TOURISM NOOSA FUNDING AND PERFORMANCE DEED 2026–2029 · Report

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GENERAL COMMITTEE MEETING                                                           13 APRIL 2026


achievement under the Annual Outcome Report, calculated in accordance with Schedule 2.

Reporting and governance
Quarterly progress reports and the Annual Outcome Report are required. Governance protections
include maintenance of a $200,000 contingency fund held by TN, (withdrawals subject to reasonable
Council approval), Council observer participation at TN Board meetings, annual review of KPI’s and
Council discretion regarding any further term beyond 2029. These measures safeguard public funds
and support disciplined delivery. Reporting under the Funding Deed is structured to enable Council
to assess both overall performance and delivery against Agreed Priorities and KPIs.

The Funding Deed also introduces a clear underperformance review and termination framework.
Where Tourism Noosa achieves less than 50% of KPIs and Target Metrics in a financial year, Council
may require a formal performance review meeting to identify causes and remediation actions.
Persistent material under-performance provides Council with a defined right to terminate the Funding
Deed. These provisions ensure transparency, procedural fairness and protection of public funds.

Council Decision
This report seeks Council consideration and approval of the Tourism Noosa Funding and
Performance Deed 2026–2029 and to authorise the CEO to finalise and execute the Funding Deed
(including minor administrative amendments if required).

In summary
The proposed Funding Deed provides funding certainty with strong accountability, aligns TN’s role
with the DMP and Roadmap, has clear performance and governance controls, and establishes a
fit-for-purpose engagement model to deliver measurable outcomes for the community, environment
and local economy. It implements Council’s December 2025 direction and positions the partnership
to deliver on Noosa’s destination stewardship ambitions over the next three years.

RECOMMENDATION
That Council:
A. Approve the Tourism Noosa Funding and Performance Deed 2026–2029 with Tourism Noosa
   Ltd for a term of three (3) years, commencing 1 July 2026 and ending 30 June 2029, for funding
   of $2,000,000 per annum (ex GST), with CPI indexation applied from the second year of the
   Term, capped at a maximum of 3.5% per annum, subject to the terms and conditions of the
   Funding Deed as per Attachment 1.
B. Note that the funding will be paid in three instalments, with the second instalment subject to a
   performance-based adjustment of up to $350,000, based on Council’s assessment of KPIs and
   Target Metrics achievement under the Annual Outcome Report and having regard to the KPI
   priority rankings and points-based calculation methodology set out in Schedule 2 to the Deed.
C. Authorise the Chief Executive Officer to:
   1. Finalise and execute the Tourism Noosa Funding and Performance Deed 2026–2029,
   including any minor or administrative amendments if required following Council decision; and
   2. Administer the Funding Deed in accordance with its terms.


REPORT
Background
On 20 April 2023, Council approved a two-year Tourism Noosa Funding & Performance Deed (to 30
June 2025) with a two-year option, providing $2.52 million per annum (ex GST). That agreement
strengthened governance arrangements and clearer planning and compliance obligations, and
formalised quarterly reporting to Council against agreed performance measures. The deed also
anticipated future alignment with Council’s DMP once adopted.

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GENERAL COMMITTEE MEETING                                                              13 APRIL 2026



On 8 May 2025, Council resolved to move to a one-year funding arrangement (to 30 June 2026) at
$2.0 million (ex GST) to provide time to review the relationship and clarify future expectations.
Funding under this arrangement was released in two milestone payments, with the second tranche
conditional on delivery of agreed outputs. As part of this decision, Council initiated the transition of
tourism events sponsorship and management from TN to Council to streamline governance and
reduce duplication. Quarterly reporting requirements continued to apply during this period.

On 18 September 2025, Council noted the executed one-year deed and received a status update
on progress toward clarifying TN’s future role and funding framework.

On 18 December 2025, Council adopted the Tourism Noosa Roadmap and endorsed Option 2 –
Evolve Tourism Noosa to align with the Destination Management Plan as the immediate service
delivery model. Council resolved that the Chief Executive Officer bring back a further report for
endorsement of the final funding terms with TN and requested that Council’s Procurement team
support the development of any future funding agreements.

This report and the attached Tourism Noosa Funding and Performance Deed 2026–2029, Schedule
1 and Schedule 2 (Funding Deed), are presented in direct response to Council’s adopted resolutions
of 18 December 2025.

Our Approach
Council and TN adopted a disciplined, collaborative process to develop a three-year Funding Deed
and a Schedule of Agreed Priorities, KPIs and Target Metrics (objective measures). A joint Working
Group comprising senior officers from Council and TN with extensive experience in funding, contract
management, destination governance and industry operations, led the drafting, issue-resolution and
sequencing of approvals. Council’s CEO and Director Strategy & Environment provided executive
direction; Council’s Legal Counsel led the drafting to ensure internal consistency and enforceability;
and TN’s CEO and Board representatives contributed operational, industry and governance insight
to ensure the instrument is practical to administer over the term.

Legal robustness was built in from the outset through multiple rounds of internal legal review and a
separate independent external legal review focused on structure, risk and the operability of key
clauses, including the funding mechanics, performance-based adjustment, reporting, misapplied
funds, contingency fund access and any further-term discretions.

Procurement’s role was to advise and comment on compliance with Council’s procurement
framework and the Local Government legislative setting. Specifically, Procurement assessed the
approach against the Local Government principles. This provided an additional compliance lens over
the Funding Deed and its administration and responded directly to the Council resolution that
Procurement support the development of future funding agreements.

Councillor engagement occurred via workshop briefings to confirm direction and key KPIs.

Overall, the combination of an experienced Working Group, dual legal review (internal and
independent), Procurement’s compliance advice regarding the Local Government framework, and
structured Councillor engagement, gives assurance that the Funding Deed and Schedules have
been developed with appropriate rigour, transparency and alignment to Council’s adopted direction.

Tourism Noosa – Role and Context
TN is Council’s long-standing LTO and a key delivery partner for destination marketing, visitor
servicing and industry capability. Under the proposed Funding Deed, TN’s role is explicitly reframed
to support Council’s adopted DMP and the TN Roadmap, shifting from a primarily promotional focus
to a destination stewardship model grounded in community values, sustainability and long-term
economic benefit.

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GENERAL COMMITTEE MEETING                                                           13 APRIL 2026


The Funding Deed requires TN to evolve its activities, governance and performance focus to embed
the vision, principles and priority actions of the DMP. This includes aligning destination marketing
and storytelling with “values over volume”, supporting behaviour-change initiatives for visitors and
industry, strengthening sustainability and regenerative tourism practices, and building industry
capability to deliver experiences consistent with what Noosa can sustainably support.

TN remains responsible for delivering core tourism functions on behalf of Council, including
destination marketing and brand stewardship, trade and business events activity, visitor information
services, research and insights, industry development and partnerships. However, these functions
must now be delivered through a DMP lens, with clear obligations to demonstrate how activities
contribute to community outcomes, environmental stewardship and economic resilience.

The Funding Deed also reinforces TN’s obligations to operate transparently, collaborate closely with
Council, and participate constructively in emerging destination governance arrangements, including
engagement with the Destination Stewardship Council once established. Annual review mechanisms
within the Funding Deed ensure TN’s role and priorities can be refined over time to remain aligned
with Council policy, the DMP and evolving community expectations.

The Tourism Noosa Funding Deed
The proposed TN Funding Deed establishes a three-year funding and performance framework for
the period 1 July 2026 to 30 June 2029, providing certainty of funding while strengthening
accountability for outcomes.

Council will provide $2.0 million per annum (ex GST) to TN, paid in three instalments, subject to
annual CPI indexation, capped at 3.5%, applied on each anniversary of the Term. For clarity, the
CPI indexation is applied to year’s two and three only. The first instalment is payable early in the
financial year, with the second instalment subject to review of the Annual Outcomes Report against
KPIs and Target Metrics, and the final (third) yearly instalment paid at the end of January of the
relevant financial year.

A performance-based adjustment of up to $350,000, applied where Council determines, based on
the prior year’s performance, that KPIs have not been fully achieved now forms part of the Deed
provisions. This assessment is informed by TN’s Annual Outcome Report, due by 31 July each year,
and applies a clear points-based sliding-scale methodology linked to KPI achievement and priority
tiers, as set out in Schedule 2.

The Funding Deed sets out strengthened reporting and accountability requirements, including
quarterly progress reports (within 10 business days of quarter end) and the Annual Outcome Report,
which consolidates performance, financial reporting and delivery against the Agreed Priorities and
KPIs. These reporting mechanisms provide Council with timely oversight and a transparent basis for
assessing value for money.

Schedule 1 – Agreed Priorities, KPIs and Target Metrics (and Schedule 2 – Performance
Adjustment methodology)
Schedule 1 of the Funding Deed provides a single, consolidated performance framework that links
Council funding to Agreed Priorities, KPIs and Target Metrics, with Schedule 2 establishing the
method by which performance-based funding adjustments are calculated. This unified structure is
aligned to the DMP and the TN Roadmap.

The Schedule is organised across defined service areas, including strategy and governance
alignment, destination marketing and brand stewardship, industry capability and experience
development, trade and business events, visitor services, research and insights, and partnerships
and revenue diversification. For each area, the Schedule specifies clear deliverables, KPIs and
objective Target Metrics, ensuring expectations are explicit and assessable.

Importantly, the Funding Deed includes a structured annual review mechanism, allowing Council

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GENERAL COMMITTEE MEETING                                                            13 APRIL 2026


and TN, by mutual agreement to update Agreed Priorities and KPIs to reflect progress, emerging
risks, or changes in Council direction, while maintaining continuity and accountability. This ensures
the framework remains current and responsive over the life of the Funding Deed.

Council & Tourism Noosa Engagement
A strong, constructive relationship between Council and Tourism Noosa is critical to the successful
delivery of the DMP and the transition to a destination stewardship model. The proposed Funding
Deed and Schedule are underpinned by a shared understanding that effective destination
management requires clear roles, regular engagement and disciplined collaboration across strategic
and operational levels.

In recent months, Council executives have engaged directly with the TN Board to present the
adopted DMP, outline Council’s expectations for delivery, and discuss how the Plan’s vision,
principles and priority actions translate into TN’s core functions. These discussions have focused on
how DMP outcomes are operationalised through TN’s annual operational planning, destination
marketing campaigns, industry development programs, visitor servicing and reporting frameworks.

At an operational level, Council’s Economic Development, Destination Management team and the
TN Executive team have agreed an expanded and more structured program of planning, review and
coordination meetings. This includes regular forward planning discussions, quarterly performance
and reporting reviews, and alignment sessions linked to TN’s annual business and operational
planning cycle.

Governance arrangements within the Funding Deed, including Council observer participation at TN
Board meetings and strong reporting requirements, support this engagement framework by providing
transparency, oversight and timely escalation pathways where issues arise. Importantly, the annual
review mechanisms built into the Funding Deed and Schedule allow Council and TN to jointly refine
Agreed Priorities and KPIs over time, ensuring the relationship remains responsive to emerging
challenges, community expectations and the progressive implementation of the DMP.

Overall, the proposed engagement framework establishes a contemporary partnership that balances
independence and accountability. It supports shared stewardship of Noosa as a destination, clear
alignment between strategy and delivery, and a collaborative approach to achieving outcomes that
benefit the community, the environment and the local economy.


Link to Corporate Plan
Theme No. 3 - Prosperity
Focus areas include economic development, local business, innovation, arts and culture, waste and
a circular economy.

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.

Theme No. 5 - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.

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GENERAL COMMITTEE MEETING                                                             13 APRIL 2026


Previous Council Consideration
Special Meeting, 8 May 2025, Item 4.1
1 TOURISM NOOSA FUNDING AGREEMENT AND PERFORMANCE DEED
That Council note the report by the Chief Executive Officer to the Special Meeting dated 8 May 2025,
and
A. Authorise the Chief Executive Officer to prepare and execute a 12 month Funding and
Performance Agreement with Tourism Noosa until 30 June 2026;
B. Approve the release of funds to the amount of $2.0M (exclusive of GST) to Tourism Noosa, for
the duration of this agreement (to 30 June 2026), conditional on:
1. A Milestone Payment One of the agreement in the amount of $1.2M (exclusive of GST), to paid
on or before 31 July 2025;
2. A second graduated payment of $800,000 (exclusive of GST) to be made at 6 months, subject to
completion of the Roadmap and KPI achievements.
3. Noosa Council co-creating a comprehensive Roadmap with Tourism Noosa detailing Council’s
future expectations of Tourism Noosa’s role, structure, future focus and actions, and any further
funding arrangements.
C. Authorise the Chief Executive Officer to transition the sponsorship of tourism events and
associated funding (previously facilitated by Tourism Noosa) to Noosa Council during FY25/26.
D. Authorise the Chief Executive Officer to prepare the Funding and Performance Agreement to
reflect the requirements outlined in this report, including the addition of KPIs.
E. Work with Tourism Noosa to complete a comprehensive Roadmap considering agreed service
levels, organisational efficiencies, revenue diversification plans and the transitioning of sponsorship
of tourism events to Noosa Council.
1. That as part of the development of the Tourism Roadmap and considerations of future governance
models, Council obtains benchmarking data against other Local Tourism Organisations and
Regional Tourism Organisations. This information is to consider various funding structures, the level
and proportion of investment by local government, staffing levels and the overall economic value of
tourism. At the conclusion of the roadmap process, two clear options are to be presented to Council
for consideration.
2. Ensure that any future amendments to governance or funding structures be explicitly aligned with
and informed by the final Destination Management Plan (DMP), ensuring consistency of purpose
and long-term strategic alignment between Council and Tourism Noosa.
F. Note the new Funding Agreement (FY25/26) will be established prior to the completion and
adoption of the Destination Management Plan (DMP), it is therefore not contingent upon the DMP.
However, should the DMP be adopted during the term of the Agreement, provisions will be in place
to allow for variations to the Agreement to ensure Tourism Noosa’s activities align with the DMP’s
principles, outcomes, and relevant actions.
G. Ensure any future proposed funding decisions for Tourism Noosa include consultation with
industry stakeholders and residents, ensuring transparency and input into strategic investment in
Noosa’s tourism future.
H. Request the CEO provide reports to future Council meetings that note:
1. The executed Funding and Performance Agreement with the additional KPIs;
2. The agreed Roadmap (once finalised);
3. The event sponsorship costs including operational; and
4. Resource costs associated with events.
I. That Council recognise and reinforce the importance of maintaining the Noosa Brand and include
in the new funding agreement a requirement for Tourism Noosa to maintain focus, investment and
marketing activities directed on the enhancement and maintenance of Noosa as an iconic destination
through:
a. Ensuring that the marketing product remains strong and appealing by supporting sustainable
tourism and community well-being; and
b. Working with Tourism Noosa to identify key areas for investment that align with the future
Destination Management Plan.
J. Request the CEO provide monthly status reports on the progress of development of the Roadmap
with Noosa Council.

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GENERAL COMMITTEE MEETING                                                           13 APRIL 2026



Ordinary Meeting, 18 September 2025
12.1 TOURISM NOOSA 12 MONTH FUNDING DEED (AGREEMENT) & ROAD MAP STATUS
REPORT
That Council
A. Note the report by the Chief Executive Officer to the General Committee dated 15 September
B. Note the executed Tourism Noosa 12-month Funding Deed provided at Attachment 1; and
C. Note the Road Map status as outlined in this report.

Ordinary Meeting, 18 December 2025
2.2 ADOPTION OF TOURISM NOOSA ROADMAP
That Council
A. Note the report by the Chief Executive Officer to the Ordinary Committee dated 18 December
2025 regarding the Tourism Noosa Roadmap;
B. Approve the Tourism Noosa Roadmap (Attachment 1) in accordance with the requirements of the
current 12-month Tourism Noosa Funding Deed;
C. Endorse Option 2 – Evolve Tourism Noosa to align with the Destination Management Plan (DMP)
as the immediate and primary service delivery model as outlined in the attached and proposed
Tourism Noosa Roadmap: and
D. Request the Chief Executive Officer to bring back a report for endorsement of final terms with
Tourism Noosa to February 2026 round of Council meetings.
E. Request the Chief Executive Officer prepare a report to Council on the reintroduction of a
dedicated levy, specifically to consider whether the higher rates currently paid by commercial
properties, should be collected and accounted for as a dedicated levy rather than as part of general
rates.
F. Request that in relation to Item D, Council's Procurement department support the development of
any future funding agreements.

Councillor briefings and workshops focused on the development of the Funding Deed held
in February and March 2026.



Finance
The proposed Tourism Noosa Funding and Performance Deed 2026–2029 (Funding Deed) provides
a clear, transparent and accountable framework for Council’s ongoing investment in destination
management and tourism services.

Under the Funding Deed, Council will provide $2.0 million per annum (ex GST) to TN for a three-year
term commencing 1 July 2026, with CPI indexation applied from the second year of the Term, at a
maximum rate of 3.5%.

This funding model replaces the previous performance payment structure and enables Council to
assess performance on a full-year basis, while avoiding in-year funding volatility for Tourism Noosa
that could undermine service delivery. It strengthens the link between funding and outcomes and
provides Council with a proportionate and transparent mechanism to protect public investment. In
applying any performance adjustment, Council may consider not only the proportion of Agreed
Priorities, KPIs and Target Metrics achieved, but also the priority ranking and points weighting of
outcomes, consistent with Schedule 2 of the Funding Deed, ensuring funding consequences reflect
the strategic significance of any under-delivery.

Funding under the Funding Deed will continue to be sourced from existing budget allocations
supported by the commercial differential general rate, consistent with Council’s long-standing
approach to funding tourism and economic development services. The Funding Deed does not
increase residential ratepayer burden and aligns with Council’s adopted financial and governance
principles.

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GENERAL COMMITTEE MEETING                                                              13 APRIL 2026



The Performance Adjustment mechanism provides Council with flexibility to respond proportionately
to under-delivery, having regard to the relative priority of outcomes, while maintaining overall funding
certainty across the term

Local Government Principles
In consultation with the Procurement Team, including seeking external legal advice, it has been
confirmed that the establishment of the Funding Deed does not attract the obligations outlined in
Chapter 6 of the Local Government Regulation 2012 (LG Reg) and, subsequently, Council's
procurement policy, for making a ‘contract’.

Whilst the operation of Chapter 6 is not attracted in this instance, Council must continue to have
regard for the local government principles, as outlined in section 4 of the Local Government Act 2009
(LG Act), when making decisions. While the LG Act doesn’t necessarily prescribe how Council
achieves compliance with these principles for arrangements of this nature, the following have been
identified as relevant considerations in this instance:


                                       Response / How the Deed and Process Address This
Local Government Principle
                                       Principle

                                       •   Funding Deed and Schedule of Agreed Priorities, KPIs
                                           and Target Metrics are presented through a public
                                           Council report and decision process.
                                       •   Three-year Funding Deed seeking approval by Council
                                           resolution with clear funding amounts, performance
Transparent and effective                  conditions and reporting obligations.
processes and decision-making in       •   Performance Adjustment is transparently linked to
the public interest                        published KPIs, priority rankings and annual outcome
                                           reporting.
                                       •   Quarterly operational reporting and an Annual
                                           Outcome Report provide Council and the community
                                           with visibility of outcomes delivered for public
                                           investment.

                                       •   Funding Deed explicitly aligns TN’s role and funded
                                           services to Council’s adopted DMP and Roadmap.
                                       •   KPIs prioritise destination stewardship, sustainability,
                                           behaviour change, yield and long-term community
Sustainable development and                benefit over volume growth.
management of assets and
infrastructure, and delivery of        •   Three-year funding certainty supports continuity of
effective services                         essential tourism services while enabling staged
                                           transition to more sustainable delivery models.
                                       •   Performance and reporting frameworks ensure
                                           services remain effective, outcome-focused and
                                           value-for-money.

                                       •   Council retains policy leadership and decision-making
Democratic representation, social          responsibility, with TN accountable for delivery.
inclusion and meaningful               •   DMP-aligned KPIs embed community values,
community engagement                       incorporate first nations engagement and seek and
                                           low-impact visitor behaviour.

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GENERAL COMMITTEE MEETING                                                           13 APRIL 2026


                                    Response / How the Deed and Process Address This
Local Government Principle
                                    Principle

                                    •   The Funding Deed requires TN to work collaboratively
                                        with Council and participate constructively in
                                        destination governance arrangements (including the
                                        Destination Stewardship Council once established).
                                    •   Council consideration of the Funding Deed occurred
                                        following councillor workshops, briefings and
                                        community-informed DMP adoption.

                                    •   Funding Deed developed through a joint Working
                                        Group with internal officers, TN executives,
                                        Procurement, Governance and Legal oversight.
                                    •   Multiple internal legal reviews and independent
                                        external legal review ensured enforceability,
                                        proportionality and risk management.
Good governance of, and by, local
government                          •   Clear separation of roles: Council sets policy, funding
                                        parameters and governance oversight; TN delivers
                                        agreed services.
                                    •   Governance safeguards include Council observer
                                        participation at TN Board meetings, misapplied-funds
                                        provisions, a contingency fund and defined
                                        under-performance and termination pathways.

                                    •   Council has undertaken the necessary steps to ensure
                                        the proposed Funding Deed is established in
                                        accordance with relevant policies and procedures,
                                        including in accordance with the Local Government Act
                                        2009.
                                    •   Conflicts of interest were not identified during the
                                        development of the Funding Deed, with standard
                                        conflict-of-interest declarations and management
                                        processes applied during councillor briefings,
Ethical and legal behaviour of
                                        workshops and decision-making processes.
councillors, local government
employees and councillor advisors   •   Funding arrangements are budgeted, consistent with
                                        Council policy and approved through formal Council
                                        resolution.
                                    •   Clear accountability, reporting and audit mechanisms
                                        protect public funds and support ethical stewardship of
                                        Council investment.
                                    •   Decision-making is supported by documented
                                        rationale, legal advice, procurement review and
                                        transparent reporting to Council.


Risk & Opportunities
The proposed Tourism Noosa Funding and Performance Deed 2026–2029 (Funding Deed)
represents a shift from a short-term, milestone-based funding arrangement to a more structured,
multi-year performance framework aligned with the DMP. While the Funding Deed provides funding
certainty and continuity of core services, it also introduces clearer accountability mechanisms,

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GENERAL COMMITTEE MEETING                                                               13 APRIL 2026


including ranked KPIs and performance-based funding adjustment. The following risks and
opportunities reflect Council’s consideration of financial sustainability, governance and delivery risks,
community and stakeholder expectations, and the opportunity to strengthen destination stewardship
outcomes through a clearer framework.

Risk /
                  Description                            Mitigation / Management Response
Opportunity
Financial Risk    Ongoing reliance on Council        •       Three year funding certainty with CPI
                  funding and exposure to CPI and            indexation.
                  cost pressures over the three year
                  term. Performance based funding •          Performance adjustment capped and
                  adjustment introduces some                 applied retrospectively following annual
                  funding variability for TN.                assessment.
                                                     •       Requirement for TN to pursue
                                                             alternative revenue streams under the
                                                             Funding Deed and Schedule.
Performance & Risk that priority outcomes under          •   Introduction of ranked KPIs to clearly
Delivery Risk the DMP are not delivered, or that             signal Council’s priority outcomes.
              delivery is uneven across service
              areas.                                     •   Points-based performance adjustment
                                                             applied proportionately to
                                                             under-delivery, calculated by reference
                                                             to KPI priority tiers and Schedule 2.
                                                         •   Quarterly reporting and Annual Outcome
                                                             Report enable early identification and
                                                             management of delivery risk.
Governance & Risk of misalignment between                •   Single consolidated Schedule of Agreed
Accountability Council expectations, TN delivery             Priorities, KPIs and Target Metrics.
Risk           and community perceptions if
               performance and outcomes are              •   Council observer role at TN Board
               unclear.                                      meetings.
                                                         •   Transparent reporting of progress
                                                             against ranked KPIs.
Reputational /    Community concern regarding            •   Funding Deed requires alignment with
Community         ongoing tourism funding,                   the DMP’s “values over volume” and
Risk              particularly where perceptions of          destination stewardship principles.
                  issues relating to tourism impacts
                  are not addressed.                     •   Reporting focuses on outcomes, not just
                                                             activity or promotion.
                                                         •   KPIs prioritise behaviour change,
                                                             sustainability and regenerative actions.
Political Risk    Differing stakeholder expectations •       Ranked KPIs ensure funding is tied to
                  — some residents seeking reduced           strategic priorities endorsed by Council.
                  tourism activity, while local
                  businesses rely on visitor economy •       Performance adjustment provides
                  stability.                                 Council with proportionate responses to
                                                             under delivery without abrupt disruption
                                                             to services.
                                                         •   Ongoing engagement through structured
                                                             Council–TN alignment processes.

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GENERAL COMMITTEE MEETING                                                            13 APRIL 2026


Risk /
                 Description                         Mitigation / Management Response
Opportunity
Operational     TN continues to evolve its role and •     Funding Deed preserves continuity of
Transition Risk operating model in line with the          core services while enabling staged
                Roadmap and DMP, which may                organisational evolution.
                create short term capacity
                pressures.                          •     Annual review mechanism allows
                                                          refinement of KPIs as capability and
                                                          maturity increase.
                                                      •   Regular engagement at operational level
                                                          to occur.
Opportunity –    TN’s established capability and     •    Funding Deed embeds DMP aligned
DMP Delivery     networks can accelerate delivery of      obligations and KPIs.
                 priority DMP actions.
                                                     •    Ranked priorities ensure focus on the
                                                          most important outcomes for destination
                                                          stewardship.
                                                      •   Formalised reporting strengthens
                                                          Council oversight of DMP
                                                          implementation.
Opportunity –    The new Funding Deed provides an •       Clear separation between guaranteed
Governance       opportunity to strengthen                funding and performance
Maturity         governance discipline and value for      consequences.
                 money accountability.
                                                     •    Priority weighted KPIs improve
                                                          transparency and defensibility of funding
                                                          decisions.
Opportunity –    Maintain Noosa’s premium brand       •   KPIs prioritise yield, values aligned
Brand and        positioning while transitioning          marketing, and visitor behaviour
Visitor          toward a regenerative tourism            outcomes.
Economy          model.
                                                      •   Stable funding supports uninterrupted
                                                          delivery of brand, trade and visitor
                                                          services.


Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.


Consultation
External Consultation - Community & Stakeholder
Tourism Noosa (Board and Executive) through the TN Roadmap Working Group; Tourism Noosa
Board and Noosa Councillor briefing sessions.
Significant feedback received during the development of the DMP from community and business.

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GENERAL COMMITTEE MEETING                                                              13 APRIL 2026


Internal Consultation
Departments consulted:
     Office of the CEO, Mayor &         Community Services               Corporate Services
             Councillors
 X    Mayor & Councillors             Director                        Director
 X    Chief Executive Officer         Community Connection            Financial Services
      Executive Officers              Sport & Active Lifestyles       Revenue Services
      Community Engagement            Arts & Culture                  ICT
 X    Governance                      Customer Experience         X   Procurement

                                                                      People & Culture
      Strategy & Environment          Development & Regulation        Infrastructure Services
 X    Director                        Director                        Director
      Strategy & Sustainability       Development Assessment          Civil and Asset operations
 X    Economic Development        &                                   Infrastructure Planning, Design
                                      Local Laws
      Destination Management                                          and Delivery
      Environmental Services          Environmental Health            Waste
      Innovation & Digital Hub        Building & Plumbing             Building & Facilities
      Commercial Property             Property / Permits              Disaster Management

                                                                      Fleet