MEDIA INDUSTRY PLACEMENT REPORT
TIM GLATZA1667772
SEPTEMBER 30, 2016
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TABLEOFCONTENTS
1 About ‐ Hughes Public Relations and Communications Counsel .................................................... 3
1.1 Hughes PR in the mediascape ................................................................................................. 3
1.1.1 Strategic Communication Planning & Audits .................................................................. 3
1.1.2 Brand Building ................................................................................................................. 4
1.1.3 Issues & Crisis Management ........................................................................................... 4
1.1.4 Publicity & Media Liaison ................................................................................................ 4
1.1.5 Feature Writing ............................................................................................................... 4
1.1.6 Research .......................................................................................................................... 5
1.1.7 Event Promotion ............................................................................................................. 5
1.1.8 Community Relations ...................................................................................................... 5
1.1.9 Media Training ................................................................................................................ 5
1.2 Hughes PR workplace observations – Technology and Staff .................................................. 6
1.2.1 Technology ...................................................................................................................... 6
1.2.2 Staff ................................................................................................................................. 6
1.3 Hughes PR workplace observations – Culture and Employer/employee relations ................ 8
2 My role on placement ..................................................................................................................... 8
2.1 How I secured the Placement ................................................................................................. 9
2.2 Three learning objectives ...................................................................................................... 10
2.3 Reflection on use of BMedia theoretical knowledge ............................................................ 10
2.4 Use of BMedia skills .............................................................................................................. 11
2.5 Challenges and opportunities at Hughes PR ......................................................................... 12
2.5.1 Challenges ..................................................................................................................... 12
2.5.2 Opportunities ................................................................................................................ 12
3 Reflection on work‐integrated learning ........................................................................................ 13
3.1 Assessment of the value of Media Industry Placement ....................................................... 13
3.2 Suggestions for future students ............................................................................................ 13
3.3 Reflection on workplace culture ........................................................................................... 14
3.4 BMedia: a suggestion for future content development ....................................................... 15
4 Appendices .................................................................................................................................... 16
4.1 Daily Log ................................................................................................................................ 16
4.2 Day 4 Report ......................................................................................................................... 26
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4.3 Day 8 Report ......................................................................................................................... 27
4.4 Brown Falconer Project ......................................................................................................... 28
4.5 Brown Falconer Media Release 2 .......................................................................................... 29
4.6 Brown Falconer Newsletter .................................................................................................. 30
4.7 BankSA Media Release .......................................................................................................... 34
4.8 Beerenberg Project ............................................................................................................... 35
4.9 East End Redevelopment Project .......................................................................................... 38
4.10 Research for Consultant – Simon Hatcher ............................................................................ 53
5 Bibliography .................................................................................................................................. 59
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1 ABOUT‐HUGHESPUBLICRELATIONSANDCOMMUNICATIONSCOUNSEL
Hughes PR and Communications Counsel is a leading public relations agency in Adelaide who are
committed to building reputations and creating business value for their clients.
A very experienced team of individuals who think strategically and act effectively to give their clients
the power to influence action and opinion in the market place.
Hughes PR have the ability to harness a broad range of communication channels and techniques to
achieve agreed outcomes for the organisations they work with.
This includes managing coverage in traditional media; developing and building “owned”
communication channels; and creating engaging and relevant content to drive brand awareness on‐
line.
They advise their clients in corporate communication with;
Key market influencers
Special interest groups
Business partners and Government
Support client marketing efforts to customers
Assist in building cohesive organisational culture through enhanced internal communication.
Experts at managing issues and crisis communication
Hughes PR seek to be strategic, measurable and accountable to their clients and have been doing so
for almost 25 years.
1.1 HUGHESPRINTHEMEDIASCAPE
Hughes PR offer a variety of in‐house services that as a whole help their clients achieve a variety of
goals through strategic planning and communications. Such activities include;
• Strategic Communication Planning
& Audits
• Brand Building
• Issues & Crisis Management
• Publicity & Media Liaison
• Feature Writing
• Research
• Event Promotion
• Community Relations
• Capital Raising
• Media Training
1.1.1 StrategicCommunicationPlanning&Audits
Hughes Public Relations is skilled and experienced in undertaking Communication Audits to gauge
where their client is within the mediascape to understand the communications needs of the client.
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Hughes is then able to refine and integrate objectives, key messages and relevant communication
channels for their clients so that their message effectively reaches the key stakeholders and focus
areas by coordinating the delivery of public relation, marketing and advertising across relevant
platforms to the business that can in include print, television, events, promotions and digital media.
1.1.2 BrandBuilding
Brand building and protection is the primary focus of the Hughes Team. They do this by
implementing quality sustainable communication strategies that add value to their clients’
businesses, enhance the effectiveness of client’s communication strategy and build client reputation
by focusing on measurable outcomes.
1.1.3 Issues&CrisisManagement
The Hughes team are experts in unexpected issues or crisis that involve their clients. No matter what
time of day a Hughes team member is available.
A Hughes team member will work and observe employee’s communications onsite to analyse
potential crisis scenarios to develop client strategies that address aspects of sensitivity to the brand
and how to deal with them effectively and timely.
1.1.4 Publicity&MediaLiaison
Hughes PR are positioned and experienced in publicity. They have consultants such as Kieran Hall
and Simon Hatcher who have both been employed as journalists. This allows Hughes to prepare and
position media releases, feature articles and briefing documents. Hughes has extensive history with
Adelaide and national media outlets that enables the consultancy to position their clients in the best
light to media and consumers effectively and timely.
1.1.5 FeatureWriting
Hughes work with their clients to identify stories, ideas, facts and figures and case studies that helps
to strengthen the client’s communications material. The consultants can then package the content
into written, audio and visual material that best reflects and promotes the clients brand to the target
audiences. These packages include newsletters, brochures, submissions, radio and television as well
as internal publications expected by key stakeholders in the business such as annual reports and
prospectuses.
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1.1.6 Research
Hughes have the ability to collect and analyse research data to deliver effective communication to
the targeted audience. Hughes work with senior analysists from KPMG and Deloitte who assist in
undertaking and analysing research data from;
Attitudinal studies
Qualitative research
Quantitative research
Inquiry studies
Pilot research programs
The research findings help Hughes to better serve their clientele through strategic planning and
communications for the targeted audience.
1.1.7 EventPromotion
Hughes have the ability to plan and manage corporate special events for project announcements,
product launches and promotion marketing events.
By working with the client Hughes consultants can formulate and implement the most suitable event
for the client and maximise the overall goal to create an impact with the target audiences.
1.1.8 CommunityRelations
An important aspect of the work Hughes does is to improve the client’s community understanding
and tolerance through communication enhancing their ‘Social Licence to Operate’. This achieved by
researching the community through consultation programs and then develop appropriate
communications to enhance the positive relationship between the client and the community.
1.1.9 MediaTraining
Ron Kandelaars is partnered with Hughes to provide clientele media training specific to their need.
Ron and other key staff provide a comprehensive media training course that is practical and hands
on. The training helps the client deliver their key messages to media, live audiences, presentations
and social media and teaches the client to handle reputational questions from front‐line journalists
who may suggest a crisis or corporate issue within the client’s business. The training provides the
client with the knowledge to get their key message out without using the critical and leading words
of the journalist(s).
Hughes clientele can also utilise other training sessions that include; tailored radio, print and
television interviews that are conducted in‐house which prepares the client for scenarios that are
faced with in the real world media.
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1.2 HUGHESPRWORKPLACEOBSERVATIONS–TECHNOLOGYANDSTAFF
1.2.1 Technology
The Hughes team use up‐to‐date software and telecommunications to conduct their work using virus
protection and encryption software across a Mac and PC linked system. Programs and equipment
utilised by Hughes include;
Encrypted linked computer systems
22‐32‐inch display screens
The latest AV equipment
QuickBooks – Invoicing and Pay
Marketing analysis software
Adobe design suite
Microsoft Outlook 2016
Google Chrome
The software and technology at Hughes allow the team to do their work in the most effective and
safest (encryption) way.
1.2.2 Staff
The Hughes PR consultants have a variety of skills and experiences formed through their previous
endeavours as journalists, communications experts, marketing experts and media advisors to
government. The team also incorporates specialists with skills in social media, graphic design and
digital video production.
Tim Hughes is the principle and creator of Hughes PR. He has been in business for over 20 years and
has handpicked his dedicated and talented team who all have their own unique skills covering the
spectrum of public relations disciplines. Tim’s abilities and achievements command respect in the
office. He has tight rules on dress code and manners as the consultancy is highly regarded by
corporate clients as PR leaders in the state and nationally. He was always very pleasant to me and I
would make the effort to speak with him when he was available.
Kieran Hall was my main supervisor during the internship. Kieran is the superlative of
professionalism. He is very driven and motivated in his senior consultant role. In the first week of the
internship Kieran was the hardest person on the team to speak with as his body language, style and
piercing eye contact made me feel quite intimidated.
After a short time, I realised he spoke to the other team members the same way. Over the following
days I initiated conversation regarding his work, pictures of his kids, interests and questions on my
work to find common ground that proved effective as we came to a mutual working rapport with
one another. However, Kieran did use my own words against me in his final assessment of my
performance stating ‘my writing needs work’ which I said when speaking of my writing skills.
However, he has the skills I want to ultimately develop as a working professional; hence I have great
respect and admiration for him.
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Sam Firth was the main team member that welcomed me wholeheartedly and spoke to me about a
variety of subjects and were very forthcoming with industry news. She has become a strong ally for
me moving into the job market. She spoke at length about the niche opportunities I could create and
fill if given the opportunity to pitch my worth to key Adelaide PR identities to prove my skills are
valuable to the company.
Luke Howard is Hughes’ senior graphic designer, the youngest in the team who has a creative flair
that turn consultant’s words into visually stunning publications for clientele completing a packaged
result. Many other PR agencies outsource their graphic design needs which limits interactions
between consultants and designer that can cause lengthy delays in project schedules. Luke brings a
positive vibe to the office atmosphere often hearing him and Jamie trade banter and jokes.
Simon Hatcher is the second in charge and a senior consultant at Hughes. He is part of the Hughes
PR succession plan and is in the process of being trained take over the position of the General
Manager when Tim Hughes decides to step down from the position. Simon holds many of the same
characteristics and qualifications as Tim Hughes and in my opinion will suit and maintain the ethos of
the company that Tim created in the top position.
Ember Corpuz is the hub of internal communications. She relays messages and emails to and from
consultants and has access to every team member’s calendars to be able to coordinate meetings and
consultant itineraries that make the agency run smoothly and efficiently as all team members know
where the other one is creating unity within the team. Ember was also very nice to me and
answered any questions I asked before, during and after the placement.
Kate Potter is Hughes’ expert social media consultant. She has the ability to improve clientele’s
interactions on social media by creating a schedule and key content to be posted. Kate has the
ability to run training sessions with clientele to teach employees the importance of scheduling post
construction and profile parameters. Kate is quite professional maintaining that aspect when
speaking to other consultants except for Sam who she seems to share a strong friendship and diet
coke addiction.
Jamie Hershman heads up the marketing department at Hughes. His work includes conducting
market and stakeholder analysis, developing marketing plans and budgets that create tactical
campaigns designed to enhance the clients marketing programs to positively impact on their key
stakeholders. Jamie does this for both clients and also implemented internally to promote the
Hughes brand. In the office setting, Jamie is somewhat the class clown who regularly tried to make
everyone laugh, although at times went to far.
The consultancy is a one stop PR shop for all their client’s public relations needs as the team all have
experienced skills in strategy, planning and project management that are vital to their clients to
develop and execute programs that deliver exceptional outcomes in commercial communication
solutions.
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1.3 HUGHESPRWORKPLACEOBSERVATIONS–CULTUREANDEMPLOYER/EMPLOYEERELATIONS
Hughes PR offices are located on the first level above Rundle Street. The office has an open bright
working atmosphere where the consultants have ample area to conduct their work with space to
layout paperwork.
Hughes PR focus their attention on ‘High End’ corporate clientele. I observed some invoices and
projected work times for clients that had significant financial value to Hughes PR. Yet despite this,
the employees are fantastic and treated me with peer respect.
The team were dressed immaculately in stylish business attire as per the requirements in the
employee handbook. The handbook states; “All team members to be dressed in smart business
attire. All male employees must wear a tie”. (The company do not want our professional image to
slip)
All employees were very pleasant to me and were happy to chat. As I am a mature‐age student and
of a similar age to the Hughes team it was easy for me to relate to them. During peak times of work
the staff are very efficient and spoke to one another in a professional manner to complete work
effectively.
However, when the line managers (Tim and Simon) were away or at meetings, the team would talk
in a more candid manner on unelated work topics, such as; TV shows, their kids, lives, shopping,
current news and their opinions as well having friendly jabs at one another causing laughter that
created a friendly atmosphere in a sometimes stressful environment.
The Hughes team work a 10‐hour day, arriving at 8.30 am and finishing at 6.30 pm. The day is long
for them, but the time goes quickly as they were all engrossed with their current work obligations or
attending events, business and strategy meetings.
Tim Hughes is an exceptional boss and manager. He treats his team with respect and dignity and
everyone in the agency is an equal, I was also treated in this respect. Tim always made time for the
team to ask him questions and his opinion on projects not directly in his control creating a vibrant
public relations think tank.
2 MYROLEONPLACEMENT
I was able to attend Work in Progress (WIP) meetings where the whole team including Tim Hughes
would meet and discuss their current work and the next actions they intend to take. I was also asked
to participate by describing my background and why I want to transition into PR. I responded with
relevant information of my history, skills and experiences.
I was able to sit in on a few client meetings, where the current agenda is spoken about and how the
process can move forward. Within these meetings I also contributed and raised some valid points
that were commended by the Hughes team and taken on board by the corporate client as a good
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idea. I had also been involved in a training sessions with the Brown Falconer team to better
understand LinkedIn.
I had also spent time observing and commenting on graphic design elements of ongoing client
projects. Some of my suggestions were taken on board and implemented by the design team.
I was given a variety of opportunities and written tasks to carry out during my time at Hughes PR
that included;
Attending meetings and training
sessions
Rebranding exercise for the SA brand
of Beerenberg
Create a monthly external Newsletter
and 2 Media releases for Brown
Falconer issued from a memo
Desktop research for consultants (3)
Create a Media release for corporate
client BankSA
Proof read monthly corporate
magazine before publication
Redevelopment project for the East
End
2.1 HOWISECUREDTHEPLACEMENT
Before commencement of the second semester I had spoken to other students who were
undertaking Media Industry Placement who were looking for placement or undertaking their
placement. A few students were finding the process of securing a placement very difficult in the
short time frame and became quite stressed and panicked after having numerous unsuccessful
applications. One such student failed to secure a position and ultimately failed the subject.
My peer’s opinions on the subject led me to believe it was wise to start looking for a placement
before the subject commenced contradicting course guidelines.
From two months prior to the commencement of the subject I started emailing prospective hosts to
find a placement position. I sent out approximately fifteen emails containing my request for an
internship that included my suitability for the position and linking my E‐portfolio that details my
experiences, skills and education.
From the fifteen emails sent out, I received thirteen negative responses and two positive responses
that offered me a positon as an intern. The first was ‘The Advertiser’ and secondly ‘Hughes PR’.
The Advertiser however did require prospective students to purchase their own insurance as News
Corp management have concerns with the University of Adelaide’s insurance policy regarding their
students.
This led me to accept the offer from Hughes PR and Communications Counsel by replying to their
acceptance email. Following the acceptance, numerous emails were sent back and forth between
the office manager (Ember Corpuz) and myself to organise appropriate dates for the placement that
suited both Hughes PR and myself.
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2.2 THREELEARNINGOBJECTIVES
1. Build an appropriate learning relationship with the industry host
2. To develop an understanding of the requirements and skills needed to work in a Public
Relations position through observation and participation
3. Work successfully to instruction with industry professionals in industry environments and
corporate culture
Of the three learning outcomes I believe I achieved all three. Objective one was achieved by listening
and acting on verbal and written requests promptly and efficiently. Objective two was achieved by
observing the general practice of public relations agency staff and complete exercises in line with the
industry. Objective three was achieved by working successfully according to instructions and
acknowledging constructive criticism of the work I produced while at Hughes.
2.3 REFLECTIONONUSEOFBMEDIATHEORETICALKNOWLEDGE
To understand the usefulness of the theoretical components of BMedia subjects I have undertaken, I
have colour coded the usefulness of the subjects undertaken over a three‐year period below. Green
indicates the subject has been very useful for theoretical knowledge in the PR workplace. Yellow
indicates the subject had some aspects that were useful for theoretical knowledge in the PR
workplace.
Final year of a Bachelor of Media
Radio and Online Production and
Broadcasting
Professional Practice
Big Data & Surveillance
Ethnography: Engaged Social
Research
Media Industry Placement
User Experience Design
Second year of a Bachelor of Media
Visual and Media Anthropology
Reporting: Principles and Practices
Media Theory
Media Policy and Media Law
Writing for News Media
Media Research Methods
Digital Production II
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First year of a Bachelor of Media
Digital Platforms
Introduction to Media: Digital
Revolutions
Broadcast: Television and Radio
Digital Production I
Story/Technology: Writing
Techniques
I was able to utilise my research skills attained through theoretical assignments and thereby
reproduce these in practise for Hughes consultants (Sam Firth, Kieran Hall, Mark Williams and Simon
Hatcher) who requested I research specific needs for their clients.
2.4 USEOFBMEDIASKILLS
To understand the usefulness of practical elements of BMedia subjects I have undertaken, I have
colour coded the usefulness of the subjects undertaken over a three‐ year period below. Green
indicates the subject has been very useful for practical knowledge in the PR workplace. Yellow
indicates the subject had some aspects that were useful for practical knowledge in the PR
workplace.
Final year of a Bachelor of Media
Radio and Online Production and
Broadcasting
Professional Practice
Big Data & Surveillance
Ethnography: Engaged Social
Research
Media Industry Placement
User Experience Design
Second year of a Bachelor of Media
Visual and Media Anthropology
Reporting: Principles and Practices
Media Theory
Media Policy and Media Law
Writing for News Media
Media Research Methods
Digital Production II
First year of a Bachelor of Media
Digital Platforms
Introduction to Media: Digital
Revolutions
Broadcast: Television and Radio
Digital Production I
Story/Technology: Writing
Techniques
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The exercises I was requested to work on at Hughes PR included media releases, newsletters, proof
reading and brainstorming that had similarities to assignments undertaken in a variety of subjects
listed in Green as above. The most useful subjects that teach practical skills were Writing for News
Media and Radio, Online Production/Broadcasting and Professional Practice where criteria of
assignments match industry journalistic and marketing standards.
For example, Writing for News Media enabled me to construct media releases and newsletters into
well scripted pieces. This was achieved by understanding the core knowledge to write in a
journalistic style that incorporates putting the most newsworthy angle information into the first
paragraph of the article while paying close attention to the who, what, when, why and how
principles throughout the articles.
This understanding was further backed up by the subject Radio and Online Production and
Broadcasting that helped me find my voice and get over my nerves when speaking to an audience,
particularly while attending Hughes PR meetings.
Professional Practice prepared me to understand workplace methods and acronyms through to
project reporting techniques and marketing strategies.
2.5 CHALLENGESANDOPPORTUNITIESATHUGHESPR
2.5.1 Challenges
The most challenging aspect of the placement was transitioning my writing skills from academic to
journalistic standard. This aspect put me on the back foot on the first day, but given my knowledge
from my University course on how to write I was quickly able to adapt to prepare a media release
exercise for Hughes PR.
2.5.2 Opportunities
LinkedIn Training
I had the pleasure to attend LinkedIn training with the Brown Falconer group, with the session
conducted by Kate Potter who is the social media expert at Hughes. The session was very
comprehensive and engaging as she explained her way through the platform. I now have a working
knowledge and strategy to create a better business profile.
Media Training
The second session of note was Media training for a Hughes client. The session was conducted by
Ron Kandelaars. Within the 3‐hour session I attained the most insightful knowledge and techniques
when being interviewed by the media. The session will help me progress personally and
professionally. Ron’s delivery method was nothing short of exceptional.
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3 REFLECTIONONWORK‐INTEGRATEDLEARNING
Work integrated learning is the term for a range of approaches and strategies where tertiary level
education institutes purposely integrate industry work related practices and theory elements into
their curriculum to provide students with work ready skills.
The University of Adelaide’s Bachelor of Media degree curriculum has done this successfully for the
most part, but administration must keep pace with industry standards and not use outdated media
theory and practice that may not give future students the skills they need while undertaking the
degree. The Media degree should ultimately have students skilled at a competent industry level
before graduating allowing the student a smoother transition to the work place knowing their skills
are up‐to‐date and to industry standard.
3.1 ASSESSMENTOFTHEVALUEOFMEDIAINDUSTRYPLACEMENT
Media industry placement is a valuable aspect of the BMedia coarse. It allows the student to develop
industry skills and workplace experiences that prepare the student for working life after study.
Although only a 10‐day experience I would suggest that future students undertake more industry
placements over the course of the BMedia degree. This will allow prospective employers to assess
that the student is capable of producing professional standard work.
3.2 SUGGESTIONSFORFUTURESTUDENTS
I have five main suggestions for future students undertaking the Media Industry Placement coarse;
1. Never complain to your industry host – No matter what tasks you are given, even those
tasks that are not that ideal, complete them without fuss. Obviously this suggestion is within
reason because you are there to learn not just make coffee and do random errands. If this is
a common occurrence you must speak to your academic advisor immediately.
2. Get to know people from every department – Everyone in the company may be able to
provide you with some valuable insight into the industry, so make an effort to get know as
many employees as you can. Don’t just talk to your direct supervisor as this will decrease the
positive impacts of the placement and will be counterproductive to your experience. Be
confident and don’t be intimidated.
3. Don’t be afraid to ask questions – The industry hosts don’t mind if you ask them questions,
on the work you’re doing or something about the company. It shows the host you are
engaged in the work and you’re a detail orientated person who’s eager to learn. Pay
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attention to the answers as you don’t want to ask again and be perceived as someone not
paying attention.
4. Make a list of all the things you want to learn before placement – This suggestion is related
to your three learning outcomes but with a check list attached of the skills you want to learn.
The industry host will ask you what you want to learn, so it is best to have a list of skills that
you want to achieve while on placement to show you have a strong interest in the industry
and wish to achieve personal development.
5. Research the company before applying for a position – I would suggest researching the
company before students make initial contact. The information will be required during the
selection process to be regurgitated back to host when they ask why you want to do an
internship with the company. The host wants you to be enthused to be there and have
knowledge of their achievements and processes within the industry.
3.3 REFLECTIONONWORKPLACECULTURE
Hughes PR is located in a building that used to be home of a billiards hall. It has high ceilings and
wooden floorboards throughout that creates a harmonic acoustic where sound travels throughout
the building and can be heard from all workstations including footsteps and conversations. The
working stations however has a carpeted area where a dining area used to be. The board room and
meeting area have been retrofitted with glass sliding doors on the northern end of the premises
overlooking Rundle Street.
There is a common kitchen in the middle of the building where consultants prepare their lunches,
drinks and snacks. The team on the most part bring their own lunches to work, and have lunch at
their desks due to their workloads. Within the kitchen the island bench is laid out with the most
recent print editions of news so consultants can stay current with news they are not directly
involved in. The consultants generally peruse the issues upon arrival and during their lunch breaks.
Hughes provide the staff with free drinks of their choice and an automatic coffee machine which I
took advantage of morning and afternoon. Hughes also has an arrangement with the downstairs
café where coffees can be purchased for two dollars and provide coffee to Hughes clients when
required via text message to the café.
The work place culture at Hughes PR is very dynamic and vibrant as there a variety of talent and
skills within the team. As a combined unit they have the ability service their clients via strategic
business processes.
The Hughes PR team portray a family atmosphere with each team member filling a certain role
within the consultancy. The majority of the team have young children who attend staff Christmas
events and similar that consolidates the team comradery.
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Messages between consultants are informal with internal communications dismissing formal
correspondence. Within the Hughes work place environment this seems to work well. Hughes
employees are very personal with one another as they know the situation each consultant has in
their life. The family atmosphere is definitely present when consultants speak to one another.
3.4 BMEDIA:ASUGGESTIONFORFUTURECONTENTDEVELOPMENT
The BMedia coarse should stop focussing so much on the theory based subjects and offer students a
more practical curriculum that will actually help them to gain employment in the media industry. In
the current social media age, theories based in the last century are no longer relevant in current
society. In essence the University is wasting academic funding in areas that no longer apply and also
wasting student’s time and HECS fees learning theories that have zero relevance in the social media
age and media workplace.
This is a media degree that requires skills to move into the workforce. Theory involved with the
BMedia degree have limited positive outcomes for students who are looking to enter the practical
media industry workforce. Employers have no interest in student’s theoretical knowledge; only the
practical skills they have acquired.
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4 APPENDICES
4.1 DAILYLOG
DAY1HUGHESPR 5SEPTEMBER2016
09:00
Arrival ‐ Induction 10:00 Review Hughes structure
and Case studies & Employee handbook.
Issued by Ember Corpuz – Office Manager
11:00 Work exercise – Brown
Falconer (BF) media releases and newsletter
Issued by Sam Firth – Consultant
12:00
Lunch 13:00
Work exercise ‐ Beerenberg
Issued by Ember Corpuz
14:00 BankSA client meeting WIP
Kieran Hall, Kate Potter & Sam Firth
NOTES
15:00 Extensive day. Welcomed by all
Newsletter exercise –Brown Falconer
The team and boss, Tim Hughes
16:00 Given relevant industry tasks to
Finish work on.17:00
Learning the team from observation to gain rapport.
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DAY2HUGHESPR 6SEPTEMBER2016
08:00
09:00
Arrival ‐ Newsletter exerciseBF.
Issued by Sam Firth
10:00
11:00
12:00 Media release 1
BF. Issued by Ember Corpuz
13:00 Lunch
14:00 Media release 1 BF
NOTES
15:00 Work in Progress (WIP) meeting All team members
Remembering how to write releases as learnt in Reporting: Principles and Practices.
16:00 Media release 2 BF
Finish Gaining rapport with the team17:00
Key – Do not be intimidated18:00 Prove your worth – Speak Up
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DAY3HUGHESPR 7SEPTEMBER2016
08:00
09:00
Arrival 10:00 Proof read BankSA Issued by Kieran Hall ‐
Consultant
Before printing 11:00 Polish Newsletter BF Issued by Sam Firth Day 1
Polish media releases BF12:00 Lunch
13:00 Graphic Design Luke Howard – Senior Graphic
Design Consultant
Observation and 14:00 Practice – create cover page
For final report with Hughes styling
NOTES
“Mate that looks awesome!” –Luke Howard
15:00 Research stats for client article
Mark William 2IC – Work is highly confidential and omitted from final report as per his request.
Mark Williams ‐ Senior Consultant (2IC)
“Thanks Tim, exactly what I wanted. I can use this in the information I provide to the client.” – Mark Williams
16:00
Finish – Converse with team17:00 Sam, Luke, Jamie
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DAY4–HUGHESPR 8SEPTEMBER2016
09:00
TASK
S
Arrival – Feedback from BF Release 1 – Sam Firth
Constructive comments.
10:00 Sales and Marketing Jamie Hershman – Senior Marketing Consultant
Q&A with Jamie 11:00 Tender practice – Confidential
and omitted from final report. – Real client data.
Issued by Jamie Hershman
12:00 Staff Marketing meeting Conducted by Jamie and Tim
Hughes – General Manager
13:00 Lunch Insightful meeting. Similar to my previous business experience
14:00 Research client social media
Use – Confidential & omitted from final report.
NOTES
15:00 BankSA exercise Issued by Kieran Hall
Media release 16:00 Writing more proficiently to
media standards after constructive comments.
Finish Very hard to transition between academic theory writing and writing for media.
17:00
As a media student the coarse would produce better students if they dedicated more subjects to real world writing and marketing techniques.
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DAY5–HUGHESPR 9SEPTEMBER2016
09:00
Arrival – East End Project Issued by Ember Corpuz ‐ A substantial Media and Marketing exercise.
10:00
BankSA feedback Kieran Hall 11:00 “Good Job, that’s basically how
the actual release went out.”
12:00
Lunch 13:00
East End Project 14:00
NOTES
15:00
Off‐site Client – Brown Falconer
Conducted by Kate Potter –Social Media Consultant
16:00 Social Media Training LinkedIn
Information can be included in final report, but under the agreement the training documents remain confidential and cannot be reproduced in any manner
Readers MUST sign a confidentiality agreement.
17:00 Finish
21
DAY6–HUGHESPR 12SEPTEMBER2016
08:00
09:00
Arrival – WIP meeting10:00 East End Project
11:00
12:00 Lunch
13:00 East End Project
14:00
Desktop research for consultant Sam Firth
NOTES
“Thank you so much this is perfect! Great work Tim!” – Sam Firth
15:00 Confidential – Omitted from
Final report as directed by 16:00 Sam Firth
Finish 17:00
18:00
22
DAY7–HUGHESPR 13SEPTEMBER2016
09:00
Arrival – East end Project10:00
11:00
12:00 Lunch
13:00 Ron Kandelaars
14:00 Media Training for
NOTES
Strictly Confidential 15:00 Flinders Fertility All aspects of media training and
omitted from report.
16:00 Dr Michael McEvoy Definitely a worthy experience
moving into the job market.
Director of Flinders Fertility17:00 Invoiced for 4 hours training
@ $300 Total $1320 Inc. GST
Confidence, language and prepared responses to negative hardball journalist questions. To be conducted with your own timeframe, not the journalist’s.
Finish 18:00 Don’t be intimidated and be
prepared
Unbelievable experience
23
DAY8–HUGHESPR 14SEPTEMBER2016
09:00
Arrival – East End project Finalise report – Proof read and edit before submission
10:00
Word count ‐ 2515 11:00
12:00
Lunch 13:00
Desktop research for Generic information already in the public domain
14:00 Consultant – Simon Hatcher
NOTES
Information regarding the ACCC rulings with procurement contracts and tenders with amalgamated local Australian councils and its effects on smaller service providers.
15:00
16:00
Finish 17:00
24
DAY9‐HUGHESPR 15SEPTEMBER2016
TASK
S
08:00
09:00
Arrival – Research for 10:00 Simon Hatcher “Fantastic Tim, thank you
again.” – Simon Hatcher 2IC
11:00
Proof read client publication Issued by Tim Hughes 12:00
Lunch 13:00
Client Research for Sam Firth
Confidential and omitted from Final report – Sam Firth research
14:00
NOTES
15:00
16:00
Finish 17:00
25
DAY10–HUGHESPR 16SEPTEMBER2016
09:00
Arrival – Finalise Works to Print
10:00
11:00 Print and review Hardcopies
12:00 Lunch
13:00 Brainstorm Session Simon, Jamie, Mark, Kieran and
myself.
My research data Contributed to the session with consultant validated ideas and thoughts.
14:00 Research objectives from the meeting
Issued by Simon Hatcher.
NOTES
15:00 Works assessment Conducted by Kieran and James
16:00 Positive feedback from
consultants.
Internship complete17:00
“Some small errors but ultimately a high standard of work for the tasks we have given you. Very impressive effort, great job Tim.” – Jamie Hershman.
26
4.2 DAY4REPORT
Day 4 Report ‐ Hughes PR and Communication Counsel
Media Industry Placement
Tim Glatz a1667772
08/09/16
The first four days have flown past. I have been welcomed by the Hughes PR team and feel
like I’m almost part of the team. The team is dressed immaculately and have all been very
pleasant to me and happy to chat. As I am a mature age student and of a similar age to the
Hughes team, it has made it very easy to relate to them. This will benefit me with quality
professional contacts in the industry.
Hughes PR focus their attention on ‘high end’ corporate clients. I have seen some invoices
and projected work times that add up to a significant amount of money. Yet the people are
fantastic and treat me with respect.
I have been able to attend Work in progress (WIP) meetings where the whole team
including Tim Hughes sit down and discuss their current work and the next action they
intend to take. I was also asked to participate by describing my background and why I want
to transition into PR. Which I responded with relevant information of my history, skills and
experiences.
I have also been able to sit in on a few client meetings, where the current agenda is spoken
about and how it can move forward in the process. Within these meetings I have also
contributed and raised some valid points that were commended by the Hughes team and
taken on board by the corporate client as a good idea. I have also been involved in a training
session with the whole team to better understand LinkedIn.
I have also spent time observing and commenting on graphic design elements of an ongoing
client project. With some suggestions taken on board and implemented into the design
process.
I have been given a variety of tasks to carry out in the first 4 days including;
Rebranding exercise involving four tasks for SA brand Beerenberg.
Create a monthly newsletter for corporate client from scratch notes.
Create media releases for corporate clients. (3)
Proof read monthly corporate magazine before publication. I look forward to the
rest of the internship.
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4.3 DAY8REPORT
Day 8 Report ‐ Hughes PR and Communication Counsel
Media Industry Placement
Tim Glatz a1667772
14/09/16
Following on from day 4 for I have been given a variety of tasks to complete and been given the
opportunity to attend training sessions and WIP meetings.
I had the pleasure to attend LinkedIn training with the Brown Falconer group, with the session
conducted my Kate Potter who is the social media expert at Hughes. The session was very
comprehensive and engaging as she explained her way through the platform. I now have a working
knowledge and strategy to create a better business profile.
The second session of note was Media training for a Hughes client. The session was conducted by
Ron Kandelaars. Within the 4‐hour session I attained the most insightful knowledge and techniques
for when being interviewed by the media. The session will help me progress personally and
professionally. Ron’s delivery method was nothing short of amazing!
When not attending sessions, the team has been giving me exercises in line with what they do every
day including; press releases, newsletters, client research, brain storming, brand building strategies
and ideas for redevelopments.
The work place culture at Hughes is very dynamic and vibrant as there a variety of talents and skills
within the team. As a combined unit they have the ability service their clients via strategic business
processes.
I am achieving the goals I set out for myself;
I have gained a solid rapport with the majority of the team and most importantly the boss.
I have a strong understanding of the requirements and skills within the industry.
New valuable contacts.
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4.4 BROWNFALCONERPROJECT
Media Release 1
5th September 2016
Local architecture firm to design Adelaide’s tallest
residential building
Adelaide architecture firm Brown Falconer has won a competitive tender to design the city’s tallest
residential development.
Located on Frome Road, the development will include a hotel, serviced apartments and student
accommodation.
A second planned development will provide student accommodation located at the end of
Synagogue Place that will help rejuvenate a current dead end running from Rundle Street.
Both developments will be linked by the extension of Travistock Lane that will provide more
pedestrian movement between Rundle Street to the future Old Royal Adelaide Hospital site.
“Brown Falconer is dedicated to making South Australia a place where business and people thrive.”
“In turn we are investing in talent and designs that will help to shape the future of SA building
designs,” Brown Falconer CEO Troy Smart said;
“We are very proud of our design team for their vision for such a building that will, once completed,
become a cornerstone of our great city.
Smart went onto say; “As for our second planned development, we want to keep the East End alive
once the RAH moves out ‐ we want people to come live and enjoy the East End’s vibrancy.”
Minister John Rau said “Future developments would work to compensate for the loss of the RAH in
the East End.
“The government is offering incentives to design and building companies to keep Adelaide growing,”
“Brown Falconer has been recognised as a leading innovator in architectural designs in South
Australia winning recent design awards in the aged care sector contributing to the needs of the
elderly, so we are very happy for them to tender plans for future developments.”
Media Contact: John Cena (08) 8203 7760 or 0427 910 554 /
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4.5 BROWNFALCONERMEDIARELEASE2
Media Release 2
5th September 2016
Architecture Firm Brown Falconer Wins the Aged and
Community Service Award for Excellence
Architecture firm Brown Falconer has trumped the aged and community service awards last night
winning the award for excellence against strong competition.
The winning design was for the excellence for Resthaven complex, Port Elliot.
Project manager Peter Griffin said, “We were ecstatic with the award for Aged Living Design with
such high quality submissions.
This design reinforces that Brown Falconer is at the forefront of architectural design in South
Australia,” he said.
The main design elements incorporated into the Resthaven project included double height entry
corridors that recognise the importance of access for older residents and incorporating natural
lighting throughout with views of the landscaped gardens onsite, with the focus on bringing the
outside in.
Peter Griffin went on to say; “We have had a 30‐year relationship with Resthaven. This has created a
collaborative and cohesive affiliation between the groups that we will continue to strengthen into
the future.
General Manager of Resthaven, Monty Burns said “We have been very fortunate to have formed a
longstanding business bond with Brown Falconer and we congratulate them on this award.”
Media Contact: John Cena (08) 8203 7760 or 0427 910 554 /
30
4.6 BROWNFALCONERNEWSLETTER
Brown Falconer Newsletter
September 2016
Perth Office Open for Business
Brown Falconer have officially opened a Perth office on the 18th of August.
Contact details:
Unit 9, 300 Rokeby Road
Subiaco WA 6008
Email: [email protected]
Brown Falconer's Western Australian team has been busy, with many projects in the Perth
region recently completed, including the town centre projects at Harvest Lakes, Mandurah
and Dalyellup and with more projects in development including the new Butler Town Centre
project and other smaller retail projects around the region. Everything is pointing towards a
successful future for Brown Falconer in Western Australia.
Sector Update
Brown Falconer sent two valued team members; Deb Aukland and Tracey Roughana from
BF’s Adelaide offices to the annual Australasia Conference for the Association for Learning
Environments (A4LE). This year’s venue was the Melbourne Convention and Exhibition
Centre. The conference themes were further enhanced by onsite visits to education facilities
that have showcased evolutionary designs for education spaces.
Two keynote speakers stood to produce better learning outcomes for students;
Firstly, Professor Richard Elmore, from Cambridge University, presented two case studies
challenging the influence of space and its effect on the learning outcomes of students and
the second speaker Dr Yong Zhao, from the University of Oregon.
Elmore’s hypothesis is that the future will bring a difference between what is ‘learning’ and
what is ‘schooling’, by separating the two terms into different streams of education and
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focusing on a learning program, he believes will help engage a variety of extra students by
placing them into an environment that bests suits their individual educational needs.
The studies were contrasting in nature, one based in rural Mexico the ‘Tutoria ‘, a voluntary
education program consisting of minimal infrastructure and the second study ‘NuVu’ a high
tech purpose built studio, located at Cambridge University. Both studies have created
exceptional learning outcomes for their students.
The second speaker of note Dr Yong Zhao, from the University of Oregon who addressed the
issues of the disappearance of traditional trades and certain professions due to the global
market economy and the autonomous nature many manufactures are moving to, replacing
the human workforce in the process. These factors concluded by Zhao, means the need to
re‐evaluate and change the educational processes in place by learning institutions and the
curriculum driven by that process in line with current world employment circumstances.
Zhao posed the question as to why educate students for a workforce no longer required by
society and how do we move forward with the development of an education system that
values every human talent that can’t be automated?
Zhao’s presented five key ideas he believes are fundamental to revaluating the education
system including;
1. Ending the average
2. Celebrating the individual
3. Counting what counts
4. Rewarding creativity and
5. Identifying the main issue of concern and solving the issue
Brown falconer architect Deb Aukland said “the speaker’s case studies were insightful for
the evolution in education design.
“Brown Falconer will consider incorporating some design aspects featured at the conference
into future education projects.” She said.
32
Awards Night
The Aged and Community Service Awards for Excellence
Brown Falconer architects won the Aged Living Design Award for Resthaven ‘Beachside’
facility in Port Elliot. The award recognises the merits of the building design and its influence
of the wellbeing of residents and staff.
The awards night was held on August the 3rd at the National Wine Centre. The awards
recognised excellence across all industries relating to age care services in SA and the
Norther Territory. Categories included;
Design quality
Service innovation
Employee recognition
Key design principles included double height entry corridor, recognising the importance of
access and access to natural lighting and views of the landscaped gardens, focusing on
bringing the outside in.
Brown Falconer has had a 30‐year relationship with Resthaven with many designs
implemented over the years that has created collaborative and cohesive affiliation between
the groups that we will continue to strengthen into the future.
Project Profiles
West Franklin
The Brown Falconer designed West Franklin project located in Adelaide CBD is set to create
a vibrant urban community with key design features incorporating a twelve‐person cinema
located on the ground floor, Shared lounge, dining and barbecue spaces, Library and office
space and a Coffee Club Franchise located on the ground floor.
The Brown Falconer development will provide a new and exciting lifestyle opportunity never
before seen in Adelaide that will become a highly sort after address once construction of
five state of the art towers are completed.
Stage 1 currently under construction includes 304 new apartments in two towers, designed
to maximise space and light, with all amenities within a short distance.
33
Other Design Features
Hidden 5 storey carpark, sleeved by apartments and a 5 storey green wall to conceal
the carpark from view.
Integration with the existing ground plane and adjacent buildings to maximise
connectivity opportunities that aspire to create community sensitive outcomes.
Fully Equipped Gym, Sauna and Steam Room.
Rooftop indoor/outdoor bar area.
Kyren
Brown Falconer designed residential and student accommodation developments in the East
End of Adelaide has been announced. The first new development for Frome Street will
provide a new level of serviced accommodation with a hotel and serviced apartments.
The development will also incorporate premium apartments that will have unparalleled
views across the city and hills. Once completed the development will become the tallest
residential building in Adelaide.
The second building will provide student accommodation located at the end of Synagogue
Place that will help recharge the current cul‐de‐sac running from Rundle Street.
Both developments will be linked by the extension of Travistock Lane that will provide more
pedestrian movement between Rundle Street to the current Royal Adelaide Hospital site.
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4.7 BANKSAMEDIARELEASE
BankSA Media Release
8 September 2016
BankSA injects $100,000 into recovery grants for
Sampson Flat bushfire communities
BankSA has announced that it will give up to $100,000 in grants to provide financial
assistance to the Adelaide Hills communities impacted by the January 2015 Sampson Flat
bushfires.
The fund has been set up to help the recovery of communities devastated by natural
disasters.
Grants up to the value of $10,000 each are available as part of BankSA and Westpac’s
Natural Disaster Recovery Fund.
BankSA Chief Executive Nick Reade said “the true impact of natural disasters like the
Sampson Flat bushfires are often not realised until the dust has settled.”
“We have learnt from previous natural disasters that six to nine months following an event
is a critical time for restoration activities,” he said
Local community groups and not‐for‐profit organisations who are helping to rebuild
affected communities can apply for the grants.
Online applications can be made at www.banksa.com.au/ndrf2015 until 4.30pm on Monday
7 September 2015.
“Our recovery grants will form part of the long term recovery of our Adelaide Hills
communities at a time we know our regional areas need sustained support,” said Mr Reade
“We hope the grant funding will provide a welcome boost to those organisations and not‐
for‐profit groups who continue to work tirelessly to rebuild the communities they love.”
Projects eligible for a grant may include; repairs and rebuilding of community infrastructure,
activities that assist with restoring the wellbeing of the community, communications
equipment, tools and also economic and community development activities.
Applications will be assessed within four weeks of the closing date. Successful recipients
will be notified in October 2015.
Media contact: Jayne Flaherty 0478335544 / [email protected]
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4.8 BEERENBERGPROJECT
BEERENBERG REBRANDING
Task 1
To inform the existing customer base of Beerenberg rebranding I would suggest a social
media campaign, using Facebook, Instagram, Snap Chat Twitter, LinkedIn and Google+
including their personal website highlighting the change to the branding with photographs
and videos of their new product branding.
I would also inform certain mainstream and trade media via a media release of the change
stipulating the quality of the product is the same as the previous product packaging designs
and inform the new look after market research proved a wider appeal of the products to
consumers indicated by the 37% increase in sales.
I would have specific articles written by food bloggers to gain added credibility to the
product and provide a few examples of new packaging to further consumer and business
awareness of the change, as shown below.
36
In conjunction with social media, the creation of events where the company can display
their products and involve tastings and activities to inform the customer base. Such as the
Central Markets where foot traffic is high, Royal Shows or the Hahndorf Farm where the
product is created.
I would then speak with key consumer groups including super market chains, independent
grocers to negotiate with them to stock the rebranded product. Where the product is
already stocked I would add shelf stickers to inform consumers before the changes are
made.
Task 2
I would suggest initial incentives to consumers by offering in store tasting to re affirm the
rebranded product and to show the quality is still there. Also as shown by the above picture,
the Beerenberg website gives the consumer the opportunity to join the taste team requiring
email details that creates a database of new and existing consumers by keeping them
informed through E newsletters with offers and updates keeping the brand in the focus of
the consumer.
By also maintaining social media accounts with relevant posts and content allows the brand
to stay familiar to consumers by seeing it regularly in their news feeds affirming the brand.
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Task 3
Beerenberg media release
9 September 2016.
Beerenberg rebrand creates 37% increase in sales
Sixth generation family owned company Beerenberg has had a 37% increase in sales in the
3‐month period following the rebranding of their product range.
New contemporary packaging has better suited the current consumer market and has
outperformed the sales of the majority of their bigger overseas competitors.
Beerenberg sold over 38 million individual units of jams, condiments and sauces in the last
financial year and is stocked in more than 300 overseas and domestic restaurants, hotels,
airlines and independent grocers.
“After the rebranding our products have remained the same and continue to offer the same
high quality ingredients and recipes passed down through the generations instilling the
values and traditions that the Beerenberg brand has become famous for.” said John
Beerenberg, CEO of Beerenberg.
“Our family is proud of the quality of the products we produce and do so with passion,
honesty and integrity. We create flavoursome jams, condiments and sauces,”
“By stocking Beerenberg products companies and businesses have been benefiting from the
range of high quality products made to traditional family recipes, we create a high stock
turnover for our stockists.” He said.
Media Contact: Miley Beerenberg; [email protected]
Phone: 08 8378 2337 / 0401 822 654.
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4.9 EASTENDREDEVELOPMENTPROJECT
Hughes Public Relations Work Experience Exercise
To give you an insight into the sorts of tasks public relations practitioners perform, we have devised the following project for you to work on during your time at Hughes. The role of public relations in an organisation can be extensive and often requires a practitioner to perform a number of different communication tasks. The tasks involved in the following exercises should give you a good insight into what our job involves as they are based on real‐life scenarios and involve the various jobs completed by PR practitioners every day.
EAST END REDEVELOPMENT ISSUES MANAGEMENT: In July 2009, Leonard Gjeka was accused of shooting a man in the knee cap at San Giorgio Pizza Bar on Rundle St, while in the company of 10 men. In another separate incident Mr Vallelonga was found dead in Synalogue Place off of Rundle St with fatal head injuries in May 2014. These two incidents along with the redevelopment of the west end (Leigh and Peel Street) has made an impact on the sales and reputation of the cities East End. Hughes PR has been asked to help rebuild the face and reputation of the cities East End, in the hope to draw back consumers from the west end, and push that it is a safe place to be.
TASK: As an East End PR practitioner, you have a very important role in ensuring that the East End’s reputation stays as intact as possible and that Rundle St is seen as a food and shopping precinct.
1. Prepare a news release for all news outlets informing the public of a redevelopment of the East End, with your intention to emphasise the fantastic local food and shopping opportunities.
2. Make a list of events or ideas that you believe the East End could adopt to draw people throughout all months of the year, not just during the Fringe. Keep in mind that they already do ‘Summer in the East End’ http://www.eastend.org.au/new‐book and they have a market every Sunday. Think outside of the square but stay within budget ($100,000). With each idea (a minimum of 5) write a paragraph (minimum) on how each idea would help rebuild the east End’s reputation.
3. Prepare a statement on how you would address the current violence in the city. Keep in mind that there is now the 3am ‘lock‐out’ meaning people are unable to enter night clubs after 3am. This is an issue as there are currently 16 bars/pubs along Rundle St.
39
SOCIAL MEDIA: Once you have developed your ideas and videos to revamp the East End it is now time to promote all your efforts through social media. Task:
1. What social media platforms would you use and why? 2. How often would you schedule your post and why? (Once a day? Once a week? Etc) 3. What social media measuring platform would you use to record analytics? (Do some
research into the best social media analytics tools) 4. Do you think Social media is worth it in this situation? Explain your answer.
Task 2
14 September 2016
Idea1–Createapermanentpromenade.EastEndPromenade
Permanently close Rundle Street from vehicle traffic between Frome Road and East Terrace to create the East End Promenade.
Removing traffic would improve air quality and improve pedestrian safety.
This will allow for existing businesses to expand seating and amenities with the increased space. [Think Peel St and Leigh St, West End] this would then entice consumers into the area as the atmosphere of the street changes creating vibrancy, a place where consumers would want to go.
Opportunity for a small business – Florist/grocer to open in a street position near the Frome street end, offering fresh produce for residents, pedestrians and businesses.
Offer $5000 start-up grant. Premises will be permanent but as a non-permanent structure. [Think Clipsal 500 corporate box and owned by Adelaide council] The structure would be approximately 3 meters wide and 7-meters long centrally located at the Frome St end.
40
The smell of fresh fruit and flowers will also attract consumers into the area and would complement the fashion stores atmosphere. Install lighting to the street
I would organise a competition for design/architectural students to submit plans for its design including in the brief how it can incorporate a welcoming aspect to entice people to come in to the precinct.
The winner would receive a $1000 and the structure will become an example of innovative design.
Install Bollards either end of the precinct to enclose the area and install funky street lighting this will create a safer place for pedestrians.
Item $ Price
12 Bollards @ $149 1,788
Bollard installation 2,000
Florist/Grocer Installation 30,000
Grant 5,000
Design prize 1,000
Street lighting 20,000
Part time police station 30,000
Initial street landscaping 10,000
Total 99,788
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Idea2–Seasonalfashionshows
Close Rundle Street from East Terrace to Frome rd.
Seasonal fashion shows, 2 (winter/summer) shows per year showcasing the clothing lines from the east end traders with invitations sent to famous designers and models to participate such as Sarah Stephens, Elyse Taylor and Pania Rose
Something similar to what David Jones does in Rundle Mall but with an East End flair.
The fashion shows will inspire fashion consumers to attend the event, then visit the stores to purchase the clothes they have seen and patronise the cafes restaurants and bars, before, during and after the event generating renewed interest and trust in the East End precinct. Cafes, Restaurants, bars could also put on specials for the event to maximise business exposure and to show consumers that the East End is a safe place to be.
VIP Accommodation – Appearance fees 30,000
Stage, catwalk and back stage structure, Renniks Hire 6,000
10 Organisational Staff @ $30 an hour for 8 hours 2,400
1 Logistics Coordinator – contracted rate 2,600
MC – contract rate 3,000
Lighting and Sound equipment DJ hire 2,000
Local models, stylists, clothes etc – Traders responsibility NC
Promotion – signage, print and social media marketing. 4,000
Security 3,000
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Total 50,000
Idea3–Foodandwinefestival
A Food and wine festival with a vintage Italian theme in the styles of Venice. Rundle Park can be transformed into a sea of dining tables with food and wine displays from wineries, producers, restaurants and cafes over a weekend
Sit down table service section, [bookings required] Air con marque.
A selection of food and drink stalls in line with the theme and special guest/s.
Stage area for live music and book low key music acts in line with the theme. The event would be marketed at young and old professionals to limit the undesirable characters.
Rundle Park Ticketed Event online or at the gate $45
East End traders to offer small incentives to consumers, to entice them to the businesses such as discount vouchers 5% off etc before during and after the event.
Item $ Price
Coordinator and event staff 10,000
Entertainment 5,000
Public identity – MasterChef? 20,000
Sound and lighting 2,500
Renniks Hire – infrastructure and
amenities
10,000
Weslo Fencing and security 7,000
KESAB ‐ Rubbish 4,000
Total 58,500
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Ticket Sales ‐ approx. 2000 + 90,000
Thiswillcreateavibrantandsafecommunityatmosphere,withfamiliesenjoyingthedaytogetherthatshouldcreateamemorableexperienceandencouragestheconsumertoreturntotheEastEnd,alsocreatingarevenuestreamtoaddintothecontinualredevelopmentoftheEastEnd.
Idea4–Classiccarday
East end to host classic car day where selected car clubs can participate in a static show along
Rundle Street. This will create a vibrant and safe community atmosphere, with families enjoying the
day together that should create a memorable experience and encourages the consumer to return to
the East End.
Idea5–Christmas/Mother’sday/Father’sdayintheEastEnd
Rundle Street to host a pre‐Christmas street fair, Mothers and Father’s Day sit down lunches.
44
Christmas
Stalls selling Christmas decorations etc.
Santa
Family community atmosphere
Market and food stalls
Main stage entertainment – carols, music
Mothers and Father’s Day will create a vibrant and safe community atmosphere, with families
enjoying the day together that should create a memorable experience and encourages the consumer
to return to the East End
Christmas, Mother’s Day and Father’s Day
Item $ Price
Renniks hire – Stalls and amenities 10,000
Coordinator and event staff 7,000
Santa 500
Entertainment 5,000
Sound and lighting 2,000
Security 2,500
Kesab ‐ Rubbish 1,000
Total 28,000
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Idea6–PetFestival‐PetOrama
Weekendevent
CloseRundleStreet
PetOramawouldattractanimalloversandfamiliestoRundleParkandthencontinuetoconvergeonRundleStreetandsurroundstotakeadvantageoffurtherfamilypetfriendlyentertainment.Bydeliveringanexcitingprogramthatissuretoattractconsumersofallages.
Theeventwillfeature;
TelevisionpersonalityandVetDrChrisBrown
JackRussellandPigracing Reptileshowanddisplays Workingdogdemonstrations(farm
andmilitary)
FacePainting Petdisplaysandstalls Cannonballcompetition AnimalfarmFreeponyridesfor
kidsunder12 Wildlifedisplay
Theeventwillpromoteresponsiblepetownershipandeducateconsumersonhowtotakecareoftheirpets.
Entrywouldbeagoldcoindonationandallproceedswouldbedonatedtolocalpetrescueorganisationsandprograms.
EastEndgainsanewfamilyfriendly,safe,upmarket,vibrantreputation
46
Item $ Price
Dr Chris Brown 20,000
Brown Accommodation and transport 2,000
Pet performance fees/wildlife 10,000
Coordinator and staff 5,000
Display infrastructure 2,500
Sound and lighting 2,500
Fencing and security 7,000
Renniks hire – marques and portable toilets 10,000
Kesab (rubbish) 2,500
Total 61,500
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Task 3
Addressing violence in the East End
To combat the violence that can occur in the East End there has to be a variety of strategies and
interventions put in place.
The Venue
Venue operators who are engaging in operating practices that encourages the patron to
drink more and continue to serve them after they are obviously intoxicated, such as happy
hours or two for 1 drink specials.
To combat this, a code of conduct needs to be created that sets out the rules for the
responsible service of alcohol that the staff must comply with and provide additional RSA
training for problematic premises.
This will encourage operators to consider the implications of their management practices with
possible heavy fines that discourage practices that may create opportunities for violence to occur.
The Community
Invite community members (including community representatives, business representatives,
licensed premise representatives and other stakeholder groups) to be involved in project
committees and to provide input into the development and implementation of interventions
to address alcohol‐related violence.
The Patrons
Run a media campaign; Print, television social media and community forums and develop
and distribute various promotional materials to raise awareness of the problems associated
with excessive alcohol consumption and spread a harm minimisation message.
Security and police
Provide training to security providers and crowd controllers around the issues such as
dealing with intoxicated and aggressive patrons trying to enter licensed premises.
Targeted and proactive enforcement of liquor licence rules and regulation to be enforced by
the police and regulatory authorities focussing on the conduct of the premises and patrons.
Enforce lock‐out laws.
Increased police presence at key times 1 to 3am
Reopen East End Police station
Transport
Provide additional late night transport options for patrons, such as a night bus service.
Establish and operate secure taxi ranks, as well as any other public transport facilities.
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Social Media
The social media platforms I would use to promote the events would be those where the post will be
read by consumers the events want to target, that include;
Facebook – Widest Adelaide reach
87% of adults 18–29 use Facebook.
73% of adults 30–49 use Facebook.
63% of adults 50–64 use Facebook.
56% of adults 65+ use Facebook.
72% of adults who make over $75,000 use Facebook.
Instagram – Appropriate account name and using appropriate hashtags
53% of 18–29 year old’s use Instagram.
25% of 30–49 year old’s use Instagram.
11% of 50–64 year old’s use Instagram.
6% of people 65+ use Instagram.
29% of online females use Instagram.
22% of online males use Instagram.
Twitter ‐ Appropriate hashtags
37% of adults 18–29 use Twitter.
25% of adults 30–49 use Twitter.
12% of adults 50–64 use Twitter.
10% of adults 65+ use Twitter.
LinkedIn – Target business groups and professionals
64M+ users in Asia and the Pacific
44% of adults making over $75,000 use LinkedIn
31% of adults making $50,000–$74,999 use LinkedIn
Snap Chat – Target young females
2 million Australian users
70% young females 16‐30
49
As a growing number of consumers move away from traditional print media and instead access news
from their social media accounts it would be wise to choose the most popular social media platforms
to get the message out to the target audience.
Posting schedule
Posting of the events would start gradually from 3 months before the event date on all platforms to
let the public know the event is coming. At this stage 1 or 2 posts a week.
In the lead up to the event, the posting schedule will become more frequent and with edgy content
people would want to know about or find interesting about the event.
The above example shows ideas of what to post and what platform to post it to. As the event gets
closer posts will become more frequent to keep the event in consumers’ minds. Below is an example
of post scheduling 3 weeks out from the date.
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To understand if the targeted social media audience is engaging with posts, marketers need to be
able to analyse the data in order to track the progress of the campaign
There are a variety of analytical platforms that can show real time data and package it into useful
graphs and groups giving the marketer valuable insight into consumer engagement.
After initial research, the platform that best suits the East End redevelopment is “Simply Measured”
http://simplymeasured.com/
Simply Measured has a variety of analysis tools including;
Cross‐channel Measurement
Campaign Measurement
Competitive Analysis
Hashtag and keyword tracking
• Social analytics API
Social listening
Social media is widely used by the greater community. Many consumers rely on social media to
obtain local and international news and content day to day.
51
An effective social media campaign can put the East Ends news at the fingertips of the consumer
over a variety of social networks.
By adding snap chat to the list the campaign would target the younger market who use the platform
regularly with 2 million active users in Australia.
Of the regular users of the platform, 70 % are woman who are the ones that will ultimately
determine if they feel safe in the East End.
By tracking the analytical data marketers are able to view post engagement, site visits,
demographics, unique visitors etc.; of the consumer and specifically targeted audiences.
From analysing the data from the Simply Measured software the campaign strategy can be
adjusted/tweaked to gain better/bigger exposure for the events without over compensating by
posting to much that will annoy the consumer more than inform them.
Media Release – East End Traders
9 September 2016
The East End Precinct – Adelaide’s premiere hub for fashion & food
Rundle Street is the heart beat of Adelaide’s ever popular cosmopolitan East End precinct that feeds
off to surrounding streets such as Ebenezer Place and Vardon Avenue.
On these streets you will find some of Adelaide’s grooviest little fashion stores, cafes, restaurants,
bars and hotels – all of which are proudly South Australian owned and operated.
The vibrant and eclectic precinct lives and breathes historic charm with modern sophistication and
amenity where you will find some of Adelaide’s best known cafes, restaurants and wine bars of
which offer outstanding outdoor alfresco dining, making the precinct one of Adelaide’s favourite hot
spots for locals and tourists alike.
The East End offers the best in coffee, desserts, wine, beer and international cuisine.
Restaurant Orana owned by head chef Jock Zonfrillo located at 285 Rundle Street, has been named
the best restaurant in Adelaide by the Advertiser Food Awards for 2014 and 2015 and is in the
running for the 2016 award.
Adelaide food blogger Ebony Jenkins said “I struggle to put into words the incredible food journey
we were taken on during our dinner experience at Orana in the East End,” she said.
52
“Not only were the courses inspiring, interesting and full of colour, flavour and texture, but the
service was impeccable.
“The small touches were really appreciated including Head Chef Jock Zonfrillo, wait staff and kitchen
staff all coming out of the kitchen to wave us goodbye and thank us for dining at Orana.”
There are also many eateries catering for all budgets for breakfast, lunch and dinner or just a snack
throughout the East End.
From burgers at Hungry Jack’s, dumplings at the Dumpling King, a yiros from the famous Yiros House
and Thai street food from Bing Boy, there are also a multitude of quick cheap eat options along
Rundle Street and surrounding streets.
The East End boasts a variety of pubs and hotels, some of the grandest in Adelaide. The iconic Stag
Hotel has re‐opened its doors after extensive renovations bringing the hotel into the modern age but
still maintaining its heritage charm.
The East End also provides the very best in cutting‐edge fashion stores with leading designer labels.
The quality, variety and mix of fashion and specialty retail stores is second to none.
A selection of fashion boutique stores in the East End precinct with complete product ranges that
are not available anywhere else in Adelaide include;
• Alannah Hill
• Bimbo
• Gorman
• Jack London
• Leonard St
• MJ Bale
• Mimco
• Morrison
• SABA
• Sass & Bide
• Tigerlily
• UGG BOOTIQUE
• Zimmermann
Although these are all high end Australian and international designer fashion brands, the boutique
retailers regularly have sales of up to 75% off as the seasons change making it easy to find a bargain.
Media Contact: Paula Stevens (08) 8203 7760 or 0427 910 554 / [email protected]
53
4.10 RESEARCH FOR CONSULTANT – SIMON HATCHER
Issues surrounding council amalgamation and tender process May 2016 NSW councils have or will amalgamate creating. 20 new stronger, more efficient councils
https://www.strongercouncils.nsw.gov.au/
Each new council will receive up to $15 million to invest in community projects like junior sporting
facilities, playgrounds and library or pool upgrades.
Each new council will receive up to $10 million to streamline administrative processes and cut red
tape, with the option of redirecting unspent funds into community projects.
Note: The Minister has given his in principle support to create a further eight new councils, subject to
the decision of the courts. Council Proposals currently under examination:
https://olg.councilboundaryreview.nsw.gov.au/
NSW Council amalgamations and the waste contract pathway – March 2016.
(This is pretty close to what you were describing)
https://blog.mraconsulting.com.au/2016/03/31/nsw‐council‐amalgamations‐and‐the‐waste‐
contract‐pathway/
Report from Dr Ron Wainberg – Technical Director and Kiera Crosariol – Environmental Consultant,
MRA Consulting. March 2016 Challenge 1 Harmonising Service Types
Challenge 2 Contract Timing
“Waste collection and disposal contracts will terminate at different points in time, and finding a
pathway for their integration into one master contract covering the entire amalgamated LGA will
require careful consideration and planning.
There are a number of factors to be considered:
Existing contract requirements including contamination rates and waste characterisation;
Maximum number of extensions and their duration;
Inclusion or exclusion of change in law clauses;
Compliance with the Local Government Act;
Existing collection schedules and how routes will change under one contract;
Types of mobile waste bins;
The size and number of bins to distribute;
The current hard waste collection options available; and
The existing processing contracts for all waste streams and facility capacity.”
54
The Path forward
CHANGES TO ROLLOVER LAW IN NOVEMBER 2016
https://waster.com.au/2016/06/27/waste‐management‐melbourne‐long‐term‐contract/
Legislation will come into force on 12 November 2016, providing small businesses with similar
protection to private individuals. The unfair contract terms protections available under Australian
Consumer Law will also be extended to cover small business contracts (a small business will have
fewer than 20 employees and the contract value will be capped at
$300k or$1m if it is longer than a year).
Unfortunately, the new laws will not apply retrospectively but only on contracts agreed or varied
after 12 November.
ECG Advisory Solutions ‐ David Gazard and Jonathan Epstein
http://ecgadvisory.com.au/
The firm specialises in:
Strategic advice on managing assets
Advice on regulatory arrangements that apply to inward investment in Australia
Identifying suitable Australia partners for overseas investors
Reporting on Australian investments to passive and active managers overseas
Stakeholder engagement solutions; Government relations
Strategic political and communications advice
ECG recognises that the business and political environment will always throw up challenges and
opportunities but believe a properly thought out and targeted engagement strategy with
government adds significant value to your operation.
Parker & Partners is an Australian ‐ leading public affairs agency.
http://p‐p.com.au/
55
Help build effective working relationships between their clients, the public & the Australian
government since 1998. Federal and State government engagement, lobbying, regulatory affairs
and policy
Identify the decision‐makers who influence their issues in all facets of government
Monitor issues and devise and execute strategies to influence outcomes and achieve policy change
Develop and communicate their position on policy
‘Frame the case’ for policy change
Gather intelligence and understand the direction being taken by individuals, political parties and
bureaucracies
Form alliances to jointly advocate for policy change
Take a thought‐leadership position on a key issue
Assess opportunities to attract public funding and assist procurement processes
Commercial Waste Services
Published September 10, 2015 https://www.wastebuyinggroup.com.au/blog/waste‐
management/commercial‐waste‐services/
The Waste Buying Group is a non‐traditional competitor challenging the way that the old
commercial waste services transporters trade. They are challenging and changing the old market
rules.
Local Government Procurement
http://www.lgp.org.au/councils/merged‐councils‐frequenty‐asked‐questions
Q: A period contract was created via an LGP contract with the previous council, can that contract
continue or is a new contract required?
Any arrangements entered into with LGP approved contractors will remain in place unless otherwise
notified. The Local Government (Council Amalgamations) Proclamation 2016 clauses 32 & 33
provide more direction to councils regarding this topic.
Q: A period contract was created with the previous council, can that contract continue or is a new
contract required?
Any arrangements entered into with suppliers will remain in place unless otherwise notified. The
Local Government (Council Amalgamations) Proclamation 2016 clauses 32 & 33 provide more
direction to councils regarding this topic.
ACCC grants authorisation to Brisbane councils for joint waste tender October 2015
https://www.accc.gov.au/update/accc‐grants‐authorisation‐to‐brisbane‐councils‐for‐joint‐waste‐
tender
Redland City Council & Brisbane City Council ‐ Authorisation ‐ A91500 to jointly procure, negotiate
and contract for waste, green waste and recyclables collection services until 30 October 2034.
56
http://registers.accc.gov.au/content/index.phtml/itemId/1186749/fromItemId/278039
Redland City Council & Brisbane City Council joint procurement waste management, On 8 October
2015, the ACCC issued a final determination granting authorisation for 19 years.
Benefit of aligning contract terms August 2014
https://www.charlessturt.sa.gov.au/webdata/resources/files/250814%20‐
%20Confidential%20Report%20‐
%20Item%2012.6%20Upcoming%20Waste%20Contracts.PDF
In recent years, the City of Charles Sturt has collaborated with a range of other Councils to ensure
our community gains access to competitive pricing for waste and recycling services. Experience has
proven that joint procurement of waste services has the ability to deliver significant benefits to our
community, including the following:
(Page 3) Improved service provision and customer service
Improved consistency of service between Councils (where desired)
Improved efficiency and effectiveness in contract management (resource sharing)
Cheaper pricing
My Rubbish Rules: ACCC approves joint waste collection for NSW councils February 2014
http://www.governmentnews.com.au/2014/02/rubbish‐rules‐accc‐approves‐joint‐waste‐collection‐
nsw‐councils/
A landmark joint waste collection tender for eight regional New South Wales councils has been given
the green light by the Australian Competition and Consumer Commission (ACCC) after the regulator
decided that public interests outweighed any potential erosion of competition
The issue of collaborative procurement for waste management is a hot topic among regional local
governments which are trying to achieve economies of scale against a background of increasing
strained council budgets.
However collective procurement is often a contentious issue among some local service providers,
not least because of the potential for larger firms to displace smaller ones that may have higher
overheads and thus find it more difficult to compete.
The challenge for councils is that ratepayers are often unsympathetic to the notion of paying more
for essential services regardless of who they may be delivered by.
ACCC Commissioner Dr Jill Walker said the regulator considers that the authorised conduct is “likely
to result in public benefits, including transaction cost savings and better purchasing power for the
councils and limited public detriment”.
A submission from the Waste Contractors & Recyclers Association of New South Wales from
September 2013 reveals concerns that “this grouping of 8 councils for joint tender will potentially
result in fewer organisations having the capability to tender for these proposed works.”
57
9 July 2015, ACCC authorises joint procurement for waste services by local Victorian councils
https://www.accc.gov.au/update/accc‐authorises‐joint‐procurement‐for‐waste‐services‐by‐local‐
victorian‐councils
The Australian Competition and Consumer Commission has issued a determination authorising the
Metropolitan Waste and Resource Recovery Group (MWRRG), Brimbank City Council, Melbourne
City Council, Port Phillip City Council, Wyndham City, and Singleton Council to enable MWRRG to act
on behalf of the councils to jointly procure services relating to the receiving and processing of
recyclable waste. The ACCC has granted authorisation until 31 July 2027.
The state of competition November 2013
http://gallery.mailchimp.com/a19845714e72d615771c64903/files/TSoC_Issue_14_Effects_vs_purpo
se_.pdf
Section 46 ‐ in‐depth review of the effects vs purpose debate
Over the past 15 years, there have been ongoing calls for an “effects” test in s46, as “purpose” is
said to be too hard to prove. While case law shows this concern is unfounded, the perception
remains. But key policy issues are at stake: giving the ACCC easier s46 cases might sound good for
small business, but it also puts at risk genuine competitive conduct that benefits consumers. And it
may not help smaller players anyway. With an eye to the promised “root and branch”
Section 46 is designed to ensure those with market power don’t use it to insulate themselves from
competitive pressure; but s46 shouldn’t be used to insulate small business either.
Dr Rhonda Smith is an economist and academic, specialising in competition issues. A former
Commissioner of the ACCC, Rhonda provides strategic and expert advice to both commercial parties
and regulators. Rhonda may be contacted on 03 8344 9884 or mail to: [email protected]
Collaborative Procurement Guidelines for Regional Waste and Resource Recovery Groups 2015
file:///C:/Users/Consultant.HPR/Downloads/Collaborative%20Procurement%20Guidelines%20for%2
0RWRRG%20Nov%202 015.pdf
Guidelines (Comprehensive information)
Sustainability Victoria developed these guidelines to support regional Waste and Resource Recovery
Groups WRRG personnel undertaking or facilitating a collaborative procurement activity. The
guidelines are also useful for councils involved in collaborative procurements.
ACCC grants interim authorisation to councils for joint waste tenders
Read more: http://sustainabilitymatters.net.au/content/waste/news/accc‐grants‐interim‐
authorisation‐to‐ councils‐for‐joint‐waste‐tenders‐1200182164#ixzz4KHe3pXNk
(ACCC) last week granted interim authorisation for joint waste tenders to four councils in Sydney,
and separately to three councils in Tasmania
“A combined tender process is likely to be more efficient than each council individually conducting a
separate tender as it will result in some cost savings.” ACCC Commissioner Dr Jill Walker said.
“If the councils combine their volumes of waste, it could also provide incentives for providers to
compete more vigorously to win the tender.”
58
The ACCC may grant an authorisation when it is satisfied that the public benefit from the conduct
outweighs any public detriment. The ACCC may grant interim authorisation where it considers it
appropriate to allow the parties to engage in conduct while the ACCC is considering the substantive
merits of the application.
59
5 BIBLIOGRAPHY
Australian Competition and Consumer Commission. 2016. Australian Competition and Consumer
Commission. [ONLINE] Available at: https://www.accc.gov.au/update/accc‐authorises‐joint‐
procurement‐for‐waste‐services‐by‐local‐victorian‐councils. [Accessed 16 September 2016].
ECG Advisory – ECG Advisory. 2016. [ONLINE] Available at: http://ecgadvisory.com.au/. [Accessed 15
September 2016].
Government News. 2016. Home ‐ Government News. [ONLINE] Available at:
http://www.governmentnews.com.au/2014/02/rubbish‐rules‐accc‐approves‐joint‐waste‐collection‐
nsw‐councils/. [Accessed 15 September 2016].
Local Government Procurement | Local Government Procurement. 2016. Local Government
Procurement | Local Government Procurement. [ONLINE] Available at:
http://www.lgp.org.au/councils/merged‐councils‐frequenty‐asked‐questions [Accessed 15
September 2016].
Rachel Trindade, Alexandra Merrett, Rhonda Smith. 2013. The State of Competition. [ONLINE]
Available at:
http://gallery.mailchimp.com/a19845714e72d615771c64903/files/TSoC_Issue_14_Effects_vs_purpo
se_.pdf. [Accessed 15 September 2016].
Redland City Council & Brisbane City Council ‐ Authorisation ‐ A91500. 2016. [ONLINE] Available at:
http://registers.accc.gov.au/content/index.phtml/itemId/1186749/fromItemId/278039. [Accessed
15 September 2016].
Stronger Councils. 2016. Home » Stronger Councils. [ONLINE] Available at:
https://olg.councilboundaryreview.nsw.gov.au/. [Accessed 16 September 2016].
Stronger Councils. 2016. Home » Stronger Councils. [ONLINE] Available at:
https://www.strongercouncils.nsw.gov.au/. [Accessed 15 September 2016].
Sustainability Matters: industry news, comment, feature articles, case studies and new products.
2016.. [ONLINE] Available at: http://sustainabilitymatters.net.au/content/waste/news/accc‐grants‐
interim‐authorisation‐to‐ councils‐for‐joint‐waste‐tenders‐1200182164#ixzz4KHe3pXNk [Accessed
15 September 2016].
The Tipping Point. 2016. The Tipping Point | Exploring the blurred line between waste and recycling.
[ONLINE] Available at: https://blog.mraconsulting.com.au/2016/03/31/nsw‐council‐amalgamations‐
and‐the‐waste‐contract‐pathway/ [Accessed 15 September 2016].
Waste Buying Group 1 – Negotiating savings for you. 2016. Waste Buying Group 1. [ONLINE]
Available at: https://www.wastebuyinggroup.com.au/blog/waste‐management/commercial‐waste‐
services/. [Accessed 15 September 2016].
Waster.com.au. 2016. Waste Management for Smart Businesses. [ONLINE] Available at:
https://waster.com.au/2016/06/27/waste‐management‐melbourne‐long‐term‐contract/. [Accessed
15 September 2016].