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CHAPTER NINE CONCLUSIONS AND RECOMMENDATIONS
9.1 The key objectives associated with Tartan Week need to be clearly communicated to all event organisers and those involved with Tartan Week. In addition, the Scottish Executive needs to clearly communicate how these objectives fit in with those of the International Marketing Division and the promotion of Scotland, by the Scottish Executive, in the United States
9.2 There was an increase in domestic media coverage for Tartan Week 2006 in comparison with the findings from the 2005 evaluation and an increase in the number of beneficial mentions within domestic press. Much of this was due to positive media coverage gained by the Scottish Youth Theatre for their young cast members who live throughout Scotland. The coverage of young people's opportunity to perform in New York created a positive impression of Tartan Week. The Scottish Executive should seek to gather these positive media stories in the US and domestic media, profiling individuals who benefit from the opportunity to participate in Tartan Week. It was noted that some PR opportunities were missed at Tartan Week 2006 and the event would benefit from a focussed PR approach from the Scottish Executive by a designated individual to whom event organisers could "feed" relevant stories.
9.3 As in 2005, the majority of mentions in the US press were event listings, with little coverage in the news sections. There remains a challenge for the Tartan Week team to generate and sustain interest in the Tartan Week activities. Whilst the Burns' Supper in January may have created some interest in the Tartan Week events, the fact that the events did not take place until April meant that a significant period of time had passed without ongoing contact with the press taking place.
9.4 Radio and broadcast coverage for Tartan Week 2006 was increased from 2005 ensuring that the Tartan Week message reached a greater number of New Yorkers than previously. The Scottish Executive's partnership with a local radio station together with greater television coverage provided opportunities to advertise the Tartan Week events and promote Scotland. The Scottish Executive Tartan Week team should continue to exploit radio and broadcast coverage in 2007 in addition to gaining coverage in relevant press.
9.5 Tartan Week generated a great deal of domestic press coverage with criticism remaining regarding the costs associated with the event. It is crucial that the Scottish Executive communicates how the funds for Tartan Week are spent and that they do not focus solely on the Ministerial programme and flights/accommodation associated with Executive personnel.
9.6 The marketing activities introduced for Tartan Week 2006 were warmly welcomed by all event organisers and the Tartan Week team members in the US and Scotland. This activity should be retained and built upon for Tartan Week 2007, providing further opportunities to promote Scotland and Tartan Week.
9.7 Some event organisers felt isolated once they were in New York and promoting their event. Sharing contact details - Scottish Executive personnel and other event organisers - would enable all event organisers to communicate with other Tartan Week hosts during their time in New York either by mobile phone or in person. One of the monitored websites may also provide the opportunity for an online forum to be created, which would enable event organisers to keep in touch with each other during, and after, the Tartan Week activities.
9.8 The evaluation highlighted that insufficient data from attendees at Tartan Week 2006 events was gathered. Therefore, the sample for the online survey was poor and did not provide robust data to assess the impact attendance at Tartan Week events had on people's perceptions of Scotland. This must be addressed when negotiating with event organisers for future Tartan Week activities to ensure that this impact can be effectively evaluated.
9.9 The Scottish Executive does not appear to have a formal application process in place for event organisers wishing to attend Tartan Week. It is recommended that a formal process funding application for Tartan Week should include
- the Scottish Executive's objectives for Tartan Week
- criteria for selection for funding
- from which sources (other than the Scottish Executive) event organisers would be seeking funding
- agreement that organisers will use the brand endorser on all literature/marketing
- a date by which a decision regarding approval for funding will be given.
In addition, it should be made clear to event organisers that they will be required to complete a proforma evaluation document following the event and include key data regarding attendees at their events/activities.
9.10 Event organisers' response to the tender should clearly communicate:
- their objectives in terms of their proposed event/activities and how these tie in with the Scottish Executive's objectives
- who the target audience is for the event and how they will be targeted
- how event organisers propose to gather data from attendees
- what assistance (other than funding) they will require from the Scottish Executive
- from what sources (other than the Scottish Executive) funding will be sought.
9.11 All key communication (terms and conditions of sponsorship, funding, etc) between event organisers and the Scottish Executive should be in written format so that there is no ambiguity regarding budgets and requirements. Event organisers should be informed in early October (prior to Tartan Week the following April) that their application has been successful to allow sufficient time for planning purposes. This will also provide event organisers with ample opportunity to find appropriate venues, organise marketing targeted at specific audience segments and to seek funding from other sources.
9.12 Successful applicants for funding should receive a guide/manual from the Scottish Executive which details
- the key objectives associated with Tartan Week
- relevant marketing/ PR information (use of marque, who to contact re potential PR hooks, information to be supplied for event programme/website etc)
- key contacts at Scottish Executive in Edinburgh and during Tartan Week in New York.
Finally, the guide/manual should include dates for verbal and written evaluations giving clear details to event organisers as to what is expected from them for each.
9.13 Tartan Week would benefit from identifying a key individual who has the title of Tartan Week Event Manager and is clearly recognisable - internally and externally - as being the person responsible for managing the overall event. This individual may be someone who already works within the Scottish Executive or someone who comes from outwith the Scottish Executive and has had experience of managing such events.
9.14 Some event organisers felt that Tartan Week should have a theme which would help with the development of clear objectives and with which event organisers should comply. It was also felt that a theme may assist with capturing positive media coverage. The Scottish Executive should consider whether the introduction of themed Tartan Weeks would help to raise the profile of events as well as Scotland generally.
9.15 The findings from the evaluation have highlighted the links and collaborations which have emerged from the presence of Scottish event organisers at Tartan Week. The event provided the opportunity for young Scots to travel to New York (many of whom may not have done so without this support) and meet with like minded young people with whom they built relationships which they will sustain via email. In addition, relationships have been established with a wide range of cultural and educational establishments and provided opportunities for skills and experiences to be shared.
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