Arts, Culture and Heritage Committee

Late Item
























Rachel Bowen (Chairperson)

Jim Jefferies (Deputy Chairperson)

Grant Smith (The Mayor)

Susan Baty

Vaughan Dennison

Brent Barrett

Karen Naylor

Adrian Broad

Bruno Petrenas

Gabrielle Bundy-Cooke

Tangi Utikere
















Arts, Culture and Heritage Committee MEETING


12 November 2018







15.       Review of Joint Marketing Opportunities for Council Controlled Organisations (CCOs)                                                                                                                              Page 5

Memorandum, dated 8 November 2018 presentd by the General Manager - Marketing and Communications, Sacha Haskell.    








TO:                                Arts, Culture and Heritage Committee

MEETING DATE:           12 November 2018

TITLE:                            Review of Joint Marketing Opportunities for Council Controlled Organisations (CCOs)

DATE:                            8 November 2018

Presented By:            Sacha Haskell, General Manager - Marketing and Communications, Marketing and Communications

APPROVED BY:             Heather Shotter, Chief Executive




1.   That the Council notes the information provided in the report dated 12 November 2018 and titled “Review of Joint Marketing Opportunities for Council Controlled Organisations (CCOs)”.

2.   That future inclusion of a commitment by CCOs to joint marketing initiatives is reflected within the CCO Statements of Intent and this is included as a result of the previous report dated 19 October 2018 and titled “Proposed Process for s17A Stage 2 Review of the Arts and Culture Organisations” (ITEM 12).




1.         ISSUE

1.1       The greater the success of CCO organisations and their activities, the more they are contributing to the vision of Council.

1.2       The CCOs believe that Council is well positioned to supply more marketing support for their organisations.

1.3       The Marketing and Communications Unit has engaged with CCO staff to understand marketing opportunities within Council however each CCO has their own board, operational staff and strategic direction. They are also funded by Council to provide their own marketing initiatives.

1.4       A key enabler to realising marketing opportunities is working in a different way than existing systems that provides for a commitment by the CCOs to engage in Council solutions and recommendations to help jointly market their facilities and activities.

1.5       CCOs are currently funded to undertake their own marketing under the current Statements of Intent.

2.         BACKGROUND

2.1       This Memorandum addresses the Council instruction from April 2018 that “the joint marketing of cultural Council Controlled Organisations be referred to the chief executive and be reported back to the Arts Culture and heritage Committee in October 2018”.

2.2       Although some of the CCOs have raised the need for more marketing support individually this has also been raised by Councillors. It is noted that for the purposes of this report CEDA is treated separately, as they are not an organisation that requires marketing in and of itself – rather, they are currently funded by Council to provide marketing services for the region. It is also out of scope of the report requested by the Council.



Investigations on the opportunities reveal two areas of opportunity:

3.1       Introducing tactical measures between CCOs and Council’s Marketing and Communications Unit which better market existing CCO programming, under the existing Statements of Intent with Council, which includes:


3.1.1  Market Research

The new Marketing and Communications Unit will be engaging market research on City experiences and what visitors perceive as opportunities for Palmerston North to be creative, vibrant and exciting. There is an ability for CCOs to contribute to the research brief so that responses can provide insights for CCOs.


3.1.2  Greater planning and programming engagement between CCOs with Council Events

Council hosted bi-monthly meetings with CCOs and event stakeholders are already underway to talk about issues and engage in a two-way conversation and identify marketing opportunities.


3.1.3 Greater use of CCO venues to deliver Council events

The 2018 PNCC Christmas Carols will be moved to Caccia Birch House grounds from The Square as this will provide a much better event experience, while also supporting the CCO.



3.1.4  Online Portal

An investigation on how we can provide an online portal to improve Council communications and provide opportunities to support CCOs events and other Palmerston North City event stakeholders revealed a case study from Waipa District Council.

We would suggest a similar approach is implemented within a Palmerston North City context.

Waipa District Council built a stand-alone events calendar three years ago with the aim of:

-     enabling anyone in the community to log in and list their own events

-     providing information about hosting and promoting events through an online toolkit


Like the current Eventfinda solution used in Palmerston North, ‘What’s On Waipa’ steps users through the process of listing an event with mandatory fields for key information. Unlike Eventfinda, the Waipa case study enables council staff to have full control of the published content.  in that they receive an email notification when a new event is listed, and then log on to the site to review and publish each event. Each event takes between five to 10 minutes to edit. Some photoshopping and rewriting is required but event descriptions are mainly left as is.

Results of a Waipa user-experience survey 12 months ago, showed that people were generally positive about the modern look and feel of the site, and liked the lack of competing ads found within Eventfinda. There have also been multiple requests for the site to enable ticket sales.

A similar approach by Palmerston North City Council would achieve a one stop shop for events including ticket sales.


3.1.5  Online Event Resources

Currently Council has a manual and paper based system of providing event resources for event holders. Bringing this online would mean access to resources for CCO staff and beyond to provide online event tools to a wider audience. This would be more cost efficient and sustainable to Council by using digital channels rather than manual paper and phone based engagement.

The online toolkit can be achieved immediately through our website, as this only requires content development which can draw on existing events resources.


3.1.6  Office Use Only Shared Calendar

The need for a common calendar has been requested by CCOs and wider event stakeholders. Council will trial a Google Calendar for use by CCOs and other event organisers in the City for use when planning larger scale events. The purpose of this is to allow greater visibility across the sector when scheduling events likely to have an impact on accommodation resources, and to avoid clashes with other larger scale events thus splitting the audience and opportunity.

The success of this calendar will lie in the level of engagement, and the accuracy of the information provided by stakeholders.


3.1.7  Customer Relationship Management

Council is scoping a Customer Relationship Management (CRM) system for Marketing and Communications. The Events Calendar would link to this CRM and would allow for more automated communications to an Events database with the ability to send Events related information from the CCOs to their customers to support Events in the city. This will require additional Council investment but will be a game changer in providing opportunity for Council and CCO’s to jointly market their events.

For the immediate term, the Calendar trial will be undertaken to gauge the use and commitment by CCOs, event organisers and venues to input and maintain the calendar.

In addition, work will also be undertaken with the PNCC IT team on integration solutions with existing booking and calendar systems with a view to minimising administrative requirements by all contributors.


3.2       3.2 The second area of opportunity provides for a smarter way of working between Council and CCOs under new Statements of Intent providing for greater consolidation using packaging and programming of content. An example of how this can provide benefit across all CCOs is provided in an example below:


3.2.1    Packaging and programming of arts, sports, culture and heritage

Coordinating and consolidation of arts, heritage, sports and community events is currently cumbersome between CCOs and Council and at times between Council Units themselves as there are different priorities.

Coordinating and consolidation of these areas would provide much greater attention and engagement across the board across all activities within these disciplines.

An illustration of how this can be applied is provided below using the Nationally Significant Event of the Speedway Team Champs – an event which has attracted 14,000 plus visitors over a two-night competition, consistently over decades in Palmerston North.

Speedway is a sports event that attracts most of its visitors from outside the region and to whom all share a common passion and interest.

Enabling CCO and Council programming integration for Speedway leading up to and over this event, provides the following benefits:

-     improves visitor experience

-     increases participation and engagement with CCOs

-     provides financial return to the city

An example of a program integration plan for Speedway Teams Champs could be:

The Regent:  Offers a play on the life and times of Burt Munro “the World’s Fastest Indian. With maximum capacity of 1,393 per night at #% of the Speedway audience this would sell out.

The Globe: A premiere showing of “Born racer the Scott Dixon story”. With maximum capacity of 174 per night at 10% of the Speedway audience, this would expect to sell out.

The Arts community: Could “paint a car” with the winning design skinned on an actual race car at the event and have it on display at Te Manawa.

Te Manawa: Provides a retro Speedway Teams Champs Exhibition celebrating the decades of legacy of Speedway in Palmerston North, featuring the new “painted speedway car”.

Events & Community: The miniature remote speedway car interest group could be set up on their own replica dirt track of the Arena in The Square and each providing recently immigrated kids to have a go for free controlling the cars in a race representing their country.

Ideas are only limited by the imagination and events experience and expertise to know “what works” and “what doesn’t”.


4.         NEXT STEPS

4.1       Engage with the CCOs over their Statements of Intent to include a commitment to joint marketing initiatives.

4.2       Explore the opportunities outlined in the report with the CCOs


5.         Compliance and administration

Does the Committee have delegated authority to decide?

If Yes quote relevant clause(s) from Delegations Manual <Enter clause>


Are the decisions significant?


If they are significant do they affect land or a body of water?


Can this decision only be made through a 10 Year Plan?


Does this decision require consultation through the Special Consultative procedure?


Is there funding in the current Annual Plan for these actions?


Are the recommendations inconsistent with any of Council’s policies or plans?


The recommendations contribute to Goal 2: A Creative and Exciting City

The recommendations contribute to the outcomes of the Creative and Liveable Strategy

The recommendations contribute to the achievement of action/actions in the Events and Festivals Plan

The action is: Coordinate city and community events.  And establish an online calendar of regional and local events that is easy to access.

Contribution to strategic direction

The recommendation in the Memorandum will provide a mandate for progressing coordination of the marketing of CCO events with a view to establishing the online calendar that is easy to access by the community.