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AGENDA
Services & Organisation
Committee Meeting
Tuesday, 9 September 2025
commencing at 1:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Karen Finzel (Chair), Cr Jessica Phillips, Cr Frank Wilkie, Cr Nicola
Wilson
“Noosa Shire – different by nature”
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Page 2
SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
1. DECLARATION OF OPENING
2. ACKNOWLEDGEMENT OF COUNTRY
3. ATTENDANCE & APOLOGIES
4. CONFIRMATION OF MINUTES
4.1 SERVICE & ORGANISATION COMMITTEE MEETING MINUTES DATED 12 AUGUST
2025
5. PRESENTATIONS
6. DEPUTATIONS
7. REPORTS FOR CONSIDERATION OF THE COMMITTEE
7.1 2025 ANNUAL DISASTER MANAGEMENT REPORT
7.2 NOOSA BOTANIC GARDENS MASTER PLAN
7.3 NOOSA CULTURAL PLAN 2025-2030 ADOPTION
7.4 REVIEW OF THE AUDIT AND RISK COMMITTEE CHARTER & REVIEW OF THE
INTERNAL AUDIT POLICY
8. REPORTS FOR NOTING BY THE COMMITTEE
9. CLOSED SESSION
10. MEETING CLOSURE
Page 2 of 117
Page 3
SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
4.1 SERVICE & ORGANISATION COMMITTEE MEETING MINUTES DATED 12
AUGUST 2025
Recommendation
The Minutes of the Service and Organisation Committee Meeting held on 12 August 2025 be
received and confirmed.
Page 3 of 117
Page 4
MINUTES
Services & Organisation
Committee Meeting
Tuesday, 12 August 2025
1:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Karen Finzel (Chair), Cr Jessica Phillips, Cr Frank Wilkie, Cr
Nicola Wilson
“Noosa Shire – different by nature”
Page 4 of 117
Page 5
SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 AUGUST 2025
1 DECLARATION OF OPENING
The meeting was declared open at 1.30pm.
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 Karen Finzel (Chair)
Cr Jessica Phillips
Cr Nicola Wilson
Cr Frank Wilkie
NON COMMITTEE MEMBERS
Cr Amelia Lorentson
Cr Tom Wegener (via Microsoft Teams)
EXECUTIVE
Chief Executive Officer Larry Sengstock
Acting Director Corporate Services Margaret Gatt
Director Infrastructure Services Shaun Walsh
Director Strategy & Environment Kim Rawlings
APOLOGIES
Nil.
4 CONFIRMATION OF MINUTES
4.1 CONFIRMATION OF SERVICES & ORGANISATION COMMITTEE MINUTES
DATED 8 JULY 2025
Committee Resolution
Moved: Cr Jessica Phillips
Seconded: Cr Nicola Wilson
The Minutes of the Services & Organisation Committee Meeting held on 8 July 2025 be
received and confirmed.
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
5. PRESENTATIONS
Nil.
6. DEPUTATIONS
Nil.
Page 5 of 117
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SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 AUGUST 2025
7 REPORTS FOR CONSIDERATION OF THE COMMITTEE
7.1 GO NOOSA REPORT
Committee Recommendation
Moved: Cr Nicola Wilson
Seconded: Cr Jessica Phillips
That Services & Organisation Committee Agenda Item 7.1 be referred to the General
Committee due to the significance of the issue.
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
7.2 MAYOR'S ATTENDANCE - 2025 ASIA PACIFIC CITIES SUMMIT AND MAYORS’ FORUM
VIA COUNCIL OF MAYORS SEQ (INTERNATIONAL TRAVEL)
Committee Recommendation
Moved: Cr Karen Finzel
Seconded: Cr Nicola Wilson
That Council
A. Note the report by the Chief Executive Officer to the Services & Organisation Committee
dated 12 August 2025 regarding the Mayor’s attendance and representation at 2025 Asia
Pacific Cities Summit (2025APCS) and Mayors’ Forum, Expo City Dubai) and site visits
organised by the Council of Mayors;
B. Approve the Mayor’s international travel for this trip (23 to 31 October 2025); and
C. Note that the costs for the trip will be generally covered by Council of Mayors (SEQ).
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
8 REPORTS FOR NOTING BY THE COMMITTEE
8.1 CAPITAL PROGRAM 2024/2025 DELIVERY STATUS
Committee Recommendation
Moved: Cr Karen Finzel
Seconded: Cr Jessica Phillips
That Council note the report by the Director Infrastructure Services to the Services &
Organisation Committee Meeting dated 12 August 2025 providing an update on the delivery
of the 2024/25 Capital Works Program as at 30 June 2025.
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
Page 6 of 117
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SERVICES & ORGANISATION COMMITTEE MEETING MINUTES 12 AUGUST 2025
8.2 NOOSA HOLIDAY PARKS UPDATE
Committee Recommendation
Moved: Cr Karen Finzel
Seconded: Cr Jessica Phillips
That Council note the report by the Commercial Business Advisor to the Services &
Organisation Committee Meeting dated 12 August 2025 providing an update on operations
of the Noosa Holiday Park Business Activity to 30 June 2025.
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
8.3 COUNCILLOR REMUNERATION UPDATE
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Karen Finzel
That Council note the report by the People and Culture Manager to the Services and
Organisation Committee dated 12 August 2025 informing Council of the determinations of
the Queensland Local Government Remuneration Commission, as detailed in the Local
Government Remuneration Commission Annual Report 2024.
Carried.
For: Cr Karen Finzel, Cr Jessica Phillips, Cr Nicola Wilson, Cr Frank Wilkie
Against: None
9 CLOSED SESSION
Nil.
10 MEETING CLOSURE
The meeting closed at 2.25pm.
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Page 8
SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
7.1 2025 ANNUAL DISASTER MANAGEMENT REPORT
Author Admin and Disaster Mgmt Support Officer, Sue Lowrie
Infrastructure Services Department
Index ECM/Subject/Disaster Management/Disaster Operations
Attachments 1. Att 1 - TC Alfred March 2025 - lessons identified
EXECUTIVE SUMMARY
This report provides an overview of the work and initiatives developed in all areas of disaster
management over the past year and forms over the last 12 months and will be tabled with relevant
district, state and federal agencies as an account of Noosa Council performance. In accordance with
the Disaster Management Act 2003, Regulations and other disaster and recovery management
doctrines, the Noosa Shire Council is responsible for multiple functions across the key pillars of
prevention, preparedness, response and recovery (PPRR).
Key initiatives over the year to 30 June 2025 include:
• Effective co-ordinated response and debrief process for Tropical Cyclone Alfred (TC Alfred)
and the subsequent late March rain event known as the Western Queensland Trough rainfall
event
• Finalisation of the comprehensive 2022 disaster reconstruction program, alongside the
implementation and delivery of the reconstruction initiatives arising from the 2025 disaster
events across the Shire.
• Implementation of enhanced flood intelligence functionality within Guardian IMS to improve
situational awareness and support more informed response activities during flood events;
• Technical improvements to the Noosa Disaster Dashboard to streamline community access
to flood camera imagery, improving usability and public engagement during emergencies;
• Completed Phase 1 of flood risk investigations into the most flood-affected neighbourhood in
Noosa, the Lake Entrance Blvd community, and obtained funding for Phase 2 through the
Queensland Reconstruction Authority (QRA);
• Completion of the first iteration of Noosa’s Local Resilience Action Plan which has been
shared with QRA, outlining priority actions for Council to improve resilience across the region;
• Consultation with the Kin Kin Community group to support the roll out of a Community
Disaster Sub Plan to that community.
A key priority for the program moving forward is to maintain a strong emphasis on foundational
elements, including the effective operation of systems, regular review and updating of documentation
and procedures, and targeted training in disaster support functions. Additionally, the program will
incorporate and action lessons identified from the TC Alfred activation and the Western Queensland
Trough rainfall event that impacted Noosa in March 2025.
The disaster resilience program will continue to focus on disaster preparedness, but will also
undertake reflections exercise from the extended disaster reconstruction program to assist in
informing future programs of this magnitude. These focus areas will ensure optimal readiness for
any future disaster event.
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
RECOMMENDATION
That Council
A. Note the report by the Disaster Management Officer to the Services & Organisation
Committee dated 9 September 2025 providing an update on disaster management, resilience
and reconstruction activities to 30 June 2025; and
B. Thank the members and advisors to the Noosa Local Disaster Management Group for their
participation.
REPORT
1. Noosa Local Disaster Management Plan
In alignment with the Queensland Disaster Management Arrangements’ commitment to continuous
improvement, and in accordance with requirements set by the Office of the Inspector-General
Emergency Management (IGEM), the Noosa Local Disaster Management Plan underwent a formal
evaluation for the 2024 calendar year. This evaluation was conducted using the Emergency
Management Assurance Framework.
Additionally, a review report outlining the response to Tropical Cyclone Alfred (TC Alfred) and the
Western Queensland Trough rainfall event was submitted to IGEM.
In anticipation of the release of the new State Disaster Management Plan in late 2025, this year’s
review of the local Disaster Management Plan has focused on structural improvements to support
future updates. Key changes include reformatting the Plan to streamline amendment processes. A
comprehensive review is scheduled for 2026 to ensure full alignment with the updated State
framework and to maintain consistency across all levels of disaster management planning.
Operational enhancements and identified improvements arising from the TC Alfred and Western
Queensland Trough activations are being progressively implemented as resources allow. These
improvements have been documented through a governance process that captures the activation,
areas for improvement, and corresponding actions. This documentation supports compliance with
the Queensland Disaster Management Arrangements (QDMA) continuous improvement cycle.
2. Noosa LDMG membership
Mayor Frank Wilkie remains the chair of the LDMG with Cr Jessica Phillips as the LDMG Deputy
Chair and Chair of the Recovery Group.
LDMG member and advisory group structures remain the same since the last report.
3. LDMG Meetings
As required under the Disaster Management Act, the Noosa Local Disaster Management Group
meets four times a year to network and discuss the four key elements of disaster management –
planning, preparation, response and recovery. Council remains extremely appreciative of the
valuable time of all members and advisors to the LDMG including state government emergency and
health agencies and support agencies from across Noosa. A key focus of the group is maintaining a
disciplined meeting format to ensure readiness for a disaster, but also complementary relationship
building to endear effective collaboration and communication.
2025 meeting dates
• 21 February 2025
• 21 June 2025
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
• 26 September 2025
• 28 November 2025
Meeting dates for 2026 are yet to be confirmed.
4. LDMG Sub-Groups
The new Community Disaster Management Plan template, already implemented in Pomona, is
currently being finalised in collaboration with the Kin Kin Community Sub-Group. The template will
also be extended to Noosa North Shore in the near future, where residents have requested support
to establish a local sub-group. Subject to available capacity, the template will be progressively rolled
out to other interested communities to strengthen local preparedness and resilience.
5. LDMG Activations
Between 1 August 2024 and 31 July 2025, the Noosa LDMG was activated once in response to TC
Alfred. A tropical low developed northeast of Cairns on 21 February 2025 and later intensified into
TC Alfred, reaching Category 4 strength as it tracked southward. The cyclone exhibited slow
movement and frequent changes in direction.
Based on Bureau of Meteorology forecasts indicating a potential impact on the South-East
Queensland coast, the Noosa LDMG escalated to Stand Up status on Monday, 3 March 2025 to
coordinate the response to TC Alfred. On the same day, the Noosa Council Local Disaster
Coordination Centre (LDCC) commenced operations from the newly established LDCC facility at the
Noosaville Depot, remaining active for six days.
TC Alfred eventually crossed the coast north of Moreton Bay as an ex-tropical cyclone on 8 March.
While the Noosa region experienced minimal direct impact, significant infrastructure damage
occurred later between 27 and 30 March due to rainfall from the Western Queensland Trough
system.
Noosa Council was subsequently activated under the Queensland Reconstruction Authority-led
programs for Counter Disaster Operations and Reconstruction of Essential Public Assets in
response to both events.
6. Local Disaster Coordination Centre (LDCC) & Disaster Management Training
A number of training opportunities have been provided this year for LDCC staff to increase capability
including:
• 11 July 2024 – LDCC Workshop
Focused on enhancing understanding of Local Disaster Coordination Centre (LDCC)
operations.
• 5 September 2024 – Queensland Disaster Management Arrangements & Disaster
Coordination Centre Training
Mandatory modules for staff working within the LDCC.
• 19 September 2024 – Guardian IMS General User Training
Introduction to the incident management software used during disaster events.
• 27 November 2024 – Field Coordination Centre (FCC) Exercise
Practical exercise involving Civil Operations and Parks teams.
• 17 February 2025 – Recovery Action Plan Training
Training on the use of incident management software for recovery planning.
• 18 March 2024 – Guardian IMS General User Training
Additional session to support broader staff capability.
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
• 16–18 June 2025 – LDCC Cell-Specific Training
In-depth training to clarify the roles and responsibilities of each functional area within the
LDCC.
5. Community engagement
The regional Get Ready Queensland (storm and bushfire season) campaign was launched by
Mayors Wilkie (Noosa) and Natoli (Sunshine Coast) at Peregian Digital Hub on 11 October 2024,
five years on from the 2019 bushfires. The local media network provided excellent coverage of the
launch.
Council’s Get Ready Schools Program began via engagement with local school principals in August
2024. Between October and December 2024, 17 schools were visited. Co-ordinated by Council,
more than 2,500 students attended the 90-minute Minecraft-themed presentation which included
emergency services officers and response vehicles on-site at each school. This program is expected
to expand between October-December 2025.
Get Ready Queensland-funded emergency information packs are at the centre of all engagement
activities. The centrepiece of these packs is the Noosa Emergency Action Guide (fourth edition).
Collateral from other agencies is also included, asking each recipient to then create their own
emergency kit (3-5 days of supplies) at home or work so they are ready for any emergency or disaster
at any time.
Disaster resilience and engagement with Noosa’s Aged Care sector is another key focus. The annual
aged care workshop for facility managers and regional managers was held on 4 February 2025.
Council's disaster management staff along with our emergency services partners (Qld Fire
Department - Fire and Rescue, Qld Ambulance Service and State Emergency Services) continue to
conduct facility visits, with plans for nine more local visits throughout 2025/2026. More than 1,500
residents will attend these information sessions.
Following the opening of the Noosa LDCC on 23 September 2024, Noosa's Queensland-first
Simtable moved from the Peregian Digital Hub to the LDCC. In collaboration with Council’s Fire
Management Officer, community demonstrations are being delivered on-site and at various events.
Training with State Emergency Services units and Queensland Fire Department (Rural Fire)
brigades is also ongoing as we broaden and strengthen the capacity of the Simtable.
Council staff sit on the Australian Simtable working group and meet quarterly via Teams to liaise with
Simtable in the USA (Santa Fe, New Mexico).
Close liaison with the Noosa State Emergency Service (SES) local controller and Sunshine Coast
Area Controller continues with events such as WOW Day (Wear Orange Wednesday) in May
coordinated in conjunction with Council’s disaster management team. These efforts aim to maximise
media and engagement opportunities, as well as highlighting award and public relations
opportunities for SES volunteers.
Developed in conjunction with the (now defunct) Community Services Recovery and Resilience
Officer, Good Neighbour resilience events took place in: Kin Kin (9 June 2024), Lake Entrance Blvd
(24 October 2024), Boreen Point/Cootharaba (22 November 2024), Teewah (6 December 2024) and
Noosa North Shore (14 December 2024). These events aim to build resilience and community
capacity. This initiative continues with established disaster subgroups in Pomona, Kin Kin and
Teewah, with plans for additional subgroups to be formed throughout 2025.
The Noosa Local Resilience Action Plan (LRAP) was developed and submitted to Queensland
Reconstruction Authority (QRA) in January 2025. This living document lists the suite of climate and
disaster resilience actions identified across all of Noosa Council’s functions, and informs future
funding opportunities, ensuring the Noosa region is better equipped to handle the increasing
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
prevalence of disaster events. Queensland’s suite of Regional Resilience Strategies ensures Noosa
is now part of a locally-led, regionally-coordinated and state-facilitated blueprint to strengthen
disaster and climate resilience.
6. Emergency Operations Team
As well as being responsible for coordinating disaster operations during an event, Council is required
under the Disaster Management Act 2003 to maintain a response capability to:
“provide equipment and a suitable number of trained persons, using the resources available to
the local government, to effectively deal with, or help another entity deal with, an emergency situation
or a disaster in the local government area”.
To meet this responsibility, the Emergency Operations Team (EOT), chaired by the Disaster
Management Officer, meets bi-monthly to develop and coordinate Council’s emergency response
capability.
7. New initiatives
A tailored Community Disaster Preparedness Information document has been developed as part of
a new resilience initiative to support residents and stakeholders of the Noosa Daintree Estate. This
resource delivers clear, localised information on natural hazard risks and outlines practical
preparedness measures to help strengthen community resilience.
Following its implementation in Noosa Daintree Estate, this model is intended for broader application
across other communities, including Noosa Springs, Lake Entrance Boulevard, and Stratford Park,
to promote consistent and effective disaster preparedness messaging.
The opening of the new toilet facilities this year within the Pomona SES Shed marks the completion
of a long-standing infrastructure project aimed at enhancing operational support for the State
Emergency Service in Pomona. This upgrade provides essential amenities for volunteers and
strengthens the functionality of the site during emergency activations and training exercises.
Council has implemented advanced flood intelligence functionality within the Guardian IMS event
coordination platform. This enhancement is designed to improve situational awareness and support
more informed, timely decision-making during flood events. The upgrade strengthens operational
response capabilities by enabling more accurate tracking and analysis of flood-related data.
In addition, technical improvements have been made to the Noosa Disaster Dashboard to simplify
community access to flood camera imagery. These enhancements aim to improve user experience
and increase public engagement with real-time emergency information during severe weather
events.
In addition tailored sand storage locations have been rolled out at Pomona and Cooran. A Sand
Bag Working Group has been formed to better develop procedures and communication around Sand
Bag deployment to the community in advance of disaster events,
8. Local Disaster Coordination Centre (LDCC) & Disaster Management Training
The LDCC has continued to serve its dual purpose effectively functioning as both a training venue
and conference room during non-emergency periods. Its first operational deployment during the
activation for TC Alfred in March 2025 demonstrated its capability as a fully functional coordination
centre, supporting response efforts and inter-agency collaboration.
A number of training opportunities have been provided this year for LDCC staff to increase capability
including:
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
• 11 July 2024 – LDCC Workshop
Focused on enhancing understanding of Local Disaster Coordination Centre (LDCC)
operations.
• 5 September 2024 – Queensland Disaster Management Arrangements & Disaster
Coordination Centre Training
Mandatory modules for staff working within the LDCC.
• 19 September 2024 – Guardian IMS General User Training
Introduction to the incident management software used during disaster events.
• 27 November 2024 – Field Coordination Centre (FCC) Exercise
Practical exercise involving Civil Operations and Parks teams.
• 17 February 2025 – Recovery Action Plan Training
Training on the use of incident management software for recovery planning.
• 18 March 2024 – Guardian IMS General User Training
Additional session to support broader staff capability.
• 16–18 June 2025 – LDCC Cell-Specific Training
In-depth training to clarify the roles and responsibilities of each functional area within the
LDCC.
9. Collaboration
Over the past year, the Disaster Management Team has actively participated in several regional
networks and activities to stay abreast of best practice, including:
• Disaster Management Engagement Group – SE Queensland disaster management officers;
• Council 2 Council – Wide Bay and North Burnet areas disaster management officers;
• Sunshine Coast Emergency Services Capability Development and Exercising Committee;
• Inspector General Emergency Management (IGEM) Disaster Management Network – regular
teleconferences and attendance at the annual forum;
• Sunshine Coast District Disaster Management Group exercises;
• Sunshine Coast Council and District LDMG exercise.
• Multi-Agency Bushfire Scenario.
10. State Emergency Service (SES)
The Queensland SES is a not-for-profit, volunteer-based emergency service organisation. Locally,
the Noosa SES Unit comprises 90 volunteers operating from four facilities across the Shire—
Tewantin, Cooroy, Pomona, and Boreen Point.
Over the past 12 months, the Unit responded to 338 requests for assistance (public & agency),
including storm damage, sandbagging, chainsaw operations, flood boat deployments, land
searches, forensic support, and traffic control. A major operation involved the response to TC Alfred,
with 40,000 sandbags and 500 tonnes of sand distributed across 11 Noosa local government area
locations.
The Unit supported key community events including Anzac Day, Vietnam Veterans Day,
Remembrance Day, Christmas celebrations, and Noosa Show Days. Volunteers also contributed to
four Rotary Youth Driver Awareness workshops, promoting road safety among senior students.
The Unit delivered 42 all-unit training sessions, 12 skills maintenance activities, and six induction
evenings to support capability development and onboarding. Recruitment and retention were
strengthened through the launch of the Noosa Attraction Plan. Members also supported community
engagement initiatives including the Christmas Convoy and assisting in the assembly of
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
Disaster/Emergency Get Ready Kits.
The Unit was recognised as North Coast Region (NCR) Unit of the Year, with Cooroy’s Stan Ryan
named NCR Trainer of the Year. Additional honours included SES Week Awards, Australia Day
Awards, National Emergency Service Medals for 2019 bushfire support, and Meritorious Service
Medals.
Through its operational excellence, community engagement, and ongoing development, the Noosa
SES Unit continues to demonstrate resilience, professionalism, and leadership in supporting the
Noosa community.
11. Queensland Reconstruction Authority - 2022 flooding event
Council is nearing completion of the projects funded by Queensland Reconstruction Authority as a
result of damage sustained from the 2022 flooding event:
Restoration budget allocated by QRA $145,262,246
Actual Cost as at June 30 2025 $101,745,983
Received funds from QRA as at 30 June 2025 $101,204,470
Note: $7,940,351 was Betterment funding.
Exact funding amounts are still being reconciled before confirmation of final amounts.
12. Reconstruction projects
Disaster reconstruction projects have been reported diligently through other capital works reports.
2025 has seen the finalization of the majority of the projects with only minor works left to deliver. The
program consisted of:
• 31 landslides, including repair of Black Mountain Rd which is recognized as the largest ever
civil works contract Council has ever completed.
• 16 waterway crossings, including a new bridge at Schreibers Rd which improved water
security for the region.
The project financials continue to focus on providing value for money to Queensland Reconstruction
Authority with a projected underspend in the order of 12% of the approved value.
The time effective delivery of the significant program, as well as astute budget management has
established Noosa Council in good repute with Queensland Reconstruction Authority.
The team are now focused on the final tasks including administration to ensure quality assurance,
financial reporting and cost recovery within the 3 months of delivery of the sites.
The team is now diverting attention to developing assessments, submission and reconstruction plans
for damage experienced in the March 2025 Western Queensland Trough system.
13. Bushfire resilience – Council land
The bushfire management program on Council reserves is delivered by the Environment Operations
team in the Strategy and Environment Directorate. The information has been included in this report
for completeness.
After a delayed start to the prescribed burn season due to wet weather, Noosa Council working
closely with partners in Qld Parks and Wildlife Service and the Queensland Fire Department have
completed five prescribed burns on Noosa Council estate – one of which being a Bushfire Risk
Mitigation Plan priority for the region - Girraween/Burgess creek prescribed burn within Noosa
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
National Park and Girraween Nature Refuge at Sunrise Beach. This burn was successfully
completed reducing risk to nearby assets by lowering fuel loads while promoting ecological health of
the bushland and national park.
Four council employees recently attended fire crew member training bolstering Councils operational
fire capabilities.
Fire trail maintenance and surface hardening continues on fire trails throughout the shire.
Prescribed burning are continuing as suitable weather conditions permit.
14. Climate Change & Disaster Risk Reduction
The climate change program for Noosa Council is delivered by the Sustainability & Climate Change
team in the Strategy and Environment Directorate in close liaison with the Disaster Management
Team. The information has been included in this report for completeness.
On the ‘prevention’ side of the Prevention, Preparedness, Response and Recovery (PPRR)
framework, Council continues to actively coordinate a number of projects that aim to reduce climate
and disaster risks for the Noosa region. This effort recognises the wealth of the evidence from the
QRA, Deloitte, the Insurance Council of Australia, the Productivity Commission and the World
Resources Institute showing that for every dollar invested in prevention and resilience, up to ten
dollars are returned in avoided response, damage and recovery costs. Risk reduction projects span
across a number of hazards including:
• Floods
• Bushfires
• Heatwaves
• Coastal erosion
• Storm Tide Inundation
• Permanent Inundation
Landslides of note is the significant program of work resulting from the Feb/March 2022 Flood Event,
funded by the QRA’s Flood Risk Management Program.
Sixteen projects ranging from Flood Mitigation Feasibility Assessments at Lake Entrance Boulevard
and Pomona, updating Council’s Flood Management Plan, and conducting a Total Flood Warning
Review, to updating the flood models across the entire local government area continue to be
advanced by the Sustainability & Climate Change Team in partnership with the Disaster
Management Team. Additionally, Noosa and Sunshine Coast Councils have teamed up as part of
the implementation of their Regional Climate Action Roadmap to better understand and evaluate
cascading and compounding risks to Council services when critical infrastructure fails. In partnership
with regional critical infrastructure providers, many of whom are on the LDMG and District Disaster
Management Group (DDMG), Councils have conducted a complex climate risk assessment on the
potential impacts of critical infrastructure failures to Council service delivery, particularly during
extreme events projected within the next ten years. Funded by a $1.1M grant from the QRA’s
Queensland Resilience & Risk Reduction Fund, the project was completed in June 2025, with
adaptation and resilience measures identified for implementation moving forward.
As part of its Coastal Hazards Adaptation Plan, Council continues to advance projects to build
resilience to the risks of erosion, storm tide inundation and permanent inundation due to sea level
rise. These projects range from living foreshores and restoring flood storage areas in the Noosa
River, to redesigning the Noosa Main Beach seawall; investigating potential offshore sources of sand
for beach nourishment; monitoring the entire coastline for change and storm impacts; and building
resilience to natural defense systems such as the vegetated dunes in the Eastern Beaches.
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
Significantly, Council endorsed its Noosaville Foreshore Infrastructure Master Plan in June 2025
which incorporates climate resilient foreshore treatments to address growing risks of erosion and
frequent tidal inundation. Council also continues to work with the Department of Environment,
Science, Tourism and Innovation, the University of Sunshine Coast, the University of Queensland,
and University of New South Wales to improve modelling of coastal hazards and improve resilience
planning.
Council worked closely with QFD and the CSIRO to review and validate updated bushfire hazard
modelling and mapping for the Noosa region over the past two years. Council awaits State approval
of the updated mapping which provides a more accurate representation of bushfire hazard, so it can
incorporate this both in its planning scheme and public disaster mapping information. In addition, the
team are keeping abreast of any outputs from the Firetech program being managed by the Peregian
Digital Hub and any new innovations that can help to build resilience to future bushfire risks.
With regard to extreme heat risk, Council has partnered with Sunshine Coast Council and RMIT
University to undertake a Heat Vulnerability Index study of both regions, and partner with the
University of Sunshine Coast on modelling the effects of local microclimates and the Urban Heat
Island effect. This has resulted in the development of an Urban Greening Strategic Action Plan with
a staged three phase rollout, as well as the design of Cool Refuges in key outdoor recreational
spaces to support heat risk reduction for the Noosa community. Further work is required to address
the significant risk of extreme heat, including conducting a second pass (detailed) heat risk
assessment, developing an Urban Greening Master Plan, and an urban cooling and heat response
plan in collaboration with QLD Department of Health and other relevant agencies.
Recognising that continued emissions of greenhouse gases contributes to global climate change
which drives an increase in the frequency, severity and duration of these hazards, Council continues
to demonstrate leadership on reducing its emissions through a strong net zero target, whilst also
supporting community in reducing its emissions of greenhouse gases. Sustained effort to mitigate
climate change is essential in order to reduce the magnitude of change seen in climate-related
hazards over the coming years.
Building community resilience and facilitating adaptation to the changes already being felt continues
to be a high priority for both the Climate Change and Disaster Management Teams. Collaboration
on initiatives such as the Climate Wise Communities program, community climate risk workshops
and the Adaptation Game continue within the available resources of both teams.
Regular updates are given to the LDMG as well as the Emergency Operations Team meetings on
the climate change adaptation projects that relate to preventing disaster occurrence and improving
resilience to climate and disaster risks.
16. Focus for 2026
In addition to responding to emerging events, the program will continue to prioritise foundational
activities such as pre-season audits, ensuring the reliability of systems, reviewing key documents
and procedures, recruiting staff for the Local Disaster Coordination Centre (LDCC) during
activations, and delivering relevant training in disaster support functions.
Another key focus is the implementation of improvement actions identified from Tropical Cyclone
Alfred and the Western Queensland Trough system (Attachment A). These events provided valuable
learning opportunities, and considerable effort has been made to capture lessons and improvements.
Disaster reconstruction will focus on reconstruction from infrastructure damage arising from the
Western Queensland Trough system.
The disaster resilience program will continue to focus on disaster preparedness, but will also
undertake a reflections exercise from the extended disaster reconstruction program to assist in
informing future programs of this magnitude. The lessons learnt exercise will gather information from
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Council staff, contractors and the community to provide valuable information to assist in any future
major disaster event.
These focus areas are intended to ensure optimal readiness for any future disaster event.
Link to Corporate Plan
Theme No. 4 - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Objective 4.8
Deliver best practice approaches to combat and plan for natural disasters and climate change
including supporting safety, preparedness, resilience and recovery capacity.
Previous Council Consideration
Nil
Finance
Alongside the QRA funded reconstruction and resilience programs, Council also continues to receive
an annual Get Ready Grant of $22,300. This grant is used to promote resilience through collateral
such as the Emergency Action Guide, lanyards and USB's - all QR coded to the Noosa Disaster
Dashboard. Training and development opportunities for disaster management and LDCC staff are
funded from general revenue, ensuring our team is always prepared and equipped with the latest
skills and knowledge.
SES support is provided by Council and is partially funded by a subsidy from the Queensland Police
Service.
Council staff continue to keep abreast of all available grant funding opportunities to support disaster
management activities.
Risk & Opportunities
Recent crisis management experiences have reinforced the need and opportunities for Council staff
to be flexible and to work in a unified way. The inclusion of disaster management in the staff induction
schedule provides an opportunity to educate about resilience and recruit staff to work in the LDCC
The opening of the dedicated LDCC at the Noosaville Depot has further enhanced relationships with
emergency service partners by providing a training facility that can be used in 'peace time' by both
Council staff and agencies.
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
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Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Members of the SES have contributed content for this report.
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
X Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
X Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits X Disaster Management
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ATTACHMENT 1
TC Alfred (March 2025) - Lessons Identified
Process or
discipline Issue Future Action? Priority
Procedures Guidance around who should attend LDMG meeting in person Develop a clear attendance protocol for LDMG meetings High
Briefing template to be prepared for post LDMG meeting debrief to LDCC - for use by
Room Manager/LDC Support Officer
Procedures Meetings: Minutes cheat sheet Janette to prepare cheat sheet for inclusion in LDCC Admin resources iin Guardian IMS Medium
Procedures Meeting requests security and meeting invite proxies Standardize meeting invite process and access control Medium
Procedures In room “live updates” board. Traffic light system. Already available on whiteboards and additional Guardian IMS functionality implemented Medium
Technical A register is required to document forecast inputs and outputs, noting significant
discrepancies between NOAA and BOM model data. Establishing a tracking mechanism is
essential to ensure consistency and transparency
Communications Under state disaster grants seek funds for all Council trucks to have CB radios, enables coms 2024 radio proejct identified issues particularly around tower maintenance and Medium
network when power goes out and can talk to SES plus Police, truckies and LDMG. ownership. Project unlikely to be pursued.
Communications Customer Service only received 2 call after 9pm at night - is 24 hour shift warranted Noted that this process wokred during TC Alfred. Resources will be assessed for each Low
event and assigned to match the need on a case by case basis.
Technical Need to be clear on what questions need answered from the models in terms of direct High
impacts. Define key questions for model outputs
Technical Common language on likelihoods and probabilities for hazard forecasts to inform risk Consider an SOP guidance issued on how to prepare the SitRep including definitions for High
summaries/SitReps hazard, risk, etc. as well as reference sheet or lookup table on what existing Council
hazard information and risk information is available.
Procedures Communication (emails) – to be signed off by officer so people know who to contact for more All Duty shees to be amended to include requirement to sign off with officer name for Medium
info accountability
Communications FCC interaction improvements / Improved interaction with FCC at beginning of event. Duty sheet for Council Liaison Officer to be created and further training considered. High
Communications Information sharing between Noosa and Sunshine Coast Councils Cross Council collaboration was occuring - use Communications Log to capture High
Communications More consistent and specific Council wide communications were not specific enough – staff Develop clearer internal communication protocols High
were unsure if they needed to come in or stay home. Were outside workers being paid if they
stayed home.? (eg. 4 hourly)
Communications Need more detailed communication regarding rostering, pay, allowances, fatigue rules. Create and distribute HR communication templates High
Procedures Information sharing when decisions are made (i.e. CEO gave permission for people to fill Document and share tactical decisions promptly High
sandbags from the beach).
Communications Time for Comms after LDMG meeting to assist with populating key messages for Facebook. Allocate time for communication drafting post-meetings Medium
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Process or
discipline Issue Future Action? Priority
ICT LDMG meeting room – improved microphones to prevent feedback, static and dropouts. For budget consideration - Project brief to be prepared.
ICT PC not staying “awake” which means SmartTV goes to sleep while Guardian is revolving ICT to investigate ways to resolve Low
ICT Improved online access to share information with Agencies Sharepoint Single Source of Truth that has whitelisted profiles allowing external use. Medium
Procedures Evacuation Centres – guidelines required for resourcing (ratio emergency service vs. Develop staffing ratio guidelines for evacuation centres High
evacuees)
Procedures Ensure hand over to someone at end of event of all invoices and outstanding purchase orders. Review process and look at diversion methods after event
Procedures Review process and look at diversion methods after event Review process and look at diversion methods after event Medium
Implement financial handover checklist
Procedures Understanding of LDCC roles (i.e. Logistics get things etc), not clear what to do. Review and update duty sheet/ Position Desc / Duty Sheet for all roles. Copy of full suite High
to be provided in each Cells' desktop draws
Priority list/Focus
Procedures Tabards should be used in the LDCC Room briefing template to be created for use every day including use of tabbards, location Medium
of toilets etc.
Systems Guardian IMS - Standardised list of tags for better categorisation of bulletins Create and implement a standard tag list Medium
Systems Button to automatically send Sitrep to DDMG Sitrep set up with who Sitrep should be emailed to. Review and update as required High
Systems Bulletins - updates do not bring the updated Bulletin to the top of the bulletin list Guardian improvement - request to QIT+ Medium
Systems Onboard state government stormtide manual info procedure eg. Townsville evacuation maps Investigate how to include in future plans and actions, ie. Townsville Disaster Dashboard Medium
Storm Tide layers
Systems Consider using work orders for every expense & activity during event as info contained in Investigate improvement process. Medium
work order aligns with QRA requirements for CDO claim
Systems Stable, flexible platform to create the morning forecast
Procedures Continue to ensure the sign in and out log is completed for accountability Add to briefing note template for beginning of day briefing Low
Training Terminologies – training on what might be used. Glossary to be prepared Medium
Training Minimum job list per type of emergency Create tick sheet for each cell
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Process or
discipline Issue Future Action? Priority
Training Develop template for “five days ahead” for Noosa – easy to fill out summary Create a template and store in central location High
Training Regular Guardian IMS training for LDCC staff (e.g. monthly) Reinstigate monthly practical training Medium
Resources WHS presence in FCC and LDCC Amend LDCC & FCC resourcing document to include FCC presence High
Resources Parking concerns whilst collecting live data, attending to issues or meeting with community Need to arrange parking permit for teams collecting data on the ground before, during
and after events. Action with local laws for parking permit.
Resources Pre-populated recovery plan templates. Pre-populated recovery plan templates. High
Resources Ensuring constant resupply of demanded resources were maintained ie sandbags and Establish logistics tracking and resupply protocols High
sand
Resources Ensuring constant resupply of demanded resources were maintained ie sandbags and Establish logistics tracking and resupply protocols High
sand
Resources Ensuring sandbag filling stations were managed appropriately including traffic Develop site management plans including traffic control High
management at all sites
Resources Heightened risks at most sandbagging stations Implement safety protocols and supervision at sandbagging sites High
- public injury due to inexperienced filling and handling of heavy sandbags
- inappropriate/aggressive behaviour
- dangerous driving practices
Resources Flood mapping and stormtide inundation – implement easy access via websites/disaster High
dashboards.
Resources State-level requirements for storm surge mapping focused on its availability, accuracy, Clarify mapping standards and ensure consistency in use during activations High
and operational use in planning, briefings, and public messaging throughout the
activation period
Resources Expand use of satellite phones and VHF radios Medium
Communications vulnerability during power outages. If mobile phones disabled, there is
a need for alternatives such as satellite phones and VHF radios.
Resources Fatigue management and back-up support for key positions. Implement shift rotations and backup staffing plans High
Assets Pomona Depot – need for permanently located generator Budget / grant funding required Medium
Assets LDCC gate access. Building services rep to update live. Camera access. Security working group project to install camera access to allow LDCC to 'buzz' in visitors Medium
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Process or
discipline Issue Future Action? Priority
Assets Front end loader required to make it easier and safer to remove trees off the road Repair of current fleet item is under investigation Medium
Assets Ground protection mats & connectors to protect the ground when setting up Incident Control Research available ground protection mats and put in PID for future funding. Medium
Centres.
https://groundnurse.com.au/
Assets Maintenance of Peregian Beach coastal drainage system Storm action procedure for Council/contractor use.
Assets Cyclone proof windows of LDCC. Create PID to upgrade LDCC windows to cyclone-rated High
Evacuation Centres Requirement for permanently located generator at Leisure Centre and The J Budget/grant funding - Quote being requested for design & construct for Leisure Centre
and The J to inform future budgets.
Evacuation Centres Outside Leisure Centre - ability to get power from generator when power fails. Discuss with B&F in conjunction with Line above
Evacuation Centres Request for upgrade to four power sockets in the power box we used not just one outlet. To be discussed with Building & Facilities
(Library & Leisure Centre)
Evacuation Centres Recommendation of placement of a large flood spotlight on top wall in front of Leisure Centre Investigate Medium
building lighting up front of Leisure Centre onto grass area. Existing lighting dull
Evacuation Centres Noosaville Library - consider use as a secondary medical centre for nearby Hospital. Noosaville Library is secondary Evauation Centre location should there be a need for Low
evacuees with health concerns.
Letter to be drafted to Tewantin Noosa Lions
Evacuation Centres Consider liaising with Waves of Kindness or a local charity to have sets of clothing and towels Investigate Medium
for people who may be wet or need blankets.
Evacuation Centres Have agencies on hand to provide comfort (counselling). Continue to have Red Cross onsite to provide counselling High
Evacuation Centres Establish flood threat for Lake Doonella into the tributary beside Leisure Centre. Flood information provided on Council's Disaster Flood mapping.
Letter to be drafted to Tewantin Noosa Lions
Technical Need to have up to date survey data before storm season Need a clear format for tracking model runs and forecasts. Date, Input Model, Version,
Output, etc. Use Excel spreadsheet in Teams/Sharepoint
Technical Need pre-storm season prep with every SME. Also cannot always rely on individuals in BMT, Need a panel of suppliers or designated Hazard & Risk Taskforce with key subject matter
UniSC & UQ experts working on coastal system in Noosa. Meet prior to disaster season on foreward
outlook. Ensure models are fit for purpose ahead of time as these events begin to occur
more frequently. Need to establish availabilities prior to storm season starting .
Technical Had to install camera ad hoc to capture data on Noosa Main Beach Consider establishing permanent camera monitoring (for water position, waves, elevation
/ real-time slope) due to geomorphilogical complexities at NMB
Technical Spent a lot of time trying to figure out wave and erosion potential. Every 6hrs the TC forecast Seek QRA funding to develop disaster ready models and produce storm tide map series
seemed to change. Storm tide hazard - BMT did one for SEQ - had to expand spatial area on (and property/people consequence tables) that are closest to State storm tide forecasts
the fly as the cyclone was so large that could be provided during an event. Need to establish maps and lookup tables so
SDCC data can be interpreted at speed. This must include tidal attenuation within the
river.
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Process or
discipline Issue Future Action? Priority
Technical Needed models to continuously be running with updated TC forecast data, not a static Need to ensure models are setup for this ahead of storm season, with most recent survey
snapshot at the start of event. Computational requirements are high, need to rerun at speed. data inputted. Council should consider holding SWAN Model calibrated version in
SWAN is okay but Xbeach is harder to loop. platform for any of the taskforce or panel to use in case one group isn't available during
an event.
Technical Data on ETA lines and elevation that Council has been collecting for the past two years was Continue coastal monitoring program and ensure there is sufficient contingency budget
essential to inform impact forecast models. Beach survey data (existing beach slope) was used for surveys pre and post major storms as disaster funding does not cover it
in the empirical calculation for overtopping on NMB
Technical Regional Coastal Process Model needs to calculate refraction well and calibrate wave models Ensure Regional Coastal Process Model scope takes this into account.
(Over-refracting waves coming around Moreton Island affected wave model
(overestimating/underestimating as models not calibrated)
Technical COASTS Dashboard was not too far off the mark. Needs calibration but relatively close in Need to consider what platform is best for info sharing during a disaster
forecasting during ex TC-Alfred.
Technical Bathymetric river/beach survey data Is this information able to be provided through use of drones
Technical Disaster Vendors – Strategic list of vendors to engage. Included in Guardian Resources the contractor list prepared and updated by Procurement.
Also noted that LGAQ are working on a Disaster Preferred Contractor list.
Meeting protocols LDMG meeting times – difficult to get to meeting in person when meeting times coincide Adjust meeting times to avoid peak traffic periods Low
with school drop off/pick off times – traffic bottlenecks
Meeting protocols Clarity around who should attend LDMG meetings in person vs. via Teams Develop attendance guidelines Medium
Meeting protocols Need for people to identify themselves and their role before speaking meetings Reinforce meeting etiquette Low
Meeting protocols Confirm LDMG membership and contacts before event, send out contact list on a rolling Administration duty sheet to be adjusted to include Low
basis
Meeting protocols Meeting invites and paperwork to be sent from one email address so it is not missed. Admin - all informatin and meeting invites to come from Medium
LDCC Admin profile
Communications Consider Sunshine Coast & Noosa Mayoral messaging with District Disaster Coordinator Explore technology options to allow this regardless of location of participants Medium
Technology A way to track Requests for Assistance would be handy Include in briefing of available tools during standup of LDMG Medium
Communications Sandbags – improved community messaging around What to do with sandbags after the Include post-event sandbag guidance in public messaging Medium
event
Resources Commercial vs residential premises and habited vs vacant holiday accommodation – Develop sandbag distribution policy through sandbag working group Medium
policy required to outline who should take precedence for sandbags.
Resources Sandbag supply to all 11 locations across the region was timely, efficient and constant. N/A
Resources Sandbagging locations – finalise formal locations. Confirm and document official sandbagging sites High
Compliment LDMG Agenda – was great having LDC report immediately after BoM briefing. Medium
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Process or
discipline Issue Future Action? Priority
Resilience Preparedness and resilience of staff – important for agencies to function that staff are Incorporate personal preparedness into training and exercises Medium
well prepared at home. Build messaging into workshops/exercises, creation of a
sharable resource.
Resources / BCP Agency BCP’s to ensure arrangements for generators are in place. Review and update BCPs with generator provisions High
Communications Increased number of NDIS patients presenting at hospitals due to private providers closing. Coordinate with NDIS providers for Medium
continuity of care
Meeting protocols Consider timings of LDMG meetings with neighbouring LDMG's to ensure representation at Coordinate meeting schedules regionally Low
meeting
Resources Limited information on aged care facilities in the wider Sunshine Coast area. Compile and maintain aged care facility contact list Medium
Meeting protocols Standing Up - Better communication around when we were required to completely stand up Clarify activation protocols and expectations Medium
and be present in the LDCC
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7.2 NOOSA BOTANIC GARDENS MASTER PLAN
Author Parks and Streetscapes Coordinator, Geordie Lascelles
Civil Assets & Operations | Infrastructure Services Department
Index ECM / Asset Management / Noosa Botanic Gardens Masterplan
Attachments 1. Noosa Botanic Gardens Masterplan Draft Design Report
EXECUTIVE SUMMARY
• The report presents a draft Master Plan for the Noosa Botanic Gardens at Lake Macdonald
for the next stages of community engagement.
• The draft Master Plan builds off the draft 2017 Vision Statement that was prepared by Council
for the gardens in collaboration with community stakeholders.
• The draft plan has been prepared by landscape architecture consultants with key inputs from
an external Stakeholder Reference Group, and internal Council working group, and informed
by an initial Community Engagement program.
• The preparation of the draft masterplan has been iterative over the last 18 months taking into
account diverse feedback and provides a revised vision and objectives with a realistic long-
term plan for upgrades and improvements over the next 25 years, ensuring the gardens’
botanical legacy and ongoing value to the local and broader community.
• Major features of plan include preservation and enhancement of the botanic collection,
creation of a improved visitor entry experience, improved facilities for the Friends of the
Botanic Gardens, creation of a primary grade accessible wayfinding pathway around the
gardens, improved activity zones that support a variety of users as well as cultural heritage
considerations.
• The plan will be a key platform to prioritise available future operational funds, as well as
attract grant funding from multiple sources.
• It is proposed that this draft be released for public consultation. A summary of submissions
received, engagement outcomes and any changes to the draft Masterplan will be
subsequently presented for council consideration and adoption of a finalised plan.
RECOMMENDATION
That Council
A. Note the report by the Parks and Streetscapes Coordinator to the Services & Organisation
Committee dated 9 September 2025 regarding the draft Masterplan for the Noosa Botanic
Gardens.
B. Approve the draft to:
1. be released for the next phase of community engagement; and
2. note that a final summary of engagement and master plan will be presented for Council
consideration.
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
REPORT
Council budgeted for the preparation of a Noosa Botanic Gardens Masterplan in the 2023/24
Financial Year, building on the 2017 Noosa Botanic Gardens Masterplan Stage 1: Vision document.
The key purpose of the Masterplan is to engage with the community to develop a shared long-term
plan for upgrades and improvements over the next 25 years, ensuring the gardens’ botanical legacy
and ongoing value to the local and broader community.
In late 2023, Consultants, O2LA, were appointed to initiate this process, assist with the consultation
and drafting of the plan in collaboration with community and Council stakeholders. The planning was
designed to take place over two phases: Phase 1 Visioning and Ideas Gathering, and Phase 2 Draft
Masterplan.
The draft vision determined for the gardens in collaboration with stakeholders is “to cultivate a vibrant
botanical garden that reflects the community’s values - working with nature, now and for the future”.
Existing Conditions
The Noosa Botanic Gardens on the shores of Lake MacDonald is a valuable amenity space for
residents and visitors that has an increasing valuable botanical collection in a stunning waterside
setting. It is increasing recognised for its value for both Cooroy and Noosa residents. Its evolution
to date has been largely incidental originally evolving from a community led initiative. There is
significant opportunity to improve the setting and recognition of the botanical collection, as well as
improve visitor facilities to make the space more accessible and comfortable for all. In addition, aging
infrastructure and substandard pathways require investment to rectify established defects.
ENGAGEMENT FOR THE DRAFT NOOSA BOTANIC MASTERPLAN
The preparation of the Masterplan has been informed by an External Stakeholder Reference Group,
an internal working group of Council staff, as well as Phase 1 community engagement program. In
addition targeted engagement has occurred with First Nations representatives from the Kabi Kabi
Peoples Aboriginal Corporation.
External Stakeholder Refence Group
To guide the delivery of the Master Plan process, Council appointed a voluntary community
stakeholder reference group in a voluntary capacity including Friends of the Gardens representatives
and various local and regional community groups and associations The purpose of the group is to
provide advice and strategic direction for the development of the Master Plan as it evolved.
Members of the group has included representatives from:
• Councillors - Cr Finzel (Chair), Cr Phillips, Cr Lorentson
• Friends of Noosa Botanic Gardens
• SEQ Water
• Noosa Hinterland Residents Association
• Cooroy Area Residents Association
• Cooroy Future Group (Cooroy Butter Factory)
• Outdoor Queensland
• Tourism Noosa
The Cooroy Chamber of Commerce was also invited to participated but declined from attending due
to other priorities but expressed an interest in being kept up to date as the plan evolved.
Formed in March 2024, initial one on one meetings with members were held to assist consultants
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
understanding of stakeholder’s interests. Four formal meetings have been held in June, July,
November in 2024 and April 2025. An additional meeting has held with representatives from the
Friends of the Gardens in June 2025 to discuss and resolve specific considerations.
A further meeting with the group will be scheduled following forthcoming community engagement to
broadly consider feedback and next steps prior to further consideration by Council.
Internal Stakeholders
An internal stakeholder reference group was formed of Council staff with meetings scheduled in
March 2024, November 2024 and May 2025.
Cultural Engagement
Onsite meeting and visit was conducted with representatives of the Kabi Kabi Peoples Aboriginal
Corporation in September which has also lead enhancements to the Draft Master Plan.
Community engagement
Public engagement for Phase 1 predominantly took place in September 2024, with the aim of
understanding the collective vision, values, aspirations, and ideas of the local community to inform
the draft Master Plan.
Additional, early stakeholder engagement was also conducted, with key stakeholder including
members of the Stakeholder Reference Group. This included both 1:1 conversations and
workshops.
How we engaged
• Key community stakeholders 1 on 1 interviews -15
• Noosa Heads Tourist Info Centre walk through.
• Your Say Noosa survey.
• Email submissions to [email protected].
• Two community pop-ups in the Gardens on the 1 and 7 September 2024, leveraging off the
Guided and Shade Garden walks, Music in the Gardens and Plant Sale.
How we communicated
• “Stakeholder Engagement Pack” consisting of postcards and poster distributed to SRG
members for promotion to networks.
• Displays at Noosaville and Cooroy Library.
• Posters at Aquatic and Recreation Centre.
• Promotion of pop-ups, Friends events and opportunity to engage via Council’s social media
channels, E-News, Your Say subscriber database and print media (Cooroy Rag, Noosa
Today),
• Media Release and the Council website
How we went
• A total of 101 people completed the online survey of which 88 identified themselves as Noosa
Shire Council ratepayers.
• The main demographic of survey were Noosa Shire residents aged 55+, with community
group members, business owners, workers and visitors also participating.
• Hundreds of submissions were recorded at the pop ups and 1 on 1 interviews.
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
What we heard
The following graphic summarises key community feedback from this process:
OUTCOMES
The Masterplan serves as a guiding document, addressing key design consideration informed by
community engagement to set a framework for both operational decisions, as well as priority for
future capital investment in the event that funds are gained through Council budget allocations or
grant funding. The timeframe for implementation of plan is 25 years, and this long term time frame
has been consistently articulated to stakeholders.
Any subsequent detailed design planning for works will also be subject to ongoing community and
stakeholder engagement, strategically informed by the Masterplan. Adaptive, flexible and responsive
design over that period in the implementation of the masterplan, will help the gardens and its
community to respond to its changing needs.
In terms of immediate operational decisions, the Decision Making matrix contained within the plan
will support current and future site managers and caretakers in setting operational priorities and
establishing timelines for the design and implementation of projects. The matrix also provides
transparency to key stakeholders such as the Friends of the Noosa Botanic Gardens about their
opportunity for involvement in operational decisions.
KEY DESIGN CONSIDERATIONS
The draft Masterplan is included as an attachment to the Report. Key inclusions in the plan are listed
below;
Activity Zones and Functional Arrangement
The following zones are connected by the accessible Garden and Rainforest promenades.
• Arrivals Zone
• Friends of Noosa Botanic Gardens Zone
• The Green
• Botanic Playground
• Lower Lakeside
• Rainforest Zone
• Paths - intuitive, accessible
• Garden Promenade - between 3m to 4m wide (some routes require occasional service
vehicle access)
• Rainforest Promenade - 2-3m wide
• Secondary paths minimum 1 .5m wide
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
Visitor Support Facilities
Key to the value proposition for the gardens is improved visitor support facilities to better enjoy and
appreciate the Botanic Gardens:
• Creation of arrivals zone with an improved visitor entry experience including an appropriately
scaled community facility/kiosk/shelter and amenities, supplemented by the adjacent Friends
of the Noosa Botanic Gardens Zone
• Provision of a wide accessible ‘Garden promenade’ throughout the northern portion of the
gardens
• Provision of a wide accessible ‘Rainforest promenades’ throughout the southern portion of
the gardens
• Relocation of the Council depot and Friends Nursery from valuable elevated space better
served for park visitors
• Refurbishment of the existing Amphitheatre
• Integration of the Northern Parklands (Lake MacDonald Park) with the existing Botanical
Gardens to ensure a seamless parkland experiences
• Development of a Children’s Botanic Playground and leaning zone to diversify visitor
demography and instil intergenerational interest in the gardens
• Creation of a more sunny, open spaces to diversity plant collections and provide areas for
picnicking and informal recreational activities
• Development and consolidation of a climate relief zone along the waters edge to provide
valuable shade in waterside setting during heatwaves
• Upgraded security and lighting systems
• Modest Expansion of carparking facilities, incorporating both formal and nature based
options.
Legibility and Accessibility
A comprehensive approach for the upgrade of pathways is proposed to foster a cohesive, user-
friendly environment that prioritises ease of navigation, safety and accessibility for all visitors:
• Major universally accessible pathways - wide pathways, creating intuitive and comfortable
pedestrian journeys through the site.
• Legibility - enhancing how users perceive and navigate the site to ensure a comfortable and
intuitive user experience
• Accessibility - expanding accessible pathways to future-proof the gardens, making them
usable for a broader range of visitors
• appropriately spaced and placed benches, walkways, ramps and handrails will be an
important component of any upgraded or newly designed zones.
Botanical Collection
The original impetus of the preservation of this open space was the community led creation of a
botanic gardens and this is a fundamental premise of the draft Masterplan
• Preservation of Significant species and collections through protecting, maintaining and
organising important plant species and collections
• Revitalisation and consolidation of the Botanical collection by enhancing the health and
diversity of the collection through careful consolidation and management
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
• Enhancing existing themed garden walks and creating new, engaging and educational
garden walks that highlight specific themes and plant groupings.
Cultural and Heritage Considerations
This land holds deep cultural and spiritual significance for Traditional Custodians the Kabi Kabi
people and they have graciously shared thoughts and ideas that have been embraced in the draft
Masterplan.
The site has also served as the Noosa Botanic Gardens for almost 40 years and is highly valued by
the broader Noosa community, particularly those in and around Cooroy. The masterplan aims to
create landscapes, gardens, spaces and facilities that can support cultural events, ceremonies, and
gatherings and encourage storytelling, cultural exchange, and education.
Activation Plan
Critical to the success of the gardens is its attraction appeal to visitors – both residents and tourists.
The draft Masterplan includes an activation program of site appropriate live entertainment, guide
walks and workshops to encourage visitation and longer stays.
PHASE 2 ENGAGEMENT PROGRAM
Following the successful Phase 1 Engagement Program, a subsequent engagement program has
been devised for the draft Masterplan. This program builds of the dynamics of the local community
and appropriate to the scale and nature of the gardens.
• 2 Pop ups in the gardens – leveraging organised events
• Online survey
• Post cards, posters
• Youth, Senior and family engagement
• Social Media Posts
• Local Newspaper
• Email promotion Radio advertising
• Face to face engagement including presentations to key stakeholder groups such as the
broader Friends, Cooroy Chamber of Commerce, Cooroy Future Group, etc
• Final Stakeholder Reference Group Meeting
Link to Corporate Plan
Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
2.2 Fund and deliver accessible and improved, parks, open spaces, walking and cycle paths and
trails, including greening our paths and cycleways to meet contemporary needs.
2.3 Nurture arts and culture to enrich the identity and vibrancy of communities, highlight local talent,
celebrate First Nations culture and encourage creative participation and expression.
2.5 Ensure community facilities and services are inclusive, accessible and meet the evolving needs.
2.6 Facilitate strong, vibrant, inclusive communities where people have a sense of belonging and
Page 30 of 117
Page 31
SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
are active participants in a rich community life.
2.7 Fund and deliver sustainable assets and facilities and associated services responding to the
changing needs of the community and the challenges and opportunities of the future.
2.8 Provide opportunities to enhance the health, wellbeing and safety of our communities
Previous Council Consideration
Ordinary Meeting, 18 April 2024
Item 9.2 Noosa Botanic Gardens Master Plan Stakeholder Reference Group
Council Resolution
That Council note the report by the Acting Director Infrastructure Services to the Ordinary Meeting
dated 18 April 2024 regarding the establishment of the Noosa Botanic Gardens Master Plan
Stakeholder Reference Group and
A. Note the Terms of Reference provided at Attachment 1; and
B. Appoint Cr Phillips as Chair, and Crs Lorentson and Finzel to the Noosa Botanic Gardens Master
Plan Stakeholder Reference Group.
Finance
The draft Masterplan project has been funded as an operational initiative. The Phase 2 engagement
program will be delivered using in house resources
Implementation of the Masterplan will be dependent upon future funding allocations, but will be used
as a key platform to attract grant funding.
Risk & Opportunities
The draft Masterplan addresses a key risk / opportunity in regard to having a clear direction for the
ongoing maintenance and new infrastructure in the Botanic Garden that aligns to both organisational
and community needs and desires.
The draft Masterplan provides a key opportunity for external and grant funding to support site
improvements to reduce financial risk.
The proposed community engagement program ensures community appreciation and alignment in
the future direction of the gardens implemented by Council.
the draft Masterplan also provides increased opportunity for community visitation and enjoyment of
the Noosa Botanic Gardens, and low-key opportunities for business and entertainment appropriate
to setting.
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.
Page 31 of 117
Page 32
SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
Consultation
External Consultation - Community & Stakeholder
As outlined in previous sections of the report.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
x Mayor & Councillors Director Director
x Chief Executive Officer Community Development x Financial Services
Executive Officers x Sport & Active Lifestyles Fleet
x Community Engagement x 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
x Strategy & Sustainability Development Assessment x Infrastructure Planning, Design
and Delivery
x Economic Development & Local Laws x Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing x Building & Facilities
x Property / Permits Disaster Management
x
Page 32 of 117
Page 33
ATTACHMENT 1
NOOSA BOTANIC GARDENS
MASTERPLAN
DESIGN REPORT
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Contents
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Client Introduction
Noosa Council Vision. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
Project Address Background. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
Lake MacDonald Dr, Design Process. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
Cooroy, QLD 4563 Masterplanning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
Key Design Considerations
Contact
Botanic Collection. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 03
O2 Landscape Architecture
Activity Zones and Functional Arrangement . . . . . . . . . . . . . . . . . . . . 03
(07) 3831 0681
Accessibility. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 03
Document Number Infrastructure ‘Future Proofing’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 03
ra
683 SD_LR002_C
Date: 26/08/2025
Plans
Legibility and Wayfinding. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 03
Cultural and Heritage Considerations . . . . . . . . . . . . . . . . . . . . . . . . . 03
Illustrative Landscape Masterplan. . . . . . . . . . . . . . . . . . . . . . . . . . . . 04
Detail Plan Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 05
Proposed Refurbishments and Existing Features . . . . . . . . . . . . . . . 06
Masterplan Detail 1 - Arrival Zone. . . . . . . . . . . . . . . . . . . . . . . . . . . . 07
Exemplar Imagery - Arrival Zone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 08
Masterplan Detail 2 - The ‘Green’ . . . . . . . . . . . . . . . . . . . . . . . . . . . . 09
Exemplar Imagery - The ‘Green’. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Appendix A
Activation Zones and Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Activation Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Appendix B
Decision Making Matrix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Appendix C
Small Business Case Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Appendix D
Stakeholder Engagement Summary. . . . . . . . . . . . . . . . . . . . . . . . . . . 15
D
Kabi Kabi Stakeholder Engagement Summary. . . . . . . . . . . . . . . . . . 17
Appendix E
Garden Walks & Themes Map Overlaid With Proposed Masterplan
Linework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Appendix F
Existing Site Plan (in red) overlaid on Proposed Masterplan and
Rationale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
Appendix G
Noosa Council Access & Facilities Map . . . . . . . . . . . . . . . . . . . . . . . . 20
NOOSA BOTANIC GARDENS
MASTERPLAN
01 Page 34 of 117
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Zones and Activities 11
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Small Busin ase Study 14
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Stakeholder Engagement Summary 15
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Garden Walks & Themes Map Overlaid With Proposed Masterplan
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Existing Site Plan (in red) overlaid on Proposed Masterplan and
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Noosa Council Access & Facilities Map 20
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Introduction
Vision
“To cultivate a vibrant Botanical Garden that reflects the community’s values
- Working with Nature, Now and for the Future”
Objectives
The Key Objectives for the future of the Noosa Botanic Gardens are outlined below:
Be stewards of the Botanical Recognise the existing Provide high quality open Improve legibility and wayfinding
CHAMPION Collection through respecting, WORK WITH atmosphere of the gardens, WELL space amongst the Botanical INTUITIVE across the gardens, ensuring easily
STEWARDSHIP enhancing, protecting, educating NATURE embracing the Noosa ‘Working DESIGNED collections while accommodating LEGIBILITY understood connections betweem
and promoting the legacy of the with Nature’ mindset. ‘fit for purpose’ operational key areas of the gardens.
existing and future Collection and requirements.
opportunities for demonstration
gardens.
Promote Accessibility (Universal CULTURAL & Enable opportunities for cultural Increase commercial activation, CLIMATE Offset climate change through
Access) opportunities to key zones & historical connections through ACTIVATED encourage longer stays and good design, environmental
ft
ACCESSIBILITY HISTORICAL CHANGE
of the gardens. CONNECTION education, interpretation, SPACES promote organised activities. ADAPTABILITY actions and climate relief as
immersive experiences and well as promoting education
storeytelling. opportunities within the gardens.
Background
Building on the 2017 Noosa Botanic Gardens Masterplan Stage 1:
Vision document, Noosa Council engaged with the community to
develop a long-term plan for upgrades and improvements over the
next 25 years, ensuring the gardens’ botanical legacy and ongoing
value to the community.
In late 2023, consultants were appointed to initiate this
ra
process. A reference group was then established, including
Friends of the Gardens representatives and various local and
regional community groups and associations. Additionally, an
internal stakeholder reference group was formed, consisting of
Councillors and Council staff.
The Masterplan design response corresponds with the Noosa
Design Principles and the extensive stakeholder engagement
process that was undertaken.
The 2017 Vision was reviewed to reflect evolving community views,
the impact of climate change and the growing desire of residents
and tourists for more inland nature-based experiences. As a
result of extensive community consultation the 2025 Vision and
Objectives were developed.
Design Process
This Landscape Masterplan serves as a guiding document,
addressing key design consideration informed by community
engagement.
Following its endorsement, significant projects will progress
through the conceptual and detailed design phases, aligning
with available funding and Noosa Council’s established
D
processes.
Masterplanning Process
Masterplanning is the process of creating a vision for the
future.
The Vision and Goals of the Masterplan are intended to be
realised over a 25 year timeframe. Adaptive, flexible and
responsive design over that period in the implementation of the
masterplan, will help the gardens and its community to respond
to its changing needs.
The Decision Making matrix will support current and future
site managers and caretakers in setting funding priorities and
establishing timelines for the design and implementation of
projects.
Urgent works will be prioritised, while larger projects will be
carried out over an extended period.
CONCEPT
DESIGN FOR DETAIL DESIGN
COUNCIL AQUIRE
MASTERPLAN FOR FUNDED CONSTRUCTION
ENDORSEMENT FUNDING FUNDED
PROJECT PROJECT
STAKEHOLDER STAKEHOLDER STAKEHOLDER
ENGAGEMENT ENGAGEMENT ENGAGEMENT
NOOSA BOTANIC GARDENS
MASTERPLAN
02 Page 35 of 117
Page 36
Key Design Considerations
Botanic Collection Legibility and Wayfinding
Preservation, revitalisation and upgrade of the garden’s natural and botanical heritage is a key The gardens will feature a thoughtfully designed arrivals area that creates a welcoming and
priority. The masterplan focuses on: intuitive environment for all visitors. The layout will prioritise seamless orientation for both
1. Preservation of Significant species and collections through protecting, maintaining and pedestrians and vehicles whilst showcasing views of Lake MacDonald and providing essential
organising important plant species and collections visitor amenity. Key features will include:
2. Revitalisation and consolidation of the Botanical collection by enhancing the health and 1. Multiple new Nodes will be developed as well as enhancing existing nodes including:
diversity of the collection through careful consolidation and management • Arrivals node. This node will immediately be recognised as a the ‘hub’ of the gardens. It
3. Enhancing existing themed garden walks and creating new, engaging and educational will include open views to the lake, gathering spots, a community facility and amenities.
garden walks that highlight specific themes and plant groupings. This highly valued items in the landscape will ensure visitors acknowledge it intuitively as
All proposed works around the existing collection will be a matter of detailed design. Detailed a focal point.
design will include the survey of existing collections and key species, discussion with Council • Entertainment zone with the Amphitheatre at its heart
and the Friends to establish plants to be retained and collections to be consolidated or • The Green with multiple low-key outdoor recreation options
otherwise. In general, paths will wind through the existing collection wherever possible.
• Lakeside Promenade and terraces;
Modifications to the existing garden layout are guided by two key design principles:
• Rainforest collections;
4. Legibility - enhancing how users perceive and navigate the site to ensure a comfortable and
intuitive user experience • Lower Lakeside collections and parklands; and
5. Accessibility - expanding accessible pathways to future-proof the gardens, making them • Lily Pond Amphitheatre
usable for a broader range of visitors 2. Landmarks are and are an important factor in ensuring legibility at the gardens. These
include the:
Activity Zones and Functional Arrangement • Community facility
ft
The following zones are connected by the accessible Garden and Rainforest promenades. • Friends of Noosa Botanic Gardens zone
1. Arrivals Zone • Existing Hoop Pine on ‘The Green’
2. Friends of Noosa Botanic Gardens Zone • The existing, rejuvenated Amphitheatre.
3. The Green 3. Wayfinding elements including landscaping, markers, open views, widths of paths and roads
4. Botanic Playground and strategic signage and lighting will naturally direct visitors through the zones and nodes.
5. The Depot 4. Defined entry and exit points for vehicles and pedestrians provide important ‘edge’
6. Lower Lakeside information for users. This includes the development of:
7. Rainforest Zone • Northern Vehicle Entry Roundabout to enable a well structured vehicular flow system. It
will:
Paths - intuitive, accessible
• Enable smooth and efficient traffic flow upon entry
8. Garden Promenade - between 3-4 wide
9. Rainforest Promenade - 2-3m wide • Maintain safety
10. Secondary paths minimum 1.5m wide • Reduce congestion on Lake MacDonald Road
ra
Accessibility
A comprehensive approach across the gardens with any new work will include the upgrade of
infrastructure to foster a cohesive, user-friend environment that prioritises ease of navigation,
• Southern Vehicle Exit to provide a straightforward and direct exit route.
• One-Way internal road ensuring organised and consistent traffic movement lowering the
risk of vehicular conflicts.
Throughout the remainder of the gardens, paths will be upgraded to ensure that pedestrian
safety and accessibility for all visitors: The masterplan focuses on: movement is intuitive and practical including:
1. Major universally accessible pathways - wide pathways, creating intuitive and comfortable 5. New and upgraded Paths
pedestrian journeys through the site. • A maximum 4m wide Garden Promenade path that is visually different to other paths, for
2. Infrastructure - a number of new items are planned for the gardens including a Community example may have botanical markings and/or significant narrative stories embedded, will
Facility and Universally accessible amenities block in the arrivals zone. In addition, be the primary accessible route that takes all visitors through the northern side of the
appropriately spaced and placed benches, walkways, ramps and handrails will be an gardens.
important component of any upgraded or newly designed zones.
• A 3m wide promenade path with similar, but different markings will be part of the
Southern gardens ensuring access for all through the Rainforest collection.
Infrastructure ‘Future Proofing’
To ensure the gardens are resilient to future growth and are climate change adaptable the Cultural and Heritage Considerations
following major initiatives are proposed:
The Traditional Custodians of the Botanic Gardens are the Kabi Kabi people. This land holds
1. Creation of a Community Facility/kiosk/shelter at the arrivals zone, including a new deep cultural and spiritual significance for them. The site has also served as the Noosa Botanic
Amenities block Gardens for almost 40 years and is highly valued by the broader Noosa community, particularly
2. Development of a major maximum 4m wide accessible ‘Garden promenade’ throughout the those in and around Cooroy. The masterplan aims to create landscapes, gardens, spaces
Northern portion of the gardens and facilities that can support cultural events, ceremonies, and gatherings and encourage
3. Development of a number of 3m wide accessible ‘Rainforest promenades’ throughout the storytelling, cultural exchange, and education.
Southern portion of the gardens
The site’s historical significance as a Botanic Garden is important to the community. Many of
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4. Relocation of the Council depot and Friends Nursery the existing plantings include rare or threatened species, original collections, or specimens
5. Upgraded security and lighting systems donated by individuals who have played a key role in the Garden’s development.
6. Expansion of carparking facilities, incorporating both formal and nature based options 1. The Hoop Pine, planted in 1935 by the Powell family, is listed on the National Trust register
7. Refurbishment of the existing Amphitheatre of Significant Trees and as such holds immense value to visitors and managers of the
8. Integration of the Northern Parklands with the existing Botanical Gardens gardens. There are many other species whose value is significant.
9. Creation of a more sunny, open spaces to diversity plant collections and provide areas for 2. Any potential removal of tree species will carefully consider their historical, botanical, and
picnicking and recreational activities cultural significance and be done in consultation with appropriate stakeholders
10. Development and consolidation of a climate relief zone along the waters edge
11. Development of a Children’s Botanic Playground and Leaning zone
NOOSA BOTANIC GARDENS
MASTERPLAN
03 Page 36 of 117
Page 37
Plans Illustrative Landscape Masterplan
LAKE MACDONALD
ARRIVAL ZONE
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DARY
AMPHITHEATRE
TY BOUN
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PROPER
THE GREEN
FISH
POND
D
LILY
PR
POND
OP
ERT
YB
LA K
OU
EM
N
LAKE MACDONALD
DAR
ACD
Y
ON
AL
DD
RIV
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PROPER
TY BOU
NDARY
1:1000 - A1 0 5 10 20 50 75m
NOOSA BOTANIC GARDENS
MASTERPLAN
04 Page 37 of 117
Page 38
Plans Detail Plan Views
Key Design Moves
Key Plan
VIEW 1 - ARRIVALS ZONE
Creation of a legible arrivals experience including:
A generously sized area of both soft and hard
landscaping including a Community Facility/Kiosk/
Shelter with accessible amenities, gathering spaces for
View 1 large and small groups and an entry lawn
1. Creation of a Friends of NBG Multi-use Zone. This
LAKE MACDONALD area will be a focus in the arrivals zone for botanical
education, sharing and storage of specimens.
View 3 2. Amalgamation of Northern Parklands with the
View 2
current Botanical Gardens creating a generous lawn
connected to the arrivals platform
3. Re-alignment of the Boat ramp road to improve
pedestrian safety
4. A maximum 4m wide accessible ‘Garden promenade’
5. Development and consolidation of a climate relief
ARRIVAL ZONE
zone along the waters edge through the creation of
ft
terraces below the arrival gathering platform facing
the Lake, pockets of lawn, decks and boardwalks
6. Rejuvenated Amphitheatre including additional
shade, terraforming of embankment to create
accessible terraces and an accessible path to the top
of the Amphitheatre
VIEW 2 - THE GREEN
1. Creation of an open, sunny ‘Green’ space
incorporating some existing trees and thinning
ARY
AMPHITHEATRE understorey to promote views to the Lake
Y BOUND
2. Multiple opportunities for picnicking on lawn and
under accessible shelters
3. Additional carparking
ra 4. Rainforest Pavillion
PROPERT
LOWER LAKESIDE 5. Creation of a Botanic Playground adjacent to the
lawn and picnic facilities.
THE GREEN
VIEW 3 - LOWER LAKESIDE
1. Multiple opportunities for picnicking on lawn and
under accessible shelters
2. Broadened pathways and gathering zones to
facilitate weddings/other significant ceremonies
3. Reduction of pathways creating opportunities for
botanical collection consolidation and strengthening
4. Creation of a formal accessible path around the Fish
pond including a viewing deck
5. Creation of a ‘hidden’ bird hide tucked into the
lakeside vegetation
FISH
POND
KEY
D
North of Maintenance Access Road.
Vegetation character is a mix of sub-
tropical, natives and exotics with some
open woodland in the far north.
LILY
POND South of Maintenance Access Road.
PR
Vegetation character is predominantly
OP
rainforest with some dry sclerophyll
ERT
patches in the south-east.
YB
LA K
OU
Open Lawn zones with scattered shade
EM
N
trees
LAKE MACDONALD
DAR
ACD
Y
ON
AL
DD
RIV
E
PROPER
TY BOUN
DARY
1:1000 - A1 0 5 10 20 50 75m
NOOSA BOTANIC GARDENS
MASTERPLAN
05 Page 38 of 117
Page 39
Plans Proposed Refurbishments and Existing Features
Legend
NOTE: Red circles denote
Existing Features
A Green circles denote
Proposed Refurbishments
Lakeside Picnic Lawn -
A Soft Boat Launch Road 1 Pineapple Palm Lawn
Main Vehicular Entry (including
LAKE MACDONALD B Roundabout)
2 Lawn
C C Lakeside Garden Promenade 3 Wedding Room
D Re-Aligned Boat Ramp Road 4 Wedding Pavilion
E Northern Carpark 5 Poinciana Lawn
D F Drop Off and Arrival Node 6 Fish Pond Walk (Accessible)
B H Community Facility & 7 Shade House
ft
G Amenities
Terraces - planted & natural 8 Fish Pond
H seating
H I
E G 9 Rainforest Promenade
I The ‘Little Green’
F 17 Accessible Connection To
10
25 J Carpark South
Y I K
Friends Of Noosa Botanic 11 Accessible Loop
Garden Zone
17 12 Amphitheatre
Accessible Path To
L Amphitheatre
C 13 Grass Terraced Lawn
M Boardwalk
K K 14 Bridal Walk
12 N ‘The Green’ Carpark
ARY
J
ra M 15
Noosa Council Depot
Y BOUND
X O ‘The Green’ Storage
L H
Noosa Council Depot Bulk
16
P Hoop Pine Materials
Y T Small decks off Garden
PROPERT
17
S Q Botanic Playground Promenade
Z 18 Paved Circle
O R C R Amenities Block (accessible)
N 1
S Accessible Terraces & Path 19 Rainforest
P I X C
18 T Bird Hide 20 Tall Palm Grove
Q
3 21 Lily Pond
U Southern Carpark
X 2 22 Lake Inlet
U 23 V Vehicular Exit
4 Maintenance Access Route
W C W Rainforest Pavillion 23 & Pedestrian circuit
25 EXIST
. OVE
RHEA 5 X Hillside Garden Promenade Community Cultural
V D PO 7 24 Reflection Zone
10 WER Botanic Gardens Drive (One-way
X Y
6
vehicle access circuit) 25 Existing Shelter
8 Z Terraces - natural seating
20
D
13
19 10
9 24
12 11
21
LA K
EM
PR
13
OP
KEY
ACD
22
ERTY B
10 9
ON
LAKE MACDONALD North of Maintenance Access Route.
OU
Vegetation character is a mix of sub-tropical, natives
AL D
14
ND
and exotics with some open woodland in the far north.
19
ARY
DR
South of Maintenance Access Route.
IVE
Vegetation character is predominantly rainforest with
some dry sclerophyll patches in the south-east.
9
15
PROPER 16 Open Lawn zones with scattered shade trees
TY BOUN 15
DARY
1:1000 - A1 0 5 10 20 50 75m
NOOSA BOTANIC GARDENS
MASTERPLAN
06 Page 39 of 117
Page 40
Plans Masterplan Detail 1 - Arrival Zone
LAKESIDE GARDEN
PROMENADE
RE-ALIGNED
ROAD TO BOAT LAKE EDGE
SHARED ZONE
RAMP
LAKE MACDONALD
ROUNDABOUT
ENTRY SIGNAGE &
FEATURE WALLS TERRACED BOAT RAMP
VEHICLE GARDEN
ENTRY BEDS &
NATURAL SHARED ZONE
SEATING
A
STEPS CONNECT UPPER
& LOWER PROMENADES
EG 91
ARRIVAL/
GATHERING SPILL OUT
ZONE LAWN EG 94
LAKE EDGE
CARPARK LAKESIDE
(STAFF & LAKESIDE VIEWING/SEATING
DECK
PWD) TERRACES SEATING - CLIMATE
COMMUNITY
RELIEF ZONE
FACILITY &
LAKE MACDONALD DRIVE
AMENITIES TERRACED
GARDEN
PR
OP
DROP BEDS &
RTE
OFF ZONE NATURAL
YB
SEATING
OU
ft
A
ND
AR
Y
EG 104
EG 91
LAKESIDE GARDEN
PROMENADE
BOTANIC GARDENS
SHELTER
DRIVE (INTERNAL
ONE-WAY ROUTE ENTRY LAWN
ARRIVAL/
EG 103
GATHERING
RAISED ROAD ZONE
THRESHOLD
ra
TREATMENT FOR
PEDESTRIAN
PRIORITY
SPILL OUT ZONE
FOR FONBG
EG 97
EG 101
PUBLIC BUS STOP FRIENDS OF NOOSA
& ACCESSIBLE BOTANIC GARDEN ‘HOUSE’
PATH TO ARRIVAL
DARY
ZONE EG 98
EG 89
EG 100
TY BOUN
INFORMAL AVENUE OF
LOCAL TREE SPECIES
PROPER
HILLSIDE GARDEN AMPHITHEATRE
EG 91
PROMENADE
EXISTING EG87
FRIENDS OF NOOSA ACCESSIBLE PATH
CARPARKS
BOTANIC GARDEN ZONE CONNECTION TO
INC. SHADE HOUSES AMPHITHEATRE
D
NOTE: EG 63 = EXISTING GARDEN BED NO. 63
1:250 - A1
0 1 2.5 5 10 15m
CLIMATE RELIEF ZONE
ARRIVAL GARDEN BED LAKESIDE GARDEN
GARDENS & WITH SIGNATURE PROMENADE
SIGNAGE SPECIES LAKESIDE
LAKE CARPARK ARRIVAL ZONE INC. COMMUNITY VIEWING STEPS
MACDONALD (STAFF & ROAD & FACILITY, VISITOR CENTRE, & PLANTED SPILL OUT
DRIVE PWD) DROP OFF LAKESIDE DECK & AMENITIES TERRACES LAWN LAKE MACDONALD
PROPERTY BOUNDARY
PROPERTY BOUNDARY
INDICATIVE SECTION AA
N.T.S
NOOSA BOTANIC GARDENS
MASTERPLAN
07 Page 40 of 117
Page 41
Exemplar Imagery - Arrival Zone
Community Facility - Shelters - Information Hub - Amenities - Gathering Opportunities
ft
ra
Friends of Noosa Botanic Garden Zone
D
Materials and Landscape Intent
NOOSA BOTANIC GARDENS
MASTERPLAN
08 Page 41 of 117
Page 42
Plans Masterplan Detail 2 - The ‘Green’
EG 86
D DRIVE
PATH CONNECTION
FROM UPPER ZONES
Y
TO ARRIVAL ZONE
OUNDAR
CDONAL
APPROX. 100M
TY B
EG 80
PROPER
LAKE MA
EG 91
BOTANIC GARDENS
DRIVE (INTERNAL
ONE-WAY ROUTE SHELTER EG 84 EG 79
KICKABOUT SPACE
HILLSIDE GARDEN
CARPARK PROMENADE
B
‘THE GREEN’ ‘THE LITTLE
GREEN’ EG 74
PATH CONNECTION
EXISTING HOOP PINE SHELTER TO AMENITIES
PROTECTED BY FENCE
AND GARDEN BEDS
ft
BOTANIC EG 72
PLAYGROUND
PATHWAY
E69,75,76,
D DRIVE
CONNECTION
77,79
EG 91
CDONAL
PEDESTRIAN CIRCUIT B
ACCESSIBLE
MAINTENANCE VEHICLE
PATH TO
ACCESS ROUTE EG 70
LAKE MA
LOWER
HILLSIDE GARDEN
LEVEL
PROMENADE
EXIST
ra SOUTHERN
CARPARK
. OVE
RHEA
D PO
WER EG 69
RAINFOREST
PAVILLION
EG 68
SHARED ZONE
EG 22 EG 64
EXISTING SHELTER
PATHWAY MAINTENANCE
CONNECTION VEHICLE
EXISTING WATER
ACCESS ROUTE
VEHICLE FOUNTAIN
EXIT
RAINFOREST
GARDEN EG 22
PROMENADE
D
NOTE: EG 63 = EXISTING GARDEN BED NO. 63 1:250 - A1
0 1 2.5 5 10 15m
CARPARKING
BOTANIC GARDENS DRIVE ACCESSIBLE PATH ACCESSIBLE PATH HILLSIDE GARDEN
PROMENADE
HOOP PINE
PROTECTION ‘THE LITTLE BOTANICAL PLAY
EXISTING VEGETATION ‘THE GREEN’ ZONE GREEN’ AMONGST THE EXISTING TREES
PROPERTY BOUNDARY
EXISTING
HOOP PINE
EXISTING
PROTECTION
FENCE
INDICATIVE SECTION BB
N.T.S
NOOSA BOTANIC GARDENS
MASTERPLAN
09 Page 42 of 117
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Exemplar Imagery - The ‘Green’
Open Green Space with trees on the perimeter and accessible paths
ft
Botanic Playground and Learning zone
ra
D
Rainforest Pavillion, Picnic Facilities and Gathering Spaces
NOOSA BOTANIC GARDENS
MASTERPLAN
10 Page 43 of 117
Page 44
Appendix A
Activation Zones and Activities
PROPERTY BOUNDARY
Northern Parklands
Focus on low key activities taking advantage of the close
proximity to Lake MacDonald. Activities may include:
• Soft boat launch inc. canoeing and kyaking
• Soft boat rental pontoon
• Promenade pathways
• Picnic Facilities
• Sloping Lawns
Entrance Zone Lakeside Terraces
Focus on legibility and accessibility for the sites Focus on views to Lake MacDonald and climate relief.
new entrance including: Activities may include:
• Roundabout entry, traffic calming • Steps and accessible path to the Arrivals Zone
• Signage incorporated into the landscape • Taking in views of the Lake LAKE MACDONALD
• Drop off zone • Enjoying cooling breezes
• Parking inc. Accessibility and Staff • Outdoor classroom activities/learning
• Accessible pedestrian entry from the Public • Botanic specimen display beds in terraces
Bus stop
ft
Arrivals Zone Friends of Noosa Botanic Gardens Zone
Focus on pedestrian legibility and accessibility Focus on botany, horticulture and plant identification.
and gathering including: Activities may include:
• Outdoor gathering zones for informal • Growing of stock, potting up.
activities and learning opportunities • Plant sales
• Small markets and celebrations • Education activities
ARRIVAL ZONE
• Community events under shelter • Demonstration gardens
• Information hub
Amphitheatre Zone
Focus on views to Lake MacDonald, Performances &
Weddings. Activities may include:
• Theatre
ARY
• Music
• Weddings
Y BOUND
• Contemplation space/views to Water
AMPHITHEATRE
ra The Green
Focus on picnic activities including:
Terraced Natural Seating Zone
PROPERT
• Kickabout space Focus on views to Lake MacDonald with an emphasis Lakeside Picnic & Wedding Zone
on cultural contemplation and bush tucker.
• Picnic Facilities Focus on views to Lake MacDonald, Large gatherings
• Small drop off zone and accessible parking and Weddings. Activities may include:
• Bird Watching in Bird Hide
• Weddings
THE GREEN • Large gathering opportunities
• Picnics on the Lake Lawn
Botanic Play
• Taking in views of the Lake
Focus on botanical & cultural play including:
• Enjoying cooling breezes
• Children’s play and education activities
• Inclusivity , diversity & natural elements Shade House
Focus on speciality and rare botanical specimens.
Activities may include:
Rainforest Pavillion • Education
Focus on: • Storage
• Gatherings
Fish Pond
• Access to the Rainforest and observation
Focus on bird watching and science based activities.
• Envirnonmental learning May include:
• Environmental Education - aquatic, flora, fauna
FISH • Bird watching from bird hide and around quiet
Rainforest POND pond track
D
Focus on deep shade activities including: • Hatchery activities
• Walking paths through deeply shaded Community Cultural Reflection Zone
rainforest
Focus on Kabi Kabi culture including:
• Seating for contemplation and rest
• Celebrating diversity and inclusivity
• Listening to water moving through the forest
• Meeting, gathering, information sharing
• Cultural Education - aquatic, flora, fauna
LA K
PR
LILY Lily Pond Amphitheatre zone
OP
POND Focus on outdoor performances and views of the Lily
EM
ERT
Pond. Activities may include:
ACD
YB
• Over the water stage performances
Music in the Park LAKE MACDONALD
OU
• Water/Light performances on the Pond
Focus on passive recreation activities including:
ON
N
• Seating
DAR
• Music events of 100-200 people
AL
• Accessible paths and picnic facilities
• Food Trucks to support events
Y
DD
• Soft Gathering zones for functions LAKE INLET
RIV
• Kick about space
Focus on picnicking by the watering. Activities say
E
include:
• Seating
Bridal Walk and Lawns • Accessible paths and picnic facilities
Focus on wedding and passive recreation • Quite contemplation
activities including:
COUNCIL DEPOT & STORAGE
• Weddings PROPER
TY BOUN Focus on Council storage facilities including:
• Wedding photography DARY
• Powered/Sewered Depot buildings for staff
• Soft Gathering zones for wedding functions
• Locked storage for chemicals
• Kick about space
• Mulch bins
• Overflow plant stock/nursery
1:1000 - A1 0 5 10 20 50 75m
NOOSA BOTANIC GARDENS
MASTERPLAN
11 Page 44 of 117
Page 45
Appendix A
Activation
Activation Plan Botanic Gardens
Plan - Noosa
Type of Venue Description Size Location Requirements to Enhance / Establish Promotion
Passive
Walking Walking and promenading in the gardens - Throughout gardens Improved pedestrian pathway and wayfinding Improved website
signage. and media
Could be enhanced with organisation of
scheduled walkers group for local residents
Group Gatherings Family and social groups gatherings including picnics, low - Throughout gardens Increased number of park shelters
key parties, social occasions
Nature Self guided nature identification of botany and wildlife - Throughout gardens Improved wayfinding and interpretative signage
Identification including birds
Child Play Childrens playground, and supporting facilities for Medium to Large “Botanical Play” As Improved playground facilities
parents and carers. Play experience linked to botanical indicated on Master Plan
collection. Work sheets, treasure hunts and activities
linked to flora, fauna, culture and history.
ft
Active
New Community Located at arrivals zone to provide welcome experience. Capable of hosting Part of Arrivals Zone Requires detailed design but should complement Improved website
Shelter/ Co-located with Information Hub / Kiosk. 30 -40 people natural characteristics of setting and media
Information Hub
Used for community workshops and activities including
new audience development
Medium size, discrete building, fully enclosed/roofed,
electricity and water.
New Large Group Large Group Shelter with power and water. Various up to 10m x Throughout gardens Requires detailed design but should complement
Shelter/s 8m natural characteristics of setting
Supplement existing small and medium shelters for
general visitor usage
Existing
Guided Tours
ra
Existing Guided tours by the Friends of the Noosa Botanic
Gardens and explore opportunities to include Kabi Kabi
cultural guided tours
Existing Throughout gardens Improved pedestrian pathway and wayfinding
and interpretative signage.
Existing Limited plant sales by community volunteers on specified Existing Part of Friends of Noosa Potential to expand to larger scale nursery under
Community Plant days per year Botanic Gardens Zone community profit mode similar to others on the
nursery Sunshine Coast
Programmed Events
New Signature Program an annual signature event that showcases the Scale is to be Throughout the gardens Requires event funding including co-ordination, Improved website
Event showcasing gardens, its features and its activities for new audience discreet and promotions and staffing and media
Botanic Gardens development. complementary to
the scale of the
New Garden Scheduled program of smaller scale workshops and talks gardens
Capable of hosting In Community Shelter Require resources and funding to program
Education focusing on botanical topics. 30 -40 people education and workshops as part of management
Workshops and Should include children’s workshops linked to botanical model.
Talks play
Will require new community shelter to host
program
Re-establish Scheduled program of small scale music events that are Crowds of 100- 200 Various locations as Require resources and funding to program music
Music in the Park aligned to the peaceful and ambient nature of the people determined by music programming as part of management model.
D
gardens producers
Existing Greek-style amphitheatre (a circular structure with rows Existing Existing location Repairs to change rooms. Improved accessibility
Amphitheatre – of seats) paths. Utility and amenity lighting
Venue Hire
Existing 10 locations are currently made available in the gardens Existing Existing locations Large groups shelter/s to provide undercover
Wedding for potential ceremony hire backup.
Ceremonies Improved photographic opportunities particularly
water backdrop
NOOSA BOTANIC GARDENS
MASTERPLAN
12 Page 45 of 117
Page 46
Appendix B
Decision Making Matrix
Noosa Botanic Gardens - Decision Making Matrix
Activity Categories Priority of completion Timeframes
Safety & Accessibility
Customer Experience
Botanical Collection
Infrastructure
Sustainability
Development
Maintenance
Horticultural
Landscape
Education
Short Medium Long
Amenity
Security
Term Term Term
Items High Medium Low (1-2 yrs) (3-5 yrs) (5+ yrs) Budget
Existing items for repair/improvement
Security Cameras, additional * x x
Major paths that have trip hazards to be temporarily repaired prior to finalisation of the Master Plan x x x
*
Improve current entrance and signage - temporary works to improve the legibility of the entrance for the next few years * * x x
Additional electrical plug in points/solar - facilitate temporary food vendors * x x
Upgrade of Lake Edge for canoe entry point (northern parkland) * x x
Lake interface/stormwater & sediment runoff * x x
Improvements to the dinosaur dig area, needs additional play value * * * x x
Existing trees to be identified for pruning from a horticultural point of view i.e. correct pruning for the specific species * x x
Clearing out of beds that are marked for a particular genus. Replanting with nominated genus species. * x x
Trees to be underprunned to improve views to Lake MacDonald * * * x
Improvements to educational signage * * x x
Improvements to botanical signage * * x x x
New items required/desired/planned for
Security Fence, with lockable vehicle and pedestrian gates to the front boundary and northern boundary * x x
Seating with backs and arm rests to improve accessible seating options * * x x
Existing trees to be identified for pruning from a safety point of view * * x x
Picnic settings that allow for wheelchairs/wheelie walkers to pull up to table * * x x
ft
Lighting to specifically improve safety * x x
Hardworks improvements - paving, large boulders, steps, walls * x x
Internet/qr codes * * x x
Holiday activities/brochures/sheets * * x x
Educational Tours/botanical/science/water * * x x
Green waste/composting * x x
Water/water tanks * x x
Carbon neutral gardens * x x
Solar panels/daisies * x x
Solar panels for electric vehicles/mowers/buggy/small plant/air con. * x x
New or adjusted operational processes
Garden plans - planning for specific improvements to garden beds * * * x x
Decision making criteria prioritisation Priority Mapping
Impact on Activity Category /s
Planned for in the masterplan or included in other Corporate Plans
Security risk improvement
Safety risk improvement
Capital & Resource Cost
ra
Ongoing operation and maintenance costs, whole of life cost
Budget availability & funding opportunity
Capital New or End of life replacement/renewal/deletion
Revenue / Return on investment
Extension of current operational activities
D
683_O2LA_NBG Decision Making Matrix.xlsx Page 1 of 1
NOOSA BOTANIC GARDENS
MASTERPLAN
13 Page 46 of 117
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Appendix C
Small Business
Small Business Case Study
Opportunities at Noosa Botanic Gardens
Cost of Commercial
Type of Venue Description Size Hire Potential Uses Location Process for Approval
Establishment Return
Existing
Community Plant Limited plant sales by community volunteers Existing No Plant propagation and sales. Existing Existing Low return Existing
nursery on specified days per year Could be expanded with location directed to
additional markets stalls / community Any additional stalls will required vendor /
vendors to complement plant volunteers events approval from Council
sales
Wedding 10 locations are currently made available in Existing Yes Ceremonial family occasions Existing Existing Low return. Existing
Ceremony Venues the gardens for potential ceremony hire locations Offset for
https://noosa.bookable.net.au/venues/17/5- Supports destination maintenance
noosa-botanic-gardens experience. costs
Amphitheatre – Greek-style amphitheatre (a circular Existing Yes Live performances. Can be Existing location Existing Low return. Existing
Venue Hire structure with rows of seats) supported by Offset for
maintenance
costs
Proposed in Master Plan
Mobile Vendor Space for food vendors. Could be located on 5mx2m Available Mobile food vendors can set Flexible - In Minimal – use Low return. Existing occasional use supporting scheduled
ft
re-inforced turf or concrete pad. These to up using power and water, hardstand areas existing events. For more enduring use the site is
could be used for scheduled events, support including sufficient (such as infrastructure Offset for zoned Recreation and Open Space. A “Food
advertised as a destination on busier days events surrounding soft space for carparking or maintenance and Drink Outlet” is code assessable MCU in
tables and chairs pavements) costs the zone but is to be less than 10m2, less
near to power then seating for 10 and for light
Supports destination supply refreshments only
experience.
Procurement: Vendors will require selection
by Council through procurement processes
Kiosk Co-located with Community Facilities Small, 5m x 2m Available Serving coffee/small Co-located with Low to Noosa Plan: Site is zoned Recreation and
discrete building, fully enclosed/roofed with to meals/snacks. Information Medium Open Space. A “Food and Drink Outlet” is
electricity and water support Hub at Arrivals return but code assessable MCU in the zone but is to be
Can be fully locked up and opened when events Supports destination Zone anticipated to less than 10m2, less then seating for 10 and
required. experience. increase over for light refreshments only
time with
ra Could be supported by
information hub.
Provides constant onsite
increasing site SEQ Water: structures require Approval
visitation under water supply easement obligations
Procurement: Vendors will require selection
surveillance by Council through procurement processes
Over water canoe Use boat ramp / jetty as a base for non- Existing Available Sailing, canoeing, kayaking. Existing / new Minimal – use Low return. Site is zoned Recreation and Open Space.
hire / tours motorised watercraft that can be base for to boat ramp or existing “Outdoor Sport and Recreation” is code
guided tours, or self hire via a 'pay per hour' support Can be aligned to both jetty infrastructure Offset for assessable MCU in the zone.
system. events watercraft learning skills, as maintenance
well as environmental costs Vendors will require selection by Council
education. Supports through procurement processes
destination experience.
Future Possibilities (outside scope of current Master Plan)
Function Room Medium size, discrete building, fully 20 m x Yes Enclosed and climate As part of Medium – Requires Site is zoned Recreation and Open Space.
enclosed/roofed with HVAC, electricity and 15m controlled function and Arrivals Zone High – hiring at A “Function Facility” is likely to be impact
water, and catering kitchen (approx meeting venue. Could be requires commercial assessment code assessable MCU in the
30-40 integrated with kiosk. detailed rates to zone due to being new building.
people assessment achieve
Supports destination medium Vendors will require selection by Council
experience. return. through procurement processes
Should not be
confused with
D
Community
Meeting
Room which
is a different
profile.
Retail and Unrestricted days plant sales. Can be 30m x Available Supports destination As part of Medium – Low – Site is zoned Recreation and Open Space.
Wholesale Plant community led supported by paid staff 15m to experience. Friends of requires medium “Shop” and “Wholesale Plant Nursery” is
Nursery similar to other community nurseries on the support Noosa Botanic detailed return. impact assessable MCU in the zone.
Sunshine Coast events Gardens Zone assessment Revenue and
Provides constant onsite adjacent to community
surveillance arrivals Zone profit model
requires
detailed
consideration.
Commemorative A wall(s) that allows individuals or groups to 1.2m h x Yes Memorial wall To be Medium – Low return. Requires detailed assessment
wall place plaques for commemorative purposes, varying in determined by requires Payment for
including memorials for individuals,as well as length. Memorial ceremonies Master Plan detailed placement of
venue for ceremonial occasions assessment plaques and
ceremony
hire
Offset for
maintenance
costs
NOOSA BOTANIC GARDENS
MASTERPLAN
14 Page 47 of 117
Page 48
Appendix D
Stakeholder Engagement Summary
Noosa Botanic Gardens Engagement Summary
How we
engaged
ft
Online Tourism 2 x Pop-up 1-on-1
Engagement Noosa event sessions +
101 participants Walkaround engagements submissions
KEY:
Strongly Agree Neutral Disagree Strongly Unsure /
Agree Disagree N/A
ra Primary reasons for visiting
Noosa Botanic Gardens:
Sentiment
for the
MOST
AGREEANCE
I would recommend the Noosa Botanic
Gardens to a tourist visiting the area
35 44 11 8
12
Noosa The botanical plants and trees are varied,
interesting and beautiful 22
To look at the Botanic 20 55 16 6
horticultural displays
and plants Gardens: I am sufficiently informed about the features
and history of the Noosa Botanic Gardens
I enjoy the atmosphere 11 41 22 23 4
There is adequate parking nearby
Exercise 9 42 15 28 34
There are regular and interesting events
To observe the fauna
5 39 29 17 3 8
I walk my pet(s) there
There is suitable artistic presence in the
Noosa Botanic Gardens
2 4 38 23 27 5 8
I have picnics there
There is adequate seating in key
D
scenic locations 1
To attend the
plant markets 10 30 20 35 5
I/my children/
grandchildren or children The accessibility of the Noosa Botanic Gardens
I care for play there is adequate for persons with mobility issues
2 28 35 15 7 14
I watch performances at
the amphitheatre
There is adequate signage
I’m a member of the (wayfinding and educational)
AGREEANCE
‘Friends of the Gardens’
community group 2 27 15 41 8 8
LEAST
0 10 20 30 40 50 60 70 80 There are a suitable number of activities
for children (less than 15 years)
4 12 28 25 7 25
Top 6 1
Increased commercial 2
Enhance art and
offerings, including small kiosk cultural offerings
Improvements:
Interpretive signage
3 4 Improved footpaths
and wayfinding
More public amenities,
5 Increased seating 6
including BBQ areas
noosa.qld.gov.au
NOOSA BOTANIC GARDENS
MASTERPLAN
15 Page 48 of 117
Page 49
Appendix D
Stakeholder Engagement Summary
Project
Promotion
> Postcard
> Poster
> Social Media
> Local Newspaper
ft
> Email Promotion
1:1 Engagement Outcomes
ra
Highlight high quality Improve the overall Provide a bigger
points of difference connectivity to and drawcard for people of
throughout the precinct all ages, and families to
stay in the park
Incorporate and Improve the useability Increase commercial + Explore partnerships
encourage water-based and conditions of the activation offerings to inc local schools and
activity on Lake amphitheatre encourage longer stays community
organisations
D
Employ a Garden Reconfigure the Upgrade toilets Increase active
curator Gardens, particularly transport connections
where amenities
buildings are located
Ensure ongoing Improve entrance and Increased carparking Opportunities for
maintenance of the first impressions of the supply and improved interpretive signage and
Gardens Gardens configurations storytelling
Enhanced arts and Stronger connections Introduce Leverage tourism
culture opportunities in between the Gardens environmental opportunities from
the Gardens and the northern protection controls Noosa and surrounds
recreation area
NOOSA BOTANIC GARDENS
MASTERPLAN
16 Page 49 of 117
Page 50
Appendix D
Kabi Kabi Stakeholder Engagement Summary
Initial consultation with the Kabi Kabi peoples has been undertaken and the following outcomes are
recognised as important to the Kabi Kabi:
1. Creation of a Community Cultural Reflection zone that facilitates:
• Quiet contemplation
• Small group discussions
• A general meeting/gathering space
• Being surrounded by nature
• Inclusivity and Diversity
2. Opportunities for the display of literature, the use of QR codes and/or signage to educate the users of
the gardens with regard to cultural and botanic themes including treasure hunts and opportunity for
cultural guides.
3. Expansion of the Bush Tucker gardens and their education of the users, including a natural terraced
seating zone overlooking the bush tucker gardens and the lake.
Kabi Kabi Reflection Zone Location (no 24. on Masterplan)
ft
ra
D
NOOSA BOTANIC GARDENS
MASTERPLAN
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Appendix E
Garden Walks & Themes Map Overlaid With Proposed Masterplan Linework
ft
ra
D
NOOSA BOTANIC GARDENS
MASTERPLAN
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Appendix F
Existing Site Plan (in red) overlaid on Proposed Masterplan and Rationale
Legend
1 Northern Zone (north of the boat ramp road)
1 Updates may include:
• Amalgamation of the northern parklands with the Botanical Gardens
• Removal of the current internal road
• Re-alignment of the Boat ramp road to improve pedestrian safety
• Additional of maximum 4m wide Lakeside Garden Promenade accessible
pathway
• Additional of soft boat launch & parking
Arrivals Zone (south of the boat ramp road)
2
Updates may include:
• Creation of a Friends of Noosa Botanic Gardens Multi-use Zone including
Shade House.
• Amalgamation of Northern Parklands with the current Botanical Gardens
creating a generous lawn connected to the arrivals zone
• Addition of maximum 4m wide Lakeside and Hillside Garden Promenade
accessible pathway
• Development and consolidation of a climate relief zone along the waters edge
2 through the creation of terraces below the arrival gathering platform facing
ft
the Lake, pockets of lawn, decks and boardwalks
• New Community Facility building including amenities and viewing deck
surrounding by gathering spaces
• Drop off zone for vehicles including parking for staff and PWD
• External bus stop on Lake MacDonald Drive with accessible path into the
gardens
• Rejuvenated Amphitheatre including additional shade, terraforming of
embankment to create accessible terraces and an accessible path to the top of
the Amphitheatre
• New formalised entry including roundabout, entry signage and security fencing
The ‘Green’
3
Updates may include:
• Creation of a medium size open, sunny ‘Green’ space incorporating some
existing trees and thinning understorey to promote views to the Lake
• Creation of a small size open, sunny ‘Little Green’ space incorporating some
ra existing trees and thinning understorey to promote views to the Lake
• New accessible shelters and seating
• Additional carparking adjacent to The Green.
• Removal of current New Noosa Council depot to new location on the Southern
side of the gardens
3 4 5 • Removal of bus parking
• Retention and protection of Hoop Pine & Poincianas on maintenance access
road
• Creation of a Botanic Playground adjacent to the lawn and picnic facilities.
• Addition of maximum 4m wide Hillside Garden Promenade accessible pathway
• Consolidation of pathways creating opportunities for botanical collection
consolidation and strengthening and reduction of maintenance
4 Hillside
Updates may include:
• New accessible seating
• Upgrade of existing amenities improve circulation and aesthetics
• Addition of maximum 4m wide Hillside Garden Promenade accessible pathway
• Additional lower order accessible pathway
• Natural terraced seating zone facing the Bush Tucker Garden
• Consolidation of pathways creating opportunities for botanical collection
consolidation and strengthening and reduction of maintenance
5 Lower Lakeside
6
D
Updates may include:
• Additional accessible picnic shelters and facilities
• Addition of maximum 4m wide Hillside Garden Promenade accessible pathway
• Upgraded broadened pathways and gathering zones to facilitate weddings/
other significant ceremonies
• Consolidation of pathways creating opportunities for botanical collection
consolidation and strengthening and reduction of maintenance
• Creation of a formal path around the Fish pond including an observation deck
• Creation of a ‘hidden’ bird hide tucked into the lakeside vegetation
6 South of Maintenance access road
Updates will be limited and may include:
• Additional accessible picnic shelters and facilities
• Addition of maximum 3m wide Rainforest Garden Promenade accessible
pathway
• Consolidation of pathways creating opportunities for botanical collection
consolidation and strengthening and reduction of maintenance
• Creation of an accessible soft amphitheatre around the Lily Pond
7 • Creation of a Community Culturali Reflection Zone
7 Southern zone
Updates will be limited and may include:
• Additional accessible picnic shelters and facilities
• Addition of maximum 3m wide Rainforest Garden Promenade accessible
pathway
• Consolidation of pathways creating opportunities for botanical collection
consolidation and strengthening and reduction of maintenance
• Creation of new zone for all Council depot and storage zone requirements
including office space
NOT TO SCALE
NOOSA BOTANIC GARDENS
MASTERPLAN
19 Page 52 of 117
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Appendix G
Noosa Council Access & Facilities Map
ft
ra
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MASTERPLAN
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Page 54
ft
O2 Landscape Architecture
ABN 22 704 400 505
Shop 3/42 Cordelia Street,
South Brisbane, QLD 4101
ra
(07) 3831 0681
[email protected]
www.o2la.com.au
Industry Affiliations
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SERVICES & ORGANISATION COMMITTEE MEETING 9 SEPTEMBER 2025
7.3 NOOSA CULTURAL PLAN 2025-2030 ADOPTION
Author Arts and Culture Manager, Paul Brinkman
Community Services Department
Index ECM/Subject/3.10 Arts & Cultural Services/Policy & Planning
Document set ID 24060820
Attachments 1. ATTACHMENT 1_NC_Cultural Plan_final
EXECUTIVE SUMMARY
The purpose of this report is to present the final draft of the Noosa Cultural Plan 2025-30 for Council's
consideration and endorsement. The Cultural Plan 2025-30 continues the achievements of
Noosa's Cultural Plan 2019-2023 and provides direction for Council's support of the diverse arts and
cultural sector for the next 5-years.
After extensive consultation with the arts and cultural sector, research into contemporary cultural
development and consideration of current and future Council resourcing, the Noosa Cultural Plan
2025-30 is ready for implementation.
Taking into account the recommendations of the 2023 evaluation report of the previous Cultural Plan,
Council's overall corporate strategy, national level arts and cultural strategies, resourcing parameters
and the outcomes of various sector engagements, the Cultural Plan 2025-2030 is an aspirational
document that seeks to see a cultural landscape in Noosa that is inclusive, connected, accessible,
thriving and engaging.
It is centered around five themes:
1. Valuing our history and heritage
2. Enabling inclusion and access
3. Championing our creative community
4. Activating our places and spaces
5. Engaging our community and visitors
RECOMMENDATION
That Council note the report by the Arts & Cultural Manager to the Services & Organisation
Committee dated 9 September 2025 regarding the Noosa Council Cultural Plan 2025-2030 and:
A. Adopt the final Noosa Cultural Plan 2025-30 provided as Attachment 1;
B. Authorise the CEO to make any necessary minor changes to the Cultural Plan, if required; and
C. Authorise the CEO to implement the Cultural Plan subject to available resourcing.
REPORT
The Noosa Cultural Plan 2019–2023 provided a strong strategic foundation for Council’s arts and
cultural initiatives during a period of significant challenge and transformation. By the end of 2023,
over 92% of the Plan’s actions were either completed or underway—an outstanding achievement
made possible by the dedication of Council’s Arts & Cultural team, the many volunteers who support
cultural services, and the community groups that partner with Council to deliver meaningful cultural
experiences.
Building on this success, the Noosa Cultural Plan 2025–2030 (Cultural Plan) has been developed
over the past 12 months to reflect the evolving needs of Noosa’s arts and cultural sector. Recognising
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the increasing complexity and scope of Council’s cultural activities, this new Plan will be delivered
as part of a broader suite of cultural planning documents, including a dedicated Libraries Plan and
Heritage Plan.
A Cultural Plan is essential for Noosa because it provides a strategic framework to guide Council’s
investment, support, and development of the arts, culture, and heritage sectors. It ensures that
cultural activity is not ad hoc, but aligned with broader community goals, including sustainability,
liveability, economic prosperity, and social cohesion. The Plan helps preserve Noosa’s unique
identity—rooted in its natural beauty, rich heritage, and creative spirit—while also responding to
contemporary challenges such as cost-of-living pressures, changes in audience participation, the
digital explosion and the need for inclusive access to cultural experiences.
It also positions Noosa to leverage partnerships and funding opportunities particularly in the lead up
to the Brisbane Olympics 2032. By setting clear themes, actions, and evaluation measures, the Plan
enables Council to support a thriving, resilient, and inclusive cultural ecosystem that benefits both
residents and visitors.
The Cultural Plan 2025–2030 is structured around five key themes:
1. Valuing our history and heritage – Preserving and promoting Noosa’s history and heritage,
including First Nations heritage, through respectful engagement, education, and conservation.
2. Enabling inclusion and access – Ensuring equitable participation in arts and culture for people
of all backgrounds, abilities, and ages.
3. Championing our creative community – Supporting the professional development and
sustainability of local artists and creative industries through grants, mentoring, and showcasing
opportunities.
4. Activating our places and spaces – Enhancing cultural infrastructure and integrating creative
practice into public spaces to reflect Noosa’s identity and environmental values.
5. Engaging our community and visitors – Increasing participation in arts and culture through
improved promotion, diverse programming, and strategic event planning.
The Plan has been shaped by extensive sector engagement across two phases, including a
dedicated research project led by CRED Consulting in late 2024 and Council-led consultation in early
2025. Council extends its sincere thanks to Noosa’s diverse landscape of artists, arts organisations,
collectives, and cultural communities for their time, insights, and commitment to shaping a Plan that
reflects their aspirations. Relevant feedback gathered through other Council community engagement
processes such as the Pomona Place Plan and Liveability have also been incorporated.
The Cultural Plan is strategically aligned with Noosa Council’s Corporate Plan 2023–2028, ensuring
that arts and cultural development contributes meaningfully to the broader goals of environmental
sustainability, liveability, economic prosperity, innovation, and organisational excellence.
Importantly, the Cultural Plan aligns with national and state cultural frameworks such as the
Australian Government’s National Cultural Policy – Revive and the Queensland Government’s
Creative Together 2020–2030 and Queensland’s Time to Shine: 2025–2035, positioning Noosa to
leverage partnerships and funding opportunities while delivering locally relevant outcomes.
The Cultural Plan outlines the themes, aims, and actions that will guide Council’s support for a
thriving, inclusive, and sustainable cultural sector. This includes reducing barriers to creative
production and presentation, providing resources and spaces for cultural activity, and fostering
stronger connections between creatives, audiences, and economic markets.
With no tertiary arts education institutions in the region, Noosa Council recognises its role in
facilitating professional development and upskilling opportunities to ensure the long-term viability of
the local creative sector. Supporting artists to live and work in Noosa requires Council to champion
new pathways and strengthen links between the arts and other sectors.
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Ultimately, this Plan affirms Council’s belief that a vibrant cultural life contributes to a more creative,
connected, and resilient community. Through its implementation, Council will continue to foster a
culturally literate, inclusive, and engaged Noosa—where arts and culture are accessible to all and
celebrated as essential to the region’s identity and wellbeing.
Link to Corporate Plan
The Noosa Cultural Plan 2025-2030 links to the following Corporate Plan objectives:
2.3 - Nurture Arts and culture to enrich the identity and vibrancy of communities, highlight local talent,
celebrate First Nations culture and encourage creative participation and expression.
2.5 - Ensure community facilities and services are inclusive, accessible and meet the evolving needs
and interests of residents across Noosa Shire.
2.6 - Facilitate strong, vibrant, inclusive communities where people have a sense of belonging and
are active participants in a rich community life.
2.8 - Provide opportunities to enhance the health, wellbeing and safety of our communities.
3.2 - Partner with industry and education stakeholders in programs to address workforce and skill
shortages and to develop a suite of initiatives that meet the future workforce skills of Noosa including
pathways to employment.
3.6 - Grow and enhance the cultural and creative economy through partnerships and delivery of
programs, events and the development of a signature regional art gallery.
4.3 - Improve opportunities for increased inclusion of young people in community engagement and
decision making to provide relevant services, activities and opportunities.
5.9 - Ensure that all residents located throughout the Shire, both hinterland and coastal areas, have
equitable access to the provisions of quality assets, facilities and services.
Previous Council Consideration
Ordinary Council 19 September 2024, Item 10.
That Council note the report by the Arts and Culture Manager to the Services & Organisation
Committee dated 10 September 2024 regarding the conclusion of the Noosa Cultural Plan 2019-
2023.
Finance
The Cultural Plan 2025-30 actions have been developed with consideration of future budgets.
While the Plan is an organisation wide document, the majority of actions will be addressed by arts
and cultural services. Projects recommended in the annual operational budgets of Council's gallery,
theatre and cultural development sections will be specifically aligned to supporting the Cultural Plan.
Council officers will also seek additional resource support through grant and partnership
opportunities.
Risk & Opportunities
The success of the Cultural Plan 2025-2030 is significantly predicated on:
1) The availability of Council resources for arts and cultural projects, initiatives and growth
opportunities being maintained and increased.
2) Council appreciating the value of arts and culture in supporting healthy communities and growing
sustainable economies through reflection in operational activities.
3) The arts and cultural sector engaging and partnering with Council to support the ecology of arts
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and culture in the region.
There is the risk that the objectives of the Plan are not achieved if the above points are not met.
There are key risks if Council does not have a current Cultural Plan including:
• Lack of strategic direction and focus for arts, culture, and heritage activity and investment
• Increased fragmentation of industry efforts
• Reduced eligibility for state and federal cultural funding
• Weakened partnerships and collaboration opportunities
• Declining confidence and engagement from the creative sector
• Missed opportunities for professional and economic growth through cultural tourism and
creative industries, particularly in the lead up to the Olympics
Opportunities laid out in the Plan include:
1) Through upcoming master-planning exercises, arts and cultural elements can be integrated
thoughtfully within the planned urban environment. Consideration of performance space, public art,
past histories of place and activations will facilitate both easier logistics for arts event organisers and
better access to arts and cultural activities.
2) Planning for a new regional gallery is underway. This project will greatly improve the capacity of
Council to support the creation and presentation of arts and cultural product in the region.
3) The 2032 Olympics promises a global focus on Brisbane and its surrounds. There is the potential
to access dedicated cultural funding linked to this major international event. The Olympics provides
the opportunity to showcase the region’s culture to a global audience.
4) Noosa Council is embracing the opportunity to meet and exceed sustainability targets through
the development of a Sustainability Policy. The relationship between arts and sustainability is
multifaceted, encompassing the ways in which art can promote environmental consciousness,
advocate for sustainable practices and contribute to the discourse of ecological preservation.
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
Extensive community consultation was undertaken in the development of the Cultural Plan 2025-30
across two phases. CRED Consulting undertook specific arts and cultural sector engagement in
September/October 2024 and collected feedback through workshops, one-on-one interviews and
surveys. The stakeholder engagement report was provided to Council in November 2024. This initial
information informed the first draft of the Plan.
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Key strengths identified through engagement:
• A strong and growing interest in First Nations culture and heritage.
• A highly engaged and motivated local arts community.
• Strong community support for arts, culture, and heritage events.
• A diverse range of venues and spaces for cultural activity.
• A natural environment that inspires creativity and supports outdoor events.
• Well-loved events such as Floating Land and Noosa Open Studios.
Key challenges raised by stakeholders:
• Limited affordable, fit-for-purpose spaces for creating and presenting work.
• Insufficient professional development opportunities, especially for young, emerging, and First
Nations artists.
• High living costs impacting the viability of creative careers.
• Uneven access to funding and support programs.
• Poor public transport limiting participation in cultural events.
Council then led a second phase of community engagement in May/June 2025 based on the draft
Cultural Plan to ensure that we had captured the needs, aspirations and priorities of the sector. The
Cultural Plan was further refined to include feedback and suggestions provided through surveys,
workshops (i.e. with Kabi Kabi representatives) and questionnaires. Internal Council consultation
was also undertaken to ensure that the aims and objectives within the Plan were sympathetic of and
complementary to, broader Council planning and activity.
The final Cultural Plan responds to the needs and wants of the arts and cultural sector as expressed
by individuals, groups, collectives and organisations working within the sector across the region.
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 ✔ 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
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Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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