Principles
EXPLORE STRATEGIES AND ACTIONS:
1.2 Improve Infrastructure and Transport Solutions
1.1 Protect our Neighbourhoods
1.3 Optimise Parking and Traffic Management
Next Principle
Noosa's wellbeing is at the centre of this Destination Management Plan, with responsible tourism contributing to improved quality of life, connectivity, accessibility and housing amenity.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
2.2 Manage the Noosa River Catchment
2.1 Encourage Sustainable Visitation
2.4 Strengthen economic management
2.3 Review Alternative Funding Sources
Next Principle
Previous Principle
Noosa's lifestyle, community, environment and visitor expereinces are strengthened through shared responsible and regenerative tourism, underpinned by strong Council leadership and collaborative destination governance with our community, industry and partners.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
3.1 Create 'For the Love of Noosa' (Joint Custodian Program)
3.2 Build Industry Expertise and Regenerative Experiences
3.3 Our Stories Reflect Our Values and Identity
Next Principle
Previous Principle
We all share a deep love for Noosa - everyone - residents, businesses and visitors tread lightly and work together to keep Noosa special, protecting its natural beauty, community spirit and cultural heritage for current and future generations.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
4.2 Embed a Regenerative Tourism Approach
4.1 Lead in Regenerative Tourism and strengthen Destination Stewardship
4.3 Create a Sustainable Events Portfolio
Previous Principle
In Noosa, tourism is for good - enhancing and regenerating Noosa's community, environment and economy, while protecting our way of life, and supporting a healthy and thriving place, for all.
Potential Outcomes
Potential Outcomes - Respecting Community
1. Protect our Neighbourhoods Council tools like zoning regulation, local law enforcement, increased rates and charges for STA properties will help maintain neighbourhood character, reduce disruption for residents, and may increase housing supply. Property owners may feel unfairly targeted and reduced short-term rental options could be perceived to impact accommodation capacity and local businesses. 2. Improve Infrastructure and Transport Solutions Improved transport options and active transport infrastructure encourages sustainable travel, reduces traffic, and enhance accessibility for both locals and visitors.
Behaviour change may be slow, and infrastructure upgrades could be costly or delayed, limiting immediate impact
3. Optimise Parking and Traffic ManagementSmarter parking management will improve access in high-demand areas, reducing frustration and congestion.New parking approaches or paid parking may be unpopular or perceived as inequitable if some users are exempt, especially if not well-communicated.
Actions - How will we do this?2.3.1 Develop an Advocacy and Partnership Strategy that proactively engages State and Federal government and strategic partners to support implementation of the destination management of the Plan. 2.3.2 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. 2.3.3 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.
2.3.4 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. 2.3.5 Align our Destination Marketing Organisation with the outcomes of the DMP and identify alternative funding sources to support sustainable tourism investment and management.
2.3.6 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.
by working with strategic partners to develop visitor contribution mechanisms that strengthen community, environmental and destination management outcomes.
Actions - How will we do this?1.1.1 Strengthen the tools available to Council - such as planning rules, local laws, rates, 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, rebates or rate concessions. 1.1.3 Consistently advocate to the 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 State wide STA Registration and data sharing with validated property data to support effective regulation and inform housing and tourism policy.
by ensuring short-term accommodation is appropriately regulatred, managed, and located so that resodential amenity and community wellbeing are preserved.
Actions - How will we do this?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. 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.
by using carrying capacities to guide access and protect sensitive natural places, ensuring Noosa's environment and visitor experience are preserved for all.
Note: A carrying capacity is the maximum amount of activity that an area can handle without causing unacceptable damage to community values and our environment.
Actions - How will we do this?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.
by supporting businesses (through training, programs and funding) to lead in regenerative practices, environmental accreditation and authentic cultural storytelling.
Actions - How will we do this?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.
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.
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.
Actions - How will we do this?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.
by partnering with the Destination Marketing Organisation (DMO) and other organisations (community and industry groups) to support and implement the DMP.
Actions - How will we do this?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.
supporting events that embrace Noosa’s regenerative values, protect the environment, and bring real benefits to locals.
Actions - How will we do this? 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.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.
creating fair and efficient access to parking for locals and reducing congestion in high-demand areas.
Note: School traffic congestion is considered under a separate Noosa Council strategy (Transport and Movement Strategy, 2017)
Potential Outcomes - Living our Values
3. Our Stories Reflect Our Values and Identity Consistent messaging will reinforce Noosa’s identity and encourage respectful visitor behaviour aligned with community values.
Overuse or lack of authenticity in messaging may lead to scepticism or disengagement from locals and visitors.
1. For the Love of Noosa (Joint Custodian Program) The program can encourage shared responsibility among locals, businesses, and visitors, fostering stronger stewardship of Noosa’s environment and culture.
Engagement or take-up may be uneven, with limited participation from certain sectors or visitors, reducing the overall impact of the program.
2. Build Industry Expertise and Regenerative Experiences Enhances the sustainability credentials of tourism operators, leading to richer, more authentic visitor experiences.
Smaller businesses may struggle to access or implement training and accreditation, creating a gap in capability across the sector.
Potential outcomes
Actions - How will we do this?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.
by working with partners and championing sustainable practices that restore and protect waterway health and biodiversity and enrich the river experience for everyone
Potential Outcomes - Tourism for Good
1. Lead in Regenerative Tourism and strengthen Destination Stewardship Programs that support sustainable practices can elevate Noosa’s tourism sector, attracting environmentally conscious travellers and fostering industry leadership. Implementation may be inconsistent, with some operators lacking resources or motivation to adopt regenerative practices, leading to inconsistent outcomes and not meeting regenerative tourism outcomes. A Destination Stewardship Council that has the right representatives will ensure strategic leadership and accountability in delivering Noosa’s Destination Management Plan (DMP). If not inclusive or transparent, the council may face criticism or lack community trust, limiting its effectiveness.
2. Embed a Regenerative Tourism ApproachAlignment with the Destination Management Plan ensures tourism promotion and marketing reflect community values and protect Noosa’s unique character. Embedding a regenerative tourism approach may reduce short-term tourism revenue and restrict some types of activities. 3. Create a Sustainable Events Portfolio Events are aligned with Noosa’s values, demonstrating environmental stewardship and community benefit. Stricter criteria may reduce the number of eligible events, potentially impacting cultural vibrancy or economic returns.
Actions - How will we do this?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.
inviting locals, businesses and visitors to actively support Noosa’s regenerative values and help keep Noosa special for future generations.
Actions- How will we do this?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.
by embedding regenerative aspirations and expectations of respectful, responsible visitor behaviour in every story we share about Noosa.
Potential Outcomes - Leading the Way
1. Encourage Sustainable VisitationManaged access to sensitive areas will protect ecosystems and maintain the quality of a place for the community and visitor experiences. Managed access could mean you need to plan and book ahead to experience a location.
Restrictions may frustrate visitors or reduce tourism activity in popular areas, potentially impacting local businesses and causing frustration.
2. Manage the Noosa River Catchment Collaboration across local and state government on river management can improve the water quality, biodiversity outcomes, safety, and recreational access and value for both locals and tourists.
Coordination across multiple authorities may take time or be inconsistent, potentially delaying improvements and creating confusion about responsibilities.
3. Review Alternative Funding SourcesVisitor contributions and user-pays models can provide funding for environmental and community projects, help maintain infrastructure and provide a way to fund tourism marketing and initiatives
The tourism body is self-sustainable and does not rely on rate payer funds.
The user-pays models may be perceived as exclusionary or just another cost, especially if not linked to visible community benefits.
Actions - How will we do this? 2.4.1 Promote local supply chains, encouraging tourism operators to source goods and services locally and facilitate partnerships between tourism operators and local producers, providers. 2.4.2 Maintain and reinforce the tourism sector’s contribution to Noosa’s economy by responding to emerging challenges, monitoring performance and trends, supporting sustainable product development and renewal aligned with Noosa’s values. 2.4.3 Work with tourism operators, schools and training providers to make quality training accessible for our local youth and create clear pathways that provide progression into skilled, longterm tourism careers. 2.4.4 Partner with the tourism industry to find innovative workforce-retention solutions, including affordable worker accommodation options that benefit tourism workers and other sectors of the economy facing similar challenges. 2.4.5 Strengthen data collection and insights, including enhancing real-time data collection (mobile movement data, accommodation occupancy, waste diversion etc.) to ensure these reports help to inform and strengthen community, business investment and destination management decision making.
of the visitor economy to support local businesses, employment and sustainable prosperity; ensuring long-term destination resilience.
Actions - How will we do this?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.
and ease congestion by improving alternatives to cars and making public and active transport more reliable, accessible, and appealing for locals and visitors.
DMP - For the love of Noosa
Andrew Saunders
Created on August 1, 2025
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Transcript
Principles
EXPLORE STRATEGIES AND ACTIONS:
1.2 Improve Infrastructure and Transport Solutions
1.1 Protect our Neighbourhoods
1.3 Optimise Parking and Traffic Management
Next Principle
Noosa's wellbeing is at the centre of this Destination Management Plan, with responsible tourism contributing to improved quality of life, connectivity, accessibility and housing amenity.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
2.2 Manage the Noosa River Catchment
2.1 Encourage Sustainable Visitation
2.4 Strengthen economic management
2.3 Review Alternative Funding Sources
Next Principle
Previous Principle
Noosa's lifestyle, community, environment and visitor expereinces are strengthened through shared responsible and regenerative tourism, underpinned by strong Council leadership and collaborative destination governance with our community, industry and partners.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
3.1 Create 'For the Love of Noosa' (Joint Custodian Program)
3.2 Build Industry Expertise and Regenerative Experiences
3.3 Our Stories Reflect Our Values and Identity
Next Principle
Previous Principle
We all share a deep love for Noosa - everyone - residents, businesses and visitors tread lightly and work together to keep Noosa special, protecting its natural beauty, community spirit and cultural heritage for current and future generations.
Potential Outcomes
EXPLORE STRATEGIES AND ACTIONS:
4.2 Embed a Regenerative Tourism Approach
4.1 Lead in Regenerative Tourism and strengthen Destination Stewardship
4.3 Create a Sustainable Events Portfolio
Previous Principle
In Noosa, tourism is for good - enhancing and regenerating Noosa's community, environment and economy, while protecting our way of life, and supporting a healthy and thriving place, for all.
Potential Outcomes
Potential Outcomes - Respecting Community
1. Protect our Neighbourhoods Council tools like zoning regulation, local law enforcement, increased rates and charges for STA properties will help maintain neighbourhood character, reduce disruption for residents, and may increase housing supply. Property owners may feel unfairly targeted and reduced short-term rental options could be perceived to impact accommodation capacity and local businesses. 2. Improve Infrastructure and Transport Solutions Improved transport options and active transport infrastructure encourages sustainable travel, reduces traffic, and enhance accessibility for both locals and visitors. Behaviour change may be slow, and infrastructure upgrades could be costly or delayed, limiting immediate impact
3. Optimise Parking and Traffic ManagementSmarter parking management will improve access in high-demand areas, reducing frustration and congestion.New parking approaches or paid parking may be unpopular or perceived as inequitable if some users are exempt, especially if not well-communicated.
Actions - How will we do this?2.3.1 Develop an Advocacy and Partnership Strategy that proactively engages State and Federal government and strategic partners to support implementation of the destination management of the Plan. 2.3.2 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. 2.3.3 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. 2.3.4 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. 2.3.5 Align our Destination Marketing Organisation with the outcomes of the DMP and identify alternative funding sources to support sustainable tourism investment and management. 2.3.6 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.
by working with strategic partners to develop visitor contribution mechanisms that strengthen community, environmental and destination management outcomes.
Actions - How will we do this?1.1.1 Strengthen the tools available to Council - such as planning rules, local laws, rates, 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, rebates or rate concessions. 1.1.3 Consistently advocate to the 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 State wide STA Registration and data sharing with validated property data to support effective regulation and inform housing and tourism policy.
by ensuring short-term accommodation is appropriately regulatred, managed, and located so that resodential amenity and community wellbeing are preserved.
Actions - How will we do this?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. 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.
by using carrying capacities to guide access and protect sensitive natural places, ensuring Noosa's environment and visitor experience are preserved for all.
Note: A carrying capacity is the maximum amount of activity that an area can handle without causing unacceptable damage to community values and our environment.
Actions - How will we do this?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.
by supporting businesses (through training, programs and funding) to lead in regenerative practices, environmental accreditation and authentic cultural storytelling.
Actions - How will we do this?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. 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.
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.
Actions - How will we do this?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.
by partnering with the Destination Marketing Organisation (DMO) and other organisations (community and industry groups) to support and implement the DMP.
Actions - How will we do this?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.
supporting events that embrace Noosa’s regenerative values, protect the environment, and bring real benefits to locals.
Actions - How will we do this? 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.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.
creating fair and efficient access to parking for locals and reducing congestion in high-demand areas.
Note: School traffic congestion is considered under a separate Noosa Council strategy (Transport and Movement Strategy, 2017)
Potential Outcomes - Living our Values
3. Our Stories Reflect Our Values and Identity Consistent messaging will reinforce Noosa’s identity and encourage respectful visitor behaviour aligned with community values. Overuse or lack of authenticity in messaging may lead to scepticism or disengagement from locals and visitors.
1. For the Love of Noosa (Joint Custodian Program) The program can encourage shared responsibility among locals, businesses, and visitors, fostering stronger stewardship of Noosa’s environment and culture. Engagement or take-up may be uneven, with limited participation from certain sectors or visitors, reducing the overall impact of the program. 2. Build Industry Expertise and Regenerative Experiences Enhances the sustainability credentials of tourism operators, leading to richer, more authentic visitor experiences. Smaller businesses may struggle to access or implement training and accreditation, creating a gap in capability across the sector.
Potential outcomes
Actions - How will we do this?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.
by working with partners and championing sustainable practices that restore and protect waterway health and biodiversity and enrich the river experience for everyone
Potential Outcomes - Tourism for Good
1. Lead in Regenerative Tourism and strengthen Destination Stewardship Programs that support sustainable practices can elevate Noosa’s tourism sector, attracting environmentally conscious travellers and fostering industry leadership. Implementation may be inconsistent, with some operators lacking resources or motivation to adopt regenerative practices, leading to inconsistent outcomes and not meeting regenerative tourism outcomes. A Destination Stewardship Council that has the right representatives will ensure strategic leadership and accountability in delivering Noosa’s Destination Management Plan (DMP). If not inclusive or transparent, the council may face criticism or lack community trust, limiting its effectiveness.
2. Embed a Regenerative Tourism ApproachAlignment with the Destination Management Plan ensures tourism promotion and marketing reflect community values and protect Noosa’s unique character. Embedding a regenerative tourism approach may reduce short-term tourism revenue and restrict some types of activities. 3. Create a Sustainable Events Portfolio Events are aligned with Noosa’s values, demonstrating environmental stewardship and community benefit. Stricter criteria may reduce the number of eligible events, potentially impacting cultural vibrancy or economic returns.
Actions - How will we do this?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.
inviting locals, businesses and visitors to actively support Noosa’s regenerative values and help keep Noosa special for future generations.
Actions- How will we do this?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.
by embedding regenerative aspirations and expectations of respectful, responsible visitor behaviour in every story we share about Noosa.
Potential Outcomes - Leading the Way
1. Encourage Sustainable VisitationManaged access to sensitive areas will protect ecosystems and maintain the quality of a place for the community and visitor experiences. Managed access could mean you need to plan and book ahead to experience a location. Restrictions may frustrate visitors or reduce tourism activity in popular areas, potentially impacting local businesses and causing frustration. 2. Manage the Noosa River Catchment Collaboration across local and state government on river management can improve the water quality, biodiversity outcomes, safety, and recreational access and value for both locals and tourists. Coordination across multiple authorities may take time or be inconsistent, potentially delaying improvements and creating confusion about responsibilities.
3. Review Alternative Funding SourcesVisitor contributions and user-pays models can provide funding for environmental and community projects, help maintain infrastructure and provide a way to fund tourism marketing and initiatives The tourism body is self-sustainable and does not rely on rate payer funds. The user-pays models may be perceived as exclusionary or just another cost, especially if not linked to visible community benefits.
Actions - How will we do this? 2.4.1 Promote local supply chains, encouraging tourism operators to source goods and services locally and facilitate partnerships between tourism operators and local producers, providers. 2.4.2 Maintain and reinforce the tourism sector’s contribution to Noosa’s economy by responding to emerging challenges, monitoring performance and trends, supporting sustainable product development and renewal aligned with Noosa’s values. 2.4.3 Work with tourism operators, schools and training providers to make quality training accessible for our local youth and create clear pathways that provide progression into skilled, longterm tourism careers. 2.4.4 Partner with the tourism industry to find innovative workforce-retention solutions, including affordable worker accommodation options that benefit tourism workers and other sectors of the economy facing similar challenges. 2.4.5 Strengthen data collection and insights, including enhancing real-time data collection (mobile movement data, accommodation occupancy, waste diversion etc.) to ensure these reports help to inform and strengthen community, business investment and destination management decision making.
of the visitor economy to support local businesses, employment and sustainable prosperity; ensuring long-term destination resilience.
Actions - How will we do this?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.
and ease congestion by improving alternatives to cars and making public and active transport more reliable, accessible, and appealing for locals and visitors.