Dubbo City Council Event Strategy

Section X : Dubbo City Events (continued)

DUBBO CITY EVENTS STRATEGY Business Events and Conferences Sporting Events Cultural Events and Festivals A Strategy to enable Dubbo City Council to assist the community in organising and conducting community based events in the City and to promote the City as THE place to stage events and conferences 2012-2013

Dubbo Event Strategy 2011

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This Plan is auspiced by the Dubbo City Council in partnership with the NSW Department of Industry and Investment.

The Working Party and Cre8ing Growth (project consultants) would like to thank all those who contributed their time and efforts to the development of this Strategy.

Dubbo Event Strategy 2011

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Section X : Dubbo City Events (continued)

Contents

1.

Background and Research

1.1 Executive summary 6 1.2 Why an events strategy 7 1.3 The purpose of events 8 1.4 Dubbo as an event destination 9 1.5 Dubbo SWOT analysis 10 1.6 The competitive advantage 11 1.7 Comparative council research 12 2 Dubbo City Events Industry 2.1 Event market segments 20 2.2 Sporting events 21 2.3 Cultural events and festivals 23 2.4 Business events 25 2.5 Dubbo’s current events 27 2.6 Major events analysis 28 2.8 Issues and implications 29

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Section X : Dubbo City Events (continued)

Contents

3.

Two year Action Plan 3.1 Guiding Principles | Goals and Actions 32

3.2

Goal 1 | Support development and sustainability of local event industry (Build local industry capability)

33

3.3 Goal 2 | Guide the development of an inclusive, vibrant, sustainable events program. (City offering) 36

3.4

Goal 3 | Position Dubbo as a premier events destination (Grow Dubbo as an event destination)

38

4.

Appendices Appendix 1 | Stakeholder interviews 41 Appendix 2 | Goals and Actions Rationale 52

Appendix 3 | Key Roles and Responsibilities

60

Appendix 4 | Event management resources 61

Appendix 5 | Procedures to review and processes to develop

62

Appendix 6 | Bibliography 63

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Section 1 : Background & Research (continued)

1. Background and research

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Section 1 : Background & Research

Executive summary

Events enrich opportunities for people to connect to a city, enjoy time together, celebrate and experience the diversity of cultures, and foster creativity and innovation. They allow a community to come alive and provide an opportunity for a destination to showcase its tourism experience and increase economic activity. Events contribute significantly to areas of community building, lifestyle and leisure enhancement, cultural development, increased tourism promotions and visitation, volunteer participation, fundraising, infrastructure and economic development.

Local events and externally organised events enhance the development of diverse tourism opportunities. They have the capacity to turn a long-term desire to visit a destination into actual visitation. Events are also recognised as a legitimate tool of social change. They bring people together – be it community member or visitor. Festivals and events can assist to define a sense of place, connect a community, enhance civic pride and can create local jobs.

Dubbo City Council is committed to ensuring that the city of Dubbo provides the community and visitors with the opportunity to experience and participate in a diverse range of vibrant and stimulating events and cultural activities. With this vision in mind Council resolved to undertake the City Events Strategy Project. Dubbo City Council has an important role to play in stimulating and supporting the Dubbo LGA. This cause cited the development of an economic development strategy for Dubbo and a city promotions and marketing plan. These documents aim to take advantage of ‘increasing investment through event and key tourism market attraction’. This objective verifies the undertaking of the Dubbo City Events Strategy Project which ‘aims to develop an agreed, sound city event strategy on which to support, develop and grow the event market in the city’.

This strategy aims to gain optimal benefits for the city through events. It recognises that there is a range of benefits available and that the ‘mix’ of benefits varies from event to event depending on the event’s nature. These benefits include direct economic benefit through attracting visitors to the city (and consequent tourism spend), promotion of the city’s image as a tourism destination (through event marketing and promotion and media coverage), providing business, cultural and social and community development benefits.

The strategy also aims to provide a clear and transparent framework for Council assistance and support to events. The development of processes and documents to support the delivery of events in Dubbo is a critical element to Council’s event support role. These processes should include the introduction of a Council support application process guided by criteria to determine the varying level of support that Council can provide. Council support should be guided by both community value and economic value of events. For example, the process would need to recognise and value events that bring thousands of visitors to the City (economic benefit) alongside events that foster well-being and community inclusiveness (social benefit).

Thus criteria used in this process would need to ensure both events spectrums, economic and social, are covered.

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Section 1 : Background & Research (continued)

Why an Events Strategy

During the consultation process, workshops and one on one interviews it was evident that the event landscape of Dubbo is broad but segmented, event industry stakeholders need support and the industry itself needs a clear vision to enable the event industry to reach maximum impact. As a result of this two core principles have been developed to guide the more specific actions proposed.

1. To cultivate economic, social and cultural opportunities for Dubbo through the development of existing and new events 2. To facilitate the effective creation, attraction, marketing and development of events The Dubbo City Events Strategy specifically needs to enable Council to define its support, assistance and conduction of community based events in the City, and its role in promoting the City as the place to stage events and conferences. “..Despite festivals being mostly small-scale, economically modest affairs, geared around community goals, the regional proliferation of festivals produces enormous direct and indirect economic benefits. At a time when Australians are reassessing what makes our economy more or less resilient to global economic forces, important lessons can be learned from festivals and their stories of grass-roots community-building...” Professor Gibson, Reinventing Rural Places In his report, “Reinventing Rural Places” which focused on analysing 2800 festivals and events in NSW, Victoria and Tasmania, Professor Gibson went on to say.. “ This is not to say that festivals cannot generate benefits of an economic nature for their local communities. In 2009, with an estimated attendance of 9,500, the Parkes Elvis Revival Festival brought in $6 million in direct visitor expenditure (at an average of $643 per visitor). In 2008, with an attendance of 22,000, the Deniliquin Ute Muster generated direct visitor expenditure of $13 million (at an average of $610 per person). Even in much smaller festivals, their relative impact is notable: at the Gromfest youth surf carnival in Lennox Head, Northern NSW, 1200 visitors attended, spending $472 per person on average. This translated into nearly $600,000 of spending, injected into the small town over the course of a weekend.” And he continued.. “Indeed, herein lies a common characteristic of festivals: their organisers may make no or little direct profit, but instead they catalyse meaningful monetary benefits for their surrounding communities as a flow-on effect – through tourism visitation expenditure, through the hiring of local expertise, and sourcing local services and materials. Benefits are felt most by an array of local small businesses that are functionally connected to the festival, such as cafes and restaurants, sound and lighting equipment hire, waste management, hotels and motels, pubs, printers, advertising agencies, legal services and catering companies.”

Professor Gibson conducted the first major Australian academic survey and report on the value of festivals and events to regional areas and found what most event professionals, supporters and volunteers already knew anecdotally – that the event industry has an immense impact socially, culturally and economically on regional communities.

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Section 1 : Background & Research (continued)

The purpose of events

Dubbo is ideally positioned to take advantage of these opportunities and promote itself as an events destination on a regional, state, national and international level. The City has a supportive council, a productive event industry, a wide range of first class event facilities and a keen population of residents open to embracing diverse event benefits and experiences.

There are many events held within the LGA of Dubbo each year, inciting the areas diverse event market segments. To date, these events have developed, lived and died without event focused strategic directions. Dubbo City Council is looking to change this. As with many regional and urban areas looking at the development of a sustainable outcome focused event industry, they are developing an events strategy.

Events and festivals provide a range of benefits to the local community and to its visitors. Festivals and events which are held in the Dubbo LGA provides many benefits, to a lesser or greater degree in a diversity of combinations to a range of people. Various pieces of event research conducted over the years has identified that festival and events provide the following; Economic/tourism benefits • Multiplier effect of tourism dollar (new dollars injected into the community) • Attracting external funding for support (eg. sponsorship) • Employment of local skills base increasing job opportunities (i.e. musicians, artists) • Opportunity to improve skills base through volunteer work • Fundraising opportunities for local groups and organisations • Capacity for promotion of region, leading to consideration of re-location of business • Potential catalyst for relocation (visitors relocating to their tourism destination to acquire improved quality of life) Cultural/social benefits • Celebration of ‘unique’ aspect of community • Increased social cohesiveness • Evokes a sense of community pride and ownership • Cultural enrichment and broader social outlook – interaction with other people, ideas and cultures • Recognition, hence enhancement and conservation of cultural heritage and natural environment • Opportunity for community expression if produced well Council’s role in supporting events is to closely analyse the purpose of events and the outcomes that can be achieved for the City both in economic and cultural terms. Having clear guidelines and methodologies for the assessment of the level of support is critical to ongoing sustainability of the Dubbo events industry.

If produced well, events can be accessible activities that invite participation from all groups. The successful management of events is complex, as events are now expected to meet a range of requirements. Those who attend events also bring with them a wide range of expectations in relation to the event in which they participate or attend.

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Section 1 : Background & Research (continued)

An event destination

Dubbo’s competitive advantage

Dubbo’s competitive advantage The initial step in our analysis of the Dubbo event industry is to look at Dubbo’s competitive advantage or the strategic advantage (if there is one) Dubbo has over its rival LGA’s within the event industry.

Understanding and taking advantage of the competitive advantage assists with the development of strategies and actions that strengthens and positions Dubbo better within the event industry.

Research and consultation with council staff, local community groups, local businesses, non government organisations, event organisers and government organisations have highlighted the strengths and weaknesses, opportunities and threats Dubbo and the Dubbo event industry face.

The SWOT analysis has been used as a tool to develop the analysis.

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Section 1 : Background & Research (continued)

Dubbo as an event destination SWOT analysis

Strengths

Weaknesses

Opportunities

Threats

•

•

•

• •

• • • • • • • • • • • • • • • • • • • •

Accommodation - high number of room stock Central location in NSW Council’s promotional web site dubbo.com.au Cultural events and the “cultural community” Current economic health Daily flights to SydneyDubbo-Sydney Diverse style of venues Quality of event venues History and historic landmarks Major highway access Natural environment Parks and landscape Population base Regional draw Sporting events, venues and the sports community The Western Plains Cultural Centre The Old Dubbo Goal The Dubbo Regional Theatre and Convention Centre Taronga Western Plains Zoo Transport links Access to road, rail and air transport

• • • • •

• •

• •

• •

Lack of awareness of business and community regarding direct and indirect economic value of events Event organiser experience and knowledge Event professionalism Events not delivering the WOW factor Lack of communication Lack of event support services such as: wide choice of caterers; professional conference organisers Lack of focused event marketing collateral Lack of knowledge / communication/ appreciation of existing Council support services Lack of understanding of what a successful event is or what it can deliver No clear definition of what classifies “event support” as a provider and a user No current clear guidelines for events Marketing of events

• • • • • • •

• • • • • • • •

• • •

Dubbo Event Strategy 2011

A proactive event industry A calendar of events that support Dubbo’s future direction and branding Business events Cooperative marketing Festivals and cultural events Events that showcase the distinct landscape of Dubbo Dubbo event strategy Enhanced decisionmaking process to ensure event sustainability and support Event industry networking Event industry training Event facilities in Dubbo Growth of existing events Funding and event support from Council Marketing of Dubbo through events Professionalism of the events industry Raise awareness of economic benefits of events held in the City to help harness business partnerships Sporting events Strategic focused event industry Collaborative marketing

• • •

• • • • • • • •

A reactive event industry Competition between venues Lack of communication within the event industry Events not supported by business or locals Hosting and/or funding events that don’t support the future direction of Dubbo Lack of knowledge of existing events support services Lack of knowledge/ patronage at existing events Lack of major event Lack of pride of place Limited sponsorship Retention of events Perceived anti social behaviour Volunteer burn out

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Section 1 : Background & Research (continued)

The competitive advantage

The Dubbo LGA with a population of over 40,000 is a well-established regional hub supporting a catchment population of 120,000 from the Orana and West Region. It is a modern city that has grown and matured naturally over many years offering modern city services and facilities expected of a regional capital city. An LGA, like a business needs to understand what positions it differently in the market – once this is understood it becomes easy to stand out as a destination. Dubbo needs to have a clear picture of where it sits in the event market and what makes it stand out. Dubbo’s points of difference highlighted in the above SWOT analysis include: The natural assets, in and around Dubbo would make for unique backdrops to a wide range of events.

The unique mix of country and city, supported by the geographical locations that deliver on the experience.

The transport network and access via road, air and rail.

The diverse range of tourism products that Dubbo has to offer.

The wide range of accommodation options and capacity (bed stock of 3500) creates a strong mix of advantages to the event industry.

The established “position” of Dubbo developed by assets such as the zoo enables Dubbo to hit the ground running so to speak on the national market.

The City’s sporting culture and history of successful sporting events.

Continued support and commitment from Dubbo City Council to understand and define its role in the event industry.

Dubbo’s event and festival spaces, sporting facilities, parks, venues and historic sites position it well to take advantage of a range of event opportunities immediately. (This is of significance in comparison to other regional areas and is also a strong marketing tool when attracting external and internal event development).

The arts and culture industry.

Private and public event facilities such as the Western Plains Cultural Centre and The Dubbo Regional Theatre and Convention Centre.

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Section 1 : Background & Research (continued)

Comparative Council Research

Dubbo Event Strategy 2011

To assist with the development of event strategies and actions specific to Dubbo City Council a comparative data assessment of similar sized cities/councils event capabilities and resources was conducted.

These cities/councils are: • • • • • •

Albury City Council Ballina City Council Bathurst City Council Clarence Valley Council Greater Taree City Council Queanbeyan City Council

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Section 1 : Background & Research (continued)

Comparative Council Research Council/City

Event Staff

Role

Ballina 1 x events and Grants Support Officer

Bathurst 1 x conference & events leader 2 x events & promotion officers

Clarence Valley 1 x events and promotions coordinator

Greater Taree 1 x senior events officer 1 x junior events officer

Albury

No direct event staff

1x senior events coordinator

Events resourced through Community Services Departments, Recreation & Parks

1x events officer 1x events trainee

Dubbo 80% of 1 City Promotions and Events assistant / trainee position 50% of 1 City Promotions and Events supervisor position Council business/civic events managed by relevant Council staff

To facilitate civic events and to deal with event applications and management

Oversee and coordinate council events

To facilitate civic events and help build community capacity to run/own events

Senior: Event attraction & retention Junior: Events groundwork

Venue facilitation, bookings

Senior: High yield event attraction & retention officer & Junior: Event admin

City Promotions and Events staff are responsible for delivery, support, and promotion of community and specific Council events.

•

•

•

•

• •

•

•

Festival & events financial support program

Event manual

•

•

Resources/ Processes

•

Event activity application Event and festival sponsorship application Events support kit council policy

• • • •

Population

Queanbeyan

42 000

Dubbo Event Strategy 2011

38 000

50 000

Event guidelines document Event management request Event management risk assessment Event management request Event management evaluation form

45 000

Event guide Event application form

Event manual

• • • • • • •

40 000

49 000

Staff time (in meetings / advice / familiarisations) Dubbo Conference & Events Pack Dubbo Conference & Events DVD Website pages and tiles promoting Dubbo and supporting events Tailored event bidding processes Dubbo City Council – guide and checklist for event organisers Image and editorial library Promotional materials: i.e. banners / information packs / city guides

42 000

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Section 1 : Background & Research (continued)

Comparative Council research

Albury Albury City Council has a well-established event team within the tourism and marketing department of council. This team consists of three full-time employees, consisting of: one Senior event coordinator, one events officer and one events trainee The tasks of the senior event coordinator entail high yielding event attraction and retention, along with event legalities and consultation. This includes large conferences and major sporting events. The tasks of the events officer and events trainee involve groundwork orientated tasks and events administration.

The main role of the Albury events team is to facilitate civic and community events (internal) and provide some assistance to other Albury area events (external). There are no formal event processes for event implementation and assistance, other than legal requirements, and most liaisons are held informally.

The events team does have access to an ‘event manual’, yet choose to not engage it’s resources. This is because it is not “user friendly” and would confuse the public on the processes to conducting events.

Bathurst Bathurst City Council possesses a well-staffed events department. This includes: three full-time employees; one conference and events leader, and two events and promotion officers. They are positioned within the Bathurst City Council’s marketing and tourism department.

The primary role of the events staff is to oversee and coordinate the large number of council run/funded events within the Bathurst area. This includes events at Mount Panorama, conferences, community events and civic events. For the conference and events leader, most work involves the management of events at Mt Panorama, large conferences for the area, and higher order event legalities. For the events and promotion officers, most work involves the organisation of civic events and events/destination promotion.

To assist in the implementation of internal and external events, the events team have access to an ‘event manual’. This manual is quoted as “needing to be updated” and could be utilised by both the staff and public more if it were more “relatable”. There currently exists no formal process for event inquiries, expressions of interest are addressed to the general manager then relayed to the events staff. Events staff then liaise with appropriate parties.

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Section 1 : Background & Research (continued)

Comparative Council research

Queanbeyan Queanbeyan City Council does not have a specific events employee. In replacement of this there are several council staff that work on events. These are members from the cultural development department, community development department, recreation and parks department and the venue supervisor.

To assist in the implementation of events, Queanbeyan Council has both an event guide and an event application form.

These two documents direct community event planners as to the legal and general requirements for a successful event.

They appear in the format of a ‘checklist’ and direct the public to relevant Council officers.

Event enquiries are directed to the ‘most appropriate’ member of council staff, and the council facilitates only minor civic events dependently.

Clarence Valley Council Clarence Valley Council has one events staff member, as an events and promotions coordinator.

Within this position their role is to build the capacity of the community events sector. They support event applications and guide the community through utilising the various public documents available to facilitate financially supported and professional events.

The events and promotions coordinator assists in the community use of: • Clarence Valley event activity application • Event and festival sponsorship application • Clarence Valley council policy • Events support kit • Clarence Valley event schedule These documents help to facilitate the Clarence Valley communities’ safe and successful management of events.

The event and festival sponsorship program also allows Clarence Valley Council to support events that promote the Clarence Valley in a way that adheres to tourism planning and community department outcomes.

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Section 1 : Background & Research (continued)

Comparative Council Research

Greater Taree City Council Greater Taree City Council currently employees two permanent staff assigned to events management services. These are: one senior events officer and one junior events officer The role of the senior events officer involves event strategist, retention and attraction. The junior events officer works mostly on the organization of civic events, community liaison and administration.

The Greater Taree event team currently possesses many resource documents that aim to assist in the successful planning and implementation of events within the local government area.

These are in the form of publicly accessible (downloadable) documents including: • Event management guidelines document • Event management request – sponsorship • Event management risk assessment • Workcover forms for fireworks • Event management request – use of a council park or reserve • Special event – food notification business form • Temporary food events and mobile food vending vehicles • Application for special event bins • Event management request – use of a road • Event management evaluation form • Event management request – borrow equipment agreement As evident in the above list the Greater Taree City Council also provides financial assistance to successful applicants through the event management request – sponsorship process. The application process is open in 6-month rounds, for events run in the opposing half of the year.

The annual budget for event sponsorship is approximately $30, 000. This sponsorship is subject to council discretion and adherence to council vision and objectives.

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Section 1 : Background & Research (continued)

Comparative Council research

Ballina Shire Council Ballina Shire Council is currently advertising for the position of an events and grants support officer. This person will run council civic events and facilitate the running of the events support financial program, along with other events training required for successful applicants.

Ballina Shire Council has developed a new financial festival and events support program for 2011/12. This document enables Ballina Shire Council to support festivals and events put forward by not-for-profit community based organisations. This is because “council values the importance of local festivals and events that aim to showcase the rich cultural diversity and history of our local Ballina Shire community and that deliver economic, social and environmental benefits”. * Ballina Shire Council website This support program provides $50,000 in funding for festivals and events held within Ballina Shire between July 2011 and June 2012.

Other documents to assist the Ballina event industry include: • Festival and event application form • Festival and event support policy These documents, in online form on the Ballina Shire Council website, partner a guide to the event management requirements. The council also provides workshops to successful applicants trying to increase the capacity for the community to professionally run and own their own events.

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Section 1 : Background & Research (continued)

Dubbo City Council

Comparative Council research

The two positions engaged to attract, deliver, support and promote community and council events are also engaged to undertake City promotions – projects and campaigns targeting new residents; visitors and investment.

Each position spends following time on City events: • •

50% of 1 City Promotions and Events supervisor position (note this resource allocation is currently allocating 80% of time to events – in particular overseeing Council’s responsibility to host 4 local government conferences) 80% of 1 City Promotions and Events assistant / trainee position

Other Council business/civic events are managed by relevant Council staff.

These roles are part of Council’s Marketing and Communication Services Branch, and are primarily responsible for: • • • •

Event attraction: developing bids, assisting third party with bids, generic promotion and targeting marketing) Delivery 4 local government conferences – over 20 months , Support: advice, promotional materials, market research, city information, coordination of accompanying retail offers for delegates /event attendees Promotion: community and council events through dubbo.com.au, local media and City Information Centre

The main role, of the events staff is to work with events to maximise promotion of events being held in Dubbo, and Dubbo as an events destination. The staff offer advice, information and market research to new and existing events and undertake various marketing activities to attract new event business to the City.

Dubbo City Council engaged a professional conference organiser to assist with the arrangement of the four local government conferences delivered over a 20 month period.

Support for events is also provided by other staff of the Council who can provide advice or funding in cash or in-kind. There is a formal funding assistance stream via the community grants funding program. Council also receives numerous requests from a variety of events seeking financial assistance, sponsorship, discounts on facilities, donations and donations of in-kind services of Council staff.

Staff provide in-kind support from time-to-time events deemed to generate significant economic windfalls for the City or for events considered valuable to the community. Currently, support is provided in an ad-hoc manner with no mechanisms in place to formalise or streamline processes nor capture event data or outcomes.

Event delivery (local government conferences) is undertaken on a cost recovery basis with the professional conference organiser charged with covering his costs and the costs of the conferences with a minimum outcome of a cost neutral result.

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Section 2 : Dubbo Events Industry (continued)

2. Dubbo City Events Industry

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Section 2 : Dubbo Events Industry

Event market segments

Understanding the value and worth of different “types” of events is a critical step in developing strategies for growth and development in an event industry. Should the focus - for example - be on sporting events, or should resources be allocated towards business events? What types of events work well in an area currently and what types of events fit within the desired outcomes.

Historically events in Dubbo have grown from passionate members of the community. This evolution is a double-edged sword for Dubbo; providing an authentic local character but often lacking a business like approach and a strategic focus.

An exception to this is the established ability of various sporting associations to effectively attract and successfully conduct events that secure significant (for Dubbo based events) numbers for multi-night stays.

Analysis and research also noted that currently within Council there was no clear strategic intent of events development and that Council is unclear regarding the types of events it wants to attract, encourage, target and sponsor.

Visitors spend in Dubbo is calculated by multiplying the domestic overnight spend by the number of visitors nights by the number of visitors. It is understood that different events attract different levels of investment form visitors and delegates. For example, conferences and business events are considered high yield events as attendees tend to spend more money in the location they are visiting.To provide a consistent measure, event value, visitor spend is based on Dubbo’s average overnight visitor spend.

For example, if there were 300 people attending a conference in Dubbo for 3 days the conservative value of this event to the City would be: $134* x 3 x 300 = $120,600 To effectively focus Council and the events industry in general, it is necessary to look at the various event types, their worth on a local, and as it were, “global” stage, and to analyse the current strengths, opportunities and weaknesses of the event industry and the “major” events in Dubbo. Note that sporting, cultural, business and festival “types” were chosen for analysis as Dubbo’s current event industry fits well within these three categories: 1.Sporting 2.Business 3.Cultural and Festivals * Reference: Dubbo LGA Tourism Profile: Tourism Research Australia

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Section 2 : Dubbo Events Industry (continued)

Event market segments

Sporting events Sporting events help to build communities through social inclusion and a sense of connection. Sport helps to bind families through shared experiences and shared achievements. Through participation, sport helps address anti-social behaviour and can support education. Sport contributes to economic growth through business investment and employment, and helps sustain the environment through protecting open space and natural areas. It also promotes the use of active modes of transport, such as cycling and walking. Sport instils a sense of national pride. When Australian competitors triumph on the world stage, the general community, governments and business leaders bask in the reflected glory. We celebrate sporting achievements such as winning the 1983 America’s Cup Yacht race, Steve Hooker’s pole vault gold medal at the Beijing Olympics, the Socceroos’ performances in the 2006 FIFA World Cup, Australia’s 2007 World Cup-winning one-day cricket team. Such celebrations unite the nation; drawing together people of different race, religion and culture; developing a heightened sense of community and national identity. According to Kelley and Evans (1998) sport has been identified as being the most important element contributing to our feelings about our nation. Sport is not the cure-all for society’s issues, but it can assist significantly in a positive way.

International research shows that increasing community participation in organised sport and recreation contributes to what is known as “social capital”, which is the “social fabric, or glue” that ties members together in a given locality (Cox, 1995).

According to Putnam (2000) sports clubs and community organisations are important conduits for developing such capital and are good barometers of community strength.

Sport is big business in Australia, generating an estimated net income of approximately $8.8 billion in 2004/05 (ABS, 2005).

Australian households spent more than $6.3 billion on sport and recreation in 2003/04 – up from $4.7 billion in 1998/99 (ABS, 2008).

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Section 2 : Dubbo Events Industry (continued)

Event market segments Sporting events

Investment in sports facilities can bolster a community’s perception of their local area, restoring pride in their region and improving future social and economic possibilities. Cities use major sporting events to redefine their image, promote urban development and fund economic growth and regeneration. The infrastructure legacy of Sydney hosting the 2000 Olympic Games has resulted in regenerating an urban wasteland in a low socio-economic area into a dedicated sports and recreation precinct at Sydney Olympic Park. The park is now used by more than seven million visitors a year; tourists, school children, sports participants at elite and grassroots levels, businesses, volunteers and spectators.

Sport does matter – to all of us. It is a big business cutting across many sectors and is a medium that can play a key role in developing and sustaining the community. This is certainly the case for the Dubbo LGA, where the people of Dubbo’s’ passion for sport conveys a deep running sporting ethos among the community. This creates a strong opportunity for the development and attraction of major sporting events. This enthusiasm, coupled with the city’s extremely high standard and diverse range of sporting facilities, gives Dubbo the edge.

Strategic event development will provide Dubbo with the opportunity to form a strong direction of growth for future sporting events. Issues of sporting event retention have raised concern for the sustainability of the sporting events industry, yet with strategic direction and cooperation sporting events in Dubbo have the potential to grow and develop. Is also worthwhile noting here that Dubbo City Council continues to be very supportive of sporting events and their current infrastructure investment in sporting facilities and amenities includes lights at number 1 oval and plans for $4m Barden Park Athletics Facility Development (pending government funding).

Some current sporting events in Dubbo include: • • • • • • •

Dubbo Event Strategy 2011

NSW Country Touch Championships Dubbo New Year Athletics Carnival Various horse racing carnivals NSW State Cycling Championships NSW Girls Soccer Titles Australasian Karting Gold Cup AIF Swimming Championships

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Section 2 : Dubbo Events Industry (continued)

Event market segments

Cultural events and festivals The initial focus by government agencies on sporting rather than cultural events was mainly due to a fundamental difference between the two. Cultural events generally become well known by staying in one place. The ‘grow your own’ nature of cultural events is in contrast to most of the world’s most famous sporting events, which are available for bidding and are billed by some as ‘travelling circuses’.

Key events that act as tourism drawcards become synonymous with the location in which they are held, winning fame both for themselves and the relevant city, region or country, eg Parkes Elvis Festival, Tamworth Music Festival and Melbourne Comedy Festival. It takes many years to establish cultural events that will attract visitors from outside the immediate region, and even then there are no guarantees of success.

This area of cultural events has expanded to include visual art exhibitions that can be secured, thereby providing opportunities to promote to interstate and regional audiences. It should be pointed out though that these are the exception rather than the rule. The cost of securing exclusive rights to present major exhibitions is expensive for a city and the market is highly competitive. However, Dubbo’s world-class Western Plains Cultural Centre have opened up opportunities to attract world-class exhibitions that draw audiences from outside the area.

Other cultural venues within the Dubbo LGA focus upon the rich rural heritage of the area. An example of this is the Dubbo Showground. The Showground plays hosts to many local, state and national agricultural festivals, exhibitions, animal shows/ sales and competition events.

The events and people of Dubbo’s cultural industry encompass the region’s many social and cultural sectors and trends, such as indigenous history, agricultural/settlement heritage and an emerging arts community. There appears to be a city vs country dynamic within the sphere of cultural events, with neither side dominating the event environment.

The City hosts a range of events that showcase regional product and allow event goers to experience local and regional produce and products. Regular events include the Macquarie Valley, Dubbo Farmers Markets and the Dubbo Show Society Market Days. Seasonal events produce events include the Dubbo Hot Climate Wine Show.

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Section 2 : Dubbo Events Industry (continued)

Event market segments

Cultural events and festivals It was not until the 1980s that most governments recognised the value of festivals as adding an enhanced dimension to the positioning and profile of a city and state. The Adelaide Festival was the first to receive sufficient funding to create a worldclass cultural festival. This was a result of the visionary strategy of the Dunstan government, which sought to position South Australia as the major centre for arts and culture within Australia. The strategy worked, with t he Adelaide Festival attracting media interest from within Australia and overseas, significantly increasing national and international visitations.

It set the benchmark for festivals around Australia, which has resulted in other state governments putting significantly more investment into their festivals and cultural activities. Each major city now competes for the status of Australia’s best or most prestigious festival and promotes extensively in other states to attract visiting audiences.

Festivals and cultural events are almost always intrinsically linked and can bring both tangible and intangible benefits to a host city. They include: • • • • • •

Opportunities to promote cultural diversity Improved perceptions of liveability through strong cultural focus and program Prestigious cultural infrastructure such as Brisbane’s cultural precinct at South Bank Opportunities to experience world-class exhibitions, theatre, music, and dance The economic growth opportunities for cultural entrepreneurs to create new businesses in cities and regions with strong cultural identities The economic impacts of exhibitions, festivals and cultural events that is capable of attracting visitors from interstate and overseas.

Some current Festival events within the Dubbo area include: • • • • • •

Dubbo Event Strategy 2011

Zoo Grooves Lazy River Festival Annual Dubbo Jazz Festival Red Ochre Festival Multicultural Festival DREAM Festival

Page 24

Section 2 : Dubbo Events Industry (continued)

Event market segments

Business events Business events are huge contributors to the economy. The latest statistics on the value of the business events industry was in 2004 when the National Business Events Study estimated that the value to Australia was approximately $17.3B and that the industry employed 214,000 people either directly or indirectly.

Business events produce the highest daily yield of any sector of the tourism industry. But the net worth to the nation of business events far exceeds their hard dollar value. Among many other benefits, they promote and showcase local expertise and innovation.

Including direct and indirect effects, business events contribute 2% or $6.13 billion of “value-added” to the Australian economy. Related and interdependent industries on which the sector has a positive impact include transport, restaurants, hotels and retail. Conferences delegates tend to be high-net-worth individuals and professionals who stay in 4 star hotel accommodation and whose employers often cover the costs of their travel. A large proportion undertake “pre and post touring,” often with their partners and families, which represents a significant flow-on benefit for other sectors of the economy.

There are five main segments: association conferences; exhibitions; corporate meetings; corporate incentive travel; and government meetings. Although there are trends common across all types, each segment has its own distinct processes, features, and issues.

In addition to the direct tourism spend in destinations by organisers and delegates; business events deliver wider benefits in networking and business generation. The intangibles that flow from having conferences and exhibition delegates of high strategic value coming to an area arguably provide the most enduring advantages.

Dubbo Event Strategy 2011

Page 25

Section 2 : Dubbo Events Industry (continued)

Event market segments Business events

An important aspect of the business events industry is that it has relevance to a wide cross-section of the business community and council. Business events not only generate high yield visitor traffic but also provide important platforms for business networking and professional development. Business events cover all industry sectors including medical and scientific research, technology, financial services, education, health, agriculture, transport, environment and social issues.

In pursuit of engaging this business event market Dubbo is well positioned to provide a limited, yet professional league of conference facilities. Strengths such as accommodation, conference venues, central location and transport links cement Dubbo as a well credentialed business event destination.

The city is a new player in the business events sphere and is, for example, working towards marketing its niche benefits and new presence in the conference ‘bidding’ sector. Over the next 20 months for example, Dubbo City Council will be delivering five (5) local government conferences and the Council has engaged a PCO to deliver the four (4) other conferences under the management of the Council. The Council chose to seek the external services of a PCO as the Council was not resourced to deliver the service in-house.

Some recent/upcoming business events in Dubbo include: • • • • • • • • • • • • • •

Dubbo Event Strategy 2011

Australian Livestock Markets Association Conference Local Government Aboriginal Network Conference Australian Local Government Womens Association Conference NSW LGA Conference Dubbo Chamber of Commerce & Industry Inc Business Awards Rotary District 9670 Conference State Water Conference NSW Parks and Leisure Conference St Vincentians Conference NSW Beef Spectacular Annual Dubbo Bridal Fair Orana Caravan, camping & 4WD Show Dubbo Antiques and Collectables Fair Carbon farming conference

Page 26

Section 2 : Dubbo Events Industry (continued)

Dubbo’s current events

Dubbo Event Strategy 2011

For the purpose of this strategy an event is defined as an organised themed activity designed to attract a public audience.

Events can be for 200 people or 20,000+ people. They can have a non profit focus or they can be focused a pure business outcome...... in other words events come in all shapes and sizes.

As previously stated Dubbo’s event calendar can be split into three main categories: sporting, festival and cultural and business.

An up-to-date analysis of Dubbo’s Event Calendar will be undertaken as part of Council’s review of processes and funding.

Events held and supported will be analysed in repect to the type of event (Sporting, Business, Cultural/Festival); the audience or visitor numbers, length of event and the number of years held in Dubbo.

Page 27

Section 2 : Dubbo Events Industry (continued)

Dubbo events industry

Analysis and comment of major event interviews •

•

analysis and comment

• • •

• •

•

•

•

•

Dubbo Event Strategy 2011

Dubbo has a number of events and festivals that are supported to some extent by Dubbo City Council. Some events and festivals are clearly highly valued by the public and a few offer Dubbo a reasonable benefit through tourism, social and or cultural development and economic spend.

Events and festivals appear to be scattered throughout the year, with little if any overall planning, context or strategic framework. There is an impression of disorganisation and clutter in the current scheduling of events and festivals.

Dubbo City Council support of events and festivals is delivered in an apparently uncoordinated way through a variety of departments across Council.

Funding seems to be spread unevenly and in some circumstances quite thinly, with no consistency of expectations. This overall situation lessons the effectiveness and value of council’s investment.

There also appears to have been very limited communication between various events and event professionals about the planning and management of events and festivals. While there is a good deal of experience and capability in different areas, there seems to be very little sharing of knowledge and expertise.

Events skills are spread quite thinly across a range of events and event organisers.

There is some level of recognition within Council that the effectiveness of Dubbo City Council funded events and festivals would be improved by starting with a clearer vision and a more policy-driven and strategic approach to management and funding.

The need for a clearer direction for the Dubbo event industry was widely recognised as fundamentally important as a start point for a vision for events and festivals. Dubbo was seen to have many natural advantages and potential partnerships that could be leveraged.

The strongest support for clearer future directions and policy priorities for events and festivals came from council. There is generally recognition of the need for greatly improved information, communication and coordination across all areas of the event industry.

It was clear from consultations and inputs through the course of this strategy development that people planning or interested in events and festivals are often ‘flying blind’ in regard to what other events are already scheduled or may be being planned, including proposed timing, location and offerings. There is a well-recognised need for better communication within the events and festivals industry and between Dubbo City Council and the industry.

There was widespread agreement that with current opportunities to improve communication, coordination and planning for events and festivals, this is a good time for the City to set a clear vision, establish policy and strategic priorities, make new organisational arrangements and implement improvements.

Page 28

Section 2 : Dubbo Events Industry (continued)

Dubbo’s event industry Issues and implications

Dubbo Event Strategy 2011

Issues and implications 1

There is a need for improved communication within the events industry

2

There is a need for events, event professionals, event facilities and council to work more closely together

3

Event planning would aid the growth and development of existing events

4

There is an identified need for event training

5

Strategic planning would assist the growth and development of existing events

6

Council and the event industry would benefit from tighter controls and processes in relation to event funding, assistance and approval

7

Employment of a council event manager is needed to help drive the success and growth event industry

8

Event financial support from council needs to be closer aligned to event outcomes

9

Event opportunities are not being identified or realised

10

Event facilities would benefit from more strategic and targeted marketing

11

Event marketing and promotions needs to be more specific and targeted

12

Event outcomes could be more closely aligned with the tourism industry

13

The economic, social and cultural value of specific events needs to be recognised and acted upon eg; sporting events

14

Dubbo’s natural assets have not been recognised as assets for the event industry

15

The Dubbo event industry needs to change from a reactive industry to a proactive industry

Page 29

Section 3 : Two year action plan (continued)

3. Two year action plan for Dubbo City Event Strategy

Dubbo Event Strategy 2011

Page 30

Section 3 : Two year action plan

Event Strategy

This action plan aims to gain optimal benefits for the city through events. It recognises that there is a range of benefits available and that the ‘mix’ of benefits varies from event to event depending on the event’s nature. These benefits include direct economic benefit through attracting visitors to the city (and consequent tourism spend), promotion of the city’s image as a tourism destination (through event marketing and promotion and media coverage), providing business or cultural development and producing desirable social or community outcomes.

However, to achieve this and to ensure the City benefits from events in the long term, the local event industry needs to mature and develop, event organisers need to grow professionally, existing events need to grow strategically and Council needs to refine its approach to event support.

The research and consultation with council staff, local community groups, local businesses, non government organisation’s, event organisers and government organisations supports this. The identified strengths, weaknesses, opportunities and threats of Dubbo as an event destination and the current major events tell us that Dubbo has a competitive advantage, and this is not necessarily being taken advantage of by local businesses or local events. They also tell us that the event industry needs guidance and support, that event opportunities are not being taken advantage, that events lack direction, that events lack that something “different” and that event planning lacks strategic direction.

The following action plan identifies three key goals and 14 key actions. They are designed to take advantage of what Dubbo has to offer, to develop the skills of the event industry and improve communication and encourage partnerships.

The actions do not suggest Council as having the major role in event development, nor do they suggest local event stakeholders and local businesses are solely responsible for event development or attraction. The actions do suggest that via the development of the Dubbo Event Network and improved communication of available Council resources (including staff) and processes, Council and industry would have a combined role in developing the Dubbo events industry.

Industry and Council cannot, and should not work in isolation, if the event industry is to develop. A clear partnership with clear lines of responsibilty will be the catalyst for a sustainable growing event industry.

Dubbo Event Strategy 2011

Page 31

Section 3 : Two year action plan (continued)

Dubbo City Event Strategy

Guiding Principles 1. To cultivate economic, social and cultural opportunities for Dubbo through the development of existing and new events 2. To facilitate the effective creation, attraction, marketing and development of events

Goals and Actions SUPPORT local industry development

Develop a proactive local events industry and strengthen local event management capability.

Dubbo Event Strategy 2011

1.1

Support growth of a proactive local event industry through development of a local Dubbo Event Network

1.2

Develop appropriate resources to support the delivery of local events

1.3

Develop and define processes for Dubbo City Council to receive and action event support requests

1.4

Industry and Council to partner in supporting industry self development

1.5

Develop improved processes for Dubbo City Council to promote existing local event support and promotion program

1.6

Develop event evaluation and feedback framework to support industry and event managers

DEVELOP City’s events offerings

GROW Dubbo as an event destination

Guide the development of an inclusive, vibrant, sustainable events program.

Position Dubbo as a premier events destination, and support the attraction and retention of events.

2.1 Review the City’s event calendar to identify opportunities to address gaps

3.1 Develop a specific events attraction program as part of the City’s broader promotional plan.

2.2 Develop a specific local events promotion program as part of the City’s broader promotional plan

3.2 Develop a process to support the retention of events in the City Dubbo

2.3 Raise broader community and local business community awareness of the value of events to the City

3.3 Develop generic and specific materials that support the attraction of events to the City

2.4 Guide, mentor and support event organisers

3.4 Investigate opportunities for key event markets - Business, Sporting and Cultural

Page 32

GOAL 1:

Develop a proactive local events industry and strengthen local event management capability.

Recommended Action

Details

Performance Measures

Partners

1.1 Support growth of a proactive local event industry through development of a local events network

Development of a Network that would: • Meet quarterly • Be inclusive • Support opportunities for increase learning and education sharing • Comprise of a broad cross-section

Network established • Action plan presented to industry from each meeting • 85% of Network members find network beneficial

• Local event professionals • Council • Local event representatives • Event facilitates representatives

• Staff time • $1000 catering and venue hire

1.2 Develop appropriate resources to support the delivery of events

Dubbo City Council will publish a stepby-step event guide. The guide will be utilised by all event organisers to apply for events support and funding

• Document adopted by the Dubbo Event Network

• Dubbo City Council • Dubbo Event Network

• Staff time • Dubbo Event Network

Dubbo City Council to develop and distribute an Event “toolbox” for event organisers and committees Dubbo City Council to distribute the guide via the web, the Dubbo Event Network, the event facilities, existing events and community groups 1.3 Develop and define processes for Dubbo City Council to receive and action Event support requests

Dubbo City Council to develop and adopt an integrated whole of Council approach to event support planning, management and monitoring of supported events Dubbo City Council to ensure events funded by Council meet published outcomes and strategic directions Dubbo City Council to ensure appropriate level of pre-event planning and post event reporting by events

Council Resources

Time Frame

March 2012

April 2012 • Toolbox adopted by the Dubbo Event Network

• Whole of Council approached adopted by April 2011

• Events utilise and follow the guide and the toolbox

• Dubbo City Council • Dubbo Event Network

• Staff time

• Dubbo City Council

• Staff time • Annual event support and retention budget (initially $20,000)

April 2012

• Dubbo City Council

Staff time

April 2012

• Dubbo Event Network

Staff time

April 2013/ ongoing

• Review conducted in June annually Dubbo City Council to review and update step-by-step guide annually

Dubbo Event Strategy 2011

• Guide widely used and no negative feedback from industry

Page 33

Recommended Action

GOAL 1:

1.4 Industry and Council to partner in supporting industry self development

Develop a proactive local events industry and strengthen local event management capability.

1.5 Develop improved processes for Dubbo City Council to promote existing local events support and promotion program

Dubbo Event Strategy 2011

Performance Measures

Partners Section

One local event forum convened annually

• Event forum conducted annually.

Forum raises issues in events industry.

• Dubbo City Council • Dubbo Event Network • Local event representatives • Event facilitates representatives

Dubbo Event Network to implement the actions that arise from the forum

• Implementation commenced within one month of forum

• Dubbo Event Network

• Staff time • Event support budget

March 2012

Council to fund an annual workshop to support existing and prospective event managers to deliver more effective events (professional development)

• Topics Identified through event network summit • Training sessions conducted

• Dubbo City Council • Dubbo Event Network • Local sponsors

• Staff time • $3000 consultant • $500 venue and catering

Initial workshop July 2012

Dubbo Event Network to invite event managers from successful regional events to mentor event industry eg; Elvis Festival, Tullamore Irish Fest.

• Mentor program implemented via events network

• Dubbo City Council • Dubbo Event Network • Regional events

• Staff time • $1000 travel and accom

July 2012 / Ongoing

Dubbo City Council to have one point of contact for all events enquires.

• One point of call adopted by Council

• Dubbo City Council

• Staff time

January 2012

Dubbo City Council distribute the event step-by-step event guide via direct email, industry newsletter and the web

• Increase in events gaining support

Dubbo City Council to distribute via email and Event Network the quarterly newsletter

• 90% satisfaction rating from event managers in regards to support provided

Dubbo City Council to implement one annual event support round of funding

• Increase in events seeking support • Measurable increase in event outcomes

Details

Resources Time 2 : DubboCouncil Events Industry (continued) Frame

• Staff time • $2000 catering and venue hire

• Staff time

• Dubbo City Council • Dubbo Event Network • The event industry

Initial one held July 2012

April 2012

• Staff time

April 2012

• Staff time • $800 advertising costs • $20,000 fund

July 2012

Page 34

GOAL 1:

Develop a proactive local events industry and strengthen local event management capability.

Dubbo Event Strategy 2011

Recommended Action 1.6 Develop event evaluation and feedback framework to support industry and event managers

Details

Performance Measures

Partners

Council Resources

Time Frame

Dubbo City Council step-by-step guide to include measurable event evaluation requirements

• Requirements defined and published by March 2012 • Increase in events managers valuing events

• Dubbo City Council • Event industry

• Staff time

April 2012

Dubbo City Council to publish the combined event evaluations data (the value of events) annually via industry newsletter and the web

• Report compiled by December annually • Report distributed annually

• Dubbo City Council • The Dubbo Events Network

• Staff time

November 2012

Dubbo City Council to produce annual report of all Council’s event support.

Council annual review is conducted in line with support provided and via event evaluations

• Dubbo City Council • The Dubbo Events Network

• Staff time

November 2012

Page 35

GOAL 2:

Guide the development of an inclusive, vibrant, sustainable events program.

Recommended Action

Details

Performance Measures

Partners

2.1 Review the City’s event calendar to identify opportunities to address gaps and clashes

Dubbo Events Network to develop gap and opportunity report for industry consideration. Utilise information developed through the networking sessions as discussed in actions 1.1, 1.4, 3.1

• Events network plan implemented annually • One new event created bi annually

• Dubbo City Council • Dubbo Events Network • Dubbo event industry

• Staff time • Event support budget

Research and communicated funding opportunties for events (eg. strategy development/flagship funding)

• Industry aware of funding opportunities

• Dubbo City Council

• Staff time

• Dubbo City Council • Dubbo Major events • Dubbo Events Network

• Staff time • $4000 web site costs

• Dubbo City Council

• Staff time

• Staff time

April 2012

• Staff time

February 2012

2.2 Develop a specific local events promotion program as part of the City’s broader promotional plan.

Dubbo Event Strategy 2011

Launch a redeveloped “Dubbo Events” Website

• Website launched April 2012

Implement a social media plan for Events Dubbo and allocated resources to utilise

• Social media plan implemented

Use the newsletters of the schools, businesses and community groups to promote events

• Newsletters utilised

• Dubbo City Council • Local groups ad schools

Utilise street banners to promote events

• Industry made aware of opportunity • Banners installed during events

• Dubbo City Council • Dubbo major events • Sponsors

Council Resources

Time Frame

March 2013

January 2012 / Ongoing

April 2012

April 2012

Page 36

GOAL 2:

Guide the development of an inclusive, vibrant, sustainable events program.

Recommended Action

Details

Performance Measures

Partners

2.3 Raise broader community and local business community awareness of the value of events to the City.

Distribute and promote the event outcomes report (economic, social, cultural, environmental) see 1.6.

Include the impact of events generally.

(Refer “why an events strategy page in the report) Utilise existing channels such as the rates notices, media channels

• E- blast event information sent • Media releases on outcomes of major events

• Dubbo City Council • Dubbo Events Network

Engage the community by promoting local good news stories from events – economic, social, cultural, environmental

• Good news stories complied and distributed

• Dubbo City Council • The Dubbo Events Network • Major events

Conduct a “Taking advantage of events workshops” for local businesses

2.4 Guide, mentor and support event organisers

Time Frame

• Staff time

November 2012

Staff time

February 2012

• Staff time • $1000 catering and venue hire

August 2012

Staff time

January 2012

Council will actively implement the actions contained in the Dubbo City Events Strategy Council to advocate event professionalism and excellence through their step by step guide, annual event support application process and event tool kit

Dubbo Event Strategy 2011

• Two events workshops completed

• The Dubbo Chamber of Commerce • Dubbo City Council • Dubbo Events Network

Council Resources

• Actions implemented and facilitated by Council • Dubbo City Council • The Events Network

Council to facilitate the Event Industry forums (refer 1.4)

• Industry forums plans of actions developed

Staff time

August 2012

Council to sponsor one event organiser to attend a UTS event training course annually

• Organisation attends training and presents to network

• Staff time • $5000 sponsorship

November 2012

Page 37

GOAL 3:

Position Dubbo as a premier events destination, and support the attraction and retention of events.

Recommended Action

Details

Performance Measures

3.1 Develop a specific events attraction program as part of the City’s broader promotional plan.

Utilise the Dubbo Events “Website as the Key Promotional Tool

3.2 Develop a process to support the retention of events in the City Dubbo

Dubbo Event Strategy 2011

Partners

Council Resources

Time Frame

• Website always up to date

• Staff time

May 2012

Commence a direct marketing campaign to targeting conferences and sporting events

• A direct marketing campaign undertaken

• Staff time • $5000 printing and postage

July 2012

Publish and distribute via hard copy and the web an events planners guide

• Event Planners Guide distributed

• Staff time • $15,000 budget

July 2012

Utilise Twitter, LinkedIn, Facebook and YouTube to facilitate to promote Dubbo as an events destination

• Social media actively utilised

• Staff time

July 2012

Maintain a knowledge base about the event industry through an annual review of • The status of identified events • The suitability and success of the training programs • The annual event evaluation report • The event network reports • The event forums

• A clear picture of the event industry is maintained • Relevant actions are implement through the Dubbo Events Network and the Dubbo City Council

• Dubbo City Council • The Dubbo Events Network

• Staff time

March 2013

Allocate a percentage of the Event budget to facilitate the mitigation of identified problems

• Allocation maintained annually

• Dubbo City Council

• Staff time • $5000 budget

July 2012 / Annually

• Dubbo City Council • The Dubbo Events Network • Industry partners

Page 38

GOAL 3:

Position Dubbo as a premier events destination, and support the attraction and retention of events.

Recommended Action

Details

Performance Measures

Partners

Council Resources

3.3 Develop generic and specific materials that support the attraction of events to the City

• Develop and publish The Dubbo Events Planners Guide. Refer 3.1 • Develop and publish The Dubbo Events Tool Box. Refer 1.1 • Launch the Events Dubbo Web Site.

Refer 2.2 • Develop the use of social media.

Refer 2.2 • Maintain a direct marketing database from the direct marketing campaigns. Refer 3.1 • Develop the step-by-step event guide. Refer 1.1

• All material developed and maintained annually

• Dubbo City Council • The Dubbo Events Network • Industry partners

• Staff time • Resources as previously allocated

2012 ongoing

• Research • Gap analysis • Industry consultation and cooperation

Direct marketing campaign targeting: • Business events • Sporting events • Cultural - Festival events

• Council • Network • Industry • Chamber of Commerce

• Staff time • $3000 per campaign

2013

3.4 Undertake key event marketing: business events/ sporting events/cultural - festival events

Dubbo Event Strategy 2011

Time Frame

Page 39

4. Appendices

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Mandy Quayle – Taronga Western Plains Zoo, Public Relations • • • • • • • • •

‘Zoo Grooves’ The zoo also run smaller events Eg. Valentines Day experiences Zoo now has a free zone for community Conference options are also now available due to the new renovations and new event area Busiest periods are in spring, Easter, other school holidays February is the quiet period The zoo provides exclusive accommodation at the ‘Zoo Safari Lodge’ The zoo would like to support and partner with local businesses in the community, especially for events The zoo conducts a lot of destination marketing that other players in the event/tourist areas of Dubbo do not take advantage of or cooperate with

Ken Rogers – Dubbo City Council • • • • •

Dubbo Event Strategy 2011

Utilization of outdoor areas for new events eg. Outdoor concerts Market dubbo as events destination with variety Focus upon the younger demographic in Dubbo and create events that provide experiences for them Attraction of large scale events to Dubbo – economic, social and cultural benefits will form from these Venue listing package

Page 41

Section 4 : Appendices (continued)

Appendix 1

Dubbo City Event Strategy Steering Committee Jan Grady, Innovent •

Stakeholder Interviews

Wants some structure for conducting / conceptualizing events – what are the appropriate pathways that make it easy and somewhere/someone to go to find guidance

Paula Ramien, Dubbo Chamber of Commerce Inc. •

Business buy in to events, regional role, RHINO Awards, role of CBD marketing group (business engagement is an issue)

James McKechnie, Recreation Services Manager •

Sporting interest and involvement, value of grounds, event checklist, what to bid for (market opportunities) and issue of event retention

John Walkom, DREAM Festival • • • • • • • • • • • •

Dubbo Event Strategy 2011

Interested in utilization of the river, main street [event precincts], zoo Environmental assets – river etc DREAM within a branding umbrella for all local events Succession planning issues with events Sponsorship training for guidance Support needs to be transparent Event partnerships with local businesses Agricultural potential due to growth (also mining) Budget not appropriate for population – therefore use resources clearly and wisely Lack of event identity through no signature/hallmark event Rich sporting culture locally Dubbo is regarded as ‘the hub of the west’, this strong regional position should be matched with a strong events presence

Page 42

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Rorque Poisson: Dubbo City Development Corporation, General Manager • • • • • • • • • •

Role in bringing in business investment: facilitator Potential of an RV friendly town Changing the behaviour of the town to be more receptive of events/conferences Catering challenges for events/conferences Event education Recognise competitive advantage Creative accommodation; connect accommodation and conference facility Eco tourism Acknowledgement of agriculture as main cultural industry Incorporation of surrounding areas, eg. Narromine

Geoff Holland –Dubbo RSL Club, Manager • • • • • • • • • •

Dubbo Event Strategy 2011

600 events per year at the RSL Club 4 Star accommodation, with 35 rooms available Dubbo is a country town branded as a city Hoteliers are frustrated at lack of occupancy during low periods Focus on existing plans for events Collaborative marketing/sponsorship eg. Annual touch football championship – event books out motels Better communication amongst events providers to provide collaborative opportunities Better structuring on council events calendar River utilization Strategic vision and sustainability for events

Page 43

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Ross Tighe – Dubbo Jazz Festival, General Manager • • • • • • • • •

21st year of running Top 3 for jazz festivals in the state 24 bands – international and national attractions Has previously utilized various venues around Dubbo to portray its versatility as an events provider eg. Lazy River Estate, Red Earth Estate, churches Involves Dubbo religious community and venues, provides a jazz gospel aspect to the festival Involves the local hospitality industry through staging jazz dinners over the course of the event On an average the festival has 2100 attendees, demonstrating a strong following Youth engagement is a high priority for the event as issues of succession, and the stigma attached to the demographic of most jazz supporters, emerge Is heavily supported through by the Dubbo City Council ($10,000) of annual support

Annual Dubbo Show – Sue Hood • • • • • • • •

Dubbo Event Strategy 2011

The Show has a strong local tradition, reaching its 139th year Well structured and formed committee 9000 Competitors, exhibitors, stalls 5th largest outside Sydney Showground provides a venue for horse sports events, Beef Spectacular, Truck and Tractor Show, car racing Opportunities for events community: There exists perception Issues of what the show is about – perception that the show does not change or evolve as an event. This creates complacency from community about the appeal and benefits of the show as an event representing Dubbo Expense of hiring council venues - $30,000 to hire showground

Page 44

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Dubbo Event Strategy 2011

Vanessa Ubergang – Old Dubbo Goal, Operations Manager • • • • • • • • • • • •

Jamie Angus – Goal manager (council community services division) 2.5 Staff currently allocated for the running of the Goal Opportunities for events and the Goal Theatrical performances Corporate functions Murder mystery Cocktail parties Annually 50 000 people per year visit Goal has only been open to events opportunities for the last 12 months Vanessa also is the chair of Dubbo City Youth Council The Goal has the potential to be a venue for the DREAM Festival Opportunities for event utilization of the Goal include: Goal House Rock Concert, Tropfest style event within Goal walls

Page 45

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Jan Grady – Innovent • • • • • •

Opportunities for events in Dubbo, River festival: encompassing all aspects of the river, Community CBD marketing Business involvement Council liaison role to act as a facilitator and guide for all aspects of events management Barriers exist for event managers to conduct and finance community events eg. Traffic management plans

Hannah, Pam, Peter – Lazy River Estate, Owners/Event Manger • • • • • •

Lazy River Estate is a wedding/ conference / event venue / 5000 Council supporting privately owned venues along with council venues – aimed at matching a venue to the event vision Feast/Eating festival Clear event management processes and supportive documentation/facilitation Direction / guidance for event providers in regard to event logistics/safety that can be implemented by the venue eg. traffic management plans Council involvement to be supportive and facilitate relationship building between private event venue

Sarah Vandenburgh – Dubbo Showground • • • •

Dubbo Event Strategy 2011

Council development of tools for the community to run and own events effectively The showground has a strong calendar of approximately 100 events for the business community to cooperate with eg. Beef Spectacular, Caravan and Camping Show, Truck and Tractor Show, trade shows Scheduling clashes – everyone wants to hold an event in spring at the showground, this creates clutter and provides too many options for the community Showground needs upgrades to be able to provide more for event

Page 46

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Andrew Glassop – Western Plains Cultural Centre, Manager • • • • • • •

Cultural Centre is run under council community services department The Cultural Centre has approximately 75 000 attendees per year The centre constantly has new and modern exhibitions The centre is of a national standard: has a new media space and is progressive with it’s IT Tourist linkages, ‘what else is there to do while your in Dubbo’ Dubbo has a high population of young families, events that cater to this market could be successful Dubbo appears to be an ‘outdoor’ town, opportunity exists in forming events that represent this theme

Bob Llyod – Sing Australia • • • • • •

Community organisations that are not trained event managers do not know where to start in organizing events Attendance issues for events Embedded ‘bogan’ stereotype of people in Dubbo Rich sporting community Country, outdoor people Idea-Choral festival that incorporates the conservatorium, schools and churches

Greg King – Dubbo Sports World, Owner • • • • • •

Dubbo Event Strategy 2011

Umbrella concept for events to unite messages and create a strong branding of events in Dubbo There is a strong sporting community in Dubbo and the whole community and/or specific places for accommodation/ hospitality could provide welcoming packages and incentives for people who stay Dubbo has strong facilities for a wide range of sports The zoo is a strongly established brand/image for Dubbo and the council/community have the potential to ‘feed off’ this already establish national perception The challenge exists in strategically working on the development of the brand so that all industries of Dubbo and all organisations can be part of it There currently exists difficulties for community groups wanting to start sporting events – they do not know where to start, or who to ask for support

Page 47

Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Brad Wilson – Beef Spectacular • • • • • • • • • •

Essentially the Beef Spectacular is a stock show/sale In the future it aims to incorporate an extra element of trade shows, cooperative marketing with local businesses and community competitions The event current extends over a two day period and attracts around 5500 people There are on average 700-900 cattle at the event and 90 trade sites/exhibitors The event in currently runs in conjunction with ‘The Land’ newspaper but is essentially a not for a profit The event draws from all agricultural areas locally and state wide Industry and investment currently provide financial support for the event on an agricultural basis Issues and implications for events in Dubbo: Develop community partnerships for events Beef spectacular has national and international potential and is striving to include other community industries to benefit from this events growth and development

Dubbo Regional Theatre & Convention Centre – Alan Youngson, Manager and Linda del Bao, Operations Manager • • • • • • • •

Dubbo Event Strategy 2011

Idea of an umbrella concept for events, to unite marketing, messages and attitudes Dubbo has a strong facilities base to leverage off A liaison officer would be a benefit to the community and could help them develop events through clear procedures There is an ‘event precinct’ area around the centre of town Idea of a ‘Sydney Festival’ concept adapted for Dubbo Word-of-mouth promotion/marketing and positive message generation works well for rural communities – Dubbo should consider this To assist in planning, conducting and facilitating events safely and to council procedures a guideline or ‘Events Made Simple’ idea should be considered to help foster well run and outcome based events Communication issues exist between the community, council and event providers

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Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Frank Cross – Frank Cross Tyres, Owner • • • • •

Opportunities for event in Dubbo: Dubbo has a string league of facilities for events use Undervalue of the Motocross/Go-karts track just outside town Dubbo has the NSW Championships and could promote the event to the local community more Extreme sports potential

Hannah, Pam, Peter – Lazy River Estate, Owners/Event Manger • • • • • •

Lazy River Estate is a wedding/ conference / event venue / 5000 Council supporting privately owned venues along with council venues – aimed at matching a venue to the event vision Feast/Eating Festival Clear event management processes and supportive documentation/facilitation Direction / guidance for event providers in regard to event logistics/safety that can be implemented by the venue eg. traffic management plans Council involvement to be supportive and facilitate relationship building between private event venue

Tim Hosking – Musician & Environmentalist • • • •

Dubbo Event Strategy 2011

The river offers value/merit/opportunity in terms of a focus for events.

There are many free to visit bush-land areas around Dubbo that are still either ignored or unknown by those in the city tourism industry These venues are not all potential event areas yet form a greater product for ecotourism around river/ecotourism events Dubbo is geographically a gateway to western NSW. It is ‘where city meets the bush

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Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Suzie Gratton – Precinct Management • • • •

First women for women event in Dubbo – women walked across the bridge for charity support Potential to strengthen relationships between Chamber of Commerce and council The Dream festival is a strong concept for uniting events in Dubbo – needs to link with tourist objectives in addition to community goals Cultural community need to harness the event potential of private venues in Dubbo

Sally Bouchier – Narromine Council, Tourism Manager • • • • • •

Currently no events partnerships between Narromine and Dubbo areas There is the opportunity to take advantage of each destinations current flow-over and day-tripper tourists Narromine is a sporting town eg. world class hand gliding conditions and has aeronautical heritage Narromine is only 35km away from Dubbo and could be utilized as a partnered event location The Aviation museum is a draw card for Narromine A unique selling point of Narromine is the Alpaca Coffee Shop in a Melbourne Tram

Brain Little – Truck and Tractor Show, Show Organiser • • • • • • • •

Dubbo Event Strategy 2011

Truck and Tractor Show is a biannual event that concentrates on sharing the history of vehicles Is run over the course of a weekend and attracts 4000 people Has international and national appeal with vehicles coming from all over Australia The event injects revenue into Dubbo through the accommodation, hospitality and retail spend from event participants Includes activities for women and children – wanting to expand event to incorporate whole community Has a large cult following and exposes Dubbo to a wide audience through overage in industry magazines, etc Training for community on avenues for sponsorship, event logistics and cooperative marketing opportunities Potential for the local business community to get involved in event

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Section 4 : Appendices (continued)

Appendix 1 Stakeholder Interviews

Owner Paul Dunn – School Music Teacher • • • •

Natalie Bramble – Tourism Action Group / NB Management • • • • • •

Dubbo Event Strategy 2011

Local events don’t provide a lasting experience, or roll on cultural effect The perception is that you need to go somewhere else to gain experiences from events Reinvention of school band championships –cultural experience for school, community music groups and local community who attend concerts Event to encompass outdoor venues, zoo, Cultural Centre and theatre

Issue of strategically attracting conferences / sporting events / corporate functions More transparency of tenders Retention issues - possibility of losing existing events Dubbo has a regional leadership position and should demonstrate this through events reflective of its strengths and character There is potentially a need for a community events liaison officer to facilitate events development and education for community organisations, and non-for-profit event providers The DREAM festival has the potential to be a good umbrella concept for the Dubbo cultural event community

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Section 4 : Appendices (continued)

Appendix 2 Goals and actions rationale GOAL 1:

The project research and consultation highlighted a rich and diverse event industry in Dubbo with a wide range of industry players, community groups, event facilities and event organisers.

SUPPORT local industry development

The research also highlighted the fact that the “event industry” as such lacked formality, was reactive, was wide spread, was not cohesive, was generally not inclusive and generally had no plan to take advantage of event opportunities to combat these weaknesses. To address these weaknesses and to guide the growth and development of the local event industry the Dubbo Events Network should be formed.

Develop a proactive local events industry and strengthen local event management capability

The Dubbo Events Network should develop an initial business plan that focuses on taking a strategic and proactive approach to the future of the event industry and event professionals; actions could include; • • • • • • • • • •

Dubbo Event Strategy 2011

Providing proactive advice to the event industry and industry professionals Lobbying Council and government for development of event facilities Acting as a conduit between the event industry and council Create regular opportunities for the events sector to create new and innovative concepts for festivals and events through targeted workshops and networking functions Identify funding opportunities to develop event concepts and relevant business plans for Dubbo Assist to build community support for events and civic pride Brainstorm and develop concept ideas for future festivals and events Provide support for the development of new and existing events, including supporting a feasibility analysis and /or seed funding for new events Contribute to the development of a marketing strategy for the LGA’s events Help to engage industry and community in the local events industry.

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Appendix 2 Goals and actions rationale

Section 4 : Appendices (continued)

GOAL 1: SUPPORT local industry development

Comparative council research identified the fact that many of the councils within NSW have event “packs” that they use to assist events and event managers to run events within their LGA. For example; Lake Macquarie has a 40 page document “Guidelines for holding community events” which contains 39 easy to follow fact sheets; Taree has an event management guidelines document that links the various council documents and offers assistance on running successful events; Clarence Valley has an events support kit.

Develop a proactive local events industry and strengthen local event management capability

Dubbo Event Strategy 2011

It is noted that Dubbo City Council currently has a “Guide and checklist for event organisers” however comment from event industry stakeholders suggests that the document is not user friendly and too technical. It is suggested therefore that council develop the Dubbo City Event “How to Guide”.

The Event Toolbox could include: - An event checklist - An event venues and facilities guide - An event suppliers guide - A “promoting your event” guide - A list of resources and funding opportunities - Support available to events from Council and stakeholders in Dubbo - Essential contacts for events - Guidelines for feedback and evaluation - A media guide

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Appendix 2 Goals and actions rationale GOAL 1:

Section 4 : Appendices (continued)

This strategy aims to assist event organisers and venues by providing a supportive environment which facilitates the effective creation, production and development of new and existing events. It is suggested that the Dubbo City Council improves the coordination of its planning, funding and support for events and festivals to ensure a more strategic approach based on clear policy priorities leading to improved efficiency and better outcomes.

SUPPORT local industry development Develop a proactive local events industry and strengthen local event management capability

The combination of events and festivals with a lack of clear vision, policy and strategy, creates difficulties for informed council decision-making about what to fund and the appropriate level of support. As a result, funding and support sometimes tends to be erratic and inconsistent, and does not have the full potential impact in terms of economic or community benefit for the council funds.

A simplified and enhanced framework is suggested to guide councils decisions about funding and resourcing priorities for events and festivals. The two key policy priorities within this enhanced framework should be transparency and equity. Two further important priorities should be the ‘re-enforcement of brand Dubbo and professionalism of events. All council-funded major events should also be accessible and properly reflect diversity.

Research and interviews highlighted the fact that current practices and guidelines are bureaucratic and somewhat confusing leaving the event organisers frustrated and dissatisfied with council’s service. It is suggested that a new simplified event application process be implemented.

Event funding procedures need to be developed with clear and consistent criteria to ensure the costs and benefits of all proposals are assessed consistently and transparently. It is suggested that funding decisions be guided by council published application guidelines. There will need to be a review of all currently funded events and festivals to ensure alignment

Dubbo Event Strategy 2011

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Section 4 : Appendices (continued)

Appendix 2 Goals and actions rationale GOAL 2: DEVELOP City’s events offering

The key to ensuring community and industry support for the local event industry is through simple and effective communication. People like to be informed: they like to know what is happening in their community. Negative issues arise through rumour and assumptions made by people who are ill informed and unaware. Communication also has a major impact on events, improving mechanisms for information sharing, communication and coordination across council , as well as with the events professions, with organisations looking to place events and the public, must be a high future priority.

The Dubbo Event Network in conjunction with Council should; • •

Guide the development of an inclusive, vibrant, sustainable events program

Promote effective communication Design a specific brand for the three event categories ie; sport,business and culture - Sporting Dubbo, Cultural Dubbo, Business Dubbo • Develop a “Dubbo Events” Website that includes a dynamic online ‘clash diary’ as part of an upgraded website for people involved in planning and managing events and festivals, and a comprehensive ‘What’s on in Dubbo’ list for the public and for potential visitors. (The current website is comprehensive and well planned - the new website would add value to the event Industry and include a more strategic focus) Menu pages could include; −− Work with us to host your organisations next conference /event in Dubbo −− Utilise our event planning services −− Find an event supplier −− Dubbo event planners guide −− Corporate Guide – Dubbo is the place to reward your staff −− Why Dubbo as your event destination Council in conjunction with the Dubbo Event Network should conduct a survey of the local community (including businesses) to analyses event attendance and promotion.

There is an identified need to re educate locals to understand what’s “on offer”. This would be of particular importance for community based events and will provide a great opportunity for feedback and input by event organisers. Anecdotal evidence points to events being perceived as same old same old -this leads to the local community being very complacent. The reason offered is that the marketing and communication is very amateurish, not engaging. Events aren’t promoting their unique selling point , they don’t understand how important it is to not just evolve and change, but communicate it to the broader public through its marketing.

Dubbo Event Strategy 2011

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Appendix 2 Goals and actions rationale GOAL 2: DEVELOP City’s events offering

It is suggested that the main concentration through this events strategy should be on continuing to support a range of sporting, cultural (including “festivals”) and business events.

As stated previously, research into these three types of “events” suggests that they have a potential to deliver significant returns on investment, create partnerships in social and cultural development and all with minimal cost and risk to council. There is no question that cultural, sporting and business events are vitally important in Dubbo and therefore all should continue to receive appropriate support based on the clear policy priorities.

Major events however can profile an area as an attractive place to live, work and visit.

They play a significant role in attracting visitors to the area, increasing their length of stay and increasing visitor spend. They are an important element of tourism and the cumulative economic impact of major events in Dubbo has the potential to contribute significantly to the local economy both directly and indirectly.

Guide the development of an inclusive, vibrant, sustainable events program

Dubbo Event Strategy 2011

Section 4 : Appendices (continued)

One of the goals of this strategy is to develop an inclusive, vibrant and sustainable program of festivals and events in Dubbo, and more specifically “events that offer exciting, inspiring, stimulating, imaginative outcomes showcasing local spirit and culture in places where people want to gather.”

With this in mind, there is opportunity for the creation of a major event with the strategic priority to create a focal point based on the natural and man made assets of the area.

• The event should be called something like “Go Wild in Dubbo” and incorporate the essence of Dubbo’s brand, strengths and assets. Leverage off the Zoo reputation, experience and brand awareness.

• Interestingly, comments were received during the research and interview stage of the project that offered a negative perception of the zoo. “We don’t just want to be known for the Zoo” and “All I ever hear about is the Zoo” for example. Yet the reality is that visitors to Dubbo and people who want to visit Dubbo do so because they know about the zoo.

• When developing a major hallmark festival one of the challenges is getting the name or “brand out there. Tamworth and Parkes for example did not have overnight success. So when the event industry in Dubbo is brainstorming what to focus a hallmark event on -they really cannot go past assets such as the river, the zoo, the National Parks etc.

• Indeed the Dubbo Visitor Profile and Satisfaction Report conducted by Tourism Research Australia in 2007 advises that 70% of people visit Dubbo for the zoo and 64% of visitors expect nature based experiences when they visit Dubbo.

• “Go Wild in Dubbo” does not just have to focus on the Zoo - a brand and event marketing can easily be created around Dubbo’s assets (especially the river) and the event can easily be centred on providing experiences to the whole family.

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Section 4 : Appendices (continued)

Appendix 2 Goals and actions rationale GOAL 3: GROW Dubbo as an event destination

Business events produce the highest daily yield of any sector of the tourism industry.

The business event sector contributes an estimated $17.36 billion a year to the national economy, generating 116,000 jobs.

Business event delegates are well known for providing the tourism industry with its highest daily yield. Including direct and indirect effects, research proves that business events encourage tourism. The National Business Events Study 2003 found that 46% of international delegates toured in other parts of Australia and more than a quarter of them (25.7%) brought accompanying persons.

Position Dubbo as a Premier events destination, and support the attraction and retention of events

In addition to the direct tourism spend in destinations by organisers and delegates, Business events deliver wider benefits in networking and business generation. The intangibles that flow from having conference and exhibition delegates of high strategic value coming to Australia arguably provide the most enduring advantages for the nation.

It is suggested that Dubbo City Council support the business event industry by: • •

• •

•

Dubbo Event Strategy 2011

Researching and identifying business event opportunities and key business association contacts; Producing high quality specifically targeted destination-marketing materials for use in bidding for business events. This is particularly important with business events as there are five main sectors conferences; exhibitions; corporate meetings; corporate incentive travel; and government meetings. Although there are trends common across all types, each segment has its own distinct processes, features, and issues Preparing targeted bid proposals in partnership with Dubbo Event Network, council owned facilities and other business event venues (hotels, resorts, entertainment and sports centres) to secure identified business events Hosting inspection visits with national or international association officials. Eg; the Business Events Council of Australia (BECA). National Tourism Alliance, the Australian Hotels Association (AHA), Australian Tourism Export Council (ATEC) and TTF Australia (Tourism & Transport Forum).

Delegate boosting and cooperative marketing for business events already secured

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Section 4 : Appendices (continued)

Appendix 2 Goals and actions rationale GOAL 3: GROW Dubbo as an event destination

Making an assessment on whether opportunities for cultural events and festivals are optimised through the current structures and resourcing is very different from assessing major sporting or business events. For one, festivals tend to be developed and grown through an individuals (or groups) passion rather than secured through a bidding process (sporting and business events). Another reason is that artistic endeavours also fulfil other, often intangible, needs such as encouraging innovation, creating community pride and engaging the population in activities they would normally not undertake. There is no question however, that cultural festivals are very important in enhancing the quality of life in a community and also in allowing multicultural societies to express and celebrate that multi- ethnicity.

Position Dubbo as a Premier events destination, and support the attraction and retention of events

By far the greatest challenge in growing festivals to hallmark or regional stature is the willingness of all the event partners to develop a strategic vision and then taking advantages of the necessary opportunities to achieve that vision. Most councils appear to overlook the potential of the arts in major events, Dubbo has unique cultural assets, and Dubbo could firmly establish its identity and reputation as ‘the Cultural Capital’.

•

•

• •

Dubbo Event Strategy 2011

Major arts or cultural exhibitions generally generate economic impact over a lengthy period of three to four months compared to the one-off significant cost of bringing a single sporting event or game to Dubbo. Supporting the “right” arts events in Dubbo can provide a huge return on investment for the Dubbo City Council with relatively low levels of investment.

Council should be the driving force behind the development of partnerships to fully leverage Dubbo’s unique cultural assets to firmly establish its reputation. Strategic partnerships should be utilised to attract events that generate economic impact over several months and also to develop new niche events that generate economic and social impact. Council facilities such as the Western Plains Cultural Centre and Dubbo Regional Theatre Convention Centre should play a major role in this.

The Dubbo Events Network and Council should actively review the Dubbo Events Program and identify areas for consolidation. For example: consolidating the Dream Festival with the Multicultural Festival and the Jazz Festival.

The cultural and arts organisations and/or festivals already established should be encouraged and supported to realise their event outcomes. The Dream Festival, for example with its wide ranging community support, should be given every strategic assistance to stage a festival the covers all aspects of the local industry.

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Appendix 2 Goals and actions rationale GOAL 3: GROW Dubbo as an event destination

As previously discussed, sport does matter – to all of us. It is a big business cutting across many sectors and is a medium that can play a key role in developing and sustaining the community. This is certainly the case for the Dubbo LGA, where the people of Dubbo’s’ passion for sport conveys a deep running sporting ethos among the community. This creates a strong opportunity for the development and attraction of major sporting events. This enthusiasm, coupled with the city’s extremely high standard and diverse range of sporting facilities, gives Dubbo the edge. Strategic event development will provide Dubbo with the opportunity to form a strong direction of growth for future sporting events. Issues of sporting event retention have raised concerns for the sustainability of the sporting events industry, yet with strategic direction and cooperation sporting events in Dubbo have the potential to progressively grow and develop.

Position Dubbo as a premier events destination, and support the attraction and retention of events

Dubbo Event Strategy 2011

Section 4 : Appendices (continued)

To assist with the proactive development of the Sporting events industry it is suggested that: • Council, the Dubbo Sports Council and the Dubbo Event Network focus a sports strategy on two areas: optimising the growth potential of existing recurrent events, and identifying and securing new sporting events. Growing existing recurrent events must be a priority as competition and the costs to secure new sporting events increase. The strategy should look at both the potential for optimal growth in recurrent events and the resources required to achieve that growth. (Eg. NSW Country Touch Championships) • The Dubbo Events Network facilitate a “Growing our Sports Events Industry” initiative. The primary objectives of this initiative will be to help identify future sporting opportunities, to act as a sounding board for the development of facilities and to provide a broader base within the community that will help champion the growth of sporting events within the Dubbo community. Utilising the Dubbo Event Network will make the sports industry broaden their approach to problem-solving, and open up potential funding sources.

• Council facilitate meetings between managers of Council facilities and the various sporting bodies. This will assist with the development of facilities now and into the future and importantly continue to engender communication and cooperation between council and the various sporting organisations in Dubbo. The opportunity cost of failing to continue to invest in events industry infrastructure and supporting services is likely to be significant. Competition for the right to host sporting events is fierce, particularly from traditional regional rivals.

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Section 4 : Appendices (continued)

Appendix 3 Key Roles and Responsibilities

Who

Event Role

Responsibility

Council (including Council owned and run venues)

• • • • • •

Event Approval Funding assistance Event guidance Market Research Marketing assistance Venue Management

•

Event Venues

• • •

Venue management Event support Event marketing

• •

Lobbying Conduit between the event industry and council Identify funding opportunities Build community support

Dubbo Event Network

• •

Event Organisers

Business community

Dubbo Event Strategy 2011

• • • •

• •

An integrated whole of council approach to event support planning, management and monitoring of events Ensure events funded by Council meet outcomes and strategic directions.

Ensure appropriate level of pre-event planning and post event reporting from event organisers

• • • • •

Facility usage guide Facility booking agent Onsite event management & support Promotion of Dubbo as whole Cooperative marketing

• •

•

Promotion of professional event development Assist to create new and innovative concepts for festivals and events through targeted workshops and networking functions Contribute to the development of a marketing strategy for the region’s events Capitalise on Dubbos identified competitive advantage

Management of professional events Professional development

• • • •

Further develop events to ensure long term sustainability Engage all stakeholders in events Deliver events throughout the peaks and troths of the year Communication and marketing

Cooperative marketing Funding /sponsorship Taking advantage of events

•

Subject to willingness to cooperate in terms of street advertising,funding assistance, inkind support, opening hours and cooperative marketing Taking advantage of events training

•

•

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Section 4 : Appendices (continued)

Appendix 4 Resources

Dubbo Event Strategy 2011

Arts Hub www.artshub.com.au Arts NSW www.arts.nsw.gov.au Australian Government Grants www.australiangovernmentgrants.org Australasian Special Events www.specialevents.com.au Australian Sports Commission ww.ausport.gov.au Australian Amusements Leisure and Recreation Association www.aalara.com.au Australian Performing Rights Association www.apra.com.au Bureau of Meteorology www.bom.gov.au Business Events Australia businessevents.australia.com Exhibition and Event Association Australia www.eeaa.com.au Festivals Australia www.festivalaustralia.com.au Festivals and Events Association www.fea.org.au Grants Link www.grantslink.gov.au Grants - A guide to community grants www.aph.gov.au/library/intguide/sp/spgrants.htm Grants Search www.grantsearch.com.au Grants- Sport and Recreation www.dsr.nsw.gov.au/grants International Special Events Society www.ises.com NSW Industry & Investment www.business.nsw.gov.au Our Community www.ourcommunity.com.au Philanthropy Australia www.philanthropy.org.au Volunteer Grants www.fahcsia.gov.au/ Tourism NSW www.tnsw.gov.au Tourism Australia www.australia.com NSW Food Authority 1300 552 406 NSW Police (Dubbo Station) (Licensing matters) 6881 3299 (telephone) 6881 3271 (fax) NSW Fire Brigade (Dubbo Station) 6884 7447 NSW Ambulance (Western Division) 6804 6733 State Emergency Services (Dubbo) 6884 3532 Rural Fire Service (Dubbo) 6884 3533 Volunteer Rescue Association (Dubbo Captain) 0429 013 230

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Section 4 : Appendices (continued)

Appendix 5 Procedures to be reviewed and process to be developed

Dubbo Event Strategy 2011

Dubbo City Council needs to define its support, assistance and conduction, for a wide range of events, including community events in the City.

Council’s role in supporting events is to closely analyse the purpose of events and the outcomes that can be achieved for the City both in economic and cultural terms. Having clear guidelines and methodologies for the assessment of the level of support is critical to ongoing sustainability of the Dubbo events industry. Clear processes, that work for both for Council staff and event managers, need be developed by Dubbo City Council in consultation with local industry and stakeholders.

Processes and documents that need to be developed include: • Situation analysis of Dubbo’s event calendar (support, type of event, visitation, duration of event etc) • Event assistance flow chart (nominating central contact points in Council) • Event support funding flow chart (applying for cash and in-kind assistance) • Application forms for events that require Council approval • Funding and assistance guidelines and matrix (to be published and used by Council for determining event support

program / funding agreements) • Internal auditing process to identify and capture all levels of support and in-kind assistance Council provides to events • Outcome based reporting system to be used by all funded events (reported back to Council).

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Section 4 : Appendices (continued)

Appendix 6 Bibliography

• • • • • • • • • • • • • • • • • • • • •

Dubbo Event Strategy 2011

Albury City Council, Albury City Council website, http://www.alburycity.nsw.gov.au/www/html/7-home-page.asp, accessed April 2011 Australian Government, Tourism White Paper A Medium to Long Term Strategy for Tourism, 2005 Ballina Shire Council, Ballina Shire Council Website, http://www.ballina.nsw.gov.au/cmst/ballina005/nova.asp, accessed April 2011 Ballina Shire Council, Festival and Event Support Program 2011/2012, 2010 Bathurst Shire Council, Bathurst Shire Council website, http://www.bathurst.nsw.gov.au/, accessed April 2011 City of Melbourne, Strategic Direction for Events 2008-2012, 2008 Clarence Valley Council, Clarence Valley Council website, http://www.clarence.nsw.gov.au/cmst/cvc009/nova.asp, accessed April 2011 Coffs Harbour City Council, Events Strategy, 2009 Dubbo City Council, Annual Report 2009/2010 Dubbo City Council Draft Economic Development Strategy 2010-2015 Dubbo City Council, Dubbo City Council website, http://www.dubbo.nsw.gov.au/, accessed April 2011 Dubbo City Council, Dubbo City Image Marketing Plan, 2010 Dubbo City Council, Dubbo LGA Economic & Demographic Profile 2009, 2009 Greater Taree City Council, Greater Taree City Council website, http://www.gtcc.nsw.gov.au/, accessed April 2011 Grow Dubbo, Dubbo Environment and Community Conference Report, 2009 National Business Events Strategy 2020 http://www.businesseventscouncil.org.au NSW Department of Industry and Investment Self Help 14: Event Management .

NSW Premier Department Event Starter Guide 2005 http://www.events.nsw.gov.au/assets/Events-site/Eventsdocs/051004FullGraphicsESG.pdf Port Stephens Council, Port Stephens Events Strategy, 2009 Queanbeyan City Council, Queanbeyan City Council website, http://www.qcc.nsw.gov.au/external/, accessed April 2011 Welcome to Dubbo City, http://www.dubbo.com.au/, accessed April 2011

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