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Operational Plan 2025-2026
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OPERATIONAL PLAN 2025 - 2026
Operational Plan
2025-2026
Noosa Council Page 1
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Section 2
OPERATIONAL PLAN 2025 - 2026 CONTENTS 1 Introduction .......................................................................................................................... 3 2 Noosa Council Corporate Plan 2023 - 2028 ......................................................................... 3 3 Operational Plan 2025-2026 .............................................................................................. 10 4 Monitoring and Reporting our Success............................................................................... 10 5 Risk Management .............................................................................................................. 11 6 Capital Works..................................................................................................................... 12 7 Theme 1 – Environment ..................................................................................................... 13 8 Theme 2 – Liveability ......................................................................................................... 16 9 Theme 3 – Prosperity ......................................................................................................... 19 10 Theme 4 – Future............................................................................................................... 21 11 Theme 5 – Excellence ........................................................................................................ 24 Noosa Council Page 2
Section 3
OPERATIONAL PLAN 2025 - 2026
1 Introduction
The Operational Plan 2025–2026 is a key component of Council’s strategic planning framework. It
outlines the major initiatives and activities Council will undertake over the financial year, aligned with
the priorities set out in the adopted budget.
This marks the third Operational Plan developed under Council’s 5-Year Corporate Plan 2023–2028,
which was adopted on 27 April 2023. The successful delivery of initiatives in the Operational Plan
contributes cumulatively to achieving the long-term vision and strategic objectives set out in the
Corporate Plan.
In accordance with Section 175 of the Local Government Regulation 2012, the Operational Plan
must:
- Align with Council’s 5-Year Corporate Plan and annual budget; and
- Set out how Council will:
Progress the implementation of its Corporate Plan over the operational
period; and
Manage operational risks.
This Operational Plan has been prepared to fully comply with these legislative requirements.
2 Noosa Council Corporate Plan 2023 - 2028
Our Noosa Council Corporate Plan 2023–2028 (the Corporate Plan) is Council’s primary strategic
document, setting the overarching direction for achieving a sustainable future for the Noosa
community. It informs Council’s annual operational planning, budgeting, and the work programs of
staff, ensuring resources are aligned to deliver on the Corporate Plan’s priorities.
The Corporate Plan is underpinned by the principles of the Local Government Act 2009, which guide
its development and implementation. These principles include:
Transparent and effective processes, and decision-making in the public interest;
Sustainable development and management of assets and infrastructure, and the delivery of
effective services;
Democratic representation, social inclusion, and meaningful community engagement;
Good governance of, and by, local government; and
Ethical and legal behaviour by councillors, employees, and advisors.
Our Mission
We are Noosa – Different by Nature
Our community proudly celebrates its culture, heritage, and sense of place. We are connected and
engaged, drawing inspiration from our unique natural environment, resilient economy, and
commitment to a sustainable future. Together, we remain dedicated to preserving what makes
Noosa distinct.
Noosa Council Page 3
Section 4
OPERATIONAL PLAN 2025 - 2026
Our Sustainability Principles
Noosa Council is proud to uphold our seven sustainability principles, which serve as the foundation
for all aspects of our operations—from strategic planning and decision-making through to the delivery
of services and infrastructure. These principles reflect our long-term commitment to environmental
stewardship, social wellbeing, and economic resilience.
They have been integral in shaping Council’s Corporate Plan and other key strategic documents,
ensuring that sustainability is embedded across all facets of Council business. By applying these
principles consistently, we aim to deliver balanced, forward-thinking outcomes that support the
wellbeing of our community today and into the future.
Resources are sustainably managed so that the lifestyle and wellbeing of the community is
enhanced whilst safeguarding our natural systems and without compromising the ability of
future generations to meet their own needs.
Noosa’s environment is protected, preserved, and managed in a manner that is nature
positive, low carbon and climate resilient and respects our traditional owners spiritual and
cultural connection to Country.
Noosa’s economy is prosperous, resilient, circular, diverse, and protective of its unique
environment, culture and heritage.
Noosa residents belong to a community that values and respects its diversity, accessibility,
and affordability.
Noosa’s community is inclusive, safe, connected, and resilient and encourages participation
and involvement across all life stages.
Noosa’s community benefits from quality places, good asset management, services and
programs that enhance wellbeing, and support creative, active, and healthy lifestyles.
Good governance and policy are achieved through forward planning, effective, efficient and
collaborative decision making, made in the interests of the community.
Our Core Services
Arts and Culture – Delivery of facilities & services which feed the mind, inspire the imagination,
celebrate the Noosa Story and connect the community including venues like The J theatre and
Noosa Regional Gallery; Public Art collections; Heritage and Noosa Libraries. Services also include
supporting creative industries, cultural programs, and community initiatives through resource
support, professional development and grant initiatives.
Beaches, Foreshores, Coastal Infrastructure and Canals – Management and maintenance of
coastal and waterway assets, including dredging and sand replenishment, dune fencing, revetment
walls, jetties, boat ramps, groynes, beach access points, canal lock and weir.
Building and Development - Ensuring safe, compliant, and sustainable growth across the Shire
through the assessment and regulation of development applications, building works and plumbing
systems. This includes development assessment and compliance to uphold planning requirements,
building and swimming pool compliance to enforce safety standards, and Plumbing services to
regulate water and wastewater systems in accordance with legislation.
Bushland Conservation and Habitat Management – Delivery of community partnerships and
education programs aimed at protecting and enhancing biodiversity; implementation of pest plant
Noosa Council Page 4
Section 5
OPERATIONAL PLAN 2025 - 2026 and animal control measures; protection, enhancement and management of the natural area reserve network; and coordination of ecological fire management programs. Cemeteries - Provision, management and maintenance of Noosa Council’s cemeteries at Tewantin, Pomona, and Cooroy including burial and ash interment services, plot allocation, record keeping, and grounds maintenance. Climate Change and Sustainability - Driving climate initiatives and environmental stewardship by delivering policies, programs, and partnerships that reduce emissions, build resilience, and protect natural assets. It supports sustainable living, and climate adaptation to support a healthy community and environment. Community Development and Support – Providing services to enhance individual wellbeing and build strong, cohesive communities, including delivering the Living Well Program, supporting community organisations and volunteer capacity-building, administering community grants, facilitating partnerships, and connecting individuals with specific needs to relevant services. Council also plays a supportive role in the operation of community-managed halls, centres and issuing a number of permits for community events. Customer Experience – Leading the positive end-to-end journey for customers of Noosa Council as well as delivering exceptional customer services by phone, in person or online. Services include transactions, requests, complaints, and general enquiries. Disaster Management – Coordinating planning, preparedness, response, and recovery to ensure Noosa is resilient to natural disasters. This includes maintaining the Disaster Management Plan, operating the Coordination Centre, delivering community resilience training and education, and working with agencies and the community to minimise risk and support recovery. Economic Development and Destination Management - Supporting a resilient local economy by fostering business growth, investment, innovation, and sustainable tourism. It delivers strategic initiatives, supports local businesses and industry, and promotes the region as a vibrant place to live, work, invest and visit through coordinated economic and destination planning Financial Services - Delivering financial management and statutory compliance, including budgeting, financial reporting, treasury and investment services, management accounting, capital project financial oversight, asset accounting, and accounts payable. Fleet Management - Supporting operational service delivery by managing Council-owned vehicles and equipment. This includes procurement of fit-for-purpose fleet and plant and overseeing their lifecycle from acquisition to disposal. Information and Communication Technology (ICT) - Ensuring secure, efficient, and integrated technology infrastructure and services. Responsibilities include ERP systems, spatial services, records management, cybersecurity, hardware and desktop support, cloud and network infrastructure, and lifecycle support for ICT projects and operations. Local Amenity and Local Laws – Protection and enhancement of local amenity through the enforcement of local laws, including regulated parking, the management of animals, overgrown land, abandoned vehicles, Local Laws education & compliance. Parks and Gardens – Management and maintenance of holiday parks, boardwalks, foreshores, recreational trails, public parks, playgrounds and gardens – including the botanical garden – as well as streetscapes, all aimed at preserving and enhancing the unique character of Noosa. People and Culture - Supporting the full employee lifecycle and workplace wellbeing to ensure a capable, engaged, and high-performing workforce. Activities include recruitment, onboarding, Noosa Council Page 5
Section 6
OPERATIONAL PLAN 2025 - 2026 employee and industrial relations, workforce planning, learning and development, health and wellbeing, work experience programs, separation processes, payroll and remuneration management, and workplace health and safety. Procurement - Providing strategic procurement support across the organisation. This includes purchasing services, contract establishment for goods and services, and development of strategies to enhance procurement capability and ensure value, compliance, and sustainability. Public Health – Regulation and monitoring of food premises, mosquito and vermin management, oversight of environmental health matters, and general public health compliance. Revenue Services - Managing property data and revenue collection processes. This includes property search information, billing for rates and charges, debt recovery, pensioner discounts, State levies, and receipting for agencies and remote sites. Roads, Cycleways and Pathways – Maintenance and enhancement of the road network and related infrastructure, including sealed and unsealed roads, bridges, and pathways. Services also include improving connectivity, public lighting, vegetation management, and delivery of construction and capital works projects. Seniors Support – Delivery of a range of services and programs which support older people to live independently, remain connected and experience wellbeing, including the operation of the Noosa Seniors Centre, in-home care, home maintenance and modifications, community transport, information sessions, and wellness programs. Sport and Recreation – Provides services that support community health, wellbeing, and participation for all ages and abilities. This includes managing aquatic centres, leisure facilities, sports fields, and recreation programs. The branch also plans sports infrastructure, promotes inclusive access, and supports club development and volunteer training. It partners with local groups to grow sport pathways, encourage innovation, and boost lifelong participation. Strategic Planning - Guiding Noosa Shire’s long-term growth and prosperity through the development of forward-looking strategies and the cultivation of strong partnerships that enhance the region’s economic, social, and environmental resilience. This service plays a vital role in attracting and supporting sustainable investment, advancing initiatives that promote environmental sustainability, and contributing to affordable housing solutions—positioning Noosa Shire as a preferred destination for business, innovation, and inclusive regional development. Traffic and Transport – Planning, design, and delivery of road transport infrastructure; implementation of sustainable transport initiatives; management of road safety, traffic, and parking. Waste and Resource Management – Provision of solid and liquid waste collection and disposal services, operation of waste transfer stations and landfill sites, delivery of recycling and resource recovery initiatives, and implementation of community education programs to promote sustainable waste practices. Noosa Council Page 6
Section 7
OPERATIONAL PLAN 2025 - 2026 Our SPARC Values Noosa Council is a values-driven organisation. We take pride in our core values and are committed to reflecting them in all aspects of our work across the organisation and within our community. Our Planning Framework The Corporate Plan forms a central component of Council’s broader strategic framework, which integrates a cohesive network of plans, strategies, and policies within a robust governance model. This structure ensures that our decision-making processes are transparent, accountable, and strategically aligned. Council’s Integrated Planning and Governance Framework illustrates how our planning processes are interconnected and aligned with the services we deliver to the community. It provides a clear line of sight between high-level strategic objectives and on-the-ground operational activities, supporting consistent, evidence-based outcomes across all areas of Council business. Noosa Council Page 7
Section 8
OPERATIONAL PLAN 2025 - 2026
Corporate Plan Themes
The Corporate Plan is structured around five key strategic themes, each representing a critical area
of focus for Council in achieving its long-term vision for the Shire. Within each theme, the plan sets
out clear long-term objectives, identifies signature projects, and outlines key actions that will drive
progress over the life of the plan.
In addition, each theme is supported by relevant strategies and plans, ensuring a coordinated and
integrated approach to implementation. To ensure transparency and accountability, the plan also
includes a range of performance measures, which will enable Council to monitor progress, evaluate
outcomes, and report on success over time.
This structure provides a clear and measurable roadmap for delivering outcomes that reflect
community priorities and support Noosa’s ongoing sustainability, liveability, and resilience.
1. Environment Theme
This theme focuses on the natural and built environment, waterways and coasts, and conservation
and cultural heritage. It reaffirms Council’s ongoing commitment to:
Conserving and enhancing the natural environment
Maintaining a village-scale built form
Managing population growth sustainably
It also strengthens attention on emerging priorities such as:
Improving waterway health and water quality
Reinforcing Noosa Design Principles
Protecting cultural heritage
These focus areas guide efforts to preserve Noosa’s unique character and environmental values.
2. Liveability Theme
The Liveability Theme focuses on enhancing the quality of life for all residents by addressing key
areas such as housing, community facilities and services, transport, and health and wellbeing. The
goal is to foster an inclusive, connected, and vibrant community. This theme reaffirms Council’s
ongoing commitment to:
Building community resilience
Delivering high-quality facilities and services
Promoting health and wellbeing
Supporting culture and creativity
It also strengthens our focus on emerging challenges, including:
Improving access to social and affordable housing
Enhancing movement and transport options
Promoting accessibility and inclusion for all community members
Together, these focus areas support a liveable Noosa where people of all ages and backgrounds
can thrive.
3. Prosperity Theme
The Prosperity Theme focuses on building a resilient and diverse economy that supports local
businesses, encourages innovation, and promotes sustainable practices. Key focus areas include
economic development, local enterprise, innovation, arts and culture, waste management, and the
transition to a circular economy. This theme reaffirms Council’s ongoing commitment to:
Noosa Council Page 8
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OPERATIONAL PLAN 2025 - 2026
Supporting local businesses and the village-scale economy
Encouraging innovation and growth in the digital economy
It also strengthens attention on emerging priorities, such as:
Advancing destination management and stewardship to ensure tourism benefits the
community and environment
Developing a smart biosphere, leveraging technology and innovation for sustainability
Promoting a circular economy to reduce waste and maximise resource efficiency
Through these efforts, Council aims to create a prosperous Noosa that balances economic
opportunity with environmental and social responsibility.
4. Future Theme
The Future Theme is about preparing the Noosa community for the challenges and opportunities
ahead, while honouring our heritage and strengthening our social and environmental resilience. Key
focus areas include climate resilience and adaptation, disaster preparedness, youth engagement,
community resilience, sense of place, and destination management.
It also includes a strong commitment to strengthening relationships with First Nations peoples,
recognising their enduring connection to Country and the importance of inclusive, respectful
partnerships in shaping our shared future. This theme reaffirms Council’s continued focus on:
Climate change mitigation and adaptation
Disaster preparedness and response
Implementing sustainable, forward-thinking solutions
It also amplifies focus on emerging priorities, including:
Building community resilience in the face of social, environmental, and economic change
Enhancing destination management and stewardship to balance growth with local values
Supporting youth needs and opportunities to ensure the next generation is engaged,
supported, and empowered
Together, these efforts aim to ensure Noosa remains a resilient, inclusive, and forward-looking
community.
5. Excellence Theme
This Theme is centred on delivering high-quality, efficient, and responsive services to the community,
underpinned by strong governance, sustainable financial practices, and a skilled and supported
workforce. Key focus areas include customer experience, financial sustainability, innovation and
technology, service delivery, governance, employee and volunteer support, diverse funding streams,
and asset management. This theme reaffirms Council’s ongoing commitment to:
Supporting and developing our employees and volunteers
Upholding principles of good governance and transparency
Ensuring long-term financial sustainability
Maintaining sound asset management practices
It also strengthens the focus on emerging priorities, such as:
Enhancing community engagement, with particular attention to youth involvement in civic life
Leveraging innovation and technology to improve organisational efficiency and service
effectiveness
Advancing workforce planning to ensure we attract, retain, and develop the talent needed to
meet future demands
Through this theme, Council aims to foster a culture of excellence that drives continuous
improvement and delivers lasting value to the Noosa community.
Noosa Council Page 9
Section 10
OPERATIONAL PLAN 2025 - 2026
3 Operational Plan 2025-2026
Each year, Council prepares an Operational Plan and Budget to guide its priorities and allocate
resources effectively. This ensures progress on the signature projects, key actions, and supporting
strategies and plans outlined in the Corporate Plan, while also delivering a broad range of essential
operational services to the community.
The Operational Plan is structured to align with the five strategic themes and objectives of the
Corporate Plan. It informs funding priorities and guides service delivery across the organisation.
Each initiative is assigned to a lead department, with clearly defined responsibilities, and supported
by related Council activities and services that are subject to strategic planning and ongoing review.
All Council branches are required to maintain a current Branch Plan and develop detailed Service
Profiles, ensuring effective project management and the delivery of agreed service outcomes.
Council’s Service Catalogue currently includes 36 Service Profiles, each of which is reviewed as part
of Council’s annual budget deliberations to ensure alignment with community needs and
organisational goals.
Council has six functional areas that work together to deliver the Operational Plan, including:
Office of the CEO & Mayor Infrastructure Services
Strategy and Environment Development and Regulation
Corporate Services Community Services
4 Monitoring and Reporting our Success
Progress on the implementation of the Operational Plan is reviewed by Council on a quarterly basis,
with a comprehensive annual review undertaken to assess overall progress in delivering the
objectives of the Corporate Plan.
While the Corporate Plan sets out high-level performance measures, Council monitors performance
using a broader suite of indicators. These include measures contained in the Operational Plan, as
well as those outlined in current strategies, plans, and Service Profiles.
Council remains committed to continuously improving its approach to performance monitoring. As
part of this commitment, performance measures will continue to be refined through the development
of a comprehensive Performance Measurement Framework and the implementation of a Corporate
Performance Management System. These initiatives will support more effective tracking, reporting,
and accountability.
Noosa Council Page 10
Section 11
OPERATIONAL PLAN 2025 - 2026
Performance Measurement Hierarchy
Corporate Plan Operational Plan Branch Plan Service Profile
• Adopted by Council • Adopted by Council. • Developed by Branch • Developed by Branch
Managers. Managers.
• Provides a five-year • Provides an annual
strategic direction for program of initiatives and • Outlines an annual • Provides a snapshot of
Council, outlining priority works aligned with the program of work, with a activities involved in the
areas requiring the highest priority areas of the focus on project delivery of Council
attention Corporate Plan and management and the services, including key
informed by risk delivery of core services inputs, outputs, and
• Establishes how management service standards
performance in achieving considerations • Serves as a planning tool
strategic objectives will be to support effective • Includes efficiency and
measured and assessed • Includes operational resource allocation, work effectiveness measures,
performance measures prioritisation, and with a focus on financial
• Includes high-level that offer insight into scheduling sustainability
performance measures organisational
performance and progress • Includes performance • Performance against the
• Performance against the toward achieving desired measures established by Service Profile is
Plan is reviewed annually outcomes Managers to inform monitored by the relevant
by the Executive Team decision-making, resource Manager and Director
and reported to Council, • Performance against the planning, project delivery,
including in the Annual Plan is reviewed quarterly and performance • Reviewed by Council as
Report by the Executive Team assessment at both team part of the annual budget
and reported to Council and individual levels deliberations
• Performance against the
Branch Plan is monitored
by the relevant Manager
and Director
5 Risk Management
Council has established a comprehensive Enterprise Risk and Opportunity Management
Framework, which aligns with the principles outlined in the Australian Standard AS/NZS ISO
31000:2018 – Risk Management Guidelines. This Framework provides staff with a detailed guide to
identifying and managing operational risks and opportunities across Council. This includes
assessing risks and opportunities against Council’s agreed risk appetite levels and thresholds
Council is committed to effective and proactive risk and opportunity management, ensuring that
sound risk management principles are embedded in strategic and operational planning, as well as
in key decision-making processes. Strategic and operational risks are managed in accordance with
Council’s Enterprise Risk Management Framework, Fraud and Corruption Prevention and Control
Policy, and operational Branch Plans that that address branch-specific risks and opportunities.
Risk management is a shared responsibility across the organisation. Council supports this
commitment by:
Requiring all employees to manage risks within their respective areas
Providing training and resources to build risk management capability
Developing systems and processes to enhance continuous improvement
Encouraging a culture of accountability and informed risk-taking
Council is committed to maintaining a balanced and proactive approach to risk management—
effectively mitigating potential threats while identifying and capitalising on opportunities. This
approach enhances Council’s ability to achieve its strategic objectives and deliver high-quality
services and projects for the community.
To support this, Council maintains a Strategic Risk Register, while individual operational areas
(branches) are responsible for maintaining branch-specific risk registers for service delivery and
project-related risks. The Audit and Risk Committee plays a key oversight role in strategic risk
governance, with the Strategic Risk Register reviewed every four months by both the Committee
Noosa Council Page 11
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OPERATIONAL PLAN 2025 - 2026
and the Executive Team. This regular review process ensures that critical risks remain visible, are
actively monitored, and are managed in a timely and effective manner.
6 Capital Works
Throughout 2025–26, Council will deliver a substantial program of projects and services aimed at
enhancing the liveability, sustainability, and resilience of our communities. These initiatives will focus
on improving local infrastructure, protecting our natural environment, supporting community
wellbeing, and fostering inclusive, vibrant neighbourhoods that reflect the unique character and
values of the Noosa region. Valued at $51 million, highlights of the 2025–26 Capital Works program
include:
Doonella Bridge renewal, Tewantin
Road reseal program, Shire-wide
Gravel road resheeting, Shire-wide
Noosa Aquatic Centre equipment upgrades, Sunshine Beach
Noosa Trail Network upgrades, Shire-wide
Affordable and social housing project site preparation and subdivision, Cooroy
Noosa Coastal Pathway Stage 1 Cycle Street and way-finding signage project, Shire-wide
Pathway upgrades, Shire-wide
Start of a two-year minor exterior refurbishment of The J, Noosa Junction
Sports Complex expansion, Cooroy
Park furniture and shelter renewals, Shire-wide
Renewal of Pioneer Park playground, Cooran
Stan Topper Park amenities block renewal, Pomona
Moorindil Street amenities block renewal, Tewantin
Main Beach seawall renewal detailed design, Noosa Heads
Council’s $51 million capital program will be delivered alongside ongoing disaster recovery works
funded by the Queensland Reconstruction Authority (QRA), including about $4 million worth of work
arising from the recent Western Queensland Surface Trough rainfall event.
Noosa Council Page 12
Section 13
DRAFT OPERATIONAL PLAN 2025 - 2026
Major Initiatives
The following Sections 7 - 10 identify the priority initiatives and supporting services to be undertaken this financial year aligned to the five Themes and
Objectives of the Noosa Council Corporate Plan 2023-2028.
7 Theme 1 – Environment
Focus areas - natural environment, built environment, waterways and coasts and conservation and heritage.
Relevant Corporate Plan Objectives 1.1-1.8
CP Theme/ Initiative Description Lead
Objective/ Department
Initiative No.
1.1.1 Partner with Unitywater to develop an Integrated Water Catchment Management Plan for Burgess Creek that will Strategy &
provide a strategic framework for hydrological, environmental and recreational improvement for the catchment Environment
area.
1.1.2 Progress the development of a public-facing dashboard for the Modern Water Quality Monitoring Program in the Strategy &
Noosa and Mary River sub-catchments, to share insights on the ecological health of the catchments and the Environment
monitoring program with the community.
1.2.1 Continue to deliver the Noosa Bushland Reserve Strategic Fire Management Plan 2021 and deliver planned Strategy &
burns and mechanical fuel reduction where conditions allow in priority reserves, based on a comprehensive Environment
bushfire risk assessment.
1.2.2 Continue to deliver a Community Bushcare Program for active volunteers across bushland care groups and Strategy &
undertake a review of the Community Bushland Care Guideline. Environment
1.2.3 Complete a review of the Biosecurity Plan 2020 to manage invasive species which threaten Noosa's biodiversity Strategy &
values. Environment
1.3.1 Implement the Noosaville Foreshore Infrastructure Master Plan including, subject to funding, proposed capital Infrastructure
works delivery, asset renewal program, monitoring of changing climate data as well as ongoing community Services /
engagement. Strategy &
Environment
1.3.2 Continue to implement the Eastern Beaches Foreshore Reserves Management Plan focusing on education and Strategy &
awareness of the social and environmental values of foreshores, and key management issues. Environment
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DRAFT OPERATIONAL PLAN 2025 - 2026
1.3.3 Continue to implement the Encroachment Policy and Operational Procedure through delivery of prioritised area Strategy &
restoration and community education. Environment
1.4.1 Undertake Stage 1 of the shire-wide Heritage Signage Audit. Community /
Strategy &
Environment
1.4.2 Deliver the History of Noosa Sporting to discover and document the sporting history and sporting people of Community
Noosa. Services
1.5.1 Review the Conservation Land Plan/Policy to provide a clear methodology for identifying land parcels for Strategy &
consideration of purchase (via the Environment Levy) for inclusion in the Voluntary Conservation Agreement Environment
program or the Land for Wildlife program.
1.6.1 Complete the Noosa River Catchment Action Plan within the Resilient Rivers Initiative Framework. Strategy &
Environment
1.7.1 Ongoing implementation of the Noosa Threatened Fauna Roadmap including the development of two action Strategy &
plans per year for priority threatened species identified in the Noosa Threatened Fauna Roadmap. Environment
1.7.2 Manage flying fox impacts on the community in accordance with the Noosa Council Statement of Management Strategy &
Intent (SoMI) and through community education. Environment
1.8.1 Complete the review of the Noosa Design Principles including incorporating sustainable design to embed climate Strategy &
resilience, nature-positive and low-carbon considerations into the principles, and promote and increase Environment /
awareness with key stakeholders. Infrastructure
Services
1.8.2 Continue to implement best practice Development Assessment services that deliver the strategic outcomes of Development &
the Noosa Plan 2020. Regulation
1.8.3 Ensure all Council capital, civil and maintenance works are planned, delivered, and maintained in accordance Infrastructure /
with the Noosa Design Principles, legislative requirements, and best environmental practice. This includes Development &
minimising impacts on environmental values and incorporating fauna/flora sensitive designs into project planning Regulation
and delivery, where practical.
Noosa Council Page 14
Section 15
DRAFT OPERATIONAL PLAN 2025 - 2026 Corporate Plan Performance Measures Noosa and Mary River sub catchments achieve an A water quality rating for their environmental health (Healthy Land and Water Report Card). There is no net loss of ecosystem values across the shire and the condition of Council’s priority bushland reserves are enhanced. Increase the percentage of Council owned/managed heritage assets under conservation or asset management plans. By 2028, 48% of all the land in Noosa is managed for its environmental values. The ecosystem health of wetlands and riparian areas is improved. Populations of key threatened indicator flora and fauna species remain viable. Noosa Council Page 15
Section 16
DRAFT OPERATIONAL PLAN 2025 - 2026
8 Theme 2 – Liveability
Focus areas - housing, facilities and services, transport, health and wellbeing to enable an inclusive, connected and vibrant community.
Relevant Corporate Plan Objectives 2.1-2.8
CP Theme/ Initiatives Lead
Objective/ Department
Initiative No.
2.1.1 Continue to implement key actions of the Noosa Housing Strategy with a focus on development of a Housing Strategy &
Monitoring dashboard, Partnering with State, Community Housing providers and industry to deliver affordable Environment
housing and;
Advance Council owned site at Lake Macdonald Drive Cooroy for affordable housing outcomes.
Initiate investigations into the feasibility of affordable housing outcomes above Council owned carparks.
2.1.2 Continue to implement and monitor the Short Stay Letting Local Law to manage the impacts of short-term letting. Development &
Regulation
2.2.1 Complete the upgrade of the Woondum and Wahpunga trails in accordance with the Noosa Biosphere Trails Infrastructure
Master Plan to improve the condition of trails, increase connectivity between Cooran, Kin Kin and Lake Services
Macdonald, and recreational activity.
2.2.2 Finalise the Noosa Botanic Gardens Master Plan to help guide future improvements and enhance the visitor Infrastructure
experience. Services
2.3.1 Progress the 'Locate - A Place For Creatives' online directory to grow the representation of Noosa creatives and Community
increase cultural activity and networks. Services
2.3.2 Deliver a range of arts and cultural programs which meet the aims and objectives of the Cultural Plan.
Community
Services
2.4.1 Progress design development of the Beckmans Road duplication in collaboration with the Department of Infrastructure
Transport and Main Roads (DTMR). Services
2.4.2 Complete the Movement and Connection Delivery Plan to improve transport links, walking and cycling Infrastructure
connections and movements including articulation of the investment approach for the Sustainable Transport Services /
Levy. Strategy &
Environment
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2.4.3 Support the delivery of Northern Sunshine Coast Public Transport Strategy with DTMR and undertake Infrastructure
investigations into the Cooroy and Shire transit hubs to improve public transport connectivity in the shire for Services
residents and visitors.
2.4.4 Deliver the Cycling and Walking Implementation Plan to guide Council’s planning, development and promotion Infrastructure
of bike and walking networks in the future. Services
2.4.5 Finalise the Noosa Parking Management Plan to guide our approach to the management of parking throughout Infrastructure
the shire including consideration of revenue models such as paid parking. Services /
Strategy &
Environment
2.4.6 Deliver the Go Noosa program including the weekend and Holiday Bus program, as part of the Transport Strategy Infrastructure
to reduce traffic congestion and reduce emissions. Services
2.4.7 Complete investigations into the Noosa Woods Jetty as potential ferry stop location as a means of public Infrastructure
transportation, and to provide increased access to Noosa Woods. Services
2.5.1 Implement the Library of Things lending collection and evolve to meet community needs. Community
Services
2.5.2 Continue to undertake the staged implementation of master plans for the Cooroy and Noosa District Sports Community
Complexes to improve sport and recreation facilities and increase participation in sports. Services
2.5.3 Deliver an Accessible Changing Places Facility as part of the Noosaville Foreshore Infrastructure Master Plan. Infrastructure
Services
2.5.4 Finalise the review of community purpose land and the Infrastructure Tenure Policy to provide a consistent Development &
framework to ensure the equitable use of community purpose land and infrastructure within is utilised to its full Regulation
potential.
2.5.5 Provide inclusiveness coaching support to community groups to increase community participation for people with Community
disabilities. Services
2.6.1 Undertake Stage 1 of the development of a Community Strategy which identifies community needs and guides Community
planning and decision-making. Services
2.7.1 Complete Noosa Cemeteries Plan to guide the future management of Council’s cemeteries and ensure cemetery Community
services meet future demand. Services
2.7.2 Explore and implement a range of new cemetery services to meet the contemporary needs of customers and Community
ensure the ongoing sustainability of cemetery services. Services
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DRAFT OPERATIONAL PLAN 2025 - 2026
2.7.3 Continue planning for the future of Noosa Leisure Centre and Noosa Aquatic Centre to ensure community needs Community
are met. Services
2.7.4 Undertake preparations to transition to new Aged Care Framework including investigating a new client system Community
that can manage the new requirements. Services
2.7.5 Continue to progress asset management planning for Council’s community services buildings and community Community
infrastructure to ensure their ongoing suitability to meet the functional needs of current and future users. Services/
Infrastructure
Services
2.8.1 Deliver a grant funded program to enhance community connection for Seniors through a variety of engaging Community
educational and wellbeing activities across the Noosa Shire. Services
2.8.2 Implement an Individual Sports Development Grant program to support local athletes and coaches competing Community
nationally or internationally. Services
2.8.3 Continue to undertake a proactive auditing program of wastewater treatment systems to keep community safe Development &
and maintain water quality and the health of waterways. Regulation
2.8.4 Undertake proactive education program(s) to enhance community safety and environmental awareness. Development &
Regulation
2.8.5 Collaborate with Seqwater to effectively manage the impacts of the Lake Macdonald Dam reconstruction in a Infrastructure
timely manner supported by an effective communication program by Seqwater to impacted residents, and seek Services
support for community benefit opportunities.
Corporate Plan Performance Measures
Increase in the amount of social and affordable housing in Noosa.
Improve liveability ratings measured through the liveability survey for open spaces, parks, walking and cycling connections.
Increase uptake in use of public transport through Council initiatives which complement existing state-run transport services.
Improve levels of participation and user satisfaction with Council facilities and services.
Increase in the overall liveability score and/or rating of attributes associated with health and wellbeing (priorities in the Liveability Survey).
Achieve 90% delivery of the asset sustainability ratio.
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DRAFT OPERATIONAL PLAN 2025 - 2026
9 Theme 3 – Prosperity
Focus areas - economic development, local business, innovation, arts and culture, waste, and a circular economy.
Relevant Corporate Plan Objectives 3.1-3.8
CP Theme/ Initiatives Lead
Objective/ Department
Initiative No.
3.1.1 Advance the Sustainable Procurement Policy through the ongoing implementation of policy, procedure and Corporate
education, and develop a reporting framework for monitoring and measurement. Services
3.1.2 Continue to Implement the Noosa Smart Biosphere Economic Development Strategy focussed on the following Strategy &
priority projects including, advancing implementation of Noosa Green Business Economy Plan and develop a Environment
long-term Strategic Plan for the Noosa Holiday Park Portfolio.
3.1.3 Implement Noosa Industry and Employment Activation Plan, with a focus on audit and activation of Council- Strategy &
owned land parcels such as Jarrah St, Cooroy and progress planning of a Circular Economy Precinct as part of Environment
the Renewable Energy Hub at the Noosa Waste and Resource Recovery Centre.
3.4.1 Advance the preparation of a Food and Agribusiness Development Plan in collaboration with key stakeholders Strategy &
and industry groups including investigations into the feasibility of a Food and Agri Business Hub Environment
3.6.1 Undertake Stage 4 of the proposed new Regional Art Gallery including investigating funding options. Community
Services
3.7.1 Deliver the Noosaville Resource Recovery Area Waste Master Plan as funding becomes available including Infrastructure
environmental and safety compliance, new capping program, new waste diversion facilities and innovative waste Services
practices, such as composting.
3.8.1 Progress and seek grant or external funding to advance the concept of Noosa Shire as a ‘Living Lab’ – partnering Strategy &
with industry and research organisations to investigate, use data and technology to develop innovative solutions Environment
for Noosa.
Corporate Plan Performance Measures
Growth in Gross Regional Product compared to population growth (Target – GRP exceeds population growth).
Total employment by industry mix in Noosa Shire (Target-% increase in future focused industries).
Education and support programs implemented for regenerative agriculture.
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DRAFT OPERATIONAL PLAN 2025 - 2026 Growth in creative economy employment as a % of total employment. By 2028, 90% of green waste and food waste is diverted from landfill. Number of solution pathways established as a result of partnering with industry and research organisations. Noosa Council Page 20
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DRAFT OPERATIONAL PLAN 2025 - 2026
10 Theme 4 – Future
Focus areas - our future, strengthening our relationship with First Nation’s peoples and to ensure our community is prepared and resilient to change,
youth, climate resilience and adaption, sense of place and destination management.
Relevant Corporate Plan Objectives 4.1-4.9
CP Theme/ Initiatives Lead Department
Objective/
Initiative No.
4.1.1 Continue to engage with our traditional owners and ensure cultural heritage and indigenous values are Strategy &
incorporated into key projects. Environment /
Community
Services
4.1.2 Continue implementation of actions in the KKPAC Relationship Agreement and the Kabi Kabi Commitment Strategy &
Implementation Plan. Environment
4.2.1 Develop and implement the Noosa Council Events Strategy, Processes and Procedures, including sponsorship Strategy &
assessment of tourism events. Environment
4.2.2 Complete the Destination Management Plan and commence implementation of key actions, programs and Strategy &
partnerships. Environment
4.2.3 Review and manage the Tourism Noosa Partnership Agreement to align with Destination Management Plan Strategy &
outcomes and develop a clear transition roadmap to support implementation. Environment
4.3.1 Work with local service providers to increase local service delivery for Noosa's youth including completion of the Community
Hive Youth Hub pilot and exploring options for subsequent services. Services
4.3.2 Continue to investigate preferred methods to engage youth in community engagement projects and decision- CEO Office
making.
4.3.3 Investigate the feasibility and implementation through a pilot for a community engagement panel to further CEO Office
enhance the community engagement process.
4.6.1 Undertake preliminary planning for the Brisbane Olympics and Paralympics 2032. Community
Services / CEO
Office
4.7.1 Develop the road map and investment plan towards Zero Emissions for Council services. Strategy &
Environment
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DRAFT OPERATIONAL PLAN 2025 - 2026
4.8.1 Complete the Disaster Recovery Infrastructure program to reinstate infrastructure impacted by the March 2025 Infrastructure
western front storm event. Services
4.8.2 Continue to improve strategic and corporate climate risk management, as well as through investigation of annual Strategy &
carbon accounting and new standards for ESG and climate-related reporting. Environment
4.8.3 Continue implementation of the Regional Climate Action Roadmap in partnership with Sunshine Coast Council Strategy &
including through the trialling of community resilience building workshops and the Climate-wise Communities Environment
program.
4.8.4 Prepare an ongoing management program for high-risk erosion prone areas of the Climate Change Adaption Infrastructure
Plan (CHAP). Services / Strategy
& Environment
4.8.5 Deliver Disaster Preparedness, Resilience and Recovery activities to support Council and the broader Infrastructure
community. Services
4.8.6 Progress the design for the replacement of the Main Beach Sea Wall to be more resilient to future climate events. Infrastructure
Services
4.8.7 Continue the implementation of the Coastal Hazards Adaptation Plan (CHAP), including planning for Living Strategy &
Foreshores Noosa, Coastal Wetland Restoration Project. Environment
4.8.8 Advance flood resilience projects including updating the Noosa River Flood Study, Six Mile Creek Flood Study Strategy &
and Noosa Flood Management Plan. Environment /
Infrastructure
Services
4.9.1 Progress the development of a program of contemporary revenue diversification and a strategic investment Strategy &
approach for alternate revenue streams for Council including consideration of establishment of a Futures Fund Environment /
and mechanisms for visitor contribution. Corporate
Services
Corporate Plan Performance Measures
Improved community connections with First Nations peoples.
Enhanced quality of life for Noosa’s residents (Liveability Survey).
Council engages our community for all major engagement projects and clearly shows the community how their input has informed decision
making.
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DRAFT OPERATIONAL PLAN 2025 - 2026 Youth representation in community engagement activities on major issues/projects. Noosa Council operations and service activities to reach net-zero emissions by 2026. By 2028, landfill gas emissions will have reduced by 60% compared to 2021/22. Increased Council and community awareness and preparedness for climate change and extreme weather events. Noosa Council Page 23
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DRAFT OPERATIONAL PLAN 2025 - 2026
11 Theme 5 – Excellence
Focus areas - customer experience, financial sustainability, innovation and technology, levels of service, governance, our employees and volunteers,
funding streams and asset management practices.
Relevant Corporate Plan Objectives 5.1-5.9
CP Theme/ Initiatives Lead
Objective/ Department
Initiative No.
5.1.1 Implement a Customer Experience Program to create better experiences for our customers across the Community
organisation. Services
5.2.1 Progress embedding sustainability and climate action within the organisation through an embedding roadmap Strategy &
and through the development and implementation of a Sustainability Framework. Environment
5.2.2 Continue to drive emissions reductions and cost savings for Council through implementation of the Emissions Strategy &
reduction program including solar, batteries, lighting upgrades, energy/water/waste/fleet monitoring, Environment
electrification and fleet transition, as well as advancing the large-scale solar feasibility study at the Noosa Waste
and Resource Recovery Centre.
5.2.3 Complete and deliver Queensland's first Community Battery project in partnership with ZEN Inc, Yara Energy Strategy &
Foundation and Acacia Energy. Environment
5.2.4 Continue to partner with other SEQ councils through the Southeast Queensland Climate Resilience Alliance, Strategy &
including implementation of the Scope 3 Emissions Project and the Regional Resilience Capacity Building Environment
Project.
5.2.5 Finalise the development of the Financial Strategy, supported by the 10-year financial plan model, and Corporate
incorporating the Funding Strategy, Revenue Diversification Strategy, and the Strategic Land Review. Services
5.2.6 Complete the audit of all water and electricity meters and review contract and tariff arrangements to ensure Corporate
efficient service connections and pricing. Services
5.2.7 Progress Council's Performance Measurement Framework to support Council to actively manage and improve CEO Office
organisational performance.
5.3.1 Develop a new ICT and Digital Strategy to provide the foundation for technology requirements and digital Corporate
transformation over the next 5 years. Services
5.3.2 Develop streamlined assessment service for low-risk development applications to accelerate decision making Development &
and deliver outcomes of the Noosa Plan 2020. Regulation
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DRAFT OPERATIONAL PLAN 2025 - 2026
5.3.3 Implement a business improvement program to identify opportunities for increased efficiency and effectiveness CEO Office
in Council’s operations.
5.3.4 Scope an appropriate capability framework/plan (finance, systems, and people) that supports Corporate Plan Corporate
Objectives. Services / CEO
Office
5.4.1 Scope a workforce planning model and process and partner with managers to undertake workforce planning. Corporate
Services
5.4.2 Progress Council’s position as an Employer of Choice. Corporate
Services
5.4.3 Continue to promote the Thrive Program to support employee wellbeing. Corporate
Services
5.4.4 Progress investigations into solutions for workplace accommodation. CEO Office
5.5.1 Progress the implementation of technology solutions to risk management and governance-related processes. CEO Office
5.5.2 Co-ordinate a review Council’s Strategic Risk Register with the new Council to identify and mitigate against any CEO Office
emerging risks and determine Council’s risk appetite.
5.5.3 Continue to implement actions to increase the effectiveness of the Audit and Risk Committee and the internal CEO Office
audit function.
5.5.4 Facilitate a mid-term ‘check in’ with councillors on the Corporate Plan 2023-2028. CEO Office
5.5.5 Finalise the Contract Management Framework and implementation plan. Corporate
Services
5.7.1 Finalise the development of the Boreen Point Campground Master Plan. Strategy &
Environment
5.7.2 Tender of Commercial High Use Activity Permits in accordance with Council’s Commercial Use of Community Development &
Land Policy. Regulation
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5.8.1 Continue to implement the Asset Management Framework, in line with the Strategic Asset Management Plan Infrastructure
and Framework. Services
5.9.1 Deliver the budgeted Capital Works program across Shire to budget, time, and quality expectations. Infrastructure
Services
5.9.2 Progress the review of the Local Government Infrastructure Charges Plan (LGIP) to identify the long-term Strategy &
infrastructure needs of the community. Environment
Corporate Plan Performance Measures
Improved workplace health and safety internal audit compliance rating.
Reduction in lost time due to workplace injuries.
All statutory financial sustainability ratios in the Financial Statements meet prescribed targets both in the short and long term, including Asset
Sustainability Ratio (> 90%), Operating Surplus Ratio (0 - 10%) and Net Financial Liability Ratio (< 60%).
An unqualified audit report by the Queensland Audit Office and all significant audit and control risks dealt with in a timely manner.
Increased level of community satisfaction with Council’s services compared to previous survey results.
Increased employee retention rates.
Employee satisfaction with the employee engagement/experience (Employee Survey).
100% compliance with statutory requirements (Local Government Compliance Checklist) produced by Dept. of Local Government).
Increased share of operating revenue to be generated from sources other than rates and charges.
Noosa Council Page 26