EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 - Lake ...
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EVENT AND FESTIVAL STRATEGY
EVENT AND AND
FESTIVALACTION PLAN
STRATEGY AND 2019-2024
ACTION PLAN 2019-2024 1
EXPERIENCE
SOMETHING
DIFFERENT
4 Executive Summary: Focus On Our Lake
6 Strategy Structure and Acknowledgements
Role and Purpose of Events
Lake Mac Events Vision
Our Values
12 Event Snapshot
14 Trends, Challenges and Opportunities
16 SWOT Analysis
Key Challenges for the Lake Macquarie Council
18
Event and Festival Team
20 Key Opportunities for the Events Team
38 Investment
40 Lake Mac Events Mix 2019 - 2020
42 Conclusion
2 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 3
LET’S FOCUS
ON OUR LAKE
Executive summary
Lake Macquarie is the twelfth-largest This Strategy and Action Plan is
Local Government Area (LGA) in NSW, ambitious and deliberate, and aims Key strategic deliverables
located south of Newcastle and north high to support the vision for the region
of the Central Coast. The City is home that enables experimentation and 2019- 2021 short-term actions
to more than 200,000 people living development of new markets, economic • Transition current governance structures
within 95 communities, including nine growth opportunities and promotion of to one that espouses contemporary
economic centres, wrapped around the our shared identity. event and festival activities and focus
largest permanent saltwater lake in the • Deliver over $600,000 in funding towards
The Actions are direct and have been
Southern Hemisphere, four beaches a targeted annual events program
developed to ensure Council:
and the Watagans National Park. including sponsorship, iconic events
• collaborates with community to and major festivals, partner, city identity,
The event and festival sector and
activate as well as entertain; community and neighbourhood events
competition for audiences have
increased dramatically in the last • develops events that are intimate, • Support, approve or deliver a minimum
decade. To be successful in delivering surprising and unexpected; and of 20 signature/iconic events for the City
diverse and quality events, Lake • Coordinate a City calendar of events
• incorporates ticketed and
Macquarie City Council must improve
economically powerful major • Implement new and customer-focused
its position and develop a holistic Event
festivals, attracted to our City and online events communication including
and Festival Strategy that challenges,
facilities. website, Facebook and Instagram
enables, advocates and drives
economic activity for the City. Events and festivals are only part of • Develop and promote Lake Macquarie
the picture when building a diverse Corporate and Conference Prospectus
and economically strong community. It 2021- 2025 medium-term actions
is significant that the Lake Macquarie
Event and Festival Strategy and Action • Build on icon events as a driver for
Plan was created in alignment with the tourism and visitor economy
2018-2022 Destination Management • Redevelop event infrastructure
Plan. Wide consultation confirms
2025 and beyond - future opportunities
that events are critical to the growth
of tourism and a major influencer in • Establish Lake Macquarie as a co-leader
driving awareness of Lake Macquarie within the Hunter as one of NSW and
City regionally and nationally. Australia’s great destinations
• Host an international signature event
that has wide economic benefit
4 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 5
LET’S MAKE
MORE HAPPEN
The purpose of the Event The development of the Lake Macquarie
Event and Festival Strategy and Action Plan
and Festival Strategy and is informed by Council’s Vision for the City,
Action Plan is to: Community Strategic Plan and associated
Operational Plan and Delivery Program,
and the Arts, Heritage and Cultural Plan
1 Identify the Lake Mac Events
Team’s role as:
• Sponsor;
• Funder;
2017-2027.
The Event and Festival Strategy and Action
Plan provides the strategic framework
for the next five years of event delivery
• Partner and facilitator
through Council, ensuring decisions
in enabling events to
and future directions for the service are
happen; and
informed and endorsed.
• Creative producer.
This strategy is aligned with:
2
• Council’s Arts, Heritage and Cultural
Build on what is unique
Plan 2017-2027;
about the Lake Macquarie
community and culture • Destination Management Plan 2018-2022;
through celebration and • Lake Mac 2050;
gatherings • Lake Macquarie Youth Strategy 2014-2019;
• Ageing Population Plan 2018-2022;
3 Identify economic and
employment opportunities
that derive from events and
festivals
•
•
Lake Macquarie Night-Time Economy
Action Plan 2019-2023;
Disability Inclusion Action Plan 2017-2021;
• Sustainable Development Goals, United
Nations 2015;
4 Develop marketing and
positioning strategies for
events and festivals and
•
•
Lake Macquarie Economic Strategy,
written by DANTIA;
Parks Fees and Charges;
• Priority Access to Performing Arts
5 Coordinate an annual
calendar of successful events
and festivals across the City. •
•
Centre Policy;
Local Approvals Policy;
Funding Assistance Policy;
• Child and Family Strategy 2015-2019;
• Aboriginal Community Plan 2015-2019;
and
• Multicultural Plan 2016-2020.
6 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 7
ROLE AND
PURPOSE
Our event landscape What are events? How are Lake Mac
The people of Lake Macquarie and For the interests of this Strategy and Events valued? Who delivers events and festivals in Lake Macquarie?
the wider Hunter love their events Action Plan, events fall into six main
Our vibrant City has events and Lake Macquarie City Council Community groups
and festivals. From music, food and categories:
festivals that enhance our lifestyle.
arts and craft festivals to sports • Lake Mac Libraries deliver a variety • Community services organisations
events, expos and conventions, new Community Value: We value lifestyle of events – about 2800 a year – from and groups
festivals and events pop up every and wellbeing storytime for toddlers to a major
year throughout our City and region, • Education services and schools
1 Cultural celebration Support and provide a sense of
writers festival
promising a variety of enriching • Fundraising committees
experiences. belonging through our community • Lake Macquarie City Art Gallery
by encouraging new initiatives and delivers about 300 events a year, from • Cultural group events and celebrations
The Lake Mac Events Team works activities that enrich the places where exhibitions and art workshops, to
across Council developing, • Religious gatherings
we live, work and play, and that children’s activities and sculpture tours
coordinating and delivering key 2 Business and trade events contribute to the City’s social fabric • Sustainable Neighbourhood Groups
events for the City, and manage • Community Services – Me2 Program,
and culture.
and assist community groups and Over 55s Program, NSW Seniors • Landcare
agencies to deliver about 250 smaller Strategic Goal 4: Celebrate Festival, NSW Youth Week, Reclaim
community events across Lake connectedness the Night, You’re Kidding Me Program, Sporting groups
Arts and
Macquarie. 3 entertainment events Celebrate and promote creativity,
International Women’s Day, Children’s
Week, Harmony Day, Picnic in the Park, • Private and regional clubs
Underwriting this Strategy and Action innovation and uniqueness through NAIDOC Week and other significant • Amateur and professional
Plan is the firmly held belief that engaging and active events, festivals, cultural events, May Movie Month,
collaboration is the key to great programs and exhibitions for Explore Our Great Outdoors • Local, regional and national
events and that every event we host Sport and recreation community and visitors. competitions and meets
is a pathway to the next.
4 • Communications and Corporate
Strategic Goal 9: Communicate our Strategy – Community engagement Businesses and commercial
It is important that Lake Mac Events culture: Be local, aim global opportunities
play with our City and region’s • Wedding planners
strengths, including the Lake and Transform Lake Macquarie into a • Leisure Services – Swim with the Stars,
State events • Private event planners
relaxed natural amenity of the City. 5 recognised visitor destination both
nationally and internationally.
Endless Summer in partnership with
the Lake Macquarie Youth Advisory • Corporate business
Council (YAC)
Community Value: We value a • Chambers of
diverse economy • Major events
Council celebrations and • DANTIA
6 sponsored functions Develop a five year Events Strategy for • Sponsored events
• Health services
the City.
Strategic Goal in Destination
Management Plan: Deliver unique
visitor experiences to enable growth in
tourism
8 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 9
To lead and facilitate
the successful and
professional delivery
of meaningful, creative,
quality events for our
EVENT
community and visitors.
Develop a vibrant
VALUES
Quality not Events that Creative Be proactive
annual calendar of
quantity have meaning empowerment and chase
It is not the number Events and festivals makes opportunities
successful
contemporary and
of events and festivals are successful if they
As a key driver within
that matters, but the capture the interest
quality of experiences of the community events the events and festival
sector of the City, it is
that ensures events are and visitors. As our
Attracting audiences essential that the Lake
creative events and
successful. society becomes more
to events and festivals Mac Events team actively
time poor, events and
is becoming more seeks, advocates,
festivals that share and
difficult and competitive. facilitates and supports
celebrate personal and
Thinking outside the provision of a variety
festivals in the City
community interests,
the box, curating of successful events
and that the community
performances and and festivals across the
can identify as their
stimulating immersive City to achieve strategic,
local Lake Mac event, will
experiences, colour, economic, social and
where people can meet,
have greater meaning to
action, community and creative outcomes.
potential audiences.
difference not only
define an event as one
to remember and return
learn, celebrate and
back to, but also attracts
interest nationally.
share experiences and
new opportunities.
LAKE MAC EVENTS VISION
10 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 11
SNAPSHOT Council also partners to facilitate 40
MANY
Lake Mac Events produces 35
and coordinates
FIVE OTHER
30
25
major events a year
(Lake Macquarie Festival,
Carols by Candlelight, Lake
EVENTS 20
each year including the
Mac Big Weekend, Living Lake Mac City Pro Junior surf event, 15
Smart Festival, and Float the Music in the Podium series at
Your Boat) with more than Warners Bay, Rathmines Catalina 10
110,000 Festival, NSW Surf Life Saving
Championships, Port to Port, Loop
the Lake, Lake Macquarie Running
5
participants.
Festival, Fernleigh 15, Lakefest, and 0
the Hunter Track Classic. 14/15 15/16 16/17 17/18 18/19
LOCAL EVENTS FUNDED BY COUNCIL 2014 - 2018
The primary followers (and those who are Cultural event Sporting event Community event Council owned event Sponsored event
engaged) of Council’s event social media
are female, with the exception of Twitter.
Since 2015, Council has
provided more than
75 per cent female
$252,000 and 25 per cent male
(average age 35-44 years)
2018 snapshot
9
KE MACQUA UNE 2018
R I E , 2 2 & 23 J
in funding to support
LA
25,000 consecutive years
2018 snapshot Festival attendees 2018 the Festival has
34
been held
68 per cent female 2018 snapshot
175 116
and 32per cent male people attended
the Festival’s morning
festival
stallholders
Business Chamber events
(average age 25-44 years). 3
live site events
$4000
in prize money 25,000+
people attended
203,997
people reached through
yoga session
in Warners Bay, Toronto,
proactive media
2938 3700
Swansea and Belmont.
votes in the free native plants
25 3,016,764
Stockland Glendale schools handed out
59 per cent male
boats entered people reached through garden bed competition
in the parade proactive communications
$32,999 288,665
and 41 per cent female worth of media people reached through
369,529
people reached
13,473
(average age 25-34 years)
generated social media visits to the
through social media
$32,994 326,985
Festival website
of media value people reached
generated through social media
950,795 36
12,026 2059 people free, sustainability
13,012 6778 individual entries in
reached through themed workshops
people responded to
views on Insta
stories across the
event nights
individual votes in
the People’s Choice
competition
Facebook event social media competitions
proactive media
The Living Smart Festival
Council funded, through was named
the Community Grants
Program and in-kind
support, AUSTRALIAN SHOT
SNAP
105 COMMUNITY 2018 snapshot 2018
2018 snapshot
EVENT OF THE
Australia’s Inaugural
community events in richest
1 ECS Boards
More than 5
2017-2018
SUP surfing competition Paddle Battle
13 418,521 15,000 performers
YEAR
events over 2 days people reached through attendees
proactive media with
Media mentions reached Event reached value of $55,065
152,746 more than
Total media reach Event reached
people, worth 38,000
people on social media 222,615 more than
for 2017 at the $42,528 people, worth 125,100
30,000+ $10m $29,785 people on social media
Australian Event Awards. spectators economic investment
More than 60
3000 participants in skate
Free Thristy Merc
spectators workshops
kids activities headline act
10,100 2
Fourth
year of the event
in Lake Mac
people reached
on Facebook
inaugural events
Lake Mac Food & Wine festival
Show and Shine
12 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 13
TRENDS,
CHALLENGES AND
OPPORTUNITIES
Regional trends in developing night-time economy,
has made evening and night-
National trends in
events and festivals time events popular. Light events and festivals
festivals such as Sydney’s Vivid,
Food and wine, aquatic Lake Macquarie is well
and Melbourne’s White Night,
and coastal, environmental positioned within the
Christmas Projections, Gertrude
and wildlife themed events Hunter and NSW for events
Street Projection Festival and
in regional areas are top and festivals. It is close to
Acland Street Projection Festival
drivers for regional travel in Sydney, Newcastle Airport and
feature artistic installations
Australia for the international Newcastle Cruise Terminal, has
and dynamic projections
market. Audiences travel great weather and is easily
on buildings and draw huge
to participate in boutique, accessible by road and train.
crowds after dark. Councils and
smaller, experienced-based
business chambers are leading Events have changed
events where there is a story or
the way in activating public dramatically over the past
meaning identified as part of
spaces and supporting this type decade in scale as well as
the event.
of event. value. Events drive tourism and
This has been particularly economic growth, with the event
For Lake Macquarie, there is
notable within the bespoke industry itself having undergone
opportunity for winter festivals
food industry. The “from the substantial growth in both value
to attract visitors during the
farm to the table” narrative has as a key strategic economic
‘off-season’. These events
become a major drawcard, with influencer, as well as a means of
are often family orientated
the current trend for high-end boosting the profile of the host
and feature ice skating rinks,
restaurants and chefs to make city or region.
snow machines and toboggan
pop-up appearances to add
rides for children. Examples Although events and festivals
a culinary focus to the event,
of this type of event can be are popular, they do not
not just food festivals. Other
seen locally in Newcastle’s necessarily require major
examples include pop-up
Winter Heat, Maitland’s After infrastructure and investment
restaurants in a free festival
Dark, and the Christmas Lights to gain significant returns.
outside the Australian Open,
Spectacular at Hunter Valley They also have the potential
playing croquet coupled with
Gardens. Other opportunities to improve liveability of a
food and drink, or value adding
include programming events region, display innovation and
to existing events with ‘Sensory’,
during the cooler months to celebration and have a wide
an immersive dining experiment
take advantage of our mild social and economic impact.
that explores the relationship
winters.
of sight, sound, taste, smell and Events and festivals are
touch. Another rising trend in the intrinsically linked with the
events and festival sector visitor economy. In recent years,
Other regional areas are driving
is adventure sports. Several Australia has seen a 20 per cent
tourism numbers through the
adventure sports events already growth in tourism from Asia.
attraction of events based on
exist in Lake Macquarie such
their natural environment, This Strategy and Action Plan
as the Port to Port mountain
iconic features, or unique outlines how Lake Mac Events
bike event that covers a
qualities. Wollongong for can produce, facilitate, partner
large area within the LGA
example boasts a picturesque and collaboratively create
including the Awaba State
coastline and hosts adventure events and festivals that
Forest and Awabakal Nature
running, cycling and water provide clear regional tourism
Reserve, adventure races in
events year round. benefits, improve employment,
the areas around Cams Wharf,
celebrate community and
Another change is how events and orienteering on Mount
generally provide vibrancy,
and festivals are planned. Sugarloaf. There are also
positive activity and opportunity
The broadening appeal of opportunities around go karting,
for community and visitors alike.
events and festivals that suit motorbike riding, archery and
busy lifestyles, as well as an horse riding.
increased awareness of the
opportunities presented by a
14 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 15
SWOT
ANALYSIS
Many of the overarching themes and key Strengths Weaknesses Opportunities Threats
challenges identified by the SWOT analysis • Proximity to Sydney and the Hunter • Red tape for the booking of facilities • Morisset Showground • Bound by legacy
have been captured in the Arts, Heritage and space for events
• The Lake as a stage and backdrop • Make better use of existing facilities • No conference/indoor facility – loss
and Cultural Plan. The work streams and • Minimal indoor facilities and locations of market opportunity
• Community love to gather and
organisational focus required to action and attendance is consistently high • Low-level cultural infrastructure • Work collaboratively within the • Lack of identity as a City
deliver these goals, strategies and actions are (theatre, performance hall etc.) region
• Substantial funding and support for • Unable to achieve objectives in
reflected in the new workforce structure for events and festivals in the City • Absence of large, ‘icon’, partner • Leveraging off events in Strategy
Arts, Culture & Tourism. • Speers Point Park
events and festivals for the City – surrounding regions
• Remain mediocre in the delivery of
currently no events of this kind
• More Lake-focused activities events and festivals
Governance and management structure • Warners Bay Foreshore
• Young people don’t identify with
• Construction of a suitable • Remain bland and unexciting
• Croudace Bay Park (due for Lake Macquarie
The structure in its simplest form is a customer-centric model, performing arts facility
completion 2020) • Lack of parking and transport
which aims to address the weaknesses identified in the SWOT • The Lake divides us and makes
• Programming the Rathmines options at major sites makes it
analysis by utilising the skills and expertise from across the • Council’s commitment to Master transport difficult
Hall, Lake Macquarie Centre for difficult to attract large events
Arts, Culture & Tourism Team. Aimed for complete migration plan-redevelopment of Rathmines
• Headstrong sense of town Performing Arts
mid-2019, the structure will be made up of teams that work with an events focus • Unable to attract major events and
identity that causes friction and
across the visual arts, performance, heritage, literacy, events, • Diversification provided by festivals
• Open space for large events competitiveness
tourism and marketing sectors. Speers Point Multi Arts Space from
• Morisset Showground • Limited night-time economy June 2020
opportunities
• Our beaches • Speers Point Park – a range of
• Lack of capitalising on large events events
in the region
• Improve processes for booking
• Current focus on legacy events events
without strategy
• Improve entrepreneurial and
• No diversity in events and festival conference programs
delivery
• Utilise transport on and around the
• No conference facility Lake
• Suburban demographic and • More evening and night-time
expectation activities
• No clear brand for Lake Macquarie • Increase our target market (or
Events target specific markets)
• No strong sponsorship or grant- • Improve value and performance of
seeking culture the Lake Mac Events Team
• Grow successful existing community
events into high profile events
• Take advantage of accommodation
availability in the off peak and
winter periods
16 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 17
Reactive vs Legacy events Accountability
Proactive Outside a handful of new Measuring and evaluating the
events since 2017, the event economic impact and success
The events industry in Australia
sheet for the City is mostly of an event, reviewing how the
has changed substantially over
filled with community legacy event was received, defining
the last decade and is growing
events and gatherings, with opportunities for improvement,
more and more as a legitimate
many continuing year after analysing attendance and
and significant economic driver
year unchanged. media data is as important
for the individual regions. It
as developing the program.
is also extremely competitive; Successful events and festivals
However, it is unfortunately
therefore, government and enable the community to
usually missed citing lack of
promoters need to take a grow socially, culturally and
time or importance. It is easy
proactive-aggressive approach economically. Hosting events
to have an event; it is hard to
to winning key events and because “that’s what we have
make one successful.
supporting emerging local always done” is neither healthy
opportunities rather than a
reactive-passive stance. Lake
nor the contemporary role of
Council.
Venues
Macquarie has traditionally Lake Macquarie City Council
Lake Macquarie is changing
been reactive rather than does not have an indoor
and Council has the
strategic in developing its entertainment venue that
opportunity to capitalise on
events calendar. could seat more than 500
the community’s growing
people as either a theatre
The effect of this is that the appetite for experimentation in
or conference venue. The
scope and diversity of events the events and festival sector.
City has three commercial
offered in Lake Macquarie We must identify, champion,
venues that seat up to 600
is small and community- highlight and truly take
people, Sala’s, Belmont 16s,
focused, with emphasis on advantage of what makes Lake
Caves Beach Hotel and Club
repeat annual events, medium Macquarie a distinctive event
Macquarie. Smaller venues
to small sporting meets destination regionally and
include Mercure Charlestown,
and competitions. When within NSW.
Apollo Charlestown and the
opportunities do arise, it is
difficult to negotiate approvals Community Catalina Convention Centre at
Rathmines.
within deadline.
perception The City manages the
Event and Festival Lake Macquarie is a relaxed, Lake Macquarie Centre
Servicing and family-orientated City that
values its laidback lifestyle,
for Performing Arts (300
seats) and Rathmines Hall
Infrastructure beautiful surrounds and open (currently undergoing a
spaces. Over the coming $1.8m refurbishment, seats
Many of our recreational areas
years, it is expected that 300). Regional theatres and
have not been designed with
the proportion of retirees conference facilities include
events and festivals in mind.
and elderly will grow, with Cessnock Performing Arts
An opportunity for ongoing
employment growth in health, Centre (466 seats), The Art
consultation with Events staff
retail, construction and House – Wyong Performing Arts
would assist with planning and
education. Centre (500 seats), Newcastle
installation of event-related
Civic Theatre (1450 seats), the
infrastructure and amenities The City’s legacy major events,
Entertainment Centre (2000
as upgrades occur throughout Lake Mac Carols and the Lake
capacity), Hunter School
these facilities. For example, Mac Festival, are community-
of Performing Arts’ Hunter
including three phase power, based annual day events
Theatre (380 seats), St Phillips
lighting, amenities, pathways and have not been promoted
College Theatre Waratah (470
and parking in the planning as tourist or driver events.
KEY
seats), Newcastle City Hall (820
stage to cater for specific Outside these days, the events
seat concert hall), Harold Lobb
events. calendar is predominantly
Concert Hall Newcastle (400
dotted with smaller community
seats) and the Laycock Street
events, which are largely sport-
Community Theatre in Gosford
based.
(392 seats).
There has been no significant
CHALLENGES
attempt to promote the
City and region to national
audiences.
18 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 19Reducing Red Tape Captive audience New partnerships
A ‘blanket Development Lake Macquarie residents love Either through more active
Application’ lodged by Arts, attending events and festivals. sourcing of sponsorship and
Culture & Tourism with the The number of community corporate partnerships to
scope of the ultimate event events held annually has been entrepreneurial events, there is
in mind, would streamline the steadily increasing, by more a large, untapped opportunity
process for event organisers. It than 20 per cent each year, to to approach events and
is proposed as an action within now where there are nearly festivals as partnership
the document, that a new 280 community events held activities that leverage
process occurs on our premier annually across the City. audiences and diversity with
event sites to increase appeal commercial interests.
to commercial events. The Targeted and Partnership opportunities
revision of our event licencing
procedure, and providing up-
strategic marketing exist with the wider Hunter
to-date information for event and positioning of network, value adding to
the Hunter Wine Country
organisers on an online portal,
would also assist with the
events events, Newcastle and holiday
destination periods.
application process. Lake Macquarie is part of the
Hunter region, a cluster of There is also opportunity
Improve use of Maitland, Cessnock, Newcastle, for sporting partnerships to
the Lake Singleton, Muswellbrook and
Port Stephens. The region has
promote the City to national
and international professionals
Given we have the Lake, we a population of about 500,000 and amateurs within the fields
have a major advantage with and is an hour’s drive from end of yachting and adventure
water activities occurring on a to end. water sports, golf and
regular basis, such as sailing individual sports.
Newcastle has the facilities
meets and regattas, jet ski
competitions as well as major
for large sporting events,
conferences and the
New Infrastructure
water-based events such as
Paddlefest, Float Your Boat and
accommodation to attract suitable for events
the Superboats.
major events such as the
Newcastle 500.
and festivals
The Lake is also becoming The showground is a cleared,
Port Stephens has a strong
increasingly recognised as a flat site comprising 13.1
tourism focus with Love Sea
destination for national titles hectares and is ideally located
Food Festival and Tastes at
to be held for sailing (Eastlakes 680m from the Morisset
the Bay Jazz Food and Wine
and Southlakes), jet skiing economic precinct, 850m from
Festival.
(Eleebana Lions Park) and wind the Morisset train station and
surfing (Toronto). Cessnock can host very large bus drop off and pick up, and
music events throughout the just 1.9km from the Pacific
Night-time economy vineyards, mainly aimed at Motorway, providing easy
a more mature crowd during access from Sydney, Maitland
Growing the City’s night-time
the visitor season, and has and the New England region.
economy is an important
a variety of bespoke events The site has infrastructure,
element in making Lake
happening in coordination. parking, utilities and suitable
Macquarie a City like no other.
zoning to support a major
To grow our economy and Maitland hosts Groovin’ the
weekend festival for up to
remain competitive, we must Moo and Aroma Festival, two
15,000.
attract new investment and very unique and long running
residents. To facilitate this
growing interest, Council has
events, as well as the newer,
very popular Bitter and Twisted
Experimentation
developed the Night-Time Boutique Beer Festival. New ideas and innovation in
KEY
Economy Strategy and Action the presentation of creative
The development, timing and
Plan 2019-2023 and Night-Time ideas and experiences
theme for events is linked with
Economy Working Group. differentiate events and
economic drivers and raising
festivals as key attractors.
regional profile, using events
Lake Macquarie as host
as a drawcard for Sydney
for an international arts
audiences. An opportunity
biennale, music festivals and
OPPORTUNITIES
exists for Lake Macquarie to
international sport regattas are
develop strategies to cluster
all possible with strategy and
activities that have traditional
collaboration.
and trending appeal to Sydney-
siders (particularly Western
Sydney) into larger overnight
packages, improving variety
and linking with tourism-based
international-ready products.
20 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 21STRATEGIC GOAL 1
Celebrate Aboriginal and Torres Strait Islander culture A SENSE OF PLACE AND BELONGING
Lake Macquarie is traditional Awabakal land, where the culture of all people is recognised,
acknowledged and respected.
Strategic goal
and focus area Strategy Deliverable actions Detail Timeframe Resources Teams
alignment
1 AHC 1.5 Celebrate and promote Aboriginal and Torres Strait Support community groups and Funding and logistic support for NAIDOC and Sorry Day events Operations Community
KFA and Islander cultural heritage organisations to provide programs Services
Strategy 5.3.1 or activities that promote cultural Grants
identity External partners
2 Ensure all major events start with Ongoing Aboriginal
Welcome to Country Community
3 Engage Aboriginal artists and Aim for all Council major events to include Aboriginal artists/ Ongoing Lake Mac Libraries
businesses within existing community performers Arts, Culture &
and Council-hosted events Tourism
4 Investigate and seek opportunities to Council to host an annual Harmony Day Event Operations Community
host International cultural festivals Grants and Services
commercial
approaches
5 3.1 NTE Action Investigate feasibility of a seasonal Coordinate an International Film Festival for Lake Macquarie Annual Operations Arts, Culture &
Plan7 cinema festival in a suitable Lake Grants and Tourism
Macquarie venue commercial external partners
approaches
6 Continue with existing May Movie Month annual program Operations Community
Services
AHC Refers to Arts, Heritage and Cultural Plan
KFA Refers to Key Focus Areas
NTE Night-Time Economy (Working Group and/or Action Plan)
GNMP Greater Newcastle Metropolitan Plan 2018
DANTIA Economic Development Strategy 2018-2038
SCP Social and Community Planning team
22 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 23STRATEGIC GOAL 2
Develop our City’s visual identity A SENSE OF PLACE AND BELONGING
Promote and facilitate quality and diverse public art initiatives, place making and aesthetic design
excellence of our built and landscape architecture.
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
7 AHC 2.8 Assist in developing a night-time Partner and facilitate a range of events that encourage Music in the Podium 2019 onwards Operations Night-Time Economy
KFA and economy evening and night-time activation Night markets Grants and Working Group
Strategy 5.3.1 Pop-up Bars/Speak Easy commercial
3.2 NTE Action Plan Other Council sites approaches Community Services
Night skate event Charlestown Team
8 2.2, 2.3 and 2.5 NTE Creatively produce a diverse selection of events that Evening component at the Living Smart Festival 2019 onwards Operations Night-Time Economy
Action Plan encourage evening and night-time activation Evening music concerts around the Lake Grants and Working Group
FeastFest in local foreshore sites throughout winter commercial
Superboat evening events approaches Community groups
Event and festival
coordinators
9 Continue growth of Float Your Boat to attract national and Annual two-day event in winter Annual Operations Arts, Culture &
international interest. Grants and Tourism
KPI – Grow audience 2500 a year to 25,000 in 2022 commercial external partners
approaches
10 1.8 NTE Action Plan Develop a business workshop event for local businesses In conjunction with the Night-Time Economy Working Group 2019 Operational NTE Working Group
Chambers
DANTIA
11 Integrate and support Council’s Investigate and support branding opportunities with existing Incorporate with wider marketing and tourism actions and Ongoing Operational Communications
City Identity Strategy and and new iconic and signature events promotional material Tourism
Positioning
12 Develop event branding guidelines 2019 Operational Communications
13 Identify opportunities for social media coverage at 2019 Operational Communications
major events and media announcements as well as targeting the Arts, Culture &
Tourism sector Tourism
14 Develop a Calendar of Events that Incorporate contemporary marketing and promotional In line with Arts, Culture and Tourism and Communications 2019-2020 Operational Arts, Culture &
provides easy access and target actions that are aligned with the character of the event. strategic marketing actions and priorities omwards Tourism
marketing to attract visitors to Include events and festivals spaces within Citywide GIS
a diverse range of events and to show residents and regulators what type events are
festivals all year round proposed and where
15 Showcase the lake as a key tourism Partner, facilitate and produce a series of diverse events 2019-2020 Operational Arts, Culture &
and event driver for the city that focus in or on the lake eg Float your Boat, regattas, omwards Tourism
Superboats, fishing competitions etc
24 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 25STRATEGIC GOAL 3
Celebrate connectedness A SENSE OF PLACE AND BELONGING
Support and provide a sense of belonging, yet encourage our suburbs and economic centres to
develop their own cultural identity by encouraging new initiatives and activities that make the
places in which our residents live, work and play a central facet of Lake Macquarie’s cultural life.
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
16 AHC 4.2 Develop meaningful community arts Provide creative programming that supports quality Investigate ways to assist groups to activate public spaces of an 2019-2020 Operational Cultural
KFA and projects community program deliver and participation evening onwards Development
Strategy 5.1.4 Officer
5.4 NTE Action Plan
NTE Working
Group
External partners
Youth council
17 AHC 4.2 Actively work with Cultural Projects Officer on new Open Studio Trails 2019-2020 Operational and Cultural Project
KFA Strategy 5.1.4 community arts programs Evening sculpture events onwards grants Officer
Outdoor theatre productions
Opera and live music events
Marching bands Artists
Dance companies
Heritage celebrations
18 AHC 4.7 Establish an annual ‘Neighbourhood Seek opportunities to link major arts festivals with 2020 Operations, Community
KFA and Connection’ program to develop micro- neighbourhood initiatives grants and Services
Strategy 2.3.1 tourism economy commercial
approaches
19 AHC 4.8 Explore a City-wide community festival with events 2019-2024 Operations,
KFA and taking place in key locations in and around the Lake, grants and
Strategy 2.3.1 connecting communities to culture commercial
approaches
20 Provide ’one-stop shop‘ to assist community groups in Include within the SmartyGrants program, training and support for 2019 ongoing Operational
providing successful events groups to participate
21 Define equipment required and establish pop-up play 2019 Operational
events kits
22 AHC 6.1 Ensure the team continues to place Review existing processes and reduce red tape in Engage SmartyGrants to have application process online 2019 Operational Communications
KFA and customers at the centre of all allowing groups to implement events in the City
Strategy 6.1.2 programming and operations
23 Streamline compliance and regulations Review all current event and community licencing procedure, DAs, 2019 ongoing Operational Arts, Culture &
focusing on making the process easier and faster Tourism
24 3.3 NTE Action Plan Revise existing policies, funding programs and Review all existing processes and review based on customer use, 2019 Operational Communications
procedures aligned with this Strategy and Action Plan process, effectiveness and strategic criteria Arts, Culture &
Tourism
25 3.8 NTE Action Plan Review best practice and value for money from Review and simplify all existing processes and review based on 2019 ongoing Operational NTE Working
supported and sponsored events customer use, process, effectiveness and strategic criteria Group
Communications
Development
26 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 27STRATEGIC GOAL 3
(continued)
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
26 AHC 6.2 Seek opportunities to enhance productivity and Including the division of Council funds through the grants program Ongoing Operational Events Team
KFA and strengthen offerings through a comprehensive review and include one-off, multi-year and sponsor partnerships as a
Strategy 6.1.2 of systems and processes means of growing the event sector
27 AHC 6.4 Review staff capabilities and plan a Review event and festival governance, PDs and Review existing team structure and align PDs with Strategy 2019 ongoing Operational Events Team
KFA and comprehensive development program processes
Strategy 6.1.2 to build the capabilities needed to
achieve the outcomes envisaged in
this Plan
28 AHC 6.9 Invest in quality infrastructure that Complete a Performing Arts, Hall and Theatre Review Develop and implement contemporary performing arts, halls and 2019-2020 Operational Events Team
KFA and meets community and economic and implement recommendations theatre operational models, subscription seasons and industry
Strategy 6.1.2 aspirations partnerships. For example, Rathmines, Speers Point Multi Arts Space
and Lake
29 Complete a feasibility study and, if viable, develop 2020 Operations, Events Team
concept designs for a new performing arts centre grants
30 Complete a feasibility study and develop programming Pasterfield Sports Complex, 2020 Operations, Events Team
for our major sporting and leisure facilities Charlestown Skate Park grants Asset
Lake Macquarie Football Facility Management
31 Build on events and festival equipment Incorporate events supporting infrastructure within Includes, if suitable, three-phase power in strategic locations, food Operations,
as a resource all recreational parks including new capital and van access etc. grants and Asset
redevelopment works Upgrade the stage at Speers Point Park commercial Management
approaches
32 Develop Plan of Management and Operational Strategy 2019-2020 Operational Asset
and programs for the Morisset Showground as a key Management
event and festival location Arts, Culture &
Tourism
33 AHC 6.13 Achieve national event and festival Continuously review service delivery for excellence, Complete monthly, quarterly and annual reporting against KPIs and Operational
KFA and professional standards in governance, efficiency, cost management, sustainability, industry benchmarking
Strategy 6.1.2 operational responsibility and integrity programming and resource use
34 AHC 6.15 Actively seek sustainable funding partners and sources 2019 ongoing External funding
KFA and for project and program delivery
Strategy 6.1.2
35 Actively seek funding sources and sponsorship for Develop a sponsorship prospectus for iconic events 2019 ongoing External funding Communications
major and significant events Arts, Culture &
KPI: 20 per cent of Council events funded through sponsorship by Tourism
2023
36 Embrace sustainable and environmentally responsible Ongoing Operational
practices, such as UN Sustainable Development
Standard Actions, into our planning and programming
of events and festivals
37 Develop business partnerships with Work with chambers and business sector for major 2020 Operational Events Team
tourism, retail and the professional events
sector in the support of industry
specific events
28 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 29STRATEGIC GOAL 4
Foster open communication, partnerships and leadership A CITY OF CULTURE AND INNOVATION
Honour open and honest communication with the creative community, facilitate and champion
partnerships that strive for the City’s arts, heritage and cultural vision and promote and facilitate strong
leadership within the sector.
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
38 Incorporate sound planning into the 1. Embrace sustainable environmental practices 2020 Operational Events Team,
development of events and festivals into our planning and programming of events DAC, Community
within the city and festivals Partnerships
2. Continuously review events governance approvals
processes in alignment with land control and
plans of management for Council, private and
Crown lands
3. Continuously review in line with DANTIA and other
Hunter economic strategies and focus areas
4. Create and implement evaluation program
for events and festivals for economic as well
as social, infrastructure and environmental
pressures/opportunities that were created
because of the event
39 AHC 7.1 Support and nurture an environment Ensure openness and continuous improvement Ongoing Operations, All
KFA and that encourages creativity and through an open grant program and annual grants and
Strategy 6.1.1 innovation Expresssions of Interest for the delivery of events commercial
approaches
40 AHC 7.4 Maintain existing and instigate new Develop strategic funding, programming and KPI: Partner with a minimum of 20 external events providers Ongoing Operational External
KFA and partnerships with external regional and professional development partnerships with stakeholders
Strategy 6.1.1 national cultural organisations organisations
41 Develop a communication database with other event 2019 Operational
organisers, stakeholders and operators, performers,
stallholders and musicians
42 AHC 7.7 Create opportunities that provide open Investigate the creation of a formal network of Develop opportunities around NSW and aligning with councils 2019 Operational External partners
KFA and communication, partnerships and professional events businesses and organisations
Strategy 6.1.1 leadership
43 3.6 NTE Action Plan Develop a Live Music Action Plan for the City, in Program events that support music and live performance Long-term Operational NTE Working
consultation with key stakeholders including local Group
GNMP artists, venues, community and businesses
External partners
44 GNMP Identify and activate existing assets to support live Presentation of live music at existing Council cultural assets and Ongoing Operations,
music and performance through partnership programming grants and
commercial
approaches
45 AHC 7.11 Strengthen all cultural organisations in Develop professional development workshops in 2020 onwards Operational
KFA and the City, professional or amateur, big or successful events management
Strategy 6.1.1 small
46 Provide training and information kits for community Events guideline and prospectus that assists organisers to plan and 2020 onwards Operational Communications
events organisers in consultation with other implement their events Arts, Culture &
departments eg: accessibility and child protection Tourism
Community
Services
30 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 31STRATEGIC GOAL 5
Value and support our creative industry and cultural economy A CITY OF CULTURE AND INNOVATION
Lake Macquarie values and supports individual creativity, skill and talent, which have the potential to
drive employment and the development of a sustainable creative economy.
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
47 GNMP Build capacity in events and festival Support events that employ artists, contractors, artistic Ongoing Operations, Contractors
sector employment directors, food vendors and logistic support grants and
commercial
approaches
48 3.9 NTE Action Plan Develop an annual program of Lake Continue to curate a regular program of events and KPI – Minimum of 120 events and festivals of all scales delivered within Ongoing Operations, NTE Working
Macquarie events that supports the festivals that activate our outdoor, public and natural the City. grants and Group
City being home to excitement and environment. commercial
Arts, Culture
adventure sports (City identity) approaches
& Tourism
Community
Services
External
partners
49 Develop and/or partner with unique and bespoke For example, Hillsborough Dog Showground, Go Carts Go, motorbike and 2020 ongoing Sponsorship, External
events that attract niche markets – prestige car shows, partnership partners
pistol clubs
go-carts, sailing, geocaching
50 AHC 8.2 Develop, in conjunction with performing arts groups, a 2019-2020 Operations, Major
One Act Play Festival grants and Projects
KFA and
commercial
Strategy 2.3.1 Lifelong
approaches
Learning
51 AHC 8.2 Develop and implement poetry and creative writing KPI: Two a year 2019-2020 Operations, Major
events for aspiring writers grants and Projects
KFA and
commercial
Strategy 2.3.1 Lifelong
approaches
Learning
52 AHC 8.2 Develop and implement writers events for young KPI: Two a year 2019-2020 Grants Major
people Projects
KFA and
Strategy 2.3.1 Lifelong
Learning
Youth Council
53 Undertake a music revival program including live KPI: Minimum four a year Operations,
music events grants and
commercial
approaches
54 3.7 Deliver a music festival event for upcoming and well- KPI: Minimum of 3 per year Long-term Operations, NTE Working
known artists to showcase original music grants and Group
commercial
approaches
55 Include opportunities for artists to be Incorporate an artist in residency program as part Operations, Contractors
involved with Council events of Living Smart Festival, Float Your Boat and other grants and
Council events. Actively seek Expressions of Interest commercial
from the commercial community. approaches
32 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 33STRATEGIC GOAL 6
Communicate our culture: Be local, aim global A CITY OF CULTURE AND INNOVATION
Celebrate and promote creativity, innovation and uniqueness through engaging and active events,
festivals, programs and exhibitions for the community and visitors to our City.
Strategic goal Strategy Deliverable actions Detail Timeframe Resources Teams
56 Strategic
AHC 6.2 goal Strategy Deliverable actions
Seek opportunities to enhance productivity and Detail Timeframe
Ongoing Resources
Operational Teams
Events Team
KFA and strengthen offerings through a comprehensive review
Strategy 6.1.2 of systems and processes
56 Actively pursue and develop a Minimum four per year Major events and festivals that are readily identifiable with Lake 2019 ongoing Operations, Tourism
57 AHC 6.4 Review staff
nationally capabilities
significant and
suite of plan a
strategic Review event and festival governance, PDs and Review existing
Macquarie team structure
that receive nationaland
andalign PDs with Strategy
international recognition and 2019 ongoing Operational
grants and Events Team
comprehensive development Arts, Culture &
KFA and icon and signature events andprogram
festivals processes have impacts beyond the boundaries of the City. Council sees its commercial
Strategy 6.1.2 to build the capabilities needed to Tourism
for the City role as producer, approver, in-kind and financial supporter. approaches
achieve the outcomes envisaged in this External
Plan stakeholders
58
57 AHC 9.4
AHC 6.9 Invest in Lake
Position quality infrastructure
Macquarie that
as creative, Completea alarge
Develop Performing Arts, Hall
scale cultural artsand Theatre
festival thatReview
attracts Develop and implement
Development contemporary
2019 for presentation 2020performing arts, halls and 2019-2020
2019-2020 Operational
Operations, Events Team
Marketing
KFA and meets community
innovative and economic
and cosmopolitan and implement
national recommendations.
attention theatre operational models, subscription seasons and industry grants and
KFA and Strategy
Strategy 6.1.2 aspirations Investigate improvements to the Toronto foreshore to partnerships. For example, Rathmines, Speers Point Multi Arts Space Lifelong Learning
commercial
6.1.3 accommodate evening and night-time events and pop and Lake approaches Cultural
up activation opportunities Development
59
58 AHC 9.4 Complete
Raise a feasibility
the profile study of
and scope and,
theifHistory
viable, Illuminated
develop KPI increase annual audiences by 5% 2020
2019-ongoing Operations,
Operations, Events Team
Marketing
concept
event to designs for a new performing
attract out-of-region visitors arts centre grants and
grants
KFA and Strategy Lifelong Learning
60 Complete a feasibility study and develop programming Pasterfield Sports Complex, 2020 commercial
Operations, Events Team
6.1.3
for our major sporting and leisure facilities Charlestown Skate Park approaches
grants Artists
Asset
59 3.4 NTE Action Plan Utilise spaces in different and unique Support experimentation with open spaces, foreshore Lake Macquarie
Including pop-upFootball
events Facility
such as water parks, circuses, open air Ongoing Operations, Management
External
ways parks, shared pathways, beaches and town centres as cinemas and performances. grants and stakeholders
61 Build on events and festival equipment sites for dayevents
Incorporate and evening events.
supporting infrastructure within Includes, if suitable, three-phase power in strategic locations, food commercial
Operations, Community
as a resource all recreational parks including new capital and van access etc. approaches
grants and Asset
Services
redevelopment works Upgrade the stage at Speers Point Park commercial Management
60 Actively pursue and develop a Further develop growth strategies for Loop the Lake, Identify existing sporting trends and activities, define scope for Operations,
approaches External
nationally significant suite of strategic Surfest, sailing events, national skateboarding circuit growth and activate with a calendar of aligned events grants and stakeholders
62 sporting and adventure events and Develop
and morePlan of Management and Operational Strategy 2019-2020 Operational
commercial Asset
festivals for the City and programs for the Morisset Showground as a key approaches Management
event and festival location Arts, Culture &
61 Participate in the creation and 2019 and Operational Hunter
TourismEvents
development of a Hunter Events ongoing Network
63 AHC 6.13 Achieve national event and festival
Strategy Continuously review service delivery for excellence, Complete monthly, quarterly and annual reporting against KPIs and Operational
KFA and professional standards in governance, efficiency, cost management, sustainability, industry benchmarking
62 Strategy 6.1.2 Actively source
operational major national
responsibility and integrity programming and resource use Develop prospectus 2019-2020 Operational Tourism
promoters to consider Lake Macquarie
64 AHC 6.15 Actively seek sustainable funding partners and sources 2019 ongoing External funding External
as a region
for project and program delivery stakeholders
KFA and
63 Strategy 6.1.2 Develop a conference and business Develop prospectus KPI: Facilitate a minimum of 2 commercial conferences per year 2019-2020 Operational Tourism
event prospectus and partnership
65 Actively seek funding sources and sponsorship for Develop a sponsorship prospectus for iconic events 2019 ongoing External funding Communications
Tourism
framework to encourage investment in
major and significant events Arts, Culture &
providers
the City
KPI: 20 per cent of Council events funded through sponsorship Tourism
64 Manage a coordinated approach for the Deliver all funding and sponsorship through by 2023 Ongoing Operational
promotion of festivals and events in SmartyGrants annual grant funding round
66 Embrace sustainable and environmentally responsible Actively work to achieve objectives outlined in Councils ESSAP 2019 Ongoing Operational
the City and the region
practices, such as UN Sustainable Development - 2027 Plan (Environmental Sustainability Strategy and Action Plan)
65 Link events with Visitor Information Includes
Standardcross propostion
Actions, into our marketing, Tourism
planning and programming KPI – increase
by taking major
the lead in event
waste audiences
avoidance,by a minimum
repair, of 5recycling,
reuse and per cent in Ongoing Tourism
Centre promotions and Destination Ambassadors
of events and at major festivals
festivals per year
the purchasing and disposal of assets, resources and wastes.
Communications
Strategy
67 AHC 6.20 Grow the capacity and impact of our Support the wider volunteer program for Council with KPI: engage a minimum of 30 volunteers to assist with community 2019 Operational
KFA and volunteers working within the cultural an events volunteer stream liaison
Strategy 5.2.2 sector
34 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 35KPIS
Number of iconic events
Current
6*
Goal
12
Examples
Float Your Boat, Living Smart
each year Festival, Surf Life Saving
Championships, Lake Mac
Festival, Superboats
Number of major events 12* 20 Surfest, Loop the Lake,
each year Belmont BBB, regional sporting
competitions, Speers Point Food
and Wine Festival
Percentage of population 50% 70% Surveys conducted at selected
attending Council events events to gauge participation
annually demographics
Attendance at programs within 150,000 250,000 Art Gallery, Lake Macquarie
cultural venues Centre for Performing Arts,
Speers Point Multi Arts Space,
Rathmines Theatre
Number of cultural programs 3000 3500 Lake Mac Libraries, Art Gallery
and events and Cultural Development
Number of community events 69 80 Within the City
funded through community
grants and Sponsorship program
Number of Chamber/Town Centre 5 12 Within the City
events funded
Increase in social media reach 0 10% Increase of 10 per cent per
and engagement at LMCC iconic annum depending on event and
events interest
External funding/sponsorship $40,000 $120,000
received each year for events
and festivals
Increase in bookings of 75 90
Lake Macquarie Centre for
Performing Arts
*based on existing definition of iconic and major events. It is anticipated this will change when
new events occur within the City.
36 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 EVENT AND FESTIVAL STRATEGY AND ACTION PLAN 2019-2024 37You can also read
