Strategic Plan DMR Tourism

Daylesford & Macedon Ranges Regional Tourism Board Inc.

Strategic Plan 2011-13

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