13/04/2013
Townsville City Council |
Case Study |
|
Kara Webb…………………………………………………………………….……G00272321
Lisa Keher……………………………………………………………………………..1022904
Juley-Ann Collins………………………………………………………………..…G00279550
Allanah McGhee………………………………………………………...………….G00277735
Table of Contents
Strategies 1
Changes in Strategy 3
Challenges 5
Programme 5
Budget 5
Culture 5
Delivery 6
Recommendations 7
Bibliography 9
Strategies
Pre-amalgamation, both councils had an events programme but only Thuringowa city council had an events strategy. Townsville city council used very little strategic planning in their events or between the various departments involved in staging events. In contrast to this Thuringowa city council employed two full time event managers, who developed an event strategy for the city. Post amalgamation, the Townsville city council focused more on its event delivery structure, through establishing an event management team. One of their main focus points was to develop and implement an events strategy for the newly formed city. The Events and Protocol Unit initially had to identify, define and establish the following key areas in order for them to proceed with their goals.
The first of these goals was to define the types of events which they wanted to host. They then needed to create an events continuum, which would set out the procedures of how an event should operate e.g. plan the event, carry out the agreed tasks in the plan, monitor the event to ensure all elements are going according to these plans, and then reflect back on the event in order to improve and make preparations for future events. Next they distinguished the key stakeholders that they wanted to attract, and then they matched the types of events planned to these stakeholders, enabling them to re-enforce their brand. Finally they could establish the principles, processes and procedures of these planned events.
Other factors that the team wanted to identify...