Adopted Report Economic Development and Major Projects ... · 1/25/2017 · Economic Development And Major Projects Committee Meeting 25 January 2017Adopted Report ADOPTED AT COUNCIL

729

Adopted Report for the

Economic Development and Major Projects Committee Meeting

held

Wednesday 25 January 2017

at

2pm

City of Gold Coast Council Chambers 135 Bundall Road Surfers Paradise

729th Council Meeting 31 January 2017 2 Economic Development And Major Projects Committee Meeting 25 January 2017 Adopted Report

Index

Adopted Report

Economic Development and Major Projects Committee Meeting

Wednesday, 25 January 2017

Item Direct. File Page Subject

1 EDMP CS105/2018/07(P1) 4 GC2018 Gold Coast City Marketing Plan

Closed Section

2 EDMP LG426/602/-(P30) 63 2018 World Parachute Championships

General Business

3 EDMP LG115/1296/01/2017 72 2017 Proposed Agenda Items For The Economic Development & Major Projects Committee

4 EDMP LG115/1296/01/2017 79 Economic Development Work Group Formation

KEY:

OCEO - Office of the Chief Executive Officer CI - City Infrastructure GCWW - Gold Coast Water & Waste CS - Community Services OS - Organisational Services EDMP - Economic Development & Major Projects PE - Planning & Environment

729th Council Meeting 31 January 2017 3 Economic Development And Major Projects Committee Meeting 25 January 2017Adopted Report

ADOPTED AT COUNCIL RESOLUTION G17.0131.021 moved Cr Vorster seconded Cr O’Neill That the Report of the Economic Development & Major Projects Committee’s Recommendations of Wednesday 25 January 2017, numbered ED17.0125.001 to ED17.0125.004, be adopted.

CARRIED ATTENDANCE Cr H Vorster (Chairperson) Cr T Tate (Mayor) Cr G O’Neill Cr D Gates Cr C Caldwell Cr D Crichlow OAM Cr P Taylor Cr Owen-Jones (visitor) Cr PC Young (visitor) Mr D Scott Director Economic Development and Major Projects Ms K Petersen Senior City Marketing Officer Mr S Brooke Team Leader Events APOLOGY / LEAVE OF ABSENCE PROCEDURAL MOTION moved Cr Gates seconded Cr Tate That the apology of Cr La Castra be noted.

CARRIED PRESENTATIONS Nil


CLOSED SESSION LOCAL GOVERNMENT ACT 2009 AND SUPPORTING REGULATIONS PROCEDURAL MOTION moved Cr Taylor seconded Cr O’Neill That Committee move into Closed Session pursuant to section 275 (1) of the Local Government Regulation 2012, for the consideration of the following item for the reason shown:-

Item Subject Reason

1 GC2018 Gold Coast City Marketing Plan Budgetary Matter

2 2018 World Parachute Championships Contractual Matter

CARRIED PROCEDURAL MOTION moved Cr Caldwell seconded Cr O’Neill That the Committee move into Open Session.

CARRIED Following resumption into open session, items 1 & 2 were moved and carried as shown on the following pages.


ITEM 1 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) Refer 29 page Attachment 1 Refer 13 page CONFIDENTIAL Attachment 2 Refer 3 page CONFIDENTIAL Attachment 3 1 BASIS FOR CONFIDENTIALITY 1.2 I recommend that Attachments 2 and 3 be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to table the GC2018 Gold Coast City Marketing Plan (GCCMP) aimed at leveraging the Gold Coast 2018 Commonwealth Games TM (GC2018) to drive significant reputational change for the city. 4 PREVIOUS RESOLUTIONS Council at its meeting 28 July 2015 resolved in part (G15.0728.019): 1 That Council notes the update on activities to support the first year implementation of the

Gold Coast City Reputation Strategic Plan.

2 That Council endorses the 2015-16 City Reputation Implementation Plan.

3 That an annual update report on the progress of the Gold Coast City Reputation Strategic Plan be presented to Council.

4 That a further report be presented to Council for consideration on the outcomes of the City Marketing Alignment Project (Tourism positioning) by December 2015.

Council at its meeting 18 November, 2014 resolved in part (G14.1118.032): That Committee Recommendation ED14.1113.001 be adopted, with a change to Part 4, such that it reads in its entirety as follows: “1 That Council notes the results of the 2014 Gold Coast City RepTrak® Report.

2 That further reports be provided to Council upon completion of the 2017 and

2020 studies to track reputational change.

3 That the 2014 Gold Coast City RepTrak ® report data is updated in the City of

Gold Coast Corporate Plan.

4 That the learnings from the 2014 Gold Coast City RepTrak ® are incorporated

into future city marketing initiatives and that a report be brought back to

Council on the proposed initiatives by 31 March 2015.

5. That the Chief Executive Officer (Director Economic Development & Major

Projects) distribute a copy of the report to:


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1)

a. Members of the previous Gold Coast Legacy Advisory Committee

including:

i. Rob Borbidge AO

ii. Professor Ian O’Connor

iii. Vicki Batten

iv. Professor Tim Brailsford

v. Trevor Hendy

vi. Kerry Watson

vii. Geoffrey Schuhkraft

viii. Ron Calvert

ix. Mick Veivers

b. GOLDOC

c. Gold Coast Tourism

d. Office of Commonwealth Games Coordination

e. Tourism and Events Queensland”

5 DISCUSSION 5.1 Background Prior to 2012, in the absence of a city brand, the Gold Coast had been marketing primarily from a tourism perspective. As the city matured, it became evident that marketing the city in terms of tourism alone limited opportunity for growth and economic diversification across other key sectors of the economy. To overcome this challenge Council endorsed in August 2013 the City Reputation Strategic Plan. The plan outlines staged delivery of reputation-building activities aligned with GC2018 and focuses on addressing challenging perceptions as identified through ongoing domestic and international market research. The GCCMP (Attachment 1) has been developed to address how we maximise the GC2018 opportunity, overcome challenging perceptions and deliver on the City Reputation Strategic Plan.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) 5.2 Building a city’s reputation Global reputation is strongly correlated with a city’s success in attracting investment, business and trade, a skilled workforce, international students and visitors. A five point increase in place reputation leads to a 12 per cent increase in tourism receipts and seven per cent increase in foreign direct investment (The Reputation Institute). In 2014, the City commissioned RepTrak® (The Reputation Institute) to deliver a city reputation report as part of a series of studies to benchmark, measure and track the City’s reputation journey. As part of the initial report, RepTrak® identified some challenging perceptions of the Gold Coast that focus on three notable areas for improvement; lack of international awareness, domestic perceptions of safety and favourability of the city’s business environment. In 2014, Gold Coast Tourism (GCT) and Tourism and Events Queensland (TEQ) commissioned a consumer research report to further understand perceptions of the Gold Coast in Sydney and Melbourne. The report confirmed challenging perceptions of the Gold Coast, including; perceived to lack authenticity and originality; and is considered overly familiar and unchanging. As part of its ongoing GC2018 sentiment analysis research, in October 2016, Gold Coast Commonwealth Games Corporation (GOLDOC) undertook a further wave of sentiment research alongside consumer testing of their new brand campaign. The research highlighted challenges across domestic markets (Sydney, Melbourne and even Brisbane) further validating both the City’s and TEQ/GCT’s research regarding entrenched and outdated perceptions of the Gold Coast, which could, in the short term, potentially see domestic travellers opting to watch GC2018 on television rather than visit the Gold Coast during Games time. During GC2018, over 1000 hours of television coverage will see the Gold Coast broadcast to a potential cumulative global audience in excess of 1.5 billion. More than 3000 accredited and non-accredited media representatives will descend on the city, publishing over 10,000 articles about the Gold Coast. Never before will the city have had this level of international exposure. GC2018 provides a once-in-a-generation opportunity to market the Gold Coast to the world. It is a chance to reposition the destination and secure profound and long lasting economic, social and reputational benefits for the city. Both TEQ and GCT will use GC2018 as their opportunity to rebrand Queensland and the Gold Coast to support the ongoing attraction of visitors to the city and State. However this alone isn’t enough to achieve our broader city reputation objectives. GC2018 also provides the opportunity to market the city more holistically, not to diminish the significant impact of tourism, but to raise the other sectors alongside it.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) 5.3 GC2018 Gold Coast City Marketing Plan The GCCMP included in Attachment 1 provides an integrated marketing and communications framework across key channels that aims to reinforce the Gold Coast’s competitive advantages; telling a more mature and authentic story of the Gold Coast. It integrates marketing and communications activities with the GC2018 Business, Trade and Investment Program and Gold Coast Media Centre project to showcase the Gold Coast, increase export and investment opportunities and build credible relationships with the world’s media. 5.3.1 Strategic objectives and marketing goals In delivering a GCCMP we aim to:

position the Gold Coast as a world-class brand to increase recognition in international markets

transition the Gold Coast from a city known primarily for tourism to an emerging global city

grow business, trade and investment activity within key Commonwealth nations in specific economic sectors

attract investment in the city from targeted source markets

maximise long-term legacy benefits for the city.

Specific marketing goals will:

raise the profile of the Gold Coast and its competitive advantages across target markets

demonstrate the Gold Coast’s capability across key economic sectors

showcase the city with a diverse range of investment opportunities

provide business credibility in domestic markets

engage the local community to foster city pride and encourage event participation.

5.3.2 Target Markets and Audience

The GCCMP will target three tiers of audience broadly distinguished by geographical location:

1. international 2. domestic 3. local

GC2018 presents a unique opportunity to establish relationships and raise the city’s profile in key Commonwealth markets, enhancing our existing International Trade and Investment Program. The UK, Canada and Singapore have been identified as primary markets while India and Malaysia have been identified as secondary markets. Domestically Sydney and Melbourne have been identified as primary markets while Brisbane and Canberra have been identified as secondary markets.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) Our marketing approach and message in each market will respond to challenging perceptions revealed in the 2014 RepTrak® benchmark report. Internationally, the report highlighted a lack of awareness as an opportunity for improvement while domestically, favourability of the city’s business environment (credibility) and safety need to be addressed. The focus of our marketing activities will aim to engage with a wide range of consumer audiences, with a specific focus on the business and investment audience. Partnerships with GCT and Study Gold Coast (SGC) will leverage marketing activities with a specific focus on the education and tourism sectors. Detailed information relating to target market opportunities, media consumption insights and specific consumer and business / investment targets is included in the GCCMP, Attachment 1, pages 14-17. 5.3.3 Marketing framework The GCCMP proposes integrated marketing and communications across five key channels / activities:

1. Marketing (brand) 2. Global media partnerships 3. Partnerships, public relations and communications 4. Digital marketing 5. Content development

For a detailed overview of each channel / activity see Attachment 1, pages 20-22. In summary, campaign activity will target the professional/managerial segment across the identified target markets, supported with consumer activity to build broader city reputation. Global media trends show a strong increase in consumption of digital media, with internet consumption predicted to grow at 10 per cent per annum, expanding overall consumption. Digital technologies and social media tools further enhance the attractiveness of this platform by enabling geographic and behavioural segmentation. This increases our ability to reach key markets with a targeted message in a cost-effective manner. Consumption of newspaper and magazine titles remains high within the professional/management segment. Reputable titles within each market, alongside global publications, provide a platform to push out ‘credible’ brand and lead generation content. International and domestic media consumption trends have been analysed to determine a proposed media spend to ensure maximum exposure within each market, across emerging, high-frequency and content rich channels. With global media trends showing strong increases in consumption of digital media and the exorbitant cost of high profile brand campaigns simply unachievable (annual budget of GREAT Britain campaign £30 million), long term global media partnerships offer the most cost effective means of achieving our city reputation objectives. It is therefore recommended that the City enter into two global media partnerships to enable us to maximise spend and establish credibility and authenticity in our message.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) Global media partnerships offer: reputable titles (brands) in key target markets a cross-section of titles across news, business, lifestyle and sport established traditional and digital media platforms digital platforms to amplify and syndicate content access to journalists and influencer networks See confidential Attachment 2, for a summary of the media partnerships proposed. The partnerships will be based on a ‘digital content series’ of inspiring stories that demonstrate opportunity and confidence in the Gold Coast. The ‘digital content series’ will focus on building the Gold Coast brand (approximately 30 per cent) and driving traffic to More Gold Coast (approximately 70 per cent). The global media partnerships will be further supplemented with paid advertising in high impact, brand media channels such as outdoor signage (local only), digital display advertising and targeted publications, for example features in Sport Business International, Site Selection magazine, airline magazines and/or Monocle. More Gold Coast is central to the campaign. It will be key for the Gold Coast, telling the story of a city more mature; an emerging global city. In addition to the global media partnerships, digital and social media campaigns will drive visitation and engagement from each target market. Implementation of outreach influencer tactics with key identities with significant and established social audiences will allow high-quality, genuine content to be shared at little cost across digital and social platforms. More Gold Coast has recently been refreshed and will be further enhanced to ensure we positively engage audiences generated through the campaign. Enhancements include market specific landing pages to serve content that specifically addresses specific challenges, for example domestic markets will be served content that addresses perceptions of business credibility while international markets will be served content that positions the Gold Coast as an ‘emerging global city’. Site navigation is being refined to ensure a seamless navigation between reputation building content and business and investment lead generation and conversion. The above activities will be underpinned by a content marketing strategy, focused on the creation and distribution of relevant and engaging content to underpin activities and build credibility in the brand and destination.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) 13.6.6 Implementation and timing Campaign activity is timed to coincide with the Queens Baton Relay (QBR), beginning with the launch in London on 13 March 2017. Media interest in GC2018 and the Gold Coast will be high during the launch and subsequent in-market events as the QBR arrives in each target market, ensuring maximum exposure for the Gold Coast is achieved. Ongoing public relations and digital marketing activity will continue to reinforce messaging in each target market leading up to, during and immediately post games. A campaign calendar is included in Attachment 1, page 25. A high level implementation plan outlining key tasks to ensure the GCCMP is achieved is included in Attachment 3. 13.6.6 Partnerships The City is working in collaboration with GC2018 stakeholders, including GOLDOC, Queensland Government, Tourism Australia, Tourism and Events Queensland, Gold Coast Tourism and Study Gold Coast. Through research, content sharing, campaign timing and amplification activities we are starting to see the benefits of marketing collaboration across the partnership which will ensure consistent promotion of the Gold Coast. Study Gold Coast will partner with the City in international markets to deliver the GC2018 City marketing campaign, with a focus on leveraging media partnerships for the education sector. The City has also been working closely with GCT during the past two years on the new Tourism brand and campaign which is due to be launched in February, which is now integrated with the GOLDCOAST. City brand. GCT will also partner on the GC2018 City marketing campaign in the UK market around the launch of the QBR to further extend the campaign to target consumers within the travel and lifestyle categories. Post the launch of the new tourism campaign in February GCT will also undertake collaborative activities with the City across key domestic markets where appropriate. 13.6.6 Creative campaign The development of the creative execution of the campaign to achieve the objectives established in the GCCMP is currently under development. The creative execution will bring to life the brand essence ‘feel the energy’ – whether it is to live, visit, work, study or invest on the Gold Coast. The campaign will be applied cross sector to address broad city positioning, strengths across key market segments (business, investment, education, industry sectors, sport and etc.) and engagement with the local community. It aligns with the work undertaken recently by GCT on the tourism positioning to tell an integrated city story. Campaign testing will be undertaken to ensure the campaign resonates with key markets, achieves cut-through in a cluttered global marketplace and addresses our identified challenges and opportunities.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) 13.6 Global benchmarking A 2017 City RepTrak® benchmark report has been commissioned (with subsequent surveys to be undertaken in 2020) to ensure an accurate understanding of trends and the impacts of city marketing to deliver the City Reputation Strategic Plan. 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN

Corporate Plan 1 The Best Place to live and visit

1.8 Our city benefits from a great Gold Coast 2018 Commonwealth Games™

2 Prosperity builds on a strong, diverse economy

2.1 Our city is innovative and grows successful businesses 2.2 We have a thriving cultural economy 2.4 We are a city with a strong and globally competitive business environment 2.5 We are a globally recognised tourism destination 2.6 We are an emerging world-class business destination

3 People contribute to a strong community spirit

13.6 Our city is safe

Economic Development Strategy 6.6 International – A city known as an emerging world class business destination 7 GOLD COAST 2018 COMMONWEALTH GAMES TM IMPACT GC2018 will be the biggest event the city has ever hosted and the largest in Australia for a decade. During GC2018 over 1000 hours of television coverage will see the Gold Coast broadcast to a potential cumulative global audience in excess of 1.5 billion. More than 3000 accredited and non-accredited media representatives will descend on the city, publishing over 10,000 articles about the Gold Coast. Never before will the city have had this level of international exposure. For the Gold Coast, this presents a once-in-a-generation opportunity to market the city’s strengths to the world. It is a chance to make an impression that talks to the true nature of the place, its personality and its people. GC2018 will showcase the city to an audience broader and larger than any other experienced in the city’s relatively short history. It is time to assert the city’s identity as an emerging global city: building on our tourism image, capturing a transforming city with significant business and investment opportunities.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) 8 FUNDING AND RESOURCING REQUIREMENTS An allocation of $2,555,455 has been provided to support city marketing activities from the GC2018 program budget, project 55203. In addition $198,000 has been provided for Global Benchmarking to undertake a follow-up study to the 2014 RepTrak® report in 2017. A breakdown of proposed expenditure to support the delivery of the GCCMP is included in the table below. Item 2016/17

$2017/18

$ TOTAL

$ Labour (GC2018 City Marketing Officer) 101,761 103,694 205,455Campaign design, development and testing 120,000 120,000Media monitoring (campaign tracking) 7,000 7,000 14,000Content creation – photography 15,000 15,000Content creation – videography, collateral etc 100,000 100,000Global media partnerships (domestic and international media buy)

900,000** 500,000 1,400,000

Targeted publications (domestic and international)

50,000 250,000 300,000

Local media campaign (incl. outdoor signage) 250,000 250,000Public relations activities including partnerships, ambassadors programs etc

15,000 16,000 31,000

Digital, social media, influencer campaigns 40,000 80,000 120,000TOTAL City Marketing 1,348,761 1,206,694 2,555,455TOTAL City Marketing (per program budget) 1,350,000 1,205,455 2,555,4552017 Reptrak Report (CC1002717) 164,389 198,000*TOTAL Global Benchmarking 0 164,389 198,000 * Difference represents contribution of $33,611 for 2014/15 Reptrak study, funded in prior year. ** Includes up-front costs to establish partnerships and develop content series, with subsequent media placement charged as purchased. 9 RISK MANAGEMENT This activity supports the mitigation of the following corporate risks: CO000427 – Failure to diversify the economy leading to an over reliance on the construction and tourism industries to generate economic growth and prosperity. CO000497 – Failure to maximise the legacy and community development opportunities associated with the Gold Coast 2018 Commonwealth Games™ leading to reputation damage. 10 STATUTORY MATTERS Not Applicable. 11 COUNCIL POLICIES Not Applicable.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1)

12 DELEGATIONS

Not Applicable.

13 COORDINATION & CONSULTATION

Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

Is the Stakeholder Satisfied With Content of Report and Recommendations (Yes/No)

Head of Marketing GOLDOC Yes - Consulted in relation to GC2018 Marketing Plan as Games partner

Chief Marketing Officer Gold Coast Tourism Yes - Partner in GC2018 Marketing Plan, intention to extend media buy

Manager – Brand and Marketing

Gold Coast Tourism Yes - Partner in GC2018 Marketing Plan, intention to extend media buy

Director Tourism Marketing GC2018

Tourism and Events Queensland

Yes - Consulted in relation to GC2018 Marketing Plan as Games partner

CEO Study Gold Coast Yes - Partner in GC2018 Marketing Plan

Manager Marketing, Brand and Events

Study Gold Coast Yes - Partner in GC2018 Marketing Plan

Director Tourism Marketing GC2018

Tourism and Events Queensland

Yes - Consulted in relation to GC2018 Marketing Plan as Games partner

Global Manager – Events/ Global Media & PR

Tourism Australia Yes - Consulted in relation to GC2018 Marketing Plan as Games partner and QBR Sponsor

Dale Dickson, Chief Executive Officer

OCEO Yes

Toni Brownie, Program Manager – City Marketing, Investment Attraction and Tourism

EDMP Yes

Brenda Newland, Project Manager – Commonwealth Games Unit

EDMP Yes

Wayne Clay, Program Manager, Commonwealth Games Unit

EDMP Yes

Jessica Roberts, GC2018 City Reputation Marketing Officer

EDMP Yes

Emma Wallace, Coordinator Economic Development (GC2018 Trade and Investment Program)

EDMP Yes

Karen Farrell, Digital PR and Partnerships Officer

EDMP Yes

Dan Skuse, Coordinator Strategic Engagement and Liaison Officer

EDMP Yes


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) Name and/or Title of the Stakeholder Consulted

Directorate or Organisation

Is the Stakeholder Satisfied With Content of Report and Recommendations (Yes/No)

Mark Howell, Executive Coordinator GC2018 City Media Operations

EDMP Yes - consulted in relation to media strategy and interface with Gold Coast Media Centre project

Warwick Sinclair, Manager Corporate Communications

OCEO Yes – consulted in relation to media strategy

Nicole Waters, Executive Coordinator Corporate Communications

OCEO Yes – consulted in relation to media strategy

Marketing activities to leverage GC2018 are delivered in partnership with activities articulated in the GC2018 Strategic Marketing Plan developed by GOLDOC. The GC2018 City Image and Reputation working group, managed by the City includes participation from GOLDOC, Gold Coast Tourism (GCT), Tourism and Events Queensland (TEQ) and the Office of Commonwealth Games Delivery and supports the identification of collaborative marketing activities between partners. 14 STAKEHOLDER IMPACTS The GCCMP is delivered by the City in partnership with Study Gold Coast and Gold Coast Tourism and alongside Games delivery partner marketing activities. Particularly in international markets activity is leveraged by utilising GC2018 assets and coordinating and/or leveraging paid advertising schedules with key stakeholders such as Tourism Australia and Tourism and Events Queensland. 15 TIMING The City Reputation Strategic Plan is Councils commitment to a 10-year plan to build city reputation with priority activities aligned to the midpoint of GC2018. The GCCMP prioritises activities aimed at leveraging GC2018 to drive significant reputational change for the city leading up to, during and immediately post GC2018. The launch of international marketing activities has been timed to coincide with the launch of the Queens Baton Relay in London in March 2017. Domestic marketing activity is ongoing with key launch activities programmed for early 2017. 16 CONCLUSION GC2018 provides a once-in-a-generation opportunity to market the Gold Coast to the world. It is a chance to reposition the city while the world is watching and overcome ongoing challenging and dated perceptions of the destination. The GCCMP outlines how we will leverage GC2018 to showcase the city to an audience broader and larger than any other we have experienced in our relatively short history.


ITEM 1 (Continued) GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) Integrated marketing and communications activities will support the City’s GC2018 Trade and Investment Program, domestically and across five key international markets (UK, India, Canada, Malaysia and Singapore). Activities will showcase the Gold Coast more broadly, increasing export and investment opportunities and building credible partnerships with the world’s media. The GCCMP proposes activities across five key channels (brand, global media partnerships, PR, digital, content development) with the establishment of two key global media partnerships and digital delivery central to the plan. With global media trends showing strong increases in consumption of digital media and the exorbitant cost of high profile brand campaigns simply unachievable (annual budget of GREAT Britain campaign £30 million), long term global media partnerships offer the most cost effective means of achieving our city reputation objectives. Global media partnerships provide: credibility and authenticity of our message reputable titles (brands) in key target markets a cross-section of titles across news, business, lifestyle and sport established traditional and digital media platforms digital platforms to amplify and syndicate content access to journalists and influencer networks The partnerships will be based on a ‘digital content series’ of inspiring stories that demonstrate opportunity and confidence in the Gold Coast. The series will focus on building the Gold Coast brand) and driving traffic to More Gold Coast. Global media partnerships will be further supplemented with paid advertising in high impact, brand media channels such as outdoor signage, digital display advertising and targeted publications. Marketing activities will aim to engage with a wide range of consumer audiences, with a specific focus on the business and investment audience. Partnerships with GCT and Study Gold Coast (SGC) will leverage marketing activities with a specific focus on the education and tourism sectors.

17 RECOMMENDATION

It is recommended that Council resolves as follows:

1 That Attachments 2 and 3 be deemed non-confidential except for those parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That Council endorses the GC2018 Gold Coast City Marketing Plan and GC2018 Gold Coast City Marketing Implementation Plan as outlined in the report.

Co-Authors: Authorised by:

Kylie Peterson Darren Scott Senior City Marketing Officer Toni Brownie

Director Economic Development and Major Projects

Program Manager – City Marketing, Investment Attraction and Tourism

12 December 2016


ITEM 1 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS GC2018 GOLD COAST CITY MARKETING PLAN CS105/2018/07(P1) COMMITTEE RECOMMENDATION: ED17.0125.001 moved Cr Gates seconded Cr O’Neill 1 That Attachments 2 and 3 be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That Council endorses the GC2018 Gold Coast City Marketing Plan and GC2018 Gold Coast City Marketing Implementation Plan as outlined in the report.

CARRIED UNANIMOUSLY

GC2018 Gold Coast City Marketing PlanDecember 2016

729th Council Meeting 31 January 2017 Economic Development And Major Projects Committee Meeting 25 January 2017

18 Adopted Report

2

GC2018Gold Coast Marketing Plan

Introduction The Gold Coast 2018 Commonwealth

GamesTM (GC2018) is the largest

multi-sport event to be held in Australia

this decade.

In April 2018 the Gold Coast will

welcome more than 70 nations

and territories from across the

Commonwealth, with 6500 athletes and

team officials representing more than

one third of the world’s population.

During GC2018, over 1000 hours of

television coverage will see the Gold

Coast broadcast to a potential cumulative

global audience in excess of 1.5 billion.

Never before will the city have had this

level of international exposure. It provides

a once-in-a-generation opportunity to

market the Gold Coast to the world.

The way in which the Gold Coast is

positioned and presented provides a

unique opportunity to drive significant

reputational change for the city.

GC2018 will showcase the city to

an audience broader and larger than

any other we have experienced in our

relatively short history.

The potential legacy benefits of the

Commonwealth Games are significant

for the Gold Coast. Games Partners

have committed to a shared ambition

to maximise lasting benefits across five

key areas.

1. The promise of an unforgettable

global Games

2. The promise of world recognition

and respect

3. The promise of diverse and

enduring economic growth

4. The promise of proud, active, engaged

and inclusive citizens and communities

5. The promise of greater reconciliation

and social justice

The Gold Coast Marketing Plan (GCMP)

outlines how we will use opportunities

presented by the Gold Coast 2018

Commonwealth Games™ to build the

global reputation of the Gold Coast and

achieve our shared ambitions.

It is time to assert our identity as an

emerging global city: to make our mark

globally; optimise our domestic reputation

and build momentum locally.

Ours is a city destined for great things; GC2018 is the catalyst to bring them closer.


19 Adopted Report

3


Contents 4 Building our city’s reputation

City reputation

An integrated Gold Coast brand

7 The brand story

11 Maximising the Games opportunity

Strategic objectives

Marketing goals

Integrated approach

13 Target markets

Identifying new opportunities

Insights

Geographic segments

Audiences

Industry segments

19 Strategic marketing framework

Brand marketing campaign

Global media partnerships

Public relations and communications

Digital marketing campaign

Content development

24 Integrated marketing communications

Integrated themes

Structuring our timeline

Campaign calendar

27 Measuring our success

Benchmarking and measurement

Campaign tracking

Shared ambition for GC2018


20 Adopted Report

BUILDING OUR CITY’S REPUTATION


21 Adopted Report

5


City reputation Global reputation is strongly correlated

with a city’s success in attracting

investment, business and trade, a skilled

workforce, international students and

visitors for tourism and events.

Prior to 2012, in the absence of a city

brand, the Gold Coast had been marketed

primarily from a tourism perspective.

As the city matured, it became clear that

marketing the city in terms of tourism

alone limited opportunity for growth in

other key sectors of the economy.

We had not effectively maximised the

potential of our great lifestyle and built

a broader reputation based on all of our

competitive advantages.

Global benchmarking

In 2014, we commissioned RepTrak®

(The Reputation Institute) to deliver a

city reputation report as part of a series

of studies to benchmark, measure and

track progress.

As part of the initial report, RepTrak®

identified some challenging perceptions of

the Gold Coast that focus on three notable

areas for improvement: lack of international

awareness; domestic perceptions of safety

and favourability of the city’s business

environment; and local community

engagement and support of the city.

These targeted areas represent

opportunities to positively influence the

reputation of the Gold Coast through brand,

marketing and communication activities.

City Reputation Strategic Plan

The City Reputation Strategic Plan

provides a ten-year strategy for city

marketing and promotions, focused on

maximising the opportunity for positive

reputation change through the Gold Coast

2018 Commonwealth GamesTM (GC2018).

The City Reputation Strategic Plan

details how shared ownership will set

the foundation for driving significant

reputational change and leverage GC2018.

We committed, by 2023, to be:

• Realising the benefits of the once-in-

a-generation opportunity to reshape

the Gold Coast through major city-

building initiatives.

• A city highly regarded across all of

our target markets. We will have

achieved the greatest improvement

in reputation over the previous ten

years of any city in Australia.

• Unified in purpose and in process,

our growth will be achieved through

shared ownership, and fostered

through a strong digital presence

that will drive community pride

and partnerships supported by an

integrated marketing approach.

As we move towards 2018, existing and

future city reputation initiatives will align

with GC2018 to maximise the opportunity

of overcoming the perception challenges.

A five point increase in place reputation leads to a 12 per cent increase in tourism receipts and seven per cent increase in foreign direct investment (The Reputation Institute).


22 Adopted Report

6


An integrated Gold Coast brand

The Gold Coast brand was launched

in 2013 to create a platform from

which to market the city in a more

holistic way, by a range of partners

and stakeholders to encourage

building a city reputation together.

The brand talks to a confidence in

our city and in ourselves. It says we

are who we are – and that’s that.

Working in isolation has been our

biggest weakness. And now we can

make it our biggest strength.

Work recently completed to integrate the

brands for the city and visitor industry

(tourism) highlights the commitment to a

future holistic model for the Gold Coast.

Since 2013 Study Gold Coast, Surfers

Paradise Alliance, Broadbeach Alliance,

Connecting Southern Gold Coast, CBD

Gold Coast and Gold Coast Health and

Knowledge Precinct have integrated

under the Gold Coast brand identity.

Gold Coast Tourism and City of Gold

Coast recently completed a brand project

to achieve greater alignment between

marketing of the Gold Coast as a tourism

destination and broader city marketing

across lifestyle, arts and culture, business,

investment, sport, and education.

Consistent positioning and alignment

between both brands has been

achieved, establishing the platform for

a collaborative and integrated approach

to how we market the city. While each

brand will have its own overall story,

they will be mutually supportive and will

work together to strongly differentiate

the Gold Coast from other destinations.

Gold Coast Tourism’s new brand will

integrate with the Gold Coast master

brand and carry the Gold Coast

wordmark. Gold Coast Tourism’s

campaign will tell a story of a more diverse

and more mature Gold Coast – to support

the City’s broader marketing activities.

The results of this work and the

collaborative process itself, will

provide a significant legacy for how

we market the city and get the best

results from our combined efforts.

Going forward, we must continue to

market the city as a whole product, not to

diminish the significant impact of tourism,

but to raise other sectors alongside it.


23 Adopted Report

THE BRAND STORYTHE BRAND STORY


24 Adopted Report


8

Brand evolutionCommunity

As a relatively young and passionate city, we actively participate in shaping our future.

We are vibrant and multi-cultural and embrace new people, places and ideas.

Lifestyle

We’re a celebration of lifestyle, of the abundance that surrounds us.

Our enviable natural environment allows us to enjoy an enviable work/life balance.

A balance that allows us the freedom to feel alive.

Ambition

We dream large, build big and rise to emerging opportunities.

We are pushing the boundaries of the past and reaching for all the future holds.

Creativity

We do things a little differently. We value creativity as a source of innovation.

We are inventing our own future in ways we’re not yet been recognised.

Think solutions to climate change, new drug-discoveries and global technology solutions.

Opportunity

We’re creating a vibrant innovative culture and transforming our city into a diverse knowledge

economy. As a young city in transformation, the best is yet to come.

Values

Everybody has their opinion of me: a colourful

past with an enviable future, a stunning

backdrop to a luxurious lifestyle, a tourist

mecca on the verge of something big. But I am

so much more than the sum of my parts.

A relatively young city, I am not yet

recognised for all that I am.

I am a source of energy and

inspiration; a place to feel alive.

I am youth and ambition; a place to create

and embrace new opportunities.

I am home, an endless summer holiday,

a dynamic business environment.

I am many different things to many different

people. But no single sentiment can define me.

I am proud, unapologetic, independent.

There is no place in the world like me.

I am the Gold Coast. Full stop.

Brand story


25 Adopted Report

9


Feel the energy

Brand Essence

BOLD AMBITIOUS

ALIVE VIBRANT + ENERGETIC

EASY-GOING INFORMAL

CHARISMATIC ENGAGING

INVENTIVE CREATIVE

COLLABORATIVE

Personality

We’re welcoming, warm and inclusive.

Our passion and ambition for the

Gold Coast is obvious.

We are confident and unapologetic.

We’re proud of who we are and where

we are going.

We don’t apologise for being different.

In fact, we embrace our differences.

Voice


26 Adopted Report

10


The Gold Coast is already Australia’s

sixth-largest city and one of its top tourism

destinations, but the Gold Coast is destined for

greater things.

It is a place of opportunity that, over the

next decade, will transform into a globally

recognised city while retaining its enviable

lifestyle and stunning natural environment.

Our economy has grown from a basis in tourism

and construction to a diverse, knowledge-based

economic environment with strengths in health

and medical, education, food, marine, and sport.

As host city for the Commonwealth Games

in 2018, the Gold Coast is embracing

transformative civic projects like never before

and investing in projects that will change the

face of our city that is distinctly our own.

We are taking advantage of the opportunity to

shine on the world stage. The work we’re doing

now will transform the Gold Coast from a city

with potential to a truly world-class global city.

Ours is a city destined for great things;

GC2018 is the catalyst to bring them closer.

Strategic objectives

• Position the Gold Coast as a world-class brand

to increase recognition in international markets.

• Transition the Gold Coast from a city known

primarily for tourism to an emerging global city.

• Grow business, trade and investment activity with key

Commonwealth Nations in specific economic sectors.

• Attract investment in the city from

targeted source markets.

• Maximise long-term legacy benefits for the city.

Marketing goals

• Raise the profile of the Gold Coast and its

competitive advantages across target markets.

• Demonstrate the Gold Coast’s capability

across key economic sectors.

• Showcase a city with a diverse range

of investment opportunities.

• Prove business credibility in domestic markets.

• Engage the local community to foster city

pride and encourage event participation.

Vision

Ours is a city destined for great things;

GC2018 is the catalyst to bring them closer.


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11


MAXIMISING THE GAMES OPPORTUNITY


28 Adopted Report


12

Integrated approach

Integrated marketing and communications, across

projects and partners, will be crucial to achieve the

greatest impact on the Gold Coast’s reputation.

Integration across projects (GC2018 Trade and

Investment Program and Gold Coast Media Centre)

will ensure we continually reinforce the city’s

competitive advantages and enhance outcomes for

the city.

Integration across partners will ensure that,

together, we build a clearer and more impactful

message for the city, state, country and Games and

where appropriate partner on tactical marketing to

expand our reach into key markets.

Leverage advertising spend and paid media partnerships to:

Raise the profile of the Gold Coast as

an emerging world-class city

Raise awareness of the GC2018

Trade and Investment Program

Support program objectives through

consistent communications to build credibility

of the destination and key industries

Develop relationship with key journalists

Influence positive story angles

Negotiate greater editorial coverage

Drive greater awareness and support for

Gold Coast Media Centre (GCMC)

Reduce the risk of negative editorial

coverage (in partner media platforms)

Trade and Investment Program

Deliver targeted trade and business

to business activities to raise the

profile of the Gold Coast as a place

to invest and do business; improve

bilateral trade relations; and increase

investment in the Gold Coast.

City Marketing

Deliver controlled marketing

and communications activities to

raise the reputation of the Gold

Coast as an emerging global

city, within key target markets.

Gold Coast Media Centre

Deliver a hub, and aligned PR

and communications activity, to

build media relations to promote

the Gold Coast in the lead-up,

during and post GC2018.


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13


TARGET MARKETS


30 Adopted Report

14


Identifying new trade and investment opportunities

CanadaRank: 13 17

$38.8b

$462m

UKRank: 2 9

$500b

$809m

MalaysiaRank: 18 16

$20.5b

$554m

SingaporeRank: 5 12

$98.6b

$686m

New ZealandRank: 5 8

$39.7b

$823m

IndiaRank: 4

$5329m

GC2018 Trade and Investment Program presents an opportunity to venture into new trade and investment markets.

Australia’s most valuable export markets in the Commonweath

Australia’s most valuable inward direct investment markets in the Commonweath

The Commonwealth is a significant economic

entity. The combined gross domestic product

of Commonwealth member countries is

predicted to reach US$14 trillion by 2020,

and trade amongst member countries is

projected to surpass US$1 trillion by 2020.

GC2018 presents a unique opportunity to

establish relationships and raise the city’s

profile in key Commonwealth markets,

enhancing our existing International

Trade and Investment Program.

Under the GC2018 Trade and Investment

Program, the city will work with the Queensland

and Australian Government to increase our

global reach and improve the city’s reputation

as a credible place for business, investment,

high-performance sport and education.

Our key Commonwealth markets include

United Kingdom, Canada, India, Singapore,

Malaysia and Papua New Guinea.

Targeted trade and investment activity will

leverage opportunities presented before, during

and after GC2018. The Program will include

strategically targeted inbound and outbound

missions, in-market activations in line with the

Queens Baton Relay and city showcasing.

City showcasing will include a VIP hosting

element that presents a unique opportunity

for international delegates to network with

local businesses at private functions, creating

long-term economic ties for the city.

City Marketing will integrate with the GC2018

Trade and Investment Program to leverage

GC2018 investment attraction to the city;

showcase the Gold Coast; and increase

export and investment opportunities.


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15


InsightsDomestic audience insights*

Gold Coast’s familiarity is relatively high

compared with benchmark cities. It ranks

relatively high on physical beauty, enjoyment

and culture, however ranks relatively low on

all other attributes.

Opportunities exist to improve the business

credentials of the Gold Coast amongst

Australians.

International audience insights*

The familiarity of the Gold Coast is relatively

low compared with benchmark cities. It ranks

higher on physical beauty and enjoyment,

however relatively low on all other attributes.

Opportunities exist to improve the business

credentials of the Gold Coast internationally.

* Gold Coast City ReTrak Report


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16


AUSTRALIA

Sydney and Melbourne

are Australia’s major

business centres and are

the cities of choice for many

international companies

expanding the Australia.

Businesses already located

within these markets often

look to Queensland as a

business expansion market.

UK

The UK is the sixth-largest

economy in the world and a

member of the G20 group

of nations.

The UK is one of

Queensland’s key tourism

markets; and is our

second largest source and

destination for foreign direct

investment.

CANADA

Canada is one of 12

countries participating in

negotiations for the

Trans-Pacific Partnership

free trade agreement.

Areas of collaboration

between Queensland and

Canada have focused on

health (drug discovery trials),

mining and resources and

urban planning renewal.

SINGAPORE

Singapore is a key

Southeast Asian market and

is one of Australia’s closest

and most comprehensive in

Southeast Asia.

Queensland and Singapore

have a strong relationship

that

is underpinned by growing

two-way trade, investment

linkages, education and

tourism.

MALAYSIA

Australia has a Free Trade

Agreement with Malaysia, a

G20 nation and member of

the Trans-Pacific Partnership

Agreement.

Malaysia is a fast-growing

market for investment for

Queensland. Australian

education is highly regarded

in Malaysia and is a top ten

source market for internal

student enrolments for

Queensland.

INDIA

India is the world’s largest

democracy; member of the

G20; the world’s second

largest population and

Queensland’s fifth largest

trading partner. Predicted to

be the third largest economy

by 2030, this

fast-growing emerging

market is undergoing major

reforms and embracing pro-

business policies to

drive its large-scale

development program.

Geographic segments


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AUSTRALIA UK CANADA SINGAPORE MALAYSIA INDIA

GOLD COAST INDUSTRY STRENGTHS

Investment, sport, health, education, tourism, food, marine and film.

Investment, sport, health, education, and tourism.

Sport, health, education, and tourism.

Investment, food, health, sport, marine, education, and tourism.

Investment, food, health, education, and tourism.

Investment, food, health, sport, education, film, and tourism.

2016 MEDIA CONSUMPTION – PROFESSIONAL/MANAGERIAL

70% read a newspaper in the L7D



75% read a newspaper in the L7D.



81% read a magazine (last issue)

63% read a magazine in the past week

55% read a magazine in the past week

24% read a maagzine in the past month

20% read a magazine in the past month

12% read a magazine in the past month

98% accessed the internet in the L7D

94% accessed the internet in the past week



92% accessed the internet in the L7D


84% watched commercial TV in the L7D

85% watched commercial TV in the past week

88% watched commercial TV in the past week

81% watched Terrestrial TV in the past week

93% watched any TV in the past week

95% watched Terrestrial TV in the past week

85% saw OOH Advertising in L7D

No OOH listed85% saw OOH Advertising in the past week

No OOH listed50% saw OOH advertising in L7D

80% saw OOH Advertising in the past week

62% listened to commercial radio in the past week

37% listened to commercial radio in the past week

90% listened to commercial and non-commercial radio in the past week





34 Adopted Report


18

AudienceThe appeal of a city is driven by consumer

favourability across a range of characteristics

that include: the city’s beauty and experiences;

economic maturity and presence of leading

companies; and effective government and safety.

To achieve our ambitions of a strong city reputation,

we must market the Gold Coast as a whole

product. We must tell a more holistic, authentic

and mature story of the Gold Coast. A story that

includes all of its competitive advantages.

As such, our campaign will engage with a wide

range of consumer audiences, with particular

focus on the business and investment audience.

We will partner with Study Gold Coast and Gold

Coast Tourism, where relevant, to leverage

activity in the education and tourism sectors.

Consumer

New residents

• Tertiary educated, talent attraction

• Entrepreneurs and small to

medium business owners

Travellers

• Global experience seekers

• Gen Y’s

• Modern families

• Tourism agents

• Airline industry

Students and academics

• Undergraduate and postgraduate

studies

• STEAM subject specialists

• Research specialists

• Industry specific bodies –

environmental management, health

• Education agents

Business and investment

Potential investors

• Mid-large scale companies -

expand/relocate

• Research and development

institutes

• Sovereign wealth funds

• Superannuation firms

• Private equity

• Major event organisations

Business leaders

• C-suite management

• Business advisors/influencers

(financial, legal, property, investment)

• Industry specific companies (sport,

health, food, marine, education, ICT)

• Industry associations

• Business influencers (spokespeople,

media, economists)

Trade relations

• Government partners

• Major buyers/wholesalers/retailers

• Supply chain directors

• Major distributors

Sport

• Sport team managers

• National sport event managers

• Sport head offices

• Industry specific companies

• Athletes and trainers

• Academics and researchers


Film

• TV and film producers

• Studios

• Industry specific companies


• Film distributors


35 Adopted Report

STRATEGIC MARKETING FRAMEWORK




36 Adopted Report


20

Marketing frameworkCity Marketing will address how we establish:

• an emotional connection with the brand; the

degree to which people trust, admire, respect

and have a good feeling for a place

• a rational bond with the brand; the dimensions

that drive city reputation and stakeholder

support, including advanced economy, appealing

environment and effective government.

Integrated marketing and communications

across key channels (brand, media partnerships,

communications and digital) will continually

reinforce the Gold Coast’s competitive advantages;

telling a more mature story of the Gold Coast.

Marketing investment takes into account

international and domestic media consumption

trends to deliver maximum exposure within

each market, across emerging, high-

frequency and content rich channels.

Campaigns are underpinned with engaging content,

marketing platforms and city ambassadors.

Brand marketing campaign

Increase awareness

through a targeted

brand campaign.


Maximise spend and

authentic engagement

through global media

partnerships.

Partnerships, public relations and communications

Leverage media relations

to generate positive and

authentic stories on

the Gold Coast.

Digital marketing campaign

Amplify More Gold Coast

through digital campaigns

and social media.

City Marketing campaign

Strategic content series

More Gold Coast feature stories

Digital business hub

City ambassadors and case-studies

Destination and program collateral

Photography and videography


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21


Marketing (brand)

Objective

• Raise awareness of the Gold Coast.

• Position the Gold Coast as an emerging

world-class city.

• Build an emotional connection with the

Gold Coast amongst target audiences.

Audience

• Internationally, with a focus on United

Kingdom and Singapore (focus on raising

awareness).

• Domestically, within the Sydney and

Melbourne markets (focus on disrupting

current perceptions).

• Locally, with a focus on reaching

domestic and international markets while

attending GC2018.

Strategy

Through paid advertising channels, the

campaign will establish favourability

of the Gold Coast amongst key

markets. It will be emotive and talk to

the true nature of the destination.

Activity will be done in partnership with

Gold Coast Tourism and Study Gold Coast

to tell a more holistic story of the city and

raise the profile of the destination as a place

to live, study, invest, do business and visit.

A combination of media channels will

be utilised:

• high impact, brand media channels

(30%) to build an emotional connection

with the audience

• high-frequency, traffic-driver channels

(70%) to connect the audience with a

strategic content series (under global

media partnerships) and More Gold Coast.

Channels

• Digital display advertising.

• Advertising in targeted publications

(news and print).

• Outdoor signage in relevant high-traffic

areas (budget dependant).


Objectives

• Position the Gold Coast as an emerging

world-class city.

• Establish credibility and authenticity in

Gold Coast messaging.

• Leverage media relationships through

paid advertising spend.

Audience

• Internationally, with a focus on United

Kingdom and Singapore (focus on raising

awareness).

• Domestically, within the Sydney and

Melbourne markets (focus on disrupting

current perceptions).

Strategy

Global media partnerships will ensure we

maximise our spend globally.

Through partnerships, we will develop a

‘content campaign’ of informative and

engaging stories, utilising rich media.

Content will be underpinned with a robust

multi-media schedule to amplify content and

drive awareness within key markets.

A limited selection of relevant, industry

specific publications will be utilised where we

don’t have strong reach through our global

media partnership’s platforms or where we

see a strong alignment with our message.

We will leverage these partnerships to

influence media favourability and will seek

to increase the value and tone of media

coverage across networks.

Channels

• Digital display advertising.

• Advertising in targeted publications

(news and print).

• Outdoor signage in relevant high-traffic

areas (budget dependant).


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22



Objectives

• Change perceptions and build credibility

of the Gold Coast as an emerging global

city; with strengths in key industry sectors.

• Build relationships with key media,

journalists and influencers.

• Leverage media relationships in local,

domestic and international industry media

outlets to increase Gold Coast relevance.

• Leverage cross-platform ambassador

relations and partnerships to establish

business credibility within key sectors.

Audiences

• Traditional media platforms.

• Media outlets: domestically within the

Sydney and Melbourne markets; and

internationally within key Commonwealth

markets.

• Local businesses and ambassadors.

Strategy

Traditional media platforms will be used to

garner far-reaching story-telling opportunities

across traditional media platforms. A

comprehensive local, domestic and international

public relations plan will focus on generating

unique and positive news stories whilst also

leveraging business and media relationships.

Partnerships will be the exemplar to facilitate

and encourage story engagement from a

cross-section of media outlets and businesses.

Ambassador relations will provide inspirational

interview, story-telling and photographic

opportunities (for dissemination across both

traditional and digital media platforms).

Channels

• Television

• Print (newspaper and magazine)

• Radio

• Online news sources/outlets

Digital marketing

Objectives

• Leverage established More Gold Coast

platform to raise the profile of the Gold

Coast across key markets.

• Change perceptions and build credibility of

the Gold Coast as an emerging global city;

with strengths in key industry sectors.

• Seed and syndicate digital content

across independent digital and traditional

media platforms. • Enhance user experience and increase

conversion through geo-targeted

platform strategy.

Audiences

• Digital media platforms (social,

blogs, influencers)

• Digital audience: domestically within

the Sydney and Melbourne markets;

and internationally within key

Commonwealth markets.

Strategy

More Gold Coast will be the critical platform

to drive the City’s digital marketing strategy.

A targeted content strategy will be executed

across the site that seeks to selectively display

content relevant to each geographical market.

Digital and social media campaigns will drive

visitation and engagement from each target

market; each campaign supporting strategic

feature stories that address perception issues.

Implementation of outreach influencer

tactics with key identities with significant

and established social audiences will

allow high-quality, genuine and authentic

content to be shared at little cost across

respective digital and social platforms.

Channels

• Moregoldcoast.com.au

• E-newsletter

• Social media; Facebook, Twitter, Instagram

• SEO

• Influencer channels


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23


Content development

Campaign activities will be underpinned by

a content marketing strategy.

We will focus on the creation and distribution

of valuable, relevant and consistent content,

delivered through reputable platforms to build

credibility and authenticity in the brand and

the destination.

Strategic content series

Delivered in collaboration with media partner’s

in-house production teams, article and video

content series of inspiring stories will be

developed. Leading journalists and content

specialists will team with production teams to

deliver relevant stories about the Gold Coast.

City ambassadors and case-studies

Gold Coast ambassadors will be engaged

to establish business credibility within

priority sectors. Ambassadors will

represent leading Gold Coast businesses

and will be leveraged cross-platform to

ensure we gain greatest traction.

More Gold Coast feature stories

More Gold Coast will be central to all campaign

activities. It will be the point-of-truth for the

Gold Coast, reinforcing a story of a city more

diverse and more mature; an emerging global

city. Feature stories will be developed to address

perceptions and reinforce the strategic content

series. The site will also act as a lead generator

for business and investment attraction.

Destination and program collateral

Quality marketing collateral will be developed to

promote the destination through the GC2018

Trade and Investment Program, Gold Coast

Media Centre and City brand partners.

Digital business website

Technology developments – creation of

an interactive one-stop-shop for doing

business in the city with business showcasing

functionality to foster GC2018 supply, trade

and investment opportunities. This platform

will support the digital campaign strategy.

Photography and video

Photography and video are critical in how

we position the Gold Coast. Photography

and video content, across lifestyle and key

sectors is being developed for amplification

across all platforms and partner channels.


40 Adopted Report

INTEGRATED MARKETING COMMUNICATIONS


41 Adopted Report

25


OUR GOLD COAST

The story of the Gold Coast;

from its colourful past to its bright

future. It’s a place where the

have-a-go spirit is strong and

people are proud to live; work;

study; start and grow a business.

People, places, culture,

experiences and ambitions

of the Gold Coast.

Our story:

• Gold Coast lifestyle

• Arts and culture scene

• Entrepreneurs

• Showcasing our natural assets

CITY IN TRANSFORMATION

The story of the transformation

of the Gold Coast in preparation

for GC2018 and the lasting social,

economic and reputational legacy.

City transforming GC2018

investment and legacy projects.

Our story:

• Investment in infrastructure

ahead of GC2018

• Games Village (Gold Coast

Health and Knowledge

Precinct)

EMERGING GLOBAL CITY

The story of the evolution of the

Gold Coast, growing from a platform

of tourism to a diverse knowledge

based economy with strengths

in health, education and sport.

The new economy of the

Gold Coast and how this

is creating opportunity.

Our story:

• Economic transformation

• Education sector

• Elite sport destination

• Asia-Pacific’s emerging health

and knowledge hub

• Innovation and

entrepreneurial spirit

THE GC2018 OPPORTUNITY

The story of how the Gold Coast is

taking advantage of the opportunity

to shine on the world-stage and

build international relationships

and advance our economy.

Commonwealth House,

Gold Coast Media Centre

and GC2018 Student

Internship Program.

Our story:

• Commonwealth House

• Gold Coast Media Centre

• Business showcasing

• SGC GC2018 Internship Program

• Civic relationships

OUR BRIGHT FUTURE

The story of city shaping investment

that will transform the Gold Coast

into an emerging global city and

create opportunities to invest and

do business within the region.

Internationally relevant

business and investment

opportunities.

Our story:

• Gold Coast Health and

Knowledge Precinct

• Gold Coast Cultural Precinct

• Gold Coast CBD

• Yatala Enterprise Area

Integrated themes

Each theme will be underpinned by the Gold Coast’s competitive advantages, and will take into consideration the emotional and rational benefits of the destination.


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26


Campaign calendar

2016 2017 2018

O N D J F M A M J J A S O N D J F M A M

UK

CANADA

INDIA

SINGAPORE

MALAYSIA

AUSTRALIA

Content Development

Brand Marketing

Global Media Partnerships

Partnerships Public Relations and Communications

Digital marketing


43 Adopted Report

MEASURING OUR SUCCESS


44 Adopted Report

28


City RepTrak Report

A 2017 City RepTrak study will be carried out

to provide further insights and assess how the

Gold Coast is tracking against benchmark cities.

The study measures the city against

rational benefits including:

• Advanced economy

• Appealing environment

• Effective government

It also takes into consideration the

importance of emotional benefits and the

degree to which people trust, admire and

have an emotional bond to the city.

A subsequent study will be conducted in 2020

to measure the success of City Marketing

activities and the ability of the Commonwealth

Games to transform a city’s reputation.

Campaign tracking

Campaign tracking and reporting will provide an ongoing measure to the success of campaign tactics and will provide insights.

Key measures will include:

Brand marketing campaign Campaign

Campaign reach

Website conversion - moregoldcoast.com.au

Global media partnerships Campaign

Campaign reach

Website conversion – moregoldcoast.com.au


Media monitoring

Number of stories published

Sentiment of stories published

Value of stories published

Digital marketing Moregoldcoast.com.au

Site visitation (unique visitors and total page views)

Geographic source markets

Site engagement

Investment specific lead generation

Social

Facebook: conversion to platform, engagement and reach

Twitter: engagement and reach

Instagram: engagement

Sentiment analysis

Content seeding

Articles seeded on independent sites

Relevance of content seeded

Engagement on articles

Conversion to moregoldcoast.com.au platform


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29


Shared ambition for GC2018

The potential legacy benefits of

the Commonwealth Games are

significant for the Gold Coast.

We are committed to delivering

on our shared ambition to

maximise lasting benefits.

1. The promise of an unforgettable global Games Amplifying the GC2018

story through our media

partnerships, public relations

and More Gold Coast.

Recognising the strengths

in the Gold Coast as a city

and a brand and sharing our

unique story with the world.

Sharing Gold Coast brand

assets with partners to

support the marketing of

an ‘unforgettable global

Games’ and enhance the

GC2018 experience.

3. The promise of diverse and enduring economic growth

Marketing the Gold Coast

as a whole city while raising

awareness of the Gold Coast

as a place to live, study,

visit, invest and do business.

Positioning of the Gold

Coast as an emerging global

city, elevating the city’s

strengths in health (Gold

Coast Health and Knowledge

Precinct), education

and sport alongside our

strengths in tourism.

Recognising the significance

of Australia and Queensland

in establishing locational

competitive advantages

and marketing the Gold

Coast to the world.

2. The promise of world recognition and respect Positioning the Gold Coast

as an emerging global city,

elevating the city’s strengths

in health (Gold Coast Health

and Knowledge Precinct),

education and sport

alongside our strengths

in tourism.

Establishing global media

partnerships to drive our

marketing campaign,

extend our media

relationships and influence

within key markets.

4. The promise of proud, active, engaged and inclusive citizens and communities

Extending our global

media partnerships to

drive positive engagement

with the local community

through press (newspaper)

and digital platforms.

Publishing positive and

authentic local stories

on More Gold Coast

to build local pride and

encourage participation.

Spreading positive stories

through social channels.

5. The promise of greater reconciliation and social justice

Marketing the Gold

Coast as a whole city;

sharing our history and

welcoming people to

be part of our future.

Addressing key

global issues through

business events and

Commonwealth House.

Amplification of socially

conscious stories on

More Gold Coast to

build understanding and

awareness of our culture

and community.


46 Adopted Report


ITEM 2 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) 1 BASIS FOR CONFIDENTIALITY 1.1 I recommend that this report be considered in Closed Session pursuant to section

275 (1) of the Local Government Regulation 2012 for the reason that the matter involves (e) contracts proposed to be made by it

1.2 I recommend that the report/attachment be deemed non-confidential except for those

parts deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 EXECUTIVE SUMMARY Not Applicable. 3 PURPOSE OF REPORT The purpose of this report is to consider the submission seeking support for the 2018 World Parachute Championships to be based out of Runaway Bay Sports Super Centre from the 4-14 October 2018. 4 PREVIOUS RESOLUTIONS Not Applicable. 5 DISCUSSION 5.1 Applicant Rob Libeau National Development Manager Australian Parachute Federation Portal Office West, Unit 3, 2994 Logan Road Underwood, QLD, 4119 [email protected] www.apf.com.au 0402 846 203


ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) 5.2 Overview The World Parachuting Championships (Championships) are the highest level of competition skydiving and have been the major skydiving event for elite competition for 46 years. The Championships run every two years and attract teams from all over the world, with the event operating under the control of the Federation Aeronautique Internationale (FAI) and the International Parachuting Committee (IPC). The Australian Parachute Federation (APF) is currently bidding to host the Championships in 2018 that will comprise the following disciplines: 23rd FAI World Formation Skydiving Championships.

12th FAI World Artistic Events Championships.

2nd FAI World Speed Skydiving Championships.

18th FAI World Canopy Formation Championships. The Australian bid has a single competing city from Russia, with the FAI set to announce the winning bid on 29 January 2017. If successful, the Championships will run from 4-14 October, 2018 at the Runaway Bay Sports Super Centre and utilising the airfield at the Southport Flying Club, Coombabah. Typically, over 40 different nations are involved in the Championships with 1000 participants, media and officials in attendance. The aim of the Championships are to: determine world champions

establish new world records

determine points earned towards international world rankings

improve judging methods and technology.

The four disciplines chosen by Australia to be contested are considered the ‘Olympic Events’ in skydiving and will attract the best the world has to offer. Most often run in European countries, the Championships have not been run in the Southern Hemisphere since 1999 and the Gold Coast will be a destination for competitors and international visitors to mark off as a “must do” for skydivers all around the world.

The APF aims to provide a world standard Championships at a world standard destination. If successful with the bid, a Gold Coast based Championships will:

attract significant out-of-region attendance who are in the city for the primary purpose of attending the event

generate significant spending in the region leading to positive economic outcomes

promote the city as a global destination to a wide audience (achieving national or international coverage).

The below is a summary of information provided by the Applicant.


ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) 5.3 Attendance Organisers have indicated that the Championships will attract 1000 participants, media and officials over a 10 day period. In addition to this core number, each participant may travel with between one and three additional persons. With 40 different countries represented, the out-of-region component of the event will be significant. Organisers are also forecasting 8000 – 10,000 spectators over the duration of the 10 day Championships, with 70% of these coming from the Gold Coast region. 5.4 2018 Event Program 2-3 October Venue build

4 October Arrival of officials and judges

5 October Registration office open, officials and organisers meetings, official training jumps

6 October Official training jumps, registration continued, Opening Ceremony (public invited), team leaders meeting, draw

7-12 October Competition days

13 October Competition ends, awards and medals, Closing Ceremony

14 October Official departure of delegations It is planned that local vendors (food, drinks and entertainment) will be invited to attend the landing area to develop a positive experience for spectators. The APF will provide a mobile outdoor wind tunnel for the public to enjoy the feeling of freefall in a controlled environment. 5.5 Marketing / Media summary Television:

Skydive TV is the official partner of the IPC and streams all events live; audience reach is 20+ million with key audiences from the USA, Asia and Europe, commercial advertising space is available on this platform.

The APF negotiated an arrangement with 7 Mate to air the 2016 Australian National Parachuting Championships in December 2016. Positive discussions are continuing with Channel 7, who have indicated an interest in broadcasting the 2018 World Championships live.

Social Media

pre-event campaign using official handles

online distribution of videos and results

free WiFi at the venue for athletes and officials to allow for ease of access to private posts of the event.


ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) Outdoor:

signage/banners outside the venue and in strategic locations across south-east QLD

M1 Motorway Billboard pre-and during the event

targeted display jumps into high profile locations across the city. Radio:

pre-event campaign to create awareness

radio spots and OB van onsite during the event. PR:

the Media Manager of the Championships will disseminate newsworthy stories such as interviews with athletes, records broken and gold medals to international news for broadcast.

Promotion:

build relationships with travel agencies to create travel packages that include a tandem skydive for visitors

provide opportunities for event partners to utilise the Australian Parachute Display team

build relationships within the corporate sector (such as Surfers Paradise Alliance) to ensure engagement of all sectors of the community

utilise local volunteer organisations to participate in event operational tasks. 5.6 Outcomes and Benefits to the city Organisers are forecasting 10,000+ people involved in the Championships (including

competitors, partners, officials, media and spectators). By way of highlighting what may be possible, a recent parachuting event held in Copenhagen saw 70,000+ spectators over a three-day period with this being attributed to the event being run in a city location, rather than a rural area.

Athletes, officials and overseas media will spend a minimum 9 nights on the Gold Coast and will more than likely arrive one week early to acclimatise to the region.

Estimated $5 million injection into the local economy.

Promotion of the Gold Coast through the events live international broadcast and vignettes placed throughout the broadcast combined with footage of the natural environment as part of the competition itself will ensure images and messaging of the destination circulate globally.

This will affirm the Gold Coast as a global (extreme) event destination, in a key period post Gold Coast 2018 Commonwealth Games.


UNAUTHORISED RELEASE OF CONFIDENTIAL REPORTS OR INFORMATION

may be an offence under the Local Government Act 2009 and other legislation and could result in disqualification from office and a penalty of up to 100 units.

CONFIDENTIAL

ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) CONFIDENTIAL 5.7 Support Requested The total cost to deliver the Championships is $1.7 million with Organisers requesting a $100,000 investment from the City. This investment will help the APF to provide infrastructure for the athlete’s hub, marketing and logistic requirements. The following stakeholders are also considering supporting this event: Tourism and Events Queensland (TEQ) are considering support REDACTED

Organisers have approached Surfers Paradise Alliance (SPA) to discuss pre-event promotion and hosting the Opening Ceremony within the precinct. SPA are considering providing in-kind support to these activities, in the amount of $3000 - $5000.

Gold Coast Tourism (GCT) are considering providing support by way of communicating the event to their members and seeking offers and promotions that can be marketed through the official domestic and international parachuting networks.

The APF have also sought support from Sportscover Insurance and the Intercontinental Sanctuary Cove.

5.8 Sponsor Benefits As a major partner in the Championships, the City will receive: logo/Brand association in:

- event merchandise (min. 3500 pcs)

- banners/signage/venue bunting

- billboard advertising

- APF social media

- TV production

corporate area at the event (up to 6x3 metre marquee space)

commercial space on Skydive TV (20+ million viewers worldwide)

official WPC website association and major partner status.


ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) 6 ALIGNMENT TO THE CORPORATE PLAN, CORPORATE STRATEGIES AND

OPERATIONAL PLAN

2.0 - Prosperity built on a strong diverse economy

2.5 We are a globally recognised tourism destination.

Our city attracts visitors from all over the world. 3.0 - People contribute to a strong community spirit

3.2 We are proud of our city.

We are a vibrant community committed to success.

3.6 We are an active and healthy community.

We enjoy our city and its enviable climate. 7 GOLD COAST 2018 COMMONWEALTH GAMES™ IMPACT Not Applicable.

8 FUNDING AND RESOURCING REQUIREMENTS $25,000 (plus GST) cash support to be proposed for consideration as part of 2018-19 budget deliberations. 9 RISK MANAGEMENT Operational risk management will be addressed as detailed planning and preparation stages evolve. 10 STATUTORY MATTERS All appropriate legislative requirements will be addressed by Organisers as part of any approval process. 11 COUNCIL POLICIES Not applicable 12 DELEGATIONS Not applicable 13 COORDINATION & CONSULTATION Consultation included key agencies involved in the operational planning and approval processes.


UNAUTHORISED RELEASE OF CONFIDENTIAL REPORTS OR INFORMATION

may be an offence under the Local Government Act 2009 and other legislation and could result in disqualification from office and a penalty of up to 100 units.

CONFIDENTIAL

ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) CONFIDENTIAL 14 STAKEHOLDER IMPACTS Key stakeholders are sectors of the tourism industry, business community and the broader community. 15 TIMING The event is proposed to be staged from 4-14 October 2018. 16 CONCLUSION The Australian Parachute Federation has submitted a bid to host the World Parachute Championships in late 2018 on the Gold Coast. The Australian bid is in competition with a Russian city and the announcement of the winning bid will be made on 29 January 2017. It is proposed to host the Championships from 4-14 October 2018 at the Runaway Bay Sports Super Centre and utilising the airfield located at the Southport Flying Club, Coombabah. Organisers are forecasting 10,000+ people involved in the Championships (including competitors, partners, officials, media and spectators) and in their calculations this will inject around $5,000,000 into the local economy. 1000 athletes, officials and overseas media will spend a minimum of nine (9) nights on the Gold Coast and will more than likely arrive one week early to acclimatise to the region. Promotion of the Gold Coast as a global destination through the events live international broadcast provides significant value and purpose behind choosing to invest in the Championships. Vignettes placed throughout the broadcast combined with footage of the natural environment as part of the competition itself will ensure images and messaging of the destination circulate globally. Organisers are being proactive with a variety of stakeholders to ensure a successful funding model for the event, with TEQ considering an REDACTED investment, SPA considering in-kind support of up to $5,000 and GCT considering how they may be able to offer promotional assistance. A World Parachuting Championships held on the Gold Coast will not only generate overnight visitor expenditure and contribute to the local economy, it will affirm the Gold Coast as a global (extreme) event destination in a key period post Gold Coast 2018 Commonwealth Games.


ITEM 2 (Continued) 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30) 17 RECOMMENDATION It is recommended that Council resolve as follows: 1 That the report/attachment be deemed non-confidential except for those parts deemed

by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the Chief Executive Officer be authorised to negotiate and execute an appropriate

agreement in relation to financial support of the 2018 World Parachute Championships subject to Organisers:

a listing the event with detailed information and images on

www.moregoldcoast.com.au

b engaging with Gold Coast Tourism to:

i coordinate marketing and promotion of the event so as to attract additional visitors to the city and

ii deliver out-of-region visitors with a range of tourism related products to support overnight stays and expenditure around the event

c undertaking to provide a comprehensive Post Event Report

d agreement on KPIs and benefits. 3 That $25,000 cash support be considered as part of 2018-19 budget deliberations. Author: Authorised by:

Steve Brook Darren Scott Team Leader Events Director Economic Development and Major Projects 22 December 2016 TRACKS REF: 59071576


ITEM 2 ECONOMIC DEVELOPMENT AND MAJOR PROJECTS 2018 WORLD PARACHUTE CHAMPIONSHIPS LG426/602/-(P30)

COMMITTEE RECOMMENDATION: ED17.0125.002 moved Cr Tate seconded Cr Caldwell

1 That the report/attachment be deemed non-confidential except for those parts

deemed by the Chief Executive Officer to remain confidential in accordance with sections 171 (3) and 200 (5) of the Local Government Act 2009.

2 That the Chief Executive Officer be authorised to negotiate and execute an

appropriate agreement in relation to financial support of the 2018 World Parachute Championships subject to Organisers:

a listing the event with detailed information and images on

www.moregoldcoast.com.au

b engaging with Gold Coast Tourism to:

i coordinate marketing and promotion of the event so as to attract additional visitors to the city and

ii deliver out-of-region visitors with a range of tourism related products to support overnight stays and expenditure around the event

c undertaking to provide a comprehensive Post Event Report

d agreement on KPIs and benefits. 3 That $25,000 cash support be considered as part of 2018-19 budget

deliberations. CARRIED UNANIMOUSLY


ITEM 3 GENERAL BUSINESS 2017 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2017(P1)

2017

ITEM BRANCH ACTION/COMMENTS Economic Development and Major Projects Committee – Standing Item All Meetings 2017 Proposed Agenda Items for the Economic Development and Major Projects Committee Director’s Office Standing Item

730 Council Meeting – 7 February 2017 CANCELLED Economic Development & Major Projects Committee – 2 February 2017

ITEM NAME BRANCH ACTIONS/COMMENTS

731 Council Meeting – 21 February 2017 Economic Development & Major Projects Committee – 16 February 2017


Consultation Report: Gold Coast CBD Program Economic Development A summary of CBD Program community consultation results

RADF Outcomes Report 2015-16 Arts and Culture A report on the outcomes of RADF 2015-16

RADF Programs Update 2016-17 Arts and Culture An update on Generate, Germinate and Activate Programs activity 2016-17

Banner Booking Policy Commonwealth Games Unit Policy for endorsement and delegation approval

Commonwealth Games Transport Operations Plan Update Commonwealth Games Unit Presentation of the City’s Transport Operations Plan


ITEM 3 (Continued) 2017 PROPOSED AGENDA ITEMS FOR THE ECONOMIC DEVELOPMENT AND MAJOR PROJECTS COMMITTEE LG115/1296/01/2017(P1)

732 Council Meeting – 7 March 2017 Economic Development & Major Projects Committee – 2 March 2017


Study Gold Coast Six-monthly Update Economic Development 6-monthly update on delivery of actions under SGC’s funding agreement with Council.

Gold Coast China Plan 2020 Economic Development Present the proposed Gold Coast China Plan 2016-2020

733 Council Meeting – 28 March 2017 Economic Development & Major Projects Committee – 23 March 2017


Cruise Ship Terminal Update report Major Projects

Heart of the City Advisory Committee Economic Development Councillor Baildon’s PA Michele Sowden to provide minutes etc @ 13/12

Gold Coast Cultural Precinct Stage 1 Update Report Major Projects



734 Council Meeting – 28 April 2017 Economic Development & Major Projects Committee – 19 April 2017



Events Infrastructure Update Economic Development Project Update Report

Surf World Gold Coast Project Update Economic Development Presentation of Surf World Project Update

735 Council Meeting – 16 May 2017 Economic Development & Major Projects Committee – 11 May 2017


Draft Gold Coast Live Music Action Plan Arts and Culture Report brought back to Council ?

736 Council Meeting – 30 May 2017 Economic Development & Major Projects Committee – 25 May 2017


Cruise Ship Terminal Update report Major Projects

Gateways Public Art Commission Arts and Culture Note: this will be a general business item at full Council ONLY. In this doc for reference only.



737 Council Meeting – 13 June 2017 Economic Development & Major Projects Committee – 8 June 2017


Workforce and Education Update Economic Development

738 Council Meeting – 23 June 2017 Economic Development & Major Projects Committee – 21 June 2017


739 Council Meeting – 25 July 2017 Economic Development & Major Projects Committee – 20 July 2017


740 Council Meeting – 8 August 2017 Economic Development & Major Projects Committee – 3 August 2017


Competitive Business Program outcomes Competitive Business Program outcomes

Competitive Business Program outcomes



741 Council Meeting – 22 August 2017 Economic Development & Major Projects Committee – 17 August 2017



742 Council Meeting – 5 September 2017 Economic Development & Major Projects Committee – 29 August 2017


743 Council Meeting – 15 September 2017 Economic Development & Major Projects Committee – 12 September 2017




744 Council Meeting – 17 October 2017 Economic Development & Major Projects Committee – 12 October 2017


745 Council Meeting – 31 October 2017 Economic Development & Major Projects Committee – 26 October 2017


746 Council Meeting – 14 November 2017 Economic Development & Major Projects Committee – 9 November 2017




747 Council Meeting – 28 November 2017 Economic Development & Major Projects Committee – 23 November 2017


RADF Programs Update 2016-17/17-18 RADF Programs Update 2016-17/17-18

RADF Programs Update 2016-17/17-18

748 Council Meeting – 8 December 2017 LAST MEETING FOR THE 2017 Economic Development & Major Projects Committee – 6 December 2017


RECOMMENDATION It is recommended that Council resolves as follows: That the 2017 Proposed Agenda Items for The Economic Development and Major Projects Committee be noted.

Authorised by: Darren Scott Director Economic Development and Major Projects

COMMITTEE RECOMMENDATION: ED17.0125.003 moved Cr Crichlow seconded Cr Caldwell That the 2017 proposed agenda items for the Economic Development & Major Projects Committee be noted.

CARRIED UNANIMOUSLY


ITEM 4 GENERAL BUSINESS ECONOMIC DEVELOPMENT WORK GROUP FORMATION LG115/1296/01/2017 COMMITTEE RECOMMENDATION: ED17.0125.004 moved Cr Tate seconded Cr Vorster That the Mayor invite the Chair and Deputy Chair of the Economic Development and Major Projects Committee, Deputy Mayor, former Mayor Cr Baildon, to form a working review group focusing on the City’s Economic Development Strategy and Directorate.

CARRIED UNANIMOUSLY There being no further business the meeting closed at 3.05pm.


These Pages

Numbered 1 to 80

Constitute The Adopted Report Of The Meeting

Of The Economic Development and Major Projects Committee

Held

Wednesday 25 January 2017

Documents

Adopted Report Economic Development and Major Projects ... · 1/25/2017 · Economic Development And Major Projects Committee Meeting 25 January 2017Adopted Report ADOPTED AT COUNCIL