Key Decisions & Discussions
• Committee unanimously noted the 2025 Annual Disaster Management Report and formally thanked the Noosa LDMG members (Item 7.1) (00:00; 18:35).
• Jessica Phillips confirmed the report’s purpose is “for noting,” not for altering LDMG recommendations; district reporting to State is activity-based, not prescriptive (Item 7.1) (04:41–08:01).
• Sue Lowry outlined 12 months of operations including TC Alfred/western trough response, completion of 2022 reconstruction program, upgraded flood intelligence in Guardian IMS, dashboard camera access, Lake Entrance Boulevard flood risk work (phase 1 complete; phase 2 funded), Local Resilience Action Plan (first iteration), and Kin Kin sub-plan rollout (02:10–03:50; 08:01–09:13).
• Shaun Walsh committed to ongoing LDMG progress reporting on “lessons identified” each meeting; legacy 2022 actions have been closed out (Item 7.1) (08:01–09:13).
• Ian reported measurable community engagement: Noosa disaster dashboard users rose from 1,267 (Mar 2024) to 28,594 (Mar 2025) during TC Alfred; over 3,000 subscribers and ~5,000 preparedness packs/yr (11:28–15:07).
• Risk Profile for next year prioritised flooding/coastal erosion, plus bushfire/heat/smoke risks given an ageing, vegetated community; earthquakes/tsunami noted as low-likelihood but observed (Item 7.1) (15:20–16:37).
• Workforce Readiness : 69 LDCC-trained staff; typical 12-hour shift model; council-to-council surge arrangements available (Item 7.1) (17:25–18:03).
• Frank Wilkie highlighted >$100m QRA-funded reconstruction, 31 landslips (largest in Shire/SC history), 40k+ sandbags via SES across 11 sites; praised comms and community preparedness (Item 7.1) (18:35–21:33).
• Noosa Botanic Gardens Master Plan draft approved for public engagement; final engagement summary and plan to return to Council (Item 7.2) (31:10–42:24).
• Julian outlined a 25‑year vision: protect collections, improve entries/drop‑off, small community facility (teas/info/meetings), primarily accessible loops, activity zones incl. playground integration, cultural heritage and education; extensive prior engagement to date with more to follow (33:11–38:14).
• Process : Stakeholder Reference Group informs but does not approve drafts; Kabi Kabi walk‑over and key stakeholder submissions shaped refinements; approx. one‑month Tier‑2 consultation, flexible to meet group needs (39:06–41:50).
• Noosa Cultural Plan 2025–2030 adopted; CEO authorised to make minor changes and implement subject to resourcing (Item 7.3) (43:38–46:05).
• Paul Brinkman aligned plan under Corporate Plan and Qld/ Commonwealth cultural policies; themes: history/heritage, inclusion/access, creative community, activating places/spaces, engagement; focus on enabling via The J, Gallery, and grants (43:38–55:26).
• Digital/AI : creatives are ahead of the curve; support channelled via RADF and quick‑response grants rather than prescriptive Hub‑centric programs; touring “Experimental Emergence” and tech workshops evidenced demand (46:45–49:36; 56:55–58:38).
• Audit & Risk Committee Charter/Internal Audit Policy updates adopted: term shift for independent members to 2×3‑year (still 6 years max), quorum clarified (2 of 4), scope expanded to culture, performance, ICT security, significant projects/outsourcing, BCP; strengthened confidentiality/COI/controls/definitions; methodology and management action follow‑through standardised (Item 7.4) (01:02:45–01:10:59).
Contentious / Transparency Matters
• Jessica Phillips probed sequencing: committee noting vs LDMG and DDMG lessons/annual reporting; officers clarified State reporting is non‑directive and LDMG actions are tracked publicly via meetings, aiding transparency (04:41–08:01).
• Stakeholder Role (Botanic Gardens) : query on reference group endorsement handled by affirming advisory—not approval—status, to preserve broad community input in the next phase (39:06–41:19).
• Engagement Windows will be flexible, include on‑site pop‑ups and events, and share the final engagement plan with councillors; this addresses visibility of process and inclusivity (41:19–42:24).
• Digital Arts Capacity : community feedback indicated a need for higher‑end training than currently available at the Peregian Digital Hub; Council prefers enabling grants/support over prescriptive programming to meet sector‑led demand (46:45–49:36; 59:01–01:00:35).
• Attendance Note : public record of Cr Phillips leaving the table for family reasons and returning online maintains meeting integrity and quorum transparency (01:01:54–01:02:45).
Legal / Risk
• Disaster Management Act (Qld) : Council’s multi‑pillar functions affirmed; activity reporting to IGEM and State met; district “lessons identified” completed (May–Jun) with local improvements tracked through LDMG (02:10–06:55; 05:57–06:28).
• Operational Readiness : LDCC staffing models, training retention (~75–80%), and council‑to‑council surge arrangements evidence compliance with State disaster resilience expectations (16:50–18:03).
• Risk Priorities : Flood/coastal erosion and bushfire/heat/smoke risks prioritised, aligning with Climate Risk reporting to Council (Dec) and Queensland disaster risk profiles (15:20–16:37).
• Audit & Risk Governance : Charter/Policy enhancements implement QAO advice; clearer methodology, action tracking, and performance evaluation reduce residual risk and strengthen probity (Item 7.4) (01:02:45–01:10:59).
• Information Security/BCP : explicit oversight of security systems/info and business continuity addresses cyber/operational continuity risks flagged by QAO guidance (Item 7.4) (01:06:42–01:09:22).
• Procurement/Projects : Charter now oversees significant projects and outsourcing, providing a governance pathway for future high‑value garden/cultural implementations (Item 7.4) (01:06:42–01:09:16).
Environmental & Community Resilience
• Shaun Walsh framed Botanic Gardens’ roles: biodiversity conservation, seed banking, urban cooling, education, citizen science, mental health, therapeutic horticulture, and climate studies (31:10–33:11).
• Draft Plan Features bolster inclusivity and access (accessible loops), embed cultural heritage, and add activity zones/play for intergenerational use while protecting botanical collections (33:11–38:14).
• Community Sub‑groups (Pomona, Kin Kin; Daintree tailored info) create hyper‑local intelligence, drive dashboard sign‑ups, and strengthen preparedness in forested/drainage‑constrained estates (11:28–15:07; 25:10–26:41).
• Infrastructure Gaps : fixed generators for Pomona depot and evacuation centres require grants/future budgets, indicating resilience funding needs (24:00–24:30).
• SES Interface and comms performance during TC Alfred improved early action (e.g., sandbags), validating public messaging and systems upgrades (18:35–21:33).
Arts, Digital Practice, and Economic Activation
• Paul Brinkman positioned grants (RADF, quick‑response) to back fast‑moving tech/AI opportunities, with touring exhibitions/workshops to expose locals to national practice (46:45–49:36; 56:55–58:38).
• Film Sector support via RADF and facility enablement acknowledged amid rising demand from streamers; Council to work within budget and space constraints (52:11–55:26).
• Inclusion/Access : emphasis on free/low‑cost programming to counter “art is elite” perceptions and broaden participation (01:00:47–01:01:54).
• Kabi Kabi Engagement ongoing; plan allows CEO‑approved inclusion of a cultural stanza upon receipt, ensuring cultural authority and accuracy (50:02–51:21).