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Meeting papers
AGENDA
General Committee
Meeting
Monday, 15 December 2025
commencing at 12:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips, Tom
Wegener, Frank Wilkie, Nicola Wilson
“Noosa Shire – different by nature”
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Page 2
GENERAL COMMITTEE MEETING 15 DECEMBER 2025
1. DECLARATION OF OPENING
2. ACKNOWLEDGEMENT OF COUNTRY
3. ATTENDANCE & APOLOGIES
4. CONFIRMATION OF MINUTES
4.1 GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
5. PRESENTATIONS
6. DEPUTATIONS
7. ITEMS REFERRED FROM COMMITTEES
7.1 NOOSA HOLIDAY PARKS - FEES AND CHARGES (REFERRED FROM SERVICES &
ORGANISATION COMMITTEE DATED 9 DECEMBER 2025)
8. REPORTS DIRECT TO GENERAL COMMITTEE
8.1 FINANCIAL PERFORMANCE REPORT - NOVEMBER 2025
8.2 ADOPTION OF DESTINATION MANAGEMENT PLAN
9. CLOSED SESSION
ENVIRONMENT LEVY PROPOSED LAND PURCHASE
9.1.
(REFERRED FROM PLANNING AND ENVIRONMENT COMMITTEE MEETING
DATED 9 DECEMBER 2025)
10. MEETING CLOSURE
Page 2 of 122
Page 3
GENERAL COMMITTEE MEETING 15 DECEMBER 2025
4.1 GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
Recommendation
The Minutes of the General Committee Meeting held on 17 November 2025 be received and
confirmed.
Page 3 of 122
Page 4
MINUTES
General Committee
Meeting
Monday, 17 November 2025
12:30 PM
Council Chambers, 9 Pelican Street, Tewantin
Committee: Crs Brian Stockwell (Chair), Karen Finzel, Amelia Lorentson, Jessica Phillips,
Tom Wegener, Frank Wilkie, Nicola Wilson
“Noosa Shire – different by nature”
Page 4 of 122
Page 5
GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
1 DECLARATION OF OPENING
The meeting was declared open at 12.30pm.
2 ACKNOWLEDGEMENT OF COUNTRY
Noosa Council respectfully acknowledges the Traditional Custodians of the lands and waters
of the Noosa area, the Kabi Kabi people, and pays respect to their Elders, past, present and
emerging.
3 ATTENDANCE & APOLOGIES
COMMITTEE MEMBERS
Cr Brian Stockwell (Chair)
Cr Karen Finzel
Cr Amelia Lorentson
Cr Jessica Phillips
Cr Tom Wegener
Cr Frank Wilkie
Cr Nicola Wilson
EXECUTIVE
Chief Executive Officer Larry Sengstock
Director Community Services Kerri Contini
Acting Director Corporate Services Margaret Gatt
Director Development & Regulation Richard MacGillivray
Director Strategy and Environment Kim Rawlings
Director Infrastructure Services Shaun Walsh
APOLOGIES
Nil.
4 CONFIRMATION OF MINUTES
4.1 GENERAL COMMITTEE MEETING MINUTES 13 OCTOBER 2025
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Amelia Lorentson
The Minutes of the General Committee Meeting held on 13 October 2025 be received and
confirmed.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
5. PRESENTATIONS
Nil.
Page 5 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
6. DEPUTATIONS
Nil.
7 ITEMS REFERRED FROM COMMITTEES
7.1 MCU23/0090.02 - APPLICATION FOR A MINOR CHANGE TO A DEVELOPMENT
APPROVAL FOR MATERIAL CHANGE OF USE - HOTEL (EXTENSION TO EXISTING
HOTEL) AND DBW23/0073.02 BUILDING WORK (DEMOLITION) AT 118 POINCIANA
AVENUE AND 26 DIYAN STREET, TEWANTIN (Item 7.1 Referred from Planning &
Environment Committee Meeting dated 11 November 2025)
Cr Nicola Wilson
"In accordance with Chapter 5B of the Local Government Act 2009 I, Cr Nicola Wilson, inform
the meeting that I have a declarable conflict of interest for Item 7.1 - MCU23/0090.02 -
APPLICATION FOR A MINOR CHANGE TO A DEVELOPMENT APPROVAL FOR
MATERIAL CHANGE OF USE - HOTEL (EXTENSION TO EXISTING HOTEL) AND
DBW23/0073.02 BUILDING WORK (DEMOLITION) AT 118 POINCIANA AVENUE AND 26
DIYAN STREET, TEWANTIN on this agenda because as I have a financial interest in a
neighbouring property that may be affected by the outcome of this application. As a result of
my conflict of interest I will now leave the meeting room while the matter is considered and
voted on".
Cr Nicola Wilson left the meeting.
Motion
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council
A. Note the report by the Coordinator Planning to the Planning & Environment Committee
Meeting dated 11 November 2025 regarding MCU23/0090.02 and DBW23/0073.02, to
make a minor change to an existing approval for a Material Change of Use (extension to
existing hotel) and Development Permit for Building Work (Demolition) situated at 118
Poinciana Ave Tewantin Qld.
B. Approve the application in accordance with amendments to conditions 3, 22, 23, 26 and
27 and outlined in Attachment 1 to the Report.Attachment 1 to the Minutes of the General
Committee Meeting dated 17/11/2025 - MCU23/0090.02 & DBW23/0073.02 Amended
Conditions - as provided by the Development Assessment Manager
C. Agree to delete condition 52 and include an Advisory Note which states: "Noosa Council
is committed to minimising the social impacts of gaming within the community and
therefore does not support any increase in the number of gaming machines in the Noosa
Shire.";
D. Update the Reference documents to include the Royal Mail Hotel Tewantin: Noise Impact
Assessment report prepared by Assured Environmental and dated 23.09.2025 Release
R, Ver R2.
E. Refuse to delete conditions 28 and 42(f) for the following reasons:
a. Condition 28 is required to provide a quantifiable noise level of non-amplified
entertainment in the northern beer garden.
b. Condition 42(f). The proposed End of Trip Facilities are required to encourage
users of the site including employees to access the site by alternative transport
modes. The absence of EOT facilities in the existing hotel does not justify non-
compliance in the proposed expansion. Staff may work across varied shifts, and
Page 6 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
facilities such as a shower and secure locker may improve staff ability to utilise
alternative transport.
F. Note the report is provided in accordance with Section 83(9) of the Planning Act 2016.
Amendment No. 1
Moved: Cr Brian Stockwell
Seconded: Cr Amelia Lorentson
That Item C be amended read:
C. That Condition 52 be amended to read:
52. The gaming area be limited to 260m2 in accordance with the approved plans and include
an Advisory Note which states: "Noosa Council is committed to minimising the social impacts
of gaming within the community and therefore does not support any increase in the number
of gaming machines in the Noosa Shire.";
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie
Against: None
Amendment No. 2
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That Item F be added to read (and the current Item F be renumbered accordingly):
That Condition 4 (a) be added to read:
(a) The playground located within the northern beer garden must only be available for use
between the hours of 10:00am and 8:00pm, seven days a week. Outside these hours, the
playground area must be closed and access restricted to prevent use.
Lost.
For: Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica Phillips
Against: Cr Brian Stockwell, Cr Tom Wegener, Cr Frank Wilkie
Lost on the casting vote on of the Chair.
Amendment No. 3
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That Item F be added to read (and the current Item F be renumbered accordingly):
That Condition 4 (a) be added to read:
(a) The playground must display clear, durable, and weather-resistant signage at all entry
points and within the play area that includes:
1. Age-appropriate usage guidelines (e.g., “For children aged 2–12 years”).
2. Supervision requirements (e.g., “Children must be supervised by a responsible adult
at all times”).
3. Emergency contact information and location of first aid facilities.
4. Noise awareness, (e.g., “Please be mindful of nearby residents”).
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Frank Wilkie
Against: Cr Tom Wegener
Page 7 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
Amendment No. 4
Moved: Cr Brian Stockwell
Seconded: Cr Tom Wegener
That Item G be added to read (and the current Item G be renumbered accordingly):
That the CEO be requested to advise the applicant that:
1. The restriction of 6 carparking bays for the use of VIP customers of the gaming room was
not included in the proposal plans;
2. The restriction of 6 carparks to a very limited number of clients is considered to result in
inadequate parking provision for the overall development; and
3. The removal of the exclusive use restrictions on these six bays is required to meet the
conditions of the substantive development approval.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie
Against: None
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council
A. Note the report by the Coordinator Planning to the Planning & Environment Committee
Meeting dated 11 November 2025 regarding MCU23/0090.02 and DBW23/0073.02, to
make a minor change to an existing approval for a Material Change of Use (extension to
existing hotel) and Development Permit for Building Work (Demolition) situated at 118
Poinciana Ave Tewantin Qld.
B. Approve the application in accordance with amendments to conditions 3, 22, 23, 26 and
27 and outlined in Attachment 1 to the Report. Attachment 1 to the Minutes of the General
Committee Meeting dated 17/11/2025 - MCU23/0090.02 & DBW23/0073.02 Amended
Conditions - as provided by the Development Assessment Manager.
C. That Condition 52 be amended to read:
52. The gaming area be limited to 260m2 in accordance with the approved plans and
include an Advisory Note which states: "Noosa Council is committed to minimising the
social impacts of gaming within the community and therefore does not support any
increase in the number of gaming machines in the Noosa Shire.";
D. Update the Reference documents to include the Royal Mail Hotel Tewantin: Noise Impact
Assessment report prepared by Assured Environmental and dated 23.09.2025 Release
R, Ver R2.
E. Refuse to delete conditions 28 and 42(f) for the following reasons:
a. Condition 28 is required to provide a quantifiable noise level of non-amplified
entertainment in the northern beer garden.
b. Condition 42(f). The proposed End of Trip Facilities are required to encourage
users of the site including employees to access the site by alternative transport
modes. The absence of EOT facilities in the existing hotel does not justify non-
compliance in the proposed expansion. Staff may work across varied shifts, and
facilities such as a shower and secure locker may improve staff ability to utilise
alternative transport.
Page 8 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
F. That Condition 4 (b) be added to read:
(b) The playground must display clear, durable, and weather-resistant signage at all entry
points and within the play area that includes:
1. Age-appropriate usage guidelines (e.g., “For children aged 2–12 years”).
2. Supervision requirements (e.g., “Children must be supervised by a responsible adult
at all times”).
3. Emergency contact information and location of first aid facilities.
4. Noise awareness, (e.g., “Please be mindful of nearby residents”).
G. That the CEO be requested to advise the applicant that:
1. The restriction of 6 carparking bays for the use of VIP customers of the gaming room
was not included in the proposal plans;
2. The Restriction of 6 carparks to a very limited number of clients is considered to result
in inadequate parking provision for the overall development; and
3. The removal of the exclusive use restrictions on these six bays is required to meet the
conditions of the substantive development approval.
H. Note the report is provided in accordance with Section 83(9) of the Planning Act 2016.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie
Against: None
Cr Nicola Wilson returned to the meeting.
8 REPORTS DIRECT TO GENERAL COMMITTEE
8.1 FINANCIAL PERFORMANCE REPORT - OCTOBER 2025
Committee Recommendation
Moved: Cr Jessica Phillips
Seconded: Cr Amelia Lorentson
That Council note the report by Revenue Services Manager and Financial Services Manager
(Acting) to the General Committee dated 17 November 2025 regarding Council's financial
performance to 31 October 2025.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Page 9 of 122
Page 10
GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
8.2 OPERATIONAL PLAN 2025-26 Q1 QUARTERLY REPORTING
Committee Recommendation
Moved: Cr Brian Stockwell
Seconded: Cr Frank Wilkie
That Council
A. Note the report by the Executive Officer to the General Committee dated 17 November
2025 regarding the Operational Plan 2025-26;
B. Note the progress report for Quarter 1 of the Operational Plan 2025-26 provided as
Attachment 1; and
C. Note the status of Council's Operational Key Performance Measures for Quarter 1
FY25/26 provided as Attachment 2.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
9 CLOSED SESSION
Committee Recommendation
Moved: Cr Amelia Lorentson
Seconded: Cr Karen Finzel
That the meeting be closed to the public for the purpose of discussing:
pursuant to section 254J(3)(g) of the Local Government Regulation 2012 - a contract
proposed to be made by Council and in particular, the potential commercial negotiations
in relation to that contract for Item 9.1 CONTRACT AWARD REPORT - CONTRACT NO.
CN25113 – WESTERN BATTER MISSING LINK CAPPING CONSTRUCTION;
pursuant to section 254J(3)(e) of the Local Government Regulation 2012 - legal advice
relating to an appeal in the Planning & Environment Court in relation to Item
9.2 PLANNING & ENVIRONMENT COURT APPEAL D44 OF 2025 – APPLICATION
FOR A MATERIAL CHANGE OF USE FOR FOOD AND DRINK OUTLET AND SHORT-
TERM ACCOMMODATION AT 203 - 207 GYMPIE TERRACE, NOOSAVILLE; and
pursuant to section 254J(3)(e) of the Local Government Regulation 2012 - legal advice
relating to an appeal in the Planning & Environment Court so that Council’s in relation to
Item 7.2 PLANNING & ENVIRONMENT COURT APPEAL NO. D92 OF 2025 –
APPLICATION FOR A MATERIAL CHANGE OF USE FOR A DWELLING HOUSE 58
SEAVIEW TERRACE, SUNSHINE BEACH (Item 7.4 Referred from Planning &
Environment Committee Meeting dated 11 November 2025).
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Page 10 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Nicola Wilson
That the meeting be re-opened to the public.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
9.1 CONTRACT AWARD REPORT - CONTRACT NO. CN25113 –
WESTERN BATTER MISSING LINK CAPPING CONSTRUCTION
Committee Recommendation
Moved: Cr Tom Wegener
Seconded: Cr Frank Wilkie
That Council
A. Note the report by the Project Officer to the General Committee Meeting dated 17
November 2025;
B. Award Contract No. CN25113 for Western Batter Missing Link Capping Construction to
Offaly Civil Pty Ltd under a lump sum contract for an estimated total contract value of
$1,302,337.75 (GST Excl); and
C. Delegate to the Chief Executive Officer to negotiate, finalise, execute and do all things
necessary to administer and vary the contract on behalf of Council.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
9.2 PLANNING & ENVIRONMENT
COURT APPEAL D44 OF 2025 – APPLICATION FOR A MATERIAL CHANGE OF
USE FOR FOOD AND DRINK OUTLET AND SHORT-TERM ACCOMMODATION
AT 203 - 207 GYMPIE TERRACE, NOOSAVILLE
Committee Recommendation
Moved: Cr Amelia Lorentson
Seconded: Cr Frank Wilkie
That Council note the report by the Manager Development Assessment to the General
Committee Meeting dated 17 November 2025 regarding Planning & Environment Court
Appeal D44 of 2025 and:
A. Agree to settle part of the appeal generally in accordance with the proposed conditions
outlined in Attachment 1.
B. Continue to defend all other aspects of the appeal.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
Page 11 of 122
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GENERAL COMMITTEE MEETING MINUTES 17 NOVEMBER 2025
7.2 PLANNING & ENVIRONMENT COURT APPEAL NO. D92 OF 2025 – APPLICATION FOR A
MATERIAL CHANGE OF USE FOR A DWELLING HOUSE 58 SEAVIEW TERRACE,
SUNSHINE BEACH (Item 7.4 Referred from Planning & Environment Committee Meeting
dated 11 November 2025)
Committee Recommendation
Moved: Cr Frank Wilkie
Seconded: Cr Tom Wegener
That Council note the report by the Manager Development Assessment to the Planning and
Environment Committee Meeting dated 11 November 2025 regarding Planning &
Environment Court Appeal D92 of 2025 and agree to defend the appeal.
Carried.
For: Cr Brian Stockwell, Cr Karen Finzel, Cr Amelia Lorentson, Cr Jessica
Phillips, Cr Tom Wegener, Cr Frank Wilkie, Cr Nicola Wilson
Against: None
10 MEETING CLOSURE
The meeting closed at 03:24 PM.
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Page 13
GENERAL COMMITTEE MEETING 15 DECEMBER 2025
7.1 NOOSA HOLIDAY PARKS - FEES AND CHARGES (Referred from
Services & Organisation Committee Dated 9 December 2025)
Author Commercial Business Advisor, Robyn Mercer
Economic Development and Destination Management | Strategy and
Environment
Index 8.16 Camping and Caravan Facilities (General)
Attachments None
EXECUTIVE SUMMARY
The report proposes the adoption of General Cost Recovery Fes and Commercial Charges for the
Noosa Holiday Parks for the forward booking period January 2027 to July 2027, ensuring the
program maintains a consistent 12-month forward booking window. Council undertakes a twice-
yearly review of fees and charges, incorporating benchmarking, industry trend analysis and
operational cost considerations.
RECOMMENDATION
That Council
A. Note the report by the Commercial Business Advisor to the Services & Organisation Committee
dated 9 December 2025
B. Set fees and charges for the Noosa Holiday Parks to align with the end of the January 2027
Queensland school holidays; and
C. Adopt the proposed General Cost Recovery Fees and Commercial Charges schedule for the
Noosa Holiday Parks for the period ending 11 July 2027 as detailed in the tables contained within
the report.
REPORT
1. Background
Council maintains an advance fees and charges schedule for forward bookings at Noosa Holiday
Parks, which is reviewed and updated twice yearly. This process includes:
• Benchmarking against comparable camping and caravanning facilities
• Analysis of industry trends such as occupancy and demand
• Assessment of the suitability of existing fee categories
• Consideration of operational costs within the Noosa Holiday Parks program
2. Purpose
Current fees and charges for the Noosa Holiday Parks apply until 26 January 2027, and this report
seeks Council's adoption of the proposed General Cost Recovery Fees and Commercial Charges
for the six-month period from 27 January 2027 to 11 July 2027 as set out in Tables 1-4 to maintain
a consistent 12-month forward booking window.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
3. Industry Trends - Occupancy Data
Queensland-wide occupancy data is a key input in developing fees and charges for forward booking
periods at Noosa Holiday Parks. It provides valuable insights into consumer behaviour, market
demand and the relative performance of the region within the broader southeast Queensland holiday
park and campground market.
Incorporating industry occupancy trends into pricing decisions is particularly important in the current
environment, given rising operational costs, the need to achieve commercial return targets that
support Council's general rate revenue, accessibility to residents and visitors and broader economic
pressures. Proposed fee increases should carefully balance the objective of revenue growth with
sensitivity to market conditions, particularly when occupancy is trending downward.
Occupancy data used in this analysis is sourced from the Caravanning Industry Association of
Australia, comparing year-on-year occupancy performance in Queensland regions against the same
month in the previous year. Key observations include:
• The Sunshine Coast region (which includes Noosa) has underperformed through most of 2025,
recording downward year-on-year occupancy from February 2025 to September 2025.
• July 2025 was the only month in 2025 where Sunshine Coast occupancy levels were comparable
to the previous year.
• In 2024, the Sunshine Coast occupancy also underperformed relative to 2023, with year-on-year
declines recorded from August to December 2024.
Internal nights-sold data for the Noosa Holiday Parks program aligns with these broader regional
trends with year-on-year comparisons indicate a softening in demand throughout 2025. These trends
highlight the importance of adopting a strategic, balanced approach to pricing for Noosa Holiday
Parks.
4. Benchmarking
Benchmarking has been undertaken against fees and charges at comparable government and
privately-owned camping and caravan parks with the Noosa Council, Fraser Coast Council, Gympie
Regional Council, Sunshine Coast Council, City of Gold Coast and Tweed Shire Council regions.
This process ensures that the Noosa Holiday Park fees and charges remain consistent with regional
and industry pricing while continuing to meet competitive neutrality requirements.
Previous benchmarking indicated that Council was well positioned relative to comparable regions
and sites, however subsequent and in some cases substantial increases by other parks and regions
have widened the pricing gap, necessitating an increase to maintain competitive neutrality.
6. Summary
While increases in fees and charges are required to maintain competitive neutrality and respond to
increasing operational costs, Council should also remain sensitive to the broader industry context.
The proposed schedule of fees seeks to strike an appropriate balance between:
• maintaining competitive neutrality
• addressing rising operational costs
• sustaining and improving financial performance
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
• remaining competitively priced within a softening market
• ensuring the ongoing accessibility and attractiveness of the Noosa Holiday Parks portfolio
• supporting the long-term viability of the program
Overall, the proposed fees and charges represent a market-aligned, financially responsible approach
that supports the ongoing sustainability of the Noosa Holiday Parks program while ensuring the
portfolio remains competitive and accessible.
Page 15 of 122
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Link to Corporate Plan
Theme No. 5 - Excellence
• This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.
• Continue to deliver a financially sustainable Council that has the resources now and into the
future to achieve its strategic objectives.
• Embrace technology and innovative practices to support the provision of contemporary, efficient
and effective levels of service for Council operations.
• Increased share of operating revenue to be generated from sources other than rates and
charges.
Previous Council Consideration
Nil
Finance
• Operational surplus from the Noosa Holiday Parks offset general rate increases and also
contribute to Council meeting its financial sustainability policy requirements.
• Council business activities, such as waste management and holiday parks, are required to
operate on a full cost pricing (FCP) basis to ensure the competitive neutrality principle is complied
with. Advance fees have been set with consideration of likely inflation movements in materials
and services and resulting FCP implications.
Risk & Opportunities
Risks:
• Failure to apply the competition neutrality principle through full cost pricing would constitute a
breach of the Local Government Act 2009 and may also result in competitive neutrality
complaints to the Queensland Competition Authority.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
• Failure to extend the fees and charges period could lead to a reduction in forward bookings,
negatively impacting Council's financial returns its ability to plan and budge effectively.
Opportunities:
• Setting fees and charges ensures ongoing full cost recovery for the Noosa Holiday Parks
business activity, supporting the financial sustainability and commercial performance of the
portfolio.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Nil
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors Director Director
Chief Executive Officer Community Development x Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
Director Director Director
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
Page 17 of 122
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
8.1 FINANCIAL PERFORMANCE REPORT - NOVEMBER 2025
Author Acting Financial Services Manager, Zach Morton-Adair
Financial Services | Corporate Services Department
Index ECM/Subject/22.09 - Monthly Financial Performance Reporting
Attachments 1. Attachment 1 - Statement of Income and Expenditure 30 November
2025
2. Attachment 2 - Statement of Financial Position 30 November 2025
3. Attachment 3 - Statement of Changes in Equity 30 November 2025
4. Attachment 4 - Financial Analytics 30 November 2025
5. Attachment 5 - Capital Perofrmance 30 November 2025
EXECUTIVE SUMMARY
To meet its monthly reporting obligations under section 204 of the Local Government Regulation
2012 (the Regulation), a monthly financial report is to be provided to Council for its information. This
report complies with section 204 of the Regulation, providing Council with a report on its financial
performance to 30 November 2025 against its Revised Budget for the 2025-26 financial year as
adopted by Council on 21 August 2025.
Council's overall financial performance to 30 November 2025 was a net surplus of $18.5m which is
tracking above the projected net surplus of $13.3m with Council's operating result at 30 November
2025 being a surplus of $11.0m which compares favourably with Council's projected operating
surplus of $8.9m.
At 30 November 2025, noting the financial impacts of delays to the capital works program, there are
no other significant identified financial risks that will impact Council's forecasted financial position at
30 June 2026.
RECOMMENDATION
That Council note the report by Revenue Services Manager and Financial Services Manager (Acting)
to the General Committee dated 15 December 2025 regarding Council's financial performance to 30
November 2025.
REPORT
While this report provides commentary on Council's financial performance to 30 November 2025, it
is important to note that these financial results remain subject to change, as end of financial year
adjustments relating to the preparation of Council's 2024-25 Financial Statements remain a work in
progress. This especially applies to many of the figures reported in the Statement of Financial
Position and Statement of Changes in Equity.
Council's overall financial performance to 30 November 2025 was a net surplus of $18.5m which is
tracking above the projected net surplus of $13.3m with Council's operating result at 30 November
2025 being a surplus of $11.0m which compares favourably with Council's projected operating
surplus of $8.9m.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Council's overall financial performance to 30 November 2025 is summarised in the following table.
Detailed statements on Council's financial performance to 30 November 2025 are outlined in the
following attachments to this report:
Attachment 1 - Statement of Income and Expenditure 30 November 2025
Attachment 2 - Statement of Financial Position 30 November 2025
Attachment 3 - Statement of Changes in Equity 30 November 2025
Attachment 4 - Financial Analytics 30 November 2025
Attachment 5 - Capital Performance 30 November 2025.
The $11.0m full year operating surplus variance comprises a $10.5m general operating surplus from
activities that are funded through Council’s general rate, regulatory fees and sales of goods and
services as well as $0.7m from Council's Waste operations, partially offset by a lower than
anticipated result of -$0.2m from Council's Holiday Park operations as outlined in the following table.
Council has elected to apply National Competition Policy (NCP) reforms to its Waste Management
and Holiday Parks operations which provides greater transparency and assists in removing
anticompetitive conduct while ensuring the best allocation of Council's limited resources. A summary
of the YTD operational performance of these business activities is as outlined in the above table.
Operating Revenue
At 30 November 2025, Council has received 46.9% or $71.5m of its operating revenue budget of
$152.4m with detailed commentary on major variances outlined in the following table.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Operating Expenditure
At 30 November 2025, actual operating expenditure was 39.8% or $60.5m of the full year budget of
$152.1m with detailed commentary on major variances outlined in the following table.
Major employee benefit variances by branch are outlined in the following table with the significance
overspend in Infrastructure Planning, Design and Delivery mainly attributable to unbudgeted job
costing expenses that will be reviewed in December to determine if expenditure can be attributed to
capital works.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Major materials and services variances by financial statement category (as reported in Council's
audited financial statements) to 30 November 2025 are detailed in the following table.
Tourism and Economic Development Investment Summary
Council resolved to report on a monthly basis, investment details for tourism and economic
development. Expenditure on Tourism and Economic Development activities at 30 November 2025
is outlined in the below table.
Capital Revenue
Capital revenue of $7.5m received to 30 November comprises cash contributions from developers
of $1.9m and capital grants and subsidies of $5.6m, with the timing of capital grant receipts generally
dependent on the timing of grant conditions and capital works delivery. The timing of the receipt of
developer contributions (both cash and contributed) remains unpredictable.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Major capital grants and subsidies received to 30 November 2025 by project are outlined in the
following table.
Capital Expenditure
At 30 November 2025, actual capital expenditure (excluding commitments) was $15.6m or 16.3% of
Council's $95.8m capital works program. However, when this expenditure is adjusted to exclude
$4.6m of other capital expenses associated with the write off of assets, actual capital expenditure
was $11.0m or 11.5% of the revised capital budget against a target of 41.7%.
Of the total year to date capital expenditure, $2.5m relates to carry-over projects from 2024-25 with
a further $1.1m relating to unbudgeted works mainly associated with the purchase of 516 Upper
Pinbarren Road, with this acquisition funded from Council's Environmental Levy.
Detailed discussion of the progress of the capital works program is provided through a separate
quarterly report by the Infrastructure Team. In the next budget review, Council officers will look to
recast the 2025-26 capital works program to better reflect forecast actual and financial delivery at 30
June 2026.
Excluding loan redemption payments, donated assets and other capital expenses, the following table
outlines the progress of the capital works program by portfolio at 30 November 2025.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Other Capital Expenses of $4.6m disclosed in the attachments, represents the in-part value of capital
projects that have now been written off through the project now underway to review Council's
excessive WIP balance. In the 2024-25 financial year, Council incurred expenditure of $10.1m
against this line item with this item to be carefully considered in the development of the 2026-27
Budget.
Cash Management and Investment Performance
Total cash on hand at the end of November 2025 was $126.1m. Included in this balance are funds
held in trust of $6.7m with $119.4m being at call. Of the total cash balance at 30 June 2025, $30.7m
was externally restricted for items such as unexpended levy funds with a further $25.3m internally
restricted for items such as disaster management.
Details on these restricted funds will be presented to Council upon the finalisation of Council's 2024-
25 financial statements.
Council's investments continue to be made in accordance with its Investment Policy adopted on 30
June 2025, with funds continuing to be redirected to Queensland Treasury Corporation (QTC) 80.3%
due to the relatively higher interest rates being offered by this institution. Under Council's Investment
Policy, there is no upper limit on the dollar or percentage value that can be invested with QTC.
Council also has significant funds of 19.7% of its total cash holdings invested with other financial
institutions in compliance with Council's Investment Policy.
Council received $1.5m in interest from its investments to 30 November 2025 with a further $0.4m
recognised as interest on overdue rates and utility charges. A summary of Council investment
performance to the end of November 2025 is outlined in the following table.
As indicated above, at 30 November 2025 Council's total cash balance was $126.1m which is
$24.8m or 24.5% higher than at 30 November 2024 with this increasing cash balance mainly due to
recent ongoing delays to Council's capital works programs.
Outstanding Rates and Utility Charges
As outlined in the following table, at 30 November 2025, Council's outstanding rates and utility
charges totalled $7.7m or 6.5% of Council's rates and utility charges base.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Following the adoption of the Rates and Charges Debt Management and Recovery Policy on 30
June 2025, these arears are now being actively managed with an outstanding balance of 5% being
targeted. The management of outstanding rates and charges is a key responsibility of Council, as
this process can facilitate access by ratepayers to alternative funding sources (e.g. superannuation
funds) to prevent the loss of key assets.
Measures of Financial Sustainability
While the following table incorporates a revised set of financial sustainability indicators to further
assist in managing Council financial performance, it should be noted that many of the legislated local
government sustainability ratios are designed for annual reporting.
There are no significant emerging risks regarding financial performance at this stage; however,
delays in the delivery of the capital program and the reclassification of WIP projects will impact
Council’s operating surplus, operating cash, total cash expense cover and asset sustainability ratios.
With the exception of the Asset Sustainability Ratio which is under the target value due to the current
makeup of the capital works delivery program, all other ratios exceed target.
Against the ratios adopted in Budget Review 1:
• the high Operating Surplus and Operating Cash Ratios reflect the better than anticipated operating
result at 30 November 2025, with revenue streams higher than and expenditure streams lower than
anticipated
• the Operating Cash Ratio, Unrestricted Cash Expense Cover Ratio and Total Cash Expense Cover
Ratio reflect the higher than anticipated cash balance at 30 November 2025 due to a better-than-
expected operating result and lower than anticipated capital expenditure
• the Asset Sustainability Ratio reflects the makeup of year-to-date capital works expenditure which
continues.
As expected, Council's cash ratios have declined slightly in November with this trend to continue
until rates and utility charges are collected following the next rates strike.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Link to Corporate Plan
Theme No. 5. - Excellence This theme focuses on customer experience, financial sustainability,
innovation and technology, levels of service, governance, our employees and volunteers, funding
streams and asset management practices.
Objective 5.2 - Continue to deliver a financially sustainable Council that has the resources now and
into the future to achieve its strategic objectives. This will be supported through the introduction of
enhanced sustainability reporting and performance indicators, as well as ESG (environment social
and governance) accounting practices as guided by statutory requirements.
Previous Council Consideration
Nil
Finance
To meet its monthly reporting obligations under section 204 of the Regulation 2012, a monthly
financial report is to be provided to Council for its information.
This report complies with section 204 of the Local Government Regulation, providing Council with a
report on its financial performance to 30 November 2025 against its Revised Budget for the 2025-
26 financial year as adopted by Council on 21 August 2025.
Risk & Opportunities
Council’s risk register identifies a number of risks that could impact on its ongoing financial
sustainability.
In order to manage and mitigate these risks, Council uses various tools which include monthly
ongoing financial reporting to identify and address emerging issues, conservative budgeting,
compliance with the Financial Sustainability Policy, regular budget reviews, effective liquidity
management (to ensure sufficient fiscal flexibility), as well as adhering to the Reserves and
Restricted Cash policy which requires that Council maintains both a disaster management reserve
and a minimum 3 months cash cover to fund emergent matters.
At 30 November 2025, noting the financial impacts of the reclassification of WIP projects and delays
to the capital works program, there are no other significant identified financial risks that will impact
Council's forecasted financial position at 30 June 2026.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
Consultation
External Consultation - Community & Stakeholder
No external community or stakeholder engagement was undertaken in the development of this
report.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Community Services Corporate Services
Councillors
Mayor & Councillors X Director X Director
X Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
X Director X Director X Director
Strategy & Sustainability Development Assessment Infrastructure Planning, Design
and Delivery
Economic Development & Local Laws Civil and Asset operations
Destination Management
Environmental Services Environmental Health Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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Attachment 1 - Statement of Income and Expenditure 30 November 2025
Statement of Income and Expenditure
For the Year Ending 30 June 2026 $'000 $'000 $'000 $'000 %
As 30 November 2025 Actual Current Budget Variance Current Budget FY Annual Budget
YTD YTD YTD 25
Profit and Loss Statement
Revenue
Recurrent Revenue
Rates, levies and charges 52,333 52,042 291 104,276 50.19%
Fees and charges 5,756 5,616 141 12,339 46.65%
Dividend income 0 0 0 2,100 0.00%
Interest received 1,878 1,939 (62) 5,000 37.56%
Tax equivalents 571 586 (15) 2,000 28.55%
Sale of Goods and Major Services 6,913 7,000 (87) 17,278 40.01%
Sale of Contract & Recoverable Works 0 0 0 31 0.00%
Rental & Lease Income 977 972 5 2,348 41.61%
Other income 758 457 301 1,002 75.65%
Grants, subsidies, contributions and donations 2,311 2,117 193 6,041 38.26%
71,497 70,729 768 152,414 46.91%
Expenses
Recurrent Expenses
Employee benefits 23,774 24,619 (845) 59,011 40.29%
Materials and services 25,979 26,190 (211) 66,531 39.05%
Finance costs 913 1,142 (229) 2,872 31.79%
Depreciation and amortisation 9,783 9,780 3 23,473 41.68%
Other expenses 39 105 (66) 294 13.27%
60,488 61,836 (1,348) 152,182 39.75%
Operating Result 11,009 8,892 2,117 232
Summary of Capital Expenditure and Funding
Capital Funding
Capital cash contributions and infrastructure charges 1,873 1,293 580 1,293 144.86%
Contributed assets 0 0 0 1,500 0.00%
Capital grants and subsidies 5,618 3,077 2,541 48,334 11.62%
Other capital revenue 0 0 0 0 0.00%
7,491 4,370 3,121 51,128
Net Result 18,500 13,263 5,238 51,360
Capital Expenditure
Contributed assets 0 0 0 1,500 0.00%
Capital works - constructed assets 8,366 27,997 (19,632) 82,400 10.15%
Capital works - other capital 2,012 6,276 (4,264) 10,674 18.85%
Loan redemption 614 614 (614) 1,227 50.04%
Other capital expenses 4,649 0 4,649 0 0.00%
15,641 34,887 (19,861) 95,801
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Attachment 2 - Statement of Financial Position 30 November 2025
Statement of Financial Position
For the Year Ending 30 June 2026 $'000 $'000
As 30 November 2025 Actual Current
YTD Budget
FY25
Current Assets
Cash and cash equivalents 126,058 90,909
Trade and other receivables 14,789 14,262
Inventories 240 237
Contract Assets 3,061
Other current assets 3,168 1,102
Total Current Assets 147,316 106,510
Non Current Assets
Trade and other receivables 49,218 49,218
Investments 109,479 103,744
Investment property 3,750 3,750
Property, plant and equipment 1,346,099 1,509,489
Right of Use Assets 855 1,122
Intangible assets 209 195
Total Non Current Assets 1,509,610 1,667,518
Total Assets 1,656,926 1,774,028
Current Liabilities
Trade and other payables 12,426 10,430
Contract Liabilities 14,685 4,000
Borrowings 739 1,604
Lease Liablities 240 23
Provisions 10,069 8,103
Other 6,187 9,546
Total Current Liabilities 44,346 33,706
Non Current Liabilities
Trade and other payables - -
Borrowings 22,170 31,928
Lease Liabilities 670 17
Provisions 23,552 35,183
Other 2,509 6,103
Total Non Current Liabilities 48,901 73,231
Total Liabilities 93,247 106,937
Net Community Assets 1,563,679 1,667,091
Community Equity
Asset Revaluation Surplus 388,582 417,203
Retained Surplus / (Defeciency) -
Shire Capital 1,175,097 1,249,888
Total Community Equity 1,563,679 1,667,091
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Attachment 3 - Statement of Changes in Equity 30 November 2025
Statement of Changes in Equity
For the Year Ending 30 June 2026 $'000 $'000
As 30 November 2025 Actual Current
YTD Budget
FY25
Asset Revaluation Reserve
Opening Balance 388,582 363,820
Change in Asset Revaluation Surplus 0 53,383
Closing Balance 388,582 417,203
Retained Surplus
Opening Balance 1,184,984 1,198,822
Net Result (9,886) 51,066
Closing Balance 1,175,097 1,249,888
Total
Opening Balance 1,573,567 1,562,642
Net Result (9,886) 51,066
Change in Asset Revaluation Surplus 0 53,383
Closing Balance 1,563,679 1,667,091
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Attachment 4 - Financial Analytics 30 November 2025
Overview
On Track
Watch Benchmark % Complete 41.67%
For the Year Ending 30 June 2026 $'000 $'000 % $'000 %
As 30 November 2025 Actual Budget Actuals to Annual Actuals to
YTD YTD Budget Budget Annual Budget
YTD
Operating Revenue 71,497 70,729 101.09% 152,414 46.91%
Operating Expenses 60,488 61,836 97.82% 152,182 39.75%
Operating Result 11,009 8,892 123.80% 232 4739.99%
Capital Revenue 7,491 4,370 171.41% 51,128 14.65%
Net Result 18,500 13,263 139.49% 51,360 36.02%
Capital Expenditure 15,641 34,887 44.83% 95,801 16.33%
Operating Revenue
On Track
Watch Benchmark % Complete 41.67%
For the Year Ending 30 June 2026 $'000 $'000 % $'000 %
As 30 November 2025 Actual Budget Actuals to Annual Actuals to
YTD YTD Budget Budget Annual Budget
YTD
Rates, levies and charges 52,333 52,042 100.56% 104,276 50.19%
Fees and charges 5,756 5,616 102.51% 12,339 46.65%
Dividend income 0 0 0.00% 2,100 0.00%
Interest received 1,878 1,939 96.82% 5,000 37.55%
Tax equivalents 571 586 97.42% 2,000 28.53%
Sale of Goods and Major Services 6,913 7,000 98.76% 17,278 40.01%
Sale of Contract & Recoverable Works 0 0 0.00% 31 0.00%
Rental & Lease Income 977 972 100.52% 2,348 41.61%
Other income 758 457 166.00% 1,002 75.64%
Grants, subsidies, contributions and donations 2,311 2,117 109.13% 6,041 38.25%
Total Operating Revenue 71,497 70,729 101.09% 152,414 46.91%
Operating Expenditure
On Track
Watch Benchmark % Complete 41.67%
For the Year Ending 30 June 2026 $'000 $'000 % $'000 %
As 30 November 2025 Actual Budget Actuals to Annual Actuals to
YTD YTD Budget Budget Annual Budget
YTD
Employee benefits 23,774 24,619 96.57% 59,011 40.29%
Materials and services 25,979 26,190 99.20% 66,531 39.05%
Finance costs 913 1,142 79.92% 2,872 31.79%
Depreciation and amortisation 9,783 9,780 100.03% 23,473 41.68%
Other expenses 39 105 37.15% 294 13.23%
Total Operating Expenditure 60,488 61,836 97.82% 152,182 39.75%
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Capital Revenue
On Track
Watch Benchmark % Complete 41.67%
For the Year Ending 30 June 2026 $'000 $'000 % $'000 %
As 30 November 2025 Actual Budget Actuals to Annual Actuals to
YTD YTD Budget Budget Annual Budget
YTD
Capital cash contributions and infrastructure charges 1,873 1,293 144.81% 1,293 144.81%
Contributed assets 0 0 0.00% 1,500 0.00%
Capital grants and subsidies 5,618 3,077 182.59% 48,334 11.62%
Other capital revenue 0 0 0.00% 0 0.00%
Total Capital Revenue 7,491 4,370 171.41% 51,128 14.65%
Capital Expenditure
On Track
Watch Benchmark % Complete 41.67%
For the Year Ending 30 June 2026 $'000 $'000 % $'000 %
As 30 November 2025 Actual Budget Actuals to Annual Actuals to
YTD YTD Budget Budget Annual Budget
YTD
Plant & Equipment 118 726 16.21% 2,842 4.14%
Council Owned Freehold Land 1,551 2,945 52.66% 6,093 25.46%
Buildings 685 1,551 44.17% 5,917 11.58%
Other Structures 1,941 7,396 26.25% 22,476 8.64%
Roads, Bridges & Footpaths 4,718 17,702 26.65% 46,598 10.13%
Stormwater 148 977 15.16% 4,625 3.20%
Fleet 1,217 2,977 40.87% 4,524 26.90%
Intangibles 0 0 0.00% 0 0.00%
Contributed Assets 0 0 0.00% 1,500 0.00%
Debt Redemption 614 614 100.00% 1,227 50.04%
Other Capital Expenses 4,649 0 0.00% 0 0.00%
Total Capital Expenditure 15,641 34,887 44.83% 95,801 16.33%
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Page 32
Attachment 5 - Capital Performance 30 November 2025
Capital Expenditure Progress
Capital Expenditure to 30 November 2025
100,000
90,000
80,000
70,000
60,000
$'000
50,000
40,000
30,000
20,000
10,000
-
July August September October November December January February March April May June
FY Month
Budget Actual
Capital Expenditure Progress by Portfolio
Actuals to
Annual Budget % 30 November 2025
30.00%
25.00%
20.00%
15.00%
10.00%
5.00%
4.14% 25.46% 11.39% 8.69% 10.13% 3.20% 26.90% 0.00%
0.00%
Plant & Equipment Council Owned Buildings Other Structures Roads, Bridges & Stormwater Fleet Intangibles
Freehold Land Footpaths
Actuals to
Annual Budget
%
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
8.2 ADOPTION OF DESTINATION MANAGEMENT PLAN
Author Economic Development Manager, Lynne Banford
Economic Development and Destination Management | Strategy and
Environment
Index 102.08 - Destination Management
Attachments 1. ATTACHMENT 1_Destination Management Plan
2. ATTACHMENT 2_Draft 3 Year DMP Implementation Plan_Dec 25
EXECUTIVE SUMMARY
The purpose of this report is to present the Noosa Destination Management Plan (DMP) to Council
for endorsement. The DMP is the culmination of many years of extensive community and stakeholder
engagement, technical analysis and collaborative development.
The DMP provides a long-term 10 year horizon, evidence-based framework to ensure that Noosa’s
natural assets, lifestyle and experiences can be enjoyed for generations to come. It responds to the
needs and aspirations of residents, businesses, Traditional Owners and visitors, and reflects the
strong message heard throughout consultation: Noosa is a place we love and protecting that
liveability is essential to our economy, our wellbeing and our shared future.
The Plan seeks to strengthen the foundations of a thriving, sustainable visitor economy, one that
supports local jobs, respects community expectations and safeguards the environment that
underpins Noosa’s identity, whilst ensuring that our community is at its heart. It positions Council
and partners to proactively plan for change, manage pressures and plan for and leverage
opportunities for our destination including in the lead-up to the 2032 Brisbane Olympic and
Paralympic Games.
The DMP aims to identify actions to help 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.
While these challenges are not unique to Noosa, the way we choose to respond can be. Through
consultation, our community has consistently called for a stronger, more proactive approach to
managing these issues, an approach that is bold and forward-looking. One that redefines the role of
tourism in shaping our future and places Noosa’s lifestyle, environment, community and identity at
its heart.
The plan has been shaped through extensive community engagement and is tailor-made for
Noosa. With overwhelming support (75% of all respondents to consultation of the Draft DMP) and
across all age groups and geographical locations the message was clear - 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.
The DMP is structured in the following way:
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
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
4. Measures – how we’ll know it’s working
Summary of Guiding Principles and Actions
Principle 1 – Respecting Community
Goal: Improve quality of life, connectivity, and housing supply through responsible tourism.
Focus Areas: Short-stay accommodation regulation, incentivising long-term rentals, improving active
and public transport infrastructure, and innovative parking and traffic solutions.
Principle 2 Leading the Way
Goal: Position Noosa as a leader in responsible, regenerative tourism.
Focus Areas: Sustainable visitation management, protecting natural assets, and exploring
alternative funding models including visitor contributions.
Principle 3 – Living Our Values
Goal: Ensure residents, businesses, and visitors actively contribute to keeping Noosa special.
Focus Areas: Joint Custodian programs, building industry expertise in regenerative practices, and
embedding community and Kabi Kabi values in marketing and storytelling.
Principle 4 – Tourism for Good
Goal: Ensure tourism actively enhances and regenerates Noosa’s community, environment, and
economy.
Focus Areas: Leading regenerative practices, embedding sustainable approaches in the Destination
Marketing Organisation, and developing a sustainable events portfolio that reflects community
values.
Importantly the plan responds to and identifies new areas for focus, commitment, action and attention
including the following;
1. Day Visitation Management: Implement a series of programs and trials to reduce the impact
of day visitors and boost their contribution to Noosa by offering such things as rewards for
positive behaviour choices and through dynamic parking and smart travel choices.
2. Joint Custodian Program: Develop the "For the Love of Noosa" program to build
understanding and commitment to Noosa’s values and regenerative tourism approach
among locals, businesses, and visitors.
3. Hinterland Regeneration: Launch a Regenerative Agriculture Program to grow vibrant
agricultural landscapes and natural areas, increasing food and produce offerings, offsetting
impacts, and enhancing tourism experiences.
4. Establish Destination Stewardship: Renew our approach to managing the visitor economy
to one of genuine collective stewardship of the destination and identify alternative revenue
sources to support and invest in our destination.
The DMP is a long-term plan, it has a 10-year horizon. Success will take time and is only achievable
through collective commitment and effort. Its success is dependent on such factors as:
• Strong leadership and sustained commitment to bold action.
• Increased investment to accelerate priorities.
• Effective advocacy with a clear plan to influence policy and decision-making.
• Strategic partnerships with industry and business, government and community to ensure
alignment and shared direction.
• Regular monitoring and evaluation and checking in with our community to stay on track, adapt
and improve as needed.
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
The plan includes a high-level Monitoring and Evaluation Framework and is supported by a Draft
initial 3-year Implementation Plan that outlines what we aim to achieve, how we will get there, and
how we will measure success. This Draft implementation plan sits alongside the DMP and will be
reviewed and updated annually. It is intended to provide transparency and accountability, while
giving us the flexibility to monitor, learn and adapt as we go.
A key tenant of the DMP is the proposal to establish a Destination Stewardship Council, to bring
together people and organisations with the capacity to help deliver on the DMP. It is intended that
once established this group will refine and oversee the Monitoring and Evaluation Framework to
track progress, manage risks and ensure that resources are aligned with the Plan’s strategic goals.
This report provides a summary of the feedback received during phase 2 consultation process. It
recommends Council endorse the final DMP and note the Draft Implementation Plan.
RECOMMENDATION
That Council
A. Note the report by the Director Environment and Strategy and Manager Economic Development
and Destination Management to the General Committee dated 15 December 2025;
B. Endorse the Destination Management Plan (DMP) – For the Love of Noosa - provided at
Attachment 1;
C. Note the Draft Implementation plan, provided at Attachment 2, to support the implementation of
the DMP, noting this plan will be refined with input from partner/support organisations, reviewed
and updated on and annual basis and informed by Council’s annual budget considerations; and
D. Delegate authority to the CEO to make minor changes or amendments to the DMP and
associated appendices if required prior to designing and publishing final documents on Council’s
website.
REPORT
1. BACKGROUND AND CONTEXT
1.1 Why a DMP is Needed
Noosa is renowned for its natural beauty, lifestyle, and strong sense of place, attracting visitors from
across Australia and internationally. However, population growth private vehicle travel behaviours,
the rise of short-stay rentals and increased day visitation, have placed increasing pressure on
Noosa's roads, public spaces, natural assets and housing.
The DMP provides a timely and strategic response to these challenges, establishing a framework
that:
• Protects Noosa’s lifestyle, environment, and identity.
• Supports a thriving and resilient visitor economy.
• Ensures long-term sustainability and liveability for residents and businesses.
The plan also embeds the values and guidance of the Kabi Kabi Peoples, ensuring a future-focused
approach guided by Traditional Custodianship principles of caring for the land and waters of Noosa.
Cultural respect, understanding and engagement is a fundamental element of a regenerative
approach and is consistent with the Kabi Kabi Commitment as endorsed by Noosa Council.
2. WHY A DESTINATION MANAGEMENT PLAN
Tourism is a key contributor to Noosa’s economy contributing around 16% to our GRP. It supports
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GENERAL COMMITTEE MEETING 15 DECEMBER 2025
thousands of local jobs, sustains small and medium enterprises, drives investment in infrastructure
and services and enriches the community through vibrant experiences, events and cultural offerings.
Tourism has been a big part of shaping Noosa’s identity, attracting visitors who appreciate its natural
beauty, lifestyle and cultural heritage.
Despite this visitation is bringing increasing challenges, particularly issues associated with day
visitation, short-stay rental accommodation and concentrated visitor activity during peak periods is
placing increased pressure on local roads, public spaces, beaches, and environmental assets.
These pressures, if unmanaged, risk undermining the very qualities that make Noosa special – its
natural environment, community lifestyle and sense of place.
The Destination Management Plan (DMP) provides a strategic, evidence-based approach to
manage these pressures. It enables Council, residents and tourism industry to work collaboratively
to balance tourism with sustainability and liveability.
The DMP was informed by extensive community consultation, which revealed strong support for a
plan that:
• Puts community at the heart of the plan, ensuring everyone respects and upholds Noosa’s values
and cares for Noosa.
• Protects Noosa’s unique character – ensuring that tourism does not compromise the lifestyle,
environment, or identity of the Shire.
• Embraces regenerative tourism – leaving the region in better condition than it was found,
prioritising environmental stewardship, cultural preservation, and sustainable business practices.
• Balances economic, social, and environmental outcomes – recognising that a thriving visitor
economy must coexist with healthy communities and ecosystems.
Through the DMP, Noosa gains a shared roadmap for tourism and destination management. It
ensures decisions are informed by data, responsive to community expectations and aligned with
long-term sustainability goals. This approach positions Noosa as a leader in responsible and
regenerative destination management, providing a clear plan for residents, businesses and visitors.
3. WHY NOW
The Noosa community, environment, and infrastructure are under increasing pressure. Significant
regional population growth, rising tourism numbers, evolving travel behaviours, and the spotlight on
the region ahead of the 2032 Olympic and Paralympic Games mean we must act now. A Destination
Management Plan will provide a clear, coordinated framework to manage these challenges, help
preserve and enhance Noosa’s unique natural assets, and seek to maintain and enhance community
liveability.
Of particular concern to our community is the issue of day visitation, which currently accounts for
nearly 50% of all visitors to Noosa but contributes less than 10% of total visitor expenditure. Day
visitation places substantial pressure on public infrastructure, roads, parking, and key natural and
cultural sites. Without proactive management, issues such as day visitation is expected to increase,
potentially reducing liveability for residents and straining environmental and community assets.
Our community have repeatedly told us short-stay accommodation in residential areas also presents
challenges, concentrated short-term rentals in residential zones disrupts communities, reduce long-
term housing supply and availability and contributes to traffic congestion and other amenity impacts.
4. PRINCIPLES AND STRATEGIC ACTIONS
The DMP is underpinned by four core principles, each guiding strategic goals and priority actions, a
summary is provided here:
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Principle 1 – Respecting Community
Goal: Improve quality of life, connectivity and housing supply through responsible tourism.
Focus Areas: Short-stay accommodation regulation, incentivising long-term rentals, improving active
and public transport infrastructure, and innovative parking and traffic solutions.
a. Protect neighbourhoods by regulating short-term accommodations to preserve residential
amenity and community wellbeing.
b. Improve infrastructure and transport solutions to ease congestion and make public and active
transport more accessible.
c. Optimise parking and traffic management to ensure fair access and reduce congestion.
Principle 2 Leading the Way
Goal: Position Noosa as a leader in responsible, regenerative tourism.
Focus Areas: Sustainable visitation management, protecting natural assets, and exploring
alternative funding models including visitor contributions.
a. Encourage sustainable visitation by managing access to sensitive natural places.
b. Manage the Noosa River catchment to protect waterway health and biodiversity and the river
experience.
c. Review alternative funding sources to support community, environmental, and destination
management outcomes.
Principle 3 – Living Our Values
Goal: Ensure residents, businesses, and visitors actively contribute to keeping Noosa special.
Focus Areas: Joint Custodian programs, building industry expertise in regenerative practices, and
embedding community and Kabi Kabi values in marketing and storytelling.
a. Create the "For the Love of Noosa" joint custodian program to engage locals, businesses and
visitors in caring for Noosa.
b. Build industry expertise in regenerative practices and authentic cultural storytelling.
c. Ensure Noosa’s stories and marketing reflect its regenerative tourism philosophy.
Principle 4 – Tourism for Good
Goal: Ensure tourism actively enhances and regenerates Noosa’s community, environment, and
economy.
Focus Areas: Leading regenerative practices, embedding sustainable approaches in the Destination
Marketing Organisation, and developing a sustainable events portfolio that reflects community
values.
Establish a Destination Stewardship Council to oversee and guide the implementation of the DMP.
Develop programs practices to encourage positive behaviour change and sustainable practise.
Support the tourism industry in achieving environmental accreditation and leading in sustainability
and regeneration.
By acting now, Council can help to future-proof Noosa to ensure tourism contributes positively to the
economy while preserving the lifestyle, environment, and community character that make Noosa a
destination people love to visit and a home residents cherish.
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5. DEVELOPMENT OF THE DESTINATION MANAGEMENT PLAN
The Noosa DMP represents the culmination of a multi-year, collaborative process to ensure Noosa
is managed sustainably, protecting community values and enhancing economic, social and
environmental outcomes. Its development has been guided by robust governance, evidence-based
analysis and meaningful engagement with the community, stakeholders and industry partners. The
result is a DMP grounded in community expectations, supported by evidence and framed around
long-term sustainability and regeneration.
5.1 Phased Approach
The DMP was developed in five key phases across a number of years, designed to progressively
build a comprehensive, evidence-based plan aligned with Council priorities and community
expectations.
Phase 1 – Initial Briefing and Scoping
Identification of key issues, risks, and opportunities in the visitor economy.
Establishing the project scope, objectives and governance framework.
Alignment with Council’s strategic objectives, policies and broader planning frameworks.
Establishment of governance structures, including a Project Control Group (PCG), External
Reference Group (ERG) and an internal Advisory Team to oversee development.
Phase 2 – Investigation and Evidence Gathering
Comprehensive analysis of tourism trends, visitation patterns, economic contribution and
environmental impacts.
Assessment of infrastructure capacity, short-stay accommodation impacts and housing pressures.
Review of global best practice in destination management and regenerative tourism models.
Phase 3 – Discussion Paper preparation and community engagement :
A Discussion Paper was created, guided by the PCG with assistance on how to engage the
community from the ERG.
The Discussion Paper identified issues and asked the community ‘How can we grow well together?’
Extensive community engagement (workshops, coffee chats, online survey, direct stakeholder
engagements and submissions) with a professional facilitator who is an expert in Regenerative
tourism.
Phase 4 – Analysis of Discussion Paper feedback
Analysis of the feedback from phase 1.
Both qualitative and quantitative analysis of responses was conducted.
The analysis deep dive was extensive and reviewed over 500,000 words.
Phase 5 - DMP Preparation
Integration of findings from evidence-based analysis and stakeholder insights.
Development of Draft DMP incorporating principles, strategies and actions across key areas:
community wellbeing, environmental protection, transport, housing and tourism industry
development.
Phase 6 – Community Consultation
Release of the draft DMP for public and stakeholder consultation.
Multi-channel engagement, including workshops, surveys, social media campaigns and targeted
stakeholder meetings.
Collection and analysis of feedback to refine and finalise the plan.
Peer Review
Phase 7 – Current Phase - Endorsement and Implementation Planning
DMP finalised for Council for adoption.
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Development of a Draft implementation framework, including monitoring and evaluation measures
to track progress and ensure accountability.
5.2 Governance
The DMP’s development has been guided by strong governance structures to ensure transparency,
alignment with Council priorities and rigour in decision-making: Project Control Group (PCG):
Comprised of Councillors, Council executives and external stakeholders and experts, the PCG
provided strategic oversight, guidance and review throughout the early and defining stages of the
project.
External Reference Group: Comprised of community members representing a number of
organisations and associations across Noosa Shire, they assisted with how to engage and
communicate with the community.
Internal Advisory Team: Operated at a tactical level to ensure proposed actions could be integrated
into operational planning across Council business units.
Regular Reporting: The project team provided consistent updates to the PCG and held numerous
workshops with Councillors to ensure visibility of progress, evidence and community feedback.
5.3 Meaningful and Representative Engagement
The DMP was informed by extensive consultation, designed to capture a representative cross-
section of the community and tourism stakeholders across two major community engagement
phases. Key elements of the engagement process included:
Multi-Channel Outreach: Consultation incorporated online surveys, in-person workshops,
community pop-ups, and targeted stakeholder interviews. This approach ensured accessibility for all
residents and businesses.
Representative Sampling: Surveys and feedback mechanisms were designed to be statistically
valid and stratified, reflecting the diversity of the community across geography, age, household type,
and other demographics.
Meaningful Participation: Engagement was not tokenistic. Participants were invited to share
detailed insights on key issues such as short-stay accommodation, day-tripper impacts, transport,
environment, and events. Their feedback directly shaped the Plan’s principles, goals, and actions.
5.4 Social Media and Digital Engagement
Recognising the value of digital platforms for wide-reaching engagement, the DMP leveraged social
media and digital advertising to connect with the community. Social media played a critical role in
reaching a broad audience, complementing in-person engagement.
Meta (Facebook & Instagram) Advertising Campaigns:
Reach: 167,000 users
Impressions: 491,000
Video Views: 80,765
Link Clicks: 9,152
Post Engagements: 90,665
Landing Page Views: 5,434
These social media and digital channels complemented traditional engagement methods and helped
reach demographics that are often underrepresented in face-to-face consultation, including younger
residents and visitors. The campaigns were designed to inform, invite feedback and encourage
participation in surveys and workshops.
5.5 Representative and Statistically Valid Engagement
Engagement was designed to ensure that the feedback collected was robust, reliable, and
representative of the wider community:
Stratified Sample: Survey responses were weighted to reflect Noosa’s geographic and
demographic diversity.
Statistical Validity: Council conducted two community engagements, resulting in over 2,300
individuals participating and yielding 937 valid data records during Phase 1, and 1,099 during Phase
2 the findings are considered highly representative, and additional responses would be unlikely to
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materially alter outcomes.
Inclusivity: Engagement included residents from urban, coastal, and hinterland communities, as
well as youth, seniors, business owners, and visitor-focused stakeholders.
5.6 Outcomes of the Engagement Process
The consultation and engagement process delivered:
Community Alignment: Overwhelming support for a plan focused on regenerative tourism,
environmental protection and resident wellbeing (75% of respondents).
Meaningful Feedback: Direct input shaped key principles, strategies and actions.
Transparency and Accountability: Independent analysis of survey results, consultation feedback
and methodology occurred across both phases of consultation.
5.7 What the Community told us
Over the past three years, Noosa Council conducted two comprehensive community engagement
phases, involving more than 2,300 participants and generating a substantial evidence base:
• Phase 1: 937 valid data records
• Phase 2: 1,099 valid data records
Across both phases, consistent themes emerged:
• Community at the heart.
• Nature should be protected and restored.
• Tourism must be limited and better managed, including short-term accommodation (STAs),
events, day visitation and funding.
• Improved ways to move around and traffic congestion need solutions.
• Transparency, trust and accountability must improve.
• Support for Regenerative tourism, but requires strong limits, clear definitions and measurable
outcomes.
Young people echoed these priorities, advocating for a future Noosa that is safe, nature-first and
easier to move around in. Across both the long and short survey in Phase 2 on the Draft DMP,
multiple actions received over 80% support and under 10% opposition, representing high confidence
in the direction and actions proposed.
Please see below the below graphs highlighting some key demographics and findings from the data
analysis.
Figure 1 - Per cent of respondents who identify as female, male and non-binary across
both survey instruments. ( n=922)
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Figure 2 - Participation across age groups. (n=922)
Figure 3 - Participation per stakeholder profile. Respondents could select multiple stakeholder
profiles.
Percentages represent the proportion of total respondents who identified with each category and do
not sum to 100%. (n922)
Figure 4 - Participation across regions coded to ‘Riverine’, ‘Coastal’, and ‘Hinterland’. The sample
size is 804, as only respondents residing in the Shire were included. A total of 117 participants were
from regions outside of the Shire: International, interstate, Regional Queensland and Southeast
Queensland. (n804)
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Figure 5 -Support and opposition for the proposed vision of the DMP (n=922)
Figure 6 - Support and opposition for a shift to a more regenerative approach to tourism. (n922)
Monitoring and Evaluation and Draft Implementation Plan
A strong Monitoring and Evaluation Framework underpins this Destination Management Plan. It
clearly sets out what we aim to achieve, how we plan to get there, and how we will measure our
progress over time. This framework is essential to ensuring transparency, accountability and
community confidence. It enables us to learn, adapt and evolve our approach as conditions change,
ensuring that every action we take is meaningful, measurable, and aligned with Noosa’s long-term
wellbeing. Each Guiding Principle is supported by a set of outcomes, impacts, and measures,
providing a structured and consistent way to track progress across the entire plan.
Supporting this framework is a Draft Implementation Plan, which will be updated regularly and
reported on annually. As a rolling three-year plan, it gives Council, partners and the community a
clear pathway for delivery while allowing flexibility to adjust our actions when needed. Not everything
will work and trials and pilot programs to test initiatives, evaluation and adjust if needed are part of
this plan. There will be challenges and opportunities along the way, the Draft Implementation Plan
provides the tools to monitor what is happening, learn from outcomes, and continuously improve.
One of the first roles of the new Destination Stewardship Council will be to refine and oversee both
the Monitoring and Evaluation Framework and the Draft rolling Implementation Plan, ensuring that
our strategic goals are being achieved, risks are managed, and resourcing needs are identified early.
The Draft Implementation Plan will be refined over the coming months with input and feedback from
partner and support organisations necessary for its delivery, prioritisation, resources and budget
requirements, which will be refined and used to both inform and be informed by budget
considerations and processes. Progress on the Implementation Plan will be reported to Council.
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6. SUMMARY
The development of the Destination Management Plan reflects a deliberate, multi-year approach to
sustainable destination management, underpinned by rigorous evidence and comprehensive
community input. Feedback from the community, stakeholders and businesses has directly informed
the refinement of the plan’s principles, goals and actions, the prioritisation of key initiatives, including
sustainable transport, regenerative tourism programs and managing issues impacting our
community. The plan aligns with and builds on Council’s existing strategic objectives, environmental
commitments and cultural responsibilities as articulated in its many Council endorsed Corporate Plan
and key strategies and plans.
The DMP provides a clear strategic direction for managing our destination. For its objectives to be
successful this directional document should serve as a guide and inform the future strategic
directions and priorities of our key (community and industry organisations) such as Tourism Noosa,
Noosa Biosphere Reserve Foundation, Zero Emissions Noosa and others.
By engaging residents, businesses, community groups and Traditional Custodians throughout the
process, the DMP embodies a shared commitment to preserving Noosa’s environment, lifestyle, and
identity, while ensuring tourism supports the local economy and community wellbeing.
Link to Corporate Plan
Theme No. 3 - Prosperity
Focus areas include economic development, local business, innovation, arts and culture, waste and
a circular economy.
Theme No. 4 - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
4.2 Complete and implement the Destination Management Plan in partnership with the community
and Tourism Noosa to protect Noosa’s quality of life, environment and iconic places through planning
for sustainable tourism and managing visitation and events.
Previous Council Consideration
Ordinary Meeting Minutes 14 December 2023, Item 9.1
SUMMARY OF COMMUNITY ENGAGEMENT PROCESS AND KEY THEMES - DESTINATION
MANAGEMENT PLAN DISCUSSION PAPER
That Council note the report by the Manager, Economic Development and Destination Management
to the Ordinary Meeting dated 14 December 2023 regarding the process to develop a Noosa Shire
Destination Management Plan (DMP) and:
A. Note the summary of consultation key themes and feedback received during the recent community
engagement process on the DMP Discussion Paper;
B. Note the proposed next steps as detailed in this report for officers to undertake a deep analysis
of the data and feedback provided to date to inform the preparation of a draft DMP early to mid-2024;
C. Prepare and implement a communication plan to clearly inform the community of the key themes
from the community engagement to date and outline the next steps in the DMP process; and
D. Add a specific step into the process that workshops the results of the consultation on the DMP
Discussion Paper with the External Community Reference Group and the external members of the
PCG, to inform the scope of the next steps in the process of communicating back to the community
and the Draft DMP and;
E. Note the draft DMP will be prepared early in 2024 and reported back to Council for further
community engagement in mid-2024.
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Special Meeting Minutes, 4 August 2025
4.1. DESTINATION MANAGEMENT PLAN - PHASE 2 ENGAGEMENT
That Council
A. Note the report by the Manager Economic Development and Destination Management to the
Special Meeting dated 4 August 2025 regarding the Destination Management Plan;
B. Approve the Draft Destination Management Plan provided at Attachment 1 for the purposes of
community engagement for a six-week period between 6 August and 14 September 2025.
C. Note the community engagement plan provided at Attachment 2 to this report, outlining the range
of activities and approaches to enable broad community awareness and feedback on the Draft
Destination Management Plan.
D. Delegate the CEO to make minor changes or amendments as required to the Draft Destination
Management Plan prior to community engagement process commencing.
E. Note that while Measures of Success have been identified in the current report, further community
input will be sought to help define what success looks like from the community’s perspective. This
feedback will inform the development of a comprehensive monitoring and evaluation framework,
which will be delivered alongside the final Destination Management Plan (DMP) in
November/December.
Finance
The Destination Management plan has been developed across 4 financial years and within allocated
Economic Development operational budgets, the total cost of its development including project staff
wages, external independent consultant input and analysis, research and data, eco certification costs
and two comprehensive community engagement phases is approximately $300,000.
Funding for implementation of the DMP will be subject to Council’s annual budget processes. A Draft
Implementation plan years 1 – 3 has been prepared and will be refined over the coming months to
both inform and be informed by budget considerations and processes.
Some actions within the plan are already underway and can be delivered within existing resources,
however others including those identified as new actions will require additional resourcing and
funding to advance. How quickly we can advance these actions will depend on allocation of
resources and funding to deliver and implement. Alongside Council's budget, staff will continue to
seek external funding sources such as grants.
The DMP identifies the need to consider, investigate and implement alternative revenue streams
and sources in order to sustain and maintain infrastructure, continue to invest in tourism, and to
support the protection and enhancement of our environment, programs and experiences important
to our community and the services and facilities that essential to our community wellbeing.
Risk & Opportunities
Potential Risks Mitigation measures
Increased Strain on Implement congestion, parking and sustainable transport
Infrastructure - Unmanaged actions in the DMP.
visitor growth and day visitation
• Prioritise visitor management tools (carrying capacities,
may overwhelm roads, parking
managed access, dispersal).
and public transport, reducing
liveability and visitor experience • Advocate for State Government investment through SEQ
planning and 2032 opportunities.
• Expand and promote active and public transport options.
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Environmental Degradation - Develop science-based carrying capacities and advocate for
Unmanaged high visitor activity managed-access approaches.
in sensitive areas may lead to
• Strengthen behaviour change initiatives (Noosa Promise,
erosion, habitat loss and
Noosa Rewards).
biodiversity decline
• Partner with Traditional Owners and conservation groups
on monitoring / restoration.
• Increase compliance and visitor education in sensitive
locations.
Community Fatigue & Maintain regular, transparent communication on progress
Dissatisfaction - Perceived and priorities.
inaction or delays may reduce
Deliver early wins where possible.
community trust and support for
the DMP • Engage community in co-design and stewardship
programs.
• Demonstrate how community feedback has shaped the
plan.
Reduced Transparency & Establish a Destination Stewardship Council for oversight
Accountability - Insufficient and continuous improvement.
monitoring could undermine
• Implement a Monitoring, Evaluation Framework.
confidence in Council’s ability to
implement the plan • Enable resourcing for DMP priorities.
• Publish regular updates and an annual public progress
report via DMP dashboards.
Misalignment with Community Regular monitoring and sharing of findings with community
Expectations -The DMP may not via DMP dashboard.
reflect all community priorities or
• Ensure ongoing communication and education with our
expectations, affecting long-term
community and visitors explaining the benefits of
support
responsible and regeneration.
• Review annual implementation plan and adapt if
required.
Lack of take up or buy-in from Build understanding through storytelling and strong
visitor, locals, businesses to communications, profile and highlight early adopters and
Regenerative approach leaders, engage and co-design with partners to ensure
initiatives are appealing, incentivise and reward to encourage
take up, showcase benefits - to community and environment
eg cleaner beaches
There are many opportunities identified in the DMP, some are outlined here:
1. Regenerative Tourism Leadership
Successful adoption and resourcing could position Noosa as a global leader in sustainable and
regenerative tourism, attracting environmentally conscious visitors and investment.
2. Olympics & Paralympics 2032
Strong advocacy to secure infrastructure upgrades, grants for industry development and
strategic partnerships ahead of the Olympic and Paralympic Games.
3. Alternative Revenue Streams
Explore visitor contribution models for increased revenue generation to fund environmental
protection and infrastructure improvements, redirecting the burden from the ratepayers.
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4. Active Transport Expansion
Accelerate investment in walking and cycling networks and public transport to reduce congestion
and enhance resident and visitor wellbeing.
5. Collaborative Partnerships
Successful action will strengthen alliances with State Government, industry, and community
groups to deliver innovative solutions for housing, transport, and environmental stewardship.
Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.
Consultation
External Consultation - Community & Stakeholder
Significant community and stakeholder consultation occurred across two phases on
engagement. Council conducted two extensive phases of community engagement, resulting in over
2,300 participants and yielding 937 valid data records during Phase 1, and 1,099 during Phase 2
the findings are considered highly representative and statistically valid.
Internal Consultation
Departments consulted:
Office of the CEO, Mayor & Crs Community Services Corporate Services
x Mayor & Councillors x Director x Director
x Chief Executive Officer Community Development Financial Services
Executive Officers Sport & Active Lifestyles Fleet
x Community Engagement Arts & Culture Revenue Services
People & Culture Community Connection ICT
Governance Customer Experience Procurement
Commercial Property
Strategy & Environment Development & Regulation Infrastructure Services
x Director x Director x Director
x Strategy & Sustainability x Development Assessment x Infrastructure Planning, Design
and Delivery
x Economic Development & Local Laws Civil and Asset operations
Destination Management
x Environmental Services Environmental Health x Waste
Innovation & Digital Hub Building & Plumbing Building & Facilities
Property / Permits Disaster Management
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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
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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
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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
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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
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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.
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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
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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.
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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
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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
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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.
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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.
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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.
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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
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Figure 8 – Phase 1 Community Engagement - Benefits of Tourism in Noosa
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Tourism Benefits Access to recreation & entertainment DF 42% Natural attractions & environmental Ly 3B% appeal Variety & quality of restaurants, oo 37 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 | 23 Page 69 of 122Page 70
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.
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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
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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
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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
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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
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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,
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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.
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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.
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5. APPENDICES
1. DESTINATION MANAGEMENT TERMS
2. MONITORING AND EVALUATION FRAMEWORK
3. CONSULTATION SUMMARY
4. FUTURE FOCUS TABLE
5. BIBLIOGRAPHY
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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.
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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.
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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.
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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
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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
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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
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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
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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.
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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.
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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.
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• 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
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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.
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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.
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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.
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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
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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
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