2021-04-23 Special Meeting Agenda

SPECIAL MEETING AGENDA                                                                               23 APRIL 2021


Submission Topic    Detail
General Budget      Email 1 - I thank you for the opportunity to provide input to the above. As a resident and ratepayer,
Process             please note the following comments regarding Council's budget process and priorities.

                    1. The Local Government Act sets out important criteria regarding the relationship between the
                       Corporate Plan, the annual Operational Plan and the Budget. S. 104(5) of the Act states:
                       (5) The system of financial management established by a local government must include—
                            (a) the following financial planning documents prepared for the local government—
                                 (i) a corporate plan that incorporates community engagement;
                                 (ii) a long-term asset management plan;
                                 (iii) a long-term financial forecast;
                                 (iv) an annual budget including revenue statement;
                                 (v) an annual operational plan; and
                            (b) the following financial accountability documents prepared for the local government—
                                 (iv) a report on the results of an annual review of the implementation of the annual
                                       operational plan;
                       In addition, S. 168(8) of the Local Government Regulation states:
                       (8) The budget must be consistent with the following documents of the local government—
                            (a) its 5-year corporate plan;
                            (b) its annual operational plan.
                    2. Put simply, there must be a clear pathway leading from the 5 year Corporate Plan, through to
                       each annual Operational Plan, via delivery of the actions identified in Council’s adopted
                       Strategies. The Operational Plan should contain actions which are specific and measurable,
                       as it is the means by which Mayor and Councillors assesses performance of staff in delivering
                       the actions, and by which the community has accountability and transparency for the
                       expectations they hold given the community consultation which underpinned the adopted
                       Strategies. This then enables meaningful oversight of delivery of the Operational Plan at both
                       quarterly and annual reviews by Councillors on behalf of their community. It also enables
                       budgetary consistency as required by the Local Government Regulation.
                    3. Sadly, previous Operational Plans of Noosa Council have frequently been lacking in detail,
                       being content to outline broad goals, rather than specific action deliverables, particularly as
                       regards adopted Strategies. As a result, the community is unable to assess whether and how
                       Council is delivering against the fine words and aspirations in those various adopted strategies.
                       The 21-22 Operational Plan must remedy this shortcoming, and contain specific actions linked
                       to adopted Strategies. Only then can the council be seen to be genuinely practising
                       transparency and accountability. Those strategies include:
                       a) The 2015 Social Strategy;
                       b) The 2015 Local Economic Plan;
                       c) The 2018 Sport and Active Recreation Plan;
                       d) Noosa Council Transport Strategy 2017-2027 (although this is sadly lacking in specifics)
                       e) Noosa Environment Strategy 2019
                       f) Noosa Climate Action Plan 2021 (in consultation)
                       g) Active Cycling and Walking Strategy (in consultation)

                    I thank you for the opportunity to make this submission.

Lifeguard Service   Email 1 - I wish to the see the following budget considerations
Provision
                    1/ the provision of a 7 day a week, 365 day a year Professional lifeguard service at the western
                    end of noosa main beach.

                    after serval near misses early this season when the volunteer clubbies had control of the western
                    beach tower, it is now time to bring the protection of swimmers in the 21st century.
                    Provision of a 7 day a week Professional lifeguard service in the west tower will support the
                    volunteer service over the weekends of the summer months and ensure high of service at all times
                    to the visitors on noosa main beach.
                    Time has moved on and just like the Noosa fire station, which was once a volunteer service, as
                    the risk and demand increased this was replaced with professional firefighters, the same needs to
                    be considered for our lifesaving services. The number of near misses just supports it time to move
                    on and provide a professional lifesaving to uses of noosa's main beach, supported in peak times
                    by volunteers. The very same system is inn action at Australia's busiest beach, Bondi.

                    2/ the upgrading of single person lifeguard stations to crewed by 2 lifeguards

                    it is a simple workplace safety issues to not have 2 lifeguards on station. A single person station
                    can not handle multiple rescues at once, already in the past this exact situation has but beach
                    goers at risk.


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