Noosa residents expecting some reprieve from the ever-increasing visitor numbers “invading” the Shire will be especially disappointed in the State Government’s latest tourism offering. Not only is the recently released 20-year tourism strategy a singularly uninspiring document, but its simplistic “pro-growth” strategy will disappoint those who were hoping for some acknowledgement that a “one size” approach is not applicable to every region in the State.

There is nothing in the strategy that gives comfort to Noosa residents and ratepayers that visitor numbers will be managed in a respectful manner that recognises our rising residential backlash against overtourism. The State Government document does not even acknowledge “overtourism” as an issue.

There are several worrying aspects to the tourism strategy and how it may impact Noosa, including its aim of attracting increased visitor numbers through its “drive tourism” initiative, the aim of increasing “light footprint accommodation” in protected areas, and the aim of encouraging more visitors through a coordinated approach to event delivery.

Noosa Council has belatedly released its submission to the State Government’s Destination 2045 strategy. Council’s submission appears to be more in keeping with community sentiment, which makes it all the more difficult to understand why council was so reluctant to release the document in the first place.

In summary, Noosa council’s submission supports a long-term vision for sustainable tourism but emphasises the critical need for localised, place-based planning that reflects Noosa’s unique environmental, social, and economic context. It highlights the community’s concerns about the pressures of overtourism and advocates for tourism that protects lifestyle, natural assets, and community wellbeing.

In its submission, Noosa council proposes:

• Integration of carrying capacity frameworks into regional tourism planning
• Establishment of place-based tourism management plans for sensitive destinations
• Community-led decision-making, with stronger local government authority
• Reformed STA policies and support for permanent housing over tourism accommodation
• Investment in public infrastructure and visitor management tools.
• Adoption of metrics beyond visitor numbers, including environmental and social indicators.

While welcoming the Destination 2045 strategy, council insists that sustainable tourism must not be equated with unbounded growth. It seeks a model of tourism that respects community limits, protects Noosa’s environmental legacy, and allows residents to thrive alongside visitors.

It remains to be seen the extent to which these sentiments and recommendations will be reflected in Noosa council’s yet to be released Destination Management Plan (DMP).  The DMP will be the acid test of whether this Council is more about talk or action.

Council’s initial reluctance to release its submission raises several issues. It calls into question council’s commitment to a full community consultation and engagement process over the future direction of tourism in Noosa and how the challenges facing Noosa as a destination will be managed.  

Apart from Sandy Bolton, who has rightly raised concerns as to what the State Government’s plan has to offer, none of our civic leaders has seen fit to stand up and comment on the plan. For a council that seeks to promote the benefits of the tourism industry at every opportunity, the silence from the mayor, councillors, or the CEO, is surprising.

The mayor and councillors (apart from Nicola Wilson and Tom Wegener) were happy to direct a further $2.0 million of ratepayer’s funds to prop up Tourism Noosa, yet – as far as we could tell – our Councillors sat quietly for two months before directing staff to release their submission to the public.

Council’s reluctance to operate as openly as it should does not augur well for the development of our own Destination Management Plan (DMP).

One can only hope that the mayor and councillors insist on a more consultative approach to the development of the DMP to ensure genuine and timely community consultation and engagement on what will undoubtedly be one of the most significant policy positions considered during this term of council.

What is required from the mayor and the CEO is a clear timeline of consultation going forward and the opportunities that will be afforded to the community for consultation on the draft. There also needs to be a commitment that community comments and feedback will be summarised and appended to the final draft. The approach to Planning Act amendments is the template that should be applied.

If the default position becomes openness and genuine consultation, that is a sign of a healthy local government.  This is crucial if our Council is to show leadership and become a “Destination Manager” for the entire community.