Corporate Plan 2023-28 – peregian.net

Due to the high volume of strategic plans currently being reviewed and developed within the Environmental Services Branch, the delivery timeframe for this initiative has been amended to the end of the calendar year, to ensure sufficient management and staff capacity can be allocated.

1.2.2

People and Culture officers attended the LGAQ Workforce Strategy & Planning Forum on 30 October 2024. A draft Workforce Planning framework will commence being co-created with the ELT in Q2 2026.

1.2.3

An internal working group has been established, and an initial review is underway. The review is currently in draft form and is being considered by the working group.

1.3

1.3.1

Development of the various components of the framework is ongoing with the focus now implementing the Corporate Reporting System. The system has been trialled Q2 FY24/25. Following on from this the system and required training has been rolled across Council and with the current Q3 update entered and reported through the new system module. Following further system development, the focus will be on KPI reporting.

1.3.2

A project scope is nearing completion to investigate various funding models including the concept of a futures fund.

1.3.3

Consultant engagement and design work for Boreen Point Campground master planning completed. Project scope is currently on hold due to identified challenges in obtaining development approval under the current scope and scale. Further progression paused pending resolution of planning constraints and review of alternative options in 25/26.

2

2.2

2.2.2

The final public consultation phase was completed in November–December 2025. Submissions are currently under review to finalise the plan, which is scheduled to be presented to Council for endorsement in March April 2026. Some delays have been experienced due to diversion of resources to the significant vegetation damage across the Shire from November storms

2.4

2.4.2

Recent workshops with the Executive and Councillors provided comprehensive direction and feedback on draft actions in advance of a more comprehensive review of the Transport Strategy in 2027, or later, with the focus to be on delivery. Additional emphasis has been requested on delivering infrastructure to support the plan, which will be reflected in forthcoming budget submissions. Work on the Movement & Delivery Plan is progressing, with a focus on refining the list of priority projects to be delivered under the Accelerate Program.

2.4.3

Strategy development is progressing well. The Infrastructure team has participated in relevant workshops with both the appointed consultant and DTMR and are awaiting confirmation of the broader consultation program.

2.4.4

Oversight of the Walking and Cycling Implementation Plan has transitioned to the Transport and Traffic team. Work is underway to review information and identify locations for the Missing Links and Short Links programs in collaboration with the Design and Delivery team. Key projects, including the Peregian Beach Active Street, Hilton Esplanade Cycle Street, and the Local Links Footpath Program, are well advanced.

2.7

2.7.5

Building condition assessment reports (BCARs) 57% completed with further BCARs delayed due to limited resourcing. Additional BCAR completed December 2025. 28% of comprehensive Asset Management Plans (AMPs) near completion. Progress constrained by available resourcing.

3

3.1

3.1.1

Sustainable Procurement working group now established with a view to continued development of guidance material for Sustainable Procurement as part of the broader Corporate Sustainability work. Additionally, a draft action plan has been developed which aims to be finalised in Q3 25/26.

3.6

3.6.1

Initial investigations into development of a Foundation underway. Preparing to present Business Case report to Council following Council's consideration of the DMP. Business Case has been scheduled for the April 2026 Council meeting.

4

4.1

4.1.1

10 engagements with Kabi Kabi Peoples have been held over the quarter including cultural heritage assessments and for the development of plans and strategies such as the draft Noosa Botanic Garden Master Plan and draft Destination Management Plan. Major disruption to the effective delivery of the program and follow up actions due to resourcing constraints. Risks of non compliance with Native Title Act and Cultural Heritage Act on key projects have been identified and are being worked through where resourcing allows. Additional resource allocation will be requested through Budget Review 2 in the first quarter of 2026. KKPAC currently in the process of appointing a new board.

4.1.2

Implementation of the program is constrained by limited staff resources. Additional resource allocation will be requested through Budget Review 2 in the first quarter of 2026.

4.8

4.8.2

Key actions to improve the Corporate Climate Risk Management Framework have been identified, and the first voluntary ESG Report has been drafted for inclusion in Council’s Annual Report. Draft sustainability disclosure completed and deferred to next Annual Report. Due to data collection requirements, limited resourcing, and competing priorities, a 24/25 and 25/26 Financial Year Carbon Report will be prepared by the end of October 2026.

4.8.6

Noosa Main Beach Resilience — Initial modelling and concept design have been completed, with incorporation of stakeholder feedback now underway. Preliminary investigations have commenced to identify future funding pathways for construction. Approvals and delivery timeframes are also being reviewed to ensure alignment and achievement of community outcomes.

4.8.7

Staff resource limitations have impacted the program. The Living Foreshore Hilton Esplanade grant extension was approved in September 2025. The team continues to seek funding opportunities to undertake Phase 2 of the Coastal Wetland Restoration Project. Discussions with DETSI are ongoing to undertake erosion-prone area mapping to inform a future planning scheme amendment.

5

5.2

5.2.5

As of June 30, 2025, the Strategic Land Review has been successfully completed. The Funding and Revenue Diversification Strategy is still in its early development stages. Both this strategy and the updating of asset management plans are crucial for finalising the Long-Term Financial Strategy. Currently, the Long-Term Financial Strategy is approximately 45% complete. Progress in the past year has been hindered by resourcing constraints, the resignation of key officers, and competing priorities related to the development of the 202526 Budget. Over the last six months, internal resources have been reallocated to finalise Council’s financial statements for the 2024-25 financial year, and to address strategic risks as directed by the Audit and Risk Committee, including the implementation of EFTsure. An initial draft of the Long-Term Financial Strategy will be prepared to inform the development of the 2026-27 Budget.

5.2.6

The audit will be progressed as part of the establishment of the Energy and Water Efficiency Officer role shared between Corporate Services and Strategy & Environment. Recruitment process currently underway.

5.3

5.3.4

Progression of this initiative has been delayed due to severe resource constraints. A review of the scope and deliverables for this body of work is anticipated to commence in the first quarter of the 2026 calendar year.

5.4

5.4.1

This initiative has been delayed due to vacancies in the People and Culture branch. No progress has been made during this reporting period. Completion of draft project management plan and initial scoping document anticipated by the end of March 2026.

5.7

5.7.1

Consultant engagement and design work for Boreen Point Campground master planning have been completed. Transition to the next phase (post master planning) is currently on hold due to identified challenges in securing development approval under the current scope and scale. Update to be provided to the Executive Team and Councillors in the first half of 2026.