2014-03-31 General Committee Agenda

GENERAL COMMITTEE MEETING REPORT                                                  31 MARCH 2014


   The objects of the new company will be
    (i) to set the strategic direction for the Noosa Biosphere Reserve Project;
    (ii) manage the brand and intellectual property;
    (iii) facilitate research that supports the strategy and vision;
    (iv) prepare reports on progress with the Noosa Biosphere Reserve Project; and
    (v) oversight of the operational co-ordination role.
   These objects are to be much more focused than the current objectives for NBL with the new
    company having a significant emphasis on strategy and brand;
   The new company is to have Directors with a desired mix of skills rather than appointment
    based on membership of other bodies (e.g. Sector Boards);
   There should be no less than 7 and no more than 9 Directors with 2 Councillor Directors
    appointed by Council (Mayor + 1 Councillor);
   Non-Councillor Directors will be appointed by Council in the first instance and future
    appointments will subsequently be made by the company Board;
   The skills mix that would be required should match with the proposed vision of the Noosa
    Biosphere Reserve Project and the specific roles for the Board. As such, the skills mix would
    include:
    o High level experience in brand development and / or intellectual property;
    o Proven relevant experience and successful track record in business;
    o Specialist knowledge of environmental issues;
    o Involvement and knowledge of Noosa’s local history and community; and
    o Experience in research (particularly from an academic/education perspective).
   Only Noosa local government area residents would be eligible for appointment as a Director;
   Approximately one-third of non-Councillor Directors to be rotated every three years, with
    Directors eligible for re-appointment;
   Directors would not be paid for undertaking the role (but may receive reimbursement of any
    meeting expenses at the discretion of the Board);
   The Board would need to report on at least an annual basis on progress towards achieving
    the Noosa Biosphere Reserve vision; and
   The Noosa Biosphere Reserve Project company would have significant flexibility to operate.
    For example, it could establish tax effective foundations or trusts to attract funding. It could
    develop appropriate marketing strategies to further develop and protect the intellectual
    property associated with the brand. It would develop appropriate strategies to advance the
    vision of the Noosa Biosphere Reserve Project.

Transition
This report by the Working Group does not address any potential transition issues. The reason
for this is that the ideas being put forward by the Working Group in this report are for the purpose
of undertaking further community consultation. It is only upon the completion of the next round of
community consultation that the final Management Model will be known. When the Working
Group reports to the Council at the next stage, any implementation or transition issues will be
addressed.

Attachment 1 sets out a schematic diagram of the model showing how the different roles fit
together.




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