OUR FUTURE REDLANDS A Corporate Plan to 2026 and Beyond - Redland City Council
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OUR FUTURE REDLANDS A Corporate Plan to 2026 and Beyond
Acknowledgement of
Traditional Owners and Country
Redland City Council is committed to working with
Traditional Owners, supporting their role as custodians
of their traditional lands and helping ensure the future
prosperity and cultural enrichment of the community.
Council recognises that the Quandamooka People are the
Traditional Owners of much of Redlands Coast. Council
also extends its acknowledgement of Traditional Owners
to the Danggan Balun (Five Rivers) People who are
currently in the process of Native Title determination
for an area that crosses into southern Redlands Coast.
2
Our Future Redlands – A Corporate Plan to 2026 and Beyond
Contents
Acknowledgement of Traditional Owners and Country. . ..................................................2
Welcome.................................................................................................................................. 3
Mayor’s Message.................................................................................................................... 4
CEO’s Message........................................................................................................................ 5
Our Mission and Values........................................................................................................ 6
About our City.. ....................................................................................................................... 7
Mayor and Councillors’ Biographies. . ............................................................................... 10
Strategic Planning............................................................................................................... 14
Our Corporate Plan.............................................................................................................. 16
Achieving our Plan . . ............................................................................................................. 17
Our 2041 Vision................................................................................................................... 19
Our 2041 Goals.................................................................................................................... 19
City Leadership.................................................................................................................. 20
Strong Communities.......................................................................................................... 26
Quandamooka Country......................................................................................................32
Natural Environment......................................................................................................... 38
Liveable Neighbourhoods. . ............................................................................................... 44
Thriving Economy.............................................................................................................. 50
Efficient and Effective Organisation. . .............................................................................. 56
Appendices.. .......................................................................................................................... 62
Appendix 1 – Commercial Business Unit – City Water................................................. 62
Appendix 2 – Commercial Business Unit – City Waste................................................. 63
Welcome
Welcome to Our Future Redlands – A Corporate Plan to 2026 and Beyond, the new corporate
plan for the city of Redland.
The plan introduces our new city vision – Naturally wonderful lifestyle. Connected
communities. Embracing opportunities – and describes seven 2041 goals supported
by objectives, catalyst projects and initiatives.
With a focus on finding a balance between sustaining the naturally wonderful lifestyle
we currently enjoy, and the community’s clear desire for a thriving and progressive city,
the plan will help ensure Council decisions over the next five years support an enriched
and sustainable future for our city and the communities that live, work and play here.
3
MAYOR’S MESSAGE
The next five years will be pivotal to laying This includes focussing on new energy
the foundations for our future as a city and opportunities with the potential to deliver
ensuring the exciting opportunities ahead genuine economic and environmental
are delivered through a shared vision. benefits for our community.
Our Future Redlands – A Corporate Plan to This plan also focuses on celebrating
2026 and Beyond is the document that will our naturally wonderful location and
direct that shared vision by delivering on our the opportunities it presents, including
community’s collective aspirations. A result delivering catalyst projects such as sport and
of consultation and feedback from residents, recreation precincts so our community can
the plan presents a 2041 vision for Redlands play the sports they love and local families
Coast as a city of “connected communities, can enjoy the great outdoors.
naturally wonderful lifestyle and embracing
opportunities”. It is very much a community- It also provides a commitment to develop a
focused plan built on a foundation of shared vision for community assets such as
collaboration and partnerships designed to the Birkdale Community Land and Willards
deliver on our residents’ needs. Farm, while setting the scope for managing
and maintaining our natural assets and
As a forward-looking Guided by community input, our Corporate ecosystems. At the same time it shows how
document, this plan Plan is built on seven strategic goals we plan to enhance the unique character and
seeks to ensure we – city leadership, strong communities, liveability of our city through investment
are prepared for the Quandamooka Country, natural environment, in active transport and key infrastructure,
future ... liveable neighbourhoods, thriving economy including on our islands.
and on efficient and effective organisation.
These goals will be Council’s roadmap to The challenges of 2020 showed the capacity
deliver the projects and services needed to of Redlands Coast to unite through genuine
support the city, including delivering the collaboration between Council, business,
jobs for today and for our children, especially community organisations and community
in sectors such as sustainable tourism, members.
health and wellness, and education. Our Future Redlands – A Corporate Plan to
As a forward-looking document, this plan 2026 and Beyond builds on that and provides
seeks to ensure we are prepared for the the blueprint for us to build a shared future
future through the implementation of together.
initiatives such as the Smart and Connected
City Strategy, which is helping us adapt to
tomorrow’s challenges by adopting new Councillor Karen Williams
technology and innovation. Mayor of Redland City
4
Our Future Redlands – A Corporate Plan to 2026 and Beyond
CEO’S MESSAGE
This is the plan that will guide the allocation and environment – the plan supports the
of Redland City Council’s resources over the proactive management of the impact of
next five years and support a vision extending climate change on our 335km of foreshores
to 2041. and paves the way for the activation of our
coastline, encouraging recreation through
Our Future Redlands – A Corporate Plan to 2026 projects such as the Minjerribah Panorama
and Beyond provides clear direction, built Coastal Walk.
from the vision of our elected Council and
feedback from the community. Enhancing the unique character and
liveability of our city is also a core element
Importantly, it also speaks to our employees with our Centres Planning Program as a
so they have line-of-sight from their catalyst project. Active transport investment
day-to-day role to the city and community will be a key driver as Council improves
we serve, underpinned by a new set of connectivity across the city through a greater
organisational values. focus on cycling and pedestrian facilities, as
well as advancing the upgrades to our island
The plan is built on seven pivotal areas
and mainland transport infrastructure.
of city leadership, strong communities,
Quandamooka Country, natural environment, Finally, this plan includes projects such as a
The plan is built on
liveable neighbourhoods, thriving economy fast fibre optic network connecting some of seven pivotal areas
and efficient and effective organisation – each our facilities and a business transformation
accompanied by projects and initiatives,
of city leadership,
initiative to achieve Council’s goal of being an strong communities,
informed by the community, which will shape efficient and effective organisation.
the city in line with residents’ immediate Quandamooka
needs and future aspirations. With our community at the centre, Our Country, natural
Future Redlands – A Corporate Plan to 2026 environment, liveable
Among them are measures to encourage and Beyond presents Redlands Coast as neighbourhoods,
community participation in local a desirable place to live, work and play, thriving economy and
decision-making and increase awareness and uniquely positioned environmentally, efficient and effective
transparency around Council operations. This socially and culturally. It establishes a strong organisation.
plan aims to make Redlands Coast smarter foundation to achieve our vision of Naturally
and more connected. It embraces initiatives wonderful lifestyle. Connected communities.
to recognise and celebrate our local heritage, Embracing opportunities.
progress our reconciliation journey with
Traditional Owners, enhance our environment .
and provide sporting, recreational, lifestyle,
job and business opportunities for all.
Underpinned by the four pillars of Andrew Chesterman
sustainability – social, economic, governance Chief Executive Officer, Redland City Council
5
OUR MISSION AND VALUES
Our Mission
Make a difference, make it count.
Our Organisational Values
One team
Collaboration drives our
impact and evolution.
We work and learn together.
Own it with integrity Serve with pride
It’s a privilege to support
We must be accountable
our community.
for what we do.
We work hard and
Our team thrives when
everyone plays their part. The values innovate to deliver
outcomes that matter.
we live and seek,
to move forward and
grow together.
Safety at heart
Listen and be heard Our team’s safety
We speak up with courage, and wellbeing are the
we listen with respect. responsibility of all of us.
We welcome new ideas So is making Council an
and perspectives. inclusive place where
everyone belongs.
6
Our Future Redlands – A Corporate Plan to 2026 and Beyond
ABOUT OUR CITY
HISTORY OF REDLAND CITY PAST PLANNING PLAYS A ROLE
Redland City and its waters have been home to the An essential part of developing this plan for our future
Quandamooka People for tens of thousands of years. has been considering our past.
For a similar time period the Danggan Balun (Five Rivers) The strategic plans and initiatives delivered by Council
People have lived on lands encompassing a section of over the past decade have shaped this new corporate plan,
southern Redlands Coast, with a process of Native Title with analysis of community feedback and content providing
determination currently under way. insight into what our residents consider important.
European settlement of the area commenced in the early A range of themes and sentiments were identified, some
1800s, and Redland Shire was formed in 1949 when recurring and remaining current today and others reflecting
a certain place in time. Analysis revealed that our residents
Tingalpa and Cleveland Shire councils amalgamated.
love living on Redlands Coast, and that Council is doing
In 1973 the Southern Moreton Bay Islands (Lamb, Macleay, well in many service delivery areas. The community feedback
Russell and Karragarra Islands) were incorporated into also helped identify areas for improvement.
Redland Shire before a local government reform in 2008 Our Future Redlands – A Corporate Plan to 2026 and Beyond
saw the area achieve the status of city, and the name will build on these strategic plans and initiatives to deliver
changed to Redland City. on its seven goals.
Cleveland Point (Nandeebie/Indillie), 1951. Redland Council City Libraries: Local History Collection. 7
LOOKING FORWARD
This plan has been developed by listening to our By then, the culmination of this plan will have led to
community and what they want for the future of our city. Redlands Coast being a thriving regional city with a
naturally wonderful lifestyle, connected communities,
We have listened and recognise that residents want a future and one that embraces opportunities.
that balances protection of our natural assets and unique
lifestyle. The decisions made, guided by this plan, will lead
to a city that is fit for purpose for our community,
The initiatives and catalyst projects outlined in Our Future a city where future generations are experiencing
Redlands will help ensure a future city that the community the environmental, social, cultural and economic
wants to see. benefits of calling Redlands Coast home.
By 2041, the population of Redlands Coast is expected
to be approximately 192,000.
8 Raby Bay foreshore, Cleveland (Nandeebie/Indillie)
Our Future Redlands – A Corporate Plan to 2026 and Beyond
A CITY SNAPSHOT
Population
Area 537km 2
335km 158,815 42 years
40% of land is Length of coastline Estimated residential Median resident age
protected green space (approx.) population as at
30 June 2019
2.3% Average 74.2%
22.5%
of residents born identify as Aboriginal temps of the 40,532
people who work
or Torres Strait Summer 19C – 29C
overseas in Redland City
Islander Winter 9C – 21C also live in the area1
1 Australian Bureau of Statistics, Census of Population and Housing, 2016 (Usual residence data) compiled and presented by profile.id.
9
MAYOR AND COUNCILLORS’ BIOGRAPHIES
MAYOR OF DIVISION 1 DIVISION 2
REDLAND CITY Wellington Point (part)/Ormiston Cleveland (part)/
North Stradbroke Island
COUNCILLOR KAREN WILLIAMS COUNCILLOR WENDY BOGLARY COUNCILLOR PETER MITCHELL
Elected: 2004 Elected: 2008 Elected: 2016
Mayor since 2012 Deputy Mayor: April 2016–April 2018
Karen was born in Redlands Coast and has Wendy has held a variety of committee Peter has called Redlands Coast home since
raised her family here. She was elected positions. She is currently Council’s 1990 and is a married father and grandfather
Mayor in April 2012 after serving as representative on the Council of Mayors of two.
the Divisional Councillor for Division 9 (SEQ) Economic Development Working Group He has a Bachelor of Physiotherapy and a
(Capalaba) from 2004. and the Master’s in Sports Physiotherapy, and for
Redland City Council-Urban Development
Karen prides herself on understanding 25 years owned a physiotherapy practice
Institute of Australia (RCC-UDIA) Qld Redland
the diverse needs of Redlands Coast. Her in Cleveland (Nandeebie/Indillie).
Advisory panel.
priorities include seeking Council efficiencies Peter understands small business and
and innovations and building strong local She has raised her family in the division she
grassroots involvement, having employed
and regional partnerships and a thriving now represents and continues to be involved
local staff, sponsored numerous events and
economy. in a large number of school, sporting and
helped many thousands of people.
community organisations including Redlands
She is involved with numerous community His on-the-ground experience has shaped a
Coast Chamber of Commerce. Wendy holds
organisations and local government bodies great appreciation for cooperation, tolerance
a Diploma with the Australian Institute
including the Council of Mayors (SEQ), and teamwork.
of Company Directors, Diploma of Project
Committee for Economic Development Peter is a keen local triathlete, active
Management and is currently completing a
for Australia (CEDA), Chair of the Local volunteer and leads by example with
Diploma in Community Development.
Disaster Management Group and Australian optimism and enthusiasm.
Government Local Government Domestic, Wendy has two decades of small business
Family and Sexual Violence Prevention success and banking experience, and is Peter is currently Council’s representative
Project Reference Committee. strongly committed to the local economy, on the Donald Simpson Community Centre
environment and the liveability of Redlands Board of Management.
Karen holds a Diploma with the Australian
to ensure a sustainable future for our city. (07) 3829 8607 / 0412 638 368
Institute of Company Directors.
(07) 3829 8619 / 0408 543 583 peter.mitchell@redland.qld.gov.au
(07) 3829 8623 / 0416 123 588
wendy.boglary@redland.qld.gov.au
mayor@redland.qld.gov.au
10Our Future Redlands – A Corporate Plan to 2026 and Beyond
DIVISION 3 DIVISION 4 DIVISION 5
Cleveland (part)/Thornlands (part)/ Victoria Point (part)/ Redland Bay (part)/
Victoria Point (part) Coochiemudlo Island Southern Moreton Bay Islands
COUNCILLOR PAUL GOLLÈ COUNCILLOR LANCE HEWLETT COUNCILLOR MARK EDWARDS
Elected: 2016 Elected: 2012 Elected: 2012
Deputy Mayor: April 2018–March 2020
Paul is a professional with experience Lance and his wife have lived in Redlands Mark’s association with Redlands Coast spans
specialising in Operations Management, Coast since 1991 and are passionate about more than 40 years. He started his working
Risk Analysis and Training and Development. community, family and social justice. Lance life at a bank in Cleveland (Nandeebie/
Paul holds education qualifications in is dedicated to helping provide the people Indillie) before climbing the ranks through
legal services, strategic leadership, risk in his community with an enriched lifestyle. various accountancy and managerial
management, human and physical resource He worked with the Queensland Government
positions to a regional management position
supervision and workplace training and for 11 years with the State Stores Board as
in Brisbane. He also has business background
assessment. a Procurement Officer/Manager. He then
in tourism and small-scale residential
development.
He has worked in the private sector, worked in sales and marketing in the private
specialist international government project sector, with positions including National With his work history and experience
management and the Australian Defence Sales Manager of a leading paper importer providing an understanding of financial
Force. and Queensland State Manager in the graphic management and the needs of business,
and signage industry. Mark has a focus on delivering value-driven
Paul is dedicated to driving a culture of
outcomes for the community, small business
continuous improvement with a focus on Lance is involved with many community
and local industry.
productivity, and works hard to ensure all organisations and is Patron of Meals On
members of the local community have access Wheels Victoria Point, Coochiemudlo Surf He understands the needs and aspirations
to services and opportunities. Life Saving Club, Victoria Point Volunteer of the wider community and is focused on
Marine Rescue, Koala Action Group, achieving tangible outcomes.
Currently Chair of the Regional Mosquito
Redlands Netball Association and
Management group, which encompasses key (07) 3829 8604 / 0407 695 667
Victoria Point Seniors.
regional stakeholders, Paul is also involved mark.edwards@redland.qld.gov.au
with numerous community organisations. (07) 3829 8603 / 0421 880 371
(07) 3829 8618 lance.hewlett@redland.qld.gov.au
paul.golle@redland.qld.gov.au
11DIVISION 6 DIVISION 7 DIVISION 8
Mount Cotton/Redland Bay (part) Capalaba (part)/Alexandra Hills (part)/ Birkdale (part)/Alexandra Hills (part)/
Thornlands (part)/Cleveland (part) Capalaba (part)/Wellington Point (part)
COUNCILLOR JULIE TALTY COUNCILLOR ROWANNE MCKENZIE COUNCILLOR TRACEY HUGES
Elected: 2012 Sworn in: April 2020 Elected: 2016
Deputy Mayor: April 2020–
Julie grew up in Redlands Coast, is a Rowanne brings professional and life Tracey is a long-term resident of Redlands
fifth-generation Redlander and lives with experience to her role as Councillor. Coast, living in Victoria Point (Warrer Warrer)
her family in the division she serves. She She owns and operates a small Redlands for nine years before moving to Wellington
has completed three higher education Coast business with her husband and has Point (Cullen Cullen) in 1999.
qualifications and was a teacher at a local previously worked with State Government. A long-serving and committed volunteer,
school before being elected to serve at Tracey is involved with many church, school,
Council in 2012. Her business experience drives Rowanne’s
sporting and community groups and events.
support for local business and jobs.
She has owned and operated small Tracey is currently on Council’s Audit
businesses and worked for large corporate Having a passion to build and strengthen
Committee and has undertaken learning to
entities in publishing and the beauty community connections, Rowanne is involved
support her role as a Councillor, completing
industry. with numerous community organisations
a Diploma of Local Government – Elected
including RedFest, school P&Cs and
Julie is dedicated to ensuring a continuance Compassion Australia.
Members and the Foundation of Company
of those qualities of lifestyle and community Directorships with the AICD in her first
that have made the region so liveable and She is a member of the Redlands Coast term. She undertook the AICD Company
takes opportunities to support and further Chamber of Commerce, Redlands Women Directorship Course in 2020 and plans to
local initiatives. in Business and the Sporting Shooters complete the Auditing course in 2021.
Association of Australia.
Julie is involved in many local community As Councillor for Division 8, Tracey is
organisations including schools and Rowanne is dedicated to ensuring Redlands dedicated to promoting our city and its
sporting clubs. Coast continues to be a naturally wonderful people, as well as strengthening and
place to live and encourages all residents protecting community values.
(07) 3829 8606 / 0418 218 847
to actively participate in achieving the best
(07) 3829 8600 / 0427 734 214
julie.talty@redland.qld.gov.au outcomes for the city.
tracey.huges@redland.qld.gov.au
(07) 3829 8999 / 0435 000 034
rowanne.mckenzie@redland.qld.gov.au
12Our Future Redlands – A Corporate Plan to 2026 and Beyond
DIVISION 9 DIVISION 10
Sheldon/Capalaba (part)/ Birkdale (part)/Thorneside
Thornlands (part)
COUNCILLOR ADELIA BERRIDGE COUNCILLOR PAUL BISHOP
Sworn in: April 2020 Elected: 2012
A business owner, tax practitioner, A husband and father of four, Paul was raised
volunteer and campaigner, Adelia is in Wynnum and has lived in Birkdale (Cullen
committed to representing her community Cullen) since 2004. He is an award-winning
within an open and inclusive Council. stage and screen actor; a trained process
Adelia has used her business and financial facilitator and cluster manager; social media
experience to establish an import and maker; company director of Arts Evolution
export business, and is keen to use her Pty Ltd and Chair of Shock Therapy Arts.
skills to help support organisations Paul is an advocate for community
including sporting clubs and schools. engagement, social cohesion, economic
A qualified veterinary nurse, Adelia’s resilience, ecological sustainability and
passion for animals and native Australian cultural capacity building.
fauna has seen her actively campaign and His commitment to democratic principles
advocate to save Redlands Coast koalas and human-centred co-design processes has
and their environment. been evident over two decades through his
Adelia is involved with many community use of applied research and engagement in
organisations like the National Trust, examples of ‘Local Community Action’.
Redlands Coast Chamber of Commerce, Paul is Patron of Wynnum Redlands Canoe
Queensland Conservation Council and Club, MATES Theatre Genesis and is Council’s
Koala Action Group. delegate on Redlands Museum and Co-Chair
of Redlands Regional Arts Development
She has also spent three decades
Fund (RADF).
volunteering, including support of
Rotary and Forum Communicators. (07) 3829 8605 / 0478 836 286
(07) 3829 8999 / 0435 538 278 paul.bishop@redland.qld.gov.au
adelia.berridge@redland.qld.gov.au
13STRATEGIC PLANNING
STRATEGIC FRAMEWORK
In Queensland, the Local Government Act 2009 requires The Strategic Asset Management Plan 2019–2029 is informed
Council to produce a five-year corporate plan which outlines by Council’s services and guides our whole of lifecycle asset
its strategic direction and how it will measure progress management to support the City’s financial sustainability
towards its vision. The Corporate Plan is informed by Council’s and service levels.
Financial Strategy 2020–2030, Strategic Asset Management
Plan 2019–2029, and our strategies, and provides Council Actions from our long-term strategies and strategic priorities
with clear direction and helps us to make decisions about are delivered through the five-year Corporate Plan to ensure
directing our resources over the next five years. that the projects and services we undertake align with our
strategic direction and community expectations.
Council’s Financial Strategy 2020–2030 assists Council to
set priorities in accordance with our financial resources
to ensure that budget decisions are made in a financially
sustainable manner.
Commu
nity
Eng
ag
em
en
t
Financial
Strategy
Corporate Plan
Strategic
Asset
Management
Plan
Annual Operational
Plan and Budget
City Plan
Long-term
Co
Strategies Services
mm
and Projects
ity
un
Ou
tco
mes
14Point Halloran, Victoria Point (Warrer Warrer) 15
OUR CORPORATE PLAN
Our Future Redlands – A Corporate Plan to 2026 and Beyond The Quadruple Bottom Line (QBL) is the basis from which
sets the long-term vision and goals for our city, and outlines our strategic themes have been set. Council is committed
priorities for the next five years, helping Council decide on to delivering a plan for our city that addresses the four
annual operations and budgets. The plan has been structured principles of sustainability, known as the ‘quadruple bottom
around seven strategic themes: line’. These are:
• City Leadership • Social
• Strong Communities • Economic
• Quandamooka Country • Governance
• Natural Environment • Environment
• Liveable Neighbourhoods
Each principle of the QBL needs to be balanced to achieve
• Thriving Economy sustainability. Council aims to achieve this balance through
• Efficient and Effective Organisation the QBL principles that are weaved throughout the seven
strategic themes and goals in this plan. As with the QBL
Each strategic theme identifies a long-term goal, as well as principles, the goals are not intended to conflict with each
objectives, catalyst projects and key initiatives that will help other but instead, to function in alignment to create a
drive our desired outcomes over the next five years. balanced approach that supports a sustainable future
and contributes towards achieving our city vision.
These will be prioritised each year through the development
of our annual operational plan and budget, to allow Council
to align the projects and services we deliver to our strategic
direction and our community’s needs and values.
S
Cityrship Commtrong
uni
ade tie
Le s
QuaCountry
Social Economic
Effectiv &
tion
Organisa e
ndam
Efficient
ooka
Community
e nt
Governance Environment
T hr o no
nm l
iro tura
Ec
iv i m
g N
a
n
y v
L En
Neighiveable ods
b o ur h o
Community is at the heart of Quadruple Bottom Line sustainability, which underpins our 2041 goals.
16Our Future Redlands – A Corporate Plan to 2026 and Beyond
ACHIEVING OUR PLAN
COUNCIL’S ROLE
Council provides a wide variety of services to support the management and governance of our community. Council’s role
in providing these services will be varied and influenced by needs, demand, costs, legislation and community expectation.
Other stakeholders, including government agencies, business partners and community groups also have a responsibility
to contribute towards achieving successful outcomes.
Deliver Plan, deliver and fund services and projects.
Facilitate Assist others to undertake activities by bringing interested parties together.
Partner Work with other stakeholders to achieve shared goals.
Educate Share learning to support broader understanding and action.
Advocate Promote the interest of the community to influence decision makers.
Regulate Regulating activities through law and legislation.
THE COMMUNITY’S ROLE ANNUAL PLANNING HOW WE WILL MONITOR AND
All members of the community can Council’s Corporate Plan informs our REPORT OUR PERFORMANCE
play a significant role in supporting annual operational planning process Council will monitor performance
and achieving the vision for our and budget, and sets the parameters against implementation of the
city, with many opportunities for to measure our performance Corporate Plan through quarterly
community members to contribute (reported through our Annual Report reporting against our annual
to achieving great outcomes for our and quarterly Operational Plan operational plan, as well as
community and city. reporting). reporting against the Corporate Plan
performance in our Annual Report.
Key ways that our community can Each year we review our
support this are identified under performance, strategic and These regular reviews will help to
each goal throughout this plan. operational risks, key financial ensure the Corporate Plan retains
Council encourages all members policies, services and assets. This its currency and relevance, and is
of the community to consider how enables us to identify our specific achieving the intended outcomes for
they can have an impact and help priorities for the following year, and our community.
influence a wonderful future for make decisions about our annual
Redlands Coast. operational plan and our annual
budget.
1718 Russell Island (Canaipa)
Our Future Redlands – A Corporate Plan to 2026 and Beyond
OUR 2041 VISION
Naturally wonderful lifestyle. C
onnected communities. Embracing opportunities.
OUR 2041 GOALS
CITY LEADERSHIP STRONG COMMUNITIES
Our city is enriched through a spirit Our strong and vibrant community
of collaboration and respect across spirit is nurtured through services,
Council and the community, which programs, organisations, facilities
drives our shared community values ip Strong and community partnerships that
and achieves outcomes for our adersh Com
mu promote resilience, care and
e
people, place and prosperity. ityL nit
ies
respect for residents of all ages,
C cultures, abilities and needs.
QUANDAMOOKA
Qu
Organisa ffective
EFFICIENT COUNTRY
and
tion
AND EFFECTIVE
amoo
Our city embraces
Efficient & E
ORGANISATION the rich Aboriginal
ka Country
Council employees heritage of
are proud to deliver Naturally wonderful lifestyle. Redlands Coast
efficient, valued and Connected communities. (Quandamooka)
sustainable services Embracing opportunities. and the Traditional
for the betterment Owners’ ongoing
of the community. custodianship of
Quandamooka land
and waters. We work
e nt
T hr
together for the future
nm
ivi
of Redlands Coast on
ir o
ng
Quandamooka Country.
nv
Ec
no
lE
a
ur
o
my t
THRIVING ECONOMY Na
Live NATURAL ENVIRONMENT
ble Neighbourhoods
Our thriving economy recognises
a
the benefit of our unique geography Our environment enhances our
and is underpinned by enabling identity, lifestyle, wellbeing,
infrastructure, supportive policy
LIVEABLE economy and cultural values.
and successful partnerships which Opportunities to be immersed
maximise opportunity for growth in NEIGHBOURHOODS
in our naturally wonderful
industry, job creation, innovation Our unique local lifestyle is environment are harnessed,
and investment. enhanced by a well-planned and drive our commitment
network of island, urban, rural to protect and enhance our
and bushland areas which connect natural assets.
and support our natural assets,
communities and businesses.
1920 20 Sunrise over Mount Cotton (Jungalpin/Tungipin)
Corporate Plan – Goal 1
CITY LEADERSHIP
Our City is enriched through a spirit of collaboration and respect
across Council and the community, which drives our shared
community values and achieves outcomes for our people, place
and prosperity.
21
21GOAL 1: CITY LEADERSHIP
A SNAPSHOT OF CITY LEADERSHIP
Redland City Council is the elected
body responsible for the good
governance of Redland City
11 elected members –
10 divisional Councillors and the Mayor
Local government elections are held
every four years on the same date Council engages with a broad range of
for all 77 councils across Queensland stakeholders including Quandamooka
People, chambers of commerce,
businesses, the city’s tourism sub-
committee, community and ratepayer
groups, volunteers, emergency service
agencies and other government agencies.
Engagement activities include board and
committee meetings, forums, round table,
joint projects, meetings, briefings, events,
direct mail, newsletters and digital media.
ABOUT OUR ENGAGEMENT
REDLA NDS
Council has a dedicated online engagement
platform ‘Your Say Redlands Coast’: Updates and key information are
• 39,600 Redlands Coast residents provided through Our Redlands Coast
and key stakeholders participated in community magazine, Mayor and
community engagement in 2019-2020 Councillor newsletters, the Redland
• 13% increase in online engagement City Council websites, media, social
through ‘Your Say Redlands Coast’ media platforms, electronic newsletters
platform from 2018–2019 and the What’s On calendar
22 King Island (Yerobin), Wellington Point (Cullen Cullen)Our Future Redlands – A Corporate Plan to 2026 and Beyond
Our five-year plan
OUR 2026 CITY LEADERSHIP OBJECTIVES
1.1 Display quality leadership by our elected Council through transparent and accountable processes and effective
communication that builds community trust.
1.2 Undertake meaningful community engagement to encourage diverse participation in local decision making.
1.3 Create and maintain strategic and innovative partnerships to drive better outcomes for our city.
1.4 Advocate for services and funding across our city to enhance social, cultural, environmental and
economic outcomes.
CATALYST PROJECTS 2021–2026 KEY INITIATIVES
1. South East Queensland City Deal 1. Improve ways of engaging with our community to
Support agreement between the three levels of encourage diverse participation in local decision making,
government to deliver investment in regionally and co-design of community outcomes.
transformative infrastructure which provides long term 2. Improve communication with our community to
benefits for Redlands Coast. increase awareness and transparency around
Council operations.
2. Smart and Connected City Strategy
Implement the Smart and Connected City Strategy to 3. Develop a strategic framework to guide Council’s
deliver smart local and regional solutions that improve advocacy efforts with both the Commonwealth and State
the liveability, productivity and sustainability of the city. Governments for the betterment of Redlands Coast.
4. Advocate for all islands to be recognised in a regional
3. Community Engagement status to create greater funding opportunities.
Strengthen Council’s internal capacity to undertake
meaningful community engagement using a broad
range of tools and deliver enhanced promotion of
engagement activities.
Young Leaders Group discussing the Corporate Plan
23GOAL 1: CITY LEADERSHIP 24 Southern Moreton Bay Islands
Our Future Redlands – A Corporate Plan to 2026 and Beyond
HOW WE WILL MEASURE OUR PERFORMANCE
• Percentage (%) of the community satisfied with community consultation.
• ercentage (%) of external funding linked to Council’s Corporate Plan key initiatives, catalyst projects,
P
and strategic priorities.
• Council interests are represented on key regional collaboration and advisory groups.
• Increase in the percentage of people who have participated in Council’s community engagement activities.
SUPPORTING STRATEGIES HOW THE COMMUNITY CAN CONTRIBUTE
• Quandamooka People and 1. Contribute to the conversation with Council – join our ‘Your Say
Redland City Council Indigenous Redlands Coast’ engagement platform to receive information
Land Use Agreement about opportunities to be involved in local decision making.
• Internal Reconciliation Action 2. Use Council’s websites and social media to remain informed
Plan Kanara Malara - One People about the issues and opportunities facing our city.
CONTRIBUTING SERVICES
• Elected Council
• Communication and Engagement
• Economic Development
Redlands Coast Regional Sport and Southern Moreton Bay Islands Launch of First Five Forever Internal NAIDOC Ambassadors
Recreation Precinct engagement ferry terminal engagement Jandai literacy bag
2526 26 Southern Moreton Bay Islands Community Champions
Corporate Plan – Goal 2
STRONG COMMUNITIES
Our strong and vibrant community spirit is nurtured through
services, programs, organisations, facilities and community
partnerships that promote resilience, care and respect for
residents of all ages, cultures, abilities and needs.
27
27GOAL 2: STRONG COMMUNITIES
A SNAPSHOT
During 2019–2020,
916 volunteers
18.2% of residents
contributed 28,600+
volunteer 2
hours of service across
various Council programs
Attendance of more
than 40,000 people
43,052 active Council
for library activities
library members
and events each year
(pre COVID-19 figures)
More than 200 community
45,000+ people
events are held at Redland
visit Redland Art
Performing Arts Centre
Gallery each year
each year
(pre COVID-19 figures)
(pre COVID-19 figures)
In 2019–2020 Council assisted groups to
There are approximately 152.3 hectares deliver more than 58 community run events
of designated sports parks attended by more than 159,000 people
across Redlands Coast (237,000 in 2018–2019 without
COVID-19 restrictions)
In 2020, the community celebrated the
Council provides community
re-opening of Redlands IndigiScapes Centre,
education for disaster management,
following a $4.54 million transformation,
focusing on bushfire prone areas
funded by Council with the assistance
and isolated communities
of the State Government
Council’s Community Champions Program was named ‘Local Government Award’
joint winner at the Get Ready Queensland Resilient Australia Awards 2019.
The program went on to be selected as a finalist in the Resilient Australia National
Local Government Award where the program received a national Highly Commended Award.
2
Census 2016. Source: Australian Bureau of Statistics
28Our Future Redlands – A Corporate Plan to 2026 and Beyond
Our five-year plan
OUR 2026 STRONG COMMUNITIES OBJECTIVES
2.1 Enhance the health, safety and wellbeing of our community through the delivery of inclusive and responsive
services focused on preserving and improving our naturally wonderful lifestyle by leveraging partnerships,
networks, facilities and infrastructure.
2.2 Promote and celebrate our local heritage and diverse cultures through local arts, festivals and events to foster
creativity and connectivity across the community.
2.3 Build the community’s capacity to adapt to changes in the physical, social and economic environment.
2.4 Enhance community inclusion where people of all locations, ages, abilities and cultures can participate and have
access to the necessary services and facilities.
CATALYST PROJECTS 2021–2026 KEY INITIATIVES
1. Redlands Coast Sport and Recreation Precinct 1. Stronger Communities Strategy – Implement the Stronger
Progress Council’s staged master-plan including sporting Communities Strategy and Action Plans to help ensure
fields, club buildings, car parking, cycling tracks, the city has services and social infrastructure to support
recreation trails and spaces to play and explore. the health and wellbeing of people of all ages and
abilities.
2. Birkdale Community Land, Willards Farm
2. Develop and deliver initiatives to recognise and celebrate
and Tingalpa Creek Corridor
our local heritage and diverse cultures through the arts
Create a shared vision for the end use of the land and events that promote connectivity.
recognising the rich and diverse history of the site,
building those values into creating an iconic landmark 3. Advocate for lifelong learning and capacity building
for the Redlands Coast. opportunities to enable social, cultural and economic
participation and enhance productivity.
3. Strategic Property Planning Opportunities
Generate enhanced community outcomes through
strategic alignment and transitioning of Council’s
property portfolio to embrace sustainable opportunities
to deliver physical and natural assets that respond
to current and future needs in regards to social,
environmental and economic outcomes.
Redland Bay Men’s Shed Historic Willards Farm, Exploring IndigiScapes Centre Cycling tracks
Birkdale (Cullen Cullen)
29GOAL 2: STRONG COMMUNITIES 30 Library member
Our Future Redlands – A Corporate Plan to 2026 and Beyond
HOW WE WILL MEASURE OUR PERFORMANCE
• Diverse and inclusive offering of community activities in line with yearly operational plans.
• Annual community grants and sponsorship programs target identified community and business needs.
• Number of hours volunteers donate towards Council’s projects and initiatives.
• Number of programs delivered that target community vulnerability.
• Number of disaster preparedness community engagements per month.
SUPPORTING STRATEGIES HOW THE COMMUNITY CAN CONTRIBUTE
• Redland Open Space 1. Participate in and support local networks, events and festivals.
Strategy 2026 2. Familiarise yourself with the Redland City Council Disaster
• Redland City Tourism Management Plan and how to prepare, respond and recover
Strategy and Action from a disaster.
Plan 2015–2020 3. Learn about and show respect for the diverse and unique
• Library Services culture and heritage within our city.
Strategy 2017–2022 4. Celebrate diversity and embrace opportunities created through
• Redlands Coast the different needs, values and cultures within our community.
Transport Strategy 5. Volunteer to help support people within your local community.
• Redland City Disaster
Management Plan
CONTRIBUTING SERVICES
• Social Planning
• Community Development
• Community Grants
• Disaster Management
• Libraries
• Arts and Culture
• Parks and Open Spaces
• Sport and Recreation
• Event Management
• ommunity Buildings
C
and Facilities
• Laws and Regulation Entertainment at Redland Performing Arts Centre
• Integrated Customer
Contact
3132 32 Yulu Burri Ba Dancers at Point Lookout (Mulumba)
Corporate Plan – Goal 3
QUANDAMOOKA COUNTRY
Our city embraces the rich Aboriginal heritage of Redlands Coast
(Quandamooka) and the Traditional Owners’ ongoing custodianship
of Quandamooka land and waters. We work together for the future
of Redlands Coast on Quandamooka Country.
33
33GOAL 3: QUANDAMOOKA COUNTRY
A SNAPSHOT
Traditional Owners of much of Redlands The Quandamooka People represent three
Coast, collectively known as the distinct tribes: the Nughie of Moorgumpin
Quandamooka People, have lived on (Moreton Island) and the Noonuccal
the lands and seas of much of Redlands and Gorenpul of Minjerribah
Coast for at least 21,000 years (North Stradbroke Island)
On 4 July 2011, Redland City Council and the Quandamooka People signed a historic
Indigenous Land Use Agreement, setting out broad principles and mechanisms
for how the parties will work together to benefit the community.
On the same day, 4 July 2011, the Federal Court of Australia made two native title consent
determinations recognising the Quandamooka People’s native title rights and interests.
The Quandamooka Coast Native In 2017, more than 500
Title Claim was entered on Council employees attended
the Register of Native Title a Quandamooka Cultural
Claims in May 2017 and is in Session to celebrate National
the process of determination Reconciliation Week
In 2019, Council adopted its first internal Reconciliation
Action Plan: Kanara Malara – One People 2019–2021 Redland
City Council Internal Reconciliation Action Plan, comprising of
55 actions
Council plays a proactive role in promoting Quandamooka Culture and reconciliation. Highlights include:
• he Indigenous Servicemen and Servicewomen Honour Roll in 2014, a public event that received
T
national media attention, where the names of Aboriginal and Torres Strait Islander service men and
women of Redlands Coast were announced by their family members or Quandamooka People.
• I n 2015, Redland City Council in partnership with Quandamooka Yoolooburrabee Aboriginal
Corporation unveiled the Quandamooka Statement of Recognition at the front of its Cleveland
Administration building.
• Council was a proud founding sponsor of the Quandamooka Festival.
• ouncil has introduced dual place-naming, incorporating the Quandamooka People’s Jandai dialect,
C
into communications including signage, the Redlands Coast website and Council meeting rooms.
• ach year, Council hosts a number of events through its libraries, art galleries and Redland
E
Performing Arts Centre to promote Quandamooka culture.
34Our Future Redlands – A Corporate Plan to 2026 and Beyond
Our five-year plan
OUR 2026 QUANDAMOOKA COUNTRY OBJECTIVES
3.1 Value, engage and collaborate with Traditional Owners of much of Redlands Coast, the Quandamooka People.
3.2 Partner with the Traditional Owners of much of Redlands Coast, the Quandamooka People, to increase
recognition, understanding, and respect for traditional culture and heritage and to protect and preserve
Aboriginal heritage sites.
3.3 Support the delivery of commitments under the current North Stradbroke Island/Minjerribah Indigenous
Land Use Agreement that Council has with Quandamooka Yoolooburrabee Aboriginal Corporation to provide
economic, environmental, social and cultural opportunities for Traditional Owners.
3.4 Acknowledge the role – and knowledge of – Traditional Owners in managing the land and sea under Native Title.
3.5 Work towards the finalisation of Native Title determinations in consultation with Traditional Owner groups.
CATALYST PROJECTS 2021–2026 KEY INITIATIVES
1. Redlands Coast Reconciliation Action Plan 1. Work closely with the Traditional Owners of much
Progress our reconciliation journey through the of Redlands Coast, the Quandamooka People, and
development of an externally facing Redlands Coast representative body Quandamooka Yoolooburrabee
Reconciliation Action Plan. Aboriginal Corporation, to foster a positive, mutually
respectful working relationship.
2. Dual Naming Wayfinding Signage
2. Continue to improve Council’s capacity to deliver positive
Progress roll-out of dual naming wayfinding signage outcomes for the Traditional Owners of much of Redlands
across the Redlands Coast that incorporates Coast, the Quandamooka People, and all Aboriginal
Quandamooka Jandai language. and Torres Strait Islander people living on Redlands
3. New City Entry Statements Coast, through policy as well as cultural awareness
and heritage training for elected representatives and
Installation of new city entry statements that include
Council employees.
acknowledgement of Quandamooka Country.
3. Work with the Quandamooka People to promote respect
and understanding of Quandamooka culture and Native
Title within the Redlands Coast community.
4. Work collaboratively with the Quandamooka People
to help achieve a positive future for North Stradbroke
Island/Minjerribah post sandmining, including advocacy
for local planning.
NAIDOC Reconciliation event Cultural training by Matthew Burns Consultation with Quandamooka City entry statements
Yoolooburrabee Aboriginal
Corporation (QYAC)
35GOAL 3: QUANDAMOOKA COUNTRY 36 Quandamooka artist Delvene Cockatoo-Collins at the Point Lookout (Mulumba) place marker
Our Future Redlands – A Corporate Plan to 2026 and Beyond
HOW WE WILL MEASURE OUR PERFORMANCE
• Number of joint initiatives agreed and completed in partnership with Quandamooka People and Quandamooka
Yoolooburrabee Aboriginal Corporation.
• Cultural awareness and heritage training provided to elected representatives and Council employees.
• Promotion of Quandamooka culture and Native Title to the community.
• Percentage of residents aware of local Aboriginal history and culture.
SUPPORTING STRATEGIES
• Quandamooka People and HOW THE COMMUNITY CAN CONTRIBUTE
Redland City Council Indigenous 1. Learn about Quandamooka culture and Native Title on
Land Use Agreement Redlands Coast.
• Internal Reconciliation Action 2. Undertake a Quandamooka cultural experience, for example on
Plan Kanara Malara – One People North Stradbroke Island/Minjerribah.
3. Get involved in the development of Council’s externally facing
CONTRIBUTING SERVICES Redlands Coast Reconciliation Action Plan.
• Quandamooka Partnerships
Quandamooka artist Craig Tapp creating art for the 2018 Queen’s Baton Relay
3738 38 Bushwalking in the Don and Christine Burnett Conservation Area, Sheldon (Joonggabbin)
Corporate Plan – Goal 4
NATURAL ENVIRONMENT
Our environment enhances our identity, lifestyle, wellbeing,
economy and cultural values. Opportunities to be immersed in
our naturally wonderful environment are harnessed, and drive
our commitment to protect and enhance our natural assets.
39
39GOAL 4: NATURAL ENVIRONMENT
A SNAPSHOT
1700 species
350 bird species
of animals
Annual visits from
Two genetically distinct 20,000+
koala populations migrating humpback
whales each year
Three dolphin
Six of the world’s
species and a
seven sea turtle
significant dugong
species
population
OUR NATURALLY WONDERFUL LANDSCAPE INCLUDES:
• Coastal islands.
• Fertile red volcanic soils.
• Diverse habitats – large open eucalypts to Ramsar wetlands.
• Moreton Bay Marine Park, one of the largest estuarine bays in Australia.
• North Stradbroke Island (Minjerribah), second largest sand island in the world.
Moreton Bay Marine Park, one of the largest estuarine bays in Australia
40Our Future Redlands – A Corporate Plan to 2026 and Beyond
Our five-year plan
OUR 2026 NATURAL ENVIRONMENT OBJECTIVES
4.1 Manage, maintain and enhance our natural assets and ecosystems, including wildlife protection, vegetation
management, and marine and waterway health and values.
4.2 Actively encourage reduction, reuse and recycling of waste to support sustainable waste management
principles.
4.3 Encourage visitors and residents to embrace and experience our natural assets including coastline, islands,
marine parks, hinterland and unique environment.
4.4 Support ecologically sustainable development through clear planning and policy.
4.5 Proactively manage climate change and extreme weather impacts through adaptive strategy and planning.
CATALYST PROJECTS
1. Coastline Activation 3. Waste Management
Finalise a strategy to activate the Redlands coastline, Participate in the development of a regional waste plan,
including Cleveland Point land access improvements and develop a local Waste Recycling and Reduction Plan
and other landside improvements across the city, to to move towards a zero waste future.
encourage appreciation, recreation and utilisation of
our unique natural bay and creek waterfront spaces 4. Minjerribah Panorama Coastal Walk
and places. Progress next stages of this unique connection to enhance
visitors’ experiences, by harnessing key views and
2. Wastewater Treatment Plants completing a safe pedestrian link between Point Lookout
Develop a strategy to review opportunities associated Village and Cylinder Beach.
with Council’s wastewater treatment plants including
new forms of energy.
2021–2026 KEY INITIATIVES
1. Continue to target rehabilitation, regeneration and 7. Partner with Seqwater and other water service providers
habitat management works in key priority areas, based to contribute to the development of the Water 4 SEQ Plan
on strategic mapping and research through the delivery – an integrated plan for water cycle management in South
of the Redlands Wildlife Connections Action Plan. East Queensland, supporting drought preparedness for
2. Deliver Council’s Koala Conservation Strategy and review the region.
and update the Koala Conservation Action Plan to commit 8. Deliver the Redlands Coast Biosecurity Plan to proactively
to proactively preserve our koala population. manage the impacts to Redlands Coast environmental
3. Partner with the community to manage fire risk through assets and community lifestyle posed by biosecurity
Council’s fire management program. risks.
4. Explore and implement opportunities to proactively 9. Work with the community to provide education
reduce Council’s carbon footprint. opportunities to support, enhance and encourage
environmental understanding and grow environmental
5. Continue to implement the Coastal Hazard Adaptation connections.
Strategy to proactively manage the impact of climate
change on our foreshores. 10. Implement programs to address the impacts of land uses
on waterways by delivering a coordinated approach to
6. Support the transition to a circular economy for waste catchment management.
and participate in regional collaboration and other
partnership opportunities to improve resource efficiency. 11. Partner with industry leaders to investigate alternative
sources of energy that provide environmental, community
and economic benefits.
41GOAL 4: NATURAL ENVIRONMENT 42 Council fire management crew member
Our Future Redlands – A Corporate Plan to 2026 and Beyond
HOW WE WILL MEASURE OUR PERFORMANCE
• Percentage (%) of bushcare programs, environmental partnerships and conservation services within core habitat
and wildlife corridors in accordance with the Wildlife Connection Action Plan in priority mapped areas.
• Completion of programs in accordance with the yearly Koala Conservation Strategy Action Plan.
• Percentage (%) of waste recycled, and percentage (%) of contamination in recycled waste.
• Number of resident uptake on green bins.
• Percentage (%) of waste generation per resident.
• Disaster preparedness, response and recovery activities undertaken in accordance with the Redland City Disaster
Management Plan.
SUPPORTING STRATEGIES
• Waste and Recycling HOW THE COMMUNITY CAN CONTRIBUTE
Plan 2015–2020
1. Participate in conservation, restoration, revegetation,
• Redlands Koala Conservation habitat enhancement and fire management on your
Strategy 2016 private property.
• Wildlife Connections
2. Learn about and explore the many natural experiences on
Plan 2018–2028
offer across the city.
• Redlands Coast Biosecurity
Plan 2018–2023 3. Choose more sustainable goods when making purchases and
maximise the value of the resources you use by repurposing
• Redland City Plan
wherever possible.
• Redland City Disaster
Management Plan 4. Learn how to minimise contamination and understand
what items can be recycled through the services provided
CONTRIBUTING SERVICES by Council.
• Environmental Management 5. Fill up a bag each week with soft plastics and drop them into a
• Waterway Management REDcycle bin at your nearest participating supermarket.
• Environmental Compliance
• Environmental Education
• Public Health
• Waste and Recycling
• Disaster Management
• Economic Development
Koala conservation Green bins Surfing on North Stradbroke Island Embracing our natural environment
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