Services & Organisation Committee Agenda - 12 November 2024
Date: Tuesday, 12 November 2024 at 1:30PM
Location: Noosa Shire Council Chambers , 9 Pelican Street , Tewantin , QLD 4565 , Australia
Organiser: Noosa Shire Council
Duration: 01:50:31
Synopsis: Strategic Land Activation Policy adopted, Capital Works reporting reset, Schedule with community sessions for 2025 endorsed, Property decisions made, Surf club funding progressed, Conflicts managed transparently.
Meeting Attendees
Committee Members
Nicola Wilson Karen Finzel Jessica Phillips Non-Committee Members
Amelia Lorentson Tom Wegener Executive Officers
Chief Executive Officer Larry Sengstock Director Development & Regulation Richard MacGillivray Director Corporate Services Trent Grauf Director Infrastructure Services Shaun Walsh Apologies (Did Not Attend)
AI-Generated Meeting Insight
Key Decisions & Discussions Nicola Wilson: Chaired meeting due to online attendance by Karen Finzel ; committee endorsed 2025 meeting schedule with explicit commitment to hold Ordinary Meetings in the community by resolution where needed (Item 5.1; 01:34–09:27). Larry Sengstock: Clarified statutory need to publish schedules, and that community-based meetings will be promoted ad hoc; all councillors can amend at the Ordinary Meeting stage (03:31–09:04; Item 5.1). Committee: Managed a declarable conflict for Karen Finzel re Peregian Beach Surf Lifesaving Club (PBSLSC); resolved she may participate and vote as a reasonable person would trust a public-interest decision (Item 5.2; 10:08–12:19). Committee: Referred PBSLSC funding/update report to General Committee for further consideration (Item 5.2; 23:47–24:18). Committee: Adopted Strategic Land Activation Policy to standardise due diligence, merit assessment, whole-of-council review, and lessons-learned for council land (Item 5.3; 24:55–50:39). Committee: Noted Q1 status of 2024/25 Capital Works Program: $53.8m budget (incl. carry-forwards), 11% spend at 30 Sept; 127 projects; constraints in contractors/resources; shift to more measured reporting and procurement models (Item 6.1; 51:19–01:10:15). Committee: In confidential, resolved to decline a new State lease for Noosaville Slipway, 3 Mill St, and authorised CEO to advise Dept of Resources (Item 7.1; 01:47:17–01:48:00). Committee: In confidential, resolved to invite EOIs to lease 25–29 Jarrah St, Cooroy (Lots 6–8 SP262436) under s228(3)(a),(b) LGR 2012, with public-interest rationale; CEO to report shortlist outcomes (Item 7.2; 01:48:00–01:50:22). Contentious / Transparency Matters Tom Wegener: Questioned propriety of altering the recommendation at committee level (few councillors present) instead of at General/Ordinary; CEO confirmed later amendment rights remain (07:17–09:04; Item 5.1). Jessica Phillips: Emphasised visibility and accessibility of evening/community meetings to broaden participation (06:43–09:04; Item 5.1). Amelia Lorentson: Sought assurances of structured community engagement for land activation, especially where existing tenants/residents are affected; officers confirmed case-by-case engagement per Council policy and contractual notice obligations (40:31–44:20; Item 5.3). Committee: Closed meeting to public under s254J(3)(g) LGR 2012 for two property matters and reopened prior to decisions (01:12:18–01:12:50; Minutes 7. Confidential Session). Legal / Risk Karen Finzel: Declarable COI declared per Ch 5B Local Government Act 2009 regarding PBSLSC due to prior campaign volunteer relationship; Council permitted participation, ensuring procedural fairness (Item 5.2; 10:08–12:19). Committee: EOI for Jarrah St disposal by lease explicitly anchored in s228(3)(a),(b) LGR 2012 with public-interest factors to reduce bid costs, resource load, and enable capability filtering before selective tender (Item 7.2; 01:48:00–01:50:22). Officers: Land Activation Policy driven by internal audit/Audit & Risk concerns over absence of a framework for scarce land assets; policy imposes due diligence, cross-disciplinary review, and knowledge retention to mitigate inconsistent decisions (34:57–37:03; Item 5.3). Officers: Planning scheme/zoning remain determinative constraints; policy does not create new decision-making powers, reducing risk of ultra vires or inconsistent land-use outcomes (39:17–40:16; Item 5.3). Larry Sengstock: Contract management risk addressed via staff training, a dedicated contract superintendent, and strengthened in-house legal oversight to tighten contract drafting and administration (01:05:36–01:07:13; Item 6.1). Shaun Walsh: Identified optimism bias in capital reporting; instituting improved scheduling/reporting governance to present realistic multi-year delivery profiles, reducing funding/reputational risks (01:02:13–01:03:15; Item 6.1). Peregian Beach Surf Lifesaving Club – Funding & Operations Officers: PBSLSC seeks two more years’ Council funding of lifeguards for Saturdays/public holidays ($46k p.a.) as Club builds volunteer capacity; review to occur via annual reports and SLSQ liaison (12:35–18:11; Minutes 5.2 to General Committee). Nicola Wilson: Tested value-for-money: ~$1,200/day covers two lifeguards plus equipment (16:03–16:41; Item 5.2). Officers: Volunteer target of ~120 is SLSQ national benchmark for full weekend patrols; SLSQ must endorse any transition; Council funding sunsets May 2025 absent renewal (18:11–19:00; Item 5.2). Karen Finzel: Urged broader youth/community development linkages; officers to confer with Community Services re potential support pathways (21:00–23:00; Item 5.2). Officers: Club to submit building works plan and updated strategic plan; Council to investigate bin storage and stormwater impacts near village square with budget referrals as needed (12:35–15:47; Item 5.2). Strategic Land Activation Policy – Implementation Highlights Robyn Mercer: Policy is an operational toolkit: due diligence, merit assessment, cross-council working group, and lessons-learned repository to align land use with economic, social, and environmental goals (24:55–33:30; Item 5.3). Richard MacGillivray: Emphasised whole-of-organisation lens (infrastructure, property, sport/rec, arts/culture, environment, planning) to balance competing priorities and avoid siloed proposals (29:29–34:32; Item 5.3). Officers: Supports economic diversification per Economic Development Strategy by leveraging suitable zoned land for small-footprint, high-value industries (30:30–31:42; Item 5.3). Officers: Example future candidates include complex parcels like John’s Landing, requiring thorough assessment of constraints/opportunities; potential to “bank” land with documented rationale (44:24–47:09; Item 5.3). Capital Works Program – Capacity & Delivery Posture Officers: 127 active projects with 11% spend by Sept; underspend linked to halted VHS contract, delayed fleet, and optimistic forecasting; BR2 to recalibrate (54:08–55:03; Item 6.1). Larry Sengstock: Organisation historically geared for $25–30m p.a.; stimulus pushed to ~$50m with labour/market constraints; shifting to greater outsourcing/Design–Construct to match capacity (59:26–01:04:13; Item 6.1). Shaun Walsh: Next reports to present more realistic multi-year profiles for programs (e.g., MacDonald affordable housing, Leanfield camping) to avoid optimism bias and funding jeopardy (01:02:13–01:03:15; Item 6.1). Officers: Budgeting prioritises asset renewal via condition assessments, with limited new works; community-visible projects reflect the adopted capital program (01:07:59–01:09:09; Item 6.1). Conflicts of Interest Karen Finzel: Declared a declarable COI (PBSLSC president formerly volunteered on her 2020 campaign); Council resolved she may remain and vote; she abstained on the COI resolution itself (Item 5.2; 10:08–12:19).
Official Meeting Minutes
MINUTES Services & Organisation Committee Meeting Tuesday, 12 November 2024 1:30 PM Council Chambers, 9 Pelican Street, Tewantin Committee: Crs Karen Finzel (Chair), Jessica Phillips, Frank Wilkie, Nicola Wilson “Noosa Shire – different by nature” SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 NOVEMBER 2024 1. ATTENDANCE & APOLOGIES COMMITTEE MEMBERS Cr Nicola Wilson (Chair) Cr Karen Finzel (via Microsoft Teams) Cr Jessica Phillips NON COMMITTEE MEMBERS Cr Amelia Lorentson Cr Tom Wegener EXECUTIVE Chief Executive Officer Larry Sengstock Director Development & Regulation Richard MacGillivray Director Corporate Services Trent Grauf Acting Director Infrastructure Services Shaun Walsh APOLOGIES Cr Frank Wilkie Committee Resolution Moved: Cr Nicola Wilson Seconded: Cr Karen Finzel That Cr Wilson be appointed as Chairperson of the meeting for this item as Cr Finzel is attending via Teams. Carried unanimously. 2. CONFIRMATION OF MINUTES Committee Resolution Moved: Cr Karen Finzel Seconded: Cr Nicola Wilson The Minutes of the Services & Organisation Committee Meeting held on 8 October be received and confirmed. Carried unanimously. 3. PRESENTATIONS Nil. SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 NOVEMBER 2024 4. DEPUTATIONS Nil. 5. REPORTS FOR CONSIDERATION OF THE COMMITTEE 5.1. COUNCIL MEETING SCHEDULE – 2025 Committee Recommendation Moved: Cr Nicola Wilson Seconded: Cr Karen Finzel That Council note the report by the Chief Executive Officer to the Services & Organisation Committee Meeting dated 12 November 2024 and A. Approve the Council Meeting schedule for January-December 2025 as set out in Attachment 1 to the Report; and B. Note Council's commitment to community engagement, and in particular holding Ordinary Meetings in the community. Times and venue of ordinary meetings may be changed by council resolution in order to facilitate this. Carried unanimously. 5.2. PEREGIAN BEACH SURF LIFESAVING CLUB - FUNDING REQUEST AND UPDATE ON OPERATIONS In accordance with Chapter 5B of the Local Government Act 2009, Cr Finzel provided the following declaration to the meeting of a declarable conflict of interest in this matter: I, Cr Finzel, inform the meeting that I have a declarable conflict of interest in relation to the Peregian Beach Surf Life Saving Club Community Grant Application, as Leigh McCready, who worked as a volunteer in my 2020 “Future Noosa” election campaign is the current President of the Peregian Beach Surf Lifesaving Club. As Mrs McCready is not a close associate or related party and has never given me a gift or a loan, I believe a reasonable person would agree that I able to make an impartial decision on the matter. Therefore, I will choose to remain in the meeting room. However, I will respect the decision of the meeting on whether I can remain and participate in the decision. Committee Recommendation Moved: Cr Jessica Phillips Seconded: Cr Nicola Wilson That Council note the declarable conflict of interest by Cr Finzel and determine that Cr Finzel participates and votes on this matter because Council believes that a reasonable person would trust that the final decision is made in the public interest. Carried unanimously. Cr Finzel did not vote on the above motion. SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 NOVEMBER 2024 Committee Recommendation Moved: Cr Karen Finzel Seconded: Cr Jessica Phillips That Services & Organisation Committee Agenda Item 5.2 be referred to the General Committee for further consideration. Carried unanimously. 5.3. ADOPTION OF NOOSA COUNCIL STRATEGIC LAND ACTIVATION POLICY Committee Recommendation Moved: Cr Nicola Wilson Seconded: Cr Jessica Phillips That Council note the report by the Director Corporate Services to the Services and Organisation Committee dated 12 November 2024 and adopt the Strategic Land Activation Policy, provided at Attachment 1 to the report. Carried unanimously. 6. REPORTS FOR NOTING BY THE COMMITTEE 6.1. CAPITAL PROGRAM 2024/25 DELIVERY STATUS Committee Recommendation Moved: Cr Nicola Wilson Seconded: Cr Karen Finzel That Council note the report by the Infrastructure Planning Design and Delivery Manager to the Services & Organisation Committee Meeting, 12 November 2024, providing an update on the delivery of the 2024/25 Capital Works Program as at 30 September 2024. Carried unanimously. 7. CONFIDENTIAL SESSION CLOSURE OF THE MEETING TO THE PUBLIC Committee Resolution Moved: Cr Jessica Phillips Seconded: Cr Nicola Wilson That the meeting be closed to the public pursuant to section 254J(3)(g) of the Local Government Regulation 2012 for the purpose of discussing: Item 7.1 RENEWAL OF STATE LEASE FOR NOOSAVILLE SLIPWAY AT 3 MILL STREET, NOOSAVILLE SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 NOVEMBER 2024 Item 7.2 EXPRESSION OF INTEREST IN COUNCIL-OWNED INDUSTRIAL LAND Carried unanimously. RE-OPENING OF THE MEETING TO THE PUBLIC Committee Resolution Moved: Cr Jessica Phillips Seconded: Cr Karen Finzel That the meeting be re-opened to the public. Carried unanimously. 7.1. CONFIDENTIAL - NOT FOR PUBLIC RELEASE - RENEWAL OF STATE LEASE FOR NOOSAVILLE SLIPWAY AT 3 MILL STREET, NOOSAVILLE Committee Recommendation Moved: Cr Karen Finzel Seconded: Cr Jessica Phillips That Council A. Note the report by the Property Advisor to the Services & Organisation Committee dated 12 November 2024 regarding renewal of the State Lease for the Noosaville Slipway at 3 Mill St., Noosaville; B. Agree to decline the Department of Resource's offer to enter a new term lease for the site. C. Authorise the CEO to write to the Department advising it of Council's decision. Carried unanimously. 7.2. CONFIDENTIAL - NOT FOR PUBLIC RELEASE - EXPRESSION OF INTEREST IN COUNCIL-OWNED INDUSTRIAL LAND Committee Recommendation Moved: Cr Jessica Phillips Seconded: Cr Karen Finzel That Council note the report by the Director Corporate Services to the Services & Organisation Committee Meeting dated 12 November 2024 and; A. Invite Expressions of Interest (EOI) pursuant to section 228(3)(a) and (b) Local Government Regulation 2012 (Qld), to dispose (via lease) of 25-29 Jarrah Street, Cooroy (including Lots 6, 7 and 8 of SP262436). B. Note that it is in the public interest to invite expressions of interest before inviting written tenders for the following reasons: SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 NOVEMBER 2024 1. It will allow all interested parties to express their interest in utilising the Land. 2. It enables Council to consider proposals that may be submitted by respondents with a demonstrated plan and capability to achieve Council’s desired outcomes for the Land before progressing to a select tender phase from a shortlist of EOI respondents. 3. For respondents it reduces the time and expense associated with preparing a full tender submission, as only those shortlisted from EOI will be invited to do so. 4. It maximises Council’s resources in the tender process by reducing the number of full tender submissions needing evaluations. C. Request that the CEO report to a future Council meeting detailing the outcomes of the EOI, including the recommendation of a shortlist from which to invite written tenders, for Council’s further consideration. Carried unanimously. 8. MEETING CLOSURE The meeting closed at 3:23 PM.
Meeting Transcript
Larry Sengstock 00:00.000
12Th of November 2024. As the CEO today our normal chair is unavailable for this meeting and so I will take the chair initially. Just I think if we go with attendances and apologies. And online we've got Councillor Karen Finzel, Councillor we've got new... Karen Finzel 00:43.520
Yes good morning. Larry Sengstock 00:45.460
Good afternoon. Karen Finzel 00:47.620
Good afternoon. Larry Sengstock 00:49.560
I know you're a long way away but it's not that far away. Okay so Karen you're normally the chair of this committee however being online you've asked if we could have a separate chair. Chair, so I'm chairing for the moment, but with our new standing orders we don't have to have any resolution to have you as attending the meeting online, so welcome online. So I'm chairing... In terms of, sorry I should also start by paying our respects to the custodians of the lands on which we we meet today, the Kabi Kabi people and their leaders past, present and emerging. In terms of, can I ask then for a nomination for the chair of the meeting? Nicola Wilson 01:34.112
I'll nominate Councillor Nicola Wilson, thanks. Thanks. Karen Finzel 01:42.780
Happy to second that motion. Larry Sengstock 01:44.840
Right, okay. You happy to accept that nomination? I am. Put it to the vote. All in favour? Yes. Great, thank you. Nicola? Thank you. Pass it over to you, thank you. Nicola Wilson 01:59.380
Thank you. Welcome again to everyone. So, as the CEO said, we myself, Councillor Finzel online, Councillor in the room, and we also have councillors Wegener in the room and Councillor Lorentson online as observers. I just also wanted also want to acknowledge the traditional custodians of the land and actually read a little extract from our Kabi Kabi commitment that we signed to you recently. This is the Noosa we all want. A place with water we can swim in, streams we can drink from, food that nourishes the body, oceans that replenish the soul, and air that invigorates with every breath. A place of mutual flourishing where our natural world is as much a part of us as us as we are a part of it okay we will stop the meeting with the minutes of the last All in favour? Yes. Great, thank you. Next item on the agenda is presentations. I believe we don't have any today. Next item is deputations and I believe we don't have any today. So we'll move straight into the reports for consideration of the meeting and we start with 5.1, council meeting scheduled for 2025. So we'll move straight into the report. Mr CEO? Larry Sengstock 03:31.562
So thank you. This is just a, we're obliged as part of our rules and regulations is to provide a schedule of meetings for, we've got our meetings up until the end of this year. So this really is just outlining our meeting schedule for the following year, running in line with our normal process of P &E, S &O meetings, General Committee meeting and then ordinary then ordinary committee meeting. Also would note that there will be times where we'll take some of our meetings out to outside of the chambers and out to the regional areas. Those will be done on an ad hoc basis as such. And will be addressed and promoted accordingly. So I'll put this to the vote. Nicola Wilson 04:21.029
Thank you. Before I ask for someone to move this motion, I have put forward a amendment. A new motion. That being That being that council will note the report by the Chief Executive Officer to the Services and Organisation Committee meeting dated 12th November 2024 and approve the council meeting scheduled for January to December 2025 as set out in out in attachment 1 to the report, and b note council's commitment to community engagement and in particular holding ordinary meetings in the community, times and venue of ordinary meetings may be changed by council resolution in order to facilitate this. I'm happy to second. I'll speak first to the motion then. Just a minor amendment here, just to make sure that it's in the public view that we still intend to continue our community engagement by holding ordinary the community. So I just thought at the moment there was nothing that really captured that to be of that in writing, if anyone was looking for that information. Does anyone else want to speak? Question? Yeah. To the CEO. Sure. Have we got a list please of the priority of where the meetings will be held next year when they go out? Is there an order of order of preference or? Larry Sengstock 06:01.152
No, we haven't done that at this point in time. Karen Finzel 06:09.952
Yes, thank you to the chair, thank you councillor. Nicola for the recommendation, I support this, I think it's great to illuminate the need to keep our community on the journey with us and have them included in In this recommendation so that they feel valued and we can take this opportunity to promote good governance through engendering trust and a goal towards excellence. Thank you for bringing this to the table. I support it. Jessica Phillips 06:43.524
I'll speak very quickly just saying thank you for bringing it as well because I think it's really important that we do take those ordinary meetings out to community. It's been really good feedback to this point and I also think it shows community that we want to go out to them rather than always expecting them to come in to us and that we're taking it to the evening to give us some variety so we're trying to meet the needs of you know the nine-to-five workers and everybody else so yeah I commend that we're going to continue that commitment. Thank you. Tom Wegener 07:17.936
Any other councillors? Wouldn't this be normally done in the general meeting moving this to the general so that all of the councillors can vote on the new motion? Would that be standard procedure? Larry Sengstock 07:34.796
No. Through the chair this now gets recommended to the ordinary committee meeting and it gets voted on. That's where it gets, so you've got the opportunity then as councillors to all, as one, endorse this schedule. That's where it gets, so you've got the opportunity then. So this is only just in terms of the steps. It gets endorsed or gets recommended from this one, it doesn't get endorsed yet. gets recommended and then gets endorsed at the ordering. Tom Wegener 07:58.876
But the recommend, that's not the same recommendation that I see on my screen. Did Nicola add a... Yes. So Nicola has changed the recommendation... That was a motion. It was a motion. And I don't disagree with that. I'm just questioning the timing of it because I think that's... It seems to me that that's the kind of thing that if you're going to change the recommendation, it should be done with all the councillors in the general meeting and not done... with three councillors in the committee. Is that right? At the ordinary meeting, Councillor, you've still got the opportunity to change it if you want to at that point, if you don't agree with it. So this is again... subcommittee makes the recommendation to the ordinary committee now for endorsement, so at that meeting you've got the ability to pull it back out and readdress it if you think there's any need for a change. but this has never happened before, so this is a new one on me. Jessica Phillips 09:04.024
Just to clarify, there's still an opportunity when it goes, this will be the recommendation that we see at the general meeting, no at the ordinary meeting, and there is an opportunity if there's changes, an amendment to the motion, that that can be done. You can pull it back out and readdebate it at that point. Nicola Wilson 09:27.120
Anybody else, questions or comments? I'd like to make a correction, it was actually Nicola and Finzel. I'll put that to the vote, all in favour? Next item on the agenda is 5.2, Peregian Beach Surf Lifesaving Club, funding request and update on operations. There's two things we need to deal with here, there's a conflict of interest and there's a request to move to the general meeting. Larry Sengstock 10:03.500
Yes. So there's a conflict of interest that we can deal with that. Thank you. Can we move to Finzel? Karen Finzel 10:08.524
Thank you Mr CEO and through the Battle Chair, I would like to declare this conflict. I, Councillor Finzel, inform this meeting that I have a declarable conflict of interest in the Thank you. Relation to the Peregian Beach Surf Lifesaving Club community grant application. As Lee McCready, who worked as a volunteer in my 2020 my 2020 future Noosa election campaign is the current president of the Peregian Beach Surf Lifesaving Club. As Mrs. McCready is not applied to study here, no reliance... related party and has never given me a gift or a loan. I believe that a reasonable person would agree that I'm able to make an impartial decision on the matter. Therefore, I will choose... to remain in the meeting room. However, I will respect the decision of the meeting on whether I can remain and participate in the decision. Thank you. Nicola Wilson 11:15.272
I'm happy to move. That council note the declarable conflict of interest by Councillor Finzel and determine, stay, that... Councillor Finzel participates and votes on this matter because council believes... Larry Sengstock 11:31.900
You can take out the stay. There's two options here for you. Nicola Wilson 11:38.800
A reasonable person would trust that the final decision is made in the public interest. Thank you. Larry Sengstock 12:10.060
I take a vote. Karen Finzel 12:11.020
Knowing also that I didn't vote. Yes. Nicola Wilson 12:19.840
The next item to be moved into general meeting, can we vote on that? Larry Sengstock 12:24.480
Well, you can ask for a summary, if you'd like, first, or we want to move it straight to the team. Nicola Wilson 12:28.380
The team is here, so I'd like to still hear the report. Especially noting that might not be at the law meeting. SPEAKER_07 12:35.200
Okay. well, given the matter's been referred, I'll just read from the exec summary. Might be the easiest. At the April 2022 ordinary meeting, Council resolved to enter into negotiations for a 10-year lease to Peregian Beach Surf Lifesaving Club. The intent of the lease was to provide security of tenure to allow the club to establish operations and beach patrolling capacity. Given the surf club did not have capacity to undertake full weekend and public holiday beach patrols, within the September to May patrolling season, Council resolved to fund Surf Lifesaving Queensland contract lifeguards to patrol Saturdays and public holidays for a three-year period. This enabled the surf club to patrol Sunday This enabled the Surf Club to patrol Sundays while it focused on establishing operations. Council's three-year funding arrangement expires in May 2025 and the Surf Club has requested a further two-year funding commitment from Council. with the club again proposing to provide services on Sundays and additionally all public holidays falling within the September to May season equating to an extra 11 days over the period. This report recommends support consideration of the two-year funding proposal as part of the 2025-26 budget deliberations. Now I might add there that that allocation is $46,000. That allocation allocation will assist Peregian Surf Club to continue to build its full operational capacity. This report also recommends the Surf Club submit a building works plan to allow a coordinated approach to maintenance and develop development between new club committee and council and an updated strategic plan given the current plan expires in 2025. The Surf Club have raised concerns with the amenity and impact of the village square bin storage area and stormwater issues which are also impacting club operations it is recommended council also investigate these issues and work towards an appropriate outcome in consultation with the Surf Club. Now going towards the resolution I think that exec summary has covered off all of those matters but in summary this request this reports about allocation of $46,000 annually for two years commencing at the cessation of the 2025 season next year. The club's submitting a building works plan for the reasons that I've outlined so we have a coordinated approach to building works and also the submission of a strategic plan given that the current plan expires in 2025 and I also mentioned there about the bin storage and the stormwater and drainage issues. Any works that were coming out of those and investigations they'd also be referred to the budget deliberations as appropriate. Well that's it for a summary without going through the whole thing but I'm happy to take questions. Nicola Wilson 15:47.654
That allocation of $46,000, that covers nine months' worth of Saturdays, is that right? SPEAKER_07 15:57.434
It's Sundays and public holidays. I'm sorry, it is Saturdays the lifeguards are doing the Saturdays. Sorry, you're right. Nicola Wilson 16:03.008
So it's about $1,200 a day. Can you just let me know how many people are on each of those days? SPEAKER_07 16:09.948
How many people are on patrol? Yeah, that would be paid for out. Oh, okay. So on the weekends, there's two lifeguards on patrol. So that also involves the equipment. So the equipment that they need to use, so the four-wheel drive equipment, jet ski equipment, all their other rescue equipment that they need to provide the services, radio communications devices, the whole box and dice. Nicola Wilson 16:41.206
I've got a question please. Originally it was a three-year and now it's two-year. Can you talk me around and talk me through like decision-making around what went from three to two, did they ask for two? They asked for two. Okay, the recommendation is what Okay, the recommendation is what they've asked for. Is there any point at the halfway through, at a one year, do we reassess? Does someone go to their meetings or just maybe some context around our involvement? SPEAKER_07 17:08.028
Well, we're in pretty close contact with them anyway. There is a new committee down there, as I said, but they also have to submit annual reports and annual report updates. So we also have monthly contract meetings with Surf Lifesaving Queensland. So the Peregian Surf Club operations are always on that agenda for discussion with Surf Lifesaving Queensland about how the club's going. So I'm fairly comfortable with our communication. and our update their operations and the annual plan that they submit goes into their financials and also their their membership so in terms of their volunteers and those that are obviously undertaking patrols and things like that so we can sort of monitor that each year I guess as well to make sure they're on track or how they're tracking as Nicola Wilson 17:59.532
Well. And this is based on increasing the volunteer or active volunteer base from 75 to 120, is that right? So that will trigger another review point. SPEAKER_07 18:11.232
Well, the 120 is a national... national figure put forward by Surf Lifesaving Queensland to be able to get to full weekend patrols. I mean, there are other factors here as well. 75 is where they're at now, but, I mean, if they were at 120 and there were still components of the There were still components of the club that say the training component or whatever was not up to scratch or was weak or there was gaps then that would be subject to assessment then but going to full weekend patrols won't be a council decision ultimately that will require endorsement from Surf Lifesaving Queensland given that the club is affiliated with Surf Lifesaving Queensland. is affiliated with Surf Lifesaving Queensland so that won't potentially be our decision to make. We'll need to be endorsed by them first. Nicola Wilson 19:00.328
Councillor Finzel, any questions? Karen Finzel 19:02.868
Yes please, through the chair, thank you for you for the report. I like where we're heading with this with regards to strategic planning and keeping operational work on the radar. I have a question regarding building community resilience and their capacity to actually grow their... capacity to actually grow their membership to promote the responsibilities of, you know, nippers and looking after people and their membership. Can you tell me if Queensland Surf Lifesaving... do they liaise then directly with the surf club to help build their membership or where's council if we're involved, what role do we take? SPEAKER_07 19:46.886
Karen, we don't play a role in growing... Karen, we don't play a role in growing their membership. The Surf Lifesaving Queensland will provide support through governance practices, support in terms of building committees and also training resources as well. So, they're actually, you might note in the report as well, there's input there from the Brisbane Lifesaving Service, so that was also initiated by Surf Lifesaving Queensland, as I understand it too. So they're actually... To support the operations there, but it's fair to say that Surf Lifesaving Queensland has been quite heavily involved, particularly in the first few years of the club. few years of the club getting back on its feet. So the idea of it now is for them to provide a framework for the club to be able to establish, if you like, and kick on. But it's a support mechanism, not actively running the club. Does that answer your question? Karen Finzel 21:00.724
Actually, I'll just reframe it. I guess given the growth of the membership will increase local community engagement, hopefully through young families and people living in the area. I see that as an opportunity for council through community development to provide a collaborative approach or some ongoing assistance to help the social amenity, I guess, around the club that could include other people that are not necessarily like nippers or members to be Surf Lifesaving but actually to promote the social growth. social growth of the club and have inclusive and friendly neighbourhoods where people are welcome and things like that. I was just seeking if the council community had any sort of appetite or space in there to help grow that capacity a lot of space in there to help grow that capacity. SPEAKER_07 21:52.524
Karen, I'd have to take that question on notice. All I can say to that is that Surf Lifesaving Queensland, I know the club's been very active in terms of recruiting members from the local community, but also you might see in the report reference to the NIPAs growing as well. The growth of the NIPA program is quite crucial and you can see there's been a 19% increase in those numbers. So leveraging the parental and carer kind of care, if you like, or participation in that program Participation in those, in that program is quite key to converting those people, if you like, into members of the club, active members, or playing a role on committees and etc. But as to your question around community development's role in those broader aspects, that's really a question for the community services department. Karen Finzel 23:00.770
Great, thank you. I appreciate taking that on notice there, because I think given the issues around youth in Noosa Shire at the moment, and being beyond, but we're, you know, trying to focus on positive community engagement for our young people. So I'd really like to see this response back from our community because I see this as a great opportunity to help engage and grow a safe place where young people can participate and feel Nicola Wilson 23:47.140
So we're not moving to Recommendation 4, we're moving to Term 1? Larry Sengstock 23:50.000
No, we've got a motion to move to Term 1. Nicola Wilson 23:54.170
The Services and Organisation Committee Agenda Item 5.2 be referred to the General Committee for further consideration. direction? I'd be directed. Thank you. Councillor Finzel? You're welcome. I'll second it. And we'll put that to the vote. All in favour? Unknown 24:18.960
Yes, unanimous. Thank you. We'll see you at the same meeting. Nicola Wilson 24:28.980
Okay. Next item on the agenda is 5.3, adoption of council strategic land activation policy. Very exciting. And we have Trent and Robin to present this report. Robyn Mercer 24:55.860
Good afternoon councillors and thank you for the opportunity to present the strategic land activation policy for adoption by council. Noosa Council is known for its aspirational vision and broad ranging strategies and goals. Among our most valuable resources are our land assets, which have the potential to... directly support and advance our strategic objectives. However, realising this potential... requires a consistent best practice approach. The policy before you for adoption is designed... as an operational guide and toolkit to bridge the gap between our assets and our ambitions. This policy is about making sure... we're getting the most out of these assets in a way that benefits our region. The policy provides a practical step-by-step land activation framework to guide how we activate and develop our land thoughtfully and effectively. It's designed as a toolkit for staff and decision makers, designed to ensure we approach each project with due diligence, thorough assessment and a solid understanding of potential benefits or constraints. Importantly this policy doesn't create any new decision-making powers, instead it's focused on establishing a clear and consistent process to inform decision-making. We're also introduced We're also introducing an internal working group as part of the land activation framework that will have representation from across Council and this group will ensure each proposal is carefully reviewed, making sure that we meet goals and align with our long-term vision for Council and for the region. By adopting this policy we're working towards a stronger foundation to make the best use of our resources. It also helps us avoid risks like inconsistent decision-making or missed opportunities and hopefully we'll create new avenues to grow our region's economy, enhance our community spaces and protect our environment. Thank Nicola Wilson 27:03.100
I'll start with that question. First of all, thank you for that report, and thank you also for the journey that you've taken us on so far in your workshops. It's clear that there's a lot of work going into this policy and the documentation. documentation of the portfolio behind that as well. So we now have a really clear list of all the land that council owns and lots of other data relating to all of that land so that we can make good decisions. In line with our housing strategy and also questions from the community about how we review all of the possible suitable land for potential housing, will this help us to actually identify land and then review forward with it? Robyn Mercer 27:46.576
Yeah there's probably two parts to that question and one is identifying opportunities and the other is what happens when we have a piece of land and multiple opportunities for that site. So addressing that first and I think one of the reasons that we've got a policy is we often end up in inertia because there's lots of ideas and we don't have it as like a process to follow to to get to an end decision. so the process of doing due diligence and then merit assessment and engaging across the council is designed to draw out all those opportunities so then they can be workshopped at the officer level and then at leadership level and then at leadership level and potentially workshopped with council as well. In terms of the question about identifying opportunities, absolutely I think having an inventory and being search by land size or zoning or locality or whether sites are within or without the urban boundary will help us narrow down, you know, a short list of potential sites or also where we have a strategic objective but we don't have the land to meet it, which means then we may need to consider acquisition or partnerships elsewhere. identify gaps. Thank you. Jessica Phillips 29:02.820
Thanks for the report. Just a question around the internal working group. Is it okay to tell me who would be on that or just their departments or something? Robyn Mercer 29:11.400
Yeah, that's in work at the moment. So I'm drawing up a charter. And then from there, I'll feed that through to my director who would probably distribute that around to other directors and ask for nominations to ensure we get cross representation through the chair. Richard MacGillivray 29:29.360
It's important that important that we we ensure ensure that that when when we're we're looking looking at potential opportunities that we have representation from infrastructure as well as property, as well as sport and rec, arts and culture, environment, planning, sustainability. Because we've all we've all got opportunities and options that we're looking at so we want to make sure that we're having that whole of organisation discussion about potential land parcels because there's so many competing opportunities or complementary opportunities on the site so we want to make sure that we've got a really good representation across the organisation and from the technical experts in the organisation at the officer level it may be that once that is firmed up and there's a proposed team we could feed that further up for review and consideration to make sure there's a comfort level Jessica Phillips 30:30.968
Next question, if you could just maybe expand on the opportunities that's listed in the report about the economic development, maybe just give me a bit more of an idea of what that entails. Yeah so without being in the room but I guess it falls back on the economic Yeah. Robyn Mercer 30:42.208
So. development strategy which calls for a long-term plan to diversify our economy away from the the long sort of standing pillars of tourism and construction and make sure we maintain those but also diversify our economy away from those that are subject to macroeconomic conditions and that means looking at future focused industries or tech industries that have a small footprint but high value and also that offer higher value jobs with high skilled labour and the way that the strategic land policy provides opportunities is that we could look at land that has industrial zoning or suitable zoning and then look to develop those in a way that supports that strategy. Nicola Wilson 31:42.008
Councillor Finzel, any questions? Karen Finzel 31:44.708
Thank you, free to share. Firstly, thank you to the staff. The workshops have been very informative and have brought a great opportunity to share with the councillors where we're heading with this policy. The workshops have been you to the staff. I just have a question around... How did this policy, in your opinion, or in a practical way, support through land acquisition achieving our goals around attracting innovators to business? What's the process? What's the process to help guide anyone that might be looking towards moving to Noosa to grow business and sustainable into the future? I think through the workshops you used a phrase something about we're going fishing but not catching. Can you just expand on that a little bit, thanks? Robyn Mercer 32:36.492
So I might just quickly draw back on that the policy is an operational toolkit at the officer level and it's just designed to put in place a consistent process in terms of activating land that's just one I guess that's one thing that would come out of the policy. Karen Finzel 32:36.900
MS LIVINGSTONE: Certainly. Robyn Mercer 32:58.552
Policy, so ideas such expression of interest or putting land out more broadly to the market through a formal procurement process is how we would take a piece of land and then try to activate it in a way that meets our economic goals or attracts attracts businesses into the region but the policy is very much in those earlier stages of getting to the point where we know what the opportunities are so it's about due diligence and merit assessment and collaboration across the tax. Richard MacGillivray 33:30.356
Organisation did you want to add anything to that I think you've clarified it for me is the main thing is the policy is ahead of power it's a procedural framework for us to adhere to that doesn't that doesn't restrict us from how we approach the market or opportunities coming to us but it means when they do arrive to us but it means when they do arise it's about giving comfort that we've we've applied a very consistent approach across the organisation when the decision comes through to you for decision or consideration there's comfort that it's not just purely economic focused or it's not just purely environmental focused or not just purely community that we've considered how we actually try to get overlap you know for example can we activate a parcel of land to get financial return to council but also diversify the economy at the same time while still meeting green economy targets as well well, that's the trick for us. The challenge is how you match those competing priorities. Nicola Wilson 34:32.560
I just have one more question. I really like what I'm reading. I just want to maybe understand just a little bit more from my own understanding. What's the driver? driver? Is it like an operational... Is it like an operational lens that says this is making my job harder or is it we've seen another council do it? What kind of gives me... Robyn Mercer 34:53.696
Yeah, so... I can probably answer this one. Okay. Richard MacGillivray 34:57.576
Sorry, it was more just if I cast back two or three years, we actually I cast back two or three years, we actually had the matter get raised through internal audit and through our audit and risk committee that we don't have a thorough framework or strategy around our Or even a thorough audit on our land parcels. And the risk is when you've got a limited stock like we do, we don't have an abundance of greenfield land like our neighbouring councils where we can continue to grow and develop outwards. There's a significant risk by not having that framework in place because it's a scarce resource you're managing. So that was probably the key fundamental driver for us starting this project and how it ended up in the corporate plan three years ago was that process. Now as an organisation it's about that mix of economic... economic environment, social, competing priorities in the organisation that drives us internally, but it was probably that ordered outcome that kicked it off initially. Robyn Mercer 35:59.588
And then in terms of developing the process which does put requirements on to staff to follow to a degree, that came from engaging with subject matter experts and legal minds I guess that have a lot of experience with local government and activating land all the way across Australia and Queensland. So we undertook a process of reaching out to subject matter experts to say if we were to go about this what's best practice and what does that look like. They came and presented to about 16 teams across Council and from there from there we developed that process of going we actually really need to do a lot more due diligence and benefit assessment up front and whilst that creates activities it builds a strong foundation and puts you in good stead to actually achieve the end outcome and so that's what sort of drove the policy having a process and step-by-step framework. Nicola Wilson 37:03.680
Any more questions? Yes, thank you Madam Chair. Karen Finzel 37:12.180
Through the CEO if we have some active staff in the room or the CEO might be able to answer. Given the alignment to Do they break bring everyone on board just for people listening at home and for us around the table. I'd like just a few comments if possible from to just give us a brief overview of the role that they see that they take in this space and how the policy will benefit where they want to head with this. Peace. Larry Sengstock 37:52.400
Sorry, Councillor Finzel, I think I can answer that by just saying that this policy is all about we've got parcels of land that we currently have that are sitting there and have been sitting there for a while and at various times on an ad hoc basis there's an idea comes along or somebody comes along with an idea to us or vice versa and we is to give us a framework so that when that happens we can either be proactive or when we are reactive we've got a framework to to work through and work with so we get possible outcome for that for that piece of land so from an active perspective they would be involved in either bring ideas to the table or when ideas come to the table they would be involved in making sure that we still they have their sure that we still, they have their input to make sure we get the best outcome for that pocket piece of land or whatever it may be. So that's the idea of this is to give us a framework to work within so we're not doing things piecemeal. We've got a much better strategy and we've not got a much better process to make sure that the outcome is exactly what we need or maximises the... we would like to achieve based on our overall strategies our corporate plans everything else it all gets incorporated into this and we have a we have a framework to make decisions on. So that's really what it is so each piece of piece of the organisation would be involved appropriately in any in any decision making. Robyn Mercer 39:17.837
If I may just quickly I think it's really relevant to just consider that the planning scheme and zoning and scheme and zoning and land designation and land use is really the governing space for what's allowable or accessible on a piece of land, so some sites that are set aside for community aren't economic development sites. this isn't sort of stepping above that, this is before that and a due diligence process would say well parcel X is actually zoned for this purpose which would then just like organic just like organically identify what would be allowable or potential uses for that site that may be active, that may be environmental outcomes, that may be community or sporting or rec. Just to note that zoning and our planning scheme are, you know, sit overarching all of it. Nicola Wilson 40:16.784
Any other questions from committee members before I move on to another Councillor? I'm getting on. Sorry. Councillor Wegener. No further questions. Thank you. for your responses to the staff. Amelia Lorentson 40:31.549
Hi, and apologies if this question has been asked or answered. I'm having some difficulty understanding and listening to the audio from where I'm sitting. So my question is in terms of community input and consultation, will there be structured opportunities for community consultation and input? Before any significant decisions are made, and how will council ensure that residents and small businesses that are already existing on some of our council owned properties, like the Sunrise Shopping Centre, how do we ensure that they can meaningful, meaningfully contribute to council's policy planning and implementation stages? I just, I know that we'll do this well, and I know just with recent events how excellent our council staff were in meeting with, you know, our tenants, but I just would our tenants but I just would love, Robin if you could answer that question and the importance I think also of a people first approach in this policy, a commitment that our local residents and the small business owners have a voice over these strategic decisions. Robyn Mercer 41:59.265
Certainly, so I think there's probably two parts to that question. One is the consultation obligations that we have and the other is how we handle existing contracting arrangements in place. So when we have tenants or land leases in place, we have contracts that govern that. Those contracts typically have, excuse me, clauses built in that place, obligations on council to provide reasonable notice periods about what our intentions are and what our contractual requirements are. So, those arrangements are governed by their own contract and we have to oblige by our requirements there. This policy doesn't interrupt or disrupt or supersede any of those. Richard MacGillivray 42:45.354
And then, in terms of our consultation I think from a consultation perspective obviously we have an engagement policy which deals more broadly with strategic matters or infrastructure related matters, but in terms of engagement on these types of strategic land projects that may arise over the next two, three, five, ten years. Robyn Mercer 42:47.854
Consultation. Richard MacGillivray 43:06.805
Next two, three, five, five, ten years, it will be a case-by-case basis. You'll find that we might have some projects that are vacant land parcels. There are no existing tenants. Its proposed use may not be in any way, shape or form in conflict to its existing use. There'll be others that will its existing use there'll be others that will require larger engagement and that should be considered at the planning stage of any project so as we go through the if you if you use the framework for example that exists in the policy as we go past that due diligence and that merit assessment stage to the point where council is giving if you like a green light to a further business case or feasibility or viability assessment At that stage, we should be identifying in the early stages of the project that this is a major change or a project that requires a level of broader engagement, and that should be embedded in the project from the start for transparency. Thank you very much. And you see that, for example, if it's a project like Lake Macdonald, Botanic Gardens Master Plan, for example. Amelia Lorentson 44:20.260
Appreciate being here, so thank you both. Tom Wegener 44:24.260
Quickly, did you write this policy perhaps with John's Landing in mind? Is that the first step to be looked at? Richard MacGillivray 44:32.300
Through the Chair, we have a lot of priorities and we recognise that John's Landing was a land parcel that was acquired with a commitment when Council actually endorsed the acquisition of that parcel that we acquisition of that parcel that we would investigate through an assessment of what could be used or activated for that site, so your city is one of them that we would ensure that as we go through this process, we've got a thorough due diligence. It's a great example of a land parcel that has competing and complementary opportunities and constraints. And it's got a very unique location, so that will be one of the more interesting ones that may come through the process over the next couple of years. That's exciting. Tom Wegener 45:15.872
And then last, step eight, so part two, step eight, knowledge based and lessons learned ongoing. So as you go along with learning things. learning things. That was a concept that was in part of the Noosa Institute, the concept that Kim Willans would talk about, which is how do we maintain the learning that's already happening here so we don't double up or don't forget it. an idea for how we're going to do this with in this case? Robyn Mercer 45:45.000
Yeah look I think what we need to do is establish a lessons learned framework that would be a series of questions and having it within the policy requires should require that it is done what will fall under the policy is a whole lot of templates and forms that actually help us execute each step so for lessons learned that would be following a process and asking questions getting everyone in the room together and committing to continuous improvement of what worked well what didn't improvement of what worked well what didn't work well how do we put this in a place where it's accessible and we can draw on it when we're considering future projects. Richard MacGillivray 46:25.704
We recognise that as our organisation grows and staff and councillors change over over terms and time that that innate knowledge of what may have been assessed even at a desktop level to go I wonder if this is possible for that land parcel that type of knowledge can be can be lost. type of knowledge can be lost and we don't want to lose that. We want to make sure that as we look at a land parcel, we might decide to bank a land parcel. It could be John's Landing for another decade for future generations. We want to make sure that future officers and future terms of council have the information and discussion available here to help inform previous discussions they've already had on the site, as opposed to having to rework and do that whole exercise again. Tom Wegener 47:09.616
I'm interested in watching that over the years because I think that's something that Council, overall our whole organisation, can perhaps learn from. I'm interested in watching that. Thank you. Nicola Wilson 47:20.016
Thank you. I'm going to move to motion. The Council note the report by the Director of Corporate Services to the Services and Organisation Committee, dated 12th of November 2024, and adopt the strategic land activation policy provided as attachment 1 to the report. Do I have someone to Councillor. Thank you. I'll speak to the motion. This is a very future-focused policy. Thank you for all your work in getting us to this point. And also, as I said, the work that you've gone through already to identify and document all of the land and assets that the council owns so that we can identify these opportunities. I'm really excited about the register of opportunities that we'll be able to manage in the future. this is about activating potentially underutilised land at the moment, although there are other elements too. And in a time where we are very, very short on land in the Shire, this is an excellent tool to be able to and also noting that both identify those opportunities, but then also make sure that across the organisation we've got consistency, efficiency and equity as well. So not everything is about an economic outcome, as you said, it's definitely about community and recreation and all of those things too. So this is a really great starting point for the future to be able to manage our land and to be able to make sure that there is equity across the Shire and to be able to manage all different departments and all different types of uses in the future. So this is a really those things too. Thank you. And so yeah, I recommend the motion. Anybody else want to speak? Jessica Phillips 48:55.896
We pretty much took the words out of my mouth because I had efficiency, so thank you for that. I liked anything that sounds like it'll streamline some efficiency and I really like to hear that the internal working group has representation from across the council and thank you for making you for making it easier for me to understand and I also like Trent's point about future focus with new councillors, new staff and making things that makes a lot of sense to me so thank you. Nicola Wilson 49:24.420
Councillor Finzel, would you like to speak to the motion? Councillor Finzel would you like to speak to motion? Karen Finzel 49:27.340
Yes, thank you Madam Chair. I'll be brief. Everything's been said. I'm excited about this idea of providing collaborative approach to leadership and good governance is fantastic and I appreciate the diligence and the just excellent... Just excellent towards keeping our strategic planning really informative to help us make good decisions when it comes to future generations and how we've, for example, used our land. our land and created opportunities for innovation. I think it's fantastic. I want to applaud all the staff and everyone that's worked on this. I think together we're heading towards the right direction and I think it's really good for the best use of our resources in providing a land activation policy that will be a guide to bridging assets and our ambition. So remembering we are of course different by nature, so I think this is leading us towards a future that we all desire to see. So thank you. you. Nicola Wilson 50:39.536
I'll just close by saying it's always great to see best practice being implemented and it'll be cool to see what happens next with the guidelines and everything else as it is adopted and implemented. We'll put that to the vote. Olympea? Yes. Thank you, that's unanimous. Thank you very much. Thank you. Moving on to reports when noting the committee. 6.1 Capital program 2024.5. SPEAKER_09 51:19.540
Afternoon councillors. I just wanted to introduce the councillor who's in our project delivery team, project officer. I can give a brief overview of the report. So the purpose of today's report is to provide a status update on the capital works program as of the 30th of September 2024. It excludes disaster recovery projects. The approved capital works budget for 24-25 is $53.8 million, inclusive of $22.8 million, inclusive of 22.4 million in carry-forwards. Actual expenditure achieved to date, which is 30th of September, is 6 million, or 11%, with 9.3 remaining in commitments. There's currently 127 projects on the capital works program in varying stages of... works program in varying stages of delivery. Projects continue to be managed overall within the budget and time limitations to the extent possible and we use PCG and CDWE to manage that process. Contractor resources and material availability remain a constraint and continue to drive up... project costs. Infrastructure planning, design and delivery is making substantial progress on a restructure and with the major restructure aiming to create additional leadership, capacity, enhanced delivery efficiencies and maximise team output. However it's not addressing the resource... constraints that we're facing at the moment. IPDD branch is continuing to face ongoing resource constraints and challenges as are all councils of Queensland so it's not just unique to us. Enhancements in systems, tools and processes are continuously being rolled out across the branch. Innovative strategies for project delivery are currently being explored, such as panels of contractors. And optimising procurement packages and using external resources to supplement our internal resources. The recommendation that council note the report by the IPDD manager to the Services and Organisation Committee, providing an update on delivery of the capital works program as of 13 September. Thank you. Nicola Wilson 53:41.143
Great. This is a great report that has lots of good news stories in it, so really good to see some of these pictures as well of all the great work that's been happening, so good to share the good news stories of the things that have been completed. Obviously this was to the end of September, so we're now heading towards mid-November, and there was a bit of an underspend in the year-to-date as of September. Has it been uncaptured at all in October? SPEAKER_09 54:08.301
I can't really talk about where we're at as at the moment, but Mel might be able to enlighten us a bit on that. But the challenges we faced in July, August and September is we had some key projects that indicated major spends, but there was changes in their anticipated major spends but there was changes in their projects and one of them was the VHS project where we thought we were going down this path but we actually halt that contract and we actually pulled out of that contract which has been a major change in that project which we didn't foresee. So that's one of the areas of underspend. The other one was to do with fleet as well. So we anticipated that we were going to get to vehicles but there's been delays. been delays in those vehicles and I think to be transparent there has been some optimistic forecasting by our project managers but we've got an opportunity now to bring that back in. We've got BR2 coming up as well. Mel did you have any current data is at the moment or? Nicola Wilson 55:03.889
Yeah so at the end of October we were sitting at approximately 7.3 million to spend in the capital program excluding I've got a few questions please. Sure. I'll start with 127 projects in the report. Is that benchmarking over the years? Is that higher, lower on average? In my mind I'd say it's higher and some of the reasoning behind that is I think it was two years ago we had had approximately approximately $7 7.7.7 million for Noosa Parade and we had approximately $10 million, I think it was $9.8 million for Becklands Road. So between those two projects, you've got $20 million tied up in two projects. And that does take a lot of resources, but... address $20 million in two projects, whereas you could have $20 million spread across 45 projects, and obviously you need a unique project manager on each of those projects, so... having that number of projects is a challenge, yes. a challenge? Yes. Jessica Phillips 56:10.708
Thank you. The key word I found quite a few times and I just want to explore is contractors. So can you talk me through, have we seen any increase in the organisation the organisation using contractors? SPEAKER_09 56:26.255
Probably when we're referring to contractors there we're more talking about external actually delivery contractors so we don't have a day labour workforce here at council which means that we're contracting out our delivery. We do have consultants assisting us in project management but this year we haven't had those major projects. We had a consultant assist us two years ago on the Noosa Parade project and and assist us on the Beckman's Road project and we supported that consultant project manager with an internal team but this year we haven't had that opportunity as you've highlighted earlier because we've got all those little tiny projects which you the larger know consultancies just start-up costs on you know those smaller projects is really going to hit us I don't know if I explained it it's no it does I guess what I'm wanting to know when we like just coming from the last report which was very forward-thinking can you maybe maybe explain explain to to me me because because the the world word over-optimistic just gives me a couple of flags around what in this space what are we doing about forward-thinking so we don't sort of tend to see maybe projects that are not being delivered yeah and I can talk to that I attended a conference last week and there was an economic sort of talk around what all the councils are facing what we're seeing is there's a real push in energy water medical and education so over the next 10 years there's a real spend in those areas and that's that's not including transport or the Olympics so there was a debate around do we have the resources to face the rest the infrastructure boom that's coming really it's about having people coming through and supporting and getting people to deliver the projects are and to facing be honest all the councils these constraints there's ongoing costs there's constraints around getting and retaining people and also contractors so I hope I'm not sounding pessimistic but there there may may be be a strategy that we need to sort of start tailing our capital works program to our resourcing and what we can actually deliver and I hope I'm not sounding doom or gloom but I just really want to forecast what the industry's industry's facing facing and and Queensland's Queensland's facing facing because because there's a big spend coming over the next 10 years you know we've got like McDonald Dam upgrade we've got the hydro project we've got the Olympics coming but as an organisation I think we need to be planning for that and that's that's part part of the work Shaun and myself are doing. That's a part of this restructure is trying to build a team, looking at smarter ways to deliver in contract, but it is a challenge that Queensland's facing and it is a challenge that all of the councils are facing. And I don't know if you wanted to add anything, Larry, if you've got any insight. Larry Sengstock 59:26.394
When you say contractors, we don't do, we manage, we plan and manage, so everything we do. we do pretty much is contracted out from an IPDD perspective. It's different for the outdoor workforce. They do a lot of it. So, you know, when you say that we do contract, when we say our project managers are a little bit, you know. Over-enthusiastic sometimes in terms of their ability to get these projects done, some small projects look like they could be simple, but as we know, it's not always that way, there's always tricks to it, and then they get pushed out from a time perspective. So, when you're dealing with 127 projects, there's a lot of opportunity for that to happen, even on small projects, so that's where the guys are trying to, the guys and girls are looking at our projects and the ability to meet the timelines. Sometimes it's out of their hands because we do contract stuff out as well, that way as well, so we're in the hands of the contractors. So that's an issue for us. And there's no question that we were geared up in the past to deliver around 25, 30 million dollars a year of capital works. Since COVID, since the injection of funds from state and federal government as a stimulus to the economy, we've been up around the 50 million dollar mark a year. And to gear up to 50 million dollars in this economy is really difficult as well because a lot of people, the project managers, are wanting to go and work in the more lucrative markets. and I'm so difficult to we've got more work, more money to spend, less people to do it, less people to be able to attract to do it. So we're in this balancing act here now and there's no question we've got this wave of unfinished work that we're still carrying with us as we take on new work. So it's trying to get ahead of that curve and that's why we are looking to to change the way that we structure are looking to to change the way that we structure so we'll do more outsourcing so projects will be totally outsourced rather than us design it internally and then then go through a whole process of tendering we can actually tender to a contractor who can then do all that work for us and we just manage that from the side it's a lot simpler in terms of our time so we're looking to do all that and all councils are doing going through the same old thing as Craig just said and now looking to do better ways more efficient ways to do it rather than have a whole lot of staffing here it's better to be more managers and contracted out where it's where it's appropriate. Where it's appropriate to keep it in, we're keeping it in. So we're balancing that, and it's not something you can flick a switch on either, so we're working through that as a process. And I know Shaun had his hand up as well. Oh, Shaun's online, sorry I didn't realise. Shaun Walsh 01:02:13.572
Just to answer back to Councillor Phillips' question about having confidence in the actual reporting, one of the reasons we've appointed Catherine to the role of actually really focusing on project scheduling and project reporting to get more confidence, and under Michael Lallestra's guidance about getting confidence in that monthly report coming through, there is an attitude at the moment, and you'll see this in the report, of over-confidence or over-optimism of delivery. I can confidently predict that in the next quarterly report, and also the reports to CWE, there's going to be a much more measured approach to programs like MacMillan Affordable Housing, and also things like the camping program at the Leanfield site, because they are just sorting programs at the moment. Well, And part of the perspective is... if I don't say we can't deliver it, I might lose funding. So it's about readjusting their expectations and reporting faithfully on multi-year projects. So alluding back to that restructure process Craig talked about, that's to deliver exactly what you're asking, which is better confidence in our reporting. Nicola Wilson 01:03:15.834
Yeah, thank you. Yeah, thank you. Jessica Phillips 01:03:18.734
I guess it's just an observation that I'm hoping we sort of maybe take on more, like, bite off what you can chew, so to speak, if that's a summary of- Absolutely, and that's been a- sorry, Chair, but that's been an issue, but that's something we've had to deal with the when we took on the position- of let's accept the grant funding and the opportunity to do more, and for some reason that more has now become standard as opposed to dropping back to our 30 or 40 million dollars. We've continued on that same path, so that's something that we'll be discussing during the budget deliberations going forward as to what we want to actually physically take on. what we want to actually physically take on, and what we can take on as an organisation, so that we can start to, again, get ahead of that curve. Nicola Wilson 01:04:13.410
Obviously we had some setbacks due to weather as well, so has having a dry period been able to, has that been a benefit this last quarter? Shaun Walsh 01:04:23.620
Certainly to the disaster reconstruction program, which is reported separately. Certainly to the disaster It hasn't, the project profiling, the weather hasn't been that significant impact in the last six months. I did cancel a bit, so it's got to Finzel's got her hand up as well. Karen Finzel 01:04:40.559
Yes, thank you, Shaun. A question to the CEO through the chair. Following on from comments around perspectives, transparencies and efficiencies, you mentioned contracts. Can you speak to us a little bit about the benefits of having our in-house legal staff? We had a quick workshop the other day which was quite comprehensive around the benefits back to council. Can you just talk a little bit about that for those listening online when we're talking about achieving these efficiencies around how getting efficiencies around how getting our contracts tight is going to provide that benefit and assurity back to everyone involved where the council is as an organisation, you know, looking towards the future and becoming like more efficient and providing really good governance. Larry Sengstock 01:05:36.444
Thanks Councillor. Yes, there's probably twofold to that. There's because we contract a lot of work out, we are essentially contract managers and that's what our team are doing. So there's the two parts to that then are training our staff to be better contract managers. managers, which is just an ongoing process. Everybody needs development and training and enjoys training in that area. So we're very conscious of making sure that our teams and we have a lot of young project managers. So I'm making sure that they're getting the appropriate training and skills and confidence to take that on, but then we're also supporting that with our own legal advice and legal internal legal Council to to that that gives us the confidence as well so if there are questions or there's an oversight of those contracts we're doing that in-house as opposed to having to go outsource every time to just to ensure that a contract is you know properly properly conceived and delivered we were able to do that in the majority in-house and use that as a training exercise as well so our project managers are far more skilled in our overall confidence in SPEAKER_09 01:07:00.241
I think also just to add to that, we do have a dedicated role within IPDD, a contract superintendent role. Really it's a contract manager's role and we have a very, very, very experienced officer in that role. Larry Sengstock 01:07:13.792
So we're comfortable and confident that we're on the right path with our contract Any further questions? Nicola Wilson 01:07:21.043
No, thank you Madam Chair, I've got a couple more, sorry. Please, can I understand a little bit more around No, thank you Madam Chair, I've got a couple more. Please, can I understand a little bit more around the capital works program compared to just sort of the things that communities see and maybe see as priority in the capital works program? What they would maybe think is more important. Sure. When does the delivery of our capital works impact what could be a driver to what communities see in like a small detail out in the streets? SPEAKER_09 01:07:59.677
Okay, so each year go through a budget process and we'll commence that budget process very soon where organisational offices start submitting pids or bids for projects for next year. They're based on infrastructural renewal and around good asset management. So we have certain criteria that we need to allocate a percentage of funding to renew our assets before we can build new. So a lot of the programs are driven by condition assessments asset renewal, and then there's a small component that is new projects. Staff put that budget together. We have a series of workshops. We work it through with the executive, and then that's presented to the councillors, and there's a series of workshops until finally a budget's adopted. That's published externally, and that creates the capital works program. We're then tasked to deliver that program. So what the community see being delivered is a result of that capital works process and the budget that's ultimately adopted by council. Is there more that I should explain? Nicola Wilson 01:09:09.582
About how we get to this is probably exactly what you did. I wrote asset management because I wanted that to be explained a little bit more for anyone and it's great. Thank you. Richard MacGillivray 01:09:21.262
Any further questions from committee members before I open to other councillors? Karen Finzel 01:09:27.082
No, thank you Madam Chair. Thank you. Nicola Wilson 01:09:29.122
Councillor Lorentson, any questions? thank you. Time to move the motion. Council note the report by the Infrastructure, Planning, Design and Delivery Manager to the Services and Organisation Committee meeting 12 November 2024, providing an update on the delivery of the 2024-25 capital works program as of 30 September 2024. Happy seconder. Larry Sengstock 01:10:00.957
Who do we have? You've moved it? They've both jumped in at the same time. Who do you choose? Nicola Wilson 01:10:08.717
Chair? I saw the flash before I saw this. Councillor Finzel. I'll be quicker next time. I'll just speak to the motion quickly. As I mentioned before, there's lots of good news in this report, and I just want to remind anyone watching online that these reports are available to the public. I do see this update every month at the capital of work, so it's always great to see the progress. progress every month, but also to see everything that's been achieved in Noosa, which is pretty impressive. I can imagine how difficult the reporting must be to manage all of these projects and the vast expenditure. The things that are in this report, major projects right across the Shire, Cooroy Sports Complex, Noosa Heads Dog Beach, Noosa Heads Lions Park, Garth Prowd Bridge, Peregian Beach Skate Park. So just to highlight a few. Skate Park. Sunrise Beach, retaining wall. So there's a bit of information and photos of each of those things. We've had some emerging projects that Cooroy pointed to wanting. There's 10 years out for various projects as well. is 10 years out for We've had reseal programs all around the Shire, heavy patching programs as well in those more affected areas, pathway programs, some beautiful pathways being built all around the Shire. So yeah, encourage anyone to go and have a look at what's been achieved with biosphere trails. Trials, incredible amount of work, so thank you to the team for all of your work and for doing this report. Promotion, sorry? No, thank you. Okay, then we'll put it to the folks. All in favour? Yes. Great. Thank you. Okay, our next item we need to move into a confidential session, so we'll just move the motion to that. I'll move to close the meeting before you do that. You can do that. Okay. I'll move to close the meeting to the public. Jessica Phillips 01:12:18.220
That the meeting be closed to the public for short. meeting be closed to the public for short to section 254J3G of the Local Government Regulation 2012 for the purpose of discussing item 7.1, renewal of the State lease for Noosaville Slipway at 3 Mill Street, Noosaville. And item 7.2, expression of interest in council-owned industrial. Larry Sengstock 01:12:50.880
Thank you. Nicola Wilson 01:46:47.095
Okay, we've come back to the confidential session and we now have two items to vote on. Who would like to move the first item, 7.1? We need to read out the full recommendation. Councillor Finzel, can you read out the recommendation? Karen Finzel 01:47:17.660
Yes, of course. Thank you. Recommendation at Council A, note the report by the Property Advisor to the Services and Organisation Committee, dated 12 November 2024, regarding renewal state lease for the Noosaville Slipway at 3 Mill Street, Noosaville; B, agree to decline the Department of Resources offer to enter a new term lease for the site; C, authorise the CEO to write to the Department, advising it of Council's decision. Nicola Wilson 01:48:00.264
Thank you. Anybody want to speak to the motion? All in favour? Yes. We'll move to item 7.2. The expression of interest in Council owned industrial land. Can I have a mover for this one? I'll move this one. Recommendation that note councillor the report by the director of corporate services to the services and organisation committee meeting dated 12th of November 2024 and invite expressions of interest assuant to section 2283 a and b local government regulation 2012 Queensland to dispose by a lease of 25 to 29 Jarrah Street, Cooroy including lots 6, 7, 8 8, of SP 262436. B, note that it is in the public interest to invite expressions of interest before inviting written tenders for the following reasons: one, it will allow all following reasons: One, it will allow all interested parties to express their interest in utilising the land. Two, it enables Council to consider proposals that may be submitted by respondents with a demonstrated plan and capability to achieve Council's desired outcomes for the land before progressing to a select tender phase from a shortlisted of EOI respondents. Three, for respondents to: it reduces the time and expense associated with preparing a full tender submission, as only those shortlisted from the EOI will be invited to do so, or it it maximises Council's resource in the tender process by reducing the number of full tender submissions needing evaluations. C. Request that the CEO report to a future Council meeting detailing the outcomes of the EOI, including the recommendation of shortlist from which to invite written tenders from the Council's further consideration. Thank you. Anyone wish to speak to the motion? No, thank you. Spoken aye. Well, that's the vote then. All in favour? Yes. Karen Finzel 01:50:22.032
Thank you, very unanimously. Nicola Wilson 01:50:25.272
Excellent. That brings us to the end of the agenda item. Related Noosa Council Meetings
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