Strategic Plan DMR Tourism
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Transcript of Strategic Plan DMR Tourism
our vision: to be Australia’s No. 1 spa and wellbeing destination
our mission: to lead a united, engaged and successful tourism industry
“connecting with yourself, friends, family and community; indulging your personal passions to enrich and energise.”
wellbeing
our role: to provide a strategic focus on tourism development, market the region as a tourism destination and provide a voice for industry through advocacy
Communication
Mentoring Networking
Coordination
Advocacy Leadership
Tourism
Industry
our region: covers an area made up of the shires of Hepburn, Hume, Macedon Ranges, Melton, Mitchell and Moorabool
our partners: we are an incorporated association operating under an agreement between Tourism Victoria and the councils of Hepburn, Hume City, Macedon Ranges and Moorabool, who financially support the Board. We also encourage input and engagement from Melton and Mitchell shires and open all offers of program participation to them.
our responsibilities: to promote the region, provide a voice to government and develop the tourism industry’s expertise to ensure sustainable growth
our core objective is to increase our share of visitations and enhance the experience of the visitor
our stakeholders: we work with a wide array of stakeholders
COMMUNITY
Victorian
Government
Local
Government
Tourism
Industry
Tourism Victoria Business and Innovation
Regional Dev. Victoria Resources, Energy &
Tourism Parks Victoria Sustainability and
Environment Regional Dev. Australia
Planning & Community Dev. Business Victoria
Hepburn Shire Council
Hume City Council Macedon Ranges Shire
Council Moorabool Shire Council
Tourism Hepburn Tourism Macedon Ranges
Tourism Moorabool Hume Shire
Industry Associations including DMP & MRVA Local Business &
Tourism Associations
Non-Financial Melton Shires
Mitchell Shires
Assoc. Members Business Owners &
Operators
VISITOR EXPERIENCE
Advocacy
Industry Development
Marketing
Public Relations
Skills Training
Product Development
Industry Development
Tourism Sustainability
Infrastructure Investment
industry structure: our objectives will be shaped by the needs of our operators and owners.
we look to the Local Tourism Associations to represent the interests of owners and operators
we will seek strategic input and support from our Regional Tourism Associations to represent the interests of community, business, industry groups, and the tourism interests of their shires
we will work with cross-regional associations such as Daylesford Macedon Produce and the Macedon Ranges Vigneron’s Association to promote and develop key industry segments
we will represent and lobby in the best long term interests of the Daylesford and Macedon Ranges tourism industry to all levels of government and industry bodies
structure: we are a not for profit organisation with a small industry-focussed development and marketing support structure
our board is responsible for the governance of the organisation by establishing broad policies and objectives, ensuring the availability of adequate financial resources, approval of annual budgets and accounting to the stakeholders for the organisation’s performance
our board: 1 independent chairperson 4 shire council representatives 7 skills-based directors 1 non-voting representative from Tourism Victoria
Office Co-ordinator
(Part Time)
Partnership
Marketing
Manager
Industry Relationship
Manager
DMR TOURISM
Chief Executive Officer
DAYLESFORD MACEDON RANGES
REGIONAL TOURISM
BOARD OF DIRECTORS
INDUSTRY
DEVELOPMENT
MARKETING
COMMUNICATIONS FINANCE &
ADMINISTRATION
business environment analysis: we will build on the strengths of our proximity to Melbourne and ability to deliver authentic experiences. We will grow the dispersal of visitors throughout the region. We will lobby for issues critical to our industry and provide support to reduce threats to our industry
Strengths
• Unique proposition with mineral springs• Desirable natural environment experiences • Diversity of tourism experiences• Easy access, proximity to Melbourne/airport• Established, marketable product • Dynamic marketing campaigns• Heritage and history• Strong arts and cultural community • Established recognised events • Smart people opportunities• Green belt – clear separation from city• Committed and passionate operators• Strong business leaders
Weaknesses
• Low visitor dispersal• Inconsistency of customer service experience• Shortage of experienced/skilled labour• Fragmented tourism industry• No region-wide industry vision or leadership• Non-viable Regional & Local Tourism Assoc.• High level of volunteerism leads to burnout• Variable levels of industry expertise• Perceived limited return on investment for program participation.• Disjointed online presence
Opportunities
• Communication consistency• New structures/line in the sand• Relationships with industry• Leveraging Tourism Victoria Campaign• New & existing product opportunities• Strongly developing iconic events strategy• Emerging products• Identification of investment opportunities • Programs to develop skills & standards• Education – spa therapist/chefs/waiters• Develop emerging industry leaders• Access to interstate markets through low cost airlines
Threats
• Business disruption due to natural disasters• Industry does not support direction• Fragmentation - Industry support• Core product competition • Lose out to other states through low cost airlines delivering more choice• Changes in government tourism policy• No future viability if sustainable business model not deployed• Inadequacy of infrastructure• Support services• Lessening of skilled labour pool • Uncontrollable external economic impacts• Product loses consistency, marketing messages become disjointed.
objective 1: to advocate for and lead a sustainable tourism industry
Action Timeframe Measures
Strategy 1: to achieve excellence in operational, governance and management areas to ensure a sustainable business supported by stakeholders
a. Develop and implement effective planning, monitoring and reporting processes, incorporated in the DMRRTB 3 Year Strategic Plan and Annual Business Plans.
b. Deliver detailed quarterly reports which focus on the key areas of economic activity and employment
c. Develop a sustainable funding model for DMRRTB activities that will secure additional funds and increase industry contributions.
d. Deliver an Annual report to Partner Councils including: - Visitation- Financial Report- Revenue generated from tourism- Employment- Infrastructure Development – tourism building
approvals- Media Exposure achieved- Results from web-based activity- Special Activities undertaken
e. Effectively manage Annual Budgets including grant programs and acquittal reporting.
Reviewed Annually
Quarterly
Year 3 (Feasibility Year 1)
Annually
Quarterly
Delivery of Strategic Plan/Delivery of Annual Business Plan
Completion & level of adherence
Feasibility Plan produced/ Level of non-Tourism Victoria and non-Shire Council funding secured.
Completion & Compliance to MOU
Completion & level of reporting adherence
objective 1: to advocate for and lead a sustainable tourism industry (cont)
Action Timeframe Measures
Strategy 2: to optimise our representation of industry interests with Government at all levels, through integration of policy, advocacy and business activities that leverage and develop stronger connections
a. Maintain business, political and stakeholder relationships to ensure the positive development of co-operative industry partnerships.
b. Be proactive in terms of Crisis Management and Response
c. Provide policy co-ordination and advocacy by developing positions on key tourism topics and lead issues debate.
d. Ensure Representation on relevant industry working parties and committees
e. Implement Advisory Group Structures that encourage participation and ownership from industry
Reviewed Annually
Reviewed Annually Ongoing
Ongoing
Annually
Level of Influence/Support
Level of Preparedness Response time/level of Influence/No. of Policy Submissions No. of opportunities/Level of Influence/ No. of issues resolved.
Level of Interest in Committees/ Performance of Committees
Action Timeframe Measures
Strategy 3: to maintain quality open communication with all stakeholders and key audiences that will shape attitudes and opinions to drive constructive change
a. Deliver a communications plan that regularly informs stakeholders of initiatives and actions and increases awareness of products/events/activities across the Region.
b. Raise awareness and create ambassadors for the board through educating community and business on the value of the tourism industry
Annually
Year 2
Development of Annual Plan/ Feedback and Survey Results Development of Leadership Program
objective 2: to own the spa and wellbeing sector through quality products and experiences delivered with exceptional customer service
Action Timeframe Measures
Strategy 1: to deliver a comprehensive industry education program with an emphasis on improving skills and customer service that encourages a professional tourism industry.
a. Develop a program that will meet the needs of small to medium tourism business that includes business skills, mentoring and e-Business to increase the number of businesses participating in skills and Services Standards Workshops, Tourism Awards and Accreditation programs.
b. Develop a program to establish/enhance a Regional Business and Tourism Awards program across the Region and link the participation in the sub-destination awards to the Victorian Tourism Awards.
Annually
Annually
Development of Industry Development Plan/No. of Participants/ Results of Audits Number of Participants and feedback
Action Timeframe Measures
Strategy 2: support the development and promotion of high quality product integrated with spa and wellbeing as outlined in the Tourism Victoria Regional Action Plan.
a. Work with key stakeholders to provide a consistent approach to tourism and community events and encourage business event attraction to the region
b. Develop strategic alliances to enhance on-line and digital technology access for regional tourism product and improve the uptake of online booking including visitvictoria.com
c. Work with key stakeholders to develop Tourism Product associated with natural mineral water
d. Develop business partnering network to develop commercial product packaging opportunities to enhance access to regional product
Annually
Reviewed Annually
Annually
ReviewedAnnually
Development of Events Calendar/Level of funding
Website Statistics/ Feedback & Survey
Number of Products
Launch new product at ATE 2012
objective 3: to promote and market ourselves as Australia’s leading spa and wellbeing tourism region
Action Timeframe Measures
Strategy 1: to align regional marketing activities and ensure financial support from government and industry, by developing an innovative marketing plan that focuses on e-marketing, co-operative activities and effective public relations activities
a. To deliver the Tourism Victoria Regional Marketing Program including co-operative activities with identified RTAs and product groups and maximise the opportunities of Tourism Victoria’s Brand Campaigns across the region.
b. Review marketing activities and deliver effective campaigns that focus industry expenditure, eliminate duplication that deliver a high level of industry buy-in and a positive return on investment.
c. Provide leadership in developing region wide marketing communication that includes development of a regional “brand”.
d. Develop a regional Public Relations & Visiting Journalists Program Plan in that highlights the “best of the region” and allows oversight of all activities by DMRRTB.
Half-yearly Annually
Annually
Year 1Annually Annually
Regional Awareness & Perception Study/ Domestic Daytrip and visitor nights& expenditure Development of 3 year Marketing Plan/Level of buy-in, $ generated, awareness
Feedback & Survey Results/ Website feedback
12 month Plan delivered/Levels of associated media coverage
Action Timeframe Measures
Strategy 2: to provide the tourism industry with relevant and high quality research and visitor information and measure spend/yield
a. Audit existing research and develop statistical benchmarks and combine and share data and research spend across councils and associations.
Annually Research to be completed & distributed
objective 4: to be a lead advisor and consultant on new public and private investment in tourism infrastructure
Action Timeframe Measures
Strategy 1: to support the development of sustainable, new, high quality product integrated with spa and wellbeing
a. Develop a Product Audit plan that will identify gaps within our regional offering and identify priority projects.
b. Implement a policy framework to support, comment, or advise on major public tourism infrastructure projects being developed across the region.
c. Improve Directional key access road signage and local precinct signage in conjunction with councils and VicRoads to improve access into and around the region.
Annually Ongoing
Year 1
Product Audit Plan produced
Response Time & Level of Influence
Number of Project commenced & completed
Produced by:Daylesford & Macedon Ranges Regional Tourism Board Inc.98 Vincent Street Daylesford Victoria 3460ABN 63 924 206 247 Industry Website: dmrtourism.com.au