NOOSA EVENTS STRATEGIC FRAMEWORK, POLICY, AND GOVERNANCE · Attachment 2 - Noosa Events Executive Group TOR

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   •   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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5. Scope
The EEG operates primarily at a strategic and portfolio level, while also providing a forum for the
consideration and resolution of significant event-related matters requiring cross-Council coordination
or executive direction.
The EEG does not:
   • Assess or approve individual event permits.
   • Replace operational event assessment processes.
   • Replace legislative responsibilities of Council officers.
   • Undertake day-to-day event management functions.
   • Exercise delegations reserved to Council, the Chief Executive Officer or delegated officers.

The EEG may however consider matters escalated by Council officers where strategic guidance, risk
management, whole-of-Council coordination or organisational direction is required

6. Relationship to Council Governance Framework
The EEG forms part of the broader Noosa Events Framework. The EEG provides oversight of:
    • Noosa Events Strategic Framework
    • Events Categories and Assessment Process
    • Funding and Sponsorship Programs
    • Venue and Precinct Guidelines
    • Action Plan, Outcomes and Measures

The EEG supports the Chief Executive Officer in the exercise of delegated authority and does not
replace the authority of Council.
7. Reporting
The EEG will:
   • Receive implementation updates on Strategy actions.
   • Monitor key performance indicators.
   • Identify emerging strategic issues and opportunities.
   • Provide recommendations to the Chief Executive Officer and Council, where appropriate.
   • Support preparation of annual reporting on implementation of the Noosa Events Strategy.

8. Operational Support
The EME will be supported by existing Council officers involved in event planning, approvals, funding,
property management, infrastructure management, community development, economic development
and related functions.
These officers will continue to work collaboratively through existing operational processes and will
coordinate information, recommendations and matters requiring EEG consideration.
Secretariat support will be provided by the responsible business unit.
9. Meetings
   •   Meetings held quarterly.
   •   Additional meetings may be convened by the Chair as required.

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   •   Meeting agendas and papers distributed prior to meetings.
   •   Minutes and action items recorded and maintained

10. Standing Agenda Items
Standing agenda items may include:
   •   Framework implementation update
   •   Action Plan, Outcomes and Measures progress report
   •   Portfolio performance dashboard
   •   Event funding and sponsorship review
   •   New Destination event proposals and significant event changes
   •   Escalated operational issues requiring executive direction
   •   Destination events update
   •   Brisbane 2032 and strategic opportunities
   •   Policy, framework and guideline updates
   •   Risks, safety, security and capacity of place issues
   •   Matters referred by Council or Executive Leadership Team

11. Membership
Voting Members
   • Chief Executive Officer (or delegate)
   • 2 x Relevant Executive Leadership Team representatives
   • 2 x Councillor representative(s) appointed by Council

Ex-Officio / Advisory Members
   • Economic Development
   • Property & Facilities
   • Community Services
   • Infrastructure
   • Communications & Engagement
   • Governance
   • Finance
   • Other advisors as invited

12. Review
This Charter will be reviewed:
    • Following the first 12 months of operation; and
    • Thereafter every two years or as directed by Council.

Version control:
 Version Reason/ Trigger                 Change    Endorsed/ Reviewed by   Date
                                         (Y/N)
 1.0        Create new                                                     30/09/2026




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