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A
B
B
A
Welcome
to
the
lifestyle
and
community
committee
meeting
part
of
the
802nd
round
councillors.
We
do
have
some
apologies
to
note.
If
I
could
have
someone
note,
the
apologies
of
councillor
caldwell
moved
councillor,
toza
seconded
councillor,
lecastro,
all
those
in
favor,
all
those
against
that
is
carried.
I've
also
received
the
apologies
of
councillor
gates.
Would
someone
like
to
move
that?
Those
apologies
be
noted.
Councillor
o'neill
seconded
councillor,
toza
councils,
I'll
similarly
put
that
to
a
vote,
all
those
in
favor
all
those
against
that
is
carried
councils.
A
We
have
nine
items,
but
also
a
few
general
business
items
to
deal
with
mopping
up
some
urgent
business
ahead
of
budget.
We
have
right
at
the
top,
of
course,
confirmation
of
minutes
and
conflict
of
interest
declarations
councils.
Just
on
declarations
with
any
that
we're
going
to
be
made
today,
no
okay,
so
we
will
not
deal
with
item
two
item.
Three
is
starred
item
four
is
starred,
I'm
happy
to
start
item.
A
Five
item:
seven
is
starred
councillors.
Did
you
have
any
questions
pertaining?
Sorry,
we
do
sorry,
we
carried
your
apologies.
Counselor
gates
thought
you
had
an
appointment
that
you,
oh.
A
A
I
am,
I
am.
I
understood
understood
that,
because
of
the
appointment
that
you
wouldn't
be
here,
sorry,
I'm
with
you
so
counselors
presently
we
would
then
propose
to
deal
with
item.
One
item.
Three
item.
Four
item:
five.
C
A
Yeah
item
five
item:
seven
as
starred
items,
there's
also
item
eight
and
item
nine.
Were
there
any
questions
pertaining
to
eight?
So
we
do
have
a
question
and
when
we
arrive
at
that
councillors
we
will
have
to
move
into
closed
and
make
a
specific
references
to
the
reasons
for
that
and
we
will
deal
separately
with
item
nine
and
then
we've
got
a
few
general
business
items.
A
A
C
A
Yes,
so
it's
merely
for
it's
a
process
issue
and
I'll
ultimately
be
happy
to
move
the
item.
But
counselors
would
someone
like
to
second
that
we
going
to
close
to
deal
with
yeah
and
it's
certainly
not
the
appointment
or
dismissal
of
the
chief
executive
officer,
industrial
relation
matters
or
what
have
you
it's
for
the
reason
that
you
shouldn't
have
one
hand:
okay,
so
two
cent
councils,
all
those
in
favor,
all
those
against
carried
all.
A
A
Blonde
confidential,
moved
by
councillor
toza
seconded
by
councillor,
o'neal
council,
so
I'll
put
that
to
a
vote
all
those
in
favor
all
those
against
that
is
carried
so
we're
back
in
open
session.
If
we
can
turn
streaming
on
great
great,
so
we've
taken
a
so
for
those
tuning
in
in
closed
session,
we've
considered
item
six
on
the
agenda,
which
deals
with
the
queensland
rail
positive
partnerships
program.
A
A
What
the
mayoral
safer
suburbs
identified
following
some
representations
I
made
on
behalf
of
my
community,
is
that
heavy
rail
infrastructure
is
not
being
maintained
to
the
same
high
standards
that
we
apply
to
our
own
city-controlled
infrastructure
and,
as
a
consequence,
there's
a
risk
of
graffiti
along
the
heavy
rail
corridor,
promoting
graffiti
in
the
nearby
residential
area
and
throughout
the
resident
at
the
nearby
local
road
network
by
the
state
government
getting
on
top
of
their
problem.
We
can
lower
some
of
the
costs
incurred
in
dealing
with
the
problem.
A
What
I'm
particularly
excited
about
with
our
suggestion
here
is
that
council
will
support
a
series
of
sites
along
the
heavy
rail
corridor
that
the
state
government
ought
to
step
up
and
better
maintain
but
most
importantly,
deliver
public
art,
and
I
think
there
can
be
nothing
better
than
visitors
to
our
city
or
even
commuters,
returning
home
arriving
through
the
gold
coast
and
being
presented
with
artwork
rather
than
a
dystopian
1980s
detroit
nightmare,
because
you
know
we
aspire
for
more
in
our
city.
It's
like
robocop
that
isn't,
but
but
but
that's
the
consequence
of
inaction.
A
Councillor
taser,
so
I
think
it's
sensible
and
it
allows
to
lobby
our
local
state
members
as
well
to
get
some
of
these
projects
up.
Council
tozer,
you've
seconded
that
council
has
any
speakers
against
no
I'll
put
that
motion
all
those
in
favor
all
those
against.
That's
carried
great.
Thank
you
councils
councils.
We
now
need
to
move
into
closed
session
to
deal
with
item
eight
and
item
nine
director.
I
understand
that
we
have
got
some
amended
wording
for
the
reason
for
coming
into
close.
A
A
Yep
director,
yes,
based
on
the
legal
advice,
we've
received,
okay
council
gates,
you're
happy
to
move
that
we're
going
to
close.
For
that
reason,
I
don't
have
a
second
to
counselor.
Toza
council
is
always
in
favor
all
those
against
if
we
can
make
doubly
sure
that
the
streaming
is
off
please
just
because
of
the
sensitive
nature
of
this
item.
A
Great
all
right,
all
right
councillors,
we've
dealt
with
two
items:
enclosed.
Of
course
we
can't
make.
A
We
can't
put
that
to
a
vote
formally
and
close,
so
we've
returned
to
open
for
this
purpose.
Item
eight
was
moved
by
councillor
o'neill
seconded
by
councillor
toza
councils.
Any
speakers
against
the
item,
no
counselor,
noting
that
it
is
a
confidential
item.
Is
there
anything
you'd
like
to
say
and
open
as
the
mover.
D
Thank
you
chair
I'd
just
like
to
say
that
I
appreciate
that
we're
taking
a
targeted
approach
to
this.
I
think
it's
required
and
I'm
quite
happy
to
support
the
recommendation.
A
Great
counselors
any
speakers
against
know.
That
being
the
case,
I'm
happy
to
put
that
to
a
vote
all
those
in
favor
all
those
gains
that
it's
carried
moving
to
item
nine,
which
again
is
a
confidential
item
council
or
castro.
Noting
that
it's
closed
but
also
that
we've
provided
some
detail
there
and
open.
Is
there
anything
you'd
like
to
share
as
the
mover
of
the
motion.
E
Not
only
just
to
say,
I
just
wanted
to
say
that
this
will
be.
E
And
I
would
like
to
thank
the
committee
for
their
support
to
refer
this
for
budget
deliberations
this
year,
to
give
it
some
serious
discussion
and
so
really
appreciate
your
support
in
that
to
to
get
in
on
the
table
and
talk
about
something.
A
Quite
often,
I
think
it's
very
easy
for
a
group.
That's
passionate
about
something
to
go
full
bore
if
they
don't
get
it
right
away
yet
quietly
constructively
and
using
an
evidence-based
approach.
I
think
there's
been
a
lot
of
good
advocacy
from
councillors
from
offices
and
the
community
and
numb
I
I
thought
I'd
just
pull
that
out
and
talk
to
it
specifically
to
address
point
four
which
which
acknowledges
the
the
petition
that
has
been
put
together
on
this
topic.
Council
gates.
F
Could
I
just
add
that
I
think
there
is
absolutely
strong
support
for
the
position
that
we've
reached
today
and
primarily
because
of
the
magnificent
job
that's
been
done
at
the
botanic
gardens
every
time
that
I
visit
it's
it's
more
magnificent,
so
it's
a
fabulous
asset
for
our
city
and
I
think
yeah.
We
need
to
get
people
there
a
little
a.
A
Little
more
often
to
experience
and
we'll
put
the
state
government
on
notice,
because
they've
got
a
role
to
play
on
bringing
people
through
the
front
door
too
councillors
I'll
put
that
to
a
vote
all
those
in
favor
all
those
against
that
is
carried
all
right
council's
just
a
few
general
business
items.
We've
got
a
collection
here
and
we've
got
including
from
the
mayor.
So
first
one
is
as
follows:
that
corp
this
is
from
me
by
the
way
that
corporate
communication,
capital,
c
capital
c.
A
A
No,
I'm
not
going
where
you
think
I
might
be
going
black
for
installation.
A
Yep
planted
in
city
open
spaces
and
reserves,
and
if
I've
got
a
second,
I'm
happy
to
explain
why
that's
important
seconded
counselor,
taiser.
A
So
we'll
we'll
fix
those
we'll
fix
those.
While
we
debate
look
long
story,
short
councils,
as
you
know,
lone
pine
loan,
l,
o
n
lone
pines-
are
one
of
the
most.
Let's
call
them
sacred
anzac
institutions
because
of
the
meaning
they
have.
A
You
know
in
schools,
at
war
memorials
and
in
places
in
our
community.
It's
one
of
the
the
most
common
ways
you
may
be
confronted
with
the
anzac
tradition.
Council
has
resolved
to
support
the
continual
planting
or
availability
of
lone
pines
throughout
our
city,
I'm
happy
to
say,
and
I
think
councillor
toza
will
agree.
The
one
elsie
laver
park
is
thriving.
A
Yep
well
at
the
at
the
very
least,
the
the
lone
pine
at
lone
pine
park
in
rovina
is
has
been
thriving
for
the
last
few
years.
A
But
what's
really
interesting,
councillors
is
that
there
is
no
standardized
plaque
that
we
can,
as
divisional
counsellors
have
put
alongside
the
lone
pine,
so
that
people
understand
what
it
is
that
they're
looking
at
I've
moved
this
motion,
because
amongst
rsl
clubs
nationally,
there
is
a
very
large
plaque
concerning
lone
pines
that
various
rsl
clubs
would
like
installed
and
they're,
not
necessarily
in
keeping
with
the
aesthetic
that
we've
established
in
our
own
local
parks.
A
So
the
purpose
of
this
general
business
item
is
to
ask
corporate
communication
to
develop
a
fitting
appropriately
scaled
interpretive
plaque
that
we
can,
as
divisional
counsellors
optionally,
put
alongside
those
lone
pines
which
are
planted
in
memory
of
our
veterans
rather
than
a
non-standardized.
Perhaps
not
an
adf
approved
plaque
that
we
may
have
requests
to
support.
A
A
A
A
Sure-
and
I
suppose,
like
I've
got
one
next
to
the
line
with
the
single
lone
pine.
That's
in
my
division.
I've
got
a
plaque.
In
fact,
that's
the
only
reason
why
I
knew
it
was
a
lone
pine
because
it
had
been
allowed
to
fall
over
and
neglect,
and
I
it's
because
I
saw
the
plaque
that
I
was
able
to
get
the
tree
sort
of
fixed
and
have
the
park
renamed
and
the
tree
supported.
So
it
was
because
of
the
park.
So
I
see
valley
in
the
park.
A
I
didn't
know
that
we've
got
a
general
disposition
to
not
having
parks.
If
that's
in
a
policy
I
don't
know,
but
I'm
what
I'm
finding
is
that
I'm
getting
the
requests
anyway.
A
E
Would
you
see
this
as
removing
the
ability
for
anything
other
than
the
standardized
plaque
to
be
attached
to
the
lone
pine,
because
I
know
that
my
rsl
is
currently
working
on
a
project
regarding
a
loan
pine
that
they
planted
several
years
ago?
But
it
came
ultimately
with
a
family
story.
It
was
gifted
to
the
rsl
and
it
comes
with
a
story
and
they're
they're
actually
interested
in
doing
a
plaque
project
with
the
support
of
the
federal
government.
E
So
would
you
see
this
as
just
being
an
option
so
that
you
could
take
it
off
off
the
shelf
but
not
eliminate
no.
F
A
May
3.
it'd
be
better
if,
to
my
mind,
if
there
was
a
comparable
or
equivalent
city
park
that
we
could
offer,
that
tells
the
same
story
perhaps
more
succinctly
as
an
alternative
and
and
that's
the
city's
default
option
for
signs
that
talk
only
to
the
history
of
the
lone
pines.
But
of
course,
if
we're
weaving
in
a
family
story,
I
wouldn't
imagine
that
that's
trapped
by
this
ocean
at
all,
but
council.
E
A
F
No,
no,
no
it.
I
just
express
a
little
concern
that
it
may
lead
the
way
to
requests
for
other
plaques
that
we
have
previously
not
considered
putting
in
our
parks
and
on
city
infrastructure
within
parkland.
A
A
A
Yeah
counselor
toza
yeah
all
right
director
specified.
A
Alongside
lone
pine
planted
in
city,
open
spaces
and
reserves,
so
let's,
instead
of
saying
planted,
let's
say
dedicated
that
way.
So
it's
not
everything!
So
if
there's
been
a
formal
dedication,
yep
next
director,
all
right
councils,
I'll
set
our
speakers
again
so
I'll
put
that
to
a
vote
all
those
in
favor
all
those
against
that
is
carried
all
right
director
have
you
received
a
copy
of
the
mess.
A
So
we'll
deal
with
the
mayor's.
This
is
to
do
with
the
sports
academy.
It's
next
time
it's
been
kicked.
Okay.
Last
one
we
need
to
mop
up
a
glaring
emission
or
emission
a
glaring
omission
in
our
corporate
plan,
which
identifies
the
need
to
look
after
people
but
has
no
related
strategy.
So
general
business
item
reads
as
follows:
that
council
acknowledges
there
is
a
gap
in
our
current
strategic
framework
to
deliver
the
people
theme
of
the
city's
corporate
plan,
a
lifestyle
strategy.
A
The
council
acknowledges
the
rapidly
changing
environment
impacting
our
community
and
the
resulting
need
to
provide
strategic
direction
on
how
to
protect
the
gold
coast
lifestyle
into
the
future.
The
council
note
that
livable
communities
are
a
core
concept
of
the
queensland
state
planning
policy
and
planning
and
designing
for
livable
communities,
offers
benefits
to
residences
businesses,
workers,
etc.
A
A
The
question
of
infrastructure
and
well,
the
question
of
infrastructure
primarily,
is
how
this
thought
began.
Percolating,
in
my
mind,
is
something
that
we
readily
apply
to
things
like
stormwater.
We
dealt
with
that
today
in
tni,
our
road
network.
A
Now
we
don't
need
to
do
this,
we
don't
need
to
do
it
and
the
director
will,
probably
you
know,
probably
make
a
skin
call.
When
I
say
we
don't
need
to
do
it,
but
we
ought
to
do
it
because
our
corporate
plan
says
that
there
are
three
themes
that
are
important
to
the
gold
coast
community
that
are
important
to
the
work
of
the
council
or
should
be
and
presently
for
historic
reasons.
A
We
do
not
deal
with
our
community
and
our
lifestyle
from
a
strategic
point
of
view,
and
I
think
it's
quite
sensible
for
us
to
look
at
whether
this
is
feasible
rather
than
endorse,
complete
delivery.
But
we
can
only
do
that
if
we
have
a
look
at
the
gaps
in
our
corporate
plan.
Have
a
look
at
the
gaps
in
our
algebra?
Have
a
look
at
the
gaps
in
our
you
know:
public
toilet
program.
A
It
is
we
need
to
do
the
work
of
feasibility
over
the
next
12
months
to
understand
what
the
gaps
are,
because
if
we
don't
have
an
understanding
of
what
the
gaps
are,
we
won't
know
whether
we
need
a
strategy
and
if
we
need
a
strategy,
we
ought
to
do
it
because
the
corporate
plan
compels
us
to
do
it
in
the
same
way.
It
compels
us
to
do
things
like
deliver
a
transport
strategy,
a
solid
waste
strategy,
and
I
could
go
on
that.
That's
my
pitch.
A
F
F
Our
whole
city
structure
is
about
serving
the
people
that
that
live
within
the
gold
coast,
so
I
think
just
don't
see
how
this
will
align
with
all
of
our
other
strategies
in
and
how
you
will
make
it
align
in
terms
of
the
planning
and
the
regulation
that
we
must
comply
with
through
our
city
plan,
which
falls
underneath
the
seq
plan,
and
I
I
really
can't
understand
why
this
needs
to
be
done,
because
every
decision
we
make
is
about
the
people
that
live
in
this
city,
about
service
to
them.
C
A
Duplicating
anything
that
any
other
existing
strategy
deals
with:
it's
not
competition
to
a
planning
scheme.
It's
not
a
competition
to
a
draft,
solid
waste.
Sorry,
a
solid
waste
strategy.
It's
not
competition
to
what
other
recent
strategy
if
we
adopted,
but
but
no
doubt
we
have
one,
it's
not
competition.
A
C
A
Is
delivering
a
strategy
that
does
not
presently
exist
because
we
have
not
at
least
to
my
understanding-
and
I
know,
you've
been
here
longer.
We
do
not
have
a
holistic
view
on
the
sorts
of
services
that
we
need
to
be
delivering
through
particular
physical
locations.
To
address
the
livability
question.
A
We
don't
have
that
instead,
to
my
mind,
what
we
have
are
ad
hoc
projects
that
come
up.
Let's
take
the
pcyc
that
was
formerly
in
my
patch,
for
example,
ad
hoc
projects
that
come
up
without
any
guidance.
F
It
was
all
scaled
out
on
a
big
a3
document
and
I
still
have
a
copy
in
my
office,
which
highlighted
all
of
the
social
infrastructure
and
the
years
at
which
it
was
proposed,
it
might
be
delivered
counselors
in
the
conduct
of
their
role,
have
had
support
from
their
colleagues
to
bring
forward
projects
at
their
own
discretion.
I
mean
the
pacific
pines
community
center
was
one
that
council
that
the
former
councillor
gilmore
just
plucked
out
of
nowhere
and
put
it
forward.
F
It
had
never
been
on
a
forward
planning
list,
but
in
supporting
our
colleagues
we
have
she
committed
divisional
funding,
and
I
agree
from
that
perspective.
F
The
whole
of
city
costs
associated
with
putting
a
project
in
that
has
not
been
anticipated
are
never
taken
into
account.
I
think
it
came
from
a
general
business
item,
so
you
know
projects
like
that.
I
agree
need
more
investigation,
but
I
don't.
I
don't
think
that
this,
it's
not
a
competition
that
I'm
looking
at
between
developing
a
people
plan.
A
Can
be
so,
let
me
provide
some
further
clarity
to
my
understanding.
A
It
was
deliberate,
sorry
because
it
does
not
have
it
does
not
belong
to
a
strategy
in
the
same
way
that
our
active
transport
plan
belongs
to.
Our
transport
strategy
belongs
to
our
corporate
plan.
So
it's
an
orphan
in
the
sense
that
there
is
no
strategy
which
said
that
this
was
an
important
bit
of
work
to
do
sorry,
council
gates,
so
it's
an
orphan
because
it
does
not
fall
out
of
a
strategy.
A
A
A
A
I'm
just
presenting
you
an
opportunity
to
deal
with
issues
like
accessibility,
disability,
culture,
music,
libraries,
all
that
sort
of
stuff
that
we're
already
doing,
I'm
just
providing
you
an
opportunity
to
provide
some
order
to
it,
so
that
we
can
prioritize
the
things
that
we
want
in
and
out
and
in
my
to
my
way
of
thinking,
deal
with
social
infrastructure.
In
the
same
way
we
deal
with
built
infrastructure.
A
Now
these
are
my
two
thoughts
councillor.
Castro
has
been
gracious
enough
to
second
by
motion.
If
there's
no
support
for
it,
that's
fine,
I'm
I'm
very
comfortable
with
that.
But
my
view
is
that
if
we
have
a
corporate
plan-
and
the
community
tells
us,
through
the
consultation
process
on
the
corporate
plan,
that
these
things
are
important,
we
need
to
make
sure
that
we're
dealing
equitably
across
all
of
those
networks.
Can
I
ask
some
questions.
A
Go
to
counsellor,
hamel
and
and
counselor.
E
Mr
I'm
wondering
with
the
corporate
plan,
if
there
was
a
part
of
that
plan
that
we
weren't
on
track
to
deliver
that
normally
gets
picked
up
through
the
risk
committee
or
something
like
that
would
be
one
of
those
audit
processes
that
it
would
have
been
a
letter
there.
So
is
this:
how
we
came
to
this
that
a
separate
committee
or
separate
groups
detected
that
we're
not
on
track
to
complete
a
part
of
the
corporate.
A
A
Yeah,
there's
no
10
000
sort
of
10
000
foot
view
to
say
that
here
are
the
pressures.
Here
are
the
opportunities
and
through
this
feasibility
process,
let's
look
at
rationalizing
what
we
already
have
getting
rid
of
what's
old
and
doesn't
work
and
plugging
the
gap.
So
the
culture
strategy
for
me
is
a
good
place
to
start,
because
we
now
have
an
outdoor
stage.
We
now
have
a
gallery.
E
Mr
chair,
just
to
pick
up
at
one
point,
you
raised
that
it
is
something
that
we're
touching
on
from
time
to
time
from
different
areas.
So
I
was
wondering,
maybe
with
you
to
the
director.
Is
this
you're
obviously
saying
that
you
don't
have
the
existing
resources
to
be
able
to
do
this
from
your
current
budget,
that
it
needs
a
new
position
and
a
new
budget
to
do
this?.
B
So
through
the
chat-
yes,
that's
right,
so
I
think
you
know
with
the
only
director
that
doesn't
have
this
overarching
strategy.
It's
absolutely
essential
in
my
mind
as
well
that
we
have
this.
So
we
know
we've
got
a
community,
that's
changing!
You
know
we
need
to
look
at
our
changing
community.
Look
at
the
profile.
You
know,
disability,
aging,
youth.
You
know
all
the
different
needs
of
our
community
and
make
sure
that
a
the
community
knows
where
we're
heading
as
a
directorate
but
b
to
understand
exactly
what
does
our
community
look
like
in
the
future?
B
B
Regional
center
do
we
need
a
pop-up
center?
Do
we
need
a
vending
machine
or
a
library
like?
What
do
we
need?
This
sort
of
strategy
would
map
that
out
and
we
all
agree.
This
is
where
we're
heading
for
the
future.
You
know.
So
this
is
a
big
gap
for
us
and
we
need
that
direction.
We
need
that
strategy.
We
need
to
hang
and,
as
council
versta
said,
like
the
a
cap,
the
access
and
inclusion
plan,
we
end
up
doing
that
because
we
should
have
come
out
of
the
strategy.
B
The
strategy
said
we're
going
to
make
the
city
more
accessible,
and
these
are
the
standards
we're
setting
for
ourselves,
or
this
is
the
direction
we're
heading
in
and
the
a-cap
would
have
come
out
of
that
we
were
so
desperate
to
do
the
a-cap.
We
went
ahead
and
did
it,
but
ideally
that's
what
that
plan
should
have
taken
us
in
the
direction
it
should.
You
know
it's
absolutely
a
big
gap
for
us
and
absolutely
needs
to
show
us
where
we're
going,
what
standards
we
want
to
set
and
what
the
gaps
are
for
our
future.
A
E
F
B
So
through
the
chair,
so
that
strategy
will
also
tell
us
what
we're
not
going
to
do.
You
know
what
and
what
is
not
the
direction
of
this
council
and
what
we're
not
going
to
provide
so
there's
actually
no
resource
to
do
this
strategy,
which
is
why
it's
so
important
for
us
to
spell
this
out.
It
is
something
that
obviously
we
can.
A
A
Is
it
primarily
advocacy
or
is
it
service
provision?
I
mean
if
we
had
a
strategy
that
set
out
our
role
in
this
city
in
the
sphere,
to
my
mind,
we
could
have
either
dealt
with
it
before
it
got
too
bad,
or
we
could
have
had
clarity
about
council's
position,
but
it's
another
example
of
where
a
policy
had
to
be
dealt
with
reactively
rather
than
with
the
clarity
of
objective
assessment
council,
hamilton,
council
gates.
E
Mr
chair,
I'm
just
wondering
in
regards
to
the
feasibility
study,
is
that
an
external
consultant
that
does
that
kind
of
work
not
being
familiar
with
this
kind
of
thing
at
all.
But
what
who
kind
of
does
that
and
what
might
look
like?
What
would
what
could
possibly
come
back
to
us?
What
would
it
look
like.
B
So
through
the
chair,
that
would
be
an
external
consultant
that
would
do
it
for
us.
They'd,
look
at
our
scorecard
in
terms
of
actually
looking
at
what
our
population
looks
like
and
how
the
population
will
look
for
the
future
and
they'll
help
map
us
out
in
terms
of
what
we're
going
to
do
and
where
we're
going
to
go
in
that
sense
and
give
us
advice
on
that.
E
And
sorry,
mr
check,
any
idea
if
it
was
successful
to
get
through
committee
then
get
through
full
council
and
got
through
budget
process
like
a
timeline
on
that
kind
of
that
kind
of
study
like
it
seems
the
more
I
think
about
it.
The
more
things
that
are
thrown
up.
It
seems
like
a
fairly
significant
piece
of
work
to
put
together
so.
E
A
A
But
if
I
didn't
honestly
I
mean
you
know
what
I'm
like.
You
see
me
at
committee
and
you
know
doing
the
eligible
workshop
and
all
the
rest,
if
I
legitimately
did
not
think
that
there
is
a
governance
risk
and
value
in
pursuing
this,
I
wouldn't
be
putting
it
up,
I'm
happy
to
lose
the
vote,
I'm
absolutely
happy
to
lose
the
vote,
but
but
I
appreciate
having
the
debate
at
least
councillor
toza.
E
My
my
first
question
relates
to
the
origin
of
this
is:
is
your
identifying?
This
is
not
because
you
prefaced
this
item
by
saying
it
was
the
mayor's.
A
No,
the
mayor's
related
to
this
different
one.
It's
like
some
sports
training
academy
that
he
wanted
to
support
financially.
Okay,
cool.
E
E
And
so
you
know,
I'm
I'm
relatively
familiar
with
the
corporate
plan,
but
I'm
just
familiarizing
re-familiarizing
myself
with
it.
Now
it
talks
about
3.1
to
3.6.
Our
city
is
safe,
we're
proud
of
our
city.
Our
community
is
inclusive
and
supportive.
Our
city
embraces
culture.
Every
day
our
city
provides
a
wide
range
of
job
opportunities
and
we're
an
active
and
healthy
community
they're
the
they're,
the
six
elements
of
our
current
people
arm,
yes
and
it.
E
What
I
can
recall
is
a
fairly
strict
action
plan
already
or
a
strategy
in
place,
and
the
city
is
safe.
We
have,
we
have
elements
of
what
we
already
do
that
relate
to
keeping
our
city
safe.
E
Our
pride
is
done
by
corp
comms
through
that
rep
track
work
that
that
internal
and
external
perceptions
of
the
city,
the
inclusive
and
sporties,
is-
is
done
by
the
accessible
and
inclusive
city
action
plan,
the
cultural
strategies
covered
by
the
embracing
culture
every
day.
The
wide
job
range
of
job
opportunities
is
covered
by
the
economic
development
strategy
and
the
active
and
healthy
community
is,
is
probably
I
mean
I
would
suggest
it's
probably
covered
by
the
active
and
healthy
program.
E
E
A
E
D
A
This
is
sorry
I
apologize
for
putting
on
the
spot,
how
many
offices
do
we
have
that
deal
with
the
multicultural
economies?
How
many
multicultural
communities
right.
B
A
A
54
and
we've
got
half
a
position
now
there
may
be
plans
and
there
may
be
strategies
and
there
might
be
pro
sorry,
there
may
be
plans
and
there
may
be
programs
and
there
may
be
initiatives
and
there
may
be
partnerships,
but
it
doesn't
mean
that
we
are
properly
looking
at
our
communities
needs
and
prioritizing
how
we
respond
to
those
needs.
And
it's
not.
It's
not
a
question
of
throwing
more
money
at
the
problem.
A
E
A
D
A
C
A
A
E
Yeah-
and
I
hear
what
you're
saying
I
actually
think
this
is
a
resourcing
issue.
I
think
we
actually
have
identified
shortcomings
in
our
resourcing,
particularly
labor,
resourcing
for
activities
with
the
community
services
department,
and
we
actually
know
where
those
gaps
are
where
those
shortfalls
are.
I
don't
know
you
know
if
for
us
to
spend
150
000
on
a
feasibility
study
for
a
lifestyle
strategy,
I
think
would
be
better
spent
on
us
actually
assessing
and
determining
very
clearly
where
there
are
gaps
and
actually
resourcing
those
gaps.
So
we
can
actually
deliver
better
services
to
our
residents.
E
A
A
A
E
A
D
D
But
I
like
the
idea-
and
I
kind
of
got
the
impression
from
the
director
that
when
council
toza
was
saying
that
we
know
and
we
can
allocate
it,
that's
not
your
experience,
that's
not
what
you
think.
You
don't
think.
We
know
right
now.
D
Yeah,
so
I
would
imagine
that
people
is
going
to
be
pretty
fundamental
to
what
we
do
and
I'm
I'm
supportive,
but
I
don't
have
a
vote
so
I'll
leave.
It.
F
I
I
would
be
comfortable
on
asking
for
a
report
which
outlined
what
the
director's
speaking
of
I'm
not
comfortable
in
allocating
150
000
dollars
today
into
the
draft
budget.
I
think
the
mayor's.
I
would
prefer
that
it
be
that
this
issue
be
referred
to
full
council
for
discussion
and
for
the
mayor
to
have
input
into
how
he
would
like
to
see
this
progress.
F
I
I
just
don't
believe,
there's
a
gap
in
our
corporate
plan.
We've
been
it's
been
an
award-winning
corporate
plan
over
and
over,
and
I
don't
believe,
there's
a
gap.
I
think
we
do.
What
we
do
is
about
people
every
step
of
the
way
it's
about
people
so
because
there's
not
a
little
box
that
everything
falls
from.
I
don't
think
that's
the
important
thing
I
tend
to
agree
with
councillor
toza.
F
I
would
rather
put
some
funding
into
additional
resources
if
you're
short
and
and
give
the
managers
a
task
of
bringing
together
their
vision
for
what
they
believe
might
be
necessary
and
if
we
haven't
got
the
people
to
do
that.
I
see
at
this
point
in
time.
I
I
would
have
hoped
that,
through
your
leadership
team,
those
people
would
already
exist
to
give
us
guidance.
A
Here
demonstrate
phenomenal
leadership.
A
I
feel
as
though,
when
we
did
when
we
set
a
strategy,
what
we
do
as
a
council
is
to
provide
reliable
direction
for
our
managers
and
all
of
their
staff
to
pull
in
the
same
direction
rather
than
attempting
individually
and
within
business
teams,
to
reconcile
what
they
believe
may
be.
The
disposition
of
the
council
with
the
needs
of
the
community
as
they
presented
to
them
because
of
complaint
or
as
issue
emerges.
A
The
homelessness
issue
well
and
truly,
I
think,
illustrates,
illustrates
the
point.
We
didn't
have
a
defined
approach
to
dealing
with
the
issue
of
homelessness
in
the
city.
We
did
not
have
it,
so
it
wasn't
a
question
of
resourcing.
It
was
a
question
we
didn't
know
what
our
involvement
was
and
what
we
should
be
doing
in
the
space
and
that's
what
the
strategy,
in
my
view,
attempts
to
distill.
A
A
A
What
does
that
look
like?
But
as
far
as
infrastructure
is
concerned,
all
the
strategy
would
merely
point
to
is
help
inform
our
and
our
understanding
of
what
a
good
desired
service
standard
should
be,
and
it
will
be
for
planning,
and
it
will
be
for
other
directorates
to
enliven
these
things
in
the
same
way,
absurdly,
that
transport
and
infrastructure
are
involved
in
the
delivery
of
the
council
cab
service,
which
is
about
assisting
more
senior
members
of
our
community
to
access
medical
appointments
and
go
shopping.
A
You
see
there
is
always
cross-directorate
play
anyway.
I'm
happy
for
this
to
be
lost
today,
because
for
me
it
it's
a
conversation
that
needs
to
be
had
and
either
the
view
is
business,
as
usual
is
fine
or
the
view
is
that
we
we
can
and
should
elevate
community,
but
at
least
let's
make
the
decision
so
that
officers
know
what
their
role
is.
A
E
So
clearly
I
don't
have
a
vote
here
so,
but
if
I
just
have,
I
actually
don't
think
it
needs
to
be
lost
today.
I
just
to
me
it
it's
a
little
bit
out
of
the
box.
It
hasn't
necessarily
been
discussed
and
I
I
think
that
the
five
should
be
tweaked
and
modified
to
basically
package
it
off
to
a
special
budget
committee
for
a
further
discussion
and
and
ultimately
give
the
director
an
opportunity
to
advocate
why
she
thinks
it.
It
may
very
well
be
important
to
help
tie
everything
together.
E
I
suppose,
on
we
had
a
meeting
this
morning
where
it
was
discussed
about
it
being
the
end
of
the
world
of
palm
beach,
because
public
transport
was
being
delivered,
and
that's
me
saying
that
in
shorthand
and
you
you
said
the
opposite
to
that,
in
fact
that
we're
building
a
city
when
we
actually
start
delivering
things
and
likewise
in
regards
to
some
of
the
emotive
wording
around
protecting
our
lifestyle.
And
all
of
that-
and
I
know
you
love
it,
but
but
what's
it
how
to
protect
the
gold
coast,
lifestyle
yeah.
E
E
So
I
would
be
supportive
of
this
if
it
didn't
actually
read
ultimately
like
a
horoscope
that
you
could
read
anything
into
it
and
it
was
actually
really
clear
as
to
what
we're
not
responsible
for,
because
I
think
that's
the
rabbit
hole.
We
forever
fall
down.
So
we
we,
whether
or
not
it's
policing
or
hooning
or
homelessness
a
whole
heap
of
responsibilities
that
aren't
necessarily
out
so
this
spending
150
000
helps
define
what
we're
actually
not
responsible
for.
I
could
see.
E
I
could
see
the
need
to
support
it
right,
but
I
I
don't
can't
support
it.
I
wouldn't
support
a
document
that
ended
up
being
able
to
be
read
whatever
you
want
into
it,
and
we've
got
a
transport
strategy
where
people
can
read
a
whole
lot
of
stuff
into
it,
and
suddenly
you
end
up
with
some
massive
projects
that
just
kind
of
turn
up,
because
they
might
have
been
mentioned
on
page
73.
E
You
know
as
a
one-liner
and
and
a
whole
story
gets
built
around
that,
so
I
know
that
I've
gone
in
a
random
walk,
but
I
think
I
think
you
need
to
tweak
five.
You
know
and
and
it's
about
what
what
we
don't
aren't
gonna
deliver,
because
we
only
get
three
percent
of
the
funding
pile
and
our
state
and
federal
guys
get
everything
else
right.
A
E
A
A
I
really
want
to
make
the
very
clear
point
that
our
corporate
plan
is
about
lifestyle,
and
yet
we
don't
have
a
lifestyle
strategy
so
to
the
extent
that
our
vision
statement
is
lifestyle,
I
think
we
need
to
be
in
the
space.
Do
we
need
to
be
in
policing?
No,
but
anyway,
I'm
happy
to
remove
three.
If
councillor
cash
on,
you
know,
you've
seconded
it
for
the
purposes
of
debate,
are
you
happy
for
three
to
go?
A
D
A
Questions
were
really
around
the
funding
because
it
it
sounds
to
me
as
if
there
is
and.
B
So
through
the
chairs,
as
I
was
saying
before,
there's
a
lot
of
work-
that's
been
done
in
this
space,
so
this
is
really
someone
pulling
all
of
that
together.
Looking
at
the
latest
data
and
actually
writing
the
strategy
for
us,
but
we
can
bring
back
a
report
and
give
people
more
detail.
We
can
you
know
talk
about
this
at
another
time
if
people
want
to
talk
individually
to
me,
but
I
think
you
know
there's
a
lot
more
detail
that
we
can
outline
for
you
as
well.
A
E
A
No
because
I
don't
think
we'll
have
the
window,
not
as
the
mover
of
the
motion.
I
don't
think
that
there's
the
the
buy-in
to
deal
with
this
in
any
other
way
than
babysit
by
baby
step
and
I'd
rather
the
director
take
on
board
a
lot
of
the
feedback.
That's
been
had
to
get
a
better
sense
of
how
long
it
might
take
in
order
to
answer
some
of
these
early
questions
to
the
satisfaction
of
the
committee.
Counseling.
D
Thanks
chair
look
since
I've
been
a
counsellor,
I
have
to
say
when
I
first
got
into
council,
I
was
terribly
impressed
with
the
services
that
the
city
you
know
offer
to
its
residents
above
and
beyond,
roads
rates
and
rubbish
and
all
that
stuff
honestly,
the
the
some
of
the
programs
that
are
offered
don't
get
offered
in
other
councils,
and
that's
quite
evident.
D
D
I
think
we
are
in
in
a
lot
of
space
where
we
shouldn't
be,
and
homelessness
is
one
of
them
that
we've
been
that's,
been
forced
on
us
and
we're
in
there,
and
we
have
to
accept
it
and
I
and
I
it's
fantastic.
I
think
the
steps
we've
taken
to
date
and
that
could
be
part
of
what
forms
part
of
the
the
strategy,
but
I
think
to
date
it's
been
very
impressive.
D
I
think.
What's
unimpressive
is
that
we
as
much
as
corp
comes
and-
and
we
have
all
these
programs
that
we
put
out
there-
it's
not
recognized
enough
by
the
residents-
how
much
is
done
above
and
beyond,
all
the
all
the
basic
stuff,
and
I
think
it's
pretty
impressive.
So
if
having
a
strategy
brings
that
out,
even
if
that's
all
that
happens,
that
it
does
bring
that
out
and
people
know
what
what's
happening
in
the
city
for
them.
D
A
And
sorry,
I
heard
some
murmurings
about
protecting
our
lifestyle,
as
if
this
was
some
kind
of
election
inspired
trope,
but
just
to
make
a
point,
we've
got
a
transport
strategy
and
the
current
version
of
the
transport
strategy
on
page
41,
which
includes
which
is
just
after
the
mayor's
the
mayor's
forward.
So
this
now
deals
with
the
officer
parlance
in
paragraph
two.
It
says
here
getting
transport
right.
Sorry,
getting
transport
right
is
essential
to
protecting
our
gold
coast.
Lifestyle.
A
A
The
reason
why
we're
talking
about
lifestyle
is
because
the
corporate
plan
talks
about
lifestyle.
Our
committee
is
called
the
lifestyle
and
community
committee
and
the
directorate
is
the
lifestyle
and
community
committee.
So
there's
no
funny
election
slogan
business
going
on
here,
because
that
was
raised
repeatedly.
It's
actually
core
business
of
council
and
I
think
it's
it's
an
obvious
place
to
start
by
naming
a
strategy
or
aligning
the
name
of
a
strategy
with
the
name
of
a
directorate
council,
belgium.
C
Thanks
chair,
I
think
it's
important
to
protect
our
lifestyle
as
well.
Most
of
the
points
you'd
most
the
points
you'd
raised,
I
think,
are
what
we're
here
for
people
want
to
live
on
the
coast
because
of
our
lifestyle.
But
is
this
the
motion
as
it
stands
now
that
you're
proposing
yep?
Okay,
because
initially
I
was
questioning
what
what
we
would
get
for
150
000,
but
then
I
guess
my
question
now
is
for
a
lifestyle
strategy.
C
So
this
is
sorry
feasibility
study,
but
I
mean
it's
determined:
it's
feasible.
We
want
to
make
a
lifestyle
strategy.
We
then
decide
to
fund
and
create
a
lifestyle
strategy.
What
changes
in
the
operation
of
the
council
with
when
we
have
a
lifestyle
strategy?
What
are
we
hoping?
This
long-term
vision
will
achieve.
C
A
What
we
hope
to
achieve
is
captured
there.
Our
strategy
then
talks
to
how
are
we
going
to
achieve
these
aspirational
targets?
How
are
we
going
to
do
it?
The
strategy
will
tell
us
what
our
areas
of
focus
need
to
be
and,
as
our
areas
of
focus
slip
from
high
priority
to
low
priority,
then
we
have
clarity
around
whether
it's
core
business
for
us,
or
rather
an
advocacy,
sorry
partnership
and
then
advocacy
spectrum.
A
D
A
Meet
our
community
expectation,
for
example,
animal
management,
for
me
is
a
you
know,
like
our
approach
to
local
constant
yeah
right
is
of
a
concern
to
me
right,
because,
if
you're
not
enforcing
the
rules
that
we
have,
then
we
cause
all
sorts
of
amenity
issues
and
amenity
issues
become
lifestyle
issues.
So
a
strategy
may
have
impacts
on
the
way
we
handle
those
enforcement
things
right.
A
The
way
we
resource
our
offices,
the
lobbying
for
legislative
change,
so
that
we
can
compel
you
know
dog
walkers
to
identify
themselves
if
their
dogs
have,
you
know,
been
involved
in
an
attack.
All
this
all
those
sorts
of
things
will
fall
out
operationally
by
deciding
on
what
the
priorities
are,
which
will
have
clarity
once
we
look
at
the
have
a
strategy,
I.
C
Guess
that's
just
the
part
that
I'm
still
missing
so
the
long-term
vision
for
the
city
is
the
corporate
plan
which
is
stepped
out
and
that's
the
key
points
we
want
to
deliver
as
a
city.
That's
from,
I
guess,
not
understanding
what
a
strategy
achieves
in
the
sense
we're
still
elected
to
represent
community
in
the
city
and
the
offices.
C
The
most
issues
you
were
raising,
I
thought,
was
still
the
day-to-day
operation
of
council
and
I
thought
those
things
should
be
happening
with
or
without.
A
So
as
a
council
and
as
councillors
we
are
legislatively
obliged
and
councilwoman
jones
will
correct
me
if
I'm
wrong
to
have
deliver
a
corporate
plan.
Okay,
so
it's
our
job
to
deliver
a
corporate
plan
for
the
organization
and
it's
our
job
to
set
an
organisational
structure
to
help
deliver
that
corporate
plan.
But
a
corporate.
E
A
A
C
A
Right
and
that
gets
talked
about
in
our
strategies
and
then
how
we
resource
the
delivery
of
plans,
which
are
the
things
that
are
on
the
ground.
Now,
of
course,
we've
got
our
annual
plan
and
we've
got
our
budget
process
that
sit
as
a
parallel
process
to
help
those
things
tick
along.
But
I'm
not
sure
if
I've
answered
your
question.
But
how
does
our.
A
A
C
B
So
through
the
chair,
so
it
is
around
prioritization,
so
it's
prioritization
direction.
So,
whilst
the
corporate
plan
is
good,
I
don't
disagree
with
that
at
all.
But
what
this
will
do
is
step
this
out
for
us
in
terms
of
the
direction
we're
heading.
So
if
the
corporate
plan
talks
about
safety,
then
the
plan
that
you
know
will
actually
really
map
out
and
bring
things
in
there.
So
you
know
when
we
think
of
safety,
we
think
about
septet
assessments.
B
You
know
we
think
about
cameras,
but
we
know
it's
also
things
like
our
local
laws
and
really
starts
to
flesh
out
what
the
direction
is
and
what
the
priorities
are
for
the
city.
The
corporate
plan
doesn't
do
that.
It
gives
us
that
high
level
direction
absolutely,
but
actually
this
actually
puts
in
the
actions
and
the
plans
for
us
to
get
to
a
certain
goal
that
we'll
set
ourselves
but
also
talks
about
what
we
won't
do,
what
business
we're
not
going
to
get
into
so
that
it
isn't
the
gb
that
comes
up.
B
A
So
like,
for
example,
let's
take
another
policy
thing
that
we
had
to
deal
with
in
mudra
bar
at
in
palm
beach,
with
the
libraries,
for
example,
we've
had
to
confront
a
change
in
the
need
in
our
community
for
more
flexible
spaces
and
in
those
communities.
It
made
sense
to
deliver
traditional
library
services
in
different
ways,
but
it's
almost
been
done
as.
C
A
F
Thanks
chair,
I
just
wanted
to
make
it
clear
that
when
I
mentioned
the
delivery
of
northern
infrastructure,
I
was
actually
commending
the
council
staff
for
for
their
job
in,
firstly,
agreeing
that
there
was
a
great
need
and
then
for
the
magnificent
job
that
they
did
over
the
last
eight
years
to
make
sure
it
was
delivered
and
to
provide
further
resourcing
for
the
future.
F
I
think
each
of
us,
as
elected
representatives,
may
in
fact
be
the
first
people
to
become
aware
of
a
change
in
community
and
to
bring
it
to
the
attention
of
our
colleagues,
who
may
not
be
quite
so,
okay
with
the
various
areas
of
our
city,
and
I
think
it's
through
strong
representation
and
debate
that
most
times
we
get
it
right
and
we
support
each
other.
Where
we
recognize
on
the
information
that's
brought
before
us
the
need.
I
I
just
can't
see
that
we
need
another
strategy
that
guides
what's
already
being
successfully
delivered.
F
In
my
view,
on
most
occasions
and
the
point
that
I
make
about
the
ad
hoc
things
that
come
forward,
that
we
put
our
hands
up
in
the
air
to
support
our
colleagues,
maybe
we
have
to
be
a
little
more
discerning
and
always
see
guidance
from
no.
We
already
have
a
very
successful
team
of
managers
in
lifestyle
and
communities.
F
It's
it's
the
core
service
provider
for
the
ratepayers
of
this
city
in
every
way,
and
I
think
we
have
the
most
incredible
library
services
we
have.
We
have
incredible
services
through
active
and
healthy
and,
through
you
know,
all
the
community
safety
forum
that
the
mayor's
put
in
place,
the
camera
network-
that's
it
evolved.
F
F
F
I
don't
know
that
we
need
a
strategy,
it's
common
sense
really
where
that
cost
shifting
occurs,
and
it's
up
to
us
as
representatives
to
have
the
courage
to
vote,
how
we
know
in
our
hearts.
We
should
vote.
B
So
I
think
it's
yes
on
both
accounts.
I
think
there's
absolutely
some
good
work
going
on
at
the
moment,
but
they
are
absolutely
crying
out
for
that
future
plan,
and
so
they
all
have
asked
for
this
plan
and
we've
been
asking
for
it
for
a
long
time
internally.
So
this
is
the
first
time
we
brought
it
to
council.
A
So
thanks
for
answering
that-
and
I
think,
while
I
have
as
councillor
gates
used
the
word
courage
while
I've
had
the
courage
to
to
bring
this
important
discussion
to
committee,
because
I
believe
it's
a
discussion
that
needs
to
be
had,
even
though
it
may
not
have
the
support
of
the
council,
I
do
it
knowing
that
city
officers
rely
on
direction
from
us
and
today
at
tni
there
was
a
discussion
much
a
few
of
their
council
gates,
but
it
dealt
with
autonomous
shuttles
and
the
officers
relied
on
the
direction
that
we
were
able
to
provide.
A
D
D
I
now
kind
of
get
it
and,
for
example,
so
to
counselor
gates
in
we
are
allocating
a
substantial
amount
of
money
to
a
revitalization
project
in
the
cbd.
It'll
be
kind
of,
like
entertainment,
all
of
that
to
get
people
back
in
now.
From
my
perspective
of
my
community
knowledge
and
connection
and
knowing
all
the
retired
people
there
who
are
speaking
with
me,
I'm
thinking,
okay,
we
need
to
make
sure
that
we're
targeting
that
retired,
big
group
and
also
I
speak
to
so
many
parents
like
myself,
who
go
well.
D
Where
do
we
go
out
for
dinner
and
people
that
don't
go
into
cbd?
How
do
we
contact
that?
What
council
have
proposed
to
me
is
they
said?
No,
no,
actually,
you
know
what
we
propose.
We
actually
go
quite
grunge
and
we're
targeting
18
to
28
year
olds.
Now,
I'm
guessing
that
they've
got
more
information
to
guide
them
on
that
than
me.
But
what
I
think
is
something
that's
potentially
missing
in
this
is
and-
and
I
would
want
to
make
sure
that
the
strategy
is
really
focusing
on
community
research
rather
than
necessarily
community
consultation.
D
D
I
don't
know
what
the
stats
quite
are,
but
in
my
electorate
of
20
something
thousand
people
it
changes
over
by
twelve
hundred
people
a
year
or
something
the
demographics
are
consistently
changing.
So
what
we
think
we
may
have
known
about
our
community
is
also
changing,
so
any
research
trends
on
that
that
will
inform
how
we
act
in
the
future.
D
I
think,
if
there's
a
150
grand
who
can
really
identify
look,
this
is
who
you
need
to
target.
This
is
this
is
who
your
population
is.
This
is
what
is
coming.
This
is
what
the
shortfalls
are.
D
It
could
have
been
that,
for
example,
this
one
small
three-month
southport
strategy,
which
is
going
to
be
more
than
150
grand,
would
have
completely
gone
to
the
wrong
demographic,
and
I
do
think
as
well
that
this
is
actually
very
helpful
on
that
thing
of
working
out
where
we
don't
get
into
it.
So
on
the
homelessness
we're
still
working
out.
Where
do
we
get
in?
Where
do
we
not
get
in?
How
do
we
have
the
power
to
push
back
against
the
state
government,
because
we've
identified
those
issues?
D
What
this
homelessness
strategy,
one
of
the
best
things
it's
done
for
us
is
it's
made
it
really
really
tight
and
clear
so
that
our
officers
can
really
push
back
and
advocate
and
demand
to
the
state.
So
I
suppose
you
could
say
I'm
a
supporter
of
the
idea.
Thank
you.
F
Chairman
to
the
director
has
this:
it's
not
come
before
us
before,
but
has
it
been
discussed
at
elt
previously.
B
B
Through
the
chair,
yes,
absolutely
through
a
shortfall,
you
know
it's
been
identified
as
a
gap
absolutely
but
we're
looking
at
the
best
timing
in
terms
of
post
commonwealth
games.
We've
been
talking
about
it,
probably
for
four
years
but
post
commonwealth
games,
and
you
know
post
a
lot
of
the
other
strategies
that
were
going
into
place.
We
saw
this
was
a
gap
who
looked
at
the
time
when's
the
best
to
do
it.
Okay,
thank
you.
A
And
another
now
that
you
say
commonwealth
games,
another
example
where
we
had
an
ad
hoc
project
come
up.
Was
the
volunteering
legacy
work,
which
is
great?
I
love
it
and
I
love
speaking
at
it
and
engaging
with
community
groups
and
what
have
you,
but
it's
a
whole
program
of
work
that
doesn't
have
a
home
and
you
know
I
got
booked
there
going
yeah.
A
Absolutely
it
is
a
good
program,
but
yeah
it
doesn't
have
a
home
and
we
haven't
we've
endorsed
a
plan,
but
we've
really
never
tested
it
against
our
strategy
for
how
we
need
to
be
engaging
with
our
community
groups.
I
mean
I
can't
get
a
community
group
to
have
a
regular
booking
and
sorry
libraries,
sarah
milner,
but
I
can't
get
a
community
group
like
the
lions,
to
get
a
space
in
my
library
to
meet
without
them
having
to
do
a
booking
and
pay
x
amount
of
dollars
and
all
that
sort
of
stuff.
A
E
A
Items
any
other
for
the
general
business
items.
No
I'd
just
like
to
thank
the
managers
for
being
here
today.
Thank.