ADOPTION OF DESTINATION MANAGEMENT PLAN · Report

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GENERAL COMMITTEE MEETING                                                     15 DECEMBER 2025


   4. Measures – how we’ll know it’s working
Summary of Guiding Principles and Actions

Principle 1 – Respecting Community
Goal: Improve quality of life, connectivity, and housing supply through responsible tourism.
Focus Areas: Short-stay accommodation regulation, incentivising long-term rentals, improving active
and public transport infrastructure, and innovative parking and traffic solutions.

Principle 2 Leading the Way
Goal: Position Noosa as a leader in responsible, regenerative tourism.
Focus Areas: Sustainable visitation management, protecting natural assets, and exploring
alternative funding models including visitor contributions.

Principle 3 – Living Our Values
Goal: Ensure residents, businesses, and visitors actively contribute to keeping Noosa special.
Focus Areas: Joint Custodian programs, building industry expertise in regenerative practices, and
embedding community and Kabi Kabi values in marketing and storytelling.

Principle 4 – Tourism for Good
Goal: Ensure tourism actively enhances and regenerates Noosa’s community, environment, and
economy.
Focus Areas: Leading regenerative practices, embedding sustainable approaches in the Destination
Marketing Organisation, and developing a sustainable events portfolio that reflects community
values.

Importantly the plan responds to and identifies new areas for focus, commitment, action and attention
including the following;

   1. Day Visitation Management: Implement a series of programs and trials to reduce the impact
      of day visitors and boost their contribution to Noosa by offering such things as rewards for
      positive behaviour choices and through dynamic parking and smart travel choices.
   2. Joint Custodian Program: Develop the "For the Love of Noosa" program to build
      understanding and commitment to Noosa’s values and regenerative tourism approach
      among locals, businesses, and visitors.
   3. Hinterland Regeneration: Launch a Regenerative Agriculture Program to grow vibrant
      agricultural landscapes and natural areas, increasing food and produce offerings, offsetting
      impacts, and enhancing tourism experiences.
   4. Establish Destination Stewardship: Renew our approach to managing the visitor economy
      to one of genuine collective stewardship of the destination and identify alternative revenue
      sources to support and invest in our destination.
The DMP is a long-term plan, it has a 10-year horizon. Success will take time and is only achievable
through collective commitment and effort. Its success is dependent on such factors as:
   •   Strong leadership and sustained commitment to bold action.
   •   Increased investment to accelerate priorities.
   •   Effective advocacy with a clear plan to influence policy and decision-making.
   •   Strategic partnerships with industry and business, government and community to ensure
       alignment and shared direction.
   •   Regular monitoring and evaluation and checking in with our community to stay on track, adapt
       and improve as needed.

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GENERAL COMMITTEE MEETING                                                        15 DECEMBER 2025



The plan includes a high-level Monitoring and Evaluation Framework and is supported by a Draft
initial 3-year Implementation Plan that outlines what we aim to achieve, how we will get there, and
how we will measure success. This Draft implementation plan sits alongside the DMP and will be
reviewed and updated annually. It is intended to provide transparency and accountability, while
giving us the flexibility to monitor, learn and adapt as we go.

A key tenant of the DMP is the proposal to establish a Destination Stewardship Council, to bring
together people and organisations with the capacity to help deliver on the DMP. It is intended that
once established this group will refine and oversee the Monitoring and Evaluation Framework to
track progress, manage risks and ensure that resources are aligned with the Plan’s strategic goals.

This report provides a summary of the feedback received during phase 2 consultation process. It
recommends Council endorse the final DMP and note the Draft Implementation Plan.

RECOMMENDATION
That Council
A. Note the report by the Director Environment and Strategy and Manager Economic Development
   and Destination Management to the General Committee dated 15 December 2025;
B. Endorse the Destination Management Plan (DMP) – For the Love of Noosa - provided at
   Attachment 1;
C. Note the Draft Implementation plan, provided at Attachment 2, to support the implementation of
   the DMP, noting this plan will be refined with input from partner/support organisations, reviewed
   and updated on and annual basis and informed by Council’s annual budget considerations; and
D. Delegate authority to the CEO to make minor changes or amendments to the DMP and
   associated appendices if required prior to designing and publishing final documents on Council’s
   website.


REPORT
1.   BACKGROUND AND CONTEXT

1.1 Why a DMP is Needed
Noosa is renowned for its natural beauty, lifestyle, and strong sense of place, attracting visitors from
across Australia and internationally. However, population growth private vehicle travel behaviours,
the rise of short-stay rentals and increased day visitation, have placed increasing pressure on
Noosa's roads, public spaces, natural assets and housing.
The DMP provides a timely and strategic response to these challenges, establishing a framework
that:
•    Protects Noosa’s lifestyle, environment, and identity.
•    Supports a thriving and resilient visitor economy.
•    Ensures long-term sustainability and liveability for residents and businesses.
The plan also embeds the values and guidance of the Kabi Kabi Peoples, ensuring a future-focused
approach guided by Traditional Custodianship principles of caring for the land and waters of Noosa.
Cultural respect, understanding and engagement is a fundamental element of a regenerative
approach and is consistent with the Kabi Kabi Commitment as endorsed by Noosa Council.

2.   WHY A DESTINATION MANAGEMENT PLAN

Tourism is a key contributor to Noosa’s economy contributing around 16% to our GRP. It supports

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GENERAL COMMITTEE MEETING                                                       15 DECEMBER 2025


thousands of local jobs, sustains small and medium enterprises, drives investment in infrastructure
and services and enriches the community through vibrant experiences, events and cultural offerings.
Tourism has been a big part of shaping Noosa’s identity, attracting visitors who appreciate its natural
beauty, lifestyle and cultural heritage.

Despite this visitation is bringing increasing challenges, particularly issues associated with day
visitation, short-stay rental accommodation and concentrated visitor activity during peak periods is
placing increased pressure on local roads, public spaces, beaches, and environmental assets.
These pressures, if unmanaged, risk undermining the very qualities that make Noosa special – its
natural environment, community lifestyle and sense of place.

The Destination Management Plan (DMP) provides a strategic, evidence-based approach to
manage these pressures. It enables Council, residents and tourism industry to work collaboratively
to balance tourism with sustainability and liveability.

The DMP was informed by extensive community consultation, which revealed strong support for a
plan that:
•    Puts community at the heart of the plan, ensuring everyone respects and upholds Noosa’s values
     and cares for Noosa.
•    Protects Noosa’s unique character – ensuring that tourism does not compromise the lifestyle,
     environment, or identity of the Shire.
•    Embraces regenerative tourism – leaving the region in better condition than it was found,
     prioritising environmental stewardship, cultural preservation, and sustainable business practices.
•    Balances economic, social, and environmental outcomes – recognising that a thriving visitor
     economy must coexist with healthy communities and ecosystems.
Through the DMP, Noosa gains a shared roadmap for tourism and destination management. It
ensures decisions are informed by data, responsive to community expectations and aligned with
long-term sustainability goals. This approach positions Noosa as a leader in responsible and
regenerative destination management, providing a clear plan for residents, businesses and visitors.

3.   WHY NOW

The Noosa community, environment, and infrastructure are under increasing pressure. Significant
regional population growth, rising tourism numbers, evolving travel behaviours, and the spotlight on
the region ahead of the 2032 Olympic and Paralympic Games mean we must act now. A Destination
Management Plan will provide a clear, coordinated framework to manage these challenges, help
preserve and enhance Noosa’s unique natural assets, and seek to maintain and enhance community
liveability.

Of particular concern to our community is the issue of day visitation, which currently accounts for
nearly 50% of all visitors to Noosa but contributes less than 10% of total visitor expenditure. Day
visitation places substantial pressure on public infrastructure, roads, parking, and key natural and
cultural sites. Without proactive management, issues such as day visitation is expected to increase,
potentially reducing liveability for residents and straining environmental and community assets.

Our community have repeatedly told us short-stay accommodation in residential areas also presents
challenges, concentrated short-term rentals in residential zones disrupts communities, reduce long-
term housing supply and availability and contributes to traffic congestion and other amenity impacts.

4.   PRINCIPLES AND STRATEGIC ACTIONS

The DMP is underpinned by four core principles, each guiding strategic goals and priority actions, a
summary is provided here:

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GENERAL COMMITTEE MEETING                                                       15 DECEMBER 2025



Principle 1 – Respecting Community
Goal: Improve quality of life, connectivity and housing supply through responsible tourism.
Focus Areas: Short-stay accommodation regulation, incentivising long-term rentals, improving active
and public transport infrastructure, and innovative parking and traffic solutions.

a. Protect neighbourhoods by regulating short-term accommodations to preserve residential
   amenity and community wellbeing.
b. Improve infrastructure and transport solutions to ease congestion and make public and active
   transport more accessible.
c. Optimise parking and traffic management to ensure fair access and reduce congestion.

Principle 2 Leading the Way
Goal: Position Noosa as a leader in responsible, regenerative tourism.
Focus Areas: Sustainable visitation management, protecting natural assets, and exploring
alternative funding models including visitor contributions.

a. Encourage sustainable visitation by managing access to sensitive natural places.
b. Manage the Noosa River catchment to protect waterway health and biodiversity and the river
   experience.
c. Review alternative funding sources to support community, environmental, and destination
   management outcomes.

Principle 3 – Living Our Values
Goal: Ensure residents, businesses, and visitors actively contribute to keeping Noosa special.
Focus Areas: Joint Custodian programs, building industry expertise in regenerative practices, and
embedding community and Kabi Kabi values in marketing and storytelling.

a. Create the "For the Love of Noosa" joint custodian program to engage locals, businesses and
   visitors in caring for Noosa.
b. Build industry expertise in regenerative practices and authentic cultural storytelling.
c. Ensure Noosa’s stories and marketing reflect its regenerative tourism philosophy.

Principle 4 – Tourism for Good
Goal: Ensure tourism actively enhances and regenerates Noosa’s community, environment, and
economy.
Focus Areas: Leading regenerative practices, embedding sustainable approaches in the Destination
Marketing Organisation, and developing a sustainable events portfolio that reflects community
values.

Establish a Destination Stewardship Council to oversee and guide the implementation of the DMP.
Develop programs practices to encourage positive behaviour change and sustainable practise.
Support the tourism industry in achieving environmental accreditation and leading in sustainability
and regeneration.

By acting now, Council can help to future-proof Noosa to ensure tourism contributes positively to the
economy while preserving the lifestyle, environment, and community character that make Noosa a
destination people love to visit and a home residents cherish.

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GENERAL COMMITTEE MEETING                                                 15 DECEMBER 2025



5.   DEVELOPMENT OF THE DESTINATION MANAGEMENT PLAN

The Noosa DMP represents the culmination of a multi-year, collaborative process to ensure Noosa
is managed sustainably, protecting community values and enhancing economic, social and
environmental outcomes. Its development has been guided by robust governance, evidence-based
analysis and meaningful engagement with the community, stakeholders and industry partners. The
result is a DMP grounded in community expectations, supported by evidence and framed around
long-term sustainability and regeneration.

5.1 Phased Approach
The DMP was developed in five key phases across a number of years, designed to progressively
build a comprehensive, evidence-based plan aligned with Council priorities and community
expectations.

Phase 1 – Initial Briefing and Scoping
Identification of key issues, risks, and opportunities in the visitor economy.
Establishing the project scope, objectives and governance framework.
Alignment with Council’s strategic objectives, policies and broader planning frameworks.
Establishment of governance structures, including a Project Control Group (PCG), External
Reference Group (ERG) and an internal Advisory Team to oversee development.

Phase 2 – Investigation and Evidence Gathering
Comprehensive analysis of tourism trends, visitation patterns, economic contribution and
environmental impacts.
Assessment of infrastructure capacity, short-stay accommodation impacts and housing pressures.
Review of global best practice in destination management and regenerative tourism models.

Phase 3 – Discussion Paper preparation and community engagement :
A Discussion Paper was created, guided by the PCG with assistance on how to engage the
community from the ERG.
The Discussion Paper identified issues and asked the community ‘How can we grow well together?’
Extensive community engagement (workshops, coffee chats, online survey, direct stakeholder
engagements and submissions) with a professional facilitator who is an expert in Regenerative
tourism.

Phase 4 – Analysis of Discussion Paper feedback
Analysis of the feedback from phase 1.
Both qualitative and quantitative analysis of responses was conducted.
The analysis deep dive was extensive and reviewed over 500,000 words.

Phase 5 - DMP Preparation
Integration of findings from evidence-based analysis and stakeholder insights.
Development of Draft DMP incorporating principles, strategies and actions across key areas:
community wellbeing, environmental protection, transport, housing and tourism industry
development.

Phase 6 – Community Consultation
Release of the draft DMP for public and stakeholder consultation.
Multi-channel engagement, including workshops, surveys, social media campaigns and targeted
stakeholder meetings.
Collection and analysis of feedback to refine and finalise the plan.
Peer Review

Phase 7 – Current Phase - Endorsement and Implementation Planning
DMP finalised for Council for adoption.

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GENERAL COMMITTEE MEETING                                                      15 DECEMBER 2025


Development of a Draft implementation framework, including monitoring and evaluation measures
to track progress and ensure accountability.

5.2 Governance
The DMP’s development has been guided by strong governance structures to ensure transparency,
alignment with Council priorities and rigour in decision-making: Project Control Group (PCG):
Comprised of Councillors, Council executives and external stakeholders and experts, the PCG
provided strategic oversight, guidance and review throughout the early and defining stages of the
project.

External Reference Group: Comprised of community members representing a number of
organisations and associations across Noosa Shire, they assisted with how to engage and
communicate with the community.
Internal Advisory Team: Operated at a tactical level to ensure proposed actions could be integrated
into operational planning across Council business units.
Regular Reporting: The project team provided consistent updates to the PCG and held numerous
workshops with Councillors to ensure visibility of progress, evidence and community feedback.

5.3 Meaningful and Representative Engagement
The DMP was informed by extensive consultation, designed to capture a representative cross-
section of the community and tourism stakeholders across two major community engagement
phases. Key elements of the engagement process included:
Multi-Channel Outreach: Consultation incorporated online surveys, in-person workshops,
community pop-ups, and targeted stakeholder interviews. This approach ensured accessibility for all
residents and businesses.
Representative Sampling: Surveys and feedback mechanisms were designed to be statistically
valid and stratified, reflecting the diversity of the community across geography, age, household type,
and other demographics.
Meaningful Participation: Engagement was not tokenistic. Participants were invited to share
detailed insights on key issues such as short-stay accommodation, day-tripper impacts, transport,
environment, and events. Their feedback directly shaped the Plan’s principles, goals, and actions.

5.4 Social Media and Digital Engagement
Recognising the value of digital platforms for wide-reaching engagement, the DMP leveraged social
media and digital advertising to connect with the community. Social media played a critical role in
reaching a broad audience, complementing in-person engagement.
Meta (Facebook & Instagram) Advertising Campaigns:
Reach: 167,000 users
Impressions: 491,000
Video Views: 80,765
Link Clicks: 9,152
Post Engagements: 90,665
Landing Page Views: 5,434
These social media and digital channels complemented traditional engagement methods and helped
reach demographics that are often underrepresented in face-to-face consultation, including younger
residents and visitors. The campaigns were designed to inform, invite feedback and encourage
participation in surveys and workshops.

5.5 Representative and Statistically Valid Engagement
Engagement was designed to ensure that the feedback collected was robust, reliable, and
representative of the wider community:
Stratified Sample: Survey responses were weighted to reflect Noosa’s geographic and
demographic diversity.
Statistical Validity: Council conducted two community engagements, resulting in over 2,300
individuals participating and yielding 937 valid data records during Phase 1, and 1,099 during Phase
2 the findings are considered highly representative, and additional responses would be unlikely to

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GENERAL COMMITTEE MEETING                                                   15 DECEMBER 2025


materially alter outcomes.
Inclusivity: Engagement included residents from urban, coastal, and hinterland communities, as
well as youth, seniors, business owners, and visitor-focused stakeholders.

5.6 Outcomes of the Engagement Process
The consultation and engagement process delivered:
Community Alignment: Overwhelming support for a plan focused on regenerative tourism,
environmental protection and resident wellbeing (75% of respondents).
Meaningful Feedback: Direct input shaped key principles, strategies and actions.
Transparency and Accountability: Independent analysis of survey results, consultation feedback
and methodology occurred across both phases of consultation.

5.7 What the Community told us
Over the past three years, Noosa Council conducted two comprehensive community engagement
phases, involving more than 2,300 participants and generating a substantial evidence base:
•   Phase 1: 937 valid data records
•   Phase 2: 1,099 valid data records
Across both phases, consistent themes emerged:
•   Community at the heart.
•   Nature should be protected and restored.
•   Tourism must be limited and better managed, including short-term accommodation (STAs),
    events, day visitation and funding.
•   Improved ways to move around and traffic congestion need solutions.
•   Transparency, trust and accountability must improve.
•   Support for Regenerative tourism, but requires strong limits, clear definitions and measurable
    outcomes.
Young people echoed these priorities, advocating for a future Noosa that is safe, nature-first and
easier to move around in. Across both the long and short survey in Phase 2 on the Draft DMP,
multiple actions received over 80% support and under 10% opposition, representing high confidence
in the direction and actions proposed.

Please see below the below graphs highlighting some key demographics and findings from the data
analysis.




Figure 1 - Per cent of respondents who identify as female, male and non-binary across
both survey instruments. ( n=922)

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GENERAL COMMITTEE MEETING                                                      15 DECEMBER 2025




Figure 2 - Participation across age groups. (n=922)




Figure 3 - Participation per stakeholder profile. Respondents could select multiple stakeholder
profiles.
Percentages represent the proportion of total respondents who identified with each category and do
not sum to 100%. (n922)




Figure 4 - Participation across regions coded to ‘Riverine’, ‘Coastal’, and ‘Hinterland’. The sample
size is 804, as only respondents residing in the Shire were included. A total of 117 participants were
from regions outside of the Shire: International, interstate, Regional Queensland and Southeast
Queensland. (n804)

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GENERAL COMMITTEE MEETING                                                        15 DECEMBER 2025




Figure 5 -Support and opposition for the proposed vision of the DMP (n=922)




Figure 6 - Support and opposition for a shift to a more regenerative approach to tourism. (n922)

Monitoring and Evaluation and Draft Implementation Plan
A strong Monitoring and Evaluation Framework underpins this Destination Management Plan. It
clearly sets out what we aim to achieve, how we plan to get there, and how we will measure our
progress over time. This framework is essential to ensuring transparency, accountability and
community confidence. It enables us to learn, adapt and evolve our approach as conditions change,
ensuring that every action we take is meaningful, measurable, and aligned with Noosa’s long-term
wellbeing. Each Guiding Principle is supported by a set of outcomes, impacts, and measures,
providing a structured and consistent way to track progress across the entire plan.
Supporting this framework is a Draft Implementation Plan, which will be updated regularly and
reported on annually. As a rolling three-year plan, it gives Council, partners and the community a
clear pathway for delivery while allowing flexibility to adjust our actions when needed. Not everything
will work and trials and pilot programs to test initiatives, evaluation and adjust if needed are part of
this plan. There will be challenges and opportunities along the way, the Draft Implementation Plan
provides the tools to monitor what is happening, learn from outcomes, and continuously improve.
One of the first roles of the new Destination Stewardship Council will be to refine and oversee both
the Monitoring and Evaluation Framework and the Draft rolling Implementation Plan, ensuring that
our strategic goals are being achieved, risks are managed, and resourcing needs are identified early.
The Draft Implementation Plan will be refined over the coming months with input and feedback from
partner and support organisations necessary for its delivery, prioritisation, resources and budget
requirements, which will be refined and used to both inform and be informed by budget
considerations and processes. Progress on the Implementation Plan will be reported to Council.

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GENERAL COMMITTEE MEETING                                                           15 DECEMBER 2025


6.   SUMMARY

The development of the Destination Management Plan reflects a deliberate, multi-year approach to
sustainable destination management, underpinned by rigorous evidence and comprehensive
community input. Feedback from the community, stakeholders and businesses has directly informed
the refinement of the plan’s principles, goals and actions, the prioritisation of key initiatives, including
sustainable transport, regenerative tourism programs and managing issues impacting our
community. The plan aligns with and builds on Council’s existing strategic objectives, environmental
commitments and cultural responsibilities as articulated in its many Council endorsed Corporate Plan
and key strategies and plans.

The DMP provides a clear strategic direction for managing our destination. For its objectives to be
successful this directional document should serve as a guide and inform the future strategic
directions and priorities of our key (community and industry organisations) such as Tourism Noosa,
Noosa Biosphere Reserve Foundation, Zero Emissions Noosa and others.

By engaging residents, businesses, community groups and Traditional Custodians throughout the
process, the DMP embodies a shared commitment to preserving Noosa’s environment, lifestyle, and
identity, while ensuring tourism supports the local economy and community wellbeing.


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.
4.2 Complete and implement the Destination Management Plan in partnership with the community
and Tourism Noosa to protect Noosa’s quality of life, environment and iconic places through planning
for sustainable tourism and managing visitation and events.




Previous Council Consideration
Ordinary Meeting Minutes 14 December 2023, Item 9.1
SUMMARY OF COMMUNITY ENGAGEMENT PROCESS AND KEY THEMES - DESTINATION
MANAGEMENT PLAN DISCUSSION PAPER
That Council note the report by the Manager, Economic Development and Destination Management
to the Ordinary Meeting dated 14 December 2023 regarding the process to develop a Noosa Shire
Destination Management Plan (DMP) and:
A. Note the summary of consultation key themes and feedback received during the recent community
engagement process on the DMP Discussion Paper;
B. Note the proposed next steps as detailed in this report for officers to undertake a deep analysis
of the data and feedback provided to date to inform the preparation of a draft DMP early to mid-2024;
C. Prepare and implement a communication plan to clearly inform the community of the key themes
from the community engagement to date and outline the next steps in the DMP process; and
D. Add a specific step into the process that workshops the results of the consultation on the DMP
Discussion Paper with the External Community Reference Group and the external members of the
PCG, to inform the scope of the next steps in the process of communicating back to the community
and the Draft DMP and;
E. Note the draft DMP will be prepared early in 2024 and reported back to Council for further
community engagement in mid-2024.

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GENERAL COMMITTEE MEETING                                                     15 DECEMBER 2025



Special Meeting Minutes, 4 August 2025
4.1. DESTINATION MANAGEMENT PLAN - PHASE 2 ENGAGEMENT
That Council
A. Note the report by the Manager Economic Development and Destination Management to the
Special Meeting dated 4 August 2025 regarding the Destination Management Plan;
B. Approve the Draft Destination Management Plan provided at Attachment 1 for the purposes of
community engagement for a six-week period between 6 August and 14 September 2025.
C. Note the community engagement plan provided at Attachment 2 to this report, outlining the range
of activities and approaches to enable broad community awareness and feedback on the Draft
Destination Management Plan.
D. Delegate the CEO to make minor changes or amendments as required to the Draft Destination
Management Plan prior to community engagement process commencing.
E. Note that while Measures of Success have been identified in the current report, further community
input will be sought to help define what success looks like from the community’s perspective. This
feedback will inform the development of a comprehensive monitoring and evaluation framework,
which will be delivered alongside the final Destination Management Plan (DMP) in
November/December.


Finance
The Destination Management plan has been developed across 4 financial years and within allocated
Economic Development operational budgets, the total cost of its development including project staff
wages, external independent consultant input and analysis, research and data, eco certification costs
and two comprehensive community engagement phases is approximately $300,000.

Funding for implementation of the DMP will be subject to Council’s annual budget processes. A Draft
Implementation plan years 1 – 3 has been prepared and will be refined over the coming months to
both inform and be informed by budget considerations and processes.

Some actions within the plan are already underway and can be delivered within existing resources,
however others including those identified as new actions will require additional resourcing and
funding to advance. How quickly we can advance these actions will depend on allocation of
resources and funding to deliver and implement. Alongside Council's budget, staff will continue to
seek external funding sources such as grants.

The DMP identifies the need to consider, investigate and implement alternative revenue streams
and sources in order to sustain and maintain infrastructure, continue to invest in tourism, and to
support the protection and enhancement of our environment, programs and experiences important
to our community and the services and facilities that essential to our community wellbeing.


Risk & Opportunities
Potential Risks                      Mitigation measures
Increased Strain on                  Implement congestion, parking and sustainable transport
Infrastructure - Unmanaged           actions in the DMP.
visitor growth and day visitation
                                     •   Prioritise visitor management tools (carrying capacities,
may overwhelm roads, parking
                                         managed access, dispersal).
and public transport, reducing
liveability and visitor experience   •   Advocate for State Government investment through SEQ
                                         planning and 2032 opportunities.
                                     •   Expand and promote active and public transport options.

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GENERAL COMMITTEE MEETING                                                     15 DECEMBER 2025


Environmental Degradation -         Develop science-based carrying capacities and advocate for
Unmanaged high visitor activity     managed-access approaches.
in sensitive areas may lead to
                                    •   Strengthen behaviour change initiatives (Noosa Promise,
erosion, habitat loss and
                                        Noosa Rewards).
biodiversity decline
                                    •   Partner with Traditional Owners and conservation groups
                                        on monitoring / restoration.
                                    •   Increase compliance and visitor education in sensitive
                                        locations.

Community Fatigue &             Maintain regular, transparent communication on progress
Dissatisfaction - Perceived     and priorities.
inaction or delays may reduce
                                Deliver early wins where possible.
community trust and support for
the DMP                         • Engage community in co-design and stewardship
                                    programs.
                                    •   Demonstrate how community feedback has shaped the
                                        plan.

Reduced Transparency &             Establish a Destination Stewardship Council for oversight
Accountability - Insufficient      and continuous improvement.
monitoring could undermine
                                   • Implement a Monitoring, Evaluation Framework.
confidence in Council’s ability to
implement the plan                 • Enable resourcing for DMP priorities.
                                    •   Publish regular updates and an annual public progress
                                        report via DMP dashboards.

Misalignment with Community         Regular monitoring and sharing of findings with community
Expectations -The DMP may not via DMP dashboard.
reflect all community priorities or
                                    • Ensure ongoing communication and education with our
expectations, affecting long-term
                                       community and visitors explaining the benefits of
support
                                       responsible and regeneration.
                                    •   Review annual implementation plan and adapt if
                                        required.

Lack of take up or buy-in from      Build understanding through storytelling and strong
visitor, locals, businesses to      communications, profile and highlight early adopters and
Regenerative approach               leaders, engage and co-design with partners to ensure
                                    initiatives are appealing, incentivise and reward to encourage
                                    take up, showcase benefits - to community and environment
                                    eg cleaner beaches


There are many opportunities identified in the DMP, some are outlined here:
1. Regenerative Tourism Leadership
   Successful adoption and resourcing could position Noosa as a global leader in sustainable and
   regenerative tourism, attracting environmentally conscious visitors and investment.
2. Olympics & Paralympics 2032
   Strong advocacy to secure infrastructure upgrades, grants for industry development and
   strategic partnerships ahead of the Olympic and Paralympic Games.
3. Alternative Revenue Streams
   Explore visitor contribution models for increased revenue generation to fund environmental
   protection and infrastructure improvements, redirecting the burden from the ratepayers.

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GENERAL COMMITTEE MEETING                                                             15 DECEMBER 2025


4. Active Transport Expansion
   Accelerate investment in walking and cycling networks and public transport to reduce congestion
   and enhance resident and visitor wellbeing.
5. Collaborative Partnerships
   Successful action will strengthen alliances with State Government, industry, and community
   groups to deliver innovative solutions for housing, transport, and environmental stewardship.


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
Significant community and stakeholder consultation occurred across two phases on
engagement. Council conducted two extensive phases of community engagement, resulting in over
2,300 participants and yielding 937 valid data records during Phase 1, and 1,099 during Phase 2
the findings are considered highly representative and statistically valid.
Internal Consultation
Departments consulted:
  Office of the CEO, Mayor & Crs             Community Services               Corporate Services
 x   Mayor & Councillors               x   Director                    x   Director
 x   Chief Executive Officer               Community Development           Financial Services
     Executive Officers                    Sport & Active Lifestyles       Fleet
 x   Community Engagement                  Arts & Culture                  Revenue Services
     People & Culture                      Community Connection            ICT
     Governance                            Customer Experience             Procurement

                                                                           Commercial Property

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