General Committee Meeting - 16 February 2026 Transcript

1 DECLARATION OF OPENING ¶

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2 ACKNOWLEDGEMENT OF COUNTRY ¶

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3 ATTENDANCE & APOLOGIES ¶

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4 CONFIRMATION OF MINUTES ¶

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4.1 GENERAL COMMITTEE MEETING MINUTES 19 JANUARY 2026 ¶

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5 PRESENTATIONS ¶

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6 DEPUTATIONS ¶

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00:01:00 nor as the setting of the policy. We're here as the assessment manager. So our role is a statutory one of assessing compliance against the planning scheme. So, Georgina, would you like to give us an executive summary, please? Speaker 9: Yeah, thank you. Good afternoon, Councillors. Good afternoon. So the application that we have today, is for a material change of use, consisting of a multiple dwelling development, in the form of an affordable rental premises, in the form of 25 small dwellings, and is recommended for approval subject to conditions. Sorry, Cathy, would you be able to pop up that page for me? So I imagine we're all relatively familiar with this site, as it is part of a larger council project, which included the approval of a subdivision for one into six lots. For clarity, we will be located on future lot one, which is at the front of the site here today.

7 ITEMS REFERRED FROM COMMITTEES ¶

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7.1 MCU25/0118 - APPLICATION FOR MATERIAL CHANGE OF USE FOR MULITIPLE DWELLING - AFFORDABLE RENTAL PREMISES (25 x SMALL DWELLINGS) AT 64 LAKE MACDONALD DRIVE, COOROY (referred from Planning and Environment Committee dated 10 February 2026 - Item 7.3) ¶

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00:02:00 So, for, so it was one to six lots, sorry, and that included a drainage reserve, as well as a park lot, and the recommended condition of approval is that no work such commences until the title of future lot one has been created. So, that's what we're looking at. So, that essentially means that the road will be constructed, the park lot will be created, the drainage reserve will be created, as well as the landscaping will be in ground and planted along the common boundary. Of note, the proposed development does consist of an affordable rental premises. So, this is a new definition that's been introduced in the latest scheme amendment, which essentially means that, the land use is secured as affordable housing and will be managed by a registered proper housing provider for the life of the development.

00:03:00 For clarity, I suppose we can go down and break into what an affordable rental premises is. So, that is an affordable housing. It consists of affordable housing, entirely small dwellings. So, that means each unit here is less than 100 square metres in size. It is owned and leased by a registered provider, which in this instance is Coaster Bay. The development has been, for clarity, the development has been described correctly in a multiple housing development consisting of affordable rental premises. While the Noosa plan does not specifically refer or define social housing, for clarity, the proposal does meet the social housing requirements under the capital funding agreement.

00:04:00 The proposed development in this location, and in this zone, being community facilities, is a consistent land use. The development was required to follow an impact consistent application pathway, which required public notification, which was over the course of 15 business days. Over that period, 53 submissions were received and have been summarised within the report, so you'll see that in a table format. In terms of the compatibility of the development with the scheme, there are some minor variations to the acceptable outcomes, which we'll start talking through if we can pop to the next slide please. So this is an area of variation which refers to the height. So we are compliant with the required 8 metre building height limit, however we do have a three storey component. In terms of where this is going to be seen on the site. This is going to be limited to I suppose the construction of the new road. So this render is taken in between the adjoining residential property to the east and it's limited to this elevation. On the other elevation because the site isn't cut it will not be visible.

00:05:00 And this takes us to the car parking layout. So the planning scheme, where it stipulates the number of car parking spaces that is to be provided per unit, which is one per unit, we have 25 units, as well as one space per four units for visitor spaces. So this results in a total demand of 25 spaces and seven visitor spaces. The development consists of six visitor spaces. So in this instance we are short one car parking space. In consideration of the site, the constraints of the site, this has been recommended for approval despite this area of variation.

00:06:00 This is noting the extent of communal open space available on the site. Our third point of variation is our building setbacks. So as we can see on the screen, it's the area that's shaded in red. So the area of variation on the east relates to roof form, no impacts at ground level. And this is a setback of 5.6 metres with the remaining of the building setback 5 metres. The area to the south of development that you can see is highlighted. So that requires a required setback of 6 metres as it adjoins another reserve. They're seeking a varied setback within this location. Noting it will be joining Road Reserve, which will also be landscaped. This has been considered part of the assessment and negligible. So it will be quite well screened.

00:07:00 And then to our next point. So we have unit 15. So the reason this one's in front of us today is because it has a shortfall of private open space, accessible from a living room. So the planning scheme requires a 20 square metres per unit at ground level. In this instance, we're 17. We're short three square metres. And that's why this is, I suppose, a relaxation in this instance. Again, noting the extent of communal area available on the site, this has been considered appropriate despite this. And our next area relates to the roof form. Along the Lake McDonald frontage. So while the roof form of the development does not replicate the traditional residential character that's sought by the local planned code, the design of the development has been considered in respect of the history for Cooroy.

00:08:00 So the building has been designed to reflect a saw blade, which is in reference to the region's history of timber milling industry. So again, this isn't a flat roof. We're not going to be, I suppose, we're not supporting, I suppose, a parapet. It's like a skillion roof. It's a saw blade that's following the Lake McDonald frontage. The roof form style that is, I suppose, desired by the scheme typically does refer to single dwellings and duplex developments. It'd be, I would imagine, it'd be quite difficult to get a traditional Queenslander style roof without while, I suppose, upholding the integrity of the scheme and maintaining compliance with our eight metre height limit. In summary, despite these areas of non-compliance with the acceptable outcomes, the development does uphold the relevant performance outcomes

00:09:00 and strategic framework of the scheme and delivers significant community benefit through the providing of much needed housing within the Shire and has been recommended for approval. Again, of note, as the site is under the ownership of Council, prior to this application being put in front of us today, the application was reviewed by an external consultant whom agrees with the recommendation of the report for approval. Thank you. Thank you. Deputy Mayor Stockwell: Do we have any questions? No? Yes, Councillor Lange? Councillor Lorentson: Just, I threw some questions in. I have a couple of questions to Patrick over the weekend and Richard. And I just want to just reference just one in terms of cumulative impacts. Can you explain? So, I think that my questions were sort of dealing whether or not we should be looking...

00:10:00 Deputy Mayor Stockwell: Straight to the question, please, Councillor Lange. Councillor Lorentson: My question was, had Council considered, the cumulative impacts of shared infrastructure, stormwater and roads, not only on lot one, but of the whole subdivision? And that's when I look at the planning act. Deputy Mayor Stockwell: The questions at this item can only relate to lot one. We're not dealing with the whole subdivision. So, if you'd like the question about lot one. Councillor Lorentson: It is about lot one. Through the Chair, my question is, did Council consider cumulative impacts of shared infrastructure on the whole subdivision, not just solely on lot one? Speaker 11: When the reconfiguration was assessed, the provision of suitable infrastructure was considered at that time. Notably, the biobasin that has been approved on a separate lot

00:11:00 has been determined to be of a suitable size to accommodate development across the entire site. In terms of the roads, the roads meet our engineering standards in terms of suitability of their access. And the road... The new internal road provides opportunity for any future lots or future development to also achieve suitable access from it. There's also, I mean, additional infrastructure in terms of footpaths within the site for pedestrian movement, additional footpaths on Dianella Court and across the frontage of the site, a new pedestrian crossing in that regard, the channel for pedestrians to move into the road

00:12:00 and then a safety aisle within the middle of the road for pedestrians to take refuge, a refuge and connection to other areas within proximity of the site. Speaker 10: And may I just add, in addition to Patrick's comments, Councillor, that each site or lot gets assessed on its individual merits as well. So any future development applications will be subject to the performance requirements of the scheme and if there's additional infrastructure or requirements relating to that type of use and that lot, then they'll be required to demonstrate that as part of any application. So therefore, in relation to this one, it's obviously focused on, can this proposal meet the scheme requirements for the development that's being sought under the planning scheme? Deputy Mayor Stockwell: Thank you. Okay. Well, I'm happy to move the staff recommendation, Councillor Finzel. Yes, Councillors, this is a fairly straightforward application

00:13:00 when viewed in the light of the report. The development proposal is a design by one of Noosa's long-term leading architects and while, as we've noted, there's a few areas where we don't need acceptable solutions, acceptable solutions are just one way to meet the performance outcome. And as is clearly identified in the report, the development as proposed clearly meets the performance outcomes. Because we are the landowner, we have gone to that extra extent of getting a peer review and the peer review clearly said that the assessment and conclusions are considered reasonable, relevant and supportable and accordingly the report provides an appropriate base for Council decision and goes on to say the identified matters of non-compliance and that's with acceptable solutions are limited in nature and do not result in unacceptable planning, amenity or land use impacts

00:14:00 when assessed in accordance with the performance-based framework of the Noosa Plan 2020. I do note that there was a large number of submissions, many identifying concerns and I think the report and the peer review recommendation does answer those in an appropriate format. Being an impact-accessible application, we consider everything from the strategic framework down and I think the report gives us a good basis to say that this particular development is not only consistent with the strategic framework within the planning scheme but Council's higher order housing strategy. I can therefore recommend its approval. Speaker 8: Thank you. Deputy Mayor Stockwell: Who else would like to talk to the motion? Councillor Wilson: I will. Thanks for the report and the overview. I'm just going to make note of some of the submissions that were raised by community members and thank them also for their time in making those submissions. A few of those concerns were

00:15:00 that the development's not yet in place in keeping with the character of the town. It's not close to the centre of town. It's not walkable to shops and services and particularly on hot or rainy days. Not near a bus stop. The land was planned for cemetery use and having these extra units will put increased pressure on Dianella Court which is currently a quiet cul-de-sac and it already has parts and challenges. Going to add as well that it's a shame that this site couldn't have been found closer to the centre. It is a small lot that's being allocated to this development and we've seen that there are now issues with the size of that block meaning that some of the setback requirements in the planning scheme can't be met due to that size and the plan that's been given to us. Council determined the size of that lot and yet it's a lot now that doesn't actually quite fit the 25 units and all the different requirements. It's also a shame that the site wasn't somewhere

00:16:00 that didn't need to be remediated at expense to ratepayers and the time that it's taking for these 25 units to be able to be built. That's all I'm going to say on that. Thanks. Deputy Mayor Stockwell: Anyone else wish to talk to the motion? Director Walsh: No? No? No? Deputy Mayor Stockwell: I will close. The issue of setbacks are ones that have been considered well. The ones to the new internal road are just basically the eaves. It is a site that has got two road frontages and a park area going beside it so it is very common for relaxations in those sorts of situations to be granted. The overall result of this development is one that maintains

00:17:00 I put the motion. Those in favour? That's unanimous. The motions passed. Thank you. Speaker 7: We then move on to the same motion. Deputy Mayor Stockwell: We then move on to Section 8 which reports direct to the General Committee and the first item is the Financial Performance Report and we welcome the Acting Manager and Acting Director to the table and I presume Zac you're going to give us a brief overview. Speaker 3: Thank you Chair. So through the Chair I'll take the report as written in front of you which is the Financial Performance Report for January 2026.

8 REPORTS DIRECT TO GENERAL COMMITTEE ¶

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8.1 FINANCIAL PERFORMANCE REPORT - JANUARY 2026 ¶

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00:18:00 The January report provides us with 58% of the financial year's data for context. There has been no significant changes to the previous comments provided in the report other than some re-profiling of the capital works programme. I'd just like to note in regards to the report in front of you that it does use Budget Review 1 as the underlying budget for comparison, noting that the subsequent report in today's General Committee will be around Budget Review 2. From an operational point of view for context, there isn't a significant change to the underlying operating position or movements, so there can still be provided reliance of the data included in the Performance Report in front of you. As noted in the report, Council's current operating position to the 31st of January shows a $3.2 million variance against its operating surplus budget. I just would like to draw attention to this today because of the nature of how we ultimately proceed.

00:19:00 In the January report, Council's current operating position is to prepare our underlying budgets and how we recognise rates. So in the January 2026 report we have revenue recognition or recognise the January rates levy in its totality, so six months worth of rates revenue which shows up in our operating surplus. What we will look to actually provide over time is that Council receives its rates in January and over the preceding five months expenses will be incurred. That's why our operating result shows a slightly different level to what was in the December 2025 report. To provide a simplistic view of how this works and relating it to a household. If you happen to be on a wage and you receive your wage for two weeks, over the preceding two weeks you then spend your expenses or your household expenses. And ideally at the end of that period you either break even or you have some savings left. Simplistically that's what our Council does with its rates.

00:20:00 We collect in January, it just happens to be over the preceding six months that we actually incur it. So it's a balancing effect of our expenditure. We will look to bring in some graphs and illustrations to outline this because when you look at the finance report it does show quite a significant surplus. But that is simply a timing difference to date. I would like to draw your attention to elements of the report. So on the top of page two there is a table where you can see the report. That outlines at the highest level both our operating revenue and our operating expenditure. That reports both aspects actually reporting within 2% of the budgeted level. So our budget and our year to date expenses and operating revenue are tracking very closely. The table also illustrates a $2.5 million positive variance today in terms of revenue. Now we historically have shuddered questions as to whether the operating surplus is driven primarily by rates.

00:21:00 I would like to address that today. So the $2.5 million of additional revenue is primarily actually driven from our interest revenue. Which is a result of more cash holdings than we expected at this time of the year. Primarily related to a slower than anticipated delivery of the capital programme. Noting that our cash review will be done by QTC which will inform our budget 26-27 procedures around cash holdings. There is also another $500,000 difference. In terms of variance which relates to rates, levies and charges. Notably the biggest portion of that is $400,000 that relates to waste utility charges. So as to the question as to whether general rates or rates are too high and is driving the surplus. Across our $106 million budget for rates we are only tracking about $100,000 over the budget. So it is not a material aspect as to the operating surplus today if that makes sense. In terms of our operating expenditure.

00:22:00 We currently have a $800,000 underspend as it relates to the major employees benefits or employee benefits. To provide some context to how this works. The $800,000 variance can sound material as an outlier when we don't provide the supporting context. So our employee benefits year to date spend is $33.4 million. So we are currently only at an $800,000 underspend or less than 2% of the $33 million budget. So it helps to explain the variance that when you look at it at an overall perspective. That it is between one and five positions that have possibly been held over the course of the year on a volume basis. So it doesn't compel a significant material underspend to that expense. One of the questions that was taken in the previous monthly finance report. Was a question as to what made up the other materials and services category.

00:23:00 So this ultimately ties to our financial statements and how we draw individual cost categories together. So the other materials and services category is primarily made up about cost of goods sold. Materials which can cover aggregate, landscaping, sand, general, concrete and timber. Venue hire and it also includes our state government waste levy and waste levy subsidy. So it's a bit of a catch all category in some ways. So that gives you the information for how it's built up. If there is a drive to a further analysis I understand that we can also provide that. But that was one of the questions we did take on those in the previous monthly finance report. In regards to capital revenue and expenditure I won't make any significant comments here. Noting that the BRT report will follow this report. Which has further commentary as to our budget review position. Which will probably provide some more salient information to councillors around that. In regards to our cash management and investment performance section.

00:24:00 Just building on what I said earlier that we have slightly higher cash reserves than we intended at this point in the year. About 18.4% higher than we were tracking in January 2025 today. Primarily driven by slower than expected spend in the capital works program. Council investments is a general comment of performing well against industry benchmarks. But we do anticipate to provide a much more consolidated update to councillors through budget proceedings. During our cash position, investment position and when we see ourselves going into the future. In regards to rate arrears. On page 7 on the report we provide our summary as at the 31st of January 2026. Noting that as of January we are in rate arrears of 5.8%. Having received around $400,000 in payments in the January month. Noting that you always hear me paragon around the idea of it being cyclical in nature.

00:25:00 And that in any January and July period we have a rates revenue. So our January rate arrears do not include the January arrears that are outstanding. Because technically they are not in arrears until February. So this is the most valid indication of kind of where our absolute truest form of rate arrears sit. Knowing that councillors have made common as to trying to get down to the 5 cent benchmark. So this is our truest form of where we sit with our arrears. Noting that this is why we have our debt and charges policy that we are looking to implement over time. Encourage rate payers to bring their rates arrears down. And actually actively work with my team downstairs to actually look at how we can deal with the rate arrears to bring them down. One final comment. Noting that there is no section in this report as to questions taken on notice which had been in previous reports. Because the AM1 was covered naturally through the contents of the report. Thank you. A lot of detail. Happy to take any questions. Deputy Mayor Stockwell: Thank you. Thank you.

00:26:00 Do we have any questions? Councillor Wilkie. Mayor Wilkie: Thank you Zach. Forgive me if you have covered it in the report. And you may have referred to it under the work in progress section. I just have a question about property, plant and equipment. Statement of financial position under non-current assets. If I am reading it correctly there has been a drop of the value of about 3 million dollars from the statement of financial position under non-current assets. The value of our property, plant and equipment from the end of the last financial year to date. Why are we selling off any equipment? What's going on there? Speaker 3: Through the Chair to provide you the exact detail I probably need to take that question on notice. There's probably a couple of different factors that would make that up. One of the things can be valuation that factors into that but into the specific difference of that. If you have that take it on notice.

00:27:00 I can report back for what. Thank you. Deputy Mayor Stockwell: The question is to Councillor Lorentson. Councillor Lorentson: In terms of the 1.7 million dollar fraud loss, has that been fully dealt with and recognised in the 2025 audited financial statements? And are there any remaining financial exposure related to this matter? Speaker 4: Through the Chair I'm happy to take that question. Thank you Councillor Lorentson. It has been dealt with. In the 24-25 financial year. That's why it's not referred to in our monthly finance report and our BR2 document. A BR2 report further on in the agenda. It has been subject to the Queensland Audit Office review through our financial statements and we've received an unqualified and unmodified audit opinion. It does stand out in our materials and services part of our financial statements as a fraud related loss. And it also is mentioned in our annual report.

00:28:00 Councillor Lorentson: And sorry, just the second part of that question, Marg. Are we satisfied that the lessons learned have been embedded into policy or process? Speaker 4: Thank you for that question. Immediately that we were aware of the fraud, a number of processes, procedures and other operating aspects were put into place. As you would be aware, and as I've reported in my previous report, there were a number of fraud cases that were reported through to Council and through to the Audit and Risk Committee. Every one of the Queensland Audit Office recommendations as a result of the fraud event had been implemented. The last part of those recommendations was at our own initiative, was the independent third party software, which verifies our vendor master file or any changes to that. Our timeframe for completion of the audit was the same as the time frame for completion That is due in the middle of March, but we're on track to achieve that timeframe.

00:29:00 Thank you very much. Councillor Phillips. Councillor Phillips: Hi, thanks. Just a couple of questions. In relation to the Corporate Services Department, is there any gaps in resources or are we at full capacity now? Speaker 4: Thank you, Councillor Phillips. So there's four areas in Corporate Services. I'm assuming, or can I clarify with you that you're referring to financial, finance? Okay. So in finance, financial services, we have full complement of staff except for one. And we've got interim stop gaps in place with contract and labour hire to assist us with our BAU and making sure we're ready for our next set of financial statements. Yeah. Councillor Phillips: A bit of a follow up question then.

00:30:00 If you were to identify three sort of biggest financial risks to the organisation now that would impact our community, would you be able to give me those? Or do you want to take that on notice? I think I'll take that on notice. It's very broad. Thank you. But maybe just, it can be specific around a monthly financial reports. And I'm just really interested to see if every month there's just three things that stand out or one thing that stands out the most would be really handy to know. Speaker 4: Yep. Thank you, Councillor Phillips. We'll ensure we take that up for our next monthly finance report. Thank you. Councillor Wilson. Councillor Wilson: Thank you. I'm just looking at the balance sheet. I just only just noticed, sorry, so I haven't raised it. Sure. Thank you. Thank you. Some of the balances are the same like January 26 as they were at June 25. So looking at the non-current liabilities, nothing's moved there. Is that normal? Speaker 3: So through the Chair, the financial, the statement of financial position is probably one of the

00:31:00 outliers in terms of our monthly reporting that it's a periodic statement as opposed to being a monthly statement. So some of the aspects of that will be updated. You will see a full update for the current year position as of BR2 because that's one of the requirements under that. But in regards to I think it's the contingent liabilities, that will be the balance as of the 30th of June. And when we look to compile the financial statements at the end of the year, it will be updated. So it's one of, it's a nature of the report not being a live report if that makes sense. It's only kind of done concurrently throughout the year. Thank you. Councillor Lorentson: Councillor Larkin. A question possibly to the CEO. In terms of the $15 million reduction to the capital works program, how confident is management in delivering the revised program? Deputy Mayor Stockwell: He's mentioned it in his report, so I don't know.

00:32:00 Speaker 3: Through the Chair, so where it is mentioned in the report, sorry to interrupt, just for context, is we allude to the fact that there was an additional commentary provided in this report, because the BR2 report that comes out immediately after this to General Committee provides more support in detail to answer that question. Speaker 7: I'm happy to go ahead and say it. Deputy Mayor Stockwell: Okay, so if we're happy we can deal with that in BR2. Councillor Phillips: I probably just have one follow-up question, if that's right, around, and it might be to the CEO, in relation to the contract services for tree works, probably given the extensive rain that's still occurring outside, what's in the background where there's, is there consideration to, you know, the more rain, the more tree works we're going to have? So I'm trying to work out how to question this as Blake. As straight as possible. You know, to me, there's only going to be more and more ongoing tree works.

00:33:00 Can you tell me if there's ever revision around having internal staff with arborists, and is this an expense that's going to continue to grow? Speaker 7: So currently, yes, we are reviewing that, and we've got plans to bring more internal staff to deal with that, because we recognise that even the weather we've had over the weekend, even though we didn't have a huge amount of rain, it's still creating rain. So we're looking at better ways to deal with that, and we are reviewing, I know the directors are reviewing and putting up proposals for additional staff to help us to cater with that, but they have to go out all the time, and, you know, the issue we've got with external workforce as well, contractors, is that everybody's using them, and when this happens, it's not just us that calls on their services, so, yeah, we're looking at that at the moment. Councillor Phillips: And then one last follow-up, then, will be around asset management, then, because I see the weather as something that will continue to impact that, so where are we at with our asset?

00:34:00 Deputy Mayor Stockwell: So I'm not going to allow that, because that's not related to the pop-up. Councillor Phillips: It's okay, I'm happy with that. Happy to. Pop-up. Yeah. Deputy Mayor Stockwell: Councillor Wilkie? Mayor Wilkie: I guess it's a question about the amount held in the disaster management reserve. What is that amount? Can you refresh my memory? Was it 2.6 million? Speaker 3: Just through the chip, I could ask for some context, that's all right. Mayor Wilkie: Under risk and opportunities, one of the threats to Council's finances and functions is a natural disaster. Yeah. And we... Resolved, I think, back in 2014, to put money set aside in the disaster management reserve, which you refer to under risks and opportunities. I'm just wondering, have we... What is that amount? Could be a question on the notice. It used to be... Speaker 4: Through the Chair, Councillor Wilkie, I can answer that.

00:35:00 I'm just referring to our audited financial statements in a separate document. Natural disaster rehabilitation, we have, as at the end of 2025, 3.5 million. 3.5. Yes. So it has increased. Thank you. Thank you. Deputy Mayor Stockwell: Okay. Would anyone like to move the motion? Councillor Phillips: I have to move. Deputy Mayor Stockwell: Move, Councillor Phillips. Second, Councillor Lauriton. You've got the floor, Councillor Phillips. Councillor Phillips: I'm just going to be very brief on the continued improvement of the reporting. Thank you. I think it's a very clear review that makes it very clear for the everyday person. So thank you to the team for that. And I just want to also make note around the rate arrears reduction and give that some credit where it's due. And hope that that continues to see people paying off on rates and debt. So that's a really positive thing for Council. And, yeah. I... Probably moving forward for me, it's going to be more around how community can see the

00:36:00 big picture through financial reporting. Like the month to month is great, but it feels like if you were someone that missed a month or two, it's really hard to sort of gauge a really good understanding of the big picture stuff. So it's more around making a comment that I might be focusing more around how it all sort of fits together now. Because I've got my head around the month to month because of how the reporting's being presented. So thank you. Deputy Mayor Stockwell: Others wish to take the motion, Councillor? I'd like to thank the staff for the report. Councillor Finzel: And also the verbal overview today is bringing more clarity to the table. And I'd like to note that the financial impacts of the reclassification of works in progress projects are then quite significant. And how they're being reported, I'm satisfied that, you know, they're my questions that I've raised for a long time. And I'm really satisfied that there's clear reporting on that.

00:37:00 And we're seeing that progressing. So thank you for that. That's great. Councillor Lorentson: Others? Deputy Mayor Stockwell: Councillor Lorentson? Councillor Lorentson: I second. Mark, you're probably tired of us commending you on your reporting. But I just... I do really want to note that in terms of us discharging our obligations in terms of good governance, your reporting allows us to do that. It's clear. It's simple. It's transparent. And there's accountability. And it also gives community confidence that we are really, you know, adhering to our principles of sound fiscal management. But thank you. It makes our jobs so much easier. Thank you. Speaker 3: Thank you. Thank you. Mayor Wilkie: Thank you. Councillor Wilkie? Councillor Wilkie? No, I would just like to echo those sentiments. The better the understanding of the scheme, the better the confidence the community can have in the reporting as well. So thank you.

00:38:00 Thank you. Deputy Mayor Stockwell: Would you like to close, Councillor Phillips? Councillor Wilson: I think we have an expiry date. Deputy Mayor Stockwell: OK. I'll put the motion. Those in favour? That's carried unanimously. We then move on to item 8.2, which is Budget Review 2, 2026. And is this, once again, you, Zac? Speaker 3: Thanks, Hector. Thank you. Through the Chair. So, again, I'll take the report as read. A reminder that Council has underlying requirements under both the Local Government Act and Local Government Regulation to look at its adopted budget. We believe there is material difference. There are no differences or needs to reflect its position as at the 30th of June 2026. Budget Review 2 provides us with a chance to incorporate any new or emerging actions, any additional grants or subsidies, and also any other movements during the year that weren't understood or forecast at Budget Review 1. Noting that Budget Review 1 was adopted at Council's ordinary meeting on the 24th – 21st,

8.2 BUDGET REVIEW 2 - 2026 ¶

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00:39:00 sorry, of August 2025. At a conceptual overall level, BR2 seeks to modify Council's operating result by $140,000, from a $232,000 surplus to $92,000. It also looks to recast and re-profile the capital works programme by $15 million in forecasted delivery to the 30th of June 2026. Overall, this still projects a modest operating surplus today, broadly in line with the budget and Budget Review 1. For contextual context around the BR2 process itself, staff make submissions for consideration as part of Budget Review. The finance team then works with budget holders to review submissions for accuracy and to arrive at an initial draft position for consideration. The executive team then reviews that in completeness to understand where we sit at an organisational

00:40:00 perspective. Workshops have been held with councillors, eventually completed. We will continue to work with them in the future as they come to the purpose of the report that sits in front of you today. Just to reiterate kind of the approach that we take to project reviews as council, the key criteria that need to be met in amending the budget include our alignment with our own financial sustainability policy, the requirement for eligible operating and capital projects to be delivery ready, sorry, with a commitment to complete by the 30th of June, the requirement The submissions are to be reviewed and authorised by the Capital Works Executive before inclusion in any budget review and all operating capital submissions are then confirmed by the Executive Team between Board to Council itself. I would like to just draw attention to a couple of aspects to the report specifically. Page 2 of the report provides a table summary of the budget review position, proposed amendments for Budget Review 2 and the eventual position of the budget itself.

00:41:00 Page 3 outlines additional operating grants. It's important to understand where Council has received an operating grant, likely there is expenditure attached to that. So they are provided in the report but eventually come back to a nil position because of a contra item as related to that. It relates to an expense. Attachment 6 of the report highlights in its totality the summary of operating adjustments that form the basis of the $140,000 net change to the operating surplus. Page 3 also includes re-profiling of the Capital Works project today with attachment 7 providing the full breakdown of our Capital Works programme in its totality. The full... This conveys re-profiling of the Capital Works project today with attachment 7 providing the full breakdown of our Capital Works programme in its totality.

00:42:00 The primary drivers between the change and the re-profiling itself is the Tewantin Dunellup Bridge renewal which has carried forward balances of $7.8 million. They will be deferred into the next financial year. This is primarily driven to an extensive design review process, the need to resolve utility impacts and finalise the design. There is also notably a $1.8 million reduction to the Noosa Aquatic Centre. The 50-metre, 25-metre filtration system upgrade. This has simply just been delayed and is delivered to be in the winter months to have less impact on our revenue line-item associated with that. One last thing. I'd just like to draw attention to attachment 5 which is our financial ratios. In that report itself, the assets sustainability ratio comes back with an orange line on it saying that it is below the 80% threshold.

00:43:00 This is simply a timing difference as is to re-profiling through BR2 and this will be omitted once we do our budget proceedings for 26-27. So this isn't actually an issue outside of threshold, it simply will be cashed as a result of when we profile next year's capital spend. I also would like to draw attention to the net liability ratio. It currently sits in a negative ratio, which is in contrast to how you would expect it to be. The rationale behind it or the context is that our current assets on hand, which is our cash that we hold primarily, is actually greater than our liability. So this is showing us a negative ratio, a negative percentage that actually in the case means it's positive that we have greater capital, current assets, than our liabilities associated with that. Thank you. We'll be happy to take questions. Deputy Mayor Stockwell: Thank you. Questions?

00:44:00 Councillor Lorentson: Councillor Lange? In terms of the, and we've just had the application in front of us before, the Lake McDonald Drive residential subdivision. In terms of the loan, how will the loan repayments be handled? How will it be funded? And have the total cost of the loan, including interest and fees and the cost of the loan over its life, has that been factored into the amount that's presented on attachment 7 of the Vice Capital Works Program budget review? Happy to take that. Speaker 3: Happy to take that. Through you, Chair. So the loan balance there is the sharing total cost as it relates to the program, project itself. There are some pluses and minuses as it relates to it. Some other aspects, it wasn't a confidential report. So I want to talk to that. So just in terms of what's in front of you today itself, we do a whole of life costing. So interest and everything else that is associated would be built into the any cost things around it. So there should be the $6.2, $6.3 million figure will be the total cost of the project.

00:45:00 And the loan will be the true cost of everything related to it that's built in. Knowing that we always procure our loan assets through the same providers that we do. And it will be built in over time and then into the, eventually built into the total cost of the project. Sorry, a bit wordy there. My apologies. Does that make sense? My apologies. Speaker 8: Yeah. Deputy Mayor Stockwell: Yes. Councillor Lorentson: And. Deputy Mayor Stockwell: Councillor Phillips had a hand. I'll go ahead next. Councillor Phillips: Did you have a follow up? Sorry. Councillor Lorentson: Thank you, Councillor Jess. No, it's okay. You can move forward. Thanks. Councillor Phillips: Can you expand or define what you mean by re-profiling? I don't know if it's just not clear to me. What do you mean by re-profiling amendments to the delivery of the capital works? Speaker 3: So, through the chair, I'd be, I can defer to the Director of Infrastructure Services, please. If she needs it. Councillor Phillips: It's not a Facebook profile, so I'm just trying to work out.

00:46:00 Deputy Mayor Stockwell: Not re-profiling the road either. Director Walsh: Thank you for the question, Councillor. So, basically what we do is we look at the ability to deliver the program within a year. And sometimes projects are delayed. So, we then park that expenditure into the subsequent financial year. So, as a result of, you know, working with the team to really realistically profile the projects and when the expenditure amounts will actually hit our budget, it's become quite clear that we won't get through the $63 million. It's actually our $50 million that we're confident we're spending this year. Now, I just note, taking on board Councillor Lorentson's question earlier in the early part of the agenda about confidence in that expenditure amount, in the service organisational committee report that was presented earlier this, late last week, we indicated that of the $50 million, there's $24 million that are actually profiled both in existing expenditure and committed amounts that we've actually got under contract.

00:47:00 So, that represents 50% of the actual $50 million as of December the 30th. And that's actually the best result we've had in the last number of years because normally our expenditure actually accelerates from this point forward leading up to the end of financial year. And that's as a result of the increasing resources that Council have deployed. But also, I want to appreciate that we're profiling work undertaken by the finance team so we actually have a much clearer goal of what we're trying to achieve. Deputy Mayor Stockwell: So, it's the profile of expenditure that changes over different financial years? After financial years, yeah. Thank you, Councillor. Thank you. Do you have any other questions? Councillor Lorentson: I do. And thank you, Mark, for meeting with me beforehand. In terms of the ICT software maintenance, there was a $600,000 increase. Just an interesting conversation that we had prior to this meeting. If I can ask you, can you give all the councillors a brief overview of what's driving the $600,000 increase in ICT software maintenance? And the question I really want to ask is, are you anticipating this level of increase

00:48:00 to continue in future years? Speaker 4: Thank you, Councillor Orriston, through the Chair. As reported to councillors at the BR2 workshop, was it last week or the week before? I've forgotten. I'm sorry. Yes, I did make comment on that $600,000 increase. That's at the upper limit of what we do expect. Those, just to clarify, it's not software maintenance. It's actual increases in software contracts. So it's increases that we did not foresee. On reflection, given the one we call the, I don't know, volatility is the right word, of the world economic markets, so also at a national level and international level,

00:49:00 we deal with those headwinds, for want of a better word. And we could have anticipated those increases at an earlier stage, potentially at BR1. We didn't. But at least we've caught them now at BR2. We do believe that that will be at the upper limit. And I'm hoping to report. Through the end of the financial year, that the costs will be less than that. Not a huge amount less, but I'm hoping to around the $450,000 max is what the extra will be. Thank you. Deputy Mayor Stockwell: Councillor Wilson. Councillor Wilson: Thank you. Just back to the Capital Works and the Lake McDonald Drive subdivision. Could you please explain what the unapproved emergent amount of $1.095 million is? That's coming into BR2. Speaker 3: So through the Chair, and just can I briefly go back, my apologies to Councillor Lorentson.

00:50:00 I didn't distinctly answer that question. I was a little bit worried on that. So my apologies on that regarding the loan. I had two matters conflated myself. So apologies on that. I'm happy to take that question on notice and provide you a much better response. I've had time to consider it. I will take that on notice and come back to you if that's all right. Thank you very much. I conflated so I was using my apologies there. In regards to the 1.9, I would have to take that on notice myself. Noting that the Director in question isn't within the room. So if comfortable, I could take that on notice and then provide it as part of the overall summary. Back to that position. Councillor Wilson: I'm not really comfortable with that. Is it something that we're voting on? Director Walsh: If I could provide some context. I understand since it's a reconciliation, and I encourage reconciliation between the grant amounts that we've provided and then the actual budget that's actually established in the budget. And the interrelationship between the two. And the amounts reported to CWE don't quite reconciliate with the grants amount that

00:51:00 we're going to take. And the actual project 10 costs that's submitted to Council. And I think that's reflected in the budget. But I would like further detailed advice. But that's my understanding. Speaker 3: Yes. So through this year, having reflected on the original confidential report that was provided, which we can't talk about in detail, what is approved within PR2 is within the constraints of the overall funding packet that was approved. So there was no change to the overall funding that was included in the original approval by Council itself. I believe that this is, again, to the Director of Infrastructure's point, a reconciliation to make sure the actuals reflect the underlying funding as it's attributed. With the amount that's noted with loan, there are some pluses and minuses that need to be looked at in terms of the ultimate funding of that. It's immaterial. Yeah, it's immaterial. So sorry, I'm being cautious just as I know the report that was taken wasn't a confidential

00:52:00 system. And I can actually begin by saying my apologies on that. Does that answer or lead to answer some of your questions? I think so. Councillor Wilson: Thank you. Right. Another couple of questions. Sure. In the Statement of Financial Positions, Attachment 2, just between the original budget and revised budget, there's a lot of movement in contract liabilities and provisions. Could you give us a bit more detail on what's happening there? And it's both current liabilities and non-current liabilities. Speaker 3: It's so good, Shire. Again, to take it on point with the specific data, I have to take it on notice that there's a number of factors that make that up. So I can speak to each of those. Councillor Wilson: It could be back to the previous question about where the market's at at the moment. And one more is the ratios, which is attachment 5.

00:53:00 The asset sustainability ratio is 223% at the moment. And then is it likely to drop significantly in the following years? Speaker 3: Yes. Through the Chair. If I didn't convey that early enough in my opening statement. So as a result of BRT, we found the current year ratio is up. What we expect to do once we capture the re-profile, and as we've alluded to, we'll carry forward balances and go through budget 26-27 proceedings, that 69.7 will come back materially above the threshold. As a result of BRT, we don't actually re-profile the subsequent year. So it's a timing difference of anything. And then once the budget proceedings for next year come, that will correct itself. It's a timing issue. Thank you. Councillor Phillips: Councillor Phillips. A couple of questions around the NAC filtration. Correct me if I'm wrong. I thought it was signed last year as already for winter. But now it's put off for another winter. So can you just say that to me?

00:54:00 Speaker 4: Councillor Phillips, is that okay if I just defer to the Director of Communities to respond to that? Thank you. Speaker 5: Thank you, Councillor Phillips. So in terms of the deferral, it's really a matter of just a month and a half. So it's the same winter. It's this winter. But instead of it falling, the expenditure falling primarily in this financial year, it shifts to next fiscal year. So the intention is to go ahead this financial year. And this winter, it's just, it's a timing issue that pushes the expense into another financial year. So work is undergoing at the moment. It's just around when the expense occurs. Councillor Finzel: Yep. Speaker 5: Okay. Deputy Mayor Stockwell: Councillor. Councillor Wollington has her hand up. Councillor Lorentson: Just in terms of our sealed roads network, we've had quite a few deputations in terms

00:55:00 of sealing the roads. And I note that the program does list gravel road network renewals. Are there plans for sealed road, gravel road upgrades in the near term? Or is that something that we just park for now and discuss as part of our budget deliberations? Maybe a question to the Director. Councillor I say. Yeah. Speaker 4: Thank you. To the Director of the infrastructure. Director Walsh: Thank you for that question, Councillor. So that cover, that budget covers the renewal of existing gravel roads and the re-sheeting with gravel to keep it into a reasonable standard. We have noted councillors, some councillors and community requests to expand the sealed road network. And we'll be considering that further as part of the budget process between the 6th and the 7th. Councillor Phillips: Another question now. Thank you. Around CWA, Capital Works Executive. I'm probably just interested, especially now and hoping to get on that committee as well, how decisions are made by council's CWA committee compared with those made through

00:56:00 budget reviews. I'm just interested in understanding the decision making process and how they each connect. Speaker 4: Thank you, Councillor Phillips, through the Chair. We can, Shaun and I can both respond to that. But in terms of the capital works, in terms of reference, specifically has the CEO able to make on the delegated authority those decisions for emergent works to ensure more efficient delivery of capital works as they are emergent and needed? And then the report that Director of Infrastructure referred to that came to last week, Services and Organisation Committee reports on what decisions have been made at the Capital Works Committee. Thank you. Councillor Phillips: We have a follow-up question there to the CEO. Director Walsh: If I could just contribute. There's a full terms of reference prepared for this Capital Works Executive about what's

00:57:00 in scope and what's not in scope. I'm very happy to take any councillors through those terms of reference. They're reviewed every time there's a new term and we're always receptive for feedback to ensure that those allegations are really clear. Councillor Phillips: Okay. A follow-up question then to the CEO around the terms of reference. So reviewed in the new term, is there any possibility we could bring it mid-term or is that just something that? Speaker 7: That's the cycle we run. To change that cycle, I'm happy to, as you say, we can bring that to council. You can look at it and if you think that there's a need as a group to review in more formal circumstances. I'm happy to do that. But at the moment, to me personally, it works. The process works, I think, to having councillors on the CWE. Again, the CWE, as Shaun said, is really about emergent works. So we've got a process to keep the wheels rolling.

00:58:00 And it's emergent works that sit within my authority to approve. If it's over my authority, then it obviously has to come to council for further deliberation and approval. Deputy Mayor Stockwell: So it's clarifying the nexus between the items we've currently got. It's those emergent works approved by capital works executives that will be reflected in the budget. Speaker 7: And that's the reason for BR2 is to capture those so that we make sure that we can afford them or we can afford them but they're captured within our financial statements. Because we're also very cognisant of, you know, not just really approving them. And again, any councillors that have been on that committee would back me on that as well. I think it's just something where things come along and a roof blows off or something breaks and something needs to be fixed immediately. We need to have that capacity to bring it to somewhere that, I guess, that authority doesn't just come to me.

00:59:00 It comes to a group. We agree it. Speaker 6: And then it's up to me to basically sign it off. Speaker 7: So it's, again, it's another check. And I believe that it works very well at the moment. Okay. Deputy Mayor Stockwell: Thank you. Would someone like to move? I'll move it. I'll second. Thanks for this. You know, we have been well briefed. The... Speaker 7: I'm sorry, who seconded it? You have two other... No, Councillor Wilson. I reckon Councillor Wilson was first, but I'm looking for... Councillor Wilson: I actually tried to move it. Speaker 7: Who's the Chair? Oh, did you? No. Deputy Mayor Stockwell: If Councillor... Move Councillor Wilson. Second Councillor Wilkie. It's all good. I'll let you talk to it. You'll be much more convincing than me. Councillor Wilson: Thank you for the report and the... And all the questions that you've been able to answer today. I just want to actually highlight something in the reporting that I think is new and worked really well for me. It's in attachment seven, the revised capital works program budget.

01:00:00 The right hand side of the page, where we've got how each project or program is being funded. I found that really useful. So we've got whether it's grant funding, loan, levy reserves, other reserves, depreciation, general rates, cash. I found that really good to look through and see how much is funded by depreciation. So, yeah, just a little note there that I enjoyed that part. I'm happy to support the recommendation. Thanks for all your work on this. Deputy Mayor Stockwell: Councillor Lorentson. Councillor Lorentson: Just a suggestion, Zac and Marg. Under risk and opportunities, the reports are often just referred to the council's risk register. That it identifies that there's a risk and opportunity. It identifies the number of risks that could impact ongoing financial sustainability. It would be really great to have the top five risks. And I know I'm sitting, doing a course at the moment and across, you know, all local governments. Those risks are from top of mind, cyber security, climate change, human resourcing, et cetera.

01:01:00 But it'd be really great to have just a small chart. What is, what have we identified as risks? High risk. Thank you. And thank you again for excellent reporting and making our job so much easier. Councillor Phillips: You're welcome. I'd like to speak to it. I was a bit nerdy as well. Attachment 7 was even printed out and highlighted for me. So, that was one step even more than I. It was really, it's actually really great for the community to see a document like that. And because I put the lens of, you know, just a household budget or the everyday resident. I think that was a really great attachment. So, thank you for that. I guess, sort of, back to similar what I was saying before. My concerns are more around, not individual line items, but just how it all comes together

01:02:00 as one. I think unless you're watching every monthly meeting, reading every report, it really is hard to capture where money is coming from. So, I think it's really important for the community to see how much money is being spent. And in the first month of the term, you know, one of the things I wrote on the board was build trust with community and gain confidence from them to see what was being decisions in the room. And so, that's why, you know, I'm probably going to continue on about the CWE, even though it's, I have confidence in the process. I think it would be really important that community probably get more insight into how that connects with our budget review, because for me, that's something that I've been learning. So, it's really not about, yeah, each line item for me. It's being more around how you put it all together. I really want to reiterate that community expects public money to be managed really

01:03:00 well. And this council has done it for years. I've, you know, lived here my whole life and watched it from a distance, but now I'm in the room. I really want to see more understanding on the level of putting it all together for them. So, yeah, I think we're nearly there. I can see already that there's changes in the reporting, but if you can just take more of my points around. I probably get disappointed in just the lack of visibility over the big picture stuff and how it all comes together and how things are prioritised. I think that can get really unsatisfying and shake public confidence. So, I will probably be raising more and more in the budget reviews and coming into good timing into the budget for this year that I'd really like to see it all connect with the community a little bit more for me.

01:04:00 But I'm already appreciative that we're getting closer to that. So, yeah, again, I don't need to say any more about the reporting is already so much more clearer for people, but if we can continue that, I think that will really, really help build that confidence back in community as to where it's all going, where their money's being spent and how it's being prioritised. Thanks. Deputy Mayor Stockwell: Councillor Wilkie. Mayor Wilkie: Yeah, thank you. Just building on what Councillor Jess has said, every term, councillors make requests of the corporate finance staff about the reporting, what they would like to see in it. What we've seen here with the budget review and the monthly financial reporting is the accumulative effect of that over many, many years. So, thank you for being open to taking on board our suggestions. And I think that's really, really important. And making it as clear as possible.

01:05:00 I'm finding more and more that the reporting answers more questions than it raises them. But you're always open to taking questions. So, that's a really good sign. So, thank you. Deputy Mayor Stockwell: I think one thing that we probably don't do enough of is just reiterating how fortunate we are as a council. And I think that's really, really important. And I think that's really, really important to be in such a strong financial position. To have to explain why the net liabilities ratio is a negative is not something very many councils have to do. Our low level of debt, even though we're spending $79 million worth of capital works in the revised, the, you know, I always refer back to when I first got on board with the council. It was well below $20 million a year in capital works.

01:06:00 So, that has increased. The fact that we're in surplus. The fact that, you know, we try and manage it so it is not, you know, the cash reserves aren't greatly increased by having excessive rate prices. So, we're now, you know, basically break even in terms of our surplus. You know, less than $100,000 from memory. That's, that's very tight for a huge budget of ours, you know. So, the, the fact that we do manage it and, yes, we have got some good cash reserves. And the one thing that I suppose another sort of message to the community, if we spend all our cash reserves on capital works this year, then the pressure on the operating budget next year to have raised rates because we'll have the increased depreciation. So, that link between how much new stuff we build to increase and depreciation is the real balancing act in terms of local government budgets. But, yeah, overall, this review is a worthy one.

01:07:00 It's, it isn't one where we've looked at new initiatives, but there may be one of those reviews before the end of the financial year if we're sailing well. Speaker 8: Anyone wish to speak? Councillor Wilson, do you want to close? Councillor Wilson: No, no, thank you. Deputy Mayor Stockwell: I'll put the motion. All those in favour? That's unanimous. Councillor Wilson: Thank you. Speaker 7: All right. Thank you. Thank you very much. Deputy Mayor Stockwell: So, the next item is the Operational Plan 2526, Quarter 2, Quarterly Poll. And we have an executive up here, Yanchi Wolf, here to give us an overview. Speaker 6: Good afternoon, Councillors. So, this reporting report provides a Quarter 2 progress update on the delivery of the 2526 operational plan. Overall performance remains positive with 77 of the initiatives on track or completed.

8.3 OPERATIONAL PLAN 2025-2026 Q2 QUARTERLY REPORTING ¶

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01:08:00 Sixteen initiatives experienced a minor disruption and five a major disruption. For the major disruptions, it's the Kabi Kabi Engagement Commitment Plan. However, as you would be aware, it's currently being addressed through the budget review process. Then we have the progression of Stage 4 for the Regional Art Gallery. But the report is now scheduled for April 26 to come to Council. Then we have a scoping of a workforce planning model. It has experienced a major delay as well. However, a draft plan and scope are anticipated for March 26. Then we have the finalisation of the Boreen Point Campground Master Plan. This is a bit unclear because there is a major delay. But it's not a push-fire risk. This has not been resolved yet. Some of the key achievements. Destination Management Plan, as everyone would remember. It's a great achievement for Noosa. The Tourism Noosa Roadmap, as well. The associated Tourism Noosa DEET is now scheduled for delivery in March.

01:09:00 It's requested by Tourism Noosa. We also saw the successful trial of the Community Engagement Panel, which is fantastic. And initiation of the Engagement Phase 2 for the draft Noosa Botanic Garden Master Plan. We also saw the implementation of the Sports Development Grant Program to support local athletes and coaches competing nationally and internationally, quite timely with all the exciting things happening at the Olympics at the moment. And in addition to that, in Attachment 2, this report provides an overview of Council's current key performance measures. And in addition to that, in Attachment 2, this report provides an overview of Council's Overall the majority of these measures performed in line with targets previous in line with previous reporting periods. You will notice though that there was a 10% increase in requests received which caused a decrease in the number of requests completed within target date and this was likely caused by the storm event in late November which saw like a huge increase of requests coming in obviously for tree and

01:10:00 middle vegetation clearing and so forth and as you would be aware the council crews are still working through the backlog of that work. That is the high level summary, any questions happy to take them. Councillor Phillips: Councillor Phillips. Excuse me Mr Chair. You may. Just a quick question around the minor disruption of the bushland reserve strategic fire management plan um that one I just want to know given all the rain we've got it means we'll come into a hot summer so can we just see if um can I know a little bit more about when that will be finished uh the initiative number yeah the pro well the strategic fire management plan 2021 yeah um it delivered planned burns and mechanical fuel

01:11:00 reduction where conditions allow i would imagine the disruption is because of the rain but i'm going to assume that but i'm guessing i just want to know what happens after this as to how it Speaker 6: gets back into on track i'm going to take that question on the roof and we'll provide after the meeting considering that the directors can undercut yeah yeah Councillor Wilson: thank you um on 4.7.1 which is develop the road map and investment plan towards zero emissions for council services um i just want to know on what basis has that been determined to be on track given we haven't had any draft roadmap we haven't talked about any future targets and we haven't had any talk about the investment plan yet so while it says there's a report coming to council in april the january workshop was cancelled and so far all those seven workshops have been back for talking we haven't talked about anything future oriented

01:12:00 yet so i just want to know how about this what's being measured there because we've determined Speaker 6: yes again i apologize i would have to take that on notice and reach out to the team to get some advice in that matter i do understand that we obviously go through regular workshops in the matter and there's progress on an ongoing basis and it would obviously then relate to the key milestones of the project some of these projects are obviously not just an annual like one year projects there are multi-year projects all and both um i have to trust that the director against those milestones provides an appropriate assessment of the initiatives where there's a minor or major delay Deputy Mayor Stockwell: but i'll i'll confirm it any further questions councillors um and maybe i'm not sure whether you Councillor Lorentson: can answer this johnson maybe this is a question to people in culture when we get more deep dive

01:13:00 but in terms of staff turnover rate do we have any data um in terms of how our 19 percent compares to other local local councils of similar size and um and i've just got a few questions around that are the uh is the staff turnover the vacancies voluntary involuntary are there emerging themes when people leave the particular departments is that information secret yeah that's that's what um can i can i Deputy Mayor Stockwell: so uh director is this something that uh a future briefing on the workforce plan and things like Speaker 4: that uh yes thank you through the council laurenston um as previously reported we are with our new manager of people in culture we are working on having uh we're actually working on a project management plan for the development of the workforce capability plan which we'll talk

01:14:00 about employee life cycle talk about um how we compare with other councils also what's contextually relevant just for our council um and where the other outliers are so we're hoping to have the draft pmp um through to the executive for consideration and endorsement by the end of march and and we're hoping to have a draft um by the end of this calendar year because it's it's quite a large body of work that obviously requires consultation in a quite a detailed way with all levels of um management and other levels across the organization and a very important um Councillor Lorentson: document um in terms of the key performance measures uh when was the last time that was reviewed Speaker 6: the key performance measures where um is implemented as they are right now but we obviously um i'm looking into reviewing those um key performance measures we now we've used them for um for um you know we've used them for um for um

01:15:00 maybe one and a half years my understanding and we're receiving our feedback from some of the operational teams in terms of what else they would like to report and what they do not like what they like about the current key performance measures obviously we also want to look across other organizations what they report so that's um that is basically work that's coming up and this is part of our ongoing improvement of the corporate reporting system that we actually i'm reaching out to the teams and see how can we improve what else do we want to see here and um but once we do a proper review this one obviously also brought two councillors um in terms of to see what councillors would like to see here as well thank you very much johnson Councillor Phillips: this one might be for um director continue community services it appears that we're taking our notice in relation to another minor disruption around um progress of asset management planning for council's community service buildings community infrastructure potential their ongoing sustainability to meet the function functional needs of current and future users

01:16:00 and says um building condition assessment reports 57 employees but i guess my biggest one one is just understanding the risk to council with any community with 28 of comprehensive asset management plans in the air completion thank you councillor phillips i'm happy to take that question now Speaker 5: um so we um it's one of the big pieces of work that we all acknowledge needs to occur and that's having asset management plans for all classes of our assets including our community facilities both those under council owned managed operations and those under community organizations so this is a piece of work that there wasn't funding available or resources available through infrastructure services so we have taken that on board in community services and have a staff member working

01:17:00 patiently through this and with the support of infrastructure services helping to do the condition assessments which are critical so we've started on the high risk high value assets things like the big noose of the library with all its complexities the aquatic center and then that will gradually work its way down through to the ones like halls so it's a long piece of work our goal is to get a model so that the first so the first couple take a very long time and then that should simplify things going forward probably a follow-up Councillor Phillips: question then because it did sit with infrastructure didn't it so can i maybe understand how the determination that went to community services only because in my mind it's infrastructure but Speaker 5: i probably well i think yeah i mean we have a lot of assets that need asset management plans and i was conscious that we were bringing up emergent requests for funding that should have been identified through an asset management plan and given the workloads on the asset management team took it on board to start to address this ourselves but it's in partnership with infrastructure services so it's a lot of work to do but i think it's a lot of work to do but i think it's a lot of work to do but i think it's a lot of work to do but i

01:18:00 The model around condition assessments, so some of the condition assessments that were contracted out gave us very high level information that might have said, for example, this component is poor, but no information. Or, for example, this component, such as a roof, is in fair condition and yet we're finding emergent issues. So we decided to take a different approach and actually use the incredible skills within our building facilities team, who know those buildings really thoroughly, to get their perspective on condition assessments.

01:19:00 And that's given us much greater detail and confidence in what the conditions are. Still using external technical experts where we need them, but really grounding those condition assessments. To understand, you know, what parts of our facilities are actually in fair and good condition, and where we need to spend the money to address significant issues. Councillor Phillips: So, follow up, is the technical assessment done through infrastructure or external? Speaker 5: Some of it is done externally. We've had some things where we're, for example, looking at the state of something that an internal team member can make comment on. Some it has to be external. If it's, for example, assessing the condition of a technical thing at the NAC, you need the expert to do that.

01:20:00 Or if it is an air conditioning system, you want the air conditioning experts to do that. So it depends on what it is. But if it was, for example, the external condition of a wall and it's paint, you know, you might be able to use an internal staff member to do that. Okay. Councillor Phillips: And just one follow up. So then how, through that, will it come into the ARC or a budget review? Because I would suggest that it would come through as a submission from staff to executive. So how do I then feel confident that it then will come to council to determine when? Speaker 5: So I can comment first, and then I'm sure Director Walsh will fill in any gaps. But we use asset management plans in two ways. The first is to guide our annual renewal program. So our general maintenance program around, you know, when the walls might need to be painted, et cetera.

01:21:00 So that gets built in and you can then develop a planned renewal schedule over the next 10 years. The advantage of that is that we could, for example, say, so at the moment, if we need lighting done in a building, we're handling them one by one. In an ideal scenario, we should know when the lighting needs to be changed. So major lighting across a 10-year period and have a contract rolling each year. So we get efficiencies and we get certainty in programming that. So annual renewals will make a big difference. The next is understanding what the significant issues are, whether it's roofing that needs replacing, whether it's air conditioning that needs replacing. And you would see that come through in a funding submission through the capital works program at budget time. Director Walsh: Shaun, did I understand anything there? Yeah, I think I totally concur with everything Kerri said. Probably what you'll see in the evidence in the 26-27 is a reinvigorated asset renewal program for community services buildings.

01:22:00 So that figure will increase to reflect real data. Why? Because the renewal program is underinvested at the moment. And historically, from de-amalgamation, we were provided a very poor asset base. And the priority to date, until very recently, has been on the high-cost assets such as roads and pathways. At the expense of the less but community-sensitive assets of community buildings, we need to change that profile. So in the last six months, I've put a briefing note to the executive about the more mature model for asset management in the organisation. And we're currently working through those steps. And I would be pleased to advise of a new approach in the near future. I would also note that infrastructure services have also been impacted by that previous prioritisation in the ground of playgrounds. Because playgrounds were relatively low cost. We had playgrounds that were up to 40 years old that were actually profiled in the system as only 10 years old from the asset handout from Sunshine Coast Council.

01:23:00 And that's led us into disrepute with the community. So I just want to note that it's not just community services. It's almost these public-sensitive assets that require additional focus to ensure that we're looking after the better and public community. Speaker 5: One of the issues, Councillor Phillips, is that when we de-amalgamated, we did not get a full and complete list of what our assets were. So, you know, obvious assets, the ones that we operate, were very clear. But it's taken a long time and that still isn't clear on exactly the assets that we have in our portfolio. Deputy Mayor Stockwell: Councillor Finzel. Councillor Finzel: Yeah, thank you. That's given us some good eyes on that. When we talk about disrepute with the community, working close with, you know, our community groups, this has affected a lot of them very closely.

01:24:00 Do you guys work, how do you work with properties and managing, like, the arrangements of the lease in terms of those buildings? Because that seems to be where that money and that cost goes back to our community groups that have to apply through that grants process to have buildings fixed so they can progress, like, even putting salt on their roofs. So can you talk to me a little bit about how property is engaged in this process? Speaker 5: I can talk generally about that. Councillor Finzel: Is that the process? Deputy Mayor Stockwell: It is very marginal to whether it's part of the operational report. Speaker 5: I can certainly take that question on us and step you through practically the process after this, Councillor. Because it is very significant to our community groups, yeah. Director Walsh: I'm also happy to volunteer a briefing to the councillors in the near future about a revised, more mature approach to asset management and where we're heading towards. Thank you.

01:25:00 Deputy Mayor Stockwell: So we are dealing with the operational performance report, well, the report. Have we got any other strategic questions or would someone like to move? Councillor Lorentson? Councillor Lorentson: Just a thought. I would love, as part of the reporting, to understand when these projects began because a lot of these have been going on and on and on. And to me, it's, you know, when we're talking about a project, we're talking about a project that's been going on for a long time. And we look at and the report states ambitious priorities within 2023 to 2028. I refer to like the work in progress. Is there a point when we decide, well, this has been, you know, this hasn't been addressed for the last five years. Maybe there's a point when we just sort of park it or it's no longer the data or the reporting is no longer relevant in 2026. So just an idea, Johnsey, if we can just get an idea of when the project started and just to give us a little bit more information.

01:26:00 Speaker 6: Yeah. For the Chair, so obviously this, the report and the reporting system is under constant development and improvement. So that is definitely something which is on our radar that we, because we obviously know that there's quite a few initiatives contained within the report, which are multi-year. Speaker 8: Yeah. Speaker 6: And for us to better represent these multi-year projects and how they're tracking over those years. Speaker 7: Right. Speaker 6: There's also quite a few initiatives contained in this report that are ongoing. We don't necessarily expect that they will ever disappear unless we decide so, pretty much. So obviously providing some more visibility in terms of the timeline of those initiatives or the categories. I can work on that, of course. Councillor Lorentson: Yeah. Thank you very much, Johnsey. Deputy Mayor Stockwell: Anyone like to move? I'll second. I'll second. Councillor Finzel moved and seconded by Councillor Wilkie.

01:27:00 Councillor Finzel, you have the floor. Councillor Finzel: Look, I think it's really excellent to get this reporting and this update. It's a great, you know, bird's eye view, an overview of where we're going. It's really good for the community to see how we're tracking and hold us to account. Yeah, I'm looking forward to seeing how we progress the matters raised through the report around the table today. Looking forward to Director Shaun bringing back that report to us. And thank you, Director Contini, for answering questions at the table today. You know, it's a collaborative approach, how we work together to get the best outcomes for our community. So thank you for the report, Johnsey. It's a good overview and it's encouraging to see how we're incrementally progressing forward to get the best outcomes for our beneficiaries. Thank you. Deputy Mayor Stockwell: Okay. Anyone else wish to talk? No? You want to close and argue with yourself, Councillor Finzel? No.

01:28:00 Thanks for the offer. I'll put the motion. Those in favour? That's unanimous. Thank you, John. Thank you. We now move on to the item four, which is proposed motions for submission to Elgin National General Assembly. Now, CEO Finzel, are you going to give the overview? Speaker 7: Well, I want to give the overview. As in other land, every year there's the opportunity to provide motions to the Australian Local Government Association, similar to the LGAQ, where we also provide motions to the Australian Local Government Association to highlight aspects that we believe as a council need to be highlighted and need to be provided, or the attention provided to it, so that some action may be taken. The LGAQ is a body that then takes on those, once they accept the motions, once they go

8.4 PROPOSED MOTIONS FOR SUBMISSION TO ALGA NATIONAL GENERAL ASSEMBLY 2026 ¶

▶ 01:28:16

01:29:00 to the conference, they get accepted and then they go forward to whatever level in terms of action. Okay. I'm trying to get some activity or action associated with those. Councillor Lorentson has provided these six motions, and I think it's probably best to... I think your statement was read rather than go through them, but if you want to go through them one by one, just in highlighting, Councillor, so that we can make sure that you've provided a little bit of background on each one. Sure. Councillor Lorentson: I'll just give you a quick summary. Again, I'm going to assume this is as read. Also, reiterating what the CEO has just said, that once this actually goes to the Australian Local Government Association, some may actually not get accepted and some may.

01:30:00 So, I have six motions, and I'll just read the titles. Reducing... Reducing... No surprises with what I'm bringing forward. Reducing microplastics in water waste. Motion number two, recycled wastewater for emergency firefighting. Motion number three, emergency medical workforce support. Motion number four, internal cyber security, fraud controls and information sharing in local government. Motion number five, national youth employment and training pathways in local government. And number six, a national framework to improve construction and demolition waste recovery. So, this year, I'm bringing forward a series of motions that I believe align with our corporate

01:31:00 plan and community priorities. They centre around community outcomes. They focus on our environment and youth. These issues are not new, and they won't fix themselves. And that's why I keep going, year after year, I think I've gone six years in a row to Canberra, advocating for them, because without continued pressure, we won't get the national support, and most importantly, we won't get the funding that we urgently need as small local governments. I've got a couple of environmental motions. One focuses on reducing pollution before it reaches our oceans and waterways. And one motion calls for federal investment, as in funding, in advanced wastewater treatment, so we can stop microplastics and emerging contaminants at the source.

01:32:00 Clean oceans and clean waterways matter deeply to this council, and also, as a whole, to our community. Places like Burgess Creek remind us how fragile these systems are, and why best practice treatment is essential. This motion pushes for stronger product stewardship, so producers, not councils, carry the cost of managing problematic waste, like microplastics and textiles. Again, local governments shouldn't be the ones that are absorbing these costs. Two of my other motions, and I'm going to go through them one at a time, and then we'll move on to emergency management. One seeks support to use recycled wastewater for firefighting, just so that it just reduces the strain on potable supplies. And the other motion calls for the creation of an Australian medical reserve, so senior and semi-retired doctors can volunteer during disasters.

01:33:00 That motion has actually been brought to me by the AMA and the Department of Health and Human Services here in Noosa. Both the motions there aim to build stronger, safer, and more resilient communities that can respond effectively when emergencies hit. The cyber security motion, that's another area where I believe needs national support, and in light of recent incidences here in Noosa and the Gold Coast, my motion for a local government cyber security and forward resilience program would help us save lives. It would help us upgrade our systems, strengthen staff training, and most importantly, share real-time threat intelligence. Again, councils, especially the small ones, can't face cyber threats alone. But another motion in environment, that's to improve construction and demolition waste

01:34:00 recovery. That one excites me a little bit. Construction waste is a major contributor to our landfill volumes and resource loss. A national focus or requirement for source separation, you know, separating construction and demolition waste at the source would help us reduce our landfill pressures and improve recycling rates and cut back illegal dumping. And finally, I've got a motion on our youth. The most important issue. One of the most important people in our, not the most important, but one of the most important sectors in our community, and the age group, I think 18 to 24 that we see are leaving Noosa. So that motion focuses on youth employment, and it asks the Commonwealth to establish a youth employment and training pathway program with each council.

01:35:00 So the idea is that we are, as a council. One of the largest employees, especially here in Noosa, but we are a key employer. So councils should almost mandate, mandatory youth apprenticeships and internships, and it should be proportionate to its population. And that just means that we ensure that our young people across Australia have access to careers in local government. With major shortages in planning and development, we need to make sure that our young people I think it's really important that, A, we get the funding, but also we get support in terms of our regional training pathways and national recognition that local government is a key employer. In summary, the motions that I've put forward reflect the issues that I personally care deeply about and, again, issues that matter to this community and to this council.

01:36:00 Our environment, our community and our youth deserve strong advocacy and that's why I keep going to Canberra and bringing these motions forward each year. Local governments can't do this work alone. We need meaningful support and funding from every level of government. If we want cleaner waterways, more resilient emergency systems, stronger cyber protections and a pathway for young people into security, local government careers, we must keep pushing. Advocacy is how we make noise, how we stay on the national agenda and how we secure the change our Noosa community needs. I'm happy to move it, Mr Chair. Deputy Mayor Stockwell: You can't. Because the recommendation has a insert names. Mayor Wilkie: I'm going to move that and it can be amended.

01:37:00 Deputy Mayor Stockwell: I wouldn't accept a motion. B, you can't have approved councillors insert name as a motion. Mayor Wilkie: No, I'm going to move. I'm going to move that. That has written that approved councillors, councillor Lorentson. Deputy Mayor Stockwell: Yep. Mayor Wilkie: To attend. Blah, blah, blah, blah, blah. Deputy Mayor Stockwell: Yep. Mayor Wilkie: And that's if councillor Lorentson will accept and will attend. Councillor Lorentson: I'm happy to accept and attend on the provision that there is no other councillor that wants to go because I have attended over the last few years, I think, under mandatory. Yeah. So I think in terms of equity, I really would love to throw it at the table if anyone wants to take my spot. Deputy Mayor Stockwell: I've got a question. Is it one councillor allowed under mandatory or more? Councillor Lorentson: It's normally two. It's actually two. Director Walsh: I think the three can just be approved by the council and it says should they wish to attend so it's just if they decide to attend. Deputy Mayor Stockwell: So what councillor Wilkie is suggesting is that he puts councillor Lorentson in there. We can proceed with that or if there's another council wants to be considered.

01:38:00 Councillor Lorentson: Through the chair, there was two last year and in previous years. Deputy Mayor Stockwell: So is there another council or councillor Wilson would put a name up? Is there any other councillors who wish to be considered? Yes. Okay. So councillor Wilkie, are you happy for that amendment to include councillor Wilson? Yes. And if any other councillor wish, if this was to proceed, any other councillor wishing to attend would then do it under their discretionary budget. Are we clear on that one? Yep. Okay. Do we have a second for the motion? Councillor Finzel? Second. Councillor Wilkie, do you wish to talk to the motion? Mayor Wilkie: All right. Look, this represents a considerable body of work by councillor Lorentson and I have to admire the work that's gone into it and the passion with which she's pursued over many years now, several years now, some of these issues.

01:39:00 As councillor Lorentson said, it will be ALGA that decides which ones make it to the floor for debate. But I've also nominated councillor Lorentson to attend because she's put in the work and would be the best advocate on the floor to deliver those motions. She'll have the best knowledge of those motions and the background to those motions. I also think it's a very good idea for other councillors to attend. I don't believe councillor Wilson has attended before. Okay. It's a very good experience but should there be any change to the number of councillors or the councillors that wish to attend between now and Thursday, we can have that discussion. But I say well done to councillor Lorentson and I wish you all the best in Canberra.

01:40:00 Speaker 8: Thank you. Deputy Mayor Stockwell: Anyone else wish to talk to the motion? If you're happy not to close, Councillor Wilkie. Okay. I'll put the motion. All those in favour? That's unanimous. And we move then to item five, which is a major event funding proposals. And while the relevant staff come to the table, just to remind the council that the attachment to this report is confidential. If we wish to discuss matters relating to that, we will need to go into closed session. Mayor Wilkie: We'll just clarify why those amounts are confidential. We'll just clarify why those amounts are confidential. Mr Chair. Because they could be amended. Deputy Mayor Stockwell: Yes. So the reason they're put in confidential is that it's because at this stage they're commercial in confidence and we've made prejudice putting that information out before the motion is agreed to.

8.5 ​MAJOR EVENT FUNDING APPROVALS ¶

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01:41:00 My understanding is once the decision is made at the ordinary meeting then those amounts then become public. Is that correct? That's correct. Yeah. Thank you. Thank you. And we've got the manager of economic development who's going to give the overview. We must have an acting director that we could ask hard questions to. Speaker 2: Thank you, councillors. Through the chair. This report presents the recommended major event sponsorship funding allocations for events to be delivered during the 2026-27 financial year as the event portfolio transitions from Tourism Noosa to Noosa Council. From the 1st of July this year, 2026, Noosa Council will assume responsibility for funding major tourism events following extensive community consultation through the destination management plan process and subsequent engagement with event rights holders.

01:42:00 This transition represents a significant shift towards a community led, values aligned approach to events in Noosa. The DMP feedback highlighted a strong desire for council to provide clearer oversight of events, ensure better alignment with community outcomes, sorry, community expectations, reduce negative impacts and strengthen sustainability and accessibility outcomes. Transitioning event funding to council supports this direction by enabling improved governance, strategic alignment and consistent decision making. It is also a direction supported by the events industry. A 12-month transition period is required to allow existing contractual obligations by Tourism Noosa to conclude. This period also provides council with the necessary time to establish the internal processes,

01:43:00 assessment tools, relationship structures and policy framework to effectively implement and effectively manage major event investment as a component of the Noosa Council Sustainable Events Strategy, which is currently under development and will direct future funding decisions. From July 2026 onwards, it is anticipated that funding decisions will prioritise events that deliver tangible community benefits, demonstrate strong environmental responsibility, enhance accessibility and minimise risk. The council will also be able to provide a more balanced distribution of activities across the Shire, while still recognising the importance of economic and visitation outcomes. The events have long played an important role in Noosa's culture, economy and community. In response to community feedback received during the development of the DMP, council

01:44:00 is creating a new sustainable events strategy and accompanying guidance. These documents will shape Noosa's future events portfolio, including tourism, community and arts and culture events, ensuring alignment with the principles and objectives of the DMP. The strategy will also guide future event funding and sponsorship, provide clarity and certainty for event organisers, and be directly informed by community feedback gathered throughout the DMP process. Thank you. Thank you. And I would ask that council notes the following recommendations and also an amendment to recommendation A. As the report was delayed, we didn't take it to the S&E Services and Organisation Committee. It came straight to General. So we ask that council A approve the major event sponsorship funding for a transition

01:45:00 year, being 2026 to 2027. As outlined in the S&E Services and Organisation Committee, it will be approved by Council as outlined in Confidential Attachment 1, Major Event Funding Recommendations. Confidential IAW with S254D3 of the Algae Regulation 2012, subject to sufficient funds totalling 230,000 being allocated in the adopted 2026-27 council budget. And note that the new sustainable event strategy, policy and assessment criteria are under development and will guide future processes. Deputy Mayor Stockwell: Thank you. Do we have any questions? Councillor Phillips. Councillor Phillips: Thank you. Just in relation to the resources that are sort of holding now, it says responsibilities it's with us, AU's Futures and Moosa, but are we now, do we have someone with this

01:46:00 portfolio? Do we have someone with a portfolio? Or is it still with Tourism Moosa? Speaker 2: It's actually in a transition, so it's sitting within the dev team, but we're working on it together. So the reason we're taking the funding over first is so that the contracts will be seamless for the event organisers. But we're using internally the same processes that Tourism Moosa have used as an interim measure for this transition period only. Until our new event guidelines are all ready to go. Councillor Phillips: So are we subcontracting some work back to Tourism Moosa throughout that partnership? No. Speaker 2: It's part of the roadmap, the Tourism Moosa roadmap. We've been working together. They've known that this was coming. Our primary objective is to make it as seamless as possible for the event directors, so that they know that they've spent a lot of time working together.

01:47:00 They've still got their 18-month lead time for future planning. Speaker 1: We're using existing resources in the team to actually do the assessment and do the work and develop the strategy. Councillor Phillips: One last question. So as I've had it before, so we're adopting allocated funds before the 2026-2027 budget. Is that a normal process or just this is different because of timing? Speaker 2: It is timing, councillor. It's the events that we're talking about. The events need an 18-month lead time to be able to plan and execute their events. So we've brought the funding over, but it's almost coming in to go back out to fund the existing events that we assess. So we went through a process of assessment where we got a panel of experts in events across the organisation. And we did do the assessment to make sure that there was no other event sitting there

01:48:00 outside of the ones that had previously been assessed. And we did that assessment and came up with events totalling the 230,000. Deputy Mayor Stockwell: Councillor Wilson. Councillor Wilson: Was there any consideration given to when selecting which events to go to? Was there any consideration given to when selecting which events to fund? In trying to make sure that there were event-free months in the original community? Or will that be part of the future strategy? Speaker 2: So through the Chair, that will be part of the future strategy. This year was all about trying to maintain the consistency for the events. As you know, the DMP took longer than we had envisaged. That had a bit of a knock-on effect. Just at the timing when Tourism Noosa, had they still been running events, would have

01:49:00 gone out with an expression of interest. So to make sure that, again, the event organisers and directors weren't impacted, we agreed to have almost status quo, with the exception that we had an assessment period, in case there was any that we weren't aware of. So it's almost been, we've kept everything pretty much as it was, to allow us to do our event criteria and guidelines. Councillor Lorentson: Councillor Luton. Once the sustainable event strategy is adopted, do we expect the number of events and the level of funding required for the major events to increase, decrease, or decrease? Or remain stable? Speaker 2: That will be brought back to Councillors as part of a workshop, because we could potentially

01:50:00 write it in a way that any one of those scenarios could be the outcome. Speaker 1: I agree. Speaker 2: You know, if you wanted us to go and pitch for events, for example, then it would be higher. If you're happy with the status quo, then it would be status quo budget. Thank you. Thank you. Councillor Lorentson: Thank you. And just my last question in terms of staffing levels. So, you've mentioned that our staffing levels at the moment are sufficient to manage this transition period. Looking down the track, do we have an estimate of the internal costs to run and administer the events portfolio once it transitions to Council on the 1st of July 2020? Speaker 2: We don't as yet, Councillor. Sorry, through the Chair. What we can do is come back to you with those broken down.

01:51:00 Again, it depends on the level that we want to take the events portfolio moving forward. And same answer as previously, depending on that, we could require an extra resource. Or if we don't, we may be able to manage it internally on the 1st of July 2020. So, it depends on the existing resource that we have. Given that the DMP now is across the line, we have more capacity because some of those actions will be delivered by other parts of the organisation. And we become the keeper of the strategy and making sure we stick to timelines. So, there may be that additional capacity. Councillor Lorentson: So, in terms of the $230,000 that was transferred from Tourism Noosa. And my understanding that that was the cost that was calculated or Council taken on this major event funding.

01:52:00 How was that amount ascertained? How did you guys work out that cost? Speaker 2: So, we worked with Tourism Noosa to look at what their existing portfolio was and how much it would cost. We also looked at an additional resource. But that didn't. come across. We just worked on what it would take to fund this portfolio. And it was a similar portfolio for a number of years. So, again, we've kept it very status quo for this financial year. And we have had many discussions with the event directors that just because this financial year it's a certain level that they may expect change when we have our new criteria. So, it was a like for like. Councillor Lorentson: Does that make sense, Councillor? Yeah, it does. I'm just concerned that if we are. Deputy Mayor Stockwell: We're commenting now. Okay. I think the CEO had something to add. Speaker 7: I just wanted to probably clarify that for the 26-27 budget, which is what this money

01:53:00 is used to be used for, for the major events. Remember, it's just major events. We have hundreds of minor events that we manage and deal with in a separate department within our organisation, sitting with property. So, across the whole gamut. So, my understanding is that we've got resource to deal with the 26-27. So, this 230 to manage that portfolio of major events, we can cater for that internally with the resources that we have. Going forward, depending on what the stable of events are, how big, small, or how overwhelmed we are, we can manage that. And then we would have to then look at what resources are required to do that. And whether we consolidate our resources within the organisation. That's a discussion that is being had currently. Because we have a number of resources in the smaller event grants and in the larger ones

01:54:00 is how we manage that. So, it's a transition period. But I think currently, over the next 12 months, or the 26-27 budget, we've got the resource to manage this portfolio. Councillor Wilson: I just want to clarify, please, the use of status quo. Was that in terms of the amount that's being funded or which? Yes. So, status quo. Speaker 2: We originally thought we should just go status quo. But because there is a higher level of scrutiny, because it's moving across the council, and we were concerned about public funding, we went out and did an assessment period to look for public funding. For an expression of interest, sorry. To look for any other events that may be sitting there that justifiably may want to put in an application. So, we did have, I think it was 15, Andrew? 15 events that put in.

01:55:00 And it was almost double what was asked for. But those that we eventually did fund, the funding was status quo. So, we didn't go over the $230,000. It may have been apportioned slightly differently. Deputy Mayor Stockwell: Councillor Wilkie. Mayor Wilkie: As part of the streamlining process, can you, did you have regard for which recipients were already receiving grants from council in terms of like a signature event or a three year alliance grant? Yes. Did that play into the final allocations? Speaker 2: Yes, it did. Andrew, do you want to come up and just talk as having sat on the assessment panel? Yes. Speaker 8: Thank you. Thank you, Councillor Wilkie. Through the Chair. Absolutely, it did, yes. And what we will be doing going forward, and until we get an endorsement adopted strategy to really set the plan for that, which will negate the, what we call, double dipping.

01:56:00 What we have is we're taking into consideration that some events within the existing portfolio got major event funding and some of them got signature community funding. And so what we did is we tried to move, take out a portion of the major event funding and slowly, what we might call a drip feed or slowly reduce the reliance on it for the double funding pool. And so some of that funding we were able to allocate into other events that we thought were meeting all the D&P criteria so they could get a little bit more of their funding. And we tried to slightly reduce some of the allocation of those events that are getting funded from two sources within Council, noting that once we get an adopted strategy and with more communication and as well as collaboration with those events, we will reduce that completely, the double funding. Thank you. Okay. Deputy Mayor Stockwell: And I wish to move the motion.

01:57:00 Councillor Lorentson. Senator. Councillor PHILLIPS. Councillor Lorentson. You have the floor. Councillor Lorentson: Yes. Just thank you to the development team. For the work that's gone into this. I think it's clear and I think the aim is that we are going to be moving, well we are going to be moving to a more community led and values aligned approach to events, which is exactly what came through our destination management plan. I'm supportive of the direction and appreciate the transparency in this transition process. Again, my only concern and that's sort of centres around the questions that I ask is that we just make sure that we understand the true internal cost of bringing this portfolio in house, given the 230,000 shift from tourism Noosa, which I understand actually doesn't cover staffing. I mean, that's just the allocation of funds. So as we build the new strategy and systems, again, it's important that we're properly

01:58:00 resourced and that our governance processes stay strong. Overall, a really positive step and I appreciate the work that's behind this. So thank you. Mayor Wilkie: Just a clarifying question. Councillor Lorentson raises a good point. Would you reduce the tourism Noosa funding from 2.5 to 2? 230 is the amount given to the events. Is the rest of the 500,000 given up to a resourced? Speaker 2: No, it hasn't come across to us. It may well be sitting. I know we've got in our budget a do not touch scenario. So yeah, it's sitting there. But the rest. Mayor Wilkie: There's another 270 there. Speaker 2: The 230 was the one that came across to us.

01:59:00 I'm sorry. I'll need to take that. Deputy Mayor Stockwell: When you're saying us, you're talking about your dignity and economic development. Sorry. Economic development. You didn't receive any additional staff funds. We're just working you harder, which is good to see. Speaker 7: The other allocation has come back into our budget. So it's not allocated for this 2027 year. So the total amount allocated to tourism Noosa and events is less than it was last year. Mayor Wilkie: So that, yeah, that 270, though, is not the 230 from the 500 that came across. Is that being used for, to fund a resourced? Speaker 7: I don't think so. Councillor Lorentson: Sorry. Through the chair. Can you just clarify the amount of funding that we, that council has allocated to tourism Noosa? My understanding, it's about 2.1, not 2 million, as the mayor has indicated.

02:00:00 Can you? 2 million. 2? Okay. Deputy Mayor Stockwell: So. So. We're debating a motion. We've had Councillor Lauren talk to us. Anyone wish to talk to the motion? Councillor Finzel: No? Yep. I want to talk to it. Yep. Thank you to the staff for the report. I'm satisfied that we're taking steps to become more efficient in this process. And wish everybody all the best in those outcomes. But personally, I won't be supporting it. Because I do not feel comfortable with the strategy coming after we've allocated funding. I think we had enough time. This has been raised for such a long period. And I know the report addresses that. But for me personally, I have concerns around this process that I don't feel comfortable

02:01:00 with. I'd rather have, like, policies and strategies in place to inform allocation and decision making prior to that. But this is where we find ourselves. And I'm glad that, like, there's process and movement to try and address the issues moving forward around destination management to ensure, you know, our community and our environment are looked after. But, yeah. I'm not comfortable with that. Thank you. Councillor Lorentson: Question to start through the Chair. Sure. In terms of delaying the process for the Sustainable Events Strategy policy to be developed, what risk does that pose to the organisers that are waiting for a response in terms of funding? Speaker 2: I am going to defer. Andrew has been quite heavily involved in those discussions.

02:02:00 Already, you know, there's been a lot of discussion. I think there's a little bit of stress, but I will ... Absolutely. Speaker 8: It would pose, for some of the smaller events, a very big risk. They need some certainty of funding. They need to understand their own budget and work for their own budget, particularly because, you know, the expressions of interest came out in November. And they were notified early this year for that. And these are for events that would start from July the 1st. So, if we could delay that funding and the funding announcement much longer, those earlier in the financial year events would not have an idea or they would have certainty around their events. Councillor Lorentson: Thank you. And would there be a risk that some of the events may not ... I suppose ... I'll withdraw that question. That's asking opinion. Excuse me. Deputy Mayor Stockwell: Okay. Can I ask you to speak, Councillor Wilkie? Yeah. Mayor Wilkie: Look. I support the change to the major event funding. As I said, this is a significant change from having Tourism Noosa assess funding for these

02:03:00 events. The intention in bringing these events back into Council is to streamline the assessment process. As mentioned, some are already also receiving signature event grants, alliance grants, and there will be more work done after this year, which is a holding pattern for these events. There will be more work done with all Councillors and stakeholders to come up with policy, sustainable events strategy, policy and assessment criteria, which will be a new way forward. But I commend the staff for the work they've done in managing this change, and I support the recommendations. Deputy Mayor Stockwell: Councillor Phillips. Councillor Phillips: I'll just speak to it quickly. I think my understanding, to get to this point, has been prior to this, like the organiser

02:04:00 had to go through some parts of Council for, say, a permit for road or different ... it was a bit clunky, because they'd go through Council for some things that they didn't have access I think it was a bit clunky, because they'd go through Council for some things that they didn't have access to, and then through Tourism Noosa for others. So, I was always supportive of this step. I probably just want to make sure that Councillor Finzel's concerns are raised as well, because I certainly am one to feel that strategy and policy should come first. So, I don't want to get in the habit of this, but I also appreciate why it's come this way this time. I don't want to see delays, but I'm really interested to see in, like, the community consultation for what they want to see with events leading into the future, before we make any sort of further decisions around resources or funding. But I understand that this is a year to keep things moving along.

02:05:00 So, yeah, I'll support it, but with the proviso that we start getting in the habit of making sure that strategy and policy is a priority. That's always what guides us, and this would sit under it comfortably. So, that's all I have to say. Thank you. Councillor Wilson: Just a question as well, actually. When can we expect to see construction? Speaker 2: Before the end of this financial year. So, we should be starting to workshop very, very, very soon, and seeking direction from your councillors on what ways you want to go. Thank you. Deputy Mayor Stockwell: Thank you. Thank you. Councillor Lorentson: Oh, just a quick question. In terms of the destination management plan, was ratification of that plan critical to progressing the strategy, or could the strategy have been done before the destination management plan was ratified through council?

02:06:00 Speaker 2: From a resource point of view, the DMP took up a lot of internal resource to be able to do this. We tried our best to pull the policies together, but really the DMP, to your point, Councillor, the DMP was the big one that impacts on everything else. So, yes, that ideally should be the way that we do it. So, yes, we... We put all our resource into getting the DMP across the line so that we could pick up and run, which caused the time, the time lag for the EOIs. Speaker 8: Can I just go through this here? And also with that extra round of community engagement really is helping us to shape the event strategy. So, you know, the community engagement with the data that came out of the DMP community engagement is really, really important for us to use for this.

02:07:00 Deputy Mayor Stockwell: Councillor Phillips? Councillor Phillips: Question, there will be... Will there be community consultation on the sustainable event strategy there? Speaker 2: At this stage, we hadn't planned for that. We have consulted with event directors, but that will be something that we can bring to you in the future for workshop sessions. Deputy Mayor Stockwell: That's something for councils to decide. It's if we think, if we've got enough information through the DMP process or whether we think we need more. Councillor Wilson: Have I spoken to this? Deputy Mayor Stockwell: No. Oh, I'll speak. Did I? Director Walsh: I did. Okay. Councillor Phillips: Apparently I did. It was fantastic. It was really... It was really being made up. I was going to add something, but I've spoken. Deputy Mayor Stockwell: Oh, you have. Lucky the chairman's on the book. You shouldn't have actually spoken. I think I'm the only one who might not have spoken.

02:08:00 Speaker 8: I haven't, but I'm okay. Deputy Mayor Stockwell: It is a small step towards the DMP this year. There is maybe not coming out of the motion and report in front of us. There is the work behind the scenes in terms of tweaking conditions to start reflecting some of the aspirations within the DMP. It is just basically a transition step. And we have to really appreciate that while it goes through economic development and the events are one mechanism to support our local economy, a lot of these events are greatly appreciated and high participation rates of locals as well. So having a, while I understand Council Finzel's position, having a gap year would likely have a significant social impact for those people who do really appreciate the events we have in our community. And it would ruin my preparation for the 100-kilometre run next year, which I'm yet to start.

02:09:00 That's all I've got to say. Councillor Lorentson: Okay. Deputy Mayor Stockwell: Councillor Lorentson, would you like to close? Councillor Lorentson: No. Thank you. I will. I'm going to just mention, I think it was about four years ago that we did a round table with all the event organisers. And this was something that was actually brought forward by our community. And I'm talking small community events from the Noosa Tri to, you know, Noosa Alive. And we all sat around the table and it was possibly one of the most proactive exchange of, and open and honest exchange of events. So I'm really excited with the direction that this is taking. And I also want to acknowledge that the Destination Management Plan took its toll on staff and resourcing. So I respect this transition period is critical, getting things right in terms of the Sustainable

02:10:00 Events Strategy. But also acknowledging that there's a lot of work to be done. There's a lot of challenges that, you know, we have staff that are working overtime in this space. So, you know, the roadmap is looking really great. And I know those people that sat around the table four or five years ago are really quite excited. I think this council needs to be very clear and articulate the importance of events to this community. And the Destination Management Plan is a big part of that. And, you know, allows, gives us those guiding principles that those events have got to align with demonstrated community benefit and streamlining and cost saving. And, you know, when we refer to continuous improvement, that's exactly what, what, what

02:11:00 we mean. So again, excited that this is actually happening. And I think, you know, if a year means we're going to get it right. And I think, you know, if a year means we're going to get it right. Then let's do it right. Deputy Mayor Stockwell: Okay. I put the motion. Those in favour? That would be Councillor Wilkie, Phillips, Lorentson, Wilson. Stop on. Those against? Councillor Finzel. The motion is passed. And that brings us to the end of the meeting at 2.00.

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.