Capital Program 2026-2027 Delivery Status Report

Jessica Phillips0:00

Good morning everybody and welcome to the General Committee. It's day to the 10th of November 2026 and we are at county of Angus. Firstly I want to acknowledge the custodians of the Noosa area, the Kabi Kabi people, and pay respects to the elders, past, present and emerging. We are going to move on to confirmation the of minutes. General Committee and our attendants. Very everyone here? No apologies. Tom's not here. Of course he's not. Fun holidays. She's provided, of course. An apology. He's an apology. And everyone else is in attendance. So moving on to the confirmation of minutes from the 6th of October 2026. Can I remove us? I'll move it Madam Chair. Thank you. I pass the second. Councillor Wilkie and Councillor Finzel have seconded. All those in favour? Thank you. And that's carried. Moving on to the General Committee reports and we'll start with the reports for notary and the first one is the capital program 2026-27, the delivery status report. And we're going to have, oh, it's all team to the table, thanks. Laura, Mel and Kyrone. Thank you. We're going to hear the delivery report. So the executive summary. So the report provides a subject on Noosa Council's capital works program 2026-27 for Q1 of the financial year, excluding disaster reconstruction. The approved capital budget as per the budget for Q1 is 75 million. Actual expenditure at Q1 is 12.1 million, which represents 70% of the approved project, with a net of 18.7 commitments, representing a cumulative 30.9 million support for the safety of food project grant funding at the quarter is 18.6 million, with a Council contribution of 1.4 million to this project. Getting excluded disaster, with the cutterworks program, which represents a. Aboriginal and torres strait islander communities. Thank you. I'm going to start by asking someone to move the report from staff. Recommendation? Habit of move? I'll second that. And there will be a second at that. And any questions from the table? I think it's been moved and seconded. To vote for it. Oh, okay. I'm speaking. You. Questions or speaking too? To.

Frank Wilkie5:17

Look, it's a good start. So we're recording on the first day of the month of the year, off to a flying start. Mentioned that all but six of the 94 projects are underway in various stages of planning, design, procurement, delivery, handover one and completion. Of what are the major obstacles that you're facing with this completion of the capital works program? Toward completion of projects that have commenced or were you referring to the projects that have commenced? Generally, on an operational sense day-to what are the major obstacles you face? Yep. That you could possibly overcome? Karin could probably expand furthest on that one. Yeah, I think obviously acting in the position.

Through the Chair, Councillor, thanks very much for the question. In building a capital works program, it's always really important to have a look to the future. We've got a very large asset base in excess of a billion dollars worth of assets. We've got quite a well matured renewals program looking at our roads, our stormwater, our buildings and facilities. Um as right, there is growth that is coming. We've also got ageing assets. We've got assets that are starting to approach the end of their useful life, both as a structure, but also as part of their functionality to the community. That's not a risk. It's an opportunity for us to get ahead of the game. So in developing the 10 year capital works program, we'll be having a really good look at what assets are potentially posing a risk because they're starting to age to a point where they might fail, what are the new assets that might be required to service our community, either to cater for additional growth within the region, but also different requirements, different expectations, different functionality uses of particular buildings. And so in developing that 10 year program with a focus on the first year of delivery in 27/28, we'll start to highlight some of those opportunities that we need to start planning for, that we can start lining up for external state or Federal government grants, but also a conversation around what dollars. The Council might be needing to put aside, so that we've got the relevant and appropriate cash co-contribution to put towards those grants, so when they become available, we can take further advantage of them.

Absolutely. Through the Chair. It's a um it's fantastic you know, we don't just build infrastructure for the community because it's something that we like to do with the infrastructure that we are building is really well informed by a raft of documents, it's informed by the Corporate Plan, you know, the annual operational plan and our key strategic documents that are informed by a community engagement process. So that gives us a really good insight to what the priorities for the community are. It is then our challenge to work out, well, how do we prioritise and fund the delivery of capital projects in any given year? Council, something that I'm very keen to pursue with the team is to broaden the suite of metrics that we help report against the capital program. We report against a fairly fixed or static percentage delivery figure of I think there could be some benefit in exploring or having a look at what are the broader metrics that we use to promote and to give both ourselves as Councillors and the community confidence that we are on track with our delivery and the style and type of projects are the priority ones for our community that they expect us to deliver so that's something that we'll be working with and we'll bring through the Capital Works Executive as a First Point of discussion.