Services & Organisation Committee Meeting - May 2023
Date: Tuesday, 9 May 2023 at 1:30PM
Location: Noosa Shire Council Chambers , 9 Pelican Street , Tewantin , QLD 4565 , Australia
Organiser: Noosa Shire Council
Duration: 00:40:22
Synopsis: Lease Approved: Sunrise Shops, 5-yr lease w/ 6 months rent‑free and two 5‑yr options, Capital Program: progress, Disaster Recovery: approx. 0m, Workforce: capacity/wellbeing, CEO departure.
Meeting Attendees
Committee Members
Amelia Lorentson Clare Stewart Frank Wilkie Non-Committee Members
Executive Officers
Chief Executive Officer, Scott Waters Director Infrastructure Services, Larry Sengstock Acting Director Corporate Services Trent Grauf Apologies (Did Not Attend)
AI-Generated Meeting Insight
Key Decisions & Discussions Amelia Lorentson: Opened meeting, noted apology from Cr Jurisevic and attendance of Councillors and executives; sought confirmation of prior minutes and proceeded to reports (00:00–02:00; Minutes Sections 1–2). Committee: Approved lease for Shop 7, Sunrise Shops to Luke and Kayla Marshall T/A Butchers of Noosa for five years, six months rent-free, and authorised CEO to award up to two five‑year extensions, subject to compliance (03:08–06:13; Item 5.1). Robyn Mercer: Explained change from two 3‑year options to two 5‑year options due to lessee’s capital investment and financier advice; no other term changes (03:08–04:44; Item 5.1). Amelia Lorentson: Sought assurance extended options don’t raise Council risk; officer advised extensions remain at Council’s discretion and longer tenure benefits centre and community (05:04–05:45; Item 5.1). Frank Wilkie: Supported lease as providing tenant security and stable revenue to Council (05:49–06:13; Item 5.1). Officers (Infrastructure): Reported 69% YTD spend of $57.1m capital program as at 31 March, with $10.3m committed; 44 multi‑year projects underway; reseal program $4.5m of $5.7m expended (06:30–08:33; Item 6.1). Infrastructure (Larry Sengstock): Noted hot employment market with senior staff turnover; succession via graduates/project officers to PMs is working (09:32–11:32; Item 6.1). Infrastructure: Strategy is to keep “design‑ready” projects to leverage co‑funding; example Noosa Drive/Parade pathways (12:14–13:03; Item 6.1). Clare Stewart & Officers: Bus stop DDA upgrades near completion with a small number into next year; program has run 8–9 years across ~200+ stops (13:17–14:06; Item 6.1). Infrastructure: Access to upgraded bus stops assisted via Local Links and Walking & Cycling Strategy where TransLink/TMR grants don’t cover approaches (14:39–15:52; Item 6.1). Trent Grauf: Funding landscape stable; FAGS methodology changed and Roads to Recovery decreased; Olympics and 2024 QLD election may shift mechanisms (19:46–21:03; Item 6.1). Scott Waters: Disaster recovery funding ~up to $90m supplements core $57m delivery; Council success due to organised advocacy, master plans, and shovel‑ready designs (22:00–23:30; Item 6.1). Officers: Noosa District Sports Complex Stage 1 and Sundial Park BMX on track for June practical completion (36:38–37:27; Item 6.1). Meeting: Noted departure of CEO Scott Waters to Moreton Bay and expressed thanks (39:37–40:16; Minutes 8. Meeting Closure). Contentious / Transparency Matters Karen Finzel: Queried rent‑free concession precedent; officer confirmed prior comparable rent‑free arrangements (RGA) and earlier approval for this lease (04:17–04:44; Item 5.1). Amelia Lorentson: Probed whether long options increase Council risk; officer emphasised Council discretion on exercising options (05:04–05:45; Item 5.1). Amelia Lorentson: Questioned equity of capital works across precincts; officers cited spread across shire, detailed breakdown to be provided on notice (16:02–17:24; Item 6.1). Amelia Lorentson: Challenged grant dependency and readiness constraints; officers outlined pipeline planning to secure co‑funding and noted external factors (17:24–19:46; Item 6.1). Discussion: Acknowledged outsourcing bulk of disaster recovery due to scale; recognised market capacity constraints and largest‑ever Black Mountain tender (21:03–23:35; Item 6.1). Council: Stressed staff wellbeing amid heavy workload, with leadership outlining mental health training, values, and resilience initiatives (27:26–35:26; Item 6.1). Legal / Risk Lease governance: Lease terms and CEO authority to approve future options were resolved in open committee and carried unanimously, preserving Council discretion over extensions (03:08–06:13; Item 5.1). Commercial prudence: Longer lease options justified by tenant capital investment and stable essential retail use; mitigates vacancy risk and supports centre viability (03:08–05:45; Item 5.1). Program risk: Officers cited unprecedented construction escalation, contractor fragility, and supply issues; Council using governance (PCG/CWE), contingencies, scope control, and relationships to manage variations (24:11–25:42; Item 6.1). Financial capacity: Acting CFO indicated constrained unrestricted cash and case‑by‑case variation decisions via capital executive, reducing over‑commitment risk (25:42–27:26; Item 6.1). Workforce continuity: Senior staff turnover elevates delivery risk; succession through graduates and internal progression is current mitigation (09:32–11:32; Item 6.1). Conflicts of Interest Chair: Called for conflicts before Item 5; none declared (04:45–05:04; general business). Funding Outlook and 2032 Olympics Influence Trent Grauf: Flagged Olympics and 2024 QLD election as potential inflection points for grant mechanisms; core state pools remain reliable (19:46–21:03; Item 6.1). Scott Waters: Emphasised master plans/design readiness as critical to winning funds; current disaster and capital programs reflect strong pipeline discipline (22:00–23:30; Item 6.1). Workforce Capacity & Wellbeing Infrastructure: Employee market favours candidates; recruitment for PMs challenging; succession plan in place (09:32–10:53; Item 6.1). Scott Waters: Detailed mental health first aid, leadership programs, wellbeing sessions, and culture/values work to sustain delivery under pressure (28:50–35:26; Item 6.1). Councillors: Recognised high-performing graduates and multi‑generational workforce needs for retention and resilience (35:26–36:38; Item 6.1). Disaster Recovery & Major Tenders Scott Waters: Disaster recovery program ~up to $90m underway in addition to core capital; reflects severe flood impacts and intergovernmental support (22:00–23:17; Item 6.1). Councillors/Officers: Black Mountain works identified as Council’s largest ever tender; market tightness acknowledged (23:17–24:11; Item 6.1). Public Transport Accessibility Councillors: Queried whether DDA bus stop upgrades ensure wheelchair access via connecting paths; officers to bridge gaps via Local Links and Walking & Cycling Strategy (14:06–15:52; Item 6.1). Officers: Co‑funding scope with TransLink/TMR limited to near‑stop areas; complementary Council programs target broader accessibility (14:39–15:52; Item 6.1).
Official Meeting Minutes
MINUTES Services & Organisation Committee Meeting Tuesday, 9 May 2023 1:30 PM Council Chambers, 9 Pelican Street, Tewantin Committee: Crs Amelia Lorentson (Chair), Joe Jurisevic, Clare Stewart, Frank Wilkie “Noosa Shire – different by nature” SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 MAY 2023 1. ATTENDANCE & APOLOGIES COMMITTEE MEMBERS Councillor Amelia Lorentson Councillor Clare Stewart Councillor Frank Wilkie NON COMMITTEE MEMBERS Councillor Karen Finzel Councillor Tom Wegener EXECUTIVE Chief Executive Officer, Scott Waters Director Infrastructure Services, Larry Sengstock Acting Director Corporate Services Trent Grauf APOLOGIES Councillor Joe Jurisevic 2. CONFIRMATION OF MINUTES Committee Resolution Moved: Cr Clare Stewart Seconded: Cr Frank Wilkie The Minutes of the Services & Organisation Committee Meeting held on 11 April 2023 be received and confirmed. Carried Unanimously. 3. PRESENTATIONS Nil 4. DEPUTATIONS Nil 5. REPORTS FOR CONSIDERATION OF THE COMMITTEE 5.1. PROPOSED REVISED LEASE TERM - SHOP 7 SUNRISE SHOPS Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Clare Stewart SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 MAY 2023 That Council note the report by the Property Advisor – Commercial Property to the Services & Organisation Committee Meeting dated 9 May 2023 regarding the lease of Shop 7, Sunrise Shops and: A. Agree to enter into a commercial lease of the premises to Luke and Kayla Marshall TA Butchers of Noosa for a five (5) year term; B. Agree to an initial rent-free period of six (6) months; and C. Authorise the CEO to award up to two (2) subsequent lease extensions each of five (5) years, subject to the Lessee complying with the terms of the lease. Carried Unanimously. 6. REPORTS FOR NOTING BY THE COMMITTEE 6.1. CAPITAL PROGRAM DELIVERY STATUS Committee Recommendation Moved: Cr Clare Stewart Seconded: Cr Frank Wilkie That Council note the report by the Infrastructure Planning, Design & Delivery Manager to the Services & Organisation Committee Meeting dated 9 May 2023 providing an update on the delivery of the 2022/2023 Capital Program as at 31 March 2023. Carried Unanimously. 7. CONFIDENTIAL SESSION Nil 8. MEETING CLOSURE Mayor Clare Stewart and Councillors thanked the CEO - Scott Waters - for his hard work at Noosa Council and wished him all the best for his new role at Moreton Bay Council. The Meeting Closed at 2.10pm.
Meeting Transcript
Amelia Lorentson 00:00.000
Good afternoon and welcome to the Services & Organisation meeting Tuesday April 11, 2020-23. I declare the meeting open. I would like to begin this afternoon by an Acknowledgement of Country and I've taken of our Corporate Plan and I intend to use it. I actually love it. Noosa Council proudly acknowledges and respects australians First Nations people and their deep and abiding connection to this country. We recognise the Gubbi Gubbi or Kabi Kabi people as the Traditional Custodians of the lands and waters of the Noosa area and offer gratitude for their careful custodianship of this unique environment over thousands of years. We pay respect to Gubbi Gubbi or Kabi Kabi Elders who have come before we acknowledge and deeply regret the traumas experienced by Kabi Kabi people through colonisation and beyond. We pay respect to current and emerging leaders and their enduring commitment in pursuing a strong and healthy future for First Nations people. Thank you. I note there is an apology today. Councillor Joe Jurisevic and I note that Councillor Frank Wilkie and the Mayor Clare Stewart is in attendance. I also note Councillor observers, Councillor Karen Finzel and Councillor Tom Wegener in the can I please request before commencing the meeting that everyone have their phones on silent or turned off. I would also like to remind councillors of their obligations under the council code of conduct to treat fellow councillors and council employees respectfully. I will now go to item two, confirmation of minutes. Can I have a mover? Thank you Clare Stewart and a seconder, thank you Councillor Wilkie. Now I'll go to item two, sorry now there are no presentations. Excuse me, I'd like to put that to the vote. All in favour please, thank you. That's carried unanimously. There are no presentations and there are no deputations so let's move to item five. Reports for consideration of committee. Firstly, are there any conflict of interest? I note there are no conflict of interest. So I'm going to request the staff member, Robyn Mercer, is on video conference. Hello, Robyn. Welcome to the Services & Organisation meeting. I'd like to invite her to give us a summary and overview of the report before us. And I'll start by stating Robyn, that this matter was brought to council at the Ordinary Meeting on the 15th of March. And my question is, why is this before us again? And what's changed? I'll pass it over to you. Robyn Mercer 03:08.356
Thank you and good afternoon all. Yes, the report in front of you relation to the leasing of shop 7 at the Sunrise Shops. In March of this year, a report was put in front of you recommending that council enters into a lease with butchers of Noosa for a period of five years with option periods of three years each. Subsequent to approval of that, we've been working through the actual lease preparation and the lessees have undergone further due diligence and they are now seeking to enter into a lease term of the same base period 5 years, but 2 extension periods of 5 years each rather than 3. This is driven by their capital investment and advice that they have received from their financiers and financial team. So the report in today is seeking a recommendation to the change in lease period only, no other terms and conditions. Amelia Lorentson 04:11.115
Thank you, Robyn. Councillors, have you any Robyn? SPEAKER_06 04:17.009
Robyn, I've got a question. Thanks Through the Chair. Under the recommendations to agree to initial rent free period of six months, I believe we did that for, that was correct with IGA too, wasn't it? That was, we've done it before. Robyn Mercer 04:29.749
Had that with IGA, that's correct. Also, that rent free period was also approved within the report for this same lease arrangement. Great. Thank you. Happy to move I'll second it. Amelia Lorentson 04:47.076
I have a question for you, Robyn. So, the approved lease was initially 11 years. That's moved to a 15 year lease period. Does the revised lease introduce any new risk to council? Robyn Mercer 05:04.646
I Don't believe so because, commercially, for council to enter into an extension, that's at our discretion. So, we still have opportunities within that whole lease period. As in the base plus the options to determine what's best for council and for that precinct. I think it's actually a benefit. A butcher is a persistent and ongoing retail. Type. Guess that is accessed by the community. So securing them for a longer period is probably commercial and economic benefit to the shopping centre and to the community there. Amelia Lorentson 05:45.728
Thank you, Robyn. I'll put that to a vote. I'd like to speak, Frank Wilkie 05:51.468
Yes. Excuse that's all right. Look, I think the motion offers the tenant security of tenure and also the council on the ratepayers versus Shire security of revenue stream from that tenancy, and I think it's a very good move. That's why I support it. Amelia Lorentson 06:13.258
Thank you. Thank you, Councillor Wilkie. All those in favour, put it to the vote. Thank you very much. Robyn, for bringing that question to us. Thank you. That's great. Thank you, Robyn. We are now up to item six, reports for November 2020. And what we have in front of us is the capital program's delivery status. Status. It's another... A notary report, and it's to inform council of the overall status of the capital works program at the end of March 2023. Thank you. Welcome to the table, Craig and Melissa, thank you. I just had a brain block. Thank you. Thank you. Welcome, Melissa. Can I ask, can you start by giving us a sure. Thank you. Craig 07:15.625
As mentioned earlier, it's the regular capital status report as at the 31st of March. So we're reporting on spend, year to date spend on the $57.1 million program. And out of that, we have $50.7 million in direct control of infrastructure services. And then we have another $6.4 million sitting with others, and that includes ICT, community projects, and fleet. And as at the 31st of March, council's expended $6 has 69% of the 2022-23 financial year budget with another 10.3 million sitting in commitments. The road re seal program has expended 4.5 million out of 5.7 for the 2022-23 financial year. Financial year. Design services continue to work on projects for next year and the following year and the planning team is continuing to work on projects for the next sort of three to five years as well. There's currently 44 multi-year projects in various stages of completion thank you. Amelia Lorentson 08:27.172
I'll hand it over to the councillors present any questions for staff? Frank Wilkie 08:33.612
Sure Craig and Melissa firstly congratulations to your team for carrying an enormous workload and delivering under very difficult circumstances looking at this summary of works that has been have been delivered also the commitments made and those that you also plan to undertake I think we're simply setting a record level of work each year. Increasingly difficult circumstances you've outlined the risks in the risk and opportunity section of your report including a 30% staff turnover rate the infrastructure can just give us some idea of context in terms of that rate compared to previous years is it less than previous years or is it holding steady now that COVID is over and what are what factors are inducing stuff. Staff perhaps take up work in other locations Craig 09:31.927
Yeah I think there's a heated employment market at the moment and and there's opportunities for senior staff that's what we're seeing is we've seen three senior staff turnover in three months our strategy at the moment is we're bringing through graduates we're through projects. Bringing project offices and then we're bringing them up through project managers and then we're bringing those project managers up into the senior roles so we've got a succession plan we've got a formula that's working quite well for us at the moment we're noticing that we're getting the graduates and the project officers so that that's working quite well but we're seeing that turnover at the senior level at the moment that's due to I think opportunities in the market obviously there's opportunities out there we've been out to the market recently for two project managers as replacements and and during the recruitment process we saw I suppose suppose opportunities in the market as well and we weren't successful in getting those project managers so I suppose it's a it's a employees market at the moment that's what we're experiencing and and I think that's the turnover we're seeing at that senior level as your Frank Wilkie 10:45.810
Well and would it be fair to say that that level of turnover is pretty consistent amongst governments at the moment? Craig 10:52.630
I can't really comment on the whole as local government but it's what we've seen in this this section or the engineering section or an infrastructure service probably the last two to three yes seen a years yeah regular we've turnover and I Don't think it's anything to do with the culture or the organisation I think it's to do with the market and opportunities Frank Wilkie 11:12.353
And it's more of a comment that the graduates that have been employed seem to be really rising to the challenge doing excellent and are a big part of energizing the culture down there from what I've observed most definitely and this has had a history of having graduates and and it's working quite well for us at the moment it's a very good strategy at the moment I'll finish with a compliment these internal difficulties of councils to manage you'll be managing very well as far as difficulties of councils to manage you'll be managing very well as far as the community is concerned you're delivering a record number of capital works out in the community for the benefit of the community and so thank you to you and your team. Thank you. Clare Stewart 11:50.973
56 Projects scheduled for the 2022-23 financial year and that's for undertaking design works and providing design support. That's a lot. When are we, when will the completion is that, are they ongoing projects? Obviously will they be done in five? We have a completion date for all of those or how many can we expect to, I guess, see completed in the short-term? Craig 12:14.882
Yeah so it's a very good question and so a good example of that is say the Noosa Drive Pathway which is a long-term project. It's unfunded. We're in that sort of, we've been out for concepts, community engagement, design and then the opportunity would be to have a ready design sitting there for future funding opportunities. So it's not to say that council that project, but then we'd seek funding opportunities. So a lot of that design work is getting design ready projects to seek future funding. And some of it is projects that will be funded, but obviously where there's opportunities to get grant funding. It's much easier on the ratepayers in the community. That's the thinking at the moment is having good planning, good design and having projects ready for opportunities in the future. Clare Stewart 13:04.399
I'm just a question on the disability upgrades for the commonwealth disability standards for public transport on page 8. We've done eight. The shelters have been completed with and then there's two to go. In Peregian and Barron. Is that complete? Is that have we got more to go after that? I mean, that's that makes it 10 in total. Are we looking to do more? Or is that that Craig 13:34.821
Yes. So this has been a long term project that Noosa has been very successful as we've been working for say, I think it must be the last eight to nine years, going through all our bus stops. And Don't be hold to hold it, but I think there's about 206 we've worked our way through. Yeah. And this year, we made a decision to split the program over two years to make it easier on the budget. So I think there's a small amount remaining next year. So there's very, probably handful remaining. A a next year to be completed. And then that's it. Yeah. Perfect. Great. Yeah. Amelia Lorentson 14:08.504
I have some questions. Sure. I'll follow up on the Mayor in terms of the upgrades with the priority bus stops. When the bus stops are upgraded, is consideration given to the footpaths that access the bus stops? So it's great that we're having compliant wheelchair accessible bus stops, but those in wheelchairs actually get to the bus stops? Craig 14:39.231
Sure, so as I mentioned earlier this is a long-term project that we've been working our way through over the last sort of eight to nine years and the opportunity or the this program has been so successful is the co-funding with TransLink and TMR so all these bus stops over the years we've managed to get co-funding for those bus stops but a part of that co-funding is is a limited area and it's 10 metres either side of the bus stop and I think that's even reduced throughout the program how much is co-funded so we're limited in what we can do with this program however outside of that program we have a Local Links budget we also have the Walking and Cycling Strategy and we're funding pathway projects through the Walking and Cycling Strategy and the local link I strategy. So hope I've answered your question. In that we're limited in scope in what we can do with the bus stop program by the grant applications. Amelia Lorentson 15:39.185
So to summarise Craig, you've identified that there are some problems in accessing the bus stops but that's going to be addressed? There's a complementary supporting program through the Local Links and the Walking and Cycling Strategy. So the same areas looking at all three programs so there should be a holistic approach there. Thank you. Of precinct equity, in terms of pathway links, gravel, reshooting and other works, can we have an idea whether it's spread evenly across the Shire? And the report is quite clear. Sure, sure. Can I just get just a summary from yourself? Craig 16:30.285
Sure. I can... I'll have to that on take notice to get any detail, but we've got the reseal program listed there. And just a summary, we've got Black Mountain, Cooroy, Noosa Heads, Noosaville, Pomona, Sunshine Beach, Tewantin. So there's a good mix there of Shire-wide projects. And then also with the pathway program, we've got a good mix again of Cooroy, Cooroy, Pomona, Tewantin and Noosa Heads. So, and again, with the bus stop program, we've got Noosaville, want and... Tewantin, Peregian and Pinbarren. So just as a summary of those three programs, the reseal program, the full path program and the DDA bus stop program, there's a mix there throughout the Shire, but I Don't actually have the actual breakdown of numbers. Yes. Thank you. Amelia Lorentson 17:24.099
And my last point is in terms of state funding and local governance through grants, and seems to be like a pressure that when grant comes to council, A, we need a master plan, B, we've got to meet the criteria, we need to have the resourcing, and we need to have the project. And I'm imagining councils like Noosa and other councils are missing out on critical funding because they Don't have the resources or they Don't have the master plan. Is the State, through LGAQ, is there a review of how states are actually going to be funding local government projects? To me, it's great if you can get the money when you've got the resources, but not so great if you're not ready for the funding. So, I Don't know, question to yourself or Trent or Larry, is the State considering ways of funding local government infrastructure, which to me is critical? Craig 18:38.456
I can probably answer one component. With the cycling, we've been very successful in getting planning money and a good project example is Noosa Parade and Noosa Drive. Generally we'll try and work with TMR to get the initial funding for planning and then we'd work with TMR to get the initial funding for the design and then that would put us in a good position to get funding for delivery. So that's how we've been generally working is going for those co-funding in the planning stage and if that's successful you're setting yourself up for co-funding in design and delivery. We're seeing a new program coming out at the moment around walking. We've been successful this year in funding for two projects for that walking strategy so the idea then we would go design funding for the sorry we'd go for design funding for the walking and then we'd go for future delivery funding so there are two programs that I can talk about that TMR having but I can't really talk about on a larger scale Through the Chair not aware of any progress at this point for any fundamental shift in the way that we are funded for capital works obviously the in terms of operating funding through the bag grant they've gone through a methodology review over the last 18 months which has changed our allocations as it has other councils in Queensland and an element of that is our roads to recovery funding that has moved and that has decreased for us I think the the fundamental shift you'll find moving forward will be as we move closer towards the Olympics may change the funding mechanisms that we might see coming forward and the other consideration is the 2024 state election obviously post-election may change those funding pools but at this point in time the key state pools such as local government grants and subsidy scheme etc have been very consistent funding trenches for us to access and as Craig alluded to have been very successful. You can probably argue maybe too successful sometimes because we end up with lots of works in our program as you can see by the their report at this point in time. We haven't seen any major changes. Thank you. Amelia Lorentson 21:02.964
I'll throw it to the gallery. Frank Wilkie 21:05.104
Just on that point Craig in your report you mentioned that the council has 17.6 million of grant funded pro-revenue and pro- underway projects underway. That doesn't mention the is it about a hundred million dollars in pro and grant funded projects we've got from the Queensland Reconstruction Authority for disaster recovery. Which feeds into the Acting Director of corporate finances comments that we've been very successful in attracting grant funding and perhaps too successful we've had to outsource the vast bulk of that disaster recovery funding and more rivers of gold on the way in the lead up to the Olympics. Is that a fair comment? Craig 21:51.921
I'll probably defer to the Director on that. Thank you are we missing out? Larry Sengstock 21:58.061
It doesn't sound like we're missing out. No, I think the disaster funding is because of what we needed to recover. And that's just been really welcomed by us in terms of the State and Federal government funding those. Which is right, it's about, you know, we're up to about $90 million now in terms of that program on top $57 million that we deliver as part of our day-to-day. We have been very successful with our grant funding because we're organised, we know what we want and we're able to advocate for it and we're able to identify where those opportunities are. And where we meet the criteria. That's why we've been successful and we just continue to do that. With Craig and his leadership over the last number of years is getting our planning and design in front of the game so when those opportunities come we've got things to say here's what we want here's you know here's what funding for this because we've already got it in play so you know when you see the budgets come through you're obviously aware of it but when the community sees the budgets there's money in there for planning and design because that's why we it and master subtitles need planning, people ask, some people say why you do so many master plans? Well master plans are integral to getting the funding. So, you know, we're ahead of the game on that. We're pushing very hard to stay. Frank Wilkie 23:17.120
So, authorities Don't give Noosa Council over $100 million in grant funding unless it, for designers plus. They have the four designs in place. Larry Sengstock 23:24.240
Absolutely. And the culprits that we can do it. Yeah, that is the culprits. SPEAKER_06 23:28.247
Great. So, I've got a call. And I was going to say, just in the back of the clock now, and the tender's gone out and I just Read somewhere that it's the largest ever tender we've ever put out. Yeah, unbelievable. Amelia Lorentson 23:37.267
Yeah. The report states that we're in a hot construction market and that labour and materials are still pretty challenging. In terms of variations in costs and delays, are we set up to any of those variations? What are our cash reserves and, um, and just a bit big capital works program and attracting all this extra funding, does it introduce risk? SPEAKER_03 24:10.814
To cancel. I can comment on one component but I'll defer to the Acting Director of finance on the cash reserve component. So this year we've seen, or previous year, we saw a flood in November, we saw a flood in February, we've seen pricing going through the roof this year. But we've managed to partner and work together with our contractors to manage projects and we've got a governance process in place through PCG and CWE so we've managed to work within our contracts this deliver those projects within the government's framework and we've had good relationships with those contractors and we will continue to have those good relationships because a key component is if we can't get contractors to work for us we can't deliver our works there is a I suppose a process we're working with our contractors and having continued good relationships work for us as well contractor. So that's a key component and going forward with the future budget or the 23-24 budget we've got a more robust process around our project and initiations we've got a more robust process around our contingency so I suppose in reflection we've learnt from this year and we're applying those learnings in next year's program. Cash reserves? Through the channel I guess just before I mention cash reserves it's probably worth recapping Craig's comment there that what we have seen in the last 12-18 months in terms of cost escalation is unprecedented. It's not just been for Noosa Council or local government generally it's across the entire construction sector. You Don't need to look too far in the newspapers to see articles about issues with building a house and building companies aiding I need to put locked clauses into their contracts and building companies now facing significant financial stress so it is a very difficult difficult construction market. In terms of our cash reserves we have approximately out of our... I won't be able to confirm the exact amount to the general committee but in excess of a million dollars a lot of that cash is already committed some of it is disaster money that we've received from QRIs and banks, it's levy money that we've been required to hold in reserves and what we have in terms of what we would call unrestricted cash or free cash is approximately five billion dollars that is the last balance of that cash that is available to absorb unexpected events or cost escalation. Capital projects the key element is the governance framework that Craig talks about which is where the decision is made through our capital executive about whether we can afford to absorb a variation or we have to reduce scope. Put another project in order to fit that in. So that's dealt with on a case by case basis. Thank you. Karen Finzel 27:26.089
Question, Councillor? No question. Just what I do with the question, thank you. Firstly, I'd like to commend the staff for the huge body of work and successful contracts. What what I'd like to talk about today, we talked about resilience, cash reserves and what we're delivering. And Through the Chair, perhaps this is to the CEO, I'm just interested in how we, as an organisation, when we look at our risks and our capabilities, I'm concerned about how we are managing the mental health issues of our staff and how are we measuring and monitoring things like burnout, mental health awareness, navigating change, stress and resilience and maintaining emotions. How are we equipping our employees with the mental skills to maintain wellbeing and to be adaptable, resilient and compassionate in the face of life's challenges. Now this is great that we've attracted all this money, we're delivering to community, you know, it should be paid. First in our organisation, we're in a biosphere, we're all about managing the biosphere and how do we live in harmony and part of that, I have real concerns about the capacity of this organisation to look after our staff. Scott Waters 28:50.890
Thank you. Through the Chair, Councillor Finzel. Look, if there's one thing I've tried to achieve in the last 15 months here at Noosa is to put people first. That is something for me as a leader that I find extremely important. You'll see our values were very much externally focused but they weren't internally focused on us and each other. How we work together as a team to deliver services to our community and how we break down silos within the council business to ensure that we're part where one of the business is feeling pressure, that they're not on their own, that we have the ability to be able to be agile and move in between different pressure points that occur within the business from time to time. Pressure point for us right now is to get the budget done, that's a pressure point for corporate services but infrastructure, they've had pressure points now for the last three years and it's not ending. Particularly with what we're going to see now coming into the flood damage program delivery, largest tender this council has ever delivered, one of the largest single construction projects from a flood damage perspective being delivered in Queensland, there are others but what will be delivered at Black Mountain is going to be extremely significant and substantial. Now started to be able to work through a process through our mental health first aid training that we have in place within our organisation. We have off-site training sessions. For our coordinator team up as part of our lead program and that program is very much focused around having our future and current leaders not only have the skills to be able to deliver the day-to-day but also able to look after to be themselves and each other. We've just completed session three most recently of our health and well-being sessions and that's an external facilitator the Sunshine Coast to be able to just provide resilient strategies for not just our staff, but that is also then helpful for our family and our community. So we're working towards having a very robust and resilient workforce, but there are pressures out there. And as was noted from Councillor Wilkie's question in relation to turnover, you know, we've seen so many phases post pandemic, we've had the great resignation, you know, we've had the quiet quitting. Now, I think I saw one today, which is the loud, loud exiting of the workplace. So you know, there's a phase right now, but it will stabilise. That's one thing that we'll know. Particularly working in a government environment, what will work in the government environment in favour is that there is a lot of security working in a or the government sector. It may not be the highest paid compared to the private sector, but that security as we are coming into what is going to be a more difficult economic environment, I see our attraction and retention. Also, on the back of the work that we've done from our values, employee reward and recognition, and it doesn't have to be a huge reward for somebody for doing a job, but it is just giving recognition and being able to have a safe place in meetings. To not only recognise but then also pull each other up when we're not delivering in the best way that we can. That's the culture that we've tried to instil over the last 15 months. All the building blocks are in place to be able to get that delivered. What we need to achieve though as a council now is to ensure that we walk the talk. That from the very top end of our council all the way through to our newest graduate or trainee or somebody that's come in and volunteering that they feel those values and they feel the culture throughout the organisation. It doesn't happen overnight though. Culture takes time. But we've got everything in place. We just need to continue to work towards that over time and ensure that with everything that we do our culture equals the very best services to our community, the very best communications to to our community and we always have that in front of mind that if we're working to deliver something bigger and better for those you know those that are going to positively affect within our community we can't go wrong and keep that in the front of our mind so i'm I'm very optimistic about the future and what has been put in place. Like every day-to-day you're gonna have lumpy days and you know something that didn't go right it's how we build resilience within ourselves to go yep I can learn from that now going to go and deliver it this way and I won't do that way again we're working towards a better workplace and it will be more and more important as we go through a different generations for attraction and retention we see the talent our baby boomer generation within our workforce we need to ensure that they have transitioned to retirement in a respectful way we then have the gen xs the gen ys we then have the millennials that are coming through our workforce and each one of these generations look and see things through a different lens they communicate differently and they are looking at the workplace in a way that's never been looked at before so as leaders we need to be adaptable to to those generations but then have inclusiveness. Ensure that anybody that puts their hand up no matter where they're from that they can actually if they want to work with Noosa Council and they go through a process that we have the ability to accommodate them whether it be through disability or whether it be through that they weren't born in Australia and that language other than english that the qualifications they be part of what we do here that will become more and more important for not just councils but Australia overall when we're looking to attract talent and that talent that needs to have a specific skill set we may be in five years in a Australia can't provide that not just this region but Australia and we will need to look further to be able to get the skills that we need to get the job done so we're firmly focused not just about today we're working towards a plan for the future but adaptable workplaces be that deliver the best outcomes for us our customers or our community but any customer driven organisation you need to adapt and get the right people in the right roles Amelia Lorentson 35:25.317
Can I add to that Scott I think this new generation our graduates they probably understand pressure better than most of us and I would say knowing some of them that they thrive under pressure there's an expression that you know diamonds formed out of pressure I think your generation exemplifies that your overachievers you excel inside and outside academia I know some of your accomplishments down in infrastructure we've know some elite athletes and that that understand pressure better than most of us so I'm actually excited that you guys are going to bring some fresh eyes fresh ideas and you're part fun of you know this change when we talk about workplace culture and why people want to join organisations like council so I acknowledge and excited and appreciate this new stream of youth coming through lovely energy respect all those that are older with their wisdom and experience but um yeah thank you. SPEAKER_06 36:38.043
Can I ask one final question? Just the how we're tracking for the Noosa District Sports Complex stage one, I know we're going to have completion June this year, how will it be? Yeah I know the slab's been pulled and the under slab drainage has been done so really it's that above ground component now. Mel did you have any update on that? Yes so the latest update that we've for the progress received most recent claim is that everything is on track so practical completions due on the 23rd of June. Oh, that's the end of the word of June. Amelia Lorentson 37:11.915
And another exciting project I've got to add in getting a lot of comments in the community is the sundial park vMix on track. And it's also on track for completion in June, I think, this year. Yeah, That's the plan at this stage. Yes. Fantastic. Thank you. So anything further? No discussion? No, I'll move. I'm happy to move it. Can I move it a second? Thank you, Councillor Wilkie. All those in favour? I'll talk to it. State staff SPEAKER_06 37:45.313
Yeah, huge, huge body of work. We see this, but, you know, this comes to us in a few pages, but there is so much work, so behind all this, so please pass on our thanks and appreciation to the staff, because it's greatly valued and appreciated, and we see how much this organisation is certainly bats above its average regularly with all the work we're doing. So thank you. Craig 38:04.426
Thank you. Amelia Lorentson 38:06.186
Thank you. All those in favour, please. Carried unanimous. Thank you. We're now up to... Thank you, Melissa. Thank you, guys. We're now up to item seven. There are no confidential items. So I now declare the meeting closed. Time is 2 and the next: 09 meeting will be the General Committee dated the 17th of April 2024. I will also note in the minutes that today is the last meeting that we will be blessed with our CEO, current CEO, Scott Waters, and love to wood, I'd like pass it over to Clare. Thank you, Clare Stewart 38:52.784
Scott. We just wanted to acknowledge you and thank you for all your help, support and contribution to Noosa and the community over the past 15 months. To say you're going to be missed is an understatement, but we know that your legacy will live on. Spark values, the organisation restructure. The work that you've done in 15 months is so beneficial to this organisation, so we're so grateful. Thank you for the support you've given us as councillors. I know we've had a terrific relationship and I'm really valued as the other councillors have your open door policy. Policy and your ongoing support. We wish you and tory all the very best for the future and no doubt we look forward to staying in contact, but we've always got a friend down in Moreton Bay. So thank you and we'll miss you. Scott Waters 39:38.328
Chair, councillors, thank you. You. Yeah. Yeah, I... Lost for words, right? It doesn't happen often with me, but look, I wasn't expecting that. So thank you very much and thanks everybody for the opportunity to serve you, serve our council staff and just to serve the community of Noosa. Shorter than I would have expected. It's a great opportunity for me and my family and our future and Mayor, you're absolutely right. Noosa has a friend in Moreton Bay and I'll make sure that that occurs for all of us. So thank you all. Thank you Amelia Lorentson 40:14.086
Scott. Thank you. I now officially declare this meeting closed at 2pm. Related Noosa Council Meetings
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