Item 7.5 - Attachment 7 |
Report
against Council objectives and key performance indicators |
ATTACHMENT 5
Note:
· Face-to-face intercept surveys were conducted with 650 respondents during the Parramasala Festival at key venues: Church Street, Parramatta Park, Parramatta Stadium, Riverside Theatres and The Roxy.
· The ‘Parramatta Baseline Perception Survey’
was conducted with 803 respondents via email prior to the Parramasala Festival.
The intent is that the survey would be conducted again prior to the 2011
Parramasala Festival in order to measure changes in perception of Parramatta as
a place over time.
Data appearing below
is drawn for these two surveys as well as analysis of ticket sales.
Council Objectives and Key Performance
Indicators |
Results |
Strategic
Objectives of Council’s Investment in Parramasala are: |
Parramasala
Response |
1. Economic Impact |
|
a) Provide a trigger for
increased visitation to |
· 35,280 (estimated) people attended events, both free and
ticketed, over the 5 days of the festival · It is estimated that: o 8,000 people
attended Masala Nights o 2,000 people
attended Kailash Kher and Kailasa in Concert o 1,500 people
attended A throw of Dice with Nitin Sawney o 20,000 people
attended Deepavali · 86% of tickets were purchased by people living outside of
Parramatta · 33% of face-to-face intercept survey respondents were from
the Parramatta LGA and 63% were from the rest of Sydney. 4% of the respondents were from regional
NSW, Interstate and Overseas · 69% face-to-face intercept of
survey respondents agree or strongly agree that Parramasala motivated them to
visit Parramatta more often. |
2. Strategic Marketing Impact |
|
a) Showcase |
· 8 key Parramatta venues – Riverside (4 spaces), the
Crescent, Town Hall (and Jubilee Hall), Library, ICE, Elizabeth Farm, Church
Street Mall and The Roxy · Marketing focused on efficient transport and ease of
location of venues · Marketing focused on diversity and numbers of food options
|
b) Illustrate |
· 35,280 (estimated) members of the public attended events
over 5 days – both free and ticketed · 66 professional international artists from 6 countries
took part · 60 professional Australian artists from many ethnic
backgrounds performed · 1 x 39 piece local orchestra rehearsed and performed · 40 local volunteers provided advice and assistance to
patrons · 23 people were employed directly by the festival · 10 ticketed performances at Riverside and Roxy · 2 major outdoor large scale concerts in the Crescent
(Parramatta Park) · 30 free community performances on 2 outdoor public stages · 5 master classes or workshops · 4 artist talks · 1 free cricket match · Association with the major Hindu celebration of
‘Deepavali’ · Outdoor decorations and streetscape makeover for the duration –
film, lighting, projections, music and soundscape |
3. Community/Social Impact |
|
a) Offer authentic cultural
and artistic experiences, while challenging perceptions of South Asian
culture and its place in a global context. |
· Traditional Rajasthani music
and dance · High profile contemporary artists drawing inspiration from
South Asian and Western cultures (Nitin Sawhney, Kailash Kher etc) · Traditional community cultural performances · Vibrant contemporary popular music · Artists working across cultures (Chitresh Das, Jason Samuels
Smith etc) |
b) Provide an inspiring and
engaging event for a cross-cultural audience |
· 43% of respondents spoke English as their main language at
home, 51% spoke a South Asian language as their main language at home and 6%
spoke another language as their main language at home. · The program engaged
artists from Australia and across the South Asian diaspora, including from
New Zealand, UK and USA |
c) Provide a positive message
for community relations to improve cultural harmony and understanding from
the South Asian community |
· 98% of survey respondents
agree or strongly agree that events like Parramasala bring the local
community together |
Measures for
the 3 strategic objectives of Council’s investment in Parramasala for the
2010 event |
|
1. Economic |
|
a)
Economic Development ‘Economic Value-Add’ post-event survey (including
expenditure and bed night data) |
Preliminary economic data
currently under analysis. Detail to be
provided in separate memo to Councillors. |
b)
Additional employment hours in the accommodation/hospitality sectors |
Preliminary feedback from |
c)
Pre and Post Event Trend Data flowing from Parramatta as an
economic/employment destination questions in the ‘Parramatta Baseline
Perceptions’ survey |
Baseline Perception Survey
responses strongly indicate that campaigns which result in improved
perceptions of transport connections, safety, and enhanced cultural offerings
(particularly community and cultural events, and ‘higher-end’ cultural, retail
or dining options) are the maximum impact routes to enhancing positive
perceptions of Parramatta as a place to visit, work or live, and as a place
where people of different backgrounds get along well together. This is
particularly so of the majority of respondents who were ‘Neutral’ or
‘Detractors’ in their perceptions of On a scale of 1-10,
respondents provided a score of 7.5 out of 10 (‘Neutral’) as to how likely
they were to recommend working in Parramatta to a friend or colleague – the
highest recommendation out of ‘visit’, ‘work’ or ‘live’. This score will be
tested for positive movement prior to Parramasala 2011. |
2. Strategic Marketing |
|
a)
Pre and Post Event Perception Data flowing from perception (parking,
safety, amenity, friendliness, channel, destination awareness) questions in
the ‘Parramatta Baseline Perceptions’ survey |
The Parramasala event is a
catalyst of perception change as 70% of face-to-face intercept survey
respondents agree or strongly agree that the event has positively changed
their perception of On a scale of 1-10,
respondents provided a score of 7.4 out of 10 (‘Neutral’) as to how likely
they were to recommend visiting |
3. Community/Social |
|
a)
Media Metrics – amount of ‘community-generated’ social media (i.e.
social media content generated by individuals/groups excluding Parramasala,
ENSW and Council) |
This data is still being
processed. |
b) Pre and Post Event Social Trend Data
flowing from Community Engagement questions in the ‘Parramatta Baseline
Perceptions’ survey |
See
‘Economic’, above for a general overview of Baseline Perception Survey results.
On a scale of 1-10,
respondents provided a score of 6.8 out of 10 (‘Neutral’) as to how likely
they were to recommend living in Parramatta to a friend or colleague – the
lowest recommendation out of ‘visit’, ‘work’ or ‘live’. This score will be tested
for positive movement prior to Parramasala 2011. Baseline Perception Survey
data indicates that perceptions of On a scale of 1-10,
respondents ranked perceptions of A place to grow and
prosper: 7.8 A good place to shop: 7.6 An easy place to get to:
7.4 A place with events you
want to go to: 6.8 A friendly place: 6.8 A clean place: 6.6 A safe place: 6.3 A sophisticated place 5.9 |
c)
Comparison with longitudinal results for Council’s Events-related
‘Community Impact Surveys’ |
This data is still being
processed. |
The review will consider
the following: |
|
a)
The level of national and international promotion of the Festival |
· Presented in Parramasala Marketing
and PR report · Media Monitors Summaries |
b)
The economic, strategic and community benefits of the Festival |
· See above |
c)
The success or otherwise, and the ongoing business case for the
Festival |
· 96% of survey respondents
agree or strongly agree that Parramasala should be an annual event · Satisfactory response from
Parramasala demonstrating progress towards addressing the strategic
objectives |
d)
Branding and acknowledgement for the Council and ENSW |
· relevant images from the
event |
e)
A review of the performance of the entity charged with producing and
delivering the event |
· Audit of first year
operations scheduled for late February.
Statutory financial statements and audit report will be presented to
the March Board meeting · Investors Group
(consisting of staff from Council and ENSW) have met to discuss both the
outcomes and operations of Parramasala · Investors Group has also
met with Parramasala staff · A series of
recommendations have been developed for further discussion with the Board and
Parramasala staff |