Adoption Of Destination Management Plan

Frank Wilkie35:18

Thank you. Moved by the Chair of the S&O committee, Councillor Finzel. Now the seconder, Councillor Wegener. All in favour? That's unanimous. We're up to after General Committee recommendations: Noosa Holiday Parks, Fees and Charges, 11.3.2 Financial Performance Report, November 2025, 11.3.3, adoption of the Destination Management Plan.

Okay, so we're looking at the adoption 12.2, adoption of the Tourism Noosa Roadmap. This report is an outcome of the meeting of the 8th of May 2025. I'm going to take the report. As read, but I am going to draw your attention to the executive summary. In line with Council's consideration of the DMP, it is now equally important to work with our partner organisations, including our local tourism organisation, which is Tourism Noosa, industry and businesses associations. Based organisations in our community to enable delivery and success of the DMP. In officers opinion, strong aligned local tourism organisation is considered essential to the success of Noosa's shift toward regenerative tourism. This transition cannot be achieved by Council alone. Noosa's ambition goes beyond attracting visitors. It is about ensuring tourism actively contributes to the health of our environment, the wellbeing of our community, and the protection of our unique lifestyle. An aligned local tourism organisation plays in supporting Council in turning the aspirations of the Destination Management Plan into everyday practice, shaping visitor expectations, supporting local businesses, and ensuring tourism contributes positively to Noosa's community, environment, and lifestyle. I in May 2025, Council called for a collaborative Roadmap to be developed with Tourism Noosa, detailing Council's future expectations of Tourism Noosa's role, structure, future focus, and actions, and any further arrangements aligned with and informed by the final Destination Management Plan, ensuring consistency of purpose and long-term strategic alignment between Council and Tourism Noosa. For the goals of our DMP and regenerative tourism to succeed, the role of the organisation, Tourism Noosa, must evolve into one grounded in stewardship of place. This means aligning marketing, industry development products and experiences, sustainability programs and visitor engagement with what Noosa can sustainably support, reinforcing respectful behaviours and actively supporting businesses. Deliver experiences that reflect our shared values. When this alignment is clear and consistent, tourism becomes a force that protects what people love about Noosa rather than placing additional pressures on it. Tourism Noosa are a mature local tourism organisation with strong local, national and international connections and robust channels to market developed over many years. They have strong networks and have been very successful in upholding Noosa's brand as an iconic destination. Now is the time to ensure this momentum. Continues in a manner aligned to Council and community expectations and the DMP. This context, I in this context, a process of review and consideration of a range of options for a fit-for-purpose local tourism organisation has occurred through the development of a Roadmap. This provides Council with a comprehensive, evidence-based framework for the future of tourism delivery in Noosa. Developed collaboratively by Noosa Council and Tourism Noosa and informed by independent benchmarking, global best practice, the Roadmap is intended to respond to community expectations for change, the necessity to involve evolve. How we manage and market our destination, while ensuring tourism supports economic value, while protecting and prioritising Noosa's unique environment and lifestyle. So the Roadmap assessed a range of eight options. Considering role, structure and service delivery model for in alignment and with the Destination Management Plan. The Roadmap process was rigorous a review of Tourism Noosa's current operating models, strengths and challenges. Benchmarking against destinations globally, highlighting success factors such as cultural change, partnership based governance and sustainable funding mechanisms. An assessment of eight service delivery options against governance, financial sustainability, strategic alignment and risk and there were a number of workshops that were carried out during this process. The eight options for future delivery of tourism, destination management functions are, I won't go through them in detail, summarised below as one, status quo, two, evolve the LTO, Tourism Noosa, to deliver the DMP, three, scale back LTO collaborative model, four, shared services model, five, Council in-house delivery, six, outsourced brand management, seven, partnership with Regional Tourism Organisations, RTOs, which in this case is Visit Sunshine Coast. Is Visit Sunshine Coast, and eight, establish a new entity. Council's newly adopted DMP provides clear direction and roles for the local tourism organisation. These are summarised in this document as lead, regenerative, destination marketing and storytelling, support industry development and capability. Deliver visitor and community behaviour, change initiatives, align events, experiences and partnerships, support funding alignment and diversification, operate within strong destination governance. Considering the requirements of the DMP, the eight service delivery model options were evaluated as part of the Roadmap development process, ranging from maintaining the status quo to structural reform through a new entity. Option two, evolve Tourism Noosa to align with the DMP, emerged as the preferred immediate approach, scoring highest for strategic alignment to the requirements of the DMP and lowest this option maintains continuity of core services while embedding cultural change, evolving KPIs and improving governance. An alternative medium term option involving a phased pathway combines option two with shared service efficiencies option four and the potential structural reform option eight if new funding mechanisms are secured in the future. The recommended option includes core and aligned services to the DMP such as destination marketing, international trade, visitor servicing, industry development and strengthening sustainability while balancing continuity with managed evolution ensuring transparency, efficiency and alignment with the Destination Management Plan. The recommended option also recommends changes to aspects of current service delivery that reflects an estimated 40% absorption of identified DMP actions within TNs to Noosa's existing core activity, demonstrating some capacity and agility with TN to adapt and make these adjustments within current funding and resources. The also option includes commitment from TN to increase other non-Council funding streams, separate to the visitor pay options being explored by Council over the same period, prepare a transition plan map mapping the evolution of the organisation's structure and strategic focus in for the new financial year 2627 and undertake a review to make an organisation name change for example destination Noosa a title aligning seamlessly with the Noosa Destination Management Plan and perceived as more inclusive of the wider community whilst maintaining its relevance with the tourism sector locally, nationally and internationally. The change such as this signifies a new era alongside Council's new strategic direction for the destination as articulated in the DMP, option 2 a preferred model. Option shift 2 is based stewardship. On core annual funding of $2 million plus CPI. The report recommends Council endorse option 2 as a preferred model. Option 2 is based on core annual funding of $2 million plus CPI. This option reinforces the importance of an involved approach and model for the delivery of destination marketing, industry development, sustainability programs and visitor services for Noosa and that an involved Tourism Noosa is a these as a partner with Council in line with the Destination Management Plan. The recommendation as it stands is note the report by the Chief Executive Officer to the ordinary committee dated 18 regarding the Tourism Noosa Roadmap part B: approve the Tourism Noosa Roadmap attachment 1 in accordance with the requirements of the current 12 month Tourism Noosa funding deed. Endorse option 2, evolve Tourism Noosa to align with the Destination Management Plan as the immediate and primary service delivery model as outlined in the attached and proposed Tourism Noosa Roadmap. And D: request the Chief Executive Officer to bring back a report for endorsement of final terms with Tourism Noosa 2.2 February 2026 round of Council meetings. I put this report to you Councillors.

Amelia Lorentson36:44

Um, amendment that the Destination Stewardship Council include meaningful representation from community stakeholders, ensuring local residents. And groups have a voice in decision making, monitoring and reporting on the implementation of the Destination Management Plan.

Amelia Lorentson37:19

Um, this amendment's just come about, um, I have been speaking to some of the, um, some of the residents and community groups that have been involved now for some time, some up to four years, um, and been part of the destination management process. Um, they were concerned that there wasn't enough clarity in terms of their involvement in particular around the Destination Stewardship Council. Um, so the amendment, um, explicit. The amendments. I put this amendment together to explicitly, um, ensure that community voices are formally included, um. Alignment in terms of the Destination Management Plan are aligned with local expectations, understanding that what was delivered in terms of the Destination Management Plan was a community-led and community-driven document.

Amelia Lorentson49:26

I will. I hope that those around the table may reconsider their position. For many of the residents that were actively involved over four years in the establishment of this Destination Management Plan. The first time they ever heard of a Destination Stewardship Council is when the report was released. This amendment doesn't tie Council into anything. Sometimes read too much in the amendment. The intent, and the intent is live stream, and I'm telling you what the intent is. The intent is to ensure that the four years of voluntary participation by residents and community groups in the establishment of the Destination Management Plan is respected. And that we respect their wishes. They approached me in terms of clarity around participation and meaningful representation in the Destination Stewardship Council. We respect their four years. And understand also our job is to represent them. That's why we're standing here today so I ask everyone please reconsider the amendment and again don't make a mockery of four years of really great work from some of our incredible residents and community groups who poured hard heart and soul into this Destination Management Plan.

Frank Wilkie79:49

Given we are in a formal meeting, I'll move the motion. Do we have a seconder. Councillor Lorentson Stockwell. As we've heard, this Roadmap outlines the way in which this Tourism Noosa will evolve after serving we have the Noosa community very well for 25 years into a new organisation that reflects the community's aspirations for a model that better protects our environment, our liveability and prosperity. And that's as captured the community sentiment in the Destination Management Plan the Roadmap sets out how we will evolve Tourism Noosa from a business as usual model to regenerative a to tourism. We're all marketing and industry development shifts to a regenerative focus where visitors are encouraged to join residents, businesses and as Noosa custodians, helping to care for our environment, respect our community and liveability in a way that leaves Noosa in a better place. For future generations. This adaptive change is being done now to help Noosa responsibly manage and mitigate any risks to environment, prosperity and liveability from increased pressure from unprecedented population growth. In South East Queensland and impending visitation from the Olympics. The proposed new model is informed by industry benchmarking and research into global best practice for destination marketing organisations. Independent benchmarking of eight other Australian and New Zealand local and Regional Tourism Organisations indicated that Tourism Noosa was unique in many ways that it operated more like a regional tourism organisation than a local tourism organisation. The report notes it is difficult to compare like-for organisations due to differing visitor numbers and types, population, funding arrangements, structure and strategic focus. In helping the report determine notes it TAN's next form, independent experts from EarthCheck did a comparative analysis of leading destination management organisations globally, with a focus on regenerative tourism governance, funding models and operational structures. It also identified lessons learned from these agencies in US, canada, Ireland and Denmark that are relevant to Noosa's unique context. It found most were not-for-profit entities, were funded by a bed tax, dedicated had sustainability staff as well as marketing specialists, community engagement roles and also focused on visitor education. TN's funding is modest when compared to international with access to bid taxes and diverse revenue streams. Domestic LTOs and RTOs were mostly funded by councils but unlike Noosa where TN is funded by a higher rate for commercial properties only, others are funded by residential and other rates. Lessons learned from these global success stories and insight into global best practices were that adaptive change over time was critical. They had KPIs to measure regenerative goals. Most had evolved over time rather than transformed radically and suddenly. That sustained and reliable funding was critical. That effective partnership between Council, tourism organisations, industry and community was essential as proposed at the Destination Stewardship Council and that no one size fits all. In determining the best fit for Noosa Council, eight service delivery models were mentioned and they've already been read out, so I won't go into them, but the preferred option, two, is the evolved tn model it rated the highest against the criteria of governance, financial sustainability, transition complexity and strategic alignment with DMP's regenerative tourism goals. And the Roadmap proposes how Tourism Noosa over three to four years. Will evolve to integrate these DMP priorities. Council will continue to provide oversight via the funding deed and require quarterly reporting by TN against the deed requirements to Council. The transition plan has recommended a base funding for TN at the current rate of two million funded by the differential rate on commercial properties. No residential rates will be used. Phase one new involve in year one will be to align and Noosa services and KPIs to the DMP and injecting a regenerative focus into destination marketing, visitor servicing, industry development and sustainability programs. And sustainability positioning. Drafting the terms of reference for the Destination Stewardship Council will also take place. In year two it's a year of strengthening shared governance and expanding sustainability initiatives. The Destination Stewardship Council if adopted today is proposed to be established by then and TN will be a participant as a member. Other revenue new revenue opportunities will be implemented where feasible. Regenerative tourism messaging fully embedded across the campaigns and the more progress made towards having Noosa achieve eco destination certification it's already a leader in that regard. Three is a year focused on consolidating embedding the roles of Destination Stewardship Council, scaling up sustainability programs and visitor contribution initiatives years three plus future evolution expand revenue generation and explore other models evolution into other models if deemed appropriate. This change starts now and this Roadmap is again like the DMP the start of a journey that recognises the value of partnerships and where all of us has a role to play as custodians and keeping Noosa Different by Nature and I commend the staff and the Councillors and TN on the work done in coming to this. Coming to this road map. Questions please. Questions. Councillor Wilson.

Yeah it's a good question our current funding agreement only runs till June so it's limited you know to requiring Tourism Noosa to evolve and change and adapt DMP for a period of six months. Option two is looking beyond June. Into the future so you know that's probably you're right they do similar things and if the current agreement was beyond June then we probably could have relied on the current clause in the current agreement. But it's not it ends in June so this process is about what happens after June and yeah option two does pick up on the fact that to make no mistake we want our tourism organisation be aligned with our Destination Management Plan.

Tom Wegener121:14

Will close can I ask a question my understanding is that with the Destination Management Plan and the Roadmap, we're moving away from destination marketing, which was the original intent for the Tourism and Economic Levy, and we're moving into destination management. So I don't think that the two fit anymore. The tourism levy is not really in line with where we're going with the Destination Management Plan.