General Committee Meeting - 19 January 2026
Date: Monday, 19 January 2026 at 12:30PM
Location: Noosa Shire Council Chambers , 9 Pelican Street , Tewantin , QLD 4565 , Australia
Organiser: Noosa Shire Council
Duration: 01:14:18
Synopsis: Disaster Plan Adopted; Compliance, Resilience Groups, Evacuation Gaps, SLSQ Devices Endorsed; Council Defers Installs, Finance: Surplus, Arrears, Transparency, Procurement Tightened, Planning Refusal, Works Reprofiled.
Meeting Attendees
Committee Members
Brian Stockwell Karen Finzel Amelia Lorentson Jessica Phillips Tom Wegener Frank Wilkie Executive Officers
Chief Executive Officer Larry Sengstock Director Development & Regulation Richard MacGillivray Director Corporate Services Margaret Gatt Director Infrastructure Services Chris Steel Director Community Services Paul Brinkman Apologies (Did Not Attend)
AI-Generated Meeting Insight
Key Decisions & Discussions Frank Wilkie: Council unanimously repealed the 2023 Local Disaster Management Plan and adopted the 2026 Plan; CEO authorised for minor amendments (Item 8.1; 16:07–17:52). Sue: Plan review complies with Queensland Disaster Management Act; full comprehensive review slated post State Plan release (likely 2027) (02:06–03:55; Item 8.1). Jessica Phillips: Sought clarity on how LDMG lessons log drives asset fixes and budget bids; Sue confirmed issues are tracked via LDMG spreadsheet and routed to asset owners for bids (05:44–08:16; Item 8.1). Amelia Lorentson: Queried adding sub-plans for counter-terrorism and environmental/wildlife impacts; Sue noted police/lead agencies would lead with Council in support, existing environmental health sub-plan applies (10:53–12:58; 14:12; Item 8.1). Brian Stockwell: Pushed for community-led disaster subgroups and resilience; Sue confirmed Pomona and Kin Kin groups exist with more localities in progress (17:52–19:23; Item 8.1). Vince Irwin: Recommended deferring a Council-run trial of remote rescue tubes/life rings and supporting Surf Life Saving Queensland’s rollout to mitigate duty-of-care and liability risks; carried unanimously (24:51–28:22; Item 8.2). Amelia Lorentson: Moved support for SLSQ rollout citing near-drowning incidents at A-Bay and North Sunshine; outcome: SLSQ now installing devices incl. in Noosa NP (28:47–31:56; Item 8.2). Nadine: Reported 36 delegated planning decisions in Nov 2025 (35 approved, 1 refused); refusal: Castaways Beach dwelling extension breaching site cover and setbacks (33:45–35:10; Item 8.3). Nadine: Explained “generally in accordance” approvals allow minor design tweaks without formal change applications (35:10–36:14; Item 8.3). Margaret Gatt: Noted four contracts awarded under CEO delegation (≤$1m) following Procurement Contracts Assessment Working Team (PCAWT) review; transparency via foyer/website disclosure (36:47–43:16; Item 8.4). Scott: Confirmed register of pre-qualified suppliers used for footpath works; feedback available to unsuccessful tenderers (41:09–43:03; Item 8.4). Zach: December financials: operating on track; net surplus $18.4m vs $6.2m budget largely due to timing of capital revenues; added “questions taken on notice” to reports for transparency (47:29–52:00; Item 8.5). Contentious / Transparency Matters Brian Stockwell: Enforced meeting procedure (“questions through the chair”) during LDMG debate, signalling governance discipline (15:05; Item 8.1). Vince Irwin: Took on notice legal nuances about duty-of-care once a rescue commences, highlighting risk appetite and need for evidence-based approach before Council-operated installations (27:34–28:22; Item 8.2). Frank Wilkie: Emphasised PCAWT’s independent oversight and biannual public reporting; reiterated open government principles (43:16–45:13; Item 8.4). Amelia Lorentson: Pressed whether PCAWT has ever recommended not awarding a contract; answer: not in past 12 months; earlier years to be confirmed (45:13–46:38; Item 8.4). Zach: Introduced standing section addressing councillor questions in finance reports; rate arrears detail enhanced with age profile per policy (47:29–52:00; Item 8.5). Margaret Gatt: Committed to consolidating financial and Capital Works Executive reporting for clearer picture of physical vs financial completion (53:03–55:29; 01:10:02–01:10:27; Item 8.5). Legal / Risk Frank Wilkie: Framed LDMG Plan as Council’s primary statutory instrument aligning with the Disaster Management Act/Regulation; defines roles, powers, command, and aligns with state/national frameworks (16:07–17:52; Item 8.1). Sue: Identified residual risks: limited evacuation capacity and need to refine evacuation routes; evacuation centre upgrades to proceed via asset-owner budget bids (09:40–10:14; Item 8.1). Vince Irwin: Flagged liability exposure, precedent, costs, and reputational risk if Council installs rescue devices; recommended deferral pending SLSQ trials and evidence (24:51–28:22; Item 8.2). Margaret Gatt: Clarified CEO contract delegation limit of $1m under procurement policy; larger contracts require Council decision or prior delegation change (39:17–40:25; Item 8.4). Zach: Rate arrears at 6.2% exceed 5% best-practice benchmark; new debt management policy to be applied post-January rates cycle to reduce arrears (01:05:00–01:06:27; Item 8.5). Margaret Gatt: Industrial action, vacancies, and design/utility constraints cited as risks impacting capital delivery timing; re-profiling underway (01:06:46–01:09:47; Item 8.5). Environmental Concerns Amelia Lorentson: Sought environmental/wildlife impact sub-plans for emergent risks (heatwaves, marine pollution); Sue advised existing environmental health sub-plan and reliance on lead agencies (12:58–14:29; Item 8.1). Brian Stockwell: Linked November storm impacts (power outages, green waste) to need for community-driven resilience planning in next LDMG Plan cycle (17:52–19:23; Item 8.1). Sue: 6,000 “Get Ready” packs distributed in 2025; significant state/federal funding secured for cyclone/storm events; ongoing sub-plan reviews (03:55–05:44; Item 8.1). Sunshine Beach and Coastal Safety Nadine: Noted planning refusal at Castaways Beach for exceeding site cover/setbacks; Sunshine Beach Seaview Terrace matter clarified as “generally in accordance” for minor plan changes (33:45–36:14; Item 8.3). Amelia Lorentson: Recounted near-drownings at A-Bay and North Sunshine; endorsed SLSQ-led remote rescue tubes with potential beacons/cameras at high-risk sites (28:47–31:56; Item 8.2). Brian Stockwell: Supported SLSQ leadership given Council’s land manager responsibilities and liability profile; highlighted flotation-device-first rescue principle (31:56–33:15; Item 8.2). Procurement and Financial Governance Scott: PCAWT reviews evaluations for probity, can return recommendations for further work; enhances value-for-money assurance (46:38–46:58; Item 8.4). Jessica Phillips: Sought clarity on preferred supplier lists and community-facing feedback; confirmed public tender to establish panels and debriefs for unsuccessfuls (41:09–43:03; Item 8.4). Margaret Gatt: Surplus spike driven by timing of capital grants; upcoming reporting changes to better reflect multi-year capital and re-profiling (01:00:51–01:02:41; Item 8.5). Amelia Lorentson: Requested breakdown of surplus drivers and workshop on acceptable surplus levels vs rates; QTC engaged for independent review of surplus cash and debt (01:03:06–01:04:31; Item 8.5). Margaret Gatt: Capital Works: ~$50m forecast; 117 projects avg 57% progressed; $9.9m actual + $11.1m commitments; key carryovers include landfill RRC expansion ($5m), Doonella Bridge ($1m), NAC filtration ($1.75m) (01:06:46–01:10:02; Item 8.5). Zach: Working to align “physical completion” vs “financial completion” reporting; staff onboarding to improve capital reporting consistency (55:29–56:23; 01:10:02–01:10:27; Item 8.5).
Official Meeting Minutes
MINUTES General Committee Meeting Monday, 19 January 2026 12:30 PM Council Chambers, 9 Pelican Street, Tewantin Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips, Tom Wegener, Frank Wilkie, Nicola Wilson “Noosa Shire – different by nature” GENERAL COMMITTEE MEETING MINUTES 19 JANUARY 2026 1 DECLARATION OF OPENING The meeting was declared open at 12.30 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 Brian Stockwell (Chair) Cr Karen Finzel Cr Amelia Lorentson Cr Jessica Phillips Cr Tom Wegener Cr Frank Wilkie EXECUTIVE Chief Executive Officer Larry Sengstock Director Development & Regulation Richard MacGillivray Acting Director Corporate Services Margaret Gatt Acting Director Infrastructure Services Chris Steel Acting Director Community Services Paul Brinkman APOLOGIES Cr Nicola Wilson 4 CONFIRMATION OF MINUTES 4.1 GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025 Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Tom Wegener The Minutes of the General Committee Meeting held on 15 December 2025 be received and confirmed. Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None GENERAL COMMITTEE MEETING MINUTES 19 JANUARY 2026 5. PRESENTATIONS Nil. 6. DEPUTATIONS Nil. 7 ITEMS REFERRED FROM COMMITTEES Nil. 8 REPORTS DIRECT TO GENERAL COMMITTEE 8.1 ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2026 Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Jessica Phillips That Council A. Note the report by the Disaster Management Officer to the General Committee Meeting dated 19 January 2026 B. Repeal the Noosa Local Disaster Management Plan 2023; and C. Adopt the Noosa Local Disaster Management Plan 2026 as provided at Attachment 1 to the Endorsement of the Noosa Local Disaster Management Plan 2026 report. D. Authorise the CEO to make minor changes or amendments to the Plan prior to publishing the final document. Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None 8.2 RESPONSE TO NOTICE OF MOTION - TRIAL OF REMOTE RESCUE TUBES/LIFE RINGS AT UNPATROLLED BEACHES Committee Recommendation Moved: Cr Amelia Lorentson Seconded: Cr Jessica Phillips That Council A. Note the report by the Acting Local Laws and Environmental Health Manager to the General Committee dated 19 January 2026 B. Support Surf Lifesaving Queensland as the State’s peak coastal safety authority and Surf Lifesaving Clubs with their funded and managed roll out programs; and C. Defer the implementation of a Council managed trial of remote rescue tubes and life rings at unpatrolled beach locations until: 1. The risks associated with current trials and any emerging issues at Noosa National Park, as well as programs elsewhere in Australia and overseas, have been critically evaluated by Council; and GENERAL COMMITTEE MEETING MINUTES 19 JANUARY 2026 2. An appropriate evidence-based management strategy has been developed to manage those risks and issues (detailed as Option 2 in the report). Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None 8.3 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – NOVEMBER 2025 Committee Recommendation Moved: Cr Amelia Lorentson Seconded: Cr Karen Finzel That Council note the report by the Development Assessment Manager to the General Committee Meeting on 19 January 2026 regarding applications that have been decided by delegated authority for November 2025 as provided at Attachment 1 to the Report. Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None 8.4 PROCUREMENT CONTRACTS ASSESSMENT WORKING TEAM - CONTRACT AWARDS UNDER CEO DELEGATION Committee Recommendation Moved: Cr Frank Wilkie Seconded: Cr Karen Finzel That Council note the report by the Acting Director Corporate Services to the General Committee Meeting dated 19 January 2026 for contracts awarded under CEO Delegation, via the Procurement Contracts Assessment Working Team, for the period 1 July 2025 to 31 December 2025. Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None 8.5 FINANCIAL PERFORMANCE REPORT - DECEMBER 2025 Committee Recommendation Moved: Cr Jessica Phillips Seconded: Cr Frank Wilkie That Council note the report by Revenue Services Manager and Financial Services Manager (Acting) to the General Committee dated 19 January 2026 regarding Council's financial performance to 31 December 2025. GENERAL COMMITTEE MEETING MINUTES 19 JANUARY 2026 Carried. For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie Against: None 9 CONFIDENTIAL SESSION Nil. 10 MEETING CLOSURE The meeting closed at 1:45 PM
Meeting Transcript
Brian Stockwell 00:00.000
General Committee for 2026. We'd like to acknowledge the traditional owners of this land, the Kabi Kabi people, and since it's the first one we should remind ourselves why we do that in the Kabi Kabi commitment. They really encourage both councillors, council staff and all the community to embrace the concept of custodianship, having the humility and respect to care for and protect that which sustains us in return and they... for Kabi Kabi, invite us to experience the beauty of Noosa, from the koalas, from the sacred Mount Koori in the west, to the white-bellied sea eagle fishing in the Everglades to the north, and back Wales. Migrating along the eastern Noosa headlands and the loggerheads nestled on the white sandy beaches. And it's good, just remember why we like to live here, play here, and the importance of protecting those things that We then move on to the attendance, and we note that all councillors except for Councillor Councillor Wilson are here. Councillor Wilson has extended her apologies for today's meeting that has been spilled on the Christmas week. We then move on to the adoption of the minutes. We then move on I saw Councillor Wilkie and I saw the arm of Councillor Wegener, presuming there's no discussion. All those in favour? And that's carried unanimously. We then move on to the the Section 8, which is Reports Directed General Committee. And the first one is the endorsement of the Noosa Local Disaster Management Plan, 2026. and we've had Sue, our disaster coordinator, and our acting manager of design, and we've done a great job. Who would like to give the executive summary of the report? Sue 02:09.720
Hello everybody. Okay, so the Local Disaster Management Plan has been brought up for council endorsement today. It's been reviewed in accordance with the Disaster Management Act, which requires councils to maintain an up-to-date plan that supports an up-to-date plan that supports effective disaster management across the local area whilst I would like to note it's not actually a council report it is an LDMG report but it's provided to council as a courtesy so that they're aware of the planning and also to make sure council complies with our legislative requirement under the Act to ensure that we have a current plan. The last full of the plan occurred in 2023 and this current review focuses primarily on incorporating machinery change of government changes and introducing a substantially improved format to make it easier for future updates. A full comprehensive review of the plan is scheduled for after the State disaster management plan and it's expected to be released later in the later half of 2026 so it'll probably be early 2027 when we do another full review of that our disaster management plan. The review was was completed though in consultation with our emergency management coordinator and the executive officer to the district management group and the plan has been considered by the local disaster management group and endorsed at their meeting on ordinary meeting in November 2025. Since that Since that endorsement though an error has been identified on page seven where the formatting somehow has we've missed we've got photo of the mayor but we've missed the mayor's name and title so I would just like to move have someone move an amendment for me if possible that we could that allows the CEO to approve minor changes like that to the formatting. report also notes that the operational sub plans that support the plan reviewed and updated under the delegated authority of the local disaster management group those plans are being systematically reviewed now the local disaster coordination centre sub plan reviewed by the local disaster management group in November so I'm just steadily going through each one to update those since the last update to council in September 2024 key disaster management activities have included securing significant state have included securing significant state and federal funding for recent events, including ex-tropical cyclone Alfred, the Western Queensland trough, and activation for counter-disaster operations and reconstruction of public assets for the severe storms that occurred in 2025. Unfortunately, I can't give you an accurate figure as to what the November storms will be. We're still getting the last of the invoices in for that. Community resilience activities have continued strongly in 2025 with around 6,000 get ready packs distributed across schools, aged care facilities and public engagement events in partnership with our emergency services. That is considerably increased on the 2024 year with a couple of bigger events being initiated this past year. So the recommendation before council is to repeal the 2023 local disaster management and adopt the 2026 version. Sorry, and I just remembered, we have just discovered one error in the report as well, where I talked about the recommendation or the last council endorsement of the 2023. plan. It says 2026 instead of 2023. Jessica Phillips 05:42.627
Does anybody have any questions? I do, please. Thanks, Sue. I always find because I sit as the deputy chair, there's information that gives me a lot of confidence. So these are just more for in this forum, I guess, for community to to hear when there was a in section 4.3.1 there was a the asset risk table so it identified the risk ratings for communication, power supply, water treatment and to The centres across multiple hazard scenarios and I guess what I'm wanting or hoping you could help community understand like how the LDMG plays into prioritising that into prioritising that now for not something that relates to council when we sit in that room. So if there's resilience upgrades that are going to be for us, how will that come back to council? And then how do we monitor that these stakeholders are playing their part in it as well? Does that make sense? Sue 06:50.943
Yes. Well, I'll answer it and please I've missed anything for you. So after every event, we have a lessons identified briefing. So if there was anything that was identified that we needed to do further I keep a record of a spreadsheet of those lessons and they're presented to every LDMG meeting so that there is some that people are actually doing that. Jessica Phillips 07:23.009
Did that answer it appropriately? Yeah, it does. It's trying to help community understand the different lanes and where we sit in that LDMG because they sort of go off and do their BAU. But I just wanted to be able to help them understand how that feeds into the LDMG. so, yeah, that definitely does. And all of our agencies are involved in that debrief. Yeah. And then when it comes to infrastructure gaps, if they were identified, that it's a councillor. asset. How does that then feed into it coming to council as like a priority because it's been identified through? Sue 07:57.110
That would go through the asset owner. And then that asset owner, and then that would be up to the asset owner, whichever section of council was the asset owner there, to then present it for a budget bid, I would assume. Okay, so then does that... Sorry, but it's kept on that spreadsheet so that they should be updating me as they move forward. Jessica Phillips 08:16.425
Right, so there's a reporting back to LDMG about something that's been identified through that group? the asset... Is it then prioritised because it became an asset identified through disaster? Sue 08:32.356
That's probably not a question I can answer for you, I'm sorry, Councillor. That would be for the Budget Review Committee, I would think, and each of the working groups that Yes. Committee, I would think, and each of the working groups that feed all of the project initiations through to Council for consideration. That's it, okay, thank you. Jessica Phillips 08:45.999
Just two more questions. In relation to section 3.3, we know that Noosa has an ageing population. So when we, and often we hear in disaster that that vulnerable community doesn't always have to be ageing, but health reasons and things like that. Can you maybe just explain for anyone wanting to hear operationally how they are prioritised Sue 09:11.897
We would certainly be, that's a number of agencies come into that space. Our communities team would be working with people that they are aware of and the agencies that they work with and health plays a big, Sunshine Coast Health plays a big part in that in identifying who the vulnerable people are for whatever reason they're vulnerable and then they would work with LDMG they would as they sit are a member of LDMG they would bring that to LDMG to let us know. Jessica Phillips 09:38.952
Okay last question there was talk about section 4.4 residual risks in the limited capacity to evacuate the entire community we have the leisure centre that we used as evacuation when we're looking at again probably infrastructure how do we feed into infrastructure? infrastructure bids that potentially we do have limited capacity for evacuation centres and will that come through budget bids again is that something it would come through through budget bids it would have to be identified by the asset owners there we would certainly be a stakeholder the disaster management team would be a stakeholder there but the asset owner would come it would include us as a stakeholder and it would then come to council as a budget bid that way I think possibly you're identifying there that we also have some shortcomings in identifying evacuation routes yeah I'm actually right in the process started this morning of planning an exercise this year that will be on evacuation. exercise this year that will be on evacuations. Okay, thanks Sue. That's all. Your turn. Amelia Lorentson 10:52.063
Hi, Sue and Chris. I'm just running through the suite of sub-plans at the moment that are included. Local Disaster Management Plan. And I'm just wondering, and I'm thinking, considering like just an urgent risk in particular, rare high consequence events such as a terrorist attack. what just happened recently at Bondi Beach. Do we currently have, I know that sits under state, but I'm just trying to understand is there any appetite to include as part of the LDMP, LDMG plan, a sub plan on counter... counter-terrorism or on rare high consequence events given recent events down at Bondi Beach. Sue 11:48.723
We could certainly write a sub plan, however we need to recognise that the lead agency there is police, so we would have to be guided by what police needed. So what normally would happen would they would be the lead agency, LDMG would be stood up in support of the lead agency and they would come to the Amelia Lorentson 12:11.280
So that would be considered as part of the review in terms of the sub plans and something that may be considered. Sue 12:19.820
We could certainly consider it in the future but it would heavily rely on the fact that we were a support agency in that space. Amelia Lorentson 12:27.640
And it would be just for local guidance, internal procedures. Yeah, just a note to help staff and first responders and I'm thinking particularly even for lifeguards and the volunteer lifesavers. I think you might find that all of those organisations would have something like that in their business as usual functions as well. Fantastic. But we're happy to support them if they need assistance with preparing anything like that. You're welcome. Also in terms to sub plans and I think I've been going to and fro with you this morning in terms of environmental and wildlife protections and you've responded really great that that's actually covered under council plans and this is quite separate to a council plan so I'm thinking again in terms of sub plans and note that there are some councils that have got like environmental wildlife impact sub plans is that something again that may be considered in terms of emergent risk LDMG and thanks and I've got a list of councils and what they're doing but in terms of I think just marine anyway just in emerging environmental risks such as heat waves marine pollution but it'd be great because I'm just trying to think how can I incorporate what I'm just trying to think how can I incorporate what I wanted to do within the framework of this plan understanding that this is basically ticking a box that we've met state requirements so we do currently have an environmental sub-plan it's an environmental health sub-plan but again it goes back to the counter-terrorism we're not the lead agency in that space so we would be heavily relying on the lead agencies to provide us with advice. Sue 14:24.223
Lead agencies to provide us with advice and ask us for assistance. Fantastic. Jessica Phillips 14:29.923
Thank you very much. You're very welcome. Just a quick follow-up question, Sue, that prompted me. Originally, I think, first month or my first LDMG meeting, we had counter-terrorism come and present. Yes. we could ask him to come back because there would be potentially, they may have moved the dial on where they're sitting post-Bong night, but I wouldn't know if that could be a Sue 14:55.431
Good... I get that every morning on the QEMR, we can't be still sitting at probable. we've been I think for the last 18 months, two years. Yep. But yeah, it's a good point, I can certainly ask them to come back and present again. And then maybe we can just feed that back through in turn all around, that might help the councillors around the table. councillors, questions come through the chair, okay, we're not having a conversation, we're having a meeting. Amelia Lorentson 15:16.481
Thank you, through the chair, it would be also great, this is a question, so I'm going to phrase it as a So I met with, I'm just trying to recall his name, police officer at Kulin Beach, quite a few years ago, in terms of public safety, and also spoke to the CEO at the time, so in terms of just, I think the community also feel quite reassured with how much work and how much level of expertise is in this space, and that there are experts all over this. So again, support, you know, any further information that You know any further information that we can relay to our community. Thank you very much. Happy to move in Mr Chair. Brian Stockwell 16:03.851
Thank you for the report. The Noosa Local Disaster Management Plan is the primary statutory instrument for through which council and the local disaster management group carry out legally mandated disaster management responsibilities. The plan ensures Noosa Shire complies with the Disaster Management Act, Disaster Management Regulation, including duties to establish a local disaster management group, maintain a disaster response capability, prepare, review and publish a local disaster plan and coordinate disaster response... plan and coordinate disaster responses. The document translates the State's three-tier disaster management framework, that is the local district and state levels, into practical local level processes. It ensures Noosa can manage an event locally and request assistance when required. The plan defines the composition, powers, roles and responsibilities of the LDMG. Its subgroups, command and control structures and decision making responsibilities ensuring all agencies can work in a coordinated and legally consistent way. Frank Wilkie 16:59.086
Its subgroups, command of the LDMG. It identifies Noosa disaster risks and vulnerabilities and these risks guide all investment, planning and response. activities. The plan sets out detailed processes for prevention, preparedness, response and recovery, making it the single source of truth during crises that all agencies can refer to. It aligns council with state and national policy frameworks. The plan is publicly accessible which helps maintain community publicly accessible, which helps maintain community trust and clarity in how these disaster powers are used and are subject to regular review, especially after events, and continual improvement is the goal. Thank you very much for the compliment. Brian Stockwell 17:52.320
Thanks for the report. You mentioned there's a sort of hierarchical process will come for the review of the plan in terms of the State dam, which makes sense. What I've identified, I suppose, in recent years is a number of communities who'd like to have their own community-based action responding to disasters. And I think that might be another thing we can think about in the formulation of the next plan. Can we actually put in place the bottom-up process to inform the plan, but also a little bit more focus on building that resilience focus on building that resilience and self-efficacy in a disaster space, like we had the storms in November. I was fortunate I wasn't away for the holiday, but, you know, Sarabar at Boreen Point lost power for four and a half days. There was a range of, you know, neighbour things, but is there something better? We had a huge green waste load. If that perhaps there might be more efficient ways to deal with that. If we had a local community saying, you know, having to build new pads for the tips to take on the green waste load. So I just think there's something in the thinking about the next plan. the thinking about the next plan. Can we... Can we put a little bit of network from the community out into it? Sue 19:01.757
Shall I answer that question for you now? Brian Stockwell 19:03.678
Oh, I can ask the question? Any sort of that. Sue 19:06.457
Thank you for the question. Yes, we actually do currently have two community design Two community disaster management subgroups that are formed by Pomona and Kin Kin and we're currently working with TUR and Noosa Shire and I believe Cooroibah is next on the list to work with after that. Amelia Lorentson 19:23.310
Can I also request through the Chair that we consider Daintree State? be added to that list. Sue 19:31.144
Yes we do just need to be aware that the community needs to be prepared to drive it but yes it's Daintree is one of those places we would absolutely like a group like that. Thank you very much. Brian Stockwell 19:43.464
I don't know if you can hear me. Anyone else wish to talk? Jessica Phillips 19:45.518
I'll speak really quickly on just the confidence that I have sitting at the LDMG table just around the room working with some of them personally in the past and the relationships that we have with all the stakeholders because for them a lot of it's just BAU and they've they're always reviewing and training and being ready and but I think sometimes it's missed maybe community don't quite see that that level that they do but for me I certainly see the training and the efforts and the reason why they all are in those positions. reason why they all are in those positions is literally service back to community so their hearts in the right place they're great people yeah I just have full confidence yep this probably to Brian's point resilience is a community thing that we can't always always rely on everyone else, it's self-driven how prepared you are for living in a place that has storms, but yeah for me from the high level emergency situation I just have full confidence in the people in the room at it's a great group to be a part of. Amelia Lorentson 20:58.768
Yeah, I'll support that entirely. I sit. sit and observe the local disaster management group and absolutely we've got absolute leaders in their fields that sit around that table. Also I want to acknowledge the staff. We have dedicated... committed experts that are under this roof as well and I think again it takes a village and just good people to keep this community safe and that includes especially our staff and our volunteers and community. When I read through the report, I found really quite interesting just the demographics of our community and in terms of how that relates in context to a local disaster management. Just understanding, like actually having the depth of information of understanding who our community is in all its complexity, that we are an older community. A quarter of our residents are over 65 and actually stop and think of that, that there are lots of people that live alone. There's people who actually don't have access to a vehicle and that information feeds back to our expert emergency services who understand that if there's a fast moving fire, a heatwave or a storm, then they're ready. a storm, then they're ready. They're planning for it. They're planning for those that don't have access. They're planning for those who live by themselves. They're planning for our communities over 65. And more so, and I sit in in the resilient stage. We give the tools to our communities so they can help themselves, in particular our aged care facilities. And I really commend yourself, Sue and Ian. of those workshops, they're brilliant. I've attended... And that comes back to my very last point in terms of acknowledging our community. And again, I've been in this town for quite some time and I speak for... some time and I speak firsthand that, you know, when someone is lost, you know, I remember at Sunrise Beach maybe six months ago, 10 o 'clock, there was a call out on a community notice board that someone's mum went walking and hasn't come home. I thought I was the only one that read that and started walking down the streets looking for this lady. Everyone was out on the streets 10 till midnight looking for this lady. And this is the community that we live in and the community that I feel so proud to belong to. So again, going And I see this is going to be short, it's not. I want to acknowledge also and thank our community for looking out for each other and for understanding the role that they play in keeping our communities safe. So I think we're blessed. you very much. Thank you. Brian Stockwell 24:03.738
Oh, yes. Frank Wilkie 24:05.738
From pages 21 to 24, there's three pages of stakeholders who are either a member or an advisor to this group. It's been said, we're very well served, we're very lucky to have this cohort of volunteer It's been said, they're very and professional groups support our LDMG and also the State, of course. So again, Sue, thank you for the excellent report and our great support throughout the year. Thank you. Brian Stockwell 24:34.436
We'll put the motion. Those in favour? That's unanimous. Thank you. We now move on to 8.2 minutes of response to the notice of motion filed of remote rescue tubes, life rings and unpatrolled beaches. And we have the acting manager for local laws. Thank you. Clive 25:01.917
So there was a notice of motion table at the September 2024 ordinary meeting which requested a report on the feasibility of installing remote rescue tubes and life life rings at unpatrolled beach locations to determine whether a trial should commence. In New South Wales, various councils down there, there are several of them that have implemented similar programs, rescue tube programs, and also surf lifesaving Queensland has also commenced to roll out. There are local community groups who have advocated for the tubes as well. One of the key issues to think about is the installation of these these tubes would give give rise to some matters that council needs to think about which are related to duty of care, liability, exposure, precedent, cost implications of program expansion, risk appetite and tolerance and reputational risk. And it's for those reasons and the fact that Surf Life Saving Queensland and the fact that Surf Life Saving Queensland is in the game and has commenced the rollout, that the recommendation is for them to proceed with that, for us to support them and for for us to defer getting into rolling out rescue tubes until Council has seen the results of the trials and has some evidence to to proceed and this approach And this approach will mitigate immediate legal, financial and operational risks and aligns with Council's zero tolerance position on health and safety and minimum tolerance for legal compliance risks and supports the principles of evidence-based decision making and good governance. Thank you. Brian Stockwell 26:53.695
Questions? Councillor Wilson. Amelia Lorentson 26:55.635
Just one question. In terms of legal risk, my question, and I'm just reading the report, once a rescue attempt begins, the rescuer owes a duty of care to the person in distress and takes the reasonable care in the attempt. Councillor should also warn that attempting a rescue creates legal and personal risk. My question is just in terms of the Queensland's Good Samaritan protections under the Civil Liability Act that wasn't referenced in the report. So I'm just trying to understand, would a bystander to understand, would a bystander who uses a rescue tube in good faith be protected under Good Samaritan provisions? Clive 27:37.511
Well, I'll have to take some further advice on that. I mean, the reference in the report talks to that there's no general legal duty to... legal duty to rescue a person in Australia. However, once the rescue has commenced, the rescuer owes a duty of care. So any advice in depth outside of that through the chair, I'll take that on notice and seek further advice. Amelia Lorentson 28:01.792
That would be great. Thank you very much. Frank Wilkie 28:04.739
Question, in a nutshell, you're recommending that SLSQ continue with the rollout, council don't get involved, but SLSQ is the appropriate body to fund the installation, the maintenance, the replacement and tack reliability associated with these promises. Clive 28:22.999
Now through the chair, council, that's correct. There they the peak coastal authority. They have the resources and the know-how and the people to monitor and take on the risk of this and that recommendation that I'm saying in there is option two. Talks to the fact of supporting them in their endeavours. Amelia Lorentson 28:50.220
I'm happy to move the recommendation. I'll speak just really quickly about this. So I started down this path over three and I actually looked at the date. There were two near drownings that shook our community. The first was at A-Bay. There was two near drownings, and I think what was most shocking about that, there was an off-guard Argentinian was an off-guard Argentinian lifeguard that went in to try to save the two that were caught in a very, very serious trip. She almost ended up drowning. And if it wasn't for the incredible efforts, and I mentioned it at the time, I'll mention it again. Incredible efforts of the Smale brothers. That afternoon could have really ended really differently for three people, including an off-guard Argentinian lifeguard. Soon after that, there was also another near drowning at North Sunshine Beach, where a lady... at the time he's back and said why aren't there any rescue tubes remote rescue tubes in these remote locations and that started the conversation at the time also I think when I approached council who met with SLSQ they had actually undertaken we asked them to undertake a safety audit and at the time SLSQ identified that rescue remote rescue tubes at the time were not a high priority but the surfing community and it was led by the Noosa World Surfing Reserve Board Riders Club we thought differently and that's what motivated me to put the notify motion out I am extremely I'm always about outcomes this is the perfect outcome we've got the correct people leading this they're not trials they're just rolling them out they've been rolled out all across the world in New South Wales and Queensland was lagging behind so in the last probably months we've seen them at Mark Kula and now rolled out throughout our own National Park and also the Surf Club so I'm looking forward to more getting rolled out to more getting rolled out and ideally with big camera beacons at some of our remote and more dangerous areas so thank you SLSQ and our surfing community and also the efforts of Noosa Council for making this happening and putting this on the agenda for SLSQ. I think an excellent outcome for our community. Brian Stockwell 31:56.040
I think the report and the investigation was really well done. I actually found it quite interesting that in that section earlier you dealt with the importance of buoyancy and flotation devices in the rescues and the fact that it reflects when I did my freshwater rescue competency. The first thing you should do is just have a bill noodle. But that's really important information in there for others who information in there for others who are around the water, but I think just the logical approach is that it's good to see that SLSQ has taken up the initiative and us as land managers have a higher level Tom Wegener 32:51.475
I support it. I agree with Amelia that this is a very good solution to the situation. I agree We're very fortunate. And it's a very well written report. Thank you for that. We really appreciate that, both sides and the alternatives and just really well balanced. I really appreciate that report. Thank you. All good? Brian Stockwell 33:17.600
Councillor Lorentson would you like to close? Councillor Lorentson: No, thank you. I'll put the motion those in favour. That's unanimous. Councillor Lorentson: Thank you, Clive. Thanks, Clive. So can we move on then to-- item 8.3, which is the planning application decided by Delegated Authority in December 2025. And we have the team working with us, who I presume is currently acting as the Manager of Development Control. Nadine 33:46.493
One day. Just for today. Afternoon everyone. This report is about the decisions that have been issued for the month of November that were approved and one refused under delegated authority. Thirty-six applications were determined by staff. Thirty-five were approved, one was refused. We had five MCUs, five building work. accessible against the planning scheme, one exemption certificate, ten operational works, one reconfiguration of a lot, four referral agency response and ten minor changes. The refusal was for a house down at Castaways Beach which exceeded at Castaways Beach, which exceeded site cover, which exceeded, was an extension to an existing approval. The extensions exceeded site cover and proposed structures, including a car lift within the setbacks. Are there any questions on that? That was my question. So thank you. Tom Wegener 34:55.914
Quick question. On 33 Seaview Terrace, Sunshine Beach, it notes, generally in accordance. When it says generally in accordance, what does that signify? Nadine 35:10.867
Okay, so when we approve a plan, we approve it generally in accordance. That means if there are slight changes. means if there are slight changes to it, there might be changes to window locations, the internal, you might move a room from this location to slightly over, the stairwell might extend slightly. So we look at those changes and if we consider it to be pretty consistent with with what we've approved we will issue a GIA and so that just means there's a note saying yeah these are slightly different to the approved plans but we consider them to be general and generally in accordance. If we consider that there is further assessment required such as if there's something that we need to check car parking numbers layouts, height, site cover, we won't issue a GIA. We'll make them do a change to that existing approval. Thank you. Brian Stockwell 36:07.471
I'm happy to leave. We have Councillor Lorentson seconded. Councillor Lorentson second it? Councillor Finzel, Councillor Lorentson, do you wish to say anything? Amelia Lorentson 36:14.585
No, thank you Nadine. Nice to see you. Anyone else? Brian Stockwell 36:19.125
I'll put the motion. All those in favour? Thank you. That's unanimous. We then move on to 8.4 which is Human Contracts Assessment Working Team Contracts Awards Under CEO Delegation and we'll have Acting Director Margaret Gatt. Margaret Gatt 36:47.167
Good afternoon councillors. Good afternoon. As you would be aware corporate services bring this report to councillors twice a year to give you an update on contracts that have been awarded under the delegation of the CEO. I'll hand over to our Manager Procurement and Contracts, Scott, to take us through the report and answer any questions you may have. Thank you. Scott 37:10.868
Through the Chair, as the report outlines we've had awarded by our CEO delegation during the period July one up to December 31st this year. The PCOR itself is convened including Acting Director of Corporate Services, myself and and Yonchi as well and we review the the proposals from the Evaluation Chair of the Project Managers based on a tender process or or another process that's undertaken in accordance with our procurement policy. including We review that before making a recommendation to the CEO for award under the CEO's financial delegation which is up to a million dollars and so for that period we've had four Thank you. Brian Stockwell 38:01.704
Do we have any questions? Amelia Lorentson 38:05.406
Can you confirm that the PCAWT process does not expand the CEO's delegation and it's simply an internal review step? Margaret Gatt 38:17.786
Through the chair can you repeat that that question please? Amelia Lorentson 38:20.707
In terms of this process, the existing, so the PCWAT is an advisory group and the delegation still remains with the CEO. Margaret Gatt 38:34.108
So the PCWAT sit there to do an evaluation or also have a look at the recommendations that come to us from the relevant project managers and we provide an extra level of governance as to the scoring and the assessment that is done by the relevant area. Through the chair that's correct. Amelia Lorentson 38:53.348
Of the business and then once we've done that independent governance assessment we then provide a report with recommendations to the CEO and in terms of contracts that come to a council meeting can you explain what criteria determines whether a contract comes straight to you or whether it comes to us through a council meeting? Margaret Gatt 39:17.829
Through the Chair there's quite a bit of variables in that response, would you like to talk to some of the detail on that? Scott 39:25.329
Sure, yeah through the Chair I think one of the baseline fundamentals for coming to council would be it's outside the CEO's delegation so the CEO's financial limit for entering contracts is a million dollars so that would automatically trigger a need to come to council to get that contract reviewed unless we came to council prior to get some sort of delegation change which you may recall we did that for the electricity contracts last year. In terms of whether In terms of whether it's a tender or whether it's a process undertaken under the exceptions under the regulations, it really is that financial delegation that would determine whether it could even come through the PCOR process and that obviously that delegation is captured within the CEO. Delegations. Thank you. Question. Jessica Phillips 40:15.607
Would you be able to explain to me how the preferred supplier list that we have come through a different reporting process over? over with the contract awards here. Specifically when I'm looking at the concrete solutions. I know it's probably a bit off track to what we're looking at. But when you have the... when you have the construction works for the footpath one that I'm looking at, did that, when that's being discussed, maybe just more for community, can you unpack it for me? Like I've never, I don't understand how it works, I think. there three suppliers, they come from our preferred supplier list, how does it work operationally, just so I can get my head around. Scott 41:09.082
So we, for that particular one that you're referring to, which is the footpath construction work package. that particular contract was established by our register of pre-qualified supplier list, which was, that was established by our public tender process. So once we established that list, by our public establish that list, by our public tender, we're then able to engage off that list for quotations to be able to get works completed. Jessica Phillips 41:37.596
Okay, so thank you. So then do we only look at our preferred supplier list when we've gone to that, through that process? don't look at like a more affordable option or is there, it's only the preferred supplier list that then is looked at for approval? Scott 41:56.413
So for that particular contract, that preferred supplier list or it's a register of pre-qualified suppliers is what we refer to them as? was specifically for the construction of pathways, kerb, channel drainage bits and associated works. So we went out to public tender to establish that list and then we would use that list to do the majority of those works across Council. It's not necessarily exclusive, that list, but generally necessarily exclusive, that list, but generally we would go to that list and we would see quotations for works to be undertaken. Margaret Gatt 42:28.208
Through the Chair, just to add to that, there are always exceptions, so there might be areas of the business that decide, for whatever reason, that they would like to expand the And then from a business perspective, external, wanting to do work for Council, I'm aware there's like a list or that gets published somewhere, doesn't it, and they can go, "Oh, I didn't, I wasn't successful, " and they find out why. Jessica Phillips 42:53.662
Didn't, I wasn't successful, and they find out why? Is that, or have, does that skip this, because this is only going through Pete? Scott 43:02.442
So, through the Chair, yeah, with the establishment of that list by a public tender, if anyone was unsuccessful, they would be able to obtain feedback as to why they were unsuccessful on not making that pre they were unsuccessful on not making that pre-qualified list. Jessica Phillips 43:14.972
Great. I think I'm getting my head around it. Thanks. Brian Stockwell 43:19.792
Happy to move it, Mr Chair. Moved by Councillor Wilkie. Seconded by Councillor Finzel. Frank Wilkie 43:25.232
Thank you for the report. This report publicly discloses all the large-sized contracts between $200,000 and $1 million, awarded under the CEO delegation. After independent review by the Procurement Contracts Assessment Working Team, this supports the principles of open government and ensures councillors and the public are informed even when the decisions are delegated. demonstrates strong governance and probity. The Peer Court provides an independent oversight mechanism for procurement activities, ensuring processes follow policy, legislation and fair evaluation standards. This protects council from risks and ensures defensible decisions. It ensures efficient contract awarding. By allowing certain contracts to be awarded outside standard council meeting cycles, the process reduces delays that could impact delivery of services and infrastructure to the community. And a tightening contract market speed of awarding is a competitive advantage. It also fulfils biannual reporting obligations. The report is required under council's updated procurement policy, which we all approved on June 30, 2025, to ensure visibility of procurement decisions made under delegated authority, with award attenders tenders displayed in the Council's foyer and on the website under procurement after awarding. The report covers four large size contracts awarded under CEO delegation between the 1st of July 2025 and the 31st of December 2025, all of which were independently reviewed through the procurement working team and I've satisfied myself they are on display. down in the foyer and they are on the website if you want to check. Thank you. Amelia Lorentson 45:13.542
Question through the Chair and it may have been raised at a recent workshop but I don't know whether it was answered but has the procurement contract assessment working team ever recommended that a contract not be awarded under delegation? Scott 45:36.620
I'd have to take that on notice. Yeah just out of curiosity. I believe the answer is yes but we would check that for you. Frank Wilkie 45:43.700
If I can if I can just I think the question that was asked was was a staff that came to council ever refused? Amelia Lorentson 45:55.447
Okay that's not my question. Okay that's okay I'm asking a different question. Does the working assessment group have a ever and since 2019 when contract that was recommended for approval 2019, When you established. Anyway, has the contract ever not been awarded or have you made a recommendation not to award a contract under delegation? Just again, out of curiosity. Margaret Gatt 46:21.338
Through the Chair, I could just make one brief response to that, Councillor Lorentson. In the last 12 months that I've been answer is no. But previous to the beginning of 2025, that may have happened and we'll find that information and bring it back to you. Thank you. It's not a lot of trouble. Amelia Lorentson 46:36.610
I'd appreciate that. Thank you. Larry Sengstock 46:38.590
Through the Chair as well, I can also say that the opposite happens. Sometimes it comes to me for the recommendation and I'll review send it back for further review or further questions. So it gives me a further ability to review and to ask questions and to make sure that it is of best value for the organisation. Thank you very much, Richard. We now move on to item 8.5, which is the monthly financial report for December. And the acting financial service manager, Zach Neesmere, is going to direct that. Welcome. Forward to you all, sir. Zach Neesmere 47:29.447
Thank you, and through the chair. So the report in front of you today is the December 2025 report, six months into the financial year, or half of our yearly data. There's no significant change to the previous commentary provided through our November 2025 report. Council's on track with As noted in the report itself, we are tracking ahead of budget from the net surplus position, 18.4 million versus 6.2 million, primarily driven by capital revenue that received during the year. And from an operating result, we're tracking here 3.6 million versus 6 million. The note that we're currently going through our budget review two processes, so submissions have closed for that. We're currently doing the machinations of that in ground and intend to have that brought in front of council during February 2026. I would like to draw some attention just to elements of the report in response to previous financial reports and questions taken from councillors. So on page four of the report you will find a breakdown reference to major employee benefits variances private branch. This conveys under overspend during the year following from previous questions related to where vacancy savings exist within the organisation. This will be incorporated as a much bigger piece of work which is a workforce planning exercise which has been covered in detail. previous financial financial report we just wanted to convey that as an initial working piece we are we are taking exercise behind the scenes with finance to get more detail as to what the vacancies relate to whether they are timing differences, FTAs and we will come back either through the Please note in that table there's reference to a $750,000 overspend as it relates to infrastructure planning design. This is likely primarily by the capitalisation of time and projects that need to be brought onto our successive register, so we believe it primarily is a timing difference that will largely account for itself during the financial year. Further on page 8, in reference to key metrics or total arrears, this provides a much more comprehensive breakdown as to our rate arrears, i.e. by age, within the policy thresholds which is our rates debt management policy as well and looks to convey further data which was taken on notice from Councillor Wilson as a question relating to the November 2025 report. On page 10 of the report what we've tried to do is we've actually added a subsequent section referred to as questions taken on notice in general committee this will become a standing item as we move forward. One to provide better transparency of sort of actual our response to questions but also to put them in a public. domain on a formal record so they're detailed in there. You will see some of them are updates of to be worked on because they are naturally as part of a much bigger exercise. But it should hopefully create a running record of all questions that remain with the finance team and provide better oversight. Just as one further point of clarification and will come up, there is one of the items that is tracking behind is our capital expenditure as it relates to. I just would to add there is some difference as noted in previous council meetings and Mayor Wilkie had a question around this in the last financial report around the difference between the financial report and the CWU or the Capital Works Executive Committee. Noting that reports, we are working on a larger exercise to consolidate them and bring them for consistency. Currently, the financial reports talk on an actual spend-to-date, which is how our financial reports are driven, where our CWU reporting actually looks to build in a number of light items in terms of commitments and where we're looking. So this is a bigger piece that we are working on directly with the infrastructure team. To bribe the caveat, we are To briar the caveat, we are onboarding three people within the finance team which are responsible for this side of the business, so it will be a working brief that we will continue to hold on the questions from councillors in terms of how we bring it back, but we are looking to consolidate it to make it a much more clear picture of reporting. So there is consistency from both sides of the organisation. That's me. I will be happy to take any questions. Brian Stockwell 52:00.303
Thank you. Just picking up on that point you're making about the lag in the capital works program. You mentioned that there's a lag between the financial status of a capital works program and the job completion Meaning a job can actually be completed but only an invoice paid for half the job, so according to financial reporting it can only be 50% complete. Could you just talk about how this work that's being done will give us a more accurate picture on how the capital works program is actually going to be monitored and understood? And also in terms of how multi... this assumes that the projects can be complete within a financial year. How will multi-year projects be rolled into this new way of reporting and any other measures that need to be taken into With a more nuanced reporting to give us a more... us and the community a more accurate picture of where the capital works program actually is at. Margaret Gatt 53:03.127
Through the chair, I can respond to that initially and then Zach can provide any more technical detail. There's a couple of questions in that, Mayor Wilkie. In terms of... we refer to it what internally is physically complete. A capital works project versus financially complete. So physically complete is the obvious that it's the asset has been constructed but sometimes there is a lag between getting the relevant financial information so that can be a whole range of detailed information as to, I'll just use a road as an example, the length of the road, how much material, how much, and the depth that we go to construct it, a whole lot of variables that go into that. We then look at unit rates, we look at then what the engineers say, the predicted useful life that that asset is, whether it be a building, a road, a bridge, a culvert, stormwater, and then that information has to be uploaded into our, and obviously that comes along along with our any invoices that are paid. All of that information combined together then goes towards updating our asset register. Once that asset register is updated then we consider it to be financially complete alongside that physically That then would take whatever balance, just for the purpose of explaining this, if you had a four million dollar project and two million million of that sat in the works in progress. It sits outside the balance sheet. It's sitting over there in works in progress. Let's say then it was financially complete, we had all the relevant information, updated the asset register, would come out of the WIP and it would go onto our balance sheet and increase the value of our So that's in real simple terms the reason why there's differences between your WIP and your balance sheet. There's also other reasons why things sit in WIP. It's whether something our asset accounting thresholds. We don't capitalise everything in our asset register. It has to sit above a certain threshold for it to get in there. So you might through the year as you asset have things sitting in the whip that will actually never get into the asset register because it sits below the financial threshold. Hopefully that explains it at a really high level. I'm happy to go into it. Zach Neesmere 55:29.945
Probably expand on there. In terms of the timing aspect of it, it actually does come down to invoicing. Obviously the teams on the ground are working throughout the year and it's a matter of when we physically receive the invoice that it will be recorded in the financial system. So as part of the capital works executive term ACWE what they do is they build the commitments Committee, CWE. What they do is they build the commitments profile which is where they see it progressing to the end of the year and what is committed and will be done. Our financial reporting doesn't build that in because it hasn't been spent to date and so that's a piece that we would like to expand on consolidating because when we report the information it's currently currently tracking at about 20% of actual spend but that doesn't take in the forward commitments that are delivered through program or through plans etc. So it's probably a maturity of aligning the two aspects of reporting together a little bit better to tell a more complete story to the end of the financial year as opposed to the year to spend. Frank Wilkie 56:21.526
And then that work would be helpful in giving an understanding of how much staffing levels are playing into the delivery of a program so you've got the major employee benefits variance. Variances by branch on page four. You mentioned civil operations underspent by $469,000. Is that two staff members? I'm just wondering could we how is understaffing affecting the capital works program, if at all? Zach Neesmere 57:02.817
So through the chair, I would be happy to answer the financial aspect of that. That probably sits within my delegation. Frank Wilkie 57:09.607
That two positions, Zac, or one? Zach Neesmere 57:11.967
So in terms of, happy to take that on notice, it will be part of the further workforce planning that we're looking to do. So it's part of BR2 as well, we're looking to investigate that vacancy saving with more detail as it relates to it, knowing that the current Director of Infrastructure Services isn't here Director of Infrastructure Services isn't here at the moment, so it is a piece of work we need to take away to provide that detail. A lot of that can sometimes be attributed to actual timing savings, vacancy savings, where you have someone resign and it takes a period of time. actually replace the wrong, but I'm happy to take that on those and put it as much more in the complete picture. We don't have that in the current... Just so we understand what it means. Thank you. Brian Stockwell 57:47.766
So, forward on that particular table, you've got... I don't think we have... Does that relate to our previous structure, or is it just sort of then for... Yes. Yes. Margaret Gatt 58:05.216
Through the chair, councillors, I do have some more information around the progress of the information around the progress of the capital works program that's not necessarily financially related, but I'm happy to... I'll wait for any specific questions for that and I'll respond to that. But that may... Well, how does that relate to the discussion we've just had, this information you have here? It does relate. I'm just being mindful of... Yeah. Amelia Lorentson 58:30.071
Councillor, did you have a question? I've got a few questions and maybe a follow-up and maybe something you can answer to where I think Mayor Wilkie was sort of heading. How do do we measure efficiency and productivity across all the departments, again, relative to the employee costs? Rather than, so to me is, you know, I've got a whole bunch of regards to, I loved what you did and thank you for including that part into the report, but whether we can have a little bit more details, I'd like to see how many employees under each department, how that compares to number of employees say over the last four years, maybe even five years, to understand whether we're getting efficiencies with increased numbers in staff. So again throw that for consideration. Margaret Gatt 59:28.065
As we briefly mentioned, and as I have spoken about to you before, we do have the workforce capability plan that, yes, is behind acknowledging that. And with our new manager, PNC, that's only been in the organisation about six weeks, that is the number one priority for that manager, and we'll be building a whole picture around how the organisation has moved, contracted, increased over the last couple of years so that we can get a better picture. a better picture to hopefully answer those questions that you're asking there. We wouldn't necessarily bring that whole piece of work into the monthly finance report, but it will form part of that, and it will be part of a workshop that we'll hold with the councillors around that. Amelia Lorentson 01:00:25.419
My question, my first couple of questions relates to the high surplus. Going back to the report, net surplus of 18.4 million, which is tracking above the projected net surplus of 6.2 million. My question is, is this question is, is this level of surplus intended or has it emerged unintentionally? Margaret Gatt 01:00:51.510
So through the Chair, that's Councillor Lorentson and thank you for your question. That's a timing of capital grant revenue, so it is a timing thing and it looks very conflated. It's as simple as that, it's a timing, it's a timing issue and when you when you ask the question is it intended, sometimes these things little bit difficult to predict in terms of when we will actually receive that capital grant revenue versus the expenditure of it in the capital grants project and therefore when we spend the capital that down on our cash so then it tells tells the community that we're spending we're spending the cash which is the rate rates revenue generated cash but also the capital grants revenue. Amelia Lorentson 01:01:33.855
Is there any way and again as part of the way and again as part of the financial reporting that we can have a bit of a breakdown in terms of the surplus? So how much in terms of grant that's not expended, how much of the surplus is the result of say deferred or cancelled projects, conservative forecasting? Under delivery of services, like just a breakdown of that, just so that anyone reading the report will understand it in a more complete context. Margaret Gatt 01:02:10.257
The Chair, the Director of Infrastructure Services has already committed to the Executive and I'm fairly certain it's been mentioned through the Capital Works Executive as well that looking at change in reporting so that we've got a better understanding of multi-year projects and the re-profiling of things so that they look more realistic as opposed to just a one year view. So that is coming to Council in the short term future. Zach Neesmere 01:02:41.764
To that point Sarah, just in regards to the financial report, this is kind of a composition of various attachments to the report so we do break it down by our operating result next year plus the drivers and then the attachment for does allude to the variances we should investigate but let me take on notice of how we probably draw a stronger link so it's more readily understandable that's the case. Amelia Lorentson 01:03:05.826
That's great and this is for my information and I don't know whether it's shared amongst the councillors but it would be really I think worthwhile for a workshop to understand how what is an acceptable level of surpluses and I think questions that always get raised in the community and now that we're sort of heading towards our budget deliberations is we're recording strong surpluses, are rate increases still necessary? So a workshop that just allows us to understand why surpluses exist and, you know, when surplus you know, when surplus funds should be returned back to the community. Just a deep dive into that would be beneficial for me anyway. Margaret Gatt 01:03:51.301
Through the Chair, thank you, Councillor Lorentson. As part of the 26-27 year budget deliberations, we will be having a workshop on that. And I think, and I have mentioned to you before, that I've commissioned Queensland Treasury Corporation, who are our funders and bankers. Yes. To conduct an external review of our surplus cash and debt levels. So that, excuse me, you have an independent view of that? Oh, I wasn't aware of that. That's great news. Thank you. I thought I had mentioned it. No, that's great news. That's okay. Yes. Yeah, that's coming very, between now and March. That will come, they'll present to you. Yes. Other questions? Amelia Lorentson 01:04:33.175
In terms of rate arrears, so we're, I think, down to outstanding rates, 7.3 million, which is 6.2..3 million, which is 62% of the base. And our current collection strategies, my understanding, is to reach the 5% target. Are we on track? Is that achievable? Margaret Gatt 01:05:00.646
Through the Chair, I'll let Zach answer that question. Zach Neesmere 01:05:03.945
So, through the Chair, to answer that question, 5% of the benchmark we're working through, which is the industry being smart for best practice, noting over time we want to go below that. So, I think you hear me, Peter, with the same answer, there's a cyclical cycle for rates that we... and following the July and January rates period, we'll see a spike, so effectively this is the best month to convey where our nominal rates really sit with December, with the January rates notices actually currently being sent out at the moment. So the 6.2% that is quoted there is notionally higher than the 5% benchmark. In terms of how we're addressing that, this was kind of the driving factor for looking to formalise our policy around rates collection and data revs. So we haven't hit the 5%... artificial threshold, but following the January rates period, we will look to formally engage around that. Rates, debt, charges, management... Rates and charges, debt, management and recovery policy. So the intent is, as soon as reasonably possible, we will be hitting those 5% thresholds as a guide, but over time we'll actually look to seek to get it lower than that. Does that answer your question? Amelia Lorentson 01:06:16.134
Okay. So the answer is yes Thank you, Zach. It does. And ideally, we'll be aiming at less than 5%. Agreed. Thank you very much. Frank Wilkie 01:06:30.395
Yeah, just to go back to, you opened opened the door before Director Gatt about more information about the capital works program. If it has relevance to the discussion, could you give us an indication of what it's about? Margaret Gatt 01:06:46.037
Yes, absolutely, through the Chair. I have some notes, so please patient because it's important that I convey all this relevant information. Whilst what is reported to you here at the Monthly Finance Report is that we're tracking around 20%, it should be noted that the average project progress is about 57% based on the December capital executive reporting with 25% of those projects over 90% complete. It is common for financials to lag actual project progress and this can be attributed to lower costs up front for planning and design with most costs being incurred towards the end of the project completion. So the current forecast capital expenditure expenditure for this financial year is approximately $50 million. Significant project re-profiling and reasons provided by project staff include the following: Doonan, Noosa, Villamundi Road landfill expansion of resource recovery area, carryover of $5 million to facilitate continued cost engineering exercises via the design phase. exercises via the design phase: Tewantin Doonella Bridge Renewal, carryover of a million dollars to facilitate extensive design review processes where utilities and finalisation of the design have delayed going to market. Sunshine Beach Noosa Aquatic Centre, 50 metre and 25 filtration system upgrade, carryover of a small $1.75 million to enable majority of the works to be undertaken in June /August of this calendar year to avoid the peak visitation period, which I'm sure you would understand that impacts our fee generating revenue unless we avoid that peak period. And so also delivery of the program, as I'm sure you can appreciate, Councillors, within the current financial year has been impacted by influence such as the enterprise agreement negotiations and the industrial action, staff turnover and vacancies, and also requirements for additional community consultation and also requirements for additional... cultural heritage consultation as well. Council staff are working hard to deliver great outcomes for the community and will prioritise value for money, quality, safety and community impacts through the delivery of the program. And the December capital works program provides a lot more detail around that. So I can just quickly explain some statistics that I've got here, but that are not contained within the monthly financial report. So $9.9 million expenditure today, which is 18% of the annual budget. There's 11.1 in commitments, so totalling 21.1 in commitments plus actuals. And there is a forecast that the full $50 million will is a forecast that the full $50 million will be spent by the end of the financial year. Of the 117 projects within the capital works program, the average project progress is 57%. 25% are over 90% complete and 50% are over 50%. Frank Wilkie 01:09:47.662
That's very relevant and gives some reassurance that projects are progressing. Is it possible to have that sort of information also included in the financial in terms of percentage in relation to capital? Yes, through the Chair. We can make an addendum to the monthly financial report. But as Zach has mentioned before, we're working closely with the infrastructure team in the design of that capital works program and how we're reporting on it to have a more consolidated and consistent that is consistent with the capital works executive report and also the monthly financial report. Margaret Gatt 01:10:25.097
So we're working to bring that together. Zach Neesmere 01:10:27.797
Just to expand on that, sorry, with the capital works executive there was a newly formed report I think that was only put into practice about October. November last year. So we are working to get that in as soon as reasonably possible. Jessica Phillips 01:10:41.383
Thank you. So when we talk about asset register, after all that information, thank you, when does it go on our asset register? Is it when it's completed through CWE or comes through our financial as completed? Margaret Gatt 01:10:58.523
Through the it doesn't go through to the capital works executive as financially complete. There is reporting that goes through to the capital works executive. There's a whole lot of metrics that get reported there, but it doesn't necessarily go down into specific details around this project. Is that physically completed versus financially complete? It doesn't go down to that detail. It would just report on completion most probably at the physically constructed completion. Jessica Phillips 01:11:29.642
And that's when it would go on the asset register? No, it's when it's financially complete. Okay, yeah, thank you. It's okay. Amelia Lorentson 01:11:36.802
Any other questions? Just, you mentioned the industrial dispute, the enterprise bargaining agreements. When are we to expect a report to come to council? I was expecting that now, soon. are we to expect that question to the CEO? Larry Sengstock 01:11:56.901
Yeah, sorry, we'll have to take that on notice and come back here with a date to do that. Thank you, yeah. These guys have been under the bump. I bet. We'll provide that as best, as soon as we possibly can. Thank you. Brian Stockwell 01:12:09.681
Moved by Councillor, seconded by Councillor Wilkie. Councillor. Jessica Phillips 01:12:14.361
I'm gonna keep this very brief. There's a, oh, it's not in this room, but there's a, spark values are somewhere, I'm not gonna talk about financial report, I'm gonna talk about culture in the organisation and in the time that both of you, Director Gatt and Zach have been here, you actually walked the walk. It is incredible to listen to you report here and be part of the workshops in the professionalism that you display. I think you set the standard of what I have actually been really proud to be part of, so thank you. Amelia Lorentson 01:12:55.043
Yeah, don't you raise the surface, only because it sort of stood out a little bit and it has been also been part of some conversation out in community. So firstly, do want to acknowledge and thank our finance team I think you guys do a really great job so in terms of the net surplus I think probably my only the only thing I sort of really want raise is that in terms of surplus that that translates into real benefits for our community and that we're using resources efficiently across staff services and material and in terms of continual improvement you know we made a commitment here as a council striving for excellence and to keep you know when we throw questions at you it's by no no means criticism, it's about challenging and getting the best out of this organisation and you know every report continually gets better so I just really want to thank you for that and helping us understand these reports. Thank you. Okay. Brian Stockwell 01:14:05.740
Do you wish to close Ms. Phillips? Frank Wilkie 01:14:08.440
I put motion. Those in favour? That's unanimous. That brings us to the close of the meeting then. Thank you all. Related Noosa Council Meetings
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