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ADOPTION OF DESTINATION MANAGEMENT PLAN · ATTACHMENT 2_Draft 3 Year DMP Implementation Plan_Dec 25
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ATTACHMENT 2
DRAFT
3 Year DMP
Implementation Plan
December 2025
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Page 2
RESPECTING COMMUNITY
Noosa's wellbeing is at the centre of this Destination Management Plan, with responsible tourism contributing to improved quality of life, connectivity, accessibility and housing amenity.
Potential Funding Range
Low : $ 0 – 20k
Medium : $20 k – 150K
High : $150 K or above
LEVEL OF
ACTIONS
COMMUNITY INPUTS
MEASURES
STRATEGY SUPPORT Resources Required - RESPONSIBILITY ( to be confirmed) DATA SOURCE IMPACTS
(Horizon 1 - Years 1 - 3)
(Phase 2 Green - IN PROGRESS funding, staff,
No.
Engagement) Yellow - FUTURE FOCUSED materials
Leads: • Strategic Planning (Housing) (NC)
Strengthen the tools available to Council - such as planning rules, local
• Short Stay team and Local Laws (NC)
laws, rates and compliance - for dedicated Short Stay Letting (as Existing staff
1.1.1
opposed to Home Hosted Accommodation), to manage and mitigate the resources
Potential Support: • Neighbourhoods that are desirable places to live
impacts of short-term accommodation in residential zones.
• Business and industry because of effective manage of short-term
1.1 accommodation and availability of affordable housing.
Protect our Neighbourhoods by ensuring short-term Leads: • Strategic Planning (Housing) (NC) The number of Local Law complaints to the hotline has • Neighbourhoods that still reflect Noosa's enduring
• Noosa Plan, 2020
accommodation is appropriately regulated, • Short Stay (NC) reduced by 70%, from 592 calls at the end of Year One character, spirit and beauty.
• Housing Strategy, Dashboard and Reporting
managed, and located so that residential amenity Create an incentivised Opt-Out program for short-stay owners to • Rates and Levies (NC) (February 2023) to 178, a reduction of 414 complaints.
Budget for incentives and lost • Short Term Accommodation Register
and community wellbeing are preserved. transition residential properties back to long-term rentals or permanent Support: • Neighbourhoods are a joy to live in because they are
1.1.2 income, potential additional • Short Term Accommodation Non-Compliance Reporting
78% housing for locals (on the coast and in Noosa’s hinterland) e.g. grants, • Local Laws (NC) Incentives have resulted in a 10% increase in the number of peaceful and respected and maintain strong community
resources • Council Revenue & Rates Data
tax rebates, or rate concessions. Potential Support: dwellings transitioning out of short-term accommodation connection.
• Rental Property Tracking Data
• STA Management Companies/Brokers (STA) in residential zones into longer-term rental or owner-
• Development Assessment Figures
• Real Estate companies occupied dwellings, measured via the properties that have • More homes available for permanent living.
• Economy ID Dashboard.
transitioned out.
Consistently advocate to State Government for legislative reform • Increases in affordable worker accommodation.
Leads: • Noosa Council Mayor and Councillors
including ; limiting STA Existing Use Rights in low-density residential
• Noosa Council Directors • Data sharing allows for effective regulation and
zones and abandonment provisions to restore housing availability and
protect amenity. Existing staff resources identifying unregistered properties operating as STA.
1.1.3 Support:
• Strategic Planning (Housing) (NC)
Introduce Statewide STA Registration and Data Sharing with validated
• Short Stay (NC)
property data to support effective regulation and inform housing and
• Ratepayer and Community Associations . Community
tourism policy.
Leads: • Noosa Council Mayor and Councillors
• Infrastructure Services (NC)
Accelerate investment in footpaths, trails, and bike lanes to make Capital program, grant funding, Support:
1.2.1 walking, cycling, and scootering safer, carbon-free, and more enjoyable Infrastructure contributions, • Economic Development (NC)
for everyone. staff resources • Destination Marketing Organisation
Potential support:
• Business associations Noosa Council has prepared a new Transport, Connectivity
and Movement Strategy, 2027/37 which will inform Horizon 2
actions related to this strategy. • Increased Liveability Index scores for walking, cycling
Leads: • Noosa Council Mayor and Councillors
• Infrastructure Services (NC) and public transport in the shire and in high visitor
Noosa Council has increased it allocation of its capital reserve localities
1.2 Advocate to State Government for improved public transport in Noosa; Support: funding, plus seeking additional grant funding to prioritise the
• Economic Development (NC) delivery of new and upgraded footpaths, shared and shaded • Noosa Transport Strategy 2017 - 2027 • Reduced congestion (extent and duration) in high-
1.2.2 more frequent services, better routes and connectivity, more suitable Existing staff resources
Improve Infrastructure and Transport Solutions and • Destination Marketing Organisation paths, bike priority lanes and trails. • Noosa Council Parking Management Plan traffic demand precincts.
modes and cleaner fuel types (e.g. electric).
ease congestion by increasing alternatives to cars • Northern Region Transport Plan.
89% Potential support:
and making public and active transport more • Chambers of Commerce & Industry Noosa Council achieves a year on year increase in the length • SEQ Regional Plan. • Improved data collection and monitoring via DMP
reliable, accessible and appealing for locals and • Business associations, Community organisations (km) of newly constructed or upgraded footpaths, urban User surveys, data sensors dashboard.
visitors. greening, shared paths, bike priority lanes and trails. Advocacy Plan
• Improved travel choice for residents and visitors
Leads: • Infrastructure Services (NC) Establish a baseline for active and public transport use by travelling to our high-traffic precincts .
Encourage local business to deliver more smart transport options that
Grant funding, Infrastructure locals and visitors measured at key locations and on key
1.2.3 are fit for purpose for Noosa's needs, e.g., buses or shuttles with
contributions, staff resources Support: routes (e.g. ., - amount of pedestrians and cyclists on key • Reduced greenhouse gas emissions.
surfboard capacity, subsidised ferry, bus and airport transfers.
• Economic Development (NC) Development Assessment (NC)
pathways; use of the Go Noosa bus routes).
An increase in the availability of public transport services and
Leads: • Noosa Council Mayor and Councillors
usage.
• Infrastructure Services (NC)
Encourage and incentivise locals and visitors to walk, ride or Park & Ride
Existing resources,
(Go Noosa) by making it easier, more convenient and faster to leave their Support:
1.2.4 budget to increase
vehicles outside high-traffic areas to reduce congestion and encourage • Economic Development (NC)
park and ride • Destination Marketing Organisation
sustainable travel behaviour.
facilities Potential Support - Chambers of Commerce & Industry
• Business associations
Page 3
Accelerate the completion of the Parking Management Plan to include a
trial of innovative parking solutions, dynamic systems, technology-
driven tools (e.g., number plate recognition), and trials of paid parking in • Noosa Transport Strategy 2017 - 2027
Existing resources, budget for Leads: • Infrastructure Services (NC)
high-demand areas at peak times, ensuring they prioritise residents and • Noosa Council Parking Management Plan
Parking Management Plan
1.3.1 workers needs with appropriate concessions and support local Implement a trial for a dynamic parking solution using • Northern Region Transport Plan
(PMP), budget for any Support:
businesses. innovative technology in at least one area of high traffic • SEQ Regional Plan
implementation strategies • Economic Development (NC)
congestion, during visitor peak times, and share results with
Note: School traffic congestion is considered under a separate Noosa the community.
Council strategy (Transport and Movement Strategy)
Feasibility Study completed and if successful, trial a
Leads: • Infrastructure Services (NC) dedicated bus lane and / or one way traffic corridor (e.g.
Noosa Parade, Weyba Road and Noosa Drive circuit), during • Noosa Transport Strategy 2017 - 2027
Trial the use of dedicated bus lanes, supported by one-way traffic Existing staff resources +
peak times - undertake evaluation and share results with the • Noosa Council Parking Management Plan
corridors, to improve efficiency and accessibility into high-demand potential contractor Support:
1.3.2 community. • Northern Region Transport Plan
traffic precincts during peak times (including some weekends and involvement + funding for • Economic Development (NC)
• SEQ Regional Plan
school holidays). technology Potential Support:
User Surveys, data sensors
• Business and Industry associations
Ongoing, marketing of Noosa's sustainable transport options
are featured in at least 50% of the Destination Marketing
Leads: • Destination Marketing Organisation Organisations marketing material and promotions.
Encourage all tourism marketing (including tourism businesses) to have Support:
• Noosa's transport system is renowned for its low
a stronger focus on promoting Noosa's sustainable travel options, both Existing staff resources + • Infrastructure Services (NC) Complete a feasibility study for incentives related to smart • Tourism Noosa Roadmap
1.3.3 impact travel options
before and during visits, to encourage visitors to use public transport, funding • Economic Development (NC) travel choices and if successful, implement a trial of the • Tourism Noosa Annual Report
walk, scoot, or cycle. Potential support - Noosa Rewards program .
• Reduced congestion in high traffic areas
• Chambers of Commerce & Industry
1.3
• Business associations, Business's Increase in active and public transport usage (associated with
• An improved experience for locals and visitors who are
this trial) compared to the FY/25/26 baseline.
Optimise Parking and Traffic Management, creating moving around Noosa easily and effectively and without
fair and efficient access to parking for locals and 73% Leads: • Infrastructure Services (NC) their private vehicles.
Existing resources, potential
reduce congestion in high-traffic demand areas. consultants to assist with
Explore incentivisation of smart travel choices (e.g., Park & Ride, or Support: Noosa Council has determined as a clear policy position that
feasibility study and • Increased uptake of public transport and Park & Ride
1.3.4 using public or active transport) by rewarding positive behaviour using a • Destination Marketing Organisation all recreation parks will not be used for parking overflow. • Noosa Council Park & Ride statistics and user surveys
development of program. facilities.
Noosa Rewards program. • Economic Development (NC)
Budget for study and
Potential support: • Fairer and more equitable parking in precincts of high-
implementation Noosa Council has established at least 2 additional Park &
• Business associations, Chambers and Business's
traffic demand with concessions for residents and
Ride facilities.
workers.
Leads: • Infrastructure Services (NC)
Noosa's Park & Ride facilities have been improved by • Noosa Transport Strategy 2017 - 2027
Maintain public open spaces for recreation rather than overflow car High; Existing staff
1.3.5 Support: infrastructure upgrades (e.g., shade sails, formalised parking, • Noosa Council Parking Management Plan
parking, unless there is demonstrated overriding community benefit. resources + funding
• Economic Development (NC) and all abilities access) to improve the customer experience. User Surveys, data sensors
• Community Services
Trial flexible and timed closures of Hastings Street (and/or
Leads: • Infrastructure Services (NC) specific carparks) during peak periods, to improve the amenity
Existing and potentially
Improve supporting infrastructure at Park & Ride facilities to encourage and overall experience (e.g. relaxation spaces, outdoor dining) • Noosa Transport Strategy 2017 - 2027 and associated annual
additional resources. Budget
1.3.6 locals and visitors to shift from private transport to public transport at Support: of the Main Beach Precinct for everyone. implementation plans
for infrastructure (including
key entry points into Noosa. • Economic Development (NC) • Noosa Council Parking Management Plan
pursuing grants)
• Destination Marketing Organisation Trial and measure business and community sentiment to
determine the success of the trial.
Leads: • Infrastructure Services (NC) Note: this program can only achieved with improved public
and active transport to access the precinct and is contingent
Continue to trial innovative approaches that prioritise pedestrians and Support: on accomplishment of other supporting tasks in the DMP. • Noosa Transport Strategy 2017 - 2027
Existing staff resources +
1.3.7 enhance the experience for residents and visitors in congested areas • Economic Development (NC) • Noosa Council Parking Management Plan.
funding
during peak times. Potential support: Sentiment surveys and business data.
• Chambers of Commerce & Industry, Business's and
• Business associations
Page 4
LEADING THE WAY
Noosa's lifestyle, community, environment and visitor experiences are strengthened through shared, responsible and regenerative tourism, underpinned by strong Council leadership and collaborative destination
governance with our community, industry and partners.
Potential Funding Range
Low : $ 0 – 20k
Medium : $20 k – 150K
ACTIONS High : $150 K or above
LEVEL OF
COMMUNITY
INPUTS MEASURES
STRATEGY SUPPORT RESPONSIBILITY ( to be confirmed) DATA SOURCE IMPACTS
Green - IN PROGRESS Resources Required - (Horizon One - 1- 3 years)
(Phase 2 No.
Engagement) Yellow - FUTURE FOCUSED funding, staff,
materials
Leads: • Environmental Services (NC)
Support: • Queensland Protected Area Strategy 2020-2030
• Strategic Planning (NC) • Queensland National Park Investment Prior station Framework
• Economic Development (NC) • Queensland Biodiversity Conservation Strategy
Accelerate our work with partners including State Government, to Existing resources and
Potential Support: • Noosa Local Government Infrastructure Plan Noosa
2.1.1 determine and then introduce carrying capacities to sustainably manage potential budget implications
• Relevant State Government Departments Area Management Plan
access and congestion at our most iconic and sensitive locations. for specialist consultants
• Noosa Biosphere Reserve Foundation • Noosa Environment Strategy 2019
• Noosa Parks Association • Noosa Threatened Fauna Recovery Road Map 2023
• North Shore and Teewah Community Groups • Noosa Bushland Reserve Strategic Management Plan
• Business's Carrying capacities for each iconic location are developed
with clear recommendations for sustainable access and
congestion management measures identified to preserve
Leads: • Environmental Services (NC) the experience for everyone and protect areas where nature • Queensland Protected Area Strategy 2020-2030
Support: needs to rest. • Queensland National Park Investment Prioritisation Framework
Trial new technologies in sensitive and iconic locations (e.g., mobility
• Strategic Planning (NC) • Queensland Biodiversity Conservation Strategy
sensors and real time APPs) to encourage people to make a better choice
• Infrastructure (NC) • Noosa Area Management Plan
2.1.2 when to visit, ensuring numbers and activities are sustainable and within Existing + contract staff
• Economic Development (NC) At least 2 x iconic and/or sensitive locations equipped with • Noosa Environment Strategy 2019
an established carrying capacity (minimising the need for mandatory resources + funding for • Noosa Threatened Fauna Recovery Road Map 2023
Potential Support: technology (e.g., mobility sensors, real-time apps) to
restrictions). technology and App • Queensland Parks & Wildlife Services • Noosa Bushland Reserve Strategic Management Plan • Through successful partnerships between
monitor visitor numbers to inform sustainable carrying
development • Relevant State Government Departments Council, community, and industry, residents and
capacity management actions.
visitors continue to experience the spirit and beauty
Leads: • Strategic Planning (NC) of Noosa due to the legacy created and the
• Noosa World Surfing Reserve implementation of the DMP.
2.1 Use technology to educate users of our sensitive and iconic • World Surfing Reserves Protection Policy, Draft 2024
Support: locations to inform their choices about when and where to • Surfing Queensland Strategic Plan
• Environmental Services (NC) • Improvement in the community's satisfaction
Encourage Sustainable Visitation by using carrying Develop a local Surf Management Plan to help everyone enjoy the waves Existing resources and visit during peak periods. • Noosa Coastal Hazards Adaption Plan (CHAP)
• Communication and Engagement (NC) with Council Services, including:
capacities to guide access and protect sensitive 2.1.3 safely and respectfully. potential budget implications • Noosa Environment Strategy & Climate Change Response
85% Potential Support:
natural places, ensuring Noosa's environment and for specialist consultants *Note: Subject to technology and app development to Plan
• Noosa Biosphere Reserve Foundation - Sustainable visitor numbers in our iconic
visitor experience are preserved for all. provide real time usage data and if locals and visitors use • Noosa Foreshore & Integrated Coast Management
• Surfing Queensland and/or most senstive places
this to inform choices . Solutions Plan
• Other community, environment and business groups and - Protection and management of the natural
stakeholders environment
- First Nation Engagement and partnerships
Leads: • Strategic Planning (Climate Response) (NC) Council has completed a Tourism Climate Risk Assessment
• Disaster Management Team (NC) for Noosa’s top 5 tourism assets and iconic natural assets in
• Noosa Climate Change Response Plan, 2021 • Businesses in the the visitor ecosystem
Support: partnership with universities, the State Government and the
• Coastal Hazards Adaption Plan (CHAP) maximise global recognition through eco-
• Economic Development (NC) tourism sector.
• Environment Strategy, 2019 accreditation, improved experiences and
Continue to work with Research partners and State Government to Existing resources and Potential Support:
• Regional Climate Action Roadmap opportunities to share Noosa's story.
2.1.4 improve and share our understanding and response to climate and potential budget implications • Noosa Biosphere Reserve Foundation
• Noosa Local Disaster Management Plan (LDMP)
disaster risks to Noosa’s iconic places and tourism industry. for specialist consultants • University of the Sunshine Coast and other Universities Noosa maintains its UNESCO Biosphere Reserve status.
• Climate Risk data from State Government for Tourism Industry
• Tourism Industry, Business Associations
developed by AECOM
• State Government Departments
• Emergency services agencies Noosa has completed 4 audits as part of the EarthCheck Eco-
• EarthCheck Certification program to become recognised as a globally
Gold Certified destination.
Leads: • Noosa Council
• Noosa Biosphere Reserve Foundation
• EarthCheck • Noosa Climate Change Response Plan, 2021
• Coastal Hazards Adaption Plan (CHAP)
Continue working with partners like Noosa Biosphere Reserve Existing resources +
Support: • Environment Strategy, 2019
2.1.5 Foundation and EarthCheck to maintain international status (UNESCO) budget for EarthCheck
• Economic Development (NC) • Regional Climate Action Roadmap
and position Noosa as a globally leading environmental destination. involvement
• Environmental Services (NC) • Noosa Local Disaster Management Plan (LDMP)
• Waste Management (NC)
• Sustainability & Climate Change (NC)
Page 5
Leads: • Environment Services (NC)
• Strategic Planning (Climate Response) (NC)
2.2
Manage the Noosa River Catchment by working with Potential Support: • Noosa River Management Plan MSQ
Existing and potential contract
partners to champion sustainable practices that Work closely with State Government, community organisations, private Resilient Rivers • Coastal Hazards Adaption Plan (CHAP) • Noosa’s river system, rich biodiversity, and
and
restore and protect waterway health and 2.2.1 landholders and river users to ensure the health and quality of Noosa’s • Noosa Biosphere Reserve Foundation, Noosa Integrated • Noosa River Catchment Action Plan (CAP) TBD natural beauty remain among Australia’s most
staff resources
biodiversity and enrich the river experience for waterways are enhanced. Catchment Association, Bushcare Groups, Noosa Parks Association, • Healthy Land and Water Report Card celebrated experiences, sustained by exceptional
+ funding
everyone. River User Groups, Business Associations Noosa maintains an A-grade equivalent rating for the health ecological management that consistently upholds
• Department of Environment, Tourism, Science and Innovation and quality of its waterways and the ecosystem health of an A-grade environmental rating.
(DETSI) wetlands and riparian areas is improved.
• Department of Agriculture and Fisheries (DAF) • The local management priority to maintain Noosa
• Landholders River as a low-key, nature-based recreational area is
upheld and improving
91% Leads: • Maritime Safety Queensland The number of abandoned vessels are reduced to zero.
• Australian Maritime Safety Authority • The health of waterways, wetlands and extent of
Support Maritime Safety Queensland in removing abandoned vessels • Local Laws (NC) • Noosa River Management Plan MSQ riparian areas within the Noosa River Catchment
2.2.2 and regulating vessel use, to ensure limits to permanent occupation of Existing staff resources Support: Evidence of increased support for rural and agricultural land • Coastal Hazards Adaption Plan (CHAP) have improved
vessels and the use of vessels for short stay letting. • Strategic Planning (NC) owners to adopt regenerative practices and support • Noosa River Catchment Action Plan (CAP) TBD
• Short Term Accommodation services (NC) increased use of existing agricultural land for sustainable
• Environmental Services (NC) production.
• Noosa Plan
Leads: • Environment Services (NC)
• Climate Change Response Plan, 2021
• Economic Development (NC)
Develop programs to support landowners to engage in regenerative • Economy ID
Support:
agriculture that protects Noosa’s river system, reducing soil and • DETSI
2.2.3 Existing staff resources • Strategic Planning (NC)
• DPI
pollutant run off, capturing carbon, and enhancing sustainable local food
Potential Support: Food Agribusiness Network
production. • HLW
• Noosa Biosphere Reserve Foundation
• Remote Sensing
• Landholders
• Landholder surveys
Leads: • State Government
• Economic Development (NC)
Support:
Strongly advocate to State Government in partnership with other tourism
• Other Tourist Destination Local Government, and Local and
destinations to provide Local Governments with the legislative power to
2.3.1 Existing staff resources Regional Tourism Organisations • Local Government Act 2009 (QLD), Section 9
pilot a visitor- contribution model to enable ongoing investment in
• Noosa's Destination Marketing Organisation
infrastructure and services.
Potential Support - Tourism and Events QLD
• Queensland Tourism Industry Council (QTIC), Business
Associations and Industry bodies
• Queensland Regional Tourism Report (Confidential)
Leads: • Economic Development (NC) • University of Queensland Report - Visitor Levy
• Finance and Corporate Services (NC) A joint Advocacy Plan supported by a range of stakeholders
Continue to investigate and pilot a range of visitor contribution models to
Support: including the tourism industry, QTIC, TEQ and other tourism Case Studies
shift how tourism is funded, like an overnight visitor-contribution, paid
• Governance (NC) destinations is completed and presented to State • New Zealand International Visitor Conservation and
and dynamic parking (with resident and worker concessions), and Existing staff + potential
2.3.2 • Infrastructure Services (NC) Government. Tourism Levy
congestion charges in high-use precincts at peak times. specialist resources • Visitors are actively contributing to strengthening
Potential Support: • Visitor Levy Scotland Act, 2025 (enacted 2027
• Business and Chambers Edinburgh to enact in 2026 community, environmental and destination
• Relevant State Government Departments • Visitor Accommodation (Register and Levy) Act, management outcomes.
2.3 Feasibility and modelling of possible paid parking and
• Community organisations congestion charges (resident and worker concessions) has Wales 2025 (enacted 2027)
• Bali Tourism Sustainability Fee • Alternative funding sources have been established
Review Alternative Funding Sources by working with been completed and results shared with the community.
to support infrastructure and services for residents
strategic partners to develop visitor contribution
and visitors, reducing the reliance on public funding
mechanisms that strengthen community,
Leads: • Economic Development (NC)
environmental and destination management Increased contribution from major booking platforms into Case Studies
• Finance and Corporate Services (NC) • The Destination Marketing Organisation has
outcomes. local environmental and community projects.
Collaborate with major booking platforms, like Airbnb, Booking.com and Potential Support: established alternative funding sources to support
• Alachua County, Florida VCA
Expedia, to encourage contribution to local environmental and Short stay Industry Bodies sustainable tourism investement and management,
2.3.3 Existing staff resources • Breckinridge, Colorado, VCA
community projects through their established Community Benefit Funds • Air BnB reducing its reliance on public funding
Destination Marketing Organisation has successfully • Taxe de Sejour (Tourist Levy collected by AirBnB), Paris
and grant programs. • Expedia
75% aligned with the DMP, and has established new and • Toeristinebelasing (Tourist Levy collected by AirBnB),
• Stayz • Community Satisfaction around ratepayer
alternative funding sources. Amsterdam
• Booking.com contributions to tourism has improved
Options for a Community & Environment Benefit Fund have
Leads: • Economic Development (NC) been determined and shared with the community, and
Align our Destination Marketing Organisation with the outcomes of the • Destination Marketing Organisation Noosa Council is progressing implementation.
2.3.4 DMP and identify alternative funding sources to support sustainable
• Destination Marketing Organisation Road Map
tourism investment and management. Support:
Existing staff resources
• Finance and Corporate Services (NC)
Leads: • Economic Development (NC) Case Studies
Investigate the establishment of a new Community & Environment • Finance and Corporate Services (NC)
Benefit Fund – a Support: • Hawaii Climate Resilience and Environmental Protection
2.3.5 fund supported through user pay contributions that provides financial Potential consultant resources • Noosa Councillors Fund 2025
support for the programs, initiatives and projects that matter most to • Governance (NC) • Bend (Oregon) Sustainability Fund
Noosa’s residents, businesses and associations. • Environment services (NC) • Bruge, Cultural Heritage and Community Infrastructure
• Community services (NC) Fund
Page 6
LIVING OUR VALUES
We all share a deep love for Noosa - everyone - residents businesses and visitors tread lightly and work together to keep Noosa special, protecting its natural beauty, community spirit and cultural heritage for current and
future generations. Potential Funding Range
Low : $ 0 – 20k
Medium : $20 k – 150K
LEVEL OF ACTIONS High : $150 K or above
COMMUNITY
INPUTS MEASURES
STRATEGY SUPPORT RESPONSIBILITY ( to be confirmed) DATA SOURCE IMPACTS
Green - IN PROGRESS Resources Required - (Horizon One - 1 - 3 years)
(Phase 2 No.
Yellow - FUTURE FOCUSED funding, staff,
Engagement)
materials
Leads: • Economic Development (NC)
• Smart Biosphere Economic Development Strategy, 2021
Develop and implement For the Love of Noosa, a joint custodian • Communication and Engagement (NC)
• Welcome to Noosa Program, 2013
program that introduces the Noosa Promise (encouraging locals, Existing staff resources; Support:
• Noosa Biosphere Reserve Strategic Plan, 2018
businesses and visitors to become ambassadors in ways to care for consultantancy; budget for • Destination Marketing Organisation
3.1.1
Noosa), educates locals and visitors on the range of regenerative technology platform and • Noosa Biosphere Reserve Foundation
Case Studies
experiences in Noosa and ensures Kabi Kabi storytelling is genuine and implementation Potential Support:
• Care for Colorado - Leave no Trace, USA
respectful. • Kabi Kabi Peoples Aboriginal Corporation (KKPAC)
• Travel Better Project - Tasmania, AUS
• Business and Community groups
• Loch Lomond & The Trossachs National Park, UK
Leads: • Economic Development (NC)
• Communication and Engagement (NC) 'For the Love of Noosa' program has been
Create and promote engaging opportunities for locals and visitors to • Environment Services (NC) launched with at least 500 participants joining
care for Noosa – including 'voluntourism' where visitors get involved in • Community Services (NC) the program and increases in the participation in
• Waste Services (NC) regenerative activities . • Visitors are actively contributing to keeping
3.1 activities like tree planting, bush care, beach clean-ups, and cultural
walks - and encourage innovative rewards for positive behaviour Support: Noosa special, protecting its natural beauty,
change. Resources to analyse data + • Destination Marketing Organisation • Council strategies, plans and programs community spirit and cultural heritage
Create 'For the Love of Noosa' (Joint Custodian 3.1.2
budget to offer rewards Potential Support: A Regenerative Tourism Development plan has Case study examples - CopenPay Program, Denmark
Program) inviting locals, businesses and visitors to 80%
• Zero Emmmsions Noosa been completed and is supported by industry, • Closed for Business, Open for Voluntourism, Faroe Islands • Noosa is recognised as a global leader in
actively support Noosa's regenerative values and Noosa Council to lead by example in regenerative practises - such as
reducing waste, water and energy use and showcasing regenerative • Noosa Biosphere Reserve Foundation and local businesses. regenerative tourism, including the concept of
help keep Noosa special for future generations.
projects within Council's services and facilities and assets such as the • Kabi Kabi Peoples Aboriginal Corporation (KKPAC) shared custodianship, led by both community and
Noosa Holiday Parks. • Noosa & District Landcare Funding opportunities (including through 2032 visitors.
• Plastic Free Noosa Olympic Games funding) are being explored.
• Local volunteer organisations
Co-design a Regenerative Tourism Development plan to assist local Leads: • Destination Marketing Organisation
businesses and community groups to create unique experiences that Support:
• Destination 2045 Tourism Future (State Tourism Strategy)
showcase Noosa and compliments Noosa's existing experiences. • Community Services (NC)
• Destination Marketing Organisation Road Map
• Sport and Active lifestyles (NC)
3.1.3 Existing staff resources • Noosa Biosphere Reserve Strategic Plan, 2018
Leverage 2032 Brisbane Olympics Funding opportunities to support • Economic Development (NC)
• Noosa Chamber of Commerce Strategic Plan, 2025
regenerative tourism opportunities - including upgrading existing Potential Support:
• SEQ City Deal
products (including accommodation) to improve access and inclusivity • Numerous Community, Business and Environment organistions
in line with Noosa Design Principles. and groups
Leads: • Sustainability & Climate Change (NC) - Council's Kabi
Kabi engagement officer
Staff resources to support Kabi
Prioritise our partnership with the Kabi Kabi Peoples Aboriginal • Kabi Kabi Peoples Aboriginal Corporation
Kabi with potential grant
3.2.1 Corporation (KKPAC) to support local tourism operators in learning and Support: Kabi Kabi education programs have been • Kabi Kabi Commitment Principles and cultural protocols
funding to support program
sharing Kabi Kabi traditions, stories and culture. • Destination Marketing Organisation developed and a number of businesses have
development
Potential Support: undertaken the training and education
• Noosa Biosphere Reserve Foundation programs.
• Noosa's tourism industry values and embeds
regenerative practices, environmental
3.2
Leads: • Destination Marketing Organisation accreditation and authentic cultural storytelling.
Noosa's marketing, promotion, and
Support:
Build Industry Expertise and Regenerative communication will feature and promote
Support, facilitate and promote nature-based and eco-certified Potential financial support for • Economic Development (NC) • Destination 2045 Tourism Future (State Tourism Strategy) • Noosa is recognised as a global leader in
Experiences by supporting businesses (through tourism businesses that are working towards
3.2.2 businesses that actively contribute to environmental protection and businesses seeking Potential Support: • EarthCheck Global Accreditation regenerative tourism because the tourism industry
training, programs and funding) to lead in 71% such activities as net zero emissions, plastic
enhance community and visitor wellbeing. accreditation or transition • Noosa Biosphere Reserve Foundation • Eco Tourism Australia Accreditation and other industry sectors have embraced
regenerative practices, environmental accreditation free operations and/or with recognised
• Chambers of Commerce and Industry regeneration, environmental accreditation and
and authentic cultural storytelling. environmental accreditation.
• Noosa & District Landcare authentic cultural storytelling.
• Noosa is a leading sustainable agriculture and
Leads: • Economic Development (NC) A number of partnerships established with rural
food destination.
• Food and Agribusiness Network (FAN) landholders and food and beverages producers
Support and showcase local food and beverage producers through Food Existing staff resources + Potential Support: with increases to the number of programs and
and Agribusiness Network (FAN) while building expertise and engaging potential funding for program • Noosa Biosphere Reserve Foundation support for regenerative farming and agricultural
3.2.3 • Destination 2045 Tourism Future (State Tourism Strategy)
landowners in regenerative agricultural programs that protect and development • Destination Marketing Organisation Chambers practices.
enhance the Noosa Biosphere. of Commerce, Business and Industry
• Noosa & District Landcare
• Business associations
Page 7
Leads: • Destination Marketing Organisation
Noosa’s destination marketing, whether to locals or visitors, will evolve • Kabi Kabi Peoples Aboriginal Corporation
to strongly highlight regenerative tourism, prioritising responsible visitor Support: • Kabi Kabi Commitment (Joint Custodianship)
Existing staff resources and
behaviour. • Economic Development (NC) • Noosa Promise
3.3.1 programs (For the Love of
• Communication and Engagement (NC) • Destination Marketing Organisation Marketing Plan
Noosa) + potential funding
Stories, campaigns, and promotion educate locals and visitors on how Potential Support:
to keep Noosa special. • Noosa Biosphere Reserve Foundation
• Waste Services (NC), Business and Industry
Leads: • Sustainability & Climate Change (NC) - Council's Kabi
Kabi engagement officer Destination marketing and local promotions
Noosa's stories, marketing and promotion reflects and respects the • Kabi Kabi Peoples Aboriginal Corporation (stories, campaigns, social posts, newsletters)
• Kabi Kabi Commitment (Joint Custodianship) • Noosa's Different by Nature ethos and the
3.3.2 Kabi Kabi People, ensuring their knowledge, culture and care for Existing staff resources Support: and for the Love of Noosa program has inspired
3.3 • Noosa Promise principles of sustainable custodianship outlined in
Country is authentically reflected. • Destination Marketing Organisation positive behaviour change for example, an
• Destination Marketing Organisation Marketing Plan the Kabi Kabi Commitment are shared and
• Noosa Biosphere Reserve Foundation increase in waste being diverted from landfill
Our stories reflect our values and identity by embraced by all who love Noosa
80% • Noosa Council and being recycled and increase in public
embedding regenerative aspirations and
transport use.
expectations of respectful, responsible visitor • Noosa's tourism industry presents authenticity
behaviour in every story we share about Noosa. and integrity in its experiences and messaging,
Leads: • Noosa Council
Celebrate Noosa’s unique character by sharing the Noosa story, reflecting the key Noosa values of respect,
• Destination Marketing Organisation Annual DMP monitoring report completed and
honouring and celebrating our people, regenerative experiences and Existing staff resources + • Destination Marketing Organisation Marketing Plan, Council reciprocity and environmental responsibility.
3.3.3 • Communications and Engagement (NC) shared with stakeholders and community.
special places that reflect our rich environmental biodiversity, local funding to support communications materials
Support:
creativity and vibrant culture, in all its forms.
Various community, environment and business organisations
Leads: • Noosa Council
• Destination Management Stewardship Council
Ensure ongoing dialogue, communication and engagement about the (when established)
social, environmental and economic impacts and contributions of the • Destination Management Stewardship Council Monitoring &
3.3.4 Existing staff resources
visitor economy, monitor and demonstrate how tourism is being Support: Evaluation Feedback
managed responsibly. • Economic Development (NC)
• Communications and Engagement (NC)
• Destination Marketing Organisation
Page 8
TOURISM FOR GOOD
In Noosa, tourism is for good - enhancing and regenerating Noosa's community, environment, and economy while protecting our way of life, and supporting a healthy and thriving place, for all.
Potential Funding Range
Low : $ 0 – 20k
ACTION Medium : $20 k – 150K
LEVELOF High : $150 K or above
COMMUNITY
INPUTS MEASURE
STRATEGY SUPPORT RESPONSIBILITY ( to be confirmed) DATA SOURCE IMPACTS
Green - IN PROGRESS Resources Required - (Horizon One - 1- 3 years)
(Phase 2 No.
Engagement) Yellow - FUTURE FOCUSED funding, staff,
materials
• Smart Biosphere Economic Development Strategy, 2021
• Welcome to Noosa Program, 2013
Leads: • Noosa Council
• Noosa Biosphere Reserve Strategic Plan, 2018
Support:
Establish a Destination Stewardship Council to oversee the • Destination Marketing Organisation Transition (to alignment DMP)
Resources, budget to • Destination Marketing Organisation
implementation of Noosa’s Destination Management Plan (DMP), Plan, Tourism Noosa Road Map 2025 tbd
4.1.1 establish governance, terms of
including the Monitoring, and Evaluation Framework (MEF) to ensure
reference, etc. Potential Support:
review, accountability and continuous improvement of the DMP. Case Studies
• Government Agencies, Various community, environment and
• Care for Colorado - Leave No Trace, USA
business organisations to be determined based on TOR
• Travel Better Project - Tasmania, AUS
• Loch Lomond & The Trossachs National Park - Scotland, UK
Leads: • Economic Development (NC) • Smart Biosphere Economic Development Strategy, 2021
Develop and invest in programs to encourage positive behaviour change • Destination Marketing Organisation • Welcome to Noosa Program, 2013
and adoption of sustainable practices that actively support issues such Destination Stewardship Council is established. • Noosa Biosphere Reserve Strategic Plan, 2018
as carbon emission reduction, water security, energy use, reductions in Support: • Destination Marketing Organisation Transition (to alignment DMP)
Existing staff resources +
waste to landfill, and/or promotes a circular economy. • Waste Services (NC) The Monitoring and Evaluation Framework is in place Plan, Tourism Noosa Road Map 2025 tbd • Noosa's regenerative programs are globally
4.1.2 development of educational
• Environmental Services (NC), Strategy adn Sustainability (NC) with annual monitoring and review. recognised, including the introduction of the For the
resources and FTLON program
Encourage locals to engage with the Noosa Rewards Program, providing Potential Support: Case Studies Love of Noosa (Joint Custodian) Program and a Noosa
affordable ways to experience Noosa’s regenerative tourism offerings • Business and Industry Groups, EcoBiz • Care for Colorado - Leave No Trace, USA Rewards program rewarding locals and visitors for
4.1 while supporting positive behaviour change and regenerative practices. • Noosa Biosphere Reserve Foundation An uptake in the 'For Love of Noosa Program" and • Travel Better Project - Tasmania, AUS making sustainable choices.
• Zero Emissions Noosa increase in numbers of participants redeeming Noosa • Loch Lomond & The Trossachs National Park - Scotland, UK
Lead in regenerative tourism and strengthen Rewards. • Tourism leaves a net positive impact on
86%
destination stewardship by establishing Potential Leads: • Destination Marketing Organisation Noosa's environment.
collaborative governance, supporting regenerative • Chambers of Commerce & Industry
business practices, and encouraging positive • Business Associations An increase in the number of tourism businesses with • An environment is created that supports
behaviours among locals and visitors to protect and Support: environmental certification. tourism business development,
enhance Noosa's environment, community and Assist our tourism industry (and other businesses) to lead in • Strategy and Sustainability (NC), Economic Developmetn (NC) • Destination 2045 Tourism Future (State Tourism Strategy) innovation, and investment shift to clean,
visitor experience. sustainability and regenerative practices, for example by achieving Budget for auditing and Waste Services (NC) • Destination Marketing Organisation Industry Development Plan 2026 green, low emission industries and
4.1.3
environmental accreditation through energy, waste and water reduction measurements • Environmental Services (NC) Noosa Rewards Program is established and we are • EarthCheck Global Accreditation technology.
by guiding and supporting them through the process. Potential Support: seeing an increase in local and visitor participation year • Eco Tourism Australia Accreditation
• EcoBiz on year.
• Noosa Biosphere Reserve Foundation
• Zero Emissions Noosa
• Earth Check Global
Leads: • Economic Development (NC)
• Environment Services (NC)
• Waste Services (NC) • Noosa Environment Strategy 2019
Support: • From Waste to Resource - Waste Plan, 2023
Accelerate regenerative behavioural change in locals and visitors by Existing resources + • Destination Marketing Organisation • Destination 2045 Tourism Future (State Tourism Strategy)
establishing a Noosa Rewards Program that incentivises actions such as development of educational Potential Support: • EarthCheck Global Accreditation
4.1.4
reducing waste, avoiding single use plastics, supporting local resources and FTLON program • Chambers of Commerce & Industry • Eco Tourism Australia Accreditation
community groups and participating in environmental care activities. + budget for incentives • Hastings Street Association
• EcoBiz Case Studies
• Various COmmunity and Environemtn groups including NICA, , • CopenPay Rewards Program, Denmark
NPA, Noosa Biosphere Reserve Foundation
• Zero Emissions Noosa
Ensure the Destination Marketing Organisation's funding, marketing ,
visitor services, and industry development initiatives are aligned with the Leads: • Economic Development (NC) • Destination 2045 Tourism Future (State Tourism Strategy)
DMP and are consistently reflecting community values, brand identity, • Destination Marketing Organisation • Destination Marketing Organisation Industry Development Plan 2526
4.2.1 Existing staff resources
and regenerative tourism. • Noosa Biosphere Reserve Strategic Plan, 2018
• Hastings Street Association Strategic Plan • Noosa's tourism model is supported by the
community and is recognised as a leading example of
regenerative tourism because of its focus on
4.2 community values and environmental protection.
Leads: • Destination Marketing Organisation The Destination Marketing Organisation's Strategic
Embed a Regenerative Tourism Approach by Strengthen the Destination Marketing Organisation's role in delivering • Noosa Environment Strategy 2019 • Noosa’s destination marketing consistently
Support: Plan is aligned with the DMP.
partnering with the Destination Marketing innovative regenerative industry training and experience development, • From Waste to Resource - Waste Plan, 2023 reinforces positive behaviours through reminding and
Organisation (DMO) and other organisations - 77% • Economic Development (NC) educating locals about how to care for our
that supports Noosa’s community values, lifestyle, and identity, Funding for DMO, existing • Destination 2045 Tourism Future (State Tourism Strategy)
community and industry groups - to support and 4.2.2 Potential Support: environment, respect our community and 'preserve the
safeguard in the 'Noosa Experience' for everyone. resources Industry training module developed and launched as • Destination Marketing Organisation Industry Development Plan 2526
implement the DMP. • Chambers of Commerce & Industry Noosa experience" for everyone.
part of the For the Love of Noosa Program • Noosa Biosphere Reserve Strategic Plan, 2018
• Business Associations
• Hastings Street Association Strategic Plan
• Noosa’s industry development reinforces positive
behaviours by equipping tourism operators with training
and tools to lead in regenerative tourism by helping to
preserve the Noosa experience.
Page 9
partnering with the Destination Marketing reinforces positive behaviours through reminding and
Organisation (DMO) and other organisations - 77% educating locals about how to care for our
community and industry groups - to support and environment, respect our community and 'preserve the
Industry training module developed and launched as
implement the DMP. Noosa experience" for everyone.
part of the For the Love of Noosa Program
• Noosa’s industry development reinforces positive
behaviours by equipping tourism operators with training
and tools to lead in regenerative tourism by helping to
Leads: • Economic Development (NC) preserve the Noosa experience.
Strengthen existing and create new partnerships, between Council, • Destination Marketing Organisation
community associations and industry-based organisations to build a Potential Support:
4.2.3 Existing staff resources
shared understanding of and commitment to the objectives and • Chambers of Commerce & Industry
implementation of the DMP. • Business associations
• Resident associations, Community and Environment Groups
New action
Leads: • Economic Development (NC)
Support: • Noosa Events Strategy, Policy and Guidelines 2026 (tbc)
• Noosa's diverse events portfolio is being enjoyed by
Develop and implement a new and sustainable events strategy that • Destination Marketing Organisation • Noosa Environment Strategy 2019
the community because all events are aligned with
4.3.1 reflects our community's feedback on the number, location and type of Existing staff resources, • Communication and Engagement (NC) • From Waste to Resource - Waste Plan, 2023
4.3 Noosa's values (including minimising disruption to
events. budget for community Potential Support:
Community feedback on the Noosa Events Strategy is residents), delivering strong environmental outcomes
engagement • Event Organisers
Create a sustainable events portfolio supporting at a 70% satisfaction rating. and providing valuable benefits for the community.
• Community
events that embrace Noosa's regenerative values,
82%
protect the environment and bring real benefits to • Events are being assessed against regenerative
locals. Increased number of events that are recognised as alignment and genuine benefits that are perceived by
Leads: • Economic Development (NC) • Noosa Regenerative Events Strategy, Policy and Guidelines 2026
Require events to care for Noosa’s community and environment, meeting established sustainability criteria the community as valuable.
Support: • Noosa Environment Strategy 2019
celebrate our values, and give back to the region by supporting those
4.3.2 Existing staff resources • Event Organisers • From Waste to Resource - Waste Plan, 2023
that minimise impact and disruption to our community and leave Noosa • Community are satisfied with the number and type of
• Community
better than before. events being supported.
• Destination Marketing Organisation