General Committee Meeting - 12 May 2026 Transcript

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 SERVICES & ORGANISATION COMMITTEE MEETING MINUTES DATED 7 APRIL 2026 ¶

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00:01:00 That allows you to do so? Councillor Lorentson: There's confirmation of minutes, general meeting, minutes dated 13th of April, 2026, and it's in. Deputy Mayor Stockwell: We're on the meeting, service and organisation committee meeting, minutes dated 7th of April, 2026. Councillor Lorentson: Okay. Through the Chair, my understanding was I could move a procedural motion when confirmations of minutes was raised. Deputy Mayor Stockwell: If you want to do it about the last general committee, it should be in relation to the general committee. Okay, I'm happy. Thank you. Mayor Wilkie: Do you want me to go there? No, I understand. Speaker 10: Oh, I see. Deputy Mayor Stockwell: So we're looking for the confirmation of service and organisation committee meeting minutes. Move councillor Finzel. Second. Seconded by councillor Wilson. Presumed there's no discussion. Speaker 10: No. Deputy Mayor Stockwell: All in favour? That's unanimous. We then move on to Planning and Environment Committee meeting, minutes dated 7th of April, 2026. Speaker 5: Which one is it? Deputy Mayor Stockwell: Can't move councillor Morrison. Seconded by councillor Phillips. All those in favour? Okay, we now move on to the general committee meeting minutes dated 13th of April and you wish to move a procedural motion.

4.2 PLANNING & ENVIRONMENT COMMITTEE MEETING MINUTES DATED 7 APRIL 2026 ¶

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00:02:00 Councillor Lorentson: Yes, I'd like to raise a procedural matter arising from the previous general meeting regarding application of standing orders 31.1. At the last meeting, I raised concerns after a motion had been lost and a further motion was then moved following that outcome. That was in relation to the tourism use of funding performance agreement. I also requested legal advice on the matter and submitted a question on notice. Legal advice was subsequently obtained and circulated to councillors. Deputy Mayor Stockwell: I'll introduce, you said you're a procedural matter. If you're doing something other than commenting on minutes, we actually need that to be entered into the procedure. Councillor Lorentson: It is, I'm seeking clarification on a ruling on the future application of standing orders. Deputy Mayor Stockwell: But that's not, that's not. Okay, the ruling's not recorded in the minutes.

4.3 GENERAL COMMITTEE MEETING MINUTES DATED 13 APRIL 2026 ¶

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00:03:00 Councillor Lorentson: Thank you, Chair. I understand that. I'm not reopening a debate on a motion. I'm just raising a procedural issue regarding the future application of standing order 31.1 in the context of the legal advice that's been circulated to all the councillors. Sure. Deputy Mayor Stockwell: So there's only one way to do that and that would be to suspend standing orders. Councillor Lorentson: Okay. I would like to suspend standing orders. Deputy Mayor Stockwell: So, Councillor Warrington has moved that the standing orders be suspended to allow her to discuss a procedural matter relating to the last General Committee meeting. Do we have a seconder? Question. Mayor Wilkie: Can I describe that? Director Walsh: Sorry if I'm wrong. Mayor Wilkie: Question. Can this be done at the end of the meeting after we've dealt with the agenda items? Deputy Mayor Stockwell: A suspension of standing orders can be raised by a councillor. I have been advised that it's meant to be during the debate on any issue. I presume that opening a discussion on the minutes is adequate. Speaker 10: Excuse me, Chair. Can I get a way over there? Deputy Mayor Stockwell: So, would you like to...

00:04:00 Councillor Lorentson: I'd like to move that the operation of a standing order or any relevant provision thereof be suspended to allow a councillor to discuss a procedural motion. Is it a motion or a matter? No, it's not a matter, please. Cathy? Just a procedural matter. Councillor Finzel: We need a motion. Deputy Mayor Stockwell: And we have a seconder, did we? Councillor Phillips. We have no standing orders in place, Councillor. You wish to talk to this? Do we have to? Oh, sorry, you're right. Do we have to speak or vote on a motion? Yes. I don't believe you speak, I believe you just vote.

00:05:00 Councillor Lorentson: You're voting to suspend standing orders, then you can speak. So those in favour of the suspension of standing orders? Deputy Mayor Stockwell: Councillor Phillips. I will, because I believe the matter's relating to one another. Councillor Williams. So that's Councillor Phillips, Finzel, Lorentson, Wilson and Stockwell. Thank you. At the last... I should call for those against. Councillor Wilkie and Thomas Hawke. Councillor Lorentson: Sorry, I missed that. You may proceed. Thank you. Just at the last meeting, I raised concerns after a motion had been lost, and a further motion, an alternate motion and a procedural motion was then moved following that outcome. I also requested legal advice on the matter and I submitted a question on notice. This was in relation to the Tourism Funding and Performance Agreement.

00:06:00 Legal advice was obtained and just recently it was circulated to all the councillors. My intention today, again, it's not about revisiting the debate or outcome, it's about seeking clarity on how standing order 31.1 is to be applied in future meetings. Again, it's important for good governance, transparency and consistency that councillors and the community have a clear and shared understanding of how standing orders are applied. Accordingly, I'm just seeking a clear ruling or clarification on the future application of standing orders 31.1. Question to the CEO. Speaker 5: Okay, so thank you. Through the Chair, we did get legal advice.

00:07:00 The position is certainly not clear in our standing orders in terms of the process to move forward on this. So we did take an interpretation at the time, and the interpretation was that we could continue, and it became the Chair's decision, as is the ruling in our standing orders. The legal advice that we've got now is still up for interpretation. I believe the Chair has still got various views with this as well. But the interpretation from the lawyers is that once a motion is lost, then it is lost and it can't continue, which is what the interpretation is. But again, it's very grey in our standing orders, and it's still very much up for conjecture in terms of some members of our council.

00:08:00 That's the position that we've got. However, if you look back at the actual meeting, the legal advice is that we haven't done anything wrong as such. We've interpreted the way that we saw it at the time, given that it was a general meeting going to an ordinary meeting, which is a little bit different to other councils as well. Everybody's got their own sort of idiosyncrasies, if you like, in terms of the way that we operate our meetings. And because it was going from general to ordinary, the decision taken by the Chair at the time was quite within his rights to do that, is our legal advice. Moving forward, the advice is that when a motion is put and lost, then it can't be reopened at the same level. Councillor Lorentson: And just a question to the CEO in terms of our standing orders. Will we review our standing orders to make sure that that is clearly articulated? Speaker 5: Like all legal matters or legal documentation,

00:09:00 there's a level of interpretation that comes with legal advice. And this was one that's not been misused. It's not necessarily dealt with before. So now that we have dealt with it, we will be looking to making sure that we sure it up in our standing orders. And as we know, we've now moved from a different structure from our sub-committees to our general to ordinary. We're now just general and ordinary. So that gives us the opportunity to review our standing orders, which we will do in the coming weeks and months. Thank you very much. I appreciate it. We'll try as much clarity as we can and we'll certainly seek the legal advice to make sure that we are absolutely solid on our standing orders. Again, there's always going to be circumstances where interpretation is required in any legal advice. Deputy Mayor Stockwell: Again? Yep. Move to the standing orders membership. I'd like to speak to this. Oh, yes. Yeah. So just to be clear, the legal opinion supported the position of Councillor Lorentson

00:10:00 rather than one I took. As the CEO has taken, I actually have concerns about the nature of some of the opinion which gives advice which is contrary to the way meetings have worked here for decades. And from my research with people with decades of experience in local government across Queensland, inconsistent with the way that local government is conducted across Queensland. So I do believe there is a need when we do the review of the standing orders to make it very clear because, yes, the impact of the legal advice about the standing orders and what happens after a motion is lost could create a whole lot of difficulties for this council. Yeah. Mayor Wilkie: I move that the standing orders be resumed. Councillor Phillips: Can I ask questions or just with Diana on the line? There's been a... Oh, yeah. OK. Mayor Wilkie: Wasn't seconded. Deputy Mayor Stockwell: Wasn't seconded. Be careful not to ask for specifics about legal advice. Yes. Councillor Phillips: OK. Thanks. So if it's OK then, could I just ask Diana if, from here,

00:11:00 really wanting to have some clarity around, I think it would be good to have some black and white, I know it's hard with legislation, but will there be training for us once and what sort of, what do you envision, Diana, like a timeframe around that? I know that I'm coming into being the chair in July, so it would be really important for me to see that this is maybe rectified and that some training for us would be... But I know that timeframe might be short. Is it possible? And can you just give me an idea of what you're doing in the background? Deputy Mayor Stockwell: So, Councillor, I don't think that question is relevant to that matter. I think it's something we can do off. So we have got to move a motion to go back on the standing orders. Do we have a seconder? Seconder, Councillor Finzel. All those in favour? That's carried unanimously. Okay, we're back on then to discussing the general committee meeting minutes

00:12:00 dated 13th of April, 2026. Do we have a mover? Moved. Moved, Councillor Wilkie. We have a seconder, Councillor Wilson. I'm presuming there's no debate. All those in favour? That's unanimous. We don't have any presentations, nor do we have deputations. So we move on to section seven, where item one is regarding the Council's Child Safeguarding Policy. And I presume we have the Director, Kerri Contini, in support. And staff. Speaker 7: Good morning, Councillors. Good morning. Deputy Mayor Stockwell: Which I believe is Jamila McCoy, our Inclusion Coach and our Manager of Sport and Activity. Who would like to do the Executive Summary? Speaker 11: Jamila Contini. Speaker 7: We'd just like to, though, recognise that Jamila is a member of the Council's Child Safeguarding Policy Council and has taken this on board as it was a matter that came up through work that we're doing, and she kindly took that work on board for us.

5 PRESENTATIONS ¶

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6 DEPUTATIONS ¶

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7 REPORTS DIRECT TO GENERAL COMMITTEE - FOR CONSIDERATION ¶

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7.1 CHILD SAFEGUARDING POLICY ¶

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00:13:00 So introducing Jamila. Thank you. Speaker 6: So this report seeks Council's approval to adopt the Child Safeguarding Policy in response to new legislation obligations applying to all Queensland local governments from October 1st of 2025, including requirements under the Child Safe Organisations Act of 2024. Council provides a wide range of services, facilities and spaces that are regularly accessed by children and young people. And until now, child safety has been managed through existing governance, risk management and operational practices. Recent legislative reforms now require local governments to have a dedicated organisation-wide child safeguarding framework and policy. The proposed policy sets out a clear and consistent approach to safeguarding. children and young people who use Council facilities and services. It builds on work commenced last year, bringing Council's child safety arrangements together

00:14:00 into a single framework that meets legislative requirements and community expectations. The Queensland Family and Child Commission have already recognised the approach that Noosa Council has taken in child safe practices, including Council's leadership in implementing these new standards and requirements. Deputy Mayor Stockwell: Thank you. Thank you. Any questions? Councillor Whoopi? Mayor Wilkie: Yeah, Jamil, what protections are in place already and how will this change improve those protections? Speaker 6: So what the policy will provide is an overarching document for the entire organisation. Currently we have the Child and Youth Risk Management Organisational Outline, which up until this point has ensured that we are adhering to all of our requirements within legislation. So we are working with the government to ensure that we are adhering to all of our requirements within the entire organisation. And each of our facilities that currently work with children have individual procedures

00:15:00 and policies within each one. So as an example, we've got the Aquatics Centre, and they've got specific photography policies and frameworks and procedures within that. Mayor Wilkie: So state rates have been updated? State rates have been updated. We're happy with that. Speaker 6: Yes, from October 1st last year. Speaker 11: So... I was just going to say, so the NAG... Yeah. I was going to say, the NAG, obviously that's...they go under the OSWIM certifications, and obviously the Royal Life Saving Australia. So we just follow through with their guidelines and whatnot in terms of this space. Yeah. So this is just now an organisational-wide one that will support those. And we'll work on developing some site-specific frameworks as a follow-on to this policy being endorsed. Yeah. Thank you. Speaker 7: I think critically, we've had individual facilities and services responding to the various parts of legislation, and Council as an entity has not been identified as an

00:16:00 entity that has to apply broad principles. The child safeguarding policy, the new legislation, require...names and requires Council to have in place policies to apply the framework. So it provides a... A high-level guideline. It does require some additional controls that we've...or measures that we've not had in place before. So, for example, it looks at the blue card requirements, and it expands those blue card requirements from what we had previously. Not in a great way, because we've always taken a very responsible approach to blue card, and probably implemented a blue card where we didn't need...certainly didn't need to under legislation, but we thought it was good practice. So, yeah. It's a very, very good practice. What this also does is it increases our mandatory reporting responsibilities for a number of positions across Council, where staff form the reasonable belief that a child might be subject to harm.

00:17:00 Question, thanks. Councillor Phillips: I'm assuming there'll be some SOPs for each site, but with mandatory...one of the ones that I've just wanted to hear about is the mandatory reporting on the side. I'm assuming there'll be some SOPs for each site, but with mandatory...one of the ones that I've just wanted to hear about is the mandatory reporting on the side. How will that...that won't even come back to Council in reporting that, but with...can you tell me how that will be...it'll go to their manager and then through the director, maybe just for the community. I know that it will happen, but just that extra layer of sort of the top-down reporting to make sure that the obligations of the mandatory officer sees that through. Yeah. Speaker 7: We have always had mandatory reporting responsibilities here at Noosa Council because we've operated cratias. Yeah. And those cratias have had that responsibility. This does broaden it out. Our first responsibility in that reporting is always straight to the authorities, with involvement from an appropriate manager.

00:18:00 Now, we have...the policy puts in place arrangements, say, for example, looking at what's going on with being about the manager. We have what's identified as a responsible officer that would then take that on board. So it puts in place a number of avenues and spells out who has responsibility in this space to support an officer that's got mandatory reporting responsibilities. Thank you. Councillor Lorentson: Councillor Lorentson. Deputy Mayor Stockwell: Councillor Lorentson has a question. Councillor Lorentson: Councillor Lorentson. How are we going to ensure that the staff, the contractors, and our volunteers, the ones required to report or manage child safety risk, actually understand their obligations and are consistently applying them in practice? And how are we proposing to manage that risk? Speaker 6: So we've got...currently, people in...I've worked with people in culture.

00:19:00 So if staff are onboarded, they will do the national principles training initially, which will give them a good understanding. They'll also have a good understanding of what's going on. They'll have access to the policy and to the organisational outline. So those will be resources that they will use, as well as on the onboarding for any of the staff. That will be highlighted things like our risk assessments and anything pertaining to child safety in that way. But once the policy is adopted, then we'll continue to expand the training that's available to us as well. Speaker 7: Thank you. Each of our services has training specific for...so they do a general training. They do a general onboarding and general council training. And then they move into service specific training. Now, for those areas that already have heavy involvement with young people, there's a...there's a training element that's around that. This will now be built into that. But where we have positions that are potentially now falling under mandatory reporting, that

00:20:00 haven't previously, we will need to go back and do training for them as well. And then we'll be able to help them to understand that obligation and what that means for them. Councillor Lorentson: So my understanding, the responsibility also applies to us as elected members. So will we be also... Yes. ...Undertaking some training? Yes. Excellent. Speaker 7: So this is one of those pieces of legislation that is a catch-all piece of legislation. And it's basically saying that really in council's operations, whoever is involved with children, there is a level of responsibility. And obligation that comes with that. Now, there's obviously varying degrees of that. And we will tailor the awareness and training depending on that. Speaker 10: Thank you. Speaker 7: So for example, while we might have some of our staff, say for example, staff doing library programs would need to have a blue card. However, councillors wouldn't need to have a blue card.

00:21:00 Councillor Lorentson: I know just visiting schools, blue cards are required now. Yes. Speaker 7: Yes. Which is great. They have. We have made some... And we'll need to do an audit. And so previously, the legislation was requiring implementation by earlier this year. It's obviously much more complex, as Jamila said. Noosa Council has been a leader in this space in local government. So we are a long way ahead of other councils. There'll be a lot of work that we'll need to do out the other side of Noosa. Deputy Mayor Stockwell: Okay. We have someone who's moved to move. Moved, Councillor Phillips. Seconded. I think Councillor Finzel got it. Councillor Phillips, the floor is yours. Councillor Phillips: I'm very excited to see this policy. Thank you for the work that's gone in. I know that there'll be work beyond this for training. I'm really aware of that. But I'm glad that it is here. I think with training, I'd love to see ongoing training and face-to-face.

00:22:00 Because this sort of legislation is... There's a lot of principles and different scenarios that can occur. But anything to help our staff feel what to do in a situation that can be quite confronting for someone that's never come across it. So I would like to show absolute support for staff that come across these situations and support absolute reporting. Because every child deserves to be safe. And I think that's something that we need to do. And if we have responsibility, then I'd like to set this standard. So thank you for bringing it. I was excited to see it in front of us. And very happy to support it. So thank you. Deputy Mayor Stockwell: Councillor Finzel. Councillor Finzel: Yeah, I would like to commend the staff and the work that's been done on this report. And it's really good to know that it's coming in the month of May, where we are addressing as a society the prevalence of violence against particularly women and children in our society.

00:23:00 So I think anything where people work hard to take responsibility, working at reducing the likelihood of harm to our young people is to be highly commended. I think we all need to make sure that we stand up rather than stand by. So I'm really happy to see this proceed forward and see that continue framing to protect not only our children, but our staff and the broader community. So thank you very much for your contribution and for stepping up to the plate today. And I think it's really important that we continue to ensure that we have continuous improvement in this space to ensure also that our most vulnerable people, our young people, have a voice at the table because they've all seen this. Thank you. Deputy Mayor Stockwell: Any minutes? Do you want to close? Speaker 10: No, thank you. Deputy Mayor Stockwell: I'll put the motion in those in favour. That's unanimous. We now move on to the next item. Thank you. Thank you. Councillor Finzel: Thank you. Thank you.

7.2 1 SCHOOL STREET, POMONA - PROPOSED TRANSFER OF TENURE ¶

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00:24:00 Deputy Mayor Stockwell: Thank you. Thank you. So the next one is item two, which is one, School Street Pomona Proposed Transfer of Tenure. And once again, our Director of Community Services, Kerri, is here. I do acknowledge that I believe there might be a few people who've downed tools from the Pomona Men's Chair here, so we acknowledge your participation and thank you that you're Speaker 7: Good morning councillors, the report that I'm presenting to you today is regarding the proposed transfer of tenure of the lot at 1 School Street, Pomona. So this is a proposal from the Queensland Government through DETSI to transfer 1.22 hectares of state-owned land at 1 School Street to council under a freeholding trust, held in trust arrangement. The site includes facilities that have been home to Men's Shed Pomona for a very lengthy period now, over a decade,

00:25:00 and followed detailed discussions over the past nine months. The state has addressed council's previous concerns around this matter. We worked very hard to address those and is now offering the land to council at nil or nominal costs, basically around transfer fees. The report recommends that council accept the transfer, subject to satisfactory final negotiations, as the transfer delivers clear and enduring community benefit and provides council the control over strategic parcel of land in Pomona. I move. Deputy Mayor Stockwell: Second. Move, Councillor Finzel. Seconded, Councillor Wilkie. Councillor Finzel, you have the floor. Councillor Finzel: Yes, this is a great day for the Men's Shed in Pomona. I know this has been a long journey, so I think to support them in their endeavours and their future planning, I think it's timely. I know they're excited to have this matter brought before us today,

00:26:00 but this decision-making, which is the first step in many towards their goals and their future. So I'm happy to support this and thank everyone who's been involved to get it to this point. Councillor Lorentson: I have some questions. Yes. Thank you. Can you... Can you just give us an idea what's the timeframe from transfer execution to the Men's Shed formally receiving tenure? And also, that question applies also in terms of the access, the residential access. Is there some sort of expected timeframe for the officers to begin work on access arrangements for the neighbour? Speaker 7: Thank you, Councillor Lorentson, and through the Chair. So there's two separate components to that. There's the formal negotiations with the State. Now, we've obviously been in negotiation for some time. And I think that from that perspective, we have resolved any matters that we needed to resolve.

00:27:00 However, it will be... That process will transfer into a procedural process for them, and we don't have control over that. So that will depend on their priorities and their ability to... But we will work for that to occur. In the meantime, we will undertake verbal discussions with both Men's Shed Pomona and with the property owner around access, so that we're advancing those matters, and then can start the formal process once transfer has occurred. And we need to be realistic. That formal transfer process could take a couple of months, working with the State through that. In terms of formal processes, I think it's going to take a couple of months. For example, Men's Shed Pomona, we would... I would be proposing that we provide what's called a letter of intent, which says that Council intends to take over tenure.

00:28:00 You know, we would attach the minutes from the meeting. That would, for example, allow Men's Shed Pomona to apply for grants. They... We would have an arrangement with the State around... So that we... We would have an arrangement with the State around... We would have an arrangement with the State around whether they're endorsed or not, the grant application. But it would allow them to continue to undertake... To advance some of the things they're wanting to advance. So, short answer. We would have informal discussions while we wait it out through the formal process, because that will take a couple of months. Councillor Lorentson: And in terms of cost, just a last question, and the report actually identifies expected costs. Yes. Financial or legal risk. What are they in terms of anticipated costs for the transfer and ongoing maintenance? Speaker 7: So, the... Originally, one of the issues had been around cost, where Council was being expected to

00:29:00 accept this transfer at a market value cost to the property, which was not something that we could reasonably support. Now that those negotiations have set that aside, we're looking at potentially a small amount of transfer fee. However, there's also the potential that we can apply for an exemption, and that's what we're looking at at the moment. There will be some ongoing small maintenance fees, but we have a fantastic community organisation on site that does a great job already of looking after the site. And so, part of our negotiations now around... What does that lease look like? What is their responsibility? But, you know, Council will incur, you know, several thousand dollars annually in terms of mowing, et cetera, if that's required. Ongoing costs. I can't give you an accurate figure around that.

00:30:00 That will very much depend on a future Council and what they... You know, what happens with the site in terms of men's shed, what their developments are. But, you know, in this space, as always, where we're looking to upgrade facilities, we are looking for external grant funding to support that. Councillor Lorentson: Okay. Thank you. Speaker 7: In terms of our legal risk, that we have worked hard with the State around what that transfer looks like, and my view is that a freehold held in trust is the best arrangement that we could have. It gives us full control, basically, over the site. We just simply can't sell it off for development, for example. Yeah. Thanks. Councillor Lorentson: I'm happy to speak. So, thank you, Chair. What we're considering today is the transfer of tenure from the Queensland Government

00:31:00 to Council under a freehold held in trust arrangement. That's important. It's important because of what it'll mean for the Pomona Men's Shed, who have been operating from this site since 2014. For more than a decade, this group has never had long-term certainty over their future here. They've operated under a licence to occupy, which was due to expire in March 2026, with no ability to extend it under the current State arrangements. That uncertainty has had real consequences. It's limited their ability to apply for grants, plan improvements, upgrade facilities, and properly invest in the future of the site, because they simply do not have secure tenure. Once Council accepts this proposal, we can begin the process of putting in place a proper long-term tenure arrangement for the Men's Shed. And that is the real significance of today, moving from uncertainty to stability, and

00:32:00 finally giving this incredible group the confidence to plan ahead. It also provides important certainty for the neighbouring resident, who has also lived with ongoing uncertainty around access arrangements. So today is also a positive outcome for her. I want to acknowledge the men from the Pomona Men's Shed who are here in the gallery, Ross and Rod, and past President Colin Thomson. Since coming onto Council, I've had the privilege of being a member of the Pomona Men's Shed, and I've seen their patience, their resilience, and determination, not just to keep fighting for tenure, but to keep showing up for each other and for their community. Because they understand the value of this place. They understand that a Men's Shed is about much more than tools or timber. It's about connection. It's about reducing social isolation.

00:33:00 It's about friendship, purpose, and health. And having a place where people feel valued and supported. And today, we protect that. I also want to sincerely thank Council for their hard work in bringing this long and complex matter to resolution. It has taken persistence, professionalism, and genuine commitment to community outcomes over many, many years to get to this point. Also I want to acknowledge Sandy Bolton for her ongoing commitment to community outcomes. And I want to acknowledge her for her ongoing advocacy and collaboration in helping support this outcome. 12 years is a long time to wait for certainty. And it's taken its mental toll and physical toll on the men of the Pomona Men's Shed. And I want to acknowledge that today. But today, we are finally giving the Pomona Men's Shed what they have long deserved.

00:34:00 A stable home where they can live in peace and harmony. Where they can continue their important work for our community for many years to come. I say that every day is a good day to be grateful, especially today, guys. Congratulations. Deputy Mayor Stockwell: Okay. Anyone else like to speak to the motion? Mayor Wilkie: Mr Wilkie. Look, it's, the staff, councillors have gone over the details of the transfer. I also think it's important to acknowledge that there's a lot of work that needs to be done. I think it's important to acknowledge the patience and persistence of the members of the Pomona Men's Shed. It has been a long time coming. They will have certainty of tenure, greater capacity with grant applications. They're here today. We acknowledge that. And thank you for your patience. Councillor Finzel: Okay. Deputy Mayor Stockwell: Councillor Finzel, would you like to close? Councillor Finzel: Well, I think it's all been said. But as always, I think this is a win-win for community, for all the state companies.

00:35:00 I think this is very exciting for the future moving forward. It provides great opportunities. And I'm sure the Men's Shed, their committee will continue to drive forward into the future and leaving an awesome legacy around community, commitment, support for mental health and wellbeing, for social connection, identity, and that common ground that we all share together in our humanity to care for each other and care for place. Thank you. I'd like to also express my thanks today for the hard work of the council staff, state, and everyone that's been involved. It's been a long and arduous process. So it's wonderful that we can all celebrate those outcomes today. So thank you. Deputy Mayor Stockwell: Put the motion. Those in favour? That's unanimous. Thank you. We now move on to Item 3, which is Commercial High Use Permits, Tender Assessment and Consequential

00:36:00 Policy Amendment. And we welcome up Acting Manager of Property, Hayley, and the Director. Speaker 13: In accordance with Chapter 5B of the Local Government Act, I inform the meeting that Councillor Lorentson: I have a declarable conflict of interest for Item 7.3 Commercial High Use Permits, Tender Assessment and Consequential Policy Amendment on this agenda, as my children have previously over 12 years. months ago, worked for Dean Brady, who is an applicant in the upcoming Commercial High Use Tender process. My children are also members of Noosa Boardwriters Association and Club, where they are coached by Dean Brady. As a result of my conflict of interest and in exercising abundance of caution, I will now leave the meeting room while the matter is considered and voted on. Deputy Mayor Stockwell: So Cathy, there's a few extra words after the word interest.

7.3 COMMERCIAL HIGH USE PERMITS - TENDER ASSESSMENT (CN25153) AND CONSEQUENTIAL POLICY AMENDMENT ¶

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00:37:00 If you could put a comma, and then in exercising an abundance of caution. Speaker 13: Okay. So. Thank you, councillors. We've got Hayley here as the author of the report. Dennis had booked some leave. Originally, this was part of the proposal. This was before we had the change in meeting structures. So Hayley's stepping in to cover Dennis's report, and we'll take you through the exact summary and any questions. It's a single part question this one. Yes. So don't shoot the messenger. Speaker 8: But I have to divert to Brian at times if there's any process or tender related questions. Other than that, I've got it mostly covered. Good morning. I present this report to council regarding the outcomes of the Commercial High Use Permit Tender Assessment and the associated policy amendments.

00:38:00 The purpose of this report is to seek council endorsement to issue new five-year commercial high use permits commencing the 1st of July, 2026 for approved activities on council controlled community land in the Noosa Beach Precinct. These permits relate to a limited number of high demand commercial activities on community land, including surf schools, beach hire, refreshment vans, and other services. The current permits are due to expire on the 30th of June, and council resolved earlier this year to undertake a competitive tender process to ensure fair access and good governance. The tender process was conducted in accordance with the Local Government Act, where submissions were invited through a vendor panel and supported by independent property advisor, Preston Law. The property advisor has confirmed the process was conducted appropriately and that there is no issues affecting accountability. Thank you. The Otto fromesseyor were to riches support council's ability to award these permits.

00:39:00 Seventeen conforming submissions from eleven businesses were assessed by a five person evaluation panel. These submissions were evaluated against weighted criteria including track record and experience, capital investment, managing planning, environmental and sustainable initiatives, alignment with council's DMP, or destination management plan, and contribution to the level of individual Local economy and community. Following this process, the panel recommends that of the seven available permits, four be awarded to existing operators, reflecting strong performance and service continuity, and three be awarded to new operators, introducing improved offerings in alignment with Council's strategic objectives. A notable change is the recommendation to repurpose the existing surf dance permit. The permit is proposed to be awarded to Ability Surf

00:40:00 to deliver allied health service, sorry, surf therapy sessions, supporting people with disabilities through structured small-scale programs, which align with Council's inclusion and well-being objectives. To reflect the outcome, the report recommends the consequential amendment to the commercial use of community land policy to formally recognise the surf therapy as a supported activity in the community. Overall, the recommendation provides a balanced outcome that maintains high quality and reliable service to the community, supports local economy activity, and enhances visitor experience, and ensures a sustainable and equitable use of the high-value community land. Accordingly, Council is asked to note the report, endorse the recommended committees, and adopt an amended policy to enable the implementation from the 1st of July, 2026. Deputy Mayor Stockwell: Thank you. Any questions?

00:41:00 Any questions? Councillor Finzel: I'm happy to leave it. Deputy Mayor Stockwell: Let's move to recommendations. I think Council Wagner beat you. Councillor Finzel: Council Finzel. Yes, thank you for the report and the delivery. Thank you. It's really good to come to this point in the year for looking at this process. I really think this is a valued contribution to our identity as a community. And our community, especially benefits back to our local community and visitors alike. So, it's a really wonderful opportunity to see this move forward and to see the good governance that's around it and the process that's followed is rigorous. It gives fairness. And I'm happy to see that due diligence has been followed. So, I'm happy to support this recommendation today. And, you know, I'd like to express my thanks to all the people that actually apply. Go through the process. And for those that have been awarded those contracts,

00:42:00 I wish them every success with their business moving forward. Thank you. Councillor Wilson: Council Wilson. Thanks for the report. It's good to see ongoing interest in these plan permits. Good to see that there was multiple applicants. And that, not as Council Finzel said, there's been this really thorough process to assess them all. In accordance with our values as well. So, good to see how that's... It's good to have so many good news stories. Yeah, thank you. Councillor Wegener: Council Tom. I'm really happy with the process as well and the policy and the amount of various businesses that we allow in the public property because too many is a problem. Too little is also a problem. I think that we've just really maintained an excellent balance. And the waiting process seems really good. So, thank you. Great report. Thank you. Thank you. Mayor Wilkie: Yes. I support the other council's views. It's good to see the independent probity advisor's report as well

00:43:00 and the use of an independent legal probity advisor. It gives confidence in the integrity of the process. So, thank you. Deputy Mayor Stockwell: I'll add my two cents worth. It's the... There was AU criteria in the assessment of these as opposed to last time in the other signals. And that was the alignment with the destination management plan. And just looking through all the successful, applicants scored highly on that criteria. And a lot of the ones that weren't successful didn't score highly. So, it's important to, you know, once we've adopted a strategy like the destination management plan, we're trying to get business and obviously these are enterprises working in public spaces to identify with that ongoing direction as set out by the DMP. So, it's a good outcome from that perspective as well. Anyone else wish to add anything? I think we've talked, I think. Yeah? So, Councillor Finzel. No. Speaker 10: No. Councillor Finzel: No.

00:44:00 No. No. No. No. No. No. No. No. No. No. Deputy Mayor Stockwell: No. All those in favour? That's carried unanimously. Noting that, Councillor Lorentson's out of the room, we can invite her back in. Thank you. Thank you. And just that one little bit, no. And our next item is Audit and Risk Committee Membership, and we have Executive Officer Yonchi Wolf to come and give us an overview. Welcome. Speaker 3: Good morning, Councillors. Good morning. More good news? Councillor Finzel: Yeah. Speaker 3: This report seeks the appointment of Joanne Morris as the new independent member of Council's Audit and Risk Committee, to replace independent member, previous independent member, Tina Weyer, following her resignation towards the end of March. Joanne was identified as the

7.4 AUDIT AND RISK COMMITTEE MEMBERSHIP ¶

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00:45:00 preferred candidate, following a competitive expression of interest process. She brings over 20 years of experience in finance, finance, finance, finance, finance, finance, finance, including more than a decade in executive leadership roles across local government, education, and healthcare sectors. Considering her qualifications and experience, Joanne is excellently placed to provide independent expert advice to Council on financial reporting, risk management, and other audit matters. It is therefore recommended that Council note the report, and appoint Joanne Morris as an independent member to the Audit and Risk Committee for an initial term of service. Ms Morris has been an independent member for three years, commencing on 29 May 2026, which is the next Committee meeting, and concluding on 28 May 2029. Deputy Mayor Stockwell: Councillor Wilson moved to motion.

00:46:00 Thank you. Councillor Willkie, second to motion. Would you like to speak to Councillor Wilson? Councillor Wilson: Yes. Having been on the panel to recruit members to the Boarding Risk Committee, I welcome Joanne on this appointment. She was very impressive in the interview. Councillor Lorentson: I just have a couple of questions. So I note that the external board member that has taken the position, she's taken on a new role. I just want to check in terms of governance. Was there any governance assessment being undertaken regarding whether a recent new role will create any capacity issue or governance risk for the ARC?

00:47:00 Speaker 3: Not that I'm aware of. I'm not quite sure that I fully understand the question. Councillor Lorentson: So maybe my previous question is that the recruitment was done from an expression of interest process that was undertaken three, four months ago. That's correct. So my question is, has there been any material change in circumstance during that three-month period that may pose any risk to the ARC? Councillor Wilson: I can answer that in that she was promoted to CFO in that period. But yes, we did discuss. Excellent. Speaker 3: Yeah. And one of the reference or refreed checks was also with the general manager of the St. Vincent Hospital where she currently works. And there were no concerns from that side either in terms of any availability or selection. Deputy Mayor Stockwell: Fantastic. Thank you. Anyone else? Please pose, Councillor Wilson. Mayor Wilkie: I know. I'll just say, clear from her experience, she's only giving anything, the only thing

00:48:00 she will be is an asset to the audit number scheme. Deputy Mayor Stockwell: No. No. I'll put the motion. Those in favour? That's carried unanimously. Thank you. Thank you. Thank you. We now move on to section eight of the agenda, which is reports direct to the committee for noting. And the first one is capital programme 2025-2026, delivery status report. And we have Director Sean and his team. Canel. Canel. I'm just going to sit here. Speaker 1: Thank you councillors. This report provides a status update on Noosaville Council's capital works program for the 2025-26 financial year, excluding disaster recovery projects.

8 REPORTS DIRECT TO GENERAL COMMITTEE - FOR NOTING ¶

▶ 00:48:27

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

8.1 CAPITAL PROGRAM 2025-2026 DELIVERY STATUS REPORT ¶

▶ 00:48:30

00:49:00 The approved capital budget as per Budget Review 2 is $50 million, including $11.5 million in carry forwards. Actual expenditure at the end of Q3 is $20.8 million, representing 42% of the approved budget, with a further $11.7 million in commitments, representing an accumulative 65% of the approved budget. Grant funding revenue for the year is $16.4 million, with council contributing $9.8 million. The capital program comprises of 121 projects at various stages of planning, design and delivery, with an average project progress of 73%. The planning, design and delivery team are currently managing and supporting over 30 projects, with the current financial year budget exceeding $15.5 million. The planning, design and delivery teams continue to collaborate to enhance the council's project management framework and associated values.

00:50:00 The capital works planning continue to progress the 2026-27 capital budget process, with various workshops undertaken. I'd also just like to note under the pathway renewal program section of the report, I can confirm that the last concrete pour has been completed at Bridge Street, Curran. However, we are just awaiting the 50 metres of bike safe handrail to be installed. Thank you. Thank you. Deputy Mayor Stockwell: Thank you, Tuber. Do we have any questions for Tuber or Melissa? Just a clarification. Mayor Wilkie: All these projects that were listed, this extensive list of these were finalised in quarter three. Speaker 9: Are you referring to the emergent projects? Mayor Wilkie: I'm talking about completed projects that were completed in quarter three. Projects underway as of quarter three. Shire-wide programs. And emerging recently added projects.

00:51:00 Speaker 9: Yes. Mayor Wilkie: As of quarter three. Looks like a very busy quarter. Speaker 9: Correct. The emergent works represent works that have become emergent throughout the financial year. But when referring to the individual renewal programs such as the reseal or the patching or the pathway, a majority of that has been more the most recent quarter. So that is in regard to the reporting period. Deputy Mayor Stockwell: Yeah. Thank you. All right. Question. Councillor Wilson: Yeah. Actual year to date of 2021 million. Are there any big projects that have been delayed in that time that, you know, 30 million has not been set yet? Are there any particular reasons for delays with those projects? Speaker 10: Did you want me to add? No worries. Speaker 9: So, we have as part of budget review too, reprofiled a few larger projects including Doonella Bridge. However, this financial year we also had Cooroy Sports Complex, which has the majority of the delivery program falling into next financial year.

00:52:00 We've also got other elements around a variety of different multi-year projects that have been impacted that we could probably provide a little bit more detail on post-meeting. Councillor Lorentson: I've got a couple of questions Mel. What are we most exposed to? Contractor or market volatility or both? And what mitigation strategies are in place? Director Walsh: Thank you for the question, Councillor Lorentson. I think we're not subject to competition. We're not subject to contractor volatility at the moment. I think Noosa Council has established a really good rapport with contractors as a result of having clear briefs and also paying prices fairly.

00:53:00 That's on the back of the significant, both the disaster reconstruction program as well as our very disciplined capital works program delivered since I've been in office. I think market price volatility is a question for everyone in Queensland and Australia at the moment with the Middle East dispute. With the CEO, the Council has implemented a... a business continuity plan associated with the capital works program. We're monitoring the prices very, very carefully and also making budget provisions for next financial year in the event of escalation. As well as also preparing back pocket plans in the event that we need to actually curtail a capital works program in the event of increasing costs. So I think we're starting to become reasonably well prepared and also being able to sort out what we need to do versus what we would like to do. Does that answer it well? Does he know? Yeah. Speaker 10: Thank you. Councillor Lorentson: And just last question. Which projects carry the highest delivery risk?

00:54:00 Director Walsh: I'd be happy to answer that. Councillor Lorentson: I went through them all when I just thought. Which one are we most concerned about? Director Walsh: I think the risks are of different portfolios. So that's the first one. For instance, if I deal with the projects under way at the moment, then Sunshine Capital, Sun Creek Land Stabilisation Project. We're carrying some risks associated with funding grant deadlines, so to meet them. But also we've come across, and this is reported to the PCG CWE, we've come across a sewer in an unsurveyed location and we're undertaking, with the design team, modifications to that design at the moment. We actually built that risk into the project because that project was procured on the basis of a design development package. And the final design being with the contractor. So we're feeling comfortable in terms of pricing, but it's actually making sure that we meet the funding obligations with the state. So that's one area of risk.

00:55:00 The other area of risk that I'm concerned about is the traffic disruption arising from the Tanalla Bridge renewal. So there's a community risk of them not being totally or fay with the disruption that's going to arise, with necessary traffic controls to actually repair and ensure that bridge is fit for use. And that's going to be fit for purpose for the next 50 years. So that's another key risk that we're driving at the moment. And then the other projects, I think it gets back to the Middle East conditions, and us establishing appropriate rise and fall into the contracts to deal with pricing variations. Because the underpinning of that is that we don't want to drive our contractors to insolvency. This is a situation that they have inherited as well, and we want to ensure continuity and confidence in the construction industry, as well as delivery of our projects, essential projects, on behalf of the community. Councillor Lorentson: Thank you. And in terms of the Peregian Beach active project, can you give us a status report? Director Walsh: Yeah. So we're looking forward to presenting a further report to Council in the near future.

00:56:00 We'll be providing updated information in that report on advice from the funding authorities about extension of timeframes. And we're looking forward to that. My latest report is that one of the funding entities had extended an extension to allow Council to consider this next stage. We had verbal confirmation from the other funding entity, but I haven't seen the letter come in as yet. And that will give us more time to actually, you know, consider the finer details of that project, and consider any further final Council feedback as part of this decision of 2%. Thank you. Speaker 5: Can I be the second? Deputy Mayor Stockwell: Yes. Speaker 5: Can I be the second? This is a status report because of Council Police involvement. Speaker 12: Oh, okay. Councillor Phillips: It's only a status report and then I just thought... Deputy Mayor Stockwell: It's still a private view, did it clear? Councillor Phillips: Yeah, that's right. Sorry.

00:57:00 It's a status report but the gym club's included in the status report, so it's not fair, but I want to be over-cautious. So I probably should have done it at the start, but because it was a status report I was like, it's okay, and then as we were going, I... Deputy Mayor Stockwell: It's okay, just make your declaration. Speaker 5: I think we're fine. It's a status report, so you're clear as far as you're going. Okay. Councillor Phillips: I know, but I was running through it in my head as we were going. Deputy Mayor Stockwell: So have you got a standard? Councillor Phillips: I do, but it puts me out of the room. Councillor Lorentson: Okay. While we're waiting, can I ask another question?

00:58:00 Are you... Speaker 10: Well... Deputy Mayor Stockwell: Oh, we probably... Yeah. Councillor Lorentson: Sorry. Speaker 10: Are you requesting to stay? Yeah. Okay. Leave. Speaker 5: Okay. Sorry. No, that's all right. I haven't considered it either, so... Councillor Phillips: I'll just do my standard leave. You can all speak to it since you know so much from the weekend as well. Thank you. In accordance with Chapter 5B, the Local Government Act 2009, I, Councillor Phillips, provide a following declaration to the meeting that there is a comparable conflict of interest in the matter, in the general manager of Cooroy Gymnastics Club.

00:59:00 Mayor Wilkie: And just out of an abundance of caution, the Prision Beach Active Street has not mentioned in the report that it was raised as a question. It is mentioned in the report. Is it? Councillor Lorentson: Yes, it is in the report. Page. Speaker 10: The last page. Prision Beach. Deputy Mayor Stockwell: I take it we'll just deal with this one. Speaker 10: Page. Councillor Lorentson: The last page. Key project focus. Under Planning and Design. Under Planning and Design.

01:00:00 Under Planning and Design. Mayor Wilkie: Thank you very much. Thank you very much.

01:01:00 $5,000 to my election campaign. Lives in a street adjoining Lorikeet Drive, which is the subject of the Active Street Project. Project, which is mentioned in this report for now. Councillor Lorentson: Can I, through the Chair, I think the Mayor moved the report.

01:02:00 No? Deputy Mayor Stockwell: President. Speaker 10: He did move it. He did move it. Thank you. He did move it. Mayor Wilkie: He did. Okay. Deputy Mayor Stockwell: So, I've been... I've been... I've been... Councillor Lorentson: I'm happy to move the report. Councillor Finzel: I'm happy to second. Deputy Mayor Stockwell: Okay, Councillor Lorentson. Councillor Lorentson: Nothing except I miss chairing the Capital Works Executive. Real reminder of just the powerhouse that we have here in Noosa Council. Able, competent, just an 18. I want to acknowledge the hard work with Capital Works program.

01:03:00 And again, the people behind all these works. 121 projects with average project progress at 73%, 37%, over 90% complete, 83% over 50% complete. Congratulations. Thank you. Thank you. Speaker 9: If I could just circulate back to an earlier question to respond appropriately. I also just wanted to mention with some of the main drivers of projects that are continuing for the financial year. Financials are reflective of the end of March. And we have progressed at a quick glance approximately $4 million since then and made significant procurement progress as well into awarding large contracts and getting the construction works completed, which typically hold on to the larger size of the financials. And some of the key projects that have larger budgets that they're working towards this financial year. Still, as Sean mentioned, is Ross Crescent, a few of the landfill projects.

01:04:00 So around the missing link in the compost facility, going out for award, and then Doonella Bridge and the fleet program as well, working towards large projects. Cool. Speaker 10: Thanks. Deputy Mayor Stockwell: I'll add one to the boxes with the pictures. And I think it's important that we bring this down to what the progress we see. Because as councillors we drive around and have a look, I've been at the Cooroy Cemetery a lot since this construction in 62 Lake and Gondar Drive. And it's really good to see that the sediment erosion control works there now have handled the recent events quite well and there is great progress. The Hilton Eskenaar living foreshores progress and the consultation we're currently under on that. I think there's good feedback and good involvement of locals, giving us a really good direction to take in that respect. Kidland Art Group renewal. I take it now there's not that you can't go here, tape around there anymore, which has been there since like 2022.

01:05:00 There is one complaint, though. Kin Kin Trail, four and three renewal. I did do the Wundum Trail and I really liked the switchbacks. But you haven't done anything about that. Speaker 9: We can take that. Deputy Mayor Stockwell: Okay, that's it. Speaker 10: Let me see. Deputy Mayor Stockwell: Anyone else wish to talk? Okay, Councillor Lorentson, would you like to close? No. I'll put the motion. Those in favour? That's unanimous. Speaker 13: Thank you. Deputy Mayor Stockwell: We invite the other councillors. Thank you.

01:06:00 Deputy Mayor Stockwell: So we're now inviting Dr Yonki back to the table to give us the quarterly report for the operational plan 2526... Yes. Speaker 3: Yes, this report is for Nordic. It provides a quarter three progress update on the delivery of the operational plan 25-26. Overall performance remains positive with 79% of initiatives either on track or completed. 17 initiatives are experiencing a minor disruption and four a major disruption. Regarding the major disruptions, Kabi Kabi engagement and commitment plan. However, recruitment for liaison officers is currently underway, which is good to address the resource constraint. Then stage four of the regional art gallery, feasibility project, business case is currently being prepared. And the finalisation of the Boreal Point Campground Master Plan, as you are aware, there are some land constraints that is currently on hold. There's obviously, as always, very positive news as well.

8.2 OPERATIONAL PLAN 2025-2026 Q3 QUARTERLY REPORTING ¶

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01:07:00 Some of the key achievements for the quarter include the endorsement of an updated local disaster management plan, opening of the library office. There's also a lot of things, which is, if you look at it, quite an interesting, exciting margin. Completion of the livability survey, also a very large item is the purchase of a 121-hectare property through the environment leading, earlier this year. Approval of 25 affordable dwellings at 62, 64-lb McDonald Drive and also internally development of a new digital strategy and an ICT strategy. So some very major key achievement for quarter three. The report also provides an overview of council's current key performance measures. Two highlights I want to, or two items I want to point out there. It is noted that the percentage of plumbing application decided within statutory timeframes has declined significantly due to unforeseen resource constraints. However, on a good note, the percentage of requests completed within target date across council has improved significantly to 75%.

01:08:00 And that basically comes from a baseline from the previous report. In the previous seven months, about 46%, a large jump to 75. Following to improvements to request processing through the customer experience program, which is fantastic. Happy to take any questions. Councillor Lorentson: Any questions? Councillor Finzel: Yes, through the chair. Thank you for the report. With regards to the Marine Point Campground master plan on hold, how will that impact the foreshore? I just know from the last meeting out there, there was, you know, a lot of questions raised about how that's progressing and the impact on people along that foreshore.

01:09:00 So just interested to clarify how this hold on this thing is going to impact. And how this finalisation of the master plan will affect that. Director Walsh: So thank you for the question, Councillor Finzel. I understand under our capital works programming that we've forecast the foreshore management plan for Boring Point to be budgeted in 27-28. So it's a future desired work. Though I do note that the Boring Point Campground and its use does have impacts upon the adjacent foreshore. Including, you know, use by cars parked to service the camping ground. And also some issues associated with that. Some issues associated with dogs starting the campground using the foreshore. And also public access through the front of the campground. If you get access to Duns Beach. So there isn't an interrelationship. Maybe the timing is actually better that they're not together. That could be one option. But the foreshore management plan is a future forecasted work. Councillor Finzel: Okay, thank you. And are you working closely, I'm sure you are, with the committee, progressing through these matters?

01:10:00 Director Walsh: So, thank you, Councillor Finzel, for the question. When it goes to the committee, you're talking about the Catharabert Community Association? Yeah, or both, I think. Yeah. And who's the other committee you're referring to, Councillor? Councillor Finzel: What are they called? Like the social group? Yeah. Director Walsh: So the only group that I've met with personally to discuss matters is the Catharabert Community Association. Okay. So there is some crossover with the Disaster Community Subgroup Plan. So we include reps from RFS and SES, or Rural Fire Service and SES. I haven't met any of the other groups. I'm just being clear about that. There's also a crossover with the Saling Club. So some of those people come along as well. I haven't met the three separate groups. Just one group, to be clear. Councillor Wilson: Okay, thank you. Deputy Mayor Stockwell: Just before we do, it's been pointed out that in this report is an attachment that references the Cooroy Gymnastics Club.

01:11:00 Speaker 10: See? Okay. I didn't see that. I didn't see either. Councillor Phillips: In the... Speaker 10: It only says, works previously. Mayor Wilkie: It's a similar reference to that. In the Cabin Works. It's just incidental. And there's no capacity for any councillor to influence the progress of that report, that progress report. In the Project. Or in the Active Street. Deputy Mayor Stockwell: No. As soon as the new legislation comes in, it's much easier. Yeah. Speaker 10: Yeah. Speaker 5: It's still the same position. And here, formally, yes. If we know... Sorry. Councillor Phillips: That's the same described conflict.

01:12:00 Mayor Wilkie: This is what they're changing the legislation for. Yes. Speaker 10: And someone asked a question about planning for this for me. No, I still know that it'll be done for. Deputy Mayor Stockwell: But I'll step out. Just thinking. I'm guessing that this is written off the mention as well. Speaker 10: No. Deputy Mayor Stockwell: No. Mayor Wilkie: I did a word search this time. And I'll find it. No. Speaker 10: No, I'll find it. Councillor Phillips: In 2009, our council prescribed following declaration to the meeting, of prescribed conflict of interest in this matter. And council said that's important. Meaning that I have prescribed conflict of interest, in this matter, as I'm the general manager of Cooroy Gymnastics Club. We've mentioned in this report, and as a result of my conflict of interest, I will now leave the meeting room. And that's considered by everyone. Deputy Mayor Stockwell: Okay. You can continue, Councillor Lorentson. Councillor Lorentson: Question to Shaun.

01:13:00 The report states The report states 77.6% 77.6% of initiatives are on track. Can you just or Johnsey, can you clarify what on track actually measures? Is it simply progress against the time frames? Or does it reflect whether the initiatives have achieved their intended outcomes? Speaker 3: So they are obviously tracked against the timelines, the project timelines of the projects, the percent completion, and that can be stretched over 12 months or multiple years. It is acknowledged that that can cause some confusion in terms of if something sits now at the quarter three, either at 70% or 20% for long-term items. So we will adjust that in the review of the new 26, 27 operation plan to provide a bit more clarity that we are basically trying to design these initiatives for better standardisation for the initial year.

01:14:00 But ordinarily, teams would obviously review their projects, regardless whether they are a one-year project or a five-year project, have their timeline and their project milestones, and accordingly a percentage assigned to those. Mayor Wilkie: I think this is the question that Councillor Phillips is wanting to ask about the burning program. It's mentioned as experiencing a minor disruption. Was that just in the last quarter, and the commentary suggests that since April it's been back on track. Is that correct? Speaker 3: Yeah, so the planned burns were already, there was a minor disruption in the previous Q2 quarter.

01:15:00 And that was due to some unfavourable conditions in the last quarter of last year, calendar year, in the October to December period. So there were a few planned burns that carried forward into the new quarter, Q3, and they're slowly catching up. You may have seen some of the notifications coming out over the last week in terms of planned burns around the area. So there are no concerns by the team that they can't achieve the planned burns. They're just catching up on just weather dependent on some backlog of So, July, January. Yes. Mayor Wilkie: Yeah. Councillor Wegener: Councilor, I'll move. Deputy Mayor Stockwell: Second. Second. Councilor Lawrence. Councillor Wegener: I'm very impressed after being here for just over six years.

01:16:00 Seeing. Seeing the enormity of 98 initiatives, 78% of them which are on track is substantial. It is an enormous body of work that, and we're in the budget deliberations now, and this is what, you know, largely we're paying for, and it's just fantastic. For example, I'm most impressed with the customer service average phone wait time is under 30 seconds. You know, like, yes, that's our public face, public face, and the ITC strategy is also very, very important. That's the element that we're, that we're working on. So I'd just like to say congratulations. Thank you. Mayor Wilkie: I'd also like to add, this is an impressive body of work. It shows that this is a very ambitious council, a very small but hardworking council. When you take this in conjunction with the works listed in for quarter three for the capital works program, you can see that the council does have a focus on the works that do make a difference in people's streets.

01:17:00 And communities and pathways. Like the hinterland art group renewal, bridge and square landscaping upgrade, road reseals across the Shire, and projects equally in the hinterland and the coastal region. So this doesn't really speak about capital works projects so much as strategic objectives, but taken in conjunction with the operational, so the capital works program, it is a very important project. This council's undertaking, and let's thank the staff, Mr. CEO. Councillor Lorentson: There's a line. And Tom, you've just reminded me, and we have incredible staff, and I keep saying behind all this body of work that we read, there's an engine room behind us. But in terms of our customer service staff, everywhere, I'm out in community every day, seven days a week.

01:18:00 I am yet to hear anything but positive, positive comments about the incredible service that our residents are getting through our customer service. As the first point of contact, they are possibly the best ambassadors and brand for Noosa Council. I want to acknowledge that, and I hope that gets transferred back to the staff. They do an excellent job. Councillor Finzel: Ms. Finzel. Yeah, thanks for everyone. Thank you to the report. It's detailed and exciting to see how we're progressing forward. I particularly like to raise a comment around the stakeholder group for the botanical gardens. So we've had our final meeting, and that's progressing forward. We're looking forward to that report. And I'd like to take this opportunity to thank Shaun Walsh and the team that have contributed. That and the community engagement has been really well received.

01:19:00 And I think everyone feels that their voice has been heard. So we're really looking forward to that. I'd like to also mention the completion and the upgrade of the wooden, the trails and everything back in the hinterland there, because I think it's a vital part of our infrastructure that contributes equally to our community and our visitors to the region. So it is a great body of work and it is to be celebrated when we are seeing budget. And we're talking about the dollars and cents, the percentages, and you look at this and you see what this council's delivering back to the community is really outstanding. So thank you very much. Councillor Lorentson: Sorry for the last question. Can I ask through the chair, a question to the CEO. We haven't actually talked a lot about our resourcing, our human resources. The report, there's many, many, many, many, many, many, many,

01:20:00 many, many, you mention unplanned staff movements as causing, or several of the disruptions have been attributed to unplanned staff movements. Just through the CEO, can you just give us some idea whether that means, or reflects, turnovers, vacancies, and what is the state of affair in terms of resourcing capability? And do we have the capacity to deliver on our plans? Speaker 5: Look, I think the, To answer that, we do have a turnover in various resourcing issues on an ongoing basis, as all the local governments do and all organisations do in the world that we live in. I think the report shows that we are doing all things to keep our projects and our programs on track, and we're doing very well with that. So, whilst we do have some challenges, I think we're dealing with them very well. I think that it's certainly a priority for us to make sure that we do have the resources in place, and where we can, we fill those gaps as best we can,

01:21:00 and we make sure that the program and the delivery for the community is continuing. So, I think the project, or this report shows that we're certainly working hard in delivering that, and there is a lot of work going on, but certainly resourcing is always going to be a challenge in local government. But we're doing our best, and I think we've actually made some big steps in recent months to address a number of those and get the right people in the right seats and get the work done as best we can. But, you know, the challenges come from all different areas, you know, Middle East, all sorts of things just keep coming at us, and we're dealing with it. And as I say, it's a challenge. As you look at this report, you know, we are achieving some pretty major milestones and some major plays of activity for our community.

01:22:00 I will take this opportunity also to say that we are now formulating a 26-27 in line with the new budget, the operational plan, in the way that we actually address or we report some of these activities. As you say, some of them is on track, and it's a multi-year program. It's very difficult to explain what on track means. On track means we're still within the bounds of delivery, so we're doing, you know, it's not going to be delivered, if you like. But we are trying to refine that so we get better. And the two councillors sitting next to me, in terms of KPIs and outcomes, is what we're going to be more focused on. So an operational plan is a 12-month snapshot or plan in line with the forecast. It's a five-year corporate plan. So we need to separate those that are long-term ongoing programs as opposed to those that we expect to deliver within the 12 months.

01:23:00 And then we can report better and more succinctly on those in terms of what we really want to achieve in the 12 months as an operational plan. So we've taken steps to really address that. So you'll see changes in future reporting, which shows that, you know, the percentages are more attributable to the 12-month plans, the things we're looking to achieve in that 12 months. And then the ongoing programs that we have as part of our corporate plan, as part of us as an organisation, where we continue to deliver, things are continuing as a rolling wheel, as I often talk about, of the local government. Councillor Lorentson: Last question to the CEO. How are we progressing with our resource capability plan? We're identifying gaps in terms of talent within the organisation. How is that progressing and when can we expect that? Speaker 5: So we've got the first cut of that in terms of the plan. Now we need to fill in the gaps, if you like.

01:24:00 But we've certainly got the plan. Our new P&C manager has presented that to executive. And we're kind of taking that forward. And that's part of it as well. We're very conscious of the fact that this is a massive program of work. And we need to make sure we've got the capacity and the capability to do that. And again, we as dedicated staff have just been making things happen and getting things done. We need to also take a step back and say, we've really got people in the right places to do that amount of work. And that's what the capability plan will give us a better sense of that and a better plan for that. Okay. Speaker 10: Thank you. Thank you. Deputy Mayor Stockwell: I'll just follow up on that one. The report does note the unseen resource constraints that are having impact on the funding applications to side with statutory type frames. I think it's really important to note that we understand that they're dealing with very difficult circumstances in that team

01:25:00 and doing their best in the role. And I think that, you know, sometimes when KPIs don't meet, it's not the main issue to be dealt with. And that team is doing very well with what resources they've got. Speaker 5: Thank you for mentioning that. We have challenges in that respect as well. And we respect that as well. Mayor Wilkie: There's a question there on that. The full-time equivalent, sorry, the full-time turnover rate has dropped from 13% in quarter two to 8%. What's happening there? What's that stabilisation being attributed to? Speaker 5: Oh, look, I think it's sometimes easier to snapshot some time as well. But I think it is because we're looking to make sure that we provide the right environment for our full-time staff to be here and want to stay. And we've been working very hard on that to secure our staff and make sure that their working conditions are appropriate for the output that we're expecting.

01:26:00 Deputy Mayor Stockwell: Anyone else wish to speak? No? Councillor Wegener: Councillor Thomas, would you like to close? No. Said it all, you guys. Thank you very much. Thank you. Deputy Mayor Stockwell: Thank you, John. Thank you. I've put the motion. Those in favour? That's unanimous. Speaker 10: We then move on to... Oh, we could probably do that. Do you have forward messages? No, I can't. But I think we'll get them. Director Walsh: Actually. Speaker 10: I know. I know. I know. Deputy Mayor Stockwell: So we move on to item three in section eight, and that's planning applications decided by delegated authority for March 2026. And we have Manager Patrick of Thornton Assessment. Speaker 12: Thank you, Councillor.

8.3 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – MARCH 2026 ¶

▶ 01:26:45

01:27:00 Good morning. Good afternoon, Councillors. The monthly report, this one being for the month of March, again, abroad spread spread of application types that have been decided. 31 that were approved and five that were refused. Thank you. Just to pick up on the... I suppose the high number of appro... Of refusals compared to most months. Three of those refusals were attributed to the one development at 66 Merindal Street. There was a DBW referral agency response, an early referral agency response, and an operational works application that formed part of that development. The development wasn't supported due to the scale and bulk of the proposed dwelling. So I think we'll move on to item three. So all the applications were refused at that time. There's been no appeal in relation to that decision. There's also made of note a refusal of a superseded planning scheme request. So the application sought in the rural zone the use of what's currently a secondary dwelling

01:28:00 for short-term accommodation. They have existing use rights to use their existing dwelling, and it's not a principal property. It's a principal place of residence. So they were seeking for that application to be decided under a superseded planning scheme and not be subject to the assessment in relation to that principal place of residence. We weren't supportive of the application, noting the conflict with the scheme, but also there were some discussions around how the existing use rights attributed to the dwelling would be seized, and we couldn't come to a resolution through that process. So that'll be something that we'll be discussing through an application. It has now been submitted under the current scheme to use a secondary dwelling for short-term accommodation. Mayor Wilkie: Councillor Wilkie. What can you tell us about the size and scale issues of the Maroondah Street development?

01:29:00 Was it over height? Speaker 12: It was over height. It was certainly over site cover. There were setback variations that were sought as well. It was a dwelling and a secondary dwelling. And it's not to say that a dwelling is not a secondary dwelling. A secondary dwelling can't be constructed on the site, but it was not consistent with the planning scheme and the form of the building. It was sort of reusing shipping containers. So there was some sort of design issues that arose from that as well. There was a very long wall within close proximity to the site that was behind it. So certainly I've spoken to the owner and made myself available for further discussions about what a modified design would look like. But we haven't received any report coming at this stage. Mayor Wilkie: So you're concerned mainly about the impacts on the surrounding residences in the low density residential zones? Speaker 12: It is a low density residential zone. So impacts on the streets, Kate. Reduce setback to the street as well as impacts on adjoining properties.

01:30:00 Okay. Deputy Mayor Stockwell: Anyone like to move that motion? Speaker 10: I'll move it. Deputy Mayor Stockwell: Move Councillor Wilson. Seconder? Councillor Finzel: I think it's seconder. Deputy Mayor Stockwell: It's seconder. Would you like to talk? I'll put the motion. Those in favour? That's carried unanimously. Thank you. Mayor Wilkie: Thank you. Deputy Mayor Stockwell: We then move on to our fourth item in that section, which is Consolidated Community Engagement Program Feedback 2526. And we have Director of Corporate Services, Margaret, and Manager of Communications and Engagement. Thank you. Speaker 2: Good afternoon, councillors. The report provided to you is to confirm how council's recent and ongoing community engagement has directly informed the strategic settings underpinning our 26-27 budget, rather than to

8.4 CONSOLIDATED COMMUNITY ENGAGEMENT PROGRAM FEEDBACK 2025-2026 ¶

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01:31:00 canvass individual budget items. Community engagement over the past 12 to 18 months has been extensive, structured, and continuous. It has occurred through formal consultation programs, and it has occurred through a series of consultations, surveys, strategic projects, and ongoing formal interactions with councillors and staff, such as coffee chats, council meetings at Cooroy, Kin Kin, Boreen Point, and Tewantin, deputations, and formal engagement mechanisms such as liveability survey, community satisfaction survey, and the destination management plan. This engagement has not operated in isolation, it has been deliberately consolidated and analysed. It helps to inform council's strategic decision making and budget formation, consistent with council's engagement framework and governance principles. What does this mean for our budget process? The key value of the engagement lies not in generating a list of requests, but in shaping

01:32:00 the strategic lens through which the 26-27 budget is being developed. Community feedback has reinforced the strong expectation that council focus on core services and liveability outcomes, the importance of value for money for fair, sustainable financial settings, a clear need for alignment between service delivery, asset management, long-term affordability, and the community's support for disciplined, evidence-based decision making. These themes have informed the parameters used in budget workshops, scenario testing, prioritisation discussions, rather than having ad hoc or reactive budget decisions. Importantly, the engagement aspect of the engagement framework is important. It is important to ensure that the budget is aligned with the outcomes aligned closely with council's corporate plan. They support council's objectives around financial sustainability, governance, service performance and meaningful community engagement, and reinforce the need to balance current service expectations with long-term capacity and resilience. This alignment ensures the budget is not only responsive to community sentiment, but also

01:33:00 strategically anchored and fiscally responsible. As a result, the 26-27 budget is not only responsive to community sentiment, but also strategically anchored and fiscally responsible. The investment is prioritised where community importance and service performance intersect. Core service delivery, asset maintenance are emphasised ahead of new commitments. Short and long-term implications are considered transparently within the constraints of the long-term financial plan, and community confidence is supported through consistency between what council hears, plans and delivers. In summary, the report confirms that council's engagement that community engagement and community engagement has meaningfully shaped the strategic framework for the 26-27 budget. This is the first time a report like this has been produced to show the extent of engagement and contributing to council decision-making. It hopefully provides assurance to the community that council's budget approach is aligned

01:34:00 with community values, corporate plan objectives, long-term financial sustainability and positioning council well as it moves towards its budget adoption. Thank you. Mayor Wilkie: Questions? Deputy Mayor Stockwell: Councillor Wilkie? I'm happy to move it. I'm moving. Councillor Wilkie? Seconded by Councillor Lorentson. Councillor Wilkie, you have the floor. Mayor Wilkie: No, thank you. Well summed up. Good report. Thank you. It's a great document for anyone who wants to understand all the community feedback that councillors and staff receive to help keep us on track, see how we're tracking against our corporate plan, that our budgets and planning schemes reflect the aspirations of the community, what they want, how they would like to see the ratepayers' money spent. So apart from the liveability survey, community satisfaction survey, the extensive consultation during the destination management plan, councillors are very active out in the community anyway. We certainly meet residents who aren't shy in telling us what they would like their rate

01:35:00 money spent on when we meet them during coffee chats or out of the ordinary meeting community outreach meetings in different halls around, mainly the hinterland communities. Certainly roads, natural areas, parks, community safety, very, very important. Ratepayers and residents have told council they expect clear value for money from rates, reliable maintenance of roads and public spaces. Strong protection of Noosa's natural environment and decisions that are clearly in the community's best interests. The community also expresses firm expectations that tourism pressure, development impacts and liveability issues be actively managed with neighbourhood needs recognised and addressed. So council directly uses this feedback to set evidence-based priorities for its budgets.

01:36:00 Significant funding continues to be allocated to the services and programs that we provide to the community. We all believe that it's important that the budget delivers measurable improvements, value for money, long-term benefits for the Noosa community and I'm hoping that any resident that reads the third quarterly report for the capital works program will see how the money is being spent. Judiciously and fairly in all areas across the Shire and also in the progress of the operational plan. So thank you for the report. Councillor Phillips: Question, please, to the CEO. Sure. Just in relation to this, if this is the direction that will continue with budgets, how will we at every engagement, at every survey, how can we inform community from the moment they

01:37:00 start, how can we inform the community from the moment they start, how can we inform the community from the moment they start to engage in, that these will now be the way that the capture of any conversation around budget will be forming budget process? Because to me this has come after, which is fine, I just want to know if this is the direction we're going to go, when community go to engage, how do we now make sure they know that this will form budget process? Speaker 5: I think it's a we don't have we don't have a formal obligation to we don't have a formal obligation to consult directly on the budget community it's it's your decision on that as councillors so we haven't done sparingly in recent years has been it hasn't really had a major effect so the discussion we've had as you know is that the information that's been gathered over the course of the year and the extensive engagement we do extensive engagement with our community more than I guarantee most other councils do so to utilise that information is to and then to use it to to address our decision making in budgets I think is an appropriate way to do it to tell the community that that's what we're doing

01:38:00 I think that they should be well aware that that's what we're doing anyway but ultimately it is your decision as councillors to decide on how you utilise that information whether you're needing more information or whether it's as elected members you feel like you've got the level of information that you need to actually make those decisions and I think the community would my opinion the community would accept or respect that so it's you know I think for this year in particular given all the time timelines and time constraints

01:39:00 the community is stop asking us just just get on with it I think that's very much what we're proposing or what we're saying here as well we've got a lot of information we've had a lot of feedback we should know what the direction of the community is it's now up to the councillors as elected members to to make the decisions based on that information so going forward I think this is an appropriate way to do it in my opinion. Councillor Lorentson: Councilor Larty have we ever in all our surveys and we do undertake a lot of surveys have we ever asked the question whether the community is comfortable with councils stepping back from budget participation engagement and if not can we well I would like to see you know a next round of surveys to actually include a specific question about budget participation and budget So my question, have we ever asked that specific question, do they want less or more budget participation? Speaker 4: Thanks for the question Councillor Lorentson.

01:40:00 It can be done. I suppose it's just working out which survey it can be added to because as you can appreciate each survey that we may do or each piece of engagement we may do is very different depending on what the project is. For example, if we're out at the moment with the health and terrace work, you probably wouldn't ask that question for that particular project. It could potentially be done for something like the community satisfaction survey, and that's just again, answering on the fly, but that's probably one area where you could potentially ask that question if you wanted a definitive answer one way or the other, bearing in mind that obviously the budget engagement we've done previously has been very, you know, very limited. The response from the community hasn't been as big as some of these other engagements. So that could potentially be one. I mean Kerri looks after that particular survey, but it could potentially be put in there if

01:41:00 you really wanted a definitive answer one way or the other. Speaker 7: Without wanting to dispute my good colleague here, the community satisfaction survey is a nationally benchmark survey. Yes. So we don't have the ability to add in individual questions unless, you know, the entire local government body decided that that was a question that they wanted to add in. So I would be thinking that we would be having a discussion to look at what might be a more appropriate mechanism. I can think of other ways that we might be able to do it in terms of, for example, the customer, the normal processes we have around customer satisfaction, you could add it in there. Speaker 4: And I suppose to answer to Councillor Jess's question about answering about the budget

01:42:00 and these sort of engagements, for example, the livability survey, we actually in our communications to the community actually say that decisions or outcomes out of this survey will help Council determine future planning and budget decisions, and that is part of the comms that we did for the livability survey, so that people were aware that the results that came back would be used by Council, whether it's Council rules or Council in general, about future planning and budget decisions. So that allows them to know that if they're responding to this, their outcomes would be considered as part of the process. Speaker 7: That was the same case as the community satisfaction survey, part of the communication around that, both through the written material and through the community satisfaction survey. Councillor Lorentson: So what happens in the situation when we don't have valid sample sizes and the amount of

01:43:00 respondents are very small? And what do we do in that situation? Speaker 4: Linda, if you're alluding to the livability survey? Councillor Lorentson: Livability, there was Cooroy, Noosa North Shore, there was quite a few where, like, I think 18 respondents replied, and that was a combination of Noosa North Shore and Kamo. So I think Cooroy, there was less than 100 responses. So I'm just trying to understand the validity of some of the results, given that they haven't achieved their sample sizes. Speaker 4: So I'll get Kerri to answer that. I've got my answer to that, but I'll let Kerri, the director, answer that in regards to, you know, whether or not they've achieved their sample sizes. So, you know, the survey itself allowed, was statistically valid. And the livability survey certainly was as a whole, it may be certain areas that may not have got to the statistically valid, but overall, the survey itself was statistically

01:44:00 valid. Speaker 7: Yes, so with regard to the livability survey, it's looking at communities' perception around their village, their community, and how liveable they think it is. So in terms of, we're looking at, you know, the community's perception around their village, they're not so much seeking statistical validity with that. We, for example, if we were drilling down to do a place-based plan, like we did with Pomona, you would absolutely, definitely want to ensure you had statistical validity there. And when we did the Pomona place plan, we more than had that. When it comes to the community satisfaction survey, this was the first time we've done a community satisfaction survey which had a geographic element. Now, we saw that we were, we achieved statistical validity for the entire survey, and a full representative sample for age, et cetera.

01:45:00 We achieved statistical validity for a large number of geographic locations, but there were a small number that we didn't. Now, we're already in conversations around the next community satisfaction survey, and we've determined that we're going to increase the sample size so that we can achieve statistical validity for each of the communities. And because of the way that community satisfaction survey is done iteratively, we will be able to see when we've hit a statistical validity sample size for a particular area, and then we will focus on the ones that are more difficult to obtain. Speaker 5: Can I also just make a comment? We're focusing here on surveys and broader questionnaires. The report also talks to everything else that we do. I mean, we have, and my experience in other councils has been that when you go out for a budget time for a response, you get people with their own specific thing that they want

01:46:00 to drive home or focus on. So we've got the broader survey, but then we also, you know, you're out doing coffee chats, you're out in the community on a regular basis. You've got all the time. We're doing, we're taking our meetings out to the community. We're having sessions before those meetings for those opportunities, and that's really where people come with their particular agendas to those question times. We have opportunities within our meetings for community to come and speak and make their points. So there's a whole range of things. Pardon? And lots of emails. Speaker 4: And lots of emails. Speaker 5: So there's opportunities, you know, right across the board. It's not just the survey. It's not an anonymous survey. It's a, you know, people do have the opportunity to come and put their point forward. So I think that, you know, if you took all that in totality, that's a better way than just saying, here's a specific time to come and talk to us about budget. And you get a very limited, I think, a very limited sort of response as opposed to taking

01:47:00 them much broader and capturing over the course of a year. And that's, you know, that's our job, is to do that and understand what the needs are and respond accordingly. Councillor Lorentson: Another question? Just a last question. So it's been suggested maybe some consideration around a jury, community jury panel, in terms of, again, informing budget considerations. What is the cost of putting a panel together? And is it, you know, is it, you know, is it, you know, is it, you know, is it, you know, is it something that we can consider in future? Speaker 4: Well, we've had numerous discussions in regards to how we can establish that. We obviously established a community engagement panel as part of the community satisfaction survey, which we think worked quite well. That was done with limited resources and with resourcing we had. To put an actual community panel or a community jury or citizens panel, whatever you wanted

01:48:00 to call them. You'd really have to work out how many people you want on that panel, how you go about it. It's, you know, if I could throw a figure out and it'd be easily say, well, that's, it'll be double that or whatever. But community panels are not an inexpensive exercise. You may, may recall our neighbouring Sunjewang Coast Council have a panel at the moment. That was done quite extensively. And the budget they used is $200,000 just to do what they're doing. Obviously, something like that is quite large in terms of what you would want to do. For something like Noosa, you could do it sort of cost effectively, but it would be a cost. It's very difficult to do a panel without some form of cost because you've got to recruit the people. You've got to work out when you want them to be available, whether you charge per diems in terms of their time that they provide. All those sort of things have to be considered as to what sort of panel you may want to

01:49:00 use or utilise in an engagement process. Because as we said, with our community engagement framework, it's about meaningful engagement, not tokenistic. So we really, if you put a panel together, it'd be something that you'd want to use maybe for two or three different projects rather than one specific project. Speaker 7: I can talk briefly about the last time that we had a panel process, which was around waste. So it needed a full-time staff member because the panel members are typically unfamiliar with local government. So they're needing a lot of, they're not employees of local government, so they need quite a lot of support and training in that space. To ensure that you get the calibre, that you get a broad range, some of those people will be employed and you want that broad cross-section. Panels, to get the value from them, require a fair few hours.

01:50:00 So normally you are having to provide a financial compensation for people that may not be able to attend work. You tend to find that you're having to provide training and education around things that are complex matters. So you're bringing in external people and there are costs associated with that. So what seems relatively simple. Actually there are quite a few costs associated with it. So it doesn't surprise me that Sunshine Coast Council is seeing a cost around about $200,000. Speaker 4: And that's everything. That's over a 12-month period. That's training. That's making people available. You know, resourcing. They've resourced it quite extensively as well internally because they've got the numbers. But it's not an inexpensive exercise. I think we've put up some figures to councillors about what we would consider appropriate. And it's not that much. No. But, you know, it is quite a significant investment. Thank you.

01:51:00 Deputy Mayor Stockwell: I'll talk to the motion. It is a good synopsis of what we've heard from the community. And it's, you know, we are very fortunate in how active our community is. And the fact that most of these big consultations will get over 1,000 responses. I can recall when we did try to get budget-specific consultation, we were scratching around 100. It's not a natural thing for people to get involved with. So what does this set of data tell us? It tells us what, you know, the liveability stuff is really valuable to say. What's most important to people. And things like elements of the natural environment, general condition of farms, natural spaces, protection of the natural environment being the top three. Now they're all things. They're all things that have come about because long-term investment by this Council in those things. And then we look at the service questionnaire about, you know, what are the services that they don't think. And value for money is one that is number 10.

01:52:00 And that's because this Council does spend more on long-term initiatives. And it is that balancing act. That is one of the great crunch points in budgeting for Noosa. Is budgeting how much we invest in the future, knowing that in 20 years' time we want to get similar results now. Because other Councils tend not to invest in the long-term. Tend to, might be able to say they've got better value for money for their rates. But their long-term impacts may be not considered. And then there's other things like the services questionnaire, which consistently, no matter which way we've asked the question, bring up the library as number one. How much do we talk about libraries in the Budget Councils? We don't. Because it's just part of doing business as usual. So, you know, it's only when things change and the difficult decisions. So, and I do think it's important to also acknowledge that it's not just the total results that make a difference with this time.

01:53:00 Livability surveys, we were told as a Shire, we performed above average to most communities because there's a general downward trend in those surveys. However, we found we were above average and, but we found that there are some communities that have gone backwards. And we can look at what might be the factors resulting in that and then invest in that. So that is one of the open conversations in this round of the Budget is, which of those communities should we invest something in to try and address those issues? And that's why this is important. And the other one is, it's not just the organised feedback. You might remember that the workshop we did last week looking at very large long-term capital works on our roads for up to 2046 and we were identifying a section of road that has had 400 complaints. So it's also, you know, we do consider in our budgeting where we are seeing constant feedback from community that things need to happen. So I think it is good to do it this way.

01:54:00 I think there is one aspect that we could consider in terms of the budget that we haven't really gone out and done a strategic deliberative consultation on and that's not on how we spend the money, it's how we get the money. And so we know we're doing a strategic review of our rating system. We know we've got staff working on alternate revenue sources. It probably would be something over the course of this next year to look at what is the meaningful way we can involve community in trying to really step back and say, have we got the big picture settings right? Because the conversation we've been having around this budget is, are there some implicit settings that are benefiting those that have been in the housing market for a long time and are a disincentive for getting our young people and keeping our families? And there might be some really transformative approaches to thinking about how we collect our money and how we rate if we are going to look at an equity to try and make the playing

01:55:00 field more level. So to me, that's one area we can think about. This year is, do we look at a deliberative, whether it's a panel process or something else, to try and look at the rate rating, the revenue processes and how we set the settings for getting money in to pay for all the initiatives that the community value? Councillor Phillips: Reporting, can I speak to it? So much of that I agree with. The report makes sense to me. As to why, I guess that it's coming to us this way. The only couple of things that I want to make sure that we're not doing a post, we didn't do a consultation, so this is where we're getting it from. So I'd love to know, I'd love to keep telling the story about why, which is why my question was. I think we can't assume when someone's putting engagement to a project that they know the consequences of the project.

01:56:00 I think the general member, I'm always constantly thinking, how do we engage someone that's never engaged? I'd love that as a question. How many times have you engaged with nursing council? Once, twice, a hundred. I think it would be really important for me to understand, because I really want to know how to capture the busy person that hasn't ever engaged. Are we taking them on the journey? Because I think for someone like that, they don't really, they're not meant to understand local government. Otherwise they'd probably run in an election or be employed. So they're really not meant to know. They're not meant to know the ins and outs of it. So for someone like that, if they were looking at DMP, which beautiful video and all of that, now we see that there's a position that we need to approve in this budget.

01:57:00 I think that is really important for someone when they're putting their feedback through any project, whether it's foreshore plan, whether it's the Cooroy Park, is that going to require a resource? That has to come through a different budget process that creates an impact on the rate payout. That is a message that I think is not clear. So I think we could do that better. Now sitting on Capital Works as the chair, I'm constantly thinking, okay, we celebrate grant funded CapEx project. Does the community understand the ongoing maintenance? Does the community understand the ongoing maintenance cost of that project? And if they did, would they celebrate it as much as they do when they say, yes, do it all? We love it. Keep doing that because we've got to get the balance right if we continue to meet expectations,

01:58:00 which are always going to be high and they should be, but they should also understand that that comes at a cost in a budget round for a resource for additional funding or whatever it is. I agree with Brian. It should, we should be clearer on whether it's maybe grant funded or where we get the funding through. That could be clearer. But for me, it's just constantly thinking, how do I engage with somebody that really won't say anything until they don't see it or they're missing it or they just don't quite understand that that has a consequence and you have to give up something or that might not happen. Because it's all right to celebrate long-term planning, but right now we will see assets currently that are deteriorating and they're going to cost us significant amounts to repair. And I don't want to put a future council or future residents in the position that we are

01:59:00 today from legacy decisions of potentially the balance being a little bit out. That's all I've got to say. Thank you. I don't even time myself. Deputy Mayor Stockwell: Oh, it must not have been me. Councillor Lorentson: First, thanks to the staff for putting the report together and you're right, when you go through the report and all our surveys and copy chats and engagements and emails, there's clearly a significant amount of listening, analysis and lots of topics that we cover. But I'm going to go back to the question that I asked before. I'm going to go back to the question that I asked before. To me, I still think we need to ask one question directly. And that question is, is the community comfortable with council stepping back from direct budget engagement?

02:00:00 I don't think we can assume that answer and to me, budget engagement is one, probably the most important role as councillors that we have, but budget engagement is also the most important way that our residents get the opportunity to do that. We need to have the opportunity to understand how their rates are used, how we set priorities, and most importantly, what the trade-offs are. So for me, I don't know how, but I would like to see incorporated in one of the surveys, that question, specific question about budget participation and budget engagement, whether people want it. They may say no. What format they prefer. And how deeply do they want it to be? Do they want to be involved? Or whether they just want to defer the decision to us as councillors? To me, that way, we're not guessing. We're actually asking the community. So thank you again for the work behind the report.

02:01:00 And I thank the community for giving us their trust to make decisions in their best interest. So I think the people around the table are possibly the most influential in determining what's right for the community. So I think the community's chosen well. So I hope that's reflected in our decision-making. Deputy Mayor Stockwell: Anyone else wish to speak? Councillor Wilkie, would you like to close? Mayor Wilkie: Just to pick up on some of the comments. It is important. I think every councillor is always striving to get the balance right. I do agree. We have a lot of work to do. The luxury of being in a fortunate position to be part of a council that does engage so extensively and is willing and has councillors that are willing to meet with the community members on a daily basis, engage in coffee chats, take the ordinary meetings out to

02:02:00 the community where we get to hear face-to-face what the issues are for our residents and ratepayers. And again, I do agree. It is, we are in a position of trust and that trust is not taken lightly. We are entrusted to make decisions on behalf of the community, spending ratepayers' money in a fair and transparent way. And I'm hoping that with this current budget, as with all previous budgets, residents and ratepayers can see a clear link between what's right for the community and what's wrong between what they've been telling us in these surveys to where the resources go in the budget allocation and reflected through the operational plan and the quarterly reporting and the operational plan and also the capital works.

02:03:00 And it's difficult, but I know that everyone is striving to get the balance right, they always have, and we'll be doing our best in that regard for the next financial year's budget as well. Deputy Mayor Stockwell: Thank you. I put the motion. Those in favour? That's unanimous. So councillors, it's 12.04. We left on the agenda, we have five matters to be considered in confidential session. Some of those are quite substantive deliberations. I'd suggest as a practice in our new environment that we do take a break for lunch at 12 o'clock and that we make that a half an hour and return to do in the confidential session. I recommend that we move the motion to go into committee and that commence immediately after lunch now rather than having to come back in, turn the cameras on and off again. So you can do that.

02:04:00 Sorry, it's coming. Councillor Lorentson: One minute. Deputy Mayor Stockwell: I know this needs to be read. It's a standard motion. I'm just thinking whether we have to refer about the timing of it, that the meeting be closed to the public immediately after lunch. Mayor Wilkie: And just question Mr Chair, would all the confidential items need to be mentioned there? Deputy Mayor Stockwell: We normally do. It's a bit more complicated. Mayor Wilkie: We're all going to talk about all of them, so they probably all need to be mentioned. Or we can adjourn while the appropriate motion is proposed. That is all of them.

9 CONFIDENTIAL SESSION ¶

▶ 02:04:04

02:05:00 Speaker 10: I'll make a bit bigger. Mayor Wilkie: Is that all of them? Speaker 10: Yeah, there's the first two there and the second three there. Mayor Wilkie: Okay. Speaker 10: Sorry, I just haven't got an item. Mayor Wilkie: You've certainly got an item. Yeah, so they look like it's all part of one. Yeah. Councillor Lorentson: There's two sections because some are closed for commercial negotiations and some are closed for legal reasons. Deputy Mayor Stockwell: And I'll just add to the words that the meeting will be closed to the public league immediately after the lunch break. Oh, German. Yes, that's a more fancy word. And we'll make that at 12.35. Councillor Lorentson: Any more timing? Deputy Mayor Stockwell: Yes. Happy with that? 30 minutes? Fine. I'll move that motion. Happy to second. Seconded by Councillor Lorentson.

02:06:00 No need to discuss. All in favour? That's unanimous. The meeting is adjourned.

03:55:00 Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Thank you. Speaker 10: Thank you.

03:56:00 Thank you. Thank you. Deputy Mayor Stockwell: Thank you. Thank you. Mayor Wilkie: Confidential report. There it is. I'll move it. I'm happy to second. Moved by Councillor Wilkie, seconded by Councillor Lorentson. Does anyone wish to discuss anything? Do we need to read this out Mr Chairman or not? I don't think so. I haven't been in a public report. I'll quickly read it. Confidential not for public release contract award report contract number CM25203 construction of changing places facility in Nipiterra. A. Council note the report by the Principal Project Manager to the General Committee dated 12 May 2026 regarding the construction of the changing places facility at Gimpy Terrace. B. Award contract CM25203 for the construction of changing places facility in Gimpy Terrace to Carfax Commercial Constructions Pty Ltd. under lump sum contract for an estimated total contract value of $1,180,885.35.

9.1 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - CONTRACT AWARD REPORT - CONTRACT NO. CN25203 - CONSTRUCTION OF CHANGING PLACES FACILITY - GYMPIE TERRACE ¶

▶ 03:56:06

03:57:00 C. Exclusive of GST as follows. 1. The lump sum amount of $1,153,885.35 and 2. Revisional item sum amount of $27,000 and C. Delegate authority to the CEO to negotiate, finalise, execute and do all the things necessary to administer and vary the contract on behalf of Council. Deputy Mayor Stockwell: Very good. Question discussed. I'll put to the note. I've put to the meeting. Those in favour? That's unanimous. So we move on to 9.2. And 9.2 is not for public release contract award for CN25107 Doonella Bridge Renewal.

03:58:00 Council moves that Wilson has moved it and you can read it before I ask for a seconder please. Councillor Wilson: Confidential not for public release contract award report CN25107 Doonella Bridge Renewal. Council note the report by the project officer to the General Committee meeting dated 12th of May 2026 and B. Award contract number CN25107 the Doonella Bridge Renewal to Marine and Civil Maintenance Pty Ltd. with a lump sum price of $1,200,885.35. C. Delegate to the Chief Executive Officer the power to negotiate, finalise, execute and do all things necessary to administer the contract on behalf of Council. And D. Approve the revised project scope to only undertake capital remediation works to the existing bridge structure and road approach upgrade works, including the stabilisation of the sudden approach.

9.2 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - CONTRACT AWARD REPORT - CN25107 DOONELLA BRIDGE RENEWAL ¶

▶ 03:58:18

03:59:00 Option B. Deputy Mayor Stockwell: Is it seconder? Thank you. Councillor Findl. Do we need to discuss anything? No. Put the motion. Those in favour? And that's unanimous as well. Move on to Item 9.3 which is not for public release planning environment court appeal 2611 of 2024 application for material change of use for multiple multiple dwellings for small dwellings food and drink outlets two times tenancy and an office at two Port of Grouch Avenue news ahead. Councillor Lorentson: Happy to move. Deputy Mayor Stockwell: Moved by Councillor Lyons. Ms Wilkins. Councillor Lorentson: Yes Council member. Moved by Councillor Senghor. Ms Smeddrom. No seconder? Deputy Mayor Stockwell: Seconder? No seconder? All those in favour? Is unanimous?

9.3 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - PLANNING & ENVIRONMENT COURT APPEAL 2611 OF 2024 - APPLICATION FOR A MATERIAL CHANGE OF USE FOR MULTIPLE DWELLINGS (4 X SMALL DWELLINGS) AND FOOD AND DRINK OUTLETS (2 X TENANCIES) AND OFFICE AT 2 BOTTLEBRUSH AVENUE, NOOSA HEADS ¶

▶ 03:59:25

04:00:00 Move on to item 9.4. Which is another one that we held in the confidential session. Planning Environment Court Appeal 2697 of 2025, Application for Material Change of Use for a Dwelling Fort House at 4 Arakoon Crescent, Sunshine Beach. Move to move. Move to Councillor Phillips, who will now read out that motion. Councillor Phillips: 9.4 Confidential, not for public release. Planning Environment Court Appeal 2697 of 2025, Application for Material Change of Use for a Dwelling House 4 Arakoon Crescent, Sunshine Beach. That Council A note the report by the Manager Development Assessment to the General Committee meeting dated 12 May 2026 regarding Planning Environment Court Appeal 2697 of 2025 for Arakoon Crescent, Sunshine Beach. And B. Agree to settle the appeal generally in accordance with the proposed conditions outlined in Attachment 1. Deputy Mayor Stockwell: And a seconder?

9.4 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - PLANNING & ENVIRONMENT COURT APPEAL 2697 of 2025 - APPLICATION FOR A MATERIAL CHANGE OF USE FOR A DWELLING HOUSE 4 ARAKOON CRES, SUNSHINE BEACH ¶

▶ 04:00:05

04:01:00 A seconder. Seconder, Councillor Wilson. Any discussion? No. Those in favour? And that's carried unanimously. And Item 5, it's the Planning Environment Court Appeal 2698 of 2025, Application for Material Change of Use for a Dwelling House at 6 Arakoon Crescent, Sunshine Beach. Mayor Wilkie: Move to move. Deputy Mayor Stockwell: Okay. Council Whoopi is moving it and he will read out the motion please. Mayor Wilkie: Item 9.5 Confidential, not for public release. Planning Environment Court Appeal 2698 of 2025, Application for Material Change of Use for a Dwelling House at 6 Arakoon Crescent, Sunshine Beach. That Council A note the report by the Manager Development Assessment to the General Committee meeting dated 12 May 2026 regarding Planning Environment Court Appeal 2698 of 2025, 6 Arakoon Crescent, Sunshine Beach. And B. Agree to settle the appeal generally in accordance with the proposed conditions outlined in Attachment 1. Deputy Mayor Stockwell: And do we, I'll see, I don't think I've done that today. Just to prove you're here. Any discussion? And all those in favour? That's unanimous. That brings us to the close of business at 2.03. Thank you everyone.

9.5 CONFIDENTIAL - NOT FOR PUBLIC RELEASE - PLANNING & ENVIRONMENT COURT APPEAL 2698 of 2025 - APPLICATION FOR A MATERIAL CHANGE OF USE FOR DWELLING HOUSE AT 6 ARAKOON CRES, SUNSHINE BEACH ¶

▶ 04:01:11

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.