Operational Plan 2025-2026

Jessica Phillips52:20

You I just really listening to everyone around the table speaking of equity do think when current issues and trends arise it's time for us to pivot and put resources where occur. We've done it in the past with Kin Kin Quarry and times where there's been something that has risen in our community and we've had to say well hang on that's where our focus now needs to be. One thing that I'd like about notified motions is that and especially with this one it actually forward current social and local trends to the forefront of our mind because our Corporate Plan and our operational plans they're strategic so sometimes when these big things arise in our community and pop up that it gives us the opportunity to say well hang on this really is impacting our community so this one I do I don't want status quo with this I think it's really important that we do address the concerns that have been raised by multiple different groups businesses community like residents QPS there's been times where the junction has been spoken know spoken about safety concerns we've even had a deputation in the past from a community member that had you know an assault on a family member and we've heard those stories around that community it's um that there it is highlighted to us that we need to do something about it status quo isn't working I want to see the people that have a voice for that precinct have a say including the widest community if they feel they want to you know have a voice there as well because it is becoming more popular there's definitely changes happening there so for me I just want to make sure today we come out of this report that gives staff and really quite clear parameters that we want to see them hold that forum and have people at the table that are being impacted and come up with a solution together whether it means that then Council step back and a lead agency takes or there's multiple groups that take the lead on it but I certainly think if we just say oh you know well it'll go away, think it's probably only going to get worse and then we'll have um maybe down the track it'll cost us even more so for me I'm happy today if we just say like we need to do something about it that's pretty obvious because of um there's certain things we've heard um that I've addressed so yeah I'm happy to support that um that we engage with the groups and that see comes through I agree with Tom what you said as well that it's certainly been um brought to our attention so thanks.

Nicola Wilson60:52

Thank you I was supposed to have I was supportive of the research, so thank you for that, and given the history in the area, this definitely would have evaluated all of these approaches, but I don't support further action on a bid. The report aims to compare strategies for addressing land use conflicts between entertainment venues and nearby residents, and to manage the interface between hospitality venues and residential areas. I'm not clear from the report how a bid will have any clear impact on that interface. Those complaints and issues arising from those venues fall under the office of liquor and gaming, and we already have the CALM Noosa liquor report. In the terms of evaluation frameworks-- makes it clear that most of those are not relevant to Noosa Junction. The proposed bid is a business model that is not legislated or currently applied in Queensland and goes beyond the scope of local government services. Noosa Junction businesses already-- pay levy and see no reason for Council to find additional ways to levy businesses to fund another layer of micromanaging in meetings in an area where Council doesn't have resources or funding to support it. And it isn't really in our usual core business. If this is an initiative for the business community, Council isn't going to get involved and the news adoption association is already working on a number of initiatives. The report says the bid model presents strategic and focussing framework for managing the precinct, empowering local businesses to jointly initiatives that boost the area's vibrancy safety and long-term economic resilience. I can't see how this is welcome beyond what the Noosa Junction Association is already doing, or how it offers a potential pathway to address persistent land use tensions between hospitality revenues and URI residents, or how the bid's collective mechanism. Could be used in potentially resolving long-standing land use conflicts through coordinated management. Nice words, not really sure how they are mentionable. We're supposed to be finishing what we've started with no new initiatives. And this is not an emerging issue. The report refers to the well-known long-standing land use conflicts. But even this investigation into the suitability of it could take six to twelve months, which does not help us to Resolve those conflicts in any meaningful time frame, especially when the local business association is already working on initiatives to manage the precinct. Risks have been noted in the report, including the absence of dedicated bid legislation in Queensland, raising expectations about Council's ability to fund administrative support, infrastructure commitments and stakeholder engagement costs. In attachment 1, the evaluation of options, there is no mention of any advantages or improvements for residents in managing amenity issues. In fact, the only mention of residents is in the disadvantages, with the risk that businesses and residents in proximity outside the precincts area may feel excluded from decision making that will impact on them. We funded and resourced Council to deliver the 2025-26 operational plan. That's where staff should be focused. The businesses and all the bits and pieces of work regularly.

Brian Stockwell69:41

We can look at this I from m number going of to start from the perspective of what Councillor Phillips raised in terms of lead agency. These issues are matters controlled by the Queensland Police Service and office of liquor, gaming and licensing. We that's why the notice of motion was about issues that we didn't have the lead agency role. Certainly everyone around the table wants to ensure that Noosa Junction goes through its growing pains and its re-evolution into a hospitality precinct. That is good for all ages and also good for the residents around but principally the issues are ones that we aren't the lead agency and then we look at the other concern about is it by passing this of continuing from a notice of motion into further a of further assessment of district framework or something akin to it of the business improvement is that a wise use of staff resources and is it equitable? We have Council hookies talked about it's a potential impact on the so we have Council hookies talked about it's a potential impact on the place making but we know we've got a small strategic planning team and they have multiple different projects going I'd like to remind you that in 2019, 2019 there was a significant outcry in Pomona about the lack of protection of their heritage it was over a hundred signatures maybe the petition may have been individual we undertook to do an amendment of the Planning Scheme to further reflect the community's protect heritage that's five years ago when we got that scheme approved by the minister there was a requirement there to document a process of how we were going to incorporate the latest climate change model it still hasn't happened five years ago if we continue to have good ideas and go into areas which are not necessarily our lead responsibility it means our important work just continually to be put back and put back I agree with what Council said at the beginning in their talk to amendment there is a lot of things happening in the junction and there's probably a tool that we could use to address it and that is a place making approach but that's a decision that we have to compare against the previous commitments to other towns for it and compare and contrast I'm with Councillor Wilson is that the motion has suggested a way forward but continuing to investigate is something that at this stage I don't think is a priority for Council to what it's already suggesting it wanted to do in a longer term fashion in terms of the operational plan and the Corporate Plan. I do think that we can continue. I think the difference between the two approaches, if I read Councillor Wilkie's initial motion, I think the difference is one could probably do with existing resources potentially, mainly within the economic development team that works with the business associations to focus and start driving it. The other one would mean that there would be an allocation of strategic planning time to actually develop this design. The consultation to create the collateral and the communications materials that would be required. Noting that I don't think there's any budget in this financial year for that, and so that's why I don't support the addition that I received. Put Councillor Lorentson, you can close.

Brian Stockwell167:34

Any other questions? I'd like to move the staff recommendation. Councillor Wilson. Thank you. Councillor Phillips second, Councillor Wilson. Anyone else wish to speak to the motion? Do you want to argue with yourself in the close? Okay, I put the motion. Those in favour? That's unanimous. Thank you. We move on to- thank you. We to the next very quick. Thank you. Have the next item, which is the operational plan 2526.

Is that what you're talking to? Yes, I am talking to that. Thank you, Mr Chair. The executive officer is on leave this week, so I'll speak to it. And I'll just go through the executive summary initially and then give a couple more points. The Local Government Regulation 2012 section 174 requires that the local government prepare and adopt an annual operational report or plan, sorry, for each financial year consistent with its annual budget and to progress the implementation of the five-year Corporate Plan. The draft Noosa Council operational plan 2536 is structured to align with the five themes of the Council's Corporate Plan 2328 and identifies the significant initiatives and key operational services that will support the delivery of the strategic objectives. The operational plan has been developed in parallel with the annual budget with careful consideration of Council's long-term financial sustainability policy and objectives, the organisation's delivery capacity, established service standards and community expectations. Just some key points. There are 98 initiatives on this website. Thank you last year there were 107, so we've dropped a few, but this is in keeping with our plan to deliver what we've started, but it's also the operational plan, whilst it's an annual plan, it relates to the five-year Corporate Plan, so there are some things that carry through, a number of things that carry through over more than just one year, so so it's still an ambitious undertaking. And there are two new policies or plans or strategies: integrated water catchment management plan for Burgess Creek, including in response to the secured funding, and the event strategy included as part of the ongoing review of arrangements tourism with Noosa are the two key new ones. This was only in the past done at the same time as the budget was delivered, but what we've done this year is because we wanted to make sure that the budget was delivered. If there were any changes to the budget before we presented this, so the budget was two weeks ago as we know, and this operation plan relates strictly to the budget for the year of things that we can deliver. We can deliver. I'm just the other piece to understand is that we have the Corporate Plan as our overarching framework and parameters that we work through for the five years as an approved plan. Underneath that is our annual operational plan and underneath that is the branch plans which relate to the operational plan. So there may be some things in this operational plan that people look at and go hang on what about and they generally will get picked up in the branch plan as opposed to the operational plan. So I put this to you as a, and we have some of the directors here as well if there's anything that you wanted to discuss or ask questions about but I put it to you as a recommended for acceptance.

Tom Wegener179:02

So on the other the flip side is being looking forward and having plans ready to go but when uh funding comes you take that out say you're ready you know kind of that proactive thinking is that sort of the opposite side of the operational plan which is you know that forward thinking looking down the track of projects that may or not happen with funding appropriation or with other things.

Frank Wilkie181:13

Thank you. I've written a few notes on this because it's an important document. The Noosa Council operational plan is the councillor-endorsed blueprint of how Noosa Council directs its resources over the financial year. It identifies the key projects aligned with the Corporate Plan which itself is approved by Councillors after community consultation. Council staff implement these actions under delegation and the document sets the parameters for the recommendations staff bring meetings for further Council endorsement. The operational plan also progresses councillor-endorsed strategies and plans including the Environment Strategy, Housing Strategy, social strategy, Transport Strategy, and the Noosa Plan 2020, all of which were drafted taking on board community input after extensive consultation. The operational plan outlines last year's initiatives and projects that will continue into this financial year and the proposed capital works program. The CEO will report on progress of the 98 operational plan initiatives quarterly where Councillors and the community get a snapshot of the immense workload this small Council delivers upon and how each action is progressing. Key performance indicators are reported to Council by the CEO on the quarterly basis. The CEO also reports annually on the progress of the Corporate Plan. There are also periodic subject matter reports to Council providing in depth reviews on specific subjects. Other regular reports are provided such as the monthly financial performance reports which show how Council is tracking according to budget. Any changes in funding allocations are reported to Council as part of review process which occurs several times a year. Progress on the delivery of the capital works program is reported to Council quarterly. To strengthen oversight and management, Council has also established a Capital Works Executive which Councillor Lorentson chairs and Councillor Wilson and I are also members. Valued at $51 million. It highlights that this year's capital works program focusing on core services and community services is the Doonella Bridge renewal at Tewantin, the Shire-wide road reseal program, the Shire-wide upgrades program, Shire-wide gravel road re-sheeting, upgrades to the Noosa Aquatic Centre, Shire-wide Noosa Trail network upgrades, affordable and social housing project site preparation and subdivision at Cooroy, the Noosa coastal pathway cycle street at bridging, the Shire-wide wayfinding signage project, exterior refurbishment of The J, expansion of the sports complex at Cooroy, Shire-wide park furniture and shelter renewals, of Pioneer Park playground at Cooran, stamford top of park amenities at Pomona, Moorindil Street amenities block renewal at Tewantin, and the Main Beach seawall renewal design at Noosa Heads. Under the theme of environment, we will continue to monitor and improve the health of waterways and natural areas in the Shire, implement the Noosaville Foreshore infrastructure master plan, requiring grant funding of up to $10 million. Implement the eastern beaches foreshore reserves management plans with public education to the fore and the Shire-wide encroachment policy. Complete the Noosa River catchment action plan within the Resilient Rivers Initiative framework. Ensure or Council capital civil and maintenance works are delivered in accordance with best environmental practice and one of the key measurable outcomes under the environment is that by 2028 48% of all the land in Noosa is managed for its environmental values. Under the theme of liveability we will continue to implement the Noosa Housing Strategy with a focus on partnering state and community housing providers and industry to deliver affordable housing, investigate the feasibility of affordable housing over Council owned car parks, continue to implement and monitor Queensland's first and only short stay letting local law to manage the impacts of short stay letting and manage illegal camping. Progress design development of the Beckmans Road duplication in collaboration with the State government. Undertake investigations into the Cooroy and Shire transit hubs to improve public transport in the Shire for residents and visitors complete investigations into the Noosa Woods jetty as a potential ferry stop location as a means of improving public transport. And to take undertake stage implementation of master plans for the Cooroy and Noosa district sports complexes to improve sport and recreation. Facilities and increase participation in sports. Continue planning for the future of the Noosa Leisure Centre and Noosa Aquatic Centre to ensure the community needs are met and increase the amount of social and affordable housing in Noosa. That is immeasurable. Progress on these will be measured through community Liveability Survey rates, through the Liveability Survey. Under the theme of prosperity, we will progress the Noosaville resource recovery area waste master plan as funding becomes available for new waste diversion facilities and innovative waste practices. Such as composting and biochar, Tom. We will audit Council owned land passes such as garra street, Cooroy and progress planning of a circular economy precinct as part of the renewal energy hub at the Noosa waste and resource recovery centre. Complete stage four of the proposed new. Regional art gallery including investigating funding options. Under the theme of future, we will continue to engage with our Traditional Custodians and ensure cultural heritage and indigenous values are incorporated into key projects. Complete the Destination Management Plan and begin delivering key actions, programs and partnerships. We will review and manage the Tourism Noosa partnership agreement to align with the Destination Management Plan. We will work with local service providers to support Noosa's youth. Trial a new pilot community engagement panel, which have already been in the process of being convened, to further enhance our community engagement processes. We'll deliver disaster preparedness, resilience and recovery activities to support the broader community. We'll progress the development of a program of revenue diversification and a strategic investment approach for alternative funding streams for Council to reduce our reliance on rates revenue. We'll increase Council and community awareness. And preparedness for climate change and extreme weather events. The theme of excellence we will implement a customer experience program. Are you happy for Councillor Wilkie to continue? Yes. I'm near the end. To improve responses to improve responses to customer requests. We'll continue to drive emissions reductions and cost savings for Council through implementation of the emissions reduction program including solar batteries, lighting upgrades, energy waste, fleet monitoring, electrification and fleet transition as well as advancing the large-scale solar feasibility study at the Noosa waste and resource recovery centre. Progress investigations into solutions for staff workplace accommodation. This will be measured against increased level of community satisfaction with Council services compared to previous survey results in the Community Satisfaction Survey. This was just a small snapshot of the community and Council endorsed actions that are planned to be funded and delivered by the 2025-26 budget. I commend the staff of the budget. I commend the staff-working hard Council who will be implementing it and the Councillors who have improved it. Thank you.

Amelia Lorentson188:43

I also want to acknowledge and thank the staff for their diligence in preparing this year's operational plan and not just their diligence for the work that they undertake in delivering the plan. It reflects a significant body of work and a deep commitment to delivering to our community. I'm going to sort of just talk a little bit about the questions that I asked the CEO and what I would like to see in the future. And it's something I hope we can further discuss. And that's how we can continue to elevate accountability. Not just as a procedural step, or as a corporate performance measure, but as a lived principle embedded in everything we do. We have robust performance measures Councillor May we've got our community satisfaction and our liveability surveys, and they offer meaningful insights, yet there's an opportunity here still to ask whether those measures fully reflect our community's experiences and priorities. I will we truly capturing how residents feel about the services and infrastructure that we deliver? Can we measure satisfaction, inclusion and trust, not just through inputs and completion rates? And are our most vulnerable voices being heard in how we define success? As we move forward, I'd like to explore and discuss the development of maybe something like a community-facing performance tool, a dashboard that combines and reflects our community survey, our KPIs, and reflects lived experience, not just internal efficiencies. Something that have we made life better? Have we made life safer? And have we made life fairer for the people of Noosa? And most importantly, do our current priorities align with our community's priorities? And simply, have we got it right? So I hope we can discuss and work on this together. Thank you to the staff.