Original source · versioned page text
Meeting papers
AGENDA
Special Meeting
Thursday, 27 April 2023
commencing at 1:00 PM
Council Chambers, 9 Pelican Street, Tewantin
Crs Clare Stewart (Chair), Karen Finzel, Joe Jurisevic, Amelia Lorentson, Brian
Stockwell, Tom Wegener, Frank Wilkie
“Noosa Shire – different by nature”
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Page 2
SPECIAL MEETING 27 APRIL 2023
1. ATTENDANCE & APOLOGIES
2. CONSIDERATION OF REPORTS
2.1. CORPORATE PLAN 2023 - 2028
3. CLOSED SESSION
4. MEETING CLOSURE
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SPECIAL MEETING 27 APRIL 2023
2.1 CORPORATE PLAN 2023 - 2028
Author Chief Executive Officer, Scott Waters
CEO Office Department
Index Subject/27.04 - Corporate Planning
Attachments 1. Draft Corporate Plan 2023-2028
EXECUTIVE SUMMARY
The purpose of this report is to seek Council adoption of the new Noosa Council Corporate Plan
2023-2028 which will set Council’s strategic direction over the next 5 years, refer to Attachment 1.
This Plan will replace the previous Noosa Council Corporate Plan 2017- 2037 which was originally
adopted by Council on 19 January 2017 and later updated by Council resolution on 20 September
2018.
The development of a 5-year Corporate Plan is a statutory requirement under the Local Government
Act 2009 and the Local Government Regulation 2012 (the Regulation). Section 166 of the
Regulation, requires that a local government’s 5-year corporate plan must—
a. outline the strategic direction of the local government; and
b. state the performance indicators for measuring the local government’s progress in achieving
its vision for the future of the local government area.
The process undertaken to develop the new Corporate Plan 2023-2028 (the Plan) included engaging
the assistance of Nicholson Sheehan Consulting (NSC) particularly in the community engagement
phase including the facilitation of numerous workshops, and in assisting in the prioritisation of
objectives and the formatting of the Plan.
Once adopted the new Plan will direct annual priorities and inform the development of our annual
operational planning processes including the development of our Annual Operational Plan and
Budget.
RECOMMENDATION
That Council note the report by the CEO to the Council Special Meeting dated 27 April 2023 and:
A. Adopt the Noosa Council Corporate Plan 2023 - 2028, provided at Attachment 1 to the
report;
B. Use the new Corporate Plan to inform the development of the 2023/2024 Operational Plan
C. Request the CEO to thank those who provided comment and input into the development of
the draft Corporate Plan and;
D. Authorise the CEO to make any necessary minor changes to the Corporate Plan, if required.
REPORT
The new Noosa Corporate Plan 2023-2028 is Council’s key strategic plan providing overarching
direction for the Council in delivering a sustainable future for Noosa. It will guide the action of the
Council over the next 5 years, establish key objectives and inform operational planning processes
including the development of our Annual Operational Plan, Annual Budget and Service Planning and
delivery.
The Corporate Plan is designed to sustainably respond to the changing environmental, cultural,
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SPECIAL MEETING 27 APRIL 2023
social and economic needs of Noosa into the future and incorporates supporting strategies and plans
such as the Noosa Environment Strategy and Economic Development Strategy.
The Key elements of the new Plan are:
A. The Plan was developed through consultation with our community and stakeholders, elected
members and employees.
B. The Noosa Council Mission which reaffirms our point of difference and our aspirations “Noosa
Council – Different by Nature” underpinned by our refreshed sustainability principles and
values.
C. The Plan identifies the 5 priority Themes, key objectives and actions.
• Environment – conservation and management of our natural and built environments
• Liveability – an accessible and inclusive community
• Prosperity – robust, diverse, and resilient economy
• Future – sustainability, ensuring our community ad place is prepared and resilient for
change
• Excellence – customer experience, financial sustainability, and service delivery.
D. Each Theme is supported by statements of council’s commitment, supporting strategies and
plans and performance measures.
E. The roles and functions to deliver services to our community and working to achieve the
objectives and outcomes in the Plan.
F. The community’s contribution – recognising the significant contributions made by the
community and our partners to successfully deliver the plan and achieve a sustainable future
for Noosa.
The new Corporate Plan 2023-2028 builds on the previous Corporate Plan 2017-2037 (updated in
2018) and addresses the expectations of our community in the following ways:
• An increased level of consultation and engagement with our community in the development
of the Plan.
• A risk analysis to identify events that may affect the achievement of the Corporate Plan and
to assist in understanding of the risk and how it might impact the corporate plan. Seven key
risks were identified, these risks and actions to mitigate them will be managed in accordance
with Council’s Enterprise Risk and Opportunity Management Policy and Framework.
1. Workforce management - workforce shortages
2. Occupational health and safety – Impacts on community and staff health: pandemics
and communicable diseases
3. Legislative changes – potential changes to legislation impacting projects and services
4. Financial – Reduction in grant and project funding available for projects
5. Disaster Management – Natural disaster and emergency management as a result of
bushfires, floods and storms
6. Environment – environmental disaster
7. Infrastructure – loss of data through cyber security breaches and digital systems
disruption.
• An enhanced design, layout and structure to a more contemporary style and aligned to best-
in-class standards evident across comparable organisations.
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SPECIAL MEETING 27 APRIL 2023
• A strengthened focus on our sustainability including protecting and enhancing our
environment and ecological sustainable development, Noosa’s livability, economic prosperity
through diversification and smart technologies, placed based approaches to community
needs and planning, destination management, climate change, financial sustainability and
the responsible management of our assets for the future.
• Strengthening the Plan and associated documents through articulation of the Mission and
values and long-term plans, the inclusion of “Welcome to Country” to provide a specific
regional welcome through consultation with the Kabi Kabi people which Is appropriate and
respectful,
• Consideration was given to the resources required to successfully deliver the Plan to advance
this further detail will be undertaken with the inclusion of the development of a long Council
Capability Plan incorporating a broad Workforce and Human Resource Management Plan,
an Information and Communication Technology Plan, and the Council Capability Financial
Plan. The development of the Capability Plan is a priority for the first year of the Corporate
Plan and will ensure that the organization’s planning, finances, and delivery are aligned to
provide the business capabilities that will deliver strategic success and Council’s vision.
• While key performance measures are identified in each of the Themes of the new Plan, other
supporting performance measures have been identified which will be further refined and
reported to Council through the Annual Report and Operational Plan progress reports. The
development of a Performance Management Framework (an initiative in the Plan) will provide
a consistent approach for systematically collecting, analyzing, and utilising data and tracking
progress in the achievement of the Plan’s objectives and to monitor the results and efficiency
of council programs
• Recommendations were also made by the Consultant in the corporate planning process in
relation to a suitable corporate performance reporting system to assist us in managing and
reporting information as well as increasing transparency and accountability. The
development of the Framework and evaluation of a new system have been identified as
initiatives in the new Corporate Plan and will be priorities in the first year.
• The development of the Corporate Plan was supported by a Community Engagement &
Consultation process.
• The development of the priorities and themes for the plan were informed by a consultation
survey.
• Advertising and community messaging were utilised to alert the community to the survey and
as well as a series of the face-to-face consultation sessions.
The survey was hosted on Council’s site Your Say Noosa with links to the survey mentioned in the
advertising and community messaging, and on Council’s website, LinkedIn, and Facebook pages.
To enable all of the community to participate in consultation, 15 face-to-face consultation sessions
were organised and held across the Shire. Sessions were designed to be 1.5 – 2 hours in length and
incorporated:
• Presentations to set the scene and provide purpose.
• Information about the draft themes and direction of the draft new Corporate Plan.
• Processes to enable all attendees to contribute to the direction and Content of the new Corporate
Plan.
• Question and answer opportunities.
Consultation Findings
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SPECIAL MEETING 27 APRIL 2023
The consultation survey was open for 3 weeks in October 2023. 1042 responses were received.
10% of respondents lived outside Noosa Shire, 60% live in urban Noosa Shire, and the remaining
30% live in rural or hinterland areas of the Shire.
Other key demographic findings from the survey include:-
o Gender - 61% female, 37% male and 2% prefer not to say
o Age - 36% 61 years+, 35% 46-60 years, 21% 31-45 years, 7% 18-30 years, 1% under 18
years Just over a third of the survey respondents fell in both the 46-60 age bracket and the
61+ age bracket. 30% of participants were aged 30 years and under.
o Length of residence - 60% 10+ years, 16% 6-9 years, 14% 3-5 years, 10% up to and
including 2 years.
o Employment Status – 65% employed, 29% non-worker or retired, 3% stay-at-home parent,
guardian or carer, 3% not employed
The responses to the survey were used to determine the focus, priorities and direction of the new
corporate plan. A key question in the survey was “In creating the new Corporate Plan, Noosa Council
should focus on?”. Participants were asked to only choose five from the list of fifteen potential options
to identify the highest priority issues.
The results of the question are depicted in the Figure below. Traffic management and transport, and
the natural environment were the highest rated focus areas by a clear margin. The third and fourth
priorities were a focus on environmental sustainability and the improvement of facilities.
Survey Responses to “In creating the new Corporate Plan, Noosa Council should focus on?
Consultation Qualitative Data
The survey offered three opportunities for respondents to reply to items with open text. The three
questions were:
▪ Item 7 - Are there other issues you consider Noosa Council should focus on in the new Plan?
▪ Item 8 – In the new Corporate Plan, Council is considering 5 themes - Noosa Life, Noosa
Future, Noosa Prosperity, Noosa Environment, and Noosa Excellence. Are there other
themes that should be considered?
▪ Item 26 - What else is important to you for Noosa Shire in the next 5 years?
A summary of the key themes, includes:
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SPECIAL MEETING 27 APRIL 2023
• Housing Crisis – more affordable and social housing to accommodate low income workers
servicing the community, youth, and those on pensions. There was a strong desire to reduce
short term accommodation from residential zoned areas.
• Kin Kin Quarry – prominent community issue affecting hinterland residents and businesses and
creating serious safety concerns.
• Roads & Traffic – address quality of roads and traffic black spots outside main tourist areas used
by residents.
• Improve transportation – convert public transport to electric and extend it beyond major tourist
areas.
• Improve services and facilities – particular focus on parks (for children and teens), cycle and
walking paths, and accessibility.
• Climate change and the environment – many comments on commitments to reach net zero
emissions by 2026 and to conserve and celebrate Noosa’s natural beauty.
• Hinterland inclusivity – responses focused on the need to ensure the hinterland area and
communities are a priority
Additional commentary included:
o Increased focus on engaging with the youth, especially those at school, to ensure their vision for
Noosa Shire is captured, to implement contemporary communication for youth, and encourage
their ongoing engagement.
o Implement post adoption of the new Corporate Plan, a marketing and communication strategy
to focus on Council’s achievements with regular communication regarding Council’s current
priorities.
A significant response was received by the community via the survey this informed the development
of the Draft Corporate Plan. The Draft Plan was then made available for further input via Your Say
Noosa from from March 10 – March 26 2023 a total of 37 responses were received on the Draft
Corporate Plan. A review of all submissions has occurred and some changes have been made to
the Corporate Plan as a result.
The following summarises the key issues and themes from the second round of feedback;
• The importance of protecting the amenity of Noosa and preserving the rich natural
environment
• Some questions around Performance measures in the document and some commentary on
can Council resource the plan?.
• The need to address the impacts of tourism and how it is managed in the longer term,
including reference to STAs.
• Some format, structure and other minor suggestion changes.
Previous Council Consideration
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SPECIAL MEETING 27 APRIL 2023
Ordinary Meeting Minutes 19 January 2017, Item 13, Page 22
That Council note the report by the Chief Executive Officer to the General Committee Meeting dated
16 January 2017 and:
A. Adopt the Corporate Plan 2017 to 2037 provided at Attachment 1 to the report;
B. Use the new Corporate Plan to inform the development of the 2017/18 Operational Plan and
Budget;
C. Request the CEO to provide feedback and thanks to those who provided comment on the
draft Corporate Plan; and
D. Authorise the CEO to make any minor grammatical and format changes to the Corporate
Plan if required including a change to page 5 to replace the words “the population cap” with
“a population carrying capacity”.
Ordinary Meeting Minutes, 20 September 2018, Item 2, Page 9
That Council note the report by the Director Executive Services to the Services and Organisation
Committee meeting dated 11 September 2018 and:
A. Adopt the Noosa Council Corporate Plan 2017 to 2037, June 2018 Update, provided at
Attachment 1 to the report with the following minor change to Key Focus Area No. 5, under
Theme 2: “plan and build an iconic all abilities playground at Cooroy” and
B. Authorise the CEO to make any necessary grammatical and format changes to the Corporate
Plan, if required.
Finance
The process to develop the Corporate Plan was budgeted for in the 2022/2023 budget including the
consultation process and document design.
The Corporate Plan will now inform the development of the annual operational plan and budget.
Risk & Opportunities
• In the development of the new Corporate Plan 2023-2028 a risk analysis was undertaken to
determine potential risks which if realised could disrupt or prevent Noosa Council from
achieving its Corporate Plan objectives.
• The risk analysis process develops an understanding of the risk and how it may impact the
corporate plan. The proposed level of risk is expressed in terms of the consequence and
likelihood of the risk occurring. Specifically, consequence considers what could happen if the
risk were realised while likelihood considers the probability of the occurrence.
• The risk assessment was undertaken in accordance with Council’s Risk and Opportunity
Management Framework and Policy. Seven key strategic risks were identified that may arise
as high or extreme risks to the implementation of the Corporate Plan as identified in below
table. These risks have been incorporated in Council’s Strategic Risk Register where
responsibility for risk mitigation strategies/treatment actions has been assigned. In addition,
mitigation strategies/treatment, treatment actions have been incorporated in the development
of objectives within the Themes of the Corporate Plan.
The following table summarises the 7 strategic risks identified in the development of the new
Corporate Plan.
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SPECIAL MEETING 27 APRIL 2023
Strategic Risk Risk Rating Key Mitigation Actions
Category
People and Extreme Workforce Plan.
Culture -
Workforce
Management
Health and Safety Extreme Health and Safety Plan/Strategy. Mental Health First
-Occupational Aid.
Health and Workforce Planning/Contingency Planning. Business
Safety Continuity Plans.
Health and Extreme Business Continuity Plans.
Safety- Disaster Council Disaster Management and Recovery Plans.
Management
Legal and High Planning Reviews.
Compliance- Advocacy strategies with Government.
Legislative
Change
Financial High Long term Financial Management Planning.
Management Loan Funding Options/Alternative Revenue Sources.
Environment High Environment Strategy.
Climate Response Plan.
Disaster Management and Recovery Plans.
Cyber Security- High Cyber Security Plans.
Infrastructure Technology Review and Systems Upgrades.
Consultation
External Consultation - Community & Stakeholder
As outlined above two phases on community engagement was undertaken to inform the
development and finalisation of the Corporate Plan.
Internal Consultation
Departments/Sections Consulted:
x Mayor Community Services Corporate Services
x Councillors x Director x Director
x Community Development x Financial Services
x Chief Executive Officer x Community Facilities x Fleet
x Executive Support x Libraries & Galleries x ICT
x Local Laws x Procurement
x Waste & Environmental Health x Property
x Revenue Services
Executive Services Environment & Sustainable Development Infrastructure Services
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SPECIAL MEETING 27 APRIL 2023
x Director x Director x Director
x Community Engagement x Building & Plumbing Services x Asset Management
x Customer Service x Development Assessment x Buildings and Facilities
x Governance x Economic Development x Civil Operations
x People and Culture x Environmental Services x Disaster Management
x Strategic Land Use Planning x Infrastructure Planning,
Design and Delivery
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Page 11
Corporate Plan
2023-2028
noosa.qld.gov.au 1
Page 11 of 78
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Corporate Plan
2023-2028
noosa.qlid.gov.auPage 12
“As traditional
owners, the Kabi
Kabi people take
great care of
the land and
encourage everyone
to see themselves
as custodians,
sharing in the
responsibility of
caring for country.”
Lyndon Davis 2
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Page 13
Content
Acknowledgment of Country 04
Welcome to our Country 06
Message from the Mayor 08
Message from the CEO 10
The Noosa Story 12
Noosa Shire Map 17
Noosa Shire Quick Facts 18
Our Corporate Plan 21
Your Say 22
Our Mission, Principles & Values 24
Achieving our Corporate Plan 26
Council’s Roles 31
Corporate Plan Themes 32
1. Environment 34
2. Liveability 41
3. Prosperity 48
4. Future 55
5. Excellence 62
3
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Page 14
Acknowledgment
of Country
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 “For thousands of
waters of the Noosa area and offer gratitude generations, the Kabi Kabi
for their careful custodianship of this unique people lived in harmony
with nature following
environment over thousands of years. We pay
the lore of the land. They
respect to Kabi Kabi elders who have come were great custodians of
before us and acknowledge and deeply regret the land and waterways,
the traumas experienced by Kabi Kabi people looking after plants
through colonialism and beyond. and animals, small and
large. They followed the
We pay respect to current and emerging seasons, hunting only
when seasonal indicators
leaders and their enduring commitment
told them to, ensuring
in pursuing a strong and healthy future for
the sustainability of all
First Nations people. Across the life of this living things and natural
Corporate Plan we seek to support Kabi Kabi resources.
in progressing their priorities for their people.
We seek genuine reconciliation and will work “I am honoured to share
to strengthen our relationship with Kabi Kabi – our local history and
to listen, to understand their needs, to include stories passed down
from my elders.”
them as valuable partners and to facilitate
greater opportunities for First Nations people. Lyndon Davis - Artist,
Critical to achieving this, Noosa Council is musician, performer,
taking the important step of developing Noosa cultural educator and
Council’s first Reconciliation Action Plan. proud Kabi Kabi man.
4
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Page 15
Lyndon Davis
with Leah Barclay and Tricia King, Beeyali, 2021, as seen in Floating Land: at the edge of ideas. Photo by Raoul Slater.
5
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Page 16
Welcome
to our Country
Hello everyone. Nagara. That means welcome.
I’m a Kabi Kabi woman. My name is Cecilia
Combo. I have five apical ancestors on the
Sunshine Coast.
I’m the descendent of King Tommy of Noosa.
He worked in the Timber, and also ran boat
tours around the Noosa area. He also had been
selling seafood such as oysters, fish and crabs.
He was a very witty and wise person.
When everyone comes to Noosa I hope they
can see what I see, as it’s a very beautiful place,
and is a special place in my heart.
Noosa is a place for gathering our people.
Welcome to our Country and we all pay our
respects to the Elders past and present
Cecilia Combo
Kabi Kabi Woman
6
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Page 17
It is both an honour
and privilege to present
our new Corporate Plan
2023-2028 on behalf
of our elected members,
our CEO, and staff at
Noosa Council.
7
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Page 18
Message from
the Mayor
We have seen significant changes over the the need to partner and advocate. Advocacy
past few years, so it is timely to revamp this and partnership can, does, and will, involve
important strategic document. It reflects the continued engagement and collaboration
aspirations and strategic priorities of residents, with a variety of key stakeholders, none being
local business owners, community groups, more significant than our Federal and State
Noosa Councillors, and staff. Government representatives.
Developed in consultation with the community, Success is driven by our continued ability
it sets a vision for the future, identifies objectives, to advocate to every level of government,
and outlines how we will work towards our for and on behalf of our community through
common goals as one unified community. strong and connected relationships.
Our community and customers are central We continue to provide our community with
to what we do as we continue to make Noosa programs that connect our residents, promote
a great place to live, work and visit. healthy and active lifestyles, grow our economy,
We remain committed to hearing and responding and support our small businesses. We take
to the collective voices of our community. very seriously our role of managing our natural
Reviewing the Corporate Plan has allowed us environment so it can be enjoyed for many
to reinforce this commitment and provided us years to come.
with the opportunity for a fresh focus aimed This Corporate Plan outlines not only a
firmly on the delivery of services and resources collective vision but also provides a strong
that meet both community need and expectation. commitment from Council. It has an outward
Structured around five themes – Environment, focus, putting the community at the forefront
Future, Prosperity, Community and Excellence – of all decision making.
this plan commits council, in collaboration with Thank-you to everyone for their feedback.
residents, to build a healthy and resilient community. Your input has played a pivotal role in preparing
The plan is future focused with the knowledge our Corporate Plan, so it accurately reflects
that we must protect the residential amenity your aspirations for our future.
of our community while providing appropriate This is your document, and most importantly, your
and necessary services, infrastructure, and community, and we are both humbled and grateful
community assets across our Shire. for the opportunity to work with and for you.
With the 2032 Olympics and Paralympics set
for South-East Queensland, this document
also considers how we can best leverage from
this once-in-a-generation event. Clare Stewart
Similarly, much of this Corporate Plan talks to Mayor
8
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Page 19
9
Page 19 of 78
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Page 19 of 78Page 20
Message from
the Chief
Executive Officer
The Corporate Plan is a legislative requirement and social prosperity while delivering the
– an important strategic document that sets infrastructure needed for carefully managed
our operational direction over the next five sustainable future growth.
years. It provides a refreshed long-term vision In the lead up to the Brisbane 2032 Olympic
for Noosa Shire and an all-important roadmap Games, our new plan will ensure we leverage
to get us there. every opportunity for our Shire to benefit from
This sets the strategic direction of our Council this momentous event.
for the next five years. It is essentially our Of significant importance is our Council and
contract with our community that outlines our community’s relationship with First Nations
where we’ll concentrate our efforts and the people, the Traditional Owners of the Noosa
ways in which we’ll measure our success. Council area, the Kabi Kabi people. This plan
Our community, Mayor and Councillors have has a specific and important deliverable, Noosa
been in the driver’s seat in compiling this Council’s first Reconciliation Action Plan.
document and I wish to thank everyone who Noosa Council is working towards
took the time to provide input. reconciliation, recognition and inclusion of
More than 1000 submissions were received, Kabi Kabi people and culture into our Council.
while hundreds of people attended 13 Our Reconciliation Action Plan will embed our
face-to-face consultation sessions. commitment into our day to day.
We’ve listened, captured, and considered all We are proud of this plan, we are proud of
that input to ensure our corporate plan reflects our intended outcomes, we celebrate the
the aspirations and goals of our residents, past and look to the future. At our plan’s core
business owners, community groups, our is a commitment to making sure Noosa
Mayor and Councillors, and staff. Given the remains a great place to live, work and visit
significant change and range of challenges and where community comes first.
in the form of flood and fire events, along This Corporate Plan will guide that journey
with a global pandemic, the time was certainly over the next five years.
right to health-check our strategic direction.
The focus is to protect the amenity of our
neighbourhoods, enhance our liveability, and
preserve our shire’s rich natural environment. Scott Waters
It also seeks to support our economic CEO
10
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Page 21
11
Page 21 of 78
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5 1 1 1 19 11 2909 2424 79 57 23 ay!Page 22
The Noosa
Story
The traditional owners of the land and waters of Noosa Shire
are the Kabi Kabi First Nations People. They have lived here for
countless generations; tens of thousands of years stretching
back into time immemorial. Kabi Kabi have a deep connection
to this country. Their culture is entwined with the environment
through land, river and sea, including an intimate knowledge
of the flora, fauna, ecology and seasons. This continued
connection links past, present and the future. Colonial interest
in Noosa began in the 1860s with access to timber via the
estuary and lakes. Huge volumes of trees were removed in the
following decades, including the highly sought-after red cedar
and giant kauri pines. A sawmill was built at Lake Cootharaba
in 1869 and a town and port were soon established at
Tewantin. Following the discovery of gold at Gympie in 1867, a
track was cut to the Noosa River via Cooran, which allowed a
faster, easier route between the goldmines and the capital city.
When the railway between Brisbane and Gympie was finally
completed in 1891, it provided greater access to the more
distant markets for the young hinterland townships of Cooran,
Pomona and Cooroy. Simultaneously it brought new families and
workers to the area who created farms to replace the declining
timber, dairy and small cropping industries. As township
populations expanded, schools, churches, and small businesses
were established to support the communities’ needs.
Noosa quickly made a name for itself as a place of natural
beauty and a holiday destination. From as early as the 1870s,
a handful of moneyed miners from Gympie came to stay
on the riverbank for restful fishing. Holidaymakers would
continue to grow over the next 150 years, especially once cars
became common from the 1930s. A commitment to building
roads, bridges and amenities to accommodate these tourists
increased their number.
12
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Page 23
THE Kabi Kabi have
a deep connection to
thEIR country. Their
culture is entwined
with the land and
sea, including an
intimate knowledge
of the flora, fauna,
ecology and seasons.
13
Page 23 of 78
Page 24
Noosa Shire
was created
and celebrated
in 1910.
14
Page 24 of 78
NOOSA SHIRE
WAS CREATED
AND CELEBRATED
IN 1910.Page 25
A sense of collective identity within the early townships of Tewantin, Pomona,
Cooran and Cooroy heralded independence from the Widgee Shire and the
predominance of Gympie. Noosa Shire was created and celebrated in 1910.
Shortly afterwards, the Shire took great pride in its contribution during the First
World War, with 400 enlistments from its tiny population and record fundraising.
Just one generation later, Noosa’s efforts were remarkable once again in its
effort to defend Australia during the Second World War.
On a small scale, fishing was one of Noosa’s initial commercial enterprises.
This had increased markedly by the 1940s and grew exponentially after the
war when prawning became a significant industry. Overfishing was recognised
by the 1960s, and limitations began to be implemented on commercial fishing
to ensure the ongoing enjoyment of recreational and subsistence fishing.
The annual Festival of the Waters began celebrating the Noosa River and
surfing became a phenomenon with Noosa Heads becoming a nationally
recognised surfing destination. In 2020, this culture of coastal management and
preservation led to Noosa becoming the world’s 10th World Surfing Reserve.
Early on, Noosa residents recognised the environmental significance of the
region. Pig Island and Sheep Island were declared wildlife sanctuaries in 1934
in response to the community’s demand to protect their birdlife. The headland,
earmarked as a reserve in the 19th century, was made an official National
Park in 1939 to stop interest in its development. Local protest stopped a sand
mine proposal in 1952 and the 1960s saw community organisations form and
advocate for greater protection of the local wildlife and environment. In contrast,
the commercial development of Noosa Sound was then pushed by the State
Government in the 1970s.
Through the 1980s and 1990s, the Noosa community continued to fight
to remain a unique place, ensuring that both commercial and residential
developments were constrained within a planned framework. This placed
a focus on protecting the natural environment and creating a special built
environment that continued the ‘Noosa look and feel’, where built infrastructure
is integrated into the natural environment rather than dominating the urban
and rural character. Aspects such as building height limits, lack of traffic lights
and low volume signage became iconic. The strategic land use plans of the
1990s and 2000s included limitations on development to support a sustainable
residential and visiting population. Ultimately in 2007, Noosa Shire was awarded
UNESCO Biosphere Reserve status, which recognised the community priority
of managing the environment sustainably in balance with community needs.
15
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Page 26
The forced 2008 amalgamation of Noosa Council with the former
Maroochy and Caloundra local governments to form Sunshine Coast
Regional Council was strongly opposed by the Noosa community.
Despite not winning the initial campaign in 2008, the Noosa community
did not give up and was successful in re-establishing the Noosa Shire
on January 1, 2014.
Historically, Noosa has chosen a different path to other Councils
and Noosa continues to build upon this successful legacy and reap
the benefits, with large tracts of retained vegetation, the healthiest
waterways in the region, and an engaged and active community. These
great strengths also form the basis of Noosa’s economy, creating a point
of difference, recognised brand and green credentials where people
travel from all over the world to enjoy Noosa’s natural environment.
For thousands of years, Noosa’s natural environment has been integral
to First Nations people’s cultural values, customs and spiritual beliefs.
Aboriginal peoples have been environmental stewards of the region
around Noosa for millennia, and still maintain a deep relationship today
with the biodiversity, waterways and wetlands of the area.
More than 50 years of environmental and community activism has
resulted in a community that places a high value on the natural environment
and a community that seeks to live sustainably in harmony with nature.
Noosa Council declared a climate emergency in 2019, making a
strong statement in support of taking action on climate change,
and contributing to a collective voice across local, state, and federal
governments worldwide.
Decisive action is needed by all levels of government and industry
to address climate change. Noosa is working hard to achieve its
commitment to reduce its carbon emissions to zero by 2026.
Noosa Shire continues to thrive, seeking to do so on its own terms,
with its own heritage and culture in mind, with its own community
and environment at the forefront; with its own future vision: Different
by Nature.
16
Page 26 of 78
Page 27
Noosa Shire Map
Kin Kin
Boreen Point Teewah
Cooran
Pomona
Tewantin Noosa Heads
Noosaville Sunshine Beach
Cooroy
Sunrise Beach
Marcus Beach
N
Peregian Beach
Noosa
0 2.5km
Noosa Council boundary
17
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Page 28
Noosa Shire
Quick Facts Area and Landscape
Noosa Shire forms part of Kabi Kabi Country
and straddles the Sunshine Coast and the
Great Sandy Region.
Total area of the Shire is approx. 870km2.
Over 70% of the land area is vegetated.
Over 40% of the land area has in some form
of protective conservation tenure.
216km2 is National Park & 52km2 is State Forest.
45km of coastline.
Noosa River catchment covers 63%.
Mary River catchment covers 36%.
Maroochy River catchment covers 1%.
UNESCO Biosphere Reserve since 2007.
World Surfing Reserve since 2020.
Population Projection: At 2021
Resident population of 56,873 (51.4% female
and 48.6% male).
60% of population lives in southeast corner
of the Shire, which covers ~10% of the Shire.
Relatively low growth rate for over a decade;
expected to continue.
Median Age is 50.5 years (high compared
to QLD Median of 38.4 years).
• 15% of residents aged 0-14 years.
• 8.9% of residents aged 15 to 24.
• 18.2% of residents aged 25 to 44.
Aerial view, Noosa River mouth, Main Beach
• 30.7% of residents aged 45 to 64.
and Hastings Street, Noosa Heads, ca. 1950
• 27.3% of residents aged 65+ years.
18
Page 28 of 78
Page 29
933 residents identify as Aboriginal and/or Employment and Industry
Torres Strait Islander.
23.1% of residents were born overseas, Nearly $3 billion in Gross Regional Product, with an
15% in English speaking countries and 8% estimated $38 million generated in the green economy.
in non-English speaking countries. 23,446 local jobs, with around 67% of local
workers being residents and a jobs-to-residents
Households ratio of around 0.93.
3.3% unemployment rate.
21,847 households. Median total personal income of $37,544 per year.
Average household size is 2.4 persons. Around a quarter of workers have a Bachelor
5,328 lone person households. or Higher degree, and around 13% have an
7,698 families with children. Advanced Diploma or Diploma.
8,272 couples with no children (at home). 14% of employed persons worked in Health
Median total household income is $1,467 care and social assistance industry, making it
per week. the top industry of employment, followed by
Accommodation and Food services industry
Housing (11.7%), Construction (11.1%) and Retail trade (10.5%).
There are 7,621 businesses in Noosa Shire,
18% of dwellings were unoccupied on census 30.8% of which employed 1 to 4 employees.
night 2021.
79.5% of occupied private dwellings are Health and Wellbeing
separate houses.
43.7% of occupied private dwellings are fully Liveability Index Score of 70 (above the
owned and 31.1% being purchased; just 20.9% national average).
are rented. 29.6% of residents have one or more long-term
Median rent for a 2-bedroom unit is $590 health conditions (consistent with QLD and AUS).
per week and for a 4 bedroom house is $850. 5.6% in need of assistance with a profound
Over half of low-income private rental tenants or severe disability.
paying 30% or more of gross income on private Roughly half of residents aged 65 or over
rent. receive the aged pension.
Median sale price for a dwelling is $1,200,000. 17% of residents undertake volunteer work.
19
Page 29 of 78
Page 30
20
Page 30 of 78
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a
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ee ora eee es *: aN = hee By SN POE eae ANPage 31
Our Corporate
Plan
Our Noosa Council Corporate Plan 2023-2028
outlines our mission, goals and objectives for Noosa
over the next five years. Our Corporate Plan provides
the strategic direction for Council and informs
how Council will prioritise, budget and deliver
infrastructure and services for our community.
The principles of the Local Government Act 2009
underpin and guide our Corporate Plan they include:
• Transparent and effective processes,
and decision making in the public interest.
• Sustainable development and management
of assets and infrastructure, and delivery of
effective services.
• Democratic representation, social inclusion,
and meaningful community engagement.
• Good governance of, and by, local government.
• Ethical and legal behaviour of councilors, local
government employees and council advisors.
The Plan has been structured around five key themes:
• Environment
• Liveability
• Prosperity
• Future
• Excellence.
Each theme outlines long-term objectives, strategies
and plans. Importantly, signature projects and key
actions are identified that will advance us towards
our goals over the next five years. Performance
measures will enable us to track our success.
21
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Page 32
Your Say
Consultation with our community, business
groups and staff was a vital part of shaping
and finalising the Corporate Plan 2023-2028.
It complemented the extensive consultation
work undertaken by Council over the past
18 months including the Liveability Survey
in 2021, Climate Response Plan 2021 and
the Housing Strategy consultation in 2022.
Noosa people were highly engaged
through the Corporate Plan consultation.
Over 1,000 responses were received,
and over 150 people attended face-to-face
sessions. Internal workshops were also held
with many Council staff. This feedback has
been incorporated into the new Corporate
Plan 2023-2028.
22
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Page 33
23
Page 33 of 78
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qPage 34
Our Mission,
Principles & Values
The Corporate Plan is designed to sustainably 2. Noosa’s environment is protected,
respond to the changing environmental, cultural, preserved, and managed in a manner that
social, and economic needs of Noosa into the is nature positive, low carbon and climate
future. This plan sets the building blocks for resilient and respects our traditional owners
strategies, policies and operations over the spiritual and cultural connection to Country.
next 20 years. The Noosa Council Mission,
Sustainability Principles and Values below outline 3. Noosa’s economy is prosperous, resilient,
the future Noosa Shire we are working to create. circular, diverse, and protective of its unique
environment, culture and heritage.
Our Mission
We are Noosa - Different by Nature. 4. Noosa residents belong to a community
Our communities celebrate our culture, heritage, that values and respects its diversity,
and place. We are connected, engaged, and accessibility, and affordability.
inspired by our unique environment, resilient
economy, and sustainable future. We are 5. Noosa’s community is inclusive, safe,
committed to maintaining our point of difference. connected, and resilient and encourages
participation and involvement across
Our Sustainability Principles all life stages.
Noosa Council is proud of our seven
sustainability principles which underpin all 6. Noosa’s community benefits from quality
that we do – from planning and decision places, good asset management, services and
making through to delivery of services and programs that enhance wellbeing, and support
infrastructure. These principles have guided creative, active, and healthy lifestyles.
the development of Council’s Corporate Plan
and other strategy documents - to ensure 7. Good governance and policy is achieved
consideration of sustainability across all areas through forward planning, effective, efficient
of Council business. and collaborative decision making, made in
the interests of the community.
Noosa’s Seven Sustainability Principles are:
1. Resources are sustainably managed so that Our Values
the lifestyle and wellbeing of the community Noosa Council is a values led and based
is enhanced whilst safeguarding our natural organisation. We are proud of our organisational
systems and without compromising the ability values and strive to demonstrate these values
of future generations to meet their own needs. in everything we do.
24
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Page 35
S P A R C
We care for each other and consider the ‘we’ before ‘me’. We
Supportive
collaborate, listen and encourage one another to achieve our goals.
We are proud of what we do. We are inspired to learn,
Passionate
change and grow, to bring our very best to work every day.
We walk the talk. We are honest, genuine and are not afraid
Authentic
to think differently.
We are united and back each other. We listen to each other
Respectful
to understand different perspectives and embrace diversity.
We aim high and go the extra mile. We focus on solutions and
Commited
re responsible for our actions.
The SPARC acronym was developed by staff to represent the values we, as an organisation, consider to be integrated into
the way we work and in the way we serve our community. Our values are underpinned by ethical principles, council staff are
in positions of trust and are required to act in the public interest. These principles include acting with integrity and impartiality,
prioritising the public good, commitment to the system of government, and accountability and transparency.
25
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Page 36
Achieving our
Corporate Plan
Our Corporate Plan is Council’s key strategic plan providing overarching direction for Council to
deliver a sustainable future for Noosa from 2023 to 2028. Council’s Corporate Plan guides our annual
operational planning process, budget and the work of our staff to ensure resources are allocated to
implement the plan. It includes measurement processes to check that we are delivering against the
plan’s objectives.
The Corporate Plan is part of a broader framework which integrates the network of plans, strategies
and policies within a strong governance model. This Integrated Planning and Governance Framework
illustrates the strategic alignment of the planning process and the services we deliver.
Integrated Planning and Governance Framework Corporate Plan 2023-2028
Integrated Planning and Governance Framework - Corporate Plan 2023 -2028
Long -Term Reporting
Enabling Plans
High Level Strategies
Annual
Proposed Environment Economic Movement Proposed Report
Community Strategy Strategy Strategy Resilience
Strategy (Transport Strategy ↑
Long -Term
Strategy) Annual
Financial Plan
Operational
Sustainability Principles
Report
Planning Scheme
↑
Supporting Plans and Programs Quartery
Operational
Long -Term
Plan
Asset Plan
↑
Annual Budget and Operational Plan Annual
Branch
Plan
Council ↑
Capability and Service Plan, Policies, Guidelines, Individual
Workforce Standards and Local Laws and Team
Plan Performance
26
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Page 37
Long-Term Enabling Plans Long-Term Strategies
Our planning is underpinned by three key The Corporate Plan is informed and supported
enablers; by 10-year strategies which articulate the vision,
values and priorities across key areas and map
• Long-Term Financial Plan long-term actions to achieve their objectives.
This plan is supported by the Financial Noosa Council’s 10-year strategies are
Sustainability Policy, and includes financial significant elements of the Integrated Planning
projections for resourcing, and planning the long- and Governance Framework, and each strategy
term (10 year) delivery of strategies, programs, incorporates many subject specific plans,
projects, infrastructure and investments in studies and action plans.
environment and sustainability initiatives. This
ensures a financially sustainable Council that has The 10-year strategies include:
the resources now and into the future to achieve • Community Strategy (to replace current
its strategic objectives and provide levels of Social Strategy).
service that are both affordable and considered • Environment Strategy.
appropriate by the community. • Economic Strategy – Smart Biosphere Plan.
• Transport Strategy & Cycling and Walking
• Long-Term Asset Management Plans Strategy and Implementation Plan 2020-
These plans provide the blueprint for 2040 & Noosa Trails Master Plan 2020).
sustainable planning for and management • Resilience Strategy (alignment of Disaster
of our assets, including roads, infrastructure, Management Plans and Climate Response).
technology, buildings and services. They
ensure we can maintain existing assets to a The Noosa Shire Planning Scheme - The
satisfactory standard and provide for changing Noosa Plan - is Council's key document that
and emerging needs. guides development in our Shire. Council will
continue to uphold and maintain the planning
• Council Capability and Workforce Plan scheme to ensure it continues to reflect
This plan will outline the capability requirements community aspirations and is responsive to
of our organisation to deliver against the social, environment and economic changes.
Corporate Plan including securing and retaining
the key roles, people, skills and knowledge
to deliver on projects, undertake necessary
change management and direct resources
to priority areas. It will outline an agile, future-
focused and community-driven council while
ensuring the safety, health and wellbeing of
our staff. The completion of the Capability
and Workforce Plan is essential to achieving
Council’s strategic vision and is identified as a
key action in the Excellence Theme.
27
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Page 38
Annual Operational Risk Management
Plan and Budget
In the process to develop the new Corporate
Each year Council produces an Operational Plan a risk analysis was undertaken to identify
Plan and Budget which guides priority setting potential risks which if realised could disrupt
and the allocation of resources to progress the or prevent Noosa Council from achieving its
strategies, projects and initiatives identified in corporate objectives. The risk analysis was
the Corporate Plan as well as key operational undertaken in accordance with Council’s
activities related to the delivery of a wide range Risk and Opportunity Management
of ongoing services, facilities and activities. Framework and Policy.
Monitoring and Reporting Seven key potential high or extreme strategic
our Success risks to the corporate plan implementation
were identified. They relate to: Managing our
Council's performance towards achieving the workforce and improved workforce planning;
Corporate Plan will be monitored and reported Providing for the health, wellbeing and safety
through annual reports and quarterly reporting of our workforce; Business continuity
on the progress of initiatives in the Operational planning; Disaster management and recovery;
Plan. These regular reviews help to ensure the Legislative change; Financial sustainability and
Corporate Plan retains its currency and long-term financial management planning;
relevance and is achieving the intended Protection of our environment and climate
outcomes for our community. change impacts; and Cyber security threats
and systems improvements.
While performance measures have been
identified for each of the Themes of the These risks have been identified in Council's
Corporate Plan there are additional measures Strategic Risk Register and actions to mitigate
used by Council to monitor performance, them have been incorporated within Council's
including performance measures within current risk management program and when
strategies and plans as well as operational or developing the objectives of the themes
service level indicators. An updated corporate of the Corporate Plan.
performance reporting system including a
review of Council’s performance measurement
framework is identified as a key project in the
Excellence Theme and will ensure Council’s
performance and community outcomes are
tracked and measured, leading to better
outcomes for our community.
28
Page 38 of 78
Page 39
29
Page 39 of 78
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Our Noosa
30
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Our-NoosaPage 41
Council’s Roles
Council provides a wide range of Provider / Delivery
services, facilities and functions for the P/D Directly delivering services, projects, programs and
Shire. In delivering these, Council’s role infrastructure.
is varied and is dependent on being
responsive to the needs, interests, and
Funder
aspirations of the community. Council
Funding other organisations/service providers to
performs best when it has a clearly FNdR
deliver programs, projects, services; funding collective
understood role and focuses its energy
groups to meet, connect and collaborate.
within that role. Council’s roles can be
described as:
Facilitator
Fclt Assisting others to be involved in activities by
bringing groups and interested parties together.
Partner
PrTNR Forming partnerships and strategic alliances with
other parties in the interests of the community.
Educator
Providing education, information, and data to our
EDU
communities to facilitate learning, knowledge and
change as we work together on delivering our plans.
Advocator
Promoting the interests of the community, and key
ADV
Noosa Shire projects and initiatives to others (funders,
decision and policy makers and influencers).
Planner
Undertaking long-term planning for the sustainability
PLN of the organisation and the Shire and proactively
planning for services and infrastructure, which
respond to current and future needs.
Regulator
Regulating certain public activities through legislation
RGLTR
(for example By-Laws relating to animal management,
public health, litter etc).
31
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Page 42
Corporate Plan 2023 - 2028
Corporate Plan
Themes
1. Environment
2. Liveability
3. Prosperity
4. Future
5. Excellence
32
Page 42 of 78
Page 43
33
Page 43 of 78
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Corporate Plan 2023 - 2028
1. Environment
Focus areas include the natural environment, built environment, waterways
and coasts and conservation and heritage.
Reaffirming a Strengthening focus
continued focus on on emerging issues
• Conservation and enhancement • Waterways and water quality.
of the natural environment. • Enhancing and reinforcing
• Designing village-scale built Noosa Design Principles.
environment. • Protecting cultural heritage.
• Managing population growth.
34
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Page 45
Corporate Plan 2023 - 2028
We are committed to protecting and enhancing
Noosa’s environmental assets and our
Biosphere. Our flora and fauna, oceans and
coasts, waterways and wetlands, atmosphere
and climate are all highly valued for both their
intrinsic worth and the ecosystem services
they provide. Noosa’s diverse ecosystems
attract people to live, work, invest and play in
the Shire. The evolution and advancement of
the Noosa Design 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.
35
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Page 46
Corporate Plan 2023 - 2028
Objective Role
1.1 Maintain and improve water quality and the health of waterways, Partner
wetlands, and catchments. Educator
Regulator
1.2 Partner with landowners and community groups to manage, Partner
protect and regenerate natural environment assets, improve Funder
resilience, and incorporate Indigenous knowledge.
Partner
1.3 Fund and implement Coastal Foreshores and Coastal
Provider
Hazard Management Plans to protect and enhance coastal
Planner
and foreshore areas.
Funder
1.4 Discover, respect, conserve and celebrate Noosa’s unique Regulator
heritage values in all forms, for current and future generations Educator
Advocator
1.5 Deliver expanded vegetation networks, rehabilitation and habitat Funder
across the Shire and advocate to the state and federal Provider
governments to assist funding environmental action. Advocator
1.6 Partner with community to improve the health and water quality Partner
management of Noosa and Mary Rivers and coastal areas through Regulator
whole of catchment management to protect environmental values Funder
while enabling sustainable public access, recreation, and
commercial use.
1.7 Deliver and partner with State and Federal Governments to Funder
protect threatened and vulnerable species identified in the Provider
Environment Strategy. Advocator
1.8 Reinforce Noosa Design Principles to shape the look and feel of Regulator
our distinctive built environment to ensure it responds to our Planner
climate, environment and unique character. Educator
36
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Page 47
Corporate Plan 2023 - 2028
Signature Projects
• Yurol-Ringtail State Forest Conservation Project.
• Completion of the Noosa River Plan.
• Implementation of Coastal and Foreshore Management Plans.
• Delivery of Coastal Hazards Adaptation Plan.
Key Actions
• Ongoing delivery of Noosa Shire Heritage Program, including Heritage
Register, Heritage Overlay and Heritage Portal.
• Refresh, implement and embed the Noosa Design Principles.
• Delivery of annual Capital Infrastructure Program.
• Continued delivery of Community and Environment Grants Program.
• Enhance our understanding of the value of our natural areas and systems.
• Develop integrated water monitoring program.
• Complete and implement Encroachments into Public Land policy.
Performance Measures
• Noosa and Mary River sub catchments achieve an A water quality rating
for their environmental health (Healthy Land and Water Report Card).
• There is no net loss of ecosystem values across the shire and the condition
of Council’s priority bushland reserves are enhanced.
• Increase the percentage of Council owned/managed heritage assets
under conservation or asset management plans.
• By 2028, 48% of all the land in Noosa is managed for its environmental values.
• The ecosystem health of wetlands and riparian areas is improved.
• Populations of key threatened indicator flora and fauna species remain viable.
37
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Page 48
Supporting Strategies & Plans
Corporate Plan 2023 - 2028
• Noosa Environment Strategy 2019.
• Noosa River Plan 2004.
• Koala Conservation Plan 2016.
• Biosecurity Plan 2020.
• Bushland Reserves Strategic Management Plan 2021 - 2026.
• Eastern Beaches Foreshore Management Plan (under development at time of print).
• Climate Change Response Plan.
• Coastal Hazards Adaptation Plan.
• Noosa Bushland Reserve Strategic Fire Management Plan 2021.
• Noosa Transport Strategy 2017 - 2027 - development of a new movement
and connectivity strategy.
• Noosa Plan 2020.
• Noosa Cultural Plan 2019 - 2023.
Contributing Council Services
• Environment Services.
• Property Services.
• Asset Management.
• Parks and Gardens.
• Infrastructure Planning and Design.
• Arts and Cultural Services.
• Biosecurity, Pest Management.
• Strategic Planning and Sustainability.
• Development Assessment and Building and Plumbing.
How our community can contribute
• Participate in voluntary conservation and restoration activities including
Bushcare groups, Land for Wildlife and Voluntary Conservation Agreements.
• Participate in programs, events and workshops that provide information on how
to care for our environment and implement the practices at home and at work.
• Learn about and explore the many natural experiences on offer across the Shire.
• Understand, respect, and celebrate the unique culture of the Traditional Owners
the Kabi Kabi people.
• Share stories and photographs that tell the unique story of Noosa.
• If developing your property, work with Council to ensure it embraces the Noosa
Design Principles.
• Explore and utilise the Noosa Trail Network.
38
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Page 49
We Value and
Corporate Plan 2023 - 2028
preserve our
flora and
fauna, oceans
and coasts,
waterways and
wetlands,
atmosphere
and climate.
39
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Page 50
40
Page 50 of 78
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Corporate Plan 2023 - 2028
2. Liveability
This theme encompasses housing, facilities and services, transport, health
and wellbeing to enable an inclusive, connected and vibrant community.
Reaffirming Strengthening focus
a continued focus on on emerging issues
• Community resilience, facilities and • Social and affordable housing.
services. • Movement and transport.
• Health and wellbeing. • Access and inclusion.
• Culture and creativity.
41
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Page 52
Corporate Plan 2023 - 2028
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
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. Noosa 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.
42
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Page 53
Corporate Plan 2023 - 2028
Objective Role
2.1 Facilitate greater housing choice which meets the changing needs Facilitator
of the community, improves liveability and affordability and includes Partner
partnering to increase provision of social and affordable housing. Advocator
2.2 Fund and deliver accessible and improved, parks, open spaces, Funder
walking and cycle paths and trails, including greening our paths Provider
and cycleways to meet contemporary needs.
2.3 Nurture arts and culture to enrich the identity and vibrancy of Partner
communities, highlight local talent, celebrate First Nations culture Funder
and encourage creative participation and expression. Provider
2.4 Advocate and partner with all levels of government for increased Advocator
funding for connected transport nodes, transit hubs, including Partner
walking, cycling and public transport and explore opportunities Funder
through smart city1, smart biosphere and innovation to transform
the way we move around and engage in our community.
2.5 Ensure community facilities and services are inclusive, accessible Planner
and meet the evolving needs and interests of residents across the Funder
shire. Provider
2.6 Facilitate strong, vibrant, inclusive communities where people Facilitator
have a sense of belonging and are active participants in a rich Funder
community life. Partner
2.7 Fund and deliver sustainable assets and facilities and associated Planner
services responding to the changing needs of the community and Provider
the challenges and opportunities of the future. Funder
2.8 Provide opportunities to enhance the health, wellbeing Provider
and safety of our communities. Facilitator
Funder
1 Smart cities are those which leverage innovative technologies to ‘enhance [the] quality and performance of urban services, to reduce costs and
resource consumption, and to engage more effectively and actively with its citizens” Source: Parliament of Australia https://www.aph.gov.au/
Parliamentary_Business/Committees/Joint/Public_Accounts_and_Audit/CommInfrastructureSpend/Report_462, Section 9, Smart Cities. 43
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Page 54
Corporate Plan 2023 - 2028
Signature Projects
• Deliver the Noosa Housing Strategy.
• Develop an overarching Community Strategy to replace the Social Strategy.
• Deliver the Living Well program.
• Implement Master Plans for Cooroy and Noosa District Sports Complexes.
• Review the Transport Strategy and prepare a new Movement Strategy and
Connectivity Strategy including shire-wide parking management.
Key Actions
• Develop and implement updated master and business plans for Council’s major
community facilities: the Noosa Leisure Centre, Noosa Aquatic Centre, The J,
Libraries, Cemeteries and Noosa Community Support.
• Complete community infrastructure audit and needs assessment to determine
current and future needs.
• Complete the feasibility of the potential ReGen Physical and Wellbeing Hub
and commence implementation of outcome.
• Complete Non-Powered Water Sports Feasibility Project.
• Develop plan to guide and increase arts and culture in public spaces.
• Complete investigations of both Cooroy and Noosa Shire Business centre transit hubs.
• Redevelop Noosa Heads Bus interchange as an iconic arrival point to Noosa Heads.
• Accelerate delivery of Cycling and Walking Implementation Plan and Noosa Trails
Implementation Plan.
• Investigate and implement a new revenue system which ensures visitors contribute
to the provision and maintenance of transport facilities and services they utilise.
• Continue to implement the Short Stay letting Local Law to manage the impacts of
short term letting.
Performance Measures
• Increase in the amount of social and affordable housing in Noosa.
• Improve liveability ratings measured through the liveability survey for open spaces,
parks, walking and cycling connections. 44
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Page 55
• Increase uptake in use of public transport through Council initiatives which
Corporate Plan 2023 - 2028
complement existing state-run transport services.
• Improve levels of participation and user satisfaction with Council facilities and services.
• Increase in the overall liveability score and/or rating of attributes associated with
health and wellbeing (priorities in the Liveability Survey).
• Achieve 90% delivery of the asset sustainability ratio.
Supporting Strategies and plans
• Noosa Transport Strategy 2017 - 2027 - development of a new movement and
connectivity strategy.
- Cycling and Walking Strategy and Implementation Plan 2020.
- Noosa Trails Masterplan and Implementation Plan 2020.
• Noosa Housing Strategy.
• Noosa Social Strategy and Social Justice Charter – new Community Strategy.
- Noosa Sports and Active Recreation Plan 2018.
- Noosa Cultural Plan 2019 - 2023.
- Noosa Health and Wellbeing Plan 2019 -2024.
• Noosa Plan 2020 – Noosa Shire’s Planning Scheme.
Contributing Council Services
• Community Development. • Asset Management.
• Community Services and Facilities. • Parks and Natural Areas.
• Traffic and Transport. • Strategic Planning and Sustainability.
• Capital Project Delivery. • Development Assessment
• Property Services. and Building and Plumbing.
• Arts and Cultural Services. • Local Laws and Environmental Health.
• Sport and Recreation. • Peregian Digital Hub.
How our community can contribute
• Participate in and support local networks, clubs, sports, events, and festivals.
• Volunteer within your local community.
• Provide your input on planning scheme amendments and development applications
in your neighbourhood.
• Choose active or public transport over private vehicle usage.
• Learn about and show respect for the diverse and unique culture and heritage within
our Shire.
• Get to know the range of facilities and services available in your local neighbourhood.
• Celebrate diversity and embrace opportunities created through the different needs,
values, and cultures within our communities.
• Discover more about Noosa Shire’s First Nations’ cultures through our dedicated
library collections and Welcoming Places and participating in Reconciliation Week
and NAIDOC Week celebrations.
• If you short term let your property consider making it available for long term rental to
contribute to housing options for residents and workers. 45
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Page 56
Corporate Plan 2023 - 2028
Our thriving
community,
arts, cultural,
sporting and
leisure sectors
facilitate a
rich community
life.
46
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Page 57
Page 57 of 78
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Corporate Plan 2023 - 2028
3. Prosperity
Focus areas include economic development, local business, innovation,
arts and culture, waste and a circular economy.
Reaffirming Strengthening focus
a continued focus on on emerging issues
• Fostering local business. • Destination Management
• Village Economy – artisanal, and Stewardship.
food and drink. • Developing a Smart Biosphere.
• Innovation and digital economy. • Developing Circular Economy.
48
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Corporate Plan 2023 - 2028
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.
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.
49
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Corporate Plan 2023 - 2028
Objective Role
3.1 Deliver and fund the Smart Biosphere - Economic Strategy, Provider
partnering with and supporting Noosa Shire’s business Funder
community and industry sectors to deliver key outcomes. Partner
3.2 Partner with industry and education stakeholders in programs to Partner
address workforce and skill shortages and to develop a suite of Planner
initiatives that meet the future workforce skills of Noosa including
pathways to employment.
3.3 Work with agricultural organisations and agencies to support Partner
and educate landholders on regenerative agriculture methods Educator
and promote local and sustainable food production. Advocate
3.4 Investigate a rural/hinterland innovation hub to support Provider
our hinterland communities and grow our rural, artisan Funder
and creative industries.
3.5 Partner with government agencies and industry to deliver a Partner
Business and Innovation Precinct at the Shire Business Centre Provider
supported by the Peregian Digital Hub.
3.6 Grow and enhance the cultural and creative economy Partner
through partnerships and delivery of programs, events Provider
and the development of a signature regional art gallery. Advocate
3.7 Deliver the waste program focused on accelerating actions and Provider
solutions including circular economy opportunities to cut waste Funder
and pollution, keep products and materials in use and regenerate Partner
natural systems.
3.8 Partner with industry, innovative and research organisations to Partner
bring awareness, investment, and develop innovative outcomes Provider
for the Shire.
50
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Page 61
Signature Projects
Corporate Plan 2023 - 2028
• Complete the Regional Art Gallery Project Feasibility project.
• Transform waste management practices in line with new Waste Strategy.
• Finalise the Green Economy Industry Development Plan that supports ecosystem
development, assists to achieve outcomes sought in Council’s Environment Strategy
and Climate Change Response Plan, and identifies opportunities for industry growth.
Key Actions
• Complete the next stage of the Peregian Digital Hub and continue to invest in
the ongoing development of Noosa’s position as a technology and innovation hub.
• Complete Shire Wide Employment Land Review and implement actions from this plan.
• Develop a Food and Agribusiness Industry Development Plan.
• Advance Sustainable Procurement policies and practices for Council’s procurement
of services and products.
Performance Measures
• Growth in Gross Regional Product compared to population growth (Target - GRP
exceeds population growth).
• Total employment by industry mix in Noosa Shire (Target-% increase in future
focused industries).
• Education and support programs implemented for regenerative agriculture.
• Growth in creative economy employment as a % of total employment.
• By 2028, 90% of green waste and food waste is diverted from landfill.
• Number of solution pathways established as a result of partnering with industry
and research organisations.
51
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Page 62
Corporate Plan 2023 - 2028
Supporting Strategies and Plans
• Economic Development Strategy 2021 – Smart Biosphere.
• Noosa Plan 2020.
• New Waste Strategy.
• Noosa Cultural Plan 2019 - 2023.
Contributing Council Services
• Economic Development.
• Waste Services.
• Peregian Digital Hub.
• Community Development.
• Arts and Cultural Services.
• Infrastructure Services.
• Strategic Planning and Sustainability.
• Development Assessment.
• Property Services.
How our community can contribute
• Support local businesses by attending local events, performances, experiences, and
buying locally.
• Businesses can invest locally, create local supply chains, and employ local residents.
• Choose more sustainable goods when making purchases and maximise the value
of the resources you use by repurposing wherever possible.
• Learn how to minimise contamination and understand what items can be recycled
through the services provided by Council.
52
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Page 63
Corporate Plan 2023 - 2028
We value our
community
and invest
to provide
the most
sustainable
environment
for all
to thrive
and grow.
53
Page 63 of 78
Page 64
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5 1 1 1 52 2 149 2424 25 57 90 \Page 65
Corporate Plan 2023 - 2028
4. Future
This theme is focused on our future, strengthening our relationship with
First Nations peoples and to ensure our community is prepared and resilient
to change. A focus on youth, climate resilience and adaptation, sense of place
and destination management.
Reaffirming a Strengthening focus
continued focus on on emerging issues
• Climate change mitigation • Community resilience.
and adaptation. • Destination management
• Disaster preparedness and response. and stewardship.
• Sustainable solutions. • Youth needs and opportunities.
55
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Page 66
A successful Noosa understands its past and
Corporate Plan 2023 - 2028
has strong linkages through to the present and
into the future. We are embracing the process of
reconciliation, respecting and strengthening our
relationship with Kabi Kabi and facilitating greater
opportunities for First Nations peoples.
Noosa is a high-profile visitor destination.
Balancing the needs and quality of life of
residents while sustaining our tourism sector so
that the two can comfortably co-exist is critical.
To guide this success, a Destination Management
Plan will be developed to provide clear plans that
have community and the liveability of place at its
centre and will define stakeholder roles and the
allocation of resources.
In the face of unprecedented levels of social
and environmental change, Council will have a
renewed focus on building the resilience of the
community and the infrastructure that supports
it. The community’s strong sense of place and
participation has helped us thrive in the face of
adversity in the past. Understanding our future,
the opportunities and challenges we may face
and having strategies in place to respond, will be
key to enhancing our agility and resilience as an
organisation and as a community.
Strengthening community awareness and
preparedness for climate change and extreme
weather events and transitioning the Shire to a
low-carbon way of life is a priority focus during
the life of this plan.
A contemporary approach to providing services
and opportunities for our youth is an essential
component of building a family-friendly shire.
With our increasingly ageing population, creating
the conditions that retain and attract young
people to Noosa will help foster a pipeline
of people entering the local workforce and
contributing within our community.
56
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Objective Role
Corporate Plan 2023 - 2028
4.1 Deliver the Reconciliation Action Plan (RAP) to build trust and Provider
respect with First Nations peoples including our Traditional Owners, Partner
the Kabi Kabi people and our community.
4.2 Complete and implement the Destination Management Plan in Funder
partnership with the community and Tourism Noosa to protect Planner
Noosa’s quality of life, environment and iconic places through Partner
planning for sustainable tourism and managing visitation and events.
4.3 Improve opportunities for increased inclusion of young people in Facilitator
community engagement and decision-making to provide relevant Partner
services, activities, and opportunities.
4.4 Proactively participate in regional planning and advocacy to ensure our Planner
current and future communities’ needs are identified and maintain the Advocator
important role Noosa plays in the wider SEQ and Wide Bay regions.
4.5 Implement a place-based approach to working with individual Facilitate
towns/villages and address their specific needs within a Partner
whole-of-Council framework. Provider
4.6 Prepare and plan for the Olympics and Paralympics 2032 to Planner
leverage the opportunities for our community leading up to 2032 Advocate
and ensuring there is a legacy benefit beyond.
4.7 Fund and implement the Climate Change Response Plan to Planner
support Council, community and the local economy to build Funder
resilience and preparedness for climate risks and to achieve Provider
net-zero emissions by 2026.
4.8 Deliver best practice approaches to combat and plan for natural Planner
disasters and climate change including supporting safety, Partner
preparedness, resilience and recovery capacity. Advocate
4.9 Undertake scenario planning to explore potential future Planner
challenges and opportunities to help the Shire prepare and Educator
respond responsibly.
57
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Page 68
Corporate Plan 2023 - 2028
Signature Projects
• Reconciliation Action Plan Project.
• Develop a clear plan for the Olympics and Paralympics 2032.
• Complete and implement the Destination Management Plan.
• Advance the Sunshine Coast and Noosa Regional Climate Action Roadmap.
• Develop an Urban Greening Program.
• Implement Noosa Placemaking program.
Key Actions
• Continue to adequately plan for, prepare and resource for, disaster management and recovery.
• Continue to adequately plan for, prepare and resource for climate change resilience.
• Uphold, monitor, maintain and amend the Noosa Plan as required to ensure it remains
contemporary and responsive to other Council strategies and community needs.
• Complete an Advocacy Plan that addresses top 10 shire-wide issues and infrastructure needs.
• Identify and implement a contemporary revenue diversification and strategic investment
approach that identifies innovative and alternate revenue streams for Council.
58
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Page 69
Performance Measures Contributing Council Services
Corporate Plan 2023 - 2028
• Improved community connections with • Community Development.
First Nations peoples. • Communications and Community
• Enhanced quality of life for Noosa’s Engagement.
residents (Liveability Survey). • Strategic Planning and Sustainability.
• Council engages our community for all major • Infrastructure Services.
engagement projects and clearly shows the • Disaster Management.
community how their input has informed • Environmental Health.
decision making. • Civil Operations.
• Youth representation in community • Governance.
engagement activities on major issues/ • Property Services.
projects. • Development Assessment.
• Noosa Council operations and service activities • Building and Plumbing.
to reach net-zero emissions by 2026. • Arts and Cultural Services.
• By 2028, landfill gas emissions will have • Community Facilities.
reduced by 60% compared to 2021/22. • Economic Development.
• Increased Council and community • Environment Services.
awareness and preparedness for climate • Climate Change Response.
change and extreme weather events. • Peregian Digital Hub.
Supporting strategies and plans. How our community can contribute
• Community Strategy – New Community • Get involved in neighbourhood planning
Strategy. activities to help shape and manage
• Cultural Plan 2019 - 2023. development in your neighbourhood.
• Climate Change Response Plan. • Choose sustainable building design and
• Coastal Hazards Adaptation Plan. low-carbon solutions if building or renovating
• Noosa Design Principles. your home or business, choose sustainable
• Disaster Management Plan. building designs and low-carbon solutions,
• Local Disaster Recovery Plan. including installing solar to improve the
• Destination Management Plan efficiency of buildings and suit the local
• Economic Development Strategy. character of your neighbourhood.
• Urban Greening Project. • Be prepared to respond to events like bushfires
• Noosa Plan 2020, planning scheme and floods by having your own safety plan.
for Noosa Shire. • Replace private vehicle trips with either active
• Waste Strategy (currently under transport or public transport wherever feasible.
development). • Get involved in future planning processes to
• Fire Management Plan. understand the opportunities and challenges
and help set the pathway to achieve a
sustainable future for Noosa.
59
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Page 70
Understanding
Corporate Plan 2023 - 2028
our future, the
opportunities
and challenges
will be key
to enhancing
our agility
and resilience.
60
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Page 71
61
Page 71 of 78
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, at ake i My ee em | rd Wc ih a eee ny oe a ee ee eg od
iat th oe i erPage 72
Corporate Plan 2023 - 2028
5. Excellence
This theme focuses on customer experience, financial sustainability, innovation
and technology, levels of service, governance, our employees and volunteers,
funding streams and asset management practices.
Reaffirming a Strengthening focus
continued focus on on emerging issues
• Our employees. • Improved community engagement
• Good governance. opportunities, including a focus on
• Long term financial sustainability youth involvement.
and asset management. • Innovation and technologies to
improve efficiency and effectiveness.
• Workforce planning.
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Corporate Plan 2023 - 2028
Noosa is renowned for its innovation. As we
strive to improve and increase our efficiency
and effectiveness, we are focused on delivering
outstanding outcomes, services, and facilities
for the community, underpinned at all times
by good governance. We highly value our
community’s active engagement in council
planning and decision-making and we’re
focused on ensuring that our customers are
satisfied with their experience in all aspects of
the customer journey.
Community confidence and trust with Council
will continue to be strengthened through open
and transparent practices, providing increased
opportunities for community engagement and
participation in decision-making, particularly
for our youth.
Noosa Council places great value on its staff
and workforce ensuring well-trained and
highly skilled people operate within a safe and
healthy environment. Our People and Culture
Strategy and Workforce Plan will assist us to
attract, retain, develop and value our people
while creating a rewarding and engaging place
to work. Noosa Council’s organisational values
are embedded at all levels and evident in the
services and functions that Council delivers
for the community.
To continue to achieve sustainable outcomes,
Council is required to not only effectively manage
its finances and assets, but also to embed the
environmental, economic and social footprint of
its decisions into its reporting framework to be
accountable to the community and demonstrate
responsibility for future generations.
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Objective Role
Corporate Plan 2023 - 2028
5.1 Improve the customer experience to prioritise customers’ needs Provider
and outcomes throughout the entire customer journey.
5.2 Continue to deliver a financially sustainable Council that has the Provider
resources now and into the future to achieve its strategic
objectives. This will be supported through the introduction of
enhanced sustainability reporting and performance indicators, as
well as ESG (environment social and governance) accounting
practices as guided by statutory requirements.
5.3 Embrace technology and innovative practices to support the Planner
provision of contemporary, efficient and effective levels of service Provider
for Council operations.
5.4 Provide a progressive working environment and practices which Provider
prioritise the wellbeing, safety, inclusiveness and development of
our people and establish Noosa Council as an employer of choice.
5.5 Provide robust and transparent governance systems to build and Planner
strengthen community trust, supported by the implementation of Regulator
an enterprise risk and opportunity management framework.
5.6 Increase opportunities for meaningful collaborative community Provider
engagement which is highly representative of our community, Partner
especially our youth.
5.7 Partner with other government agencies, commercial business Provider
and social enterprises to activate opportunities which will diversify Partner
Council’s revenue base or create alternative funding streams.
5.8 Mature the asset management framework and systems to ensure Planner
robust asset management practices are in place to deliver Provider
well-maintained quality assets. Funder
5.9 Ensure that all residents located throughout the Shire, both Planner
hinterland and coastal areas, have equitable access to the Provider
provision of quality assets, facilities and services.
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Corporate Plan 2023 - 2028
Signature Projects
• Development of a Revenue Diversification Plan.
• New Digital Strategy and supporting Digital Transformation Project.
• Implementation of a Corporate Performance Reporting System and Community
Dashboards.
Key Actions
• Development of a Customer Experience Program.
• Noosa Capability Plan and development of a People and Culture Strategy and Workforce Plan.
• Updating of Levels of Service Catalogue.
• Continued implementation of Asset Management Framework, including the development
of the Strategic Asset Management Plan.
• Development of sustainability accounting and reporting practices.
Performance Measures
• Improved workplace health and safety internal audit compliance rating.
• Reduction in lost time due to workplace injuries.
• All statutory financial sustainability ratios in the Financial Statements meet prescribed
targets both in the short and long term, including Asset Sustainability Ratio (> 90%),
Operating Surplus Ratio (0 - 10%) and Net Financial Liability Ratio (< 60%).
• An unqualified audit report by the Queensland Audit Office and all significant
audit and control risks dealt with in a timely manner.
• Increased level of community satisfaction with Council’s services compared to previous
survey results.
• Increased employee retention rates.
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• Employee satisfaction with the employee engagement/experience (Employee Survey).
Corporate Plan 2023 - 2028
• 100% compliance with statutory requirements (Local Government Compliance
Checklist) produced by Dept. of Local Government).
• Increased share of operating revenue to be generated from sources other than
rates and charges.
Supporting Strategies and plans
• Council Capability 10-year Plan and Workforce Plan (under development).
• Strategic Asset Management Plan (under development) and Asset Management Plans.
• Long-Term Financial Plan.
• Enterprise Risk and Opportunity Framework.
• ICT and Digital Transformation Strategy.
• Community Engagement Framework.
• Governance Framework.
• Level of Service Catalogue.
Contributing Services
• Governance.
• Customer Service.
• Financial Services and Revenue Services.
• Information Technology and Business Improvement.
• Commercial Business and Property.
• Marketing and Communications.
• Community Engagement.
• Strategic Planning and Sustainability.
• Economic Development.
• People and Culture.
• Building and Facilities.
• Peregian Digital Hub.
How our community can contribute
• Select digital and paperless service options where available to increase
the efficiency of service delivery.
• Participate in Noosa Shire innovation, community engagement and co-design events.
• Continue to engage with Council and provide timely and constructive feedback to help
us improve the way we work.
• Be respectful when interacting with our people. We are here to help and want to achieve
good outcomes.
• Staying informed by reading Council’s various communication approaches including
newsletters, website and social media.
• Adopting a whole-of-community perspective to what’s happening in your neighbourhood,
locality, or the Shire.
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Corporate Plan 2023 - 2028
Open and
transparent
practices will
continue to
strengthen
community
confidence
and trust
with council.
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Corporate Plan
2023-2028
noosa.qld.gov.au
Page 78 of 78
¥9 NOOSA
le Werte
Corporate Plan
2023-2028
noosa.qlid.gov.au