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OPERATIONAL PLAN 2024-25 Q3 QUARTERLY REPORTING (Referred from Services and Organisation Committee Meeting dated 10 June 2025 - Item 8.1) · Attachment 1 - Q3 Operational Plan Update
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Attachment 1 Noosa Council 2024-25 Operational Plan Quarterly Progress Report – Q 3 (1 January to 31 March 2025)
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Our Overall Progress for the Quarter:
The Operational Plan comprises 107 initiatives that are strategically aligned with the themes outlined in the Noosa Council Corporate Plan 2023–2028. Each
initiative contributes to Council’s overarching objectives and may represent either a long-term, staged effort aimed at achieving a broader vision—potentially
spanning multiple years—or a discrete project with clearly defined objectives and deliverables.
As of this reporting period, the majority of initiatives are progressing well. A total of 81 initiatives (76%) are either marked as ‘Completed’ or are currently ‘On
Track’ to be completed within the scheduled timeframe. Eighteen initiatives (17%) are experiencing a ‘Minor Disruption’, while 8 initiatives (7%) are facing a ‘Major
Disruption’.
Notably, there has been a marked improvement in the number of completed initiatives compared to the previous quarter, increasing from 7 to 17. While there has
also been a rise in the number of initiatives experiencing disruption—from 19 to 26—this is not unexpected at the mid-point of the operational plan cycle. As
projects reach maturity and move closer to completion, there is typically greater visibility into risks and challenges, which may result in an increase in identified
disruptions. This trend reflects both the natural progression of complex initiatives and Council's commitment to transparent and timely reporting.
Status Environment Liveability Prosperity Future Excellence Total
Complete 3 5 2 1 6 17
On Track 15 17 7 12 13 64
Minor Disruption 1 4 3 3 7 18
Major Disruption 2 1 0 0 5 8
Total 21 27 12 16 31 107
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18
16
14
12
10
8
6
4
2
0
Environment Liveability Prosperity Future Excellence
Complete On Track Minor Disruption Major Disruption
Comments:
The 2024–25 Operational Plan is both ambitious and comprehensive, incorporating numerous strategic initiatives aimed at advancing Council’s Corporate
Plan goals. However, several factors have affected the timely delivery of certain projects:
• Extended Consultation Periods:
Elevated levels of community interest and participation—particularly in relation to the Noosaville Foreshore Infrastructure Management Plan—have
resulted in longer-than-anticipated engagement processes. This has had a flow-on effect, delaying other initiatives such as the Destination
Management Plan and the Noosa River Catchment Management Plan.
• Resource Limitations:
Ongoing resourcing challenges continue to impact the delivery of key programs. Notable examples include delays in the implementation of the Eastern
Beaches Management Plan and constraints affecting elements of the Capital Works Program. These challenges are not uncommon in local
government, where finite staffing and budgetary resources must be balanced against an increasingly broad scope of responsibilities, rising community
expectations, and emerging priorities. As such, trade-offs are often required, and project timelines may be adjusted to reflect available capacity.
• Emerging Priorities and External Events:
The reprioritisation of resources to respond to unforeseen events has also influenced progress. During the reporting period, Council was required to
divert resources to support preparations for ex-Tropical Cyclone Alfred and respond to significant rainfall events in March 2025. These emergent
demands have temporarily shifted focus away from planned initiatives, placing additional pressure on operational capacity, particularly on the Capital
Works Program.
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• Workforce Capacity and Wellbeing:
The ability to deliver the Operational Plan is closely linked to workforce capability. Council continues to focus on strengthening project management
practices, improving employee engagement and wellbeing, and enhancing recruitment and retention strategies. These areas remain a priority for the
Leadership Team to ensure sustainable delivery of strategic and operational outcomes.
Theme 1: Environment – Q 3 Initiatives Progress
Highlights:
• Yurol Ringtail State Forest transition to National Park initiative has been completed well ahead of the original schedule. The change from State Forest
to protected area will result in permanent protection of this important corridor between Tewantin and Cooloola National Parks.
• Successful funding received via Resilient Rivers SEQ Program to develop a Catchment Action Management Plan for Noosa River including funding for
a Catchment Management Coordinator.
No. of Initiatives (Environment)
Major Disruption
Minor Disruption
On Track
Complete
0 2 4 6 8 10 12 14 16
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Details of Initiatives that are completed:
Completed Initiatives
OP Ref Initiative Service/Mgr Responsible Status Date Delivered
1.3.5 Implement the Noosa Spit Shoreline Erosion Infrastructure Planning Completed 31/08/2024
Management Plan (SEMP) to protect the Noosa Design & Delivery
Spit and river estuary (incl. sand and Noosaville Manager
foreshores) from major coastal events.
1.4.1 Prepare Conservation Management Plans for at Arts and Culture Manager Completed 26/03/2025
least two Council-controlled heritage places to
inform decision making about conserving and
managing places of cultural significance.
1.5.1 Finalise the transition arrangements for the Yurol Environment Manager Completed 01/02/2025
Ringtail State Forest land for conservation to
expand the area protected for conservation in
Noosa Shire.
Details of Initiatives that are on track to be completed within scheduled timeframe:
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
1.1.1 Continue to deliver the Modern Water Quality Environment Manager On Track Monitoring continuing as planned for all sites. Six-month trial of
Monitoring Program for the Noosa and Mary River Mary River sub-catchment monitoring has commenced with
Sub-catchments to monitor the environmental SCC. Executive briefed on monitoring performance in Jan.
health of the catchments and identify priority
areas for management.
1.2.1 Continue to deliver the Noosa Bushland Reserve Environment Manager On Track Program planning completed for 2025 burns. Maintenance of
Strategic Fire Management Plan 2021 and deliver trails and breaks are being undertaken. Planned Burns are now
planned burns and mechanical fuel reduction underway as weather permits.
where conditions allow in priority reserves, based
on a comprehensive bushfire risk assessment.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
1.2.2 Continue to deliver a Community Bushcare Environment Manager On Track Annual programs on-track for 2025 for all bush-care groups
Program for active volunteers across bushland
care groups and undertake a review of the
Community Bushland Care Guideline.
1.2.3 Initiate a review of the Biosecurity Plan 2020 to Environment Manager On Track Underway - a draft is currently being reviewed.
manage invasive species which threaten Noosa's
biodiversity values.
1.3.1 Finalise the Noosaville Foreshore Management Infrastructure Planning On Track Community feedback received during phase three of
Plan to provide an asset renewal program for Design & Delivery community engagement, this feedback has been analysed and
aging infrastructure and in response to increased Manager the draft plan is being revised in close consultation with
community expectations and the increasing risk of Councillors. Draft plan is being presented for endorsement at
climate change. Councils June meeting
1.3.2 Initiate the implementation of the Eastern Environment Manager On Track Education material complete, public awareness campaign has
Beaches Foreshore Management Plan 2023 started, restoration program is underway within available
focusing on education and awareness of the social budget and resourcing, beach infrastructure access manual is
and environmental values of foreshores, and key 80% developed, community workshop planned for Peregian
management issues. area.
1.3.4 Implement the Encroachments Policy and Environment Manager On Track Recovery projects undertaken at Lorikeet Drive and Mulloway
Operational procedure, including the St., Teewah. Communication material finalised and distribution
development of a community education and has been focused on high value areas. Implementation
awareness campaign to guide community use and initiatives occurring within allocated budget and resourcing.
management of council managed land.
1.4.2 Document the iconic story of surfing in Noosa to Arts and Culture Manager On Track Oral history interviews completed and these and other digitized
capture this unique aspect of Noosa’s heritage and materials uploaded to Heritage Noosa. A community event was
lifestyle. held at The J in March to promote the project and to encourage
community engagement with the Heritage Noosa site. Material
collected from donors and interviewees from this FY will be
digitised by EOFY.
1.5.2 Review the Conservation Land Plan/Policy to Environment Manager On Track Nearing completion to be reported to Council in June/July
provide a clear methodology for identifying land
parcels for consideration of purchase (via the
Environment Levy) for inclusion in the Voluntary
Conservation Agreement program or the Land for
Wildlife program.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
1.7.1 Initiate implementation of the Noosa Threatened Environment Manager On Track Action Plans for Koala Conservation and Sea Turtle are 95%.
Fauna Roadmap including the development of 2 Action Plans for MR Cod and Greater Glider in planning phase
action plans per year for priority threatened (development planned for FY25/26).
species identified in the Noosa Threatened Fauna
Roadmap.
1.7.2 Initiate a review of the Koala Conservation Plan to Environment Manager On Track Nearing completion.
ensure recovery and conservation strategies are
aligned with contemporary populations and
threats.
1.7.3 Manage flying fox impacts on the community in Environment Manager On Track Minor community disruption managed at Wallace Park. FFox
accordance with the Noosa Council Statement of roosts monitored for heat stress during heatwaves. Ongoing
Management Intent (SoMI) and through monitoring in accordance with the FFox Management Plans are
community education. ongoing.
1.8.1 Complete the review of the Noosa design Strategy and Sustainability On Track Draft Design Principles document prepared and presented to
principles including incorporating sustainable Manager Councillor workshop April 2025. External key stakeholder
design to embed climate resilience, nature engagement to commence May / June 2025.
positive and low carbon considerations into the
principles, and promote and increase awareness
with key stakeholders.
1.8.2 Continue to implement best practice Development Assessment On Track Implementation continuing.
Development Assessment services that deliver the Manager
strategic outcomes of the Noosa Plan 2020.
1.8.3 Ensure all Council capital, civil and maintenance Infrastructure Planning On Track All works are subject to review by internal working groups and
works are planned, delivered, and maintained in Design & Delivery executive of Council across broad internal representation to
accordance with the Noosa Design Principles, Manager ensure consistency with the Noosa Design Principles. Staff have
legislative requirements, and best environmental also been actively contributing to the update of the Noosa
practice. This includes minimising impacts on Design Principles currently underway as a part of cross Council
environmental values and incorporating collaboration project to further improve the standards of design
flora/fauna sensitive designs into project planning and project outcomes.
and delivery, where practical.
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Details of Initiatives that are experiencing delays/disruptions:
Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
1.1.2 Enhanced management of bio basins in formal Environment Manager Minor Some delays in delivering maintenance schedule due to adverse
Disruption
asset management systems incl. asset weather conditions.
management and renewal to reduce harmful
stormwater runoff to protect and improve
waterway health.
1.3.3 Identify high-risk erosion prone areas of the Strategy and Major Progress through the High-Risk Erosion Prone Area Working
Disruption
Climate Change Adaption Plan (CHAP) and scope Sustainability Manager Group has stalled due to staff changes and limited delivery of
an ongoing management program. CHAP actions. A Noosa Eastern beach creeks erosion risk report
has been delivered by consultants and is currently under review.
1.6.1 Finalise and initiate implementation of the Noosa Environment Manager Major Delayed to FY2025/26 due to congested community
Disruption
River Catchment Management Plan to help protect engagement calendar. Awaiting the Catchment Action Plan
catchment values and ecosystem services. framework from the Resilient Rivers Initiative office. Catchment
Coordinator role is currently being advertised.
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Theme 2: Liveability – Q 3 Initiatives Progress
Highlights:
• Council has completed multiple Access and Amenities DDA compliance audits on community halls and centres to inform future budget initiatives to
improve access for all users at these important community facilities.
• A Housing Monitoring program has been developed for the systematic collection, analysis, and reporting of data related to housing conditions,
availability, affordability, and development to support informed decision-making and policy development for the housing sector.
• Council has endorsed a new Public Art Policy providing a framework for the planning, installation, maintenance and decommissioning of public art
on public land, within the public domain of the Noosa Council area.
• Council has endorsed a new Community Grants Policy guiding the administration of Council’s Community Grants to ensure grant programs assist
Council to achieve its strategic goals and identified initiatives.
• Council completed the Noosa Aquatic Centre Facility Upgrade Plan with the aim to guide a thoughtful and compliant transformation of the NAC over
the next 20 years, ensuring the facility continues to serve the community's needs into the future.
No. of Initiatives (Liveability)
Major Disruption
Minor Disruption
On Track
Complete
0 2 4 6 8 10 12 14 16 18
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Details of Initiatives that are completed:
Completed Initiatives
OP Ref Initiative Service/Mgr Responsible Status Date Delivered
2.3.1 Finalise and commence implementation of the Arts and Culture Manager Completed 14/03/2025
Public Art Policy to improve the character and
aesthetics of public spaces.
2.5.3 Complete community halls Disability Property Manager Completed 01/02/2025
Discrimination Act (DDA) compliance and asset
management condition assessments to ensure
quality, accessible and fit for purpose community
facilities.
2.6.2 Review and complete the Community Grants Community Connection Completed 23/01/2025
program and policy to further support community Manager
organisations to deliver community development
initiatives.
2.7.3 Investigate a new revenue system which ensures Infrastructure Planning Completed 03/04/2025
visitors contribute to the provision and Design & Delivery
maintenance of transport facilities and services Manager
they utilise.
2.8.1 Deliver the Living Well Noosa program to improve Community Connection Completed 01/02/2025
the health and well-being of the community. Manager
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Details of Initiatives that are on track to be completed within scheduled timeframe:
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
2.1.1 Continue to implement key actions of the Noosa Strategy and Sustainability On Track Housing Strategy update and proposed Housing Monitoring
Housing Strategy including: Manager program reported to Council March 2025. Housing Monitoring
• Development of a Housing Monitoring being prepared and Housing ID engaged for data analysis;
program. continued engagement with state on development of sites in
• Partnering with State Housing Tewantin and across Noosa; Site investigations completed at 62
Department, Community Housing Lake Macdonald Drive, community engagement undertaken
providers and industry to advance the and report submitted to Council on revised site option; Civil
planning and development of affordable works and remediation tender documents advertised.
housing. Successful grant obtained under Federal Housing Support
• Continue site investigations at Lake Program for master planning of Council sites for affordable
Macdonald Drive, Cooroy, for affordable housing; Scope for master planning of carpark sites
housing outcomes. workshopped with Councillors; proposed planning scheme
• Identifying grant and funding amendments on housing affordability awaiting Minister's sign
opportunities for affordable housing off submitted February 2025.
outcomes.
2.1.2 Continue to implement and monitor the Short Stay Development Assessment On Track Short Stay Local Operational Review has significantly
Letting Local Law to manage the impacts of short- Manager progressed. The stakeholder survey has been completed and
term letting. the feedback reviewed. Stakeholder roundtable session
completed, feedback to be included in upcoming workshop to
Council in Q4. Recent process improvements enabling improved
complaint follow up and resolution. Ongoing audits and active
management are continuing.
2.2.1 Complete the upgrade of the Woondum and Infrastructure Planning On Track Project reference group has been re-established to guide scope
Wahpunga trails in accordance with the Noosa Design & Delivery of works. On the ground works has commenced, with ongoing
Biosphere Trails Master Plan to improve the Manager procurement underway for remaining works to meet grant
condition of trails, increase connectivity between obligations.
Cooran, Kin Kin and Lake McDonald, and
recreational activity.
2.2.3 Maintain the standard of pathways throughout Infrastructure Planning On Track The 2024/25 Capital Works Program includes over $2m worth
the shire through the delivery of the pathway’s Design & Delivery of pathway upgrades and renewals. Pathway projects upgrades
renewal program. Manager are progressing, and pathway renewal projects are confirmed
and proceeding to design / procurement phases.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
2.3.2 Prepare for the delivery of the biennale Floating Arts and Culture Manager On Track Preparations for Floating Land 2025 'Escape Making' are well
Land 2025 event which brings arts and culture to a underway with the completion of the first artist camp at Boreen
contemporary community. Point and the opening of applications for contributions. The
event will run from 28 June to 27 July, 2025.
2.4.1 Complete and deliver the Movement and Strategy and Sustainability On Track Review of actions included in the Transport Plan and Cycling and
Connection Delivery Plan to improve transport Manager Walking Strategy undertaken. A draft Delivery Plan prepared for
links, walking and cycling connections and internal review. Draft to be discussed at Councillor workshop
movements. April 2025.
2.4.2 Commence a Northern Sunshine Coast Public Infrastructure Planning On Track The NSCPTS is progressing as scheduled, with Noosa Council
Transport Strategy including advocating with Design & Delivery actively working in partnership with TMR, Sunshine Coast
DTMR for the finalisation of the strategy and Manager Council and consultants to advance the draft plan. A draft plan
undertaking investigations into the Cooroy and is anticipated to be released in coming months for broader
Shire transit hubs to improve public transport review.
connectivity in the shire for residents and visitors.
2.4.3 Deliver the Cycling and Walking Implementation Infrastructure Planning On Track Pathways works are being delivered across the Shire as part of
Plan to guide Council’s planning, development and Design & Delivery the 24/25FY Capital Works program. The Implementation plan
promotion of bike and walking networks in the Manager is being used to support project bids and grant submissions for
future. the 25/26FY capital works program. Key initiatives that have
progressed include the Noosa Coastal Pathway (Peregian Beach
Active Street), Noosa Drive Pathway Design, Noosa Parade
Stage 2 Design, grant submissions for Hilton Esplanade Cycle
Street and Pomona Walking Network Plan and the delivery of
the Local Links footpath program including the connector to
Pomona Secondary College.
2.4.4 Develop the Noosa Parking Management Plan to Infrastructure Planning On Track The Parking Management Plan is progressing well. The draft
guide our approach to the management of parking Design & Delivery framework and local area plans have been prepared and subject
throughout the shire. Manager to a series of Councillor workshops to review and refine content
before broader community engagement later this year.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
2.4.5 Embed the Go Noosa program including the free Infrastructure Planning On Track The Go Noosa Christmas and Easter period has concluded, and
weekend and holiday bus program, as part of the Design & Delivery a review of the initiatives is now underway. An interim review
Transport Strategy to reduce traffic congestion Manager of the Go Noosa program was presented to Council recently in
and reduce emissions. light of the ongoing 50c fares and led to Council endorsing a
reprofiling of the free bus program to focus on the Loop Service.
The full evaluation of the Go Noosa program is scheduled to be
presented to Council meetings in July.
2.4.6 Undertake investigations into the Noosa Woods Infrastructure Planning On Track Consultant has been appointed to lead the investigation and
Jetty as potential ferry stop location as a means of Design & Delivery targeted stakeholder engagement has occurred to inform
public transportation, and to provide increased Manager consultants initial findings. A workshop is planned with
access to Noosa Woods. Councillors in the near future to share findings and establish
directions for the investigations.
2.5.1 Complete a new Noosa Libraries Business Plan to Arts and Culture Manager On Track First draft of Libraries Business Plan under review. Due for
ensure the delivery of a well-planned service that completion Q4 FY24/25.
meets community needs.
2.5.2 Continue to undertake the staged implementation Sport and Active Lifestyle On Track Ongoing with projects such as ND Netball clubhouse
of Master Plans for the Cooroy and Noosa District Manager redevelopment underway, CDSC has several projects currently
Sports Complexes to improve sport and recreation in planning and development stage
facilities and increase participation in sports.
2.5.4 Commence the design process for an Accessible Infrastructure Planning On Track Design Brief and amenities siting completed. Consultant
Adult Change Facility as part of the Noosaville Design & Delivery working towards a Concept Design for further Council review in
Foreshore Management Plan. Manager the near future following final consideration of the Noosaville
Foreshore Infrastructure Master Plan.
2.5.6 Provide inclusiveness coaching support to Sport and Active Lifestyle On Track Council's Inclusion Coach continues to implement and deliver
community groups to increase community Manager the Sport4All program across the shire working with schools and
participation for people with disabilities. clubs
2.7.2 Complete a needs assessment for the Noosa Sport and Active Lifestyle On Track NLC Needs Assessment completed and NAC project at latter
Leisure Centre and Noosa Aquatic Centre to Manager stages of delivery
provide a basis on which the sporting needs of the
community are determined.
2.8.2 Undertake a proactive auditing programme of Building and Plumbing On Track Kin Kin Audit program completed. Branch to move onto stage 2
wastewater treatment systems to keep Manager Cootharaba Audit, which is currently being planned. Letter drop
community safe and maintain water quality and to residents being prepared.
the health of waterways.
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Details of Initiatives that are experiencing delays/disruptions:
Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
2.2.2 Finalise the Noosa Botanic Gardens Master Plan to Civil & Asset Operations Minor Stakeholder Reference Group and Internal Working Groups
Disruption
help guide future improvements and enhance the Manager meetings were conducted late 2024 including presentation of
visitor experience. initial concepts for feedback. Initial public consultation
undertaken. Consultants have advanced draft plan. Further
stakeholder reference group meetings held in March 2025
which has led to further plan refinement. Draft plan proposed
to submitted for Council in July 2025 for endorsement for
further public consultation.
2.5.5 Finalise the review of community purpose land and Property Manager Minor A second councillor workshop was undertaken. Councillors have
Disruption
the Infrastructure Tenure Policy to provide a requested for external stakeholder consultation occur. It was
consistent framework to ensure the equitable use agreed that this will likely extend timing into next financial year
of community purpose land and infrastructure in terms of the completion of the review and adoption of an
within is utilised to its full potential. updated policy.
2.6.1 Undertake the preparatory phase for the proposed Community Connection Major No internal staffing or funding for external resourcing available
Disruption
development of a new Community Strategy which Manager to begin this initiative this quarter and this is unlikely to change
outlines the community’s vision for Noosa and for the remainder of the financial year. Budget request
guides planning and decision making. submitted.
2.7.1 Complete Noosa Cemeteries Plan to guide the Community Connection Minor Consultation has been undertaken with key stakeholders. Draft
Disruption
future management of council’s cemeteries and Manager has been completed and under review. Progress constrained by
ensure cemetery services meet future demand. available resourcing.
2.7.4 Continue to progress asset management planning Community Services Minor Building condition assessment reports (BCARs) 40% completed
Disruption
for council’s community services buildings and Director with further BCARs underway. 28% of comprehensive Asset
community infrastructure to ensure their ongoing Management Plans (AMPs) near completion. Progress
suitability to meet the functional needs of current constrained by available resourcing. Budget request submitted.
and future users.
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Theme 3: Prosperity – Q 3 Initiatives Progress
Highlights:
• Final amendments to Noosa Plan 2020 Amendment No. 2 submitted to the State in February 2025, awaiting Ministerial approval for adoption and
commencement.
No. of Initiatives (Prosperity)
Major Disruption
Minor Disruption
On Track
Complete
0 1 2 3 4 5 6 7 8
Details of Initiatives that are completed:
Completed Initiatives
OP Ref Initiative Service/Mgr Responsible Status Date Delivered
3.2.1 Progress investigation of a future skills learning Economic Development Completed 25/04/2025
hub and Skills Plan to identify current and future and Destination
skill needs for priority Noosa businesses. Management Manager
3.6.1 Complete stage 3 of the Regional Art Gallery Arts and Culture Manager Completed 02/12/2024
Feasibility Project including a Business Plan for
council’s consideration.
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Details of Initiatives that are on track to be completed within scheduled timeframe:
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
3.1.2 Implement the Noosa Economic Development Economic Development On Track Delivery of Noosa Smart Biosphere Economic Development
Smart Biosphere Strategy (NEDS) Action Plan and and Destination (Action) Plan and priorities including:
identify and advance priority projects including Management Manager • Development of Destination Management Plan
the activation of strategic employment land. (November 2025 adoption)
• Gold Eco-Destination Accreditation
• Development of Noosa Council Events Strategy
• Implementation of Green Economy Plan, including
activation of Circularity Precinct in collaboration with
Waste Management, building capacity in green
businesses and auditing Noosa's Electric Vehicle
capacity and enabling infrastructure needs
collaboration with Waste Management Branch
(ongoing)
• Industry Development Plans - including Food &
Beverage and Education (both anticipated by EOFY
24/25)
• Strategic Employment Land Project Expression of
Interest (scheduled for Q3 FY24/25 moved to Q4
FY24/25).
• Food and Agribusiness Hub Proof of Concept (EOI
scheduled for Q4 FY24/25)
• Business Support Programs (Business Boost/ECDEV
Grant/Capability Workshops and Industry
Communications) ongoing
3.3.1 Advance the preparation of a Food and Economic Development On Track Industry Development Plan underway).
Agribusiness Industry Development Plan and and Destination Ongoing industry skills needs delivered in partnership with Food
progress key actions with the Food and Management Manager and Agribusiness Network (FAN). Negotiations for FY25/26
Agribusiness Network (FAN). activity commenced with FAN.
Page 17
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
3.5.1 Complete amendments to Noosa Plan 2020 to Economic Development On Track Final amendments submitted to State February 2025 awaiting
support and enable the Innovation precinct at the and Destination Ministerial approval for adoption and commencement.
Shire Business Centre to develop. Management Manager Activation discussions continue with Stockwell Group.
3.7.1 Develop the Noosa Landfill and Resource Recovery Waste Manager On Track Key projects within stage 1 of the Masterplan have advanced
Facility Master Plan to provide future direction in with Development Application lodged in Feb 2025 for Council
the management of the Resource recovery centre consideration to provide for a shovel ready project. Grant
and maximise waste diversion and minimisation funding application has been submitted with the Federal
practices. Government. A Council briefing is also scheduled for May 2025
on the Master Plan progress
3.7.2 Implement best practice waste management Waste Manager On Track Waste Plan 2023-2027 action tracker has been developed with
practices and continuous improvement across all a project plan to support delivery of key milestones. This is
waste functions and assets to support the monitored by the team monthly. Recent environmental
principles of the waste hierarchy and actions in the performance reporting has shown ongoing reduction in carbon
Waste Plan. emissions and waste diversion consistent with Waste Plan
targets.
3.7.3 Complete feasibility studies and development Waste Manager On Track Expression of Interest is underway for a compost facility, with
plans for new waste infrastructure projects incl. invitation to the open market to design, construct, commission
anerobic digestion, composting, biochar and solar and handover of a green waste composting process plant.
and utilisation of landfill gas and explore options
and funding mechanisms. Internal project bids have been submitted for 25/26FY to
continue exploring feasibility of waste infrastructure projects
including biochar, anaerobic digestion and utilisation of landfill
gas.
3.8.1 Initiate scoping and seek grant or external funding Digital Hub and Innovation On Track Collaboration partners have been secured. Test plan 90%
to advance the concept of Noosa Shire as a ‘Living Director complete. Detailed test planning being finalised in working
Lab’ – partnering with industry and research groups. First briefing complete. Second briefing due 14th May.
organisations to investigate, use data and 1st week June conduct pending casa approvals and weather.
technology to develop innovative solutions for Potential to slide up until school holidays.
Noosa.
The grant application for Cities Deal funding to create a smart
mobility lab in the Peregian Digital Hub precinct was
unsuccessful.
Page 18
Details of Initiatives that are experiencing delays/disruptions:
Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
3.1.1 Advance the Sustainable Procurement Policy and Procurement Manager Minor Sustainable Procurement Matrix review underway.
Disruption
establish practices for Council’s procurement of
services and products.
3.1.3 Progress the embedding of sustainable Procurement Manager Minor Council sustainability pillars have been included in Contract
Disruption
procurement practices into Council’s procurement Number Request Form to capture procurement activity that
of services and products, through the adoption of includes one of the elements.
a formal policy position, as well as developing an
education, measurement, and reporting
framework.
3.4.1 Scope, prepare and initiate a pre-feasibility for a Economic Development Minor Initial scoping and project plan scheduled in Q3 FY24/25
Disruption
Food and Agri Business HUB. and Destination rescheduled for Q4 FY24/25
Management Manager
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Theme 4: Future – Q3 Initiatives Progress
Highlights:
• Pomona Place Program Plan completed and endorsed by Council. This plan reflects the collective vision and aspirations of the Pomona community,
providing a roadmap to ensure Pomona remains a unique, vibrant, and liveable town.
• Development of Federal Election Advocacy Plan and Priorities for the 2025 Federal Election to support the strategic goals detailed in Council’s
corporate plan to make Noosa a better shire for those who live, work and visit here.
No. of Initiatives (Future Theme)
Major Disruption
Minor Disruption
On Track
Complete
0 2 4 6 8 10 12 14
Page 20
Details of Initiatives that are completed:
Completed Initiatives
OP Ref Initiative Service/Mgr Responsible Status Date Delivered
4.8.2 Deliver Disaster preparedness, Resilience and Infrastructure Services Completed 31/03/2025
Recovery activities to support Council and the Director
broader community.
Details of Initiatives that are on track to be completed within scheduled timeframe:
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
4.1.1 Continue to engage with our traditional owners Strategy and Environment On Track 27 formal engagements held this FY thus far. Relationship
and ensure cultural heritage and indigenous Director Agreement and Kabi Kabi Commitment Implementation Plan
values are incorporated into key projects. drafts have gone through their second review by KKPAC and are
close to completion by end of FY24/25.
4.2.2 Undertake a review of the Tourism Noosa Manager Economic On Track Review completed and recommendations presented to
Partnership Agreement to align with DMP Development and Executive in Q3 FY24/25. Councillor workshops undertaken.
outcomes. Destination Management Report prepared. Special Council Meeting Scheduled in early
May.
4.3.1 Develop initiatives/concept to facilitate youth Communications and On Track Have started the process of establishing a Community
engagement in community engagement and Community Engagement Engagement Feedback Panel and seeking youth involvement in
decision making with the goal of increasing youth Manager this process.
representation.
4.4.1 Finalise the amendments to the Noosa Plan 2020 Strategy and Sustainability On Track Final amendments submitted to state in February 2025 awaiting
and seek to implement the Noosa Housing Manager Ministerial approval for adoption and commencement.
Strategy 2022 to address housing challenges faced
by our residents.
4.4.2 Complete the Advocacy Plan that addresses top 10 Strategy and Environment On Track Advocacy plans have been completed in advance of both the
Shire wide issues and infrastructure needs. Director State and Federal elections. These plans identify Council's top
priorities. The Plan was supported by an advocacy document,
individual letters and contacts, meetings with candidates and
follow up after the election.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
4.5.1 Complete the Place Pilot Program in Pomona and Strategy and Sustainability On Track Final Pomona Place Plan endorsed by Council March 2025.
share learnings to improve the future of the Manager Evaluation report under preparation.
program and inform future planning for Pomona.
4.6.1 Undertake preliminary planning for the Brisbane Sport and Active Lifestyle On Track Continuing to evaluate latest developments and actions on
Olympics and Paralympics 2032. Manager games planning through CoMSEQ. Internal discussions with
relevant impacted portfolios has started. We have paused
commencement of internal working group until more is known
on overall Brisbane 2032 strategic direction.
4.6.2 Develop and maintain relationships with key Sport and Active Lifestyle On Track Officers and Councillors attending various COM SEQ
Brisbane 2032 stakeholders. Manager committees and meetings to ensure involvement when
required/appropriate.
4.7.1 Develop the Emissions Offset strategy/plan and Strategy and Sustainability On Track Roadmap to Net Zero Emissions project is currently in
road map towards Zero emissions for council Manager procurement phase with the series of Councillor workshops
services. having already started. Minor delays experienced due to staff
resource limitations and procurement hurdles. Estimate
completion by end of calendar year.
4.8.1 Advance the Sunshine Coast and Noosa Regional Strategy and Sustainability On Track Completing Stage 6 and 7 of the project including the economic
Climate Action Roadmap by delivering the Manager analysis for Noosaville Depot and sharing lessons learned more
Regional Cascading Risks and Critical broadly. On track for final completion by EOFY with embedding
Infrastructure Failure Project with Sunshine Coast of project findings as the next step.
Regional Council.
4.8.3 Complete the implementation of the Disaster Community Services On Track Final reconstruction projects near completion. Human social
Recovery Plan for the 2022 Floods & Rain Event. Director Recovery Plan completed.
4.8.4 Continue the implementation of the Coastal Strategy and Sustainability On Track Phase 2 of the Coastal Wetland Restoration Project with
Hazards Adaptation Plan (CHAP), including Manager University of Queensland and KKPAC is underway. An initial site
planning for Living Foreshores Noosa, Coastal assessment on Cooloothin Cr Nature Refuge has been
Wetland Restoration Project. undertaken and grant funding is being sought through
QCoast2100 Round 3. Living Foreshores Noosa continues to
advance with Hilton Esplanade due to restart this quarter.
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Details of Initiatives that are experiencing delays/disruptions:
Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
4.2.1 Complete the Destination Management Plan, Economic Development Minor Councillor workshops tabling new approach completed Q3
Disruption
integrating community feedback for Council and Destination FY24/25. Further Project Control Group (PCG) engagement
endorsement, and commence cross-council Management Manager requested prior to next Council Workshop in Q4 FY24/25.
implementation of priority actions.
4.8.5 Advance flood resilience projects including Strategy and Minor Recent staff changes with two current vacancies in the team
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updating the Noosa River Flood Study, Six Mile Sustainability Manager has resulted in minor disruptions to the set of flood planning
Creek Flood Study and Noosa Flood Management projects underway. Council was also unsuccessful in receiving
Plan. QRA approval on the flood planning backfill resource to project
manage flood resilience projects. The Climate Change
Adaptation Program Lead role has been filled with some flood
projects re-commencing.
4.9.1 Progress the development of a program for long Strategy and Environment Minor Strategic Land investigation review complete and supported by
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term implementation of contemporary revenue Director the Strategic Land Activation Policy, a pipeline of work is being
diversification and a strategic investment developed. Investigations underway on council carparks
approach for innovative and alternate revenue supported by grant funding.
streams for council.
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Theme 5: Excellence – Q 3 Initiatives Progress
Highlights:
• A new Integrated Compliance & Enforcement Policy has been prepared for council endorsement. The Policy is proposed to provide a clear,
contemporary framework for Council to administer its responsibilities in a safe, fair, unbiased, balanced, consistent and transparent manner.
• Council’s website has been transitioned from its existing content management system to an improved platform which increases functionality, website
performance and lifts Council’s online presence.
No. of Initiatives (Excellence Theme)
Major Disruption
Minor Disruption
On Track
Complete
0 2 4 6 8 10 12 14
Page 24
Details of Initiatives that are completed:
Completed Initiatives
OP Ref Initiative Service/Mgr Responsible Status Date Delivered
5.1.3 Transition Council’s website from its existing ICT Manager Completed 28/02/2025
content management system to an improved
platform which increases functionality, website
performance and lifts Council’s online presence.
5.4.4 Review the Workplace Health and Safety Policy and People and Culture Completed 09/04/2025
develop a new annual Workplace Health and Safety Manager
Management
System Plan.
5.4.6 Undertake an employee engagement survey to People and Culture Completed 25/10/2024
assess workplace wellbeing and staff satisfaction. Manager
5.5.4 Complete the new Council Privacy Policy for Governance Manager Completed 01/02/2025
Council’s consideration to strengthen our
governance framework.
5.5.6 Finalise the Contract Management Framework and Procurement Manager Completed 30/06/2025
implementation plan
5.6.1 Increase the capabilities of engagement Communications and Completed 01/02/2025
ambassadors throughout the organisation through Community Engagement
training and collaboration to ensure better Manager
outcomes when conducting community
engagement on projects and initiatives.
5.7.3 Finalise the Strategic Land Review of council land Strategy and Environment Completed 01/01/2025
holdings to identify opportunities for activation Director
and engagement.
Page 25
Details of Initiatives that are completed:
Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
5.1.1 Implement a Customer Experience Program to Customer Experience On Track CX Steering Committee meeting regularly; Systems & Processes,
create better experiences for our customers Manager Customer Service Charter, Community Satisfaction Survey
across the organisation. Working Groups formed; Councillor, Executive and Leadership
Group briefed. Implementation of actions constrained by
available resourcing.
5.1.2 Assess the community’s satisfaction with Council Community Services On Track Preparation underway for Satisfaction Survey to go live May
services to identify opportunities for improved Director 2025. Final report from consultant expected end of June 2025.
service delivery.
5.2.3 Finalise the review of the Service Level Catalogue Chief Executive Officer On Track To occur as part of the 2025/26 budget process/report.
to assist Council in planning and delivering
sustainable services to the community.
5.3.3 Develop a contemporary Integrated Enforcement Local Laws Manager On Track In draft proposed completion second quarter 2025.
and Compliance Policy. Final draft completed March 2025. Council Workshop
conducted in March 2025, with no additional feedback or
changes to the Policy. Council Report (currently drafted) to be
tabled in May 2025.
5.3.4 Implement a business improvement program to Chief Executive Officer On Track Key departments have engaged business improvement officers
identify opportunities for increased efficiency and to link in with ICT Business Improvement Officer to identify
effectiveness in Council’s operations. efficiencies and possible system upgrades or new systems
requirements. The rollout of the system improvements is
progressing well and implementation is expected as
programmed.
5.4.1 Develop an appropriate capability Chief Executive Officer On Track Annual branch plans to deliver on Operational Plan objectives
framework/plan (finance, systems and people) are compulsory for all branches. New systems and upgrades are
that supports the Corporate Plan objectives. being identified and a specific budget has been allocated to
support their implementation. The work on an overall
consolidated capability plan and framework is on the task list for
2025/26.
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Initiatives on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
5.4.3 Continue to promote the Thrive Program to People and Culture On Track The Thrive Working Group continues to promote wellbeing
support employee wellbeing. Manager through its 2025 calendar of events, which include Thrive and
Work Well all-org event in July 2025, EAP review and Corporate
Health provider review. We are promoting the Biggest Morning
tea this year to raise money for cancer, we are launching a new
program called Thrive Active, and we are continuing with our
previous initiatives such as Thrive in Nature.
5.5.2 Co-ordinate a review of Council’s Strategic Risk Governance Manager On Track Workshop with councillors to commence review of Council's
Register with the new Council to identify and Enterprise Risk and Opportunity Management Policy which
mitigate against any emerging risks and determine includes Council's risk appetite levels will be scheduled this FY,
Council’s risk appetite with the support of Council's insurance provider (Regional Risk
Coordinator). Update on Council's Strategic Risk Register will
form part of the upcoming workshop.
5.5.3 Continue to implement actions to increase the Chief Executive Officer On Track Recommendations from the review are being progressively
effectiveness of the Audit and Risk Committee and addressed. External consultant has been engaged and is
the internal audit function. currently reviewing Audit Actions Register and developing
Internal Audit Plan with first audit scheduled for Q4 FY24/25. IA
Policy and ARCO Charter under review and to be reported to
ARCo meeting May 25.
5.5.5 Facilitate a mid term ‘check in’ with Councillors on Chief Executive Officer On Track Planned for mid term 2025-26.
the Corporate Plan.
5.8.1 Continued implementation of Asset Civil & Asset Operations On Track Council adopted the Strategic Asset Management Plan 2024-
Management framework, including the Manager 2030 at the Services and Organisation Committee Meeting 10
development of the Strategic Asset Dec 24. The ongoing implementation of the Asset Management
Management Plan which includes a hierarchy for Framework is monitored through Council Asset Management
total management plans and functional asset Steering Committee.
management plans.
5.9.2 Initiate review of the Local Government Strategy and Sustainability On Track Internal working groups established, background investigations,
Infrastructure Charges Plan (LGIP) to identify the Manager review of desired standards of service and identification of
long term infrastructure needs of the community. future trunk infrastructure underway. Report on 5 yearly review
was submitted to Council March 2025 resolving to prepare LGIP
amendment.
Page 27
Details of Initiatives that are experiencing delays/disruptions:
Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
5.2.1 Progress embedding sustainability within the Strategy and Environment Minor An embedding roadmap has been developed and been
Disruption
organisation through the development and Director socialised with the internal Sustainability Working Group. A
implementation of a sustainability grant application to QCRC for resources to progress phase one
framework. of the embedding road map which looks at embedding climate
risk and sustainability. We are awaiting the outcome of the
grant before taking further steps.
5.2.2 Finalise the development of the Financial Finance Manager Major Strategic Land Review complete. Funding and revenue
Disruption
Strategy, supported by the 10-year financial plan diversification strategy in concept stage, with long term
model, and incorporating the financial strategy to be developed in 2025/26. Progress
Funding Strategy, Revenue Diversification delayed due to resourcing constraints and competing priorities.
Strategy, and the Strategic Land Review.
5.2.4 Complete the audit of all water and electricity Procurement Manager Minor The Utilities Analyst role has been allocated to the
Disruption
meters and review contract and tariff Procurement Branch - sourcing options for appropriate
arrangements to ensure efficient resourcing are currently in progress.
service connections and pricing.
5.2.5 Complete Council's Performance Measurement Chief Executive Officer Major Development of the various components of the framework is
Disruption
Framework to support Council to actively manage ongoing with the focus now implementing the Corporate
and improve Reporting System. The system has been trialled Q2 FY24/25.
organisational performance. Following on from this the system and required training has
been rolled across Council and with the current Q3 updated
entered and reported through the T1 module. Following
further system development the focus will be on KPI reporting.
ICT resource limitations and staff changes have caused a delay
in delivery. New resource to be allocated in FY25/26.
5.3.1 Develop a new ICT and Digital Strategy to provide ICT Manager Minor The ICT and Digital Strategy development has been delayed
Disruption
the foundation for technology requirements and due to changes in key personnel, and resource constraints. It
digital transformation over the next 5 years. is anticipated that a draft strategy and roadmap will be tabled
at the June ICT Steering Committee.
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Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
5.3.2 Commence the review of Local Laws. Local Laws Manager Minor Councillor Workshop held 1 May 2025 which discussed various
Disruption
options to proceed with the review. A budget bid has also been
submitted for consideration. The outcome of the budget
process will inform the next steps for the local laws review.
5.4.2 Develop a workforce planning model and process People and Culture Minor People and Culture officers attended the LGAQ Workforce
Disruption
and partner with managers to undertake Manager Strategy & Planning Forum on 30 October 2024. A draft
workforce planning. Workforce Planning framework will commence being co-
created with the ELT in Q2 2026.
5.4.5 Complete the negotiation process for Council’s Chief Executive Officer Major Negotiations for the 2025 Certified Agreement are almost
Disruption
new Certified Agreement which will set out the complete with the wages proposal still in negotiations. A
conditions of employment mediator has been engaged to guide negotiations between
for Council and the rights and entitlements of Council and the unions.
Council employees.
5.5.1 Progress the implementation of the corporate Chief Executive Officer Minor Development of the various components of the framework is
Disruption
performance reporting system, and technology ongoing with the focus now implementing the Corporate
solutions to risk management Reporting System. The system has been trialled Q2 FY24/25.
and governance-related processes. Following on from this the system and required training has
been rolled across Council and with the current Q3 update
entered and reported through the new system module.
Following further system development, the focus will be on KPI
reporting.
5.7.1 As part of the development of a Council Revenue Strategy and Environment Major A project scope is nearing completion to investigate various
Disruption
diversification and Funding Model (to inform the Director funding models including the concept of a futures fund.
Finance Strategy & Futures Fund) explore
investment structure frameworks for Place,
Economic, Social and Climate Resilience
infrastructure.
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Initiatives not on Target
OP Ref Initiative Service/Mgr Responsible Status Reason for Status
5.7.2 Finalise the development of the Boreen Point Strategy and Environment Major Consultant engagement and design work for Boreen Point
Disruption
Campground Master Plan. Director Campground master planning completed. Project scope is
currently on hold due to identified challenges in obtaining
development approval under the current scope and scale.
Further progression paused pending resolution of planning
constraints and review of alternative options in 25/26.
5.9.1 Deliver the budgeted Capital Works program Infrastructure Planning Minor Progress on the program is presented in a regular Quarterly
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across Shire to budget time and quality Design & Delivery Report to Council, most recently February 2025. As referenced
expectations. Manager in the quarterly report; resourcing, and rising project costs
pressures are proving challenging to deliver the program.
Notwithstanding delivery pressures good progress has been
made on delivery, and considerable work undertaken to
contain project costs