Meeting papers

                                                                            ATTACHMENT 2

   •   Monitor alignment with the Destination Management Plan and broader Council strategies,
       including the Smart Biosphere Economic Development Strategy, Cultural Plan, Social Plan and
       Environment Strategy.
   •   Guide the development and review of supporting frameworks, funding programs, guidelines and
       governance arrangements.
   •   Consider long-term opportunities, including Brisbane 2032 and future destination development
       initiatives.
   •   Support continuous improvement in how events are planned, assessed, funded and managed
       across the organisation.
Portfolio Oversight
   • Review the composition and performance of the overall event portfolio.
   • Consider cumulative impacts and capacity of place issues.
   • Monitor the contribution of events to community, economic and environmental outcomes.
   • Review annual event portfolio performance and emerging trends including impact and benefits
   • Identify opportunities to strengthen alignment between the event portfolio and Council's
        strategic objectives.
Funding and Investment
   • Monitor alignment between Council funding programs and the Noosa Events Strategic
      Framework.
   • Consider new major event investment proposals and significant changes to existing Council-
      supported events.
   • Support development of future event investment priorities and funding frameworks.
   • Consider opportunities to leverage external funding, partnerships and strategic investment.

Event Governance and Escalation
   • Consider new major event proposals and significant changes to existing events where strategic,
       financial, operational or reputational implications may arise.
   • Consider significant operational issues escalated by Council officers where a coordinated
       organisational position is required.
   • Review emerging risks relating to public safety, security, emergency management,
       environmental impacts, community expectations and reputational matters.
   • Provide strategic direction on matters with significant financial, operational or community
       impacts.
   • Escalate matters requiring Executive Leadership Team or Council consideration where
       appropriate.
Monitoring and Reporting
  • Monitor implementation of the Framework's Action Plan, Outcomes and Measures.
  • Review key measures, indicators and portfolio trends.
  • Monitor delivery against Strategic Priorities and desired outcomes.
  • Review emerging issues, risks and opportunities affecting events in Noosa.
  • Identify matters requiring Executive Leadership Team or Council consideration.




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