A DMP should be a strategic plan for the future of a tourism destination, and which provides for a balanced economy, environment and community liveability with measurable objectives, strategies, actions and accountability for implementation.
Noosa already benefits from very successful tourism performance earned over decades and its value is the foundation of the Noosa economy, supporting the community (residents and business) and the environment, and demonstrated by:
o Tourism represents approx 30 per cent of (gross regional product) GRP
o Employs approx 3000 people
o Economic value flows throughout the community via direct and indirect expenditure by visitors and businesses
o The range, quantity and quality of services, facilities, amenities, infrastructure and property values enjoyed by the local community. Without a strong tourism industry, Noosa would be much poorer and have serious sustainability challenges.
o A strong and consistent brand with environmental sustainability at its core
o Since the Covid pandemic, visitor expenditure from target interstate and international markets has exceeded past performance and is growing. Excellent work by the industry sector!
o The environment is a core visitor attractor. Nearly 50 per cent of the Noosa Shire is protected public land, featuring National Parks, Biosphere status, Surfing Reserve and outstanding beaches. This is supported by quality and range of hospitality and retail services.
o Generates significant rate revenue from differential rates and property values.
o The proposed vision in the Draft DMP is conditionally supported. It aims to provide balance and particularly includes the nurturing of a thriving local economy.
o The four principles proposed are also supportable but should also include a “thriving local economy “as per the vision. The proposed “Tourism for Good “is supportable but insufficient.
o Noosa needs a strong and vibrant economy driven by high yield tourism to support industry and business sustainability and development, services provision, infrastructure development and investment attraction
o The Goals proposed for the four principles will need to have measurable strategies and accountable actions. Most of the actions proposed are on the face of them sound. However, most will require, feasibility, cost and benefit analysis, implementation capability assessment, resource allocation and further “whole of Community “consultation and support.
o The success measures proposed, while comprehensive, are not all measurable and many are more strategies and actions. The final plan needs to have key objectives and measurable strategies, which will make a real difference.
o The Community Priorities articulated in the Draft DMP may be valid but don’t fully represent the priorities of the business community, in particular the lack of a core priority to sustain and grow the economy. This would seem to indicate a lack of understanding in the community of the value of tourism. Or is the analysis of the community consultation flawed?
Some comments on the principles presented.
o “Protect and Steward our Environment”is a fundamental
o “Improve Management of Short-Term Accommodation” solutions do not go far enough. Reducing STA in residential areas can be enhanced by supporting and encouraging investment in quality tourist accommodation in appropriate and possibly expanded tourism zones, and recognising the importance of existing purpose-built resort accommodation.
o “Improve traffic Management and Reduce Congestion”may be desirable but Noosa does not have a year-round, all shire congestion problem. What real problem are we trying to solve?
o “Align Tourism with Community Values”may also be desirable but the solution regarding funding an industry body and governance of same is problematic
o Success for the business community is a strong, vibrant and growing economy, driven by high yield tourism and growth of visitation beyond seasonal peaks. Supported by a local council and community which understands and values tourism. The tourism sector contributes to the broader economy via the supply of goods and services.
o The tourism sector provides significant employment on a part time basis to school students and adolescents as their first job. The industry helps teach this cohort disciplines required to “fit” into the workforce.
o The plan needs to consider the external economic, environmental and government policy risks and opportunities which could impact on success.
o To achieve sustainable economic success will require investment and adoption of the final DMP as a policy driver by Council, including
o Increased funding of an industry body to develop and implement a performance measured strategic marketing plan as well as industry development, product development and visitor information services. The recent reduction in funding is
counterproductive.
o We need to encourage capital investment in the sort of key assets that are complementary to the plan in a timely manner. RACV resorts experience wishing to build eco lodges and the lengthy approval process of the Carlisle resort are examples of Council not encouraging development that compliments this plan and as a result causing construction cost blow outs.
o Maintenance and development of infrastructure, amenities and facilities to enhance the visitor experience and community liveability.
o Land use planning reform and investment attraction strategies to attract demand driven, quality standard, visitor accommodation.
