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2015-12-08 I&S Committee - Item 5 - Attach 1 - NOOSA SOCIAL STRATEGY
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Infrastructure & Services Agenda
8 December 2015
Item 5 - ATTACHMENT 1
Noosa
Social
Strategy
PO Box 141 Tewantin QLD 4565
P (07) 5329 6500 | F (07) 5329 6501
[email protected]
www.noosa.qld.gov.au
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Section 2
Noosa Social Strategy © Noosa Council 2015. General Enquiries: 8.15 am - 5.00 pm Monday to Friday (excluding public holidays) By telephone: (07) 5329 6500 (including After Hours emergencies) By email: [email protected] Fax: (07) 5329 6501 Street Address: 9 Pelican Street, TEWANTIN Postal address: PO Box 141, TEWANTIN QLD 4565 www.noosa.qld.gov.au Disclaimer This document has been developed by Noosa Shire Council’s Community Development Unit in consultation with the Noosa Social Strategy Reference group. Information contained in this document is based on available information at the time of writing. All figures and diagrams are indicative only and should be referred to as such. This is a strategic document which deals with technical matters in a summary way only. Council or its officers accept no responsibility for any loss occasioned to any person acting or refraining from acting in reliance upon any material contained in this document. Acknowledgements Council acknowledges the Kabi Kabi people as the Traditional Owners and original custodians of this land. Thanks to the following members of the Noosa Social Strategy Reference Group and others who have contributed to the development of this document: Angela Bryan, Community Rep. David Sutcliffe, Salvation Army Helen Collins, Community Rep./ Coast2Bay Housing Group Steve White, Qld Government Katie Edminston, Arts Queensland Cr Frank Pardon, Noosa Council Christopher John, United Synergies Kerri Contini, Noosa Council Maureen Farrington, St Vincent de Paul/Red Cross Alison Hamblin, Noosa Council Janie Hemmings-Wilcox, Qld Government Alan (Fox) Rogers, Noosa Council Greg Tucker, Noosa Council Rowena Skinner, Noosa Council Michelle Davies
Section 3
Executive Summary 4
1 Introduction 5
2 Background 6
The Federal and State Context 6
The Noosa Community 7
Key Facts 9
Community Facilities and Services 14
Key Issues 15
3 Council’s Vision, Principles and Priorities 17
Contents
Sustainability Principles 17
Council Priorities 18
Council’s Policy Context 19
Previous Noosa Social Plan 19
Other Recent Strategies 19
4 Themes and Aspirations 20
Cohesive and Resilient Communities 21
Key initiatives 21
Active and Healthy Communities 22
Key initiatives 23
Accessible, Diverse and Affordable Communities 24
Key initiatives: 25
Creative and Informed Communities 26
Key initiatives: 27
5 Implementation 28
Council’s Role 28
6 Measurement, Reporting and Review 28
7 How you can be involved 17
Noosa Social Strategy | Page 3
Section 4
Executive
Summary
Noosa is recognised as one of Australia’s most desirable Four strategic themes are identified in the Strategy. These
places to live, work and visit, thanks to its outstanding themes are aspirational and identify our long-term goals.
beauty, mild subtropical weather and enviable lifestyle We are committed to becoming a more:
prospects.
• Cohesive and resilient community
The Noosa Social Strategy (the ‘Strategy’) provides • Active and healthy community
a framework to continue to improve community
• Accessible, diverse and affordable community, and
wellbeing and cohesiveness while addressing the social
opportunities and challenges facing the Shire over the • Creative and informed community.
coming years. It highlights our current strengths as a
community and commits to supporting and building upon These themes were developed in consultation with the
these while at the same time identifying priority social Social Strategy working group, key stakeholders and
issues and challenges for action. through an analysis of statistics, demographics and other
social data. For each theme, aspirational statements and
The Strategy articulates Council’s role in the cultural, key initiatives are outlined to inform future implementation
community and social life of the Shire. It encourages and action planning.
greater collaboration between government and non-
government organisations, service agencies, facility In setting this policy direction, Council acknowledges
providers and individuals to avoid duplication, improve the traditional custodians of this land past and present,
efficiencies and enhance community cohesion. salutes all those who have helped shape the Shire and
pays tribute to the countless volunteers and community
The Strategy will be supplemented by an implementation groups who help maintain and build the social capital of
plan which details new initiatives, ongoing commitments our towns, rural communities and villages.
and also provides actions, timeframes and key performance
indicators. The implementation plan will be reported Council looks forward to working with other tiers of
against every 12 months and reviewed every three to five government, local businesses, community organisations
years allowing for consideration of emerging issues. These and individual residents to implement this Strategy.
documents provide Council and other agencies with
solid evidence and rationale to help make well-informed
decisions about social issues and community needs.
Section 5
1
People’s lives are shaped by their particular circumstances, their personal
choices, their families and support networks, the availability of services, the
local economy and the surrounding environment. Separately and collectively
these can either have a positive or negative affect on individual and community
wellbeing.
Council’s goal is to facilitate Noosa’s development so that our social, built, and
Introduction natural environments positively influence the wellbeing of residents, workers
and visitors. This requires Council to plan for, create, maintain and deliver a
variety of public places, facilities and services to improve people’s quality-of-
life. It also entails advocacy on behalf of those in greatest need; the targeted
delivery of programs and services; and harnessing the power of key individuals
and stakeholders within the Shire.
Noosa Social Strategy | Page 5
Section 6
2
Background
The Federal & State Context
The Federal and State Governments have broad-ranging To be effective, responses to social issues require
responsibilities to deal with social issues. significant resourcing. The Federal budget allocates
35% of its total budget to community services. However,
At the Federal and State level there are major policy increasingly, the community is asking for more funding to
changes currently being discussed and implemented meet growing social needs, particularly in regional areas.
in the areas of health, aged and child care, disability,
affordable housing, homelessness, education and social As a result, State and Federal Governments are
welfare. Some of these include: increasingly focussed on evidenced based initiatives,
measurable outcomes and demonstrable value for money
• The National Disability Insurance Scheme (NDIS) and when providing funding to the social services sector. It is
Consumer Directed Care which aims to change the vital for organisations servicing the Noosa area to have
way in which social services are delivered across the access to consolidated and accurate localised data to
country inform initiatives and funding requests. Furthermore, with
• Commonwealth Home Support Program which aims changes in government come changes in policy direction.
to support more older people to live independently So throughout the life of this Strategy there may be
in their communities for longer changes in the funding and provision of social programs
and services.
• Changes to the Aged Pension, Family Support Benefits
and Youth Unemployment Benefits The Federal and State Government’s implementation of
• Reduction in Federal payments to the States to deliver their social policy agendas affect all of our lives. Here in
primary health care Noosa we face similar challenges to other people around
Australia.
• A focus on disease prevention and how to meet the
challenges that come with increasing rates of often The Noosa Shire Social Strategy attempts to put these
preventable disease such as diabetes, skin cancer major policy debates and issues into a local context.
and chronic heart disease It highlights our strengths and the simple fact that,
• Taskforces into domestic violence, child sexual abuse regardless of what the Federal or State Government does,
and indigenous health we as a community have a responsibility for the wellbeing
of our fellow citizens.
• Debates on how best to help individuals struggling
with mental health issues, substance abuse and
gambling addictions
• An expanded role for not-for-profit organisations in
delivering social services
• New funding models for tertiary education institutions
• A shift from locally delivered services to online
service delivery.
Section 7
The Noosa Community
The Noosa Shire is located in South East Queensland, Urban development in the Shire is concentrated in the
approximately 120 kilometres north of Brisbane. The coastal communities and eastern beaches from Peregian
region is bounded by the Gympie Regional Council in the Beach in the south to Noosa Heads and Tewantin in the
north and west, and the Sunshine Coast Regional Council north. In these areas the population density is around
to the south. The Shire encompasses a total land area of 400 persons per square kilometre. For the balance of the
871.6 km2 with over 800 kilometres of roads and nearly Shire, the overall population density is approximately
450 kilometres of bikeways. 25 persons per hectare concentrated in and around the
hinterland centres of Cooroy, Pomona, Cooran, Kin Kin
More than 53,000 people call Noosa home, however this and Boreen Point. Smaller residential areas are scattered
swells significantly in peak holiday periods. For example, throughout the hinterland.
over 110,000 visitors overnighted in Noosa between
January and March 2015, with a further 97,000 day While significant amounts of native vegetation have
visitors in the same period. It is important to recognise the been removed or greatly modified, one third of Noosa
challenge in balancing the different needs, expectations is considered to have outstanding environmental,
and priorities of residents and visitors. Under the current biodiversity and natural history values and is managed
Noosa Planning Scheme, the sustainable resident primarily for conservation. A further 30,653 hectares
population has the capacity to grow to 62,000. While of land is predominantly undeveloped and sustainably
the resident population of Noosa Shire is relatively small managed through voluntary arrangements such as Land
and anticipated growth is limited, there are growing for Wildlife and Voluntary Conservation Agreements.
communities nearby who rely on various services,
facilities and recreational opportunities within the Noosa In 2007 the Shire was designated a Biosphere Reserve
Shire. Over half a million people are expected to live on by the United Nations Education, Scientific and Cultural
the Sunshine Coast by the year 2036 and greater Brisbane Organisation (UNESCO) and Man and the Biosphere (MAB)
is expected to be home to nearly 3.5 million by the same program. The Noosa community is proud of its biosphere
time. status which going forward provides a benchmark for
development proposals and sustainability initiatives
across the Shire.
Noosa Social Strategy | Page 7
Section 8
Noosa’s economy relies significantly on tourism leveraging
the Shire’s great beaches, natural open spaces and
outdoor recreational assets. Noosa is home to high profile
cultural and sporting events which attract national and
international media contributing to Noosa’s reputation
as a premier tourist destination. In an attempt to reduce
this dependence Council is developing strategies such
as the Noosa Shire Local Economic Plan to diversify
the local economy and develop new high value, low
environmental impact businesses across the Shire. There
are approximately 7,400 businesses in Noosa which
are mainly small or micro businesses. It is also home to
a range of very successful entrepreneurs and skilled
business people.
The Noosa community prides itself on its many strengths
including:
• a strong community spirit fostering a sense of
belonging among residents
• an engaged population that plays an active role in
decision making
• a reputation for being a caring community that helps
one another
• an outdoor lifestyle with its associated health and
wellbeing benefits
• a strong and longstanding commitment to the
protection of environmental values
• a large pool of active retirees, often available for
volunteer work Community Snapshot
• dynamic community groups, sporting clubs and social
clubs
• popular sporting, food and cultural festivals and
In developing this social strategy, Council
events
built a community profile of the Shire using
• low-rise development that is integrated with the demographic data and education, employment
landscape and socio-economic indicators to provide an
insight into the needs, challenges and issues
• a lack of big city symbols such as traffic lights, neon
facing the resident population. The profile
signs and billboards
will also be used as background for the new
• an appreciation of our history and heritage planning scheme and is available on Council’s
• a small Council that is responsive to its community website at: http://www.noosa.qld.gov.au/
community-profile
• a distinct identity and brand which leverage
significant economic benefit. For the purpose of this document we have
chosen to highlight a number of statistics from
that profile and other sources which provide a
snapshot of the Noosa Community.
Section 9
Who We Are
LGBTI*
Population Born in Australia Indigenous 10-15% Estimated
Sunshine Coast
53,052 72% Noosa 1.1% Noosa (11% nationally)
* LGBTI - Lesbian, Gay, Bisexual,
represents 10,000 people
73.7% Qld 3.6% Qld Transgender, Intersex
Noosa Residents Age Top 5 Non-English
Languages
0-14 years
n 17.9% n Qld 19.8% 45.9 German 0.9%
15-24 years Years French 0.4%
n 9.9% n Qld 13.7% Italian 0.4%
65+ years Median Age Dutch 0.3%
n 20.8% n Qld 13.6% Qld 36 years
SE Asian 0.2%
Living alone Couples with children < 15yrs Couples with no children
25% Noosa 35.8% Noosa 47.8% Noosa
22.8% Qld 42.8% Qld 39.5% Qld
Noosa’s population is ageing at a faster rate than the rest of Noosa’s community profile also tell us that over 27%
the State. Having an active senior population is a valuable of our population are under 25 so we need to provide
asset, bringing diverse skills and life experiences to the opportunities and support for young people and their
community; however it also means that policy makers families.
need to tailor infrastructure and community services to
meet the needs of this demographic. For a variety of reasons marginalised groups in the
community such as Indigenous, LGBTI (Lesbian, Gay,
One quarter of our population live alone, increasing the Bisexual, Transgender, Intersex) and Non-English speaking
risk of social isolation and highlighting the importance of people are often under-represented in the population
individuals having multiple opportunities to connect with data. Local social and community workers believe that
their community. the number of people in these groups is probably higher
than those reported here and specific initiatives should
be developed to address their needs in consultation with
the groups themselves.
Noosa Social Strategy | Page 9
Section 10
Socio Economic
Median Household Families with no
Unemployed* parent employed***
Weekly Income*
7.1% Noosa* $963 Noosa 14.1% Noosa
26%
Pensioner
6.5% Qld $1,236 Qld 13.5% Qld concession holder^
Median 3 bedroom house rent Median residential 3 bedroom house sale price
$425/wk Noosa $499k Noosa
$350/wk Qld $412k Qld
Sunshine Coast is the 12th least affordable housing market in the world**
SEIFA Scores*# · Retail Trade
Main · Accom & Food Services
10.7% in least disadvantages quintile Employment · Health Care & Social Assistance
12.8% in most disadvantaged quintile Sectors · Construction
· Education & Training
20% of Council’s Rates spent on Community Services#
*
March Quarter 2015
**
The 11th Annual Demographic International Housing Affordability Survey (2014: 3rd quarter)
**
Council 2015/16. Based on net costs, including depreciation and corporate overheads, but excluding Waste Management which operates at a profit.
*#
ABS Index that ranks areas in Australia according to relative socio-economic advantage and disadvantage.
^
Centrelink 2012
Median household income in Noosa is well below the
Queensland average. In addition median home purchase
and rental prices are well above State averages which
highlight a lack of affordable housing in the Shire. This,
combined with large numbers of people on fixed incomes
such as pensions, a high rate of unemployment and the
growth in part-time and casual employment, tells us that
many residents are struggling to meet increases in costs
of living.
In contrast, the Socio Economic Indexes (SEIFA) also
indicate the existence of pockets of economic advantage
in places like Noosa Heads and Sunshine Beach.
Section 11
Public Health
9% 1 in 8 85% 1 in 2
Healthcare card Adults smoke Children fully Overweight
holders# daily## immunised* or Obese##
Mental Health Problems## Cases*
11% Males Food bourne illness 306 7 Measles
12% Females Ross River Fever 119 17 Whooping Cough
22% Delayed medical consultation due to cost^
14.1% Delayed purchasing prescribed medication due to cost**
*Notifiable disease data 2014/2015 ** Compared to Qld PHN 2012-13 ^over 18 years Public Health Information 2010
##
# Centrelink 2012
Our community’s health is broadly comparable with the Rates of child immunisation in Noosa are also significantly
state averages for conditions such as asthma, circulatory lower than the rest of the State and directly relate to the
disease, type 2 diabetes and mental health. However, incidence of some preventable childhood diseases.
these rates (particularly mental health) are high when
compared to national averages. Our sub-tropical climate means that we need to maintain
preventative practises such as mosquito control programs
The high rates of obesity, numbers of adults smoking and and regulation of food preparation hygiene to reduce the
delayed medical consultation are indicators of future incidence of diseases such as Ross River and food borne
rates of preventable disease. Based on this evidence illness.
it is prudent to trial and develop specifically targeted
prevention programs and activities to reduce these risk
factors.
Noosa Social Strategy | Page 11
Section 12
Community Participation
Approx. 200 100+
Community Sport & recreation
organisations organisations
20.5% Noosa 23,285 hours
18.7% Qld of service provided by
Volunteers Noosa Community Support
Visits to Council Managed Facilities*
Libraries 370.2k
Noosa Aquatic Centre 249k
Noosa Leisure Cenre 86.6k
The J 65.8k
Noosa Regional Gallery 32.6k *
2014/15 annual visitation
One of the key learnings from the Community Profile is We have over 300 community groups providing services
that Noosa is a highly engaged community both politically and opportunities for members. Our task is to maintain
and socially. One fifth of our residents volunteer their this social capital and enhance community networks.
time and our community facilities are well used.
Section 13
Community Safety
128 311 11
Responses Domestic violence CCTV Cameras in
to Noosa callers for crisis intervention, orders in place** Hastings Street*
counselling and support for DV
Police Stats^
expressed as rate per 100,000 of estimated residential population (ERP)
Offences against person Offences against property Total Offences
347.7 Noosa 2952.3 Noosa 7280.4 Noosa
587.2 Qld 4139.8 Qld 9293.4 Qld
* DV Connect Qld 2014-2015 ** 2014/15 financial year ^2015/15 QRSIS output (QPS)
Noosa is a very safe place to live with relatively few We need to provide support to victims of crime and natural
offences against persons and property compared to the disasters, provide preventative initiatives and maintain
Queensland average. While this is something to be proud community awareness of issues such as domestic violence
of it does not mean that we should be complacent. and substance abuse.
Noosa Social Strategy | Page 13
Section 14
Community Facilities & Services
The Noosa Shire has a strong and active community A large number of community service providers are
sector representing diverse interests and needs. There headquartered outside of the Shire in regional centres
are approximately 300 not-for-profit community and such as Maroochydore, Nambour and Gympie As a result
sporting organisations located within the Shire. These Noosa Shire residents often have to travel to access
groups range in size and scale from small groups focussed services.
on local activities to religious organisations with large
congregations and not-for-profit organisations delivering Some of these service providers are actively exploring
services at a regional, state and national level. the possibility of creating one stop shops to co locate
multiple services across the Shire in order to better meet
Not-for-profit community organisations fill the gaps left the needs of their clients, enhance information flow and
by the government and business sectors, often providing achieve efficiencies of scale and better use of resources
direct assistance to the most vulnerable in the community.
Support from corporate sponsors and the community, as The audit also identified that schools and private
well as government at all levels, is needed to sustain a organisations have facilities that are often under-utilised
healthy not-for-profit sector. on weekends, holiday periods or after school hours. The
opportunity exists for these facilities to be made available
A preliminary audit of Noosa Shire facilities and services for broader community purposes to help meet some of
was conducted in 2015. Evidence from the audit, as well the excess demand for community meeting spaces.
as consultations with key stakeholders, indicates that
while there is limited demand for additional community In order to meet the future needs of the Noosa
facilities in the Shire, the majority of facilities are ageing communities, the Desired Standards of Service for Parks
and require not only increased maintenance but improved and Land for Community Facilities should be reviewed.
functionality to allow them to better respond to changing While Desired Standards of Service must be applied
service needs. Going forward there may be a need to with caution, they provide a useful guide in ensuring an
rationalise under-utilised facilities or those deemed to be equitable distribution of public facilities.
no longer fit for purpose to meet the changing needs of
the population.
Section 15
Key Issues
It has become apparent in the development of this • The availability of affordable housing, rental
strategy that there is a need for improved coordination housing and short-term crisis housing: Noosa’s
and collection of local data to better inform evidenced- median house purchase and rental prices are higher
based social planning, advocacy and resource allocation. than the State average. This, coupled with lower
than average incomes, has led to a lack of affordable
The available data, research and consultations undertaken housing in the area. Shortages in affordable housing
have identified the following key social issues and and limited housing diversity contribute to rates of
challenges for the Noosa community: homelessness.
• Providing quality services for our senior population: • The rising cost of living: The recent increase in costs
Noosa’s population is older and ageing at a faster rate of living has been caused by a variety of factors,
than the State average. This will result in increased particularly the rising cost of utilities such as power
demands for services targeting seniors, and may and water. These rises impact particularly on people
require some reprioritisation of resources. However with fixed and low incomes.
one of our greatest opportunities as a Shire is how to • Unemployment and underemployment: Noosa has
best leverage the skills and experience of our senior a higher unemployment rate than the State average.
population as volunteers, mentors and productive Noosa’s key industries lend themselves to casual and
members of our community. part-time work resulting in underemployment.
• Young people leaving the Shire: As in many regional • Access to government services: Residents who do
areas across the State, young people are leaving the not have access to reliable transport have reduced
Shire due to the lack of local tertiary education and access to health and other services. There is also a
employment opportunities. There is a need to put shortage of some health services and health-related
in place strategies to retain and encourage young infrastructure within the Noosa Shire. Government
people and families to live in Noosa. services (such as aged care) are moving to online
• Mental health and social isolation: There are an portals for clients, however users will need to have
increasing number of vulnerable groups emerging access and the skills to use this technology.
in our community e.g. lone person households, some • Support, respite and affordable independent living
within the LGBTI cohort, and disengaged young options: Teenagers and adults with an intellectual
people. To service the needs of these groups will or physical disability (and their carers) living in the
require new and innovative approaches that support Noosa Shire have particular needs that are not always
those most at risk. being met particularly in living, vocational and study
• Homelessness: This is an increasing issue in the Shire skills.
(particularly for young people): and a priority issue • Improved access to public places: The design
for the State Government. Well documented links and construction of public places and physical
between mental health and homelessness highlight a infrastructure in Noosa could better meet the needs
complex issue requiring a multi-faceted, coordinated of people with limited mobility.
approach as well as strong partnerships between
government, not-for-profit organisations and the
community.
Noosa Social Strategy | Page 15
Section 16
• The impact of reforms in Commonwealth and State • Gaps in public and community transport across
Government funding: This includes NDIS and Aged the Shire have led to high car dependency for Shire
Care Reform. The rapidly changing policy and fiscal residents and restrict access to support services,
environments are inevitably impacting on Council, employment and social options particularly for
the Noosa community, individual residents and hinterland residents and young people.
organisations servicing Noosa residents.
• Ageing community facilities: Many of Noosa’s
• Developing a whole of community response to community facilities were built more than twenty
issues such as domestic violence, alcohol, drug or thirty years ago and now require maintenance or
and gambling addiction. There is a need for more replacement in a restricted fiscal environment. Many
information, community awareness of and support facilities will need to be adapted to address changing
for evidenced based prevention initiatives to address and growing community needs.
these issues.
• Build and Maintain Social Capital: In a community
• Different needs and expectations between residents where people have moved from afar and children
compared with visitors resulting in conflicting often move away, people can feel isolated or not part
priorities for allocation of resource and use of public of their community, particularly in times of need.
spaces. This will be compounded as the population
to the north and south of Noosa continues to grow.
Section 17
3
Vision
Noosa Council’s vision focuses on its relationship with the community and is based on
the core values of the organisation. The vision is:
Engagement with our community to protect and
Council’s Vision, enhance our lifestyle.
Principles &
Priorities
Sustainability Principles
The Noosa Shire Social Strategy, like all of Council’s strategy and policy documents, is
guided by the following overarching Sustainability Principles:
1. Resources are stustainably managed so that the lifestyle of the community is
preserved, without compromising the ability of future generations to meet their own
needs.
2. Noosa’s economy is prosperous, diverse and protective of its unique environment.
3. Noosa residents belong to a community that values its diversity, accessibility and
affordability.
4. Noosa’s community is inclusive, connected and resilient and it encourages
participation and information sharing.
5. Noosa’s community benefits from quality places and programs that enhance
wellbeing and support creative, active and healthy lifestyles.
6. Good governance is achieved through effective and efficient decision-making, with
decisions being made in the best interests of the community.
Noosa Social Strategy | Page 17
Section 18
Council Priorities
Council’s Corporate Plan outlines the long-term strategic priorities of Council while
its annual Operational Plan provides detail and guidance for the delivery of corporate
priorities over each fiscal year. While it is not practical to list all Council’s goals and roles
within this document, priority areas that directly impact on the outcomes of this strategy
are summarised below.
Work in partnership with our community
• to communicate information about activities and services operating within the Shire
(provided by Council and community organisations)
• to encourage networking, information sharing and collaboration between
government and non-government organisations
• to build the capacity of our communities and the groups that operate within them
• to provide opportunities for meaningful community engagement within a community
development framework.
Set policy and strategy
• to ensure a coordinated and collaborative approach to addressing social issues of
the Shire
• to ensure that broader council strategies consider the social ramifications of their
implementation
• to develop a range of related strategic plans with key focus areas such as young
people, accessibility, seniors etc.
Provide quality service delivery
• through the effective operation of Council managed public facilities such as libraries,
cultural and performance venues, and its recreation and sporting facilities
• supporting community and not-for-profit organisations that provide services to
residents and visitors.
Look after community assets
• by developing asset management plans for Council owned and leased facilities
• through good disaster management planning and effective response to disaster
events
• by ensuring capital works expenditure is based on evidential need and demand, and
that it provides value for money.
Section 19
Council’s Policy Context
A suite of Council strategies and plans are currently in development and these will
further assist in addressing the social needs of the community. These include the Local
Economic Plan, the Transport Strategy and a Housing Needs Analysis.
Previous Noosa Social Plan
The Noosa Social Plan 2006-2016 (The Plan) was the Shire’s first Social Strategy. The
Plan was evidence-based and contained detailed demographic profiling. These profiles
were useful in advocating to other levels of government for improvements to community
services and facilities. It proposed a holistic approach to social issues.
Other Recent Strategies
In 2008, Noosa was amalgamated with Maroochy and Caloundra City Councils to form the
Sunshine Coast Council (SCC). Over the following years a number of plans and strategies
relating to social issues were completed. During this time localised, quantitative data was
not collated specifically for the Noosa Shire. This lack of formalised local data relating to
social issues in Noosa during that six-year period makes comparative and longitudinal
analysis difficult.
However these SCC documents contain valuable information and useful policy
direction. Since Noosa Council’s reinstatement on 1 January 2014, these inherited plans
and strategies are being systematically reviewed and updated in collaboration with
community stakeholders.
Noosa Social Strategy | Page 19
Section 20
4
In the process of consulting and developing this Strategy, four themes have
emerged that reflect the sentiment and aspirations of the residents of the Shire.
These themes are:
• Theme 1 - Cohesive and resilient communities
• Theme 2 - Active and healthy communities
Themes & • Theme 3 - Accessible, diverse and affordable communities
Aspirations • Theme 4 - Creative and informed communities.
These themes provide the focus for the Strategy’s key initiativesand actions which
will be detailed in the implementation plan’ after key initiatives.
Embracing new technologies, having innovative partnerships and creating
strategic alliances will be key tools in implementing this Strategy. The following
section elaborates on each theme by providing a summation of the communities
aspirations and visions, and also makes recommendations for initiatives to
supplement Council’s existing commitments.
Section 21
Cohesive & Resilient Communities
Council will continue to provide multiple opportunities In protecting and enhancing our lifestyle, Council will
for people to move more actively participate in their build upon the Shire’s history and our status as a Biosphere
community. In partnership with individuals, businesses Reserve under UNESCO’s Man and the Biosphere Program.
and the other levels of government, we have set ourselves
the task of building cohesive and resilient communities. Connection with community is integral to individual
wellbeing. We will encourage people to take part in
We will work hard to build resilience in our communities community life and to use their own creativity to build a
and organisations so that they can recover and learn sense of place. Our public places will be purpose designed
from unforeseen events - be they a natural disaster, to accommodate a range of different uses and needs.
an economic downturn or the loss of key individuals,
businesses or sponsors. Opportunities for young people to develop to their full
potential will be available within our community. Schools,
Council commits to respectful dialogue with key government and non-government services will aim to
stakeholders and residents and will ensure that provide families with access to formal and informal
opportunities exist for people to be involved in decision- support structures at the times and locations they need.
making processes that affect their community.
Key Initiatives
• Organise and facilitate a Community Partnership • Undertake a service mapping exercise of providers in
Roundtable. This will systematically identify, consider order to identify gaps and potential opportunities for
and aim to address key local social issues. partnering in service delivery.
• Develop an interactive community facility database • Partner with Government agencies and service
(including school facilities) with the aim of maximising providers to collate and share localised data and
use of existing assets. statistics to inform social priorities, and advocate for
additional resources to the Shire.
• Review Council managed facilities to optimise usage
• Take a lead role in establishing professional networks
• Encourage, promote and provide opportunities and
that encourage collaborative practice, information
appreciation for volunteerism.
sharing and professional development.
• Encourage events and celebrations that bring
• Develop disaster management plans and resilience
communities together and recognise days of national
strategies for at risk local communities and groups.
or local importance.
• Leverage technology to integrate and deliver services.
• Partner with key stakeholders to encourage broad
community participation in activities that protect and • Create One Stop Shop Community Hubs that bring
enhance the environmental values of the Shire. multiple service agencies under one roof.
• Partner with schools and support services to develop
and encourage initiatives that support young people,
their families and carers.
Noosa Social Strategy | Page 21
Section 22
Active & Healthy Communities
Council aims to improve our collective health and Noosa’s parks, gardens and public spaces, will enable and
wellbeing. We recognise that while individuals are encourage incidental and purposeful physical activity to
responsible for their day-to-day behaviours, governments support active, healthy lifestyles.
can influence or enable healthy lifestyle choices. This can
occur through the provision of high quality facilities, the In partnership with our community we will maintain our
delivery of accessible programs and services, and also as physical environment so that it is clean and safe. People
a result of environmental protections and regulations. will be encouraged to make lifestyle choices that minimise
waste and reduce negative impacts on the environment.
Council will work with other levels of government and
relevant agencies to advocate for essential services Noosa’s sports and recreation industry will thrive based
such as medical care, power, water, communications on high levels of grass roots participation, high profile
and other essential infrastructure to meet the needs of events and fostering the emergence of elite athletes,
Noosa residents. Furthermore, we will partner with key administrators and officials. Opportunities for inclusive
stakeholders to support initiatives that aim to prevent participation by all residents will be strongly encouraged
disease and reduce demand on strained resources.
Strong collaborative partnerships and effective planning
Council will continue to provide and maintain a range of will be integral to developing measures to improve Noosa
high-quality sporting, recreational and leisure facilities Shire’s health and wellbeing.
that promote healthy living, social interaction and
individual wellbeing.
Section 23
Key Initiatives
• Develop and implement a Sport, Active Recreation
and Open Space Plan.
• Proactively work with government agencies,
commercial and not-for-profit organisations to
address the risk factors associated with preventable
diseases.
• Provide safe and quality play spaces for our children.
• Continue to support and develop the Noosa
recreational trail networks.
• Advocate for and encourage low-cost, sustainable
community initiatives that promote healthy lifestyle
choices across the Shire.
• Advocate for and encourage local programs and
services that aim to prevent mental illness and social
isolation.
• Enhance community safety through the
implementation and application of Crime Prevention
through Environmental Design (CPTED) principles.
• Develop and implement behavioural change
strategies to help achieve Council’s Towards Zero
Waste – Waste Minimisation Plan.
• Assist community groups and sporting organisations
to maintain their community assets.
• Undertake a review of land requirements to meet the
objectives highlighted in the Social Strategy.
Noosa Social Strategy | Page 23
Section 24
Accessible, Diverse & Affordable Communities
Council will encourage accessible and affordable spaces The Shire’s roads and transport networks are vital to ensure
and places for people to live, meet and play. Council will access to and interconnectivity between towns, centres
aim to influence housing affordability by encouraging a and facilities. Through the Noosa Transport Strategy, in
diversity of housing opportunities. partnership with Translink and other providers, Council
will put in place initiatives to make public, community and
Council values and embraces diversity, be it cultural, active transport options more attractive with the aim of
spiritual, ethnic or capacity-based. We aim to be a reducing dependency on private vehicles.
community that is tolerant, inclusive and welcoming. We
will strive for social equity by advocating for vulnerable As well as providing physical infrastructure, Council
groups to have access to appropriate support to enable will invest in building social capital using a community
their full participation in our community. development approach. We will continue to recognise,
value and support our not-for-profit sector and its many
People with a disability are an integral part of our volunteers.
community. As a community we will have mechanisms
to support residents with disabilities, encouraging
participation in community life at a level of their choosing.
Section 25
Key Initiatives
• Actively encourage the establishment of social enterprises in the Shire.
• Improve and advocate for inclusive access to public places, spaces and services.
• Work with traditional owners and the local indigenous community add value their
needs and views in policy development.
• Develop a social procurement policy and incorporate social benefit criterion into
Council’s procurement processes.
• Advocate to Federal and State Governments for increased support for social service
provision where need and gaps arise.
• Plan for an increased numbers of elderly people living independent.
• Advocate for increased flexible respite opportunities for the frail aged and people
with a disability.
• Work with the community and relevant Federal and State Government agencies to
assist the implementation of major social reforms such as the National Disability
Insurance Scheme and Domestic Violence initiatives.
• Undertake a Housing Needs Analysis to inform planning and future advocacy
• Work with government agencies, not-for-profit organisations and the business sector
to explore innovative ways of tackling housing affordability.
• Encourage inclusive practices in community and commercial activities to ensure
everyone, regardless of their abilities or challenges, is able to participate in
community life.
• Continue to facilitate improvements in public transport, walking and cycling facilities
to lessen dependency on private vehicles.
Noosa Social Strategy | Page 25
Section 26
Creative & Informed Communities
Council understands that knowledge, creativity and Council respects our past from our Indigenous Aboriginal
innovation are key components to a flourishing heritage to our contemporary culturally-diverse
community. They enrich individual lives and community heritage. We will help preserve our heritage and provide
environments, assist with problem solving and help create opportunities to better understand our shared history.
a shared identity.
Understanding the importance of information, knowledge
Council places a high value on innovation, not only in the and education, Council will facilitate access to quality
economic but also in the social and cultural spheres. information and support life-long learning.
Council recognises that the arts and creative industries We will respect community debate and commit to
play a central role in the way we view ourselves through transparent decision-making. Our libraries, cultural
music, books, film, theatre, art, festivals, fashion, design venues and galleries will continue to act as community
and architecture. Cultural pursuits generate a sense of and cultural hubs and centres of learning.
pride, help reflect our special place to the rest of the
world, and support our local economy. We will value and
encourage opportunities to highlight the creative talents
and unique cultures that exist in our local community.
Section 27
Key Initiatives
• Develop and implement an Arts, Cultural and Heritage Plan.
• Work with creative businesses, not for profits, government and cultural
organisations to develop and expand the Shire’s creative industries.
• Support local artists and arts organisations to provide a range of arts and cultural
services and activities.
• Use social media and emerging technologies for information sharing and lifelong
learning purposes.
• Encourage local innovation and creative responses to community issues.
• Facilitate the co-location of community groups for the purpose of resource and
information sharing.
• Respect Noosa’s history and heritage and identify opportunities for preservation,
interpretation and celebration.
• Encourage the provision of local festivals, events and celebratory activities.
• Develop and implement a five-year Library Strategic Plan.
• Explore opportunities to better utilise the Noosa Regional Gallery.
Noosa Social Strategy | Page 27
Section 28
5
Council’s Role
Council will continue to play an important role in helping the community achieve the
best social outcomes through:
• Policy development that recognises community needs
Implementation
• Working in partnership with residents and local organisations in the best interests
of the community
• Providing services, facilities, funding and programs that meet community
expectations within Council’s financial sustainability guidelines
• Appropriately regulating acts, legislation and local laws on behalf of the community
• Educating residents to assist them to understand Council actions and Council’s role,
and
• Acting as a catalyst and an advocate for changes that will benefit our community.
The cost of implementing all of the key initiatives in this strategy is beyond the capacity
of Council alone. To this end, Council will be seeking partnerships and strategic alliances
with external agencies, businesses, community groups and individuals to achieve our
goals.
6
In order to ensure that this Strategy is a useful document for Council, the community and
stakeholders, Council will:
• Develop a detailed implementation plan to address the existing commitments and
identified key initiatives of the Strategy
• Identify responsible agencies and partnership opportunities
Measurement, • Undertake and appropriately resource the initiatives within this implementation
plan
Reporting &
Review • Report against the implementation plan every twelve months
• Monitor and respond where appropriate to emerging issues and opportunities
• Monitor progress against Council’s community key indicators
• Review the implementation plan every three to five years.
Section 29
Noosa Social Strategy | Page 29
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Noosa Social Strategy | Page 29Section 30
7
Individuals can be involved in various consultations that Council conducts. A good
place to start is through our online engagement portal http://www.noosa.qld.gov.au/get-
involved.
Residents can also:
• Volunteer with a community organisation and thus contribute to community life
How you can be • Reach out to neighbours to enhance connectivity and wellbeing in neighbourhoods
involved • Help keep Council informed about the needs and aspirations of residents.
Council would welcome approaches from businesses and community organisations
who wish to partner on any of the proposed key initiatives in this strategy and would
encourage organisations and government agencies to consider becoming involved in the
community partnership roundtable initiative.
Section 31
Noosa Social Strategy | Page 31 Noosa Social Strategy | Page 31
Section 32
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