NOOSA EVENTS STRATEGIC FRAMEWORK, POLICY, AND GOVERNANCE · Report

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GENERAL COMMITTEE MEETING                                                     6 OCTOBER 2026


Council's approach to managing events in high-demand locations.

The proposed Noosa Events Executive Group (EEG) will provide strategic leadership and portfolio
oversight of events across Noosa. The EEG will oversee implementation of the Strategic Framework,
monitor event portfolio performance, review funding and investment priorities, consider emerging
event issues and opportunities, and support ongoing improvement of Council's event management
framework.

Together, these documents establish a contemporary events framework that:
• aligns event planning and investment with Council's strategic objectives;
• strengthens governance and cross-Council coordination;
• supports a balanced and sustainable events portfolio;
• improves the event organiser experience;
• protects community amenity and environmental values;
• improves transparency and accountability; and
• provides a clear framework for future event funding, investment and portfolio management.

The proposed framework has been informed by community consultation undertaken through the
Destination Management Plan, internal workshops and targeted engagement with event organisers,
businesses and industry representatives, including the recent Events Industry Roundtable.

This report seeks Council's adoption of the Noosa Events Strategic Framework 2026-2031, Noosa
Events Executive Group Terms of Reference and Noosa Events Management Policy, together with
the repeal of the existing Noosa Events Policy and Noosa Main Beach Events Policy.


RECOMMENDATION
That Council:
   A. Note the report by the Director Strategy & Environment and Director Development &
      Regulation to the General Committee dated 6 October 2026 regarding Noosa Events
      Strategic Framework, Policy and Governance;
   B. Adopt the Noosa Events Strategic Framework 2026-2031 contained in Attachment 1
   C. Adopt the Noosa Events Executive Group Terms of Reference contained in Attachment 2
   D. Adopt the Noosa Events Management Policy contained in Attachment 3
   E. Appoint two Councillor representatives on the Noosa Events Executive Group
   F. Note that the Chief Executive Officer will:
      i. establish the Noosa Events Executive Group;
      ii. implement the Noosa Events Strategic Framework 2026-2031;
      iii. develop and implement supporting frameworks, procedures, guidelines and operational
      tools, including the Event Categories & Assessment Procedure; and
      iv. progress the actions outlined in the Strategic Framework Action Plan.
   G. Note that implementation of the Noosa Events Strategic Framework 2026-2031 will assist to
      inform future event funding, sponsorship, investment and program design to ensure
      alignment with Council's strategic priorities and a balanced events portfolio.
   H. Delegate to the CEO to make minor amendments or corrections if required prior to final
      design and publishing of Noosa Events Strategic Framework 2026-2031
   I.   Subject to Council endorsement of recommendation D, the new Noosa Events Management
        Policy contained in Attachment 3 repeals and replaces the Events Policy adopted in 2019
        and the Noosa Main Beach Events Policy adopted in 2018.

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GENERAL COMMITTEE MEETING                                                           6 OCTOBER 2026


REPORT
Background

Events are an important contributor to Noosa's community, economy and identity. They support
community participation, local business activity, volunteering, cultural expression and destination
experiences across the Shire. These outcomes support the objectives of Council's Corporate Plan
and several adopted strategies, including the Destination Management Plan, Economic
Development Strategy, Cultural Plan, Social Strategy and Environment Strategy.

In addition, Council assumed responsibility for the sponsorship and strategic management of major
destination events from July 2025, following the transition of these functions from Tourism Noosa.
The development of the Noosa Events Strategic Framework responds to this change by providing
Council with a clear strategic framework for event funding, portfolio management, governance and
investment decisions into the future.

In 2024/25, approximately 451 permitted events, functions and weddings were conducted on
Council-controlled land. These activities contributed to community wellbeing, local business activity
and visitation outcomes while also increasing pressure on public spaces, infrastructure and
community amenity.

Community and stakeholder engagement identified support for events that align with Noosa's values
and deliver meaningful community benefit. Consultation also identified opportunities to improve
governance, planning certainty, communication, event assessment processes and industry
engagement.

The Noosa Events Strategic Framework was identified as an action within the Destination
Management Plan and has been developed to provide a consistent framework for future event
planning, funding, governance and assessment across Council.

Noosa Events Strategic Framework 2026-2031

The Noosa Events Strategic Framework provides Council's long-term strategic direction for events
across the Shire. It establishes a Vision, Values, Guiding Principles, Strategic Priorities, Action Plan
and performance measures that guide future decision-making and investment.

The Framework integrates and supports the objectives of Council's Corporate Plan, Destination
Management Plan, Economic Development Strategy, Environment Strategy, Social Strategy,
Cultural Plan and Sport & Active Recreation Plan.

The Framework establishes five Strategic Priorities:
   1. Improve the Shared Event Experience.
   2. Maximise the Benefit of Events for the Noosa Community.
   3. Actively Manage Event Impacts.
   4. Shape a Balanced and Noosa-Appropriate Events Portfolio.
   5. Leverage Major Opportunities for Long-Term Benefit.
These priorities are supported by a five-year Action Plan, including outcomes, measures and targets
to guide implementation and accountability.

Noosa Events Executive Group (EEG)

A new Noosa Events Executive Group is proposed to be established as Council's primary event
governance and strategic oversight body.

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GENERAL COMMITTEE MEETING                                                     6 OCTOBER 2026


The EEG will provide strategic leadership, portfolio oversight and organisational direction on
significant event-related matters, supporting consistent and coordinated decision-making across
Council's event planning, investment, assessment and management functions.

The EEG will:
   • oversee implementation of the Noosa Events Strategic Framework;
   • monitor delivery of the Action Plan, outcomes and measures;
   • provide strategic oversight of the overall event portfolio;
   • review event funding and investment priorities;
   • consider significant event-related opportunities, risks and emerging issues;
   • support alignment between event investment and Council priorities;
   • guide development of supporting policies, frameworks and operational tools; and
   • provide a forum for cross-Council coordination and issue resolution.
The EEG will operate at a strategic and portfolio level and will not undertake operational permit
assessments, day-to-day event management functions or exercise delegations reserved to Council,
the CEO or delegated officers.

Noosa Events Management Policy

The Noosa Events Management Policy is proposed as the primary implementation document
supporting delivery of the Noosa Events Strategic Framework.
The Policy is intended to replace the existing Noosa Events Policy and Noosa Main Beach Events
Policy and establish Council's approach to the management, assessment, approval and oversight of
events conducted on Council-controlled land.
The Policy has been developed concurrently with the Strategic Framework to ensure alignment
between Council's strategic direction, governance arrangements and event assessment processes.
The proposed Policy includes:
   • a consistent and proportionate event assessment approach;
   • governance and implementation responsibilities;
   • separation of funding assessment and permit assessment pathways;
   • Council's sustainability objectives and event management expectations, including alignment
       with the Sustainable Event Guidelines and 50 Shades of Green; and
   • Capacity & Precinct Management, establishing proposed capacity settings and management
       controls for high-demand locations.

Endorsement of the new Noosa Events Management Policy contained in Attachment 3 will repeal
and replace the Events Policy adopted in 2019 and the Noosa Main Beach Events Policy adopted
in 2018.
Integrated Governance Framework
The proposed Events Strategic Framework establishes a clear hierarchy linking Council's corporate
objectives, adopted strategies, strategic direction, governance arrangements and operational
delivery.

The Strategic Framework establishes Council's long-term direction for events, supported by the
Events Executive Group which provides strategic leadership and portfolio oversight. The proposed
Events Management Policy and supporting assessment procedures provide the implementation
mechanisms through which the Strategic Framework will be delivered.

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GENERAL COMMITTEE MEETING                                                        6 OCTOBER 2026


 Document                                       Purpose

 Noosa Corporate Plan                           Council's overarching strategic direction

 Corporate and Strategic Plans (including the   Thematic strategic direction
 DMP, Economic Development Strategy,
 Social Strategy, Environment Strategy and
 Cultural Plan)

 Noosa Events Strategic Framework 2026-         Strategic direction for events
 2031

 Noosa Events Executive Group Terms of          Strategic leadership and portfolio oversight
 Reference

 Noosa Events Management Policy                 Provides the framework for assessing, approving
                                                and managing events and implementing the
                                                Noosa Events Strategic Framework

 Event Categories & Assessment Procedure        Event categories and assessment pathways

 Procedures,    Toolkits   and    Operational   Day-to-day implementation
 Processes


This structure establishes a clear relationship between strategy, governance and operational
delivery while allowing continuous improvement of event assessment and management processes
over time.


Link to Corporate Plan
The proposed Events Framework directly contributes to several outcomes within Council's Corporate
Plan.

Theme No. 2 - Liveability
Liveability encompasses housing, facilities and services, transport, health and wellbeing to enable
an inclusive, connected and vibrant community.
Theme No. 3 - Prosperity
Focus areas include economic development, local business, innovation, arts and culture, waste and
a circular economy.
Theme No. 4 - Future
This theme is focused on our future, strengthening our relationship with First Nations peoples and to
ensure our community is prepared and resilient to change. A focus on youth, climate resilience and
adaptation, sense of place and destination management.
Theme No. 5 - Excellence
This theme focuses on customer experience, financial sustainability, innovation and technology,
levels of service, governance, our employees and volunteers, funding streams and asset
management practices.

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GENERAL COMMITTEE MEETING                                                         6 OCTOBER 2026


Previous Council Consideration
Ordinary Meeting, 15 March 2018, General Committee
3 NOOSA MAIN BEACH EVENTS POLICY

That Council note the report by the Property Manager to the Services & Organisation Committee
Meeting dated 6 March 2018 and adopt the Noosa Main Beach Events Policy provided as
Attachment 1 to the Report with the following changes:
1. Under ‘NUMBER OF EVENTS’ delete the current wording in the first dot point and replace with:
The events approved for Noosa Main Beach East will focus on those which intrinsically require the
beach location for their activities (generally sporting, life saving, swimming and surfing events) and
there will be a transition of cultural festival/food festival events away from Main Beach East towards
Noosa Lions Park and/or Noosa Woods and/or Noosa Main Beach West, with the intention to
eventually achieve no cultural festival/food festival events at Noosa Main Beach East; and
2. Replace the word “annually” with “each calendar year” and the words “each year” with “each
calendar year” wherever they appear in the policy.


Ordinary Meeting, 18 July 2019, General Committee
4 EVENTS POLICY - PUBLIC CONSULTATION OUTCOMES AND AMENDED POLICY FOR
ADOPTION
That Council note the report by the Property Advisor to the Services & Organisation Committee
Meeting dated 9 July 2019 and:
A. Adopt the final Events Policy included as Attachment 2, subject to it being amended to exclude
wedding ceremonies;
B. Authorise the CEO to make any required minor amendments to the Policy prior to publication;
C. Note staff will now proceed to finalise event guidelines to support the policy;
D. Request the CEO to investigate options for Council’s website to inform residents of all upcoming
road closures;
E. Request the CEO to investigate options to undertake detailed community land management
planning for the Hastings Street Precinct in accordance with the Land Act 1994 for future Council
consideration;
F. Request the CEO to investigate options for and feasibility of an environmental management
charge to apply to attendees of tourism events, corporate events and events run by for-profit
organisations as foreshadowed in section j) of the policy; and
G. Note the table of events shown on page 6 of the Services and Organisation Committee Agenda
dated 9 July 2019 is incorrect and should read as follows:

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GENERAL COMMITTEE MEETING                                                           6 OCTOBER 2026



Finance
Initial implementation of the Noosa Events Strategic Framework, Noosa Events Management Policy
and Events Executive Group Terms of Reference will be undertaken within existing operational
budgets and staffing resources.

Current event funding, sponsorship and support programs will remain in place. No additional budget
allocation is sought through this report. Any future financial implications will be referred to future
budget processes, resulting from implementation of actions.

The Strategic Framework will guide future reviews of Council's event funding, sponsorship and
support programs to ensure continued alignment with the Corporate Plan, adopted strategic priorities
and a balanced event portfolio.


Risk & Opportunities
 Risk                /   Description                            Management Response
 Opportunity

 Strategic               Event decisions become                 Strategic Event Framework aligns
 Alignment Risk          inconsistent with Council priorities   event decision-making with the
                         and adopted strategies.                Corporate Plan and strategic plans.

 Community Risk          Event impacts affect resident          Capacity controls, event assessment
                         amenity and access to public           requirements and strengthened
                         spaces.                                portfolio oversight.

 Environmental           Event activities impact                Increased focus on Sustainability
 Risk                    environmental values and               requirements, capacity management
                         sensitive locations.

 Governance Risk         Lack of coordinated oversight          Establishment of the EEG and
                         across planning, investment and        integrated governance framework.
                         delivery.

 Service Delivery        Increasing complexity of event         Improved assessment pathways,
 Risk                    approvals and stakeholder              relationship management and cross-
                         coordination.                          Council coordination.

 Reputational Risk       Community or stakeholder               Transparent decision-making,
                         dissatisfaction with event             performance measures and reporting.
                         decisions or outcomes.

 Opportunity –           Stronger participation, local pride    Strategic Framework priorities and
 Community               and community benefits.                action plan. Improved
 Outcomes                                                       communications

 Opportunity –           Increased local business               Strategic Framework Action Plan
 Economic                participation and economic             includes expanded business
 Outcomes                benefits.
                                                                leverage and engagement

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GENERAL COMMITTEE MEETING                                                        6 OCTOBER 2026


 Opportunity –        Improved oversight, accountability    EEG, Policy framework and
 Governance           and strategic coordination.           performance monitoring.
 Maturity

 Opportunity –        Leveraging future event and           Strategic Priority 5 and future legacy
 Brisbane 2032        infrastructure opportunities.         planning.


Human Rights
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.



Consultation
External Consultation - Community & Stakeholder
Development of the Noosa Events Strategic Framework has been informed by community and
stakeholder engagement, including:

   •   Destination Management Plan consultation;
   •   engagement with event organisers;
   •   discussions with local businesses and stakeholders;
   •   internal Council workshops; and
   •   an Events Industry Roundtable attended by industry representatives.
Consultation demonstrated strong support for events that reflect Noosa's values, contribute
positively to community life, support local businesses and protect environmental values.
Stakeholders also identified opportunities to improve communication, planning certainty, relationship
management, approval processes and industry collaboration. A detailed summary of the stakeholder
feedback and insights in documented in Section 2 of the Noosa Events Strategic Framework.

The Noosa Events Strategic Framework proposed governance arrangements have been developed
in direct response to this feedback and are intended to support improved coordination, transparency
and shared accountability across the events sector.

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GENERAL COMMITTEE MEETING                                                             6 OCTOBER 2026



Internal Consultation


     Office of the CEO, Mayor &             Community Services               Corporate Services
             Councillors
 x    Mayor & Councillors             x   Director                        Director
 x    Chief Executive Officer         x   Community Connection            Financial Services
 x    Executive Officers                  Sport & Active Lifestyles       Revenue Services
      Community Engagement            x   Arts & Culture                  ICT
 x    Governance                          Customer Experience             Procurement

                                                                          People & Culture
      Strategy & Environment              Development & Regulation        Infrastructure Services
 x    Director                        x   Director                    x   Director
      Strategy & Sustainability           Development Assessment          Civil and Asset operations
 x    Economic Development        &                                       Infrastructure Planning, Design
                                      x   Local Laws
      Destination Management                                              and Delivery
      Environmental Services              Environmental Health        x   Waste
      Innovation & Digital Hub            Building & Plumbing             Building & Facilities
      Commercial Property             x   Property / Permits              Disaster Management

                                                                          Fleet