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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 10 October 2023
commencing at 1:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Joe Jurisevic (Chair), Amelia Lorentson, Clare Stewart, Frank Wilkie
“Noosa Shire – different by nature”
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Page 2
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
1. ATTENDANCE & APOLOGIES
2. CONFIRMATION OF MINUTES
3. PRESENTATIONS
4. DEPUTATIONS
5. REPORTS FOR CONSIDERATION OF THE COMMITTEE
5.1. FINAL WASTE PLAN 2023 - 2028
5.2. ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2023
5.3. NOOSA SHIRE COUNCIL SOLE AND SPECIALISED LISTS
5.4. COUNCIL MEETING SCHEDULE – JANUARY TO MARCH 2024
6. REPORTS FOR NOTING BY THE COMMITTEE
7. CLOSED SESSION
8. MEETING CLOSURE
Page 2 of 192
Page 3
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
5.1 FINAL WASTE PLAN 2023 - 2028
Author Waste and Environmental Health Manager, Kyrone Dodd
Infrastructure Services Department
Index ECM / Subject /Waste / Waste Management Strategy and Policy
Attachments 1. Attachment 1: From Waste to Resource Waste Plan 2023-28
2. Attachment 2: Draft Waste Plan proposed actions
3. Attachment 3: Waste Survey Aug-Sept 23_ Summary of open-ended
responses
EXECUTIVE SUMMARY
The Waste Plan development involved a two-part consultation process conducted during February-
March and August-September 2023. Phase 1 sought community and stakeholder values on waste
management and minimisation, shaping the Draft Waste Plan. Phase 2 gathered additional insights
on the Draft Waste Plan itself. In total, 828 surveys were collected over both phases.
Community feedback strongly supports the Draft Waste Plan vision and the waste hierarchy
principles of avoid, reduce, reuse, recycle, and dispose as a last resort.
Those opposing the Draft Waste Plan included concerns over rate increases, requests for bulk
kerbside collection, opposition to food waste collection service as they were already composting food
waste, and opposition to change. However, overall, the Plan received strong support for encouraging
personal responsibility, advocating to reduce waste at the source, innovation in litter prevention, and
ensuring that appropriate infrastructure and operations are in place to support waste reuse and
recycling. The Plan also received strong support to promote the circular economy and to reduce the
cost to the community of landfilling material that could be utilised as a resource with potential revenue
generation.
Changes to the Draft Waste Plan include design modifications in line with new Council branding,
additional wording around advocacy for product stewardship schemes, and new actions related to
food waste and construction and demolition waste.
RECOMMENDATION
That Council note the report by the Manager Waste and Environmental Health to the Services and
Organisation Committee Meeting dated 10 October 2023 and adopt the From Waste to Resource
Waste Plan 2023 – 2028.
REPORT
The purpose of this report is to present a summary of the feedback obtained on the Draft Waste Plan
and to adopt the final Waste Plan. Refer Attachment 1: From Waste to Resource Waste Plan 2023
– 2028.
1. Background
The development of the Waste Plan involved a two-part consultation process from 13 February to
26 March and 18 August to 10 September 2023. Phase 1 consultation was designed to collect
valuable feedback on community and stakeholder perspectives regarding waste management and
waste minimisation. The objective was to utilise this input as a foundation for the formulation of the
Draft Waste Plan. Attachment 2: Draft Waste Plan Proposed Actions outlines how the insights
gathered from the community and stakeholder phase 1 consultation informed the Draft Waste Plan.
Page 3 of 192
Page 4
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Phase 2 consultation was aimed at gathering additional insights and perspectives on the Draft Waste
Plan itself.
A diverse array of communication channels, including print media, social media platforms, "Your
Say" site, radio broadcast, and physical displays at Council facilities (e.g. libraries, landfill, Council
administration building, Leisure Centre etc) were used to promote and facilitate engagement.
In total, 828 surveys were received over Phases 1 and 2. This figure encompasses 624 surveys
collected during Phase 1 consultation, focusing on community values, and an additional 204 surveys
in Phase 2 consultation, focusing on the Draft Waste Plan. The majority of survey respondents were
Noosa residents with a fairly even distribution of age groups represented.
2. Community Feedback on Draft Waste Plan
There is strong support for the Draft Waste Plan vision and for the waste hierarchy principles of
avoid, reduce, reuse, recycle, and as a last resort – dispose, to be the guiding principles of the Waste
Plan.
• “Well thought out Strategy. Good to see a solid Plan in place for changing the way we manage
waste in Noosa” (Your Say respondent, Sept 2023).
A summary of survey responses relating to the vision and principles is detailed in Table 1 below:
Table 1: Support for the Draft Waste Plan vision and waste hierarchy principles
Question Summary Yes No Neither
support or
oppose
Support for the Draft Waste Plan vision 63% 25% 12%
Support for the waste hierarchy (avoid, reuse, recycle and 68% 23% 9%
dispose as last resort) to be the guiding principles
of the Draft Waste Plan.
A summary of open-ended responses from respondents that opposed or strongly opposed both the
Draft Waste Plan vision and the waste hierarchy principles included:
• Concern about rate increases and waste fee charges.
• Request for bulk kerbside collection.
• Opposition to a food waste collection service as already composting or feeding food waste
to poultry.
• Believe existing waste operations are working well and don’t want any changes.
• Oppose the United Nations and climate change science.
There is strong support for the Waste Plan actions to encourage personal responsibility for items
people no longer want or need, to advocate to reduce waste at the source and to be innovative in
litter prevention. There is also support for the Waste Plan actions to ensure that appropriate
infrastructure and operations are in place to support waste reuse and recycling and to minimise the
use of virgin materials to create new products as well as minimise the cost to the community of
landfilling materials that could be utlised as a resource with potential revenue generation.
Page 4 of 192
Page 5
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Table 2: Waste Plan Actions - Importance
Importance of the Draft Waste Plan Very Important Somewhat Not Not sure
to: Important Important Important
Encourage personal responsibility for 45.5% 20.5% 13% 18% 3%
items people no
longer want or need.
Advocate to reduce waste at the 53% 22% 11% 13% 1%
source.
Be innovative in litter prevention. 53% 21% 14% 11% 1%
Ensure that appropriate infrastructure 59% 14% 10% 14% 3%
and operations
are in place to support waste reuse
and recycling.
Minimise the use of virgin materials 44% 22% 13% 18% 3%
to create new products.
Reduce the cost to the community of 54% 17% 12.5% 12.5% 4%
landfilling material
that could be utilized as a resource
with potential
revenue generation.
The survey included an open-ended question whereby respondents could provide any other
comments or feedback on the Draft Waste Plan. A total of 110 open-ended responses were
received.
A summary of comments included:
• Concerns about packaging and ensuring manufacturer responsibility (19% of comments).
• Request for bulk kerbside collection (15% of comments).
• The importance of recycling education and making recycling convenient (14% of comments).
• Opposition to food waste collection service (14% of comments).
• Support for food waste collection service (12% of comments).
• Concerns about costs to implement the Waste Plan (10% of comments).
Detailed analysis of the open-ended responses, including how the feedback is addressed in the
Waste Plan are contained in Attachment 2: Waste Survey (Aug-Sept 2023) - Summary of open-
ended responses.
3. Waste Plan Updates
The majority of comments about the Draft Waste Plan are already addressed through the actions in
the Plan. A summary of changes to the Waste Plan, as a result of community feedback, are detailed
in the table below.
Page 5 of 192
Page 6
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Table 3: Updates to the Waste Plan
Updates to Waste Plan Actions
Theme 1: Waste Avoidance
Action 2.2 Advocacy (additional text in bold)
Promote product stewardship schemes and priority product lists so manufacturers are
responsible for the entire lifecycle of products. Refer Attachment 3: Product Stewardship
Scheme and Priority Product list.
Theme 2: Waste Reuse & Recycling
New action 1.4 Food Waste
Conduct education and consultation on the environmental benefits and expanded waste
processing capabilities of a food waste collection service e.g. a food waste collection service can
process items that are unable to go in a home composter such as meat (cooked and raw), dairy
products, seafood, and compostable coffee cups and take away containers.
Theme 2: Waste Reuse & Recycling
New action Item 4: Construction and Demolition Waste
4.1 Promote the establishment of material exchange platforms where construction companies can
share surplus or unused building materials.
4.2 Continue to divert Council construction waste from landfill for reuse and investigate new waste
streams to divert.
4.3 Audit material make-up of construction and demolition skip bins and identify opportunities for
reuse and recycling.
There were also editing and design changes to better align with the new Council branding and to
create a document in keeping with the design of the Noosa Corporate Plan.
3. Next Steps
The Plan is intricately connected to our infrastructure, serving as a crucial element in our transition
towards a circular economy. Identifying treatment options that align with this vision necessitates a
spirit of collaboration, a fundamental action embedded within the plan. Our Council's decision-
making framework for waste strategy is characterized by a collaborative and structured approach,
where all projects and initiatives are integrated into our annual budgeting process. Given Noosa's
membership in the Council of Mayors South East Queensland (COMSEQ), we have a direct pathway
for potential funding, especially for infrastructure projects in alignment with the South East
Queensland Waste Plan. However, for projects that fall outside this scope, we remain proactive in
seeking support from other regional and state bodies as opportunities arise. Once we secure funding,
our commitment extends to continuous performance monitoring through the diligent application of
key performance indicators (KPIs), regular audits, and soliciting valuable input from our community
for ongoing improvement.
Link to Corporate Plan
Theme No. 3. - Prosperity
Focus areas include economic development, local business, innovation, arts and culture, waste and
a circular economy.
Page 6 of 192
Page 7
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Objective 3.7
Deliver the waste program focused on accelerating actions and solutions including circular economy
opportunities to cut waste and pollution, keep products and materials in use and regenerate natural
systems.
Previous Council Consideration
Ordinary Meeting, 17 August 2023, Item 6.2, Page 4
That Council note the report by the Manager Waste and Environmental Health to the General
Committee Meeting dated 14 August 2023 and adopt the From Waste to Resource Draft Waste
Plan 2023 – 2028 for further community consultation.
Finance
The Waste Plan was delivered under budget.
Activity Amount (excl GST)
Waste Consultant fees $6,180
Survey Analysis $800
Graphic Design & Printing $13,667
Marketing & Promotions $1,700
Total Spend Draft Waste Plan $22,347
Total Budget Allocation $67,000
Remaining Funds $44,653
Risk & Opportunities
A key risk associated with not adopting the Waste Plan is the impact on actions already identified
in other Council Plans and Strategies including the Corporate Plan, Environment Strategy,
Economic Development Strategy, and the Zero Emissions Organisational Strategy as well as
Queensland State government waste targets.
A key opportunity with adopting the Waste Plan is to be a leader in adhering to principles of the
waste hierarchy.
Consultation
External Consultation - Community & Stakeholder
External Consultation
Phase 1:
• Getting waste sorted survey distributed to environmental organisations, community groups,
schools, business associations and Tourism Noosa. Including provision of social media and
newsletter content for third party sharing of the survey.
• Newspaper media release
• 6 x social media posts including boosted posts.
• Face to face ‘pop up’ waste display at Noosaville library x 2, Cooroy library x 2, Pomona
Farmers Market, Noosa Farmers Market, and National Recycling Week Family Movie Night.
• Posters at Reviva and Eumundi Noosa Road landfill.
• Posters and display at Council facilities.
• Presentations at schools, business association meetings, environmental organisations and
Tourism Noosa.
Page 7 of 192
Page 8
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Phase 2:
• Draft Waste Plan distributed to environmental organisations, community groups, schools,
business associations and Tourism Noosa. Including provision of social media and newsletter
content for third party sharing of the Draft Waste Plan.
• Newspaper media release & waste articles
• 6 x social media posts including boosted posts.
• Radio interview with Mayor Clare Stewart on ABC Breakfast radio
• Discussion at Noosa Business roundtable
• Noosa Council display at the Nooa Show
• Peregian Beach Community Association Meeting (by request)
• Digital display at Eumundi Noosa Road landfill and poster at Reviva.
• Posters and display at Council facilities.
Internal Consultation
Phase 1:
Councillor workshops:
1. Waste – Background & Trends 12.05.2022
2. Waste – COMSEQ Initiatives 02.12.2022
3. Waste – Community Feedback 25.05.2023
4. Waste – Draft Actions 29.06.2023
Cross departmental workshops:
1. Waste – Background & Trends 07.09.2022
2. Waste – Draft Actions 19.05.2023
Phase 2:
Cross departmental feedback
1. Draft Waste Plan 18.09.23
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development X Financial Services
Executive Officers Sport & Active Lifestyles Fleet
X Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Page 8 of 192
Page 9
SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Strategy & Environment Development & Regulation Infrastructure Services
Director Director X Director
Strategic Land Use Planning Development Assessment Infrastructure Planning,
Design and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health X Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
Page 9 of 192
Page 10
Attachment 1
From Waste
to Resource
Waste Plan - 2023-2028
noosa.qld.gov.au
Page 10 of 192
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From Waste to Resource | Waste Plan 2023 - 2028 2
Page 11 of 192
Page 12
Contents
04 Acknowledgement of Country 30 Attachment 01: National Waste Policy, Plans
05 Message from the Mayor and Queensland Waste Strategy
06 Waste in Noosa 2021/22 - Quick Facts 32 Attachment 02: Eumundi Noosa Road Landfill
11 Key Drivers of the Waste Plan Draft Masterplan
National and Queensland Waste Targets 35 Attachment 03: Product Stewardship Schemes
Greenhouse Gas Emissions and Priorities
Circular Economy and Economic Opportunities 36 Attachment 04: Polystyrene Recycling
12 Cost Savings 37 Attachment 05: BlockTexx Textile Recycling
13 Innovation and Technological Advancements
Environmental Stewardship
Community Engagement and Participation
14 Public Health and Safety
Personal Responsibility
15 Community Feedback
19 Vision
20 Principles
21 Action Plan
22 Waste Avoidance
24 Waste Reuse and Recycling –
Planning. Infrastructure. Operations
27 Circular Economy and Economic Opportunities
28 Monitoring, Evaluation and Improvement
29 Funding
From Waste to Resource | Waste Plan 2023 - 2028 3
Page 12 of 192
Page 13
Noosa Council respectfully acknowledges the Traditional
Custodians of the lands and waters of the Noosa area, the
Kabi Kabi people, and pays respect to their Elders, past,
present, and emerging.
From Waste to Resource | Waste Plan 2023 - 2028 4
Page 13 of 192
Page 14
Message from
community we can make a positive difference to the perfectly good items we no longer want or need, we
environment through lowered emissions. all have a part to play.
the Mayor Methane produced from the breakdown of organic
material in our landfill currently accounts for more
than 60% of Council’s overall emissions.
We’re fortunate to have an active and engaged
community in Noosa, one that supports waste
minimisation efforts and innovative waste
management solutions.
The key to lowering these emissions is in reducing the
volume of material winding up in our landfill in the first As a community we’ve rallied before to improve our
place. waste outcomes and we can again. Our community
embraced the broad roll-out of the garden waste bin
Our From Waste to Resource Waste Plan 2023-2028 service in 2017, and this has helped divert a significant
is the roadmap to get us there – a Plan we’ve all amount of organic waste from landfill. But there is
helped create. more work to be done.
I thank you for taking the time to provide the input Compostable organics, such as kitchen scraps,
that has ultimately shaped this important guiding thrown into general waste bins, account for 40% of
document. the material we currently send to landfill, so over the
next five years this will be a major focus for Council.
You told us of your overwhelming support for the
Waste Hierarchy Principles that encourage avoidance With programs such as the recent Give a Sheet for
of waste in the first place, reuse, recycling, the use of the Planet® textile recycling day, and our investment
waste in the creation of energy, with landfill as a last in a polystyrene thermal compaction unit as well as
resort. improvements to site operations, we’ve begun forging
important circular economy in-roads, and with this
These principles are all fundamental to this exciting waste management plan we continue that exciting
new blueprint. journey.
I’m pleased to present our From Waste to Resource
Waste Plan 2023-2028. You also told us you felt strongly that we must all take The From Waste to Resource Waste Plan 2023-
personal responsibility for minimising waste, along 2028 ensures our waste operations are sufficiently
This document, shaped with extensive input from with advocating to reduce waste at the source, and versatile and flexible to allow us to quickly adapt to
you, our community, will ensure we keep pace with this will be an important ingredient in the success of the new technologies constantly emerging to improve
the rapid changes affecting the waste management this Plan. recycling and divert more waste from landfill. It will
industry. also ensure we rise to the challenge of meeting the
While waste management is a major part of Council’s state’s ambitious local government recycling targets.
Importantly, it gives us a blueprint to achieve a marked core business, minimising the waste we send to
reduction in the volume of material sent to landfill by landfill is something we can’t do alone – it requires full We look forward to delivering our waste goals in
expanding our recycling capabilities and exploring community support. partnership with our community over the next five years.
new and exciting re-use opportunities.
Whether it’s saying no to a bag next time you visit
Waste disposal and greenhouse gas emissions the shops, starting a compost bin for kitchen scraps
go hand-in-hand so by reducing our waste as a or donating to charity - rather than simply binning –
From Waste to Resource | Waste Plan 2023 - 2028 5
Page 14 of 192
Page 15
Quick Facts
Waste in Noosa 2021/22
Noosa population Visitors per year
56,587 1.8 Million
Eumundi Noosa Road Landfill (Landfill) Diversion Bins Collected in Noosa 2021/22
84,000 45,000 39,000
Total tonnes of Total tonnes of waste Total tonnes of waste
sent to landfill diverted from landfill
waste received 1,612,000 673,400 405,600 26,000
General Waste Recycling Garden Waste Commercial Bins
46% What was diverted from Landfill in
2021/22?
235 Tonnes
On-sold at the Reviva Shop
Diversion Garden Waste Batteries E-Waste
16,553 Tonnes Received 52 Tonnes Recycled 119 Tonnes Recycled
State target: Equivalent to the weight Equivalent to the weight of
of 4 buses 8 buses
61% by 2025
Sources: 6,376 Cardboard Metal Waste
372 Tonnes Recycled 3,500 Tonnes Recycled
Department of Climate Change, Energy the Environment and Water, National Waste Report, 2020. Mattresses Equivalent to the weight Equivalent to the weight of
ABS, 2007 Year Book Australia, 2007 & Waste Account, Australia 2010-11, 2014. Updated with 2018/19 data.
Noosa Council Weighbridge Data 2021/22 of 24 buses 218 buses
From Waste to Resource | Waste Plan 2023 - 2028 6
Page 15 of 192
Page 16
Scrap metal at Landfill
From Waste to Resource | Waste Plan 2023 - 2028 7
Page 16 of 192
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5%
More Recycling but also Producing More Waste Noosa Commercial &
Industrial Recycling Contamination (2021)
Waste Generated Waste Recovered Waste Resource Waste
(Tonnes) (Tonnes) Recovery Rate Recycling Rate
6%
Noosa Household
Qld:
2006-2007 14.5 5.3 36.4% 33.5% Recycling Bin Contamination (2021)
Million Million
Qld:
15.1 7.0 46.7% 43.0%
15%
2020-2021
Million Million
QLD State Average Contamination (2021)
Source:Australian Government Dept of Climate Change, Energy, the Environment and Water, 2023,
Waste and Resource Recovery Data Hub, available at https://www.dcceew.gov.au
What’s in a Typical Noosa General Waste Bin? 2019/20 Annual Bulk Kerbside Collection Stats
Household Commercial/Industrial
40% 25% $500,000
General Rubbish General Rubbish
Not recyclable or compostable Not recyclable or compostable Cost to deliver the service 1 in 5 Uptake rate - 4 out of 5 Environmental damage
and dispose to landfill ratepayers didn’t use the - dumping of asbestos,
43% 48% service but still had to pay for it batteries, chemicals etc.
Organic Compostable Organic Compostable
(Kitchen/food - 22% + garden 16%) (Kitchen/food - 22% + garden 16%)
850
16% 26%
Recyclables Recyclables
1% 1%
Other Fine Materials Other Fine Materials tonnes
4,000 person hrs to deliver 27,000km travelled in On average sent to landfill
collecting items including recyclable
materials
Source: Envirocom, 2022, Noosa Shire Waste & Recycling Audit 2021
From Waste to Resource | Waste Plan 2023 - 2028 8
Page 17 of 192
Page 18
What’s the problem? The most significant source of Council emissions (63%) is the Landfill owned and
operated by Noosa Council that receives and manages the Noosa community's
residential and commercial waste.
63%
Methane gas is produced Methane gas has a global The Landfill site flares the The emissions from the
when organic matter (food, warming potential of 28 methane gas, converting it Landfill account for 63%
green waste, paper, etc) (meaning it is 28x more into less harmful CO2. of council’s emissions!
decays in landfill potent than greenhouse gas Removing organic matter
emission than CO2). aims to reduce emissions
and future costs.
Landfill Site
COUNCIL
$147 PER
TONNE
49yrs $9million 543kg
STATE GOVT WASTE LEVY
$85 PER TONNE
Remaining landfill life Landfill costs 2020/21 2020/21 council spend to Amount of household waste
extend a new landfill cell the average Australian
produces every year
Source:Department of Climate Change, Energy, the Environment and Water, National Waste Report 2022, available at www.dcceew.gov.au
From Waste to Resource | Waste Plan 2023 - 2028 9
Page 18 of 192
Page 19
Waste going to Landfill
in Noosa
From Waste to Resource | Waste Plan 2023 - 2028 10
Page 19 of 192
Waste going to Landfill
in Noosa
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Key Drivers of the The From Waste to Resource: Waste Plan 2023-2028 (the Waste
Plan) has several key drivers. Adopting these drivers, Noosa Council
Waste Plan will develop a comprehensive Waste Plan that meets legislative
requirements, addresses environmental concerns, supports a circular
economy and economic opportunities, and importantly, aligns with the
Noosa community’s values.
National and Queensland Circular Economy and Greenhouse Gas
Waste Targets Economic Opportunities Emissions
In 2018, the Commonwealth Government endorsed the 2018 National Waste Policy, Transitioning towards a circular In 2019, Noosa Council declared
which preceded the National Action Plan 2019. The National Action Plan presents economy, where waste is minimised a climate emergency - a strong
targets and actions to implement and guide the use of waste as a resource to 2030 and materials are reused and recycled, statement in support of action on
and beyond. There are also targets in the Queensland Waste Management and creates economic opportunities. climate change.
Resource Recovery Strategy 2019. Refer Attachment 1 for more detail.
A principal motivator of the Waste Plan The most significant source of Council
All Queensland local governments are required to have a Waste Reduction and is ensuring that valuable resources emissions is the Landfill owned
Recycling Plan under the Queensland Waste Reduction and Recycling Act 2011 (the will be conserved, reducing the need and operated by Noosa Council
Act). for raw material extraction including that receives and manages the
reliance on fossil fuels. Noosa community’s residential and
The Waste Plan will meet key objectives of the Act such as: commercial waste.
• Promoting waste avoidance, reduction and resource recovery actions. Noosa Council’s Zero Emissions
• Reducing consumption of natural resources and minimising the disposal of Strategy sets an ambitious target of
waste by encouraging waste avoidance and the recovery, reuse and recycling zero net emissions for the organisation
of waste. by 2026.
• Minimising the overall impact of waste generation and disposal.
• Encouraging shared responsibility for waste management and resource Reducing landfill emissions is a critical
recovery by government, business, industry and the community. driver of the Waste Plan.
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“This is not about what it will cost “Take responsibility for their own waste reduction
to do this, it’s about what it will and recycling - Council should not be seen as the
cost in the long term if we don’t.” one responsible - we are responsible as citizens
whether young or old.”
- Waste Survey Respondent
- Waste Survey Respondent
Cost Savings
A waste levy was introduced by the Queensland waste, and regulated waste. The levy does not apply
Government on 1 July 2019, to reduce the amount to recyclable materials.
of waste going to landfill, and to maximise resource
recovery and recycling. Initially, the waste levy was Waste costs are expected to increase. In the 2022/23
charged to commercial operators but as of 1 July financial year, the State waste levy was $95 per
2023 the levy will be applied to both commercial and tonne, and the Council cost was $162 per tonne. The
domestic customers. State government levy will increase annually by $10
per tonne, until it reaches $145 per tonne on 1 July
In the 2021/22 financial year, the State waste levy 2027.
was $85 per tonne (excl. GST). Separate to the State
waste levy, every tonne of waste sent to landfill There is a significant cost to sending waste to landfill.
costs Council $147 per tonne. Approximately 45,000 Every tonne of waste that can be reused and recycled
tonnes were sent to the Landfill, resulting in a total is a cost saving and even has potential to create
cost of $6.6 million. Moreover, a landfill extension was revenue through the sale of materials.
constructed costing $9 million.
The levy applies to various waste types, including
municipal solid waste, construction and demolition
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Innovation and Technological Community Engagement “Give residents the opportunity to recycle
Advancements and Participation everything. There are best practices abroad, towns
that recycle everything they use. That is the model
Waste management practices are constantly evolving Noosa residents are an active and engaged I think we should strive to achieve. Council should
as new technologies and innovations emerge. A community, evidenced by the number of business lead by providing the opportunities. Residents should
follow by doing their part: recycle whatever they use.
key driver of the Waste Plan is for Noosa Council to and community organisations working towards
Two principles should be followed:
investigate the feasibility of innovative solutions for sustainability goals of reduced emissions and
waste collection, treatment, and recycling. The Plan waste avoidance, reuse, and recycling. The Noosa 1. Recycling should be easy, easy access, well
is intentionally designed as a five-year Plan (rather community is a major voice in the push for waste organised.
than 10 years) as it’s anticipated that within the next minimisation. 2. Everyone (including business) pays for their own
five years there will be technological advancements waste disposal. This creates an incentive to
in waste management that are likely to improve The “Your Say” waste survey responses indicated actually reduce waste.
operational efficiency and environmental outcomes. strong support from the community for Council to
This includes infrastructure improvements such as implement solutions which aim to divert as much In the end, we can talk about recycling all we want
(and we should), but reducing our waste is the only
the new Sunshine Coast state-of-the-art Materials waste from landfill as possible.
sustainable solution.”
Recovery Facility that is due to be completed by the
end of 2023. The facility will be equipped with the This is nothing new - the implementation of the garden - Waste Survey Respondent
latest technology sorting equipment to allow more waste bin collection services introduced in 2017 was a
types of products to be recycled. recommendation of the Noosa community waste jury.
Business and community waste reduction initiatives,
recycling programs, and sustainable practices
Environmental Stewardship continue to drive support for innovative waste
management solutions in Noosa.
In 2007, Noosa Shire was awarded UNESCO
Biosphere Reserve status, which recognised the
community priority of managing environmental
sustainability in balance with community needs. A
key ethic driving the Waste Plan is stewardship -
actively taking actions to conserve and protect the
environment for the benefit of current and future
generations.
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Public Health and Safety
Proper waste management plays a crucial role in maintaining public
health and safety and is an important component of the Waste
Plan, particularly in relation to hazardous waste disposal, avoiding
contamination, fire prevention, and the safe handling of waste
materials.
Personal Responsibility
A crucial aspect driving the Waste Plan is personal responsibility.
This involves taking ownership of items that are no longer needed
and being mindful of unnecessary consumption. This approach
is in line with both the Queensland Government Waste Avoidance
and Resource Productivity Strategy 2014-24 and the Australian
Government National Waste Policy Action Plan 2019. In that context,
and consistent with current practices in the region, Noosa Council
does not support bulk kerbside collection. While this service may
appear convenient, it comes at a significant cost and contributes to
substantial amounts of recyclable materials (such as wood, metal,
cardboard, e-waste, etc.) ending up in landfill due to the complexities Bulk kerbside collection 2019 – dumping of asbestos and microlitter in the environment
and expenses involved in sorting. Additionally, bulk kerbside results
in unsightly streets and poses health and safety risks. Of particular
concern is the improper disposal of hazardous materials like
asbestos, batteries, and chemicals. Bulk kerbside collection elevates
the risk of litter and micro-litter finding its way into the ocean through
stormwater systems.
Council is committed to assisting residents in managing their bulky
waste responsibly. Council will be developing tailored information
about responsible disposal of bulky items. This information will be
available by calling Council’s customer service, visiting the Council
website or downloading the Noosa specific Recycle Mate App, which
will direct residents to relevant service providers who can handle the
collection of bulky goods. This approach promotes responsible waste
management while minimising adverse financial and environmental
impacts.
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Community
The Waste Plan is built on a strong commitment to engage and collaborate with the community in managing
waste now and into the future. Valuable feedback was obtained through the “Your Say” Waste Survey, which
attracted 624 responses during the period 13th February to 26th March 2023. Opportunities for face-to-face
Feedback conversations were created through pop-up events at Noosaville and Cooroy libraries, Pomona markets, and
Noosa farmers markets, as well as a family movie night. Presentations and meetings were also organised with key
stakeholders.
Results of the community feedback1 are included below:
People in Noosa stated the following were very important to them Top 10 comments/ideas (in order of importance) on how to
when it comes to managing waste now and into the future: reduce waste going to landfill included:
Protecting our environment - removing litter Enhance recycling education and waste management behaviour
01
from rivers and oceans
change programs
02 Advance sustainable waste management strategies and
innovation for a circular economy
Making sure we don’t create problems 03 Enhance waste management infrastructure, accessibility, and
for future generations affordability of waste disposal
04 Advocate for government action and regulations to promote
sustainable packaging and waste reduction
05 Promote corporate responsibility for sustainable waste
Reducing waste at the source &
educating people on how to become
management
sustainable consumers Community-driven composting solutions
06
07 Incentivise responsible waste management and behaviour change
Ownership of the problem 08 Implement a household and business organic waste collection
- people taking personal service
responsibility for the waste
they generate 09 Address tourism-related waste
10 Annual bulk kerbside collection
Climate change - reducing
greenhouse gas emissions
1
Residence: Noosa residents – 85%, Business owner – 7%, Live outside Noosa Shire – 8%, Interstate visitor – 0.3%, International visitor – 0.2%.
Dwelling Type: Free standing home (suburban) – 65%, Free standing home (rural) – 23%, Unit/townhouse – 10%, Other – 2%. Age: 80 years and older – 2.5%, 70-79 -12%, 60-69 – 18%, 50-59 – 15%, 40-49 – 18%, 30-39 – 10%, 20-29 - 2%, 10-19 – 23%, 10 years and under – 0.3%.
Gender: Female – 65%, Male – 33%, Non binary – 2%.
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Thoughts on potentially diverting food waste
from the landfill general waste bin
52% 6.5%
Strongly support Oppose
20% 7.5%
Support Strongly oppose
14%
of respondents are concerned about organic Neither support
compostable material currently going into landfill nor oppose
Feedback on one thing members of the Noosa community could do to Other ways people in Noosa reduce items going to Landfill
improve waste management. Top 5 comments included:
Donate items to charity
Implement effective waste sorting practices, take the initiative
01 to educate oneself about recycling methods and actively seek
Choose products with minimal packaging
opportunities for item reuse and repair
10 cents Containers for Change program
Adopt a waste reduction approach by practising mindful
02 purchasing, avoiding excessive packaging and plastic, and
Compost
embracing reusable alternatives such as takeaway containers
and coffee cups
Choose products made from
Reduce organic waste to landfill by composting
03 recycled materials
Take ownership and personal responsibility for managing and
04
Soft plastics recycling
(when it was available)
minimising your waste generation
Create a cleaner environment - Take action to pick up and
05
Take recyclable items
to landfill
prevent litter
Other
No
other
ways (respondents could select more than one response)
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In a typical waste cycle (excluding Christmas or other peak times) how full do your bins get?
General Waste Bin Recycling Bin Garden Waste Bin
34% 16%
Less than Half full
41% 11%
Full or Half full
26% 11.5%
Full or Less than
half full nearly full nearly full half full
26% 5.5% 21% 9% 23.5% 11%
Full or Overflowing More than Less than I don’t have More than
nearly full half full half full this type of bin half full
18% 0.5% 17% 1% 19% 9%
More than I don’t have Overflowing I don’t have Overflowing Half full
half full this type of this type of
bin bin
How should Council manage waste? Top 4 factors that impact your ability to People in Noosa are confident and
recycle more items: careful about what goes in which bin
Council should implement Council should deliver
solutions which aim to waste services at the I can’t find a recycling bin when I’m out in public eg park,
divert as much waste from lowest possible financial 34% beach, shops.
landfill as possible cost to the ratepayer
I’m not sure if it can be recycled.
29%
My recycling bin is full.
27%
1 2 3 4 5 6 7 8 9 10 Nothing.
22%
2% 3% 2%
6% 6% 6% Top 4 things that would help with recycling:
10% 12%
16% Clear information on packaging about what can be
45% recycled. Landfill Recycling Garden Waste
Trust – are my items really recycled?
42%
37%
50%
Up to date information on the bin about what can & can’t
39% go in.
of respondents are extremely careful
A weekly collection service of my recycling bin.
36% about what goes in which bin (43% are
quite careful)
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Waste solutions
Solutions may mean households and/or businesses Ratepayers might have to pay more in short-term waste
have to put in some extra effort costs to invest in new technologies or processes
38% 46% 10% 5% 1% 17% 37% 23% 15% 8%
Strongly Agree Unsure Disagree Strongly Strongly Agree Unsure Disagree Strongly
Agree Disagree Agree Disagree
Solutions should produce sufficient revenue People need to take responsibility for the items
to reduce the costs to ratepayers they no longer want or need
29% 43% 22.5% 4.5% 1% 46% 39% 10% 4% 1%
Strongly Agree Unsure Disagree Strongly Strongly Agree Unsure Disagree Strongly
Agree Disagree Agree Disagree
Feedback on one thing Noosa Council could do to improve waste services (in order of importance). Top 10 comments included:
01 Bin services (landfill, recycling & green waste) capacity & frequency comments 06 Waste facilities comments - free/reduce fees, vouchers, increase fees, set-up and
waste contract review
02 Organic waste collection 07 Compost - encourage home composting & worm farms, provide compost bins to
households, support community composting options.
03 Effective recycling solutions e.g. recycling all types of materials and making Implement innovative solutions for sustainable waste management
08
recycling convenient, accessible and transparent
09 Increase the number of public place landfill & recycling bins in parks, beach areas,
04 Empower waste education and behaviour change initiatives
and popular tourist destinations
Annual bulk kerbside collection service 10 Advocate for plastic waste reduction practices and policies
05
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Vision
In Noosa, a future is envisioned where the circular economy and zero waste are championed, resources are
valued, and nature is protected. Harnessing the principles of the waste hierarchy, Noosa will ensure it continues to
lead by example as a community committed to sustainability, environmental stewardship, and responsible waste
management.
The vision for the Noosa Waste Plan is:
By 2035, Noosa will be a
recognised leader in the transition
towards a circular economy and
zero waste to landfill.
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Principles The waste hierarchy refers to a set of principles setting priorities for the management and
reduction of waste. It has been adopted worldwide and promoted by international bodies,
such as the European Union and the United Nations. The waste hierarchy principles underpin
the Waste Plan and provide a framework for waste management practices encouraging
avoidance, reusing, recycling, waste to energy, and as a last resort - disposal of waste.
The Waste Heirachy
Avoid:The first and most important step in the waste hierarchy is waste
maximum conservation
01 - avoid of resources
avoidance. This involves minimising waste generation at its source by reducing
packaging, promoting sustainable consumption patterns, and using resources
reusing materials efficiently. Avoidance prevents the creation of waste in the first place.
02 - Reuse
recycling & reprocessing Reuse:The next step in the waste hierarchy is the promotion of reuse. Reusing
03 - Recycle materials
items or products extends their lifespan and reduces the need for new products.
This can involve repairing, refurbishing, or repurposing items to give them a new
energy recovery prior to lease on life. Examples of reuse include donating unwanted clothing, using refillable
04 - recovery disposal water bottles, or buying second-hand furniture.
zero conservation of
05 - disposal resources
Recycle:Recycling converts waste materials into new products or materials.
This step involves collecting, sorting, and processing waste materials to extract
valuable resources for manufacturing. In Australia, various recycling programs exist
for materials like paper, cardboard, glass, plastic, and metals. Recycling reduces the
need for virgin resources, saves energy, and decreases the amount of waste sent to
landfills.
Recovery:If waste cannot be avoided, reused, or recycled, the next step is
recovery. Recovery involves extracting energy through processes such as energy
recovery by generating a gas and/or heat which can be utlised as a source for
power/fuel - and offset the need for energy generated from fossil fuels.
Disposal:The final step of the waste hierarchy is disposal, which includes
methods such as landfilling. Disposal is the last resort - only when all other options
have been exhausted.
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Actions
The actions outlined in the Waste Plan support the principles of the waste hierarchy and
revolve around three main themes: waste avoidance, waste reuse and recycling, and the
circular economy. Actions are presented for listing purposes and are not organized according
to priority or significance.
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Theme 1: Waste Avoidance
Waste avoidance involves actions to minimise waste generation through personal Objectives Minimise the generation of waste.
responsibility and consideration for future generations. This includes advocating
for sustainable practices by supporting State and Federal government bans and Outcomes Reduced waste collected.
stewardship schemes and collaborating with waste avoidance and litter prevention Reduce waste from its source.
programs. The implementation of these actions will foster a culture of waste
avoidance and responsible consumption.
Actions
1. Personal Responsibility 1.1 Encourage common values and attitudes through a positive local communication campaign. Drive local sustainable production and
consumerism to bring about voluntary behaviour change achieving community-wide personal responsibility of waste generation
and cultivate a waste avoidance community attitude.
1.2 Achieve consistency in the Sunshine Coast region in the disposal of bulky items by connecting the community with accredited
platforms and organisations specialising in recycling of second-hand goods, unwanted item collection and sustainable disposal.
Develop a central resource detailing service providers to assist with bulky item collection.
1.3 Investigate waste behaviour change and recognition programs (residential and business) e.g. Living Smart, Plastic Free Noosa etc.
2. Advocacy 2.1 Advocate and support Federal and State government bans and schemes:
• Single-use plastics ban (5 year roadmap for action on single-use plastic items)
• Expand Containers for Change (wine and spirits)
• Draft E-Products Action Plan (solar PV and battery, TV, mobile phones etc.)
2.2 Promote product stewardship schemes and priority product list so manufacturers are responsible for the entire lifecycle of
products. Refer Attachment 3 Product Stewardship Scheme and Priority Product list (this list is not exhaustive).
2.3 Promote certified sustainable accreditation programs relevant to waste management.
2.4 Lobby for end-of-life waste codes (new technologies).
2.5 Lobby for diversion benchmarking data to be available to compare against other councils.
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3. Litter Avoidance 3.1 Implement innovation in roadside litter prevention and illegal dumping with the aim of preventing litter from entering rivers and
waterways.
3.2 Collaborate with litter prevention programs and initiatives e.g. Noosa Integrated Catchment Authority, Take 3 For The Sea, Clean up
for the Hatchlings, Beach clean-ups etc. Ensure information is recorded in the Australian Marine Debris Database.
Success Measures 15% Avoidance by 2030.
Key Performance Reduce the average Noosa household waste per year
Indicators from the Australian average household waste
per year from 543kg1 to a target of 461kg per year.
1
Department of Climate Change, Energy, the Environment and Water, National Waste Report 2002, available at www.dcceew.gov.au
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Theme 2: Waste Reuse and Recycling – Planning. Infrastructure. Operations.
The Waste Plan centers around the crucial aspects of planning, infrastructure Objectives Waste reuse and recycling.
development, and operational strategies for waste reuse and recycling. These
components form the fundamental basis for numerous actions aimed at improving Outcomes Infrastructure and operations to support Waste reuse and
waste management. As part of these efforts, a Draft Masterplan for the Landfill is recycling of materials.
currently being developed. While the implementation of the Masterplan extends Planning, infrastructure and operations are geared to produce
beyond the timeframe of this five year Waste Plan, it will play a vital role in guiding quality products for a market driven end use.
the planning, infrastructure, and operations necessary for effective waste reuse Reduction in waste related greenhouse gas emissions.
and recycling. Additional details regarding the Draft Masterplan can be found in
Attachment 2: Eumundi Noosa Road Landfill Draft Masterplan - Overview. Contamination reduction – correct material in the correct bin.
Improve waste avoidance, reuse and recycling.
Best-in-Class environmental compliance.
Actions
1. Food Waste 1.1 Continue to progress food waste treatment investigations inclusive of, but not limited to, the following technologies: In-Vessel
Composting and Anaerobic Digestion. Convert food waste into energy and/or compost including establishing markets by promotion
and education. Refer Attachment 2.
1.2 Review bin infrastructure and collection frequency (residential and commercial) to support food waste infrastructure.
1.3 Implement a food waste campaign to reduce food waste at the source.
1.4 Conduct education and consultation on the environmental benefits and expanded waste processing capabilities of a food waste
collection service e.g. a food waste collection service can process items that are unable to go in a home composter such as meat
(cooked and raw), dairy products, seafood, and compostable coffee cups and take away containers.
2. Wood Waste Continue to progress wood waste processing including biochar technologies and/or woodchip. Refer Attachment 2.
3. Garden Waste 3.1 Continue to investigate improvements to the processing of green waste to enhance the value of the end product (e.g. compost) from
the 14,890T/year green waste that is currently being mulched.
3.2 Continue to support and promote community composting and worm farming workshops.
3.3 Review bin infrastructure and collection frequency (residential and commercial) to support infrastructure and capture rates.
4. Construction & 4.1 Promote the establishment of material exchange platforms where construction companies can share surplus or unused building
Demolition Waste materials.
4.2 Continue to divert Council construction waste from landfill for reuse and investigate new waste streams to divert.
4.3 Audit material make-up of construction and demolition skip bins and identify opportunities for reuse and recycling.
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5. Precinct Waste 5.1 Review precinct waste management and opportunities for innovation. Inclusive of bin ratios, compaction bins, bin level sensors,
Management logistics and collections technology. Potential to reduce traffic and emissions
associated with waste collection in popular areas.
5.2 Visitor waste behaviour change
• Develop and implement a peak period (Christmas, Easter) waste avoidance, reduction, reuse and repair – annual campaign.
• Support existing visitor sustainability organisations and programs e.g. Tourism Noosa’s Plastic Free Noosa and Tread Lightly
Programs.
• Waste free events: Review Noosa Council’s sustainable events policy to encourage waste free events. Review and modernise
Council event bin covers.
6. Waste Contract Incorporate reuse and recycling targets, and infrastructure into future waste management contracts.
Examples include:
• Trucks (electric/gas/hydrogen/other).
• Peak period waste.
• Innovation and future proofing.
7. Waste Pricing Review and model waste charging and budgeting to reflect waste diversion improvements via infrastructure, residential and
business activities. Review budget against the cost implications including an offset value for greenhouse gas emissions from
landfill.
8. Reuse & Repair 8.1 Promote programs that help residents and businesses repair items and/or rehome unwanted goods.
Examples include:
• Advisory System for Process Innovation and Resource Exchange (ASPIRE).
• Reviva Noosa repair workshops.
• Buy, Swap, Sell online platforms e.g., Facebook Marketplace, eBay, Gumtree.
• Community Garage Sale Trail.
• Men/women sheds.
8.2 Investigate reusables schemes (takeaway cups and containers). Preference for reusable before recyclable.
9. Recycle 9.1 Continue to collect and recycle existing waste streams.
9.2 Continue to investigate additional waste stream recycling equipment and collection options as they develop. E.g. polystyrene
processing (Refer Attachment 4) and Reverse Vending Machine.
9.3 Continue to raise awareness of correct recycling practices through educational programs and materials and investigate new
mechanisms e.g. Noosa specific Recycle Mate App.
9.4 Continue to support existing recycling programs and investigate emerging initiatives.
Examples include:
• BlockTexx (Refer Attachment 5).
• Simply Cups.
• Containers for Change.
• TerraCycle.
• Garage Sale Trail.
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10. Education 10.1 Continue to improve waste education programs in schools including landfill tours and in-class presentations. Support schools to
develop site specific waste strategies.
Support existing schools programs e.g. Kids in Action, EE Hub etc.
10.2 Continue to promote waste awareness campaigns:
• National Recycling Week.
• Plastic Free July.
• Clean-up Australia.
Success Improved overall waste diversion by 2030.
Measures Improved contamination rates in all streams of waste by 2030.
Key Year on year improvement in tonnes diverted, calculated as a
Performance percent of total tonnes controlled.
Indicators 80% overall diversion by 2030.
Contamination rates across all streams improved by 40% by
2030.
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Theme 3: Circular Economy and Economic Opportunities
Actions to develop a circular economy will unlock economic opportunities by Objectives Utilise waste and its associated infrastructure as a resource and
maximising resource efficiency, supporting local businesses, and promoting source of revenue.
sustainable practices that reduce reliance on the extraction of fossil fuels.
Outcomes Minimise the use of virgin materials to create products.
Reduce the cost to the community of landfilling material that
could be utilised as a resource with potential revenue generation.
Actions
1. Landfill Site – Diversification Identify opportunities for other uses of the landfill site and materials. For example:
• Continue to develop the feasibility of solar power production on Council’s waste assets.
• Utilise current waste assets and generate quality products to support the development of circular economy.
2. Advanced Manufacturing Attract advanced manufacturing business and start-ups to utilise resources for circular economy.
3. Circular Economy Collaboration Collaborate with regional partners and other Councils for solutions, markets and resources.
Examples include:
• Farmers.
• Councils.
• Unitywater.
• Industry and business.
• State and Federal Government.
4. Council Operations Advocate for supply resources to go back into Council projects where applicable including reviewing material standards for
application.
5. Employment Promote the creation of employment in the Noosa Shire through opportunities in the circular economy.
Success Improved waste diversion by 2030.
Measures Value-add business attracted to the Noosa Shire.
Key Year on year improvement in tonnes diverted, calculated as a
Performance percentage of total tonnes controlled.
Indicators 80% overall diversion by 2030.
Contamination rates across all streams improved by 40% by
2030.
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Monitoring, Evaluation
Monitoring and evaluation will enable data-driven decisions and adjustments to the Waste Plan
actions.
and Improvement Actions will be reviewed every two years to ensure the approach remains appropriate in respect of
legislative, political, economic, scientific, technological and social contexts.
The table below highlights the Waste Plan objectives and associated outcomes as well as the
success measures and key performance indicators.
Table 1: Waste Plan Monitoring and Evaluation
Theme Outcomes Success Measures Key Performance Indicators
1. Waste Avoidance • Reduce waste collected • 15% waste Reduce the Noosa average household waste per year from the Australian average household waste per year from
• Reduce waste at its source avoidance by 2030 543kg1 to a target of 461kg per year.
• Single use plastic ban could yield 3.6%2 diversion rate.
• Glass diversion via Containers for Change could yield 2.4%3 diversion rate.
• Love Food Hate Waste campaign raised awareness, relating to 27.1%4 less household organic waste into landfill.
2. Waste Reuse and • Infrastructure and Operations • Improved waste • 29% of kerbside waste in Noosa is food waste, equating to approximately 4000 tonnes a year.
Recycling to support waste reuse and diversion by 2030 • 2400 – 3000 tonnes a year of wood waste targeted for diversion.
recycling of materials.
• Targeted removal of garden waste from general waste bin could relate to a further reduction in greenhouse gas
• Planning, Infrastructure and emissions of 800 tonnes of carbon dioxide.
operations are geared to
produce quality products for a • 22.2% of waste generated in Noosa is construction and demolition waste. Based on state performance 78% could
market driven end use. be recovered, representing 17% of Council’s total waste. Targeted approach to streams not already recovered like
metals, plaster and masonry.
• Reduction in waste related
greenhouse gas emissions. • Improved • Contamination across all streams improved by 40% by 2030.
contamination • General recycling education equates to 1% reduction in contamination for every $1 spent per household.5
• Contamination reduction –
rates in all streams
correct material in the correct • Targeted campaign for the 1.8M visitors to the region each year. Detailed review of contamination rates, waste
of waste by 2030
bin. types and volume increase for monitoring purposes to be generated.
• Improve waste avoidance, reuse
and recycling
3. Circular Economy & • Minimise the use of virgin • Improved waste 80% of the total tonnage controlled, diverted from landfill by 2030.
Economic Opportunity materials to create products. diversion by 2030 • Utilising recovered materials requires less resource and energy compared to virgin materials. Current emissions in
• Reduce the cost to the • Attracting value the manufacturing sector accounts for 11%6 of Australia’s total carbon footprint.
community of landfilling adding businesses Target business sectors closely aligned with waste to resource including:
material by utilising waste as a and employment to
resource with potential revenue the region • Electricity, Gas, Water and Waste
generation. • Professional, Scientific and Technical Services.
Target is to increase the share by 15% by 2030.
1
Department of Climate Change, Energy, the Environment and Water, National Waste Report 2022, available at www.dcceew.gov.au 5
Lbid
2
MRA Consulting, Noosa Action Plan Benefits Analysis, 2023. 6
Lbid
3
Lbid
4
Lbid
From Waste to Resource | Waste Plan 2023 - 2028 28
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Funding
Funding of actions must align with the waste hierarchy Noosa Council joined the Council of Mayors South
principles of avoidance, reusing, recycling, waste East Queensland (COMSEQ) in 2022 which should be
to energy and, as a last resort, disposal of waste. a key source to access State funding.
Programs, projects and actions that are most likely to
make a significant contribution to the achievement of The cost of waste management to the ratepayer can
success measures will be prioritised. Initiatives that be greatly reduced if individuals and business invest
do not align to the underlying ethic of environmental their time in good waste management at home and at
stewardship or move away from the concept of work.
personal responsibility are unlikely to receive
favourable consideration. For example community feedback has suggested:
Waste Plan actions will be progressed through 1. Implement effective waste-sorting practices, self-
Council’s annual budget process via the allocation educate on recycling methods and actively seek
of operating and capital funds and the provision of opportunities for item reuse and repair.
adequate resources (people and systems).
2. Adopt a waste reduction approach by practicing
mindful purchasing, avoiding excessive packaging
It will be important to consider full-cost pricing of
and plastic, and embracing reusable alternatives.
waste management, environmental, social and
governance elements during the next phase of 3. Reduce organic waste to landfill by composting.
Council’s waste journey. 4. Take ownership and personal responsibility for
managing and minimising your waste generation.
Opportunities for grants from other tiers of 5. Create a cleaner environment – take action to pick
government will be sought to assist in the delivery of up and prevent litter.
the actions as well as the consideration of partnership
arrangements.
From Waste to Resource | Waste Plan 2023 - 2028 29
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Attachment 01: National Waste Policy,
Plans and Queensland Waste Strategy
National Government Queensland Government
In 2018 the Commonwealth Government endorsed the 2018 National Waste Policy In 2019, the State Government endorsed the Queensland Waste Management and
which preceded the National Action Plan released in 2019. The National Action Resource Recovery Strategy 2019, to better manage waste in Queensland. The
Plan presents targets and actions to implement and guide the use of waste as a overview of the Strategy states the following:
resource to 2030 and beyond. The plan supports National packaging targets and
impediments to a circular economy for waste in Australia and thus making Australia “The Strategy presents a strategic plan for a better way of managing waste in
more responsible for its own waste. Queensland, by harnessing the potential value of resources that have traditionally
been discarded. The Strategy’s three strategic priorities will guide the transition
The circular economy principles for waste as per the National Action Plan 2019 are to a more circular economy, reduce the amount of waste disposed of to landfill,
as follows: or illegally, and provide a more sustainable source of end-of-life products and
materials to create new products. The Strategy will be accompanied by a series
1. Avoid waste. of action plans that detail the implementation of the strategic priorities, including
2. Improve resource recovery. timeframes and responsibilities.”
3. Increased use of recycled material and build demand and markets for recycled
products. The Strategy focuses on three strategic priorities to support the shift away from the
4. Better manage material flows to benefit human health, the environment and the current practices in material considered as waste.
economy.
5. Improve information to support innovation, guide investment and enable 1. Reducing the impact of waste on the environment and communities.
informed consumer decisions. 2. Transitioning towards a circular economy for waste.
3. Building economic opportunity.
The targets for the National Action Plan are as follows:
The targets for the Queensland Waste Management and Resource Recovery
1. Ban the export of waste plastic, paper, glass and tyres, commencing in the Strategy 2019 include:
second half of 2020.
2. Reduce total waste generated in Australia by 10% per person by 2030. 1. Average landfill diversion of 65% for all waste streams by 2025.
3. 80% average resource recovery rate from all waste streams following the waste 2. 25% reduction in household waste by 2050.
hierarchy by 2030. 3. 90% of waste is recovered and does not go to landfill by 2050.
4. Significantly increase the use of recycled content by governments and industry. 4. 75% recycling rates across all waste types by 2050.
5. Phase out problematic and unnecessary plastics by 2025. 5. Halve the amount of food waste generated by 2032.
6. Halve the amount of organic waste sent to landfill by 2030. 6. Divert 80% of the organic material generated from landfill by 2032.
7. Make comprehensive, economy-wide and timely data publicly available to 7. Achieve a minimum organics recycling rate of 70% by 2032.
support better consumer, investment and policy decision.
From Waste to Resource | Waste Plan 2023 - 2028 30
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South-East Queensland Waste
Management Plan (CoMSEQ)
In 2021 the Council of Mayors of South East Queensland (CoMSEQ) finalised its
waste management plan. Noosa became a member of the CoMSEQ group in 2022
and has been actively involved in working collaboratively with the other member
Councils to review shared infrastructure to change the way waste is managed. The
CoMSEQ Waste Plan is underpinned by the following:
1. Developed as a collaborative approach to SEQ waste.
2. Endorsed by all Councils.
3. Backed by State with funding to support strategic implementation (i.e. not
competitive).
The Plan focuses on three areas of actions towards 2030:
1. Optimising comingled recycling.
2. Removing organic waste from landfill and recovering it.
3. Optimising the treatment of residual municipal waste.
The objective of the Plan is to identify the set of levers, and the most appropriate
sequencing of those levers, that would best enable all SEQ Councils to:
1. Optimise the economics of waste management operations.
2. Encourage local economic development and job creation.
3. Meet or move towards State targets relating to household waste generation,
recycling, and landfill diversion by 2050.
4. Maintain or achieve high levels of citizen satisfaction with waste
management services.
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Attachment 02: Eumundi 1. Food waste processing: Implementing processes such as anerobic digestion, or
in- vessel composting will convert food waste into valuable resources such as biogas
and fertiliser, which in turn could generate a revenue stream from the process’s
Noosa Road Landfill Draft outputs. This approach not only diverts waste from landfill but also harnesses
the potential resource contained within the waste as well as reduce greenhouse
gas emissions associated with landfilling organic matter. Food waste collection
Masterplan - Overview potentially has an impact on collection frequencies and bin infrastructure for
households and commercial sites (to be further investigated).
2. Biochar production from waste untreated timber: Investigating the implementation
of biochar production techniques. Biochar is a charcoal-like substance created
from organic matter. It provides a range of benefits. It serves as a soil amendment,
enhancing soil health and fertility by improving nutrient retention and moisture
Noosa Council is now initiating a significant transformation of its management. In addition, biochar plays a crucial role in carbon sequestration, aiding
Eumundi Noosa Road Landfill (Landfill) site into a renewable resource in the capture and long-term storage of carbon dioxide, thereby mitigating climate
and energy hub. change impacts.
This is in tandem with changing State and Federal laws, as well as 3. Composting of green waste: Given the annual volume of approximately 20,000
evolving community standards that demand higher waste diversion tonnes of green waste received at the Landfill site, Council is investigating the
and reuse over traditional landfill practices. establishment of a composting facility. This facility would allow Council to efficiently
convert green waste into nutrient-rich compost, which can then be utilised in various
Such a strategic shift will address multiple environmental and applications, such as agriculture and landscaping, thereby closing the organic
economic challenges while promoting sustainability, and the creation waste loop.
of jobs in the region.
4. Eumundi Noosa Road Landfill & Pomona/Cooroy Transfer Station redevelopment:
The need to rethink waste management practices stems from the To drive resource recovery for both residential and commercial waste, the
recognition that emissions generated from decaying organic matter, modernisation of the existing Landfill and Pomona & Cooroy Transfer stations are
predominantly food waste, running at an alarming 4000 tonnes a year, critical. A state-of-the-art facility will facilitate efficient sorting and processing of
contributes to approximately 63% of Council’s total carbon footprint. waste, enabling the diversion of recyclable and reusable materials from landfill.
Implementing advanced waste management techniques at the Landfill will optimise
By adopting resource recovery methods, Council will significantly resource recovery and contribute to a circular economy.
reduce resources (being viewed as waste) and going to landfill as well
as reduce greenhouse gas emissions and mitigate 5. Solar energy: A solar farm with battery storage capability is proposed to further
environmental impacts. maximise the environmental and economic potential from the Eumundi-Noosa Road
landfill site, built onto available areas of the existing landfill.
To realise the Waste Plan vision, Council is exploring a range of
technologies, each specifically tailored to target different 6. Advanced manufacturing: A key proposal to attract local reuse and recycling
waste streams. businesses to work on site with potentially discounted access to raw materials
and or cheap electricity/gas to allow businesses to actively participate in the
These plans are subject to approvals and feasibility studies but are circular economy.
already in the early planning phase.
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This means repurposing waste
products in the manufacturing of new
items, thereby stimulating the local
economy and generating employment
opportunities.
The proposed Draft Masterplan
represents a long-term commitment to
promoting waste diversion, renewable
energy generation, and the circular
economy.
This will require collaboration with
neighbouring councils and businesses
to leverage collective expertise and
resources.
By adopting these sustainable practices,
Council will lessen the financial burden
of the waste levy on ratepayers while
achieving significant environmental and
economic benefits – contributing to a
cleaner and greener future for Noosa.
From Waste to Resource | Waste Plan 2023 - 2028 33
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Timeline
2023
Eumundi Noosa Road Landfill capping complete
2024 Waste infrastructure feasibility studies
Noosa Council adopts From Waste to Resource: Waste Pan 2023-2024
2024 Noosa Council Waste and Collection Contract review
Installation of solar panels on capped Landfill (subject to feasibility study outcomes)
2025 Queensland Government waste diversion target – 61%
2026 Noosa Council net zero emissions target
New Noosa Council Waste and Collection contract
2025-2028 Compost site/Biochar site/Anaerobic digestion plant
(subject to feasibility study outcomes)
2027 Stage 1 Landfill site reconfiguration
2028 Noosa Council Corporate Plan – 90% of all garden and food waste
removed from Landfill
2029 Stage 2 Landfill site reconfiguration
2030 Noosa Council Environment Strategy – All garden and food waste
removed from Landfill
From Waste to Resource | Waste Plan 2023 - 2028 34
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Attachment 03: Product Large plastic bags
Big Bag Recovery collects and recycles bags used for products over 15kg or 15L that
would otherwise be sent to landfill.
Stewardship Schemes Batteries
The Battery Stewardship B-cycle Scheme is a national battery collection network
and Priorities that recovers and recycles used hand-held batteries. It also raises public awareness
on battery safety and disposal options.
Aluminium cladding
Product stewardship is an approach to managing the impacts of different Ecoloop takes used aluminium cladding and recycles it into new materials for local
products and materials on the environment and human health and safety. Product manufacturers.
stewardship schemes help to manage these impacts over a product’s lifecycle.
These schemes can be: Plastics and packaging
• industry-led voluntary schemes The Australian Packaging Covenant Organisation (APCO) administers the
• co-regulatory arrangements between industry and government Australian Packaging Covenant and works with industry members from across the
• mandatory schemes under law. packaging supply chain to design more sustainable packaging that can be reused
The Australian Government also works with industry on potential industry-led and recycled.
voluntary action; or where products and materials may be considered for schemes
in the future. Plastic paint pails
Dulux Project Earth recycle and remanufacture used Dulux brand plastic paint pails
from commercial and industrial work sites.
Current schemes
TVs and computers Priority products
Work with industry to run a national recycling scheme for TVs, computers, printers
and related hardware. Each year the Minister for the Environment announces the Minister’s Priority List.
The list names products and materials that need urgent product stewardship action.
Oil
The Australian Government provides industry incentives to increase recycling of Minister’s Priority List 2022/23
used oil. • Photovoltaic systems
Co-regulatory arrangements • Electrical and electronic products
• Oil containers
Mobile phones • Child car seats
MobileMuster collects and recycles mobile phones, batteries, modems and • Clothing textiles
accessories. This includes running public awareness campaigns to increase uptake • Problematic and unnecessary single use plastics
in recycling of unused and damaged mobile phones. • Mattresses
• Plastics in healthcare products
Tyres • End-of-life tyres
Tyre Stewardship Australia manage the national Tyre Product Stewardship Scheme.
For more information visit https://www.dcceew.gov.au
The scheme promotes the development of viable markets for tyre-derived products.
From Waste to Resource | Waste Plan 2023 - 2028 35
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Attachment 04:
Polystyrene Recycling
In 2023, following the success of a six-month
trial, Noosa Council installed an Expanded
Polystyrene Thermal Compaction Unit at the
Landfill to address the issue of polystyrene
waste.
How it works? Polystyrene ready for recycling
The thermal compaction unit operates by
heating and compressing used polystyrene
waste. This process reduces the size of
the waste by 90% and transforms it into
small solid bricks. These bricks can be
conveniently transported and used to create
new products, thereby reducing the demand
for new polystyrene materials.
Win-Win
Recycling polystyrene at the landfill, not
only saves landfill space but also prevents
harmful particles from entering the natural
environment. The installed unit can process
up to 1 tonne per day, correlating to 66m3
in volume of polystyrene. This is a positive
step towards reducing environmental
pollution and promoting sustainable
waste management practices. Once the
polystyrene has been recycled it can be sold
for $400-$600 per tonne. Recycled polystyrene ready for repurposing
From Waste to Resource | Waste Plan 2023 - 2028 36
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Attachment 05:
BlockTexx Textile Recycling
‘Give a Sheet®’ for the planet
In Australia, textile waste has become a significant contributor to
landfill with the average Australian discarding around 23 kilograms
of textiles per year (ABS, 2001). To combat this issue, the residents
of Noosa have embraced the Give a Sheet® for the planet initiative,
breathing new life into preloved clothing and household textiles.
Preloved clothing is given to Vinnies, an organisation dedicated
to assisting those in need. Other textiles including sheets, towels,
pillowcases, tea towels etc. are provided to BlockTexx, a leading textile
recycling company.
Textiles are transformed into valuable, high-grade recycled materials.
This process enables Australian manufacturers to utilise the recycled
textiles and create new products. The recycled materials find
applications in various industries, including hydro-mulch, geosynthetic
fabrics, and building materials.
In 2022, as part of the Give a Sheet® for the planet event, the Noosa
community diverted 3.2 tonnes of textile waste from ending up in
landfill. Again in 2023, the community continued their support with
1.6 tonnes of clothing donated to Vinnies and 818 kilograms of textiles
sent to BlockTexx for recycling.
textile recycling
From Waste to Resource | Waste Plan 2023 - 2028 37
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From Waste to Resource
Waste Plan 2023 - 2028
noosa.qld.gov.au
From Waste to Resource | Waste Plan 2023 - 2028 38
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Attachment 2: Draft Waste Plan proposed actions
Project News
18 August 2023
Draft Waste Plan - Proposed Actions
Extensive community feedback gathered over February – March 2023 has helped to inform the
development of a Draft Waste Plan 2023 – 2028 for further input from the community.
The proposed actions are outlined below in response to what we heard from the community.
1. Waste Values
Survey respondents stated that the following was very important to them when it comes to managing
waste now and into the future (see Figure 1):
Figure 1: Most Important Waste Management Priorities
The actions proposed in the Draft Waste Plan to support waste values include, but are not limited to
the following, as outlined in Table 1:
Table 1: Actions Relating to Waste Values
Action Item Action Details
3.1 Litter Avoidance Implement innovation in roadside litter prevention and illegal dumping with
the aim of preventing litter from entering rivers and waterways.
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3.2 Litter Avoidance Collaborate with litter prevention programs and initiatives e.g. Noosa
Integrated Catchment Authority, Take 3 For The Sea, Clean up for the
Hatchlings, Beach clean-ups etc. Ensure information is recorded in the
Australian Marine Debris Database.
2.1 Advocacy Advocate and support Federal and State government bans and schemes:
- Single-use plastics ban (5 year roadmap for action on single-use plastic
items)
- Expand Containers for Change (wine and spirits)
- Draft E-Products Action Plan (solar PV and battery, TV, mobile phones
etc.)
2.2 Advocacy Promote product stewardship schemes and priority product list. Refer to
Attachment 2 Product Stewardship Scheme and Priority Product List (this
list is not exhaustive).
2.4 Advocacy Lobby for End of Waste Codes (new technologies)
9.1 Education Continue to improve waste education programs in schools including landfill
tours and in-class presentations. Support schools to develop site-specific
Waste Strategies.
Support existing schools’ programs e.g. Kids in Action, EE Hub etc.
9.2 Education Continue to promote National Awareness campaigns:
- National Recycling Week
- Plastic-Free July
- Clean-up Australia
7.1 Reuse and Repair Promote programs that help residents and businesses repair items and/or
rehome unwanted goods. Examples include:
-Advisory System for Process Innovation and Resource Exchange
(ASPIRE)
- Reviva Noosa repair workshops
- Buy, Swap, Sell online platforms e.g., Facebook Marketplace, eBay,
Gumtree
- Community Garage Sale Trail
- Men/women sheds
8.3 Recycle Continue to raise awareness of correct recycling practices through
educational programs and materials and investigate new mechanisms eg
Noosa specific Recycle Mate App.
1.1 Personal Responsibility Encourage common values and attitudes through a positive local
communication campaign. Drive local sustainable production and
consumerism to bring about voluntary behaviour change achieving
community-wide personal responsibility of waste generation and cultivating
a waste avoidance community attitude.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 49 of 192
Page 50
1.2 Personal Responsibility Achieve consistency in the Sunshine Coast region in the disposal of bulky
items by connecting the community with accredited platforms and
organisations specialising in recycling of second-hand goods, unwanted
item collection and sustainable disposal. Develop a central resource
detailing service providers to assist with bulky item collection.
4.1 Precinct Waste Review precinct waste management and opportunities for innovation.
Management Inclusive of bin ratios, compaction bins, bin level sensors, logistics and
collections technology. Potential to reduce traffic and greenhouse gas
emissions
6. Waste Pricing Review and model waste charging and budgeting to reflect waste
diversion improvements via infrastructure, residental and business
activities. Review budget against the cost implications including an
offset value for greenhouse gas emissions from landfill.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
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2. Organic Waste
The community survey revealed 85% of respondents are concerned about organic compostable
material currently going into landfill. Just over 70% of respondents either support or strongly support
the idea of diverting food waste from the landfill general waste bin.
The actions proposed in the Draft Waste Plan to support organic waste management include, but
are not limited to the following, as outlined in Table 2:
Table 2: Actions Relating to Organic Waste
Action Item Action Details
1.1 Food Waste Continue to progress food waste treatment investigations inclusive of, but not limited
to, the following technologies: In-Vessel Composting and Anaerobic Digestion.
Convert food waste into energy and/or compost including establishing markets by
promotion and education.
1.2 Food Waste Review bin infrastructure and collection frequency (residential and commercial) to
support food waste infrastructure.
1.3 Food Waste Implement a food waste campaign to reduce food waste at the source.
3.1 Garden Waste Continue to investigate improvements to the processing of green waste to enhance
the value of the end product (e.g. compost) from the y 14,890T/year4 green waste
that is currently being mulched.
3.2 Garden Waste Continue to support and promote community composting and worm farming
workshops
3.3 Garden Waste Review bin infrastructure and collection frequency (residential and commercial) to
support infrastructure and capture rates.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 51 of 192
Page 52
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 52 of 192
Page 53
3. Recycling
Respondents indicated that there are a range of factors that impact the ability to recycle more items,
including:
The actions proposed in the Draft Waste Plan to support recycling include, but are not limited to the
following, as outlined in Table 3:
Table 3: Improving Recycling
Action Item Action Details
8. 3 Recycling Continue to raise awareness of correct recycling practices through educational
programs and materials and investigate new mechanisms eg Noosa specific Recycle
Mate App.
8.4 Recycling Continue to support existing recycling programs and investigate emerging initiatives.
Examples include: Blocktexx, Simply Cups, Containers for Change, TerraCycle etc.
9.1 Education Continue to improve waste education programs in schools including landfill tours and
in-class presentations. Support schools to develop site specific Waste Strategies.
Support existing schools programs eg Kids in Action, EE Hub etc.
5. Waste Contract Incorporate reuse and recycling targets, and infrastructure into future waste
management contracts.
4.1 Precinct Waste Review precinct waste management and opportunities for innovation. Inclusive of bin
Management ratios, compaction bins, bin level sensors, logistics and collections technology.
Potential to reduce traffic and emissions
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 53 of 192
Page 54
4.2 Precinct Waste Visitor Waste Behaviour Change
Management - Develop and implement a peak period (Christmas, Easter) waste avoidance,
reduction, reuse and repair – annual campaign.
-Support existing visitor sustainability organisations and programs eg. Tourism
Noosa – Plastic Free Noosa, Tread Lightly Program
-Waste free events: review Noosa Council’s Sustainable Events Policy to encourage
Waste Free events. Review and modernize Council event bin covers.
4. Waste Services
The top three suggestions on one thing Noosa Council could do to improve waste services included:
• Bin services (landfill, recycling & green waste) capacity & frequency.
• Organic waste collection.
• Effective recycling solutions e.g. recycling all types of materials and making recycling
convenient, accessible and transparent.
The actions proposed in the Draft Waste Plan to support waste services include, but are not limited
to the following, as outlined in Table 4:
Table 4: Actions Relating to Waste Services
Action Item Action Details
3.3 Garden Waste Review bin infrastructure and collection frequency (residential and commercial)
to support infrastructure and capture rates.
1.2 Food Waste Review bin infrastructure and collection frequency (residential and commercial)
to support food waste infrastructure.
1.1 Food Waste Continue to progress food waste treatment investigations inclusive of, but not
limited to, the following technologies: In-Vessel Composting and Anaerobic
Digestion. Convert food waste into energy and/or compost including
establishing markets by promotion and education.
1.3 Food Waste Implement a food waste campaign to reduce food waste at the source.
3.1 Garden Waste Continue to investigate improvements to the processing of green waste to
enhance the value of the end product (e.g. compost) from the y 14,890T/year4
green waste that is currently being mulched.
3.2 Garden Waste Continue to support and promote community composting and worm farming
workshops
2.5 Advocacy Lobby for diversion benchmarking data to be available to compare against
other councils
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 54 of 192
Page 55
2.3 Advocacy Promote certified sustainable accreditation programs relevant to Waste
Management.
8. 3 Recycling Continue to raise awareness of correct recycling practices through educational
programs and materials and investigate new mechanisms e.g. Noosa specific
Recycle Mate App.
8.4 Recycling Continue to support existing recycling programs and investigate emerging
initiatives. Examples include: Blocktexx, Simply Cups, Containers for Change,
TerraCycle etc.
5. Waste Contract Incorporate reuse and recycling targets, and infrastructure into future waste
management contracts.
4.1 Precinct Waste Review precinct waste management and opportunities for innovation. Inclusive
Management of bin ratios, compaction bins, bin level sensors, logistics and collections
technology. Potential to reduce traffic and emissions
4.2 Precinct Waste Visitor Waste Behaviour Change
Management - Develop and implement a peak period (Christmas, Easter) waste avoidance,
reduction, reuse and repair – annual campaign.
-Support existing visitor sustainability organisations and programs eg. Tourism
Noosa – Plastic Free Noosa, Tread Lightly Program
-Waste free events: review Noosa Council’s Sustainable Events Policy to
encourage Waste Free events. Review and modernize Council event bin covers.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
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5. Noosa Community
The top three suggestions on one thing members of the Noosa community could do to improve
waste management included:
• Implement effective waste sorting practices, take the initiative to educate oneself about
recycling methods and actively seek opportunities for item reuse and repair.
• Adopt a waste reduction approach by practising mindful purchasing, avoiding excessive
packaging and plastic, and embracing reusable alternatives such as takeaway containers and
coffee cups.
• Reduce organic waste to landfill by composting.
The actions proposed in the Draft Waste Plan to support waste services include, but are not limited
to the following, as outlined in Table 5:
Table 5: Actions Relating to the Role of the Noosa Community in Improving
Waste Management
Action Item Action Details
8. 3 Recycling Continue to raise awareness of correct recycling practices through
educational programs and materials and investigate new mechanisms
eg Noosa specific Recycle Mate App.
8.4 Recycling Continue to support existing recycling programs and investigate
emerging initiatives. Examples include: Blocktexx, Simply Cups,
Containers for Change, TerraCycle etc.
7.1 Reuse and Repair Promote programs that help residents and businesses repair items
and/or rehome unwanted goods. Examples include:
-Advisory System for Process Innovation and Resource Exchange
(ASPIRE)
- Reviva Noosa repair workshops
- Buy, Swap, Sell online platforms e.g., Facebook Marketplace, eBay,
Gumtree
- Community Garage Sale Trail
- Men/women sheds
7.2 Reuse & Repair Investigate Reusables Schemes (takeaway cups and containers).
Preference for reusable before recyclable
9.2 Education Continue to promote National Awareness campaigns:
- National Recycling Week
- Plastic Free July
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 56 of 192
Page 57
- Clean-up Australia
2.1 Advocacy Advocate and support Federal and State government bans and
schemes:
- Single-use plastics ban (5 year roadmap for action on single-use
plastic items)
- Expand Containers for Change (wine and spirits)
- Draft E-Products Action Plan (solar PV and battery, TV, mobile
phones etc.)
2.2 Advocacy Promote product stewardship schemes and priority product list. Refer
Attachment 2 Product Stewardship Scheme and Priority Product List
(this list is not exhaustive).
2.4 Advocacy Lobby for End of Waste Codes (new technologies)
1.1 Personal Responsibility Encourage common values and attitudes through a positive local
communication campaign. Drive local sustainable production and
consumerism to bring about voluntary behaviour change achieving
community-wide personal responsibility of waste generation and
cultivate a waste avoidance community attitude.
1.2 Personal Responsibility Achieve consistency in the Sunshine Coast region in the disposal of
bulky items by connecting the community with accredited platforms
and organisations specialising in recycling of second-hand goods,
unwanted item collection and sustainable disposal. Develop a central
resource detailing service providers to assist with bulky item collection.
1.1 Food Waste Continue to progress food waste treatment investigations inclusive of,
but not limited to, the following technologies: In-Vessel Composting
and Anaerobic Digestion. Convert food waste into energy and/or
compost including establishing markets by promotion and education.
1.2 Food Waste Review bin infrastructure and collection frequency (residential and
commercial) to support food waste infrastructure.
1.3 Food Waste Implement a food waste campaign to reduce food waste at the source.
3.1 Garden Waste Continue to investigate improvements to the processing of green
waste to enhance the value of the end product (e.g., compost) from the
y 14,890T/year4 green waste that is currently being mulched.
3.2 Garden Waste Continue to support and promote community composting and worm
farming workshops
3.3 Garden Waste Review bin infrastructure and collection frequency (residential and
commercial) to support infrastructure and capture rates.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
Page 57 of 192
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6. Waste Reduction
The top three suggestions from community and stakeholder feedback on how to reduce waste
going to landfill included:
• Enhance recycling education and waste management behaviour change programs.
• Advance sustainable waste management strategies and innovation for a circular economy.
• Enhance waste management infrastructure, accessibility and affordability of waste disposal.
The actions proposed in the Draft Waste Plan to support waste services include, but are not limited
to the following, as outlined in Table 6:
Table 6: Actions Relating to Waste Reduction
Action Item Action Details
1.3 Personal Investigate waste behaviour change and recognition programs (residential and
Responsibility business) e.g., Living Smart, Plastic Free Noosa etc.
3. Advanced Attract advanced manufacturing business and start-ups to utilise resources for a
Manufacturing circular economy.
4.Circular Economy Collaborate with regional partners and Councils for solutions, markets and resources.
Collaboration Examples include: Farmers, Councils, Unity Water, Industry and business
8. 3 Recycling Continue to raise awareness of correct recycling practices through educational
programs and materials and investigate new mechanisms eg Noosa specific Recycle
Mate App.
8.4 Recycling Continue to support existing recycling programs and investigate emerging initiatives.
Examples include: Blocktexx, Simply Cups, Containers for Change, TerraCycle etc.
9.1 Education Continue to improve waste education programs in schools including landfill tours and
in-class presentations. Support schools to develop site specific Waste Strategies.
Support existing schools programs e.g. Kids in Action, EE Hub etc.
5. Waste Contract Incorporate reuse and recycling targets, and infrastructure into future waste
management contracts.
6. Waste Pricing Review and model waste charging and budgeting to reflect waste diversion
improvements via infrastructure, residental and business activities. Review budget
against the cost implications including an offset value for greenhouse gas emissions
from landfill.
Contact Us
Stay Updated 07 5329 6500
noosa.qld.gov.au/environment-waste/waste-recycling [email protected]
yoursay.noosa.qld.gov.au (Subject line: Draft Waste Plan 2023 - 2028)
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Attachment 3: Waste Survey – Summary of open-ended responses
1. Most open-ended comments (19%), were about the need to address waste at the
source - with particular concern about packaging.
“I feel it is time food manufacturers and supermarkets did more to reduce
packaging on their products.”
“Soft plastic recycling would be terrific.”
“Reduce waste at the source. By this I mean companies producing goods
should not over wrap them. Many products come in layers of plastic or double
layers of cardboard etc. This is wasteful and then the consumer is left to deal
with the waste.”
The concern about packaging and manufacturer responsibility is addressed in the
Waste Plan through the following actions:
Theme 1: 2.1 Advocate and support Federal and State government bans and
Waste schemes
Avoidance
- Single-use plastics ban (5 year roadmap for action on single-
Action 2. use plastic items
Advocacy - Expand Containers for Change (wine and spirits)
- Draft E-Products Action Plan (solar PV and battery, TV, mobile
phones).
2.2 Promote product stewardship schemes and priority product list.
list so manufacturers are responsible for the entire lifecycle of
products. Refer Attachment 3 Product Stewardship Scheme and
Priority Product list.
2.4 Lobby for end-of-life waste codes (new technologies)
*Text in bold indicates update to the Waste Plan
2. A further 15% of open-ended comments were a request for bulk kerbside
collection.
“We don’t need any new scheme, bring back kerbside collection.”
“Please bring back annual hard rubbish pick-up.”
As highlighted in the Draft Waste Plan, while bulk kerbside collection may appear
convenient, it comes at a significant environmental and financial cost.
Key statistics of the bulk kerbside collection in 2019/20 include:
• On average 850 tonnes of recyclable material sent to landfill.
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• Cost to deliver the service and dispose to landfill - $500,000
• 4,000 person hours to deliver
• 27,000km travelled in collecting items
• Environmental damage – dumping of asbestos, batteries, chemicals etc
• 4 out of 5 ratepayer didn’t use the service but still had to pay for it.
The request for bulk kerbside collection is addressed in the Waste Plan through the
following actions:
Theme 1: Waste 1.2 Achieve consistency in the Sunshine Coast region in
Avoidance the disposal of bulky items by connecting the community
with accredited platforms and organisations specialising in
Action 1. Personal recycling second hand goods, unwanted item collection,
Responsibility and sustainable disposal. Develop a central resource
detailing service providers to assist with bulky item
collection.
Theme 2: Waste 7.1 Promote programs that help residents and businesses
Reuse and repair items and/or rehome unwanted goods.
Recycling
Action 7. Reuse & Examples include:
Repair - Advisory System for Process Innovation and Resource
Action 8. Recycle
Exchange (ASPIRE)
- Reviva Noosa repair workshops
- Buy, Swap, Sell online platforms e.g. Facebook
marketplace, eBay, Gumtree.
- Community Garage Sale Trail (Post Waste Plan note,
Garage Sale scheduled for Nov 2023)
- Men/Women Sheds.
3. A further 14% of open-ended comments were about the need for education on
recycling and to make it easier and more convenient to recycle.
“Clear communication to residents about recycling is very important. Bigger
signs about their use on bins. There is a lot of confusion about what goes where
eg. People place recycled material in bin wrapped in plastic bags.”
“To achieve objective, Council needs to make it easy for the public, locals and
visitors, to dispose of waste near the source, get rid of coffee cups and make
green waste disposal at the tip free. Advertise tip recycle services.”
“Respondents in your 'Project News Community Feedback' document indicate
that the MOST important factor impacting their ability to recycle more items is
that they CAN'T find a recycling bin when they are out in public.”
The comments about recycling education and ensuring that recycling is convenient
are addressed in the Waste Plan through the following actions:
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Theme 2: 4.1 Review precinct waste management opportunities for
Waste Reuse innovation. Inclusive of bin ratios, bin level sensors, logistics and
and Recycling collections technology.
Action 4.
Precinct
4.2 Visitor waste behaviour change
Waste
Management - Develop and implement a peak period (Christmas & Easter)
waste avoidance, reduction, reuse and repair – annual campaign.
Action 8.
Recycle - Support existing visitor sustainability organisations and programs
e.g. Tourism Noosa’s Plastic Free Noosa and Tread Lightly
Action 9. Programs.
Education
- Waste free events: Review Noosa Council’s Sustainable Events
Policy to encourage waste free events. Review and modernise
Council event bin covers.
8.3 Continue to raise awareness of correct recycling practices
through educational programs and materials and investigate new
mechanisms e.g. Noosa specific Recycle Mate App.
9.1 Continue to improve waste education programs in schools
including landfill tours and in-class presentations.
9.2 Continue to promote waste awareness campaigns.
- National Recycling Week, Plastic Free July, Clean-up Australia
etc.
5. Another 14% of open-ended comments related to not supporting a food waste
collection service because respondents already compost food waste or feed food
waste to poultry and/or already minimise the amount of waste they produce.
“I don't want a food waste bin. I compost and have chickens, [it] will not get used.”
“I already use all my veg scraps etc compost & reuse in my garden. I recycle most
things I use - everything is reused & has a purpose. I create & remake and recycle
all bottles either in garden or depot. I feel we should all be more self-sufficient to
keep costs that are already sky high on all levels of living as none of us need any
more extra charges than we already do. I believe that a good council would look
after its people that are ready finding it tough. Let the people decide if they want
an extra bin & charges added to their rates.”
The comments about not supporting a food waste collection service, due to
respondents already composting and minimising waste, is addressed in the Waste
Plan in the following actions:
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Theme 1: Waste Avoidance 1.3 Investigate waste behavior change and
Action 1. Personal recognition programs (residential and business) e.g.
Responsibility Living Smart, Plastic Free Noosa etc.
Theme 2: Waste Reuse & 3.2 Continue to support and promote community
Recycling composting and worm farming workshops.
Action 3. Garden Waste
Theme 2: Waste Reuse & 1.4 Conduct education and consultation on the
Recycling, Action 1. Food environmental benefits and expanded waste
Waste processing capabilities of a food waste
collection service e.g. a food waste collection
NEW ACTION 1.4 service can process items that are unable to go
in a home composter such as meat (cooked and
raw), dairy products, seafood, and compostable
coffee cups and take away containers.
6. A further 12% of open-ended comments were in support of implementing a food
waste collection service as a high priority.
“I support the regenerative circular economy! Green waste and food waste must
be used as a valuable resource - for compost, carbon sequestration, energy
and more.”
“FOGO should be one of the highest priorities given the outsized emissions
(about a third of household bin waste) and potential reductions. Many councils
now have this. See Penrith City Council and Merri-Bek Council as examples.”
“Considering that methane form landfill is the biggest polluter in Noosa Shire, I
am surprised Council hasn’t acted sooner. This requires immediate action.”
Comments regarding support for implementing a food waste collection service are
addressed in the Waste Plan through the following actions:
Theme 2: Waste 1.1 Continue to progress food waste treatment
Reuse and Recycling investigations inclusive of, but not limited to, the
following technologies: In-Vessel Composting and
Action 1. Anaerobic Digestion. Convert food waste into energy
Food Waste and/or compost including establishing markets by
promotion and education.
1.2 Review bin infrastructure and collection frequency
(residential and commercial) to support food waste
infrastructure.
1.3 Implement a food waste campaign to reduce food
waste at the source.
7. A further 10% of open-ended comments were concerns about the cost to ratepayers
to implement the Waste Plan actions.
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“Certainly no more bins!! Bring back kerbside collection. No extra cost to ratepayer
every time a new idea is decided upon. Offering a free [bin] replacement every 5-
10 years, they get quite damaged from the truck arms.”
“Rate payers cannot be hit with high increases to support this. People can’t afford
it. The idea of EV is ridiculous as this country has the highest electricity rates in the
world and they are not economical. There are many free options available to
encourage residents to better manage their waste. I do not support any massive
increase to rates for any of this plan.”
As highlighted on page 11 “Key Divers of the Waste Plan – Cost Savings,” every tonne
of waste to landfill that can be reduced and recycled is a cost saving and even has the
potential to create revenue through the sale of materials. In the 2022-23 financial year
the State waste levy was $95 per tonne. The State waste levy will increase by $10 per
tonne until it reaches $145 per tonne on 1 July 2027.
As stated by one of the Your Say survey respondents (March 2023) “this is not about
what it will cost to do this, it’s about what it will cost in the long term if we don’t.”
In the Waste Plan, Theme 3: Circular Economy and Economic Opportunities includes
several actions aimed at developing the circular economy to unlock economic
opportunities and promote employment and in turn reduce the cost to the community
of landfilling material that could be utilised as a resource with potential revenue
generation.
8. Less than 10% of open-ended comments included:
• Praise for the Waste Plan and other innovative waste minimisation
suggestions. (8%)
• None Waste Plan related responses. (8%) e.g Comments about the
Local Government Act
• Request for free tip vouchers and to make it free to take things to the
tip (especially green waste). (8%)
• Frustration that the Waste Plan is too general or not going far enough.
(5%)
• Believe the exiting waste operations are working well and don’t need to
change anything. (5%)
• Oppose the United Nations and climate change science. (4%)
• Suggest changes to bin service fee structure to reward those who
reduce waste. (3%)
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SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
5.2 ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2023
Author Disaster Management Officer, Neil Ferris
Infrastructure Services Department
Index ECM/Subject/Disaster Management/Local Disaster Management Plan
Attachments 1. Attachment 1 Noosa Local Disaster Management Plan 2023
EXECUTIVE SUMMARY
• It is a requirement of the Disaster Management Act 2003 (the Act) that a local government
develops and regularly reviews a Local Disaster Management Plan (the Plan) to assist with
effective disaster management for its area.
• The last major assessment of the Noosa Local Disaster Management Plan occurred in 2018.
• The plan has been rewritten to align with contemporary best practice and used the
Queensland Emergency Risk Management Framework methodology and in consultation with
emergency service providers and stakeholders.
• The Plan was reviewed and endorsed by the Noosa Local Disaster Management Group at
its meeting held in February 2023 and rebranded with Council branding.
RECOMMENDATION
That Council note the report by the Disaster Management Officer to the Services & Organisation
Committee Meeting dated 10 October 2023 and:
A. Repeal the Noosa Local Disaster Management Plan 2018;
B. Adopt the Noosa Local Disaster Management Plan 2023 as provided at Attachment 1 to the
Endorsement of the Noosa Local Disaster Management Plan 2023 report; and
C. Devolve responsibility for updating and approving the operational Sub-Plans of the Local
Disaster Management 2023 to the Noosa Local Disaster Management Group.
REPORT
1. Local Disaster Management Plan
It is a requirement of the Disaster Management Act 2003 (the Act) that a local government develops
a Local Disaster Management Plan (the Plan) to assist with effective disaster management for its
area. It is also a requirement of the Act that a local government for the area review, or renew, its
Plan when considered appropriate.
With new available demographic data from the 2021 census and changing climate risk profiles it was
timely for the Plan to be rewritten. The Queensland Emergency Risk Management Framework
methodology was used in workshops with emergency service and utility providers, and local
stakeholders to inform the preparation of the Plan. These workshops were led by consultant BMT.
The Noosa Local Disaster Management Group (LDMG) endorsed the 2023 Plan (Attachment 1) at
its meeting dated 17 February 2023. The Plan has subsequently been rebranded in line with the new
Council branding. It is proposed that the 2023 Plan will commence on 30 October 2023 (pending
Council adoption on 26 October 2023.
2. Local Disaster Management Operational Subplans
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SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
The Plan has a number of operational subplans. Devolving the responsibilities for updating and
approving these appendices to the LDMG will enable updates and improvements to be made quickly
and as required. Subplans have been developed corresponding to hazards and the operation of the
Local Disaster Coordination Centre in Noosa as follows:
• Bushfire Hazard Specific Sub Plan
• Evacuation Sub Plan
• Financial Management Sub Plan
• HAZMAT Hazar4d Specific Sub Plan
• Local Disaster Coordination Centre Sub Plan
• Logistics Sub Plan
• Pandemic Hazard Specific Sub Plan
• Public Health & Environment Sub Plan
• Public Information & Warnings Sub Plan
• Severe Wind & Water Inundation Hazard Specific Plan.
3. Local Disaster Management Group Members and Advisors
The local government has responsibility for appointing members and advisors to the LDMG. Only
members of the LDMG have voting rights and count towards the meeting quorum. Members are
appointed if the local government is satisfied that the person has the necessary expertise or
experience to be a member of the LDMG.
Advisors to the LDMG provide expertise on an as-needed basis and are invited to attend meetings.
The membership of the LDMG, and the list of advisors, has been considered as part of the review of
the Plan and is included in Section 2.6 of the Plan.
Link to Corporate Plan
Theme No. 4. - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Objective 4.8
Deliver best practice approaches to combat and plan for natural disasters and climate change
including supporting safety, preparedness, resilience and recovery capacity.
Previous Council Consideration
Ordinary Meeting, 19 October 2017, Item 7, Page 12
That Council note the report by the Disaster Management & Special Projects Officer to the
Services & Organisation Committee Meeting dated 10 October 2017 and:
A. Repeal the Noosa Local Disaster Management Plan 2016/2017;
B. Adopt the Noosa Local Disaster Management Plan 2018 as provided at Attachment 1 to
the report for the period 20 October 2017 to 31 December 2018;
C. Devolve responsibility for updating and approving the operational appendices of the
Local Disaster Management Plan 2018 to the Noosa Local Disaster Management Group;
and
D. Adopt the list of members and advisors for the Noosa Local Disaster Management Group
as provided at Attachment 2 to the report.
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SERVICES & ORGANISATION COMMITTEE MEETING 10 OCTOBER 2023
Finance
Regular review of the Plan will assist with ensuring effective disaster management and
compliance with legislative requirements.
Risk & Opportunities
Regular review of the Plan will assist with ensuring effective disaster management and compliance
with legislative requirements.
Consultation
External Consultation - Community & Stakeholder
Members and advisors of the Noosa Local Disaster Management Group
Disaster Management Community Workshops led by consultants BMT were held at locations listed
below with an 25-30 attendees at each session:
• 11 July 2022, Kin Kin School of Arts Hal - Kin Kin, Federal and Como communities
• 12 July 2022, Peregian Beach Community House - Peregian Beach and Eastern Beaches
communities
• 13 July 2022, Beach Holiday Resort - Noosa North Shore & Tewah communities
• 14 July 2022, Cooroy Pomona LIons Den - Cooroy, Pomona and Black Mountain
communities
• 15 July 2022, Lake Cootharaba Sailing Club - Boreen Point, Cootharaba and Cooroibah
communities.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director X Director
Strategic Land Use Planning Development Assessment Infrastructure Planning,
Design and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits X Disaster Management
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Local Disaster
Management Plan
V0.13 Draft
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Local Disaster
Vianagement Plan
V0.13 Draft >>4 eeePage 68
Contents
About this Plan Acknowledgement of Country Section 4: Disaster Risk 4.1 Risk Based Planning
Management
Foreword 4.2 Methodology
4.3 Results
Section 1: Administration & 1.1 Endorsement
4.4 Residual Risks
Governence
1.2 Glossary of Terms
1.3 Document Control Section 5: Prevention 5.1 Prevention
1.4 Authority to Plan 5.2 Land Use Planning
1.5 Aim & Objectives 5.3 Building Codes, Regulations & Legislation
1.6 Structure of the LDMP 5.4 Design Improvements
1.7 Queensland’s Disaster Management Arrangements 5.5 Hazard Reduction
(QDMA)
5.6 Climate Change
1.8 Disaster Management Strategic Policy Statement
5.7 Coastal Hazards Adaptation Plan
1.9 Disaster Management Guiding Principles
5.8 Disaster Risk Reduction
1.10 IGEM Emergency Management Assurance
Framework
Section 6: Preparation 6.1 LDMG Preparedness & Capacity Building
6.2 Community Preparedness & Capacity Building
Section 2: Local Disaster 2.1 Role & Responsibilities of Noosa Council
Management Group (LDMG) 6.3 Noosa Emergency Action Guide
2.2 Establishment of LDMG
6.4 Disaster Dashboard + Noosa ALERT
2.3 Functions of the LDMG
6.5 Insurance
2.4 Business & Meetings of the LDMG
2.5 LDMG Operational Decision-Making Capability
Section 7: Response 7.1 Initial Response
2.6 Core Member & Advisory Roles and
7.2 Activation of LDMG
Responsibilities of the LDMG
7.3 Activation Criteria
2.7 Authority of LDMG Core Members & Advisors
7.4 Activation of Field Command Centre
2.8 Structure of the LDMG
7.5 Activation of LDMP and Sub Plans
2.9 Training & Exercises
7.6 Notification Process + Flowchart
2.10 Post Event Processes
7.7 Activation Levels
2.11 Continuous Improvement
7.8 Response Priorities
Section 3: Community Profile 3.1 Community Profile - Noosa 7.9 Response Principles
3.2 Environment 7.10 Disaster Declaration
3.3 Human-Social 7.11 Guardian Information Management System
3.4 Economy 7.12 Activation of the Local Disaster Coordination
Centre
3.5 Infrastructure & Essential Services
Noosa Council | 2023 Local Disaster Management Plan 2
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Section 8: Recovery Strategy 8.1 Definition of Recovery
8.2 Context for Recovery
8.3 Appointment of Local Recovery Coordinator
8.4 Activation of LDMG Recovery Group
8.5 LDMG Recovery Group Chairperson
8.6 Recovery Group Membership
8.7 Functional Lines of Recovery
8.8 Recovery Subgroups
8.9 Proposed Recovery Subgroup Membership
8.10 National Principles
8.11 Queensland Government Roles and Responsibilities
8.12 Recovery Phases
8.13 Monitoring & Evaluating Framework
8.14 Communications & Reporting
8.15 Finance
8.16 Event Specific Recovery Plan
8.17 Recovery Hubs
Noosa Council | 2023 Local Disaster Management Plan 3
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About this Plan
ldmp overview
Noosa Council | 2023 Local Disaster Management Plan 4
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Noosa Council respectfully acknowledges the Kabi Kabi /
Gubbi Gubbi People, traditional custodians of the lands and
waters that form the region we call Noosa. Council pays
respects to elders’ past, present and future and welcomes
the ongoing role that Indigenous people play within the
Noosa community.
Noosa Council | 2023 Local Disaster Management Plan 5
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Queenslanders are faced with responding to and Residents need to play their part. This means talking
recovering from disasters that test both individual with family, friends and staff about what you would
and community resilience every year. Cyclones, do in an emergency. It means developing your
floods, fires and other natural hazard events do not own emergency plans and ensuring you have an
respect local government boundaries and adequate emergency kit and essential supplies at the ready and
warning time is not always available. No community taking steps to manage vegetation and drainage on
is immune from disasters and whilst such events your property. Effective disaster management requires
are relatively infrequent in the Noosa Shire, their a collaborative approach with responsibilities shared
potential to significantly disrupt social, economic and by individuals, families, communities, businesses and
environmental systems as well as our infrastructure, all levels of government.
highlights the importance of being prepared
and having effective and coordinated disaster This LDMP adopts an all-hazards approach and
management arrangements in place. is built on good practice using the prevention,
preparation, response and recovery (PPRR)
When disasters occur, each local government in comprehensive approach to disaster management.
Queensland has primary responsibility for managing The plan aims to provide the Noosa community and
disaster events within their geographical boundaries. member agencies of the LDMG with a robust multi-
This Local Disaster Management Plan (LDMP) agency framework to ensure there is an effective
has been prepared by the Noosa Local Disaster and coordinated response to a disaster event, and
Management Group (LDMG) on behalf of Noosa to facilitate a speedy return to a safe and secure
Council. environment as soon as possible after that event. It
is a dynamic, risk-based document that is subject to
The plan’s primary focus is to ensure the safety continuous review, ensuring its content reflects current
of our community. It aims to preserve life, prevent legislation, the region’s risk and demographic profile,
injury, mitigate property damage, and to protect our and learning from disaster events both within and
Mayor Clare Stewart environment. outside of our region.
Chair, Noosa Local Disaster
Management Group (LDMG) This plan has been designed with two primary goals Experts suggest that ongoing climate change may
in mind. The first goal is to provide a contemporary, increase the severity of natural disasters. It is therefore
succinct and useable disaster plan for the essential that Noosa is well prepared and resilient for
communities of the Noosa Shire. The plan provides future impacts. Regardless of what the future holds, it
an insight into the demographic profile, infrastructure always pays to prepare for the worst and hope for the
and hazards and risks of the coastal and hinterland best.
suburbs to inform local disaster prevention,
preparation, response and recovery processes. The I would like to thank all the volunteers, emergency
second goal is to ensure that Noosa Council can services personnel and Council staff who work
meet its legislative obligations under the Disaster tirelessly during all phases of disaster to help keep
Management Act 2003 and the Disaster Management our community safe. Their efforts are essential to the
Regulation 2014. effective implementation of our LDMP.
It is recognised that all of us need to be resilient I would also like to thank the community for their
in the face of disaster. It is unrealistic to expect assistance, support and continued resilience. We are
one community, one organisation, or one level of all in this together.
government to be able to respond and recover
effectively from the magnitude of such events.
Foreword
Noosa Council | 2023 Local Disaster Management Plan 6
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Administration +
Governance
Section One
Noosa Council | 2023 Local Disaster Management Plan 7
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Section 1.1
Endorsement This Local Disaster Management Plan was endorsed by the
Noosa Local Disaster Management Group on 17 February 2023
and recommended for adoption by Noosa Council.
Mayor Clare Stewart
Chair, Noosa Local Disaster Management Group
17 February 2023
In accordance with a resolution on XX October 2023 this
Local Disaster Management Plan was adopted and is
endorsed for distribution by Noosa Council.
Larry Sengstock
Chief Executive Officer (Acting)
Noosa Council
Date: XX October 2023
Noosa Council | 2023 Local Disaster Management Plan 8
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Section 1.2
Glossary of Terms
A Disaster Management glossary of terms and The following acronyms and initialisms are not
acronyms is published as part of the Prevention contained in the links above but are used by Noosa
Preparedness, Response and Recovery Disaster Council in their disaster management arrangements:
Management Guideline.
A Disaster Management Lexicon is also provided
by the Office of the Inspector General Emergency
Management (IGEM).
Acronyms & Initialisms - Table 1
Acronym/Initialism Meaning
AEMI Australian Emergency Management Institute
AIIMS Australasian Inter-service Incident Management System
CDO Counter Disaster Operations
DRFA Disaster Recovery Funding Arrangements (formerly known as NDRRA)
EAP (Dam) Emergency Action Plan
GIS Geographic Information System
IMT Incident Management Team
LGA Local Government Area
QDMA Queensland Disaster Management Arrangements
RFB Rural Fire Brigade – QFES
RFS Rural Fire Service – QFES
SCHHS Sunshine Coast Hospital and Health Service
SMEACS Situation, Mission, Execution, Administration, Coordination, Safety
IGEM Inspector General Emergency Management
Noosa Council | 2023 Local Disaster Management Plan 9
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Section 1.3
Document Control
1.3.1 Amendment Control
This LDMP is a controlled document. The controlled
copy is held by the LDMG Local Disaster Coordinator
(LDC). The LDC may approve inconsequential
amendments to the LDMP. Any changes to the intent
of the document must be endorsed by the LDMG and
adopted by Noosa Council. The plan is intended to be
a ‘live’ document. All suggested amendments should
be forwarded to:
Disaster Management Officer
Noosa Council
PO Box 141
Tewantin, QLD 4565
Email: [email protected]
1.3.2 Record of Amendments
Issue Date Version Outline of Revisions Prepared By
19/10/2017 Noosa LDMP 2018 V1 adopted by Noosa
Council
##/02/2023 Noosa LDMP 2023 V2 adopted by Noosa
Council
Noosa Council | 2023 Local Disaster Management Plan 10
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Section 1.3
Document Control
1.3.3 Review Requirements 1.3.4 Distribution
Noosa Council must review the effectiveness of this The level of circulation of the LDMP and all Sub Plans
LDMP at least once a year. In addition, Noosa Council will be determined by the LDMG. As a minimum this
may review or renew the Plan whenever they consider will include all core members and advisors of the
it appropriate. The LDMP and associated Sub Plans LDMG and the District Disaster Coordinator (DDC).
will be reviewed following any activation of the plans Other key stakeholders will be determined by Noosa
or following any exercises to test the effectiveness of Council.
the plans.
In accordance with section 60 of the Act, the LDMP is
This LDMP will be subject to the external annual available to the public on the Noosa Council website.
assessment process developed by the Office of Alternatively hard copies may be viewed at Noosa
the IGEM in accordance with section 16C(b) of the Council Customer Service Centres and Libraries.
Disaster Management Act 2003 (the Act).
Noosa Council | 2023 Local Disaster Management Plan 11
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Section 1.4
Authority to Plan
The Disaster Management Act 2003 (the Act) and This LDMP is consistent with Queensland’s Disaster
the Disaster Management Regulation 2014 (the Management Standard and PPRR Disaster
Regulation) forms the legislative basis for disaster Management Guideline.
management within all levels of government and
Queensland’s Disaster Management Arrangements The authorising environment for disaster
(QDMA). management documents is detailed in Figure 1 below.
The preparation of this LDMP and all associated
Sub Plans has been undertaken in accordance with
sections 57 and 58 of the Act, to provide for effective
disaster management in the Noosa Council area.
Figure 1: Disaster Management Authorising Environment
Noosa Council | 2023 Local Disaster Management Plan 12
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Section 1.5
Aim and Objectives The overall aim of this LDMP is to detail the arrangements that
prevent, where possible, or minimise the impact of disasters or
major emergencies, on communities of the Noosa Council area.
The primary focus is to preserve life and ensure the safety and
welfare of our community as well as other people who may work
in, or visit, our region. The key objectives are to:
• Provide a framework for the implementation of • Plan for those hazards to preserve human life,
effective disaster management strategies and protect critical infrastructure and property,
arrangements across the four phases of PPRR protect livelihoods and the economy and
within the Noosa Council area safeguard the environment
• Describe the disaster management structure • Provide practical information to build
for the LDMG, the member organisations community resilience and better assist the
and their role and responsibilities for the community in preparing for, responding to and
coordination of multi-agency responses recovering from disaster events.
• Understand the likely effects of natural and
non-natural hazards that may impact the
community, infrastructure, economy and
environment of the area
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Section 1.6
Structure of the LDMP
1.6.1 LDMP 1.6.4 Community Plans
The LDMP is an overarching document that details Various community organisations, local business
the structure, management arrangements and groups and others have a responsibility to prepare
governance provisions which underpin the process disaster, emergency and business continuity plans
of disaster management in the Noosa Council and strategies for particular high-risk localities and
area. It provides an overview of the arrangements demographic groups within the Noosa Shire.
in place for dealing with disasters and sets out the
role of the LDMG and the community from the initial A community profile has been developed for each
notification through the various stages of response suburb of Noosa identifying the demographics,
and recovery until the disaster event is finalised. The hazards and critical infrastructure specific to each
LDMP is designed to be flexible so it can be adapted community.
to any disaster event affecting the region to ensure an
integrated, coordinated and timely response. Some communities such as Noosa North Shore,
Pomona and Boreen Point that may become isolated
during flood or fire events have specific community
disaster plans for their locality that are developed by
1.6.2 LDMP Sub Plans the community with guidance and approved by the
Noosa LDMG.
The LDMP is complemented by a number of Sub
Plans which are designed to expand on information
The LDMG also works with organisations that care for
contained in the LDMP by providing detailed
vulnerable sectors of the community and with tourism
information for the activation and operation of key
operators and businesses to ensure that visitors to the
capabilities. Sub Plans are designed to integrate
region are well informed in the event of a disaster.
seamlessly with the LDMP but can be used on a
stand-alone basis as required. The following Sub
Plans exist:
1.6.5 Operational Plans
• Activation of the Local Disaster Coordination
Centre (LDCC) Operational plans are plans developed and utilised
• Financial Management during the response and recovery phases. Examples
• Public Information & Warnings include the Event Action Plan and event-specific
• Logistics Recovery Plan.
• Evacuation
• Public Health and Environment.
1.6.6 Business Continuity Plans (BCPs)
Each member and advisory agency of the LDMG is
1.6.3 Hazard Specific Plans
responsible for maintaining an effective BCP. This will
Hazard specific disaster plans are developed by ensure they can continue their critical service functions
assigned lead agencies to address particular hazards. in the event of a disaster to provide coordination and
Examples of hazard specific plans for the LDMG emergency support to the local community.
include:
• Lake MacDonald Dam Emergency Action Plan
(EAP)
• Pandemic Plan
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Section 1.7
Queensland’s Disaster Management Arrangements (QDMA)
QDMA is based on a tiered system of committees Group (LDMG) – refer Section 3. Noosa Council
at local government, disaster district, and state is ideally suited to manage disaster events at the
government levels and recognises that the community level, based on its understanding of local
Commonwealth Government may be requested to social, environmental and economic issues, and
provide support to the State. knowledge of the region’s infrastructure. During a
disaster, local government provides initial support to
Local level capability is recognised as the frontline the affected community until its resources are fully
of disaster management. Local government has committed. Additional support from the State, and
primary responsibility for managing events in their ultimately the Commonwealth is then requested if
local government area. This is achieved through the needed.
establishment of the Local Disaster Management Figure 2: Queensland Disaster Management Arrangements
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Section 1.8
Disaster Management This plan is consistent with the Disaster Management Strategic
Policy Statement which informs the Queensland Government’s
Strategic Policy Statement
strategic approach to keeping people safe and making
communities more resilient to disaster risks and impacts.
The LDMG takes a flexible and scalable approach to disaster
management which provides for the reduction of risk and the
enhancement of community resilience whilst ensuring effective
response and recovery capabilities.
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Section 1.9
Disaster Management
1.9.1 Comprehensive Approach 1.9.3 Local Disaster Management Capability
The comprehensive approach to disaster Local level capability is recognised as the frontline for
management comprises the four PPRR phases. This disaster management, primarily due to the benefits of
Guiding Principles
approach ensures a balance between the reduction localised knowledge and networks.
of risk and the enhancement of community resilience,
while ensuring effective response and recovery
capabilities.
The four phases of PPRR are not linear, nor are 1.9.4 Support by District and State Groups
they independent of the others. They overlap and
support each other as shown in Figure 3. For example, The Act establishes a District Disaster Management
recovery activities are likely to begin during the Group (DDMG) for each of the 22 districts in
response phase and mitigation strategies may be Queensland, to provide support when required or
considered during the recovery phase. requested by a LDMG. The Noosa LDMG is located
in the Sunshine Coast Disaster District. A District
Disaster Management Plan is available.
The Queensland Disaster Management Committee
(QDMC) can provide additional support and
assistance when required or requested by a DDMG.
The State Disaster Management Plan (SDMP)
provides a framework for response and recovery
operations.
Figure 3: Comprehensive Approach
to Disaster Management
1.9.2 All-Hazards Approach
In accordance with section 4A(b) of the Act, all The all-hazards approach assumes that the functions
events, whether natural or caused by human activity, and activities used to manage one event are likely to
be applicable to a range of events, whether natural or
should be managed in accordance with the Strategic caused by human activity.
Policy Statement, the State Disaster Management
Plan (SDMP) and any relevant disaster management
guidelines. The Act identifies four key principles which
guide disaster management in Queensland:
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Section 1.10
IGEM Emergency Part 1A of the Act establishes the IGEM and Office of the
IGEM. The priority for the Office of the IGEM is to facilitate
Management Assurance
improvements to Queensland’s disaster management
arrangements to enable confidence in the system and enhance
public safety outcomes. The functions of the Office of the IGEM
Framework are detailed in section 16C of the Act.
The Emergency Management Assurance Framework (EMAF),
developed by the Office of the IGEM, in partnership with disaster
management practitioners, provides the foundation for guiding
and supporting the continuous improvement of entities’ programs
across all phases of disaster management. The EMAF is
underpinned by four supporting principles:
• Leadership
• Public Safety
• Partnership
• Performance
The EMAF also provides the structure and mechanism
for reviewing and assessing the effectiveness of disaster
management arrangements. The EMAF comprises Principles, the
Standard for Disaster Management in Queensland (the Standard)
and Assurance Activities.
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Section 1.11
Linkages to Noosa Council Strategic linkages to Disaster Management are included in the
Noosa Council Corporate Plan 2023-2038 under Theme 2: The
Corporate Plan
Noosa Community which indicates the key focus area for 2017-
22 is to maintain the ability to respond to disaster events (LDMP).
The 20-year goal is for Council and the Noosa community to be
resilient in the face of emergencies and disaster events.
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Local Disaster
Management Group
(LDMG)
Section two
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Section 2.1
Role & Responsibilities The Act details a range of functions and responsibilities for local
government to ensure that it meets its statutory obligations.
of Noosa Council
Section 80 of the Act requires local government to undertake the
following functions:
• To ensure it has a disaster response capability
• To approve its LDMP
• To ensure information about an event or a disaster in its area
is promptly given to the DDC for the district in which its area is
situated
• To perform other functions given to the local government
under the Act.
In accordance with section 80 of the Act, a ‘disaster response
capability’ for local government means the ability to provide
equipment and a suitable number of persons, using the resources
available, to effectively manage or help another entity to manage
an emergency situation or a disaster in the local government
area. To ensure this can be achieved, all Noosa Council services
have designated responsibilities in disaster management which
reflect their legislated and / or technical capability.
In addition to these functions, section 29 of the Act specifies
that local government must establish a LDMG for the local
government’s area.
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Section 2.2
Establishment of LDMG
LDMGs are established under section 29 of the Act by
local governments to support and coordinate disaster
management activities for their respective LGAs. A
Terms of Reference is available. LDMG responsibilities
are outlined in Manual M.1.030.
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Section 2.3
Functions of the LDMG The following functions of the LDMG are prescribed under
section 30 of the Act:
• To ensure that disaster management and • To provide reports and make
disaster operations in the area are consistent recommendations to the relevant district
with the State group’s strategic policy group about matters relating to disaster
framework for disaster management for the operations
State • To identify, and coordinate the use of,
• To develop effective disaster management, resources that may be used for disaster
and regularly review and assess the disaster operations in the area
management plan • To establish and review communications
• To help the local government for its area to systems in the group, and with the relevant
prepare a local disaster management plan district group and other local groups in the
• To identify, and provide advice to the relevant disaster district of the relevant district group,
district group about, support services required for use when a disaster happens
by the local group to facilitate disaster • To ensure information about a disaster in the
management and disaster operations in the area is promptly given to the relevant district
area group
• To ensure the community is aware of ways of • To perform other functions given to the group
mitigating the adverse effects of an event, and under the Act
preparing for, responding to and recovering • To perform a function incidental to a function
from a disaster mentioned in paragraphs in the points listed
• To manage disaster operations in the area above.
under policies and procedures decided by the
State group
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Section 2.4
Business & Meetings
of the LDMG
In accordance with section 38 of the Act, the LDMG
will conduct its business, including meetings as
prescribed by the Regulation. Ordinary meetings are
scheduled every three (3) months and extraordinary
meetings are convened as required. Quorum (50% +1
of membership) must be achieved for decisions of the
LDMG to be valid.
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Section 2.5
LDMG Operational Decision The LDMG Chair and LDC are authorised to make initial
operational response coordination decisions on behalf of the
- Making Capability
full LDMG to initiate the disaster management arrangements
and whilst acting in accordance with LDMG approved plans and
procedures. In the absence of the LDMG Chair, the Deputy Chair
has clear authority to make initial operational response decisions.
The Chair and LDC have an exclusively operational response
coordination function, which will not, at any time, replace the
policy decision-making role of the core LDMG members.
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Section 2.6
Core Member & Advisory
The following table details the membership and notice is provided to the DDMG. If membership of the
responsibilities of the LDMG as appointed in Chair or LDC changes, notice is to be provided to the
accordance with Sections 33 and 34 of the Act. All SDCC.
members have the necessary expertise or experience
Roles and Responsibilities to assist the group undertake and meet its legislative
requirements. Membership of the group includes any
person acting in the capacity of an appointed member
Membership and contact details for each member
is maintained in the restricted LDMG Emergency
Contact List in Guardian IMS.
of the LDMG
using a DM13 form. All members will nominate one or
more deputies in advance to ensure continuity and full
agency representation. When membership changes,
Agency Position Status Responsibilities
Noosa Council LDMG Chair – Mayor Member • Chair LDMG meetings and to provide the primary link between the LDMG and Council
• To manage and coordinate the business of the group, to ensure, as far as practicable, that the group performs, its functions, to report
regularly to the relevant district group, and the chief executive of the department, about the performance by the LDMG of its functions.
LDMG Deputy Chair – Councillor Member • Provide advice and support to the Chair and LDMG
• Chair LDMG Meetings in the absence of the Chair
• Provide a link between the LDMG and Council
• Chair the LDMG Recovery Group.
Local Disaster Coordinator – Director Member • Coordinate disaster operations for the LDMG, report regularly to the LDMG about disaster operations, to ensure, as far as practicable, that
Infrastructure Services any strategic decisions of the LDMG about disaster operations are implemented.
• Provide advice and support to the Chair and LDMG
• Activate the LDMP and LDCC when required.
• Represent Noosa LDMG at the Sunshine Coast DDMG.
Deputy Local Disaster Coordinator – Member • To undertake the functions of the LDC in the LDC’s absence.
Civil & Asset Operations Manager • Provide advice and support to the Chair, LDC and LDMG.
Local Recovery Coordinator - Director Member • To undertake the functions of the LRC
Community Services / Community • Lead and coordinate recovery operations reporting regularly to the Local Recovery Group about recovery operations, to ensure, as far as
Development Manager practicable, that any strategic decisions of the LDMG about recovery operations are implemented
• Provide advice and support to the Chair and LDMG.
• To activate the Recovery Group and develop an event specific recovery plan when required.
Chief Executive Officer (CEO) Member • Provide a link between the LDMG and Council
Disaster Management Officer (DMO) Advisor • Support to the LDC & Chair
Administration and Disaster Mgmt. Advisor • Support to the DMO, LDC & Chair
Support Officer
Public Information Officer – Advisor • Preparation and dissemination of public information and warnings during an event
Communications & Community • Responsibilities identified in Public Information and Warnings Plan.
Engagement Manager
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Section 2.6
Noosa Council Coordination / Emergency Operations Advisor • Response and recovery of Council operational assets
Team – Civil & Assets Operations
Manager
Community Health Officer – Waste & Advisor • Community health during activation for response and recovery.
Environmental Health Manager
Information Technology – ICT Manager Advisor • IT support to the LDMG
Queensland Officer in Charge (Noosa) Member • Refer to pg. 89 of the State Disaster Management Plan
Ambulance • Liaison between the agency and the LDMG.
Service (QAS)
Queensland Fire Station Officer (Noosa) FRS Member • Refer to pg. 90 and 91 of the State Disaster Management Plan
& Emergency • Liaison between the agency and the LDMG.
Services (QFES)
Inspector (Gympie / Noosa Command) Member
Local Controller SES (Noosa) Member
Emergency Management Coordinator Member
(EMC)
Queensland Police Officer in Charge (Noosa) Member • Refer to pg. 94 of the State Disaster Management Plan
Service (QPS) • Liaison between the agency and the LDMG.
District Disaster Management Group Member • Liaison between the DDMG and the LDMG
(DDMG) – Executive Officer • Provide advice and support to the Chair and LDMG
Queensland Department of Communities, Digital Member • Refer to pg. 74 of the State Disaster Management Plan
Government Housing & Economy – Manager • Liaison between agency and the LDMG
Departments Programs Support
Department of Environment & Science Member • Refer to page 76 of the State Disaster Management Plan.
(QPWS) – Senior Ranger • Liaison between agency and the LDMG.
Department of Education Advisor • Refer to pg. 75 of the State Disaster Management Plan.
• Liaison between agency and the LDMG.
Department of Transport & Main Roads Advisor • Refer to page 87 of the State Disaster Management Plan.
– Principal Project Officer • Liaison between agency and the LDMG.
Queensland Reconstruction Authority Advisor • Refer to pg. 95 of the State Disaster Management Plan.
(QRA) • Liaison between agency and the LDMG.
Australian Red Advisor • Liaison between the agency and the LDMG.
Cross • Liaison in relation to evacuation centres, community support, recovery and other Red Cross services.
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Section 2.6
Energex Network Performance Officer Member • Primary agency for providing, maintaining and restoring power supplies
(Sunshine Coast) • Provide advice to the LDMG on power supply issues
• Provide safety information to consumers
• Liaison between the agency and the LDMG.
NBN Co Regional Manager Advisor • Liaison between the agency and the LDMG in relation to the national broadband network.
Ramsay Health Noosa Hospital - Director Emergency Advisor • Liaison between agency and the LDMG.
Care Medicine
SeqWater Coordinator Incident & Security Advisor • Refer to pg. 99 of the State Disaster Management Plan.
Management • Primary agency for sourcing, treating and supplying bulk drinking water.
• Liaison between the agency and the LDMG in relation to Lake MacDonald Dam.
State MP Local Member of Parliament Advisor • People’s representative
Surf Lifesaving Regional Manager Advisor • Refer to pg. 101 of the State Disaster Management Plan.
Queensland • Liaison between agency and the LDMG.
Telstra Area Sales Manager Advisor • Primary agency for the management and maintenance of the telecommunications network across all providers
• Liaison between agency and the LDMG.
Tourism Noosa General Manager Advisor • Industry advisor
Unitywater Planned Services Manager Advisor • Liaison between the agency and the LDMG in relation to water supply and sewage treatment services.
Volunteer Commander (Noosa) Advisor • Liaison between the agency and the LDMG.
Coastguard • Liaison in relation to marine search and rescue and other volunteer coastguard support.
Wireless Institute Volunteer Representative Advisor • Liaison between the agency and the LDMG in relation to emergency radio communications.
Civil Emergency
Network (WICEN)
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Section 2.7
Authority of LDMG Core The core members and advisors of the LDMG should have:
Members & Advisors
• The authority to commit their respective organisation to the
LDMG’s decisions
• The ability to effectively navigate their respective
organisations to seek approval for the commitment of their
organisation resources
• A sound understanding of the QDMA and this LDMP.
Only member votes count towards quorum.
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Section 2.8
Structure of the LDMG
2.8.1 LDMG Recovery Group & Subgroups
A single overarching Recovery Group may be formed.
Alternatively, the LDMG Recovery Group may decide
to activate one or more of its Recovery Subgroups as
follows:
Human-Social Recovery Subgroup
The key function is to address the human-social
recovery aspects of a disaster. In Noosa, this is
achieved through the Northern Social Services
Network. A Terms of Reference is available.
Economic Subgroup
The key function is to address the economic recovery
aspects of a disaster. A Terms of Reference is
available.
Environmental Recovery Subgroup
The structure of the Noosa LDMG is depicted below. The Chair The key function is to address the environmental
of the LDMG may establish additional temporary or permanent recovery aspects of a disaster. A Terms of Reference
is available.
subgroups to manage the business of the LDMG.
Infrastructure Recovery Subgroup
The key function is to address the infrastructure
recovery aspects of a disaster. A Terms of Reference
is available.
Noosa Local Disaster
LDMG Recovery Group
Management Group (LDMG)
Human-Social Economic Environmental Infrastructure
Recovery Subgroup Recovery Subgroup Recovery Subgroup Recovery Subgroup
Figure 4: Structure of the Noosa LDMG
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Section 2.9
Training & Exercises In an effort to provide an effective training program, the LDMG
works closely with QFES to provide a coordinated program of
training from the Queensland Disaster Management Training
Framework (QDMTF).
The QDMTF outlines the core training courses and inductions
relevant to the key disaster management stakeholders to support
the effective performance of their role. Exercises will be used to
help review the effectiveness of the LDMP. Exercises can take
many forms from simple discussion type exercises to full scale
functional operations.
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Section 2.10
Post Event Processes Following any exercise or disaster event that impacts the region,
a post disaster assessment will be undertaken by the LDMG. This
assessment will consist of “hot” and “post event” debriefs and
will culminate in the development of a post event assessment
report. This report should clearly articulate any actions,
processes, equipment, or systems that worked well during an
event as well as suggest recommendations for improvement.
Recommendations for improvement identified in post event
assessment reports will be tabled for discussion by the LDMG.
Any issue that is identified and not able to be resolved at a local
level, will need to be referred to the Sunshine Coast District
Disaster Management Group for advice or resolution. All post
disaster review reports will be forwarded to the DDC as part of
standard operating procedure.
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Section 2.11
Continuous Improvement The LDMG is committed to the practice of continuous
improvement which involves disaster management processes
and arrangements being regularly evaluated and improved to
ensure they remain relevant, efficient, effective, and flexible.
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Community Profile
Section three
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Section 3.1
Community Profile - Noosa This section provides an understanding of the community profile
which is critical for managing disaster risks. Understanding of
community profile along with natural hazard risks enhances the
development of robust disaster management plans, helping to
reduce the impact of disasters on the community.
Figure 5: Noosa Shire Topography
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Section 3.2
Environment
3.2.1 Geography 3.2.3 Landscape
Noosa Shire is in south-east Queensland, Noosa Shire encompasses a range of landscape
approximately 120 kilometres north of the Brisbane types including beaches, sand dunes, river systems,
CBD. wetlands, heath plains, woodlands, rainforests and
ranges.
Noosa Shire is bounded by the Gympie Regional
Council area in the north and west, the Coral Sea in The Noosa River and its tributaries flow to the east
the east, and the Sunshine Coast Council area in the and the Mary River and its tributaries including Six Mile
south. Creek flow to the north.
The Noosa Council local government area (LGA) Much of the native vegetation of the region has been
encompasses a total land area of 869.9 km2. removed or greatly modified, and the main forms
Noosa Council’s office is located at 9 Pelican Street, of native vegetation that remain include tall open
Tewantin. eucalypt forests along the western borders and
remnants of melaleuca forest and open heaths along
the coast.
3.2.2 Climate & Weather
Some 28,655 hectares of the Noosa Shire is
The region has a mild sub-tropical coastal climate. considered to have outstanding environmental,
Temperatures in summer averages a minimum of biodiversity and natural history values and is managed
17°C and a maximum of 28°C and in winter from 7°C primarily for conservation. This constitutes almost
through to a maximum of 22°C. The highest summer one third of the Noosa local government area. A
temperature of 38.7°C was recorded in 2002 and further 30,653 hectares of land is predominantly
2008, and the lowest winter temperature of minus undeveloped and sustainably managed through
2.8°C was recorded at Tewantin in 1901. The recorded voluntary agreements such as Land for Wildlife. There
rainfall average on the coast is approximately 1610 are 267.6km2 of protected parks, forests and reserves
mm per annum and the highest rainfall occurs from within the Noosa Shire.
December to May.
Figure 6: Noosa Locality Map Figure 6: Noosa Locality Map
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Section 3.3
Human-Social
3.3.1 Population 3.3.3 Families, Households & Dwellings
The 2021 Census determined the resident population The median age in the region was 50 years old, Data obtained from the 2021 Census indicates there 29.1% in Queensland and 31% in Australia. A further
of the Noosa Council LGA is 56,298 with a density of compared with 37.8 years old as the median age for are 16,091 families in Noosa. Of these, 51.4% are 31.1% of Noosa Council households were purchasing
65.13 people per square metre. Population growth Queensland. Children aged 0-14 years made up 14.8% couple families with no children, 34.2% are couple their house with a mortgage. The median monthly
assumptions indicate the population could grow to of the population, people aged 65 years and over families with children, 13.6% identified as one parent mortgage repayment in the region was $1,900, higher
64,999 people by 2041. made up 25% of the population and the remaining families and 0.7% as other families. than the Queensland median monthly repayment of
60.2% of the population were aged between 15 and $1,733.
Some 60% of the Shire’s population lives in the coastal 64 years old. The largest represented age group At the 2016 Census, there were 21,847 occupied
urban communities of the south-eastern corner of the was those between 60 and 64 years old. Like many private dwellings in the Noosa Council area. Of At the 2021 Census, 20.9% of Noosa Council area
Shire, between Peregian Beach and Tewantin. The other coastal communities in Queensland, the these, 79.5% were separate, detached houses, 12% households were renting, with a median weekly rent of
largest hinterland towns are Cooroy, Pomona and Noosa community has an ageing population. As at were semi-detached row, terrace or town houses, $460. This is significantly higher than the $305 weekly
Cooran which are located along the railway corridor. December 2021, there were 7,825 recipients of the 7.8% were flats, units or apartments and 0.3% were median rent for Queensland. The communities that
age pension in the Noosa LGA. The two communities other dwellings such as caravans, tents and sheds. have the highest rental percentages are Sunshine
Other centres of population are Boreen Point, Federal with higher percentages of population over the age of The Noosa Council area had a comparatively high Beach (37.1%), Sunrise Beach (30.5%), Noosa Heads
and Kin Kin and smaller clusters of rural residential 65 are Noosaville (35.4%) and Noosa Heads (30.5%). proportion of home ownership with 43.7% of occupied (29.3%) and Tewantin (28.2%)
settlement also occur throughout the hinterland. Therefore, these areas may need extra assistance in private dwellings owned outright, compared with
evacuating and recovering.
At the 2021 census, 48.6 of the LGA resident
population identified as male and 51.4% as female.
3.3.4 Socioeconomic Disadvantage
The Australian Bureau of Statistics Socio-Economic disadvantage in the population when compared with
3.3.2 Cultural Diversity Indexes for Areas (SEIFA) 2016 by LGA includes the other areas.
Index of Relative Socio-economic Disadvantage,
The Traditional Owners and original custodians of At the 2021 Census, 88.5% of households spoke only (IRSD) which is an index that summarises the relative In 2016, the Noosa Council area received a relative
the lands of the Noosa Shire Council area, are the English at home. There were 7.9% of households disadvantage of people and households within an disadvantage score of 1,014. This was the lowest level
Kabi Kabi / Gubbi Gubbi people. At the 2016 Census, where a non-English language is used. The top five area. The IRSD considers a range of economic and of disadvantage in the Sunshine Coast region. When
1.7% of the population of the Noosa Shire identified as non-English languages spoken at home for the total social condition variables to determine an area’s compared to all of Australia’s suburbs and localities,
being of Aboriginal or Torres Strait Islander descent. population of Noosa LGA were German (0.7%), French relative disadvantage score. Indicators which are this score placed Noosa Shire in the 53rd percentile,
(0.6%), Portuguese (0.6%), Spanish (0.5%) and Italian considered include the percentage of population who meaning that 53% of Australia’s communities are
At the 2021 Census, 71.2% of people indicated they (0.4%). are on low income, unemployed, without internet, have more disadvantaged than the Noosa Shire, while 47%
were born in Australia. The most common other no/low educational attainment, undertake low skilled are considered to have a lower level of disadvantage
countries of birth were England 7.5%, New Zealand employment, have health conditions, no personal than Noosa. The percentage of persons in Noosa in
4%, South Africa 1.1%, Germany 0.9% and the USA transport, poor English, or are one parent families. A the most disadvantaged quintile was 5.8% with 12.6%
0.8%. low score is indicative of a relatively greater general in the least disadvantaged quintile.
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Section 3.3
Human-Social
3.3.5 Access to Motor Vehicles
Within Noosa 3.5% of people do not have access to percentages of dwellings without access to motor
a motor vehicle which is lower than the state average vehicles are Noosaville and Tewantin (6%). Therefore,
of 5.7%. The two communities with areas of very high these areas may need extra assistance in evacuating.
3.3.6 Vulnerable Persons
The Noosa Council area includes people who may be • Hibiscus Noosa Outlook – 71 St Andrews Drive,
highly vulnerable to the impacts of disasters. At the Tewantin
2021 Census, 29.6% of the population identified as • Laguna Estate – 21 Lake Weyba Drive, Noosaville
experiencing one or more long term health conditions. • Southern Cross Noosa Waters – 39 Lake Weyba
As at December 2021, there were 1,598 recipients Drive, Noosaville
of the disability support pension in the Noosa Shire. • Riverlands Retirement Village – 139 Moorondil
The Department of Communities, Child Safety and Street, Tewantin
Disability Services provides disability services, • Palm Lake Resort - 19 Trading Post Road, Cooroy
support and facilities to people with a disability and
their carers living in Noosa. Additional facilities are currently in approval and / or
construction stage. Aged care facilities in the region
Wesley Care Tewantin is a specialist disability are generally well connected and resilient and have
accommodation option that provides space for up to robust business continuity plans in place.
six people. At the time of the 2016 Census, 110 people in the
Noosa LGA were considered homeless.
There are five aged care facilities located across the Within all communities, for any number of reasons,
region: members may be, or become, vulnerable for shorter
or longer terms. Such reasons include a reliance
• Carramar – 186 Cooroy Noosa Road, Tewantin on mechanical life support systems (e.g. dialysis,
• Kabara – 120 Topaz Street, Cooroy ventilators), a culturally or linguistically diverse
• Ozcare – 80 Cooyar Street, Noosa Heads background, isolation, little social support or high
• Calvary – 119 Moorindil Street, Tewantin levels of socio-economic disadvantage, visitors to
• Arcare – Goodchap Street / Val Crescent, the region, or chronic or acute health conditions. In
Tewantin 2017-2018 the Australian Bureau of Statistics found
just under half of Australians had one or more chronic
In addition, there are six retirement villages: health conditions and 1 in 5 reported having a mental
or behavioural condition (ABS, 2017-2018).
• Noosa Domain – 35 Walter Hay Drive, Noosaville
3.3.7 Community Preparedness & Capacity
Notwithstanding the limitations of a small percentage There is a relatively low percentage of new residents
of the populace, the community is essentially regarded within Noosa (16.5% moved in the last year and 44.8%
as having the capacity to respond to and recover in the last five years) which is more or less consistent
from most hazard situations. Pragmatic and practical with Queensland averages.
values in the community engender a significant
degree of self-reliance, which brings stability,
capability and sustainability.
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Section 3.3
Human-Social
3.3.8 Emergency Services
There is a solid base of emergency service response
capacity spread across the region, as listed below:
Table 1: Noosa-based emergency services
Emergency Services Locations
Queensland Police Service QPS stations are located at Pomona, Cooroy and Noosa Heads.
(QPS)
Queensland Ambulance Service QAS stations are located at Pomona, Cooroy, Tewantin and Noosa
(QAS) Heads.
Queensland Fire & Emergency Fire & Rescue stations located at Cooran, Pomona, Cooroy, Tewantin
Services (QFES) – Fire & Rescue and Noosa Heads.
Queensland Fire & Emergency Rural Fire Brigades located at Black Mountain, Boreen Point, Kin Kin,
Services (QFES) – Rural Fire Teewah, Noosa North Shore and Tinbeerwah.
Queensland Fire & Emergency SES units are located at Tewantin, Cooroy, Pomona and Boreen Point.
Services (QFES) –
State Emergency Service
Coastguard Volunteer squadron (Noosa)
QF6 Flotilla (Munna Point, Noosaville)
Surf Life Saving Clubs are located at Noosa Heads, Sunshine Beach and Peregian
Beach.
3.3.9 Medical Facilities
The Sunshine Coast Hospital and Health Service • Maleny Soldiers Memorial Hospital
(SCHHS) extends from Tin Can Bay and Glenwood
(34 km from Gympie) in the north, to Beerburrum in In addition to the public hospitals, the Noosa Hospital
the south. The Health Service operates five public is one of five private hospitals operating in the region.
hospitals: The others are Caloundra Private, Nambour Private,
Sunshine Coast Private and the Sunshine Coast
• Sunshine Coast University Hospital University Private.
• Nambour General Hospital
• Caloundra Health Service An overview of SCHHS can be found at:
• Gympie Hospital https://www.health.qld.gov.au/services/sunshinecoast
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