NOOSA EVENTS STRATEGIC FRAMEWORK, POLICY, AND GOVERNANCE · Attachment 1 - Noosa Events Strategic Framework

2.Community and Stakeholder Insights
Development of the Noosa Events Strategic Framework has been informed by community and stakeholder
engagement, including the Noosa Destination Management Plan (DMP), and targeted discussions with
businesses and event organisers.
This engagement provides a clear and consistent understanding of how events are valued in Noosa, the
benefits they deliver, and the expectations for how they should be planned and managed into the future.
Community Perspectives
Community feedback demonstrates strong overall support for events, particularly where they reflect Noosa’s
values, respect the environment and deliver clear community benefit, beyond traditional economic impact.
Consultation through the DMP identified:
   •   86% support for events that care for the community and environment and give back
   •   82% support for a balanced events portfolio aligned to Noosa’s values
   •   80% support for a more deliberate approach to managing the number, scale and timing of events
Across consultation, residents consistently highlighted that events are most positively received when they
enhance Noosa’s lifestyle, sense of place and community experience. At the same time, there is a clear
expectation that impacts are well managed and that events are appropriate to their location, scale and timing.

2.1 Stakeholder perspectives
Feedback from event organisers, businesses and internal Council teams involved in planning, supporting and
delivering events identified strong support for the overall direction of this Framework and the important role
events play in community life, business activity and place activation across Noosa.
Stakeholders consistently highlighted the need for a more coordinated and streamlined approach to event
management, with greater clarity around processes, responsibilities and decision-making. There was strong
support for improving communication and collaboration between Council and event organisers, reducing
complexity, and providing a more consistent and customer-focused experience.
Common themes included:
  • improving communication, transparency and coordination across Council;
  • providing a clearer and more consistent event planning and approval process;
  • establishing a single point of contact for event organisers;
  • improving traffic management planning, coordination and approval timeframes;
  • creating greater certainty through earlier engagement and longer-term planning approaches;
  • strengthening partnerships between Council, event organisers and other stakeholders;
  • improving the readiness and suitability of key event infrastructure and public spaces; and
  • recognising and communicating the community, environmental and business value generated through
     events.
Stakeholders also expressed strong support for a more proactive and collaborative approach to managing
future opportunities and challenges, including major infrastructure projects (e.g. the Noosa Beach Rockwall),
changing community expectations, increasing compliance requirements and opportunities associated with
Brisbane 2032.
This feedback reinforces the need for a strategic, coordinated and partnership-based approach to events that
improves certainty for organisers while ensuring positive outcomes for the community, economy and
environment.
This feedback has directly informed the Strategy, and is reflected in Section 3: Vision, Values and Guiding
Principles.




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