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Committee Agenda
11 February 2020
Attachment 1 to Item 1
Noosa Community Health
and Wellbeing Plan 2019 –
2024
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Section 2
Table of Contents
1. Executive Summary ............................................................................................................. 2
2. Introduction .......................................................................................................................... 3
3. Purpose ................................................................................................................................ 4
4. Scope .................................................................................................................................... 5
5. Noosa Council’s strategic framework ................................................................................ 5
5.1 Council’s Vision ........................................................................................................ 5
5.1.1 Social Strategy ................................................................................................................... 5
6. Approach .............................................................................................................................. 6
6.1 Methodology ............................................................................................................ 6
6.2 Community reference group ..................................................................................... 7
6.3 Literature, data and policy review ............................................................................. 7
7. Context ................................................................................................................................. 8
7.1 World Health Organisation targets ............................................................................ 8
7.2 The Australian national strategies for chronic conditions .......................................... 9
7.2.1 Focus on prevention for a healthier Australia ......................................................... 10
7.2.2 Provide efficient, effective and appropriate care to support people with chronic
conditions to optimise their quality of life ......................................................................... 10
7.2.3 Target priority populations ....................................................................................... 10
7.3 Queensland – Health and Wellbeing Strategic Framework ..................................... 10
7.4 Local Governments role in the protection of public health ....................................... 11
7.5 Noosa Shire’s profile .............................................................................................. 13
7.6 Noosa Shire’s age profile ....................................................................................... 14
8. Priority issues .................................................................................................................... 15
9. Themes and Strategies ...................................................................................................... 16
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Section 3
1. Executive Summary
The Community Health and Wellbeing Plan (the “Plan”) forms part of the Noosa Social Strategy,
and is to be read in partnership with Council’s Sustainability Principles, Environment Strategy,
Local Economic, Cultural and Sport and Active Recreation Plans.
This Plan aims to enhance the Noosa community wellbeing and quality of life by:
promoting community understanding of the factors that influence community wellbeing and
quality of life
identifying health related issues specific to the Noosa population
defining Council’s role in both the statutory and non-statutory areas of public health
management
identifying relevant stakeholders within the health sector, and
developing a coordinated action plan with relevant stakeholders.
As a precursor to developing strategies and actions, Council in consultation with a group of
representatives from the health sector undertook a health needs assessment of the Noosa Shire
by:
reviewing World Health Organization, Federal, and State health and wellbeing policies and
strategies,
conducting a demographic analysis, and
examining relevant local data and statistics
This assessment identified a number of issues. These issues and subsequent management
strategies have been grouped into the following five themes:
Healthy Lifestyles
These are lifestyle issues targeting individual behaviours associated with diet, smoking,
unhealthy weight, sun exposure and substance abuse.
Healthy Communities
These are broad issues relating to the management of the community’s health rather than
individual health matters. They include communicable disease management, immunisation, child
and family health, vulnerable population groups, older age demographic, and the impacts of
disasters on communities.
Wellbeing
This area of focus is about general community liveability and connectedness. Key issues in this
theme include social connectedness, affordable housing, resilient families and communities,
mental health, and skills and employment.
Healthy Environments
This group of issues references how the built and natural environments impact on the health of
both individuals and communities more generally. They relate to land use planning, waste, water
and sanitation management, vector control, and food borne illness. There is also significant
research that connection to nature substantially improves one’s health and wellbeing.
Healthy Partnerships
Healthy partnerships examine how well key stakeholders work together to improve individual and
community outcomes. This theme looks at data sharing, service gaps, and strategic alignment.
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2. Introduction The World Health Organisation (WHO) defines Health as 'a state of complete physical, mental and social wellbeing and not merely the absence of disease or infirmity' (WHO, 1948). Wellbeing is defined as ‘not just the absence of disease or illness. It is a complex combination of a person's physical, mental, emotional and social health factors. Wellbeing is strongly linked to happiness and life satisfaction. In short, wellbeing could be described as how you feel about yourself and your life.’ The social determinants of health are defined as the conditions in which people are born, grow, live, work and age. These circumstances are shaped by the distribution of wealth, power and resources at global, national and local levels. The social determinants of health are mostly responsible for health inequities - the unfair and avoidable differences in health status seen within and between countries. The diagram below shows the linkages between people, community, and the socio-economic, cultural and environmental factors that can influence health and wellbeing. An individual’s health and wellbeing is dependent upon ever-widening influences. This is illustrated below where we see how all of the Shire’s activities can contribute to improving outcomes against the social determinants of health and therefore have a positive impact on the health of the community. Draft Community Health and Wellbeing Plan 2018 - 2024 Page 3
Section 5
Positive community health outcomes are reliant on partnerships between government agencies,
service providers, local organisations, non-government agencies and the community.
Councils have a key role in advocating and facilitating partnerships (internal and external) to
deliver and support key actions to promote health and wellbeing and minimise disease and health
risk burden. A whole of community approach to health and wellbeing is required to ensure all of
Council’s operations and its external partners work towards the same objectives.
This plan has identified a number of issues based on National and State health targets, the Noosa
Shire population profile, and in consultation with a health industry stakeholder group. These issues
and subsequent strategies can be broadly grouped into the social determinants mentioned in the
above graphic.
3. Purpose
In recognizing the broad concepts of health and wellbeing, the objectives of this Plan are to:
Outline a shared health and wellbeing vision
Define Council’s role in the protection, promotion and enhancement of health and well
being
Develop strategies that provide mechanisms that identify and respond to local public health
needs
Identify how services can be better accessed by the community for their health and
wellbeing needs
Develop strategies that identify the collaborative linkages with Council’s strategies and the
business plans of other agencies
Identify public health improvement strategy opportunities
Identify partnership opportunities with other government agencies and funding bodies
Make policy recommendations in an action plan format including performance indicators
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Section 6
and an evaluation framework
4. Scope
Noosa Council recognises that good health and wellbeing is essential to creating a healthy and
vibrant community. Critically Council also acknowledges the promotion of community health and
wellbeing is part of its core business. This is achieved through urban planning, the development of
social and physical infrastructure, local economic development, health protection initiatives and
community programs, which ultimately create safe and healthy environments. All of these activities
promote and support community connectedness and help prevent a range of chronic diseases,
positively influencing the identified health and wellbeing needs of the community.
The Community Health and Wellbeing Plan is a key element of Council’s Social Strategy. Together
with the Environment Strategy and the Local Economic, Cultural and Sport and Active Recreation
Plans, it is designed to create a biophysical, social, economic and cultural environment that
supports and promotes health and wellbeing for the whole community using the social
determinants of health approach.
It focusses on local community health issues and seeks to identify actions to prevent or minimise
public health risks. This approach will enable people living in the Noosa community to achieve their
potential by optimising their health and wellbeing outcomes.
5. Noosa Council’s strategic framework
5.1 Council’s Vision
Council’s vision for Noosa is to be Different by Nature.
The Noosa Council Corporate Plan 2017 – 2037 has identified a number of themes, each having
both short term (5 years) and longer-term (20years) focus areas.
Developing a Community Health and Wellbeing Plan is proposed under the theme “The Noosa
Community” where the 20-year goal is “Our community is connected, safe and happy and able to
meet their potential”.
The Corporate Plan defines Council’s desired outcomes for the Noosa community. These include:
Noosa Shire is an active and healthy community
Noosa’s lifestyle and heritage are preserved
Our community capacity has increased and community needs are being met
Our health and aged care sectors are meeting the needs of our demographic, and
Council and the Noosa community are resilient in the face of emergencies and disaster
events
5.2 Social Strategy
Council released its Noosa Social Strategy in December 2015. The Social Strategy is a key
strategic planning document that has been designed to assist Council deliver its desired social and
community outcomes.
The Strategy has a social justice focus. It proposes a broad range of initiatives to enhance people’s
quality of life and the livability of the Shire under four key themes.
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These themes are:
Cohesive and Resilient Communities - which details strategies to improve community
connectedness and opportunities for people to more actively participate in community life.
Active and Healthy Communities - which aims to improve our collective health and
wellbeing by proactively working with government agencies to reduce risk factors
associated with preventable diseases.
Accessible, Diverse and Affordable Communities - which looks to build Noosa’s social
capital and by taking an integrated and place making approach create accessible and
affordable spaces and places for people to live, meet and play.
Creative and Informed Communities – which recognises that access to information and
knowledge, creativity and innovation are critical components of a flourishing community.
The Active and Healthy Communities theme identifies the development of the Community Health
and Wellbeing Plan and also commits Council to;
influence healthy lifestyle choices through high quality facilities, delivery of accessible
programs and services and legislative protections
working with other levels of government and agencies to advocate for essential services
such as medical facilities, power and water supply etc.
supporting initiatives that aim to prevent disease and reduce demand on strained resources
providing quality sporting, recreational and leisure facilities, good parks and gardens and
open space areas
maintaining a safe and clean physical environment and encouraging or facilitating
recreational and sporting participation
5.3 Council’s Role
The Social Strategy Clearly outlines the various roles that Council will utilise in helping the
community to achieve social outcomes. These include:
Policy development that recognizes community needs
Working in partnership with residents, local organisations, and state and federal agencies
in the best interests of the community
Providing services, facilities, funding and programs that meet community expectations
within Council’s financial sustainability guidelines
Regulatory functions such as land use planning, local laws and public health functions
Educating residents
Acting as a catalyst and advocate for change.
6. Approach
6.1 Methodology
The methodology used in developing this plan involved:
establishment of a community reference group
review of literature, data and policies
assessment of community needs
identification and selection of priority issues for action, and
strategy development
As such it closely aligns with the process of municipal public health planning in Queensland
identified by Peter Davey in 1995 (see diagram below)
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Section 8
Figure 2: The process of municipal public health planning in Queensland (DAVEY, 1995 )
6.2 Community health reference group
Council established a reference group of health professionals, community representatives and
council officers to assist it draft this Community Health and Wellbeing plan. The reference group
consisted of the following representatives.
Professional representatives
Advanced Epidemiologist, Sunshine Coast Public Health Unit
Social Worker Community Chronic Conditions Service
Nurse Unit Manager, Child, Youth and Family Health, Sunshine Coast Hospital and Health
Service
Health Promotion Officer, North Coast Aboriginal Corporation
Policy & Public Affairs Manager, Restaurant & Catering Assoc.
Associate Lecturer, Public Health, University of Sunshine Coast (USC)
Associate Lecturer, Environmental Health, University of Sunshine Coast (USC)
Program Manager, Primary Health Network (Central Queensland, Wide Bay, Sunshine
Coast)
Noosa Council representatives
Councilor Ingrid Jackson – Chair
Director Community Services
Manager Waste & Environment
Environmental Health Coordinator
6.3 Literature, data and policy review
As the first step in developing the Plan, the Reference Group reviewed data, strategies and
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policies from the following sources:
World Health Organization
National Strategic Framework for Chronic Conditions
Queensland Health - Health and Wellbeing Strategic Framework 2017 to 2026
Noosa LGA Profile-data (including data from the Primary Health Network - PHN) on
demographics, social determinants of health, health status, services, stakeholder feedback
Notifiable conditions data from the Sunshine Coast Public Health Unit (PHU) including
o Gastrointestinal-food borne illness data
o Vaccine preventable disease
o Mosquito borne – Ross River & Barmah Forest
o Sexually transmissible
o Blood borne – Hep. B & C
o Zoonotic – Lyssavirus (Australian Bat)
Noosa Regional Wellbeing Survey
7. Context
This Plan has important linkages to the World Health Organization, federal, and state, strategic
policies and planning mechanisms including:
The WHO’s 9 voluntary non communicable disease targets for 2015
National Health Priority Areas
National Strategic Framework for Chronic Conditions
Queensland Health – Health and Wellbeing Strategic Framework 2017 to 2026
Noosa Corporate Plan 2017-2037
Noosa Social Strategy
Noosa Sport and Active Recreation Plan 2018
Noosa Shire Local Economic Plan
Noosa Transport Strategy 2017-2028
Noosa Planning Scheme
7.1 World Health Organisation targets
The World Health Organization (WHO) is a specialized agency of the United Nations that is
concerned with international public health. Its current priorities include communicable diseases, in
particular HIV/AIDS, Ebola, malaria and tuberculosis; the mitigation of the effects of non-
communicable diseases such as sexual and reproductive health, development, and aging;
nutrition, food security and healthy eating; occupational health; substance abuse; and driving the
development of reporting, publications, and networking.
Largely because of WHO’s work, issues of health and wellbeing are on the agenda of policy
makers in all sectors and at all levels of government across the world.
At the First International Conference on Health Promotion, Ottawa, 21 November 1986 Health
promotion was defined as:
the process of enabling people to increase control over, and to improve, their health. To
reach a state of complete physical, mental and social well-being, an individual or group
must be able to identify and to realize aspirations, to satisfy needs, and to change or cope
with the environment.
Health is therefore, seen as a resource for everyday life, not the objective of living. Health is
a positive concept emphasizing social and personal resources, as well as physical
capacities. Therefore, health promotion is not just the responsibility of the health sector, but
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goes beyond healthy life-styles to well-being.
9 voluntary global non communicable disease targets for 2025
A 25% relative reduction in risk of premature mortality from coadiovascular diseases,
cancer, diabetes, or chrinic respiratory diseases
At least 10% relative reduction in the harmful use of alcohol, as appropriate, within
the national context.
A 10% relative reduction in prevalence of insufficient physical activity.
A 30% relative reduction in mean population intake of salt/sodium.
A 30% relative reduction in prevalence of current tobacco use in persons aged 15+
years.
A 25% relative reduction in the prevalence of raised blood pressure or contain the
prevalence of raised blood pressure, according to national circumstances.
Halt the rise in diabetes and obesity.
At least 50% of eligible people receive drug therapy and counselling (including
glycaemic control) to prevent heart attacks and strokes.
An 80% availability of the affordable basic technologies and essential medicines,
including generics, required to treat major noncommunicable diseases in both public
and private facilities.
7.2 The Australian national strategies for chronic conditions
The National Strategic Framework for Chronic Conditions (the Framework) is the overarching
policy document for chronic conditions that sets the directions and outcomes to achieve its vision
that “all Australians live healthier lives through effective prevention and management of chronic
conditions.”
This framework provides guidance for the development and implementation of policies, strategies,
actions and services to reduce the impact of chronic conditions in Australia.
The Framework moves away from a disease-specific approach and provides national direction
applicable to a broad range of chronic conditions by recognising that there are often similar
underlying principles for the prevention and management of many chronic conditions. The
Framework will better cater for shared health determinants, risk factors and multi-morbidities
across a broad range of chronic conditions.
The COAG Health Council endorsed the Framework in February 2017. The framework has three
key focus areas:
Prevention for a healthier Australia
Efficient, effective and appropriate care
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Target populations
7.2.1 Focus on prevention for a healthier Australia
Desired outcomes:
Australians live healthy lifestyles with reduced risk of developing chronic conditions.
Responsible partnerships promote health and reduce risk factors for chronic conditions.
Australians maintain good health and healthy behaviours through times of developmental,
social or environmental change.
Timely and appropriate detection and intervention reduces the risk of chronic conditions
and/or disease severity
7.2.2 Provide efficient, effective and appropriate care to support people with
chronic conditions to optimise their quality of life
Desired outcomes:
People with chronic conditions, and their carers and families, are central to, and have an
informed role in, their care management
Australians receive consistent, holistic, coordinated care across the health system to
manage their chronic conditions.
People with chronic conditions have equitable access to quality health care.
Effective sharing of consistent, relevant and secure health information
and data improves service delivery performance and health outcomes.
Systems work together to better meet the needs of people
with chronic conditions.
7.2.3 Target priority populations
Desired outcomes:
The disparity in health outcomes due to chronic conditions between Aboriginal and Torres
Strait Islander people and non-Indigenous Australians is reduced.
Community empowerment and targeted action improves local and population health
outcomes for priority populations at risk of, or with, chronic conditions.
7.3 Queensland – Health and Wellbeing Strategic Framework
Queensland Health’s Health and Wellbeing Strategic Framework 2017 to 2026 sets a prevention-
focused pathway for achieving improved health for all Queenslanders.it states that
an important aim of any health system is to prevent disease and reduce illness so that
people live long, healthy lives. Healthy behaviours such as not smoking, maintaining a
healthy weight, being physically active and healthy food and drink choices reduce the risk
factors for chronic diseases such as cardiovascular disease, diabetes and some cancers.
Lifestyle-related chronic diseases are preventable.
Its goal is to increase the proportion of Queenslanders who adopt healthy behaviours and reduce
unhealthy behaviours.
In order to achieve this goal, the Department of Health will partner with other government
agencies, community, industry and academic sectors in:
creating healthier places where people live, work, learn and play
empowering people with the knowledge, positive attitudes, motivation and skills to live
healthy lives.
The framework focuses on the key modifiable behaviours of:
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unhealthy eating and physical inactivity
tobacco smoking
unsafe sun exposure.
Queensland Health has developed individual strategies to improve these behaviours over the next
4 years.
7.4 Local Governments role in the protection of public health
Local Governments have a range of statutory and non-statutory responsibilities to manage public
health, improve people’s quality of life and enhance community resilience. In this context a council
can use one or more of the following strategies to achieve desired public health outcomes.
Partner – developing formal and informal relationships and alliances and working with
others to achieve common goals;
Provider – offering a range of services, support, infrastructure and facilities to
individuals and groups;
Planner – proactively planning for services and infrastructure, which respond to current
and future needs and requirements;
Advocate – raising awareness of State and Federal governments and other
stakeholders of the issues and needs residents and businesses, as well as initiating or
supporting campaigns and programs for positive change; and
Regulator – providing governance and regulatory controls such as local laws and
health and planning controls.
Educator - raise community awareness and promote behavioural change
Employer – has a responsible employer, council has a role to manage the health and
safety of its employees
Noosa Council’s Statutory Role in Public Health Management
In Queensland, local government has direct public health responsibilities under the following
legislation:
Food Act 2006
Public Health Act 2005
Public Health (Infection Control for Personal Appearances) Act 2003
Local government also has an important role in ensuring public health outcomes in the following
areas of legislation.
Disaster Management Act 2003
Environment Protection Act 1994
Building Act 1975
Sustainable Planning Act 2009
Biosecurity Act 2014; and
through the implementation of its own Local Laws
Noosa Council’s Non-Statutory Role in Public Health Management
The Queensland Health Report Public Health Management and Local Government Corporate
Planning March 2007, requires local governments to use community engagement and regional
health data to identify (PHM) strategies that protect and promote health. Typically, these relate to
health promotion and community development type activities. Council’s Social Strategy is an
example of this approach.
Some examples of non-statutory Public Health Management activities are as follows:
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Establishing partnerships with other organisations and/or accessing funding programs to
plan for and promote health
Implementing health promotion campaigns for example, physical activity, sun protection,
food safety, responsible pet ownership and immunisation
Providing an appropriate level of infrastructure and resources necessary to enable
communities to enjoy better connected and healthier lifestyles, such as supporting the
development of sporting, recreational and leisure activities
Ensuring that communities have access to safe, secure, affordable, and appropriate
housing
Providing opportunities for cultural expression and activities, community cohesion and the
fostering of local identity
Implementing non-statutory programs for disease vectors, such as mosquitoes, and
Stronger consideration of public health in land use planning
Other non-statutory programs may link indirectly to statute (e.g. Food Act) such as food safety
training, community awareness campaigns on various food safety issues such as egg use, and
publicly risk rating premises based on their food management programs and the record that a
particular premises may have.
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Section 14
7.5 Noosa Shire’s profile
The following provides a quick snapshot of Noosa Shire’s demographic profile compared to the Queensland average.
Noosa Queensland
Persons (2017) 54,736 4,928,457
Population & People
Median age (2016) 48 37
Economy & Industry Total number of businesses (2017) 6,729 437,637
Main employing industry Health care and social assistance (%) (2016) 13 13
Completed year 12 or equivalent (2016) 49.7% 50.5%
Education & Employment
Unemployment rate (March 2018) 4.5% 6.0%
Income Median equivalised total household income (weekly) ($) 2016 748 856
Health & Disability Persons who have need for assistance with core activities (%) 2016 5.2 5.2
Aboriginal and/or Torres Strait Islander people (%) 1.1 3.6
Persons in the most socio-economically disadvantaged quintile (%) 12.8 20
Family & Community
Average household size (no. of persons 2016) 2.4 2.6
Average monthly household rental payment 1706 1452
Immunisation rates (%) (Noosa 2017) (target to prevent outbreaks of
vaccine-preventable disease is 95%)
1-year-old 90
2-year-old 87
5-year-old 89
Health Status
Unhealthy weight (%) 35.1 34.6
Risky alcohol consumption (%) 24.4 19.8
Sufficient physical activity (%) 58 60.1
Rates of blood pressure problems (%) 32 29
Smoking (%) 11 13.8
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7.6 Noosa Shire’s age profile One of the main future health issues facing the Noosa community is meeting the needs of its rapidly aging population. As these two diagrams demonstrate, every age group over 50 is projected to noticeably increase in the Shire over the next 20 years with a significant proportional decrease in young children and younger adults. Draft Community Health and Wellbeing Plan 2018 - 2024 Page 14
Section 16
8. Priority issues
The following issues were identified by the Health Reference group as being of priority to the
Noosa Community in the development of this plan.
Food safety
o Particularly in restaurants and outdoor markets
Vector control
o Prevention of mosquito borne diseases
Skin Cancer prevention
o Lack of shade in public spaces and sport and recreation facilities
Smoking
o Promoting no smoking in all public places
Violence and Domestic Violence
o Particularly related to drug and alcohol abuse
Aging population
o Need to identify health risks for ageing populations
o Social isolation
Nutrition
o Obesity
o Diabetes
Immunisation
o Falling immunization rates on the Sunshine Coast are of concern
Mental illness
o Homelessness
o Youth suicide
Transport
o Residents without private transport have difficulty accessing health services. e.g.
travelling to Sunshine Coast University Hospital in Birtinya.
Affordability
o High costs of rent/accommodation
o Increase in costs of living.
Access to outreach and community health services
o Access to information about health issues
o Identifying where services are located in the Shire and what services are lacking
Natural environment
o The opportunity to better leverage health outcomes by using Noosa’s pristine
natural environment, clean air, green space and waterways.
o Promote the benefits of outdoor recreational activities.
Employment
o Diversification of the economy
o Youth unemployment
o Economic downturn can lead to redundancies triggering depression, alcoholism,
domestic violence etc.
Partnership approach
o Health issues are best tackled proactively with a multi-agency approach
Learning from others
o Noosa can learn valuable lessons from the development of Community Health &
Wellbeing plans and strategies in other states and regions particularly Victoria and
WA.
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Section 17
9. Themes and Strategies
This section of the plan seeks to address the key community health challenges facing the Noosa Community.
It does this by grouping issues identified in the community health assessment into five themes and then proposing strategies and actions to manage
and overcome these issues incorporating the responsibilities of all agencies involved in health promotion, prevention and health service delivery.
This section identifies:
The lead agency
Key partners
Council’s role and responsibilities
For the purpose of this plan the Lead Agency is defined as the organization, within Queensland, that has the authority to set strategic direction and
develop policy and guidelines for the target areas identified in this plan.
The lead agency serves as a central reference point for strategy development and interagency cooperation. It may also have a service delivery role.
The cost of implementing all of the actions in this plan is beyond the capacity of Council alone and where new initiatives are proposed funding for
these initiatives will need to be sought through Council’s annual budget process.
As a responsible employer, Council also has a duty to ensure the health and wellbeing of its staff and will further develop its employee wellbeing
program to demonstrate best practice.
9.1 Measurement, Reporting and Review
In order to ensure this plan is a useful document Council along with key stakeholders as a next step will:
Develop a detailed action plan to appropriately resource and deliver the recommendations of this Plan
Identify key performance indicators and the roles and responsibilities of strategic partners
Report against the action plan every twelve months
Monitor and respond where appropriate, to emerging issues
Review the action plan every three years
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Theme 1: Healthy Lifestyles
Objective(s): Promote community awareness of healthy lifestyle options and enhance access to a range of public health and life skill programs
Strategies
a. Provide and support programs that aim to reduce risk factors associated with preventable diseases identified by the Federal and State
Governments
b. Support Queensland Health to disseminate information on positive health behaviours to the community through a variety of
communication channels
c. Advocate for the development and implementation of public health and life skill programs to the State and Federal Governments
where requirements or gaps are identified
Target Area: 1.1 Smoking
Lead Agency: Queensland Health
Aim: Reduce the occurrence and impact of smoking on the community
Priority Actions Noosa Council’s Role Key Partners Timelines
a. Review and amend Council’s local laws a. Regulator through Local Queensland Health a. Medium
which prohibit activities in Local Laws Department of Education
Government controlled areas and Department of Aboriginal & Torres b. Ongoing
Roads to reduce the impact of Strait Islander Partnerships
secondary smoking Department of Health (Fed) c. Ongoing
b. Support programs that enhance Cancer Council
b. Educator Heart Foundation
community awareness of benefits of
being smoke free Quitline
c. Support the dissemination of No “durry for this murri”
c. Partner d. Short
information on the dangers of smoking
to the community through a variety of
communication channels.
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Section 19
d. Provide information on the dangers of d. Responsible Employer
smoking to Council staff and Council
managed facilities
Target Area: 1.2 Substance abuse
Lead Agency: Queensland Health
Aim: Reduce substance abuse and its impacts
Actions Council’s Role Key Partners Timelines
a. Support Queensland Health to a. Educator Queensland Health a. Ongoing
disseminate information on the dangers Department of Education
of substance abuse through a variety of Department of Aboriginal & Torres
communication channels. Strait Islander Partnerships
b. Ensure responsible service of alcohol b. Ensure responsible service Department of Health (Fed) b. Ongoing
(RSA) of alcohol at Council facilities Queensland Police Service
c. Support programs for Council Manager Central Queensland Wide Bay &
employees that aim to reduce risk c. Responsible Employer Sunshine Coast Primary Health c. Ongoing
factors for substance abuse Network
Queensland Injectors Health
Network (QuIHN)
Office of Liquor & Gaming
Regulation
Neighbourhood &
Community Organisations
Pharmacies
Target Area: 1.3 Sun Safe
Lead Agency: Queensland Health
Aim: Improve sun safety behaviours.
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Section 20
Actions Council’s Role Key Partners Timelines
a. Develop a ‘sun smart’ policy for Council a. Develop and implement a Queensland Health a. Medium
owned and controlled areas such as Sun Smart Policy Department of Education
swimming pools, sporting fields, Department of Health (Fed)
playgrounds, parks etc. Work Health & Safety
b. Improve sun safe community awareness Queensland (WH&SQ)
and education to reduce the impacts of b. Educator Neighbourhood & b. Ongoing
sun exposure through the lifespan. Community Organisations
c. Promote sun safe awareness and Cancer Council
education to Council staff to reduce the c. Responsible Employer Surf Life Saving Queensland c. Ongoing
impacts of sun exposure through the
Sporting groups
lifespan.
Target Area: 1.4 Healthy weight for all
Lead Agency: Queensland Health
Aim: Increase the percentage of the population with a healthy weight.
Actions Council’s Role Key Partners Timelines
a. Provision of infrastructure, community a. Planner Queensland Health a. Long
facilities and programs to encourage Department of Education
active recreation and sporting activity Department of Aboriginal &
for all age and demographic groups Torres Strait Islander
b. Support initiatives that promote b. Partner with other Partnerships b. Ongoing
healthy eating and provide nutrition organisations in program Department of Health (Fed)
education to targeted populations with delivery Central Queensland Wide Bay &
low food literacy. Sunshine Coast Primary Health
c. Community Facility c. Short
c. Develop healthy food policies for Network
Council managed facilities including provision/ Responsible Neighbourhood &
staff office areas Employer Community Organisations
Diabetes Australia
Cancer Council
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Section 21
Theme 2: Healthy Communities
Objective(s): Healthier communities as a result of effective and targeted health initiatives
Strategies
a. Identify ways to better prevent, manage and control communicable diseases and address gaps and/or duplication of services
b. Use data from surveillance systems which monitor communicable disease occurrence to focus prevention, management and control
activities
c. Disseminate information on communicable disease prevention programs to the community through a variety of communication
channels
d. Improve health of target populations
e. Enhance community resilience to disaster events
Target Area: 2.1 Communicable Disease
Lead Agency: Queensland Health
Aim: Better management of communicable diseases
Actions Council’s Role Key Partners Timelines
a. Support and maintain systems to a. Partner with Qld Health Queensland Health a. Ongoing
monitor communicable diseases Department of Aboriginal &
b. Support Queensland Health to Torres Strait Islander
disseminate information on b. Educator Partnerships b. Ongoing
communicable disease prevention Department of Communities,
programs to the community through a Disability Services & Seniors
variety of communication channels, Central Queensland Wide Bay &
including Noosa Council website, Sunshine Coast Primary Health
community newsletters, and other Network
media Neighbourhood &
c. Minimise the impact of traveler/visitor Community Organisations
borne diseases on the Shire c. Partner with Qld Health c. Ongoing
Tourism Noosa
d. Ensure that high risk businesses (e.g.
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tattoo parlors) operate in accordance d. Regulator d. Ongoing
with legislative requirements of ‘Public
Health (Infection Control for Personal
Appearance Services) Act 2003’
Target Area: 2.2 Immunisation
Lead Agency: Queensland Health
Aim: Increase rates of immunisation within the Noosa Council community
Actions Council’s Role Key Partners Timelines
a. Support immunisation in response to an a. Partner with Q Health Queensland Health a. Ongoing
outbreak of a vaccine preventable Department of Education
disease Department of Aboriginal &
b. Support Queensland Health to b. Educator Torres Strait Islander b. Ongoing
disseminate information on the benefits Partnerships
of vaccination to the community Department of Communities,
through a variety of communication Disability Services & Seniors
channels. Children’s Health, Queensland
c. Investigate how Council can best c. Partner Hospital & Health Services c. Medium
support immunisation Neighbourhood &
availability/access for at risk sections of Community Organisations
our community
d. Adhere to State and federal policy for d. Policy d. Short
Council childcare facilities.
Target Area: 2.3 Child & Family Health
Lead Agency: Queensland Health
Aim: Improve child & family health
Actions Council’s Role Key Partners Timelines
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a. Identify health needs and advocate to a. Advocate Queensland Health a. Long
address gaps and/or duplication of Department of Communities,
services in child & family health Disability Services & Seniors
b. Support Queensland Health to b. Educate Central Queensland Wide Bay & b. Ongoing
disseminate information on the child & Sunshine Coast Primary Health
family health through a variety of Network
communication channels. Children’s Health, Queensland
c. Promote the acceptance of c. Facility provision where Hospital Health and Health c. Short
breastfeeding friendly communities possible for Council run Service
facilities Neighbourhood &
Community Organisations
Target Area: 2.4 Priority groups
Lead Agency: Multiple
Aim: Support vulnerable community groups to achieve better health outcomes
Actions Council’s Role Key Partners Timelines
a. Identify and support vulnerable groups a. Partner with Q Health and Queensland Health a. Long
and their health needs community groups to Department of Aboriginal & Torres
b. Support people with a disability to identify and support Strait Islander Partnerships b. Long
achieve their potential through the vulnerable groups Central Queensland, Wide Bay,
provision of targeted yet flexible b. Educator Sunshine Coast Primary Health
services and facilities Network c. Medium
c. Work with the local indigenous Neighbourhood &
community to help achieve the c. Partner with Department of Community Organisations
outcomes aligned with the Federal Aboriginal & Torres Strait Universities
Government’s 'Close the Gap' policy Islander Partnerships
d. Encourage young people to choose d. Ongoing
healthy and safe behaviours d. Educator
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Target Area: 2.5 Older age demographic
Lead Agency: Department of Social Services & Department of Human Services
Aim: Support healthy ageing
Actions Council’s Role Key Partners Timelines
a. Identify & plan for the health needs and a. Planner Department of Social Services a. Long
the increasing numbers of older people Department of Human Services
living independently in the Shire Department of Veterans’ Affairs
b. Promote awareness of the value and b. Educator (Fed) b. Ongoing
contribution of older people in the Department of Aboriginal & Torres
community Strait Islander Partnerships
c. Advocate for the provision of adequate c. Advocate Queensland Health c. Medium
and affordable services and facilities to Central Queensland, Wide Bay,
support Noosa’s ageing population Sunshine Coast Primary Health
d. Advocate for increased flexible respite d. Advocate Network d. Medium
and aged care facilities for the frail Neighbourhood &
aged
Community Organisations
e. Continue delivery of support services e. Program provider through e. Ongoing
to frail and aged residents through Noosa Community Support Universities
Noosa Community Support in partnership with the State
and federal funding agencies
Target Area: 2.6 Disaster Management
Lead Agency: Queensland Fire & Emergency Services
Aim: Ensure the health of the community during and post disaster events
Actions Council’s Role Key Partners Timelines
a. Maintain disaster management plans to a. Planner Queensland Fire and Emergency a. Ongoing
ensure the health and safety of local services
communities and vulnerable groups
b. Develop resilience and education b. Partner/Coordinator b. Long
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strategies for local communities and District Disaster Management
vulnerable groups Group
Local Disaster Management
Group
Department of Aboriginal & Torres
Strait Islander Partnerships
Sunshine Coast Hospital and
Health Service
Neighbourhood &
Community Organisations
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Theme 3: Health & Wellbeing
Objective(s): Support individuals to flourish and fulfil their potential by improving their quality of life
Strategies
a. Use the social and environmental determinants of health to inform the development of Council’s policies and programs
b. Provide opportunities for individuals to connect with each other and their communities
c. Ensure all members of the community are treated with fairness and justice in their dealings with Council
Target Area: 3.1 Social Connectedness
Lead Agency: Multiple
Aim: Boost social engagement and social inclusion within the Noosa community
Actions Council’s Role Key Partners Timelines
a. Undertake research to examine the a. Planner Department of Communities, a. Long
extent and causes of social isolation in Disability Services & Seniors
the Shire Department of Aboriginal & Torres
b. Maintain and enhance social capital b. Partner Strait Islander Partnerships b. Ongoing
and networks within the Shire Queensland Health
c. Develop strategies and activities that c. Policy Central Queensland, Wide Bay, c. Medium
encourage neighbour contact and Sunshine Coast Primary Health
group interaction Network
d. Facilitate community events and d. Program delivery Community and neighborhood d. Ongoing
celebrations that bring communities Organisations
together Universities
e. Encourage, promote and provide e. Ongoing
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opportunities and appreciation for e. Fund through the Churches
volunteerism Community grants program
Target Area: 3.2 Affordable Housing and Homelessness
Lead Agency: Queensland Department of Housing and Public Works
Aim: A range of affordable and appropriate housing options for all Noosa residents
Actions Council’s Role Key Partners Timelines
a. Apply Council's Housing Needs a. Planner (Noosa Planning Queensland Department of a. Long
Analysis data to inform planning and scheme) Housing and Public Works
future advocacy Department of Human Services
b. Work with government agencies, not- b. Partner (Fed) b. Medium
for-profit organisations and the Department of Social Services
business sector to explore innovative (Fed)
ways of tackling housing affordability Anglicare Southern Queensland
c. Identify social housing opportunities in c. Planner (Noosa Planning Coast2Bay Housing Group c. Short
the new Noosa Planning scheme scheme) Salvation Army
d. Advocate for more affordable and d. Advocate St Vincent de Paul d. Medium
social housing programs and housing Churches
supply to meet local demands
Target Area: 3.3 Resilient Families
Lead Agency: Multiple
Aim: Assist families to overcome challenges
Actions Council’s Role Key Partners Timelines
a. Establish strong and collaborative a. Partner Department of Social Services a. Ongoing
relationships between agencies (Fed)
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involved in the broad range of family Department of Human Services
issues, to strengthen the effectiveness (Fed)
of referrals and identification of service Department of Education
gaps. Department of Aboriginal & Torres
b. Work with the community and relevant b. Partner Strait Islander Partnerships b. Short
Federal and State Government Central Queensland, Wide Bay,
agencies to implement Domestic Sunshine Coast Primary Health
Violence initiatives. Network
c. Develop and implement family friendly c. Responsible employer Neighbourhood & c. Ongoing
employment policies Community Organisations
Target Area: 3.4 Mental Health and Wellbeing
Lead Agency: Multiple
Aim: Maintain and improve the mental health and well-being of the Noosa community
Actions Council’s Role Key Partners Timelines
a. Support community programs that a. Advocate Department of Social Services a. Ongoing
promote mental health and wellbeing (Fed)
b. Partner with relevant Federal and State b. Partner Department of Health (Fed.) b. Medium
agencies to enhance mental health Queensland Health
promotion projects to improve the Department of Aboriginal & Torres
mental health and well-being of a range Strait Islander Partnerships
of disadvantaged groups. Central Queensland, Wide Bay,
c. Work with other agencies to manage c. Partner Sunshine Coast Primary Health c. Ongoing
complex mental health issues in the Network
community including homelessness, Neighbourhood and Community
hoarding and squalor Organisations
Target Area: 3.5 Employment Opportunities
Lead Agency: Multiple
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Aim: Support the growth of existing and new businesses that provide local employment
Actions Council’s Role Key Partners Timelines
a. Continue to progress the strategies a. Planner Department of Human Services a. Ongoing
and actions identified in the Noosa (Centrelink)
Shire Local Economic Plan that will Department of Education
enhance community health and Department of Communities,
wellbeing Disabilities Services & Seniors
b. Continue to work in partnership with Department of Aboriginal & Torres
State & Federal Government Agencies b. Partner Strait Islander Partnerships
to promote available business Department of Jobs & Small b. Ongoing
programs and projects; in particular, Business
the “Back to Work Regional Department Employment, Small
Employment” package Business and Training
c. Support the creation of new social Chambers of Commerce
enterprises to increase employment c. Advocate Local business networking groups
opportunities for disadvantaged c. Ongoing
Training providers
groups
d. Support training opportunities and skill
development programs for the d. Advocate
unemployed and under employed in d. Ongoing
Noosa
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Theme 4: Healthy Environments
Objective(s): Enrich Noosa’s built and natural environments to enhance community wellbeing
Strategies
a. Plan and manage the development of Noosa’s built infrastructure
b. Effectively manage environmental and public health and pollution issues
c. Manage pests and hazards to prevent the spread of disease
Target Area: 4.1 Land Use Planning
Lead Agency: Noosa Council
Aim: Plan for and manage the potential public health impacts and benefits of various land use activities
Actions Council’s Role Key Partners Timelines
a. Research and prioritise the land use a. Planner Department of State Development, a. Long
requirements of the Noosa community Manufacturing, Infrastructure and
in accordance with agreed carrying Planning
capacity Department Local Government, Racing
b. Continue to undertake environmental b. Regulator and Multicultural Affairs b. Ongoing
impact assessment in line with current Department of Environment & Science
planning scheme Queensland Health
c. Encourage the use of crime prevention c. Planner Department of National Parks, Sport & c. Ongoing
through environmental design in all Racing
major development projects
d. Effectively manage environmental d. Regulator d. Ongoing
health issues (air, waste, water, noise
and light) within Noosa Council's
jurisdiction in a consistent manner.
e. Develop and implement an industrial e. Regulator e. Medium
premises monitoring program to
identify and manage public health risks
associated with storm water, air, light,
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noise and soil contamination in
accordance with relevant legislation.
f. Protect our natural environment and f. Regulator f. Ongoing
connection to nature to improve health
and wellbeing
Target Area: 4.2 Water and sanitation
Lead Agency: Unitywater
Aim: Manage Noosa's water supply and sanitation to maintain health and wellbeing
Actions Council’s Role Key Partners Timelines
a. Ensure a safe drinking water supply a. Ensure provision Department of Natural resources, Mines a. Ongoing
and safe and reliable sewage treatment and Energy
services b. Regulator Department of Environment & Science
b. Continue the recreational waterways Queensland Health b. Ongoing
monitoring program to identify and Unitywater
manage public health risks associated SEQ Water
with use of recreational waterways c. Regulator Healthy land and water
c. Develop an annual inspection program c. Short
for all commercial swimming pools
licensed under Council's Local Law
Target Area: 4.3 Waste
Lead Agency: Noosa Council
Aim: Manage Noosa's waste to maintain health and wellbeing
Actions Council’s Role Key Partners Timelines
a. Develop waste policies and procedures a. Planner Department of Environment & Science a. Medium
b. Minimise waste generation and reduce b. Regulator/Service Provider b. Ongoing
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the environmental impacts of waste Private sector contractors
generation through the implementation
of the ‘Waste Reduction and Recycling
Plan 2016-2024’
c. Increase awareness of the potential c. Educator c. Ongoing
health impacts of illegal dumping e.g.
asbestos, paint, pesticides, liquid
waste etc.
Target Area: 4.3 Vector Control
Lead Agency: Queensland Health
Aim: Decrease vector related communicable diseases
Actions Council’s Role Key Partners Timelines
a. Continue the mosquito and rodent and a. Regulator through Statute Queensland Health a. Ongoing
management programs of aerial Private sector contractors
waterway treatments and public area Businesses
baiting. Householders
b. Continue the mosquito trapping b. Partner with Qld Health b. Ongoing
program in Partner with Queensland
Health to identify mosquito species
numbers and spread.
c. Increase community awareness of the c. Educator c. Ongoing
individual’s role in vector control and
their responsibility for taking
prevention action
Target Area: 4.4 Food borne illness
Lead Agency: Queensland Health
Aim: Ensure a high standard of food and hygiene practices across all food businesses in Noosa Council
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Actions Council’s Role Key Partners Timelines
a. Effectively manage and investigate a. Regulator Queensland Health a. Ongoing
food safety related complaints in a Food Standards Australia and New
consistent manner including food Zealand
borne illness outbreaks and suspected Safe Food Australia
intentional contamination of food Food premises
b. Continue the annual food business b. Regulator b. Ongoing
monitoring program
c. Provide food safety education c. Educator c. Ongoing
sessions to food business operators to
assist operators meet legislative
requirements and minimise potential
food safety risks
d. Manage food safety in Council leased d. Regulator d. Ongoing
community facilities by implementing a
proactive inspection regime for
Council leased community facilities
that prepare food
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Theme 5: Healthy Partnerships
Objective(s): To ensure that all Government agencies, community and professional groups work towards common goals and objectives
Strategies
a. The provision of appropriate and accessible community health services based on need
b. The development of strategic alliances and networks to achieve common goals
Target Area: 5.1 Data sharing
Lead Agency: Multiple
Aim: Agencies share their data to achieve common goals
Actions Council’s Role Key Partners Timelines
a. Partner with government agencies and a. Data provider Department of Social Services (Fed) a. Ongoing
service providers to collate and share Department of Human Services (Fed)
localised data and statistics to inform Department of Health (Fed)
social priorities, and advocate for Queensland Health
additional resources to the Shire. Central Queensland, Wide Bay,
b. Continue to engage in professional b. Partnership/Advocate Sunshine Coast Primary Health Network b. Ongoing
networks that encourage collaborative Universities
practice, information sharing and Neighborhood & Community
professional development. Organisations
c. Continue to collaborate with external c. Partner c. Ongoing
stakeholders on regional strategic and
state- wide working groups including
Environmental Protection Interagency
Group, Public Health and Food Safety
Group, interagency meetings that
advocate for environmental health
Target Area: 5.2 Service gaps
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Lead Agency: Multiple
Aim: Work with key stakeholders to identify and address gaps and the duplication of health services in the Shire
Actions Council’s Role Key Partners Timelines
a. Advocate to Federal and State a. Advocate Department of Social Services (Fed) a. Long
Governments for increased support for Department of Human Services (Fed)
social service provision where need Queensland Health
and gaps arise. Department of Health (Fed)
b. In partnership with other agencies b. Partner Central Queensland, Wide Bay, b. Long
Identify gaps and potential Sunshine Coast Primary Health Network
opportunities for improved health Neighborhood & Community
service delivery in the Shire. Organisations
c. Work with key partners to assist the c. Advocate c. Long
creation of One Stop Shops to bring
multiple health service agencies under
one roof to improve access to health
services.
Target Area: 5.3 Strategic alignment
Lead Agency: Multiple
Aim: Achieve positive public health outcomes through the development of integrated policies and shared strategic goals.
Actions Council’s Role Key Partners Timelines
a. Continue to seek strategic and policy a. Advocate Department of Human Services (Fed) a. Ongoing
alignment between all three levels of Department of Health (Fed)
government on health policy Queensland Health
b. Collaborate with key stakeholders on b. Partner Department of Environment & Science b. Ongoing
regional strategic and state- wide Central Queensland, Wide Bay,
working groups. Sunshine Coast Primary Health Network
Universities
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