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Annual Report 2023-24
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Annual Report
24
noosa.qld.gov.au
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Full text of sections 2 to 50 (of 148)
Section 2
noosa.qld.gov.au
Together for a
sustainable future.
Noosa Council
Different by nature.
Peregian Community garden
Section 3
Contents
Where to get a copy Acknowledgement of Country 09
The Noosa Shire Council Annual Report can be downloaded via the Council’s Welcome 11
website (www.noosa.qld.gov.au/ about-council/councillors-meetings/council-
Message from the Mayor 12
reports) and is accessible in PDF format.
Message from the CEO 13
In line with Council’s ongoing commitment to sustainability, a limited number of
hard copies of the Annual Report are produced. These can be viewed by the
public at the Customer Service Counter, Tewantin Administration Building. 1. Our Shire 17
Discover
18
Audience for this report
Our Noosa Story
21
This report informs the community and stakeholders including residents, Our Location
ratepayers, local businesses, visitors, prospective staff, government agencies 27
and other interested parties. Quick Facts
28
Environment
It also provides council staff with organisational performance information and 33
how their efforts have contributed to achieving the vision and what to expect in Liveability
the coming year. 35
Prosperity
4 37 5
Acknowledgements
2. Our Council 39
Noosa Shire Council would like to acknowledge and thank all staff and
stakeholders who have contributed to the completion of the Report. Noosa Shire Council 40
Council’s Roles 41
Photography Our Elected Members 44
Photographs and images featured in the Report include contributions from Services 53
members of the community and staff. Thank you to all photographers. Engaging with Our Community 62
Council Snapshot 65
Connect with us
Our Mission, Principles and Values 66
Corporate Planning Framework 68
Noosa Council Annual Report 23/24
noosa.qld.gov.au
Organisational Structure 72
© Noosa Shire Council 2024 Our People 76
Our Culture 78
Noosa Shire Council supports the dissemination and exchange of information.
However, copyright protects this publication. Noosa Shire Council has no objection
to this material being reproduced, made available online or electronically but only if
it is recognised as the owner of the copyright and this material remains unaltered.
Section 4
Contents
3. Our Performance 91 Administrative Action Complaints 163
Highlights of the Year 92 Privacy Complaints 164
Awards and Recognition 94 Human Rights Complaints 164
Year in Review 97 Executive Remuneration 165
Performance Summary 98 Resolutions 166
Corporate Theme 1 – Environment 100 Community Grants 166
Corporate Theme 2 – Liveability 106 Discretionary Funds 175
Corporate Theme 3 – Prosperity 116 Beneficial Enterprises 175
Corporate Theme 4 – Future 120 Business Activities 175
Corporate Theme 5 – Excellence 126 Competitive Neutrality 176
Key Performance Indicators 136 Special Rates and Charges 177
Summary of Concessions for Rates and Charges 177
6
4. Governance and Disclosures 145 Procurement 179 7
Council Meetings and Attendance 146 Invitations to Change Tender 182
Councillor Remuneration 148 Infrastructure Charges 182
Councillors’ Expenses and Facilities 150
Overseas Travel 152 5. Financial Performance 187
Councillor Conduct 153 Community Financial Report 188
Governance Framework 156 Financial Statements 2023 – 2024 202
Ethics and Integrity 157
Risk and Opportunity Management 158 6. Appendices 281
Audit and Risk Committee 159 Legislative Compliance 282
Noosa Council Annual Report 23/24
Internal Audit 160 Index of Figures and Tables 284
Information Access 161 Glossary and Index 288
Council Registers 162
Section 5
Acknowledgment of Country
Acknowledgment
of Country
8 9
Noosa Council proudly acknowledges and respects Australia’s First Nations
people and their deep and abiding connection to this country. We recognise
the Kabi Kabi people as the Traditional Owners of the lands and waters of the
Noosa area and offer gratitude for their careful custodianship of this unique
environment over thousands of years. We pay respect to the Kabi Kabi people,
past, present and emerging.
Noosa Council Annual Report 23/24
Noosa Dreaming, Jason Douglas
Section 6
Welcome
Welcome
Noosa Shire Council is pleased to present How to read the Annual Report
This Annual Report
our Annual Report for 2023 – 2024 to the
Noosa Shire community. This report should be read in conjunction with our audited
financial statements and is divided into the following
is part of our
The Annual Report (“the Report”) is a comprehensive sections:
summary of our performance for the period 1 July 2023
to 30 June 2024. Our Shire
Overviews the Noosa Shire region as a destination, our
commitment to
The Report also presents Noosa Shire Council’s history and heritage and some of the region’s statistical
(“Council”) audited Annual Financial Statements as well information.
as governance and statutory information with the aim of
open, transparent
10
providing comprehensible information to our community. Our Council 11
Introduces how council works and profiles the Elected
This Report also provides the disclosure requirements Members. Additionally emphasises our organisational
and accountable
relating to the Queensland Local Government Act 2009 structure, values, and our people.
(“LG Act”) and associated Local Government Regulation
2012 (“LG Regulation”), and other statutory reporting Our Performance
requirements. Summarises Council’s key achievements under its five key
governance. The Report aligns to five key Corporate Plan themes and
highlights a range of achievements made in delivering
themes and highlights how Council performed against its
strategic objectives and on major projects.
services to our community. Governance and Disclosures
Details democratic and corporate governance
This report is designed to tell a story of the council arrangements and statutory disclosures.
and the community, to celebrate successes, identify
performance progress and provide a summary of the Financial Performance
year that was for this region. Provides Council’s Community Financial Report and
Noosa Council Annual Report 23/24
audited Financial Statements for the year ended 30 June
2024.
Appendices
Summarises our compliance with legislative reporting
requirements and includes a glossary of terms and
indexes.
Section 7
Message from the Mayor and from the CEO
Message Message
from the Mayor from the CEO
It’s a pleasure to present the 2023/24 Annual Report. program. We also launched the Thrive Youth Festival held in Our 2023/24 Annual Report speaks volumes about a Our team’s exceptional endeavors led to recognition at the
It highlights the diverse projects delivered, services improved, Pomona in April, which proved a great success. remarkable year of action and progress, put together by our prestigious IPWEA Qld Excellence Awards for the impressive
achievements recorded and progress made over the past 12 dedicated team. $9.81 million Beckmans Road Intersection Upgrade and Noosa
months. More than 170 community volunteers have helped deliver Biosphere Trail 5 Upgrade. These accolades again recognise
Council’s services this year, including our libraries, Noosa With pride, it’s worth noting our prudent financial approach the passion and dedication our staff have towards their work
Serving our community is at the heart of everything your Regional Gallery and Noosa Botanic Gardens - to name just a was recognised by the Queensland Treasury - a sound and the community.
Council does and we continue to look for ways to make doing few. I can’t thank them enough for their invaluable contribution. financial position with a neutral outlook.
business with Council easier. The quadrennial local government elections in early 2024
It’s volunteers who power Noosa’s 300-plus community During 2023-24, we started implementing our comprehensive ushered in new leadership with the election of a new Mayor
This year we launched the trial hinterland Customer Service groups that all make such a difference to residents’ lives, and 2023-2028 Corporate Plan, based around the five pillars of and Councillors. While we express gratitude for Mayor Clare
desk based at Cooroy Library, intended to give hinterland so we again hosted our annual event in December to celebrate Environment, Liveability, Prosperity, Future and Excellence. Stewart’s dynamic leadership over the past four years, we
residents a place closer to home to get help in person with their efforts on International Volunteer Day. optimistically look towards a promising future under Mayor
12 13
payments and general council enquiries. We look forward to The year witnessed the successful delivery of diverse projects Frank Wilkie and the new Council.
reviewing the results over the next year. One such group of tireless volunteers are those behind our and initiatives like the two-lane Lawnville Road bridge at
Community Bushland Care Program. These remarkable men Cooroy, the impressive $1.95 million Olive Donaldson Pavilion I would like to extend my appreciation to the Executive
In the spirit of greater community engagement we revived our and women bolster Council’s efforts to protect and preserve at the Noosa District Sports Complex, and the pioneering Leadership Team and our dedicated staff for their unwavering
community-based council meetings and Councillor Coffee our natural areas, and so I’m thrilled that this year we welcomed installation of a polystyrene thermal processing machine, commitment.
Chats in taking our June 20 Ordinary Meeting out to Pomona. our 20th Community Bushland Care Group to the program. demonstrating our commitment to innovative solutions for
The councillors look forward to more opportunities to discuss landfill waste reduction. I look forward to continuing to work with our residents,
the issues that matter most to you. In the past year alone our Bushland Care Group volunteers ensuring our region maintains its enviable reputation as a
have completed more than 300 working bees, contributed Our focus on flood reconstruction and recovery from the desirable place to live, work and prosper.
Our Infrastructure Services team has tackled a massive works more than 7000 hours, planted more than 4000 tube stock 2002 event led to the signing of the largest single construction
program with a value of more than $39 million over the past and removed around 1300 cubic metres – or 20 tonnes – of contract ever, to repair the significant Black Mountain Road
12 months. Highlights include more than $6 million worth of weeds from our environment. landslide.
bridge upgrades, the $1.95 million Olive Donaldson Pavilion
at Noosa District Sports Complex, plus a host of footpath The new council was sworn in during April 2024 and while it This project and many others total an astounding $120+ million
upgrades and road resealing. was a pleasure to have been a part of the previous council, it’s in flood recovery work and is financially supported by the
a great privilege to be elected your Mayor. I look forward to Queensland Reconstruction Authority. We certainly appreciate
Delivering this program while powering through a massive working alongside returning councillors Karen Finzel, Amelia the ongoing support from the Australian and Queensland
Noosa Council Annual Report 23/24
$120 million portfolio of Queensland Reconstruction Authority- Lorentson, Brian Stockwell and Tom Wegener and new faces Governments towards rebuilding our key infrastructure
funded flood recovery work has been a formidable challenge. Nicola Wilson and Jess Phillips as we proudly serve you over impacted by the floods.
the next four years.
This year our first THRIVE All Abilities Expo connected We continued to march ahead in our vision of fostering a
residents living with a disability, their families, and caregivers people-centric culture, instilling our SPARC values into every
with local disability services, support networks, and programs facet of our Council operations. Designed to empower and
that assist with everyday well-being and resilience. lead our staff, these values encourage authentic discussions,
Young people too were a focus this year with a suite of Frank Wilkie enabling us to consistently deliver superior results for our Larry Sengstock
wellbeing activities added to the popular Living Well Noosa Mayor community. Chief Executive Officer
Section 8
noosa.qld.gov.au
Enhancing and
enriching our
environment.
Noosa Council
Different by nature.
Noosa Everglades - part of Noosa Biosphere
Section 9
16
1
Our
Shire
17
Noosa Council Annual Report 23/24
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Our Shire
Discover
Located in South-East Queensland, Noosa Shire is
situated at the northern tip of Queensland’s Sunshine
Coast and it is approximately 120 kilometres north of
It is the natural landscape that attracts visitors to Noosa
Shire. The coastal landform of shallow lakes, river
systems and coastal escarpment provide a stunning
Noosa Shire has held
UNESCO Biosphere
Brisbane. Noosa Shire covers an area of 869.9 km² backdrop to our community. Noosa Shire has a proud
with more than 800 kilometres of roads and nearly history of preserving its natural environment with 35%
450 kilometres of bikeways. The region is bound by of the Shire protected as either national park, reserve or
Reserve status since
the Gympie local government area in the north and conservation area.
west, and the Sunshine Coast local government area
in the south. Since 2007, the Noosa Shire has held UNESCO
2007. It recognises
Biosphere Reserve status. It recognises the ongoing
Noosa Shire is home to more than 56,000 people. The efforts of the Noosa community to manage the region’s
region enjoys a sub-tropical climate, beautiful beaches, land, waters and wildlife sustainably, in balance with its
mountains and forests, which makes it one of Australia’s urban population and visitors from across the globe.
the ongoing efforts of
18
most desirable places to live, work and visit. Together, with more than 700 biosphere reserves 19
around the world, we are working towards the global
The traditional owners and original custodians of the sustainability goals of the Man and the Biosphere
the Noosa community
land are the Kabi Kabi people. Program and Lima Action Plan.
Noosa Shire is a growing residential and tourist area,
to manage the region’s
with substantial rural, rural-residential and parkland
areas. It is made up of 18 hinterland villages and 11
coastal towns and has an economy that is diversifying
beyond a thriving tourism industry. Noosa’s economy
land, waters and
relies significantly on the health, professional services,
tourism, retail and construction sectors. It is home to
more than 7,000 businesses, predominately small and
wildlife sustainably.
micro, including successful entrepreneurs and skilled
business people.
Noosa Council Annual Report 23/24
Section 11
Our Shire
Our Noosa Story
The traditional owners of the land and waters of from Gympie came to stay on the riverbank for
Noosa Shire are the Kabi Kabi First Nations People. restful fishing. Holidaymakers would continue to
They have lived here for countless generations; grow over the next 150 years, especially once cars
tens of thousands of years stretching back became common from the 1930s. A commitment
into time immemorial. Kabi Kabi have a deep to building roads, bridges and amenities to
connection to this country. Their culture is entwined accommodate these tourists increased their
with the environment through land, river and sea, number.
including an intimate knowledge of the flora, fauna,
ecology and seasons. This continued connection A sense of collective identity within the early
links past, present and the future. Colonial interest townships of Tewantin, Pomona, Cooran and
in Noosa began in the 1860s with access to timber Cooroy heralded independence from the Widgee
via the estuary and lakes. Huge volumes of trees Shire and the predominance of Gympie. Noosa
were removed in the following decades, including Shire was created and celebrated in 1910. Shortly
the highly sought-after red cedar and giant kauri afterwards, the Shire took great pride in its
20 21
pines. A sawmill was built at Lake Cootharaba in contribution during the First World War, with 400
1869 and a town and port were soon established enlistments from its tiny population and record
at Tewantin. Following the discovery of gold at fundraising. Just one generation later, Noosa’s
Gympie in 1867, a track was cut to the Noosa River efforts were remarkable once again in its effort to
via Cooran, which allowed a faster, easier route defend Australia during the Second World War.
between the goldmines and the capital city.
On a small scale, fishing was one of Noosa’s initial
When the railway between Brisbane and Gympie commercial enterprises. This had increased
was finally completed in 1891, it provided greater markedly by the 1940s and grew exponentially
access to the more distant markets for the young after the war when prawning became a significant
hinterland townships of Cooran, Pomona and industry. Overfishing was recognised by the
Cooroy. Simultaneously it brought new families and 1960s, and limitations began to be implemented
workers to the area who created farms to replace on commercial fishing to ensure the ongoing
the declining timber, dairy and small cropping enjoyment of recreational and subsistence
industries. As township populations expanded, fishing. The annual Festival of the Waters began
Noosa Council Annual Report 23/24
schools, churches, and small businesses were celebrating the Noosa River and surfing became
established to support the communities’ needs. a phenomenon with Noosa Heads becoming
a nationally recognised surfing destination. In
Noosa quickly made a name for itself as a place of 2020, this culture of coastal management and
natural beauty and a holiday destination. From as preservation led to Noosa becoming the world’s
early as the 1870s, a handful of moneyed miners 10th World Surfing Reserve.
Section 12
Our Shire
Early on, Noosa residents recognised the environmental Historically, Noosa has chosen a different path to
significance of the region. Pig Island and Sheep Island other Councils and Noosa continues to build upon this
were declared wildlife sanctuaries in 1934 in response successful legacy and reap the benefits, with large tracts
to the community’s demand to protect their birdlife. The of retained vegetation, the healthiest waterways in the
headland, earmarked as a reserve in the 19th century, region, and an engaged and active community. These
was made an official National Park in 1939 to stop great strengths also form the basis of Noosa’s economy,
interest in its development. Local protest stopped a sand creating a point of difference, recognised brand and
mine proposal in 1952 and the 1960s saw community green credentials where people travel from all over the
organisations form and advocate for greater protection world to enjoy Noosa’s natural environment.
of the local wildlife and environment. In contrast, the
commercial development of Noosa Sound was then For thousands of years, Noosa’s natural environment has
pushed by the State Government in the 1970s. been integral to First Nations people’s cultural values,
customs and spiritual beliefs. Aboriginal peoples have
Through the 1980s and 1990s, the Noosa community been environmental stewards of the region around
continued to fight to remain a unique place, ensuring that Noosa for millennia, and still maintain a deep relationship
both commercial and residential developments were today with the biodiversity, waterways and wetlands of
constrained within a planned framework. This placed a the area.
22 focus on protecting the natural environment and creating 23
a special built environment that continued the ‘Noosa More than 50 years of environmental and community
look and feel’, where built infrastructure is integrated activism has resulted in a community that places a high
into the natural environment rather than dominating value on the natural environment and a community that
the urban and rural character. Aspects such as building seeks to live sustainably in harmony with nature.
height limits, lack of traffic lights and low volume signage
became iconic. The strategic land use plans of the Noosa Council declared a climate emergency in 2019,
1990s and 2000s included limitations on development making a strong statement in support of taking action
to support a sustainable residential and visiting on climate change, and contributing to a collective voice
population. Ultimately in 2007, Noosa Shire was awarded across local, state, and federal governments worldwide.
UNESCO Biosphere Reserve status, which recognised Decisive action is needed by all levels of government and
the community priority of managing the environment industry to address climate change. Noosa is working
sustainably in balance with community needs. hard to achieve its commitment to reduce its carbon
emissions to zero by 2026.
The forced 2008 amalgamation of Noosa Council with
the former Maroochy and Caloundra local governments Noosa Shire continues to thrive, seeking to do so on its
Noosa Council Annual Report 23/24
to form Sunshine Coast Regional Council was strongly own terms, with its own heritage and culture in mind,
opposed by the Noosa community. Despite not winning with its own community and environment at the forefront;
the initial campaign in 2008, the Noosa community did with its own future vision: Different by Nature.
not give up and was successful in re-establishing the
Noosa Shire on January 1, 2014.
Section 13
24
25
Noosa Council Annual Report 23/24 Our Shire
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5 1 132 1 1 1 1086 3908 97 393 0 ei ‘ * Ta ha ad \ i vie hey a wie mma y, ad ad a) yi ya Ne dd LE iy — i! i oa Vg Noosa Council Annual Report 23/24Section 14
Our Shire
Our Location
Kin Kin
Teewah
Boreen Point
26 Cooran 27
Pomona
Tewantin Noosa Heads
Noosaville
Cooroy Sunshine Beach
Sunrise Beach
Marcus Beach
Noosa Council Annual Report 23/24
Peregian Beach
N
QLD Noosa 0 2.5km
Noosa Council boundary
Section 15
Quick Facts
Households and Families
Our Shire
Area and landscape 24% lone person
Rivers catchment cover
23,755 23% families with children
Families with
children are most in
households need of affordable
accommodation
33.7% couples without children
˜872km2
Average household Median weekly
45km
Coastline
size is 2.36 persons $1,482 household income
Total area of the Shire 63% Noosa River
Housing
>70% National Park State Forest
vegetated area 216km² 56km²
Over 42% of the land area has some
form of protective conservation tenure
36% Mary River
28 29
UNESCO Biosphere World Surfing
Reserve since 2007 Reserve since 2020 1% Maroochy River
73% of occupied private 71% of households were purchasing
dwellings are separate houses or fully owned their home
Population
19% of homes are $850 per week $650 per week
rented privately Median house rental Median unit rental
5.1%
of households are in
need of affordable
55% of renting households were 16.7% of households have housing in the Shire
Resident population
Median age is 50 (high compared paying $450 per week mortgage costs 30% greater (families are
to the QLD Median of 38 years)
58,367
or more in rent than their income most in need)
Noosa Council Annual Report 23/24
60% 1.7% of residents identify as Aboriginal
lives in the southeast and/or Torres Strait Islander Median house price is Median unit price is
corner of the Shire $1,235,000 $937,000
23% of residents were born overseas (more than double that (60% higher than
Sunshine Beach (predominantly, United Kingdom)
has the highest of regional Queensland) regional Queensland)
population density
Section 16
Employment, local workforce, and industry
Our Shire
The top 3 sectors by registered business
1st - Construction (1,432 businesses)
$3.69 billion 27,356 local jobs 2nd - Rental, Hiring and Real Estate (1,231 businesses)
in Gross Regional Product There are (3.51% growth from 3rd - Professional, Scientific, Technical (1,109)
(up 4.3% on previous year) 27,429
employed
previous year)
7,779
residents local businesses
89% of all businesses employ less than 4 people
$38 million generated 3.1% is the
58% of all businesses are non-employing
in the green economy unemployment rate
98% of all businesses turn over less than $5 million each year
58% of all businesses turn over less than $200,000 each year
Health Care and Social Assistance is the largest employer generating
3,063 FTE jobs (mostly driven by medical and health care services)
80% of business output in Noosa Shire is driven by local sales (compared to 70% across Queensland)
Construction had the largest Rental, Hiring and
increase, creating +527 FTE’s, Real Estate sector
followed by Health Care and experienced the Health and wellbeing
30
Social Assistance with an largest drop in 31
additional +506 FTE’s -130 FTE’s
Liveability Index Score of 70 (above the national average)
In Noosa Shire, 25% of workers
53.9% of workers have a Bachelor or Higher
(all industries) degree, and approximately 33.8% of residents have at least
are female and 13% have an Advanced one long-term health condition, 5.6% in need of assistance with
46.1% are male Diploma or Diploma with the most common condition a profound or severe disability
being arthritis
18% of local workers Noosa Shire’s workforce
Almost 70% of Noosa
Noosa Council Annual Report 23/24
were Professionals,
Shire’s workforce earns 25 – 54 years - 57%
15% were Community and Roughly half of residents 17% of residents undertake
between $500 - $1,999 55 – 64 years - 19%
Personal Service Workers aged 65 or over receive the volunteer work (above the
each week in income
14% were Trade Workers aged pension regional level)
and Technicians 65% travel to work by car
Section 17
Environment
Our Shire
We are committed to protecting and enhancing Noosa’s
environmental assets and our Biosphere. Our flora and
fauna, oceans and coasts, waterways and wetlands,
atmosphere and climate are all highly valued for both
their intrinsic worth and the ecosystem services they
provide. Noosa’s diverse ecosystems attract people
to live, work, invest and play in the Shire. The evolution
and advancement of the Noosa Design Principles
and The Noosa Planning Scheme helps ensure our
built environment responds sensitively to our natural
environment, climate, cultural heritage and enhances the
liveability of the community.
The principles of ecologically sustainable development
are integrated into decision making to help secure the
continued availability of natural resources for present
and future generations. Careful management of growth
32 and development are underpinned by a commitment to 33
maintaining a sustainable population. Our development
footprint is limited by the need to protect significant
environmental values, avoid natural hazards, provide
necessary infrastructure and preserve the desired
lifestyle. This approach is intrinsic to our Biosphere and
the key to Noosa’s success.
Noosa Council Annual Report 23/24
Pelicans at Noosa River
Section 18
Liveability
Our Shire
People highly value Noosa’s unique lifestyle which
balances health, wellbeing, recreation and opportunity
within our renowned natural and built environment. Our
residents enjoy the benefit of towns, villages, and rural
areas with distinct characteristics. They live within a
connected, supportive, and inclusive community linked
by shared values. People’s individual needs are assisted
through appropriate services and infrastructure to
maximise wellbeing and resilience. Council’s objective is
to retain and enhance these aspects that underpin our
prized lifestyle.
Our thriving community, arts, cultural, sporting and leisure
sectors facilitate a rich community life.
A diverse range of services, facilities and amenities are
well maintained and accessible to cater for our broad
34 range of community needs, regardless of age, ability, or 35
budget. Our aim is to maintain and improve these into
the future. Council is proactively seeking to address the
housing crisis in our community and manage impacts on
liveability, with an increase in resourcing, commitment,
and investment. Council cannot do this alone and will
look to partner with all levels of government, industry,
and the housing sector to create an inclusive Noosa
community where everybody has access to safe, secure
housing they can afford. Noosa Shire is striving to have
an efficient, free flowing, innovative transport system that
enhances resident and visitor experiences, and results
in sustainable environmental outcomes. Our movement
system facilitates the movement of people and goods – it
prioritises pedestrians, cyclists, and public transport.
Noosa Council Annual Report 23/24
Bike riding in the Noosa Biosphere Trails
Section 19
Prosperity
Our Shire
Council is committed to a robust, diverse, and resilient local
economy that recognises the importance of skilled and talented
people; has the necessary infrastructure to accelerate employment
growth; supports the sustainability of businesses, industries and
technologies; and creates a sustainable business environment that
provides a range of diverse employment opportunities.
Our artisan and niche industries form a small but important part
of our visitor economy. Building on our emerging local food and
drink industry and our established arts and cultural sector is key to
creating an authentic experience for residents and visitors alike.
The success of our economy is driven by our reputation for
ecological sustainability and nature conservation, and this attracts
green business opportunities that provide innovative solutions to
climate risk and biodiversity protection. We are focused on our
economy transitioning to a more circular economy, focused on
36 reducing, re-using and recycling the valuable resources through 37
progressive waste management practices.
Council’s Smart Biosphere (Economic Development) Focus
Economic Diversification
— Build economic resilience
— Reduce economic vulnerability
— Attract or create higher value employment opportunities
— Embrace the Green Economy
Higher Value Employment Opportunities
— Create future employment pathways for our local youth to work
in the region
Noosa Council Annual Report 23/24
— Retain local talent within the Shire (to offset the great ‘retirement’
wave within the next decade)
— Attract and retain new talent, that can afford to live in Noosa Shire
Enable Growth
— Accelerate and enable industry growth
— Affordable housing is required to attract younger workers
Women and Active Mums exercise program at the Noosa Leisure Centre
Section 20
38
2
Our
Council
39
Noosa Council Annual Report 23/24
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5 1 102 1 1 1 2527 2519 18 16 32 &
2 1 103 0 0 0 2622 2519 44 30 -1
3 1 103 1 0 0 2622 2519 44 30 -1
4 1 103 1 1 0 2622 2519 44 30 -1
5 1 103 1 1 1 2622 2519 44 30 36 oe
2 1 104 0 0 0 2978 2508 50 19 -1
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5 1 104 1 1 1 2978 2508 18 13 34 ae
2 1 105 0 0 0 3258 2459 335 68 -1
3 1 105 1 0 0 3258 2459 335 68 -1
4 1 105 1 1 0 3258 2459 335 68 -1
5 1 105 1 1 1 3287 2459 306 67 27 ell
2 1 106 0 0 0 2423 2518 54 36 -1
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4 1 106 1 1 0 2423 2518 54 36 -1
5 1 106 1 1 1 2423 2518 54 36 0 —
2 1 107 0 0 0 2566 2538 20 17 -1
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5 1 107 1 1 1 2559 2530 12 29 38 Fi
2 1 108 0 0 0 2821 2553 96 33 -1
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4 1 108 1 1 0 2821 2553 96 33 -1
5 1 108 1 1 1 2821 2553 96 33 20 a
2 1 109 0 0 0 828 2618 376 42 -1
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4 1 109 1 1 0 828 2618 376 42 -1
5 1 109 1 1 1 828 2618 225 42 23 a
2 1 110 0 0 0 1285 2635 11 9 -1
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5 1 110 1 1 1 1285 2635 11 9 12 a
2 1 111 0 0 0 1363 2630 69 13 -1
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5 1 111 1 1 1 1359 2626 9 25 0 .
5 1 111 1 1 2 1363 2630 69 13 19 os
2 1 112 0 0 0 1508 2596 396 46 -1
3 1 112 1 0 0 1508 2596 396 46 -1
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5 1 112 1 1 1 1508 2618 43 10 19 a
5 1 112 1 1 2 1664 2592 60 60 34 ae
5 1 112 1 1 3 1769 2592 60 60 38 oe
5 1 112 1 1 4 1864 2592 40 60 33 ee
2 1 113 0 0 0 598 2644 214 29 -1
3 1 113 1 0 0 598 2644 214 29 -1
4 1 113 1 1 0 598 2644 214 29 -1
5 1 113 1 1 1 656 2649 156 24 14 cement»
2 1 114 0 0 0 263 2989 8 8 -1
3 1 114 1 0 0 263 2989 8 8 -1
4 1 114 1 1 0 263 2989 8 8 -1
5 1 114 1 1 1 263 2989 8 8 0 co
2 1 115 0 0 0 267 2999 44 28 -1
3 1 115 1 0 0 267 2999 44 28 -1
4 1 115 1 1 0 267 2999 44 28 -1
5 1 115 1 1 1 267 2999 44 28 31 ~
5 1 115 1 1 2 296 2995 16 45 42 3
2 1 116 0 0 0 1601 3144 75 28 -1
3 1 116 1 0 0 1601 3144 75 28 -1
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5 1 116 1 1 1 1650 3144 23 28 13 is
2 1 117 0 0 0 1539 3235 36 12 -1
3 1 117 1 0 0 1539 3235 36 12 -1
4 1 117 1 1 0 1539 3235 36 12 -1
5 1 117 1 1 1 1539 3235 36 12 40 a.
2 1 118 0 0 0 1630 3202 31 25 -1
3 1 118 1 0 0 1630 3202 31 25 -1
4 1 118 1 1 0 1630 3202 31 25 -1
5 1 118 1 1 1 1630 3202 31 25 0 o*Section 21
Our Council
Noosa Shire Council’s
Council Roles
Noosa Shire Council was created in 1910 under the In accordance with section 9 of the LG Act, councils Provider / Delivery
Queensland Local Authorities Act of 1902. As such, the are responsible for the good rule of their local Directly delivering services, projects, programs and
Shire of Noosa was created out of an area previously government areas. This responsibility includes the infrastructure.
belonging to Widgee (now Cooloola Shire) and a small performance of various functions and the delivery of
strip along the northern border of Maroochy (now a range of services to the community. Funder
Sunshine Coast). Noosa’s population at the time was Funding other organisations/service providers to
about 2,000. At the first local government election on 22 As such, our Council is invested in the following deliver programs, projects, services, funding collective
April 2024, nine Councillors were elected. James Duke overarching responsibilities: groups to meet, connect and collaborate.
became the first Shire Chairman. The bridge at Gympie
Terrace, Noosaville, is named after him, in his memory. — to govern the local government’s affairs Facilitator
The first Shire Clerk was Mr E.A. Edwards who held — t o be responsible for the performance of the Assisting others to be involved in activities by
office until 1946. local government’s functions bringing groups and interested parties together.
— t o oversee the allocation of the local
40
In 2008, the Noosa Shire was amalgamated with government’s funds and resources, and Partner 41
Maroochy Shire and the City of Caloundra to form the — to determine the local government’s policies. Forming partnerships and strategic alliances with other
Sunshine Coast Regional Shire. In March 2013 and parties in the interests of the community.
after several years of campaigning by the community,
residents of the former Noosa Shire went to the polls
The purpose of our Educator
to vote on a referendum whether or not Noosa should council is to ensure Providing education, information, and data to our
de-amalgamate from the Sunshine Coast Regional communities to facilitate learning, knowledge and
Shire. In response, 82.6% of voters were in favour of that it is fundamentally change as we work together on delivering our plans.
deamalgamation. On 1 January 2014, Noosa Shire
Council was officially re-established as an independent
accountable, effective, Advocator
local government area. efficient, and Promoting the interests of the community, and key
sustainable for our Noosa Shire projects and initiatives to others (funders,
decision and policy makers and influencers).
local government area.
Planner
Council also provides a wide range of services, Undertaking long-term planning for the sustainability
Noosa Council Annual Report 23/24
facilities, and functions for the Shire. In delivering of the organisation and the Shire and proactively
these, Council’s role is varied and is dependent planning for services and infrastructure, which respond
on being responsive to the needs, interests, and to current and future needs.
aspirations of the community. Council performs best
when it has a clearly understood role and focuses Regulator
its energy within that role. Council’s roles can be Regulating certain public activities through legislation
described as: (for example by-laws relating to animal management,
public health, litter etc).
Section 22
Our Council
42 43
Noosa Council Annual Report 23/24
Alex and Pete - SSO for reporting illegal dumping
Section 23
Our Council
Our Elected
Members
Elected members (councillors) are members of a team, As well as being a Councillor, the Mayor has additional
elected by their constituents to work collectively in the responsibilities for:
The role of Councillors
best interests of the whole community.
— leading and managing meetings of the local
Our Council is represented by the Mayor and six government at which the Mayor is the Chairperson,
Councillors who were elected at the Local Government including managing the conduct of the participants
is to represent the
elections held on 16 March 2024 and made at the meetings
Declarations of Office on 3 April 2024. — leading, managing and providing strategic direction
to the Chief Executive Officer (CEO) in order to
community and make
Residents have the opportunity to elect the Mayor and achieve the high quality administration of the local
the Councillors every four years with the next election government
scheduled to be held in 2028. — directing the CEO in accordance with local
decisions that benefit
government policies
44
Our Councillors represent all areas of the Shire as — conducting a performance appraisal of the CEO at 45
Noosa is an undivided local government area. least annually in the way that is decided by the local
government
the whole Noosa Shire
Elected members have specific roles and — ensuring the local government promptly provides
responsibilities to ensure that they have effective the Minister with the information about the local
control over the management and operation of our government area, or the local government as
region, now and into
local government area. Councillors are responsible for: requested
— being a member of each standing committee of the
— providing leadership to the local government and local government, and
the future.
the community — representing the local government at ceremonial or
— planning for the delivery of services and strategic civic functions.
planning for the future
— ensuring Council discharges its responsibilities The Councillor that is nominated by resolution to be the
under legislation, achieves its Corporate Plan, Deputy Mayor can act for the Mayor during an absence
and complies with all laws that apply to local or temporary incapacity of the Mayor.
governments
Noosa Council Annual Report 23/24
— being accountable to the community for the local
government’s performance
— participating in Council meetings and decision-
making for the benefit of our local government area
— developing policy and making local laws, and
— complying with legislation.
Our Elected Members Elected members (councillors) are members of a team, As well as being a Councillor, the Mayor has additional elected by their constituents to work collectively in the responsibilities for: best interests of the whole community. — leading and managing meetings of the local Our Council is represented by the Mayor and six government at which the Mayor is the Chairperson, The role of Councillors Councillors who were elected at the Local Government including managing the conduct of the participants elections held on 16 March 2024 and made at the meetings Declarations of Office on 3 April 2024. — leading, managing and providing strategic direction to the Chief Executive Officer (CEO) in order to is to represent the Residents have the opportunity to elect the Mayor and achieve the high quality administration of the local the Councillors every four years with the next election government scheduled to be held in 2028. — directing the CEO in accordance with local community and make government policies 44 Our Councillors represent all areas of the Shire as — conducting a performance appraisal of the CEO at 45 Noosa is an undivided local government area. least annually in the way that is decided by the local decisions that benefit government Elected members have specific roles and — ensuring the local government promptly provides responsibilities to ensure that they have effective the Minister with the information about the local the whole Noosa Shire control over the management and operation of our government area, or the local government as local government area. Councillors are responsible for: requested — being amember of each standing committee of the — providing leadership to the local government and local government, and region, now and into the community — representing the local government at ceremonial or civic functions. — planning for the delivery of services and strategic planning for the future the future. — ensuring Council discharges its responsibilities The Councillor that is nominated by resolution to be the under legislation, achieves its Corporate Plan, Deputy Mayor can act for the Mayor during an absence and complies with all laws that apply to local or temporary incapacity of the Mayor. governments — being accountable to the community for the local government's performance — participating in Council meetings and decision- making for the benefit of our local government area — developing policy and making local laws, and — complying with legislation. xX aSection 24
Our Council
The roles and responsibilities of our elected members
are underpinned by the Code of Conduct for Councillors
in Queensland which is a public declaration of the
principles of good conduct and standards of behaviour
that councillors must display when carrying out their
duties. This includes modelling the following standards of
behaviour:
— carrying out responsibilities conscientiously and in the
best interests of the Council and the community,
— treating people in a reasonable, just, respectful, and
non-discriminatory way, and
— ensuring conduct does not adversely reflect on the
46
reputation of Council. 47
Therefore, the structure of our Council, consisting of
a group of independently elected councillors, is an
environment in which good relationships, mutual respect
and a constructive appreciation of differences are
required for good decision making and the capacity of
councillors to deliver on their various election platforms
for our community.
Noosa Council Annual Report 23/24
Mayor Frank Wilkie and CEO Larry Sengstock
Section 25
From left to right: Cr Nicola Wilson, Cr Brian Stockwell, Mayor Frank Wilkie, Cr Tom Wegener, Cr Jessica Phillips, Cr Amelia Lorentson and Cr Karen Finzel
49
Noosa Council Annual Report 23/24 Our Council
Section 26
Our Council
Mayor Frank Wilkie
Elected member since 2014
07 5329 6103
[email protected]
Cr Brian Stockwell (Deputy Mayor)
Elected member since 2016
07 5329 6120
[email protected]
Cr Karen Finzel
Elected member since 2020
07 5329 6279
[email protected]
Cr Nicola Wilson
Elected member since 2024
50 51
07 5329 6115
[email protected]
Cr Amelia Lorentson
Elected member since 2020
07 5329 6385
[email protected]
Cr Tom Wegener
Elected member since 2020
07 5329 6545
[email protected]
Noosa Council Annual Report 23/24
Cr Jessica Phillips
Elected member since 2024
07 5329 6109
[email protected]
Section 27
Our Council
Services
Council delivers a wide and varied range of services
to our community. Service activities are supported by
service level targets captured in Council’s Service Level
Catalogue, which is adopted through the budget process
and is available on our website. The Service Catalogue
currently lists 36 Service Profiles for both external and
internal services:
External services are those services which deliver specific
outcomes to customers, stakeholders, and the community
(e.g., Aged and Disability Support, Development Services
and Economic Development).
Internal Services are those of a more corporate nature that
enable the delivery of external services (e.g., Procurement,
Governance, Financial & Revenue Services).
52 53
Noosa Council Annual Report 23/24
Noosa Seniors service
Section 28
Our Council
Services Service Activity Services Service Activity
Aged & Disability Support (Noosa Seniors) Day Respite Centre operations and programs Disaster Management Disaster Planning / Preparedness
In-home Care Disaster Co-ordination
Home Maintenance and Modifications Disaster Response
Transport Disaster Recovery
Information Sessions
Economic Development Strategy and Service Delivery
Asset Management Asset Management & Destination Management Capacity Building and Leadership
Communications and Information
Tourism Noosa support
Beaches & Coastal Foreshores Maintenance and Operations
Noosa Junction Association support
Canals & Waterways Waterways Management
Elected Council Elections
Maintenance and Operations
Meetings
Councillor Support and Registers
Cemeteries Maintenance and Operations
Financial Financial Accounting
Community Development Community Development – Planning and Support Treasury and Investment Management
Community Buildings and Facilities Management Accounting
54 55
Capital Project Financial Management and Asset
Accounting
Customer Service Customer Contact
Accounts Payable
Cashiering
Revenue Property Records Management
Council Buildings Maintenance
Property Rates and Charges
Property Searches
Council Property Management Council Property Management Receipting
Accounts Receivable and Debt Recovery
Arts & Culture Cultural Planning and Support
Visual Arts Venues and Programs Fleet Fleet Management
The J Entertainment and Community Venue Fleet Operations
Heritage Protection and Preservation
Libraries Governance Corporate Governance Framework
Noosa Council Annual Report 23/24
Enterprise Risk and Opportunity Management
Development Development Assessment and Compliance Insurance Management
Building and Pool Compliance Complaints Management
Plumbing Right to Information & Information Privacy
Public Interest Disclosures, Fraud and Corruption Control
Delegations and Authorisations
Section 29
Our Council
Services Service Activity Services Service Activity
Holiday Parks Contract Management and Administration Public Health Food Premises
Operations Infection Control for Personal Appearance Services
Mosquito and Vermin Control
Environmental Health Issues
Information Communication ERP System
General Public Health Compliance
Technology (ICT) ICT Operations
Records and Data Management
Spatial Services Public Lighting Maintenance and Operations
Infrastructure Planning Infrastructure Planning Recreational Parks Maintenance and Operations
Design Delivery Infrastructure Design
Infrastructure Delivery
Road Network Sealed Roads
Gravel Roads
Land & Habitat Conservation Bushland Reserve Management Bridges
Environmental Partnership Programs Road Landscaping and Mowing
Pest Management Car Parks
Environmental Management Services
Sport & Recreation Planning, Programs and Support
56 Lifeguards Maintenance and Operations Community Swimming Pools 57
Support Services Noosa Leisure Centre
Local Laws & Public Safety Local Laws Education & Compliance Stormwater Drainage Stormwater System Maintenance and Operations
Public Security – Security Patrols and CCTV & Flood Mitigation Flood Alert and Mitigation Maintenance and Operations
Permits – Use of Public Land for Commercial and
Community Activities
Recreational Parks Maintenance and Operations
Pathways, Boardwalks Pathways and Boardwalks
Strategy Planning Scheme
& Recreational Trails Noosa Trail Network
Advocacy, Place and Housing Programs
Sustainability and Climate Change
People & Culture Human Resource Management and Advisory Services
Payroll
Traffic & Transport Traffic Management and Operations
Workplace Health and Safety
Noosa Council Annual Report 23/24
Public Transport Infrastructure and Programs
Noosa North Shore Ferry
Procurement Procurement Strategy and Governance
Procurement Operations
Waste & Resource Management Waste Collections
Waste Disposal
Public Amenities Maintenance and Operations Waste Resource Recovery and Education
Section 30
Our Council
Service Locations
We work from our Tewantin Council Office and other service locations.
Administrative Offices
Main Office - 9 Pelican Street, Tewantin
Pelican Place – 3 Pelican Street, Tewantin
Cooroy Library Customer Service Desk
9 Maple Street, Cooroy, Phone: 5329 6555
Libraries
58 Noosaville Library - 7 Wallace Drive, Noosaville, Phone: 5329 6555 59
Cooroy Library - 9 Maple Street, Cooroy, Phone: 5329 6555
Mobile Library – various locations
Arts and Culture
Noosa Regional Gallery – Riverside, 9 Pelican Street, Tewantin
Butter Factory Arts Centre – 11A Maple Street, Cooroy
The J – 60 Noosa Drive, Noosa Junction
Peregian Beach Community House – 5 – 7 Rufous Street, Peregian Beach
Works Depot
Noosaville Depot – 183 Eumundi Noosa Road, Noosaville
Noosa Council Annual Report 23/24
Waste and Resource Recovery Centres
Noosa Resource Recovery Centre – 561 Eumundi Noosa Road, Doonan
Cooroy Waste Transfer Station – Mary River Road, Cooroy
Pomona Waste Transfer Station – 14 Pomona Kin Kin Road (Cnr Louis Bazzo Dr), Pomona
Noosa Library service
Section 31
Our Council
Customer Service
Council is committed to providing excellent customer — Optimising ‘value for money’ for our community
service to its community. — Respecting your privacy by treating all information
you provide confidentially and in accordance with
Council’s Customer Service Charter describes Council’s the Information Privacy Act 2009, and
customer-centric approach and the standards our — Consulting with the community on major issues that
community can expect when engaging with Council. may affect them.
The Charter confirms Council’s commitment to:
— Provide excellence in customer service Customers can seek our assistance online, over
We aspire to become — Engage with our community using best practice
— Provide quality local government services to the
Noosa community
the phone, in person, by email or letter. A consistent
approach to customer service means we attend to
enquiries accurately, promptly, and professionally.
‘as one with our
— Provide good governance and act ethically
— Be transparent in all our dealings For this reporting period Council has experienced an
— Look after community and natural assets increase of 419 in customer service requests while
community’ through
— Manage community funds wisely, and remaining interactions with Council are consistent with
60
— Be as one with our community. previous financial year. 61
During all interactions, we are committed to: Council’s Pulse Survey allows our customers to rate
a strong community — Considering customers’ needs first
— Focusing on continuous service improvement
— Promoting opportunities for participation
their customer service experience with Council out of
five stars. For this period, Council achieved an Average
Rating score of 4.81 which is an increase of 0.04 from
engagement ethos.
— Achieving high levels of customer satisfaction previous financial year.
Customer Service Interactions
Customer service requests created 27,367
Front counter interactions 10,280
Online chat interactions 2,073
Noosa Council Annual Report 23/24
Inbound calls to Council 44,936
Top three requests raised by customers 1. Domestic bin waste
2. Planning enquiries
3. Local laws - parking
Section 32
Our Council
Engaging with
our community
Council is committed to keeping the community – Your Say Noosa – Your Noosa Publication Community engagement highlights
engaged and informed of its projects, plans, initiatives, Our online engagement tool. Registered guests can We regularly print in our local community newspapers For this reporting period, there were 10 major projects
and activities across the Shire. Furthermore, Council provide feedback and ideas on helping to shape the a lift-out spread that highlights the latest Council requiring community engagement during the reporting
recognises that community engagement is a vital part future of our Shire. information for our community readers to digest. year.
of effective democracy. Quality engagement between
Council and residents makes good business practice – Surveys – Letters These ranged from place-based engagement and
and it is critical to good governance. Common method for obtaining information from We send information to members of our community those of shire-wide strategic significance.
the community, available electronically through our likely to be directly affected by a decision, project, or
Our Community Engagement Framework websites, such as Your Say Noosa. upgrade. About 55,500 people visited the Your Say Noosa
62 63
On 16 March 2023, Council adopted its Community engagement portal during the year, with 3,067 people
Engagement Policy which outlines Council’s – Facilitated sessions and workshops – Social media participating in a survey, quick poll or provided input as
commitment to the Community Engagement We hold online and face-to-face workshops and We inform the community and stakeholders of part of those projects.
Framework and associated principles of engagement: sessions to exchange information, involve the engagement opportunities through social media,
— Inclusive community and obtain feedback on our plans, ideas in a providing links to information on Your Say Noosa. The on-going development of the draft master plan
— Transparent more personal way. Community members can interact for the Noosaville Foreshore, attracted over 1,825
—A ppropriate directly with staff and have their questions and concerns – Community stalls at events responses to the survey, and more than 400 people
—A ccountable listened to, answered, and considered. We may set up council stalls at major events to maximise participated in face-to-face workshops over two
— Timely the opportunities to let the community know about open phases of engagement.
— Well resourced – Roundtables and working groups consultations. The stalls are managed by a diverse range
— Informative Discussions with community groups, stakeholders of staff to allow for answers to be provided by relevant staff. More community engagement will occur over the next
— Understanding our changing community and community members may be facilitated through 12 months.
developed roundtables and work groups that focus – Coffee chats with councillors
Council will continue to engage with the community on a particular issue or topic. Our councillors offer to the community coffee chats, As will the ongoing development of a Destination
in order to work together to address local issues and where residents can discuss their ideas and thoughts Management Plan for the Shire, which received over
Noosa Council Annual Report 23/24
collectively achieve better outcomes. – Submissions about matters that are important to them. They are 770 responses to the survey in Phase 1 of engagement,
We may request formal submissions to capture located in various cafes and locations across our Shire. which was held during the reporting period.
Engagement methods community interest and input on various topics.
Council uses different community engagement
techniques and communication methods depending – e-newsletters
on the issue or project, its goals, its circumstance and We deliver various community e-newsletters to
the level of influence the community have on decision- subscribers with the latest information on Council’s
making. projects, events, and activities.
Section 33
Media coverage Promotional campaigns directed traffic to our corporate
Our Council
Media coverage was focused on stories that were website which resulted in an increase in website
important to the community such as Council’s visitation, an 18 per cent increase in overall views.
Council Snapshot
commitment to the delivery of its Corporate Plan
objectives, projects and cultural events. This financial The Your Noosa monthly publications were a consistent
year, Council issued 104 media releases. inclusion in local hinterland and Noosa newspapers.
This remained a key component of our communication
During the reporting period, our social media reach and strategy to connect and keep the community up to date
fortnightly Your Noosa eNewsletter have experienced about our council’s programs, initiatives, and activities.
considerable growth. Council’s Instagram and LinkedIn
platforms recorded double-digit percentage growth. The
558 Employees 1 Entertainment Centre /
number of eNews subscribers for 2023-24 jumped 17 per
cent, with an impressive open rate of about 32 per cent.
Theatre
7 Elected Members 1 Noosa Regional Gallery
54% Female Workforce 2 Libraries & 1 Mobile Library
Social media engagement
25.5K 6.5K
3 Tourist / Caravan Parks 49 Median Age of Workforce
Facebook
Instagram
64 4.75m 560K 65
357.5K 17.5K 3 Waste Management 27,367 Customer Service
3% 11% Facilities Requests
Council has
166 Vehicle & Pedestrian 1 Noosa Leisure Centre
a strong Bridges
11.5K
engagement
Linkedin
Tik Tok
420K 829 611.86 km of Sealed Roads 1 Day Respite Centre
and growth in 45.6K 52.5K
our digital media 19%
8 Scenic Hinterland Trails 1 Noosa Botanic Gardens
audience.
E-Newsletter
1 Hinterland Adventure 1 Digital Hub
Noosa Council Annual Report 23/24
Website
1.20m 9.5K
Playground
18% 17%
10 Skate & BMX Parks 1 Noosa Aquatic Centre
Section 34
Our Mission,
Our Council
Principles & Values
Our Mission Noosa’s Seven Sustainability Principles are:
We are Noosa - Different by Nature.
1. R
esources are sustainably managed so that the
Our communities celebrate our culture, heritage, and lifestyle and wellbeing of the community is enhanced
place. We are connected, engaged, and inspired by our whilst safeguarding our natural systems and without
unique environment, resilient economy, and sustainable compromising the ability of future generations to
future. We are committed to maintaining our point of meet their own needs.
difference.
2. N
oosa’s environment is protected, preserved,
Guiding Principles and managed in a manner that is nature positive,
The principles of the LG Act underpin our Council to low carbon and climate resilient and respects our
ensure that we are accountable, effective, efficient, and traditional owners spiritual and cultural connection
sustainable. They include: to Country.
— Transparent and effective processes, and decision-
We care for each other and consider the ‘we’ before ‘me’.
making in the public interest 3. N
oosa’s economy is prosperous, resilient, circular, Supportive
We collaborate, listen and encourage one another to achieve our goals.
— Sustainable development and management of diverse, and protective of its unique environment,
assets and infrastructure, and delivery of effective culture and heritage.
66 67
services We are proud of what we do. We are inspired to learn,
Passionate
— Democratic representation, social inclusion and 4. Noosa residents belong to a community change and grow, and bring our very best to work every day.
meaningful community engagement that values and respects its diversity, accessibility
— Good governance of, and by, local government, and, and affordability. We walk the talk. We are honest, genuine and
— Ethical and legal behaviour of councillors and local Authentic
are not afraid to think differently.
government employees. 5. Noosa’s community is inclusive, safe, connected,
and resilient and encourages participation and
We are united and back each other. We listen to each other
The values of the Queensland Public Sector Ethics Act involvement across all life stages. Respectful
to understand different perspectives and embrace diversity.
1994 guide our Council behaviours and underpin our
Annual Report. These values include: 6. Noosa’s community benefits from quality places,
— Integrity and impartiality good asset management, services and programs We aim high and go the extra mile. We focus
Committed
— Promoting the public good that enhance wellbeing, and support creative, active, on solutions and are responsible for our actions.
— Commitment to the system of government, and and healthy lifestyles.
—A ccountability and transparency.
7. Good governance and policy is achieved Different by nature.
Noosa Council Annual Report 23/24
Sustainability Principles through forward planning, effective, efficient and
We are proud of our seven sustainability principles collaborative decision making, made in the interests
which underpin all that we do – from planning and of the community.
decision-making through to delivery of services and
infrastructure. These principles guide the development Our Organisational Values
of our strategic documents - to ensure consideration of Noosa Council is a values-led based organisation. We
sustainability across all areas of Council business. are proud of our organisational values and strive to
demonstrate these values in everything we do.
Our Mission, Principles & Values Our Mission Noosa’s Seven Sustainability Principles are: We are Noosa - Different by Nature. 1. Resources are sustainably managed so that the Our communities celebrate our culture, heritage, and lifestyle and wellbeing of the community is enhanced place. We are connected, engaged, and inspired by our whilst safeguarding our natural systems and without unique environment, resilient economy, and sustainable compromising the ability of future generations to future. We are committed to maintaining our point of meet their own needs. difference. 2. Noosa’s environment is protected, preserved, Guiding Principles and managed in a manner that is nature positive, The principles of the LG Act underpin our Council to low carbon and climate resilient and respects our ensure that we are accountable, effective, efficient, and traditional owners spiritual and cultural connection sustainable. They include: to Country. — Transparent and effective processes, and decision- We care for each other and consider the ‘we’ before ‘me’. making in the public interest 3. Noosa’s economy is prosperous, resilient, circular, — Sustainable development and management of diverse, and protective of its unique environment, We collaborate, listen and encourage one another to achieve our goals. 66 assets and infrastructure, and delivery of effective culture and heritage. We are proud of what we do. We are inspired to learn, services change and grow, and bring our very best to work every day. — Democratic representation, social inclusion and 4. Noosa residents belong to a community meaningful community engagement that values and respects its diversity, accessibility — Good governance of, and by, local government, and, and affordability. We walk the talk. We are honest, genuine and — Ethical and legal behaviour of councillors and local are not afraid to think differently. government employees. 5. Noosa’s community is inclusive, safe, connected, and resilient and encourages participation and We are united and back each other. We listen to each other The values of the Queensland Public Sector Ethics Act involvement across all life stages. to understand different perspectives and embrace diversity. 1994 guide our Council behaviours and underpin our Annual Report. These values include: 6. Noosa’s community benefits from quality places, — Integrity and impartiality good asset management, services and programs We aim high and go the extra mile. We focus — Promoting the public good that enhance wellbeing, and support creative, active, on solutions and are responsible for our actions. — Commitment to the system of government, and and healthy lifestyles. — Accountability and transparency. 7. Good governance and policy is achieved Sustainability Principles through forward planning, effective, efficient and We are proud of our seven sustainability principles collaborative decision making, made in the interests -_— = which underpin all that we do — from planning and of the community. ee he a a ay — decision-making through to delivery of services and Wee _ J ee ae — a sh ane bth indict aS ee eer ae infrastructure. These principles guide the development Our Organisational Values = SS oes See -” of our strategic documents - to ensure consideration of Noosa Council is a values-led based organisation. We ae a So Se a . — | sustainability across all areas of Council business. are proud of our organisational values and strive to a — a as — demonstrate these values in everything we do. =e Me oe, > ee Clie 4 a ih. —* Par et al a. on we | alSection 35
Corporate Planning Long-Term Enabling Plans
Our Council
Framework Our planning is underpinned by three key enablers:
Long-Term Financial Plan
roads, infrastructure, technology, buildings, and
services. They ensure we can maintain existing assets
to a satisfactory standard and provide for changing and
This plan is supported by the Financial Sustainability emerging needs.
Our corporate planning framework connects the behalf of the community each year, Council undertakes
Policy, and includes financial projections for resourcing,
various components of our corporate planning process a robust review process to ensure all proposed
and planning the long-term (10 year) delivery of Council Capability and Workforce Plan
to illustrate how our teams contribute to the success initiatives align with Council’s long-term goals and
strategies, programs, projects, infrastructure and This plan will outline the capability requirements of
of our organisation. Each year Council will focus on strategies. The process also involves identifying the
investments in environment and sustainability initiatives. our organisation to deliver against the Corporate Plan
its Corporate Plan, Operational Plan and Budget to risks and opportunities associated with pursuing or
This ensures a financially sustainable Council that has including securing and retaining the key roles, people,
ensure that: not pursing a specific initiative leading to informed
the resources now and into the future to achieve its skills, and knowledge to deliver on projects, undertake
— the key focus areas identified in the Corporate decision-making. This risk-based approach enables
strategic objectives and provide levels of service that necessary change management and direct resources
Plan are prioritised during Council’s annual budget Council to appropriately prioritise spending and the
are both affordable and considered appropriate by the to priority areas. It will outline an agile, future-focused,
process allocation of resources each year, whilst at the same
community. and community-driven council while ensuring the
— resources are identified to bring the key focus areas time informing possible future resourcing priorities.
safety, health and wellbeing of our staff. The completion
to fruition, and
Long-Term Asset Management Plans of the Capability and Workforce Plan is essential to
— performance measures are identified to monitor This integrated Corporate Planning and Governance
These plans provide the blueprint for sustainable achieving Council’s strategic vision and is identified as a
progress. Framework illustrates below the strategic alignment of
planning for and management of our assets, including key action in the Excellence Theme.
the planning process and the services Council delivers.
To prioritise and identify various projects, initiatives,
and services to be funded and delivered by Council on
68
Integrated Planning and Governance Framework Corporate Plan 2023-2028 Long-Term Strategies 69
Long -Term Reporting Our Corporate Planning Framework is supported by The Noosa Shire Planning Scheme - The Noosa Plan -
Enabling Plans 10-year strategies which articulate the vision, values is Council’s key document that guides development in
High Level Strategies
and priorities across key areas and map long-term our Shire. Council will continue to uphold and maintain
Annual actions to achieve their objectives. Noosa Council’s the planning scheme to ensure it continues to reflect
Integrated Planning and Governance Framework
Proposed Environment Economic Movement Proposed Report 10-year strategies are significant elements of the community aspirations and is responsive to social,
Community Strategy Strategy Strategy Resilience
↑ Integrated Planning and Governance Framework, and environment and economic changes.
Strategy (Transport Strategy
Long -Term each strategy incorporates many subject specific plans,
Strategy) Annual
Financial Plan studies, and action plans.
Operational
Sustainability Principles
Report
Planning Scheme
↑ The 10-year strategies include:
Supporting Plans and Programs Quarterly — Community Strategy (to replace current Social
Operational Strategy)
Long -Term
Plan — Environment Strategy
Asset Plan
↑ — Economic Strategy
Noosa Council Annual Report 23/24
Annual Budget and Operational Plan Annual — Smart Biosphere Plan
Branch — Transport Strategy & Cycling and Walking Strategy
Plan and Implementation Plan 2020- 2040 & Noosa Trails
Council ↑ Master Plan 2020
Capability and Service Plan, Policies, Guidelines, Individual — Resilience Strategy (alignment of Disaster
Workforce Standards and Local Laws and Team Management Plans and Climate Response)
Plan Performance
Section 36
plans for priority species works projects include the Lawnville Road Bridge
Corporate Plan
Our Council
— Progress on projects to monitor and plan for impacts renewal, Garth Prowd Bridge renewal, Noosaville-
of Coastal hazards Eumundi Road Resource Recovery Centre
The Corporate Plan 2023 - 2028 outlines our vision for The Corporate Plan has been structured around five — Finalisation of the Waste and Resource Recovery expansion, as well as stabilisation works at Ross
the Shire, our strategic direction for Council and our strategic pillars. The focus areas are: Strategy Crescent
priorities. It also outlines the role the community can play — Environment — A range of waste recovery initiatives to reduce — A disaster recovery infrastructure program
in achieving the aspirational outcomes. — Liveability recoverable materials going into landfill and to estimated at over $80 million to reinstate
— Prosperity eliminate illegal dumping and reduce emissions infrastructure impacted by the February 2022 flood
A bold, new vision for Noosa was adopted at a Special — Future — A capital program of $39 million invested to maintain event, with funding provided by the Queensland
Meeting on 27 April 2023. This plan has been shaped — Excellence and improve the condition of existing infrastructure Reconstruction Authority
by a community vision that was developed through as well as provide for future growth. Key capital
months of important and intensive conversations with Each theme outlines long-term objectives, strategies,
our community. and plans. Importantly, signature projects and key actions
It embodies the expectations and hopes for the future
are identified that will advance us towards our goals over
the next five years. Equally, performance measures will
Annual Budget
of our Shire. enable us to track our success.
Our annual budget provides the financial framework planned. Our annual budget also assists Council in
for our Council to deliver outcomes for our community. achieving its long-term financial goals as set out in
In accordance with the LG Act and LG Regulation, the Council’s Financial Sustainability Policy. Progress
Operational Plan annual budget sets out the funding parameters for both in implementing the annual Operational Plan is
the significant projects and initiatives contained in the reported to Council quarterly while Council’s financial
On 30 June 2023, Council adopted the Operational — Initiation of a Reconciliation Action Plan – Reflect Corporate Plan, Operational Plan, as well as our core performance is reported monthly.
Plan 2023 – 2024. This Plan forms an important part Phase Council services.
of Council’s strategic planning framework and sets — Progression of a Destination Management Plan For this reporting period, Council’s budget was
70 71
out the work Council planned to deliver over the 12 — Increased Parks and Gardens resourcing and a This process ensures every activity undertaken by adopted on 30 June 2023.
months towards the achievement of our Corporate Plan Botanic Gardens Master Plan the organisation is appropriately funded and carefully
objectives and the delivery of a wide range of council — Introduction a of Shire-wide Encroachments Policy
services and activities. and Guideline
— Implementation of “Keep Noosa Home” Housing Branch Plans
This is the first operational plan aligned to Council’s Strategy including affordable housing advocacy and
new five-year Corporate Plan and complies with LG Planning Scheme amendments to support greater Whilst the Operational Plan specifies the significant All branches within Council are required to have a
Regulation which states the operational plan must: housing choice initiatives and projects which Council will undertake current detailed Branch Plan and supporting operational
a) be consistent with its five-year Corporate Plan — Continuation of the Living Well Noosa program of over the next 12 months, ‘business as usual’ services, risk register to ensure service and project deliverables
and annual budget, and free and low-cost community activity classes activities and projects must also be subject to careful are met in accordance with service standards and
b) state how a Council will: — Shire-wide cemeteries plan planning and regular reviews to ensure the effective and project plans.
i. p
rogress the implementation of the five-year — Community Halls DDA compliance and asset efficient delivery of council services.
Corporate Plan during the period of the annual condition review to improve quality and use
operational plan, and — Increased cybersecurity resource investment and
ii. state how a Council will manage operational risks. new ICT Digital Transformation Strategy
Noosa Council Annual Report 23/24
— Continued development of conservation plans for
Several significant initiatives were highlighted in key heritage sites
this Plan and were at varying levels of planning, — Continuation of the Go Noosa free weekend bus
commencement of construction or final program
implementation, however all formed part of Council’s — Staged Implementation of Flora and Fauna
priorities in this reporting year. They included: threatened species monitoring and management
plans for priority species works projects include the Lawnville Road Bridge Corporate Plan — Progress on projects to monitor and plan for impacts renewal, Garth Prowd Bridge renewal, Noosaville- of Coastal hazards Eumundi Road Resource Recovery Centre The Corporate Plan 2023 - 2028 outlines our vision for The Corporate Plan has been structured around five — Finalisation of the Waste and Resource Recovery expansion, as well as stabilisation works at Ross the Shire, our strategic direction for Council and our strategic pillars. The focus areas are: Strategy Crescent priorities. It also outlines the role the community can play — Environment — Arange of waste recovery initiatives to reduce — Adisaster recovery infrastructure program estimated at over $80 million to reinstate in achieving the aspirational outcomes. — Liveability recoverable materials going into landfill and to — Prosperity eliminate illegal dumping and reduce emissions infrastructure impacted by the February 2022 flood A bold, new vision for Noosa was adopted at a Special — Future — Acapital program of $39 million invested to maintain event, with funding provided by the Queensland Meeting on 27 April 2023. This plan has been shaped — Excellence and improve the condition of existing infrastructure Reconstruction Authority by acommunity vision that was developed through as well as provide for future growth. Key capital months of important and intensive conversations with Each theme outlines long-term objectives, strategies, our community. and plans. Importantly, signature projects and key actions are identified that will advance us towards our goals over It embodies the expectations and hopes for the future the next five years. Equally, performance measures will Annual Budget of our Shire. enable us to track our success. Our annual budget provides the financial framework planned. Our annual budget also assists Council in for our Council to deliver outcomes for our community. achieving its long-term financial goals as set out in In accordance with the LG Act and LG Regulation, the Council’s Financial Sustainability Policy. Progress annual budget sets out the funding parameters for both in implementing the annual Operational Plan is Operational Plan the significant projects and initiatives contained in the reported to Council quarterly while Council's financial On 30 June 2023, Council adopted the Operational — Initiation of a Reconciliation Action Plan - Reflect Corporate Plan, Operational Plan, as well as our core performance is reported monthly. Council services. Plan 2023 - 2024. This Plan forms an important part Phase For this reporting period, Council’s budget was 70 of Council's strategic planning framework and sets — Progression of a Destination Management Plan 71 out the work Council planned to deliver over the 12 — Increased Parks and Gardens resourcing anda This process ensures every activity undertaken by adopted on 30 June 2023. months towards the achievement of our Corporate Plan Botanic Gardens Master Plan the organisation is appropriately funded and carefully objectives and the delivery of a wide range of council — Introduction a of Shire-wide Encroachments Policy services and activities. and Guideline — Implementation of “Keep Noosa Home” Housing Branch Plans This is the first operational plan aligned to Council's Strategy including affordable housing advocacy and new five-year Corporate Plan and complies with LG Planning Scheme amendments to support greater Whilst the Operational Plan specifies the significant All branches within Council are required to have a Regulation which states the operational plan must: housing choice initiatives and projects which Council will undertake current detailed Branch Plan and supporting operational a) be consistent with its five-year Corporate Plan — Continuation of the Living Well Noosa program of over the next 12 months, ‘business as usual’ services, risk register to ensure service and project deliverables and annual budget, and free and low-cost community activity classes activities and projects must also be subject to careful are met in accordance with service standards and b) state how a Council will: — Shire-wide cemeteries plan planning and regular reviews to ensure the effective and project plans. i. progress the implementation of the five-year — Community Halls DDA compliance and asset efficient delivery of council services. Corporate Plan during the period of the annual condition review to improve quality and use operational plan, and — Increased cybersecurity resource investment and ii. state how a Council will manage operational risks. new ICT Digital Transformation Strategy — Continued development of conservation plans for Several significant initiatives were highlighted in key heritage sites this Plan and were at varying levels of planning, — Continuation of the Go Noosa free weekend bus commencement of construction or final program implementation, however all formed part of Council’s — Staged Implementation of Flora and Fauna priorities in this reporting year. They included: threatened species monitoring and management 2 oeSection 37
Elected Council
Our Council
Mayor & Councillors
Organisational
Structure
Council’s organisational structure is adopted annually
and sets the overall structure, departments, and Chief Executive Officer
functions to enable the delivery of services to our Larry Sengstock
community. The organisational structure which consists
of the Office of the CEO & Mayor and five departments Office of the Mayor & CEO
led by the Directors was adopted by Council on 30
June 2023 as part of the annual budget process. Internal Audit Executive Officer Coordination & Support
People & Culture
Chief Executive Officer Communications & Community Engagement
On 16 March 2023, Council approved the appointment Governance
of acting Chief Executive Officer, Mr Larry Sengstock, Executive Officer Internal Audit & Corporate Performance
until June 2024. Following an extensive recruitment
and selection process in May and June 2024,
Mr Larry Sengstock was appointed as permanent
72 73
Chief Executive Officer for Noosa Shire Council.
Executive Team
The Executive Team is led by the CEO and includes
five Directors. The team provides clear and consistent
leadership and decision-making which supports the
delivery of the strategic priorities and direction of
Director Director Director Director Director
operational business for Council.
Corporate Community Infrastructure Strategy Development
Services Services Services and Environment and Regulation
Trent Grauf Kerri Contini Shaun Walsh (Acting) Kim Rawlings Richard MacGillivray
- Financial Services - Customer - Infrastructure - Economic - Development
- Revenue Services Experience Planning, Design Development, Assessment
- Procurement - Sport & Active & Delivery Major Events - Building &
- Fleet Lifestyles - Civil Operations & Destination Plumbing
Noosa Council Annual Report 23/24
- Information, - Community - Asset Management Management - Local Laws &
Communications Connection - Building & Facilities - Innovation / Digital Environmental
& Technology - Arts & Culture - Special Projects & Hub Health
- Business Process - Disaster Recovery Transport - Strategic - Property
Improvement - Disaster Planning, Climate
- Commercial Management Change
Business Services - Waste - Environment
Elected Council Mayor & Councillors Organisational * Structure \ Councils organisational structure is adopted annually and sets the overall structure, departments, and Chief Executive Officer functions to enable the delivery of services to our Larry Sengstock community. The organisational structure which consists of the Office of the CEO & Mayor and five departments Office of the Mayor & CEO led by the Directors was adopted by Council on 30 June 2023 as part of the annual budget process. Internal Audit Executive Officer Coordination & Support People & Culture Chief Executive Officer Communications & Community Engagement On 16 March 2023, Council approved the appointment Governance of acting Chief Executive Officer, Mr Larry Sengstock, Executive Officer Internal Audit & Corporate Performance until June 2024. Following an extensive recruitment and selection process in May and June 2024, Mr Larry Sengstock was appointed as permanent 72 73 Chief Executive Officer for Noosa Shire Council. ry ia, Executive Team ~J wr The Executive Team is led by the CEO and includes I) five Directors. The team provides clear and consistent 7 rr 7 leadership and decision-making which supports the tl iH Mis (pf nie 73: delivery of the strategic priorities and direction of Director Director Director Director Director operational business for Council. Infrastructure Corporate Community Strategy Development Services Services Services and Environment and Regulation Trent Grauf Kerri Contini Shaun Walsh (Acting) Kim Rawlings Richard MacGillivray - Financial Services - Customer - Infrastructure - Economic - Development - Revenue Services Experience Planning, Design Development, Assessment - Procurement - Sport & Active & Delivery Major Events - Building & - Fleet Lifestyles - Civil Operations & Destination Plumbing - Information, - Community - Asset Management Management - Local Laws & Communications Connection - Building & Facilities - Innovation / Digital Environmental - Arts & Culture - Special Projects & Hub Health & Technology - Business Process - Disaster Recovery Transport - Strategic - Property Improvement - Disaster Planning, Climate - Commercial Management Change Business Services - Waste - Environment LV oeSection 38
74
From left to right: Kerri Contini, Richard MacGillivray, Kim Rawlings, Larry Sengstock, Trent Grauf and Shaun Walsh
75
Noosa Council Annual Report 23/24 Our Council
Section 39
Our People
Our Council
Diversity in Leadership Roles Executive Manager Coordinator/Supervisor
Gender Percentage of Total (%) Percentage of Total (%) Percentage of Total (%) Total (%)
Female 2 7 38 47
Male 4 14 36 53
As one of the region’s Employers of Choice, Council Total 6 21 73 100
Organisational Establishment for Period
offers a diverse range of employment opportunities
1 July 2023 to 30 June 2024
and is committed to ensuring Council has the capacity
and capability within its workforce to deliver positive Department Full Time Equivalent (FTE)
Our Volunteers
outcomes for our community. Our workforce includes
Chief Executive Officer 1.00 Volunteering allows individuals to give back to their Community Bushland Care Program volunteers
planners, engineers, tradespeople, and specialists in
community and make a positive impact on the lives Following on from International Volunteers Day,
various disciplines including information technology, Office of CEO & Mayor 27.10
of others, which can be a rewarding and fulfilling Council held an event at the Tewantin Noosa RSL Club
law, business, accounting, public administration, asset Corporate Services 49.80 experience. Volunteering can also help people to to celebrate the end of the year for the Community
management and human resource management.
Community Services 106.92
develop new skills, build relationships with others, and Bushland Care Program volunteers. The Bushland
gain a sense of purpose and belonging. Care Program is a partnership arrangement between
Council’s position establishment is comprised Infrastructure Services 148.55 Council and community volunteers who find reward in
of permanent, temporary, and casual positions.
Strategy and Environment 32.71 Over 170 volunteers helped Council to deliver a range contributing to positive change in their local bushland
Although not a statutory requirement, changes to the
of programs and services for this reporting period, areas. The aim of the Program is to actively involve the
organisational structure are presented to Council for Development and Regulation 66.30
including assisting with Bushland Care, library services, community in the restoration of degraded bushland
consideration and adoption annually because it is Total 432.38 Noosa Botanic Gardens and gallery services. areas to reduce the impact of weeds. Currently, there
considered good management practice for Council
are 20 bushland care groups registered in the Program
to review its corporate structure and organisational Employee Type as at 30 June 2024
76
We value the involvement of volunteers in assisting us who hold regular working bees throughout the year at 77
establishment at the time it adopts its Operational Plan
Employee Type Count to deliver a wide range of programs that enhance the various locations across the Shire.
and Budget. This ensures that resources are allocated
services to our community.
within the budget and that there is alignment with the Full Time 347
This year, Mayor Clare Stewart presented the Silver
priorities and objectives of Council’s Operational Plan, Part Time 109 International Volunteers Day 2023 Shovel Award to Sonia MacDonald who has made an
Capital Program, and standards of service delivery.
Casual 102
On 5 December 2023, Council proudly supported outstanding positive contribution to the environment
International Volunteers Day to raise awareness of and the program over the last 20 years. Certificates
For this reporting period and on 30 June 2023, Council Total 558 the important role volunteers play in our community were issued to long standing volunteers for dedication
adopted organisational structure to the right which
and to say thank you to all our dedicated volunteers. of service to the program over the past 10-20 years.
highlighted that there was an overall increase in the Tenure of Employment with Council
This year, Council held an event at Noosaville Lions
total number of Full Time Equivalent (FTE) positions Tenure Percentage (%) Park to celebrate our volunteers and the International In 2023, the Community Bushland Care Program
from last financial year of 418.11 to 432.38, excluding
0 – 2 years 46
Volunteers Day theme: “if everyone did.” Council and the volunteers:
temporary positions. This increase of 14.27 FTE reflects
community honoured over 8,000 volunteers serving in — Completed 315 working bees
new positions identified through the new initiative and 3 – 10 years 30 300 Shire associations. — Completed 7,025 volunteer hours
budget process.
11 – 20 years 14 — Planted 4,200 tube stock
Council was joined by 122 amazing volunteers, — Removed 1,300m³ of weeds from the environment,
Noosa Council Annual Report 23/24
Additionally, Council monitors and tracks employee 21+ years 10
councillors, the talented Parkbench Ukulele Players, which equates to 20 Tons.
turnover to assess risks, satisfaction and to recognise
Justice Connect, SevGen coffee, the Noosa Outriggers,
opportunities for retention. For this reporting period, Employee Gender Ratio (%) – 30 June 2023
Tewantin Noosa Meals on Wheels, Noosa Lions Club, Expression of interest
Council’s retention rate for permanent and temporary Female 53.94 Noosa Hands Massage, meditation run by Di, and the Council offers people interested in various
staff was 14.70%.
Male 46.06 fantastic team from Noosa Training. With everyone’s volunteering roles the opportunity to register their
support, it turned into a morning of shared stories about interest. Further information on how to express an
Note: The ratio of females in the overall workforce has
2023 and the wonderful experiences of volunteering. It interest can be found on Council’s website:
increased by 1.00% since last reporting period.
was heart warming to see the community come together. noosa.qld.gov.au/volunteering
Section 40
Code of Conduct Community Champion Supportive Champion
Our Council
Employees and teams who have worked hand in hand Employees who care for others and consider the ‘we’
with the community and achieved great outcomes. The before ‘me’. They collaborate, listen, and encourage
Our employees are bound by the Council Employee itself and while our Council’s business practices may
finalists were: others to achieve goals. The finalists were:
Code of Conduct (the Code) which plays an important change over time, our commitment to these principles
— Amy Kimber, Principal Environment Officer – River —C heryl Pattison, Community Development
part in helping Council operate to the highest standards. will remain constant.
Strategy & Engagement Coordinator
It is based on a “best practice” model developed by the
— Jasmine Yardy, Library Customer Service Supervisor —C raig Hodgson, Workplace Health and Safety
Local Government Association of Queensland, and it The Code applies to all Council employees regardless
— Jennifer Caddie, Library Officer Coordinator
brings together a range of obligations, requirements of their employment status, role or position. This
—J ulie Huntley, Project Support and Administration
and expectations that are set out in other pieces of includes permanent and temporary (full-time or
The winner was Jasmine Yardy. Officer
legislation and puts them into one document. It states part-time) and casual employees, temporary agency
and reinforces the principles by which Council conducts supplied staff, contractors, and volunteers.
Innovation Champion The winner was Cheryl Pattison.
Employees who have shown the innovation and initiative
Performance Plans to give a new idea or a new way of doing things a go Passionate Champion
especially when success was not guaranteed and may Employees who are proud of what they do. They are
In this reporting period, two performance planning be identified to upskill our workforce and enhance not have been achieved. The finalists were: inspired to learn, change, grow and bring their very best
processes were established; Performance Agreements behaviour in-line with our SPARC Values. — Jackson Voges (Local Laws), Andrew Irvine (Local to work every day. The finalists were:
for Senior Officers and MyPlans for employees, to assist Laws), Danny Kang (Capital Works) and Nathan Evans —A dam Bell, Maintenance Planning Coordinator
us as a Council to deliver on our Corporate Plan 2023- Over the July to September 2023 period, performance (Media and Communications) —D onna Frey, Venue Promotions Officer
28, and annual Operational and Branch Plans. planning training was rolled out to support leaders and — Neal Parkin, Resource Recovery Improvement Officer —L iam Tracey, Project Officer
employees with an understanding of the process, how — Tracey King, Libraries Coordinator
These performance planning processes support the to engage in effective and meaningful performance The winner was Adam Bell.
performance and development of our leaders and and development conversations, and to explore tools The winner was Neal Parkin.
78 79
employees, by cascading performance objectives to and techniques to support successful objectives and Authentic Champion
each individual contributor and provide the opportunity achievements. Sustainability Champion Employees who walk the talk. They are honest,
for development goals and supporting activities to Employees who have contributed to environmental, genuine, and are not afraid to think differently.
social, and economic resources for the future. The The finalists were:
Our Culture finalists were: —A lma Karozis, Parks Worker
— Concrete Crew —K en Laning, Designer – Capital Works
At Council, we recognise our people are our greatest for all employees. Council celebrated and thanked — Noosa Seed Library Team —S ally Santisi, Project Support and Administration
asset, and we value our employees. We believe it is its staff for all their contributions and fantastic work —C onnor Moss and Josh Smith, Environmental Services Officer
important to recognise individuals and teams who achieved across Noosa Council and the Shire.
have made a significant contribution to Council and our The winner was the Noosa Seed Library Team. The winner was Alma Karozis.
community, either through years of service, by delivering This year, 27 employees were recognised for their
a successful outcome, or living our SPARC Values. commendable years of service at Noosa Council. The Safety Champion Respectful Champion
Employee Awards were also presented in 10 categories, Employees who have shown they are committed Employees who are united and back others. They listen
2023 SPARC Employee Awards and Recognition aligning to our SPARC Values, to deserving finalists and to improving our safety culture and ensure a safe to others to understand different perspectives and
of Service winners. A total of 177 nominations across Council were working environment for themselves and others. embrace diversity. The finalists were:
Noosa Council Annual Report 23/24
On 30 November 2023, the CEO and leadership team received for the various awards. The finalists were: — Amy Kimber, Principal Environment Officer – River
hosted a SPARC Values reward and recognition event — Andrew Irvine, Local Laws Field Supervisor Strategy & Engagement
— Workplace Health and Safety Team — David O’Gorman, Project Officer – Fauna
— Owen Hewitt, Justin Page and Shane Wilkins, Management
Building and Plumbing — Mark Borgert, Waste Coordinator
The winner was the Workplace Health and Safety Team. The winner was Mark Borgert.
Community Champion Supportive Champion Code of Conduct Employees and teams who have worked hand in hand Employees who care for others and consider the ‘we’ with the community and achieved great outcomes. The before ‘me’. They collaborate, listen, and encourage Our employees are bound by the Council Employee itself and while our Council’s business practices may finalists were: others to achieve goals. The finalists were: Code of Conduct (the Code) which plays an important change over time, our commitment to these principles part in helping Council operate to the highest standards. will remain constant. — Amy Kimber, Principal Environment Officer — River — Cheryl Pattison, Community Development Strategy & Engagement Coordinator It is based on a “best practice” model developed by the — Jasmine Yardy, Library Customer Service Supervisor — Craig Hodgson, Workplace Health and Safety Local Government Association of Queensland, and it The Code applies to all Council employees regardless of their employment status, role or position. This — Jennifer Caddie, Library Officer Coordinator brings together a range of obligations, requirements — Julie Huntley, Project Support and Administration and expectations that are set out in other pieces of includes permanent and temporary (full-time or The winner was Jasmine Yardy. Officer legislation and puts them into one document. It states part-time) and casual employees, temporary agency and reinforces the principles by which Council conducts supplied staff, contractors, and volunteers. Innovation Champion The winner was Cheryl Pattison. Employees who have shown the innovation and initiative Performance Plans to give a new idea or anew way of doing things a go Passionate Champion especially when success was not guaranteed and may Employees who are proud of what they do. They are In this reporting period, two performance planning be identified to upskill our workforce and enhance not have been achieved. The finalists were: inspired to learn, change, grow and bring their very best processes were established; Performance Agreements behaviour in-line with our SPARC Values. — Jackson Voges (Local Laws), Andrew Irvine (Local to work every day. The finalists were: for Senior Officers and MyPlans for employees, to assist Laws), Danny Kang (Capital Works) and Nathan Evans — Adam Bell, Maintenance Planning Coordinator us as a Council to deliver on our Corporate Plan 2023- Over the July to September 2023 period, performance (Media and Communications) — Donna Frey, Venue Promotions Officer 28, and annual Operational and Branch Plans. planning training was rolled out to support leaders and — Neal Parkin, Resource Recovery Improvement Officer — Liam Tracey, Project Officer employees with an understanding of the process, how — Tracey King, Libraries Coordinator These performance planning processes support the to engage in effective and meaningful performance The winner was Adam Bell. performance and development of our leaders and and development conversations, and to explore tools The winner was Neal Parkin. 178 79 employees, by cascading performance objectives to and techniques to support successful objectives and Authentic Champion each individual contributor and provide the opportunity achievements. Sustainability Champion Employees who walk the talk. They are honest, for development goals and supporting activities to Employees who have contributed to environmental, genuine, and are not afraid to think differently. social, and economic resources for the future. The The finalists were: finalists were: Our Culture — Alma Karozis, Parks Worker — Concrete Crew — Ken Laning, Designer — Capital Works At Council, we recognise our people are our greatest for allemployees. Council celebrated and thanked — Noosa Seed Library Team — Sally Santisi, Project Support and Administration its staff for all their contributions and fantastic work Officer asset, and we value our employees. We believe it is — Connor Moss and Josh Smith, Environmental Services important to recognise individuals and teams who achieved across Noosa Council and the Shire. have made a significant contribution to Council and our The winner was the Noosa Seed Library Team. The winner was Alma Karozis. community, either through years of service, by delivering This year, 27 employees were recognised for their a successful outcome, or living our SPARC Values. commendable years of service at Noosa Council. The Safety Champion Respectful Champion Employee Awards were also presented in 10 categories, Employees who have shown they are committed Employees who are united and back others. They listen 2023 SPARC Employee Awards and Recognition aligning to our SPARC Values, to deserving finalists and to improving our safety culture and ensure a safe to others to understand different perspectives and of Service winners. A total of 177 nominations across Council were working environment for themselves and others. embrace diversity. The finalists were: On 30 November 2023, the CEO and leadership team received for the various awards. The finalists were: — Amy Kimber, Principal Environment Officer — River hosted a SPARC Values reward and recognition event — Andrew Irvine, Local Laws Field Supervisor Strategy & Engagement — Workplace Health and Safety Team — David O'Gorman, Project Officer - Fauna — Owen Hewitt, Justin Page and Shane Wilkins, Management Building and Plumbing — Mark Borgert, Waste Coordinator The winner was the Workplace Health and Safety Team. The winner was Mark Borgert. 2 oeSection 41
Committed Champion Sparc Values in Action
Learning and Development
Our Council
Employees who aim high and go the extra mile. They During this reporting period, further work was
focus on solutions and are responsible for their actions. undertaken to embed our SPARC Values and Values in
The finalists were: Action Framework. Team workshops were run across To support our already highly technically competent staff processes, including Contract Management rolled out in
—B ree Veale, Administration Officer Council to set behaviour expectations and to reflect on and contractors, Council provides its employees with June 2024.
—C amille Oliver, Principal Environment Officer behaviours being exhibited in-line with the above the line various learning and development opportunities, some
—R oad Infrastructure Team and below the line framework, with improvement actions of which are highlighted below. Our training is focused LGMA Propeller Program
put in place to consistently live SPARC Values on compliance, safety, operational and corporate to Council participated in the Queensland Local
The winner was Camille Oliver. as individual employees and teams. ensure the continued maintenance and development of Government Managers Australia (LGMA) Propeller
skills and knowledge for current positions. Throughout Program. This is a dynamic professional development
CEO Acknowledgment SPARC Values were incorporated into our annual the year, staff also attend ad hoc industry seminars and program offering participants a broad understanding
Celebrating cohesive teams who provide exceptional performance planning process to provide employees conferences to remain current in their area of expertise. of local government in Queensland – its nuances,
service, consistently go above and beyond, work with the opportunity to identify supporting activities challenges, and opportunities. The program offers a
collaboratively with other teams, and deliver outstanding that would guide their actions and behaviours whilst Leadership Development Program - LEAD tailored blend of knowledge sharing from experienced
results. The finalists were: undertaking their roles, achieving their performance Our LEAD Program continued in this reporting local government experts and experiential learning,
—A manda Tie, Community Development Officer – objectives, and interacting with others both internally period, with learning objectives aligned to two key providing intensive interaction amongst participants
Sport & Recreation and externally to the organisation. organisational priorities; SPARC Values and Corporate and host councils. This year, Council sponsored David
—A my Kimber, Principal Environment Officer – River Plan 2023-28. Vachalek, Environmental Officer, to participate in the six-
Strategy & Engagement month program.
—P auline Coles, Financial Services Manager In August and September 2023, all Leaders attended
—P rocurement Branch Performance Objectives and Development Workshops LGMA Ignite Program
to learn the fundamentals of effective Leader and Council participated in the LGMA Ignite Programme
The winner was Amanda Tie. Employee performance conversations, and to build which is a tailored leadership development program
80 81
understanding and capability in the annual performance designed to provide new or aspiring managers,
planning process which helps us deliver on our supervisors, or team leaders with the necessary
Corporate, Operational and Branch Plans. skills to manage and lead themselves and their team.
Through interactive workshops and practical learning,
Key learning areas focused on how to write SMART this program provides the tools, insights, and hands-
Goals to set performance objectives, the 70:20:10 on experience to take on the responsibility of leading
Learning Framework to support development goals, and a team with greater confidence. This year, Council
how to genuinely engage and support your employees sponsored Jackson Voges, Regulatory Systems and
to be the best they can be. Governance Team Leader, to participate in this program.
Learning and Development Training Calendar LGMA Australasian Management Challenge
In May 2024, a Learning and Development Calendar was Council participated in the LGMA Australasian
introduced to provide quality learning and development Management Challenge, an innovative development
opportunities to all employees, to ensure they have the opportunity that is a convergence of ideas, energy,
skills and confidence to successfully undertake their academic rigour, and practical application – the
Noosa Council Annual Report 23/24
roles whilst growing professionally. elements of which develop great leadership. This
program is the premier forum for current and emerging
The Learning and Development Calendar promotes local government leaders. It is a sophisticated
upcoming training opportunities for all employees to development program designed to deliver personal,
consider and participate in. The Calendar provides team and organisational professional development.
learning opportunities for employees to attend onsite
and in-person, with the training targeting key learning This year, Council’s team, called FuturePLEX, worked
areas identified through our performance planning hard and completed every task at the Australasian
Section 42
Management Challenge in Brisbane on Wednesday 17 April 2024.
Our Council
FuturePLEX competed against nine other local government teams
in simulation-based team building exercises – all while learning,
building relationships and having fun. The FuturePLEX team
comprised of the following Council staff:
— Haylee Fox, Environmental Health Coordinator
— Grace Jokhan, People and Culture Advisor
— Sophie Blond, Environment Officer (Rivers and Coast)
— Caroline Osborne, Community Engagement Advisor
— James Marshall, Asset Systems Officer
— Kelly de Visser, Noosa Seniors Coordinator
Supporting mentors were:
— Rachel Oldfield, Branch Libraries Team Leader
—J aspre Outram, Project Manager
LGMA Women in Local Government Conference
In March 2024, 12 Council staff attended the LGMA Women in Local
Government Conference in Brisbane as a professional development
opportunity. The LGMA Women in Local Government Conference
was developed to support women in the local government sector
and aims to empower women through the exploration of leadership
and discussion of techniques to address common barriers and
82 83
challenges. Delegates were inspired by keynote presentations
from two-time Olympian beach volleyball champion, Kerri Pottharst
and one of Australia’s leading psychotherapists and experts on
relationships and mental health and wellbeing, Jackie Furey.
The program also included engaging presentations on your digital
presence, managing difficult relationships, the CEO’s panel, critical
duo working partnerships, workplace bullying and harassment and
unpacking imposter syndrome. Everyone agreed the conference
content and networking with other women in local government was
a fantastic opportunity.
Noosa Council Annual Report 23/24
Staff attending the LGMA Women in Local Government Conference
7° \ ‘ Ay — —— — L\/ XA if “ida ) MM QA) QA) G eY) Management Challenge in Brisbane on Wednesday 17 April 2024. (a -_, FuturePLEX competed against nine other local government teams in simulation-based team building exercises — all while learning, 4 >= ~~ ae 26 building relationships and having fun. The FuturePLEX team ze comprised of the following Council staff: ‘= ‘~ — Haylee Fox, Environmental Health Coordinator ) Say Ey 7» (i — Grace Jokhan, People and Culture Advisor (“3 ay. = (os {Y — Sophie Blond, Environment Officer (Rivers and Coast) ) — Caroline Osborne, Community Engagement Advisor \ — James Marshall, Asset Systems Officer >= an ae > re — Kelly de Visser, Noosa Seniors Coordinator a‘ \? F mi 7 Fi a“ ?) ge Supporting mentors were: sia — Rachel Oldfield, Branch Libraries Team Leader rau — Jaspre Outram, Project Manager i tA LGMA Women in Local Government Conference 4 aS 4 7 In March 2024, 12 Council staff attended the L@G€MA Women in Local ts iF tS | Government Conference in Brisbane as a professional development oe opportunity. The LGMA Women in Local Government Conference fy Nee ce was developed to support women in the local government sector (fi a 2 F ‘f — and aims to empower women through the exploration of leadership = and discussion of techniques to address common barriers and 82 challenges. Delegates were inspired by keynote presentations | a ar —_ from two-time Olympian beach volleyball champion, Kerri Pottharst eS rh and one of Australia’s leading psychotherapists and experts on ee es ¢ “A 4 J zi relationships and mental health and wellbeing, Jackie Furey. at vi > © The program also included engaging presentations on your digital =—_~ presence, managing difficult relationships, the CEO’s panel, critical duo working partnerships, workplace bullying and harassment and f/ unpacking imposter syndrome. Everyone agreed the conference ; ' =) is | an content and networking with other women in local government was a a fantastic opportunity. A i at UP Z 4 (19 — Mig ) ' MU Ur % OF \ S a =| fi = | re ~ ~ en ) ~~ a - hs = —* x4 = a aaa Staff attending the LGMA Wome ocal oe Me... rxSection 43
Learning and Development Training
Human Resource Management
Our Council
Training Count People and Culture Branch Review Human resource management
This reporting period, Council commenced a process The People & Culture Branch continued to review key
to review and position the People & Culture Branch human resource management policies this year which
Safety training for Induction, Fire and First Aid* 2,342
for the future. As part of this process, McArthur Talent focused on continuous improvement and further
Architects partnered with Council to undertake alignment to legislation and reforms. They included:
Corporate Induction Training 81 extensive stakeholder briefings and consultations with — Organisational Policy and Procedure: Higher Duties
all teams across Council analysing the current and future (endorsed by the CEO on 28 February 2024)
state assessments. The purpose of the review was — Organisational Policy: Recruitment and Secondment
Leadership Development 70
to identify, through consultation with key stakeholder (endorsed by the CEO on 5 April 2024)
groups, what strategies and actions were required to
Training and Development 113 better position the Branch to become a more effective Throughout this reporting period, the People and
and enabling strategic partner to Council. The final Culture branch have reviewed, developed and
Conferences and Seminars 31 report was presented and delivered to Council in April implemented a number of processes to support its
2024 with the focus in FY2024/25 on the implementation policies. Processes such as online forms for employee
Note: *Casual and contractor positions included of recommendations. changes, position and establishment changes as well as
internal processes to optimise efficiency and continuous
improvement. A project is underway to review all People
Learning and Development Training Spend and Culture policies in the next financial year.
84 Training Type Training Spend ($) Budget Percentage (%)
Wellbeing 85
Safety and Compliance 94,388 76.3% THRIVE This year, the Program launched a monthly initiatives
Council continues to deliver the THRIVE Wellbeing & calendar for staff to be able to access various
Learning and Development 185,381 82.9% Inclusion Program which is focused on strengthening resources, activities and events that assist in maintaining
the way in which we support and celebrate our employee’s wellbeing. The Program has also extended
employee’s wellbeing by implementing various its offerings by launching Bushcare events to interested
initiatives, such as providing our staff with online mental employees as an opportunity to meet other like-minded
health, wellbeing and resilience training. colleagues while giving back to our local environment.
Equal Opportunity Employment
The THRIVE Program was underpinned by an energetic Mental Health and Building Resilience
Council promotes the values of a diverse workforce organisation. Council’s Employee Code of Conduct group of volunteer employees driving a calendar of Council continues to offer Mental Health Awareness
and is an equal opportunity employer. Council’s reinforces the standards of behaviours required of events focused on embracing diversity, equity and e-toolkits which provided employees with a set of
employment practices are aligned to Queensland’s employees including non-discriminatory workplace inclusion. Council employees threw their full support practical resources to reinforce and assist in the
Anti-Discrimination Act 1991 and relevant federal anti- practices. This is supported by regular training behind celebrating events such as International management of mental health conditions in the
Noosa Council Annual Report 23/24
discrimination laws. opportunities focused on non-discrimination and Women’s Day, RUOK? Day, NAIDOC Week, Men’s workplace. Furthermore, Building Resilience training
unconscious bias. Health Week, National Safe Work Month, Queensland was also provided online to employees to assist with
Council recognises the importance of workforce Mental Health Week and the 16 Days of Activism against developing resilience and helping to respond effectively
diversity and promotes a working environment where Council will continue to strive to build a workforce gendered/family violence. to change, challenge and adversity in both personal and
people are treated on their merits at every stage of and supporting organisational culture that reflects the professional lives.
their employment. At Council, all staff are encouraged diversity of the greater community and is free of all forms
to embrace equity and diversity at all levels within the of discrimination and harassment.
Section 44
Work Health and Safety During the reporting period, planning and development of
Our Council
psychosocial activities was conducted through workshops
with the executive team. In addition to this, People &
Council has a proactive approach with a strong focus on continually improving our safety culture and behaviour Culture assessed all P&C policies and instruments to
work health and safety in everyday work. Our procedures in order to ensure the provision of a safe working identify compliance and areas for improvement. In June
and programs outline safety duties, responsibilities, environment for its employees, contractors, volunteers, 2024, the Executive Team provided endorsement for a
and guidelines for managers, supervisors and all other labour hire employees and visitors to Council premises psychosocial survey to inform an organisational risk
workers to create and support a positive safety culture. and worksites. assessment to be undertaken in FY2024/25.
Workplace Health & Safety Safety Programs & Incident Reporting Workplace Injury
Management System Plan Council continues to position itself as a leader in safety This reporting period, Council has experienced low
On 14 February 2024, the Executive Team and CEO with the implementation of innovative safety initiatives to numbers of injuries resulting in workers’ compensation
approved Council’s updated Work Health and Safety increase not only the safety culture but also proficiencies claims as outlined in the table. Council’s Work Health
Management System Plan 2024 – 2026. This Plan sets within the organisation. Programs include an online and Safety Team continue to focus on education, training,
out a strategic framework to support Council’s work Safety Learning Management Program and App-based prevention, and injury management to continuously
health and safety management system and to ensure voice activated risk assessments. improve our claims performance and support our
that Council: employees.
— Provides a safe and healthy workplace Furthermore, Council utilises a cloud-based safety and
— Complies with applicable health and safety compliance software system solution that is intuitive Workers’ Compensation Claims up to 30 June 2024
legislation, such as the Queensland Work Health and and allows for seamless injury, hazard, and inspection
Safety Act 2011 management and reporting.
Year No. of Claims
— Meets the requirements of the Local Government
Workcare “Mutual Risk Obligations” program, and These programs have produced administrative
86 2014 9 87
— Follows the framework set out by the National Audit efficiencies for employees, coupled with a greater
Tool for Self-Insurers. understanding by employees of risk management and
controls, leading to a safer work environment. 2015 28
The Plan comprises of five key elements as outlined
below. The Plan applies for a period of two years and is Managing Psychosocial Risks in the Workplace 2016 30
supported by a Monthly Action Plan. On 1 April 2023, the Queensland Government’s Code
— Health and Safety Policy of Practice for Managing the risks of psychosocial 2017 19
—P lanning hazards at work came into effect. Council continues to
— Implementation be committed to creating mentally healthy workplaces 2018 26
—M easurement and evaluation where people can thrive and achieve their best. Council
—M anagement review is managing psychosocial risks at work by:
2019 17
— Identifying hazards
Council regards its work health and safety obligations — Eliminating or minimising risks
2020 34
with the utmost importance and as such, resources will — Controlling risks
continue to be made available to allow Council to comply — Maintaining and reviewing control measures, and
Noosa Council Annual Report 23/24
with relevant legislation, implement and continually — Consulting with employees throughout the process. 2021 25
improve its work health and safety management system
and maintain a safe and healthy work environment. The new Code provides our council with practical guidance 2022 25
on how to prevent harm and keep our Council workplaces
Workplace Health & Safety Policy safe, healthy, and productive. Council will continue to focus 2023 9
On 16 October 2023, Council’s CEO approved the on risk management by implementing various initiatives,
updated Organisational Policy on Workplace Health & programs and awareness opportunities with our workforce 2024 14
Safety. This Policy confirms Council’s commitment to to reduce psychosocial hazards at work.
Section 45
noosa.qld.gov.au
Inspiring creativity
and celebrating art.
Noosa Council
Different by nature.
‘Imaginate 2024’ - Noosa Regional Gallery
Section 46
90
3
Our
Performance
Noosa Council Annual Report 23/24
91
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5 1 1107 1 1 2 3343 3177 126 72 12 —.Section 47
Highlights
Our Performance
7 AConstruction of the new dedicated Disaster Management Centre
dedicated Local Disaster Co-ordination Centre has been established at Noosa Council’s Noosaville
of the Year
Depot, tapping into Disaster Reconstruction Funding. The centre was created through cost effective
re-use of relocated former school buildings and now provides a dedicated co-ordination room and triage
facility during disasters, but also can be used continuously throughout the year for disaster preparedness
meetings and training.
8 Waste Strategy
Council endorsed Noosa Waste Plan 2023-28 following with extensive input from the community and
provides a blueprint to achieve a significant reduction in materials being sent to landfill. The highest source
1 Inducting the new Council
Council welcomed a new team of Council in April 2024 with a new Mayor, four returning Councillors
of Council’s emissions (63%) is the landfill owned and operated by Noosa Council that receives and
manages the Noosa community’s residential and commercial waste. The Waste Plan provides a valuable
road map to achieve waste diversion target of 61% by 2025.
and two new councillors. Councillors received the most extensive induction programme ever
undertaken by Council over a three-month period. This ensured a strong, well-informed, and cohesive
Councillor cohort, ready to tackle the challenges of their four-year term in office. 9 Opening of the Olive Donaldson Pavilion
In August 2023 Council was proud to deliver the $1.95M Pavilion facility which will support a number of sports
2 Council
Deployment of licence plate recognition technology for parking regulation clubs currently based at the complex including Tewantin Noosa Cricket Club, Noosa District Netball Association,
and Noosa Beach Classic Car Club, with the opportunity to welcome new sports such as pickleball to the site.
has successfully procured, installed and deployed new license plate recognition technology.
This project was proudly funded by the Australian Government, the Queensland Government, Noosa Council
This cutting-edge solution is integral to our efforts in efficiently managing parking within our Local
and the Australian Cricket Infrastructure Fund. The pavilion will support the current and future demands of the
Government area. Better parking regulation supports businesses who rely on the regular turnover
host of clubs who call the complex home, plus address the shortage of toilet facilities.
of parking for their customers, and residents and visitors who rely on drivers not overstaying so that
everyone gets fair access to our busy precincts.
10 Hinterland customer service trial – Cooroy Library
3 Council’s draft 2023/24 financial position, pending completion of Financial Statements and
92 93
Financially sustainable Council Council’s customer service team has branched out into the hinterland with the launch of a new satellite
help desk at Cooroy Library. The hinterland trial builds on efforts to make Council and its services more
convenient to the community in ways that are relevant to individual needs. Customer service staff based at
independent audit, has achieved an operating surplus.
the library can help with general Council enquiries, provide advice about Council’s services and facilities as
well as receive requests and forms.
4 The
ICT focus on cybersecurity and system enhancements
implementation of improved security frameworks, monitoring and policy to mitigate cyber security
risks. This was supported by increased investment in technology projects during the year across a 11 Kabi Kabi engagement
Over the last year, Council has been strengthening its historically strong relationship with Noosa’s Traditional
range of Council facilities and services, including property & rating systems, waste, corporate reporting,
Custodians, the Kabi Kabi Peoples. Council held over 28 formal engagements with the Native Title Holders
network hardware servers and switches, CCTV, asset and fleet management.
and Directors of the Kabi Kabi Peoples Aboriginal Corporation - the authorised body representing Kabi
5 Considerable
Disaster Reconstruction Program Kabi Peoples on Native Title and cultural heritage matters. These engagements included workshops and
walk on country events to inform our key strategies and plans, as well as site inductions and cultural heritage
progress has been made on repair and reconstruction of 31 landslides and 15 stormwater
assessments to inform our infrastructure projects. The depth and breadth of engagements held last year has
culverts and drains impacted by the 2022 rainfall event. Following a lengthy and complex design
set a strong foundation for Council’s long-term partnership with Kabi Kabi which both improves outcomes
process, substantial progress has been made on the Black Mountain landslide site in order to
and aspirations for Kabi Kabi in the region, as well as enriches culture and liveability in Noosa.
stabilise the road and repair convenient access to Cooroy for impacted residents. Other completed
12 Pomona
sites including stormwater Coles Creek Road, Upper Pinbarren Creek Road, Schriebers Rd, Weyba
Noosa Council Annual Report 23/24
Place Plan (initiation first pilot)
Esplanade and Golden Gully Road.
The Pomona Place pilot is a new approach to planning, engaging and improving the liveability of Pomona
in partnership with community to ensure it remains a unique and thriving community into the future. A key
6 Following initial attempts for a lower “key” dredging program, the project was reprofiled in late 2023 to
Reprofiling of the Noosa doggy beach - SEMP
component of the pilot is to also learn and test new approaches to place based planning that can be applied to
other towns and villages across the Shire. The first round of community consultation was undertaken in August
achieve the full extent of works outlined by Councils Shoreline Erosion Management Plan, and achieve and October in 2023 with over 500 people participating to understand local values, aspirations and ideas about
a natural shoreline protection system for the Noosa River estuary and Noosa Sound. This was achieved the future to input into the Plan. From this a suite of actions were developed based around key themes that the
through redirection of the Noosa River channel and dredging nourishment works to achieve a wide community were asked to prioritise in the second round of engagement which ran from May through to June
beach, that will be maintained through an ongoing nourishment program. 2024 with 300 people participating.
Section 48
Our Performance
Awards
and Recognition
This financial year, Council has been successful in achieving
industry sector awards for its projects. Council is proud to deliver
first class innovations to our organisation and community.
94 IPWEA Queensland Excellence Awards traffic flow and road safety while also providing “After being devastated by natural disasters, the project Local Government Mutual Scheme (LGMS) 95
The Queensland Institute of Public Works improved facilities for cyclists and pedestrians. restored the trail, while also enhancing the accessibility, Risk Excellence Recognition
Engineering Australasia Excellence Awards safety and sustainability,” Mr Flannery said. The Local Government Mutual Scheme (LGMS)
recognise public and private organisations and The project demonstrated Council’s commitment Risk Excellence awards recognise outstanding
individuals who have demonstrated best practice to technical excellence and innovative approaches Upgrade works included trail realignments, selective risk management activities or initiatives that are
and innovation in public works infrastructure across in infrastructure delivery. The integration of a hybrid widening, resurfacing, drainage and new wayfinding undertaken by councils throughout the year.
Queensland. project management model, the use of foamed and interpretive signage.
bitumen stabilised base material, and the creative For this reporting period, Council was nominated for
Beckmans Road Intersection Upgrade problem-solving demonstrated in the design process “Recycled asphalt was also applied to a small section of consideration by the LGMS Board for its innovative
The Queensland Institute of Public Works all contributed to the project’s success and set a the trail susceptible to flooding to improve durability and approach to Waste management operations via
Engineering Australasia (IPWEA) Excellence Awards benchmark for future projects within the region. reduce maintenance requirements,” Mr Flannery said. its strategic and operational management system
awarded the Beckmans Road Intersection Upgrade and proactive risk and opportunity management
best project in the Road Safety and Infrastructure Noosa Biosphere Trail 5 Upgrade Australasian Reporting Awards processes within the business unit.
category. The CEO advised that: Council’s Noosa Biosphere Trail 5 Upgrade project The Australasian Reporting Awards (ARA) promote
took out the award for the best project between and advance public reporting as an integral Although the LGMS Board ultimately selected another
“This Project was the largest infrastructure project $1 million and $2 million category in the IPWEA element of efficient governance, management, and council for the award, our efforts were formally
Noosa Council Annual Report 23/24
designed in-house by Council”. Excellence Awards. This project was funded through administration across the public, private and NFP recognised and acknowledged coupled with our
the Australian and Queensland Governments’ Local sectors within the Australasian region. continued investment in improving risk management
“The Project was testament to Council’s commitment Economic Recovery. systems and practices.
to providing sustainable and safe infrastructure This reporting period, Council was awarded for
solutions for the local community”. Project Manager, Aiden Flannery, said the Cooroora its efforts a prestigious Silver medal in the local
Trail upgrade improved the 10km Cooroora Trail government industry sector for its 2022/23 Annual
This $9.81 million Queensland Government-funded between Pomona and Cooran. Report publication recognising our commitment to
project was designed and built by Council to enhance ensuring our reporting is industry leading.
Section 49
Our Performance
Year
in Review
This section of the Annual Report considers Council’s progress and
performance in achieving the goals set out in its Corporate Plan.
On 27 April 2023, Council adopted the Noosa Council Corporate
Plan 2023 – 2028. This new Corporate Plan resets our vision for the
Shire, our strategic direction for Council and our priorities over the
next five years.
96 Council’s progress towards achieving its long-term goals and 97
priorities is set out on the following pages. In conjunction, Council’s
Operational Plan 2023-24 details the significant initiatives that
Council undertook during the period as we progress closer towards
the achievement of key focus areas set out in the Corporate Plan.
Throughout the year, the CEO provided Council with quarterly
reports outlining progress of the Operational Plan and details of Key
Performance Indicators. The CEO also provided a separate report
at the end of the financial year to Council on the progress towards
achieving the Corporate Plan outcomes. Both the quarterly and annual
reports to Council are available to the public via Council’s website.
For this reporting period, Council reported achievements, progress
and key performance indicator outcomes aligned to Council’s
Noosa Council Annual Report 23/24
Corporate Plan 2023 – 2028.
Noosa Botanic Gardens music event
Section 50
Performance
Our Performance
Summary
Over the last year, we have been impacted by several In response to these factors, we have carefully
Status of Initiatives by Corporate Theme
factors in our operating environment which provide monitored project planning, reviewed the timelines
both opportunities and challenges. Despite this we of some initiatives and worked to develop our
Status Environment Liveability Prosperity Future Excellence Total
have continued to deliver quality services to the capabilities with a focus on our people, financial
community and successfully delivered or progressed sustainability, our business processes and systems,
Complete 20 18 10 6 10 64
a large number of initiatives. and our community.
These factors include: On Track 7 9 8 11 6 41
— The Local Government Elections conducted on 16 How are we tracking?
March 2024 and the deferment of some decisions Minor Disruptions 3 7 2 6 11 29
until the commencement of the new Council which Council’s Operational Plan 2023-24 contains 154 initi-
has affected the progress of some major initiatives. atives/projects aligned to the Themes of our Corpo- Major Disruptions 2 7 1 5 5 20
—A ‘hot’ construction sector with high growth (approx. rate Plan 2023-28. An initiative may relate to broader
9% in 2023) and characterized by labour shortages, Total 32 41 21 28 32 154
and long-term efforts aimed at achieving a specific
material supply constraints and high construction goal or vision (in this case the initiative may be staged
costs. greater than a year) or a specific project with defined
64 initiatives are Completed (42%) had dependencies that impacted progress,
—C ost increases across a range of infrastructure and objectives and deliverables.
resourcing constraints including vacancies
98 services as measured by the Council Cost Index 99
41 initiatives are On Track (27%) in key positions, the need for higher levels of
(CCI). In 2023-24 the CCI was 4.4% on top of a 6.9% Overall, most initiatives are either ‘complete’ at 42%
• Of the 41 initiatives On Track, 35 were not community consultation than was planned for
increase in the previous year. or ‘on track’ at 27% with 19% experiencing a ‘minor
completed, continue to progress, and were (e.g., the Noosa River Management Plan, Noosa
— Council’s success in securing substantial grant disruption’ and 13% a ‘major disruption’.
relisted in the new FY24/25 Operational Plan Planning Scheme amendments), competing
funding of $14.7M (Operating and Capital Grants) as
while six (6) were absorbed into ongoing priorities and changes in Council’s direction.
well as $127M (QRA Disaster Recovery from 2022
service delivery past 30 June 2024.
flood event) which expanded the capital program
• Reasons include - the scope of the initiative 20 initiatives have Major Disruptions (13%)
and increased pressure on project management
with delivery staged across more than one • Of the 20 initiatives experiencing a ‘major
services.
year, not planned to commence until later in disruption’, 11 have commenced and were
—C ommunity expectations with an increased focus on
the year or the timeline for the initiative was completed as planned, nine (9) were not
community consultation and engagement.
rescheduled/extended. commenced, 19 were relisted in the new
— Recruitment challenges with it taking longer to
FY24/25 Operational Plan, and one (1) is to be
recruit key positions.
29 initiatives have Minor Disruptions (19%) newly added to the FY24/25 Operational Plan
—H igh employee turnover and a competitive labour
• Of the 29 initiatives commenced, 24 for future reporting.
market.
experienced a ‘minor disruption’ and were not • Reasons include - the initiative was impacted by
Noosa Council Annual Report 23/24
—A n ambitious Corporate Plan in addition to the
completed as planned, 25 were relisted in the the scope of the initiative with delivery staged
implementation of various key strategies and plans.
new FY24/25 Operational Plan, two (2) were beyond one year, an unforeseen matter which
—O rganisational change with amendments to the
absorbed into ongoing service delivery past 30 seriously impacted the timeline, insufficient
organisational structure and transitional leadership
June 2024, and two (2) are to be added to the resources were available to progress the
arrangements.
FY24/25 Operational Plan for future reporting. initiative as planned, environmental factors,
—C ompeting priorities and resourcing constraints
• Reasons include - the initiative was impacted technical difficulties, dependencies that
which have impacted the delivery of some initiatives
by an unplanned event which affected the impacted progress, competing priorities and
and increased pressure on service areas.
timeline, was staged across more than one year, changes in Council’s direction.
The text continues on section 51.