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AGENDA
General Committee
Meeting
Monday, 19 January 2026
commencing at 12:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips, Tom
Wegener, Frank Wilkie, Nicola Wilson
“Noosa Shire – different by nature”
Page 1 of 141
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Full text of pages 2 to 122 (of 141)
Page 2
GENERAL COMMITTEE MEETING 19 JANUARY 2026
1. DECLARATION OF OPENING
2. ACKNOWLEDGEMENT OF COUNTRY
3. ATTENDANCE & APOLOGIES
4. CONFIRMATION OF MINUTES
4.1 GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
5. PRESENTATIONS
6. DEPUTATIONS
7. ITEMS REFERRED FROM COMMITTEES
8. REPORTS DIRECT TO GENERAL COMMITTEE
8.1 ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2026
8.2 RESPONSE TO NOTICE OF MOTION - TRIAL OF REMOTE RESCUE TUBES/LIFE
RINGS AT UNPATROLLED BEACHES
8.3 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY – NOVEMBER 2025
8.4 PROCUREMENT CONTRACTS ASSESSMENT WORKING TEAM - CONTRACT AWARDS
UNDER CEO DELEGATION
8.5 FINANCIAL PERFORMANCE REPORT - DECEMBER 2025
9. CLOSED SESSION
10. MEETING CLOSURE
Page 2 of 141
Page 3
GENERAL COMMITTEE MEETING 19 JANUARY 2026
4.1 GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
Recommendation
The Minutes of the General Committee Meeting held on 15 December 2025 be received and
confirmed.
Page 3 of 141
Page 4
MINUTES
General Committee
Meeting
Monday, 15 December 2025
12:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips,
Tom Wegener, Frank Wilkie, Nicola Wilson
“Noosa Shire – different by nature”
Page 4 of 141
Page 5
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
1 DECLARATION OF OPENING
The meeting was declared open at 12.30pm.
2 ACKNOWLEDGEMENT OF COUNTRY
Noosa Council respectfully acknowledges the Traditional Custodians of the lands and waters
of the Noosa area, the Kabi Kabi people, and pays respect to their Elders, past, present and
emerging.
3 ATTENDANCE & APOLOGIES
COMMITTEE MEMBERS
Cr Brian Stockwell (Chair)
Cr Karen Finzel
Cr Amelia Lorentson
Cr Jessica Phillips
Cr Tom Wegener
Cr Frank Wilkie
Cr Nicola Wilson
EXECUTIVE
Chief Executive Officer Larry Sengstock
Director Community Services Kerri Contini
Acting Director Corporate Services Margaret Gatt
Director Development & Regulation Richard MacGillivray
Director Strategy and Environment Kim Rawlings
Director Infrastructure Services Shaun Walsh
APOLOGIES
Nil.
4 CONFIRMATION OF MINUTES
4.1 GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Amelia Lorentson
The Minutes of the General Committee Meeting held on 17 November 2025 be received and
confirmed.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
5. PRESENTATIONS
Nil.
Page 5 of 141
Page 6
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
6. DEPUTATIONS
Nil.
7 ITEMS REFERRED FROM COMMITTEES
7.1 NOOSA HOLIDAY PARKS - FEES AND CHARGES (Referred from Services &
Organisation Committee Dated 9 December 2025)
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council
A. Note the report by the Commercial Business Advisor to the Services & Organisation
Committee dated 9 December 2025
B. Set fees and charges for the Noosa Holiday Parks to align with the end of the January
2027 Queensland school holidays; and
C. Adopt the proposed General Cost Recovery Fees and Commercial Charges schedule
for the Noosa Holiday Parks for the period ending 11 July 2027 as detailed in the tables
contained within the report.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
8 REPORTS DIRECT TO GENERAL COMMITTEE
8.1 FINANCIAL PERFORMANCE REPORT - NOVEMBER 2025
Committee Recommendation
Moved: Cr Nicola Wilson
Seconded: Cr Jessica Phillips
That Council note the report by Revenue Services Manager and Financial Services Manager
(Acting) to the General Committee dated 15 December 2025 regarding Council's financial
performance to 30 November 2025.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Page 6 of 141
Page 7
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
8.2 ADOPTION OF DESTINATION MANAGEMENT PLAN
Motion
Moved: Cr Amelia Lorentson
Seconded: Cr Nicola Wilson
That Council
A. Note the Draft Noosa Destination Management Plan and the submissions received,
acknowledge the need for further analysis and refinement, and defer adoption of the
current draft to the April 2026 round of meetings; and
B. Engage a suitably qualified, independent destination management professional to finalise
the 10-year Destination Management Plan.
Lost.
For: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola Wilson
Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Frank
Against: Wilkie
Motion
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council
A. Note the report by the Director Environment and Strategy and Manager Economic
Development and Destination Management to the General Committee dated 15
December 2025;
B. Endorse the Destination Management Plan (DMP) – For the Love of Noosa -
provided at Attachment 1;
C. Note the Draft Implementation plan, provided at Attachment 2, to support the
implementation of the DMP, noting this plan will be refined with input from
partner/support organisations, reviewed and updated on an annual basis and
informed by Council’s annual budget considerations; and
D. Delegate authority to the CEO to make minor changes or amendments to the DMP
and associated appendices if required prior to designing and publishing final
documents on Council’s website.
Amendment No. 1
Moved: Cr Brian Stockwell
Seconded: Cr Nicola Wilson
That Item C be amended to read:
C. Note the Draft Implementation plan, provided at Attachment 2, to support the
implementation of the DMP noting this plan will be refined with input from partner/support
organisations, reviewed and updated on an annual basis; with this process including:
1. Consideration by Council of the advice provided by the Destination Stewardship
Council; once established, in accordance with its Terms of Reference (form and function)
to be specifically agreed to by Council (noting a key function of the proposed Stewardship
Council is to provide recommendations on refinements to the Monitoring and Evaluation
Framework);
2. The specific actions relating to parking will be refined and determined by Council
through the Parking Management Plan process currently in progress as approved in 25/26
Council budget; and
3. Project outlines including, any proposed community or stakeholder consultation,
costings and resourcing for each priority action be considered and agreed to by Council
as part of the budget process.
Page 7 of 141
Page 8
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
Lost.
For: Cr Brian Stockwell, Cr Tom Wegener, Cr Frank Wilkie
Against: Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola
Wilson
Amendment No. 2
Moved: Cr Jessica Phillips
Seconded: Cr Amelia Lorentson
That Item E. be added to read:
E. Ensure that any action or measure within the DMP that is dependent on an unendorsed
plan, policy or strategy must be framed only as an investigation, feasibility study, or issue
analysis for future Council consideration.
Lost.
For: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola Wilson
Against: Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Frank
Wilkie
Amendment No.3
Moved: Cr Jessica Phillips
Seconded: Cr Amelia Lorentson
That Item E be added to read:
E. Ensure that actions that pre-empt decisions on matters not yet determined by Council
(including but not limited to parking management approaches, visitor contributions, STA
measures, or new revenue mechanisms) must be removed or reclassified as ‘subject to
Council decision following receipt of evidence and analysis’.
Lost.
For: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola Wilson
Against: Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Frank
Wilkie
The meeting adjourned at 2.34pm.
The meeting resumed at 2.44pm.
Amendment No. 4
Moved: Cr Jessica Phillips
Seconded: Cr Brian Stockwell
That Item E be added to read:
E. Amend the heading in the final column of the Monitoring and Evaluation Framework to
read: "Potential Measures.”
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Page 8 of 141
Page 9
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
Amendment No. 5
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That Item F be added to read:
F. Establish a DMP Delivery Risk Register and include in the Terms of Reference for the
Destination Stewardship Council (DSC) and report to Council annually as part of the annual
review. The register will outline delivery risks, dependencies, resource constraints, and
mitigation strategies.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Frank Wilkie, Cr Nicola Wilson
Against: Cr Tom Wegener
Amendment No. 6
Moved: Cr Amelia Lorentson
Seconded: Cr Jessica Phillips
That Item G be added to read:
G. Ensure that any action likely to materially affect local business activity or the amenity of
nearby residents including paid parking, congestion charging, one-way corridor trials or
precinct closures, be subject to an engagement with affected sectors before Council decision.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Amendment No. 7
Moved: Cr Nicola Wilson
Seconded: Cr Jessica Phillips
That Item C be amended to read:
C. Not take Attachment 2 to the Report - Draft Implementation Plan - into consideration until
there has been review by an appropriate expert, and co-development of relevant actions that
can be reliably measured and reported on.
Lost.
For: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola Wilson
Against: Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Frank
Wilkie
Amendment No. 8
Moved: Cr Amelia Lorentson
Seconded: Cr Jessica Phillips
That Item H be added to read:
H. Amend the DMP to include a clear objective for the economic management of the visitor
economy, supported by defined strategies, actions and measurable outcomes.
Carried.
For: Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Frank
Wilkie, Cr Nicola Wilson
Against: Cr Brian Stockwell, Cr Tom Wegener
Page 9 of 141
Page 10
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
Amendment No. 9
Moved: Cr Amelia Lorentson
Seconded: Cr Tom Wegener
That Item I be added to read:
I. Amend the DMP to include an action that proposes the development of a Council Advocacy
and Partnership Strategy to support implementation of the plan.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Amendment No. 10
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That Item J be added to read:
J. Include that carrying capacity measures explicitly recognise resident access to beaches,
parks, and natural areas, ensuring it is not unreasonably restricted.
Lost.
For: None
Against: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Amendment No. 11
Moved: Cr Phillips
That Item J be added to read:
J. Ensure that actions within the Monitoring and Evaluation Framework and 3-Year
Implementation Plan that fall wholly or partly outside Noosa Council’s legislative or operational
remit and sit with State government be reframed as ‘advocacy priorities’ 'partnership actions'
or 'council actions' only, with no implied operational, financial or regulatory commitment, and
that this distinction be clearly shown in the Monitoring and Evaluation Framework and
Implementation Plan.
This Amendment was not accepted by the Chair.
Amendment No. 12
Moved: Cr Amelia Lorentson
Seconded: Cr Jessica Phillips
That Item J be added to read:
J. Ensure that carrying capacity and visitor management measures apply proportionate
targeted solutions to specific problems.
Lost.
For: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Frank Wilkie
Against: Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Nicola
Wilson
The meeting adjourned at 3.34pm
The meting resumed at 3.44pm
Page 10 of 141
Page 11
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
Amendment No. 13
Moved: Cr Karen Finzel
Seconded: Cr Brian Stockwell
That Item J be added to read:
J. Endorse the establishment of a Destination Stewardship Council (DSC) as a priority action
to support implementation of the Destination Management Plan, with its purpose to provide
oversight, monitoring and evaluation, guidance and transparency. A Terms of Reference be
prepared outlining the process for establishing the Destination Stewardship Council and
report back to Council for consideration be provided as the first priority following adoption of
the Destination Management Plan.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Tom
Wegener, Cr Frank Wilkie
Against: Cr Jessica Phillips, Cr Nicola Wilson
Amendment No. 14
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That Item K be added to read:
K. Ensure that during implementation, monitoring and review of the Noosa Destination
Management Plan, Council officers engage with appropriate independent experts and key
stakeholders to further refine the Plan’s strategic settings, assumptions, and delivery
approach, ensuring it remains responsive to changing economic conditions, State policy and
regulatory settings, market dynamics, delivery risks and emerging strategic opportunities.
Carried.
For: Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola
Wilson
Against: Cr Brian Stockwell, Cr Tom Wegener, Cr Frank Wilkie
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council
A. Note the report by the Director Environment and Strategy and Manager Economic
Development and Destination Management to the General Committee dated 15
December 2025;
B. Endorse the Destination Management Plan (DMP) – For the Love of Noosa - provided
at Attachment 1;
C. Note the Draft Implementation plan, provided at Attachment 2, to support the
implementation of the DMP, noting this plan will be refined with input from
partner/support organisations, reviewed and updated on and annual basis and informed
by Council’s annual budget considerations; and
D. Delegate authority to the CEO to make minor changes or amendments to the DMP and
associated appendices if required prior to designing and publishing final documents on
Council’s website.
E. Amend the heading in the final column of the Monitoring and Evaluation Framework to
read: "Potential Measures.”
F. Establish a DMP Delivery Risk Register and include in the Terms of Reference for the
Destination Stewardship Council (DSC) and report to Council annually as part of the
Page 11 of 141
Page 12
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
annual review. The register will outline delivery risks, dependencies, resource
constraints, and mitigation strategies.
G. Ensure that any action likely to materially affect local business activity or the amenity of
nearby residents including paid parking, congestion charging, one-way corridor trials or
precinct closures, be subject to an engagement with affected sectors before Council
decision.
H. Amend the DMP to include a clear objective for the economic management of the visitor
economy, supported by defined strategies, actions and measurable outcomes.
I. Amend the DMP to include an action that proposes the development of a Council
Advocacy and Partnership Strategy to support implementation of the plan.
J. Endorse the establishment of a Destination Stewardship Council (DSC) as a priority
action to support implementation of the Destination Management Plan, with its purpose
to provide oversight, monitoring and evaluation, guidance and transparency. A Terms of
Reference be prepared outlining the process for establishing the Destination
Stewardship Council and report back to Council for consideration be provided as the first
priority following adoption of the Destination Management Plan.
K. Ensure that during implementation, monitoring and review of the Noosa Destination
Management Plan, Council officers engage with appropriate independent experts and
key stakeholders to further refine the Plan’s strategic settings, assumptions, and delivery
approach, ensuring it remains responsive to changing economic conditions, State policy
and regulatory settings, market dynamics, delivery risks and emerging strategic
opportunities.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Tom Wegener, Cr Frank
Wilkie
Against: Cr Amelia Lorentson, Cr Jessica Phillips, Cr Nicola Wilson
9 CLOSED SESSION
9.1. ENVIRONMENT LEVY
PROPOSED LAND PURCHASE (REFERRED FROM PLANNING AND
ENVIRONMENT COMMITTEE MEETING DATED 9 DECEMBER 2025)
CLOSURE OF THE MEETING TO THE PUBLIC
Committee Resolution
Moved: Cr Jessica Phillips
Seconded: Cr Karen Finzel
That the meeting be closed to the public pursuant to section 254J(3)(g) of the
Local Government Regulation 2012 for the purpose of discussing Item 9.1 -
Environment Levy Proposed Land Purchase
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson,
Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr
Nicola Wilson
Against: None
Page 12 of 141
Page 13
GENERAL COMMITTEE MEETING MINUTES 15 DECEMBER 2025
REOPENING OF THE MEETING TO THE PUBLIC
Committee Resolution
Moved: Cr Frank Wilkie
Seconded: Cr Nicola Wilson
That the meeting be re-opened to the public.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson,
Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr
Nicola Wilson
Against: None
Committee Recommendation
Moved: Cr Brian Stockwell
Seconded: Cr Amelia Lorentson
That Council
A. Note the report by the Coordinator Conservation and Environment to the
Planning & Environment Committee dated 9 December 2025; and
B. Authorise the CEO to
1. Commence negotiations with the owners or their agent regarding
purchase of the subject property as detailed in this report;
2. If purchased by Council, utilise funds from Council's Environment Levy;
3. If purchased by Council, undertake the necessary establishment actions
for security and fire safety;
4. If purchased by Council, undertake necessary investigations and actions
to pursue biodiversity and carbon offsets over the property; and
5. Where relevant and to the satisfaction of the CEO, enter into agreements
and arrangements for the property to receive biodiversity and carbon
offsets.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson,
Cr Jessica Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr
Nicola Wilson
Against: None
10 MEETING CLOSURE
The meeting closed at 5.59pm.
Page 13 of 141
Page 14
GENERAL COMMITTEE MEETING 19 JANUARY 2026
8.1 ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN
2026
Author Admin and Disaster Mgmt Support Officer, Sue Lowrie
Infrastructure Services Department
Index ECM/Subject/Disaster Management/Local Disaster Management Plan
Attachments 1. ATTACHMENT 1 - 2026 Local Disaster Management Plan
EXECUTIVE SUMMARY
• Under the Disaster Management Act 2003 (the Act), local governments are required to
develop and regularly review a Local Disaster Management Plan (the Plan) to support
effective disaster management within their area.
• The last major assessment of the Noosa Local Disaster Management Plan was undertaken
in 2023.
• This review addresses amendments resulting from the machinery of government changes.
The Plan’s format has been significantly updated to allow for easier future revisions. A
comprehensive review will be conducted following the release of the new State Disaster
Management Plan to ensure alignment and consistency. The updated State Plan is expected
in the second half of 2026.
• This review was completed in consultation with the Emergency Management Coordinator
and the Executive Officer to the District Disaster Management Group.
• The Plan was reviewed and endorsed by the Noosa Local Disaster Management Group at
its meeting in November 2025.
RECOMMENDATION
That Council
A. Note the report by the Disaster Management Officer to the General Committee Meeting dated
19 January 2026
B. Repeal the Noosa Local Disaster Management Plan 2023; and
C. Adopt the Noosa Local Disaster Management Plan 2026 as provided at Attachment 1 to the
Endorsement of the Noosa Local Disaster Management Plan 2026 report.
REPORT
1. Local Disaster Management Plan
In accordance with the Disaster Management Act 2003 (the Act), local governments are required to
develop and maintain a Local Disaster Management Plan (the Plan) to ensure effective disaster
management within their respective areas. The Act further stipulates that the Plan must be reviewed
or renewed as deemed appropriate.
The current review does not alter the intent or strategic direction of the Plan. Rather, it addresses
recent machinery-of-government changes and introduces a significantly updated format designed to
facilitate future revisions. This enhancement ensures improved usability and adaptability, making it
appropriate for Council to adopt the updated Plan at this time.
Page 14 of 141
Page 15
GENERAL COMMITTEE MEETING 19 JANUARY 2026
The updated format will enable easier future amendments and ensure the Plan remains a practical
and living document that can be efficiently revised in response to legislative, structural, or operational
changes.
The Noosa Local Disaster Management Group (LDMG) endorsed the 2026 Plan (Attachment 1) at
its meeting dated 28 November 2025. It is proposed that the 2026 Plan will commence on 30 January
2026, pending Council adoption on 29 January 2026. It is noted that the next Australian Census is
scheduled for August 2026, and the State Disaster Management Plan review is anticipated to be
completed in the latter half of 2026. Following these developments, a comprehensive review of the
Local Disaster Management Plan will be undertaken to ensure alignment and consistency with
updated demographic data and State-level policy frameworks.
2. Local Disaster Management Operational Subplans
The Local Disaster Management Plan incorporates a series of operational subplans that provide
detailed guidance on specific functional and hazard-related areas. Responsibility for updating and
approving these subplans was delegated to the Local Disaster Management Group (LDMG) in
October 2023. This arrangement enables timely updates and improvements to be implemented as
required.
The Local Disaster Coordination Centre Subplan was reviewed and updated during 2025 and
subsequently endorsed by the LDMG at its ordinary meeting held on 28 November 2025.
The current suite of subplans includes:
• Bushfire Hazard Specific Subplan
• Evacuation Subplan
• Financial Management Subplan
• HAZMAT Hazard Specific Subplan
• Local Disaster Coordination Centre Subplan
• Logistics Subplan
• Pandemic Hazard Specific Subplan
• Public Health & Environment Subplan
• Public Information & Warnings Subplan
• Severe Wind & Water Inundation Hazard Specific Subplan
A systematic approach to reviewing these subplans has been adopted, with progress reported at
each LDMG meeting to ensure transparency and accountability.
3. Recent activities
A comprehensive report on disaster management activities is presented to Council for review in
September each year, with the previous report considered by Council at its 18 September
2024meeting.
In light of recent events, this report provides an opportunity to present a brief snapshot of key
activities and funding received since that time:
a. Funding
The ongoing support provided by the State and Federal Governments is formally acknowledged and
greatly appreciated. This assistance is critical to enabling effective disaster response and recovery
Page 15 of 141
Page 16
GENERAL COMMITTEE MEETING 19 JANUARY 2026
for the Noosa community.
During the current year, significant funding contributions have been received, including:
• Tropical Cyclone Alfred – Counter Disaster Operations
$153,000 in Counter Disaster Operations funding was provided to support immediate,
essential activities undertaken by Council in coordinating the response to ex-TC Alfred along
with urgent extraordinary activities (i.e. sandbagging).
• Western Queensland Trough
Noosa Council was activated for this event, and the project team have lodged submissions
to support the Reconstruction of Essential Public Assets including 11 landslides, 10 drainage
structures, 120 gravel and asphalt roads. The program of work is forecasted at a cost of
$53,000,000. Council is awaiting final submission acceptance from Queensland
Reconstruction Authority.
• Queensland Southern Coast Severe Storms – 24–25 November 2025
Noosa Council was activated for Counter Disaster Operations and Reconstruction of
Essential Public Assets to urgently repair/make safe public infrastructure. As clean-up works
continue from this event no estimate of the final cost is not yet available. These measures
provide valuable support to impacted communities, assisting recovery and restoration efforts.
In addition, assistance for affected communities within the Noosa local government area was
activated under:
o Essential Services Safety and Reconnection Scheme
o Personal Hardship Assistance Scheme
b. Resilience Activities
In 2025, the Get Ready program achieved strong community engagement to promote awareness
and preparedness. Approximately 6,000 Get Ready packs were distributed through a range of
activities, including outreach in local schools, aged care facilities, and the Get Ready Week launch
event at Bunnings Noosaville. These initiatives were delivered in collaboration with our Emergency
Services partners, ensuring a coordinated approach to building community resilience.
Link to Corporate Plan
Theme No. 4. - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Objective 4.8
Deliver best practice approaches to combat and plan for natural disasters and climate change
including supporting safety, preparedness, resilience and recovery capacity.
Page 16 of 141
Page 17
GENERAL COMMITTEE MEETING 19 JANUARY 2026
Previous Council Consideration
Ordinary Meeting, 26 October 2023, Item 5.2
That Council note the report by the Disaster Management Officer to the Services & Organisation
Committee Meeting dated 10 October 2023 and:
A. Repeal the Noosa Local Disaster Management Plan 2018;
B. Adopt the Noosa Local Disaster Management Plan 2026 as provided at Attachment 1 to the
Endorsement of the Noosa Local Disaster Management Plan 2026 report.
Finance
Regular review of the Plan will assist with ensuring effective disaster management and compliance
with legislative requirements.
Risk & Opportunities
Regular review of the Plan will assist with ensuring effective disaster management and compliance
with legislative requirements.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Members of the Noosa Local Disaster Management Group.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director x Director
Page 17 of 141
Page 18
GENERAL COMMITTEE MEETING 19 JANUARY 2026
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits x Disaster Management
Page 18 of 141
Page 19
ATTACHMENT 1
Local Disaster
Management Plan
2026
In times of disaster
Stay Informed
disaster.noosa.qld.gov.au
Page 19 of 141
Page 20
Acknowledgement of Country ............................................................................................... 6
Administration & Governance ............................................................................................... 8
1.1 Endorsement ........................................................................................................... 9
1.2 Glossary of Terms ..................................................................................................10
1.3 Document Control ..................................................................................................11
1.4 Authority to Plan .....................................................................................................12
1.5 Aim and Objectives ................................................................................................13
1.6 Structure of the LDMP ............................................................................................13
1.7 Queensland’s Disaster Management Arrangements ...............................................15
1.8 Disaster Management Strategic Policy Statement ..................................................16
1.9 Disaster Management Guiding Principles ...............................................................16
1.10 IGEM Emergency Management Assurance Framework .........................................17
1.11 Linkages to Noosa Council Corporate Plan ............................................................17
Local Disaster Management Group (LDMG) ....................................................................... 18
2.1 Role & Responsibilities of Noosa Council ...............................................................19
2.2 Establishment of LDMG..........................................................................................19
2.3 Functions of the LDMG...........................................................................................20
2.4 Business & Meetings of the LDMG .........................................................................20
2.5 LDMG Operational Decision-Making Capability ......................................................20
2.6 Core member & Advisory Roles and Responsibilities .............................................21
2.7 Authority of LDMG Core Members & Advisors .........................................................25
2.8 Authority of LDMG Core Members & Advisors ........................................................25
2.8.1 LDMG Recovery Group & Subgroups.....................................................................25
2.9 Training & Exercises ..............................................................................................26
2.10 Post Event Processes ............................................................................................26
2.11 Continuous Improvement .......................................................................................26
Community Profile ............................................................................................................... 27
3.1 Community Profile – Noosa ....................................................................................28
3.2 Environment ...........................................................................................................29
3.2.1 Geography .............................................................................................................29
3.2.2 Climate & Weather .................................................................................................29
3.2.3 Landscape..............................................................................................................30
3.3 Human-Social.........................................................................................................31
3.3.1 Population ..............................................................................................................31
3.3.2 Cultural Diversity ....................................................................................................31
3.3.3 Families, Households & Dwellings ..........................................................................31
3.3.4 Socioeconomic Disadvantage ................................................................................32
3.3.5 Access to Motor Vehicles .......................................................................................32
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3.3.6 Vulnerable Persons ................................................................................................32
Disaster Risk Management .................................................................................................. 34
4.1 Risk Based Planning ..............................................................................................35
4.2 Methodology...........................................................................................................35
4.3 Results ...................................................................................................................36
4.4 Residual Risks .......................................................................................................45
Prevention ............................................................................................................................ 46
5.1 Prevention ..............................................................................................................47
5.2 Land Use Planning .................................................................................................47
5.3 Building Codes, Regulations & Legislation .............................................................47
5.4 Design ....................................................................................................................47
5.5 Hazard Reduction...................................................................................................48
5.6 Climate Change......................................................................................................48
5.7 Coastal Hazards Adaptation Plan ...........................................................................48
5.8 Disaster Risk Reduction .........................................................................................48
Preparation ........................................................................................................................... 49
6.1 LDMG Preparedness & Capacity Building ..............................................................50
6.2 Community Preparedness & Capacity Building ......................................................50
6.3 Noosa Emergency Action Guide.............................................................................51
6.4 Disaster Dashboard & Noosa Alert .........................................................................51
6.5 Insurance ...............................................................................................................52
Response ............................................................................................................................. 53
7.1 Initial Response ......................................................................................................54
7.2 Activation of LDMG ................................................................................................54
7.3 Activation Criteria ...................................................................................................54
7.4 Activation of Field Command Centre ......................................................................54
7.5 Activation of LDMP and Sub Plans .........................................................................55
7.6 Notification Process & Flowchart ............................................................................55
7.7 Activation Levels ....................................................................................................56
7.8 Response Priorities ................................................................................................57
7.9 Response Principles ...............................................................................................57
7.10 Disaster Declaration ...............................................................................................57
7.11 Guardian Information Management System ...........................................................58
7.12 Activation of the Local Disaster Coordination Centre ..............................................58
Recovery ............................................................................................................................. 60
8.1 Definition of Recovery ............................................................................................61
8.2 Context for Recovery ..............................................................................................61
8.3 Appointment of Local Recovery Coordinator ..........................................................61
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8.4 Activation of LDMG Recovery Group ......................................................................62
8.5 LDMG Recovery Group Chairperson ......................................................................62
8.6 Recovery Group Membership .................................................................................64
8.7 Functional Lines of Recovery .................................................................................65
8.8 Recovery Subgroups ..............................................................................................66
8.9 Proposed Recovery Subgroup Membership ...........................................................67
8.10 National Principles..................................................................................................68
8.11 Queensland Government Roles and Responsibilities .............................................68
8.12 Recovery Phases ...................................................................................................69
8.13 Monitoring & Evaluating Framework .......................................................................71
8.14 Communication & Reporting ...................................................................................71
8.15 Finance ..................................................................................................................71
8.16 Event Specific Recovery Plan.................................................................................71
8.17 Recovery Hubs .......................................................................................................72
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About this Plan
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About this PlanPage 24
of Country
Acknowledgement of Country
Noosa Council respectfully acknowledges the Kabi Kabi / Gubbi
Gubbi People, traditional custodians of the lands and waters that
from the region we call Noosa. Council pays respects to elders’
past, present and future and welcomes the ongoing role that
Indigenous people play within the Noosa community.
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Foreword
Queenslanders are faced with responding to and recovering
from disasters that test both individual and community
resilience year after year. Cyclones, floods, fires and other
natural hazard events don’t respect local government
boundaries and adequate warning time is not always
available. No community is immune from disasters and their
potential to significantly disrupt social, economic and
environmental systems as well as our infrastructure,
highlights the need to be well prepared and have strong,
coordinated disaster management arrangements in place.
In Queensland, each local government is primarily
responsible for managing disaster events within its
boundaries. This Local Disaster Management Plan (LDMP)
has been developed by the Noosa Local Disaster
Management Group (LDMG) on behalf of Noosa Council
with the core focus to protect our community – preserving life,
Mayor Frank Wilkie preventing injury, reducing property damage and
Chair, Noosa Local Disaster Management safeguarding our environment.
Group
This plan has two key objectives. First, to provide a clear, practical disaster management guide tailored to the Noosa
community. It outlines the regions demographics, infrastructure and hazards and risks of the coastal and hinterland
areas to support local prevention preparedness, response, and recovery efforts. Second, it ensures that Noosa Council
meets its legislative responsibilities under the Disaster Management Act 2003 and the Disaster Management
Regulation 2014.
Disaster resilience is a shared responsibility. No single organisation, community, or level of government can
manage the full impact of a disaster alone. Everyone has a role to play.
As residents, we need to take ownership – talking with family, friends, and colleagues about emergency plans,
preparing emergency kits, managing vegetation and drainage around our properties, and staying informed. Effective
disaster management depends on a collaboration between individuals, families, communities, businesses, and all
levels of government.
This LDMP takes an all-hazards approach and is built on the prevention preparation, response and recovery
(PPRR) framework.
It provides a robust, multi-agency structure to ensure a coordinated response to disaster events and a swift return to
a safe and secure environment after the event. It’s a dynamic, risk-based document that is subject to continuous
reviewed to reflect current legislation, local risks, demographics, and lessons learned from past events – both within
and beyond our region.
With climate change expected to intensify the severity of natural disasters, it’s more important than ever for Noosa to
be resilient and ready. Whatever the future holds, it’s wise to prepare for the worst and hope for the best.
I want to acknowledge and thank the volunteers, emergency services personnel and Council staff who work tirelessly
through all phases of disaster management. Their dedication is vital to the success of this LDMP.
And to the community, thank you for your ongoing support, strength and resilience. We’re in this together.
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Administration
& Governance
SECTION ONE
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Section 1.1 1.1 Endorsement This Local Disaster Management Plan was endorsed by the Noosa Local Disaster Management Group on 28 November 2025 and recommended for adoption by Noosa Council. Mayor Frank Wilkie Chair, Noosa Local Disaster Management Group Date: In accordance with a resolution on < > this Local Disaster Management Plan was adopted and is endorsed for distribution by Noosa Council. Larry Sengstock Chief Executive Officer Noosa Council Date: Noosa Council 2025 | Local Disaster Management Plan Page 9 of 73 Page 27 of 141
Page 28
Section 1.2 1.2 Glossary of Terms A Disaster Management glossary of terms and acronyms is published as part of the Prevention, Preparedness, Response and Recovery Disaster Management Guideline. Disaster Management Lexicon is also provided by the Office of the Inspector General Emergency Management (IGEM). The following acronyms and initialisms are not contained in the links above but are used by Noosa Council is their disaster management arrangements: Acronyms & Initialisms – Table 1 Acronym / initialism Meaning AEMI Australian Emergency Management Institute AIIMS Australasian Inter-service Incident Management System CDO Counter Disaster Operations DRFA Disaster Recovery Funding Arrangements (formerly known as NDRRA) EAP (Dam) Emergency Action Plan GIS Geographic Information System IMT Incident Management Team LGA Local Government Area QDMA Queensland Disaster Management Arrangements RFB Rural Fire Brigade – QFD RFS Rural Fire Service – QFD SCHHS Sunshine Coast Hospital and Health Service SMEACS Situation, Mission, Execution, Administration, Coordination, Safety IGEM Inspector General Emergency Management Noosa Council 2025 | Local Disaster Management Plan Page 10 of 73 Page 28 of 141
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Section 1.3
1.3 Document Control
1.3.1 Amendment Control
This LDMG is a controlled document. The controlled copy is held by the LDMG Local Disaster Coordinator
(LDC). The LDC may approve inconsequential amendments to the LDMP. Any changes to the intent of the
document must be endorsed by the LDMG and adopted by Noosa Council. The plan is intended to be a ‘live’
document. All suggested amendments should be forwarded to:
Disaster Management Officer
Noosa Council
PO Box 141
Tewantin, QLD 4565
Email: [email protected]
1.3.2 Record of Amendments
Issue Date Version Outline of Revisions Prepared By
19/10/2017 Noosa LDMP 2018 V1 adopted by Noosa
Council
26/10/2023 Noosa LDMP 2023 V2 adopted by Noosa
Council
Noosa LDMP 2025 V3 adopted by Noosa Disaster Management Officer
Council
1.3.3 Review Requirements
Noosa Council must review the effectiveness of this LDMP at least once a year. In addition, Noosa Council may
review or renew the Plan whenever they consider it appropriate. The LDMP and associated Sub Plans will be
reviewed following any activation of the plans or following any exercises to test the effectiveness of the plans.
This LDMP will be subject to the external annual assessment process developed by the Office of the IGEM in
accordance with section 16C(b) of the Disaster Management Act 2003 (the Act).
1.3.4 Distribution
The level of circulation of the LDMP and all Sub Plans will be determined by the LDMG. As a minimum this will
include all core members and advisors of the LDMG and the District Disaster Coordinator (DDC). Other key
stakeholders will be determined by Noosa Council.
In accordance with section 60 of the Act, the LDMMP is available to the public on the Noosa Council website.
Alternatively hard copies may be view at Noosa Council Customer Service Centres and Libraries.
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Section 1.4
1.4 Authority to Plan
The Disaster Management Act 2003 (the Act) and the Disaster Management Regulation 2014 (the
Regulation) forms the legislative basis for disaster management within all levels of government and
Queensland’s Disaster Management Arrangements (QDMA).
The preparation of this LDMP and all associated Sub Plans has been undertaken in accordance with sections
57 and 58 of the Act, to provide for effective disaster management in the Noosa Council area.
This LDMP is consistent with Queensland’s Disaster Management Standard and PPRR Disaster Management
Guideline.
The authorising environment for disaster management documents is detailed in Figure 1 below.
Figure 1: Disaster Management Authorising Environment
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Section 1.5
1.5 Aim and Objectives
The overall aim of this LDMP is to detail the arrangements that prevent, where possible, or minimise the impact
of disasters or major emergencies, on communities of the Noosa Council area. The primary focus is to preserve
life and ensure the safety and welfare of our community as well as other people who may work in, or visit, our
region. The key objectives are to:
• Provide a framework for the implementation of effective disaster management strategies and
arrangements across the four phases of PPRR within the Noosa Council area.
• Describe the disaster management structure for the LDMG, the member organisations and their role and
responsibilities for the coordination of multi-agency responses.
• Understand the likely effects of natural and non-natural hazards that may impact the community,
infrastructure, economy and environment of the area.
• Plan for those hazards to preserve human life, protect critical infrastructure and property, protect
livelihoods and the economy and safeguard the environment.
• Provide practical information to build community resilience and better assist the community in preparing
for, responding to and recovering from disaster events.
Section 1.6
1.6 Structure of the LDMP
1.6.1 LDMP
The LDMP is an overarching document that details the structure, management arrangements and governance
provisions which underpin the process of disaster management in the Noosa Council area. It provides an
overview of the arrangements in place for dealing with disasters and sets out the role of the LDMG and the
community from the initial notification through the various stages of response and recovery until the disaster
event is finalised. The LDMP is designed to be flexible so it can be adapted to any disaster event affecting the
region to ensure an integrated, coordinated and timely response.
1.6.2 LDMP Sub Plans
The LDMP is complemented by a number of Sub Plans which are designed to expand on information contained
in the LDMP by providing detailed information for the activation and operation of key capabilities. Sub Plans are
designed to integrate seamlessly with the LDMP but can be used on a stand-alone basis as required. The
following Sub Plans exist:
• Activation of the Local Disaster Coordination Centre (LDCC)
• Bushfire
• Financial Management
• Public Information & Warnings
• Logistics
• Evacuation
• Public Health and Environment.
• Hazardous Materials
• Severe Wind & Water Inundation
1.6.3 Hazard Specific Plans
Hazard specific disaster plans are developed by assigned lead agencies to address particular hazards.
Examples of hazard specific plans for the LDMG include:
• Lake MacDonald Dam Emergency Action Plan (EAP)
• Pandemic Plan
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In addition, Hazard-Specific Plans have been developed to address particular hazards that may occur within,
or directly impact, the Noosa Shire. These plans outline the disaster management arrangements designed to
support an effective response and reduce the potential consequences of each identified hazard. The Hazard-
Specific Plans include:
• Bushfire
• Hazardous Materials
• Severe Wind & Water Inundation
1.6.4 Community Plans
Various community organisations, local business groups and others have a responsibility to prepare disaster,
emergency and business continuity plans and strategies for particular high-risk localities and demographic
groups within the Noosa Shire.
A community profile has been developed for each suburb of Noosa identifying the demographics, hazards and
critical infrastructure specific to each community.
Some communities such as Noosa North Shore, Pomona, Boreen Point and Kin Kin that may become isolated
during flood or fire events have specific community disaster plans for their locality that are developed by the
community with guidance and approved by the Noosa LDMG. The LDMG also works with organisations that
care for vulnerable sectors of the community and with tourism operators and businesses to ensure that visitors
to the region are well informed in the event of a disaster.
1.6.5 Operational Plans
Operational plans are plans developed and utilised during the response and recovery phases. Examples
include the Event Action Plan and event-specific Recovery Plan.
1.6.6 Business Continuity Plans (BCPs)
Each member and advisory agency of the LDMG is responsible for maintaining an effective BCP. This will
ensure they can continue their critical service functions in the event of a disaster to provide coordination and
emergency support to the local community.
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Section 1.7
1.7 Queensland’s Disaster Management Arrangements
QDMA is based on a tiered system of committees at local government, disaster district, and state government
levels and recognises that the Commonwealth Government may be requested to provide support to the State.
Local level capability is recognised as the frontline of disaster management. Local government has primary
responsibility for managing events in their local government area. This is achieved through the establishment of
the Local Disaster Management Group (LDMG) – refer Section 3. Noosa Council is ideally suited to manage
disaster events at the community level, based on its understanding of local social, environmental and economic
issues, and knowledge of the region’s infrastructure. During a disaster, local government provides initial support
to the affected community until its resources are fully committed. Additional support from the State, and
ultimately the Commonwealth is then requested if needed.
Figure 2: Queensland Disaster Management Arrangements
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Section 1.8
1.8 Disaster Management Strategic Policy Statement
This plan is consistent with the Disaster Management Strategic Policy Statement which informs the
Queensland Government’s strategic approach to keeping people safe and making communities more resilient to
disaster risks and impacts.
The LDMG takes a flexible and scalable approach to disaster management which provides for the reduction of
risk and the enhancement of community resilience whilst ensuring effective response and recovery capabilities.
Section 1.9
1.9 Disaster Management Guiding Principles
In accordance with section 4A(b) of the Act, all events, whether natural or caused by human activity, should be
managed in accordance with the Strategic Policy Statement and the State Disaster Management Plan
(SDMP) and any relevant disaster management guidelines. The Act identifies four key principles which guide
disaster management in Queensland:
1.9.1 Comprehensive Approach
The comprehensive approach to disaster management comprises the four PPRR phases. This approach
ensures a balance between the reduction of risk and the enhancement of community resilience, while ensuring
effective response and recovery capabilities.
The four phases of PPRR are not linear, nor are they independent of the others. They overlap and support each
other as shown in Figure 3. For example, recovery activities are likely to begin during the response phase and
mitigation strategies may be considered during the recovery phase.
Figure 3: Comprehensive Approach to Disaster Management
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Section 1.9
1.9.2 All-Hazards Approach
The all-hazards approach assumes that the functions and activities used to manage one event are likely to be
applicable to a range of events, whether natural or caused by human activity.
1.9.3 Local Disaster Management Capability
Local level capability is recognised as the frontline for disaster management, primarily due to the benefits of
localised knowledge and networks.
1.9.4 Support by District and State Groups
The Act establishes a District Disaster Management Group (DDMG) for each of the 23 districts in Queensland,
to provide support when required or requested by a LDMG. The Noosa LDMG is located in the Sunshine Coast
Disaster District. A District Disaster Management Plan is available.
The Queensland Disaster Management Committee (QDMC) can provide additional support and assistance
when required or requested by a DDMG. The State Disaster Management Plan (SDMP) provides a framework
for response and recovery operations.
Section 1.10
1.10 IGEM Emergency Management Assurance Framework
Part 1A of the Act establishes the IGEM and Office of the IGEM. The priority for the Office of the IGEM is to
facilitate improvements to Queensland’s disaster management arrangements to enable confidence in the
system and enhance public safety outcomes. The functions of the Office of the IGEM are detailed in section 16C
of the Act.
The Emergency Management Assurance Framework (EMAF), developed by the Office of the IGEM, in
partnership with disaster management practitioners, provides the foundation for guiding and supporting the
continuous improvement of entities’ programs across all phases of disaster management. The EMAF is
underpinned by four supporting principles:
• Leadership
• Public Safety
• Partnership
• Performance
The EMAF also provides the structure and mechanism for reviewing and assessing the effectiveness of disaster
management arrangements. The EMAF comprises Principles, the Standard for Disaster Management in
Queensland (the Standard) and Assurance Activities.
Section 1.11
1.11 Linkages to Noosa Council Corporate Plan
Strategic linkages to Disaster Management are included in the Noosa Council Corporate Plan 2023-2038
under Theme 2: The Noosa Community which indicates the key focus area for 2017- 22 is to maintain the ability
to respond to disaster events (LDMP). The 20-year goal is for Council and the Noosa community to be resilient
in the face of emergencies and disaster events.
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Local Disaster
Management
Group (LDMG)
SECTION TWO
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Section 2.1
2.1 Role & Responsibilities of Noosa Council
The Act details a range of functions and responsibilities for local government to ensure that it meets its statutory
obligations.
Section 80 of the Act requires local government to undertake the following functions:
• To ensure it has a disaster response capability
• To approve its LDMP
• To ensure information about an event or a disaster in its area is promptly given to the DDC for the district
in which its area is situated
• To perform other functions given to the local government under the Act.
In accordance with section 80 of the Act, a ‘disaster response capability’ for local government means the ability
to provide equipment and a suitable number of persons, using the resources available, to effectively manage or
help another entity to manage an emergency situation or a disaster in the local government area. To ensure this
can be achieved, all Noosa Council services have designated responsibilities in disaster management which
reflect their legislated and / or technical capability.
In addition to these functions, section 29 of the Act specifies that local government must establish a LDMG for
the local government’s area.
Section 2.2
2.2 Establishment of LDMG
LDMGs are established under section 29 of the Act by local governments to support and coordinate disaster
management activities for their respective LGAs. A Terms of Reference is available. LDMG responsibilities are
outlined in Manual M.1.030.
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Section 2.3
2.3 Functions of the LDMG
The following functions of the LDMG are prescribed under section 30 of the Act:
• To ensure that disaster management and disaster operations in the area are consistent with the State
group’s strategic policy framework for disaster management for the State.
• To develop effective disaster management, and regularly review and assess the disaster management
plan.
• To help the local government for its area to prepare a local disaster management plan.
• To identify, and provide advice to the relevant district group about, support serv ices required by the
local group to facilitate disaster management and disaster operations in the area.
• To ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing
for, responding to and recovering from a disaster.
• To manage disaster operations in the area under policies and procedures decided by the State Group.
• To provide and make recommendations to the relevant district group about matters relating to disaster
operations.
• To identify, and coordinate the use of, resources that may be used for disaster operations in the area.
• To establish and review communications systems in the group, and with the relevant district group and
other local groups in the disaster district of the relevant district group, for use when a disaster happens.
• To ensure information about a disaster in the area is promptly given to the relevant district group.
• To perform other functions given to the group under the Act.
• To perform a function incidental to a function mentioned in paragraphs in the points listed above.
Section 2.4
2.4 Business & Meetings of the LDMG
In accordance with section 38 of the Act, the LDMG will conduct its business, including meetings as prescribed
by the Regulation. Ordinary meetings are scheduled every three (3) months and extraordinary meetings are
convened as required. Quorum (50% +1 of membership) must be achieved for decisions of the LDMG to be
valid.
Section 2.5
2.5 LDMG Operational Decision-Making Capability
The LDMG Chair and LDC are authorised to make initial operational response coordination decisions on behalf
of the full LDMG to initiate the disaster management arrangements and whilst acting in accordance with LDMG
approved plans and procedures. In the absence of the LDMG Chair, the Deputy Chair has clear authority to
make initial operational response decisions.
The Chair and LDC have an exclusively operational response coordination function, which will not, at any time,
replace the policy decision-making role of the core LDMG members.
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Section 2.6
2.6 Core member & Advisory Roles and Responsibilities
The following table details the membership and responsibilities of the LDMG as appointed in accordance with Sections 33 and 34 of the Act. All members have
the necessary expertise or experience to assist the group undertake and meet its legislative requirements. Membership of the group includes any person acting in
the capacity of an appointed member using a DM13 form. All members will nominate one or more deputies in advance to ensure continuity and full agency
representation. When membership changes, notice is provided to the DDMG. If membership of the Chair or LDC changes, notice is to be provided to the SDCC.
Membership and contact details for each member is maintained in the restricted LDMG Emergency Contact List in Guardian IMS.
Agency Position Status Responsibilities
LDMG Chair – Mayor Member • Chair LDMG meetings and to provide the primary link between the LDMG and Council
• To manage and coordinate the business of the group, to ensure, as far as practicable, that the
group performs, its functions, to report regularly to the relevant district group, and the chief
executive of the department, about the performance by the LDMG of its functions.
LDMG Deputy Chair – Member • Provide advice and support to the Chair and LDMG
Councillor • Chair LDMG Meetings in the absence of the Chair
Noosa Council • Provide a link between the LDMG and Council
• Chair the LDMG Recovery Group.
Local Disaster Coordinator – Member • Coordinate disaster operations for the LDMG, report regularly to the LDMG about disaster
Director Infrastructure operations, to ensure, as far as practicable, that any strategic decisions of the LDMG about
Services disaster operations are implemented.
• Provide advice and support to the Chair and LDMG
• Activate the LDMP and LDCC when required.
• Represent Noosa LDMG at the Sunshine Coast DDMG.
Deputy Local Disaster Member • To undertake the functions of the LDC in the LDC’s absence.
Coordinator – Civil & • Provide advice and support to the Chair, LDC and LDMG.
Asset Operations Manager
Local Recovery Member • To undertake the functions of the LRC
Coordinator - Director • Lead and coordinate recovery operations reporting regularly to the Local Recovery Group about
Community Services recovery operations, to ensure, as far as practicable, that any strategic decisions of the LDMG
about recovery operations are implemented
• Provide advice and support to the Chair and LDMG.
• To activate the Recovery Group and develop an event specific recovery plan when required.
Chief Executive Officer Advisor • Provide a link between the LDMG and Council
(CEO)
Disaster Management Advisor • Support to the LDC & Chair
Officer (DMO)
Disaster & Disruption Advisor • Support to the LDC & Chair
Resilience Officer
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Agency Position Status Responsibilities
Executive and Business Advisor • Support to the DMO, DRRO, LDC & Chair
Support Officer
Bushfire Management – Advisor • Fire management support in relation to Council properties to the LDMG
Senior Fire Management
Officer
Evacuation Centres – Noosa Advisor • Operation of evacuation centres.
Leisure Centre Coordinator
Public Information Officer – Advisor • Preparation and dissemination of public information and warnings during an event
Communications & • Responsibilities identified in Public Information and Warnings Plan.
Community Engagement
Manager
Coordination / Emergency Advisor • Response and recovery of Council operational assets
Operations Team – Civil
Assets Operations Manager
Customer Experience Advisor • Customer Service during activation for response and recovery.
Manager
Community Health Officer – Advisor • Community health during activation for response and recovery.
Waste &
Environmental Health
Manager
Information Technology – Advisor • IT support to the LDMG
ICT Manager
Sustainability & Climate Advisor • Climate Change support to the LDMG
Change Coordinator
Waste Manager Advisor • Waste activities during activation for response and recovery.
Queensland Officer in Charge (Noosa) Member • Refer to Appendix B of the State Disaster Management Plan
Ambulance Service • Liaison between the agency and the LDMG.
(QAS)
Queensland Fire Inspector, Operations Member • Refer to Appendix B of the State Disaster Management Plan
Department (QFD) Management & Business • Liaison between the agency and the LDMG.
Support Sunshine Coast
Inspector/Area Commander Member
(Noosa Command)
Queensland Police Officer in Charge (Noosa) Member • Refer to Appendix B of the State Disaster Management Plan
Service (QPS)
District Disaster Member • Liaison between the DDMG and the LDMG
Management Group • Provide advice and support to the Chair and LDMG
(DDMG) – Executive Officer
Local Controller SES Member • Liaison between the agency and the LDMG.
(Noosa)
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Agency Position Status Responsibilities
Emergency Management Member • Liaison between agency and the LDMG
Coordinator (EMC)
Queensland Department of Local Member • Refer to Appendix B of the State Disaster Management Plan
Government Government, Water & •
Departments Volunteers
Department of Environment Member • Refer to Appendix B of the State Disaster Management Plan
& Science (QPWS) – Senior • Liaison between agency and the LDMG.
Ranger
Department of Education & Advisor • Refer to Appendix B of the State Disaster Management Plan
Training • Liaison between agency and the LDMG.
Department of Health – Member • Liaison between agency and the LDMG
Disaster Management Team
Sunshine Coast Health
Department of Transport & Advisor • Refer to Appendix B of the State Disaster Management Plan
Main Roads • Liaison between agency and the LDMG.
– Manager (Environment
Sustainability & Heritage)
Department of Transport & Advisor • Liaison between agency and the LDMG
Main Roads – Maritime
Safety Queensland
Queensland Reconstruction Advisor • Refer to Appendix B of the State Disaster Management Plan
Authority (QRA) • Liaison between agency and the LDMG.
Australian Red Advisor • Liaison between the agency and the LDMG.
Cross • Liaison in relation to evacuation centres, community support, recovery and other Red Cross
services.
Energex Network Performance Officer Member • Primary agency for providing, maintaining and restoring power supplies
(Sunshine Coast) • Provide advice to the LDMG on power supply issues
• Provide safety information to consumers
• Liaison between the agency and the LDMG.
CoastGuard Advisor • Liaison between the agency and the LDMG.
Country to Coast Senior Manager Climate Advisor • Liaison between the agency and the LDMG and Recovery Group
Ready Communities
Kabi Kabi Rangers Ranger Coordinator Advisor • Liaison between the agency and the LDMG.
National Assistant Director, Advisor • Liaison between the agency and the LDMG.
Emergency Coordination and Planning
Management Qld
Agency
NBN Local Advisor • Liaison between the agency and the LDMG.
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Agency Position Status Responsibilities
Ramsey Health Noosa Hospital - Director Advisor • Liaison between agency and the LDMG.
Care Emergency Medicine
Rescue Medics Advisor • Liaison between agency and the LDMG
Australia
Rural Fire Service Advisor • Liaison between agency and the LDMG.
SeqWater Coordinator Incident & Advisor • Refer to Appendix B of the State Disaster Management Plan
Security Management • Primary agency for sourcing, treating and supplying bulk drinking water.
• Liaison between the agency and the LDMG in relation to Lake MacDonald Dam.
State MP Local Member of Parliament Advisor • People’s representative
Sunshine Coast Disaster Management Advisor • Liaison between the agency and the LDMG.
Council Coordinator
Surf Lifesaving Regional Manager Advisor • Refer to Appendix B of the State Disaster Management Plan
Queensland • Liaison between agency and the LDMG.
Tourism Noosa General Manager Advisor • Industry advisor
Unitywater Planned Services Manager Advisor • Liaison between the agency and the LDMG in relation to water supply and sewage treatment
services.
Volunteer Commander (Noosa) Advisor • Liaison between the agency and the LDMG.
Coastguard • Liaison in relation to marine search and rescue and other volunteer coastguard support.
Wireless Institute Volunteer Representative Advisor • Liaison between the agency and the LDMG in relation to emergency radio communications.
Civil Emergency
Network (WICEN)
Visit Sunshine Communications Manager Advisor • Liaison between the agency and the LDMG.
Coast
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Section 2.7
2.7 Authority of LDMG Core Members & Advisors
The core members and advisors of the LDMG should have:
• The authority to commit their respective organisation to the LDMG’s decisions
• The ability to effectively navigate their respective organisations to seek approval for the commitment of
their organisation resources
• A sound understanding of the QDMA and this LDMP.
• Only member votes count towards quorum.
Section 2.8
2.8 Authority of LDMG Core Members & Advisors
The structure of the Noosa LDMG is depicted below. The Chair of the LDMG may establish additional temporary
or permanent subgroups to manage the business of the LDMG.
Noosa Local Disaster
LDMG Recovery Group Management Group (LDMG)
Human-Social Economic Environmental Infrastructure
Recovery Subgroup Recovery Subgroup Recovery Subgroup Recovery Subgroup
Figure 4: Structure of the Noosa LDMG
2.8.1 LDMG Recovery Group & Subgroups
A single overarching Recovery Group may be formed. Alternatively, the LDMG Recovery Group may decide to
activate one or more of its Recovery Subgroups as follows:
Human-Social Recovery Subgroup
The key function is to address the human-social recovery aspects of a disaster. In Noosa, this is achieved
through the Northern Social Services Network. A Terms of Reference is available.
Economic Subgroup
The key function is to address the economic recovery aspects of a disaster. A Terms of Reference is available.
Environmental Recovery Subgroup
The key function is to address the environmental recovery aspects of a disaster. A Terms of Reference is
available.
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Infrastructure Recovery Subgroup The key function is to address the infrastructure recovery aspects of a disaster. A Terms of Reference is available. Section 2.9 2.9 Training & Exercises In an effort to provide an effective training program, the LDMG works closely with QPS to provide a coordinated program of training from the Queensland Disaster Management Training Framework (QDMTF). The QDMTF outlines the core training courses and inductions relevant to the key disaster management stakeholders to support the effective performance of their role. Exercises will be used to help review the effectiveness of the LDMP. Exercises can take many forms from simple discussion type exercises to full scale functional operations. Section 2.10 2.10 Post Event Processes Following any exercise or disaster event that impacts the region, a post disaster assessment will be undertaken by the LDMG. This assessment will consist of “hot” and “post event” debriefs and will culminate in the development of a post event assessment report. This report should clearly articulate any actions, processes, equipment, or systems that worked well during an event as well as suggest recommendations for improvement. Recommendations for improvements identified in post event assessment reports will be tabled for discussion by the LDMG. Any issue that is identified and not able to be resolved at a local level, will need to be referred to the Sunshine Coast District Disaster Management Group for advice or resolution. All post disaster review reports will be forwarded to the DDC as part of standard operating procedure. Section 2.11 2.11 Continuous Improvement The LDMG is committed to the practice of continuous improvement which involves disaster management processes and arrangements being regularly evaluated and improved to ensure they remain relevant, efficient, effective, and flexible. Noosa Council 2025 | Local Disaster Management Plan Page 26 of 73 Page 44 of 141
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Community
Profile
SECTION THREE
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Section 3.1
3.1 Community Profile – Noosa
This section provides an understanding of the community profile which is critical for managing disaster risks.
Understanding of community profile along with natural hazard risks enhances the development of robust
disaster management plans, helping to reduce the impact of disasters on the community.
Figure 6: Noosa Shire Topography
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Section 3.2
3.2 Environment
3.2.1 Geography
Noosa Shire is in south-east Queensland, approximately 120 kilometres north of the Brisbane CBD.
Noosa Shire is bounded by the Gympie Regional Council area in the north and west, the Coral Sea in the east,
and the Sunshine Coast Council area in the south.
The Noosa Council local government area (LGA) encompasses a total land area of 869.9 km2.
Noosa Council’s office is located at 9 Pelican Street, Tewantin.
3.2.2 Climate & Weather
The region has a mild sub-tropical coastal climate. Temperatures in summer averages a minimum of 17°C and
a maximum of 28°C and in winter from 7°C through to a maximum of 22°C. The highest summer temperature
of 38.7°C was recorded in 2002 and 2008, and the lowest winter temperature of minus 2.8°C was recorded at
Tewantin in 1901. The recorded rainfall average on the coast is approximately 1610 mm per annum and the
highest rainfall occurs from December to May.
Figure 6: Noosa Shire Map
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Section 3.2
3.2.3 Landscape
Noosa Shire encompasses a range of landscape types including beaches, sand dunes, river systems,
wetlands, heath plains, woodlands, rainforests and ranges.
The Noosa River and its tributaries flow to the east and the Mary River and its tributaries including Six Mile
Creek flow to the north.
Much of the native vegetation of the region has been removed or greatly modified, and the main forms of native
vegetation that remain include tall open eucalypt forests along the western borders and remnants of melaleuca
forest and open heaths along the coast.
Some 28,655 hectares of the Noosa Shire is considered to have outstanding environmental, biodiversity and
natural history values and is managed primarily for conservation. This constitutes almost one third of the
Noosa local government area. A further 30,653 hectares of land is predominantly undeveloped and sustainably
managed through voluntary agreements such as Land for Wildlife. There are 267.6km2 of protected parks,
forests and reserves within the Noosa Shire.
Figure 7: River Catchments in Noosa LGA
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Section 3.3 3.3 Human-Social 3.3.1 Population The 2021 Census determined the resident population of the Noosa Council LGA is 56,298 with a density of 65.13 people per square metre. Population growth assumptions indicate the population could grow to 64,999 people by 2041. Some 60% of the Shire’s population lives in the coastal urban communities of the south-eastern corner of the Shire, between Peregian Beach and Tewantin. The largest hinterland towns are Cooroy, Pomona and Cooran which are located along the railway corridor. Other centres of population are Boreen Point, Federal and Kin Kin and smaller clusters of rural residential settlement also occur throughout the hinterland. At the 2021 census, 48.6 of the LGA resident population identified as male and 51.4% as female. The median age in the region was 50 years old, compared with 37.8 years old as the median age for Queensland. Children aged 0-14 years made up 14.8% of the population, people aged 65 years and over made up 25% of the population and the remaining 60.2% of the population were aged between 15 and 64 years old. The largest represented age group was those between 60 and 64 years old. Like many other coastal communities in Queensland, the Noosa community has an ageing population. As at December 2021, there were 7,825 recipients of the age pension in the Noosa LGA. The two communities with higher percentages of population over the age of 65 are Noosaville (35.4%) and Noosa Heads (30.5%). Therefore, these areas may need extra assistance in evacuating and recovering. 3.3.2 Cultural Diversity The Traditional Owners and original custodians of the lands of the Noosa Shire Council area, are the Kabi Kabi / Gubbi Gubbi people. At the 2016 Census, 1.7% of the population of the Noosa Shire identified as being of Aboriginal or Torres Strait Islander descent. At the 2021 Census, 71.2% of people indicated they were born in Australia. The most common other countries of birth were England 7.5%, New Zealand 4%, South Africa 1.1%, Germany 0.9% and the USA 0.8%. At the 2021 Census, 88.5% of households spoke only English at home. There were 7.9% of households where a non-English language is used. The top five non-English languages spoken at home for the total population of Noosa LGA were German (0.7%), French (0.6%), Portuguese (0.6%), Spanish (0.5%) and Italian (0.4%). 3.3.3 Families, Households & Dwellings Data obtained from the 2021 Census indicates there are 16,091 families in Noosa. Of these, 51.4% are couple families with no children, 34.2% are couple families with children, 13.6% identified as one parent families and 0.7% as other families. At the 2016 Census, there were 21,847 occupied private dwellings in the Noosa Council area. Of these, 79.5% were separate, detached houses, 12% were semi-detached row, terrace or town houses, 7.8% were flats, units or apartments and 0.3% were other dwellings such as caravans, tents and sheds. The Noosa Council area had a comparatively high proportion of home ownership with 43.7% of occupied private dwellings owned outright, compared with 29.1% in Queensland and 31% in Australia. A further 31.1% of Noosa Council households were purchasing their house with a mortgage. The median monthly mortgage repayment in the region was $1,900, higher than the Queensland median monthly repayment of $1,733. At the 2021 Census, 20.9% of Noosa Council area households were renting, with a median weekly rent of $460. This is significantly higher than the $305 weekly median rent for Queensland. The communities that have the Noosa Council 2025 | Local Disaster Management Plan Page 31 of 73 Page 49 of 141
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highest rental percentages are Sunshine Beach (37.1%), Sunrise Beach (30.5%), Noosa Heads (29.3%) and
Tewantin (28.2%).
3.3.4 Socioeconomic Disadvantage
The Australian Bureau of Statistics Socio-Economic Indexes for Areas (SEIFA) 2016 by LGA includes the Index
of Relative Socio-economic Disadvantage, (IRSD) which is an index that summarises the relative disadvantage
of people and households within an area. The IRSD considers a range of economic and social condition
variables to determine an area’s relative disadvantage score. Indicators which are considered include the
percentage of population who are on low income, unemployed, without internet, have no/low educational
attainment, undertake low skilled employment, have health conditions, no personal transport, poor English, or
are one parent families. A low score is indicative of a relatively greater general disadvantage in the population
when compared with other areas.
In 2016, the Noosa Council area received a relative disadvantage score of 1,014. This was the lowest level of
disadvantage in the Sunshine Coast region. When compared to all of Australia’s suburbs and localities, this
score placed Noosa Shire in the 53rd percentile, meaning that 53% of Australia’s communities are more
disadvantaged than the Noosa Shire, while 47% are considered to have a lower level of disadvantage than
Noosa. The percentage of persons in Noosa in the most disadvantaged quintile was 5.8% with 12.6% in the
least disadvantaged quintile.
3.3.5 Access to Motor Vehicles
Within Noosa 3.5% of people do not have access to a motor vehicle which is lower than the state average of
5.7%. The two communities with areas of very high percentages of dwellings without access to motor vehicles
are Noosaville and Tewantin (6%). Therefore, these areas may need extra assistance in evacuating.
3.3.6 Vulnerable Persons
The Noosa Council area includes people who may be highly vulnerable to the impacts of disasters. At the 2021
Census, 29.6% of the population identified as experiencing one or more long term health conditions.
As at December 2021, there were 1,598 recipients of the disability support pension in the Noosa Shire. The
Department of Communities, Child Safety and Disability Services provides disability services, support and
facilities to people with a disability and their carers living in Noosa.
Wesley Care Tewantin is a specialist disability accommodation option that provides space for up to six people.
There are six aged care facilities located across the region:
• Blue Care - Sunrise Beach, 4 Grasstree Court, Sunrise Beach
• Carramar – 186 Cooroy Noosa Road, Tewantin
• Kabara – 120 Topaz Street, Cooroy
• Ozcare – 80 Cooyar Street, Noosa Heads
• Estia – 119 Moorindil Street, Tewantin
• Arcare – Goodchap Street / Val Crescent, Tewantin
In addition, there are six retirement villages:
• Noosa Domain – 35 Walter Hay Drive, Noosaville
• Hibiscus Noosa Outlook – 71 St Andrews Drive, Tewantin
• Laguna Estate – 21 Lake Weyba Drive, Noosaville
• Southern Cross Noosa Waters – 39 Lake Weyba Drive, Noosaville
• Riverlands Retirement Village – 139 Moorindil Street, Tewantin
• Palm Lake Resort - 19 Trading Post Road, Cooroy.
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Additional facilities are currently in approval and / or construction stage. Aged care facilities in the region are generally well connected and resilient and have robust business continuity plans in place. At the time of the 2016 Census, 110 people in the Noosa LGA were considered homeless. Within all communities, for any number of reasons, members may be, or become, vulnerable for shorter or longer terms. Such reasons include a reliance on mechanical life support systems (e.g. dialysis, ventilators), a culturally or linguistically diverse background, isolation, little social support or high levels of socio-economic disadvantage, visitors to the region, or chronic or acute health conditions. In 2017-2018 the Australian Bureau of Statistics found just under half of Australians had one or more chronic health conditions and 1 in 5 reported having a mental or behavioural condition (ABS, 2017-2018). Noosa Council 2025 | Local Disaster Management Plan Page 33 of 73 Page 51 of 141
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Disaster Risk
Management
SECTION FOUR
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Section 4.1
4.1 Risk Based Planning SECTION
SECTIONFOUR
FOUR
Risk based planning is a critical element of all phases of PPRR. In Queensland this is achieved through the
Queensland Emergency Risk Management Framework (QERMF) risk assessment process. A QERMF
assessment was completed in 2022 for Noosa Shire by BMT. Six hazard scenarios were chosen for Noosa in
collaboration with QFD which guided the assessment process. The following hazards were considered:
• Scenario 1: Severe Tropical Cyclone
• Scenario 2: Category 2 Cyclone / East Coast Low
• Scenario 3: Severe thunderstorm event
• Scenario 4: Earthquake
• Scenario 5: Bushfire
• Scenario 6: Heatwave
Additionally, a non-natural hazard risk assessment was completed using the QERMF. The 2022 risk
assessment was informed by the Noosa Shire Disaster Risk Assessment undertaken in 2011, updated with the
most recent information from authoritative sources on incident frequency and consequences. The non-natural
hazard risk assessment provided a high-level risk rating, based on assessed likelihood, vulnerability, and
consequence for these hazards for the whole of Noosa Shire.
Section 4.2
4.2 Methodology
The QERMF methodology is depicted below. The QERMF model has four steps to ensuring the identification,
analysis and management of risk. Further detail can be obtained from the QERMF Risk Assessment
Process Handbook.
The QERMF approach was followed for each of the six hazard scenarios identified by QFD, including a
comprehensive GIS assessment of impact on critical infrastructure.
A process to adjust the 2011 risk assessment updated by new hazard likelihood, vulnerability and
consequence data, to the values within the QERMF was completed for hazards identified as plausible outside
of the six scenarios provided by QFD.
Full details of the methodology and results are available in the report: Multi-hazard Risk Assessment of Noosa
Regional Council using Queensland Emergency Risk Management Framework (QERMF).
Figure 8: Risk Management Framework Approach to managing risk.
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Section 4.3
4.3 Results
Full results of the QERMF risk assessment are included in the report: Multi-hazard Risk Assessment of Noosa
Regional Council using Queensland Emergency Risk Management Framework (QERMF). A summary of the
high-level risk assessment information to inform PPRR can be found in the Natural Hazard Risks and Non-
Natural Hazard Risks sections below.
4.3.1 Natural Hazard Risks
The Table 3 below provides a summary of the scenario components assessed and likelihood results of the
QERMF risk assessment process in relation to the six event scenarios selected by QFD for assessment.
Event / scenario Primary hazards QFD designated Determined QERMF
probability (AEP) probability
Likelihood
(AEP)
Severe Tropical • Widespread Severe < 0.5% 1-10% Unlikely
Cyclone (Destructive) Wind
(Cat 3-5) • Flooding
• Storm tide
• Coastal Erosion
Tropical Low / • Widespread Severe 5% 1-10% Possible
Cyclone (Damaging) Wind
(Low - Cat 2) • Flooding
• Storm tide
Severe • Lightning 100% >63% Almost
Thunderstorm Certain
• Hail
Event
• Wind gusts
• Localised Severe Wind
(Tornado)
• Flash flooding
Earthquake • Earthquake 0.06% 0.1-1% Rare
• Tsunami
• Landslide
Bushfire / • Bushfire (rural and urban 100% 10-63% Likely
interface)
Heatwave
• Extreme heatwave
Table 3: QERMF Scenario components and likelihood
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Section 4.3
Scenario 1: Tropical Cyclone (Category 3 - 5)
The QERMF Severe Tropical Cyclone risk assessment scenario included destructive winds, heavy rainfall
(>500 mm in 24 hours) leading to flash and moderate to major flooding and landslides. The risk assessment
included assessment of storm tide, flooding, coastal erosion, and landslide associated with the cyclone.
The determined QERMF likelihood for Scenario 1 can be found in Table 3 above.
A summary of the residual risk level for Scenario 1 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 1 modelling is illustrated in Figure 9 below.
Figure 9: Relative vulnerability of meshblock (small community level boundaries) to Scenario 1
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Section 4.3
Scenario 2: Category 2 Cyclone / East Coast Low
The QERMF Category 2 Cyclone / East Coast Low risk assessment scenario included heavy rainfall with a
resulting 1% AEP flooding event.
The determined QERMF likelihood for Scenario 2 can be found in Table 3 above .
A summary of the residual risk level for Scenario 2 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 2 modelling is illustrated in Figure 10 below.
Figure 10: Relative vulnerability of meshblock (small community level boundaries) to Scenario 2
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Section 4.3
Scenario 3: Severe Thunderstorm
The QERMF Severe Thunderstorm risk assessment scenario included strong winds, damaging hail, flooding
and lightning.
The determined QERMF likelihood for Scenario 3 can be found in Table 3 above.
A summary of the residual risk level for Scenario 3 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 3 modelling is illustrated in Figure 11 below.
Figure 11: Relative vulnerability of meshblock (small community level boundaries) to Scenario 3
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Section 4.3
Scenario 4: Earthquake
The QERMF Earthquake risk assessment scenario also included tsunami risk.
The determined QERMF likelihood for Scenario 4 can be found in Table 3 above. A summary of the residual
risk level for Scenario 4 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 4 modelling is illustrated in Figure 12 below.
Figure 12: Relative vulnerability of meshblock (small community level boundaries) to Scenario 4
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Section 4.3
Scenario 5: Bushfire
The QERMF Bushfire risk assessment assessed risk of bushfire from all causes.
The determined QERMF likelihood for Scenario 5 can be found in Table 3 above.
A summary of the residual risk level for Scenario 5 can be found in Table 4 below.
Geographic vulnerability to the effects of Scenario 5 modelling is illustrated in Figure 13 below.
Figure 13: Relative vulnerability of meshblock (small community level boundaries) to Scenario 5
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Section 4.3
Scenario 6: Heatwave
The QERMF Heatwave risk assessment scenario also considered the long-term effects of heat such as
drought. Drought is not considered a disaster in Queensland and is not managed using the QDMA.
A Drought Relief Assistance Scheme for primary producers is available from the State Government.
The determined QERMF likelihood for Scenario 6 can be found in Table 3 above.
A summary of the residual risk level for Scenario 6 can be found in Table 4 below.
Geographic vulnerability to the effects of Scenario 6 modelling is illustrated in Figure 14 below
Figure 14: Relative vulnerability of meshblock (small community level boundaries) to Scenario 6
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Section 4.3
Table 4 below provides a summary of the key high-risk assets in the Noosa Shire with an identified residual risk
rating for each of the six QERMF hazard scenarios that were selected by QFD for assessment.
Table 4: A summary of key high-risk assets for Noosa Shire
Asset category Residual risk rating
Severe East coast Severe Bushfire Earthquake Heatwave
cyclone low thunderstorm
Critical services
Communication H H H H H M
Power H H L M H L
Fuel Infrastructure (Bulk fuel) H H L L M M
Water treatment / supply M M M H H M
Wastewater treatment M M M M H M
Waste M M H M M M
Access and resupply
Roads M M H M H M
Bridges M M M L H M
Community and social
Schools H H H H H H
Population centre H H H H H E
Emergency shelters H M H H H H
Emergency services L L M L L M
Socio-economically disadvantaged H H H H H E
/ other vulnerable people
Medical
Hospitals M M H M M H
Aged care facilities M M M H H E
Significant industry
Agriculture / industry M M H M M H
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Section 4.3
4.3.2 Non-Natural Hazard Risks
QERMF process has been used to reassess non-natural hazard events that may impact the Noosa
community. A summary of the results including residual risk ratings can be found in Table 5 below: Further
detail can be found in the Multi-hazard Risk Assessment of Noosa Regional Council using Queensland
Emergency Risk Management Fram Framework (QERMF).
Table 5: Non-Natural and Biological Hazards Summary Table (QERMF Assessment)
Hazard Likelihood Vulnerability Consequence Residual Risk
Rating (VL 1 –
E13)
Pandemic Rare High Catastrophic Medium (8)
Major Fire (Urban) Almost Certain Low Moderate Medium (8)
Terrorism Possible Moderate Major Medium (8)
Dam Failure Rare Moderate Catastrophic Medium (7)
Black Swan Rare Moderate Catastrophic Medium (7)
Hazardous Material Unlikely Moderate Major Medium (7)
Accident (Land
Transport)
Hazardous Material Unlikely Moderate Moderate Low (6)
Accident (Marine)
Hazardous Material Unlikely Low Major Low (6)
Accident (Industrial
Site)
Major Passenger Rare Low Catastrophic Low (6)
Transport Accident
Biosecurity Hazard Possible Low Moderate Low (6)
Cyber Security / IT Possible Moderate Minor Low (6)
Failure
Essential Service Unlikely Low Moderate Low (5)
Failure
Major Air Transport Rare Very Low Major Low (4)
Accident
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Section 4.4
4.4 Residual Risks
The LDMG recognises its treatment options will not always be adequate and residual risk will remain. Residual
risks are the risks which remain after the LDMG has applied the risk mitigation strategies within their capacity,
but those strategies have not sufficiently reduced or eliminated the risk.
The following is a list of identified risks identified using the QERMF methodology that are not within the
capacity of the LDMG to address and are therefore deemed to be Residual Risks to be escalated to the
DDMG.
Table 6: Summary of Residual Risks for Noosa Shire
Issue Current Capacity Residual Risk Can Council
assist?
Evacuation of entire Limited capacity exists to Request to District Limited
community evacuate the whole for assistance
community.
Multiple houses There is a risk that emergency Request to District Limited
damaged especially services response to any for assistance
those involving multi- disaster event will be severely
casualty scenarios compromised as a result of
insufficient response capacity.
Asbestos contamination The community has limited Request to District Limited
from damaged buildings personnel trained in or for assistance
equipped for asbestos
removal. External expertise will
be required.
Managing multiple Limited capacity exists to Request to District Limited
Evacuation Centre manage and staff evacuation for Assistance
Facilities centre facilities.
Various Public Health The community has a small Request to District Limited
Risks team of EHO’s. In a major for assistance
event, professional EHO
assistance will be required for
a range of public
health/environmental health
issues.
Significant Terrorist While Queensland Police Request to District Limited
Attack or other Attack on would escalate through their (and likely further
the State own channels, the requirement to the State) for
for community support and assistance
recovery resources could be
large.
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Prevention
SECTION FIVE
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Section 5.1
5.1 Prevention
Prevention includes those measures to eliminate, mitigate or reduce the likelihood of a disaster event
occurring, or the severity of an event should it eventuate.
Hazard mitigation is the action taken in advance of a disaster, aimed at eliminating or reducing the impact on
communities, the economy, infrastructure and the environment.
The implementation of appropriate and targeted mitigation initiatives can offer more sustainable cost savings
to communities and government in the event of a disaster and result in safer, more resilient and sustainable
communities.
Section 5.2
5.2 Land Use Planning
Prevention includes use planning in areas that are exposed to natural hazards can significantly reduce
disaster risk, the impact of hazards should they arise and enhance the resilience of existing and future
communities. Regulating the use and development of land is a key strategy to avoid risk to life, property and
environmental systems and reduce damage and disruption to the community within the Noosa Council area.
The Noosa Plan 2020 provides a framework under the Sustainable Planning Act 2009 for managing
development within the region over the next 20 years. The Planning Scheme uses a series of overlays as a
means of influencing development to mitigate or reduce the effects of hazards:
• Bushfire Hazard Overlay
• Flood Hazard Overlay
• Landslide Hazard Overlay.
Section 5.3
5.3 Building Codes, Regulations & Legislation
Prevention application of building codes and building use regulations aims to ensure that buildings and
infrastructure are designed and constructed to standards that reduce the likelihood of damage and injury in an
event. Standards and codes should be referred to and enforced particularly for the design and construction of
major infrastructure and components of essential services.
Section 5.4
5.4 Design
Design improvements to infrastructure or services can be engineered to provide a greater level of resilience.
Design improvements can be applied to new infrastructure or to harden existing infrastructure or when
considering betterment works during the reconstruction phase. Ensuring the reliability of critical infrastructure
and services supports the communities social and economic wellbeing.
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Section 5.5
5.5 Hazard Reduction
Each agency of the LDMG is responsible for implementing appropriate hazard reduction programs for risks
under their control. As an example, QFD, Noosa Council and various landowners undertake an annual hazard
reduction program for bushfires. This includes a fire management program of fuel reduction and back-burning,
maintenance and development of fire breaks and land management practices. Noosa Council plays an active
role on the Area Bushfire Management Committee (ABMC) which provides strategic fire mitigation programs,
operational preparedness and response, risk identification and hazard reduction burning for the Noosa Council
area. The LDMG adopts the multi-agency Bushfire Risk Management Plan prepared by QFD in collaboration
with the ABMC.
Section 5.6
5.6 Climate Change
Southeast Queensland has been identified as one of several high-vulnerability climate change hot spots in
Australia. The frequency and severity of hazards including major storm events, droughts, heatwaves,
bushfires, and flooding across the region are expected to increase as the climate continues to change.
Noosa Council accepts the latest science on climate change provided by the Intergovernmental Panel on
Climate Change and acknowledges that the Noosa Shire is vulnerable to the impacts of climate change
including heat waves, more intense storms and sea level rise all of which is likely to adversely affect the Noosa
natural and human environment.
In recognition of the risks posed by a rapidly changing climate, Council declared a climate emergency in
order to drive the urgent and sustained response needed to both mitigate and adapt to climate change.
Council’s Climate Change Response Plan sets out desired outcomes and actions for both reducing
emissions and implementing adaptation measures.
Adaptative measures should be considered to manage future climate risks. A Queensland Government
Emergency Management Sector Adaptation Plan for Climate Change is available.
Section 5.7
5.7 Coastal Hazards Adaptation Plan
Council has developed a Coastal Hazards Adaptation Plan (CHAP) that addresses sea level rise-driven
risks in the coastal zone as a result of coastal erosion and shoreline recession, storm tide inundation and
permanent inundation.
Section 5.8
5.8 Disaster Risk Reduction
Disaster risk and its reduction are recognized as global priorities under the United Nations Office for Disaster
Risk Reduction’s Sendai Framework for Disaster Risk Reduction 2015–2030, to which Australia is a signatory.
In alignment with this framework, the Queensland Government has implemented the Queensland Emergency
Risk Management Framework (QERMF). Further analysis of disaster risk reduction strategies and mitigation
options is provided in the report: Multi-Hazard Risk Assessment of Noosa Regional Council using the
Queensland Emergency Risk Management Framework (QERMF).
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Preparation
SECTION SIX
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Section 6.1
6.1 LDMG Preparedness & Capacity Building
LDMG preparedness and capacity relates to having arrangements and plans in place to ensure that, should a
disaster occur, all the agencies, resources and services which are needed to cope with the effects can be
efficiently mobilised and deployed within the framework of the Queensland Disaster Management
Arrangements.
Capacity building occurs across the phases of prevention and preparation and is built through activities that
reduce the level of risk or the effects of disaster and result in ongoing
improvement of the disaster management arrangements. The implementation and delivery of the Queensland
Emergency Risk Management Framework as well as ongoing LDMG meetings, planning, workshops, training
and exercises are critical elements in the continuous improvement of disaster management capacity building.
Section 6.2
6.2 Community Preparedness & Capacity Building
Section 30 of the Disaster Management Act requires the LDMG to ensure that the community is aware of ways
of mitigating the adverse effects of an event and preparing for, responding to and recovering from a disaster.
Effective disaster response and recovery activities begin with preparedness and awareness raising activities
that are conducted on an ongoing basis, in advance of any potential disaster to ensure that if an event occurs,
communities and their resources and services can cope with its effects.
In recognition of the size and diversity of the Shire, the LDMG proactively works with community organisations,
local business groups and others to prepare disaster, emergency and business continuity plans and strategies
for particular high-risk localities and demographic groups with the Noosa Shire.
The LDMG uses the Get Ready Queensland resources to focus on creating resilient communities through
education and awareness raising and building capacity. Resilient communities are those that understand the
risks they face, how to prepare themselves, their home and their community for the possibility of a disaster
event to minimise impacts, can adapt to the circumstances, recover quickly and emerge stronger than their
pre-disaster state.
6.2.1 Community Profiles & Plans
The LDMG recognises that local knowledge is invaluable to the disaster planning process and that the
community plays a key role in contributing to its own safety. The LDMG advocates that everyone can prepare
for disasters in ways that can reduce the impact on themselves, their home, family, friends, pets and
community. Being prepared in advance can make emergencies less stressful and save precious time.
A community profile has been prepared for each community in the Noosa Council area identifying local
demographics, local hazards and risks as well as information on how to prevent, prepare, respond and recover
from disasters.
Some communities in the Noosa Council area have determined that they would like to develop and maintain
their own community disaster plan – refer section 1.6.4.
6.2.2 Community National Strategy for Disaster Resilience
The National Strategy for Disaster Resilience identifies common characteristics of disaster resilient
individuals, communities and organisations. These characteristics are functioning well while under stress,
successful adaptation, self-reliance and social capacity.
The strategy identifies that community members can work together, using their knowledge and resources to
prepare for and deal with disasters. These actions will create self-reliance and build social capacity within the
community so that it can function effectively under stress in responding to and recovering from a disaster
event.
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The key to achieving a resilient community is for government, community and business to share in the
responsibility for preparing for, responding to and recovering from a disaster.
6.2.3 Community Profiles & Plans Queensland Strategy for Disaster Resilience
Queensland is the most disaster impacted state in Australia. By necessity, Queenslanders are renowned for
their resilience and ability to adapt, with a strong community spirit that supports those in need to withstand and
recover from disasters.
The preparedness and resilience of individuals and communities is a shared responsibility of all sectors,
including all levels of government, business, NGO’s and individuals. Disaster resilience is significantly
increased by proactive planning and preparation for the protection of life, property and the environment
through an awareness of hazards, associated risks and local disaster management arrangements. The
Queensland Strategy for Disaster Resilience is the guiding instrument for realising the vision to make
Queensland the most disaster resilient state in Australia and is underpinned by four key objectives:
• Queenslanders understand their disaster risk
• Strengthened disaster risk management
• Queenslanders are invested in disaster risk reduction
• Continuous improvement in disaster preparedness.
6.2.4 Get Ready Queensland Initiative
The LDMG has undertaken a series of community forums, presentations, displays and community awareness
days as part of promoting the annual Get Ready Program in the Noosa Shire Council area.
These community engagement programs aim to build resilience in preparation for seasonal hazards (e.g.
severe storms, bushfires, floods). These programs are aimed at empowering individuals and the community to
understand their local risks and take pre-emptive action to prepare themselves, their families, homes and
businesses in the event of disaster. The Get Ready Queensland program promotes three steps to Get Ready
– understand your risk, prepare your
home and pack an emergency kit. Additionally, the Get Ready Queensland team provide funding, resources
and support for local government ‘Get Ready’ initiatives.
Section 6.3
6.3 Noosa Emergency Action Guide
The Noosa Emergency Action Guide has been developed to assist residents of the Noosa Shire to prepare
for, respond to and recover from disasters that affect the local area. The guide is designed to assist residents
understand the risk and likelihood of disasters in their communities as well as how to prepare an emergency
plan and emergency kit, prepare homes, yards and pets and where to find information during a disaster.
Section 6.4
6.4 Disaster Dashboard & Noosa Alert
The Noosa Disaster Dashboard provides a one stop shop site for the community to access BoM weather
warnings, up-to-date information on road closures, power outages, evacuation centres, helpful contacts and links
to other useful disaster-related information and social media.
The LDMG uses Noosa ALERT to send text messages (SMS) and emails out in relation to local disasters, severe
weather and emergency events. This is an opt-in service that requires registration.
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Section 6.5
6.5 Insurance
There is significant risk to the community in recovering from a disaster due to under-insured and non-insured
residential properties and businesses. While this is of concern to the LDMG, it is considered that this is an issue
for the insurance industry and the State Government with input from the LDMG through its members.
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Response
SECTION SEVEN
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Section 7.1
7.1 Initial Response
The majority of emergency incidents will be dealt with by the relevant lead agency using its own frontline
response capabilities. An Incident Control Centre (ICC) may be established by the lead agency to focus on the
immediate response to reduce the threat of the hazard. It is up to each lead agency to determine the
circumstances and triggers which require notification to, and additional support from, the LDMG.
Section 7.2
7.2 Activation of LDMG
Timely activation of the LDMG is critical. The LDMG will activate in response to an actual or perceived threat of a
disaster event which will likely have significant community consequences and requires a coordinated response
and / or recovery effort.
The decision to activate is based upon defined triggers and the perceived level of threat.
The authority to activate the LDMG is at the discretion of the LDMG Chair in consultation with the Local Disaster
Coordinator (LDC) based on the nature and scale of the event. The LDMG Chair will consult with the full
membership where time permits.
The LDC is responsible for managing disaster operations and implementing the strategic direction set by the
LDMG.
Section 7.3
7.3 Activation Criteria
Timely disaster management system at a local level, involving the LDMG, may be activated for any number of
reasons. The following decision criteria should be employed (if yes is answered to any of the following the
LDMG should be activated):
• Is there a perceived need relative to an impending hazard impact which requires multi-agency
coordination?
• Has there been a request from a response agency, to provide resource support and coordination in
support of operations?
• Has there has been a request / direction from the DDC to activate the LDMG?
• Has there been a sudden impact event which requires involvement of the LDMG in one or more
phases of PPRR?
Section 7.4
7.4 Activation of Field Command Centre
Timely frontline of disaster operations in the Noosa Council area is the Field Command Centre (FCC). The FCC
is used in coordinating and managing resources within the Noosa Council Infrastructure Services Department
during a disaster or emergency. The FCC is tasked by the Local Disaster Coordination Centre (LDCC) and
provides situational reporting as required. A plan for the activation and operation of the FCC is maintained by
Infrastructure Services along with defined trigger points and agreed actions for Council Depots.
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Section 7.5
7.5 Activation of LDMP and Sub Plans
The LDMP will be activated automatically whenever the LDMG activates. The LDC is responsible for activating
approved Sub Plans as required by the nature and circumstances of the event.
Section 7.6
7.6 Notification Process & Flowchart
The LDMG Chair & LDC will maintain situational awareness in relation to events that have the potential to require
the activation of the disaster management system.
When a decision is made to activate the LDMG, the appropriate activation level will be determined and
communicated to LDMG members. The initial LDMG meeting will be scheduled, and further meetings agreed
where necessary.
The DDC will be advised verbally and in writing that the LDMG has activated.
This LDMP will be automatically invoked and the LDC will invoke associated Sub Plans as required by the nature
and scale of the event.
Figure 15: Noosa LDMG Response Notification Flowchart
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Section 7.7
7.7 Activation Levels
Table 7: Noosa LDMG Activation Levels
Triggers Actions Communications
ALERT A heightened level of Monitor situation closely – Chair and LDC
vigilance due to the watching brief. communicating remotely.
possibility of an event.
Initial advice to
s takeholders.
Refer LDC checklist.
LEAN FORWARD Operational state prior toEnsure relevant facilities Chair, LDC and LDMG
stand up. are set up and rosters members on mobile
developed as required and monitoring email
Heightened level of (e.g. LDCC and remotely.
situational awareness and evacuation centres)
a state of operational Ad-hoc reporting.
readiness. Formal briefing of LDMG.
Public information and
warnings initiated.
Refer LDC checklist.
STAND UP Threat is imminent. Activate staff and facilities Formal SITREP
Community has been or as needed (e.g. LDCC and reporting.
will be impacted. evacuation centres).
Resources are mobilised, Manage disaster operations.
personnel are activated,
and operational activities
commence.
STAND DOWN Transition from Implement plan to transition Final response
responding to an to recovery. SITREP to DDC.
event to normal core
business and/or recovery Debriefing and identification
operations. of lessons.
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Section 7.8
7.8 Response Priorities
The response phase involves the taking of appropriate measures to respond to an event, including action taken
and measures planned in anticipation of, during, and immediately after an event to ensure that its effects are
minimised and that persons affected by the event are given immediate relief and support.
The following priorities apply to any response:
• Protection of life
• Protection of critical infrastructure
• Protection of property, livelihoods and the economy
• Protection of the environment.
Section 7.9
7.9 Response Principles
The LDMG will:
• Activate early to prepare and to plan for the response and coordination of disaster operations
• Work closely with the responsible lead agency and the DDMG to manage and coordinate disaster
operations
• Provide warnings, alerts and public information early and consistently to the community or those who
need it
• Ensure disaster response and recovery operations are coordinated
• Ensure resources are accessed and used effectively
• Provide support to meet community needs
• Provide situational reporting.
The LDMG will ensure the responsible lead agency is supported by the disaster management system during
their response to an event. The responsible lead agencies for each hazard can be found in the State Disaster
Management Plan – Appendix B.
Section 7.10
7.10 Disaster Declaration
In accordance with section 64(1) of the Act, the DDC may, with the approval of the Minister, declare a disaster
situation for the district, or a part of it if satisfied that a disaster has happened, is happening or is likely to happen,
in the disaster district and it is necessary, or reasonably likely to be necessary, for the DDC or a declared disaster
officer to exercise declared disaster powers to prevent or minimise any of the following:
• Loss of human life
• Illness or injury to humans
• Property loss or damage
• Damage to the environment
Before declaring a disaster situation, the DDC is to take reasonable steps to consult with each local government
in, or partly in, the proposed declared area. As outlined in section 75 to 78 of the Act, the declaration confers
extra powers on particular groups to perform actions, give directions and control movements within the declared
area.
It is important to note that the declaration of a disaster situation relates to the situational requirement for
additional powers and is not linked to the activation of particular disaster management groups under the QDMA
or the activation of disaster financial assistance arrangements. All three actions are independent processes and
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are not interlinked or conditional, although some or all may occur for the same event. The declaration of a
disaster situation does not impact the requirements of a local government under the Act to manage disaster
operations in their area.
Section 7.11
7.11 Guardian Information Management System
The LDMG Guardian Information Management System (IMS) is an electronic workflow for managing disaster
events. The spatially integrated solution holds plans and preparation documents, creates a chronological record
of events and a fully auditable trail of actions, as well as details on the allocation and management of tasks,
bulletins, evacuation centres, road closures and reports using official and custom-built templates.
Situation Reports (SITREPS) will need to be prepared on a regular basis. SITREPS will be created and stored
within Guardian IMS, so they are accessible to all LDMG agencies.
7.12 Activation of the Local Disaster Coordination Centre
The LDCC is where the multi-agency response to the event is coordinated from. The primary LDCC is located at
the Noosaville Depot in the Local Disaster Coordination Centre Building. For further information refer to the
LDCC Sub Plan.
7.12.1 Community National Strategy for Disaster Resilience
When an event is imminent, it is essential the public are warned of the danger and provided with information
about the event and advice on recommended actions. The key objective is to deliver accurate, clear, timely
information and advice to the public, so they feel confident, safe and well informed and are aware of any
recommended actions. Refer Public Information & Warnings Sub Plan.
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Section 7.12
7.12.2 Evacuation
The safety of residents is the primary driver for evacuation. Evacuation carries risks to both those being
evacuated and to emergency personnel managing the evacuation. Consideration must be given to the risks
associated with the conduct of any evacuation. Under some circumstances, sheltering in place may provide
greater levels of safety for the community. For further information refer to the Evacuation Sub Plan.
7.12.3 Financial Management
Operational expenditure needs to be tracked using work order numbers established specifically for the event.
At the conclusion of the disaster event, all expenditure needs to be finalised. Invoices need to be collated,
payments made, and Disaster Recovery Funding Arrangements (DRFA) claims need to be completed - refer to
Financial Management Sub Plan.
7.12.4 Public Health
A major disaster event may cause significant disruption to the community. Water supplies, sewage treatment,
refuse disposal, and access to safe food may be compromised – refer to Public Health Sub Plan.
7.12.5 Logistics
Timely acquisition and deployment of services and supplies is critical to the efficient response to and recovery
from a disaster event. When all local resources have been exhausted or are inadequate, requests for
assistance outside the Noosa Shire Council area shall be directed to the DDC. All external assistance requests
shall be coordinated by the LDC on behalf of the LDMG – refer Logistics Sub Plan
7.12.6 Damage Assessment
Following the impact of a disaster, measures will need to be implemented to undertake damage assessments
to determine the extent of the area affected, damage to homes, infrastructure and essential services and the
level of hardship being experienced in the community. QFD have a responsibility for undertaking damage
assessment of structures impacted. However, all agencies are able to contribute to damage assessments
through operational reporting (i.e. dam owners will report on storage levels, QPS will report on missing people,
Queensland Health will report on people requiring hospitalisation / medical treatment and Noosa Shire Council
will report on damage to Council owned infrastructure and the environment).
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Recovery
SECTION EIGHT
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Section 8.1
8.1 Definition of Recovery
In accordance with the Queensland Recovery Plan, disaster recovery is defined as the coordinated process
of supporting disaster-affected communities’ psychosocial (emotional and social), and physical well-being;
reconstruction of physical infrastructure; and economic and environmental restoration (including regeneration
of the natural environment, associated infrastructure and heritage sites and structures and the management of
pollution and contamination).
Section 8.2
8.2 Context for Recovery
The need for recovery may arise from a range of natural and non- natural disaster events, often providing an
opportunity to rebuild a stronger, more resilient community.
Recovery begins shortly after the response phase has begun and the impact has been identified. Recovery
can be a long, challenging and complex process and is often considered the most resource intensive and
protracted element within the context of the Prevention, Preparedness, Response and Recovery (PPRR)
framework.
Recovery is both a remedial and developmental process that focuses on building a recovered and more
resilient community. Recovery planning and operations must be sufficiently flexible to deal with the needs of
the impacted community, regardless of the nature of the disaster.
Whilst funded recovery programs under the joint Commonwealth/ Queensland-funded Disaster Recovery
Funding Arrangements have a two-year life span, it is recognised that the time it takes for a community to be
recovered will vary based on the impact of the event and the individuals in the community.
Section 8.3
8.3 Appointment of Local Recovery Coordinator
Appropriately qualified and authorised persons have been appointed by the CEO of Noosa Shire Council to
take the role of Local Recovery Coordinator (LRC) to coordinate and facilitate local recovery operations should
the need arise. The LRC and the LDC should liaise regularly to ensure that response operations support the
recovery effort and the LRC has good situational awareness to ensure their disaster recovery planning is
relevant to the community. Indicative duties of the LRC include:
• Working with identified agencies and the community to develop the local event-specific recovery plan.
• Coordinating the short to medium-term recovery to address the immediate effects of the disaster and
develop longer-term measures as appropriate.
• Ensuring the local event-specific recovery plan addresses all relevant functional areas of recovery –
human and social, economic, environment, building, and roads and transport.
• Performing the role of conduit between community and government
• Developing and implementing effective strategies for community participation and partnership in the
recovery process.
• Liaising with with functional lead agency representatives at the local and district levels.
• Liaising with the District Disaster Management Group (DDMG) and State Recovery Coordinator
throughout the recovery process.
• Providing advice to state government on the needs and responses of the affected individuals,
communities and other sectors.
• Undertaking a post-operation debrief and providing a final report to the LDMG at the conclusion of
recovery operations.
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• Providing or delegating the responsibility for ongoing recovery reporting on the progress of the event-
specific recovery plan.
A checklist for the Local Recovery Coordinator is available in Guardian IMS.
Section 8.4
8.4 Activation of LDMG Recovery Group
During the response phase, the LDMG will consider the impact of the disaster. If the event is of sufficient
magnitude, the LDMG may decide to activate its Recovery Group to coordinate recovery operations.
The Recovery Group is likely to be activated in the following circumstances:
• An event where significant loss or damage is sustained impacting the community, economy,
environment and / or the infrastructure of the Noosa Shire Council area.
• An event that creates significant disruption to the communities’ connectedness or overwhelms local
resources or the capacity of the community to cope or recover independently.
• An event that the LDMG determines has ongoing impacts and requires a coordinated and collaborative
multi-agency approach to recovery.
• If requested to activate by the DDMG.
Section 8.5
8.5 LDMG Recovery Group Chairperson
The Recovery Group Chairperson is responsible for chairing the LDMG Recovery Group and for supporting
the Local Recovery Coordinators to ensure recovery efforts and activities are effectively coordinated and
implemented across the region.
A Terms of Reference is available that can be adapted to the specific circumstances of the event. 8.5
Activation Levels, Triggers & Communications
Recovery activation levels follow closely behind the response activation levels. This means that recovery
actions are triggered early in the event cycle before the disaster has occurred. The table below identifies the
recovery activation levels, triggers and communications. All public information will be undertaken in
accordance with the LDMG Public Information & Warnings Sub Plan.
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Section 8.5
Table 8: Activation Levels, Triggers and Communications for Noosa LDMG
Triggers Actions Communications
• Response phase at ‘lean • Appointment of LRC as appropriate • LDC and LRC maintain communication
forward’ level of Activation • Potential actions and risks identified • LRC and Recovery Group members on mobile remotely
Response Recovery • Information sharing commences
LEAN FORWARD ALERT • LRC in contact with LDCC/LDC
• Initial advice to all recovery stakeholders
• Response phase at ‘stand • Monitoring of response arrangements • LRC and Recovery Group members on mobile
up’ level of activation • Analysis of hazard impact or potential impact and monitoring email remotely
• LDCC assesses event • Relief and recovery planning commences • Liaise with QRA and Department of Communities
impact and determines if regarding support and funding assistance
Recovery Group is needed • Deployments for immediate relief commenced by
recovery functional agencies • Recovery Group will commence meeting for
• Immediate relief planning purposes
Response Recovery arrangements are required • Recovery Group and Subgroup structures finalised along
• More regular reporting as required by the LRC and by
during response phase withreporting requirements the Disaster District and QDMC
STAND UP LEAN FORWARD
• Community engagement and communication
strategy developed
• Refer: LDMG Public Information & Warnings Sub Plan
• Immediate relief • Recovery Group activated at LDCC or alternate location • Delivery of community engagement and
arrangements continue • Recovery plan activated community strategy
• Response phase moves to • Community information strategy employed • LRC and LRG members involved in medium term
‘stand down’ level of recovery continue as required
activation. • Participate in response debrief
• Functional lead agencies report to LRC/ LRG as required
• Medium term recovery • Transition arrangements from ‘response and recovery’
Response Recovery to ‘recovery’ activated including handover from LDC to
commences. LRC
STAND DOWN STAND UP
• LRG arrangements are • Action plans for five functions of recovery continue
finalised. Community returns
to normal activities with • Community information strategies continue
ongoing support as required.
• Recovery Group arrangements • Consolidate financial records • LRC and Recovery Group members resume
are finalised • Reporting requirements finalised standard business arrangements
• Participate in recovery debrief • Communicate extended recovery arrangements as per
• Community returns to normal the Communications and Engagement Plan.
activities with ongoing long • Participate in post event debrief
Response Recovery term recovery support provided • Post event review and evaluation
as required under pre-agreed
ALERT STAND DOWN arrangements and processes. • Long term recovery arrangements transferred to
functional lead agencies
• Return to core business
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Section 8.6
8.6 Recovery Group Membership
The Local Recovery Group may be comprised of the following members. Membership will be tailored relevant
to each event.
Table 9: Noosa Local Recovery Group Membership
Recovery Group Organisation
Position
Chair Deputy LDMG Chairperson - Councillor, Noosa Shire Council
Local Recovery Director Community Services, Noosa Shire Council
Coordinator
Secretary Community Services Administration Officer
Core Members Coordinator Human-Social Subgroup – Community Development
Manager
Coordinator Infrastructure Subgroup – Project Manager
Infrastructure Delivery
Coordinator Economic Subgroup – Economic Development Manager
Coordinator Environment Subgroup – Environmental Services
Manager Communications – Community Engagement Manager
Volunteer Coordinator – Libraries & Galleries Manager
Supporting Department of Communities, Housing & Digital Economy
Members /
Advisors Department of State Development, Infrastructure, Local Government
and Planning
Department of Environment & Science
Department of Transport & Main Roads
Department of Energy & Public Works
Other representatives appointed on an as needs basis (e.g.
community representatives, business and industry representatives,
etc.
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Section 8.7
8.7 Functional Lines of Recovery
The Depending on the nature of the disaster, one or more of these five functional lines of recovery may be the
focus of recovery operations. The responsible State Lead Agencies identified below will be invited to
participate in the LDMG Recovery Group which will consider all five functional lines of recovery when planning
and undertaking recovery operations:
Table 10: Queensland functional lines of recovery
Functional line of Description State Lead Agency
recovery
Human and Social Focuses on supporting the emotional, Department of Communities,
recovery social, physical and psychological health Housing & Digital Economy
and wellbeing of individuals, families and
communities following a disaster.
Economic recovery Focuses on rectifying the direct and indirect Department of State
impacts on the economy as a result of a Development,
disaster. Infrastructure, Local
Government & Planning
Building & Assets recovery Focuses on rectifying damage and disruption Department of Energy &
which inhibits the capacity of essential Public Works
services and the building sector, including
housing, accommodation, education and
health facilities.
Environmental recovery Focuses on rectifying the impacts on the Department of
natural environment as a direct result of a Environment & Science
disaster or through a secondary impact or
consequence.
Impacts to the environment may include
damage or loss of flora and fauna, poor air
quality, reduced water quality,
accumulation of synthetic debris on
beaches, land degradation and
contamination, as
well as cultural and built heritage listed place
issues.
Roads and Transport Focuses on rectifying the effects of a Department of Transport &
recovery disaster on transport networks, including Main Roads
road, rail, aviation and maritime normally
result in difficulty accessing
communities and disruption to critical supply
chains (both in and out of the impacted
area). Restoration of these networks, or the
identification of alternatives, is a priority in
disaster recovery.
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Section 8.8
8.8 Recovery Subgroups
Often a disaster will be of such a scale that all functions need to be addressed to effect recovery. To assist with
managing capacity and resourcing issues and to reflect other areas of infrastructure that Noosa Council is
responsible for i.e., water, wastewater, and waste, the Local Disaster Recovery Group (LDRG) will likely
organise itself with four Functional Recovery Subgroups to address the five lines of recovery as follows:
• Human and Social
• Economic
• Infrastructure
• Environment; and
• Waste
This structure is depicted in section 2.8 of this plan.
The need to establish one or all of the Subgroups is the responsibility of the LDRG and will depend wholly
upon the scale of the event and the complexity of the recovery effort.
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Section 8.9
8.9 Proposed Recovery Subgroup Membership
Membership will be determined in response to each event. The table below is to be used as a guide to ensure the State government functional lead agencies
for recovery as well as relevant local government elected officials and officers and non- governmental, business and community representatives are
considered as applicable to each event.
Supporting Member Agencies (may be modified depending on disaster)
HUMAN-SOCIAL ECONOMIC ENVIRONMENT INFRASTRUCTURE
Chairperson Community Development Councillor / Officer Councillor / Officer Councillor / Officer
Coordinator, Noosa Council
State • DFSDSCS(Functional • DSDILGP (Functional • DETSI (Functional lead • DEPW (Functional lead agency)
Government lead agency – not lead agency) agency) • DTMR (Functional lead agency)
represented in BAU) • DRDMW • DPI • DSDILGP
• Queensland Treasury • NRMMRRD • Department of Education
• DPI • QHealth • DFSDSCS
• DETSI • DWATSIPM • QRA
• QRA • QRA
• QRIDA • DSDILGP
• DTMR
Non- • Australian Red Cross • Insurance Council of • Natural Resource • Queensland Building
government • GIVIT Australia Management bodies and Construction
/ Business • Lifeline • Chamber of commerce • Environment and conservation Commission
representativ • Uniting Care • Primary producer organisations • Insurance Council of Australia
es • St Vincent de Paul groups • Wildlife and animal protection • Utility owners/ operators
• Local community and • Industry groups • Private infrastructure
welfare groups representatives • Traditional owners • Owners
• RSPCA (companion • Tourism Association • River Improvement Trusts • Ergon
animals) • Agforce • Rural and primary producers • Telstra
• Insurance Council of • Queensland Farmers • Water and waste service • Transport operators
Australia Federation providers
• Volunteering Queensland • Telstra • Chemical and hazardous
• Pomona Community substance advisors.
House
• Salvation Army
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Section 8.10
8.10 National Principles
The LDMG Recovery Groups will use the National Principles for Disaster Recovery to guide recovery planning,
approach, decision-making and efforts. The principles are:
Table 12: National Principles for Disaster Recovery
Principle Definition
Understand the context Successful recovery is based on an understanding of
the community context, with each community having
its own history, values and dynamics.
Recognise complexity Successful recovery is responsive to the complex
and dynamic nature of both emergencies and the
community.
Use community-led approaches Successful recovery is locally led, community-
centred, responsive and flexible, engaging with
community and supporting them to move forward.
Coordinate all activities Successful recovery requires a planned, coordinated
and adaptive approach, between community and
partner agencies, based on continuing assessment
of impacts and needs.
Communicate effectively Successful recovery is built on effective
communication between the affected community and
other partners.
Recognise and build capacity Successful recovery recognises, supports, and
builds on individual, community and organisational
capacity and resilience.
Section 8.11
8.11 Queensland Government Roles and Responsibilities
The Queensland Recovery Plan – refer pg. 14-20 identifies the role and responsibilities of the DDMG and
numerous State government stakeholders in recovery operations as follows:
• Queensland Disaster Management Committee (QDMC)
• Minister
• Leadership Board Sub-Committee (Recovery)
• State Recovery Policy & Planning Coordinator
• State Recovery Coordinator
• State Functional Recovery Groups
• Queensland Reconstruction Authority.
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Section 8.12
8.12 Recovery Phases
The disaster recovery process can generally be categorised into three phases (immediate, short-to-medium
term recovery and long-term recovery). The phases of recovery are depicted in Figure 16 below.
Figure 16: Phases of recovery
8.12.1 Stage 1: Immediate recovery (post-impact relief and emergency)
The recovery aims to address and support the immediate needs of individuals, businesses and the community
affected by an event. This phase of recovery is challenging as it often coincides simultaneously with response
operations. It is the period after a disaster when initial “relief” services are offered to the affected community
whilst the full recovery framework is established. It is also the period when detailed recovery planning,
including damage and needs analysis is undertaken.
The likely recovery activities conducted during this phase include:
• Impact and needs assessments commenced
• Provision of Evacuation Centres
• Provision of assistance to meet basic human needs
• Restoration of power, water and communication commenced
• Emergency funding, shelter, clothing and food distribution
• Roads re-open
• Psychological first aid, and personal support provided
• Consideration of Recovery Hubs
• Consideration of managing spontaneous volunteers and goods and services donations – refer Logistics
Sub Plan.
The transition from the response and short-term relief operations to the next phase of recovery needs to be
carefully managed by the LDC and LRC working together. The transition will be characterised by the approval
of the Recovery Event Action Plan that will be prepared in Guardian IMS for approval by the Chairperson of
the LDMG Recovery Group.
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The Community Liaison Role working in the LDCC also supports short term relief and recovery – refer LDCC
Sub Plan.
8.12.2 Stage 2: Short-to-medium term recovery (re-establishment, rehabilitation
and reconstruction)
The phase of recovery continues the coordinated process of supporting affected communities in the
reconstruction of physical infrastructure, re-establishment of the economy and rehabilitation of the
environment. During this phase, support for the emotional, social, and physical wellbeing of those affected
continues. The recovery activities at this stage will assist the affected community to return to a state of
normality, although the community may experience significant change resulting from the event.
The likely recovery activities conducted during this phase include:
• Impact and needs assessments finalised
• Essential service repaired and restored
• Key transport routes are operational
• Roads repairs underway
• Supply chains are returning to normal
• Schools reopen
• Funding to support recovery identified
• Insurance assessments underway
• Community support mechanisms operational
• Community development programs underway to reunite community
• Environmental restoration and biosecurity
• programs identified and underway
• Support for business is available
• Development of exit strategies.
8.12.3 Stage 3: Long-term recovery (restoration, rebuilding, reshaping and
sustainability)
The term recovery is characterised by the ongoing restoration and rebuilding of physical infrastructure,
restoration of the economy and of the environment, and reshaping to support sustainability of recovery
measures in the longer term. During the transition phase, specialist recovery workers leave affected
communities and systems start to wind down as normal community development and business as usual
processes return. Long term recovery may last many months and in some cases many years after the event.
The likely recovery activities conducted during this phase include:
• Assets are restored, improved and operational
• Rebuilding phase finalised
• Longer term psycho-social support strategies for individuals, families and communities are established
and operational
• Event anniversaries are acknowledged
• appropriately
• Key milestone achievements are acknowledged and celebrated
• Exit strategies are implemented.
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Section 8.13
8.13 Monitoring & Evaluating Framework
The National Monitoring and Evaluation Framework for Disaster Recovery Programs provides a
consistent approach to evaluating individual recovery programs for their effectiveness in achieving desired
outcomes and providing valuable learnings to improve the design and delivery of subsequent programs.
Section 8.14
8.14 Communication & Reporting
All public information released as part of recovery operations will be managed in accordance with the LDMG
public Information & Warnings Sub Plan and Noosa Council’s media policy.
Internal reporting will take place as per Noosa Council’s standard operating arrangements e.g. reports to
Council.
Regular situational reporting will take place across Queensland’s Disaster Management Arrangements
throughout recovery operations. The schedule of SITREP reporting will be determined by the LDMG Recovery
Group Chairperson in negotiation with the District and State Recovery Groups. A Recovery SITREP template
is available in Guardian IMS.
Requests for resources will be escalated via the District Disaster Management Group (DDMG). Refer to the
Logistics Sub Plan.
Section 8.15
8.15 Finance
Financial management during recovery operations will be in accordance with the LDMG Financial
Management Sub Plan.
Section 8.16
8.16 Event Specific Recovery Plan
The Queensland Reconstruction Authority (QRA) have developed a process to develop an event-specific Local
Recovery Plan. Local recovery templates can be found on QRA’s website.
The LRC is responsible for working with the LDMG Recovery Group (where activated) to develop the plan and
then for obtaining endorsement for the event-specific recovery plan from the LDMG. If developed, an event-
specific Recovery Plan should be adopted by Noosa Shire Council.
Following adoption, the plan should be uploaded to the Council website and promoted to the local community
on a regular basis. The LRC is responsible for working with the LDMG Recovery Group (where activated) to
develop the plan and then for obtaining endorsement for the event-specific recovery plan from the LDMG.
If developed, an event-specific Recovery Plan should be adopted by Noosa Shire Council. Following adoption,
the plan should be uploaded to the Council website and promoted to the local community on a regular basis.
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Section 8.17
8.17 Recovery Hubs
Recovery Hubs are established to provide a range of services to facilitate recovery including welfare, support,
financial and emotional recovery services. Recovery Hubs are typically managed by the Department of
Communities, Housing & Digital Economy with support from the LDMG where necessary.
Recovery Hubs may be centralised or may need to be mobilised and conducted in a ‘Pop Up’ fashion to suit
the need of local communities and the disaster.
Recovery Hub agencies will vary dependent on the type of event and impacts experienced. Agencies may
include but are not limited to:
• Department of Families, Seniors, Disability Services and Child Safety
• Noosa Council Community Development or Customer Service Team Member
• Noosa Council Infrastructure Services team member
• Lifeline
• Red Cross
• Insurance Council of Australia
• Local Service providers.
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9 Pelican Street, Tewantin
PO Box 141, Tewantin QLD 4565
(07) 5329 6500
Noosa.qld.gov.au
9 Pelican Street, Tewantin
PO Box 141, Tewantin QLD 4565
(07) 5329 6500
Noosa.qld.gov.au
Noosa Council 2025 | Local Disaster Management Plan Page 73 of 73
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
8.2 RESPONSE TO NOTICE OF MOTION - TRIAL OF REMOTE RESCUE
TUBES/LIFE RINGS AT UNPATROLLED BEACHES
Author Acting Local Laws and Environmental Health Manager, Clint Irwin
Local Laws | Development and Regulation Department
Index 35.01 Management of Lifeguard Contract/ 46.15 Use of Council Land/ 46.16
Use of State Land
Attachments 1. Attachment 1 Notice of Motion
EXECUTIVE SUMMARY
Following a Notice of Motion tabled at the September 2024 Ordinary Meeting, Council requested a
report on the feasibility of installing remote rescue tubes and life rings at unpatrolled beach locations,
to determine whether a trial should be conducted.
Public rescue devices have been promoted as an effective intervention to reduce drowning risk by
providing flotation until help arrives. Several NSW Councils have implemented similar programs and
Surf Lifesaving Queensland, as the State’s peak coastal safety authority, has commenced a
statewide rollout. Community groups have also advocated for similar installations within Noosa Shire.
While trials elsewhere have 'demonstrated lifesaving potential', it should be acknowledged
installation of this equipment by Council gives rise to consideration of duty of care, liability exposure,
precedent, cost implications of program expansion, risk appetite and tolerance, and reputational risk.
While the likelihood of a serious incident such as a bystander death is low, the potential
consequences for Council should a serious incident occur are significant. Proceeding with a trial
would require Council to accept a higher risk appetite and tolerance than its current policy position
and a broader roll out would involve significant cost.
Given Surf Lifesaving Queensland’s statewide roll out and the trial currently underway in the Noosa
National Park, it is recommended Council defer operating its own trial to facilitate monitoring and
assessment of existing trials and support SLSQ and surf clubs with their funded and managed
initiatives in accordance with Option 2 of the report.
This approach mitigates immediate legal, financial, and operational risks, aligns with Council’s zero-
tolerance position on health and safety and minimal tolerance for legal compliance risks, and
supports the principles of evidence-based decision making and good governance.
RECOMMENDATION
That Council
A. Note the report by the Acting Local Laws and Environmental Health Manager to the General
Committee dated 19 January 2026
B. Support Surf Lifesaving Queensland as the State’s peak coastal safety authority and Surf
Lifesaving Clubs with their funded and managed roll out programs; and
C. Defer the implementation of a Council managed trial of remote rescue tubes and life rings at
unpatrolled beach locations until:
1. The risks associated with current trials and any emerging issues at Noosa National
Park, as well as programs elsewhere in Australia and overseas, have been critically evaluated
by Council; and
2. An appropriate evidence-based management strategy has been developed to
manage those risks and issues (detailed as Option 2 in the report).
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
REPORT
The purpose of this report is to investigate the feasibility of Council installing remote rescue tube/life
rings to determine whether a trial should be conducted.
1. Background
A Notice of Motion (NoM) was tabled at the September 2024 Ordinary Meeting, requesting an
investigation into the feasibility of installing remote rescue tubes and life rings at selected unpatrolled
beach locations. The proposal included the possibility of conducting a single-site trial prior to any
broader implementation, see Attachment 1.
The NoM sought to address the risk of drowning incidents in unpatrolled areas or outside of patrolled
areas by introducing self-service rescue tubes. It referenced a successful trial in northern NSW and
requested:
Review of the existing trial that was conducted in NSW, identification of potential sites, an analysis
of the potential cost, a comprehensive breakdown of all identified risks and a review of potential
stakeholders and partners.
Council requests the CEO to:
• Report on Feasibility: Report back on the feasibility of conducting a remote rescue tube/life ring
trial at unpatrolled locations with high visitation. This report should include data on visitation
numbers at these locations, particularly at Sunrise Beach and North Peregian Beach.
• Consult Insurers: Consult with Council’s insurers to ensure support for the initiative and confirm
that no additional liability would be incurred should the units be damaged, stolen, or an incident
occur while using the rescue tubes.
• Seek Expert Insights: Contact Greg Hackfath, Team Leader of Lifeguard Services at Coff’s
Harbour, who pioneered a similar project, for insights and guidance.
• Explore Emergency Beacons: Explore using Surf Lifesaving Queensland’s (SLSQ) emergency
beacons with the rescue tubes/life rings. This would allow beachgoers to contact emergency
response by pressing a button, and the tubes/life rings would have clear location markings,
including access numbers, to assist emergency responders.
The NoM provides the following background information to support consideration of a trial:
• Rescue tubes are used widely across Australia, Europe, central and northern NSW, Hawaii, New
Zealand, Zambia, Denmark and Germany.
• The global adoption of rescue tubes and life rings highlights the need for Queensland to
implement similar measures for unpatrolled and remote areas.
• The initiative has strong support from ocean affiliated community organisations Noosa
Boardriders Club, Noosa Malibu Club, Noosa World Surfing Reserve (NWSR), Noosa Surf
Club.
Since the commencement of the Coffs Harbour remote rescue tube trial in 2019, the program has
received strong support, and no incidents of vandalism or bystander drownings have occurred.
See Figure 1 for typical installation:
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
Figure 1 – City of Coffs Harbour Remote Rescue Tube Installation
Figure 2 – Ballina Shire Installation
2. Evidence supporting public rescue equipment
• Between 2004 and 2022, there were 80 deaths of bystanders attempting to rescue someone on
the coast, an average of five deaths each year. Most rescuers were male (83%), 40-54 years old
(41%), and were rescuing a family member or loved one, usually a child under the age of 18. Rip
currents were a significant factor in three-quarters of fatal bystander incidents (73%). 97% did
not use a flotation device when they attempted the rescue. Providing a flotation device (i.e.,
something that floats – e.g., a surfboard, bodyboard, angel ring, rescue tube, esky lid) to a
drowning patient is a priority intervention that interrupts the drowning process and is crucial for
mitigating effects on rescuer safety – Source https://beachsafe.org.au/surf-safety/bystander-
rescue
• The key to returning safely from a bystander rescue is bringing a flotation device. There have
been no bystander rescue drownings when a flotation device has been used. On the flip side,
every person who died in a rescue attempt between 2012 and 2022 did not have a flotation
device, according to the Water Safety New Zealand Drown Base -
Source https://www.rnz.co.nz/news/top/535829/hey-dad-don-t-drown-saving-your-kid-this-
summer
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
• SLSQ is leading the implementation of standard public rescue tube boxes as an approach to
drowning prevention in Queensland. The installation of publicly accessible rescue equipment
aims to bridge this gap by giving bystanders a simple flotation aid that can be deployed in the
critical minutes before emergency services arrive. International examples have demonstrated
the value of this approach. Hawaii has led the way, with more than 200 rescue tube stations
installed across the islands, directly credited with saving over 150 lives – Source - Coast Safe
Report 2024/2025, page 32.
3. Noosa National Park trial
On 20 May 2025, Council was notified by SLSQ that QPWS had provided written approval to NWSR
to trial 4 rescue tubes in the Noosa National Park. The locations are proposed between Granite Bay
and First Point.
4. Noosa Shire Lifesaving Services
Noosa Council works closely with SLSQ and affiliated surf lifesaving clubs to deliver lifesaving
services to the community. SLSQ is recognised as the State’s peak coastal safety and rescue
authority. An overview of services provided to the community is provided below:
Surf Lifesaving Clubs – Three lifesaving clubs operate within Noosa Shire which include Noosa
Heads, Sunshine Beach and Peregian Beach. These clubs operate on a seasonal basis between
the September school holidays through to the May long weekend.
Lifeguard Services – SLSQ provide year-round services at Noosa Main Beach, Noosa Main Beach
West, Sunshine Beach and Peregian Beach as well as seasonal services at Peregian and Sunrise
Beach via formal agreement.
Support Services – SLSQ enhances coastal safety through additional resources, including:
• State Operations Communication Centre – Centralised coordination and monitoring.
• Waverunner Patrols – Proactive patrols and rapid response capability for in-water incidents.
• Westpac Helicopter Rescue Service – Routine patrols and aerial support for emergency
situations.
Beach Signage – There are 67 formal beach access points within Noosa Shire, spanning from the
northern Noosa North Shore boundary to southern Peregian Beach. Each access point features
SLSQ endorsed safety signage to inform and protect beach users.
Cameras and Emergency Beacons
• SLSQ has implemented the Coastal Safety Network (CSN) to reduce incident risk through
strategic installation of cameras and emergency response beacons at high-priority locations.
Current installations include:
a) Noosa North Shore Campground – Camera and emergency response beacon
b) Alexandria Bay – Emergency response beacon.
• A dedicated CCTV network, monitored 7 days a week by the State Operations Communication
Centre, provides real-time surveillance and facilitates rapid emergency response.
5. Current SLSQ and Surf Club Approaches to Rescue Tubes
The NoM highlights the need for Queensland to implement similar measures for unpatrolled and
remote areas.
Response: SLSQ has confirmed plans to roll out 30 public rescue tube boxes on Queensland
beaches. Planned installation sites include:
• Alexandra Headland
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• Kings Beach
• Mooloolaba
• Kurrawa
• Northcliffe
• Burleigh
• Currumbin
• North Stradbroke Island (Frenchmans Beach)
• Etty Bay
• Hervey Bay
• Bundaberg; and
• Tannum Sands.
These installations will complement existing sites at Noosa Main Beach, Tallebudgera Creek and
Marcoola Beach.
6. Feasibility of Trial at Unpatrolled Locations with High Visitation
The NoM requests a report on the feasibility of conducting a remote rescue tube/life ring trial at
unpatrolled locations with high visitation. This report should include data on visitation numbers at
these locations, particularly Sunrise Beach and North Peregian Beach.
Response: The findings presented in this report collectively inform the feasibility of the proposed
rescue tube/life ring trial. However, accurate visitation statistics for unpatrolled locations are
generally not available, due to the absence of monitoring technology and consistent patrolling
presence to record visitation. Further discussion will be undertaken with SLSQ to progress
unpatrolled locations monitoring and in particular for Sunrise Beach and North Peregian Beach.
7. Expert Insights – City of Coffs Harbour
The NoM requests Council officers contact Greg Hackfath, Team Leader of Lifeguard Services at
Coffs Harbour, who pioneered a similar project, for insights and guidance.
Response: Mr Hackfath is no longer employed by the City of Coffs Harbour, however discussions
were held with the Section Team Leader, Community Facilities who provided the following insights:
• Safety Record: No reported drownings or injuries involving use of rescue tube equipment.
• Deployment: 86 rescue tube boxes installed across 36 beaches, supported by a funding
partnership with Rotary.
• Maintenance: No dedicated maintenance budget or asset renewal plan currently in place;
officers intend to develop these frameworks.
• Inspection Program: A formal inspection schedule is proposed for future implementation.
• Management: Equipment is currently monitored through community reporting.
• Durability: No incidents of vandalism or theft; boxes have proven resilient to environmental
conditions.
• Environmental Impact: Severe dune erosion has required repositioning of some units.
• Community Response: Initiative has been positively received by the local community.
• Risk Management: The risk profile has been accepted by the NSW Statewide Mutual
Insurance Program.
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8. Integration of Emergency Beacons with Rescue Tubes/Rings
The NoM requests Council explore the possibility of using SLSQ’s emergency beacons with rescue
tubes/rings. This would allow beachgoers to contact emergency response by pressing a button, and
the tubes/life rings would have clear location markings, including access numbers, to assist
emergency responders.
Response: SLSQ has advised the planned upgrade of the Alexandria Bay emergency beacon will
incorporate a rescue tube box mounted on the beacon pole as a combined unit. Furthermore, SLSQ
is investigating additional integration opportunities across Queensland.
9. Legal and Insurance Considerations
Legal
The NoM rationale for the rescue tube program is clear but the program would create a liability risk
for Council if not undertaken with care and diligence. The starting point of consideration for potential
liability is identification of Council’s duty of care. Council owes a duty of care to those individuals
“closely and directly affected” by Council’s actions including:
• Persons for whose benefit rescue tubes are provided (swimmers in distress).
• Persons who may use the equipment (bystanders/Good Samaritans).
In essence, Council must take reasonable steps to:
• Ensure equipment is fit for purpose - Meets Australian Standards (e.g., buoyancy, tensile
strength, durability).
• Provide clear instructions and warnings - How to use and how not to use the devices and
warnings of dangers inherent in rescue attempts and site-specific hazards (e.g., rips,
submerged obstacles).
• Educate users - Signage at the site and supplementary information (e.g., website videos,
public awareness campaigns).
• Maintain infrastructure - Regular monitoring of cabinets, signage, and equipment to prevent
misuse, vandalism, or absence of rescue gear.
No general legal duty exists for bystanders to rescue a person in Australia (except NT Criminal
Code). However, once a rescue attempt begins, the rescuer owes a duty of care to the person in
distress and take reasonable care in the attempt. Council should also warn that attempting a rescue
creates legal and personal risk.
Insurance and Liability
The NoM requests consultation with Council’s insurers to ensure support for the initiative and confirm
that no additional liability would be incurred should the unit be damaged, or stolen, or an incident
occur while using the rescue tubes
Response: Council's liability for compensation arising from Council's involvement in Council
activities and functions (including the supply and installation of rescue tubes) is covered under the
liability cover provided pursuant to Council's LGM Liability membership subject to the Scheme Rules
and relevant Wording.
Condition 5.7 of the Protection Wording notes that Council must take all reasonable precautions to
prevent personal injury and damage to property and the onus is on Council to take reasonable
precautions and a robust risk assessment is noted as a critical risk control measure. A more detailed
risk management analysis is discussed later in this report.
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10. Measures of Success and Failure
There are numerous references in Australia and internationally indicating that rescue tubes play a
critical role in breaking the “chain of drowning” and contributing to “successful trials.” However, there
are currently no widely accepted or readily available benchmarks for measuring success or failure
of such trials. To address this gap, the following proposed measures could be used by Council to
evaluate a trial:
Measures of success
• Number of lives saved during the trial period
• No bystander drownings or injuries associated with equipment use.
• Positive feedback from the community, beachgoers and community groups
• Equipment remains in place without incidents of vandalism or theft
• Maintenance costs remain within allocated budget
• No insurances claims or litigation against Council
Measures of failure
• A rescuer is injured or dies during an attempted rescue.
• Reputational damage to Council resulting from injury or loss of life
• Equipment fails during a rescue attempt.
• Equipment is vandalised, stolen, or subject to frequent misuse.
• High maintenance costs or logistical challenges in monitoring and upkeep.
• Council incurs legal liability due to incidents involving rescue tubes.
• Negative feedback from stakeholders or the public.
• Perception that Council acted prematurely or irresponsibly.
• Media or public criticism following an incident or perceived failure.
• Trial deemed ineffective or poorly managed.
A trial assessment should also incorporate further empirical evidence and this could include the
following:
1. Was there evidence of cabinets encouraging swimming outside patrolled areas, creating a
false sense of security?
2. Did the remote rescue tubes dilute life-saving authorities long standing message: ‘Swim
between the Flags?’
3. Did the trial involve bystanders retrieving a rescue tube and flippers, securing the victim and
bringing them to shore?
4. Were rescues performed in varying surf conditions and at what distance from the shore?
5. Who performed the rescues that occurred - off duty lifesavers, lifeguards, surfers or others?
6. How many rescues were performed by random individuals and were those individuals
strong swimmers?
7. Did the rescuer perform the rescue alone or with assistance from others?
8. Did the availability of a rescue tube embolden individuals to attempt the rescue when they
might otherwise have stayed out of the surf?
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11. Enterprise Risk and Opportunity Management Policy
At its September 2024 Ordinary Meeting, Council adopted the Enterprise Risk and Opportunity
Management Policy. This Policy articulates Council’s overarching approach to managing risks and
identifying opportunities. It forms part of a broader framework of Risk and Opportunity Management
documents designed to support informed decision-making and strategic planning.
A key feature of the Policy is the concept of Risk Appetite, which refers to the amount and type of
risk Council is willing to accept, absorb, or retain in pursuit of its objectives and when making both
strategic and operational decisions. The Policy includes a series of categorised Risk Appetite
Statements and corresponding Risk Tolerance Statements, which serve as tools and guides for
decision-making and planning.
Council’s risk appetite approach seeks to minimise exposure across all risk categories. Specifically:
Health and Safety Risk Appetite Statement
Council has no appetite to take risks that do not adequately prioritise the safety of our workforce,
volunteers, contractors and/or members of the community
Health and Safety Risk Tolerance Statement
Council will not tolerate activities that result in reasonably foreseeable and preventable injuries or
illnesses to our community or employees
Legal and Compliance Risk Appetite Statement
Council will continue to develop, implement, maintain and review a strong governance framework.
Council will make decisions that align to its corporate goals, policies and/or strategies
Legal and Compliance Risk Tolerance Statement
Council will not tolerate failure to consider expert/professional legal advice
12. Employees Responsibility Under the Policy
Council officers have a number of responsibilities under the Policy which include:
• Adhering to the Enterprise Risk and Opportunity Management Policy,
• Maintaining an awareness of their operational environment as well as current and potential
risks and opportunities, particularly in their area of expertise and industry,
• Identifying new and emerging risks and applying the risk and opportunity management
process in their area of work, including regular review, ownership, monitoring, escalation
and reporting, and
• If an employee is identified as a risk owner, then they are required to manage and monitor
the risk.
13. Residual Risk Rating.
Using Table 1 below, Council’s risk assessment procedure includes determining the residual risk
rating:
Table 1 – Residual Risk Rating Calculator
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14. Risk Assessment
Council’s risk assessment procedure includes undertaking a risk assessment of identified risks using
the calculator above. Some of the key risks are included in Table 2 below:
Table 2 – Risk Assessment of Identified Key Risks
Risk Risk Categories Control Likelihood Consequence Appetite
Description Measures Rating
Compliance
Bystander - Reputational - Ensure tubes Rare High ☐Y ☒ N
fatality or injury are fit for
as a result of - Health and purpose
using Council Safety
supplied - Provide
equipment proper
instruction on
how to use the
tubes
- Warnings on
rescue box
indicating that
you must be a
strong
swimmer to
use equipment
Litigation - Legal and -Insurance Possible High ☐Y ☒ N
against Council Compliance coverage for
activities within
- Finance Council scope
- Reputational and risk
appetite
Damaged, - Health and -Regular Possible High ☐Y ☒ N
missing rescue Safety inspection
equipment regime to
ensure
equipment is
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Risk Risk Categories Control Likelihood Consequence Appetite
Description Measures Rating
Compliance
available and
functional
Discussion
The risk assessment indicates each identified risk falls outside Council’s current risk appetite. While
the likelihood of these risks occurring ranges from Rare to Possible, the potential consequences are
assessed as High and could arguably be considered Extreme in the event of a bystander fatality,
noting if the likelihood was assessed as Likely, the overall rating could escalate to Extreme.
As discussed, Council’s adopted position for risk appetite and tolerance is as follows:
• Zero tolerance for health and safety impacting the community; and
• Zero to minimal tolerance for legal and compliance risks.
If Council were to adopt a higher risk tolerance position, this would require a formal adjustment to its
risk appetite and tolerance levels. Such a shift must be supported by comprehensive mitigation
strategies, robust governance and accountability frameworks and enhanced monitoring and
reporting systems.
These measures are essential to ensure that any increase in risk appetite does not compromise
community safety or expose Council to unacceptable legal, financial, or reputational consequences.
15. Options
Option 1: Not installing rescue tubes/life rings now or into the future
Council does not install rescue tubes/life rings now or into the future.
This option involves Council not installing rescue tubes/life rings for a trial period or at any time in
the future on Council owned or managed land
Opportunities
a. Avoids installation of infrastructure that may carry legal, operational, or reputational risks for
Council.
b. Reinforces the long-standing “swim between the flags” message, which is supported by Surf
Life Saving Queensland and widely recognised as the safest strategy to protect beachgoers.
c. Addresses insurance and liability risks and exposure to liability associated with bystander
rescues, equipment misuse, or failure given there is no installed equipment.
d. Avoids rate payer funded capital and operational expenditure on equipment purchase,
installation, maintenance, monitoring and replacement of damaged or stolen equipment.
e. Aligns with the position adopted in Council’s Enterprise Risk and Opportunity Management
Policy.
Risks
a. Creates a perception Council is overly risk adverse and not doing enough to protect lives.
b. Potential reputational risk to Council if preventable risk occurs and lives are lost.
c. A drowning or serious injury could occur at an unpatrolled location where rescue equipment
might have made a difference.
d. Support from community organisations and residents may lead to increased lobbying and
criticism of Council’s decision.
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e. Council may miss the opportunity to be seen as a leader in beach safety innovation and
community responsiveness.
f. The community may interpret Council’s decision as a lack of responsiveness, hiding behind
‘red tape’ and an unwillingness to trial new ideas.
g. A firm decision to decline installation now and into the future may limit Council’s ability to
respond to changing conditions, new technologies, evolving community expectations and
legal considerations.
h. Declining the initiative may reduce opportunities to collaborate with local surf clubs and
SLSQ.
Option 2: Council does not install rescue tubes/life rings to allow further review of trials at
other locations and supports rescue tube installations by surf clubs and SLSQ
Council does not install rescue tubes/life rings on Council owned or managed land and monitors
trials elsewhere while supporting surf clubs and SLSQ equipment roll outs.
This option involves Council not installing rescue tubes/life rings on Council owned or managed land
to allow further review of the effectiveness of rescue tube installations within Noosa National Park
and other locations and supporting the roll out of rescue tubes by surf clubs and SLSQ
Opportunities
a. Allows Council to adopt a precautionary approach to implementing rescue tubes/life rings.
b. Allows Council to monitor and assess trial outcomes in Noosa National Park, City of Coffs
Harbour, and other jurisdictions to inform future decisions.
c. Supports an evidence based and informed decision-making approach.
d. Does not impede surf clubs or SLSQ from installing rescue tubes and enhancing emergency
response capabilities in unpatrolled areas.
e. Reduces Council’s exposure to liability associated with bystander rescues, equipment
misuse, or failure as installations are not owned or managed by Council.
f. Avoids rate payer funded capital and operational expenditure for equipment purchase,
installation, maintenance, monitoring and replacement.
g. Prevents ad-hoc responses to community requests by requiring observation and
assessment of trial results before action.
h. Aligns with the position adopted in Council’s Enterprise Risk and Opportunity Management
Policy.
Risks
a. Delaying action may result in missed opportunities to prevent drownings or serious incidents
at unpatrolled beaches where a rescue tube might have been situated.
b. Council may be seen as abnegating its responsibilities and taking a reactive rather than a
proactive approach to water safety.
c. Community groups and surf clubs that have expressed strong support may feel ignored,
potentially eroding trust and collaboration.
d. By not participating in early trials, Council could be seen as a laggard and miss opportunities
to influence regional or state-level coastal safety initiatives.
e. If a drowning occurs during the review period, Council may face criticism for not acting
sooner.
f. Delaying a local trial means missing the chance to gather site-specific data that could inform
better future decisions.
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
g. Although surf clubs and SLSQ will manage their equipment, Council may still bear legal
responsibility or reputational risk due to lease arrangements, perceived oversight
responsibilities and duty of care - especially if equipment fails or contributes to injury or
death.
h. Community groups may push for installations beyond surf clubs, leading to increased
lobbying and potential criticism if Council is seen as limiting access to life-saving tools - as
seen in Clarence Valley, Source https://arr.news/2024/05/29/rescue-tubes-at-popular-
swimming-spots/
Option 3: Council undertakes a trial at a single unpatrolled/remote location and supports
community requests for expansion
This option involves Council undertaking its own trial at a remote, unpatrolled location and if
successful approving future requests for more rescue tube installations.
Opportunities
a. May help to reduce drowning incidents.
b. Responds positively to requests from community groups
c. Demonstrates Council’s commitment to mitigating risk of surf drownings.
d. Enables Council to collect its own site specific data.
e. Provides an opportunity to enhance public awareness through signage, surf safety
messaging, instructions and an incident reporting system.
f. A single-site trial allows for close monitoring, refinement of procedures, and lessons learned
before considering broader implementation.
g. Positions Council as a proactive leader in coastal safety, potentially influencing regional or
state-level approaches.
h. May identify gaps in signage, public awareness, or emergency response coordination,
leading to broader safety improvements.
i. A well-managed trial could generate positive media coverage and reinforce Council’s
commitment to public safety.
Risks
a. There is currently no industry recognised framework for evaluating the success or failure of
a trial (refer to Measures of Success and Failure).
b. Without clear site selection criteria, Council may face pressure from community groups to
expand the program to unsuitable or random locations.
c. Conducting a trial without underpinning empirical evidence, a robust risk assessment and
satisfactory mitigation measures may expose Council to liability if equipment is misused,
fails during an emergency, or if a bystander is injured or killed while attempting a rescue.
d. If the trial is perceived as poorly planned, inadequately monitored, or results in a negative
outcome, Council’s reputation for responsible public safety management could be
damaged.
e. Ongoing monitoring, maintenance, and evaluation of trial sites will require dedicated
resources. If the program expands, this could place a significant burden on Council staff
and budgets (refer to Finance section for potential impacts).
16. Conclusion
Public rescue devices have been recognised within the aquatic safety industry as an effective
intervention to ‘break the chain of drowning’ by providing flotation until help arrives. SLSQ, as the
State’s peak coastal safety authority, has commenced a statewide roll out of rescue tube boxes and
community groups have advocated for similar installations within Noosa Shire.
Page 103 of 141
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
While there has been some community support for the roll out of this equipment, installation and
management of this equipment by Council enlivens issues such as duty of care and liability
exposure, precedent and cost implications if the program expands, Council’s adopted risk appetite
and tolerance, and reputational risk.
A Council managed trial requires Council to accept a higher risk appetite and tolerance than its
current adopted position which makes it essential to adopt robust mitigation measures. While the
likelihood of a bystander drowning in a rescue attempt is low, the potential consequences of such
an event would be significant for Council.
Deferring installation on Council-managed land while supporting SLSQ and surf clubs in their funded
rollout provides a balanced and prudent approach. This strategy enables Council to monitor
outcomes from existing trials and gather empirical evidence before committing resources to a rescue
tube program. It also mitigates immediate legal, financial, and operational risks and aligns with
Council’s zero tolerance position on health and safety and zero to minimal tolerance for legal
compliance risks and preserves flexibility for future decisions based on proven effectiveness.
Although this approach carries potential reputational risk if a drowning occurs where a rescue tube
might have been situated, it ensures decisions remain informed, evidence-based, and consistent
with Council’s Enterprise Risk and Opportunity Management Policy.
In summary, it is recommended Council continue to monitor trials and programs elsewhere and
support SLSQ and surf clubs in their funded rescue tube rollout initiatives, as detailed in Option 2
of this report.
Link to Corporate Plan
Theme No. 2 - Liveability
Objective 2.8 – Provide opportunities to enhance the health, wellbeing and safety of our
communities.
Departments consulted:
Previous Council Consideration
Ordinary Meeting Minutes dated 19 September 2024
TRIAL OF REMOTE RESCUE TUBES/LIFE RINGS AT UNPATROLLED BEACHES
That Council request the CEO to provide a report to Council that investigates the opportunity to
install Remote Rescue Tubes/Life Rings at selected unpatrolled beach locations with the possibility
of conducting a trial of a single site prior to any further action.
Finance
The 2024/2025 Coast Safe report (page 32) states the advantages of rescue tube boxes lie in their
simplicity, affordability and potential impact.. and they are low cost compared to the societal and
economic burden of a single fatality. Table 3 identifies the cost to manage a rescue tube trial at a
single location. Rescue tubes are housed in a rescue tube box which includes a rescue tube,
adjustable set of fins, bleeding kit and resuscitation mask. Monitoring costs are not included given
singular site. The figures include the following assumptions:
• 3% CPI annual indexation.
• Capital costs included purchase of box in year 1 and replacement in years 4, 7 and 10.
• Equipment in each box includes rescue tube, adjustable set of fins, bleeding kit and resuscitation
mask.
Page 104 of 141
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
• Monitoring of rescue box is proposed to be undertaken on a minimum weekly basis.
Table 3 – 10 Year Cost Summary for Rescue Tube Boxes – Single Location
Table 4 identifies the cost of a broader scale roll out and is notionally based on 30 locations out of a
total of 67 formal beach accesses. The figures include the following assumptions:
• 3% CPI annual indexation
• Capital costs include purchases of 10 boxes in Years 1, 2, and 3.
• Equipment in each box includes rescue tube, adjustable set of fins, bleeding kit and resuscitation
mask.
• 3 yearly box replacement schedule (10 per year)
• Maintenance, monitoring, and vandalism costs are indexed annually at 3% CPI.
• Monitoring of rescue boxes is proposed to be undertaken weekly at 30 locations between
Sunshine Beach and Peregian to ensure each unit is serviceable and readily available.
• Monitoring cost includes labour and all-terrain vehicle annual charge
Table 4 – 10 year Cost Summary for Rescue Tube Boxes (30 locations)
Commentary
The capital cost to replace the boxes and equipment over a 10 year period for 30 locations is
projected to be $229,277.59. Council’s net operating cost to establish, maintain and monitor the
equipment over a 10 year period is projected to be $731,425.08.
Risk & Opportunities
This item has been collectively discussed within the report.
Page 105 of 141
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
King & Co. Solicitors
Surf Lifesaving Queensland Inc.
QLD Local Government Mutual Scheme / JLT Risk Solutions Pty Ltd.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development x Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
x Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director x Director Director
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
x Property / Permits Disaster Management
Page 106 of 141
Page 107
ATTACHMENT 1
Page 107 of 141
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Page 108 of 141 3. Seek Expert Insights: Contact Greg Hackfath, Team Leader of Lifeguard Services at Coffs Harbour, who pioneered a similar project, for insights and guidance. 4. Explore Emergency Beacons: Explore using Surf Life Saving Queensland's (SLSQ) emergency beacons with the rescue tubes/life rings. This would allow beachgoers to contact emergency response by pressing a button, and the tubes/life rings would have clear location markings, including access numbers, to assist emergency responders. Background: Rescue tubes and life rings are widely used across Australia, Europe, and the United States as essential public rescue equipment, yet Queensland is lagging in adopting these life-saving measures. Coffs Harbour has implemented a successful remote rescue tube project across the Central and Northern Coastlines of New South Wales, and similar initiatives are prevalent in places like Hawaii, New Zealand, and Zambia. From Escambia County in Florida to the beaches of Denmark and Germany, these devices have proven effective in preventing drowning incidents. The global adoption of rescue tubes and life rings highlights the need for Queensland to implement similar measures for unpatrolled and remote areas. This initiative is supported by community organizations such as the Noosa Boardriders Club, Noosa Malibu Club, NWSR, NSCA, and NBFA. Two near-drowning incidents in the past 12 months at North Sunshine Beach and A Bay highlight the need for better water safety measures in remote areas, despite long-standing requests for rescue tubes at Boiling Pot, Tea Tree Bay, Granite Bay, and Alexandria Bay, a recent Surf Life Saving Queensland safety audit did not prioritize these devices, focusing instead on relocating defibrillators and installing emergency access numbering. Coffs Harbour City Council's 2019 remote rescue tube trial saw strong community support, no incidents of vandalism, and demonstrated life-saving potential. Since its implementation, no bystander drownings have been reported. This trial is a compelling precedent for Noosa’s unpatrolled and remote beach areas. Conclusion: Noosa Council has the opportunity to enhance beach safety with a remote rescue tube/life ring trial. Drawing on the success of Coffs Harbour’s initiative, this project could offer a cost-effective, community-supported solution to prevent drownings. The trial’s expansion can be carefully evaluated with key stakeholders, ensuring a safer environment for residents and visitors. Supporting Documentation: e Coffs Harbour Remote Rescue Tube Project e Courier Mail article: Sunshine Beach rescue / ABC News article: Argentina lifequard Noosa surfers rescue / https://www.abc.net.au/news/2023-10-13/argentina-lifequard-noosa-surfers- rescue-nude-swimmers-rip/102973488 e [NSRI Pink Rescue Buoys in Zambia](https:/Avww.nsri.org.za/water-safety/pink-rescue buoys/) e Central Coast Rescue Tube Boxes - Central Coast has them: https://coastcommunitynews.com.au/central-coast/news/2024/05/rescue-tube-boxes-aim-to- reduce-beach-drownings/ e Illawarra Surf Rescue Stations - Illawarra has them: htps://regionillawara.com.au/manyana- inspiration-surf-rescue-stations-planned-for-lake-conjola-following-drowning/17514 e Hawaiian Rescue Tube Foundation / Study on Rescue Rings in Kauai - Study published on the rescue rings in Kauai: https://www.beachsafetresearch.com/blog/evauating-public-rescue-tube- deployment-in-hawaii e Surf lifesaving NZ public rescue equipment guide: https://noosatoday.com.au/news/15-01- 2022/surf -rescues-simple-solution/ e Ballina Beach Rescue Devices - Ballina has them: ballina.nsw.gov.au/beach-rescue-devices e ILS Public Information on Rescue Tubes in Europe - Europe has them - Denmark and Germany: https://europe.ilsf.org/wp- content/uploads/sites/3/2020/07/202007 Public Information PRT EN.pdf e _https:/Awww.couriermail.com.au/news/queensland/sunshine-coast/christine-logan-saves- woman-from-rip-at-sunshine-beach/news-story/f843ef31c4ae1c23f165c9037f4a2144 Page 108 of 141
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
8.3 PLANNING APPLICATIONS DECIDED BY DELEGATED AUTHORITY –
NOVEMBER 2025
Author Development Assessment Manager, Patrick Murphy
Development & Regulation Department
Index ECM/Subject/All Applications
Attachments 1. ATTACHMENT 1 - Delegated Report - November 2025
EXECUTIVE SUMMARY
Attachment 1 lists applications that are decided by delegated authority during the month of
November 2025 (excluding applications seeking to remove a tree(s) adjacent to a building or
structure). Included in Attachment 1 is a table providing a snapshot of the total applications
determined for the month of November 2025.
RECOMMENDATION
That Council note the report by the Development Assessment Manager to the General Committee
Meeting on 19 January 2026 regarding applications that have been decided by delegated authority
for November 2025 as provided at Attachment 1 to the Report.
REPORT
The Local Government Act 2009 allows, by resolution, a local government to delegate its powers to
the Mayor, CEO, a standing committee or a joint standing committee and the CEO to delegate those
powers to another employee of Council.
Under the current delegations for the Planning Act 2016 the ability to manage, assess and decide a
range of development applications are delegated to officers with the exception of the following which
are reported to Council for a decision:
a. An application for a variation request mentioned in section 61 of the Planning Act 2016 to vary
the effect of the Planning Scheme;
b. An application which is for an inconsistent use as defined in the Planning Scheme;
c. An application for a proposed development where more than 30 submissions have been received
during the notification part objecting to the proposed development;
d. An extension of an approval that was made under a superseded Planning Scheme (i.e. pre-
Noosa Plan 2020) and/or where there is a resolution of Council to amend the Planning Scheme
in a way that is relevant to the approval;
e. An impact assessable application involving the clearing of vegetation which is mapped as being
in an area of biodiversity significance on the Biodiversity, Waterways and Wetlands Overlay Map
and containing an endangered regional ecosystem, except in circumstances where the clearing
is exempt clearing;
f. The removal or demolition of a structure or place identified within the Planning Scheme’s
Heritage and Character Overlay Map;
It should be noted though that due to the strict time frames of the Planning Act 2016, officers under
the current delegations have the ability to decide an application where the application has the
potential for ‘deemed approval’.
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
In accordance with the current delegations, a wide range of development applications are decided
by Council officers each month, with a limited number of applications reported to Council for a
decision.
Link to Corporate Plan
Theme No 1 - Environment
Focus areas include the natural environment, built environment, waterways and coasts and
conservation and heritage.
Objective 1.8 Reinforce Noosa Design Principles to shape the look and feel of our distinctive built
environment to ensure it responds to our climate, environment and unique character.
Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
Objective 2.1 Facilitate greater housing choice which meets the changing needs of the community,
improves liability and affordability and includes partnering to increase provision of social and
affordable housing.
Previous Council Consideration
Nil.
Finance
Nil.
Risk & Opportunities
Nil.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil.
Internal Consultation
Departments consulted:
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director x Director Director
Strategy & Sustainability x Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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ATTACHMENT 1
Decision Issued Under Delegated Authority
Development Applications Decided - November 2025 Approved Refused
Material Change of Use 5 0
Building Work Assessable Against the Planning Scheme 5 0
Exemption Certificate 1 0
Operational Works 10 0
Reconfiguring a Lot 1 0
Referral Agency Response 4 0
Minor Change 10 1
Other Change 0 0
TOTAL - APPLICATIONS DETERMINED UNDER DELEGATION 36 1
TOTAL - APPLICATIONS DETERMINED BY COUNCIL 1 0
Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
7 Noosa Parade Noosa Heads - Dwelling House (Basement)
MCU25/0053 NP20MCU Code Approved 21/11/2025
COMBINED WITH OPW25/0074
30 Cooran Ct NOOSA HEADS - Land & Jetty
MCU25/0083 NP20MCU Code Approved 11/11/2025
COMBINED APPLICATION WITH OPW25/0125
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Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
5 Lake Street Tewantin - Dual Occupancy
MCU25/0096 NP20MCU Code Approved 11/11/2025
COMBINED WITH OPW25/0146
115 Eumundi Noosa Road Noosaville - Adds to Existing Educational Establishment (3 x
MCU25/0099 NP20MCU Code Approved 17/11/2025
Sheds & Acoustic Fencing)
18 The Peninsula NOOSAVILLE - Landing & Jetty
MCU25/0122 NP20MCU Code Approved 19/11/2025
COMBINED APPLICATION WITH OPW25/0172
DBW25/0113 NP20DBW Code 19 Dwyer Street Sunshine Beach - Dwelling House (Roof Terrace) & Demolition Approved 18/11/2025
6 Mary River Road Cooroy - Amenities Block in Recreation & Open Space Zone within
DBW25/0116 NP20DBW Code Approved 20/11/2025
Flood Overlay
68 Butler Street Tewantin - Dwelling House (Roof Pitch & Eaves)
DBW25/0128 NP20DBW Code Approved 27/11/2025
COMBINED WITH RAP25/0041
42 Lukes Road Cooroy Mountain - Adds to Dwelling House (Secondary Dwelling over
DBW25/0134 NP20DBW Code Approved 20/11/2025
65 m)
19 Ponderosa Drive Cooroy - Adds to Dwelling House (Shed in Riparian Buffer Area)
DBW25/0139 NP20DBW Code Approved 17/11/2025
COMBINED WITH RAP25/0043
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Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Planning Act 135 Outlook Drive Tewantin - Exemption from Code Assessment for Front Fence over
EXE25/0040 Planning Approved 28/11/2025
Request 1.8m
7 Noosa Parade Noosa Heads - Op Works - Earthworks (> 10m³)
OPW25/0074 NP20OPW Code Approved 21/11/2025
COMBINED WITH MCU25/0053
OPW25/0101 NP20OPW Code 51 Seaview Terrace SUNSHINE BEACH - Op Works - Stormwater Approved 11/11/2025
OPW25/0116 NP20OPW Code 15 Olivine St COOROY - Roadwork, Stormwater, Landscaping, Vehicle Crossover Approved 5/11/2025
OPW25/0121 NP20OPW Code 33a Pavilion St POMONA - Road work, Drainage work, Stormwater, Earthworks Approved 28/11/2025
30 Cooran Ct NOOSA HEADS - Land & Jetty
OPW25/0125 NP20OPW Code Approved 11/11/2025
COMBINED APPLICATION WITH MCU25/0083
OPW25/0139 NP20OPW Code 3 Ferguson St SUNSHINE BEACH - Vehicle Crossover Approved 24/11/2025
5 Lake Street Tewantin - Stormwater, Drainage, Earthworks, Landscaping & Crossover
OPW25/0146 NP20OPW Code Approved 11/11/2025
COMBINED WITH MCU25/0096
OPW25/0156 NP20OPW Code 27 Orealla Crescent SUNRISE BEACH - Vehicle Crossover Approved 25/11/2025
18 The Peninsula NOOSAVILLE - Landing & Jetty
OPW25/0172 NP20OPW Code Approved 19/11/2025
COMBINED APPLICATION WITH MCU25/0122
OPW25/0174 NP20OPW Code 22 Arakoon Cres SUNSHINE BEACH - Vehicle Crossover Approved 11/11/2025
149 Black Mountain Range Road Black Mountain - Reconfiguration of a Lot - 1 Lot
RAL25/0014 NP20RAL Code Approved 7/11/2025
into 2 Lots
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Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Referral Agency 68 Butler Street Tewantin - Dwelling House (Setbacks & Garage Height)
RAP25/0041 NP20RAP Response - Approved 27/11/2025
Planning COMBINED WITH DBW25/0128
Referral Agency 19 Ponderosa Drive Cooroy - Adds to Dwelling House (Setbacks)
RAP25/0043 NP20RAP Response - Approved 17/11/2025
Planning COMBINED WITH DBW25/0139
Early Referral
30 Oasis Drive Noosa Heads - Adds to Dwelling House - Pool Enclosure (Site Cover &
ERR25/0004 NP20RAP Response - Approved 18/11/2025
Setbacks)
Planning
Early Referral
27 The Anchorage Noosaville - Adds to Dwelling House (Stairs within 4.5m of
ERR25/0010 NP20RAP Response - Approved 28/11/2025
Revetment Wall)
Planning
Minor Change 11 Crusoe Court Castaways Beach - Change to DA - Change to Plans (Additions to
DBW19/0003.03 NP20DBW Refused 21/11/2025
to Approval Detached House (Coastal Protection)
Minor Change 35 Cooran Court Noosa Heads - Change to DA - Change to Conditions (Dwelling
DBW22/0186.01 NP20DBW Approved 26/11/2025
to Approval House (Excavation exceeding 100 m³)
Minor Change 83 Coachwood Terrace Black Mountain - Change to DA - Extension of Currency Period
DBW23/0084.01 NP20DBW Approved 6/11/2025
to Approval (Dwelling House & Convert Studio to Secondary Dwelling (Within 200m of Ag Land)
Minor Change
132004.4029.02 NP20MCU 04/4029 - 6 Martin Street Peregian Beach - Change to DA - Alts & Adds to Unit 1 & 2 Approved 26/11/2025
to Approval
Minor Change TPC 808 - 2/61 Noosa Parade Noosa Heads - Change to DA - Adds to Unit 2
51901.4147.05 NP20MCU Approved 20/11/2025
to Approval (MULTIPLE DWELLING 3 UNITS)
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Primary
Application ID Primary Group Full Details Stage/Decision Decision Made
Category
Minor Change 3B-259 - 11 Eumundi Noosa Road Noosaville - Change to DA - Revised Design of
51992.213.03 NP20MCU Approved 20/11/2025
to Approval Ablution Building (SPECIAL USES - SCOUTS)
245 David Low Way Peregian Beach - Change to DA - Amendments to Align with
Minor Change Approval (Dual Occupancy & Office)
MCU21/0228.02 NP20MCU Approved 20/11/2025
to Approval
COMBINED WITH OPW21/0364.02
37 Bottlebrush Avenue Noosa Heads - Change to DA - Changes to Layout (Multiple
Minor Change Dwelling (3 units)
MCU22/0087.01 NP20MCU Approved 17/11/2025
to Approval
COMBINED WITH OPW22/0140.01
Minor Change 33 Seaview Terrace Sunshine Beach - Generally in Accordance (Dwelling House
RAP21/0043.02 NP20RAP Approved 3/11/2025
to Approval (Height & Setback)
Minor Change 62 Gateway Drive Noosaville - Generally in Accordance with Building Approval
MCU22/0084.01 NP20MCU Approved 18/11/2025
to Approval (Warehouse)
Minor Change
OPW23/0120.01 NP20OPW 23 Edward St NOOSAVILLE - Generally in Accordance Landscaping Approved 21/11/2025
to Approval
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
8.4 PROCUREMENT CONTRACTS ASSESSMENT WORKING TEAM -
CONTRACT AWARDS UNDER CEO DELEGATION
Author Acting Director Corporate Services, Margaret Gatt
Corporate Services Department
Index ECM/27.10 Council Meeting Reports
Attachments 1. Attachment 1 - General Committee Report - Awarded Contracts Table
EXECUTIVE SUMMARY
• In accordance with Council’s Procurement Policy, for any large-sized contractual
arrangements ($200,000 excluding GST or more) where the awarding of a contract occurs
under CEO Financial Delegation (up to $1,000,000 excluding GST) the process may be
supported by the Procurement Contracts Assessment Working Team (PCAWT).
• The PCAWT may be convened to provide an independent review of the procurement
process, prior to presentation to the CEO for award.
• As per the Policy, disclosure requirements have been introduced for the Director Corporate
Services to report these CEO delegated awards to Council bi-annually.
• For the period July 2025 – December 2025 four (4) relevant contracts were awarded under
PCAWT review and CEO delegated approval, as outlined in Attachment 1 of the report.
RECOMMENDATION
That Council note the report by the Acting Director Corporate Services to the General Committee
Meeting dated 19 January 2026 for contracts awarded under CEO Delegation, via the Procurement
Contracts Assessment Working Team, for the period 1 July 2025 to 31 December 2025.
REPORT
Ongoing market changes coupled with the competition for contractors has meant increased
challenges for local governments in procuring goods and services in a timely manner. As such, the
time it takes to award contracts is critical in Council’s ability to meet growing demands for goods and
services.
In this regard, Council established the Procurement Contracts Assessment Working Team (PCAWT)
in the 2017/2018 via an Organisational Guideline. The original intention of the PCAWT was to
provide increased review oversight for the awarding of contracts within the CEO delegation of $1
Million, that were sought via a public invitation to tender, and whereby expediting the award process
outside the normal Council meeting cycle was advantageous to Council.
More recently, the updated Procurement Policy adopted by Council in June 2024 incorporated
reinforced policy protocol for the PCAWT principles whilst also expanding its scope to be able to
consider any large-sized ($200,000 or more, exc. GST) contractual arrangements procured in
accordance with the Local Government Regulation 2012 and Council’s policies and guidelines i.e.
in addition to public tenders, the PCAWT may also convene to consider and review any large-sized
procurement activity including quotations (under panel arrangement or otherwise), and other forms
of procurement.
The inclusion of the PCAWT into policy, coupled with expanding the scope of procurement activity
the team considers/reviews aims to:
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
• Continue to facilitate the award of public tenders, within CEO delegation, in order to expedite
contract award.
• Provide a mechanism for the additional review of any large-sized procurement activity,
between $200,000 - $1,000,000 (exc. GST), prior to recommendation to CEO for award.
• Enhance the existing governance and probity framework, for Council and CEO, for the
awarding of large-sized contracts by the CEO.
1. CEO Delegation
In accordance with Section 41 of the Council Register of Delegations – Council to Chief Executive
Officer (CEO), the CEO has been granted the authority (by Council) to:
(a) undertake the following procurement and contracting activities:
(i) invite written quotes for medium-sized contractual arrangements;
(ii) invite written tenders for large-sized contractual arrangements;
(iii) invite expressions of interest (following Council resolution);
(iv) invite offers for the sale of valuable non-current assets (other than sale of land) by written
tender or auction; and
(b) make, enter into, amend or discharge contracts (established by the aforementioned
methods) for up to $1,000,000 (excluding GST) for the:
(i) procurement of goods and services (including contracts about carrying out of works);
(ii) the disposal of valuable non-current assets (but not the sale of land);
(iii) the disposal of goods and assets (that are valuable non-current assets).
2. Procurement Policy
In accordance with Council’s Procurement Policy the Procurement Contracts Assessment Working
Team (PCAWT) has been established for the following purpose:
Where it has been identified that the award of a large sized contractual arrangement outside of
the normal Council meeting cycle is considered advantageous to Council, the convening of the
Procurement Contracts Assessment Working Team (PCAWT) may be requested. The PCAWT
may review requests for the award of large sized contractual arrangements up to the value of $1
Million (excluding GST) that have been sought in accordance with the Local Government
Regulation 2012 and Council’s procurement policy and guidelines.
3. Procurement Contracts Assessment Working Team (PCAWT)
The PCAWT’s role is to review specific requests to approve large-sized contractual arrangements
outside of the normal Council meeting cycle. The PCAWT is comprised of the following Council
Officers*:
1. Director, Corporate Services
2. Executive Officer Internal Audit and Corporate Performance
3. Procurement Manager
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
(*Where one of the above officers is not available, or not suitable due to probity, a substitute officer
is sought to comprise the PCAWT.)
Once convened the PCAWT’s role is to undertake a review of the procurement process and
evaluation to ensure that the process was carried out in accordance with Council’s policies and
guidelines. The review may include, but is not limited to, the following:
• Reviewing the evaluation, including scoring, that has been submitted by the evaluation panel;
• Reviewing supplier responses to the invitation to tender/quotation;
• Consider consistency on evaluation, to other procurement outcomes and policy alignment;
• Clarifying any aspects of the procurement/evaluation process, and proposed award/contract,
with the evaluation panel chair and/or Procurement Advisor.
If the PCAWT is satisfied with the procurement process and the subsequent recommendation for
award, a recommendation (report) will be made to the CEO for consideration/award.
4. Reporting Requirements
In accordance with Chapter 6, Part 4, Local Government Regulation 2012, all contractual
arrangements worth $200,000 or more (exclusive of GST) are published via Council’s website, after
award.
To provide additional disclosure, as per policy, the Director Corporate Services will also report
PCAWT reviewed - CEO awarded contracts to Council on a bi-annual basis.
Link to Corporate Plan
Theme No. 5 – Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
Previous Council Consideration
11.2.4. PROCUREMENT AND CONTRACTS ASSESSMENT WORKING TEAM - CONTRACT
AWARDS UNDER CEO DELEGATION
That Council note the report by the Director Corporate Services to the Services and Organisation
Committee Meeting dated 8 July 2025 for contracts awarded under CEO Delegation, via the
Procurement Assessment Working Team for the period 1 January 2025 to 30 June 2025.
Finance
Funding of these procurement activities occurs within adopted budgets. Where any procurement
requires additional funding, this is generally addressed through budget review.
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
Risk & Opportunities
Risk Mitigation/Opportunity
Awarding contracts
The PCAWT/CEO process offers 2 stages of
outside of Council
review (PCAWT and CEO), in addition to the
Meetings perceived
original procurement evaluation, before a decision
as not being a robust
to award.
process.
A report must first be submitted to the PCAWT,
PCAWT Process Contracts may be
generally by the procurement evaluation chair,
awarded outside of
outlining the details of the procurement/project
Council Meetings,
and rationale for seeking the PCAWT. Should the
that may otherwise
PCAWT, or subsequently the CEO, deem that the
require
contract award should be considered by Council,
consideration/debate
the process can be directed through the normal
directly by Council.
Council Meeting cycle/options.
The PCAWT/CEO contract award process is only
Risk that a contract
available for large-sized contractual arrangements
award is made
Delegated Authority within the delegation of the CEO - $1,000,000
without delegated
(exclusive of GST), as outlined under Council
authority.
Policy.
In accordance with Part 4, Section 237 of the
Local Government Regulation 2012 Council
publishes the details of contractual arrangements
Transparency/visibility
of $200,000 (exc. GST) or more both, on
of awarding large-
Council’s public website and Tewantin Building
Transparency & sized contracts (within
public noticeboard.
Accountability CEO Delegation)
outside of Council
Council’s procurement policy requires that
Meetings.
contract awards via the PCAWT be reported to
Council bi-annually by the Director, Corporate
Services.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with Council’s
Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
NA
Internal Consultation
Departments consulted:
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GENERAL COMMITTEE MEETING 19 JANUARY 2026
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director X Director
Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience X Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director Director
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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The text continues on page 123.