EVN301 Event Policy & Strategy1EVN301 Event Policy & Strateg.docx

EVN301 Event Policy & Strategy 1
EVN301 Event Policy & Strategy 6
Event Policy and Strategy
Assessment 2 – Part A
Maxime Marin
Torrens
Step one–Design your event concept:
‘Know your town' is an exhibition at Waverly Library Galleries
in the first week of November 2019. This art exhibition has
been planned with the sole purpose to depict the history of
Waverly to a new generation through pictures and videos
available of major events, incidents and significant individuals
who played a major role in shaping the current form of the area.
The event is planned for the local community, for rewinding
their memories for their beloved city. It will create a sense of
ownership and love in the citizen for the place they live in. It is
normal to love the place where one lives but having a
responsible attitude towards that place is what makes people
civic and creates a civic sense of patriotism (Denson, 2019).
The event will have been approved by Waverly council after it
fulfilled all the requirements of the council. The exhibition, if
not for profit, is to serve the purpose of reconnecting with the
history and roots of this city with its citizens. It will focus on
remembering the key figures in the history of the city and lay a

tribute to them for their struggles, contributions, and sacrifices
for the city. The location of Waverly Library Galleries has been
decided for exhibition because of its legacy and impact on the
local community.
Step two–Identify stakeholders:
The key stakeholders for this event will be city administration,
sponsors, local residents, and students from local schools,
church administration and the team putting this exhibition into
reality. The administration of Waverly council holds a
significant position for this event because they will approve this
event (or not) and allow it to happen by their rules and
regulations. Since it is a not-for-profit event, hence sponsors
stepped in to provide the resources needed for realizing the
event in exchange for their public images and advertising. Local
residents will be the main audience for the event, families,
children, youngsters, academics, intellectuals and local people
will attend the event for their love for the city. Students will be
invited through their schools so that they can learn about the
city and its history. Leaders from the church will be invited to
share their history of the city. The demographics targeted for
this event can be divided into two groups, one of those who are
contributing towards the portrayal of the event. Local
photographers, art lovers, newspapers, news agencies, libraries
and people who have a collection of old photographs, videos
and other such material about the history of the city will be
collected. Their participation will enable this event to happen.
On the other hand, the rest of the community including local
residents, especially children, and young students will be
encouraged to engage and participate in their learning and
recalling of the history of the city (Prokofieva, 2018).
Step three–Event execution:
The exhibition of ‘know your town' will be conducted in
Waverly Library Galleries. This assessment assumes that the
event has been approved by Waverly council as the event
fulfilled all the requirements of the council for a non- profit-
event. The permission for conducting the event at the required

place was put forward after proper planning.
Timeline
Notes
Planning activities
November
12 months prior event
Choose date / location
Collect past year data and determine how the event can be
beneficial
Approach sponsors
November -February
9-12 months prior event
Focus on set objectives (communication, awareness, number of
sales, potential new partners)
Listing exhibition requirements
Confirm exhibition location
Create calendar and deadlines for payment
Create marketing plan and activities (for pre, at and post-show)
February -Mai
Focus on marketing strategy (e-mails, campaign, advertising)
Meeting to discuss exhibition layout
Developing a message for the event
Mai -August
Meetings on staff requirements ( schedule and training session)
Focus on rules and regulation, council approval, site service
arrangements and payment deadlines
Service and public transport mapping
Confirm and list goods for the exhibition
August -October
Focus on marketing activities
Create training and briefing sheet
Schedule meetings with local business / clients

October -November
1-2 weeks before the event
Staff/ volunteers training
Confirm shipping dates of goods for the exhibition
Audio and visual equipment testing
Last minute supply (cleaning, tape, pens, etc…)
The facilities required for this event are a place to showcase the
pictures and videos depicting the evolution and legacy of the
area. These pictures and videos have been collected in a large
number of different photographers, media houses especially
newspapers, news agencies, individual collectors and some from
library archives. Finances are required to put the event in shape
and it has been made possible through sponsors. Some local
brands have teamed up with event planners. Apart from these
facilities, an important individual in regard to political and
social standing in the city is required for opening the
exhibition. Media houses will be invited to cover the event. The
planning timeline started with deciding what kind of event it
will be. Among multiple options of exhibition, conference, and
concert, the exhibition was selected. Then the theme of the
exhibition was decided and based on it, work was divided
among all team members including event planning, event
coordination, finances and funds, communication, advertising
and public relations, security and event management. The
marketing plan for the event comprises creating a social buzz
through social media platforms including Facebook, Twitter,
Instagram and then creating word of mouth among local
residents. Another tool employed is posters at public places
including general stores, schools, football matches, and church.
It will helped spread the word of the event without employing
many resources (Ovanes, 2013).
Step four–Event feasibility:
‘Know your town' is a not-for-profit exhibition for connecting

with the history of the area that covers Waverley Council. This
event will not charge any admission fee for its participants and
audience. The pictures and videos and other art collections for
the exhibition have been shared by news agencies,
photographers, library and individual art collectors without any
cost with a guarantee that their items will be returned in perfect
condition. But some finances were still needed for realizing the
event for which sponsors were explored. Local brands have
sponsored the event and have provided the required resources
for the event in exchange for their advertising at the event in a
minimal manner.
In regards to the SWOT analysis, the strength of the team
managing the event is its ability to coordinate their actions and
employ their skills to successfully plan an event. Effective
networking has also enabled the team to gather up antique and
historic pictures videos and films about the town. The event will
be a unique cultural exhibition contributing to the legacy of the
area. A weakness for this event could be people flow. As the
event is expecting locals and school students, agreements and
booking should be consider to avoid a crowded venue.
Opportunities are presented by the Waverly council with its
encouraging policies. As the event would contribute and educate
the local community, we hope the event will attract
communities from other neighborhood and become sustainable.
A possible threat could be weather conditions or an unfortunate
incident before the exhibition which could delay it or put
hurdles in its realization in a successful manner but preparations
have been made to handle them. Hence there is a high
probability of its success (Morpus, 2019).
References
Denson, M. (2019, October 28). Waverley Library Galleries.
Retrieved from Waverly Council:
https://www.waverley.nsw.gov.au/recreation/arts_and_culture/w

averley_library_galleries
Morpus, N. (2019, August 29). How to Plan an Event: A 10-
Step Guide. Retrieved from Capterra:
https://blog.capterra.com/how-to-plan-an-event-a-10-step-guide/
Ovanes, J. (2013, May 8). 12 Steps to Organizing Your Event
with Zero Budget. Retrieved from Weemss:
https://weemss.com/blog/2867-12-steps-to-organizing-your-
event-with-zero-budget/
Prokofieva, I. (2018, September 25). 10 Tips for Organising a
Successful Event. Retrieved from Cultural Partnership:
https://www.culturepartnership.eu/en/article/10-tips-for-
successful-event
Waverley Council Events Policy Retrieved from
http://www.waverley.nsw.gov.au/__data/assets/pdf_file/00
14/15530/Events_Policy_Approved _October_2015.pdf
Reproduced with permission of the copyright owner. Further
reproduction prohibited without permission.
Emotional Work and Diversity in Clinical Placements of
Nursing Students
Arieli, Daniella, PhD
Journal of Nursing Scholarship; Jun 2013; 45, 2; ProQuest
Central
pg. 192

EVN301_Assessment 2_PART A & PART B_2018 Page 1
of 10
ASSESSMENT 2 BRIEF
Subject Code and Title EVN301 Events Policy and Strategy
Assessment Part A: Event Proposal
Part B: Strategic Analysis
Individual/Group Individual
Length Part A – 1,000 words (+/- 10%)
Part B – 1,500 words (+/- 10%)
Learning Outcomes a) Research and discuss the critical
strategic role that events
play, within governments, communities and corporations.
b) Compare and contrast the links between policy, strategic
objectives and strategic processes, within the context of
event planning for businesses, government and
communities.

c) Analyse the processes, tools and techniques of strategic
development, as it pertains to event planning.
Submission Part A – due by 11:55pm AEST/AEDT Sunday of
Module 4
(week 8)
Part B – due by 11:55pm AEST/AEDT Sunday of Module 6
(week 11)
Weighting Part A – 25%
Part B – 40%
Total Marks Part A - 100 marks
Part B – 100 marks
Context
This assessment will allow you to demonstrate your creativity
and strategic thinking.
What is the difference between an event that leaves a ‘mark’ on
the people who attend, that
everyone loves and remembers; and an event that simply
becomes a “past event” on the calendar?
Your challenge is to design an original major event that will
have a positive impact on the host
community. However, the concept itself will not be enough to
make the event a success; you will

need to thoroughly consider your event strategy and execution
to ensure long-term viability and
growth of the event. Things to consider will be the target
demographic, stakeholders and their
objectives, locations and venues, financial feasibility, facilities
required and available, and associated
risks.
Through designing your event, you will show evidence of
strategic thinking by fulfilling a gap in the
market, utilising local resources, catering to an
underrepresented community group and/or fostering
community development.
of 10
Part A: Event Proposal
Instructions
Choose one of the local councils used in the first assessment
task by you or your classmates (Policy
Analysis Post). Having the location and the policy in mind, you
will develop an original major event

proposal to fit within the strategic requirements of the local
council and the variety of stakeholders
involved. You need to clearly identify the stakeholders for this
purpose.
Note: a major event is an event that has important
consequences, such as a conference or exhibition,
a major product launch or a government VIP event. This
includes public events, such as festivals and
concerts, with over 10,000 people.
Step one – Design your event concept
Your event concept must:
the local community in mind
authorities
Step two – Identify stakeholders
In your event brief, you must:
will be reached

in the event
Step three – Event execution
ion/s will be used?
communication to the host community
Step four – Event feasibility
Provide:
(Sponsorship? Ticket sales? Grants?
Corporately owned?)
-level SWOT Analysis and briefly explain how
you will mitigate any perceived
weaknesses or threats
Word total for Assessment 2 Part A should be 1,000 words (-
/+10%). Support your work with
evidence from your research. Include a reference or citation;
where appropriate (please refer to
Referencing below).

of 10
Part B: Strategic Analysis
Instructions
In Part A you designed a major event, in Part B you are tasked
with writing a compelling argument to
the local council as to why they should approve or support your
event and detailing what that
support would look like.
You need to succinctly address in your report the following:
council’s strategic objectives
community and how this will be
measured
Your response should be detailed and provide specific examples

of how your event is aligned with
the local council / governing body’s strategic objectives for
their community.
Where you give examples of positive impacts draw upon related
events to show the extent of these,
likewise provide supporting evidence that risks can be
mitigated.
Word total for Assessment 2 Part B should be 1,500 words (-
/+10%). Support your work with
evidence from your research. Include a reference or citation,
where appropriate (please refer to
Referencing below).
Referencing:
Both parts to this assessment task should include appropriate
academic referencing and a reference
list following APA 6th edition style of referencing. Please see
the Academic Skills page on Blackboard
for information on referencing in APA 6th ed.: https://laureate-
au.blackboard.com/webapps/blackboard/content/listContent.jsp?
course_id=_20163_1&content_id
=_2498849_1
As a student, you have responsibility with regard to your

academic conduct whilst studying. This
conduct is clearly outlined in the Academic Integrity Policy and
Procedure document. Please review
this document before submission.
Submission Instructions:
Submit Part A by 11:55pm AEST/AEDT Sunday of Module 4.2
(week 8) via the Assessment link in
the main navigation menu in Blackboard. The learning
facilitator will provide feedback via the Grade
Centre in the LMS portal. Feedback can be viewed in My
Grades.
https://laureate-
course_id=_20163_1&content_id=_2498849_1
https://laureate-
https://laureate-
https://laureate-au.blackboard.com/bbcswebdav/pid-6115549-dt-
content-rid-4650242_1/xid-4650242_1
of 10

Submit Part B by 11:55pm AEST/AEDT Sunday of Module 6.1
(week 11) via the Assessment link in
the main navigation menu in Blackboard. The learning
facilitator will provide feedback via the Grade
Centre in the LMS portal. Feedback can be viewed in My
Grades.
The Learning Rubric below is your guide to how your
assessment will be marked. Please be sure to
check this rubric very carefully before submission.
EVN301_Assessment 2_Part A & B_2018
Page 5 of 10
Learning Rubric: EVN301 Assessment 2, Part A
Assessment
Attributes
Fail (Unacceptable)
0-49%
Pass
(Functional)

50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75 -84%
High Distinction
(Exceptional)
85-100%
Creation of event
concept
20%
Limited description of
event concept.
No background
information provided.
Has provided an
adequate description of
event concept.
Basic background
information provided
with some of the key
information addressed.

Description of event
concept is good and
highlights most key
information requested.
Thorough background
information provided.
Highly descriptive
background and
description of event
concept, with all key
information addressed –
stakeholders, target
demographic, locations,
venues, facilities, funding
and SWOT
A sophisticated
description of the event
concept and background
that goes beyond key
information and
addresses measures of
success, marketing
opportunities,
relationship
management, logistical
challenges and beyond.
Identification of key
stakeholders and

related impact
20%
Limited analysis of key
stakeholders and
related impacts
displayed.
Key stakeholder
communication plan
was not delivered
Covers the event
stakeholders and
describes their interest
and expectations.
Key stakeholder
communication plan was
delivered but analysis
was limited
Well-developed analysis of
the stakeholders with
application of
recommendations.
Key stakeholder
communication plan was
delivered and analysis was
good.
Thoroughly developed
and creative analysis

with application of
management table.
Discusses limitations of
stakeholder analysis.
Very good understanding
of relevant
communications
agencies and of
stakeholder
communication plan
Highly sophisticated and
creative analysis with
application of
management table.
Discusses limitations of
stakeholder analysis.
Excellent understanding
of relevant
communications
agencies and of
stakeholder
communication plan
Understanding event
strategy execution
principles
Does not identify “how”
the event will be
executed
Identifies “how” the

event will be executed
Identifies and analyses the
execution process.
Demonstrates
understanding of the
execution process and
Demonstrates a valid
way to improve the
execution process and
Page 6 of 10
20%
Does not display a clear
understanding of the
event, target market
and key objectives.
Limited understanding of
the event, target market
and key objectives.
Details only basic event
execution plans.
Good understanding of the
event, target market and

key objectives
substantiated by evidence
from the research / course
materials.
refers to other strategies
and references.
Very good understanding
of the event, target
market and key
objectives substantiated
by evidence from the
research / course
materials.
refers to other strategies
and references.
Sophisticated
understanding of event,
target market and key
objectives. Substantiated
by evidence from the
research / course
materials.
Application of
strategic knowledge
for event success
20%

Only identifies the
events strategy
objectives.
Identifies and describes
the events strategy
objectives.
Analyses the events
strategy objectives in
terms of the overall
outcome.
Illustrates the
shortcoming of the
events strategy
objectives when
compared to other parts
of the strategy.
Analyses, compares the
objectives to other
strategies, and suggests
improvements.
Clarity of expression
and correct
referencing
20%
Demonstrates
inconsistent use of
resources to support
and develop ideas.

Lacks logical/clear
structure and flow of
ideas, making it difficult
to understand.
Displays poor spelling
and grammar.
Demonstrates use of
credible and relevant
resources to support and
develop ideas, but these
are not always explicit or
well developed.
Has a sufficient structure,
however flow of ideas
are a challenge and can
be difficult to
understand.
Demonstrates use of high
quality, credible and
relevant resources to
support and develop ideas
Has a good structure, with
a good flow of ideas.
Is grammatically correct
with few misspellings if
any.

Demonstrates use of
good quality, credible
and relevant resources to
support and develop
statements. Shows
evidence of wide scope
for sourcing evidence.
Has a good structure,
with opinions and ideas
expressed in a clear and
concise manner with
obvious connection to
topic.
Demonstrates use of
high quality, credible and
support and develop
statements. Shows
Has an excellent
structure, which engages
and sustains the
audience’s interest in the
topic - the reader can
Page 7 of 10

Displays few errors in
spelling and grammar.
with no misspellings.
immediately grasp the
relevancy.
Demonstrates exemplary
grammar, spelling and
punctuation skills.
Page 8 of 10
Learning Rubric: EVN301 Assessment 2, Part B
Assessment Attributes
Fail (Unacceptable)
0-49%
Pass
(Functional)

50-64%
Credit
(Proficient)
65-74%
Distinction
(Advanced)
75 -84%
High Distinction
(Exceptional)
85-100%
Identification of
applicable policies to
their event
20%
Incorrectly identifies
key policies relating
to the event
concept.
Presents and succinctly
discusses relevant
policies.
discusses relevant policies,

supported strategic
position and options, and
includes limitations.
discusses relevant
policies, supported
strategic position and
options, and includes
limitations and
implications.
discusses relevant and
supported strategic
position and options,
includes limitations and
implications, and offers
alternatives.
Identification and
understanding of
community objectives
20%
Limited or no
understanding of
community
objectives
Limited or no level
of understanding of

evaluation tools and
techniques to
monitor ongoing
success.
Correctly describes a
limited number of
Displays a level of
understanding of
techniques to monitor
ongoing success.
Fully understands and
describes community
objectives
Displays a good level of
understanding of
ongoing success.
Sophisticated
understanding and
description of
and the overall
community strategy.
Employs additional
analysis techniques to
demonstrate event
impacts.

Excellent level of
understanding of
ongoing success.
Sophisticated
understanding and
description of
and the overall
community strategy.
Successfully employs
additional analysis
techniques to
demonstrate event
impacts.
Exceptional level of
understanding of
ongoing success.
Page 9 of 10
Identification and
understanding of event

impacts
20%
Misunderstands
event impacts and
incorrectly describes
them.
Clearly identifies and
describes the event
impacts.
Clearly identifies and
describes event impacts,
offers limited discussion.
Fully understands event
impacts and potential
mitigation techniques.
Can discuss impacts in
terms of event strategy.
Fully understands event
impacts and potential
mitigation techniques.
Can discuss impacts in
terms of event strategy
and also community
objectives

Understanding support
policies and process
20%
Limited or no
understanding of
key concepts of
decision criteria.
Correctly describes the
decision criteria and its
use in the proposal.
Fully understands and uses
the decision criteria tool.
Integrated easily into the
event proposal.
Integrates the decision
criteria into the proposal
and shows its limitation.
Integrates the decision
criteria tool, shows its
limitations and gives
area of improvement or
adaptability.

Clarity of expression and
correct referencing
20%
Demonstrates
inconsistent use of
resources to
support and develop
ideas.
Lacks logical/clear
structure and flow
of ideas, making it
difficult to
understand.
Displays poor
spelling and
grammar.
Demonstrates use of
credible and relevant
resources to support and
develop ideas, but these
are not always explicit or
well developed.
Has a sufficient structure,
however flow of ideas
are a challenge and can

be difficult to
understand.
Displays few errors in
spelling and grammar.
Demonstrates use of high
quality, credible and
support and develop ideas
Has a good structure, with
a good flow of ideas.
with few misspellings if
any.
Demonstrates use of
good quality, credible
and relevant resources to
support and develop
statements. Shows
Has good structure, with
opinions and ideas
expressed in a clear and
concise manner with
obvious connection to
topic.
with no misspellings.

Demonstrates use of
high quality, credible and
support and develop
statements. Shows
Has excellent structure,
which engages and
sustains the audience’s
interest in the topic - the
reader can immediately
grasp the relevancy.
Demonstrates exemplary
grammar, spelling and
punctuation skills.
Page 10 of 10
1

Waverley Council
Events
Policy
LINKS TO COMMUNITY STRATEGIC PLAN AND DELIVER
Y PROGRAM:
Direction C6:
Arts and cultural activities foster an involved community and a
creative environment
Strategy:
Enrich the community’s cultural life and support lifelong
learning through a variety of cultural events and activities,
balancing the needs of residents and visitors
Direction: L1
Waverley’s economy is vibrant and robust and supports the
creation of a variety of jobs and business opportunities
Strategy:
Create vibrant public places through the support and provision
of a range of community and visitor related activities
Direction: L2
Visitors and tourists are welcomed and make a positive
contribution to the community and economy
Strategy1:
Develop and implement tourism initiatives to benefit both the

local economy and community
AUTHOR: Lorna Bussell
PROGRAM: Enriching Waverley
DATE APPROVED: October 2015
NEXT REVIEW DATE: 2018
TRIM FILE REF: A11 0687
2
CONTENTS
Introduction 3
Scope 3
Objectives 3
Definitions 4
Event purpose 5
Limitations and Restrictions 5
Approval Process 5

Event Impact Criteria 6
Event assessment and approval flowchart 7
Timeframe 8
Fees 8
Legal and Regulatory Requirements 8
Outdoor Event Industry Standards 9
Waverley Council Related Policies and Plans 9
3
Introduction
Council recognises the need to support the contribution events
make to Waverley’s
cultural landscape and the economy whilst minimising potential
impact of temporary
events to the community.
This Policy provides a frame work for the assessment and appro
val of temporary
events. These events take place on public land and in public bui

ldings owned and
managed by Council. The document ensures external event orga
nisers and Council
event organisers have clear expectations for temporary events h
eld in Waverley.
The Outdoor Event Management and Delivery Guidelines outlin
e procedures for
event organisers and Council officers to ensure events comply w
ith relevant
legislation, industry codes and industry best practice.
Event organisers for outdoor events are required to comply with
all legal and Council
requirements as detailed in Waverley Council’s Outdoor Event
Management and
Delivery Guidelines. Council may withhold or withdraw approv
al for any event which
does not comply with the Outdoor Event Management and Deliv
ery Guidelines. The
Outdoor Event Management and Delivery Guidelines will be up
dated from time to
time to reflect any legislative and/or Council operational change
s affecting the
delivery of safe, accessible and sustainable Events in Waverley.
Scope
This Policy applies to all events held in Waverley Council owne
d or managed public
buildings and lands within the Waverley Local Government Are
a (LGA).

This Policy does not apply to:
Unpublicised informal social or family gatherings in outdoor ve
nues where no
equipment is involved (standard park rules apply)
Outdoor Markets (Refer to: Council’s Outdoor Market Operatio
ns in Public
Places 2009)
Footpath seating (Refer to Council’s Development Control Plan
2012)
Seasonal use of sports fields by schools and registered sporting
clubs
Public rallies and demonstrations (Refer to NSW Police, Notific
ation to hold a
Public Rally)
Commercial fitness training (Refer to Council’s Commercial Fit
ness Groups
and Personal Trainers Policy 2011)
4

(Refer to Local Government Filming Protocol 2009)
Objectives
This Policy aims to deliver the following objectives
1.
Provide for a range of events that meet Waverley Council’s cult
ural, social, economic
and sustainable strategic directions.
2.
Clarify the expectations and classification of events in Waverle
y.
3.
Provide controls that minimise adverse impacts of events on the
non‐event
community and environment.
4.
Manage the health and safety of persons attending the events.
5.
Manage compliance with relevant legislative requirements and s
tandards.
Definitions
For the purpose of this Policy the following definitions apply:
Event
An organised one‐off temporary occurrence to be held within th
e Waverley LGA on

public land (outdoors) or public buildings (indoors), where peop
le assemble at a
given time and location for the purpose of entertainment, recrea
tion, community,
ceremonial or promotional purposes, either for free or for the pa
yment of a fee and
include but not limited to:
and shows
off sporting events
screenings
and fairs
civil and religious ceremonies
or significant commemorative celebrations
activations or promotions
social gatherings with or without infrastructure
Events are further classified as either:
Not for Profit
An event held to raise funds or awareness of a not‐for‐profit org
anisation or
cause, run by or officially endorsed by a registered not‐for‐profi
t body eg
charities, public schools.
Private
An event held with no commercial or personal benefit or gain

5
Public
An event held for commercial gain or personal benefit
Council Run
An event created, organised and funded and/or partnered by Cou
ncil
Venue Managed
An event created and funded by an external body
Event purpose
Event applicants are required to demonstrate how the event will
provide a
welcoming and safe environment that meets one or more of the f
ollowing
outcomes:
delivers either recreational, social, cultural, education or inform
ation
opportunities for residents and visitors to participate
supports and contributes to the well‐being of residents and visit
ors
supports and includes people from all sections of the community

supports and respects the unique identity of Waverley and its cu
lture
recognises occasions of historical, social or cultural significanc
e
to the local economy, businesses and tourism
Limitations and Restrictions
Waverley Council does not support events:
promote tobacco or gambling;
alcohol promotion being the main purpose;
racist or sexist in nature;
endangered animals, or cruelty to animals;
cause undue strain on public spaces during the Summer season (
December to
January);
threatens biodiversity in ecologically sensitive areas eg bush re
generation
sites aquatic reserves.
Council may cancel or modify events at any stage in its develop
ment including, but
not limited to:

6
weather
high risks
safety or conditions
Approval Process
All events held in the Waverley LGA on public land or building
s owned or managed by
Waverley Council require approval from Waverley Council.
Assessment of an event application will be based on the followi
ng criteria:
Suitability and purpose of the event activity (see above “event p
urpose”)
and experience of the event organiser
and availability of the event location and duration
of the event on location and surrounds
To determine the level and number of management and complia
nce conditions to be
applied, events will be categorised as either a low, medium or hi
gh impact based on the
activity proposed.
All events categorised as high impact will be required to submit

an Event Management and
Delivery Plan a minimum of four weeks prior to occupation of t
he event site.
Event Impact Criteria
Low Impact Event
Held between 6am and 6pm
Infrastructure footprint under <50m2
Involves minimal/low level amplification1
Medium Impact
Event
Involves between 100 and 1000 patrons
Finishes between 6pm and 9pm
Infrastructure footprint between 50m2‐150m2
Involves food and / or non‐alcoholic service or sales
Involves minimal/low level amplification2
High Impact Event:
Involves more than 1000 patrons
Finishes after 9.00 pm on any day
Infrastructure footprint exceeds 150m2
Includes Liquor sale/supply for consumption
Involves amplified noise, music, entertainment or activities2
Includes fencing, stage, audio/visual equipment, tiered seatin
g
Requires road closures or otherwise impacts on the normal us
e of

roads and/or requires special/additional public transport provisi
ons
Involves fireworks / pyrotechnics
1 Minimal/low level amplification means to produce amplificati
on of devices including but not limited to; non‐commercial
entertainment speakers, music, loudspeakers, PA system or micr
ophone that are inaudible at a radius of 50m from the device
and operated between 6am and 9pm.
2 Amplified noise means use of any equipment/devices that amp
lifies noise, including though not limited to; entertainment
speakers, DJ, loudspeaker, PA system.
7
Event assessment and approval flowchart
Venue Managed Event Council Run Event
Event application form submitted
Application form submitted for the use of a
Council owned or managed public building or
open space for assessment.
Event proposal
Event proposal assessed against Council Event

Criteria; allocated a budget and event organiser
nominated.
Event application assessed
Event purpose, size, duration and suitability
assessed and either given an “in principal”
approval or rejected.
Event venue booked
Council owned or managed public building or open
space booked with relevant venue officer.
Event impact conditions applied
Event categorised as either a low, medium or high impact event
to determine the level and number of
management and compliance terms and conditions to be met by t
he event applicant to gain an event approval
and applicable fees to be charged.
Low to medium impact events High impact event
Venue Hire Agreement issued Venue Hire Agreement issued
Meetings with relevant authorities (eg local police
and transport) will be arranged prior a Venue Hire
Agreement being issued containingl the terms and
conditions required to be met by the event
organiser and addressed in the Event Management
and Delivery Plan.

Event compliance
Council officers and or rangers monitor event to
ensure compliance with terms and conditions of
event approval
Event Management and Delivery plan
(EMDP)
EMPD developed in consultation with event
organisers, Council officers and external agencies
eg local police, RMS, Sydney Transport, Maritime
services.
Pre occupation site condition inspection
Site compliance check prior to site
opening to public.
Event compliance
Council officers monitor event to ensure
compliance with terms and conditions of event
approval.
Post event site condition inspection

8
Timeframe
Waverley Council requires various lead times for event approval
s and site
management, depending on the event impact.
Low impact event 5 – 10 working days
Medium impact event 2 – 8 weeks
High impact Minimum 6 months
Any applications received less than the minimum standards abo
ve may be rejected.
Fees
Council’s fees and charges will be applicable as listed in Counc
il’s Pricing Policy Fees
and Charges relevant at the time of the event, including, but not
limited to:
a. Application fee
b. Venue hire fee
c. Temporary food vending permits
d. Temporary traffic management requirements
e. Site Supervision eg security, contractors, venue manager

f. Parking
g. Waste removal
h. Use of facilities
i. Use of utilities
j. Damage and/or Security Bond
Applicants are responsible for all other costs associated with co
nducting their event.
Legal and Regulatory Requirements
Event applicants are required to demonstrate compliance with le
gislative
requirements, including but not limited to:
Building Code of Australia and relevant Australian standards re
quirements
State Environmental Planning Policy (Exempt & Development)
Codes Div 3
Temporary Uses and Structures
Environmental Planning Policy – Infrastructure 2007
Act 2003 and the Food Standard Codes
9

Liquor Legislation Bill
Health and Safety Act 2011
Avoidance and Resource Recovery Act 2001
NSW Food Authority: Food Handling Guidelines for Temporary
Events
Occupational Health & Safety Act 2000
Protection of the Environment Operations (Noise Control) Regu
lation 2008
Free Environment Act 2000
NSW Explosives Act, Australian Explosives Code ‐ fireworks
Australasian Performing Right Association (APRA) licence for t
he use of live or
recorded copyrighted music
– Marine Aquatic Licence requirements
Outdoor Event Industry Standards
Additional conditions pertaining to outdoor events will be based
on relevant
planning requirements, legislation and industry standards.
Waverley Council Related Policies and Plans
Event applicants are required to familiarise themselves with the
Council’s relevant
policies and plans including, but not limited to:
Policy Fees and Charges
conditions applicable to the venue

of Management relating to venue
Sustainable Events Policy
Minimisation and Management Policy
Safety Plan
Action Plan
and Resource Recovery Action Plan
and Mobility Action Plan

EVN301 Event Policy & Strategy1EVN301 Event Policy & Strateg.docx

Recommended

Recommended

More Related Content

Similar to EVN301 Event Policy & Strategy1EVN301 Event Policy & Strateg.docx

Similar to EVN301 Event Policy & Strategy1EVN301 Event Policy & Strateg.docx (20)

More from elbanglis

More from elbanglis (20)

Recently uploaded

Recently uploaded (20)

EVN301 Event Policy & Strategy1EVN301 Event Policy & Strateg.docx