Original source · versioned page text
ADOPTION OF DESTINATION MANAGEMENT PLAN · ATTACHMENT 1_Destination Management Plan
Plans and drawings: the text below has words only, no drawings.
ATTACHMENT 1 - Destination Management Plan
This document is intended for Council's General Meeting, 15 December 2025. A final graphic
designed version will be available pending Council endorsement
Page | 1
See the original
The page text is free to read. Viewing or downloading an original file needs an account.
Log in to see the originalFull text of the other 65 pages
Page 2
CONTENTS
Kabi Kabi Commitment Page 3
The Noosa Promise Page 5
Acknowledgement of Country Page 6
Executive Summary Page 6
1. Our Journey So Far
1.1 This Is Us Page 11
1.2 How Tourism Shaped Noosa Page 20
1.3 Our Tourism Economy Today Page 22
2. For the Love of Noosa
2.1 A Tailor-Made Plan for Noosa Page 27
2.2 The Destination Management Plan Page 29
2.3 Future Focused Actions Page 36
3. Monitoring and Evaluation
3.1 Destination Management Stewardship Council Page 39
3.2 Monitoring and Evaluation Page 39
3.3 Implementation Page 39
4. The Noosa We All Want
4.1 Conclusion Page 41
5. Appendices
5.1 Useful Destination Management Terms Page 43
5.2 Monitoring and Evaluation Framework Page 48
5.3 Consultation Summary Page 52
5.4 Future Focus Actions Table Page 57
5.5 Bibliography Page 65
Page | 2
Page 3
Kabi Kabi Commitment
Welcome to Noosa, a place of great cultural and spiritual significance.
This is the place of shadows from the guardian trees. It connects us all and draws us together
from around the world.
We, the Kabi Kabi First Nations Peoples, are the Traditional Custodians of this land.
We acknowledge our ancestors and Elders who nurtured and looked after this land. Without
them, we would not have the natural resources of the land that we have today.
We are part of the oldest continuing culture in human history, dating back 65,000 years.
Our song lines and stories go back to time immemorial.
We have cared for this land through ice ages, climate shifts, great floods, volcanic eruptions and
colonisation.
Through this time, we have adapted and learned to care for that which cares for us. We have
learned to develop a deep custodianship and reciprocal relationship with all life that shares
Country.
In this modern world, we often forget how much we depend on the natural systems around us.
The trees give us clean air, the oceans give us a stable climate, the mountains and rainforests
give us fresh water, and the soil gives us healthy food.
Without it, we cannot thrive.
When land is whole, it is generous and sustains its custodians.
As we care for and restore the land, it can once again care for us and continue caring for future
generations in the face of growing threats.
This is the Noosa we all want.
A place with water we can swim in, streams we can drink from, food that nourishes the body,
oceans that replenish the soul, and air that invigorates with every breath.
A place of mutual flourishing – where our natural world is as much a part of us as we are a part
of it.
The key to custodianship: Having the humility and respect to car for and protect that
which sustains us in return.
Page | 3
Page 4
With this commitment, we invite you to join us in opening our hearts.
To listen deeply, to learn intently, and embrace all life that shares the beautiful place with us.
• We invite you to tread lightly on this Country, and to listen to the Traditional
Custodians to protect the totems representing all of Country.
• We invite you to experience the beauty of Noosa. From Koalas on the sacred Mount
Cooroora, in the west, to the White-bellied Sea Eagles fishing in the Everglades to
the north; the Humpback Whales migrating along the eastern Noosa Headland; and
the Loggerhead Turtles, nesting on the white sandy beaches to the south.
• We invite you to share your experiences of Noosa with others and encourage them
to also visit the region with care and respect.
Together, we can be custodians of our collective home and transform it into one that is
enduring, one that nurtures, and one that sustains nature now, so that nature can sustain our
children indefinitely
We thank you for helping us to make the Noosa Story into one that redefines our relationship
with the living world. A place that defines what it means to be a Biosphere Reserve and shows
the world how we are truly different by nature.
This is the commitment we make together,
for our children, and their children after.
Page | 4
Page 5
The Noosa Promise
Inspired by the Kabi Kabi Commitment
Noosa is the place of shadows – where guardian trees meet the sea, nature thrives, and the
spirit of the land connects us all.
Whether I am here for a day, or a lifetime, I recognise that I have a
shared responsibility to protect this place for all who follow.
- I promise to tread lightly.
By walking gently, leaving no trace, and respecting sacred places and wildlife.
- I promise to celebrate Noosa’s diverse communities.
By honouring deeply held values, embracing diversity, and respecting all
people who call Noosa home.
- I promise to give back more than I take.
By volunteering, donating and acting in ways that regenerate nature, enhance
culture, and support local businesses, artists and conservation efforts.
- I promise to connect with culture and Country.
By seeking to understand Noosa’s cultural roots and honouring the wisdom of
those who came before, especially the Kabi Kabi Peoples as Noosa’s
Traditional Custodians.
- I promise to protect what sustains us.
By keeping land, rivers, ocean and air clean – reducing waste, choosing local
food, and conserving water and energy.
This is my commitment
To be a custodian of Noosa with a legacy of leaving these lands and waters better than I
found them, so that others, yet to come, may experience the spirit and beauty of Noosa.
This is my promise – For the Love of Noosa.
Page | 5
Page 6
Acknowledgement of Country
Noosa Council proudly acknowledges and respects Australia’s First Nations people and their
deep and abiding connection to this Country.
We recognise the Kabi Kabi People as the Traditional Owners of the lands and waters of the
Noosa area and offer gratitude for their careful custodianship of this unique environment over
thousands of years.
We pay respect to the Kabi Kabi people, past, present and emerging.
Executive Summary
The Destination Management Plan 10 Year Vision
“A way of life and travel (visitation) that respects community, actively protects the
environment and nurtures a thriving local economy, working in balance with nature and
looking after the place we love, together”.
Noosa is a place of timeless appeal, drawing people with its ancient forests, beautiful beaches,
and enduring values inspired by the Kabi Kabi Peoples, the Traditional Custodians of Noosa’s
lands and waters and the community. The Noosa DMP is a shared commitment to protect the
lifestyle, environment, and character that make Noosa special, while building a thriving,
sustainable economy.
The DMP aims to address the challenges brought by Noosa's growing popularity, such as
population growth, increased visitation, changing travel behaviours, and the increasing
impacts of climate change on our destination. It seeks to redefine the role of tourism in
Noosa’s future, ensuring it supports and protects the environment, lifestyle, and values while
contributing to a thriving economy.
Our economy is deeply connected to the health of our environment and the wellbeing of our
people.
Our Plan follows a simple structure:
1. 4 Guiding Principles – why we’re doing this
2. Strategies – how we’ll approach it
3. Actions (existing and new) – what we’ll do
4. Measures – how we’ll know it’s working
Page | 6
Page 7
Summary of Guiding Principles and Actions
1. Respecting Community:
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.
2. Leading the Way:
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.
3. Living Our Values:
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.
4. Tourism for Good:
a. Establish a Destination Stewardship Council to oversee and guide the
implementation of the DMP.
b. Develop programs to encourage positive behaviour change and sustainable
practices.
c. Support the tourism industry in achieving environmental accreditation and
leading in sustainability and regeneration.
New Areas of Focus for Action:
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.
Page | 7
Page 8
4. 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.
This is a long-term plan for Noosa with 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.
Building on what our community told us success looks like and the above key success factors
the Destination Management Plan is supported by a Monitoring and Evaluation Framework and
an initial 3-year Implementation Plan that outlines what we aim to achieve, how we will get
there, and how we will measure success. This Implementation Plan sits alongside the DMP and
will be reviewed and updated annually. It provides the transparency and accountability our
community expects, while giving us the flexibility to monitor, learn and adapt as we go.
A key early role of the Destination Stewardship Council once established will be to 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.
Page | 8
Page 9
Introduction
Noosa is a place people fall in love with – some stay for a weekend, others for a lifetime.
What draws us all here is Noosa’s timeless appeal – from ancient forests and beautiful beaches
to the enduring values that have shaped this land for over 65,000 years, guided by the Kabi Kabi
Peoples, the Traditional Custodians of Noosa’s lands and waters.
Over time, Noosa has grown, not just in popularity, but in complexity. Tourism has helped shape
Noosa’s economy and provided us with a strong identity, however it has also brought challenges
that are affecting our community.
The Noosa Destination Management Plan is our shared commitment to putting our
community first – protecting the lifestyle, environment, and character that make Noosa so
special to us all. Together, we’re building a thriving, sustainable economy in a way that respects
and upholds our values, our environment, and our home.
Our deep connection to this place and its lands and waters continue to guide Noosa’s future. It
underpins the Noosa Promise which invites residents, businesses and visitors to becomes
shared custodians and stewards of this place.
Together, we will tread lightly, honour the past and leave our lands and waters, better than we
found them.
Together, we are ensuring Noosa remains a place we’re proud to share. A place that stays
special – not just for today, but for generations to come.
The Challenge We’re Tackling Together
As Noosa’s popularity has grown, so too have the pressures.
We’re feeling the impacts of population growth, increased visitation, changing travel
behaviours, including the rise in short-stay rentals and day visitation as well as a changing
climate and increase in more extreme weather events – more widely and deeply across our shire
than ever before.
These challenges aren’t unique to Noosa, but our response can be. By working together, we
believe that Noosa can lead the way.
Our community has repeatedly called for a renewed focus on managing these issues. An
approach that’s bold and brave. One that redefines the important role of tourism in our future,
and one safeguards Noosa’s lifestyle, environment and identity firmly at its core.
Noosa’s Destination Management Plan resets the balance.
This plan is about ensuring tourism is a force for good – supporting and protecting Noosa’s
environment, lifestyle and values while continuing to contribute to a thriving economy.
Page | 9
Page 10
It’s about future focused thinking and new programs to ensure that Noosa is nature positive,
that our wellbeing is paramount and, that we are focused on the things that matter most to our
community. Things like:
• Prioritising stewardship as a shared responsibility.
• Encouraging genuine regenerative practices and positive behaviour change.
• Managing the issue of day visitation.
• Regenerating our hinterland to improve its productive capacity and our natural
landscapes and waterways.
• Delivering new and upgraded infrastructure and services that are inclusive and enhance
our lifestyles and improve our ability to move around the shire and access places and
experiences that contribute to our wellbeing and quality of life.
Our economy is deeply connected to the health of our environment and the wellbeing of our
people.
At the heart of this is our business community – creating jobs, driving innovation, and helping to
shape regenerative tourism experiences that reflect who we are.
The Noosa Destination Management Plan invites us all to come together; residents, businesses,
visitors, and our Traditional Custodians, to protect what matters most.
Guided by Noosa’s ‘different by nature’ spirit, this Destination Management Plan moves
beyond a traditional growth-led DMP model. Instead, it embraces what our community has told
us they value - protecting our environment, supporting our lifestyle and enhancing wellbeing,
sharing our place and welcoming visitors with a shared commitment to stewardship,
regeneration and caring for Noosa’s future.
The Critical Success Factors
This is a long-term plan for Noosa. Success will take time and is only achievable through
collective commitment and effort.
Our community told us what success looked like for them (see Appendix 3) but key factors that
also determine our progress and influence our success include:
• 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 associations, government, and
community to ensure alignment and shared direction.
• Regular monitoring and evaluation to stay on track, adapt, and improve as needed.
Together, with courage, collaboration, and accountability, we will ensure Noosa remains a
place we’re proud to share – a destination that thrives, regenerates, and endures for
generations to come.
Page | 10
Page 11
1. OUR JOURNEY SO FAR
1.1 This is Us
Noosa Shire (Noosa) is situated in Southeast Queensland, approximately 120 kilometres
north of Brisbane.
Today, “Noosa” encompasses a collection of coastal and hinterland villages and communities,
each with its own distinctive character and heritage.
United by a shared commitment to strong environmental values, in 2007 Noosa earned
UNESCO Biosphere Reserve Status, reaffirmed this status in 2017, and is now focused on
maintaining this global recognition in 2027 – continuing to lead as a model for living in harmony
with nature.
This deep-rooted environmental spirit, combined with Noosa’s breathtaking natural assets and
enviable lifestyle, underpins Noosa’s strong global brand, reflecting what we, as residents, value
most, and embodying what travellers around the world are increasingly seeking: authentic
places where nature, culture, and community exist in harmony.
Page | 11
Page 12
Our People
Population: 59,274 people
Median Age: 50 years GENDER
Female Male
48.6%
Household Type
51.4%
18% 23%
22%
Couples with Children
Lone Person Households
Older Couples without Children
Top 6 Locations by population: 1. Eastern Beaches 11,798
2. Tewantin & Noosa North Shore 11,619
3. Cooroy & Black Mountain 9,181
4. Noosaville 8,984
5. Pomona & Surrounds 7,880
6. Noosa Heads 5, 291
Figure 1: Noosa’s Demographics – Source: Economy ID
Page | 12
Page 13
Our Economy
GRP: $4B
No. Businesses: 7,965*
Largest Sectors (By Value Add) Largest Sectors (by Employment)
1. Health Care & Social Assistance $369M 1. Health Care & Social Assistance 4,636
2. Construction $305M 2. Construction 3,096
3. Retail Trade $295M 3. Retail Trade 3, 890
4. Professional, Scientific & Technical $265M 4. Tourism 4, 007
5. Tourism $458M 5. Professional, Scientific & Technical 2,119
*Registered businesses by industry are included if they are registered with the ATO, with an ABN used within the previous two
financial years.
Figure 2: Noosa – A Resilient Economy Source: Economy ID, 23/24/Census/Tourism Satellite Account
Page | 13
Page 14
Our Places
Consistently defined by its beautiful natural assets and relaxed lifestyle, top travel platforms
and writers from across the globe, regularly highlight Noosa’s top experiences as being:
Noosa National Park
- One of Australia’s oldest and most popular National Parks, visited by 1.4M+* visitors
each year *Queensland Government Figure, April 2025
- Covers approximately 3,000 hectares from Noosa Headlands, Emu Mountain and
stretching to Peregian Beach in the south
- Home to vulnerable and endangered wildlife including koalas
Noosa Main Beach
- 1.2 kilometres of north facing beach (one of only a few on the Eastern Seaboard)
- Running parallel to popular shopping and dining precinct ‘Hastings Street’
- Patrolled beach with calm, small waves
Noosa River
- Major waterway connecting many parts of Noosa
- Of cultural significance to the Kabi Kabi People
- Recognised internationally for its high environmental, scenic and recreational
values
- Rich in biodiversity with a unique system of lakes and everglades
Noosa World Surfing Reserve
- Enacted in 2017 and covering world class point breaks from Noosa Main Beach,
Noosa Headland and Sunshine Beach
- Outstanding waves, surf zones and well-preserved surrounding environments
suitable both for the beginner and elite surfers
Noosa North Shore
- Southern end of Cooloola National Park, visited by 213,914* vehicles annually
*Queensland Government, Visitor Capacity and Management Study, 2024
- Culturally and environmentally significant
- Significant and diverse landscape, expansive beaches, coastal dunes, wetlands and
rich biodiversity.
Noosa Hinterland
- A rich cultural, heritage, agricultural and artisan influence
- Environmentally significant with tall forests and abundant waterways
- Stretching from Doonan in the south to Kin Kin in the north
- Home to Noosa’s charming heritage villages, and backdrop to volcanic peaks, rolling
hills and the Noosa Biosphere Trail network
These extraordinary places – from the ancient forests of Noosa National Park to the tranquil
waters of the Noosa River and the iconic waves of our World Surfing Reserve are more than just
attractions. They are the heart of who we are.
Page | 14
Page 15
They sustain our way of life, support our economy, enable us to connect us to nature and to
each other and the underpin our health and wellbeing.
We recognise that these special places are not infinite and that without care our natural beauty,
our lifestyle, our sense of place could be lost.
Our Story (An Environmental Legacy)
Noosa has long recognised the importance of protecting its natural places.
This legacy has been built over many generations, and today is still fiercely defended by our
community. With more than 78%1 of respondents to the DMP survey, identifying the
environment as their top priority.
From the early declaration of Noosa Headland as a Town Reserve in 1879 to the many
successful community-led campaigns against large-scale developments through the 20th
century, Noosa’s story has always been one of passionate stewardship.
Today, as a long-standing UNESCO Biosphere Reserve and with nearly half (43%)2 of our shire
protected under conservation status, our commitment remains as strong as ever.
Noosa’s Destination Management Plan continues this proud tradition, ensuring the values
we’ve defended for decades are embedded in how we plan for our future.
1
DMP Phase 1 Community Engagement Results
2
Noosa Environment Strategy, 2019
Page | 15
Page 16
Leading the Way
1879 Noosa Headland declared a Town Reserve
1930’s Wildlife Sanctuaries Created to Protect Noosa Birdlife
Noosa Headland becomes Noosa National Park
1960’s Formation of Noosa Parks Association
TM Burke Sand Mining Proposal Successfully Opposed by Community
Expansion of Noosa National Park
1970’s Noosa Harbour Town Development Successfully Opposed by
Community
Coastal Rutile Sand Mining Successfully Opposed by Community
1980’s Leisuremark Resort proposal successfully opposed leading to
implementation of height restrictions (less than 4 storeys) in Noosa Plan
1990’s Club Med International Resort proposal successfully opposed by
Community
2000’s UNESCO Biosphere Accreditation for Noosa
Petra Leisure Large Scale Resort successfully opposed by Community
2020’s Landmark deal to regenerate and convert 2400 ha’s of timber plantation
Our Values
to National Park
Noosa has 43% of its land protected under conservation status
Introduction of first Short-Term Accommodation (STA) Local Law in
Queensland
Noosa achieves EarthCheck Sustainable Destination Silver Certification
Figure 3: Noosa Leading the Way in Environmental Outcomes
Noosa has always been shaped by strong and consistent values – no matter which strategy
or plan you look at.
Across Council’s Corporate Plan, Environment Strategy and Smart Biosphere Economic
Development Plan, Noosa Design Principles, Transport Strategy, Cultural Plan, Climate
Response Plan and now ‘For the love of Noosa -Destination Management Plan’, these values
continue to guide us.
These values continue to be the foundation of how we will plan and act together to achieve our
vision for the future that protects our lifestyle, environment and economy.
Page | 16
Page 17
Value Aim
Ensure Noosa is for all – a welcoming, accessible destination
Accessible and Inclusive
where everyone belongs, and diversity is embraced.
Accelerate and embed climate resilience and disaster ready
planning - e.g. preparing for more frequent and extreme
Climate Conscious
events, promoting low impact travel, sustainable transport,
local food production and carbon reduction initiatives.
Put residents’ wellbeing and quality of life at the heart of
Community-First every decision and align tourism with community’s values
lifestyle and long-term aspirations.
Honour and integrate the knowledge, heritage, and rights of
Cultural Respect and Diversity
the Kabi Kabi Traditional Custodians, ensuring that tourism
reflects and respects their culture and values.
Embrace forward-thinking policies and actions that are bold,
Leading Change collaborative, and position Noosa as a leader in responsible
and regenerative destination management.
Actively restore and regenerate Noosa’s natural ecosystems,
Nature Positive making sure tourism leaves a net positive impact on our
environment.
Expect and encourage visitors to respect our environment,
Regenerative Tourism culture and community values through education,
responsible tourism initiatives and leading by example as
residents.
Facilitate a diverse, thriving and resilient economy by
supporting local business, innovation, regeneration and
Thriving Economy
circular economy principles, while ensuring that tourism
enhances Noosa’s wellbeing and environmental integrity.
Encourage experiences that align with Noosa’s
environmental and community values, promoting
Values over Volume authenticity and regenerative practices over high-volume
tourism, and ensure that visitor numbers remain within a
sustainable capacity for Noosa.
Figure 4: Noosa’s values –underpinning a range of strategies and plans in Noosa
Page | 17
Page 18
The Shaping of Our Vision
Our story and values have shaped a shared vision for Noosa, one that reflects who we are,
what we care about most, and what our community told us matters.
Supported by 78% of survey respondents3, our vision speaks to the kind of future we want to
create together - so that future generations can enjoy this special place like so many of us have.
Across all parts of Noosa, we share a common aspiration for how we manage our destination:
“A way of life and travel that respects community, actively protects the environment and
nurtures a thriving local economy, working in balance with nature and looking after the
place we love, together”.
This vision wasn’t created in isolation. It was shaped through deep and ongoing conversations
with our community – asking what success looks like, what matters most, and what kind of
future we want to build together.
We listened. We refined. We collaborated. And then, we shaped - together.
Noosa’s vision for the DMP was supported across all locations, and by all types of respondents,
including residents, businesses, and visitors.
Figure 5 – Community support for DMP Vision
3
DMP Phase 2 Community Engagement Results
Page | 18
Page 19
What We Heard from the Community
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.
Page | 19
Page 20
1.2 How Tourism Shaped Noosa
For thousands of years, the lands and waters of Noosa have inspired visitation.
The Kabi Kabi Peoples, traditional custodians of this region, welcomed visitors for trade, cultural
festivals and ceremonial gathering, laying the foundations for Noosa’s long history of
connection and exchange.
Colonial interest in Noosa’s lakes and estuaries began in the 1860’s, driven by the timber
industry, farmers and early agriculture businesses in the hinterland towns of Kin Kin, Pomona,
Cooran and Cooroy.
By 1870, gold miners from the Gympie Gold Rush, were holidaying along Noosa River in the area
is now known as Gympie Terrace, and at Noosa’s Headland, drawn by the area’s natural beauty.
The extension of the rail line to Cooroy in Noosa in 1925, made it easier for visitors from
Brisbane and Sydney to reach Noosa, setting the stage for tourism growth in the decades to
follow.
Post War Tourism Boom
In the 1950s, domestic travel across Australia boomed. Ex-servicemen and women (amongst
them surfers and beach lovers) played a key role in putting Noosa on the map as a holiday
destination.
Following World War II, families seeking respite and reconnection were drawn to the region
captivated by Noosa’s relaxed atmosphere and stunning coastline.
By the late 1960s and continuing into the 1970s, Noosa had firmly established itself as a family-
favourite holiday spot - the quintessential Queensland escape, embodying the iconic phrase
“Beautiful one day, perfect the next.”
Population Growth and Permanent Settlement
Noosa’s transformation from a quiet coastal retreat to a thriving community is deeply
intertwined with its rise as a holiday destination.
Throughout the 1970s, 1980s, and 1990’s the area’s reputation as a laid-back, nature-rich
escape attracted waves of visitors - surfers, artists, families, and retirees - many of whom chose
to stay.
Drawn by a more affordable lifestyle, the climate and improved transport links, this influx of new
residents contributed to steady population growth and the development of local infrastructure,
businesses, and services.
Page | 20
Page 21
Noosa Shire Population
89 years of growth
Population Numbers 60,000
50,000
40,000
30,000
20,000
10,000
-
1920 1940 1960 1980 2000 2020 2040
Population Growth by Decade
Figure 6: Population Growth 1920 - 2020
The opening of Maroochydore Airport in 1961 and improved road and rail connections - ushered
in a new era of growth for Noosa. The region entered a period of record population expansion,
driven in part by a booming visitor economy.
Tourism markets flourished, with increasing numbers of holidaymakers arriving from Sydney,
Melbourne, New Zealand, and the United Kingdom, Germany and North America.
Page | 21
Page 22
1.3 Our Tourism Economy Today
Today, Noosa welcomes approximately 2 million overnight and day trip visitors, who contribute
around $1.45B annually to our economy. (Source - Economy ID.)
Total Visitor Volume International $91M
980,000 - 53.4 % over night
New Zealand United Kingdom
889,000 - 46.6 % day tripper $ Per Visit- $1,266 pp $ Per Visit- $427 pp
Total Visitors – 29,000 Total Visitors 48,000
Total Spend - $37M Total Spend - $20M
Total Visitor Spend United States Germany
$ Per Visit- $473 pp $ Per Visit- $294 pp
Total Visitors 9,000 Total Visitors 13,000
$1.29B - over night Total Spend - $4M Total Spend - $4M
$121M - day tripper
85.7% domestic
6.5% international
Experiences
- Accommodation – 165 hotels and resorts (not STAs)
- Experiences – 280 experiences
- Dining - Cafes & Restaurants – 150 restaurants and 93 cafes
Source: Tourism Research Australia, 2024
Figure 7: Tourism Visitors and Spend in Noosa
Balancing Benefits and Impacts
In addition to jobs and employment opportunities our community recognises the many benefits
of a strong tourism sector – from greater access to recreation and entertainment (42% of
respondents), to the variety of restaurants, cafés, and bars across a relatively small region
(37%). See graphs below4. These benefits are significant to our lifestyle.
However, alongside these benefits concerns have emerged.
For 28% of respondents, the most significant impact of tourism has been the loss of amenity,
lifestyle and liveability, a sense that the comfort and enjoyment of their local environment is
eroding.
These concerns were closely followed by reduced mobility, traffic congestion and overcrowding,
reflecting a shire-wide desire to protect the ease and quality of everyday life.
Environmental degradation (16%) also remains a concern, reinforcing the need to manage
tourism in a way that protects Noosa’s natural assets, safeguarding them for the future.
4
DMP Phase 1 Community Engagement Results
Page | 22
Page 23
Figure 8 – Phase 1 Community Engagement - Benefits of Tourism in Noosa
Page | 23
Tourism Benefits Access to recreation & entertainment DF 42% Natural attractions & environmental Ly 38% appeal Variety & quality of restaurants, nnn 47 cafes, pubs % Quality infrastructure & maintenance LL services 144 Free community services & La 7 experiences * Vibrant atmosphere & community a 9 feel 7 Supports the local economy oo 9% Fosters socio-cultural connections 7 8% Entertaining festivals & events J 7% Great variety of shopping | 6% Unparalleled lifestyle | A% Quality professional services B 2% Quality education in schools | 1% Cultural enrichment \ 1% Contributes to a safe environment \ 1% Contributes to environmental 0 awareness % 0% 10% 20% 30% 40% 50% Figure 8 —- Phase 1 Community Engagement - Benefits of Tourism in Noosa Page | 23Page 24
Figure 9 – Phase 1 Community Engagement - impacts of tourism
*Note - Respondents were not directly asked about tourism’s negative impacts. These themes emerged from
volunteered statements and were coded using an inductive thematic analysis process. This explains why
percentages for some themes are relatively low.
Page | 24
Page 25
Contribution to the Economy
A strong economy is the foundation of a resilient and prosperous community, and 75% of all
respondents, including 71% of business owners who responded, supported a shift toward a
more regenerative approach to tourism.
As part of the Noosa Biosphere, we understand that when our economy works in harmony with
our environment, both can thrive.
Over the past decade, Noosa has made progress in diversifying its economy and building
resilience beyond its historical reliance on tourism. However, our tourism sector continues to
be amongst Noosa’s top 5 industries –with around $900 million in output, of which around $458
million is retained locally5.
Tourism contributes almost 16% of Noosa’s entire GDP, compared to Health Care & Social
Assistance at 13% and Construction at 11%.
It is also one of the region’s most significant employers, providing around 4,007 jobs across 439
businesses. It plays a vital role in creating opportunities for young people, offering casual, part-
time, and after-school work that helps them gain experience and earn an income.
Tourism in Context - Sector Comparisons
Figure 10 Noosa Industry Sector Comparison –
Employment by Industry Employment by Industry
Industry Number FTE Jobs Source: Economy ID/Noosa
Health & Social Assistance 4,636 3,276
Tourism6 4,600 -
Retail Trade 3,890 2,643
Construction 3,096 2,690
Professional, Technical, Science 2,119 1,768
5
Economy ID Noosa Profile, 2025/Australia Bureau of Statistics/Census 2022/NIEIR 2024
6
Tourism figures are recognised as a cross-industry aggregate - accounting for indirect tourism spend across a range of
sectors and provided by Tourism Satellite Accounts
Page | 25
Page 26
Economic Contribution by Industry
Sector OUTPUT VALUE AD $ OUT OF
($ Total Activity) ($ Retained Locally) % REGION %
Construction $1.179B $304M 25 $875M 75
Tourism $905M $458M 51 $447M 49
Health & Social Assistance $533M $369M 69 $164M 31
Professional, Technical, $474M $265M 55 $209M 45
Science
Retail Trade $467M $295M 63 $172M 37
Figure 11: Output and Value Add by Industry
Source: Economy ID/Noosa
No. Businesses by Industry
Construction 1,482
Rental, Hire, Real Estate 1,243
Professional, Technical, Science 1,139
Health & Social Assistance 552
Retail 549
Tourism 439
Figure 12: Noosa Industry Sector Comparison – Businesses by Industry .
Source: Economy ID/Noosa
Page | 26
Page 27
2. FOR THE LOVE OF NOOSA
2.1 A Plan for Noosa
Tourism has helped shape the Noosa we know and love – supporting local businesses and
creating vibrant experiences for locals and visitors alike.
But as visitation grows and pressures increase, our community needs a clear plan and shared
approach to protect and manage what matters most: our lifestyle, our environment, our
economy, and our sense of place.
Like many iconic destinations around the world, we are facing challenges that increasingly
threaten the very qualities that make Noosa special. Overwhelmingly, our community have told
us they want a renewed focus – one that builds on our environmental strengths and safeguards
what we value, while ensuring that tourism is a force for good in our future.
This plan reflects our community’s vision.
It’s been shaped through extensive community engagement and is tailor-made for Noosa. With
overwhelming support (75% of all respondents7) and across all age groups and geographical
locations we heard a clear message: build on our strong environmental foundations, put our
community at the heart and shift towards a regenerative tourism model – one that leaves Noosa
better than it was found.
Figure 13: Community Support for Regenerative Tourism
7
DMP Phase 2 Community Engagement Results
Page | 27
Page 28
What is Regenerative Tourism
While the terms sustainable tourism and regenerative tourism are often used interchangeably,
for the purposes of Noosa’s Destination Management we’re making this distinction:
Sustainable tourism: traditionally focuses on doing no further harm, aiming to reduce any
further negative impacts on our community and environment.
Regenerative tourism: takes another step forward, seeking to actively restore and improve
Noosa’s community and environment, and leaving Noosa better than it was found.
Regenerative
Sustainable
Leave it better than
Do no further harm
you found it
For us, the distinction matters, because our community has called for more than doing “less
harm” and ensuring Noosa is left better than it was found, our evaluation framework and
implementation plan reflect this.
Why Now
Throughout the consultation on the development of this plan, the community expressed great
optimism about Noosa’s future and a strong desire for Council to be bold8 in protecting our special
places.
Respondents told us they want a visitor economy that enhances their lifestyle, supports local
businesses, safeguards our natural environment, and contributes positively to Noosa’s identity and
long-term sustainability.
A consistent concern raised by the community was the increasing challenge of day-visitation (day-
trippers) who currently make up almost half of all visitors to Noosa but account for less than 10% of
overall visitor spending in the region.
While Noosa warmly welcomes those who come to enjoy our beaches, national parks, and villages,
the increasing challenges associated with day visitation is placing increased pressure on our roads,
parking, foreshore, significant places, environment and public amenities*¹.
This challenge is expected to intensify as population growth accelerates in nearby regions such as the
Sunshine Coast, Brisbane and Moreton Bay, all within easy driving distance of Noosa.
The Brisbane 2032 Olympic and Paralympic Games present a major opportunity for Queensland and
Noosa, with increased global attention expected to strengthen the Queensland and Noosa’s
international brand and attract more visitors. While Noosa will not host official events, it is anticipated
8
DMP Phase 1 Community Engagement Results
Page | 28
Page 29
that the region will experience increased overnight stays, international visitors, day-trippers and
potentially pre-Games preparation and training activities. Noosa has the opportunity to position itself
as a wellness, recovery and nature-based sustainable destination, before, during and after the Games.
These opportunities, however, come with potential challenges, including additional pressure on our
environment, community infrastructure, transport networks, accommodation and experiences.
To ensure benefits are realised without compromising Noosa’s lifestyle or natural assets, the DMP
includes targeted strategies across infrastructure and transport planning, environmental management,
destination marketing and community engagement. These measures will need specific focus, planning
and investment to ensure Noosa can embrace the opportunities of 2032 for the lasting benefit of the
community while ensuring we are prepared to manage the potential impacts and protect what makes
our place “different by nature.”
2.2 The Destination Management Plan
Noosa’s Destination Management Plan is our shared promise to continue safeguarding and
enhancing the place we love.
At the heart of our approach is a set of 4 Guiding Principles, shaped by the priorities, solutions
and actions our community believes will best address the challenges that Noosa is facing, and
the steps the community believes are needed to take to help us meet them.
This plan includes actions that are both in progress and new. Section 2.2 lists all actions,
section 2.3 highlights new actions and programs as a priority focus for the next 1- 3 years.
PRINCIPLE 1 – Respecting Community PRINCIPLE 2 – Leading the Way
Noosa's wellbeing is at the centre of this Noosa's lifestyle, community, environment
Destination Management Plan, with and visitor experiences are strengthened
responsible tourism contributing to improved through shared, responsible and regenerative
quality of life, connectivity, accessibility and tourism, underpinned by strong Council
housing amenity. leadership and collaborative destination
governance with our community, industry
and partners.
PRINCIPLE 3 – Living our Values PRINCIPLE 4 – Tourism for Good
We all share a deep love for Noosa - everyone In Noosa, tourism is for good - enhancing and
- residents, businesses and visitors tread regenerating Noosa's community,
lightly and work together to keep Noosa environment, and economy while protecting
special, protecting its natural beauty, our way of life, and supporting a healthy and
community spirit and cultural heritage for thriving place, for all.
current and future generations.
Figure 14: Four x Guiding Principles
Page | 29
Page 30
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.
Strategy 1.1 - Protect our Neighbourhoods by ensuring short-term accommodation is
appropriately regulated, managed, and located so that residential amenity and community
wellbeing are preserved.
1.1.1 Strengthen the use of tools available to Council – such as planning rules, local laws, rates,
charges and compliance – for dedicated Short Stay Letting (as opposed to Home Hosted
Accommodation) to continue to manage and mitigate the impacts of short-term
accommodation in residential zones.
1.1.2 Create an incentivised Opt-Out program for short-stay owners to transition properties in
residential zones back to residential uses (long-term rentals or permanent housing for
locals and workers) e.g. grants, tax rebates, or rate concessions.
1.1.3 Consistently advocate to State Government for legislative reform including; limiting STA
Existing Use Rights in low-density residential zones and abandonment provisions to
increase housing availability and protect amenity, and to introduce Statewide STA
Registration and Data Sharing with validated property data to support effective regulation
and inform housing and tourism policy.
Strategy 1.2: Improve Infrastructure and Transport Solutions and ease congestion by
increasing alternatives to cars and making public and active transport more reliable, accessible,
and appealing for locals and visitors.
1.2.1 Accelerate investment in footpaths, trails, and bike lanes to make walking, cycling, and
scootering safer, more sustainable and more enjoyable for everyone.
1.2.2 Advocate more powerfully and more often to State Government for improved public
transport in Noosa; more frequent services, better routes and connectivity, and more
suitable modes (e.g., electric).
1.2.3 Encourage local business to deliver more smart transport options that are fit for purpose for
Noosa's needs, e.g., buses or shuttles with surfboard capacity, public ferry, bus and airport
transfers.
1.2.4 Encourage and incentivise locals and visitors to walk, ride or Park & Ride (Go Noosa) by making
it easier, more convenient and faster to leave their vehicles outside high-traffic areas to reduce
congestion and encourage sustainable travel behaviour.
Strategy 1.3: Optimise Parking and Traffic Management creating fair and efficient access to
parking for locals and reduce congestion in high-demand areas.
Page | 30
Page 31
1.3.1 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 high-demand areas at peak times,
ensuring they prioritise residents and workers needs with appropriate concessions and
support local businesses.
Note: School traffic congestion is considered under a separate Noosa Council strategy (Transport and Movement
Strategy, 2017)
1.3.2 Trial the use of dedicated bus lanes, supported by one-way traffic corridors, to improve
efficiency and accessibility into high-demand traffic precincts during peak times
(including some weekends and school holidays).
1.3.3 Encourage all tourism marketing (including tourism businesses) to have a stronger focus
on promoting Noosa's sustainable travel options, both before and during visits, to
encourage visitors to use public transport, walk, scoot, or cycle.
1.3.4 Explore incentivisation of smart travel choices (e.g., Park & Ride, or using public or active
transport) by rewarding positive behaviour using a Noosa Rewards program.
1.3.5 Maintain public open spaces for recreation rather than overflow car parking, unless
there is demonstrated overriding community benefit.
1.3.6 Improve supporting infrastructure at Park & Ride facilities to encourage locals and
visitors to shift from private transport to public transport at key entry points into Noosa.
1.3.7 Continue to trial innovative approaches that prioritise pedestrians and enhance the
experience for residents and visitors in congested areas during peak times.
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.
Strategy 2.1: Encourage Sustainable Visitation by using carrying capacities to guide access
and protect sensitive natural places, ensuring Noosa's environment and visitor experience are
preserved for all.
2.1.1 Accelerate our work and advocacy with partners including State Government, to
introduce carrying capacities to sustainably manage access and congestion at our most
iconic and sensitive locations.
A carrying capacity is the maximum amount of activity that an area can
handle without causing unacceptable damage to community values
and our environment.
Page | 31
Page 32
2.1.2 Trial new technologies in sensitive and iconic locations (e.g., mobility sensors and real
time APPs) to encourage people to make a better choice when to visit, ensuring
numbers and activities are sustainable and within an established carrying capacity
(minimising the need for mandatory restrictions).
2.1.3 Develop a local Surf Management Plan to help care for our beaches and surf and so that
everyone can enjoy the waves safely and respectfully.
2.1.4 Continue to work with Research partners and State Government to improve and share our
understanding and response to climate and disaster risks to Noosa’s iconic places and tourism
industry.
2.1.5 Continue working with partners like Noosa Biosphere Reserve Foundation and EarthCheck to
uphold and maintain our international UNESCO Biosphere status and to position Noosa as a
globally leading regenerative destination.
Strategy 2.2 : Manage the Noosa River Catchment by working with partners and
championing sustainable practices that restore and protect waterway health and biodiversity
and enrich the river experience for everyone
2.2.1 Work closely with State Government, community organisations, private land holders and river
users to ensure the health and quality of Noosa’s waterways are enhanced.
2.2.2 Support Maritime Safety Queensland (MSQ) in removing abandoned vessels and regulating
vessel use, to ensure limits to permanent occupation of vessels and the use of vessels for short
stay letting.
2.2.3 Develop programs to support landowners to engage in regenerative agriculture to protect
Noosa’s river system, supporting landholders’ practices, reducing soil and pollutant run off,
and enhancing sustainable local food production.
Strategy 2.3: Review Alternative Funding Sources by working with strategic partners to
develop visitor contribution mechanisms that strengthen community, environmental and
destination management outcomes.
2.3.1 Strongly advocate to State Government in partnership with other tourism
destinations to provide Local Governments with the legislative power to pilot a visitor-
contribution model to enable ongoing investment in infrastructure and services.
2.3.2 Continue to investigate and pilot a range of user-pay models to shift how tourism is funded, like
a visitor-contribution, paid and dynamic parking (with resident and worker concessions), and
congestion charges in high-use precincts at peak times.
2.3.3 Collaborate with major booking platforms, like Airbnb, Booking.com and Expedia, to encourage
contributions to local environmental and community initiatives through their established
Community Benefit funds and grants programs.
Page | 32
Page 33
2.3.4 Align our Destination Marketing Organisation with the outcomes of the DMP and identify
alternative funding sources to support sustainable tourism investment and management.
2.3.5 Investigate the establishment of a new Community & Environment Benefit Fund – a fund
supported through user pay contributions that provides financial support for the programs,
initiatives and projects that matter most to Noosa’s residents, businesses and associations.
Page | 33
Page 34
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.
Strategy 3.1: Create ‘For the Love of Noosa’ (Joint Custodian Program) inviting locals,
businesses and visitors to actively support Noosa’s regenerative values and help keep Noosa
special for future generations.
3.1.1 Develop and implement ‘For the Love of Noosa’ (FTLON), a joint custodian program that
introduces the Noosa Promise (encouraging locals, businesses, and visitors to become
ambassadors in ways to care for Noosa) educates locals and visitors on the range of
regenerative experiences in Noosa, and ensuring Kabi Kabi storytelling is genuine and
respectful.
3.1.2 Create and promote engaging opportunities for locals and visitors to care for Noosa –
including voluntourism activities like tree planting, bush care, beach clean-ups, and
cultural walks - and encourage innovative rewards for positive behaviour change.
Noosa Council to lead by example in regenerative practises - such as reducing waste, water and
energy use and showcasing regenerative projects within Council's services and facilities and
assets such as the Noosa Holiday Parks.
3.1.3 Co-design a Regenerative Tourism Development plan to assist local businesses and
community groups to create unique experiences that showcase Noosa and
compliments Noosa's existing experiences.
Leverage 2032 Brisbane Olympics Funding opportunities to support regenerative
tourism opportunities - including upgrading existing products (including
accommodation) to improve access and inclusivity in line with Noosa Design Principles.
Strategy 3.2: Build Industry Expertise and Regenerative Experiences by supporting
businesses (through training, programs and funding) to lead in regenerative practices,
environmental accreditation and authentic cultural storytelling.
3.2.1 Prioritise our partnership with the Kabi Kabi Peoples Aboriginal Corporation (KKPAC) to
support local tourism operators in learning and sharing Kabi Kabi traditions, stories and
culture.
3.2.2 Support, facilitate and promote nature-based and eco-certified businesses that actively
contribute to environmental protection and enhance community and visitor wellbeing.
3.2.3 Support and promote local food and beverage producers through Food and Agribusiness
Network (FAN) -endorsed programs, while building expertise and engaging landowners
in regenerative agriculture initiatives that protect and enhance the Noosa Biosphere,
driving sustainable food production, improving land productivity, and positioning Noosa
as a leading destination for agriculture and culinary experiences.
Page | 34
Page 35
Strategy 3.3: Our Stories Reflect our Values and Identity by embedding regenerative
aspirations and expectations of respectful, responsible visitor behaviour in every story we share
about Noosa.
3.3.1 Noosa’s destination marketing, whether to locals or visitors, will evolve to strongly highlight
regenerative tourism, prioritising Noosa’s expectations of responsible visitor behaviour. Stories,
campaigns, and promotion educate locals and visitors on how to keep Noosa special.
3.3.2 Noosa's stories, marketing and promotion reflects and respects the Kabi Kabi People, ensuring
their knowledge, culture and care for Country is authentically reflected.
3.3.3 Celebrate Noosa’s unique character by sharing its story, honouring and celebrating our people,
showcasing experiences and special places that reflect our rich biodiversity, beautiful
landscapes and vibrant culture in all its forms.
3.3.4 Ensure ongoing dialogue, communication and engagement about the social, environmental and
economic impacts and contributions of the visitor economy, monitor and demonstrate how
tourism is being managed responsibly.
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.
Strategy 4.1: Lead in Regenerative Tourism and strengthen Destination Stewardship by
establishing collaborative governance, supporting regenerative business practices, and
encouraging positive behaviours among locals and visitors to protect and enhance Noosa’s
environment, community and visitor experience.
4.1.1 Establish a Destination Stewardship Council to oversee the implementation of Noosa’s
Destination Management Plan (DMP), including the Monitoring, and Evaluation
Framework (MEF) to ensure review, accountability and continuous improvement of the
DMP.
4.1.2 Develop and invest in programs to encourage positive behaviour change and adoption of
sustainable practices that actively support issues such as carbon emission reduction,
water security, energy use, reductions in waste to landfill, and/or promotes a circular
economy.
Encourage locals to engage with the Noosa Rewards Program, providing affordable ways
to experience Noosa’s regenerative tourism offerings while supporting positive
behaviour change and regenerative practices.
4.1.3 Assist our tourism industry (and other businesses) to lead in sustainability and regenerative
practices – e.g., by achieving environmental accreditation through energy, waste and water
reduction – by guiding and supporting them through the process.
Page | 35
Page 36
4.1.4 Accelerate regenerative behaviour change in locals and visitors by establishing a Noosa
Rewards Program that incentivises actions such as reducing waste, avoiding single-use
plastics, supporting local community groups, and participating in environmental care activities.
Strategy 4.2: Embed a Regenerative Tourism Approach by partnering with the Destination
Marketing Organisation (DMO) and other organisations (community and industry groups) to
support and implement the DMP.
4.2.1 Ensure the Destination Marketing Organisation’s funding, marketing, visitor services and
industry development initiatives are aligned with DMP and consistently reflecting
community values, brand, identity and regenerative tourism.
4.2.2 Strengthen the Destination Marketing Organisation’s role in delivering innovative
regenerative industry training and experience development that supports Noosa’s
community values, lifestyle, and identity, safeguarding the ‘Noosa Experience’ for
everyone.
4.2.3 Strengthen existing and create new partnerships between Council and community and industry-
based organisations to build a shared understanding and commitment to the objectives and
implementation of the DMP.
Strategy 4.3: Create a Sustainable Events Portfolio supporting events that embrace Noosa’s
regenerative values, protect the environment, and bring real benefits to locals.
4.3.1 Develop and implement a new and sustainable events strategy that reflects our
community's feedback on the number, location and type of events.
4.3.2 Require events to care for Noosa’s community and environment, celebrate our values
and give back to the region, supporting those that minimise the impact and disruption to
our community and leave Noosa better than before.
2.3 Future Focused Actions
Supporting the Guiding Principles are a suite of new programs that collectively respond to
what our community told us matters most.
Alongside these, we are maintaining momentum on key actions already underway, while
sharpening our attention, investment, and energy toward new initiatives that will drive the next
wave of transformation.
Page | 36
Page 37
1. DAY VISITATION MANAGEMENT 2. FOR THE LOVE OF NOOSA
Joint Custodian Program
Purpose Reduce the impact of day visitors and boost their Purpose Build understanding and commitment to Noosa’s values and
contribution to Noosa by offering rewards to making regenerative tourism approach (including protection of our
positive behaviour choices and through dynamic paid environment) amongst locals, businesses and visitors through
parking discouraging private vehicle use in high-traffic becoming a joint custodian.
demand areas.
Overview A combination of programs and trials including dynamic Overview A range of positive behaviour change approaches to build a
paid parking (with resident and worker concessions) and network of people that lead by example in caring for our
rewards for positive behaviour change (e.g., parking in Park country and community, as joint custodians and
& Ride facilities, walking, or using public transport) to ambassadors of this special place.
reduce the numbers of day visitors accessing of high-
demand areas during peak times.
Relevant 1.2.1 1.3.1 Relevant 3.1.1 3.3.1 4.1.4
Actions 1.2.2 1.3.4 Actions 3.1.2 3.3.2 4.2.2
1.2.3 1.3.6 3.1.3 3.3.3
1.2.4 1.3.7 3.2.1 4.1.3
Figure 15 : Bold Moves – Day Visitation Figure 16: Bold Moves – For the Love of Noosa
Refer Appendix 4. Future Focus Table for outline of how these programs align to existing Councils plans and strategies.
Page | 37
Page 38
3. HINTERLAND REGENERATION 4. DESTINATION STEWARDSHIP
Regenerative Agriculture and Experiences Program DMP Governance Program
Purpose Grow our vibrant agricultural landscapes and natural areas Purpose Renew our approach to managing the visitor economy to
to increase our food and produce offerings, offset impacts one of genuine collective stewardship of the destination and
and enhance our tourism experiences. identify alternative revenue sources to support and invest in
our destination.
Overview A series of projects and economic development incentives Overview A range of initiatives to transform and build collective and
to regenerate Noosa’s primary production ecosystems and shared commitment to delivering the DMP. Including
landscapes that draw down carbon, increase our reprioritise how we market and promote Noosa, with a
biodiversity and improve our water quality. To enhance and stronger focus on inspiring locals and visitors to be good
promote local food production, regenerative experiences custodians – treading lightly, respecting culture, giving back.
leveraging our artisan, cultural and creative communities
Collaborative governance arrangements and strong
partnerships will assist in successful delivery and
monitoring of progress.
Relevant 2.2.3 3.3.2 Actions 2.1.1 2.3.3
Actions 3.1.2 4.1.2 2.1.4 2.3.4
3.2.3 2.2.1 2.3.5
3.3.1 2.3.1 4.1.1
2.3.2 4.2.1
Figure 17 : Bold Moves – Hinterland Regeneration Figure 18: Bold Moves – Destination Stewardship
Refer Appendix 4. Future Focus Table for outline of alignment to existing Councils plans and strategies
Page | 38
Page 39
3. Monitoring and Evaluation
. MONITORING
3.1 AND EVALUATION
Destination Stewardship Council
It is proposed to establish a Destination Management Stewardship Council consisting of a strategic
collective of changemakers, with the authority and influence to make meaningful change and help
Noosa to drive the implementation of the Destination Management Plan (DMP).
This group will be established to ensure accountability, maintain momentum and oversee delivery of the
DMP. The Stewardship Council will act as a high-level governance and oversight body, aligning cross-
sectoral efforts and championing initiatives that reflect the values and priorities of the DMP – particularly
where Council’s role is limited to advocacy – such as matters governed by State or Federal jurisdictions.
While Terms of Reference are yet to be determined, the Destination Stewardship Council is intended to
provide guidance for the Monitoring and Evaluation Framework, ensuring regular monitoring of progress
and implementation.
This process will be transparent, and the community will be able to track progress via an online
Destination Management Plan portal, to be launched.
3.2 Monitoring and Evaluation
The Destination Management Plan is supported by a Monitoring and Evaluation Framework that clearly
outlines what we aim to achieve, how we intend to get there, and how we will track our progress. This
framework is central to ensuring transparency and accountability to our community. It provides a clear
line of sight between our aspirations and our actions, while giving us the tools to learn, adapt, and
improve over time.
Each Guiding Principle in the DMP is paired with a dedicated monitoring framework that defines specific
outcomes, impacts, and measures. These are aligned with the Implementation Plan to ensure
consistency and to keep our efforts focused and coordinated. This structured approach helps us stay on
track, respond to emerging issues, and ensure that our actions are delivering the results the community
expects. Full details of the Monitoring and Evaluation Framework are provided in Appendix 2.
3.3 Implementation
Delivery of the Destination Management Plan will be guided by a detailed, rolling three-year
Implementation Plan. This plan outlines the actions we will take, the partners involved,
timeframes, and the resources required to support successful delivery. It will be reviewed,
Page | 39
Page 40
reported on, and updated regularly, with formal reporting undertaken annually to maintain
transparency and momentum.
We recognise that not every action will work as intended on the first attempt. As we address
complex challenges and leverage new opportunities, we will need to remain flexible and
responsive. The Implementation Plan, together with the Monitoring and Evaluation Framework,
provides the mechanism to do exactly that, helping us test and pilot ideas, measure what
matters, adjust our approach, and continuously improve. This adaptive cycle will guide the DMP
through its implementation, ensuring that our strategies and actions remain relevant, effective,
and grounded in evidence.
A first role of the Destination Stewardship Council will be to review and advance the Monitoring
and Evaluation Framework (MEF) and the Implementation Plan to ensure that strategic goals are
being achieved, risks are being managed, and the resources required to progress the actions are
being identified.
Below is a simple hierarchy to explain how our DMP Implementation Plan is structured:
1. Guiding Principle Why we are doing this The big idea – the purpose and
aspiration we’re working towards.
2. Strategy How we will l approach it The broad plan the shows the
direction we’ll take to reach our
goal.
3. Actions What we will do The practical steps that will bring
the strategy to life
4. Measures and How we will know it’s working The measurable results that show
Impacts* whether our actions are making a
difference.
5. Resources What we will need to deliver the The funding, people and/or
actions materials we need for success.
6. Data Sources Where we will draw data from to help The sources of information such
measure and evaluate as evidence bases and case
studies that will guide evaluation
and benchmarking.
7. Responsibility Who will lead and support the delivery The specific roles and groups
of actions accountable for leading and/or
supporting the actions.
*As this is our first Destination Management Plan, some implementation actions will create benchmarks
to help us measure future progress.
Page | 40
Page 41
4. THE NOOSA WE ALL WANT
4.1 Conclusion
Our Destination Management Plan is more than just a Council strategy, it’s essential we all
adopt a shared commitment to its implementation to ensure we look after, protect and improve
what makes Noosa special, for those who are here now, and for those yet to come.
By listening to our community, honouring the wisdom of the Kabi Kabi people and their
traditions, and, working together as residents, businesses and visitor, we’re setting a new
standard for tourism in Queensland – a standard that is good for all people and places, because
it gives back more than it takes.
And, when we live our values, make thoughtful, respectful choices, and continue to lead the
way – we are ensuring that Noosa’s environment, lifestyle, wellbeing and economy continue to
thrive.
Together, we will ensure that Noosa remains not only a place we love,
but a place that future generations will be proud to call their own.
Page | 41
Page 42
5. APPENDICES
1. DESTINATION MANAGEMENT TERMS
2. MONITORING AND EVALUATION FRAMEWORK
3. CONSULTATION SUMMARY
4. FUTURE FOCUS TABLE
5. BIBLIOGRAPHY
Page | 42
Page 43
APPENDIX ONE
DESTINATION MANAGEMENT TERMS
WORD DEFINITION SOURCE
Bold Leadership A community first approach – taking courageous, Source: Noosa Shire
values-driven decisions that prioritise long-term Council, Economic
community wellbeing, foster trust through Development Branch,
transparent engagement, and ensure that broader 2025
social, cultural, environmental and economic
interests of Noosa are well served.
Carrying Capacity The maximum number of tourists a destination can Source: European Travel
accommodate without causing harm to the Commission,
environment, local community or visitor experience. “Handbook on
Sustainable Tourism”,
Carrying capacity is dynamic and can be influenced 2019
by a range of factors, including infrastructure and
stakeholder perceptions.
Circular Economy The circular economy is a production and Source: UNESCO,
consumption model that involves sharing, leasing, Building Skills for the
reusing, repairing, refurbishing and recycling green and circular
existing materials and products for as long as transition, July 2022
possible. In this way, the life cycle of products is
extended, and waste production is reduced.”
Destination The process of planning, creating and managing Source: World Travel &
Management tourism activity in a way that enhances visitor Tourism Council,
experiences, contributes to the local economy and “Destinations 2030”
ensures long-term sustainability. report, 2019, page 15
Destination development strives to protect the
natural, cultural and social environments belonging
to a place.
Destination A Destination Marketing Organisation is an entity Source: World Tourism
Marketing that promotes a location as an attractive travel Organisation Definition
Organisation destination. DMOs aim to attract visitors and Updates (UN Tourism),
stimulate economic growth in the area they 2024
represent by shaping the perception of the
destination and increasing visitation.
Page | 43
Page 44
WORD DEFINITION SOURCE
Destination The responsible management of a place’s Source: Dr. Jonathon
Stewardship resources, culture and environment to ensure that Day, “A Practical Guide
tourism benefits both the community and visitors to Destination
– now and in the future. Stewardship and
Sustainable Tourism”,
2023
Ecotourism A type of travel that emphasizes responsible Sources: UN World
visitation by minimizing the negative impacts on Tourism Organization
the natural environment, society and culture while (now UN Tourism),
providing benefits to local communities. “Ecotourism” and
“Sustainable
Travelers involved in ecotourism tend to focus on Development”
experiencing and learning about nature and webpages, 2022
cultural heritage.
Indigenous Tourism Travel experiences and activities that are owned Sources: UN World
and/or operated indigenous communities by [the Tourism Organization
Kabi Kabi Traditional Owners] or members of the (now UN Tourism),
Kabi Kabi communities. “Sustainable
Development”
webpage,
These experiences introduce visitors to Indigenous 2022
cultural heritage and contemporary ways of life.
They showcase and preserve these cultures and
traditions while providing economic and social
benefits to Indigenous communities.
Kabi Kabi A formal agreement between Noosa Council and Source: Mayor of
Commitment the Kabi Kabi Peoples Aboriginal Corporation Noosa Shire Council,
(KKPAC) - to a shared pledge to uphold sustainable September 2024
custodianship of the lands and waters of Noosa.
Nature Positive Giving back more to nature than we take. It’s about Source: International
protecting and restoring our environment, so Union for Conservation
plants, animals, and ecosystems thrive. of Nature (IUCN), 2024.
Page | 44
Page 45
WORD DEFINITION SOURCE
Local Tourism LTO’s work at the local level, usually within one Source: Noosa Shire
Organisation (LTOs) Council area. They are closely connected to local Council, Economic
tourism businesses and focus on the following: Development Branch,
2025
• Marketing and promotion of Noosa
• Support local operators
• Running Visitor Information Centres
LTO’s do not receive funding from State
Government and often rely on local government
and partnerships for support.
For the purposes of this document, the word Source: Noosa Shire
Noosa (also Noosa Noosa is used interchangeably with Noosa Shire, Council, Economic
Shire, the shire, the the shire and the region, throughout. Development Branch,
region) 2025
It refers to all parts of the shire including but not
limited to - Kin Kin, Pomona, Cooran, Cooroy,
Cooroibah, Boreen Point, Tinbeerwah, Tewantin,
Noosaville, Noosa Heads, Noosa Junction, Sunrise
Beach, Sunshine Beach, Marcus Beach and
Peregian Beach.
Placemaking The process of creating and enhancing public Source: Pacific Asia
spaces that reflect the unique character and Travel Association
identity of a destination and that provide a sense (PATA), “Destination
of place and community for visitors and locals Marketing Handbook”,
alike. p. 42, published 2019
This can include the development of public art,
cultural events and community-led initiatives that
celebrate the destination’s heritage and culture
and support the well-being of people and the
environment.
Page | 45
Page 46
WORD DEFINITION SOURCE
Regenerative A form of sustainable tourism that goes beyond Source: UN World
Tourism, minimising negative impacts to actively Tourism Organization
Regeneration restoring and regenerating the natural, cultural (now UN Tourism),
and social systems of a destination, with the aim “Sustainable
of creating a net positive impact and long-term Development”
resilience. webpage, 2022
For the Noosa Destination Management Plan, it is
about “Leaving the natural, cultural, social, and
economic systems better than you found them”.
This is the aspiration of Noosa’s DMP.
Regional Tourism RTO’s operate across multiple council areas,
Organisation (RTO) promoting the whole region as a destination. They
are funded by Tourism and Events Queensland
(TEQ) to represent the region. Source: Noosa Shire
Council, Economic
The RTO focuses on Development Branch,
2025
• Marketing and promotion of the region
• Working with state and national tourism
bodies like TEQ and Tourism Australia, to
ensure effective channels to market for
tourism businesses
• Supporting big-picture tourism planning
and development
RTO’s play a key role in shaping the region’s long-
term tourism strategy.
Visit Sunshine Coast (based in Maroochydore) is
Noosa’s Regional Tourism Organisation.
Resident Sentiment Refers to the attitudes and perceptions of local Source: UN World
(also known as Social residents towards tourism development and its Tourism Organisation
Licence) impacts on their community, including their (now UN Tourism),
perceptions of the benefits and drawbacks in “Report on Resident
economic, social and environmental aspects. Sentiment”, 2019
Resilience Resilience is the ability of a destination or Source: Global
business to withstand and recover from crises, Sustainable Tourism
such as natural disasters, economic downturns, Council (GSTC), “GSTC
health emergencies, political turmoil and other Destination Criteria”,
social disruptions. 2021
Page | 46
Page 47
WORD DEFINITION SOURCE
Responsible Tourism that aims to make better places for Source: Cape Town
Tourism people to live in and better places for people to Declaration, 2002
visit by minimizing negative economic, (World Summit on
environmental, and social impacts, and generating Sustainable
grater benefits for local communities. Development)
Sustainable A set of 17 overarching goals adopted by the Source: UN World
Development United Nations in 2015 as a call for action by all Tourism Organization
Goals (SDGs) countries – poor, rich and middle-income – to (now UN Tourism),
promote prosperity while protecting the planet. “Sustainable
Development”
The SDGs recognise that ending poverty must go webpage, 2022
hand-in-hand with strategies that build economic
growth and address a range of social needs,
including education, health, social protection, and
job opportunities while tackling climate change
and environmental protection.
https://www.youtube.com/watch?v=0XTBYMfZyrM&t=38s
Sustainable Tourism A type of tourism that takes full account of its Source: Global
(also known as current and future environmental, social and Sustainable Tourism
Responsible economic impacts, addressing the needs of Council (GSTC), “GSTC
Tourism) visitors, the industry, the environment and host Destination Criteria”,
communities. 2021
Achieving sustainable tourism requires wide
participation and consensus building
through strong political leadership and the
informed participation of all interested parties.
Sustainable tourism practices can be applied
across all parts of the tourism system, from
destinations to individual businesses.
They can be applied in all tourism settings
including rural and urban locations. Responsible
tourism is a synonym.
For the Noosa Destination Management Plan this
is about “Doing no further harm to the natural,
cultural, social and economic systems”. Noosa
is already committed to this standard.
Transformation Purposeful change, guided by community values, Source: Noosa Shire
to do what is right for Noosa – strengthening it’s Council, Economic
social, environmental, and economic resilience. Development Branch,
2025
Page | 47
Page 48
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.
LEVEL OF
COMMUNITY ACTIONS OUTPUTS IMPACTS
OUTCOMES MEASURES
STRATEGIES SUPPORT How we are going to do Activities or products achieved during Short - medium - long term changes or effectiveness of the
Long-term effects produced by actions. High level
(Phase 2 CE) this project outputs of a program or project.
• Neighbourhoods that are desirable places to live because of
effective management of short-term accommodation and
availability of affordable housing.
1.1 • Reduction in STA dwellings in residential zones.
• Neighbourhoods that still reflect Noosa's enduring character, spirit
1.1.1 By 2035, neighbourhoods still reflect Noosa’s and beauty.
Protect our Neighbourhoods by ensuring • Increase in dwellings transitioning out of STA.
78% enduring character, spirit and beauty - are
short-term accommodation is appropriately Forward thinking polices and actions that are desirable places to live because of the • Neighbourhoods are a joy to live in because they are peaceful and
1.1.2 • STA reforms through advocacy to State Government.
regulated, managed, and located so that bold, collaborative and transparent. effective management of short-term respected and maintain strong community connection.
residential amenity and community accommodation, affordable housing, and
1.1.3 strong community connection. • More homes available for permanent living.
wellbeing are preserved.
• Increases in affordable worker accommodation.
• Data sharing allows for effective regulation and identifying
unregistered properties operating as STA.
Housing Strategy
STRATEGIES SUPPORT ACTIONS OUTPUTS OUTCOMES IMPACTS MEASURES
• Increased funding to accelerate active transport
Cycling and Walking Strategy • Increased Liveability Index scores for walking, cycling and public infrastructure.
- A connected, safe, attractive, and all transport in the shire and in high visitor localities
1.2
1.2.1 inclusive active transport network that • New and upgraded footpaths, shared paths, bike priority
reflects Noosa's village feel and scale. • Reduced congestion (extent and duration) in high-traffic demand lanes and trails.
1.2.2 In 2035, the Liveability Index scores for precincts.
Improve Infrastructure and Transport • Delivery of active transport infrastructure.
walking, cycling and public transport in the
Solutions and ease congestion by increasing 89% Climate Response Plan shire and in high visitor localities is equal to or • Improved data collection and monitoring via DMP dashboard.
• Increased public use of active transport options.
alternatives to cars and making public and 1.2.3 - Electric vehicle charging stations to be better than the 2021 baseline.
active transport more reliable, accessible installed at major precincts in all parts of • Improved travel choice for residents and visitors travelling to our • Increase funding for transport infrastructure through
and appealing for locals and visitors. Noosa to encourage EV users to disperse from high-traffic precincts . advocacy to State Government.
1.2.4 high-traffic areas to other parts of Noosa for
charging. • Reduced greenhouse gas emissions.
STRATEGIES SUPPORT ACTIONS OUTPUTS OUTCOMES IMPACTS MEASURES
1.3.1
• Trial of dynamic parking solutions.
• Noosa's transport system is renowned for its low impact travel
1.3.2 options • Trial of one-way traffic corridor with dedicated bus lane to
reduce congestion.
• Reduced congestion in high traffic areas
1.3 1.3.3 By 2035, Noosa's transport system is
• Introduction of new Park & Ride facilities - increases in Park &
73% Smart parking system implemented in high- renowned for its low impact travel options
• An improved experience for locals and visitors who are moving Ride facilities and public transport usage through marketing
demand areas, providing real-time availability that are encouraging locals and visitors to
Optimise Parking and Traffic Management 1.3.4 around Noosa easily and effectively and without their private and enhanced communication.
and dynamic pricing with concessions for move around easily and efficiently, helping to
creating fair and efficient access to parking reduce congestion and prioritising resident
vehicles.
workers and community • Trial of pedestrian zone in Hastings Street.
for locals and reduce congestion in high-
1.3.5 access to fair and effective parking.
•Increased uptake of public transport and Park & Ride facilities.
traffic demand areas. • Trial Noosa Rewards program to encourage increased use of
Park & Ride and public transport.
1.3.6 • Fairer and more equitable parking in precincts of high-traffic
demand with concessions for residents and workers.
• Community sentiment is measured every two years.
1.3.7
Page 49
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.
LEVEL OF
COMMUNITY ACTIONS OUTPUTS IMPACTS
OUTCOMES MEASURES
STRATEGIES How we are going to Activities or products achieved during Short - medium effectives of the outputs of a
SUPPORT Long-term effects produced by Actions. High level
do this project program or project.
(Phase 2 CE)
• Launch of the For the Love of Noosa Program
(FTLON).
3.1 • Visitors are actively contributing to keeping
3.1.1 Noosa special, protecting its natural beauty, • Growth in participation in the FTLON Program
The knowledge, heritage, and rights of
80% By 2035, Noosa is recognised as a global community spirit and cultural heritage
Create 'For the Love of Noosa' (Joint Traditional Custodians are integrated into
leader in regenerative tourism, including the • Positive behaviour change and growth in
Custodian Program) inviting locals, 3.1.2 educative programs and experiences that
concept of shared custodianship, led by our • Noosa is recognised as a global leader in voluntourism engagement
businesses and visitors to actively support respect Kabi Kabi culture, values and
community and visitors. regenerative tourism, including the concept of
Noosa's regenerative values and help keep storytelling. • Regenerative Tourism Development Plan and
3.1.3 shared custodianship, led by both community
Noosa special for future generations. and visitors. funding
•Leverage 2032 Brisbane Olympics
STRATEGIES SUPPORT ACTIONS OUTPUTS OUTCOMES IMPACTS MEASURES
• Noosa's tourism industry values and • Participation in eco-accreditation and
embeds regenerative practices, development programs
environmental accreditation and authentic
3.2 • Participation in Kabi Kabi storytelling
cultural storytelling.
3.2.1 workshop/training
Build Industry Expertise and Regenerative The knowledge, heritage, and rights of By 2035, Noosa is recognised as a global
• Noosa is recognised as a global leader in
Traditional Custodians are integrated into leader in regenerative tourism because the • Growth in responsible tourism marketing
Experiences by supporting businesses regenerative tourism because the tourism
71% 3.2.2 educative programs and experiences that tourism industry and other industry sectors
industry and other industry sectors have
(through training, programs and funding) to respect Kabi Kabi culture, values and have embraced regeneration, accreditation • Increased participation in regenerative
lead in regenerative practices, embraced regeneration, environmental agricultural programs
storytelling. and cultural traditions and storytelling.
environmental accreditation and authentic 3.2.3 accreditation and authentic cultural
storytelling.
cultural storytelling.
• Noosa is a leading sustainable agriculture
and food destination.
STRATEGIES SUPPORT ACTIONS OUTPUTS OUTCOMES IMPACTS MEASURES
• Noosa's Different by Nature ethos and the
3.3 principles of sustainable custodianship • Integration of Noosa Promise in marketing
By 2035, Noosa is nationally and
3.3.1 outlined in the Kabi Kabi Commitment are
internationally recognised as a leading • Positive waste diversion impact through
80% shared and embraced by all who love Noosa.
Our Stories Reflect Our Values and Identity regenerative destination, where every visitor education and marketing
3.3.2 Increased provision of all inclusive access,
by embedding regenerative aspirations and understands and embraces respectful,
• Noosa's tourism industry presents
facilities and accommodation.
expectations of respectful, responsible responsible behaviours because our stories • Authentic Kabi Kabi stories in marketing
3.3.3 authenticity and integrity in its experiences
visitor behaviour in every story we share consistently showcase Noosa’s
and messaging, reflecting the key Noosa • Increased highlighting of Noosa's stories,
values—environmental stewardship, cultural
about Noosa. values of respect, reciprocity and conservation legacy and regenerative efforts in
respect, and community wellbeing.
environmental responsibility. marketing
Page 50
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.
LEVEL OF
ACTIONS OUTPUTS IMPACTS
STRATEGIES
COMMUNITY OUTCOMES MEASURES
How we are going to Activities or products achieved during Short - medium effectives of the outputs of a program or
SUPPORT Long-term effects produced by Actions. High level
do this project project.
(Phase 2 CE)
• Through successful partnerships between Council,
community, and industry, residents and visitors continue to
2.1.1 experience the spirit and beauty of Noosa due to the legacy
created and the implementation of the DMP. • Carrying Capacities and access management.
2.1 2.1.2 • Improvement in the community's satisfaction with Council • Technology for access (people and vehicles)
In 2035, residents and visitors continue monitoring.
Services, including:
Management systems and technology are in experience the spirit and beauty of Noosa due
Encourage Sustainable Visitation by using carrying
85% 2.1.3 place to manage visitor numbers and reduce to the legacy created through a successful • Reduced impacts on biodiverstiy during sensitive
capacities to guide access and protect sensitive impacts during peak periods. partnership with the community and
- Sustainable visitor numbers in our iconic and/or most
seasons or when necessary .
natural places, ensuring Noosa's environment and senstive places
implementation of the DMP.
visitor experience are preserved for all. 2.1.4 - Protection and management of the natural environment • Increased support for rural and agrituclture land
- First Nation Engagement and partnerships owners to adopt regenerative practices
2.1.5 • Businesses in the the visitor ecosystem maximise global
recognition through eco-accreditation, improved experiences
and opportunities to share Noosa's story.
ACTIONS
STRATEGIES SUPPORT How we are going to do MEASURES
this OUTPUTS OUTCOMES IMPACTS
• Noosa’s river system, rich biodiversity, and natural beauty
remain among Australia’s most celebrated experiences,
2.2 • Waterway health rating.
sustained by exceptional ecological management that
2.2.1 By 2035, Noosa’s river system, rich
consistently upholds an A-grade environmental rating.
biodiversity, and natural beauty remain • Vessel management compliance.
Manage the Noosa River Catchment by working Responsible tourism initiatives are achieving
among Australia’s most celebrated
with partners, and championing sustainable 91% 2.2.2 positive behaviour change through education
experiences, sustained by exceptional
• The local management priority to maintain Noosa River as a
• Sediment sampling.
practices that restore and protect waterway health and incentives. low-key, nature-based recreational area is upheld and
ecological management that consistently
and biodiversity and enrich the river experience for improving. • Riparian vegetation surveys.
2.2.3 upholds an A-grade environmental rating.
everyone.
• The health of waterways, wetlands and extent of riparian
areas within the Noosa River Catchment have improved.
STRATEGIES SUPPORT ACTIONS MEASURES
OUTPUTS OUTCOMES IMPACTS
• Visitors are actively contributing to strengthening
community, environmental and destination management
2.3.1 outcomes.
• Feasibility on Paid Parking (local and worker
2.3 • Alternative funding sources have been established to
By 2035, Noosa's destination management
2.3.2 concessions) and congestion charges completed
projects are primarily funded by visitors support infrastructure and services for residents and visitors, and trialled.
Review Alternative Funding Sources by working Tourism is contributing to a fund that provides through contribution initiatives (e.g. overnight reducing the reliance on public funding.
with strategic partners to develop visitor 75% 2.3.3 financial support to those projects that matter stays, paid parking, congestion charge) , to • Destination Marketing Organisation aligned with
contribution mechanisms that strengthen most to Noosa Residents and communities. reduce public funding and ensure visitors are • The Destination Marketing Organisation has established DMP.
community, environmental and destination contributing directly to community and alternative funding sources to support sustainable tourism
2.3.4 environmental well-being. investement and management, reducing its reliance on public • Alternative funding source achieved.
management outcomes.
funding.
• Community & Environment Benefit Fund
2.3.5 established.
• Community Satisfaction around ratepayer contributions to
tourism has improved.
Page 51
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.
LEVEL OF
OUTPUTS OUTCOMES IMPACTS
COMMUNITY ACTIONS MEASURES
STRATEGIES Activities or products achieved during Short - medium effectives of the outputs of a program or
SUPPORT How we are going to do this Long-term effects produced by Actions. High level
project project.
(Phase 2 CE)
• Participation in For the Love of Noosa
programs
• Noosa's regenerative programs are globally recognised,
4.1 4.1.1 including the introduction of the For the Love of Noosa
• Uptake of the Noosa Rewards
(Joint Custodian) Program and a Noosa Rewards program
program
rewarding locals and visitors for making sustainable
Lead in regenerative tourism and strengthen More locals and visitors involved in
4.1.2 By 2035, Noosa has won several awards for choices.
destination stewardship by establishing 'voluntourism' to help restore and regenerate • An increase in the number of tourism
its regenerative programs, including the
Noosa's natural ecosystems. businesses (and others) with
collaborative governance, supporting introduction of the For the Love of Noosa • Tourism leaves a net positive impact on
86% 4.1.3 (Joint Custodian) Program and a Noosa Noosa's environment.
environmental certification
regenerative business practices, and Increased opportunities for lower impact
encouraging positive behaviours among Rewards program rewarding locals and
travel, sustainable transport, local food • Noosa has achieved Gold status for
4.1.4 visitors for making sustainable choices. • An environment is created that supports
locals and visitors to protect and enhance production and carbon reduction initiatives. EarthCheck Sustainable Destination
tourism business development,
Noosa's environment, community and visitor Certification
innovation, and investment shift to clean,
experience. green, low emission industries and
technology.
STRATEGY SUPPORT ACTONS OUTPUTS OUTCOMES IMPACTS MEASURES
• Noosa's tourism model is supported by the community
and is recognised as a leading example of regenerative
tourism because of its focus on community values and
• Destination Marketing Organisation is
4.2 environmental protection.
aligned with DMP
4.2.1 Noosa's Destination Management
Embed a Regenerative Tourism Approach by By 2035, Noosa's tourism model is supported • Noosa’s destination marketing consistently reinforces
Organisation has fully embraced the DMP and • Noosa's businesses and industry are
by the community and is recognised as a positive behaviours through reminding and educating
partnering with the Destination Marketing the industry is leading the way in eco leading the way in regeneration
77% 4.2.2 accreditation and regenerative behaviours.
leading example of regenerative tourism locals about how to care for our environment, respect our
Organisation (DMO) and other organisations - because of its focus on community values community and 'preserve the Noosa experience" for
community and industry groups - to support • Locals and visitors participation in a
and environmental protection. everyone.
and implement the DMP. 4.2.3 range of regenerative programs
• 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.
STRATEGY SUPPORT ACTIONS OUTPUTS OUTCOMES IMPACTS MEASURES
• Noosa's diverse events portfolio is being enjoyed by the
community because all events are aligned with Noosa's
4.3 values (including minimising disruption to residents),
Noosa's events portfolio is aligned with the By 2035, Noosa's diverse events portfolio is
delivering strong environmental outcomes and providing
DMP and providing real benefits that are being enjoyed by the community because all • Launch of Noosa Events Strategy
4.3.1. valuable benefits for the community.
Create a sustainable events portfolio perceived as valuable by the community. events are aligned with Noosa's values
supporting events that embrace Noosa's 82% (including minimising disruption to residents), • Events alignment with DMP
• Events are being assessed against regenerative
regenerative values, protect the Improved event criteria and timely processes delivering strong environmental outcomes
4.3.2. alignment and genuine benefits that are perceived by the
are supported by Event Directors. and providing valuable benefits for the • Community satisfaction with the
environment and bring real benefits to community as valuable.
community. event portfolio
locals.
• Community are satisfied with the number and type of
events being supported.
Page 52
APPENDIX THREE
CONSULTATION SUMMARY
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.
Phased Approach
The DMP was developed in seven 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 Phase 1 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 – Deep Dive Analysis of Discussion Paper Feedback:
• Analysis of the feedback from phase 1.
Page | 52
Page 53
• Both qualitative and quantitative analysis of responses was conducted.
• The analysis deep dive was extensive and reviewed over 500,000 words.
Phase 5 – Draft 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 – Phase 2 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:
• Final DMP to Council for adoption.
• Development of a draft implementation framework, including monitoring and evaluation
measures to track progress and ensure accountability.
Community Feedback
This Destination Management Plan is a community-led plan, shaped through extensive local input, and
built on a shared vision for Noosa’s future.
With broad support from across all parts of Noosa we’re embracing a regenerative approach to tourism.
This plan represents a shared opportunity to future-proof the region, ensuring we can better manage a
growing visitor economy and safeguarding the Noosa experience for everyone.
Community Priorities Ranking*
100% 86%
78%
80% 69%
61%
60% 49% 53%
36% 42%
40% 29%
20%
0%
Figure 19: Phase 1 Community Engagement - Community Priorities
Page | 53
Page 54
How did we engage?
To involve as many residents, businesses, students, and other stakeholders as possible, Noosa
Council undertook what was arguably one of its most comprehensive campaigns to date,
achieving a combined audience reach of more than 200,000.
This means that in a population of almost 60,000 people, the community engagement process
provided multiple opportunities for all residents to participate and delivered one of the most
extensive and qualitative participation levels undertaken by Noosa Council to date.
80,000 30 14 14 4 3
Postcards Stakeholder Community Coffee School Market Pop
distributed to all Engagements* Workshops Chats Engagements Ups
parts of Noosa
Figure 20: Collective Community Engagement Mediums
Who did we engage?
Collectively, we’ve engaged with over 3,000 locals, businesses, and young people – spanning all
parts of Noosa and representing all age groups and demographics.
The feedback we received from the community, which underpins our Guiding Principles and
Implementation Plan, is statistically valid, meaning that the insights we’ve gathered, accurately
reflect the broader Noosa community – across locations, age groups and backgrounds.
With a 95% confidence level, we can be assured that the actions outlined in the Destination
Management Plan are grounded in what our community has told us matters most to them.
What Matters Most
Our community consistently told us about their top priorities for Noosa’s Destination
Management Plan.
These priorities shaped the development of our guiding principles, each of which is supported
by a key strategy and a set of actions that will be regularly monitored to measure progress and
demonstrate success.
Page | 54
Page 55
Guiding Principles
What Matters Most to Noosa Respondents Guiding Principle
Resident amenity, housing supply, and accessibility
should be prioritised and improved to support a balanced
Respecting Our Community
and inclusive community.
Everyone, residents, businesses and visitors should be
encouraged to tread lightly, protect our environments and
Living Our Values
leave a lasting, positive legacy.
Traffic Management and congested areas should be
addressed by improving the way we move around Noosa
Leading the Way
and how we access our favourite places during peak
periods.
Tourism should be a force for good, with visitors helping
Noosa to fund the cost of environmental protection,
Tourism For Good
regeneration of places and land, infrastructure
improvements, and community benefit projects.
What does success look like?
We tested the Guiding Principles with our community during a second round of community
engagement - not only to confirm their shared support for the direction of the Destination
Management Plan (DMP), but to help us to shape and strengthen our final Implementation Plan.
Our respondents were also grouped into two cohorts – youth (15 – 20 years) and the broader
community (21+) to compare and contrast what success might look like for each group:
1. Community wellbeing, lifestyle and local prioritisation
- Broader Community: Locals’ amenity and wellbeing before tourism growth.
- Youth Community: Affordable housing, support for locals and small businesses.
2. Environmental Protection and sustainability
- Both groups emphasised protecting nature, wildlife, and maintaining Noosa’s
unique character. A nature-positive environment.
3. Transport and mobility Improvements
- Broader Community: Car-free access, reduce congestion, mobility is easy
- Youth Community: Fix traffic and improve public transport.
Page | 55
Page 56
4. Balanced Tourism Management
- Broader Community: Reduce tourism pressures, better manage the impacts, focus
on regenerative and responsible tourism.
- Youth Community: Keep Noosa local and protect our lifestyle.
5. Preserving Noosa’s Identity and Lifestyle
- Broader Community: Maintain character, essence, and liveability, ensuring
neighbourhoods are free of STA’s
- Youth Community: Keep small-town charm and relaxed lifestyle.
6. Transparency, Trust and Accountability
- - Broader Community: Lead with transparency, collaboration and shared
stewardship.
One thousand and ninety-nine (1,099) respondents provided us with their six most dominant
themes to define success for Noosa highlighted above.
What's important to our young people.
Noosa’s youth seek the safeguarding of Noosa’s quiet, safe, and community-focused character,
and avoiding overdevelopment.
Improving public transport was a strong theme, with calls for more frequent buses, free or
subsidised travel, parking for local workers, and better transport planning to connect the Shire.
Environmental protection was also a priority, keeping Noosa clean, conserving natural areas,
limiting development, and supporting biodiversity.
Affordability remains a major concern with many of our young people hoping to stay in or return
to Noosa but worried about being priced out.
Our young people also encouraged investment in education, skills, lifelong learning, youth
recreation, and stronger support for local businesses.
What was missing?
While we had significant support for every action in the draft plan however there was a call for
more focus on the following:
1. Day visitation.
2. A regenerative approach to agriculture and experiences in the hinterland.
3. Genuine and transparent accountability from Noosa Council.
4. Programs that help build an understanding of and commitment to Noosa’s regenerative
values and approach.
These issues have subsequently been built into our Noosa Destination Management Plan –
please see Draft DMP Implementation Plan, attached separately for further detail.
Page | 56
Page 57
APPENDIX FOUR
FUTURE FOCUSED ACTIONS TABLE
1. DAY VISITATION MANAGEMENT
Purpose Reduce the impact of day visitors and boost their contribution to Noosa by
offering rewards to making positive behaviour choices and through dynamic paid
parking discouraging private vehicle use in high-traffic demand areas.
Overview A combination of programs and trials including dynamic paid parking (with
resident and worker concessions) and rewards for positive behaviour change
(e.g., parking in Park & Ride facilities, walking, or using public transport) to reduce
the numbers of day visitors accessing of high-traffic demand areas during peak
times.
Relevant 1.2.1 1.3.1
Actions 1.2.2 1.3.4
1.2.3 1.3.6
1.2.4 1.3.7
EXISTING COUNCIL STRATEGIES & COMMITMENTS
Corporate Plan, 2023
• Action 3.3
Work with agricultural organisations and agencies to support and educate landholders on
regenerative agriculture methods and promote local and sustainable food production.
• Action 3.4
Investigate a rural/hinterland innovation hub to support our hinterland communities and grow our
rural, artisan and creative industries.
Environment Strategy, 2019
• By 2030, half of all land in Noosa Shire is managed for its environmental values.
• By 2030, there is no net loss of ecosystem values across Noosa Shire, and the condition of
Council’s priority bushlands is enhanced.
-Ecosystem health of wetlands is improved
• By 2030, 80% of all grazing land achieves best practice management for agriculture.
-Agriculture and food production achieve best practice management for agriculture
-Agriculture and food production areas are protected and effectively managed to ensure
adaptive and sustainable local production
Page | 57
Page 58
Climate Change Response Plan, 2021
Action 5.1
• Increase revegetation, ecosystems restoration and urban greening to increase carbon
drawdown, reduce urban heating and support eco system and species resilience.
• By 2030, 50% of mapped riparian buffers along waterways have vegetation coverage.
Action 6.1
• By 2026, the knowledge and capacity of local food and agribusinesses to prepare for climate
risks and take up of carbon reduction opportunities has increased.
• Support agribusinesses and landholders to create sustainable and regenerative food systems
that include consideration and preparation for climate change risks.
Action 6.2
• Promote sustainable, locally produced food and improve local for access for farmers, residents,
visitors and vulnerable people.
Action 6.3
• Support agribusinesses and landholders to reduce their emissions through changes in farming
practices and technology implementation and to take up opportunities for income generation
through carbon draw down activities.
Smart Biosphere Economic Development Strategy, 2021
• Action 5.6.2 (vii)
Continue to work with industry and stakeholder groups in the food an agribusiness sector to
strengthen the ecosystem to connect and collectively solve shared challenges and unlock
industry growth, particularly in areas of competitive advantage that align with Smart Biosphere –
e.g., regenerative and sustainable agriculture, growing local food networks, strengthening supply
chains, circular economy initiatives.
• Action 5.6.2 (viii)
Support the development of the Food & Agribusiness Network
Page | 58
Page 59
2. FOR THE LOVE OF NOOSA
Joint Custodian Program
Purpose Build understanding and commitment to Noosa’s values and regenerative tourism
approach (including protection of our environment) amongst locals, businesses
and visitors through becoming a joint custodian.
Overview A range of positive behaviour change approaches to build a network of people
that lead by example in caring for our country and community, as joint custodians
and ambassadors of this special place.
Relevant 3.1.1 3.3.1 4.1.4
Actions 3.1.2 3.3.2 4.2.2
3.1.3 3.3.3
3.2.1 4.1.3
EXISTING COUNCIL STRATEGIES & COMMITMENTS
Corporate Plan, 2023
• Action 1.7
Deliver and partner with state and federal governments to protect threatened and vulnerable
species identified in the Environment Strategy.
• Deliver the waste program focused on accelerating actions and solutions including circular
economy opportunities to cut waste and pollution, keep products and materials in use and
regenerate natural systems.
• Action 4.2
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.
• Action 4.3
Improve opportunities for increased inclusion of young people in community engagement and
decision-making to provide relevant services, activities and opportunities.
Smart Biosphere Economic Development Strategy, 2021
• Action 5.6.1 (iv)
Lead the establishment of a destination management plan working with the community to
determine the most appropriate model to preserve the local lifestyle, natural environment and
enhance the local and visitor experience.
• Action 5.6.1(v)
Collaborate and ensure integration on key Council policies and initiatives that impact the
economy – housing choice (as it relates to worker accommodation), Planning Scheme
Page | 59
Page 60
Amendments, employment land, climate change adaption, transport and cultural/creative
industries strategy.
• Action 5.6.3 (iv)
Work with stakeholders, to facilitate a process to explore funding mechanisms, models and
partnership opportunities to fund the development of economic infrastructure.
Environment Strategy, 2019
Enabling Actions
1. Develop and maintain partnerships to deliver environmental outcomes
2. Secure funding and resource for priority actions.
Sustainable Living
1. Reduce waste to landfill,
2. Encourage incorporation of Sustainable building elements.
3. Promote sustainable agricultural Practices
Page | 60
Page 61
3. HINTERLAND REGENERATION
Regenerative Agriculture Program
Purpose Grow our vibrant agricultural landscapes and natural areas to increase our food
and produce offerings, offset impacts and enhance our tourism experiences.
Overview A series of projects and economic development incentives to regenerate Noosa’s
primary production ecosystems and landscapes that draw down carbon,
increase our biodiversity and improve our water quality. To enhance and promote
local food production, regenerative experiences leveraging our artisan, cultural
and creative communities
Relevant 2.2.3 3.3.2
Actions 3.1.2 4.1.2
3.2.3
3.3.1
EXISTING COUNCIL STRATEGIES & COMMITMENTS
Corporate Plan, 2023
• Action 3.3
Work with agricultural organisations and agencies to support and educate landholders on
regenerative agriculture methods and promote local and sustainable food production.
• Action 3.4
Investigate a rural/hinterland innovation hub to support our hinterland communities and grow our
rural, artisan and creative industries.
Environment Strategy, 2019
• By 2030, half of all land in Noosa Shire is managed for its environmental values.
• By 2030, there is no net loss of ecosystem values across Noosa Shire, and the condition of
Council’s priority bushlands is enhanced.
-Ecosystem health of wetlands is improved
• By 2030, 80% of all grazing land achieves best practice management for agriculture.
-Agriculture and food production achieve best practice management for agriculture
-Agriculture and food production areas are protected and effectively managed to ensure
adaptive and sustainable local production
Climate Change Response Plan, 2021
Action 5.1
• Increase revegetation, ecosystems restoration and urban greening to increase carbon
drawdown, reduce urban heating and support eco system and species resilience.
• By 2030, 50% of mapped riparian buffers along waterways have vegetation coverage.
Page | 61
Page 62
Action 6.1
• By 2026, the knowledge and capacity of local food and agribusinesses to prepare for climate
risks and take up of carbon reduction opportunities has increased.
• Support agribusinesses and landholders to create sustainable and regenerative food systems
that include consideration and preparation for climate change risks.
Action 6.2
• Promote sustainable, locally produced food and improve local for access for farmers, residents,
visitors and vulnerable people.
Action 6.3
• Support agribusinesses and landholders to reduce their emissions through changes in farming
practices and technology implementation and to take up opportunities for income generation
through carbon draw down activities.
Smart Biosphere Economic Development Strategy, 2021
• Action 5.6.2 (vii)
Continue to work with industry and stakeholder groups in the food an agribusiness sector to
strengthen the ecosystem to connect and collectively solve shared challenges and unlock
industry growth, particularly in areas of competitive advantage that align with Smart Biosphere –
e.g., regenerative and sustainable agriculture, growing local food networks, strengthening supply
chains, circular economy initiatives.
• Action 5.6.2 (viii)
Support the development of the Food & Agribusiness Network
Page | 62
Page 63
4. DESTINATION STEWARDSHIP
DMP Governance Program
Purpose 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.
Overview A range of initiatives to transform and build collective and shared commitment to
delivering the DMP. Including reprioritise how we market and promote Noosa,
with a stronger focus on inspiring locals and visitors to be good custodians –
treading lightly, respecting culture, giving back.
Collaborative governance arrangements and strong partnerships will assist in
successful delivery and monitoring of progress.
Relevant 2.1.1 2.3.3
Actions 2.1.4 2.3.4
2.2.1 2.3.5
2.3.1 4.1.1
2.3.2 4.2.1
EXISTING COUNCIL STRATEGIES & COMMITMENTS
Corporate Plan, 2023
• Action 1.7
Deliver and partner with state and federal governments to protect threatened and vulnerable
species identified in the Environment Strategy.
• Deliver the waste program focused on accelerating actions and solutions including circular
economy opportunities to cut waste and pollution, keep products and materials in use and
regenerate natural systems.
• Action 4.2
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.
• Action 4.3
Improve opportunities for increased inclusion of young people in community engagement and
decision-making to provide relevant services, activities and opportunities.
Smart Biosphere Economic Development Strategy, 2021
• Action 5.6.1 (iv)
Page | 63
Page 64
Lead the establishment of a destination management plan working with the community to
determine the most appropriate model to preserve the local lifestyle, natural environment and
enhance the local and visitor experience.
• Action 5.6.1(v)
Collaborate and ensure integration on key Council policies and initiatives that impact the
economy – housing choice (as it relates to worker accommodation), Planning Scheme
Amendments, employment land, climate change adaption, transport and cultural/creative
industries strategy.
• Action 5.6.3 (iv)
Work with stakeholders, to facilitate a process to explore funding mechanisms, models and
partnership opportunities to fund the development of economic infrastructure.
Environment Strategy, 2019
Enabling Actions
1. Develop and maintain partnerships to deliver environmental outcomes
2. Secure funding and resource for priority actions.
Sustainable Living
1. Reduce waste to landfill,
2. Encourage incorporation of Sustainable building elements.
3. Promote sustainable agricultural Practices
Page | 64
Page 65
APPENDIX 5
BIBLIOGRAPHY
1. Noosa Council Internal Plans and Strategies
1.1 Destination Management Plan Discussion Paper 2023
1.2 Corporate Plan 2023-2028
1.3 Economic Development Strategy – Smart Biosphere Strategy 2021-2030
1.4 Environment Strategy 2019
1.5 Waste Management Plan 2023-2028
1.6 Noosa Plan 2020 and Noosa Design Principles
1.7 Noosa Housing Strategy 2022
1.8 Value of Tourism to the Noosa Community Survey 2019
1.9 Noosa Liveability Survey 2021
1.10 Sustainable Tourism Reference Group – Draft Plan
1.11 Destination Management Discussion Paper – Deep Dive Analysis 2024
1.12 Climate Change Response Plan 2021
2. External Plans and Strategies
2.1 Tourism Noosa Destination Noosa Strategy 2023-2027
2.2 Sunshine Coast Destination Tourism Plan 2020-2025
2.3 Tourism and Events Queensland Strategic Plan 2022-2026
3. Destination Management Plans
3.1 Tourism Bay of Plenty, New Zealand – The Love of Tourism, 2019 – 2022
3.2 Tourism Taranaki, New Zealand – 2018 – 2022
3.3 Byron Bay Sustainable Tourism Strategy 2020 – 2030
3.4 Hawai’i Islands Destination Management Plan 2021 – 2023
3.5 Lead Tourism for Good: 10-year vision for tourism in Banff and Lake Louise 2021
3.6 Port Douglas Daintree Destination Tourism Plan 2025
3.7 Queenstown Lakes: Travel to a thriving future: A regenerative tourism plan
3.8 Visit Flanders Sustainability Plan 2021
3.9 Visitor Economy Master Plan for the Great Ocean Road Region 2021 – 2030
Page | 65
Page 66
3.10 Wonderful Copenhagen – Towards a new beginning of Localhood 2020
4. Best Practice, Case Studies, Articles
4.1 6 ways destinations are harnessing the power of visitor sentiment data. Katie Shriner.
4.2 Aspen’s thinking hard about travel, transit, and transportation.
4.3 Booking.com Sustainable travel Report 2024
4.4 Getting Unstuck: How to bring your DMO and stakeholders beyond fear to reimagine
tourism. Frank Cuypers.
4.5 If your visitors disappeared, would your residents miss them? David Archer.
4.6 Manage Mass Tourism Before it Manages You. William Bakker.
4.7 Not Exactly Utopia: Byron Bay grapples with a place brand crisis. Katie Shriner.
4.8 Place brands that lack substance are doomed to disappoint. Frank Cuypers.
4.9 Reimagining Tourism: Means preventing tourism leakage. Katie Shriner.
4.10 Reimagining tourism: Will COVID-19 help DMOs conquer fear of change? Frank Cuypers.
4.11 The earth race is on: Queenstown Lakes commits to decarbonising tourism by 2030.
David Archer.
4.12 The way we travel now. McKinsey & Company – McKinsey travel, Logistics Infrastructure
Practice.
4.13 Thinking beyond today: Changing the mindset around tourism planning. Travel Beyond
Podcast transcript. Dr Ljubica Knezevic interview.
4.14 Travel Beyond Podcast transcript. Linda DuPriest interview.
4.15 Values drive Aspen travel innovations and the circular economy. Travel Beyond Podcast
transcript. Steve Kadron interview.
4.16 What is place DNA? Destination Think Staff.
4.17 What we learned from speaking with 1000+ residents of tourism destinations. William
Bakker.
4.18 Who’s guiding travel and tourism to a more responsible, decarbonised future? David
Archer.
4.19 Your DMO’s positive role in a new vision for profit and planet. David Archer
Page | 66