should commence. In New South Wales, various councils down there, there are several of them that have implemented similar programs, rescue tube programs, and also Surf Lifesaving Queensland has also commenced a rollout. There are local community groups who have advocated for the tubes as well. One of the key issues to think about is the installation of these tubes would give rise to some matters that council needs to think about, which are related to duty of care, liability exposure, precedent, cost implications of program expansion, risk appetite and tolerance

8.2 RESPONSE TO NOTICE OF MOTION - TRIAL OF REMOTE RESCUE TUBES/LIFE RINGS AT UNPATROLLED BEACHES ¶

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00:26:00 and reputational risk. And it's for those reasons and the fact that Surf Lifesaving Queensland is in the game and has commenced the rollout that the recommendation is for them to proceed with that, for us to support them and for us to defer getting into rolling out rescue tubes until council has seen the results of the trials and has some evidence to proceed. And this approach will mitigate immediate legal, financial and operational risks and aligns with council's zero tolerance position on health and safety and minimum tolerance for legal compliance risks and supports the principles of evidence-based decision making and good governance. Deputy Mayor Stockwell: Thank you. Questions? Councillor Watson. Councillor Lorentson: Just one question. In terms of legal risk,

00:27:00 my question, and I'm just reading the report, once a rescue attempt begins, the rescuer owes a duty of care to the person in distress and takes reasonable care in the attempt. Council should also warn that attempting a rescue creates legal and personal risk. My question is just in terms of the Queensland's Good Samaritan protections under the Civil Liability Act that wasn't referenced in the report. So I'm just trying to understand, would a bystander who uses a rescue tube in good faith be protected under Good Samaritan provisions? Speaker 6: Well, I'll have to take some further advice on that. I mean, the reference in the report talks to that there's no general legal duty to rescue a person in Australia. However, once the rescue has commenced, the rescuer owes a duty of care. So any advice in depth outside of that through the Chair, I'll take that on notice and seek further advice.

00:28:00 Councillor Lorentson: That would be great. Thank you very much. Mayor Wilkie: So just a question, in a nutshell, you're recommending that SLSQ continue with the rollout, Council don't get involved, but SLSQ is the appropriate body to fund the installation, the maintenance, the replacement and tack reliability associated with these devices? Speaker 6: Through the Chair, Council, that's correct. They're the peak coastal authority. They have the resources and the know-how and the people to monitor and take on the risk of this. And that recommendation that I'm saying in there as option two talks to the fact of supporting them in their endeavours. Mayor Wilkie: Thank you. Councillor Lorentson: Are you happy to move the recommendation? Deputy Mayor Stockwell: To Councillor Lorentson, seconder. Happy to second. Councillor Lorentson: Councillor PHILLIPS, Councillor Lorentson. I'll speak just really quickly about this.

00:29:00 So I started down this path over three years ago and I actually looked at the date. There were two near drownings that shook our community. The first was at A Bay. There was two near drownings and I think what was most shocking about that, there was an off-guard Argentinian lifeguard that went in to try to save the two that were caught in a very, very serious trip. She almost ended up drowning. And if it wasn't for the incredible efforts, and I mentioned it at the time, I mention it again, incredible efforts of the Smale brothers, that afternoon could have really ended really differently for three people, including an off-guard Argentinian lifeguard. Soon after that, there was also another near drowning at North Sunshine Beach where a lady swam out to try to rescue someone and if it wasn't for the efforts of a surfer at the time, again, two would have been in very serious trouble.

00:30:00 It was actually the Argentinian lifeguard who approached one of our lifeguards at the time a few years back and said, why aren't there any rescue tubes, remote rescue tubes in these remote locations? And that started the conversation. At the time also, I think when I approached council who met with their service queue, they had actually undertaken, we asked them to undertake a safety audit. And at the time, SLSQ identified that rescue, remote rescue tubes at the time were not a high priority. But the surfing community, and it was led by the Noosa World Surfing Reserve Board Riders Club, we thought differently and that's what motivated me to put the notified motion out. I am extremely, I'm always about outcomes. This is the perfect outcome. We've got the correct people leading this.

00:31:00 They're not trials. They're actually just rolling them out. They've been rolled out all across the world in New South Wales and Queensland was lagging behind. So in the last probably 12 months, we've seen them at Markkula and now rolled out throughout our own national park and also the surf club. So I'm looking forward to more getting rolled out and ideally with big camera beacons at some of our remote and more dangerous areas. So thank you SLSQ and our surfing community and also the efforts of Noosa Council for making this happening and putting this on the agenda for SLSQ. I think an excellent outcome for our community. Deputy Mayor Stockwell: Thank you. Are there any other questions? Oh well, I'll talk. I think the report and the investigation

00:32:00 was really well done. I actually found it quite interesting that in that section earlier you dealt with the importance of buoyancy and flotation devices in rescues and the fact that it reflects when I did my freshwater rescue competency that the first thing you should do is just have a bill noodle. But that's really important information. There's a lot of information in there for others who are around the water. But I think just the logical approach is that it's good to see that SLSQ has taken up the initiative and to us as land managers have a higher level of responsibility than others in the area. So it's best for the city group to take the leadership on this particular issue. So I support it. How's the work now? Councillor Wegener: Yeah, I support it. I agree with Amelia that this is a very good solution to the situation. We're very fortunate. And it's a very well written report.

00:33:00 Thank you for that. We really appreciate that. Both sides and the alternatives and just really well balanced. I really appreciate that report. Thank you. Deputy Mayor Stockwell: All good? Councillor Williamson would you like to close? No, thank you. Thank you. I'll put the motion those in favour. That's unanimous. Thank you, Clare. Thanks, thank you. Thanks, Clare. Speaker 4: Thank you. Deputy Mayor Stockwell: So can we move on then to either which is the planning application decided by Delegated Authority in November 2025. And we have Ms Dean Dalton with us who I presume is currently acting as the Manager of Development Control. One day. Speaker 3: Just for today. Afternoon everyone. This report is about the decisions that have been issued for the month of November that were approved

00:34:00 and one refused under Delegated Authority. 36 applications were determined by staff. 35 were approved. One was refused. We had five MCUs. One was approved at five. Five building work accessible against the planning scheme. One exemption certificate. 10 operational works. One reconfiguration of a lot. Four referral agency response. And 10 minor changes. The refusal was for a house down at Casterways Beach. Which exceeded site cover. Which exceeded, was an extension to an existing approval. The extensions exceeded site cover. And proposed an extension of structures including a car lift within the setbacks. Are there any questions? That was my question. Yes. So thank you. Councillor Wegener: Quick question. On 33 Seaview Terrace,

8.3 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – NOVEMBER 2025 ¶

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00:35:00 Sunshine Beach, it notes, generally in accordance. When it says generally in accordance, what does that signify? Speaker 3: Okay. So when we approve a plan, we approve a plan generally in accordance. That means if there are slight changes to it, there might be changes to window locations. The internal, you might move a room from this location just slightly over. The stairwell might extend slightly. So we look at those changes. And if we consider it to be pretty consistent with what was approved, we will issue a GIA. And so that just means there's a note saying, generally in accordance. If we consider that there is further assessment required, such as if there's something that we need to check car parking numbers, layouts, height, site cover, we won't issue a GIA.

00:36:00 We will make them do a change to that existing approval. Okay. Mayor Wilkie: Thank you. Deputy Mayor Stockwell: I'm happy to move. Move Councillor Lorentson seconded. Councillor Finzel. Councillor Lorentson. Do you wish to say anything? Councillor Lorentson: No. Thank you, Nadine. Sorry. Nice to see you. Okay. Thank you. Anyone else? Deputy Mayor Stockwell: I'll put the motion. All those in favour? Thank you. That's unanimous. Thank you. We then move on to 8.4, which is Human Contracts Assessment Working Team Contracts Awards Under CEO Delegation. And we'll have Acting Director Margaret Gatt and Speaker 2: Good afternoon, Councillors. Good afternoon. As you would be aware, Corporate Services bring this report to Councillors twice a year to give you an update on contracts that have been awarded under the Delegation

00:37:00 of the CEO. And I'll hand over to our Manager of Procurement and Contracts, Scott, to take us through the report and answer any questions you may have. Speaker 1: Thank you. Through the Chair, as the report outlines, we've had four contracts awarded by our CEO Delegation during the period July 1 up to December 31st this year. The PCOR itself is convened, including the Acting Director of Corporate Services, myself, and Yonchi as well. And we review the proposals from the Evaluation Chair of the Project Managers based on a tender process or another process that's undertaken in accordance with our procurement policy, and we review that before making a recommendation to the CEO for award under the CEO's Financial Delegation, which is up to $1 million. And so, for that period, we've had four.

8.4 PROCUREMENT CONTRACTS ASSESSMENT WORKING TEAM - CONTRACT AWARDS UNDER CEO DELEGATION ¶

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00:38:00 Deputy Mayor Stockwell: Thank you. Do we have any questions? Councillor Lorentson. Councillor Lorentson: Can you confirm that the PCAWT process does not expand the CEO's delegation, and it's simply an internal review step? Speaker 2: Through the Chair. Can you repeat that question, please, Councillor Morriston? Councillor Lorentson: In terms of this process, the existing... the PCWAT is an advisory group, and the delegation still remains with the CEO. Speaker 2: Through the Chair, that's correct. So, the PCOR sits there to do an evaluation or also have a look at the recommendations that come to us from the relevant project managers, and we provide an extra level of governance as to the scoring and the assessment that is done by the relevant area of the business. And then, once we've done that independent governance assessment, we then provide a report

00:39:00 with recommendations Councillor Lorentson: to the Council. Can you explain what criteria determines whether a contract comes straight to you or whether it comes to us through a Council meeting? Speaker 2: Through the Chair, there's quite a bit of variables in that response. Would you like to talk to some of the detail on that? Sure. Speaker 1: Yeah, through the Chair, I think one of the baseline fundamentals for coming to Council would be it's outside the CEO's delegation. So, the CEO's financial delegation limit for entering contracts is a million dollars. Deputy Mayor Stockwell: A million dollars. Speaker 1: So, that would automatically trigger a need to come to Council to get that contract reviewed, unless we came to Council prior to get some sort of delegation change, which you may recall we did that for the electricity contracts last year. In terms of whether it's a tender or whether it's a process undertaken under the exceptions

00:40:00 under the regulations, it really is that financial delegation that would determine whether it could even come through the PCOR process and that, obviously, that delegation is captured within the CEO delegations. Thank you. Councillor Phillips: Question. Would you be able to explain to me how the preferred supplier list that we have come through a different reporting crosses over with the contract awards here? Specifically, when I'm looking at the concrete solutions, I know it's probably a bit off track to what we're looking at. But when you have the construction works for the footpath one that I'm looking at, when that's being discussed, maybe just more for community, can you unpack it for me? I don't understand how it works. Is there three suppliers? They come

00:41:00 from our preferred supplier list. How does it work operationally, just so I can get my head around? Speaker 1: So for that particular one that you're referring to, which is the footpath construction work, package two. So that particular contract was established by our registered pre-qualified supplier list, which was that was established by our public tender process. For quotations to be able to get works completed. Councillor Phillips: Okay, so thank you. So then do we only look at our preferred supplier list when we've gone to that through that process? We don't look at like a more affordable option or is there it's only the preferred supplier list that then is looked at

00:42:00 Speaker 1: what we refer to them as. That was specifically for the construction of pathways, curb, channel drainage bits and associated works. So we went out to public tender to establish that list and then we would use that list to do the majority of those works across Council. It's not necessarily exclusive that list, but generally we would go to that list and we would see quotations for works to be undertaken. Speaker 2: Through the Chair, just to add to that, there are always exceptions, so there might be areas of the business that decide for whatever reason that they would like to expand the scope of that and they may seek other quotes. Councillor Phillips: Okay, and then from a business perspective, external wanting to do work for Council, I'm aware there's like a list or that gets published somewhere, doesn't it? And they can go, oh, I didn't, I wasn't successful and they find out why, is that? Or have, does that skip this because this is only

00:43:00 going through people? Great. I think I'm getting my head around it. Thanks. Deputy Mayor Stockwell: Happy to move it, Mr Chair. Move, Councillor Wilkie. Seconded, Councillor Finzel, Councillor Wilkie. Mayor Wilkie: Thank you for the report. This report publicly discloses all the large-sized contracts between $200,000 and $1 million awarded under the CEO delegation after independent review by the Procurement Contracts Assessment Working Team. This supports the principles of open government and ensures Councillors and the public are informed even when their decisions are delegated. It demonstrates strong governance and probity. The Peer Court provides an independent oversight mechanism for procurement activities, ensuring processes follow policy, legislation and fair evaluation standards.

00:44:00 This protects Council from probity risks and ensures defensible decisions. It ensures efficient contract awarding. By allowing certain contracts to be awarded outside standard Council meeting cycles, the process reduces delays that could impact delivery of services and infrastructure to the community. In a tightening contract market, speed of awarding is a competitive advantage. It also fulfils biannual reporting obligations. The report is required under Council's updated procurement policy which we all approved on June 30, 2025 to ensure visibility of procurement decisions made under delegated authority, with award attenders displayed in the Council's foyer and on the website under procurement after awarding. The report covers four large-sized contracts awarded under CEO delegation between the 1st of July 2025 and the 31st of December 2025 all of which were independently

00:45:00 reviewed through the procurement working team and I've satisfied myself they are on display down in the foyer and they are on the website if you want to check. Thank you. Councillor Lorentson: Question through the Chair and it may have been raised at a recent workshop but I don't know whether it was answered but has the procurement contract assessment working team ever recommended that a contract not be awarded under delegation? Speaker 1: I'd have to take that on notice. I believe the answer is yes but we would check that for you. Mayor Wilkie: If I can just I think the question that was asked was a contract that was recommended for approval by staff that came to Council ever refused? Councillor Lorentson: Okay that's not my question. Okay I'm asking

00:46:00 a different question. Does the working assessment of the contract ever not been awarded or have you made a recommendation not to award a contract under delegation? Just again out of curiosity. Speaker 2: Through the Chair I could just make one brief response to that. Councillor Lorentson in the last 12 months that I've been here the answer is no but previous to the beginning of 2025 that may have happened and we'll find that information and bring it back to you. Councillor Lorentson: Thank you. It's not a lot of trouble. I'd appreciate that. Thank you. Speaker 5: Through the Chair as well I can also say that the opposite happens. Sometimes it comes to me for the recommendation and I'll review it and send it back for further review or further questions and that happens from time to time as well. So it gives me a further ability to review and to ask questions and to make sure that it is best value for the organisation. Deputy Mayor Stockwell: Fantastic. Speaker 5: Anyone else Deputy Mayor Stockwell: wish to talk

00:47:00 to the motion? Councillor Wilkie, Mr Clogan. No, thank you Mr Chair. With the motion all those in favour. That is unanimous. Thank you Scott. And we now move on to item 8.5 which is the monthly financial report for December and the acting financial service manager is acting with me. Adair is joining the director. Welcome. Forward to you also. Speaker 7: Thank you and through the Chair. So the report in front of you today is the December 2025 report six months and half of our yearly data. There is no significant change to the previous commentary provided through our November 2025 report. Council is on track from a revenue and operating position. As noted in the report itself we are tracking ahead of budget from the net surplus position 18.4 million versus 6.2 million

00:48:00 primarily driven by capital revenue that has been received during the year and from an operating result we are tracking ahead 3.6 million versus 1.6 million. Note that we are currently going through our budget review two processes so submissions have closed for that. We are currently doing the machinations of that in the background and intend to have that brought in front of council during February 2026. I would like to draw some attention just to elements of the report in response to previous financial reports and questions taken from councillors. So on page four of the report you will find a breakdown reference to major employee benefits variances by branch. This conveys under and over spent during the year following from previous questions related to where vacancy savings exist within the organisation. This will be incorporated as a much bigger piece of work which is a work follows planning exercise which has been covered in detail in the previous financial report.

8.5 FINANCIAL PERFORMANCE REPORT - DECEMBER 2025 ¶

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00:49:00 We just wanted to convey that as an initial working piece we will come back either through the workforce planning or through subsequent finance reports. Please note in that table there's reference to a $750,000 overspend as it relates to infrastructure planning design. This is likely primarily driven by the capitalisation of time and projects that need to be brought onto our fixed asset register. So we believe it primarily is a timing difference that will largely account for itself during the financial year. Further on page 8 in reference to key metrics or total arrears this provides a much more comprehensive breakdown as to our rate arrears by age within the policy thresholds which is our rates debt management

00:50:00 policy as well. It looks to convey further data which was taken on notice from Councillor Wilson as a question relating to the November 2025 report. On page 10 of the report what we've tried to do is we've actually added a subsequent section referred to as questions taken on notice in general committee. This will become a standing item as we move forward. One to provide a bit of transparency of sort of actual response to questions but also to put them in a public domain on the formal record. So they're detailed in there. You will see some of them are updates to be worked on because they are naturally the point of clarification and will come up. There is one of the items that is tracking behind is our capital expenditure as it relates to. I just would like to add there is some difference

00:51:00 as noted in previous council meetings and Mayor Wilkie had a question around this in the last financial report around the difference between the financial report and the CWU under the capital works executive committee. Noting that both reports we are working on a larger exercise to consolidate them and bring them for consistency. Currently the financial reports talk on actual spend today which is how our financial reports are driven where our CWU reporting actually looks to build in a number of light items in terms of commitments and where we're looking. So we are looking to consolidate that to make it a much more clear picture of reporting so there is consistency from both sides of the organisation. Mayor Wilkie: That's me. Speaker 7: I will be happy to take any questions.

00:52:00 Deputy Mayor Stockwell: Thank you. Mayor Wilkie: Just picking up on that point you're making about the lag in the capital works programme. You mentioned that there's a lag between capital works programme and the job completion rate meaning a job can actually be completed but only an invoice paid for half the job. So according to financial reporting it will only be 50% complete. There are other so could you just talk about how this work that's being done will give us a more accurate picture on how the capital works programme is actually going to be monitored and understood and also in terms of how multi this assumes that the projects can be complete within a financial year. How will multi-year projects be rolled into this new way of reporting and any other measures that need to be taken into account with a more nuanced reporting

00:53:00 Speaker 2: programme actually is at? Through the Chair I can respond to that initially and then Zach can provide any more technical detail. There's a couple of questions in that Mayor Wilkie. In terms of we refer to it internally as physically complete a capital works project versus financially complete. So physically complete is the obvious so that can be a whole range of detailed information as to I'll just use a road as an example the length of the road how much material how much of the depth that we go to construct it. A whole lot of variables that go into that. We then look at unit rates. We look at then what the engineers say the predicted useful life of that asset is. Whether it be a building a road a bridge a culvert stormwater. And then that information has to be uploaded

00:54:00 into our and obviously that comes along with our any invoices that are paid. All of that information combined together then goes towards updating our asset register. Once that asset register is updated then we consider it to be financially complete alongside that physically complete asset. That then would take whatever balance just for the purpose of explaining the explaining this. If you had a four million dollar a four million dollar project and two million of that sat in the works in progress. It sits outside the balance sheet. It's sitting over there in works in progress. Let's say then it was financially complete. We had all the relevant information updated the asset register would come out of the WIP and it would go into our balance sheet and increase the value of our assets. Councillor Lorentson: So that's Speaker 2: in real simple terms the reason why there's differences between your WIP and your balance sheet. There's also other reasons why things sit in WIP. It's whether something

00:55:00 is underneath our asset accounting thresholds. We don't capitalise everything in our asset register. It has to sit above a certain threshold for it to get in there. So you might through the year as you're constructing an asset have things sitting in the WIP that will actually go into I could probably Speaker 7: expand on that. In terms of the timing aspect of it it actually does come down to invoicing. Obviously the teams on the ground are working throughout the year and it's a matter of when we physically receive the invoice that it will be recorded in the financial system. So as part of the capital works executive term ACWE what they do is they build the commitments profile which is where they see it progressing to the end of the year and what is committed and will be done. Our financial reporting doesn't build that in because it hasn't been spent to date and so that's a piece that we would like

00:56:00 to expand on consolidating because when we report the information it's currently tracking at about 20% of actual spend but that doesn't take in the forward commitments that are delivered through program or through plans etc. So it's probably a maturity of aligning the two aspects of reporting together a little bit to tell a more complete story to the end of the financial year as opposed to the year to spend to date if that makes sense. Mayor Wilkie: And that work would be helpful in giving an understanding of how much staffing levels are playing into the delivery of a program. So you've got the major employee benefits variances by branch on page four. You mentioned civil operations underspent by $469,000. Is that two staff members? Speaker 7: I'm just wondering Mayor Wilkie: could we draw how is understaffing affecting the capital

00:57:00 works program if at all? Speaker 7: So through the chair I would be happy to answer the financial aspect of that because that probably sits within my delegation. Mayor Wilkie: Is that two positions Zach or one? So in terms Speaker 7: of happy to take that on notice it will be part of the further workforce planning that we're looking to do. So as part of BR2 as well we're looking to investigate that vacancy saving with more detail as it relates to it. Knowing that the current director of infrastructure services isn't here at the moment so it is a piece of work we need to take away to provide that detail. A lot of that can sometimes be attributed to actual timing savings, vacancy savings when you have someone resign and it takes a period of time to actually replace the wrong. But I'm happy to take that on notice and put it as much more complete picture. We don't have that in the current Just so we understand what it means.

00:58:00 Deputy Mayor Stockwell: Yes. Speaker 2: Through the Chair, Councillors, I do have some more information around the progress of the capital works program that's not necessarily financially related but I'm happy to, I'll wait for any specific questions for that and I'll respond to that. But that may How does that relate Mayor Wilkie: to what the discussion we just had? Speaker 2: Is it information Mayor Wilkie: you have here? Speaker 2: It does relate. I'm just being mindful of Yes. Councillor Lorentson: Councillor Lorentson, do you have a question? I've got a few questions and maybe a follow up and maybe something you can answer to where I think Mayor Wilkie was sort of heading. How do we measure efficiency and productivity across all the departments again, so to me is, you know, I've got a whole bunch of questions in regards to I loved what you did

00:59:00 and thank you for including that part into the report but whether we can have a little bit more details, I'd love to see how many employees under each department, how that compares to number of employees say over the last four years, maybe even five years to understand whether we're getting efficiencies with increased numbers in staff. So, again, throw that for consideration. Speaker 2: Yeah. Thank you. Thank you, Councillor Lorentson, and through the Chair. As we briefly mentioned and as I have spoken about to you before, we do have the workforce capability plan that, yes, is behind acknowledging that. And with our new manager, PNC, that's only been in the organisation about six weeks, that is the number one priority for that manager. And we'll be building a whole picture around how the organisation has moved, contracted,

01:00:00 increased a better picture to hopefully answer those questions that you're asking there. We wouldn't necessarily bring that whole piece of work into the monthly finance report. No, it doesn't. But it will form part of that and it will be part of a workshop that we'll hold with the councillors around that. Appreciate it. Thank you. Councillor Lorentson: My question, my first couple of questions relates to the high surplus. Going back to the report, net surplus of 18.4 million, which is tracking above the projected net surplus of 6.2 million. My question is, is this level of surplus intended or has it emerged unintentionally? Speaker 2: So through the chair, that's Councillor Lorentson and thank you for your question. That's a timing of capital grant revenue. So it is a timing thing and it looks

01:01:00 very conflated. It's as simple as that. It's a timing, it's a timing issue. And when you, when you ask the question, is it intended? Sometimes these things are a little bit difficult to predict in terms of when we will actually receive that capital grant revenue versus the expenditure of it in the capital grants project. And therefore when we spend the capital, that obviously draws down on our cash. So then it tells, tells the community that we're spending, we're spending the cash, which is the rate, rates revenue generated cash, but also the capital grants revenue. Councillor Lorentson: So how much in terms of a grant that's not expended, how much of the surplus is the result of say deferred or cancelled projects, conservative forecasting, under delivery

01:02:00 of services, like just a breakdown of that, just so that anyone reading the report will understand it in a more complete context. Through the Chair, Speaker 2: the, the Director of Infrastructure Services has already committed to the Executive and I'm fairly certain it's been mentioned through the Capital Works Executive as well that looking at a change in reporting so that we've got a better understanding of multi-year projects and the re-profiling of things so that they look more realistic as opposed to just a one year view. So that is coming to Council in the short future, short term future. Speaker 7: And to that point Sarah, just in regards to the financial report, this is kind of a composition of various attachments to the report. So we do break it down by our operating resulting surplus, the drivers, and then the attachment for it does allude to the variances we should investigate. But let me take

01:03:00 that on notice of how we could probably draw a stronger link so it's more readily understandable as the case. Councillor Lorentson: That's great. And this is for my information and I don't know whether it's shared amongst the Councils but it would be really I think worthwhile for a workshop to understand how surpluses, what is an acceptable level of surpluses. And I think questions that always get raised in the community and now that we're sort of heading towards our budget deliberations is that if we're recording strong surpluses, are rate increases still necessary? So a workshop that just allows us to understand why surpluses exist and you know when surplus funds should be returned back to the community. Just a deep dive into that would be beneficial for me anyway. Okay. Speaker 2: Through the Chair, thank you, Councillor Lorentson. As part of the 26-27 year budget deliberations we will be having a workshop on that and I think

01:04:00 and I have mentioned to you before that I've commissioned Queensland Treasury Corporation who are our funders and bankers to conduct an external review of our surplus cash and debt levels so that excuse me you have an independent view of that. Oh, I wasn't aware Councillor Lorentson: of that. That's great news. Speaker 2: Thank you. I thought I had mentioned it. No, that's great news. That's okay. Yes. Yeah, that's coming very between now and March that will that will come they'll present to you. Yes. Deputy Mayor Stockwell: Okay. Other questions? Councillor Lorentson: Councillor Lorentson another? In terms of rate arrears so we're I think down to outstanding rates 7.3 million which is 62% of the base and our current collection strategies target. Are we on track? Is that achievable?

01:05:00 Through the chair Speaker 2: I'll let Zach answer that question. Speaker 7: So through the chair to answer that question five percent of the benchmark we're working through which is that industry practice nothing over time we want to go below that. So I think you hear me appeal the same answer so effectively this is the best month to convey where our nominal rates resit with December with the January rates notices actually currently being sent out at the moment. So the 6.2% that is quoted there is notionally higher than the 5% benchmark in terms of how we're addressing that this was kind of the driving factor for looking to formalise our policy around rates collection and debt arrears. So we haven't had the 5% artificial threshold the following the January rates period we were to look to formally engage around that rates debt charges management my rates and charges

01:06:00 debt management and recovery policy to look to decrease that over time. So the intent is to lower than that. Councillor Lorentson: Does that answer Speaker 7: your question? Councillor Lorentson: So the answer is yes not yet. Okay. Thank you Zach. It does and ideally we'll be aiming at less than 5%. Agreed. Thank you very much. Mayor Wilkie: Yeah just to go back to you opened the door before Director Gatt about more information and what it's about. Speaker 2: Yes absolutely. Through the Chair. I have some notes so please be patient because it's important that I convey all this relevant information. Whilst what is reported to you here at the monthly finance report is that we're tracking around 20%.

01:07:00 It should be noted that the average project progress is about 57% based on the December capital works executive reporting with 25% of those projects over 90% complete. It is common for financials to lag actual project progress and this can be attributed to lower costs upfront for planning and design with most costs being incurred towards the end of the project completion. So the current forecast capital expenditure expenditure for this financial year is approximately $50 million. Significant project re-profiling and reasons provided by project staff include the following. Dune and Noosaville Eumundi Noosa Road landfill expansion of resource recovery area carryover of $5 million to facilitate continued cost engineering exercises via the design phase. Tewantin Doonella Bridge renewal carryover of $1 million to facilitate extensive design review processes where utilities and finalisation of the design have delayed

01:08:00 going to market. Sunshine Beach Noosa Aquatic Centre 50 metre and 25 metre filtration system upgrade carryover of a small $1.75 million to enable majority of the works to be undertaken in June, August of this calendar year to avoid the peak visitation period which I'm sure you would understand that impacts our fee generating revenue unless we avoid that peak period. And so also delivery of the program as I'm sure you can appreciate councillors within the current financial year has been impacted by influences such as the enterprise agreement negotiations and the industrial action staff turnover and vacancies and also requirements for additional community consultation and also requirements for additional cultural heritage consultation as well. Council staff are working hard to deliver great outcomes for the community and will prioritise value for money quality safety and community impacts through the delivery of the program.

01:09:00 And the December capital works program provides a lot more detail around that so I can just quickly explain some statistics that I've got here but that are not contained within the monthly financial report. So $9.9 million expenditure today which is 18% of the annual budget. There's 11.1 in commitments so totalling 21.1 in commitments plus actuals and there is a forecast that the full $50 million will be spent by the end of the financial year. Of the 117 projects within the capital works program the average project progress is 57%. 25% are over 90% complete and 50% are over 50% complete. Mayor Wilkie: That's very relevant and gives some reassurance that projects are progressing and being delivered. Is it possible to have that sort of information also included in the financial?

01:10:00 Speaker 2: In terms Mayor Wilkie: of percentage in relation to the capital? Speaker 2: Yes through the Chair we can make an addendum to the monthly financial report but as Zach has mentioned before we're working closely with the infrastructure team in the design of that capital works program and how we're reporting on it to have a more consolidated and consistent report that is consistent with the capital works executive report and also the monthly financial report. So we're working to bring that together. Speaker 7: Just to expand on that sorry. With the capital works executive there was a newly formed report I think that was only put into practice about October November last year. So we are working to get that in as soon as reasonably possible. Councillor Phillips: Question please. Thank you. So when we talk about asset register after all that information thank you. When does it go on our asset register? Is it when it's completed through CWE or comes through our financial as completed? Speaker 2: Through the chair. It doesn't go

01:11:00 through to the capital works executive as financially complete. There is reporting that goes through to the capital works executive. There's a whole lot of metrics that get reported there but it doesn't necessarily go down into specific details around this project is that physically completed versus financially complete. It doesn't go down to that detail. It would just report on completion most probably at the physically constructed completion. Councillor Phillips: And that's when it would go on the asset register? No, it's when it's financially complete. Okay. Thank you. Councillor Lorentson: It's okay. Speaker 2: Any other Councillor Lorentson: questions? Councillor Lonerty? Just you mentioned the industrial dispute, the enterprise bargaining agreements. When are we to expect a report to come to council? I was expecting that now, soon. Are we to expect that question to the CEO? Speaker 5: Yeah. Sorry. I'll have to take that on notice and come back to you with a date to do

01:12:00 that. These guys have been under the bump. We'll provide that as soon as we possibly can. Thank you. Deputy Mayor Stockwell: Moved by Councillor Phillips. Moved by Councillor Wilkie. Councillor Phillips. Councillor Phillips: I'm going to keep this very brief. It's not in this room, but our SPARC values are somewhere. I'm not going to talk about the financial report. I'm going to talk about culture in the organisation. In the time that both of you, Director Gatt and Zach have been here, you actually walked the walk. It is incredible to listen to your report here and be part of the workshops in the professionalism that you display. I think you set a standard of what I have actually been really proud to be part of. So thank you. Deputy Mayor Stockwell: What else would you do? Oh, then Councillor Lodson. Councillor Lorentson: Yeah, I'm going to raise the surface only because it sort of stood out a little bit and it has also been

01:13:00 part of some conversation out in community. So, firstly, I do want to acknowledge and thank our finance team. I think you guys do a really great job. So in terms of the net surplus, I think probably my only the only thing I sort of really want to raise is that in terms of surplus that translates into real benefits in terms of continual improvement, you know, we made a commitment here as a council striving for excellence and to keep, you know, when we throw questions at you, it's by no means criticism. It's about challenging and getting the best out of this organisation. And, you know, every report continually gets better. So I just really want to thank you for that and helping us understand these reports.

01:14:00 Thank you. Deputy Mayor Stockwell: Thank you. Okay. Do you wish to close this, Councillor Phillips? Mayor Wilkie: As you please. Deputy Mayor Stockwell: I put the motion note in favour. That's unanimous. That means to close the meeting and thank you. Thank you.

10 MEETING CLOSURE ¶

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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.