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Noosa Council Annual Report 24/25
Annual Report 24 25
noosa.qld.gov.au
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Full text of sections 2 to 37 (of 108)
Section 2
noosa.qld.gov.au
Where to get a copy
The Noosa Shire Council Annual Report can be downloaded via the Council’s
website (www.noosa.qld.gov.au/ about-council/councillors-meetings/council-
reports) and is accessible in PDF format.
In line with Council’s ongoing commitment to sustainability, a limited number of
hard copies of the Annual Report are produced. These can be viewed by the
public at the Customer Service Counter, Tewantin Administration Building.
Audience for this report
This report informs the community and stakeholders including residents,
ratepayers, local businesses, visitors, prospective staff, government agencies
and other interested parties.
It also provides council staff with organisational performance information and
Building
how their efforts have contributed to achieving the vision and what to expect in
the coming year.
Acknowledgements
Noosa Shire Council would like to acknowledge and thank all staff a brighter
future.
and stakeholders who have contributed to the completion of the Report.
Design and Creative Direction: Jaime Kiss
Photography
Photographs and images featured in the Report include contributions from
members of the community and staff. Thank you to all photographers.
Front cover image: Photography by Justine Bath.
Connect with us
noosa.qld.gov.au
© Noosa Shire Council 2025
Noosa Shire Council supports the dissemination and exchange of information.
However, copyright protects this publication. Noosa Shire Council has no objection
to this material being reproduced, made available online or electronically but only if
it is recognised as the owner of the copyright and this material remains unaltered.
Noosa Council
Different by nature.
2
Section 3
Acknowledgement of Country 07 Councillors’ Expenses and Facilities 98
Contents Welcome 09 Overseas Travel 99
Message from the Mayor 10 Councillor Conduct 99
Message from the CEO 11 Governance Framework 101
1 Our Shire 13 Ethics and Integrity 101
Discover 14 Risk and Opportunity Management 102
Our Location 15 Audit and Risk Committee 102
Shire Facts 16 Internal Audit 103
Environment 19 Information Access 103
Liveability 21 Council Registers 104
Prosperity 23 Administrative Action Complaints 105
2 Our Council 25 Privacy Complaints 106
Elected Members 26 Human Rights Complaints 106
Services 29 Executive Remuneration 107
Noosa Council Annual Report 24/25
Customer Service 35 Resolutions 108
Engaging with our community 36 Community Grants 108
Council in Focus 39 Discretionary Funds 115
Mission, Principles & Values 40 Beneficial Enterprises 115
Corporate Planning 42 Business Activities 116
Organisational Structure 44 Competitive Neutrality 116
Our People 46 Special Rates and Charges 116
3 Our Performance 53 Summary of Concessions for Rates and Charges 117
Year in Review 54 Procurement 118
Theme 1 – Environment 56 Invitations to Change Tender 121
Theme 2 – Liveability 60 5 Financial Performance 123
Theme 3 – Prosperity 66 Community Financial Report 124
Theme 4 – Future 70 Financial Statements 2024 – 2025 138
Theme 5 – Excellence 74 6 Appendices 203
Key Performance Indicators 86 Legislative Compliance 204
4 Disclosures 95 Index of Figures and Tables 206
Council Meetings and Attendance 96 Glossary and Index 209
Councillor Remuneration 97
4 5
Acknowledgement of Country Or 4 Councillors’ Expenses and Facilities STs} Welcome 09 Overseas Travel bese Message from the Mayor 10 Councillor Conduct 1S )] Message from the CEO 11 Governance Framework 101 1 Our Shire 13 Ethics and Integrity 101 Discover 7 Risk and Opportunity Management ley Our Location 15 Audit and Risk Committee ley Shire Facts 16 Internal Audit sles) Environment 19 Information Access sles) MWV(=¥-10)] [187 21 Council Registers (074) Prosperity 23 Administrative Action Complaints alle) 2 Our Council 25 Privacy Complaints 106 Elected Members 26 Human Rights Complaints 106 Services 29 Executive Remuneration 107 Customer Service 35 Resolutions 108 xX Engaging with our community 36 Community Grants 108 TAN Council in Focus 39 Discretionary Funds 115 Mission, Principles & Values 40 Beneficial Enterprises 115 Corporate Planning cA Business Activities 116 Organisational Structure a Competitive Neutrality 116 Our People 46 Special Rates and Charges 116 3 Our Performance 53 Summary of Concessions for Rates and Charges anv Year in Review oe Procurement 118 Theme 1 - Environment 56 Invitations to Change Tender 4 Theme 2 - Liveability o10) 5 Financial Performance 123 Theme 3 - Prosperity 66 Community Financial Report Vea Theme 4 - Future (0) Financial Statements 2024 - 2025 138 Theme 5 - Excellence 74 6 Appendices 203 86 yer Key Performance Indicators Legislative Compliance 4 Disclosures 95 206 Index of Figures and Tables 96 209 Council Meetings and Attendance Glossary and Index Councillor Remuneration steSection 4
Acknowledgment of Country
Acknowledgement
of Country
Noosa Council Annual Report 24/25
Noosa Council proudly acknowledges and respects Australia’s First Nations
people and their deep and abiding connection to this country. We recognise
the Kabi Kabi people as the Traditional Owners of the lands and waters of the
Noosa area and offer gratitude for their careful custodianship of this unique
environment over thousands of years. We pay respect to the Kabi Kabi people,
past, present and emerging.
Noosa Shire Council signs the historic Kabi Kabi Commitment in a moving ceremony.
6 7
Section 5
Welcome
Noosa Shire Council
The Annual Report is a comprehensive summary of our
performance for the period 1 July 2024 to 30 June 2025.
is proud to present
The Report also presents Noosa Shire Council’s (Council)
audited Annual Financial Statements as well as governance and
statutory information with the aim of providing comprehensible
Noosa Council Annual Report 24/25
information to our community.
our Annual Report This Report also provides the disclosure requirements relating
to the Queensland Local Government Act 2009 (LG Act) and
for 2024 – 2025
associated Local Government Regulation 2012 (LG Regulation),
and other statutory reporting requirements.
to the Noosa Shire
The Report aligns to five key Corporate Plan themes and
highlights a range of achievements made in delivering services
to our community.
community. This Annual report is part of our commitment to open,
transparent and accountable governance.
8 9
Section 6
Message Message
from the Mayor from the CEO
The 2024-25 Noosa Council Annual Report reflects a year Council facilitated the biggest single investment in social Our 2024/25 Annual Report recaps a productive year The biggest and most challenging construction contract
of continued dedication to serving our community and housing in the Noosa Shire. This subdivision at 62 Lake delivering for our community. ever was the completion of the $40 million landslide repair
improving the liveability and resilience of this exceptional Macdonald Drive in Cooroy will include an architect- works on Black Mountain Road at Black Mountain.
place that we all love. designed 25-unit social housing project. It’s a clear We addressed challenges facing our community in areas
commitment to helping deliver affordable housing such as housing and state planning regulations, while We’re grateful to Australian and Queensland Governments
Over the past 12 months, Council has delivered over $45 for those most in need and a key action of the Noosa overseeing vital infrastructure delivery, repair and renewal. through the Disaster Recovery Funding Arrangements
million worth of capital works, a testament to the hard work Housing Strategy. These pages illustrate, too, our commitment to genuine for covering the cost of this repair work also, following the
and commitment of our infrastructure services team. community engagement and advocacy on the issues that 2022 floods.
Council endorsed revised planning scheme amendments matter most.
Noosa Council Annual Report 24/25
This is in addition to an existing $100 million flood reflecting community feedback, which aim to deliver greater We restored the popular Doggy Beach at Noosa Spit, which
reconstruction program, which has resulted in a total of choice of housing, increase housing supply for residents and One of our most significant achievements has been the earned a Coastal Engineering Award from IPWEA QNT.
$145 million directed to building and renewing infrastructure key workers and help meet state-imposed dwelling targets. Noosaville Foreshore Infrastructure Master Plan. More than
and repairing damaged assets in hinterland communities 2000 community members contributed to shaping this We approved a new funding agreement with Tourism
impacted by the 2022 floods. These proactive measures are designed to allow us to have long-term vision for one of Noosa’s most cherished public Noosa and continued to finalise the next draft of a
autonomy over the future planning of Noosa, rather than spaces. The plan will guide improvements over the next 20 Destination Management Plan for Noosa Shire. This plan,
Roads, bridges, transport and stormwater infrastructure waiting for the state to mandate more drastic measures to years, ensuring the foreshore remains accessible, climate- being developed with our community, will guide future
were a major focus. Council also spent $6.4 million achieve the targets through the SEQ planning process. resilient, and true to Noosa’s character. tourism funding, and help balance Noosa’s popularity with
improving our parks, community facilities and the need to protect liveability.
sportsgrounds and a further $2.3 million upgrading Our planning team assessed 525 development applications, We endorsed the Pomona Place Plan. Another community-
pathways, boardwalks and trails. approving 508 (97%), ensuring thoughtful and sustainable led initiative, that sets out actions to support the local The year has presented several challenges, including a
growth across the shire. economy, protect Pomona’s character, improve transport significant fraud incident, a period of protected industrial
Completing major projects like the second stage of Ed and connectivity, and strengthen the arts and environment. action, and natural disasters. Despite these obstacles,
Webb Park at Sunshine Beach, the Peregian Beach Despite challenges such as labour shortages, material Council has responded decisively, strengthening processes
Skate Park, upgrading Noosaville’s Pirate Playground and supply constraints, rising construction costs, the We’ve advanced our housing strategy with new financial and procedures, where needed, to enhance resilience and
improving sports field lighting at Sel Bonnel Oval, Cooroy unprecedented protected industrial action and being incentives to encourage smaller, more affordable homes. reinforce its overall capability for the future.
Sports Complex were other significant achievements. targeted by an international crime syndicate, Council
has remained steadfast in its mission to deliver for our We also submitted our planning scheme amendments – This summary from the past 12 months shows the
Council signed a historic commitment to joint custodianship community and remain in a financially strong position. developed with the community - to the state for approval. dedication and commitment of Council staff, who
of the lands and waters of Noosa in partnership with Kabi These changes aim to improve housing diversity, limit short- continually put the community first. Our people are
Kabi Peoples Aboriginal Corporation (KKPAC). Many of the achievements are a credit to our dedicated stay accommodation in our residential areas, while ensuring our most important asset and their dedication helps
CEO, Directors and staff who continually contribute to we meet state housing targets in a way that protects the our organisation to continue to meet and exceed the
This Commitment is a recognition of the role that residents, making Noosa a special place to live, work, and visit. landscape and way of life our community knows and loves. expectations of our community.
businesses and visitors share as custodians and reminds us
that we all rely on nature to thrive. Our staff have worked tirelessly on a range of projects
and initiatives during the year.
Frank Wilkie Larry Sengstock
Mayor Chief Executive Officer
10 11
Section 7
12
13
Noosa Council Annual Report 24/25
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Discover Our Location
Located in South-East Queensland, Noosa Shire is areas. It is made up of 18 hinterland villages and 11
situated at the northern tip of Queensland’s Sunshine coastal towns and has an economy that is diversifying
Coast and it is approximately 120 kilometres north of beyond a thriving tourism industry. Noosa’s economy
Brisbane. Noosa Shire covers an area of 869.9 km² relies significantly on the health, professional services,
with more than 800 kilometres of roads and nearly tourism, retail and construction sectors. It is home to
450 kilometres of bikeways. The region is bound by more than 7,000 businesses, predominately small and
the Gympie local government area in the north and micro, including successful entrepreneurs and skilled
west, and the Sunshine Coast local government area business people.
in the south.
Kin Kin
It is the natural landscape that attracts visitors to Noosa
Noosa Shire is home to more than 56,000 people. Shire. The coastal landform of shallow lakes, river
Teewah
The region enjoys a sub-tropical climate, beautiful systems and coastal escarpment provide a stunning Boreen Point
beaches, mountains and forests, which makes it one of backdrop to our community. Noosa Shire has a proud
Noosa Council Annual Report 24/25
Australia’s most desirable places to live, work and visit. history of preserving its natural environment with 35%
of the Shire protected as either national park, reserve
The traditional owners and original custodians of the or conservation area.
land are the Kabi Kabi people. The Kabi Kabi First Cooran
Nation covers over 11,500 km² of Country up along Since 2007, the Noosa Shire has held UNESCO
the Sunshine Coast from north of Brisbane to the Biosphere Reserve status. It recognises the ongoing
Gregory and Isis Rivers south of Bundaberg. Kabi efforts of the Noosa community to manage the Pomona
Kabi land takes in the eastern part of the coastal region’s land, waters and wildlife sustainably, in
ranges including the volcanic Glasshouse Mountains balance with its urban population and visitors from
and the great Mary River valley which flows from the across the globe. Together, with more than 700 Tewantin Noosa Heads
Conondale Ranges to the sea near Maryborough. biosphere reserves around the world, we are working
Noosaville
towards the global sustainability goals of the Man and
Noosa Shire is a growing residential and tourist area, the Biosphere Program and Lima Action Plan. Cooroy Sunshine Beach
with substantial rural, rural-residential and parkland
Sunrise Beach
Marcus Beach
Peregian Beach
N
QLD Noosa 0 2.5km
Noosa Council boundary
14 15
Section 9
Shire Facts
Area and landscape Rivers catchment cover Households Employment and industry
23,755 $4.02 Billion
872km2 45km
Coastline
Mary River 36% Gross Regional Product
Total area Households
of the Shire
63% Noosa River $1,482 28,965
Employed residents
Noosa Council Annual Report 24/25
>70% 216km² 56km² 1% Median household income
Vegetated National State
area Park Forest
Maroochy River
$880 28,686
Local jobs
Population Median house rental
$1,350,000 7,965
Local businesses
Median house price
of residence
59,274
identify as Health and wellbeing
Median age 50 1.5% Aboriginal
Resident population and/or Torres
Strait Islander Largest sector employer Liveability
Health Care and
Social Assistance Index Score 70
16 17
Section 10
Kabi Kabi Commitment
On 19 September 2024, Council signed Country, protecting, sustainably managing,
a historic commitment to sustainable and regenerating natural systems that we
Environment
custodianship of the lands and waters of rely on for healthy food, clean water, fresh air,
Noosa, in partnership with Kabi Kabi People’s medicine, culture, shelter and recreation.
Aboriginal Corporation (KKPAC).
This Commitment between Noosa Council
As part of the world’s oldest continuing and the Kabi Kabi People acknowledges
culture, the Kabi Kabi have been living Noosa’s First Nations people and their deep
sustainably in the Noosa Shire for over cultural and spiritual connection to the We are committed to protecting and enhancing Noosa’s
30,000 years, caring for the lands and waters natural systems that sustain us. environmental assets and our Biosphere. Our flora and fauna,
that we all call home. oceans and coasts, waterways and wetlands, atmosphere
The Kabi Kabi Commitment is available for and climate are all highly valued for both their intrinsic worth
Kabi Kabi Peoples’ relationship with the land view on Council’s website. and the ecosystem services they provide. Noosa’s diverse
is based on the notion for custodianship of ecosystems attract people to live, work, invest and play in the
Shire. The evolution and advancement of the Noosa Design
Noosa Council Annual Report 24/25
Principles and The Noosa Planning Scheme helps ensure
our built environment responds sensitively to our natural
environment, climate, cultural heritage and enhances the
liveability of the community.
The principles of ecologically sustainable development
are integrated into decision making to help secure the
continued availability of natural resources for present
and future generations. Careful management of growth
and development are underpinned by a commitment to
maintaining a sustainable population. Our development
footprint is limited by the need to protect significant
environmental values, avoid natural hazards, provide
necessary infrastructure and preserve the desired lifestyle.
This approach is intrinsic to our Biosphere and the key to
Noosa’s success.
18 19
Section 11
Liveability
People highly value Noosa’s unique lifestyle which balances
health, wellbeing, recreation and opportunity within our
renowned natural and built environment. Our residents enjoy
the benefit of towns, villages, and rural areas with distinct
characteristics. They live within a connected, supportive,
and inclusive community linked by shared values. People’s
individual needs are assisted through appropriate services
Noosa Council Annual Report 24/25
and infrastructure to maximise wellbeing and resilience.
Council’s objective is to retain and enhance these aspects
that underpin our prized lifestyle.
Our thriving community, arts, cultural, sporting and leisure
sectors facilitate a rich community life.
A diverse range of services, facilities and amenities are well
maintained and accessible to cater for our broad range
of community needs, regardless of age, ability, or budget.
Our aim is to maintain and improve these into the future.
Council is proactively seeking to address the housing crisis
in our community and manage impacts on liveability, with an
increase in resourcing, commitment, and investment. Council
cannot do this alone and will look to partner with all levels of
government, industry, and the housing sector to create an
inclusive Noosa community where everybody has access to
safe, secure housing they can afford. Noosa Shire is striving
to have an efficient, free flowing, innovative transport system
that enhances resident and visitor experiences, and results in
sustainable environmental outcomes. Our movement system
facilitates the movement of people and goods – it prioritises
pedestrians, cyclists, and public transport rather than cars.
20 21
Section 12
Prosperity
Council is committed to a robust, diverse, and resilient
local economy that recognises the importance of skilled
and talented people; has the necessary infrastructure to
accelerate employment growth; supports the sustainability
of businesses, industries and technologies; and creates a
sustainable business environment that provides a range of
diverse employment opportunities.
Noosa Council Annual Report 24/25
Our artisan and niche industries form a small but important
part of our visitor economy. Building on our emerging
local food and drink industry and our established arts and
cultural sector is key to creating an authentic experience for
residents and visitors alike.
The success of our economy is driven by our reputation for
ecological sustainability and nature conservation, and this
attracts green business opportunities that provide innovative
solutions to climate risk and biodiversity protection. We are
focused on our economy transitioning to a more circular
economy, focused on reducing, re-using and recycling the
valuable resources through progressive waste management
practices.
22 23
Section 13
24
25
Noosa Council Annual Report 24/25
aa x4 Ae a mi F ig + 0 BA r\ =! ie 3 iat W ne 4 ‘ Fe aH i! | | a B ! Tale sant iA | ) i} Vi ni sy yd i “if s / § i . i B 7 : a Wa ra a os ay : i , a} 174 P _—— ff cf We ‘bd See es G i} MH By 83 er yee a r = tha! fi —-a Ome =! s ss ba ai pow re ay X 4 a Ik a nN ite aaa Fi g a 4 | 49 8 | A | eae } r A | 5 a iv v a f ) a Wt a | Ly he Noosa Council Annual Report 24/25Section 14
Elected Members Mayor Frank Wilkie
Elected member since 2014
07 5329 6103
[email protected]
Elected members (councillors) are members of a As well as being a Councillor, the Mayor has additional
team, elected by their constituents to work collectively responsibilities for:
in the best interests of the whole community.
Cr Brian Stockwell (Deputy Mayor)
— leading and managing meetings of the
Elected member since 2016
Our Council is represented by the Mayor and local government at which the Mayor is the
07 5329 6120
six Councillors who were elected at the Local Chairperson, including managing the conduct of
[email protected]
Government elections held on 16 March 2024 and the participants at the meetings
made Declarations of Office on 3 April 2024. — leading, managing and providing strategic
direction to the Chief Executive Officer (CEO) in
Residents have the opportunity to elect the Mayor order to achieve the high quality administration of Cr Karen Finzel
and the Councillors every four years with the next the local government Elected member since 2020
election scheduled to be held in 2028. —d irecting the CEO in accordance with local 07 5329 6279
government policies [email protected]
Our Councillors represent all areas of the Shire as —c onducting a performance appraisal of the CEO
Noosa Council Annual Report 24/25
Noosa is an undivided local government area. at least annually in a manner determined by the
local government Cr Nicola Wilson
Elected members have specific roles and —e nsuring the local government promptly provides Elected member since 2024
responsibilities to ensure that they have effective the Minister with the information about the local 07 5329 6115
control over the management and operation of our government area, or the local government as [email protected]
local government area. Councillors are responsible for: requested
—b eing a member of each standing committee of
—p
roviding leadership to the local government and the local government, and
Cr Amelia Lorentson
the community — r epresenting the local government at ceremonial
Elected member since 2020
—p
lanning for the delivery of services and strategic or civic functions.
07 5329 6385
planning for the future
[email protected]
—e
nsuring Council discharges its responsibilities The Councillor that is nominated by resolution to be
under legislation, achieves its Corporate Plan, the Deputy Mayor can act for the Mayor during an
and complies with all laws that apply to local absence or temporary incapacity of the Mayor.
governments Cr Tom Wegener
—b
eing accountable to the community for the local The roles and responsibilities of our elected Elected member since 2020
government’s performance members are underpinned by the Code of Conduct 07 5329 6545
—p
articipating in Council meetings and decision- for Councillors in Queensland which is a public [email protected]
making for the benefit of our local government area declaration of the principles of good conduct and
—d
eveloping policy and making local laws, and standards of behaviour that councillors must display
—c
omplying with legislation. when carrying out their duties. Cr Jessica Phillips
Elected member since 2024
07 5329 6109
[email protected]
26 27
Section 15
Services
Council delivers a wide and varied range of services to our
community. Service activities are supported by service
level targets captured in Council’s Service Level Catalogue,
which is adopted through the budget process and is
available on our website. The Service Catalogue currently
lists 36 Service Profiles covering external and internal
services:
Noosa Council Annual Report 24/25
—E xternal services are those services which deliver
specific outcomes to customers, stakeholders, and
the community (e.g., Aged and Disability Support,
Development Services and Economic Development).
— Internal Services are those of a more corporate nature
that enable the delivery of external services (e.g.,
Procurement, Information Communication Technology,
Financial & Revenue Services).
28 29
Section 16
Services Service Activity Services Service Activity
Aged & Disability Support (Noosa Seniors) Day Respite Centre operations and programs Disaster Management Disaster Planning / Preparedness
In-home Care Disaster Co-ordination
Home Maintenance and Modifications Disaster Response
Transport Disaster Recovery
Information Sessions
Economic Development Strategy and Service Delivery
Asset Management Asset Management & Destination Management Capacity Building and Leadership
Communications and Information
Tourism Noosa support
Beaches and Coastal Foreshores Maintenance and Operations
Noosa Junction Association support
Canals and Waterways Waterways Management
Elected Council Elections
Maintenance and Operations
Meetings
Councillor Support and Registers
Cemeteries Maintenance and Operations
Noosa Council Annual Report 24/25
Financial Financial Accounting
Community Development Community Development – Planning and Support Treasury and Investment Management
Community Buildings and Facilities Management Accounting
Capital Project Financial Management and Asset
Accounting
Customer Service Customer Contact
Accounts Payable
Cashiering
Revenue Property Records Management
Council Buildings Maintenance
Property Rates and Charges
Property Searches
Council Property Management Council Property Management Receipting
Accounts Receivable and Debt Recovery
Arts and Culture Cultural Planning and Support
Visual Arts Venues and Programs Fleet Fleet Management
The J Entertainment and Community Venue Fleet Operations
Heritage Protection and Preservation
Libraries Governance Corporate Governance Framework
Enterprise Risk and Opportunity Management
Development Development Assessment and Compliance Insurance Management
Building and Pool Compliance Complaints Management
Plumbing Right to Information & Information Privacy
Public Interest Disclosures, Fraud and Corruption Control
Delegations and Authorisations
30 31
Section 17
Services Service Activity Services Service Activity
Holiday Parks Contract Management and Administration Public Health Food Premises
Operations Infection Control for Personal Appearance Services
Mosquito and Vermin Control
Environmental Health Issues
Information Communication ERP System
General Public Health Compliance
Technology (ICT) ICT Operations
Records and Data Management
Spatial Services Public Lighting Maintenance and Operations
Infrastructure Planning Infrastructure Planning Recreational Parks Maintenance and Operations
Design Delivery Infrastructure Design
Infrastructure Delivery
Road Network Sealed Roads
Gravel Roads
Land and Habitat Conservation Bushland Reserve Management Bridges
Environmental Partnership Programs Road Landscaping and Mowing
Pest Management Car Parks
Noosa Council Annual Report 24/25
Environmental Management Services
Sport and Recreation Planning, Programs and Support
Lifeguards Maintenance and Operations Community Swimming Pools
Support Services Noosa Leisure Centre
Local Laws & Public Safety Local Laws Education & Compliance Stormwater Drainage Stormwater System Maintenance and Operations
Public Security – Security Patrols and CCTV and Flood Mitigation Flood Alert and Mitigation Maintenance and Operations
Permits – Use of Public Land for Commercial and
Community Activities
Strategy Planning Scheme
Advocacy, Place and Housing Programs
Pathways, Boardwalks Pathways and Boardwalks Sustainability and Climate Change
& Recreational Trails Noosa Trail Network
Traffic and Transport Traffic Management and Operations
People & Culture Human Resource Management and Advisory Services Public Transport Infrastructure and Programs
Payroll Noosa North Shore Ferry
Workplace Health and Safety
Waste and Resource Management Waste Collections
Procurement Procurement Strategy and Governance Waste Disposal
Procurement Operations Waste Resource Recovery and Education
Public Amenities Maintenance and Operations
32 33
Section 18
Customer Service
Service Locations
Council is committed to providing excellent customer Customers can seek our assistance online, over
We work from various service locations. service to its community. the phone, in person, by email or letter. A consistent
approach to customer service means we attend to
Administrative Offices Our Customer Service Charter describes Council’s enquiries accurately, promptly, and professionally.
customer-centric approach and the standards our
Main Office - 9 Pelican Street, Tewantin community can expect when engaging with Council. Council’s Pulse Survey allows our customers to rate
Pelican Place – 3 Pelican Street, Tewantin their customer service experience with Council out
Goodchap Office - 90 Goodchap Street, Noosaville During all interactions, we are committed to: of five stars. For this period, Council achieved an
— Considering customers’ needs first Average Rating score of 4.87 which is an increase of
Cooroy Library Customer Service Desk — Focusing on continuous service improvement 0.06 from previous financial year.
— Promoting opportunities for participation
9 Maple Street, Cooroy, Phone: 5329 6555 — Achieving high levels of customer satisfaction
— Optimising ‘value for money’ for our community
Libraries — Respecting your privacy by treating all information
you provide confidentially and in accordance with
Noosaville Library - 7 Wallace Drive, Noosaville, Phone: 5329 6555 the Information Privacy Act 2009, and
Noosa Council Annual Report 24/25
Cooroy Library - 9 Maple Street, Cooroy, Phone: 5329 6555 — Consulting with the community on major issues
Mobile Library – various locations that may affect them.
Arts and Culture
Customer Service Interactions
Noosa Regional Gallery – Riverside, 9 Pelican Street, Tewantin
Butter Factory Arts Centre – 11A Maple Street, Cooroy Customer service requests created 28,489
The J – 60 Noosa Drive, Noosa Junction
Peregian Beach Community House – 5 – 7 Rufous Street, Peregian Beach Front counter interactions 9,199
Innovation Online chat interactions 2,326
Inbound calls to Council 44,285
Peregian Digital Hub – 253 – 255 David Low Way, Peregian Beach
Top three requests raised by customers 1. Domestic bin waste
Works Depot 2. Roads
3. Trees
Noosaville Depot – 183 Eumundi Noosa Road, Noosaville
Waste and Resource Recovery Centres
Noosa Resource Recovery Centre – 561 Eumundi Noosa Road, Doonan
Cooroy Waste Transfer Station – Mary River Road, Cooroy
Pomona Waste Transfer Station – 14 Pomona Kin Kin Road (Cnr Louis Bazzo Dr), Pomona
34 35
Section 19
Engaging with
Community stalls at events Coffee chats with councillors
We may set up council stalls at major events to Our councillors offer coffee chats with the community,
our community
maximise the opportunities to let the community know where residents can discuss their ideas and thoughts
about open consultations. The stalls are managed about matters that are important to them. They are
by a diverse range of staff to allow for answers to be located in various cafes and locations across our Shire.
provided by relevant staff.
Council is committed to keeping the community engaged and informed of its projects, plans, initiatives, and
activities across the Shire. Furthermore, Council recognises that community engagement is a vital part of
Community engagement highlights
effective democracy. Quality engagement between Council and residents is not only good business practice but
For this reporting period, three significant engagement projects were delivered.
is also critical to good governance.
The most notable engagement project, generating extensive community interest was the second phase of
Our Community Engagement Policy outlines Council’s commitment to the Community Engagement Framework
engagement for the Noosaville Foreshore Infrastructure Master Plan and Concept Designs for Resilience project.
and associated principles of engagement. Council will continue to engage with the community to collaboratively
The project was finalised in the 2024/25 financial year following a third round of community engagement.
address local issues and achieve better outcomes together.
How we engage Noosaville Foreshore Infrastructure Master Plan and Concept Designs for Resilience (Phase 3)
Council uses a range of community engagement techniques and communication methods depending on the
— 162 respondents to Phase 3 online survey
issue or project, its goals, its circumstance and the level of influence the community have on decision-making.
— 5 stakeholder workshops
Noosa Council Annual Report 24/25
— 32 written submissions
— Approximately 125 engaged at pop-up sessions
Your Say Noosa Submissions — 60 engaged at two community coffee chats
Our online engagement tool. Registered guests can We may request formal submissions to capture — 1 business workshop
provide feedback and ideas on helping to shape the community interest and input on various topics. — 1 meeting with Kabi Kabi Peoples Aboriginal Corporation (KKPAC)
future of our Shire.
e-newsletters
Surveys Noosa Botanic Gardens Master Plan 2024, Phase 1 –
We deliver various community e-newsletters to
— 3 meetings with the Stakeholder Reference Group
Common method for obtaining information from subscribers with the latest information on Council’s
— 8 targeted stakeholder meetings
the community, available electronically through our projects, events, and activities.
— 1 workshop with Tourism Noosa Information Centre Volunteers
websites, such as Your Say Noosa.
— Approximately 48 attendees at two community pop-up sessions at the Botanic Gardens
Your Noosa Publication
— 101 respondents to Phase 1 online survey
Facilitated sessions and workshops We regularly publish a lift-out spread in local
We hold online and face-to-face workshops and community newspapers, highlighting the latest
sessions to exchange information, involve the Council news and updates for residents. Pomona Place Pilot Program, Phase 3 –
community and obtain feedback on our plans, ideas — 40 respondents to Phase 3 survey
in a more personal way. Community members can Letters — 1 community workshop
interact directly with staff and have their questions and — 1 community pop up at Joe Bazzo Park
We post information to members of our community
concerns listened to, answered, and considered. likely to be directly affected by a decision, project,
or upgrade.
Roundtables and working groups The Your Say Noosa community engagement platform recorded 14,200 visits during the reporting period,
Discussions with community groups, stakeholders Social media including an additional 240 new registrations to the platform.
and community members may be facilitated through We inform the community and stakeholders of
developed roundtables and work groups that focus on A total of 1,111 people were actively engaged by completing surveys or contributing to forums, while 5,500 were
engagement opportunities through social media,
a particular issue or topic. informed through activities such as viewing videos or photos, downloading documents, or visiting FAQ and key
providing links to information on Your Say Noosa.
dates pages.
36 37
Section 20
Council in Focus
Media and communications coverage
The reporting period saw continued growth in both our social media reach and fortnightly Your
Noosa eNewsletter.
Subscribers to the fortnightly eNewsletter, Your Noosa, grew by five per cent to 9,891, with an
average open rate of 25%. Council’s Facebook, LinkedIn and Instagram platforms recorded double-
1 Entertainment
digit percentage growth over the 12-month period. 571 Employees
Centre / Theatre
Engagements were down on Council’s Instagram platform. This could be attributed to a combination
of our publishing frequency, algorithm changes and the use of static posts over video content.
In early 2025, Council’s corporate website transitioned to a new content management system called
Open Cities. It is a more interactive and user-friendly content management system helping to improve 7 Elected 1 Noosa Regional
the customer experience. Members Gallery
Website visitation grew 7.8 per cent during the reporting period.
Council delivered another 15 Your Noosa monthly printed publications in local newspapers for the
53% Female 2 Libraries
Noosa Council Annual Report 24/25
urban and hinterland parts of the Shire, to communicate with residents and raise awareness of
council’s programs, initiatives, and activities. Workforce & 1 Mobile Library
Council continues to have a strong engagement and growth in our digital media audience.
3 Tourist / 48 Median Age
Caravan Parks of Workforce
3 Waste Management 1 Noosa
Facilities Leisure Centre
1 Day Respite
1 Digital Hub
Centre
1 Noosa 1 Noosa Botanic
Aquatic Centre Gardens
38 39
Section 21
Mission, Principles & Values
Our Mission Noosa’s Seven Sustainability Principles are:
We are Noosa – Different by Nature.
1. Resources are sustainably managed so that
Our communities celebrate our culture, heritage, and the lifestyle and wellbeing of the community is
place. We are connected, engaged, and inspired enhanced whilst safeguarding our natural systems
by our unique environment, resilient economy, and and without compromising the ability of future
sustainable future. We are committed to maintaining generations to meet their own needs.
our point of difference.
2. N
oosa’s environment is protected, preserved,
and managed in a manner that is nature positive,
Legislative Principles
low carbon and climate resilient and respects our
The principles of the LG Act underpin our Council to
traditional owners spiritual and cultural connection
ensure that we are accountable, effective, efficient, and
to Country.
sustainable. They include:
— Transparent and effective processes, and 3. Noosa’s economy is prosperous, resilient, circular,
decision-making in the public interest diverse, and protective of its unique environment,
— Sustainable development and management of
Noosa Council Annual Report 24/25
culture and heritage.
We care for each other and consider the ‘we’ before ‘me’.
assets and infrastructure, and delivery of effective Supportive
services 4. Noosa residents belong to a community We collaborate, listen and encourage one another to achieve our goals.
— Democratic representation, social inclusion and that values and respects its diversity, accessibility
meaningful community engagement and affordability. We are proud of what we do. We are inspired to learn,
Passionate
— Good governance of, and by, local government, and, change and grow, and bring our very best to work every day.
— Ethical and legal behaviour of councillors and local 5. Noosa’s community is inclusive, safe, connected,
and resilient and encourages participation and
government employees.
We walk the talk. We are honest, genuine and
involvement across all life stages. Authentic
are not afraid to think differently.
The values of the Queensland Public Sector Ethics Act
6. Noosa’s community benefits from quality places,
1994 guide our Council behaviours and underpin our
good asset management, services and programs We are united and back each other. We listen to each other
Annual Report. These values include: Respectful
that enhance wellbeing, and support creative,
— Integrity and impartiality to understand different perspectives and embrace diversity.
active, and healthy lifestyles.
— Promoting the public good
— Commitment to the system of government, and 7. Good governance and policy is achieved We aim high and go the extra mile. We focus
—A ccountability and transparency.
Committed
through forward planning, effective, efficient on solutions and are responsible for our actions.
and collaborative decision making, made in the
Sustainability Principles interests of the community.
We are proud of our seven sustainability principles Different by nature.
which underpin all that we do – from planning and Our Values
decision-making through to delivery of services and Noosa Council is a values driven organisation.
infrastructure. These principles guide the development We are proud of our organisational values and strive
of our strategic documents - to ensure consideration to demonstrate these values in everything we do.
of sustainability across all areas of Council business.
40 41
Mission, Principles & Values Our Mission Noosa’s Seven Sustainability Principles are: We are Noosa - Different by Nature. 1. Resources are sustainably managed so that Our communities celebrate our culture, heritage, and the lifestyle and wellbeing of the community is place. We are connected, engaged, and inspired enhanced whilst safeguarding our natural systems and without compromising the ability of future by our unique environment, resilient economy, and generations to meet their own needs. sustainable future. We are committed to maintaining our point of difference. 2. Noosa’s environment is protected, preserved, and managed in a manner that is nature positive, NOOSA Legislative Principles The principles of the LG Act underpin our Council to low carbon and climate resilient and respects our traditional owners spiritual and cultural connection ensure that we are accountable, effective, efficient, and to Country. sustainable. They include: este [a falc — Transparent and effective processes, and 3. Noosa’s economy is prosperous, resilient, circular, decision-making in the public interest diverse, and protective of its unique environment, — Sustainable development and management of culture and heritage. We care for each other and consider the ‘we’ before ‘me’. assets and infrastructure, and delivery of effective Supportive services We collaborate, listen and encourage one another to achieve our goals 4. Noosa residents belong to a community zo — Democratic representation, social inclusion and that values and respects its diversity, accessibility oa meaningful community engagement and affordability. We are proud of what we do. We are inspired to learn, Passionate — Good governance of, and by, local government, and, change and grow, and bring our very best to work every day. 5. Noosa’s community is inclusive, safe, connected, — Ethical and legal behaviour of councillors and local government employees. and resilient and encourages participation and involvement across all life stages. We walk the talk. We are honest, genuine and Authentic are not afraid to think differently. The values of the Queensland Public Sector Ethics Act 6. Noosa’s community benefits from quality places, 1994 guide our Council behaviours and underpin our good asset management, services and programs Annual Report. These values include: We are united and back each other. We listen to each other that enhance wellbeing, and support creative, Respectful — Integrity and impartiality to understand different perspectives and embrace diversity. active, and healthy lifestyles. — Promoting the public good — Commitment to the system of government, and 7. Good governance and policy is achieved Committed We aim high and go the extra mile. We focus — Accountability and transparency. through forward planning, effective, efficient on solutions and are responsible for our actions. and collaborative decision making, made in the Sustainability Principles interests of the community. We are proud of our seven sustainability principles * Different by nature. which underpin all that we do - from planning and Our Values decision-making through to delivery of services and Noosa Council is a values driven organisation. infrastructure. These principles guide the development We are proud of our organisational values and strive of our strategic documents - to ensure consideration to demonstrate these values in everything we do. of sustainability across all areas of Council business. 40Section 22
Corporate Planning
Framework
Our Corporate Planning Framework connects the various components of our corporate planning process Plans, Strategies and Budget planning and regular reviews to ensure the effective
to illustrate how our teams contribute to the success of our organisation. Each year Council will focus on its and efficient delivery of council services.
Our planning is underpinned by key enablers and
Corporate Plan, Operational Plan and Budget to ensure that:
strategies:
— the key focus areas identified in the Corporate Plan are prioritised during Council’s annual budget process All branches (teams) within Council are required to
— resources are identified to bring the key focus areas to fruition, and, have a current detailed Branch Plan and supporting
Corporate Plan
— performance measures are identified to monitor progress. operational risk register to ensure service and project
The Corporate Plan 2023 - 2028 outlines our vision for deliverables are met in accordance with service
To prioritise and identify various projects, initiatives, and services to be funded and delivered by Council on behalf the Shire, our strategic direction for Council and our standards and project plans.
of the community each year, Council undertakes a robust review process to ensure all proposed initiatives align priorities. It also outlines the role the community can
with Council’s long-term goals and strategies. The process also involves identifying the risks and opportunities play in achieving the aspirational outcomes. Annual Budget
associated with pursuing or not pursing a specific initiative leading to informed decision-making. This risk-based
On 28 June 2024, Council adopted its annual budget.
approach enables Council to appropriately prioritise spending and the allocation of resources each year, whilst at The Corporate Plan has been structured around five
Our annual budget provides the financial framework
the same time informing possible future resourcing priorities. strategic pillars, namely the Environment, Liveability,
for our Council to deliver outcomes for our community.
Prosperity, Future and Excellence. Each theme outlines
Noosa Council Annual Report 24/25
In accordance with the LG Act and LG Regulation, the
long-term objectives, strategies, and plans. Importantly,
annual budget sets out the funding parameters for
signature projects and key actions are identified that
Integrated Planning and Governance Framework Corporate Plan 2023-2028 both the significant projects and initiatives contained
will advance us towards our goals over the next five
in the Corporate Plan, Operational Plan, as well as our
years. Finally, performance measures will enable us to
core Council services.
Long -Term Reporting track our success.
Enabling Plans
High Level Strategies This process ensures every activity undertaken by
Operational Plan
the organisation is appropriately funded and carefully
Annual
Integrated Planning and Governance Framework
Proposed Environment Economic Movement Proposed On 28 June 2024, Council adopted the Operational planned. Our annual budget also assists Council in
Report
Community Strategy Strategy Strategy Resilience Plan 2024 – 2025. This Plan forms an important part of achieving its long-term financial goals as set out in
Strategy (Transport Strategy ↑ Council’s strategic planning framework and sets out
Long -Term Council’s Financial Sustainability Policy. Progress
Strategy) Annual
Financial Plan the work Council planned to deliver over the 12 months in implementing the annual Operational Plan is
Operational
towards the achievement of our Corporate Plan
Sustainability Principles
Report reported to Council quarterly while Council’s financial
Planning Scheme
objectives and the delivery of a wide range of council performance is reported monthly.
↑
Supporting Plans and Programs services and activities.
Quarterly
Operational Long-Term Financial Plan
Long -Term Progress in implementing the Operational Plan is
Plan This plan is supported by the Financial Sustainability
Asset Plan reviewed by Council quarterly and an annual review is
↑ Policy, and includes financial projections for resourcing,
Annual Budget and Operational Plan undertaken to assess progress in implementing the
Annual and planning the long-term (10 year) delivery of
Branch Corporate Plan.
strategies, programs, projects, infrastructure and
Plan investments in environment and sustainability
Branch Plans
Council ↑ initiatives. This ensures a financially sustainable
Capability and Service Plan, Policies, Guidelines, Individual Whilst the Operational Plan specifies the significant Council that has the resources now and into the future
Workforce Standards and Local Laws and Team initiatives and projects which Council will undertake to achieve its strategic objectives and provide levels
Plan Performance over the next 12 months, ‘business as usual’ services, of service that are both affordable and considered
activities and projects must also be subject to careful appropriate by the community.
42 43
Section 23
Organisational
Long-Term Asset Management Plans
These plans provide the blueprint for sustainable Elected Council
Structure
planning for and management of our assets, including Mayor & Councillors
roads, infrastructure, technology, buildings, and
services. They ensure we can maintain existing assets
to a satisfactory standard and provide for changing
and emerging needs.
Council Capability and Workforce Plan Council’s organisational structure sets the overall
structure, departments, and functions to enable the
This plan will outline the capability requirements of
delivery of services to our community.
our organisation to deliver against the Corporate
Plan including securing and retaining the key roles, Chief Executive Officer
Executive Team
people, skills, and knowledge to deliver on projects, Larry Sengstock
undertake necessary change management and The Executive Team is led by the Chief Executive Officer,
direct resources to priority areas. It will outline an agile, Mr Larry Sengstock, and includes five Directors. The Internal Audit Office of the Mayor & CEO
future-focused, and community-driven council while team provides clear and consistent leadership and Communications & Community Engagement
ensuring the safety, health and wellbeing of our staff. decision-making which supports the delivery of the Governance
The completion of the Capability and Workforce Plan strategic priorities and direction of operational business Executive Officer
is essential to achieving Council’s strategic vision and is for Council.
identified as a key action in the Excellence Theme.
Long-term Strategies
Council’s 10-year strategies are significant elements of
the Integrated Planning and Governance Framework,
and each strategy incorporates many subject specific
plans, studies, and action plans.
Director Corporate Director Director Director Director
The 10-year strategies include:
Services Community Infrastructure Strategy Development
— Community Strategy (to replace current Social
(Acting) Services Services and Environment and Regulation
Strategy)
Margaret Gatt Kerri Contini Shaun Walsh Kim Rawlings Richard MacGillivray
—E nvironment Strategy
—E conomic Strategy
- Financial Services - Customer - Infrastructure - Economic - Development
— Smart Biosphere Plan
- Revenue Services Experience Planning, Design Development, Assessment
— Transport Strategy & Cycling and Walking Strategy
- Procurement - Sport & Active & Delivery Major Events - Building &
and Implementation Plan 2020- 2040 & Noosa
- Fleet Lifestyles - Civil Operations & Destination Plumbing
Trails Master Plan 2020
- Information, - Community - Asset Management Management - Local Laws &
— Resilience Strategy (alignment of Disaster
Communications Connection -B uilding & Facilities - Innovation / Digital Environmental
Management Plans and Climate Response)
& Technology - Arts & Culture - Special Projects & Hub Health
- People & Culture - Disaster Recovery Transport - Strategic - Property
The Noosa Shire Planning Scheme - The Noosa Plan -
- Disaster Planning, Climate
is Council’s key document that guides development in
Management Change
our Shire. Council will continue to uphold and maintain
- Waste - Environment
the planning scheme to ensure it continues to reflect
- Commercial
community aspirations and is responsive to social,
Business Services
environment and economic changes.
44 45
Long-Term Asset Management Plans These plans provide the blueprint for sustainable Elected Council Organisational planning for and management of our assets, including Mayor & Councillors roads, infrastructure, technology, buildings, and Structure services. They ensure we can maintain existing assets to asatisfactory standard and provide for changing and emerging needs. “Y ™” Council Capability and Workforce Plan Council's organisational structure sets the overall structure, departments, and functions to enable the This plan will outline the capability requirements of Ps delivery of services to our community. our organisation to deliver against the Corporate Plan including securing and retaining the key roles, Executive Team Chief Executive Officer people, skills, and knowledge to deliver on projects, Larry Sengstock undertake necessary change management and The Executive Team is led by the Chief Executive Officer, direct resources to priority areas. It will outline an agile, Mr Larry Sengstock, and includes five Directors. The Office of the Mayor & CEO Internal Audit future-focused, and community-driven council while team provides clear and consistent leadership and Communications & Community Engagement Governance ensuring the safety, health and wellbeing of our staff. decision-making which supports the delivery of the The completion of the Capability and Workforce Plan strategic priorities and direction of operational business Executive Officer is essential to achieving Council's strategic vision and is for Council. identified as a key action in the Excellence Theme. I _— Long-term Strategies . oa zo Council's 10-year strategies are significant elements of 7 Lo \ the Integrated Planning and Governance Framework, ee and each strategy incorporates many subject specific = plans, studies, and action plans. ,.) s Director Corporate Director Director Director Director The 10-year strategies include: Services Infrastructure Community Strategy Development — Community Strategy (to replace current Social (Acting) Services Services and Environment and Regulation Strategy) Margaret Gatt Kerri Contini Shaun Walsh Kim Rawlings Richard MacGillivray — Environment Strategy — Economic Strategy - Financial Services - Customer - Infrastructure - Economic - Development — Smart Biosphere Plan - Revenue Services Experience Planning, Design Development, Assessment — Transport Strategy & Cycling and Walking Strategy - Procurement - Sport & Active & Delivery Major Events - Building & and Implementation Plan 2020- 2040 & Noosa - Fleet Lifestyles - Civil Operations & Destination Plumbing Trails Master Plan 2020 - Information, - Community - Asset Management Management -Local Laws & — Resilience Strategy (alignment of Disaster Communications Connection - Building & Facilities - Innovation / Digital Environmental Management Plans and Climate Response) - Arts & Culture Hub Health & Technology - Special Projects & - People & Culture - Disaster Recovery Transport - Strategic - Property The Noosa Shire Planning Scheme - The Noosa Plan - - Disaster Planning, Climate is Council's key document that guides development in Management Change our Shire. Council will continue to uphold and maintain - Waste - Environment the planning scheme to ensure it continues to reflect - Commercial community aspirations and is responsive to social, Business Services environment and economic changes. 44 ate)Section 24
Our People
Our Council
Organisational Establishment for period 1 July Diversity in Leadership Roles Executive Manager Coordinator/Supervisor
2024 to 30 June 2025
Gender Percentage of Total (%) Percentage of Total (%) Percentage of Total (%) Total (%)
Department Full Time Equivalent (FTE) Female 1.83 5.50 38.53 45.87
Chief Executive Officer 1.00 Male 3.67 12.84 37.61 54.13
Office of Mayor & CEO 27.10 Total 5.50 18.35 76.15 100
As an Employer of Choice, Council offers a
diverse range of employment opportunities and Corporate Services 51.10
is committed to ensuring Council has the capacity Community Services 109.82
and capability within its workforce to deliver positive Volunteers Code of Conduct
Infrastructure Services 152.15
outcomes for our community. Our workforce
includes planners, engineers, tradespeople, Strategy and Environment 36.74 Volunteering allows individuals to give back to their Our employees are bound by the Council Employee
and specialists in various disciplines including community and make a positive impact on the lives Code of Conduct (the Code) which plays an important
Development and Regulation 67.30
information technology, law, business, accounting, of others, which can be a rewarding and fulfilling part in helping Council operate to the highest
public administration, asset management and Total 445.21 experience. Volunteering can also help people to standards. It is based on a “best practice” model
human resource management. develop new skills, build relationships with others, and developed by the Local Government Association
gain a sense of purpose and belonging. of Queensland, and it brings together a range of
Employee type as at 30 June 2025 obligations, requirements and expectations that are
Council’s establishment comprises of permanent,
temporary, and casual positions. Although not a Employee Type Count Over 170 volunteers helped Council to deliver a set out in other pieces of legislation and puts them into
statutory requirement, changes to the organisational range of programs and services for this reporting a single document. The Code states and reinforces
Noosa Council Annual Report 24/25
Full Time 358
structure are presented to Council for consideration period, including assisting with Bushland Care, library the principles by which Council conducts itself and
and adoption annually because it is considered Part Time 104 services, Noosa Botanic Gardens and gallery services. while our Council’s business practices may evolve
good management practice for Council to over time, our commitment to these principles will
Casual 109
review its corporate structure and organisational We value the involvement of volunteers in assisting us remain constant.
Total 571 to deliver a wide range of programs that enhance the
establishment at the time it adopts its Operational
Plan and Budget. This ensures that resources services to our community. The Code applies to all Council employees regardless
are allocated within the budget and that there of their employment status, role or position. This
Tenure of employment with Council
is alignment with the priorities and objectives of International Volunteers Day 2024 includes permanent and temporary (full-time or
Council’s Operational Plan, Capital Program, and Tenure Percentage (%) On 6 December 2024, Council proudly supported part-time) and casual employees, temporary agency
standards of service delivery. International Volunteers Day to raise awareness of supplied staff, contractors, and volunteers.
0 – 2 years 46
the important role volunteers play in our community
3 – 10 years 32 and to say thank you to all our dedicated volunteers. The Code was updated and refreshed in April 2025.
On 28 June 2024, Council adopted the following
organisational structure indicating an overall 11 – 20 years 13 This year, Council held a morning tea event for our The changes included new branding in line with
increase in the total number of Full Time Equivalent volunteers and reflected on the International Volunteer Council’s corporate brand, a greater focus on SPARC
21+ years 9
(FTE) positions from last financial year of 433.52 to Day theme of emphasising how volunteers contribute Values, inclusion of additional practical examples,
445.21, excluding temporary positions. This increase to achieving the Sustainable Development Goals. and alignment to new organisational policies and
of 11.69 FTE allows Council to expand overall procedures. All employees were issued Employee
Employee Gender Ratio (%) – 30 June 2025
capacity to meet demand and provide greater Council offers people interested in various Code of Conduct training to familiarise themselves
Female 52.71 volunteering roles the opportunity to register their with the requirements of the updated Code and their
services to the community.
Male 47.29 interest. Further information on how to express an obligations to uphold these standards.
Additionally, Council monitors and tracks employee interest can be found on Council’s website: noosa.
turnover to assess risks, satisfaction and to qld.gov.au/Services-and-Facilities/Get-Involved/
recognise opportunities for retention. For this Volunteering
reporting period, Council’s turnover rate for all
staff was 19.44% while Council’s turnover rate for
permanent staff was 15.25%
46 47
Section 25
Performance Plans The Employee Awards were presented in various and practical learning, this program provides the Equal Opportunity Employment
categories, aligning to our SPARC values, to deserving tools, insights, and hands-on experience to take
During this reporting period, performance planning finalists and winners. A total of 172 nominations across on the responsibility of leading a team with greater Council recognises the importance of workforce
processes; through Performance Agreements for Council were received for the various awards. confidence. diversity and promotes a working environment where
Senior Officers and MyPlans for Employees, assisted people are treated on their merits at every stage of
Council to deliver on our Corporate Plan, Operational Learning and Development — LGMA Australasian Management Challenge their employment. At Council, all staff are encouraged
Plan and Branch Plans. Council participated in the LGMA Australasian to embrace equity and diversity at all levels within the
To complement the technical expertise of our staff Management Challenge, an innovative organisation. Council’s Employee Code of Conduct
These performance planning processes support the and contractors, Council provides its employees with development opportunity that is a convergence reinforces the standards of behaviours required of
performance and development of our leaders and various learning and development opportunities, of ideas, energy, academic rigour, and practical employees including non-discriminatory workplace
employees, by cascading performance objectives some of which are highlighted below. Our training application – the elements of which develop great practices. This is supported by training opportunities
to individual contributors. They also provide the is focused on compliance, safety, operational and leadership. This program is the premier forum for focused on non-discrimination and unconscious bias.
opportunity to identify development goals and corporate requirements to ensure the continued current and emerging local government leaders.
supporting activities that upskill our workforce and maintenance and development of skills and Positive Duty Prevention Plan
enhance behaviour in-line with our SPARC Values. knowledge for current roles. Throughout the year, staff Training In alignment with our commitment to a fair, respectful
also attend ad hoc industry seminars and conferences Employees accessed learning and development and inclusive workplace, Council has responded to
Our Culture to remain current in their area of expertise. Key training to equip them with the necessary skills, ability, recent changes to the Sex Discrimination Act 1984
opportunities are highlighted below: and knowledge to effectively perform their roles (Cth), which introduced a strengthened Positive Duty
At Council, we recognise our people are our greatest whilst growing professionally. Training opportunities on all employers to take proactive and preventative
asset, and we strive to cultivate an organisational —L
eadership Development Program – LEAD were supported via the Learning and Development action against workplace sexual harassment and
Noosa Council Annual Report 24/25
culture that is inclusive, values driven, and community Our LEAD Program learning objectives aligned Calendar and/or by individual or team requests related conduct.
focused. We believe it is important to recognise to two key organisational priorities; employee through our annual performance planning process.
individuals and teams who have made a significant wellbeing and managing psychosocial hazards During this reporting period, Council commenced
contribution to Council and our community, either in the workplace. In September 2024, all Council the development of a Positive Duty Prevention Plan.
through years of service, by delivering a successful leaders participated in Psychosocial Masterclasses Learning and Development Training Types This work reflects our commitment to the legislative
outcome, or exhibiting our SPARC Values. which introduced the Work Health and Safety reforms arising from the national Respect@Work
Training Count
(Managing Psychosocial Hazards at Work) Code Report and our broader focus on employee wellbeing
of Practice 2024 and raised awareness of the Safety training for Induction, Fire and First Aid* 414
Together we SPARC Culture Program and organisational integrity.
In August 2024, the CEO introduced our Together we four risk management steps for psychosocial Corporate Induction Training 99
SPARC Culture Program to build upon our embedded hazards; identify, assess, control, and review. The Plan aligns with the Australian Human Rights
Leadership Development 104
SPARC Values and Values in Action Framework. The Commission’s seven Standards for Complying with the
purpose of the Program is to improve employee —L
GMA Propeller Program Training and Development 480 Positive Duty and will be implemented in stages across
engagement and participation, whilst cultivating our Council participated in the Local Government the organisation throughout 2025. By embedding
Conferences and Seminars 34
desired culture for a cohesive and united workforce, Managers Australia (LGMA) Propeller Program. This these obligations into everyday practice, Council is not
is a dynamic professional development program Note: *Casual and contractor positions included
with performance driven purpose. only meeting its legal responsibilities but reinforcing a
offering participants a broad understanding of workplace culture where every employee feels safe,
2024 SPARC Employee Awards and Recognition local government in Queensland – its nuances, valued and respected.
challenges, and opportunities. Learning and Development Training Spend
of Service
On 28 November 2024, the CEO and leadership team Training Type Training Spend ($) Traineeships
hosted a SPARC Values reward and recognition event —L
GMA Ignite Program Council continued its participation in the First
Safety and Compliance 115,374
for all employees. Council celebrated and thanked Council participated in the LGMA Ignite Programme Start Program, one of eight initiatives under the
its staff for their contributions and outstanding work which is a tailored leadership development Learning and Development 319,352 Skilling Queenslanders for Work strategy led by the
delivered across Noosa Council and the Shire. program designed to provide new or aspiring Department of Employment, Small Business and
managers, supervisors, or team leaders with the Training. The program provides wage subsidies
This year, 42 employees were recognised for their necessary skills to manage and lead themselves to local councils to employ trainees, offering
commendable years of service at Noosa Council. and their team. Through interactive workshops young people and disadvantaged job seekers
48 49
Section 26
the opportunity to gain nationally recognised Work Health and Safety Wellbeing at Work Project Workplace Injury
qualifications and 12 months of paid employment In September 2024, Council launched a Wellbeing Council continues to experience low numbers of
through a structured traineeship. Council has a proactive approach with a strong at Work Project to comply with the Australian injuries resulting in workers’ compensation claims
focus on work health and safety in our everyday Government’s approved Work Health and Safety as outlined in the table. Council’s Work Health and
During this reporting period, Council expanded work. Our procedures and programs outline safety (Managing Psychosocial Hazards at Work) Code of Safety Team continue to focus on education, training,
its annual Traineeship Program in recognition that duties, responsibilities, and guidelines for managers, Practice 2024 under section 274 of the Work Health prevention, and injury management to continuously
traineeships offer several benefits to our local supervisors, and all other workers to create and and Safety Act (the WHS Act). The Project was improve our claims performance and support our
community and economy by increasing workforce support a positive safety culture. developed to meet psychosocial safety legislation employees.
participation, driving job growth, and increasing social requirements while fostering a workplace culture that
inclusion for disadvantaged job seekers. Council has Workplace Health and Safety Management enhances employee wellbeing, boosts organisational
participated in the First State Program since 2016 and System Plan performance, and reduces psychosocial hazards to Workers’ Compensation Claims up to 30 June 2025
has engaged 29 trainees to date. Council has an endorsed Work Health and Safety better serve the community.
Year No. of Claims
Management System Plan 2024 – 2026. This Plan sets
Wellbeing out a strategic framework to support Council’s work Council’s approach included a Wellbeing at Work 2014 9
health and safety management system and to ensure Roadmap, designed to guide the organisation 2015 28
THRIVE that Council: through the necessary steps to meet the psychosocial
2016 30
The Thrive Program continues to be a cornerstone of — Provides a safe and healthy workplace safety standards outlined in the Work Health and
Noosa Council’s strategic commitment to fostering — Complies with applicable health and safety Safety Act and Regulations. This roadmap supports 2017 19
a progressive, inclusive, and supportive workplace. legislation, such as the Queensland Work Health an integrated strategy to foster a safe, healthy, and
2018 26
Thrive prioritises employee wellbeing, psychological and Safety Act 2011 productive workplace by:
Noosa Council Annual Report 24/25
safety, and development, supporting Council’s — Identifying hazards 2019 17
— Meets the requirements of the Local Government
position as an employer of choice. The program’s Workcare “Mutual Risk Obligations” program, and — Eliminating or minimising risks 2020 34
inward focus ensures that initiatives are tailored to the — Follows the framework set out by the National — Controlling risks
2021 25
needs of staff, promoting mental and physical health, Audit Tool for Self-Insurers. — Maintaining and reviewing control measures, and
connection, and engagement across all departments. — Consulting with employees throughout the process. 2022 25
Council regards its work health and safety obligations 2023 9
During this reporting period, Thrive delivered a range with the utmost importance and as such, resources To meet employee consultation requirements, Council
of impactful initiatives including all-staff wellbeing conducted a Wellbeing at Work employee survey 2024 14
will continue to be allocated to ensure compliance with
events, nature-based activities and awareness relevant legislation, support continuous improvement in October 2024. The survey aimed to identify the 2025 17
campaigns such as RUOK and Movember. It also of the work health and safety management system key factors influencing employee wellbeing, both
strengthened internal communication and visibility and maintain a safe and healthy work environment. strengths and areas for improvement, as well as
through Noogle and Viva Engage and sought identifying the psychosocial hazards and risks across
employee feedback via internal surveys to inform Workplace Health & Safety Policy the organisation.
future needs and opportunities. On 22 January 2025, the CEO approved the updated
Workplace Health & Safety Organisational Policy. This Between November 2024 and June 2025, survey
Mental Health and Building Resilience Policy affirms Council’s commitment to continually debriefs, wellbeing workshops, and action planning
Council continues to offer mental health, resilience improving our safety culture and behaviour to ensure sessions were undertaken across the organisation
and employee assistance programs designed to the provision of a safe working environment for to inform targeted actions and controls to build
help employees cope with personal or work-related its employees, contractors, volunteers, labour hire a healthier, more supportive workplace for all
problems that could affect their job performance, employees and visitors to Council premises and employees. Council will maintain its focus on risk
health, or wellbeing. Council reviewed its employee worksites. management by implementing various initiatives,
assistance program in consultation with employees, programs and awareness opportunities aimed at
to ensure our partner provider delivers the care and reducing psychological hazards in the workplace.
responsiveness our employees need and deserve.
50 51
Section 27
52
53
Noosa Council Annual Report 24/25
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Year in Review
to continue joint efforts in managing tourism organisational priorities, a congested community
and to develop a roadmap outlining the future engagement calendar, shifts in Council direction, and
collaboration and arrangements between the two rising community expectations and feedback.
organisations.
— Disaster Recovery Plan: Reconstructed Back Initiatives experiencing significant delays are closely
Mountain Road after a landslide, restoring access monitored by the responsible Manager and Director,
This section of the Annual Report considers Council’s —N
oosaville Foreshore Infrastructure and incorporating stabilisation, drainage, and with issues addressed through enhanced project
progress and performance in achieving the goals set Management Plan: A 20-year strategy to guide resurfacing to meet safety and durability standards. planning and strengthened risk management
out in its Corporate Plan. sustainable upgrades, improve amenities and — Customer Care: Council completed a survey practices. Additionally, the Executive Team regularly
accessibility, and enhance climate resilience. to gauge community satisfaction and identified review the progress of major initiatives to proactively
Council’s Corporate Plan 2023 – 2028 outlines our —T
he iconic story of surfing in Noosa: A opportunities to improve service delivery. address any emerging challenges.
vision for the Shire, sets the strategic direction for comprehensive record preserving Noosa’s surfing — Policy: Council endorsed the Integrated
Council and our priorities over the next five years. In heritage, highlighting key milestones, personalities, Compliance and Enforcement Policy to guide How are we tracking?
conjunction, Council’s Operational Plan 2024 - 2025 and its cultural impact on the region’s identity. regulation, investigation, and enforcement across
details the significant initiatives undertaken during the —F
loating Land 2025 Biennale: Completed community and environmental matters. Council’s Operational Plan 2024 – 2025 comprises
period as we work towards achieving the key focus all preparations for Biennale Floating Land — Safety: The WHS team has reviewed the of 107 initiatives that are strategically aligned with the
areas set out in the Corporate Plan. 2025, coordinating logistics, engaging artists Workplace Health and Safety Policy and developed themes outlined in the Noosa Council Corporate Plan
and stakeholders, and promoting community a new annual Workplace Health and Safety 2023–2028. Each initiative contributes to Council’s
Throughout the year, the CEO provided Council with participation to deliver a vibrant cultural event. Management System Plan. overarching objectives and may represent either a
quarterly reports outlining progress of the Operational —W
astewater treatment system auditing — Contract Management: The Contract long-term, staged effort aimed at achieving a broader
Noosa Council Annual Report 24/25
Plan and details of Key Performance Indicators. Both program: A proactive audit of Kin Kin properties Management Framework has been completed, and vision—potentially spanning multiple years—or a
the quarterly and annual reports to Council are publicly with Wastewater Treatment Plants (WTP) was staff training is scheduled for FY25/26. discrete project with clearly defined objectives and
available via Council’s website. completed, with further Shire-wide audits deliverables.
planned to ensure effective operation and protect However, there have also been delays to several key
For this reporting period, Council reported waterways and the community. initiatives: Overall, the majority of initiatives are progressing well
achievements, progress and key performance —P
athways & Cycleways: Council sustained — Noosa River Catchment Management Plan with 76 (71%) are either ‘Completed’ or currently ‘On
indicator outcomes aligned to Council’s corporate pathway standards through the renewal program — Destination Management Plan Track’ for completion within the scheduled timeframe.
planning framework. With a five-year horizon to deliver and implemented the Cycling and Walking Plan to — Community Strategy A further 25 initiatives (23%) are experiencing a ‘Minor
the Signature Projects and Key Actions in its Corporate guide active transport across the shire. — Financial Strategy Disruption’, while 6 initiatives (6%) are facing a ‘Major
Plan, project commencement and completion dates —S
ustainable Procurement: Embedded sustainable Disruption’.
vary accordingly. procurement practices into Council processes The disruptions can be attributed to a range of
through a formal policy, supported by education, factors, including resourcing constraints, competing
Performance Summary measurement, and reporting frameworks.
—W
aste and Resource Recovery: Procurement
The Operational Plan 2024-25 set an ambitious and underway for a green waste composting facility;
Status of Initiatives by Corporate Theme
comprehensive program of work, encompassing a solar farm feasibility and technical enquiries
broad suite of strategic initiatives aimed at advancing completed; Transfer Station redesign plans and Status Environment Liveability Prosperity Future Excellence Total
the objectives of Council’s Corporate Plan. The plan application submitted.
was intentionally forward-looking, reflecting both the —E
ngagement with Traditional Owners: 41 formal Complete 6 8 3 3 13 33
organisation’s strategic priorities and its commitment engagements were held with Kabi Kabi People’s
to delivering outcomes of long-term value to the Aboriginal Corporation (KKPAC) and the Kabi Kabi On Track 8 11 6 8 10 43
community. Land & Sea Rangers. Council also finalised the
internal Aboriginal Cultural Heritage Act training Minor Disruptions 6 7 3 5 4 25
Council initiatives are progressing well, with several program, which is set for delivery in FY25/26.
key milestones achieved in this reporting period: —T
ourism Noosa: Council approved a revised Major Disruptions 1 1 0 0 4 6
12-month agreement with Tourism Noosa
Total 21 27 12 16 31 107
54 55
Section 29
Theme 1 — Environment Key Actions
No. Description Comment % Complete
4 Continued delivery of Community and Ongoing delivery of both grants programs. 40
Environment Grants Program. Community Grants Policy has been reviewed,
revised and adopted. New grant categories to be
implemented from September 2025.
Highlights
Enhance our understanding of the value of our
5 Ongoing. 50
natural areas and systems.
— Noosaville Foreshore Infrastructure Management Plan: The master plan is a 20-year strategy to guide Complete and annual monitoring is ongoing -
6 Develop integrated water monitoring program. 100
sustainable upgrades, improve amenities and accessibility, and enhance climate resilience, while Public dashboard being developed.
preserving the foreshore’s natural character and reflecting community priorities. Complete and implement Encroachments into Complete and implementation is ongoing within
7 100
Public Land Policy. resources.
— The iconic story of surfing in Noosa: A comprehensive record that celebrates and preserves this
distinctive element of the region’s heritage and lifestyle. The work captures historical milestones, notable
personalities, and the cultural significance of surfing in shaping Noosa’s identity.
Operational Plan 2024 – 2025 Performance Progress
— Council Works: Throughout the Operational Plan year, Council ensured that all capital, civil, and
maintenance works adhered to Noosa Design Principles, legislative requirements, and environmental
best practices, including the practical integration of fauna- and flora-sensitive designs to minimise Completed Initiatives
environmental impact. OP Ref Initiative Lead Service Area Status Date Delivered
1.3.1 Finalise the Noosaville Foreshore Management Plan to Infrastructure Services 19/06/2025
Corporate Plan 2023 – 2028 Performance Progress provide an asset renewal program for aging infrastructure
Noosa Council Annual Report 24/25
and in response to increased community expectations and
the increasing risk of climate change.
Signature Projects 1.3.5 Implement the Noosa Spit Shoreline Erosion Management Infrastructure Services 31/08/2024
Plan (SEMP) to protect the Noosa Spit and river estuary (incl.
sand and Noosaville foreshores) from major coastal events.
No. Description Comment % Complete
1.4.1 Prepare Conservation Management Plans for at least two Community Services 26/03/2025
1 Yurol-Ringtail State Forest Conservation Project. Complete. 100 Council-controlled heritage places to inform decision
making about conserving and managing places of cultural
2 Completion of the Noosa River Plan. Funding and a resource secured through Resilient 50 significance.
Rivers Program to deliver the Catchment Action
Plan in 2025 and 2026. 1.4.2 Document the iconic story of surfing in Noosa to capture this Community Services 30/06/2025
unique aspect of Noosa’s heritage and lifestyle.
3 Implementation of Coastal and Foreshore Underway - implementation ongoing within 20
Management Plans. allocated resources.
1.5.1 Finalise the transition arrangements for the Yurol Ringtail Strategy and 01/02/2025
4 Delivery of Coastal Hazard Adaptation Plan Various CHAP projects are underway and being 30 State Forest land for conservation to expand the area Environment
(CHAP). delivered. Further information is available on protected for conservation in Noosa Shire.
Council’s website.
1.8.3 Ensure all Council capital, civil and maintenance works are Infrastructure Services 30/06/2025
Key Actions planned, delivered, and maintained in accordance with the
Noosa Design Principles, legislative requirements, and best
1 Ongoing delivery of Noosa Shire Heritage Ongoing delivery of heritage program and growth 40
environmental practice. This includes minimising impacts on
Program, including Heritage Register, Heritage of heritage portal, stage 3 of heritage register
environmental values and incorporating fauna/flora sensitive
Overlay and Heritage Portal. review complete - awaiting planning amendment
designs into project planning and delivery, where practical.
process, new structure implemented for heritage
services.
2 Refresh, implement and embed the Noosa Design Draft complete. Feedback is being sought 60
Principles. in coming months and final document to be
presented to Council later this year.
3 Delivery of annual Capital Infrastructure Program. Solid delivery of $30million worth of Program 80
consistent with previous years, especially
considering weather and resource constraints.
A budget initiative has been profiled for FY25/26
to better resource the Program to provide more
proactive delivery.
56 57
Section 30
On Track Initiatives Disrupted Initiatives
OP Ref Initiative Lead Service Area Status Comments OP Ref Initiative Lead Service Area Status Comments
1.1.1 Continue to deliver the Modern Water Quality Strategy and This programme is ongoing. 1.1.2 Enhanced management of bio basins Strategy and Delivery of the maintenance
Monitoring Program for the Noosa and Environment Monitoring was completed as in formal asset management systems, Environment schedule was delayed in Q3
Mary River Sub-catchments to monitor the planned for all sites in Q4. A including asset management and renewal to due to adverse weather, and the
environmental health of the catchments and six-month trial of Mary River reduce harmful stormwater runoff to protect programme was unable to recover
identify priority areas for management. sub-catchment monitoring has and improve waterway health. these delays in Q4.
commenced with Sunshine Coast
Council. Water quality dashboard 1.2.3 Initiate a review of the Biosecurity Plan 2020 Strategy and A draft is currently being reviewed;
has been trialled with the Noosa to manage invasive species which threaten Environment however, staff resources have
Waters Residents Association. Noosa’s biodiversity values. been limited due to competing
Council to be briefed on the annual operational demands. Completion
programme in August 2025. anticipated in Q1/2 FY25/26.
1.2.1 Continue to deliver the Noosa Bushland Strategy and Program planning completed 1.3.3 Identify high-risk erosion prone areas of the Strategy and Progress through the High-Risk
Reserve Strategic Fire Management Environment for 2025 burns. Planned burns Climate Change Adaption Plan (CHAP) and Environment Erosion Prone Area Working Group
Plan 2021 and deliver planned burns and being undertaken as weather and scope an ongoing management program. has stalled due to staff vacancy
mechanical fuel reduction where conditions conditions allow throughout Q4. and changes. A Noosa Eastern
allow in priority reserves, based on a As we are at the mid-point of the Beaches Creek Erosion Risk study
comprehensive bushfire risk assessment. programme, we will not have a has been delivered by consultants,
clear picture of completion until Q1 covering geotechnical, hydrological
reporting of FY25/26. & vegetation assessments at the
nine creeks along the Eastern
1.2.2 Continue to deliver a Community Bushcare Strategy and Annual programme for all Volunteer Beaches. Assessments were used
Program for active volunteers across Environment Bushcare groups successfully to identify slope stability risks,
bushland care groups and undertake a delivered. including urgent, short, medium
review of the Community Bushland Care and long term actions to reduce
Noosa Council Annual Report 24/25
Guideline. these risks. Actions vary from
urgent remediation works through
1.3.2 Initiate the implementation of the Eastern Strategy and Education material is complete, and to longer term revegetation and
Beaches Foreshore Management Plan Environment the public awareness campaign weed control.
2023 focusing on education and awareness has started. A restoration program
of the social and environmental values of is underway within available budget 1.5.2 Review the Conservation Land Plan/Policy to Strategy and To be reported to Council in
foreshores, and key management issues. and resourcing, and the beach provide a clear methodology for identifying Environment September 2025. Some delays
infrastructure access manual is land parcels for consideration of purchase in delivery due to further review
nearing completion (80%). (via the Environment Levy) for inclusion in the requirements following a Councillor
Voluntary Conservation Agreement program workshop.
1.3.4 Implement the Encroachments Policy Strategy and Ongoing implementation program or the Land for Wildlife program.
and Operational procedure, including the Environment underway. Recovery plans have
development of a community education and been developed for the esplanade 1.6.1 Finalise and initiate implementation of the Strategy and Delayed to FY2025/26. This
awareness campaign to guide community south of the ferry – associated Noosa River Catchment Management Environment initiative will now be advanced
use and management of council managed works to be undertaken in FY25/26. Plan to help protect catchment values and as part of the SEQ Resilient
land. Works at Lorikeet Dr, Peregian ecosystem services Rivers Program for preparing a
Beach, have been completed. Catchment Action Plan. Council is
being supported with funding via
1.7.3 Manage flying fox impacts on the community Strategy and SoMI implemented for the Kin Resilient Rivers and resourcing to
in accordance with the Noosa Council Environment Kin roost, following community assist in preparing the Noosa River
Statement of Management Intent (SoMI) and concern due to seasonal increase Catchment Management Plan.
through community education. in flying fox population. Additional Community engagement on a Draft
resources being applied to plan will occur in 2026.
monitoring and impact assessment
in Q1 of FY25/26. 1.7.1 Initiate implementation of the Noosa Strategy and Action Plans for Koala
Threatened Fauna Roadmap including the Environment Conservation and Sea Turtle are
1.8.1 Complete the review of the Noosa Strategy and Draft Design Principles document development of 2 action plans per year for nearing completion (95%).
design principles including incorporating Environment prepared and presented at priority threatened species identified in the
sustainable design to embed climate Councillor workshop in April 2025. Noosa Threatened Fauna Roadmap.
resilience, nature positive and low carbon Kabi Kabi engagement completed
considerations into the principles, and in July 2025. The draft document 1.7.2 Initiate a review of the Koala Conservation Strategy and The final draft has been completed
promote and increase awareness with key is now finalised for external Plan to ensure recovery and conservation Environment and is undergoing internal review in
stakeholders. key stakeholder engagement strategies are aligned with contemporary Q1 FY25/26.
(designers and industry populations and threats.
organisations).
1.8.2 Continue to implement best practice Development and Implementation continuing.
Development Assessment services that Regulation
deliver the strategic outcomes of the Noosa
Plan 2020.
58 59
Section 31
Theme 2 — Liveability Key Actions
No. Description Comment % Complete
1 Develop and implement updated master and NLC’s Needs & Options Study is complete, NAC 45
business plans for Council’s major community Upgrade Plan is complete, Libraries Plan is
facilities: the Noosa Leisure Centre (NLC), currently in draft, Cemeteries Plan is currently in
Noosa Aquatic Centre (NAC), The J, Libraries, draft. Work will be ongoing across the life of the
Highlights Cemeteries and Noosa Community Support. Corporate Plan.
2 Complete community infrastructure audit and Major delay due to lack of funding and resources for 0
— Floating Land 2025 Biennale: Completed all preparatory activities for the successful delivery of the needs assessment to determine current and the Community Strategy. Anticipated to commence
future needs. in FY25/26 and progress over 12 months.
Biennale Floating Land 2025 event, facilitating a dynamic platform that brings contemporary arts and
culture to the community. This included coordinating logistics, engaging artists and stakeholders, and 3 Complete the feasibility of the potential ReGen Feasibility is complete. Major project will not 100
Physical and Wellbeing Hub and commence progress however concept and components have
promoting community participation to ensure a vibrant and impactful cultural experience. implementation of outcome. been incorporated into the Leisure Centre Options
— Wastewater treatment system auditing program: A proactive audit of properties in Kin Kin with Study. Some elements also included in Noosa
District Sports Complex grant applications.
Wastewater Treatment Plants (WTP) was completed and further audits are planned across the Shire to
4 Complete Non-Powered Water Sports Feasibility Completed and adopted. Concepts incorporated 100
ensure WTPs are working effectively and keeping our waterways and community safe. Project. into ongoing work such as Noosa Foreshore
— Pathways & Cycleways: Council maintained pathway standards through the renewal program and Infrastructure Master Plan.
delivered the Cycling and Walking Implementation Plan to guide the planning, development, and 5 Develop plan to guide and increase arts and Partially complete. Council’s Public Art Policy 50
promotion of active transport networks across the shire. environmental impact. culture in public spaces. complete and adopted. New Cultural Plan is
currently in draft. Work will be ongoing across the
life of the Corporate Plan.
Corporate Plan 2023 – 2028 Performance Progress 6 Complete investigations of both Cooroy and Investigations are complete and presentations are 90
Noosa Council Annual Report 24/25
Noosa Shire Business centre transit hubs. scheduled in the near future with Councillors to
share outcomes.
Signature Projects 7 Redevelop Noosa Heads Bus interchange as an Design Options report was completed in 2023. 10
iconic arrival point to Noosa Heads. Further investigation has not commenced and
awaiting precinct planning outcomes as the
No. Description Comment % Complete project cannot be designed in isolation to the
adjacent Noosa Parade, Lions Park, Maze Carpark
1 Deliver Noosa Housing Strategy. Progressing well, noting this is a 5 to 10-year 50 and Main Beach Reserve.
Strategy.
8 Accelerate delivery of Cycling and Walking The Noosa Biosphere Trail Network has been 50
2 Develop Community Strategy. Major delay due to lack of funding and resources, 0 Implementation Plan and Noosa Trails significantly advanced through the grant funding
some resourcing to be provided in FY25/26 to Implementation Plan. and Council co-contribution with Woondum and
commence development and progress over two Wahpunga Trails receiving significant funding.
to three years. Walking and cycling paths have advanced with
the grant funded program for the replacement
3 Deliver Living Well Program. Living Well Program established and now ongoing. 50
of the Noosa Drive pathway, completion of the
Program is being expanded in FY25/26 due to
Noosa Parade Stage 2 Cycle Path Design and the
success in obtaining external funding.
Peregian Beach Active Street. Council funded
4 Implement Master Plan for Cooroy Sports Minor infrastructure issues resolved e.g., fencing. 20 program include the Local Links program of other
Complex. Major infrastructure upgrades underway e.g., $1million per year in construction of missing link
expansion of gym, lighting upgrade, tenure, and footpaths.
boundary elements under review. Work will be
9 Investigate and implement a new revenue system Progressing - Increase to differential rate for 50
ongoing across the life of the Corporate Plan.
which ensures visitors contribute to the provision transitory completed as part of budget, ensuring
5 Implement Master Plan for Noosa District Sports Major delay due to lack of success in funding 15 and maintenance of transport facilities and short stay properties contribute more. Draft
Complex. applications. Some implementations in ancillary services they utilise. Parking Management Plans prepared, including
areas e.g., Olive Donaldson, Netball clubhouse. indicative paid parking areas. Visitor charge and
Work will be ongoing across the life of the paid parking will be tested through the Destination
Corporate Plan. Management Plan.
6 Prepare a new Movement Strategy and The Transport and Traffic Team have now 50 10 Continue to implement the Short Stay Letting Significant progress has been made implementing 100
Connectivity Strategy (implementation plan for been fully recruited following two years of Local Law to manage the impacts of short-term the local law, capturing all properties, undertaking
Noosa Transport Strategy for FY25-27). significant vacancies. Two workshops have been letting. compliance and development of reporting
undertaken with Councillors to define priority dashboards. An operational review has significantly
transport projects in the next two years, pending progressed with input from stakeholder to further
major review of the Transport Strategy. The enhance the effectiveness of the local law and
implementation plan is currently being drafted managing the impacts from SSL
and presented to Councillors in a subsequent
workshop.
60 61
Section 32
Operational Plan 2024 – 2025 Performance Progress On Track Initiatives
OP Ref Initiative Lead Service Area Status Comments
Completed Initiatives
2.1.1 Continue to implement key actions of the Strategy and The Housing Strategy update and
OP Ref Initiative Lead Service Area Status Date Delivered Noosa Housing Strategy including: Environment proposed Housing Monitoring
– Development of a Housing Monitoring program were reported to Council
2.2.3 Maintain the standard of pathways throughout the shire Infrastructure Services 30/06/2025 program. in March 2025. Housing Monitoring
through the delivery of the pathway’s renewal program. – Partnering with State Housing Department, report is being prepared and
Community Housing providers and industry external service provider engaged
to advance the planning and development for data analysis.
2.3.1 Finalise and commence implementation of the Public Art Community Services 14/03/2025
of affordable housing.
Policy to improve the character and aesthetics of public
– Continue site investigations at Lake Engagement with the State
spaces.
Macdonald Drive, Cooroy, for affordable government for State-driven
housing outcomes. development continues. The
2.3.2 Prepare for the delivery of the biennale Floating Land 2025 Community Services 30/06/2025
– Identifying grant and funding opportunities State government confirmed a
event which brings arts and culture to a contemporary
for affordable housing outcomes. social housing development of 32
community.
dwellings in Tewantin and purchase
2.4.3 Deliver the Cycling and Walking Implementation Plan to guide Infrastructure Services 30/06/2025 of an additional site.
Council’s planning, development and promotion of bike and
walking networks in the future. Site investigations completed
at 62 Lake Macdonald Drive,
2.5.3 Complete community halls Disability Discrimination Act Development and 01/02/2025 community engagement
(DDA) compliance and asset management condition Regulation undertaken and report submitted
assessments to ensure quality, accessible and fit for purpose to Council presenting revised site
community facilities. option. Tender process has been
completed, and the report will be
2.6.2 Review and complete the Community Grants program and Community Services 23/01/2025 presented to Council in July 2025.
Noosa Council Annual Report 24/25
policy to further support community organisations to deliver
community development initiatives. Tenders under review for master
planning of Council sites for
2.8.1 Deliver the Living Well Noosa program to improve the health Community Services 01/02/2025 affordable housing using grant
and well-being of the community. funding; proposed planning
scheme amendments on housing
2.8.2 Undertake a proactive auditing programme of wastewater Development and 30/06/2025 affordability awaiting Minister’s
treatment systems to keep community safe and maintain Regulation sign-off submitted February 2025.
water quality and the health of waterways.
2.1.2 Continue to implement and monitor the Short Development and Short Stay Local Operational
Stay Letting Local Law to manage the impacts Regulation Review has significantly progressed.
of short-term letting. The stakeholder survey has been
completed and the feedback
reviewed. Stakeholder roundtable
session completed, feedback from
roundtable included completed
briefing to Council. Report with
recommendations to be presented
at August 2025 round of Council
meetings.
2.2.1 Complete the upgrade of the Woondum Infrastructure Project Reference Group has been
and Wahpunga trails in accordance with Services re-established to guide scope
the Noosa Biosphere Trails Master Plan of works. On the ground works
to improve the condition of trails, increase has commenced, with ongoing
connectivity between Cooran, Kin Kin and procurement and scope refinement
Lake McDonald, and recreational activity. underway for remaining works
to meet grant obligations. QPWS
permit Section 34 application for all
trails progressing well. This project
is funded until November 2026.
2.4.1 Complete and deliver the Movement Strategy and Review of actions included in
and Connection Delivery Plan to improve Environment the Transport Plan and Cycling
transport links, walking and cycling and Walking Strategy has been
connections and movements. undertaken. A draft Delivery Plan
has been prepared for internal
review. The draft was discussed at
Councillor workshop in April 2025.
62 63
Section 33
On Track Initiatives Disrupted Initiatives
OP Ref Initiative Lead Service Area Status Comments OP Ref Initiative Lead Service Area Status Comments
2.4.2 Commence a Northern Sunshine Coast Public Infrastructure The Noosa Shire Council Parking 2.2.2 Finalise the Noosa Botanic Gardens Infrastructure Stakeholder Reference Group, meetings &
Transport Strategy including advocating Services and Transport Strategy (NSCPTS) Master Plan to help guide future Services initial public consultation complete. Draft to be
with DTMR for the finalisation of the strategy is progressing as scheduled. Team improvements and enhance the visitor submitted to Council in September 2025 for
and undertaking investigations into the members have actively participated experience. endorsement and final public consultation.
Cooroy and Shire transit hubs to improve in a recent workshop, contributing
public transport connectivity in the shire for to the development of key 2.4.4 Develop the Noosa Parking Infrastructure The Parking Management Plan is currently on
residents and visitors. priorities. Community consultation Management Plan to guide our Services hold, pending the outcomes of the community
is anticipated to take place in approach to the management of consultation for the Destination Management
September 2025, ensuring public parking throughout the shire. Plan. The findings from that process will
views are integrated into the next help inform the direction and priorities of the
phase of strategy development. Parking Management Plan moving forward.
2.4.5 Embed the Go Noosa program including the Infrastructure The Go Noosa program was 2.5.2 Continue to undertake the staged Community Noosa District Netball Clubhouse rebuild
free weekend and holiday bus program, as Services delivered for the 2024/25 FY. implementation of Master Plans for Services underway with an anticipated completion
part of the Transport Strategy to reduce traffic An evaluation report was presented the Cooroy and Noosa District Sports in August 2025. Internal road upgrade at
congestion and reduce emissions. to Council in August 2025. Complexes (NDSC) to improve sport NDSC subject to design and external funding
and recreation facilities and increase opportunities. Cooroy Sports Complex:
2.4.6 Undertake investigations into the Noosa Infrastructure Consultant has been appointed to participation in sports. - Field lighting upgrades to be completed and
Woods Jetty as potential ferry stop location Services lead the investigation and targeted handed over by August 2025.
as a means of public transportation, and to stakeholder engagement has - Gymnastics and multi-use area upgrades
provide increased access to Noosa Woods. occurred to inform consultants initial detailed design has been completed, now
findings. Councillor workshop was awaiting final costings and approval to go to
undertaken in July 2025 to present tender for construction.
the Phase 1 findings. This will lead - Internal road and car park upgrades on hold
into Phase 2 Concept Design until capital works allocation allocated.
Noosa Council Annual Report 24/25
development and subsequent
broader community engagement. 2.5.5 Finalise the review of community Development and A second Councillor workshop has been held,
purpose land and the Infrastructure Regulation during which the need for further external
2.5.1 Complete a new Noosa Libraries Business Community As of Q4, the Libraries Plan has Tenure Policy to provide a consistent stakeholder consultation was identified. The
Plan to ensure the delivery of a well-planned Services been graphically designed and is framework to ensure the equitable additional consultation extends the timeframe,
service that meets community needs. undergoing final edits before being use of community purpose land and with completion of the review and adoption
implemented in early FY25/26. infrastructure within is utilised to its full of the updated policy expected to occur in FY
potential. 25/26.
2.5.4 Commence the design process for an Infrastructure Design Brief and amenities siting
Accessible Adult Change Facility as part of Services completed. Consultant has 2.6.1 Undertake the preparatory phase for Community No internal staffing or funding for external
the Noosaville Foreshore Management Plan. completed a Concept Design. A the proposed development of a new Services resourcing is available to begin this piece of
Councillor briefing on the concept Community Strategy which outlines work this quarter and this is unlikely to change
scheduled for July 2025 with the community’s vision for Noosa and for the remainder of the financial year.
targeted stakeholder engagement guides planning and decision making.
to follow.
2.7.1 Complete Noosa Cemeteries Plan Community Consultation has been undertaken with key
2.5.6 Provide inclusiveness coaching support to Community Council’s Inclusion Coach continues to guide the future management Services stakeholders. Draft has been completed and
community groups to increase community Services to implement and deliver the of council’s cemeteries and ensure is currently under internal review. Progress
participation for people with disabilities. Sport4All program across the shire cemetery services meet future constrained by available resourcing.
working with schools and clubs. demand.
To date, 21 sports clubs and four 2.7.3 Investigate a new revenue system Infrastructure Paid parking and congestion charging
schools have engaged with the which ensures visitors contribute to Services were investigated as part of the Parking
program. Assisted skateboarding the provision and maintenance of Management Plan and in line with the project
was included in the recent Noosa transport facilities and services they scope and findings presented to Councillors in
Skate 2025 Peregian Day in the Park utilise. a series of workshops. Further refinement will
with a specialised frame enabling be informed by findings from the community
wheelchair-bound participants consultation process from the Destination
the opportunity to experience Management Plan.
skateboarding.
2.7.4 Continue to progress asset Community Building condition assessment reports
2.7.2 Complete a needs assessment for the Noosa Community NLC Needs Assessment completed management planning for council’s Services (BCARs) 40% completed with further BCARs
Leisure Centre (NLC) and Noosa Aquatic Services with further work required to community services buildings and delayed due to resourcing. Additional BCARs
Centre (NAC) to provide a basis on which progress project into next stages community infrastructure to ensure expected to recommence by the end of
the sporting needs of the community are and NAC project at latter stages of their ongoing suitability to meet the August 2025 with one due for completion
determined. delivery. functional needs of current and future by December 2025. 28% of comprehensive
users. Asset Management Plans (AMPs) near
completion. Progress constrained by available
resourcing.
64 65
Section 34
Theme 3 — Prosperity
Operational Plan 2024 – 2025 Performance Progress
Completed Initiatives
OP Ref Initiative Lead Service Area Status Date Delivered
Highlights 3.1.3 Progress the embedding of sustainable procurement
practices into Council’s procurement of services and
Corporate Services 30/06/2025
products, through the adoption of a formal policy position,
as well as developing an education, measurement, and
— Sustainable Procurement: Embedded sustainable practices into Council’s procurement processes
reporting framework.
through adoption of a formal policy position, alongside the development of education, measurement, and
3.2.1 Progress investigation of a future skills learning hub and Strategy and 25/04/2025
reporting frameworks. Skills Plan to identify current and future skill needs for priority Environment
— Waste & Resource Recovery: Procurement initiated for the design, construction, commissioning, and Noosa businesses.
handover of a green waste composting facility. Feasibility study and technical enquiries for a solar farm 3.6.1 Complete stage 3 of the Regional Art Gallery Feasibility Community Services 02/12/2024
completed. Development plans and application for the Transfer Station redesign submitted. Project including a Business Plan for council’s consideration.
Corporate Plan 2023 – 2028 Performance Progress
On Track Initiatives
Signature Projects OP Ref Initiative Lead Service Area Status Comments
3.1.2 Implement the Noosa Economic Development Strategy and Ongoing delivery of Noosa Smart
Noosa Council Annual Report 24/25
No. Description Comment % Complete
Smart Biosphere Strategy (NEDS) Action Environment Biosphere Economic Development
1 Regional Art Gallery Project Feasibility Project. Stage 2 Feasibility Study Complete; Stage 3 60 Plan and identify and advance priority (Action) Plan and priorities including:
Business Case Complete; Stage 4 Funding projects including the activation of strategic - Development of Destination
Options and Staging Plan to be undertaken in employment land. Management Plan (November
FY25/26. Work will be ongoing across the life of the 2025 adoption anticipated)
Corporate Plan. - Gold Eco-Destination
Accreditation (Ongoing)
2 Transform waste management practices in line Waste Plan is complete and is ongoing with waste 100 - Development of Noosa Council
with the new Waste Strategy. diversion target being met. Council is actively Events Strategy (First draft moved
seeking partnership funding to implement to Q2 FY25/26)
innovative waste management technologies at its - Implementation of Green
Resource Recovery Area supported by a new site Economy Plan, including
Master Plan to support new practices. activation of Circularity Precinct
in collaboration with Waste
3 Finalise Green Economy Industry Development Complete 100 Management, building capacity
Plan. in green businesses and auditing
Noosa’s Electric Vehicle capacity
Key Actions and enabling infrastructure
1 Complete the next stage of the Peregian Digital Complete - Successfully providing ongoing 100 needs in collaboration with
Hub and continue to invest in the ongoing support to tech and innovation. Waste Management Branch
development of Noosa’s position as a technology (Circularity Precinct Ongoing/EV
and innovation hub. Infrastructure Audit Q1 FY25/26)
- Industry Development Plans -
2 Complete Shire Wide Employment Land Review Complete - implementation of actions underway. 100 including Food & Beverage and
and implement actions from this plan. Education (Ongoing)
- Food and Agribusiness Hub Proof
3 Develop a Food and Agribusiness Industry Delayed. 0 of Concept scheduled for Q1
Development Plan. FY25/26
- Business Support Programs
4 Advance sustainable procurement policies and Progressing - Scope is currently being finalised. 20
(Business Boost/ECDEV Grant/
practices for Council’s procurement of services
Capability Workshops and
and products.
Industry Communications
completed for FY24/25
66 67
Section 35
On Track Initiatives On Track Initiatives
OP Ref Initiative Lead Service Area Status Comments OP Ref Initiative Lead Service Area Status Comments
3.3.1 Advance the preparation of a Food and Strategy and Industry Development Plan (Sched- 3.8.1 Initiate scoping and seek grant or external Strategy and The grant application for Cities Deal
Agribusiness Industry Development Plan Environment uled for completion in Q1 FY25/26). funding to advance the concept of Noosa Environment funding to create a smart mobility
and progress key actions with the Food and Shire as a ‘Living Lab’ – partnering with lab in the Peregian Digital Hub
Agribusiness Network (FAN). Food and Agribusiness Network industry and research organisations to precinct was unsuccessful. Council
(FAN) Partnership Agreement com- investigate, use data and technology to continues to work with the adjacent
pleted and signed. develop innovative solutions for Noosa. landowner within the innovation
precinct about synergies with the
3.7.1 Develop the Noosa Landfill and Resource Infrastructure Key projects within stage 1 of the proposed development of that site.
Recovery Facility Master Plan to provide Services Masterplan have advanced with a
future direction in the management of the Development Application lodged The scope and opportunity for
Resource recovery centre and maximise in February 2025 for Council advancing Living Lab is progressing
waste diversion and minimisation practices. consideration to provide for a through the development of the
shovel ready project. Grant funding investment Road Map to Net Zero
application has been submitted Emissions and implementation of
with the Federal Government. High Smart Biosphere Strategy priorities.
level concept designs completed. Formalising this program will require
Waiting on funding update. further consideration.
3.7.2 Implement best practice waste management Infrastructure Waste Plan 2023-2027 action
practices and continuous improvement Services tracker has been developed with a
across all waste functions and assets to project plan to support delivery of
support the principles of the waste hierarchy key milestones. This is monitored Disrupted Initiatives
and actions in the Waste Plan. monthly by the team. Recent
environmental performance OP Ref Initiative Lead Service Area Status Comments
reporting has shown ongoing
Noosa Council Annual Report 24/25
reduction in carbon emissions and 3.1.1 Advance the Sustainable Procurement Corporate Sustainable Procurement (SP)
waste diversion consistent with Policy and establish practices for Council’s Services Matrix review underway and SP
Waste Plan targets. A project plan procurement of services and products. ‘Pillars’ have been included on
for FY25/26 key waste plan actions Contract Number Request Forms
is being developed and will guide to commence capturing some
the monthly action plan reporting. data/information.
3.7.3 Complete feasibility studies and development Infrastructure Procurement process underway 3.4.1 Scope, prepare and initiate a pre-feasibility Strategy and Minor delay due to competing
plans for new waste infrastructure projects Services specific to compost facility, with for a Food and Agri Business HUB Environment priorities - Initial scoping and
incl. anerobic digestion, composting, biochar invitation to the open market to project plan scheduled for
and solar and utilisation of landfill gas and design, construct, commission completion Q1 FY25/26.
explore options and funding mechanisms. and handover of a green waste
composting processing plant. 3.5.1 Complete amendments to Noosa Plan Strategy and Final amendments submitted to
2020 to support and enable the Innovation Environment State February 2025, now awaiting
Feasibility study and preliminary precinct at the Shire Business Centre to Ministerial approval for adoption
technical enquiry for a solar farm develop. and commencement.
have been completed.
Activation discussions continue
Development Plans and Application with Stockwell Group.
for the Transfer Station Redesign
have been submitted to DA.
Feasibility study for anerobic
digestion, biochar and utilisation
of landfill gas will be undertaken
as part of Stage 2 Master Planning
Activities.
68 69
Section 36
Theme 4 — Future Key Actions
No. Description Comment % Complete
1 Continue to adequately plan for, prepare and Ongoing. The Management Program has been 100
resource for, disaster management and recovery. supplemented by the delivery of the dedicated
Local Disaster Co-ordination Centre. Disaster
reconstruction from 2022 (21 projects) has largely
Highlights been delivered, especially the Black Mountain
Landslide Repair with the remaining project at
Schreibers Road to be completed in coming
— Engagement with Traditional Owners: Throughout the report year, 41 formal engagements were held months. Recovery improvements include an audit
with KKPAC and the Kabi Kabi Land & Sea Rangers. Council has also finalised the internal Aboriginal of primary and secondary evacuation centres and
staged improvements to these e.g., upgrade of
Cultural Heritage Act training program in partnership with KKPAC, which is scheduled for delivery bathroom facilities at the NLC, implementation of
starting in FY25/26. Guardian Recovery module to improve planning,
delivery, and monitoring of recovery actions. Work
— Tourism Noosa: Council approved a revised 12-month agreement with Tourism Noosa to continue will be ongoing across the life of the Corporate
joint efforts in managing tourism and to develop a roadmap outlining the future collaboration and Plan.
arrangements between the two organisations. 2 Continue to adequately plan, prepare and resource Ongoing 50
for climate change resilience.
— Disaster Recovery Plan: Reconstructed Back Mountain Road following a significant landslide, restoring
full access and ensuring the road meets safety, resilience, and engineering standards. The works 3 Uphold, monitor, maintain and amend the Noosa Ongoing 100
Plan as required to ensure it remains contemporary
included stabilisation, drainage improvements, and resurfacing to enhance long-term durability and and responsive to other Council strategies and
reduce future risk. community needs.
4 Complete an Advocacy Plan that addresses top 10 Complete 100
Noosa Council Annual Report 24/25
shire-wide issues and infrastructure needs.
Corporate Plan 2023 – 2028 Performance Progress 5 Identify and implement a contemporary revenue Progressing and ongoing 40
diversification and strategic investment approach
that identifies innovative and alternate revenue
Signature Projects streams for Council.
No. Description Comment % Complete
1 Reconciliation Action Plan (RAP) project. RAP delayed in consultation with Kabi; Kabi Kabi 10
Commitment complete, Relationship Agreement
nearly finalised - major progress on relationship,
engagements and Kabi Commitment. Work will be
ongoing across the life of the Corporate Plan. Operational Plan 2024 – 2025 Performance Progress
2 Develop an Olympics and Paralympics Plan. Pre-planning and stakeholder engagement work 15
underway. More formalised preparation will
commence in FY25/26 with the employment of a Completed Initiatives
dedicated project officer.
3 Complete and implement the Destination Draft for Engagement nearing completion. 60 OP Ref Initiative Lead Service Area Status Date Delivered
Management Plan (DMP)
4.4.2 Complete the Advocacy Plan that addresses top 10 Shire Strategy and 01/04/2025
4 Advance the Sunshine Coast and Noosa Regional Complete - Project finalised as at June 20 2025. 100 wide issues and infrastructure needs. Environment
Climate Action Roadmap.
5 Develop an Urban Greening Program. Phase 1 complete - Future phase on hold pending 25 4.6.2 Develop and maintain relationships with key Brisbane 2032 Community Services 30/06/2025
funding. stakeholders
6 Implement Noosa Placemaking Program. Program implemented - Policy developed and 75 4.8.2 Deliver Disaster preparedness, Resilience and Recovery Infrastructure Services 31/03/2025
endorsed - Pilot Program complete. Pomona Place activities to support Council and the broader community.
Plan complete - now moving into implementation
70 71
Section 37
On Track Initiatives On Track Initiatives
Lead Service Lead Service
OP Ref Initiative Status Comments OP Ref Initiative Status Comments
Area Area
4.1.1 Continue to engage with our traditional Strategy and Forty-one (41) formal engagements 4.8.4 Continue the implementation of the Coastal Strategy and Phase 2 of the Coastal Wetland
owners and ensure cultural heritage and Environment held over FY24-25 with KKPAC and Hazards Adaptation Plan (CHAP), including Environment Restoration Project with University of
indigenous values are incorporated into key the Kabi Kabi Land & Sea Rangers. The planning for Living Foreshores Noosa, Queensland and KKPAC is underway.
projects. Relationship Agreement and Kabi Kabi Coastal Wetland Restoration Project. An initial site assessment on Cooloothin
Commitment Implementation Plan are in Creek Nature Refuge has been
final draft form. Council has also finalised undertaken and grant funding is being
the internal Aboriginal Cultural Heritage sought through QCoast2100 Round 3.
Act training program in partnership The Living Foreshores Noosa project
with KKPAC and scheduled for delivery continues to progress, with works at Hilton
starting in FY25/26. Esplanade scheduled to recommence in
Q1 FY25/26.
4.2.1 Complete the Destination Management Strategy and Individual Project Control Group (PCG)
Plan, integrating community feedback for Environment and External Reference Group meetings 4.9.1 Progress the development of a program for Strategy and Internal revenue diversification working
Council endorsement, and commence (15 meetings) were undertaken. Feedback long term implementation of contemporary Environment group continue to meet, to advance a
cross-council implementation of priority from these meetings were included in the revenue diversification and a strategic pipeline of work supported by the new
actions. draft DMP document and presented to investment approach for innovative and Strategic Land Policy. Commercial
Council for further consideration. Special alternate revenue streams for council. diversification portfolio now sits within
Meeting scheduled for August 2025 to the Economic Development team in
endorse the draft DMP for the next phase Environment and Strategy Department.
of community engagement.
4.3.1 Develop initiatives/concept to facilitate CEO Office The process has been initiated to
youth engagement in community establish a Community Engagement
engagement and decision making with the Feedback Panel, with steps being taken
Disrupted Initiatives
Noosa Council Annual Report 24/25
goal of increasing youth representation. to ensure representation from a diverse
cross-section of the community. Youth Lead Service
participation is being actively sought to OP Ref Initiative Status Comments
incorporate younger perspectives into the Area
decision-making and feedback process.
4.2.2 Undertake a review of the Tourism Noosa Strategy and Council endorsed a revised 12-month
4.5.1 Complete the Place Pilot Program in Strategy and Final Pomona Place Plan endorsed by Partnership Agreement to align with DMP Environment agreement at a Special Meeting in May
Pomona and share learnings to improve Environment Council March 2025. Evaluation report to outcomes. 2025. Partnership Agreement (including
the future of the program and inform future be submitted to Council in August 2025. Road Map) under review.
planning for Pomona. Awaiting Q4 Report from Tourism Noosa
to enable Annual Review.
4.6.1 Undertake preliminary planning for the Community Evaluation of the latest developments and
Brisbane Olympics and Paralympics 2032 Services actions on Games planning is continuing 4.4.1 Finalise the amendments to the Noosa Plan Strategy and Final amendments submitted to
through CoMSEQ and broader Games 2020 and seek to implement the Noosa Environment state in February 2025, now awaiting
committees. Internal discussions with Housing Strategy 2022 to address housing Ministerial approval for adoption and
relevant impacted portfolios have challenges faced by our residents. commencement.
commenced; however, the establishment
of an internal working group has been 4.7.1 Develop the Emissions Offset strategy/plan Strategy and Roadmap to Net Zero Emissions project
paused pending greater clarity on and road map towards Zero emissions for Environment is underway with a series of Councillor
the overall Brisbane 2032 strategic council services. workshops. Minor delays experienced due
direction. Council staff resourcing has to FY25/26 budget uncertainty for Waste
been allocated in the 2025/26 budget to and Recovery Centre master planning,
progress planning. staff resource limitations, procurement,
and grant applications. Completion is
4.8.3 Complete the implementation of the Community Majority of reconstruction projects anticipated for end of Q2 FY25/26
Disaster Recovery Plan for the 2022 Floods Services complete including major Black Mountain
& Rain Event. landslip. Final reconstruction project near 4.8.1 Advance the Sunshine Coast and Noosa Strategy and Project is complete and final reports
completion. Human social Recovery Plan Regional Climate Action Roadmap by Environment have been received. QRA grant has been
completed. delivering the Regional Cascading Risks acquitted. Final Executive Steering Group
and Critical Infrastructure Failure Project meeting was postponed to August 2025
with Sunshine Coast Regional Council. to align with Executive team availability.
Report to ET and Council anticipated for
September 2025.
4.8.5 Advance flood resilience projects including Strategy and The Climate Change Adaptation Program
updating the Noosa River Flood Study, Six Environment Lead role has now been filled with most
Mile Creek Flood Study and Noosa Flood flood projects back on track apart from
Management Plan. Lake Entrance Blvd Flood Study Phase
2. Noosa River & SMC Catchment Flood
Study Updates have experienced delays.
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The text continues on section 38.