Grenfell Henry Lawson Festival of Arts - Strategic Business Plan 2022-2024 - Weddin Shire Council
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Grenfell Henry Lawson
Festival of Arts
Strategic Business Plan
2022-2024
EXECUTIVE SUMMARY
For over sixty years the Grenfell Henry Lawson Festival of Arts has been celebrating Australian arts and the life and
times of Grenfell-born Australian poet Henry Lawson, entertaining thousands of attendees each winter in the small town
of Grenfell in central NSW.
Weddin Shire Council contracted regional tourism consultancy Tilma Group to undertake a complete review of the
festival and develop a three-year strategic business plan to support the event’s sustainable future and address its
operational challenges.
With the purpose of connecting and showcasing Grenfell’s rich heritage, creative talents and community spirit, the
festival’s vision is to create an annual celebration for the community, past, present, and future. This is achieved as the
community collaborate to deliver the festival and its showcase of art and heritage for visitors and residents to enjoy,
whilst providing economic opportunities for local businesses and community groups.
Insights from research and consultations with stakeholders were distilled into three key objectives for the coming three
years:
1. Establish the Festival’s future as a financially viable and sustainable annual community festival for Grenfell
2. Provide a vibrant atmosphere for the community reunion that takes place on the June long weekend each year
3. Provide opportunities for increased economic benefits from visitors (opportunities for visitors to spend money)
This strategic plan provides the actions for the festival committee to take to achieve these objectives.
Copyright © 2021 Tilma Group Pty Ltd. All rights reserved.
Disclaimer: Any representation, statement, opinion, or advice, expressed or implied in this document is made in good faith but on the basis
that Tilma Group Pty Ltd are not liable (whether by reason of negligence, lack of care or otherwise) to any person for any damage or loss
whatsoever which has occurred or may occur in relation to that person taking or not taking (as the case may be) action in respect of any
representation, statement or advice referred to in this document.
CONTENTS Section 1: Setting the Scene 4 1.1 Background 4 1.2 Strategic Review 5 Section 2: A Sustainable Future 6 2.1 Purpose And Vision 6 2.2 Festival Values 7 2.3 Festival Themes and Identity 7 2.4 Ideal Event Attendees 8 2.5 Objectives 10 2.6 Strategic Priorities 10 2.7 New Collaborative Program Model 11 2.8 Event Governance Structure 14 2.9 Activation Plan 16 2.10 Measures of Success 24 Section 3: Appendix 27 3.1 Post-Event Media Release 27 3.2 Event Management Training 28
SECTION 1: SETTING THE SCENE
1.1 BACKGROUND
a. History of the Grenfell Henry Lawson Festival of Arts b. Destination Grenfell
The Grenfell Henry Lawson Festival of Arts (the Festival) has Weddin Shire is an agricultural community located in
a six-decade history in Grenfell, traditionally taking place the scenic Central West of NSW, 5 hours west of Sydney,
on the June long weekend as regularly as Christmas; a within 2.5 hours of Canberra, Bathurst, Orange, Dubbo
time to invite family and friends to return home and rekindle and Wagga Wagga, and an hour from Parkes and
connections. Forbes. Over 760,000 people live within 2.5 hours of
Grenfell, the Shire’s attractive main town.
The Festival showcases the town’s ‘claim to fame’ as the
birthplace of the great Australian poet Henry Lawson, who The Shire’s key attractions, Weddin Mountains National
was born on the Grenfell goldfields in June 1867. Recognising Park, Iandra Castle, and the Grenfell Silos, are supported
Lawson’s immense contribution to Australian arts, the Festival by heritage (gold-rush) and natural attractions, and
showcases arts of all kinds. In decades past it included events. A new destination brand will soon reflect the
nationally significant arts competitions and awards that natural assets that make possible a wide variety of
attracted the glitterati of the Australian arts industry. outdoor activities.
Today, the Festival’s most attended elements are a vibrant
street party on the Saturday with market stalls, buskers, live
entertainment and a parade, and a large car show on the c. Consultancy Brief
Sunday.
Regional tourism consultancy Tilma Group was
The program has remained quite consistent for several contracted by Weddin Shire Council (Council) to
decades, with a focus on the arts and the life and times of undertake a complete review of the long-standing
Henry Lawson. In recent years, in addition to the street party, Grenfell Henry Lawson Festival of Arts and develop
the five-day program included arts experiences such as a three-year strategic business plan to support the
event’s sustainable future and address its operational
• competitions and exhibitions in painting, verse, short challenges.
stories, photography, quilting, porcelain, and sculpture
The scope of the project was to review the Festival, and
• a variety concert with professional and local performers, develop a strategic plan which confirms the Festival’s
including students objectives, articulates a vision for the future of the
• a theatre production by the town’s drama society Festival, and outlines how to:
• a busking competition • ensure the sustainability of the Festival from a
financial and a resourcing perspective
• poetry reading events
• an Australian Poetry Slam event. • ensure the Festival is meeting current event
management requirements
The program has also included heritage experiences, such as • refresh the Festival to ensure its relevance in the
current competitive marketplace.
• Cobb n Co coach rides
• a heritage bus tour
• blade-shearing demonstrations
• a wood chop competition
• a vintage engine display
One of the program’s unique highlights has been the guinea
pig races, and the Festival also showcases the town’s heritage
and tourism assets such as its museums and attractions
which host open days during the Festival.
The Festival was not held in 2020 and 2021 due to COVID-19.
4 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024
1.2 STRATEGIC REVIEW
This strategic plan is founded on a SWOT analysis that was compiled
using the following sources of information:
• Desktop research of Festival documentation, visitation statistics,
relevant Council, regional and state tourism and other plans, and
trends in festivals and events
• An ROI analysis of each element of the current program
• Stakeholder consultation undertaken in a public community forum,
via a public online survey, and in face-to-face meetings with
- Previous and current committee members
- Organisers of events held as part of the Festival program
- Mayor and Councillors
- Council staff
- Destination Outback and Country NSW
- Council’s tourism committee
- Local businesses
- Other Festival stakeholders
The SWOT analysis summed up the Festival’s biggest opportunities and
challenges in terms of
• Governance and team
• Finances and economic impact
• Community
• Promotion and tourism
• Planning
• Program
• Operations and risk management
Two critical strategic challenges were identified and became a focus of
this plan to ensure a sustainable foundation and future for the Festival:
• Financial viability
• Human resources and governance
The analysis of the Festival review was presented to the Project Steering
Group via a discussion paper for their feedback, which was provided in a
robust workshop discussion facilitated by Tilma Group.
This plan has been developed to align with the existing strategic
environment, including with:
• Weddin Shire Destination Management Plan 2020
• Central NSW Destination Management Plan 2013-2023
• Destination Country and Outback NSW Destination Management
Plan 2018-2020
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 5
SECTION 2: A SUSTAINABLE FUTURE
2.1 PURPOSE AND VISION Purpose Statement
Over its six decades, the Festival’s purpose has “To connect and showcase
evolved, particularly as those with a passion for the
arts have recently retired from the committee, and our rich heritage,
society’s tastes and consumer trends have changed.
creative talents,
and community spirit.”
Analysis of stakeholder feedback reveals the purpose
of the Festival in recent times has been to:
• connect the Grenfell community
Vision Statement
• provide a reason for friends and relatives to come
home each June long weekend “To create
• entertain residents and visiting friends and
relatives
an annual celebration
• provide an opportunity for businesses and for the community,
community groups to generate income or
fundraise. past, present, and future.”
6 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024
2.2 FESTIVAL VALUES
Connecting the community Participatory, immersive, interactive, multi-generational appeal
Appeal for all ages, family-friendly, diverse entertainers, and committee members,
Inclusive and accessible
accessible for those with a disability
Creative and fun Contemporary, appealing, and fun activities
Enriches our community Enriches locals’ lives with creative opportunities and skill development
Preserves our heritage Connects people with our tangible and intangible cultural heritage
Environmentally
Climate-friendly and environmentally friendly
sustainable
2.3 FESTIVAL THEMES AND IDENTITY
The Festival’s themes form its identity, and will influence future planning, decision making and development. The Festival
has evolved and attendee expectations have changed; the Festival’s identity and offering needs to align with the
contemporary needs and wants of its ideal attendees.
COMMUNITY / REUNION
A time in the annual calendar for Grenfell residents’ family and
friends to return home and connect with their roots and their
community, and for the community to have fun together.
VIBRANT STREET PARTY
Enticing locals and visitors into the street to bring Grenfell’s CBD
to life with colour, music, and activity.
ARTS, HENRY LAWSON AND THE
HERITAGE OF HIS ERA
Appealing activities including contemporary arts and heritage
events, reflecting the tradition of the Festival to honour Australian
arts.
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 7
2.4 IDEAL EVENT ATTENDEES
Based on the Weddin Shire Destination Management Plan’s analysis of visitors and identification of target markets, and
analysis of the research done on the Festival, the Festival’s ideal event attendees include the following.
Primary Target Markets
RESIDENTS OF THE SHIRE (ALL AGES)
• Community connection
• Affordable fun and entertainment
• Opportunities to spend time with family and friends
• Accessibility
• Needs vary by age group, and Festival inclusions should
appeal to each: children, teens, and young, middle-aged, and
older adults
• Public transport
VISITING FRIENDS AND RELATIVES
OF RESIDENTS
• Fun and entertainment
• Opportunities to spend time with family and friends
• Accommodation options
• Dining options (especially for groups)
• Public transport
DAYTRIPPERS
From within 100-200km radius
(Regional residents: families, and adult couples aged 30+)
• Quality fun and entertainment
• Family-friendly activities
• Access to amenities (i.e. enough toilets)
• Quality food experiences
• Ample parking and/or shuttle services
8 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024
Secondary Target Markets (Special Interest Visitors)
RV TRAVELLERS (50+, AND FAMILIES)
• Affordable fun and entertainment
• RV and caravan parking
• Great value for money experiences at all price points
• Caravan and camping accommodation (pet friendly)
• Dog parks/dog friendly events
CAR CLUBS AND ENTHUSIASTS
• Opportunity to look at cars and talk with other car
enthusiasts
• Ample car parking
• Accommodation options
• Access to car services i.e. fuel, repairs
SOCIAL AND COACH GROUPS
• Quality fun and entertainment
• Quality food experiences
• Support for the tour operator
• Group discounts
• Coach parking
• Group accommodation options
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 9
2.5 OBJECTIVES
Based on the Festival purpose, achieving the following strategic objectives is the focus of this plan:
1 Establish the Festival’s
future as a financially viable
and sustainable annual
community festival for Grenfell
2.6 STRATEGIC PRIORITIES
2 Provide a vibrant atmosphere
for the community reunion
that takes place on the June
long weekend 3 Provide opportunities for
increased economic benefits
from visitors (opportunities for
visitors to spend money)
Over the coming three years, the committee will focus on the achieving the following priorities under each objective:
Objective 1: Establish the Festival’s future as a financially viable and sustainable annual community festival for Grenfell
1.1 Establish an effective best-practice governance structure
1.2 Outsource sponsorship, marketing, and grant funding to professionals with targets and KPIs
1.3 Divest programming (running events as part of the Festival) from the volunteer committee to local businesses and others
with vested interests to increase the economic benefit received from visitors, reduce volunteer labour requirements,
and improve the quality and relevance of the Festival’s offering.
1.4 Develop a complete event manual, and set up efficient communication and planning systems and processes
1.5 Make the Festival environmentally sustainable
1.6 Develop new revenue streams
Objective 2: Provide a vibrant atmosphere for the community reunion that takes place on the June long weekend each
year
2.1 Reimagine the event program based on the strategic plan and agreed identity and ideal attendees
2.2 Develop a program EOI process for quality third party events that align with the Festival’s themes
2.3 Create a community and business engagement role that focuses on ensuring community and business are engaged
and involved
2.4 Invest into the procession
2.5 Undertake a robust post event review process annually to ensure the event remains fresh and relevant
Objective 3: Provide opportunities for increased economic benefits from visitors (opportunities for visitors to spend money)
3.1 Work with local businesses to help them leverage the Festival and increase visitor expenditure across the Shire
3.2 Develop suggested stay and play itineraries that encourage locals and their VFRs to explore the Shire
3.3 Increase accommodation supply
3.4 Use the Festival to create legacy attractions
3.5 Promote the region’s attractions on the Festival’s marketing channels1 year-round
1
Such as email newsletter, social media, and website
10 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-20242.7 NEW COLLABORATIVE PROGRAM MODEL
Previously the committee consisted of volunteer co-ordinators of all elements of the program. With a core challenge for
the Festival being human resourcing (including volunteer fatigue), this plan recommends a new program model, whereby
the Festival program is made up of events developed and managed by community and local businesses.
A program model for the Festival that is sustainable in terms of volunteer labour involves having a core program
managed by the Festival committee, with additional events developed and managed by third party event holders such
as local businesses, community groups, schools, individuals, and others, including contributions from beyond the Shire
such as from professional event organisers and artists/performers.
Best practice case study: Toowoomba Carnival Of Flowers
Toowoomba Carnival of Flowers has approximately eighty events in its month-long festival program. Around
one third are run by the event organisers, including its major elements such as the parade and a ticketed
weekend Festival of Food & Wine, as well as smaller events such as foodie and garden tours and a progressive
dinner (they refer to these as their signature events). The remaining events are designed, managed, and
delivered by community groups and businesses, such as an open garden competition of 100+ private
gardens, art and plant exhibitions, a farmers’ market, theatre productions, food events, and even a teapot
extravaganza.
Carnival’s events take place in multiple locations around the city of Toowoomba and surrounding towns.
Events that increase dispersal to towns and villages across the region include open country gardens as part
of the larger open private garden competition, self-drive itineraries of these gardens, promotion of special
foodie experiences in the region’s towns and villages and sending groups such as Probus and garden clubs on
itineraries that include destinations across the region.
There is a trademark and protection in place to protect brand integrity and Carnival organisers undertake a
robust EOI process each year for third party events to be included in the program. They place a lot of focus
on ensuring quality events that align with the festival theme and values. The result is a vibrant one-month
calendar of events that are run by a mix of community and business, which they package up as the festival
program and promote to ideal attendees.
This program model allows the program to remain fresh each year, depending on what elements are run by the third-
party event holders. The included elements should be curated to suit the Festival’s themes and ideal attendees, and event
organisers should pay a marketing contribution to enable the Festival to attract out-of-region visitors.
This model depends on a community and business engagement role focused on inspiring and supporting local businesses
and community groups to get involved and educating them on how to leverage the event effectively.
Refer to Section 2.8 for details on the roles of each party in planning and delivering the Festival, including the new
community and business engagement role.
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 11Contemporary Arts, Heritage, Winter and Food Experiences
Following are examples of on-trend festival experiences that appeal to contemporary audiences that could provide
inspiration for third party event holders.
Contemporary arts experiences Contemporary heritage experiences Winter and food experiences
• Three-person cabaret circus • Geocaching at historic sites • Bonfire night (baked potatoes,
hosted in a brewery • An interactive history of games roasted marshmallows, hot
• Open artists’ studios trail • Mobile phone scavenger hunt chocolate, spiced cider,
• Augmented reality with street • (using an app) mulled wine, singalong, and
art animated via a mobile • How to photograph historic storytelling)
phone app architecture workshop • Soup competition for local
• Sticker exhibition across the • Costumed bike ride chefs
CBD’s streets • Vintage fashion show • Toasties and Tunes
• Participatory creation of art • Making memory boxes workshop • Intimate fireside fondue evening
pieces in natural settings using • Presentation on how a museum • Outdoor kitchen woodfired/
natural materials e.g. large- exhibition is curated charcoal cooking
scale mandalas • Create your own family tree for demonstration and meal
• High tea/mulled wine with pre-schoolers • Long table brunch
comic theatre • Stories of agriculture from 1840 • Kids activities (e.g. cookie
• Film festival involving youth film • Talk on the making of a heritage decorating, lantern making,
creation activist theatre games)
• Hand stitching meditation • Makers market with demonstrations • Movie night with hot chocolate
• 10-minute plays of vanishing trades and chai
• ournaling to support mental • Self-guided heritage bicycle tour • Workshops (e.g. veggie
health workshop • Spend a night in lock-up at the gardening in winter, ginger beer
• Collaborative art e.g. painting courthouse making)
a mural under guidance of an • Traditional/heritage recipes on • Pop up cellar doors
artist using UV paints restaurant menus • Slow Food lunch showcasing
• Intimate theatre or dance • Moustache and beard competition local produce in the hands of
performance followed by • Ghost tours a local chef accompanied by
audience Q&A with the director classical guitarist
12 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024The Procession
The Festival’s procession is labour intensive with
low community engagement; however it is also a
key Festival element that residents have a strong
connection to. It is recommended that in 2022, an
investment into the quality of the procession is tested.
If the investment is successful, the model will become a
template for a revitalised procession that is viable and
appealing for the long term.
Example Festival Program
Based on the collaborative program model and the inspirational modern experiences that appeal to the Festival’s ideal event
attendees, an example of what a revitalised festival program may look like follows.
Friday Saturday Sunday Monday
Signature events Street party – stalls, live • Car show
entertainment (live music, • Market Stalls
woodchop, kids’ activities,
roving entertainers),
busking, procession
Daytime events , 2
• Kids treasure hunt • Fun run • Iandra Castle Open • Toasties and tunes
particularly family- • Winter walk • Fashion parade Day • Theatre production
friendly events and • Second-hand • Antique engine display • Henry Lawson poetry • Art exhibition
activities book and art sale • Craft beer school reading, campfire and • Quilt show and
• Self-guided • Workshops damper (at birthplace soup kitchen
historical bike tour • Quilt show and soup or O’Brien’s Hill) • Self-guided
• Attractions open kitchen • Guinea pig races historical bike tour
extended hours • Poetry on the Boards • Long table brunch • Attractions open
• Art exhibition • Second-hand book extended hours
• Second-hand book and and art sale
art sale • Farm tour and BBQ
• Self-guided historical bike • (fly-in, drive-in)
tour • Open artists’ studio trail
• Attractions open • Workshops
extended hours
Evening events • Concert • Live music in venues • Live music in venues
• Art exhibition3 • Whiskey (or mulled wine) • Theatre production
opening night and chocolate tasting • Chef soup competition
• Champagne evening • Fireworks
shopping
2
Day and evening events to be run by third party event holders (examples provided)
3
An exhibition run by the gallery similar to the other quality exhibitions it runs year round (rather than an art competition) with live artist’s
demonstration and sales of local art
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 132.8 EVENT GOVERNANCE STRUCTURE
The Festival is run by a Section 355 Committee of Council which currently includes community members, the mayor, three
Councillors, and Council’s GM. All current committee members are new and have taken the reins of the Festival; the first
Festival they will run will be in 2022.
Based on the new collaborative program model, and a review of best-practice event governance models, the
recommended responsibilities for the Festival’s planning and delivery is as follows. This collaborative governance
model will assist in overcoming the current challenges around human resourcing and the opportunity cost from over
commitment by Council’s Economic Development staff.
Festival Committee Weddin Shire Council
• Overarching project • Operational logistics
management (waste, traffic
management)
• Event Administration
• Community and business
• Budget/Financial engagement
Management
• Risk management,
• Street party including including COVID safety
procession, market stalls, and compliance
street/live entertainment
• EOI process for third
party events
• Post Event Review
Third Party Event Holders External Professionals
• Running events as part of • Marketing and website
the program management
• (for profit, to raise funds, • Sponsorship
or not for profit)
• Grant funding4
• Collaborative marketing/
promotion of festival,
promotion of own event
• Sponsorship and grant
funding for own event
4
Arts Out West is newly a funding body and can apply for arts grants on behalf of the Festival
14 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024Festival Committee
The committee is made up of volunteer community Organising committee
members with a range of skills (see Appendix 3.2). The
committee is operational and task-orientated, and
• Program Coordinator (responsible for the EOI process
individual coordinators and their teams are responsible
for third party events, and gathering event information
for coordinating a designated component of the festival.
for the program) working closely with Community
Coordinators report back to the executive and to each
Development Officer
general meeting.
• Volunteer Coordinator (recruitment, management,
retention)
Executive committee
• Operations Coordinator (traffic management, logistics,
• Treasurer waste, toilets, etc) - working closely with relevant
• Chair Council staff
• Secretary
• Deputy Chair • Street Party Coordinator (oversight)
• Council’s GM
The street party’s coordination will be divided into separate
responsibilities:
The executive is responsible for decisions such as • Procession Coordinator (Community engagement)
implementing the Festival’s strategic business plan,
employing professionals to manage the outsourced – a role for the Community Development Officer
responsibilities, and liaising with stakeholders with regard • Procession Coordinator (Logistics)
to operational, funding, and strategic requirements.
The executive supports and mentors the coordinators • Street Entertainment Coordinator
ensuring their organisational aspects are on track. An • Stalls Coordinator
external marketing consultant, a sponsorship manager,
and a grant writer report to the executive.
Community Development Officer
A new Community Development Officer role within • inspire, support, and upskill local business owners
Council will support the community and local businesses on how to leverage the Festival to get maximum
to develop and deliver high-quality and on-trend events economic benefit out of visitors, such as in experience
that reflect the Festival’s themes, and leverage the development training (particularly contemporary arts,
Festival to increase its economic impact for the local heritage, and food experiences) and marketing training
economy.
• engage the community in arts projects to contribute to
This new role fills a gap in Council’s current staffing, and the Festival program
provides a connection between Council, community,
and the Festival. For the Festival, the officer will focus • support fundraising community groups to deliver a high-
on community, school and business engagement, and quality activity or stall
capacity building support for the Festival committee,
rather than playing a role in event management directly. • invite others outside of Grenfell to add events and
activities to the program, such as arts groups and
The officer will professional event organisers
• oversee the Festival programming (aside from the • support the committee’s upskilling in event management
street party and car show), running the event EOI skills and digital literacy
process
A robust and transparent role description and clear
• oversee the reinvigoration of the procession’s articulation in the Charter will ensure the responsibilities of
programming, and engagement of businesses and this role do not extend beyond its scope.
the community in the procession
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 152.9 ACTIVATION PLAN
The strategic priorities, to achieve the stated objectives and overarching vision, have been categorised under four
distinct pillars, with each pillar closely interlinked to ensure a successful and sustainable event.
16 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Governance
1.1 Establish 1.1.1 Update Section 355 Committee of Council Charter in Committee and By N/A
an effective line with this strategic plan and revised governance Council September
best-practice model (as outlined in section 2.8) 2021
governance
structure
1.1.2 Update Coordinator roles and responsibilities in Secretary By N/A
Festival’s Event Manual and flesh out in more detail September
as checklists with timelines linked to the overarching 2021
festival planning timeline
1.1.3 Allocate a volunteer coordinator who will be Volunteer From N/A
responsible for Coordinator September
• clarifying the volunteer needs of the festival’s 2021
planning and delivery by clearly defining roles, and
developing checklists, run sheets, timelines, etc
• understanding why people volunteer so the Festival
can satisfy their needs and expectations
• making the value proposition clear: why people
should spend their free time helping the Festival
• ensuring information on how join as a volunteer and
specific volunteer opportunities is readily available
and distributed publicly (remote and on-site, and
planning and delivering opportunities)
• recruiting volunteers for specific jobs
• managing volunteers, keeping them engaged, on
track, and having fun
• ensuring volunteers receive required training,
including regular event management upskilling for
the committee
• coordinating a volunteer survey (to improve
volunteer management each year)
• publicly appreciating and celebrating the Festival’s
volunteers and their contributions
• rewarding volunteers or providing them with
exclusive benefits
1.1.4 Recruit a Community Development Officer Council August Council
within Council to support the festival as per the 2021 budget
recommended governance model in Section 2.8
1.1.5 Establish the Festival Committee structure with two Executive By N/A
tiers - Executive and Coordinators. Refer to Section 2.8 Committee September
for further details and recommendations on this. 2021
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 17ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Governance
1.2 Outsource 1.2.1 Develop a contractor brief for the roles, with clear KPI’s Executive By N/A
sponsorship, and targets attached to remuneration. Committee September
marketing, and 2021
grant funding
to professionals 1.2.2 Recruit and contract the support of a sponsorship Executive By October $10,000
with targets and manager to Committee 2021
KPIs (based on a
• identify what the Festival has of value to offer to percentage
sponsors, such as naming rights opportunities, and of
opportunities to engage with visitors (such as a sponsorship
chill out and phone recharge station hosted by an secured)
energy company)
• develop a list of expenses that could be covered by
in-kind sponsorship
• identify potential sponsors aligned with the Festival’s
offering and target markets
• develop a contemporary sponsorship prospectus
• pitch to and secure sponsors to achieve a target
value identified by the executive, including multi-
year contracts
• manage sponsorship relationships and deliverables
• provide a post-event report outlining outcomes
achieved and recommendations for the next year
1.2.3 Recruit and contract the support of a marketing Executive By January $15,000
agency to Committee 2022
• develop an email database for a regular Festival
newsletter
• update and manage the Festival’s website,
including subscription to the Festival’s database
and clear calls to action
• plan the Festival’s 2020 marketing and PR
campaigns5, with targets/KPIs developed with the
executive
• develop a marketing kit to support promotion by
event organisers and the community
• implement the Festival’s annual marketing plan
including PR and digital
• provide a post-event report outlining outcomes
achieved and recommendations for the following
year’s campaigns
• note: the same contractor/agency may be
equipped to do both sponsorship and marketing
1.2.4 Recruit and contract the support of a grant writer to Chair By $5,000
apply for grants September (variable
• develop a grant tracker identifying relevant grant 2021 depending
opportunities for the Festival (e.g. events, heritage, on grants
arts, and community development grants) applied for)
• discuss with the executive which grants to apply for
and for which projects
• apply for suitable grants
• provide a post-event report outlining outcomes
achieved and recommendations for what to apply
for in the coming year
5
Council will provide $20,000 for marketing the Festival
18 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Governance
1.4 Divest 1.4.1 Coordinate the third-party events expression of interest Community By January N/A
programming process Development 2022
(running events • Develop a database of potential ‘third party’ event Officer
as part of the organisers such as local tourism operators and
Festival) from business owners, schools, community groups, and
the volunteer nearby professional event organisers
committee to
• Develop EOI information and form to distribute to the
local businesses
database and through public channels (e.g. Council’s
and others with
newsletter and social media, the Festival’s social
vested interests
media, etc), including
• Background on the Festival e.g. purpose, vision,
values
• Festival’s themes (to align events with)
• Target markets and their needs
• Expectations e.g. events held are inclusive,
accessible, environmentally sustainable, cross-
promotion expectations, etc
• Link to marketing kit
• Fee for participation and how to pay
• Link to online EOI form (e.g. using Google Forms)
• Spend time visiting relevant businesses and providing
advice and support in how they can be involved as a
third-party event holder (this may only be necessary
in the first couple of years)
• Review responses’ alignment with Festival themes
and values and notify successful applicants
Sustainable event operations
1.3 Develop a 1.3.1 Update the 2018 manual and event management Executive By N/A
complete event documents in line with this strategic plan and store it in Committee December
manual, and the cloud in a shared folder for the Festival Committee 2021
set up efficient and relevant stakeholders to access.
communication
and planning 1.3.2 Set up efficient communication and planning systems Executive By $1,000/year
systems and and processes and use technology to save time and Committee November to cover
processes effort to make planning and volunteer succession more 2021 technology
efficient and easier. subscriptions
• Research relevant software (e.g. Stallmanager,
Google Workspace, Trello, Slack, Monday.com, etc)
• Purchase and set up software for use by the Festival
• All users to undertake training in the new software
• Set up online ticket sales for all events in one location
• Provide transparent quarterly communications to the
community about the Festival – where it is up to in
planning, what’s new, how to get involved, etc (e.g.
blog article distributed in Festival’s local newsletter
and social media, and Council’s newsletter to
ratepayers
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 19ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Sustainable event operations
1.5 Make the 1.5.1 Research how to become a climate-friendly, and Executive From N/A
Festival environmentally and socially responsible event (this checklist Committee November
environmentally provides a simple foundation to begin with) 2021,
sustainable and annually
responsible (pre and
1.5.2 Set annual SMART goals (specific, measurable, achievable,
communication post event)
realistic, and time-bound) for areas such as waste, energy,
and planning and transport
systems and
processes
1.5.3 Develop a baseline measurement, and measure and report
each year progress towards goals
1.6 Develop new 1.6.1 In addition to improved sponsorship and grant outcomes, Executive By N/A
revenue streams the committee should brainstorm how the Festival can Committee February
increase its economic impact and suitable new revenue 2022
Purchasing
streams to develop for the event utilising Create NSW’s
merchandise
guide on how to create new revenue streams, such as
will incur an
• A ticketed event that will generate profit6 - seek to secure initial outlay
a grant each year to deliver a feature ticketed event that
generates revenue for the Festival
• A set marketing fee for participating third party events
(commercial operators) to be included in the program
(community groups can be free or low cost). In this way,
those who benefit from the Festival drawing people to
town contribute to the costs of its promotion
• Sell multipacks of tickets to encourage increased ticket
sales e.g. discounts for tickets bought for four or more
events purchased at the same time (using one webpage
for all ticket sales for all events on the program)
• In kind sponsorship to reduce direct festival expenses e.g.
media partner, printing partner
• A local business support program such as a ‘100 club’7 for
the chance to win a major sponsor right each year, and
providing an affordable way for the small businesses who
benefit from the Festival to contribute to it. Also promote
membership to businesses in nearby towns
• Increase stallholder fees in line with similar events in the
region and/or stipulate a commission on stallholder sales
• Leverage grant funds to generate revenue e.g. purchase
infrastructure using grant funding and hire it out year-
round
• If the Kings and Queens program is run as part of the
Festival, focus its fundraising efforts outside the Shire,
so funds raised is new money coming into the region,
rather than raised from the local community and local
businesses
• Sell ads on the Festival website and social channels, and
in the program
• Develop a line of branded merchandise for sale year-
round via the visitor information centre and other retail
outlets (and online)
• Research successful merchandise programs conducted by
other festivals, e.g. Parkes Elvis Festival
• Research clothing brands such as Ringers Western
Wear, RM Williams, and RB Sellars who do co-branded
merchandise partnerships
6
Such as the country music concert that the Festival has applied for funding for from the Regional Events Acceleration Fund 2021
7
A 100 club gives low-level sponsors the opportunity to win a sponsorship level of exposure far greater than their sponsorship outlay.
It is limited to a set number of low-level sponsors, such as 100. The Festival may reduce this limit e.g. to 50, and run a ‘50 club’. It
provides a way for the Festival to raise significant sponsorship while providing an affordable level of sponsorship to small businesses
and community groups.
20 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Appealing event experiences
1.4 Divest See Action 1.4 above
programming
(running events
as part of the
Festival) from
the volunteer
committee to
local businesses
and others with
vested interests
2.1 Develop new 2.1.1 Create a fresh collaborative festival program each Community By April N/A
revenue streams year, as described in the process outlined in Action 1.3 Development 2022
• (Refer to the collaborative program model outlined in Officer
Section 2.8)
2.1.2 Undertake a review of the festival site and operations Operations December N/A
and consider how the festival can be accessible and Coordinator 2021
user friendly for the ideal event attendees.
• Re-arrange the Festival site so the highway does not
need to be closed (an expensive activity in terms of
cost and labour)
• Hire an accessibility expert to review the site and
the stall set up and provide advice on improved
accessibility (e.g. https://aarts.net.au)
2.1.3 Create a database of high-quality stallholders that Stalls By January N/A
align with the Festival’s themes and values e.g. regional, Coordinator 2022
artistic, handmade, family friendly. Send an information
pack to these stallholders and focus on curating a fresh
and quality mix of stalls (as opposed to taking anyone
for the sake of raising revenue)
2.2 Develop a As described in the EOI process outlined in Section 1.4 Community January
program EOI Development 2022
process for Officer
quality third
party events
that align with
the Festival’s
themes
2.3 Create a 2.3.1 Hire Community Development Officer as described in Community From N/A
community Action 1.1. This officer will Development August
and business • oversee the Festival programming (aside from the Officer 2021
Wage
engagement street party and car show), running the event EOI covered
role that process with support from the Committee in Council
focuses on
• proactively inspire, support and upskill local business budget
ensuring
owners and teachers/schools one-on-one on how
community and
to leverage the Festival to get maximum economic
business are
benefit out of visitors, such as in experience
engaged and
development training (particularly contemporary
involved
arts, heritage and food experiences, including in
showcasing the broader region’s produce) and
marketing training
• engage the community in arts projects to contribute
to the Festival program
• Support the Street Procession Coordinator in
reinvigorating this aspect of the festival
• support the event organisers to use the Festival’s
marketing kit to leverage their networks
• support the committee’s upskilling in event
management skills and digital literacy
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 21ESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Appealing event experiences
2.4 Invest into the 2.4.1 Undertake a review and revitalization process of the Community January- Secure grant
procession street procession, to create a quality and all-inclusive Development June each funding
community showcase and celebration. Officer year
• Seek advice from the organisers of successful parades
such as Parkes Elvis Festival, Toowoomba’s Carnival of
Flowers, and the UK’s Brighton Children’s Parade
• Secure grant funding or major sponsorship
• Hire an artistic curator to work with the community
• Theme the parade
• Hire quality street entertainers
• Offer significant prize money to entrants, with the
winner donating their prize to their preferred community
group.
2.5 Undertake a 2.5.1 Set up, distribute, and collate the results of visitor, Executive June-July N/A
robust post- third party event holders, and stakeholder surveys (e.g. Committee each year
event review sponsors)
process annually 2.5.2 Gather post event reports: financial, marketing,
to ensure the sponsorship, grants, coordinators’ reports, etc
event remains
2.5.3 Organise two debrief meetings: one with the community
fresh and
and one with the committee, to gather feedback around
relevant
three key areas ‘love, leave, learn’
2.5.4 Prepare a post-event annual review report to help the
committee understand what’s working, what’s not, and
why it isn’t working and how it can be improved, to assist
planning for the following year, including
• key recommendations to improve the event (love)
• ‘must fix immediately’ items (learn)
• long-term opportunities (learn)
• what didn’t work and needs to go (leave)
2.5.5 Develop and distribute a post-event media release that
provides transparency to the community on the Festival’s
key outcomes and challenges (see Appendix 3.1)
2.5.6 Each year do desktop and hands-on8 research into similar
events outside of the broader region, and on festival
trends, for inspiration to support keeping the Festival
relevant, fresh, and appealing
3.1 Work with local 3.1.1 Proactively support the development of high-quality, on- Community Year round N/A
businesses trend events (appealing opportunities for visitors to spend Development
to help them money with events and activities developed with their Officer
leverage the needs and wants in mind) by event organisers through the
Festival and suggestions in this guide on how businesses can leverage
increase visitor events
expenditure 3.1.2 Consider how the region’s attractions can be brought to
across the Shire life during the Festival, such as by hosting a Lost Trades
Fair at Seaton’s Farm and find third party event holders to
deliver these events
3.3 Increase 3.3.1 Resolve accommodation limitations, with tactics such as Council’s February N/A
accommodation • Organising RV camping and/or pop-up glamping/tent Tourism 2022
supply city at the Showgrounds along with a shuttle bus into Manager;
the CBD (e.g. https://www.flashcamp.com.au/) Marketing
Consultant
• Encouraging increased Airbnb and Hipcamp listings
during the Festival
• Implementing a home hosting program
• Implementing a VFR1 campaign (encourage locals to
invite friends and relatives to return and stay with them)
• Targeting RV travellers by promoting RV camp sites for
the festival
• Promoting accommodation in neighbouring towns,
including packages to coach tour groups
22 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 8
Travel to attend other eventsESTIMATED
GOAL ACTIONS RESPONSIBILITY TIMING
BUDGET ($$)
Strategic branding and marketing
1.2 Outsource See Action 1.2 above Executive By October $10,000
marketing to a Committee 2021 (based on a
professional with percentage
targets and KPIs of
sponsorship
secured)
3.2 Develop 3.2.1 Identify themes for itineraries based on the destination Council’s By March N/A
suggested and festival themes and ideal attendees and create a Tourism each year
stay and play series to be promoted via the festival and destination Manager;
itineraries that websites Marketing
encourage 3.2.2 Use the suggested itineraries in the marketing Consultant
locals and their campaign to support visitation and extended stay in
VFRs to explore the region
the Shire
3.4 Use the Festival 3.4.1 Embrace opportunities for the festival to enable year- Executive Ongoing Secure grant
to create legacy round visitor attractions throughout the destination, Committee and funding
attractions with the attractions activated during the festival but partners
also available all year for visitors to enjoy. Examples
include
• Develop an arts trail map with the support of Arts
OutWest that connects galleries, public art, artists’
studios, etc
• Connect events with the destination’s strengths
such as incorporating a bushranger-themed fun run,
rather than a fun run without a relevant theme
• Build on the Caragabal Bird Art e.g. with a bird-
themed photography competition
• Host a photo competition to develop content for use
in destination marketing
• Showcase local art or heritage in shop window
displays (particularly empty shopfronts)
Secure grant funding to
• have a mural painted on the wall at the free
campsite beside the railway station,9 and to develop
street/public art
• develop participatory community-made arts pieces
• Main St façade upgrades
• decorate public toilet/s such as this loo in Cummins,
SA (promote local attractions on the backs of toilet
doors)
3.5 Promote 3.5.1 Have the Marketing Consultant schedule regular Marketing July each N/A
the region’s social media posts (e.g. weekly) and newsletters (e.g. Consultant year
attractions on quarterly) that promote the destination to the Festival’s
the Festival’s audience to encourage return visitation throughout the
marketing year
channels10 year-
round
9
As identified in the Weddin Shire Destination Management Plan
10
Such as email newsletter, social media, and website
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 232.10 MEASURES OF SUCCESS
OBJECTIVE 1: ESTABLISH THE FESTIVAL’S FUTURE AS A FINANCIALLY VIABLE AND SUSTAINABLE ANNUAL
COMMUNITY FESTIVAL
Measures of success:
• Efficient and dedicated team working collectively to deliver a successful festival
• Low volunteer turnover (aim for a minimum three-year commitment from volunteers)
• Simplified and automated operating systems and processes reducing the burden on human resources
• Community members and local businesses engaged in delivering the festival
• Budget and profit targets achieved, with a healthy surplus contributing to future festivals
24 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024OBJECTIVE 2: PROVIDE A VIBRANT ATMOSPHERE FOR THE COMMUNITY REUNION ON THE JUNE LONG WEEKEND
Measures of success:
• Refreshed inclusive Festival program with new additions each year that appeal to the ideal attendees
• Community members and local businesses engaged in delivering the Festival
• Upskilled community and businesses
• Community pride and sense of belonging
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 25OBJECTIVE 3: PROVIDE OPPORTUNITIES FOR INCREASED ECONOMIC BENEFITS FROM VISITORS
Measures of success:
• An increase in the number of visitors from outside the Shire, visitor length of stay, and economic yield from visitors
• Increased destination profile, awareness, and positive exposure for the Shire
• Increase in accommodation capacity in Grenfell and new attractions and experiences developed as a result of the
festival
26 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024SECTION 3: APPENDIX
3.1 POST-EVENT MEDIA RELEASE
To help the community understand what is involved in planning and delivering the Festival (the cost of delivery financially
and in volunteer and Council staff labour), and the benefits it provides to the community, write and distribute a post-event
media release with information on that year’s event, such as:
• The purpose of the Festival (what it is trying to achieve)
• Highlight events of that year’s Festival
• Quotes from the attendee survey, and trends in visitor comments (e.g. on what they like and suggested improvements)
• Quotes from locals outlining the Festival’s positive social impact
• Number of attendees, and number of visitors attracted to Grenfell, and where they came from
• What percentage of visitors came to Grenfell because of the Festival
• Average visitor expenditure and length of stay
• Estimated economic impact11 and economic output (inputs:outputs as a ratio)
• Amount raised by community groups (total)
• Quotes from businesses and accommodations on sales
• How much the Festival organisers spent locally (total amount plus percentage of expenditure spent locally)
• Total received in grants and sponsorship support (and how much of the sponsorship support came from outside of
Grenfell)
• Profit (if any) and how it will be applied (e.g. added to the reserve fund to tide the Festival over in case of a last-
minute cancellation; used to hire quality acts in coming year or pay for grant writer to secure more funding)
• How local businesses benefitted from the Festival (e.g. local produce was showcased in a food event)
• How many tickets were sold to ticketed events
• Highlights from the marketing report
• Outcomes from any competitions held
• Estimated number of hours of volunteer and Council staff labour (planning and delivery)
• Acknowledgment and celebration of all volunteers, but particularly a few key ones
• How people can get involved in next year’s Festival – as a business, community group, sponsor, or volunteer, or with
their ideas
11
The Grants Officer of Regional Development Australia Central West (Kathy Sloan) will provide a free REMPLAN economic impact
report: grants@rdacentralwest.org.au
Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024 273.2 EVENT MANAGEMENT TRAINING
In 2021, the committee undertook a 7-week intensive training in event management that included 30 DIY event
management templates and covered:
Post Event Review Sponsorship
• The event’s measure of success • Identifying ideal sponsors
• Data collection strategies to support decision • Developing the pitch
making
• Managing expectations and ensuring partner
• The power of reporting to ensure future success satisfaction
Strategic Planning Grant Funding
• Ideal attendees • Setting targets
• How to create a strategic business plan • Writing successful grant applications
• Measuring results and celebrating success • Reporting and accountability
Event Planning Marketing
• Documenting event planning • Planning to achieve results
• Committee structure • Working with media
• Streamlined communications • Digital marketing
Event Teams Operations and Risk Management
• Recruiting volunteers and meeting expectations • Defining risks
• Getting the best out of volunteers • Developing and communicating the risk
management plan
• Professional support
• Streamlining operations
Event Finance
Logistics and Preparation
• A pathway to financial sustainability
• The countdown to event day
• Budget management
• Run sheets and briefing sessions are your friends
• Revenue streams
• Preparing the site for crowds
28 Grenfell Henry Lawson Festival of Arts Strategic Business Plan 2022-2024Grenfell Henry Lawson Festival of Arts Strategic Business
Business Plan
Plan 2022-2024 29Contact Us
P.O Box 77
Grenfell NSW 2810
(02) 6343 2855
info@henrylawsonfestival.com.au
Find out more at www.henrylawsonfestival.com.auYou can also read
