Services & Organisation Committee Agenda - 9 September 2025
Date: Tuesday, 9 September 2025 at 1:30PM
Location: Noosa Shire Council Chambers , 9 Pelican Street , Tewantin , QLD 4565 , Australia
Organiser: Noosa Shire Council
Duration: 01:12:16
Synopsis: Disaster Resilience: flooding priority, 00m reconstruction, dashboard surge, Botanic Gardens: draft out for engagement, Cultural Plan adopted, Audit/Risk charter and Internal Audit policy adopted.
Meeting Attendees
Committee Members
Karen Finzel Jessica Phillips Nicola Wilson Frank Wilkie Non-Committee Members
Executive Officers
Chief Executive Officer Larry Sengstock Director Community Services Kerri Contini Director Infrastructure Services Shaun Walsh AI-Generated Meeting Insight
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).
Official Meeting Minutes
MINUTES Services & Organisation Committee Meeting Tuesday, 9 September 2025 1:30 PM Council Chambers, 9 Pelican Street, Tewantin Committee: Crs Karen Finzel (Chair), Cr Jessica Phillips, Cr Frank Wilkie, Cr Nicola Wilson “Noosa Shire – different by nature” SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 SEPTEMBER 2025 1 DECLARATION OF OPENING The meeting was declared open at 1.30 PM. 2 ACKNOWLEDGEMENT OF COUNTRY Noosa Council respectfully acknowledges the Traditional Custodians of the lands and waters of the Noosa area, the Kabi Kabi people, and pays respect to their Elders, past, present and emerging. 3 ATTENDANCE & APOLOGIES COMMITTEE MEMBERS Cr Karen Finzel (Chair) Cr Jessica Phillips Cr Nicola Wilson Cr Frank Wilkie NON COMMITTEE MEMBERS Cr Amelia Lorentson EXECUTIVE Chief Executive Officer Larry Sengstock Director Community Services Kerri Contini Director Infrastructure Services Shaun Walsh APOLOGIES Nil. 4 CONFIRMATION OF MINUTES 4.1 SERVICE & ORGANISATION COMMITTEE MEETING MINUTES DATED 12 AUGUST 2025 Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Jessica Phillips The Minutes of the Service and Organisation Committee Meeting held on 12 August 2025 be received and confirmed. Carried. Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank For: Wilkie Against: None SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 SEPTEMBER 2025 5. PRESENTATIONS Nil. 6. DEPUTATIONS Nil. 7 REPORTS FOR CONSIDERATION OF THE COMMITTEE 7.1 2025 ANNUAL DISASTER MANAGEMENT REPORT Committee Recommendation Moved: Cr Jessica Phillips Seconded: Cr Karen Finzel That Council A. Note the report by the Disaster Management Officer to the Services & Organisation Committee dated 9 September 2025 providing an update on disaster management, resilience and reconstruction activities to 30 June 2025; and B. Thank the members and advisors to the Noosa Local Disaster Management Group for their participation. Carried. Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank For: Wilkie Against: None 7.2 NOOSA BOTANIC GARDENS MASTER PLAN Committee Recommendation Moved: Cr Karen Finzel Seconded: Cr Frank Wilkie That Council A. Note the report by the Parks and Streetscapes Coordinator to the Services & Organisation Committee dated 9 September 2025 regarding the draft Masterplan for the Noosa Botanic Gardens. B. Approve the draft to: 1. be released for the next phase of community engagement; and 2. note that a final summary of engagement and master plan will be presented for Council consideration. Carried. Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank For: Wilkie Against: None SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 SEPTEMBER 2025 7.3 NOOSA CULTURAL PLAN 2025-2030 ADOPTION Committee Recommendation Moved: Cr Karen Finzel Seconded: Cr Frank Wilkie That Council note the report by the Arts & Cultural Manager to the Services & Organisation Committee dated 9 September 2025 regarding the Noosa Council Cultural Plan 2025-2030 and: A. Adopt the final Noosa Cultural Plan 2025-30 provided as Attachment 1; B. Authorise the CEO to make any necessary minor changes to the Cultural Plan, if required; and C. Authorise the CEO to implement the Cultural Plan subject to available resourcing. Carried. Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank For: Wilkie Against: None 7.4 REVIEW OF THE AUDIT AND RISK COMMITTEE CHARTER & REVIEW OF THE INTERNAL AUDIT POLICY Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Nicola Wilson That Council A. Note the report by the Executive Officer to the Services & Organisation Committee meeting dated 9 September 2025 regarding the Audit and Risk Committee Charter and Internal Audit Policy; B. Adopt the 1. Audit and Risk Committee Charter provided as Attachment 1; and 2. Internal Audit Policy provided as Attachment 2. Carried. Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank For: Wilkie Against: None 8 REPORTS FOR NOTING BY THE COMMITTEE Nil. 9 CONFIDENTIAL SESSION Nil. SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 9 SEPTEMBER 2025 10 MEETING CLOSURE The meeting closed at 2:42 PM
Meeting Transcript
Karen Finzel 00:00.000
And welcome to the Noosa Shire Council Services & Organisation Committee meeting Tuesday the 9th of September 2025 commencing at 1:30pm. I'd like to note all councils are in attendance. We've got Councillor Jess Phillips, Councillor Nicola Wilson. Welcome. To the CEO and I'd like to acknowledge that Councillor Lorentson is in the gallery. Good afternoon and welcome. Thank you Mr. Mayor and welcome to all the staff in the room today. I'd like firstly, we will welcome the Acknowledgement of Country. Noosa Council proudly acknowledges and respects australian's first nation people and their deep and abiding connection to this country. We recognise 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 have no apologies, everyone's in attendance. Can we have a mover for the confirmation of the Minutes from the previous meeting? All in favour? That's unanimous and that was moved by the Mayor and Councillor Phillips. Thank you. There are no deputies. Deputations. No presentations. We come to item 7, Reports for consideration of the Committee. We're starting with item agenda 7.1, 2025, annual disaster management report. We welcome Sue Lowry, Ian and Sean to the table. Thank you. Welcome. Looking forward to hearing all the wonderful things that's been going on in this area. I read the report and very impressed. Sue Lowry 02:11.065
Okay, so this report provides an overview of the work and initiatives that have been done in the disaster management space over the last 12 months. The report has been prepared with other agencies and sections of Council including our fire management team, the climate change adaptation team and the SES. The report also will be tabled at the forthcoming Local Disaster Management Group meeting and sent to the district for their information. Just a little bit of background, the reason for it. Under the Disaster Management Act, Council is responsible for multiple functions across the pillars of disaster management and this report talks to some of those, just not to recovery. So the key last year include the effective coordination of the TC Alfred response and the rainfall event two weeks after that, known as the western Queensland trough. Finalisation of the comprehensive 2022 disaster reconstruction program. The implementation of enhanced flood intelligence functionality within Guardian IMS to improve situational awareness and support more informed decisions during response phases. Technical improvements to the disaster dashboard to streamline community access to flood camera imagery, improving usability and public engagement during emergencies. Phase one of the flood risk investigations has been completed into the most flood affected neighbourhood in Noosa, Lake Entrance Boulevard and funding has been obtained for phase two of that project. Of the first iteration of the local resilience action plan with or second iteration to come very shortly and that's been shared with QRA and it outlines some priority actions for Council to improve resilience across the region and consultation with the Kin Kin community group to support a rollout of a community disaster sub-plan for that community. A key priority for the program moving forward is a strong emphasis on continuing to improve foundational elements for function effective operation of systems and the regular review of documentation. The disaster resilience program will continue to focus on disaster preparedness but undertake a reflections exercise from the extended disaster reconstruction program. Karen Finzel 04:41.616
Thank you. Jessica Phillips 04:43.736
Thank you. Thanks, I've got a few. Sorry, I did send some through. Thank you. But just more for anyone watching. Clarify, my first question is, it normal process for the report to come to the committee before it would come to LDMG? Sue Lowry 05:01.448
Yes, normally we don't actually give it to LDMG. Normally it's been just in the past, it's just been presented to Council. Jessica Phillips 05:07.680
Okay, and so when it comes to LDMG, then. Won't be any discussion for it to have recommendations for change? Is that how that would work if it's already come to us? Sue Lowry 05:19.080
That's correct because it's just really a report for noting and the key part I suppose is the actions identified from the last event which all of the agencies were involved with so I don't imagine there'll be any changes to that Jessica Phillips 05:32.959
Yeah okay next question then just that it ties decision into this does the district DDMG they'll do a report on reflections of Sue Lowry 05:47.114
They have yes they've already done their lessons identified they did as do you remember what date that was I'm gonna say May I think it was the end of June Shaun Walsh 06:00.574
Yeah yeah I understand it so but your understanding sue you've never seen evidence of them preparing a district annual disaster management report Sue Lowry 06:08.454
I've never seen a copy of it Shaun Walsh 06:10.194
No no so and it's something we can seek clarification from our new EMC site state as we understand there might be some changing obligations in that regard that there is an expectation that the district does prepare an annual report and be forwarded on to the State emergency services Sue Lowry 06:28.234
Yeah yeah as well as that, I am aware that because we all prepared the same report we were all required to prepare a report to the inspector general emergency management on the activities of the both the activities for the season and their standard annual report on how we reviewed our plans all collaborated in preparing those together that's the district Sunshine Coast Council and Noosa Council. Jessica Phillips 06:55.061
Just for clarity on that because then I'm hoping that there'll be I would assume there'll be synergies between the LDMG and the DDMG's report if that's the hierarchical and process, and then it'll come back down recommendation. With that if that it goes to stay and then comes back to the district Sue Lowry 07:13.888
With no, it's purely just a report on activities so we all we're doing is reporting to the State saying that we have met obligations if they've got any concerns yes they would come back and ask questions but they don't usually provide Jessica Phillips 07:33.640
Mapping in the report the identification in the would that was something that I thought because I came from DDMG in the Cyclone Alfred has this is why I kind of thought it would go to LDMG or for them to at least look at what's proposed in the report because that was something that was raised in Alfred Shaun Walsh 08:01.079
So it's a probably distinguished between the processes so we certainly have worked with the Local Disaster Management Group members on a debrief process from tropical Cyclone Alfred and also western stormfront and that lead to a series of workshops where we discuss those recommendations and then we've actually tabled those with LDMG yeah so they've already been tabled those recommendations so and accepted as being a good accord whereas this report is really a report on all our activities in relation to disaster management resilience across the whole year so it's got a broader remit so I just want to clarify that so is that correct sue? Sue Lowry 08:40.406
Yes and the lessons identified will be reported to at each LDMG meeting how we're progressing. Shaun Walsh 08:47.086
So we did a lot of work when we both inherited these roles we ended up with a whole list of actions left over from the 22 event that hadn't been actioned and sue and I diligently went through them actually all and actioned them and started reporting them through LDMG group so we are proposing that same process will exist for these 2025 actions that will report every meeting on our improvement towards all of those actions. Jessica Phillips 09:11.825
Wonderful. Jumping over to just resilience, so this will probably be for you Ian, a couple of questions. Where do we see with the regional level deep resilience what you do? Does that feed into what we're doing? I'm thinking about get ready week coming in. Ian 09:29.065
Yeah, so Sunshine Coast Council and the district don't have a resilience position they have different parts of contractors that come in and do bits and pieces in the case of programs and things they'll generally send them out and then have modules that are sent back so there's no one actively in that space so I've question which is absolutely warranted is feeding into the district relationship generally is if it's okay to say led almost by Noosa in a lot of ways having said that the XO and the EMC drive a lot of that me if we're in the case and through Shaun if we were in into crystal balling I suppose it's going to be a case there if definitely room and ambition for that to try and have a bigger presence through the district in time but there's no one in meantime what we do is we just have events so we have our event that's coming up on the 11th of October they have theirs on 19th and by committee we'll sort of help make that happen Shaun Walsh 10:31.747
Establishment yeah and probably from a historical perspective the original resilience officers provided to local government were actually originally funded by the Queensland and Noosa we understand is the only local government that's actually elected to actually establish full-time position and many of our other compatriots across the region don't no longer have resilience officers so we think we're really fortunate to have this position to really lead the charge and that's why we find a lot of interest in ian's work from the region and the district about what traction we're getting. Jessica Phillips 11:05.438
Yeah. Well can you tell me Ian, just around the subgroups and the events that you hold, can you give me maybe just some measurable outcomes for the community to see what, I know how much you do with schools and there's no question about that, but how do you look at that from a measurable point of view? Ian 11:28.243
Yeah, so the great question in that, and it's already been highlighted by sue in the relations that we have with our disaster subgroups, so probably going back to the initial reconnection with Pomona. So was set up as a disaster subgroup in September of '23, and then we worked very closely with them to create ultimately, and I suppose as far as how subgroups work, which is ideally where come in, work with some community champions, and that includes obviously the case that might be school principal, IGA for supply chain, the chemist, the medical centre, the newsagent, those sort of things, and the emergency services clipped around the edges. The thing that's sort of been found historically is the problem, as we know with Peregian fires 2019, was that calls were made and then trying to get a truth from the ground was really challenging. So the idea of the subgroups is they're feeding to us directly what's going on in town. Idea is we set it created up so that's correct we've got them sort of the whole templates contact lists create the relationship and then immediately almost step back to then become I suppose in truth what happens is if there is going to be a disaster there might not necessarily be someone. For them we might then be just that core group of five six people for three hours days whatever it ends up being so the question coming back to how do we measure it we certainly measured by Pomona for the fact they've been going for two years they now have a really robust and ongoing quarterly meeting they drive a lot of that agenda with the emergency services we always meet in space and then in turn they were then able to drive what we need them to do which is to drive more interest from the community into disaster dashboard Noosa alert sign up and then probably more importantly being able to measure some of that so statistically we've got a few figures here that we thought might be helpful in relation to some of that the community awareness around the disaster dashboard and driving traffic to the site so this is users only not necessarily subscribers so people have been into that case so to give you an idea 1267 users in March of 24 and then the actual users is twenty eight thousand five hundred and ninety four one year later of March of this year now we are aware course that meant we were full-on TC Alfred at the time so there's a lot of interest and drive towards that so we're currently in our subscribers for the Noosa dashboard we're looking at as full-time subscribers over three thousand so we're trying to drive continually that through all our messaging so how we measure it is generally going to be through subscribers and the other thing that drives it are the packs themselves these packs now contain from all emergency services bar police and that's getting done at the moment is becoming basically the nesting point for all information for community and that's coordinated out of Council which is kind of where we want it to be and the demand on these is we're distributing about 5,000 of these a year give or take and we'll certainly we're going to see that grow incrementally but the beauty of it is all of these items QR code back to the disaster dashboard so apart from measurement it's around the idea of how parents of schools or aged care facility managers or community group leaders will then make now I'm not hunting for engagement they're actually calling us to say can you come and speak at Lions clubs, schools, whatever it ends up being. Does that answer? Jessica Phillips 15:07.433
It does, yeah, really. I've only got two more questions. This might be for you, Shaun. Of all hazards that Council face, which would you say is our priority risk to Noosa in the next? Shaun Walsh 15:20.868
I'd just note that the strategy environment team provided a comprehensive report to Council in December on the climate risks, and I'll reference that in terms of having a long-term outcome, but we sort of agree focus it's flooding and coastal erosion is the most likely and that's been well experienced in the past, as well as accelerating climate change. But we note that a fire and any associated heat waves and smoke noting our ageing community is most likely the highest community risk due to non-conditioning of our local community. So we've got a good practice you know flooding and you know storms because we don't have a good practice of fires and it can be related to heat stress and also smoke hazards and that's also compounded by our extent of housing in vegetative areas so they're the ones that concern us the most and I think sue the recent earthquake we had was almost like no real life and the fact that you know you think that this part of the world isn't subject to earthquakes or tsunamis it's just a really interesting. Sue Lowry 16:27.275
Particularly when a couple of weeks later there was an earthquake of a similar size in Afghanistan that had a very devastating impact on them because it was in a mountainous region final Jessica Phillips 16:37.441
Final question just when we've spoken in other aspects of reports through Council about some staff turnover how do we address that from that level of the staff that are trained Sue Lowry 16:50.221
Yep so keep figures of unfortunately I'm sorry of when people actually leave so I can't give you the actual exact figures but I had a look at the list of people I currently still have on who are trained and I'd say that I'm probably got about 75 to 80 percent retention which fits in kind of with councils our loss of staff but also equates but we do lose some people in the LDCC not because they're leaving Council but because their family situation changes and no longer commit to being involved in the LDCC so I'd say it's around 75 to 80 percent Shaun Walsh 17:25.232
And I think you noted also is that there's currently 69 staff on the LDCC staff list who are trained and ideally would run three by eight hour shifts and we need 11 staff to run a shift but we don't know of any Council that can achieve that. Sue Lowry 17:43.824
All the councils that I've spoken to at recent conferences everybody is still I mean, managing the 12 hour shifts. Shaun Walsh 17:53.800
And noting that generally 50 of people on kind of team on this can't attend any given time for multiple reasons as well. They might be on leave or they could be trapped by funding themselves. Sue Lowry 18:03.755
Should there are also the Council to arrangements which were heavily used by northern councils and the western councils during this season where they were overwhelmed and needed assistance they used to have staff from start South East Queensland councils, go and assist them in their ECCs. Frank Wilkie 18:23.614
So that if the need arose we always have that option available to us as well thank you you're welcome any further questions thank you Madam Chair it's just been raised but it's worth noting that in recent times the LDMG and the LDCC team have had to contend with fire flood storm a global pandemic and an earthquake which is very sobering and we've come through it the other thing that just jumps out at me in this report is the other work that's going on in the background since the 2022 flood successfully attracted over 100 million dollars in QRA funding to repair, oversee the repair of 31 landslips the including the biggest in the Shire and Sunshine Coast history, was the $40 million Jabiru Lane. And the loss damaged over 100 roads or more. We were very lucky with TC Tropical Cyclone Alfred in that it didn't hit but it gave us the opportunity to have a really good rehearsal so we got see how the centre worked at the depot, it gave us an opportunity to see where the pressure points were and I think, sue, your position, we realised there was a lot of pressure on you and since the review you've got a backup person now. Yes, working on that, yes. And Shaun, it was noted how you noticed some shortcomings in our flood system and you were able to quickly adapt the system to provide that information. That's correct. Also, I'm really glad the SES was noted in this report because it became apparent during that operation how important they are to being the interface with the community and providing what the community needs immediately. Over 40,000 sandbags, they provided sandbags for across the Shire. Hundreds of call outs and since the change in the disaster management arrangements at the State level, they are going to be relying on more and So I'm really glad they're getting accolades that they deserve and the recognition that they this report. And also Ian, thank you for the work you do. You're out there all time, interfacing with the community, providing them with information they need to prepare for fire season, and storm season. So, thank you very much. Um now been a, thank you for your support. It's my first time as Chair of the LDMG and I've appreciated seeing how professional the attendees are and their contributions and it's. The LDMG has been well, Noosa regarded long before I arrived here and it's good to see that continuing and I'm glad to have an experienced Deputy Chair and Councillor Jessica Phillips on hand as well with her experience in the police. Great. So thank you for the report. Thank you. Is there a question? No, there's-- you're just speaking to the staff. The notable points. Karen Finzel 21:44.782
Thank you. I'm happy to move it, Madam Chair. Oh, I just have a few questions. Thank you. Firstly, yeah, thank you. It was a really comprehensive and good report to read and I'd like to extend my thanks and gratitude for the great work you do on behalf of the community. It's really to be commended and it was great reading the report to see all the work that you've undertaken, especially engagement with reaching out to schools, the aged care sector and nursing- No. homes. Coming up with the local resilience action plan. I mean, I don't have to tell you guys what you're doing. A great job. I'm just highlighting the benefits back to community on the ground where we are. Particularly to me is in Pomona and the sandbags. I mean, that's been a long iteration for Pomona and Cooran and it's great to see that mentioned in the report and those steps have been taken towards ground, the great work that you're doing. We've got the, you know, the toilet block now, the infrastructure in there, which has been, you know, in the pipeline for so long. So it's just wonderful to see the work that you're coordinating and bringing the community along the journey. And that dashboard, it's great now. Whenever something comes, get on Facebook, I direct people to the dashboard. And I always get great thanks from the community to, you know, lead people to that, to get that information. And especially that collaboration and you're bringing everybody on board and, you know, you're really leaders in the space and I just really commend everyone for what you're doing there. I just have a question around, it was mentioned in the attachment, that there's talk about a hazard and risk task force. What in the attachment. Is that something you're looking to, like, build, or-- that was a recommendation-- yeah, what was that? There was some mention around the university. Sue Lowry 23:37.987
Yes, that would have been one of the technical-- we did have the university provide us with assistance because we don't have an on-staff hydrology team. The university provided us with some assistance, particularly with the storm tide mapping. And there are recommendations in there that just need some further clarification with Cheyenne and the university. Karen Finzel 23:59.778
Oh, that's great. Thank you. That's why I asked. I'm not quite sure what-- yeah, that's great. Also, there was another question in that list well. As Pomona depot, the need for a permanently based generator. Where are we at with that? Is it around-- is that budget or-- no, that will-- that one along with the permanently based generators for the evacuation centres require budget. So we'll be looking for grant applications or putting up a project initiation for-- future budget for consideration of future budgets. Fantastic. Thank you. What else? I don't have any other questions. Councillor Lorentson. Hi. Amelia Lorentson 24:37.497
Just a question in regards to Daintree Estate. I'm noted and grateful that there's a new initiative at Taylor community disaster preparedness information document. Can you relate how that's going to improve personal emergency planning and preparedness for the community? Does that mean there's going to be new work systems? Can you just give me some information? Shaun Walsh 25:07.754
Probably I'll lead the charge on this. Ideally a community like that which is surrounded by forest and also constrained by significant drainage issues would have a community subgroup with the relevant community leaders appointed. They can actually organise themselves. The nature of that community because there is no town hall or no sort of shopping centre or anything like that means it's quite hard to actually establish traditional subgroup Pomona king I've got more you know relevant structured sort of society. So we started a new initiative that once a year will actually drop off almost like an abridged community subplan in the form of an information sheet. That information sheet articulates what the risks are in terms of drainage and flooding and also fire. It gives them all tools to actually better prepare themselves for those seasons, so they actually can self-initiate. Where to get the relevant alerts on our disaster dashboards and also to sign up for alerts. They can now. They don't need a tailored alert system. They just need to tap into our existing alert system and get their awareness and their discussion because we know the first thing about resilience is actually talking about it and actually communicating with your neighbours about your circumstances so and also having backup plans you know how to collect the kids from school and stuff like that so that's the best thing we can do at this point we suspect that there might be some further discussion with the community once we release that information and they may sheet wish to coordinate themselves to form this community subgroup and we'll be able to there to support them through that process. Is that a good summary sue and Ian? Karen Finzel 26:40.010
Yes. Thank you very much. Sounds good, thank you. I'm happy to move the report and then I've got something to speak, I'd like to speak on it if there's no other questions. Second. Would you like to speak to that Councillor? I would like to, yes. Jessica Phillips 26:56.298
First of all, after 15 years in the police I have absolute confidence in the room where we stand up for LDMG and that's a reflection on the group. So I think communities should really feel confident even when we face disaster that room is completely surrounded by experts in the room and it's the relationships through even the Cyclone Alfred was it was a good way to sort of come back together and see how we are working. I really appreciated the review Sean that you did with the group. I think that was a really great highlight of being able to reflect on lessons learned and it's also from leadership point of view I really respected expected when we can say things that weren't done well and divert and look at the next time and how to improve so appreciate that. After coming to the Australian national New Zealand disaster management conference with Ian that was an incredible experience want to thank Council for letting me go to that and highlight your position in what you do in community because from a national point of view the thing that I got from those days was it's going to be a community that are resilient through disaster we can have a great LBMG and all of that expert and that confidence in that room but it'll be the community that gets through a so in absolute sincerity in what you're doing in community and bringing them on journey is how we'll be safe through anything that we face in the future so please continue doing what you're doing thank thank you very much I'm happy to Karen Finzel 28:53.943
Take it to the vote or you would like to write a reply thank you Frank Wilkie 28:58.483
Just I don't know if I could say much more except this is the whole purpose of this process is to keep safe and a well informed community is a safe community. One thing we haven't mentioned before is the communications with the community. The amount of people that turned up and were engaging and were getting their sandbags early showed that there was a high level of awareness in the community about the impending weather threat. So that's testament to our comms team, the work you're doing, the community here, and the LDMG, and Shaun and sue of course. So again, can't thank you enough. And I also respect the commitment to continuous improvement that was evidenced through the review and some of the suggestions are documented here and a lot of them already in place. So keep up the great work. Thank you. It's an honour to be part of it. Karen Finzel 29:57.297
Thank you. I'd just like to add to that too. We always talk about engendering trust in our community and often that sits at an all-time low but I must say your team and when you step up to these disasters and also for people that address the reconstruction post the disasters, I think our community is in really good hands because you all do a great job so thank you for that and it's that one step closer to building that trust and those relationships that you know when the rubber hits the road we all and work together for the collective good thank you for that thank you you're welcome and your report today so we'll take it to the vote all in favour thank you that's unanimous so with that we are, oh you may leave the table. So we're moving on now to item 7.2 the Noosa Botanic Gardens master plan. We you're here. Thank you. And geordie. Thank you. So who's giving the overview? Shaun Walsh 31:13.751
I just want to do a bit of a prelude to then handing over to geordie because I was thinking about this last couple of days we're a member of the Australian New Zealand Botanic Gardens association and I sort of tapped into their views about what makes, why Botanic Gardens important and they've got a great list of environmental benefits like conservation of biodiversity, seed banks and research, urban cooling and air quality. Are one of the supports, educational benefits of Botanic Gardens, public education, school and university partnerships, citizen science where visitors can participate in plant monitoring and conservation efforts. Very significantly, health and wellbeing, you know, the mental health of green spaces, reducing stress, anxiety and depression, physical activity, encouraging exercise and then therapeutic horticulture for rehabilitation therapy. There's culture and recreational values such as art and culture, tourism and community engagement, particularly volunteer opportunities, fostering community spirit. And then scientific research, you know, plant science and taxonomy, then climate change studies I thought that's a really good context, because what we're at a phase with the Noosa Botanic Gardens is really realising its benefits or its opportunities on behalf of the community, because when we started this process, we actually didn't even know how many visited you know, this is, it's a community, it was originally a community-leaning enterprise, so we put out traffic monitors just for cars, and we did it in May and November last year, and assuming, you know, 1.5 passengers per vehicle, that equates to a visitation of 180,000 people per year to the daily gardens in its current format, which is significant when you compare it to our suite of other recreation and cultural facilities. So I see that context we're really thinking, well, this is such a valuable facility on behalf of our residents and our community. And that's really set the tone of this master plan, which is, well, how do we cultivate that even more? So, and actually answer their desires and their aspirations with this face. I hand over to joy. You, Shaun. SPEAKER_01 33:10.868
I used to go past this site as a school child, riding from Cooroy through to go and slide on the spillway at Lake MacDonald there on some hessian sacks. And it used to be an overgrown dumping ground at the time. And in that short space of my short life, we've seen it develop so much and that's a testament to the volunteers and Council to develop it to this stage. And as Shaun said, it is highly valued in our community for a whole range of reasons. But the question is, how do we continue to improve? Maintain the gardens going forward if we don't know what people want and we don't have a plan? So I'm very excited and very proud to have developed and present to Council a draft plan for your endorsement, a consideration endorsement for the next round of public consultation. We have listened to the community, we've done a lot of listening throughout the last year. We have had pop-ups in the park, we've had online surveys, we've had stakeholder reference groups internal, we've had external stakeholder groups and we've had a lot of one-on sessions as well with interested parties, with community groups. Friends of groups and the like, and along way we've developed various versions of the draft and we've finally come up with a plan which we've put to the various stakeholder groups and we're now in a position that we can present to Council. So as a result of all of that we've found out essentially what people love about the gardens currently. What sort of things that we should improve on. So a few of the major features of the draft plan. First of all I should say that we created a vision for the plan which was a new vision and it built on the vision that was previously put to Council in 2017. But the new vision is to cultivate a vibrant botanic garden that reflects community values, working with nature. For the future. We think that sets the time very well for them for master plan and under that we have some objectives and then some of those developments proposed so the plan is a 25 year plan it's not a promise that we're going to deliver everything within the next term of Council or within a set period of time it's just saying as we develop the gardens in time these are types of things we can it's not detailed so if we need to move a pathway change things around slightly we can do that the planning slightly later on it's really just setting a plan for the future so as Council gets capital money operational can tap into funding we've got things that we can do within the gardens and develop the gardens according to plan which is a good thing so the major features of the plan first one was preservation enhancement of our botanic collection which is very important it is a botanic garden improved visitor entry experience which includes a drop-off area we had some feedback around that there was multiple entrances to the gardens and we didn't have that feel of the entrance and it also includes community facility there was quite a lot of feedback around wanting I'm some sort of commercial offerings like coffees but also places that people can go for meetings and also get information so there is a small community meeting facility within the plan at that entrance feature area. We have primarily accessible grade pathways around the Botanic Gardens so it's the main loops around the gardens so people with accessibility issues can go around those loops. We have activity zones area. Including playground the Botanic Gardens as well. At the moment it's separated from to the north end and we have cultural heritage considerations as well so as you will read through the draft plan you'll see this like there's a whole range of a range of developments and improvements that are planned around all those things and including legibility and signage and other things, education within the plan. So the plans presented for council's consideration. The next stage if you endorse this for public, for further public consultation. We'll do some more pop-ups in the park, we'll put some posters out, we'll put it in the paper, on online surveys, back to the stakeholder reference groups, internal and the external stakeholder groups, and then do some more consultation with each of those individual groups as well. We will then come back to Council, revise the plan, again with submissions received and then hopefully for public adoption. Karen Finzel 38:14.600
Fantastic. Thank you. What a great overview. It's a very exciting day. It is. It really is. It's been great of the stakeholder group. It's been a wonderful experience to come along that journey. And really good reflection, I think, of the voices in the community and coming together around the table and everyone engaged in see all the different iterations and the ups and downs. And especially with the friends of the gardens to ensure their highest goal that they wanted to see was the protection of collection and I don't think we've managed to keep that at the central. Focus of what we want to achieve at the garden. So that's great. I'm happy to move recommendation. Thank you. I think everything's been said. Would anyone like questions before I speak to it? Any Jessica Phillips 39:06.702
One quick question just to understand the process I around it didn't come to that Stakeholder Reference Group before it goes out. Is that our normal process that a would go to consultation draft before? It comes back to the reference group for not endorsement but just for they've kind of come on that journey and I just want to understand that a little bit more. Shaun Walsh 39:33.318
So every Stakeholder Reference Group has a different terms of reference so that this group says that they don't have approval rights so they're used throughout the process as a sounding board to actually form the views. This draft is very much consistent with what was presented to the last Stakeholder Reference Group but after that we had some specific submissions from some key stakeholders that raised a couple of points and we sat down with them or truly did and worked through those key points so and we also engaged with Kabi Kabi in terms of a walk over country to get their viewpoints so I'm confident that this plan largely reflects the views of the Stakeholder Reference Group and changes were sort of forecast in the submission from the key stakeholders anyway so the stakeholders also really clear that you know this is a draft and in my email to them I've said that next stage is really you know using through your networks and your members to see whether we've got the draft right so I think my own view is I think if we put on the notion of that they had some sort of approval into the over the plan it makes it less makes it more difficult for them to engage meaning for this next phase does that make sense so we've deliberately taken control of the process as Council officers engaging across everywhere and we've got some fantastic feedback and contributions to take on the reference group but ultimately we're putting Councillors endorsements of the draft and welcome their robust views and submissions they're not tied to what you're welcome any further questions in the report done what is the intended period for public consultation the length the dates it's regarded as a tier 2 so it's not a shot necessarily the same emphasis as Destination Management Plan so we're thinking about the month you know so but we're fairly flexible with that we've had a very flexible time frame with this document we want to get it right and it might be that there's a formal period submissions but we'll also want to schedule in meetings with any of the groups to go and visit their members and actually give presentations and the like and if that needs to take longer than a month and they need an extra time to make a submission we're okay with Frank Wilkie 41:50.658
That. So as long as the key stakeholders are engaged they can get their feedback. SPEAKER_01 41:55.010
Some events planned in the Botanic Gardens later on in the year as well which we'd like to tap into as well yeah tap into so we can be out there and do some pop-up engagement with the public that come along as well. Amelia Lorentson 42:07.290
But when because the community team are you know focused on other matters at the when they moment come up for air I will sit down and draft out the final details of the community engagement plan and very happy to share that with Councillors so you're fully aware of what that program is thank you Karen Finzel 42:24.061
Thank you I think it's great think we should finish where we started which was the mission to cultivate a vibrant botanical garden that reflects the community's values working with nature now and for the future so I think it's been a great body of work great today we're going to now roll on into Paul coming with us with the cultural plan the gardens is very much part of the Noosa Shire story and we'll just keep building on that moving forward and leaving beautiful spaces for future generations to enjoy and live our legacy so thank you so much today all right we'll take it to the vote all in favour that's unanimous Thank you. We're moving now to item 7.3 on the agenda Noosa Cultural Plan 2025-2030 for adoption and we welcome staff member Mr. Paul brinkman and we've got Kerri Contini with us as well today thank you and welcome we're excited to hear about this draft coming before us for recommendation and looking forward to hearing your overview. Paul Brinkman 43:38.440
Thank you, Councillor Finzel. So I'll just read a bit of a statement before we launch into any questions. This is a really exciting plan it's been over 18 months in the making so it's great to finally get it in front of Council. The 2025-30 Noosa cultural plan builds on the foundations of the 2019 to 2023 cultural plan and is the result of over 18 months research, consultation and strategic thinking. The plan is future focused and responds to the needs and wants of the cultural sector as expressed by individuals, groups, collectives and organisations working across the region. The cultural plan sits under council's Corporate Plan 2023-2028 and is centred around the five key themes of valuing our history and heritage, enabling inclusion and access, championing our creative community, activating our places and spaces engaging our community and visitors. Cultural plan also aligns with the Queensland government's creative together 2020-2030 10 year Roadmap for arts, culture and creativity in Queensland and the Revive National Cultural Policy. Plan is ambitious, aspirational and inspiring, reflecting the dynamism of noosa's creatives. It plots a path outlining how Council can be a driving force in support of the creative and cultural sector of our region. In doing so, support a healthy, engaged and resilient community with a prosperous arts and cultural ecosystem. I take this opportunity to thank the many individuals and groups who provided their considered input into the plan's development. Karen Finzel 45:20.729
That's fantastic. Great overview, Paul. Thank you. And I'd like to extend my thanks to the work that you've done in that place and led the charge on that. Given your, Aileen, in this role and to the region, I think you really captured the spirit. Of, you know, the Noosa Shire embodied our story and our vision and it is reflected in the report. So thank you for your diligence and the hard work that you've done together with, you know, the broader community and the staff. Thank you. So much. All right. I'd like to move the motion that we okay. I ask some questions of course. Oh, you can move this. Yeah, happy to move it. Thank you. Questions, please. Thank you. Nicola Wilson 46:02.472
Sorry that I didn't raise this earlier. It's just been brought to my attention today, but the report talks about responding to the digital explosion in our area, but I didn't know if I could really see that reflected in the actual plan, and specifically there is one photograph from our Peregian digital hub, but it's not actually mentioned in our places, so should that be something that should be and even within the internal stakeholder communication things as well that wasn't included in there, so is there maybe something missing in terms of the digital element of sector. Paul Brinkman 46:46.755
The pareti digital hub has been used on occasions for creative sector development events and learnings. We have had feedback from the community though to say that our creative sector is significantly ahead of the curve in regards to AI this isn't and not typical of artists and creatives are often the first to embrace new technologies so the feedback that we did when we did do our workshops. At the Peregian Digital Hub was are really looking to have the tools to explore their own expressions into AI and new technologies and so we've taken the tact of what are ways in which we can support artists going out and finding their own opportunities to learn and expand their knowledge in that space and so we've come around to RADF program Regional Arts Development Fund and also our community funding programs to have an emphasis on technology. And artists having being able to have the capabilities to go and explore those spaces so I think yes we're not overtly talking about the Peregian Digital Hub because the feedback from the community is that yes that's a fantastic facility for us to have but it's not necessarily serving the purposes of creative industries and the feedback that we got from our was we've actually really need the opportunity to come to Council and when opportunities arise how can you support us so the $2,000 quick response grant that we've started this year is a perfect example of ways in which artists can explore because new technologies it is very much about that dynamism of grabbing opportunities when they come up and we've already had couple of applications into that quick response grant program where artists are looking to expand their skills in new technologies by doing these external courses elsewhere. Kim Rawlings 48:59.431
I think this is shows how things move quite quickly so that previous cultural plan has specific element which was around the digital future and it shows how much things have changed now that almost that's Karen Finzel 49:15.422
Business as usual for our creatives and it permeates everything that they're doing now whether it's in their art form or in their way that they're trying to deliver that and develop commercial return of it so it kind of moves through everything now it's a big shift between the two plans Paul Brinkman 49:36.169
I'm thinking now maybe that digital explosion that we were talking about is maybe more apt to our previous disaster management because it is literally an explosion every day there's more opportunities for us to engage in the AI space it's huge at the moment so it's very hard to write into a five-year plan because in five years time it's scary what we're going to be looking at. Nicola Wilson 49:59.580
Just another question on the engagement process as well how extensive was that and how were people reached? Paul Brinkman 50:08.120
At the end of last year we engaged Craig Consulting who you might know from the Pomona placemaking work we engaged them to do some feedback and some vox popping to our creative community after we received their report back we also tabled presentation to Council on the report of the 2019-2023 results we combined all of that and then we went back to having multiple meetings and workshops at The J where we called people in to give feedback and then we followed up with one-on-ones and talking to organisations and community groups on that space as well so yes over the last 18 months we've worked quite hard on that we've engaged with Kabi Kabi on numerous are still waiting for Kabi Kabi they've said that they'd like to give us a small stanza at the start of the document so because of various reasons Aunty Helena Gulash hasn't been able to provide that to us just yet but you'll note that we do ask permission for the CEO for us to be able to slot that in when it comes into the plan. Karen Finzel 51:21.478
This is an example where it's not so much doing, you know, broad scale community engagement with the whole community we are because a lot of their input comes through other consultation that we're doing so when we did Corporate Plan, promoting place liveability the theme around arts culture comes through quite strongly from the general community and so in preparing a plan like this we're going very deeply with a whole range of stakeholders whether they're individual artists or arts organisations or industry representatives or state government etc so it's very deep around all the various challenges across many different art forms thank you any further questions well just to follow on through a question that Frank Wilkie 52:11.885
Councillor Wilson raised the money through the efforts of the Sunshine Coast screen collective the and Noosa region on the verge of having their own film industry become established here. How is that captured in here or where does that sit in relation to the cultural plan? Paul Brinkman 52:30.712
Again we've had a number of applications to our annual RADF program for that so when you in our RADF guidelines that is something that we are highlighting as a support area we're looking at. I just met with a filmmaker this morning actually and there's great demand for streaming services for content at the moment particularly Australian content so it's this fantastic situation where you've got people baying at the door for content we just aren't able to produce enough content so yeah that's the challenge it's not that you create content and then you're plying it around to try find someone to buy at this there's plenty of buyers out there it's just about finding the content so we do want to support very much filmmaking industries at the same time it's a very expensive undertaking and it requires a lot of risk something that should come through in the report also is that we need to work within our means we would love to be everything to everybody but we have limited budget capabilities we do have a number of spaces and so our big focus at the moment is enabling our spaces to assist in creatives who need to use that space. So we're looking at The J gallery our other community spaces to see how we can utilise those facilities to enable be better enablers to our creative community because we don't really have the cash resources to support everybody in the way that we would like to Frank Wilkie 54:06.474
And it's very timely this report comes before us today this there's a filming for a national pilot taking place at time the Tewantin Noosa bowls club today. Karen Finzel 54:14.662
Perfect, exactly. One of the room Kim Rawlings 54:17.862
I guess remaining pieces out of the first cultural plan so 2019 to 2023 that really hadn't been implemented the depths that I would like was a in our cultural development space so to supporting our arts industry and that's what I was looking for when I recruited to the managers role because Paul brings a real strength to not just general cultural but development, but being able for our to transition through to a professional status which is really critical that's very hard to do but really we have Paul who's managing a whole lot of facilities as well and we've got a three day a week cultural development officer so we have to think carefully about where we put our efforts into and you know I appreciate what paul's doing at the moment Karen Finzel 55:12.768
Prioritising things looking at our facilities and how we can best support the arts industry through our facilities first and putting efforts into where we can make an appreciable difference. Frank Wilkie 55:26.240
The strategy through the RAT process is working already, you often hear anecdotal stories of artists who have received. To radical support through whose accounts exhibiting overseas and that the careers their really take off. Paul Brinkman 55:38.636
We've got a fantastic application that we've just approved for an artist over in japan who was offered the opportunity by a master ceramicist to work in his studio. Invitation only, had to have an with answer within month on whether they were able to take it over. They applied directly to the RADF quick response grant, were able to provide assistance straight away and that artist, from learning those skills, would bring those skills back. Karen Finzel 56:02.191
And they wouldn't have been able to have that opportunity without our small contribution, so it makes a huge difference. Just to comment on that, at the tall trees art exhibition on the weekend, there was about three local artists that were mentioned, there's probably more, that exhibited their work that had come through the RADF and have gone overseas to, you know, pursue their careers and this is exactly, I think, the vision that we want show out is yeah, that, you know, we have this economic sector through the creative industries and actually empower people to those careers. Coming back to a point around the, like, the technology, just noting that in Floating Land we had. Experimenter emergency exhibition. You like to comment a little bit about that, around that opportunity to give our artists, you know, to create a work that reflects technology and the frontier of art Paul Brinkman 56:55.960
I hope some you were able to go and see that show because it was an absolutely fantastic show. And that was a touring show. And this is one of the great values of having a regional gallery that's able to take touring shows because we can actually take cutting artworks-edge that are well and truly outside of our region and bring them into our local artists can actually see what's happening around Australia without having to travel all over the place to see it. The workshops that we ran from that were fully booked out. Great numbers for that show. Me that's really heartening to show that there's a real appetite and hunger to see more technology works that show interestingly is a touring show but by the time that show ends the technology that was cutting edge when it started is now it's going to be antiquated so fascinating things did the river cruises where we did the sound work underwater sound work that came back to the work that was in that space fantastic environmental linkages there with new technologies using the latest in underwater recording devices and translating that into artwork. So really strong environmental themes which sit so beautifully with Noosa and what we're trying to do in Noosa from an environmental protection standpoint as well. Karen Finzel 58:20.326
Leah Barclay is a really good example of you know supporting our artists in their journey as it takes a long time to move through that professional process and to see the quality of work that she is producing is amazing. And Sunshine Coast artist that basically came from working in the amazon recently to coming to Noosa and doing the same work here in the Noosa River as she was doing in the amazon. So yeah, amazing global connections there. That's fantastic. All right. Councillor Lorentson did you have a question? Amelia Lorentson 59:01.161
Just to follow up on Councillor Nicola wilson's question, in terms of the Peregian Digital Hub, it has significantly contributed to noosa's creative and digital community. Nicola Wilson 59:16.461
And not just in AI, it's animation, game development, interactive media. Amelia Lorentson 59:22.079
Is there a plan to include future art forms and digital culture in the next iteration of the cultural plan? I'm just thinking in terms of supporting our younger creatives. Paul Brinkman 59:38.839
Yes, there are. But as I said previously, the programming around digital hub really are resourcing at the moment. We need to look very closely at how we can resource high quality cutting edge training in the pre-teen digital hub. Because as I said, the feedback that we're getting from our arts community that have attended some of those sessions are saying that they need to be further ahead of the curve than what's in that space. So yes, definitely we want to work closely with the digital hub and we continue to do so, but it's about how do we find and keep up to speed with the technologies that our creatives are using, which is often two or three steps ahead of what our general populace is using. So that's the challenge that we're facing with the digital hub. Karen Finzel 01:00:35.280
Thank you. I'm happy to take it to the vote. Thank you. That was a great question and answer session. Oh, do you have anything further to add? Nicola Wilson 01:00:46.520
Yeah. Oh, sorry. Oh, I just want to thank you for the plan. I've asked my questions, but just to speak to the motion. Karen Finzel 01:00:54.930
Haven't we You're free to speak. Nicola Wilson 01:00:57.914
And one of the big things for me is the references to being inclusive and accessible and not just in the ways that we normally speak terms of disabilities and diversity and things, but also just in making sure that we have experiences that are free to attend or low-cost workshops and those kind of things, as you've been talking about. So going to see exhibitions for free, getting involved in things like Floating Land, because there's sometimes a perception that art is for the elite or it's just for the artists, the arty people, and just making sure that everyone gets a chance to enjoy art forms, whether it's, you know, art in the gallery or whether it's performing arts and music. So just, yeah, I really like the idea that it's really trying to reach everybody and not just to be and high-cost ticketing things and paintings for thousands of dollars, but for things that are free and for the whole community. Thank you. Karen Finzel 01:01:52.122
Thank you. Any further comments? Then we'll take it to the vote. All in favour? That's unanimous. Thank you. Very much. Keep up the good work. Looking forward to seeing it in action. Thank you. Just to note that Councillor Phillips has to, she's got responsibilities with family, which comes first, and she's leaving the meeting table, but we'll jump online and continue with the meeting process. Having said that, we're moving 17. Into item 7.4 and we welcome to the table staff member John C. Wolfe to review the Audit and Risk Committee Charter and review of the Internal Audit Policy. John C. Wolfe 01:02:38.338
Thank you John C. And welcome, good afternoon. Thank you, good afternoon. Okay, you then the. Level overview of this item. So this report seeks council's adoption of two revised documents. One is the Audit and Risk Committee Charter and the other Internal Audit Policy. These documents set out the framework how operates and how Council undertakes internal auditing. Both documents are subject to editing. Routine annual review and so there are minor improvements to wording and structure in both documents. However, further improvements have made and they stem from an internal audit and the advice from the Queensland Audit Office. Regarding the Audit and Risk Committee Charter, these changes include of independent committee members from two to three years which is considered better practice so previously it was three by two years and now it's two by three years the final tenure is still six years in both scenarios. Then amending meeting forum from three to two which was inaccurate in the charter before this is half the committee members in our case the ordinaries committee has four members so it's two and in response to advice from the Queensland Audit Office the responsibilities of the committee have also been expanded for the review and oversight of corporate culture performance management and reporting the security systems and information significant projects and outsourcing and business continuity planning further to that the wording was strengthened for sections dealing with confidentiality conflict of interests and further internal controls and finally the definitions were also expanded they are at the latter part of the charter to assist the reader and the better understanding those are the more significant changes to the charter and then the internal audit policy has seen a few changes as well however the main body of the policy has not changed what has changed are the terms of reference to provide some further clarification relate to the internal audit methodology it's highlighting the methodologies to be applied in the audit process the internal auditing process to improve how audit are structured and actioned just to standardise the process that any report from internal auditors follows the same standard and makes it very clear to staff to understand also were clarified to clarify the responsibilities of CEO, Audit and Risk Committee and Council at large, the operational teams very importantly the management actions for the implementation of internal audit recommendations because if those are not implemented then that defies the purpose of an internal audit the first place the final section that was amended is the recommended is the evaluation of the internal audit to monitor internal audit performance and client satisfaction so that we also seek feedback from the audited areas of the performance of the internal auditors to ensure that we actually have received a good service that concludes some pretty much the major changes of these two documents and available for questions if there are any. Karen Finzel 01:06:43.281
Johnsy. Thank you John C thank you for your report just noting that Council and Lorentson left the gallery at 2:35pm. Do we have any questions? No, thank you. Frank Wilkie 01:06:56.758
Yes? Thank you Madam Chair. It's great to have the policy and the charter and the improvements I guess the purpose of having an Audit and Risk Committee is to ensure that risk is managed within the organisation. How are these changes, what are the principal changes that will improve the way we manage risk? How will it our risk? To help ensure that the recommendations that come from the Audit and Risk Committee are acted upon. John C. Wolfe 01:07:36.610
It is first of all there with Audit and Risk Committee Charter that clarifies the roles and responsibilities and also provides further oversight for which areas has oversight. There is an expansion of that as I said. Corporate culture, performance management and significant project business continuity planning so they'll be added and then obviously in terms of the Internal Audit Policy these are exactly the changes that were made first of all change to how conduct the internal auditing it provides advice on the methodology so we make sure that we that auditing is conducted the way to standard then how it's reported on that's the change as well and also how the actions are implemented so this provides them more clarity yeah provides more clarity and the internal audit plan is or the oversight for that with the Audit and Risk Committee and they will then take Internal Audit Policy apply that and enact it so that's where how the risk is managed in terms of identifying high-risk areas developing new internal audit plan ensuring that audits are conducted and then that any recommendations stemming from those audits are implemented and that goes further with Audit and Risk Committee also then reviews risk register for example and the strategic risk register informs the internal audit plan as well. Frank Wilkie 01:09:16.917
And the CEO sits on the Audit and Risk Committee? That's correct. The link to the organisation? Larry Sengstock 01:09:21.902
Absolutely, yep. And we ensure that the recommendations are there? Yep, and through our governors. I don't sit on the committee but yeah, I attend the meetings. Happy to move it. Karen Finzel 01:09:34.627
Okay, our second. I just have a question through to the CEO. This looks like, you know, continuous improvement which is fantastic. That will enhance clarity of roles, strengthen accountability and Council in maintaining robust oversight arrangements. Just in brief, how do you feel that moving forward that is going to, you know, help with good governance and how do you see this as the benefit to the organisation? Larry Sengstock 01:10:06.361
It's, through you Chair, it's um, as Johnsey said, it's an annual, review. So it's really just, reviewing, topping up where we think we need to develop some strength, further in this, or make sure that we adhere to any regulation changes. Um, so I have to say, we start ordinarily, already we do a very good job with our Audit and Risk Committee. I think we're very strong in that area. Our risk profile is very, very well managed. And, um, so I'm, comfortable. We always get good, feedback from the risk committee and the, external members of that, group, as well as our own Council members. So I'm, very comfortable that we've got a good foundation. This is really just making sure that we, stay up to date and, um, and continue, to, do as best we can. Karen Finzel 01:10:59.745
Yeah, that's great. Thank you. Um, any further comments? Okay, we'll take that to the vote. That's thank you. And a yes from Jess. I'm lying. Thank you, Jess. Thank you. Enjoy your afternoon. Thank you for the report. Thank you. Jessica Phillips 01:11:18.361
Thanks, Chelsea. SPEAKER_01 01:11:19.801
Thanks, Jess. Karen Finzel 01:11:22.801
So that takes us up to agenda item eight, reports for noting by the committee. Is nil. Number nine, confidential session, nil. That brings us to item 10, which is meeting closure. And I can say the meeting's closed at 2:42pm. Thank you, Councillors. Thank you, Mr. CEO and the staff. Thank you, Madam Chair. Thank you. Everyone. Thank you, Jess. Related Noosa Council Meetings
← Browse all Noosa Shire Council meeting transcripts
