AGENDA ITEM ATTACHMENT ATTACHMENT 1. Yarra Ranges Tourism. Organisational Structure as at 14 May 2014

Transcription

1 ATTACHMENT 1 Organisational Structure as at 14 May

2 Year Strategic Plan 258

3 CONTENTS 1. REGIONAL REVIEW WHO ARE WE OUR REGION ISSUES & OPPORTUNITIES OUR VISITORS VISITOR TARGETS TO THE REGION OUR PRODUCT PILLARS OUR INDUSTRY OUR PARTNERS THE CHANGING DIGITAL PLATFORM AND HOW WE SERVICE THE VISITOR MEASURES OF SUCCESS Strategic priorities 2013/ /

4 1. REGIONAL REVIEW exists to partner with local business, government and allied associations to market the Yarra Valley and the Dandenong Ranges brand strengths of food and wine, agribusiness, art, culture and tourism to domestic and international markets, resulting in economic prosperity, business growth, employment creation and sustainable community development for the region. In 2013 the organisation undertook an extensive review of the region, our organisation and the tourism and tourism related organisations to establish the best structure for efficient and effective level of resources in a changing market place. At the same time Tourism Victoria, recommended Regional Tourism Boards to broaden their roles to provide leadership of tourism development, marketing, management and advocacy for the region through: industry engagement improving skills and service standards of industry delivering strong regional brands and marketing supported by industry improving regional tourism product and insfrastructure improving digital capabilities Tourism Victoria contracted an independent review by Wayne Kayler Thomson, who has a wealth of experience in senior roles in Government and tourism industry sectors as well as experience in restructuring other regions in Victoria. His key recommendations adopted by the Board were: Change the name of the organisation to (YRT) and broaden the charter for regional tourism development, marketing and management. Expand the Board composition to be both skill based and stakeholder respresentation including nominees from Local Tourism Organisations, Yarra Valley Wine Growers and Yarra Valley Food Group. Assume management responsibillity for Visitor Information Centres. Collect all partnership fees and pay project grants for agreed LTO coordinated projects and activities. Determine its staffing organisation structure as part of its Strategic Business planning process. Appoint Task Groups or Sub Committees to advise, plan or project manage the core operational functions of Marketing, Industry and Product Development and Visitor Servicing. OPPORTUNITIES FOR IMPROVEMENT IDENTIFIED BY INDUSTRY AND BOARD Need for one body that leads industry engagement and participation Need for new name and structure of operation Need for greater communication between peak body and industry Event marketing works, run by local organisations, ground up ideas Desire for large scale advertising campaigns targeting intrastate Melbourne market Desire for product diversity in marketing 260

5 2. WHO ARE WE is a company established with the sole purpose to improve the visitor experience, numbers and yield within the Yarra Valley and Dandenong Ranges tourism regions. We operate under a not-for-profit (NFP) business model where all profits go back into further activities to develop and promote the region. is one of eleven Regional Tourism Boards within the state aligned to the identified campaign regions of Tourism Victoria s Jigsaw Campaign. More details on the context of this model are provided under Section 3 Our Region. seeks to work collaboratively with Industry and its two key funding partners Yarra Ranges Council and Tourism Victoria, and we acknowledge their generous support of our region. Tourism is recognised as a priority industry sector within the local economy for its unique ability to retain and grow regional business and employment. Our Board is comprised of skills, industry representatives and delegated appointments. The Board are supported our by a small but highly effective Executive Team. The Board with its breadth of skills and representation come together to enhance the region as a collective, in the interests of driving tourism industry performance and excellence in Yarra Valley and Dandenong Ranges as a whole. Our Vision is that: The Yarra Valley and the Dandenong Ranges Region will be Victoria s premier visitor destination for high value wine, food and indulgent short breaks complemented by nature based, cultural and village experiences. Our Mission is that: will provide leadership of tourism marketing, development and management for the region, characterised by effective industry and community engagement and high visitor satisfaction. 2.1 ORGANISATIONAL RESOURCES We have small but effective team consisting of 4.5 equivalent and around 40 dedicated visitor centre volunteers that supports the Board (including visitor information centres) in delivering a Strategic Plan that supports the region. Our staffing structure is primarily funded by our funding partnership with the Yarra Ranges Council. With project initiatives supported by our funding from Tourism Victoria and Industry partnership buy-in. While we would always like to do more we must remain realistic about what is achievable within the available resources. Our goal is that everyone can participate with our organisation to collectively drive visitation to the region. The more industry can participate the more we can deliver. 2.2 WE VALUE Our Assets Our natural beauty, tourism products and fantastic people in the region and need to preserve them. Our Brand We believe in our brand is world class. 261

6 2.3 ORGANISATIONAL VALUES Engagement We involve, inform and listen to the tourism community Integrity We practice honesty, openness, and transparency and do what we promise. Excellence We strive for continuous improvement in all we do to inspire more visitation. 3. OUR REGION The two regions promoted by are the Yarra Valley and Dandenong Ranges, which are located less than 60 minutes by car east of the Melbourne CBD. Both regions form part of Tourism Victoria s Jigsaw campaign as one of Australia s most respected and successful tourism marketing and advertising campaigns. The Jigsaw campaign dates back to 1993, when it was created to highlight Victoria s product diversity, adopting the slogan You ll love every piece of Victoria. The geographic boundaries of the Yarra Valley and Dandenong Ranges form the basis of the defined data reported from the National Visitor Survey, the International Visitor Survey and the Survey of Tourist Accommodation. The two areas are loosely shown on the following map: The Yarra Valley is nestled in Melbourne s east and is bound by the Valley floor of the Yarra River from Warrandyte to the Upper Yarra Dam. It includes the hills and valleys surrounding it including the Great Dividing Range to the north and the Yarra State Forest to the far east, including the Marysville and surrounds. The campaign Melbourne s Yarra Valley You ll never want to leave positions the region as Victoria s hero wine and food destination right on Melbourne s doorstep. The integrated campaign promotes the Yarra Valley as a destination of style, sophistication and romance, whilst showcasing the Yarra Valley s key attributes. The Yarra Valley campaign targets Socially Aware and Visible Achievement Roy Morgan Value Segments and a secondary market, Young Optimists, who have a food and wine interest in Sydney, Brisbane and Victoria The Dandenong Ranges is situated directly south of the Yarra Valley and is defined by the prominence of Mt Dandenong and its surrounding villages, by definition it extends east to Gembrook along the townships along the Puffing Billy railway line and to the top of Western Port Bay. Although much of its product and activity is focussed in and around Mt Dandenong. The Dandenong Ranges campaign, Visit Make Believe, positions the Dandenong Ranges as a secluded, stylish, fresh, natural haven in which to recharge. 262

7 The campaign aims to shift consumer perceptions of the region (from childhood memories of doilies and old fashioned attractions) by building a positive emotional connection with the target market. Another key objective is to showcase the modern tourism product in the region that s on offer. The creative concept suggests that staying in the Dandenong Ranges is akin to escaping to your own movie set, highlighting the many cinematic aspects to the region including the towering mountain ash, lush fern gullies, beautiful log cabins, picturesque boat houses and winding forest roads. The magnificent setting will fill visitors with wonder and excitement - it s a place where imagination runs wild. The Visit Make Believe campaign targets Melburnians in the Socially Aware Roy Morgan Value Segment. Both regions have concentrated product and cooperative arrangements that centre around the municipal boundaries of Yarra Ranges, the west of Manningham and Nillumbik, the south east of Murrindindi and the north of Cardinia. It is recognised that as an organisation does not currently have the resources to service this entire area. It does seek to ensure that the areas of intensified product are of key focus for its promotional activities and industry support. As the organisation and industry product matures overtime the ability to service will require ongoing revision matched to the level of industry participation. 4. ISSUES & OPPORTUNITIES 4.1 KEY ISSUES FACING THE INDUSTRY AND REGION Need for a sustainable organisation showing leadership and strategic direction, united and engaged with the industry and community. A united industry, focused in the same direction, will create effective parterships and success. Industry not keeping up with changing consumer behaviour to digital including mobile responsive websites, live booking ability and social media interaction. The changing consumer behaviour of how travel is sourced and booked drives changes in marketing direction. Diversity of brand within the region Yarra Valley, Marysville, Dandenong Ranges and Warburton have different brand strengths requiring independent marketing intiatiaves. Limited dollars generating multiple campaigns dilutes cut through. Due to proximity to Melbourne, consumers see region as a day trip not providing profits to the majority of the industry being accommodation providers. Need to promote product diversity wine plus lack of awarness of breadth of accommodation, nature based products, produce farms, markets, quality food, walking trails, boutique wineries, arts refresh brand and attract repeat visitation. Industry involvement in broader forms of visitor servicing. Historically visitor servicing has focused on Visitor Information Centres, but with the advancements in technology and the digital platform, consumers are more reliant on online and smartphone technology and 24 hour access to information and the region needs to provide the infrastructure to assist the visitor. 263

8 4.2 KEY OPPORTUNITIES We have identified the following key opportunities that will form the purpose of working and engaging with industry: Clear Strategic Plan showing leadership and direction clearly communicated to the industry. Connectivity with digital distributors and influencers of booking and information sourcing. Power of Social media and referrals. Digital platform with interactive itinerary planning, booking functions, google translate for international markets, and mobile responsive. Regional Festivals and Events to drive visitation and create urgency to visit. Business Events to drive mid week and overnight yield. Service Excellence Support upgrading of industry skills and servicing. Product Diversity expand nature based product such as walks Melbourne Ranges Walk, rail new rail link, and cycling such as the Warburton hub. Product groups established already there is a strong Yarra Valley Wine Growers group and Yarra Valley Food Group but opportunities exist to develop groups with agribusiness, arts. Marketing Access to Melbourne, opportunity to target Melbourne VFR to show off to visiting friends and relatives, Asian market, digital marketing. 4.2 STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Strengths Weaknesses The diversity of product in the region Authentic winery experience - well known big brand wineries and variety of smaller wineries. Quality food at wineries Picturesque scenery Natural settings for walking and riding Access to Melbourne less than one hour s drive, public transport to gateways. Region seen as place to show off to visiting friends, relatives Romantic destination relaxed and tranquil Cool climate Passionate industry Opportunities Threats Digital Platform including live booking, mobile websites, social media, online referrals, Wi Fi Diversity of product within the region Proximity to Melbourne Conference and Events market drive midweek visitation and overnight yield Regional Festivals and Events to provide urgency to visit Service excellence support - upgrading industry skills and servicing. Melbourne Market Review of region opportunity for united industry Not seen as an overnight destination unless for an event. Lack of awareness of activities beyond wine ie nature, farm gate, walking trails Perceived as being expensive with high quality offerings Lack of awareness of diversity of activities History of bad governance in tourism industry associations and YRRML. Industry not keeping up with changing consumer behaviour to digital Lack of funds spent on domestic marketing Due to proximity to Melbourne seen as Day Visit - not providing value for the majority of industry (accommodation sector) Not developing with technology Potential loss or reduction in Government/Council funding Mornington Peninsula accessibility, brand positioning and industry positioning and alignment Decline in domestic travel in favour of international 264

9 5. OUR VISITORS The visitor must be the primary focus in all decisions made by. We need to be informed by evidence and seek to be ahead of the trend curve in the way we use this information to not only position the region, but to ensure our product is relevant and leads the way in Tourism for the State and Country. Innovation must be a key to ensuring our industry can capture the Visitors imagination through the entire Visitor Journey, including: Pre-travel In destination Post experience Visitors to the Dandenong Ranges and Yarra Valley are characterised by the following arrivals: Year End December 2012, the Yarra Valley and Dandenong Ranges attracted 4,672,600 visitors. Domestic travellers coming to the region for a day trip made up the majority of all visitors (3.7 million visitors) and 307,700 visitors were international daytrip travellers. Fourteen percent all visitors to the region stay overnight 638,000 domestic overnight visitors and 27,900 International visitors. The majority of visitors to the region are Australians (93%) with International visitors making up 7% of total visitors to the region. 5.1 DOMESTIC ARRIVALS The region received 12.9% of daytrips to regional Victoria an increase of 0.7% from the previous year. 59.3% of the day visitors were holiday visitors, 30.4% visited friends and relatives and 4.3% visited for business. Parents with youngest child aged 14 or less was the biggest lifecycle grouping of daytrip visitors (30.6%), followed by older couple (23.3%) and young/midlife single (16.9%). Yarra Valley and Dandenong Ranges received 5.6% of domestic overnight visitors and 4.3% of nights in regional Victoria. The regions market share is lower than day visits market share due to the close proximity to Melbourne and the ability of the majority to travel back to Melbourne for accommodation. The majority of domestic overnight visitors were from Intrastate (83.2%) 48.4% from Melbourne and 34.8% from regional Victoria. 16.8% of overnight visitors came from interstate 7.4% from NSW, 3.8% from South Australia and 5.6% from other interstate. The intrastate overnight visitors increased by 6% from 2011, but the Interstate overnight visitors decreased by 29%. Visitors stayed on average 2.4 nights in the region. CONSUMER RESEARCH UNDERTAKEN BY TOURISM VICTORIA 2012 Tourism Victoria conducted consumer research in 2011/2012 for the Yarra Valley. Qualitative discussion groups were conducted with people who expressed an interest in food and wine with previous and potential visitors, based in Melbourne, Sydney and Brisbane. Key findings were: 1. Lack of understanding of the breadth and depth of the Yarra Valley offer - Some who have previously visited the region think they have done the Yarra Valley and would benefit from hearing about the new experiences on offer 2. Yarra Valley s point of difference is its combined physical and emotional offer picturesque scenery, big brand and boutique wineries, opportunity for escape and romance, hidden surprises and easy access to Melbourne. 3. A strong opportunity exists to increase visitation through meeting the emotional, physical and rational needs of potential visitors 265

10 Drivers and Barriers: Overnight Stays Information Gaps 266

11 5.2 INTERNATIONAL ARRIVALS International expenditure is expected to provide almost 65% of growth in overnight tourism expenditure to Victoria over the next ten years. Due to the proximity to Melbourne and strong brand, the Yarra Valley and Dandenong Ranges is one of the key regions that will attract international visitation. In 2012 the Yarra Valley and Dandenong Ranges attracted nearly 28,000 overnight international visitors, 8.8% of all International visitors in regional Victoria. The highest performing international markets for overnight visitation were YE DEC 2012: New Zealand (26%) USA (10%) UK (17%) Malaysia (10%) Singapore (2.3%) Note: There is no breakdown of International Day trippers available. Yarra Valley was the third most popular region for leisure visitors to Victoria. Great Ocean Road attracted nearly double the visitors and Phillip Island was the second most popular region. Healesville Sanctuary and Puffing Billy ranked in their own right attracting 4% and 10% of total International Leisure visitors to Victoria. See chart below Places Visited in Regional Victoria by International Leisure Visitors YE DEC 2012 Percentage of all Leisure Visitors to Victoria (Overnight or Day Trip Visitors_ ALL % Yarra Valley Philip Island penguin parade Ballarat Sovereign Hill NZ % SIN % MAL % USA % UK % GERMANY % CHINA % HK % Great Ocean Rd Mornington Pen Healesville Sanctuary Puffing Billy Source: Tourism Victoria analysis from Tourism Research Australia data Note: Dandenong Ranges was not identified by consumers in volumes to be included INDIA % BUSINESS TOURISM STATISTICS Business Events is one of the highest yielding sectors in Australia s visitor economy. In 2009, business events delegate international visitor expenditure was worth $7.9 billion to the Australian economy. By 2020, this sector has the potential to contribute up to $16 billion annually. In a Regional Victoria Business Events Research project in July 2012 the economic contribution for Yarra Valley and Dandenongs was $44mil. The Yarra Valley and Dandenong Ranges are well positioned to increase the conference market due to the close proximity of Melbourne, the diversity of activities for conference delegates to do while on a conference and the number of accommodation providers that have significant number of rooms available

12 6. VISITOR TARGETS TO THE REGION 6.1 DOMESTIC MARKET Geographic Segments: Primary: Secondary: Lifestyle Segments: Primary: Melbourne Day Trip Visitors Melbourne overnight visitors Interstate visitors- Sydney Interstate visitors Brisbane, Adelaide International overnight visitors Food and Wine Lifestylers Inspired by Nature Food and Wine Lifestylers Market Size 666,000 Victoria, 1.8 million Interstate Age 18-24(16%), 25-34(31%), 35-49(28%), 50-64(18%), 65+(7%) Education Year 12(17%), some Uni (14%), tertiary (56%) Location Country areas (29%), capital cities (71%) Profession Professional (37%), White Collar (24%), skilled (6%), Unemployed (22%) Values Socially Aware (32%), Visible Achievement (22%), family life (18%), young optimism (15%) Spending Big Spenders (66%), Medium spenders (26%), Light spenders (8%) Mean Income Household $119K, personal $57K Value Cost per person per night on last trip $163, Total value per person of all trips last 12 months $4,621 Inspired by Nature Age 18-24(14%), 25-34(25%), 35-49(29%), 50-64(21%), 65+(10%) Education Year 12(18%), some Uni (12%), tertiary (53%) Location Country areas (34%), capital cities (66%) Profession Professional (31%), White Collar (21%), skilled (7%), Unemployed (28%) Values Socially Aware (31%), Visible Achievement (20%), family life (22%), young optimism (10%) Spending Big Spenders (53%), Medium spenders (32%), Light spenders (15%) Mean Income Household $103K, personal $53K Value Cost per person per night on last trip $155, Total value per person of all trips last 12 months $3, INTERNATIONAL MARKET Primary Secondary Emerging UK, Malaysia, Singapore Hong Kong, North America, New Zealand China, India, Indonesia 268

13 7. OUR PRODUCT PILLARS PRIMARY Food and Wine Premium food and world class wineries with boutique wineries yet to explore in a picturesque setting so close to Melbourne. Nature based Secluded valley and mountain settings so close to Melbourne that offer spaces to play and indulge national parks, spectacular mountain ranges, rolling vineyards, tall trees. The expansiveness of the Yarra Valley, the cosiness of the Dandenong Ranges. SECONDARY Spa and Wellbeing Authentic experiences providing nourishment for the mind, body and soul. Arts and Culture A breadth of artistic and cultural experiences that tell the regions stories. Golf With the addition of two more golf courses opening by 2015, there are now 4 golf courses within 3 kilometres of each other. Product Strengths Positioning Key Experiences Food and Wine Premium food and world class wineries with boutique wineries yet to explore in a picturesque setting so close to Melbourne Wine Tours/Trails Cellar Door visits Wine and Food Festivals - Shortest lunch Grape Grazing Shed Fest Kellybrook Cider Festival Twilight Cellar Door Yering Station Sculpture Exhib DeBortolis Wine Adventure Gumboot Season PRIMARY Farmers Markets Chilli Festival Cooking Schools Bella Vedere / DeBortolis/ Wild Oak Cooking Puffing Billy Dining Events Cider and Ale Trail Restaurants / Café s Produce Trail Nature based Secluded valley and mountain settings so close to Melbourne that offer spaces to play and indulge national parks, spectacular mountain ranges, Grants picnic grounds Rhododendron Gardens 269

14 rolling vineyards, tall trees. The expansiveness of the Yarra Valley, the cosiness of the Dandenong Ranges National Parks Alfred Nichols William Ricketts Bushwalking Cycling road, mountain, trail Driving Canoeing Healesville Sanctuary Lilydale Lake Hang Gliding Yarra River Peninsula Tunnel Black Spur tall trees / Fernshaw Park The Ada Tree Warburton Trail O Shannessy Aqueduct Trail Maroondah Dam Stevensons Falls La La Falls Lake Mountain Spa and Wellbeing Authentic experiences providing nourishment for the mind, body and soul Dandenong Ranges Day Spa Japanese Mountain Retreat Mineral Springs & Spa Piaf Day Spa Yarra Valley Argyles Yarra Valley Day Spa Heritage Yarra Valley Day Spa SECONDARY Arts and Culture A breadth of artistic and cultural experiences that tell the regions stories Natskin Spa Retreat TarraWarra Art Gallery Dame Nellie Melba Museum Music and arts events Yering Station Sculptures Glass Blowing Yarra Ranges Museum Open Studios 270

15 Monsalvat Burringja Healesville - Yarra Glen Railway Golf With the addition of two more golf courses opening by 2015, there are now 4 golf courses within 3 kilometres of each other Yering Meadows (27 holes) Heritage Golf (36 holes) Chirnside Park (18 holes) Eastern (36 holes) RACV (18 holes) Warburton (18 holes) 8. OUR INDUSTRY Tourism is an important industry for the Yarra Ranges region for its role in generating regional employment and economic prosperity that flow on to other businesses because of the number of businesses that rely on direct and indirect benefits from tourism. Tourism encompasses a wide range of businesses, including accommodation, cafes, restaurants, wineries, breweries, travel agents, tour operators and major tourist attractions such as Puffing Billy, Healesville Sanctuary, and parks and gardens such as William Ricketts Sanctuary. It also includes a range of related businesses and activities including retailers, art galleries, bus companies, vehicle hire, museums, balloon flights, health/spa resorts, hotels, conference centres, caterers, laundries, nurseries/flower growers, golf courses, state and national parks, and historic properties. Tourism businesses vary greatly in their size and scale. Common challenges that unite them include having a mainly domestic market with a small number of international visitors, finding ways to entice visitors to increase their length of stay, and offering unique and diverse content for visitors at different price points. 9. OUR PARTNERS acknowledges the generous support of our two main funding partners Yarra Ranges Council and Tourism Victoria. Annually we are provided with funding support to help these organisations deliver on their strategic plans and strategy to support Tourism in the Yarra Valley and the Dandenong Ranges. The main reference point for Yarra Ranges Council is its Economic Development Strategy , and for Tourism Victoria its Victoria s 2020 Tourism Strategy. Both of these partners also provide extensive in-kind support through their staff time, research projects, capital works, and general expertise. Our other key funding partner is Industry, through the participation in the collective marketing initiatives we deliver aligned to our Strategic Plan. It is s role to ensure our offering to Industry targets the identified visitor market segments, levers the products strengths of the region, while identifying new and emerging product opportunities and packages. 271

16 It is equally important that Industry understands the key attributes of the primary and secondary target market segments of the region. This will ensure industry can tailor their product to meet visitors expectations. A key success factor of our organisation will be effectively be measured by our ability build and develop industry participation and buy in to our initiatives and projects. 10. THE CHANGING DIGITAL PLATFORM AND HOW WE SERVICE THE VISITOR In 2013 Google reported 90% of travel decisions are made online. They also found that the growth in search is through mobile devices - 180% growth in search on Tablets, 68% growth on mobile devices and no growth on desktops. Consumers are searching for information 24 hours a day while on the move and to assist in servicing the visitor at all stages of their travel cycle, must prepare a digitial platform consisting of mobile responsive websites for information to be downloaded on desktops, tablets and smartphones, with Wi Fi Hotspots for visitors to be able to upload their experiences onto social media platforms and share their photos, videos and experiences with friends while in the destination. was granted an Innovation fund by Tourism Victoria to develop Wi Fi Hotspots in the region which will be in place by December In 2012/13 the Victorian Government provided funding to undertake a feasibility study into a tourism hub in Lilydale which would include a Visitor Information Centre and home for industry and tourism associations. The findings indicated greater emphasis to be placed on Wi Fi hotspots, street ambassador programs and mobile visitor centres rather than the development of a new centre. The way we interact with the consumer through the digital platform will be the singularly most important mechanism in the future. 272

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18 11. MEASURES OF SUCCESS has adopted a three year Strategic Plan ( ) to guide its actions and initiatives. This plan requires the input and participation of all our stakeholders if we are to succeed. The Strategic Plan is the Board s key governance document used to define our direction, and how we get there. It is the framework by which we identify priorities and allocate organisational resources. The Strategic Plan is also the fundamental component against which we measure everything. The Key Measures for Success are: Fully functioning Board and sustainable long term organisation. An engaged Industry. Increase in total visitor arrivals by 8% - target of 4.43 million. Increase in conference overnight visitors to the region by 6% Increase in visitor expenditure on domestic visitors by 10% - Day visitor spend $85 Overnight visitor spend $330 Increase in visitor satisfaction Increase in industry to deliver digitally 274

19 Strategic priorities 2013/ /16 1) INDUSTRY AND STAKEHOLDER ENGAGEMENT AND PARTICIPATION creating a united industry Goal To have every tourism business in the region as a member of our organisation Strategies a) Identify all tourism businesses in the region. b) Invite membership with a new format, with initial basic membership at no cost. c) Nurture partnership programs that encourage cooperation between members for mutual benefit. d) Facilitate regular member networking events to share market intelligence. YEAR MEASURES OF SUCCESS Annually Total number of members 2013/2014 Established database of all businesses in the region Industry experience groups established: YV Wine Growers, YV Food Group, Arts, Agribusiness, Business Tourism Group 800 industry members registered 1000 industry members registered Industry Survey conducted resulting in 70% satisfaction level 1500 industry members registered 2014/ /

20 2) SUSTAINABLE ORGANISATION having the funding and resources to provide leadership and direction while acting with integrity, openness and transparency as a community based organisation. Goal To secure the resources for the organisation to be able to provide strategic industry leadership, at a high level of governance and accountability. Strategies a) Establish 3 year funding arrangements with Tourism Victoria and Yarra Ranges Council. b) Establish a 3 Year financial forecast and annual budget, including stakeholder funding and relevant programs for raising capital from industry and other sources. c) Establish a set of relevant plans for the regional that spell out a clear vision for the future. Review the Interim 3 Year Strategic Plan and develop a Marketing Plan, Tourism Master Plan, Events Strategy and Tourism Destination Plans. c) Minimise the impact of realised risks by establishing a risk management system, to be overseen by the Board of Directors including Disaster Management Plan. g) Establish an Annual Stakeholder Forum to report on performance, research and activities and to facilitate feedback and input to Strategic Planning and AGM Board elections. YEAR 2013/ / /2016 MEASURES OF SUCCESS 3 Year funding contracts in place with Tourism Victoria and Yarra Ranges Council. Board in place and operational with new Constitution to include wider role. 3 Year Strategic Plan developed in cooperation with industry. 1 Year Marketing Plan developed in cooperation with industry. Risk Management Plan developed. Digital Strategy developed. Events Strategy developed. Achieve at least $100,000 industry contribution. Tourism Master Plan developed and shared with industry. Achieve at least $225,000 industry contribution. Achieve at least $300,000 industry contribution. 276

21 3) DIGITAL improving digital capabilities Goal To develop an innovative digital platform as a key marketing tool and assist the industry to be able to convert using the digital platform. Strategies a) Develop an innovative digital platform for two websites that delivers on content, booking ability through a variety of channels, suggested itineraries and interactive itinerary planner. b) Optimise search rankings. c) Develop social media content calendar. d) Focus on increasing content on digital platforms to better service the visitor in the planning and booking process. e) Increase the amount of industry video content uploaded onto You Tube f) Maximise regions exposure through referrals increasing operator rankings on third party websites such as Tripadvisor. g) Assist the industry to be digitally active delivering live booking facilities and active in social media. YEAR 2013/2014 MEASURES OF SUCCESS 2014/ /2016 Hits on website increased by 12% Facebook Likes increased from 10,000 to 15,000 At least 50 operators upload You Tube videos of their product. 40 % of accommodation industry offering live bookings online. At least 45 Operators listed on with live on line booking ability (June Operators TXA, 50 Operators on ATDW). Improved regional content on third party websites such as Trip Advisor, Booking.com, Last Minute.com, Wotif.com etc. Industry promoting opportunities for visitors to review product to increase their rankings. 50 % of accommodation industry offering live bookings online. Website hits increased by 15%. At least 60 Operators listed on with live on line booking ability. At least 80 Operators listed on with live on line booking ability. 277

22 4) MARKETING delivering strong Yarra Valley and Dandenong Ranges brands and marketing supported by industry Goal To drive increased visitor numbers, nights and yield to the region through marketing initiatives Strategies a) Establish a Marketing Committee. b) Develop a Marketing Plan with input from the industry. Year 1 Focus on the product and ability of industry to be digitally responsive in accepting bookings, active in social media, increasing reviews and referrals via third party online booking sites to improve preferred status resulting in improved exposure. Develop a regional events calendar and utilise public relations for the promotion of regional events. Use Public Relations to tell the stories of the region showcasing a greater variety of experiences beyond wine. Undertake a VFR campaign targeting Melbournians who want to showcase their Yarra Valley and Dandenong Ranges to visiting friends and relatives from interstate, overseas or from the country and provide them with the tools to make this simple. Year 2 Conduct a domestic consumer campaign to expand awareness of the wide range of experiences offered in the region including nature based products and experiences targeting the family market Year 3 Conduct a major intrastate and interstate consumer campaign focusing on food and wine to hold the regions position as Victoria s premier food and wine region. c) Work with the industry to package product and promote experiences to attract conferences to the region. d) Partnership with Yarra Valley Wine Growers to promote wine experiences in the region. e) Partnership with Yarra Valley Food Group to promote Yarra Valley produce and farmers market. f) Continue successful relationship with South East Touring Triangle to jointly market internationally focusing on South East Asia and UK as primary targets. g) Develop a market monitoring system that will allow us to gauge our performance. 278

23 h) Develop a marketing management system that ensures we can respond to changing market conditions and capture marketing opportunities as they rise this includes regular market monitoring and planning reviews (quarterly at least). i) Garner support from local industry to engage in the planning process and participate in the implementation of marketing activities. YEAR 2013/2014 MEASURES OF SUCCESS 2014/ /2016 Marketing Committee established and working Marketing Plan developed with input from Industry Domestic Marketing Imagery of the region upgraded Achieve $500,000 value in free publicity Visiting Friends and Relatives campaign - giving Melbournians tools to showcase their region. Quarterly product update distributed to domestic trade, media and hotel concierges Regional Events Calendar established and events promoted International Marketing Product update distributed to international media and trade contacts twice per year. Promotion of South East Touring Triangle to increase overnight visitation. South East Touring Triangle I Phone App developed & promoted internationally. Business Events Established Business Events Group and plan developed to drive mid-week and low season visitation. Build on the 2013/2014 Domestic and International Marketing Initiatives Domestic Marketing Consumer campaign focusing on diversity of products and experiences Consumer campaign in Melbourne and Sydney targeting inspired by nature segments looking for a seasonal (winter/autumn) short break experience. International Marketing International Product Manual produced Participate in Tourism Victoria International promotional events in Asia Utilise South East Touring Route for marketing initiatives in long haul markets Consumer campaign in Melbourne and Sydney targeting Food and Wine Lifestylers to continue to position Yarra Valley as Victoria s food and wine region. 279

24 5) PRODUCT DEVELOPMENT improving regional tourism product and physical insfrastructure Goal Strategies To delight visitors to the region through continually offering new and interesting visitor experiences. a) Prepare a Product Development Plan including gap analysis for the region. b) Work with local industry groups to identify new product opportunities throughout the region. c) Identify funding opportunities for investment and development in the region. d) Work with Tourism Victoria to identify economic value of regional events and best means of evaluation. e) Collaborate with Yarra Ranges Council on infrastructure development, planning approval and investment attraction. f) Identify gaps and opportunities to support event development and marketing. g) Work with the industry to develop a Food and Wine Festival for Yarra Valley YEAR 2013/2014 MEASURES OF SUCCESS Product Development Plan and Gap Analysis completed. Destination Plans for destination nodes: Marysville, Warburton, Yarra Glen, Mt Dandenong Villages. Regional Festival and Events Analysis undertaken and Strategy developed in partnership with Yarra Ranges Council. Calendar of Regional Events developed priorities developed. Review March 2013 YV Food and Wine Festival, gain community involvement in running 2013 Food and Wine Festival. Dandenong Ranges Writers Festival increased recognition Melbourne. 2014/2015 Destination Plans for destination nodes: Healesville, Belgrave, Mt Evelyn. New investment projects and major events undertaken in region by industry. Yarra Valley Food and Wine Festival prominent feature event gaining Interstate media attention. 2015/2016 New investment projects and major events undertaken in region by industry. Yarra Valley Food and Wine Festival increased awareness. 280

25 6) SERVICE EXCELLENCE maximising visitor satisfaction Goal To maximise satisfaction for every visitor to the Region. Strategies a) Establish a Visitor Services Committee in accord with industry Local Tourism Associations. b) Review the Visitor Information Centre service delivery across the Region. c) Develop a Visitor Information Services Plan for the region, identifying visitor services during the trip cycle of planning, booking, visiting, and post visit. d) Establish a visitor satisfaction survey to establish a performance benchmark including a mystery shopping program. e) Develop and implement a visitor service improvement program for each local destination node. i. Alternative delivery modes for visitor servicing that retains face-to-face contact, plus new approaches such as digital delivery. ii. Way finding improvement. iii. Visitor Guide publications. iv. Township visitor information signing across the region. v. Tear off maps across the region for relevant clusters. vi. Free WIFI spots across the region. vii. On line travel sites such as Trip Advisor. viii. Alternative or new sites for information delivery such as libraries, art centres, museum and attractions. ix. Street ambassadors. x. Mobile information caravan or pop-up sites. xi. You Tube way finding for the destination nodes. f) Promote the Victoria Tourism Excellence Program for operator education, training and business improvement. g) Consider a visitor satisfaction business award program including local media promotion. YEAR 2013/2014 MEASURES OF SUCCESS Visitor Servicing Committee Established and Visitor Services Plan put in place. Visitor Information Centres well managed, sustainable and located in high traffic areas. 281

26 2014/ /2016 Website hits increased by 12%. Delivery of a network of Free Wi Fi Hotspots within the region. Production of Tear-off printed maps in Dandenong Ranges & Yarra Valley. Online visitor satisfaction survey developed with 70% satisfaction levels gained. Township signs with operator listings updated with industry buy in. Increase locations to 25. Production of Tear-off printed maps in Healesville and Surrounds, Yarra Glen and Surrounds, Warburton and Surrounds, Dandenong Villages, Belgrave and surrounds. Website hits increased by 15%. Operator education in Asian market. Produce Official Visitors Guide with industry input. Visitor Services Plan Reviewed. Visitor Information Centres reviewed mobile centres investigated. Yarra Valley and Dandenong Ranges become prominent in Victorian Tourism Awards at least 10 entries recognised for service excellence. Visitor Satisfaction Survey conducted with 70% satisfaction. Visitor Satisfaction Awards Program considered. 7) MARYSVILLE AND SURROUNDS TOURISM EVENTS AND MARKETING PACKAGE FIRE RECOVERY Goal a) To increase visitation to the Marysville and surrounds region post push fires, and assist the tourism community to develop sustainable tourism practices after the grant is complete. Strategies a) Engage the tourism community to work together to promote and build the industry in the region. b) Develop a program of major and supporting tourism and business events for Marysville and surrounds, including financial support for event enhancement, marketing and delivery to drive visitors during low season periods. c) Develop a Brand Identity for Marysville and Surrounds and communicate identity to industry. d) Manage the region s website including search engine optimisation, content creation and industry involvement. e) Provide support for Marysville Accredited Visitor Information Centre staff and volunteers. 282

27 e) Public relations campaign generating media for the region through key print, television and radio channels. f) Marketing Tools developed and distributed for the region including new photography, videos and collateral. YEAR 2013/2014 MEASURES OF SUCCESS Visitor arrivals and yield returning to pre-fire levels. Marysville visitor services functioning. Marysville Triangle recognised for events by consumers from outside the region consumer research. Clear market positioning delivered in all consumer marketing. Quality material to support tourism activity in the region. Brand awareness and preference returning to pre-bushfire levels. 283

28 2013 Industry Engagement & Governance Framework Working in partnership to strengthen visitation to our region 284

29 Cover image: Sunrise over the Yarra Valley with the Dandenong Ranges in the background. Page 2 285

30 FOREWORD FROM THE CHAIR This is in response an identified opportunity for improved Tourism industry performance in the Yarra Valley and Dandenong Ranges. In 2013, an independent review of the industry s structure was undertaken to help determine the future direction of (formerly trading as Yarra Ranges Regional Marketing). The review included consultation with the organisation s stakeholder groups and industry businesses to: undertake an independent strategic review of the regional tourism organisational structures and performance of the region in consultation with stakeholders. provide recommendations to stakeholders on the organisational structures, roles, strategic objectives, governance, resourcing and operational priorities that are consistent with regional tourism best practice. The process also included a diagnostic review of the current state of regional tourism performance relative to contemporary best practice. A Discussion Paper was prepared to facilitate greater discussion, focus groups and written feedback from industry. The final outcome was a detailed report that made 24 recommendations on the performance areas of: Organisation structure and roles Strategic planning Governance Resourcing is excited by the opportunities that this presents the Yarra Valley and Dandenong Ranges as we transition rapidly into a digital age. It is recognised that realising the potential of the region will require significant change, leadership, commitment and most of all participation from the whole tourism industry. Step one is to ensure we have a transparent commitment to industry and stakeholders on our ability to engage with them that identifies how they can participate with us to make our region prosper. This Industry Engagement Framework is the key tool to achieving greater involvement that is focussed on results. looks to the future with strong confidence and optimism that together the industry can raise the bar in regional tourism performance. Peter Russell Independent Chair, Page 3 286

31 CONTENTS FOREWORD FROM THE CHAIR... 3 EXECUTIVE SUMMARY INTRODUCTION WHO ARE WE OUR REGION DEFINITION OF TOURIST AND TOURISM OUR VISITORS OUR PRODUCT PILLARS OUR INDUSTRY OUR PARTNERS OUR STRATEGIC PLAN CORPORATE STRUCTURE OUR COMMUNICATION TO INDUSTRY APPENDIX A - GOVERNANCE CHARTERS & TERMS OF REFERENCE YARRA RANGES TOURISM - BOARD CHARTER SUB-COMMITTEE S - TERMS OF REFERENCE MARKETING SUB COMMITTEE GOVERNANCE &FINANCE SUB COMMITTEE DIGITIAL INFRASTRUCTURE SUB COMMITTEE INDUSTRY EXCELLENCE & VISITOR SERVICING SUB COMMITTEE WORKING GROUP - TERMS OF REFERENCE WINE & FOOD WORKING GROUP (example only currently under development) CONFERENCING WORKING GROUP GOLF WORKING GROUP INTERNATIONAL WORKING GROUP NATURE BASED EXPERIENCES WORKING GROUP ROMANCE AND ACCOMMODATION WORKING GROUP ARTS AND CULTURE WORKING GROUP FAMILIES / VISITING FREINDS AND RELATIVES WORKING GROUP Page 4 287

32 EXECUTIVE SUMMARY The purpose of is to increase visitor numbers and yield to the Yarra Valley and Dandenong Ranges. As one of eleven similar regions in Victoria, we are the regional tourism organisation and are funded jointly by industry, Yarra Ranges Council and Tourism Victoria. As a Board we follow the Australian Institute of Company Directors Guidelines for Good Governance. Our Board consists of members specifically selected for skills and for industry representation. The Chairman is independent and is appointed by Council. We have a small effective executive team working out of an office in Yarra Glen and a group of industry volunteers that undertake a wide range of responsibilities that includes servicing our Visitor Information Centres at Healesville and Upper Ferntree Gully. We value our assets, people and brand and we subscribe to the values of engagement, integrity and excellence. We work to a Strategic Plan, which is developed by the Board and approved by the industry, Council and Tourism Victoria. Our focus is to develop tourism infrastructure in region; particularly digital distribution infrastructure. We have three tiers within our organisational structure being: the Board, Sub-Committees and Industry Working Groups, which is outlined on page 19, as a transparent method of working to achieve our goals with active involvement. The Board monitors the organisation s performance by meeting monthly and reviewing results relative to the Strategic Plan. We also host an annual Industry Summit open to all of industry where results for the year are reviewed and new plans are laid for the forthcoming year. Separately, we report to Council and Tourism on our performance. We communicate with industry regularly through our electronic news, website, industry networking and training events. Finally, operates on an active participation model to market the region for the benefit of every tourism operator. We do this through providing opportunities for industry to keep in touch for free with our information and activities, through to our trade, marketing and project partnerships that offer various levels of services, benefits and fees on a pay to participate basis....working in partnership to strengthen visitation to our region... To communicate with us please contact: E info@yarrarangestourism.com.au P Page 5 288

33 1. INTRODUCTION exists to partner with local business, government and allied associations to market the Yarra Valley and the Dandenong Ranges brand strengths of food and wine, agribusiness, art, culture and tourism to domestic and international markets, resulting in economic prosperity, business growth, employment creation and sustainable community development for the region. This sets our agenda, capacity and expectation on what is achievable in partnership with the tourism industry of the Yarra Valley and the Dandenong Ranges. This document should be used as the key reference tool for delivering the organisations commitment to transparency and accountability. Our Vision is that: The Yarra Valley and the Dandenong Ranges Region will be Victoria s premier visitor destination for high value wine, food and indulgent short breaks complemented by nature based, cultural and village experiences. Our Mission is that: will provide leadership of tourism marketing, development and management for the region, characterised by effective industry and community engagement and high visitor satisfaction. We have identified the following key opportunities that will form the purpose of working and engaging with industry: Clear Strategic Plan showing leadership and direction clearly communicated to the industry. Connectivity with digital distributors and influencers of booking and information sourcing. Power of Social media and referrals. Digital platform with interactive itinerary planning, booking functions, google translate for international markets, and mobile responsive. Regional Festivals and Events to drive visitation and create urgency to visit. Business Events to drive mid week and overnight yield. Service Excellence Support upgrading of industry skills and servicing. Product Diversity expand nature based product such as walks Melbourne Ranges Walk, rail new rail link, and cycling such as the Warburton hub. Product groups established already there is a strong Yarra Valley Wine Growers group and Yarra Valley Food Group but opportunities exist to develop groups with agribusiness, arts. Marketing Access to Melbourne, opportunity to target Melbourne VFR to show off to visiting friends and relatives, Asian market, digital marketing. 2. WHO ARE WE is a company established with the sole purpose to improve the visitor experience, numbers and yield within the Yarra Valley and Dandenong Ranges tourism regions. We operate under a not-for-profit (NFP) business model where all profits go back into further activities to develop and promote the region. is one of eleven Regional Tourism Boards within the state aligned to the identified campaign regions of Tourism Victoria s Jigsaw Campaign. More details on the context of this model are provided under Section 3 Our Region. Page 6 289

34 seeks to work collaboratively with Industry and its two key funding partners Yarra Ranges Council and Tourism Victoria, and we acknowledge their generous support of our region. Tourism is recognised as a priority industry sector within the local economy for its unique ability to retain and grow regional business and employment. Our Board is comprised of skills, industry representatives and delegated appointments. The Board are supported our by a small but highly effective Executive Team. The Board with its breadth of skills and representation come together to enhance the region as a collective, in the interests of driving tourism industry performance and excellence in Yarra Valley and Dandenong Ranges as a whole. 2.1 YARRA RANGES TOURISM BOARD & GOOD GOVERNANCE Board, above (L-R): Glen Holland, Ross Stevens, Mary Mason, Richard Howden, Julie Sampson (Interim CEO), Peter Russell, Peta Godenzi, Brett Spurling, Mark Lucas. Absent: Glenn Patterson. The Board has chosen to apply the ten principles of good governance as identified by the Australian Institute of Company Directors, in their 2013 guide for NFP organisations. These principles are designed to promote and facilitate the crucial conversations and associated activities NFP organisations undertake regularly to achieve good governance. The principles are: 1 Roles and Responsibilities There should be clarity regarding individual director responsibilities, organisational expectations of directors and the role of the board. 2 Board Composition A board needs to have the right group of people, having particular regard to each individual s background, skills and experience, and how the addition of an individual builds the collective capability and effective functioning of the board. 3 Purpose and Strategy The board plays an important role in setting the vision, purpose and strategies of the organisation, helping the organisation understand these and adapting the direction or plans as appropriate. Page 7 290

35 4 Risk - Recognition and Management By putting in place an appropriate system of risk oversight and internal controls, boards can help increase the likelihood that their organisation will deliver on its purpose. 5 Organisational Performance The degree to which an organisation is delivering on its purpose can be difficult to assess, but this can be aided by the board determining and assessing appropriate performance categories and indicators for the organisation. 6 Board Effectiveness A board s effectiveness may be greatly enhanced through: careful forward planning of board-related activities; board meetings being run in an efficient manner; regular assessments of board performance; having a board succession plan; and the effective use of sub-committees, where appropriate. 7 Integrity and Accountability It is important that the board have in place a system whereby: there is a flow of information to the board that aids decision-making; there is transparency and accountability to external stakeholders; and the integrity of financial statements and other key information is safeguarded. 8 Organisation Building The board has a role to play in enhancing the capacity and capabilities of the organisation they serve. 9 Culture and Ethics The board sets the tone for ethical and responsible decision-making throughout the organisation. 10 Engagement The board helps an organisation to engage effectively with stakeholders. 2.2 BOARD SKILLS AND BACKGROUND Peter Russell An experienced Board Director and Advisor, Peter has a Bachelor Independent of Business, Graduate Diploma in Marketing, has studied Advanced Chair Management at Harvard and is a Graduate of the Australian Institute of Company Directors His career highlights include a 12 year career with the Peppers hospitality chain as an Executive Director that saw the business go from potential insolvency to listed on the Australian Stock Exchange. Peter brings his knowledge in Governance and Business to the role of independent Chair along with a high level of expertise in marketing. Mark Lucas Skills Based Appointment Glen Holland Skills Based Appointment Is the Club Manager of the RACV Club Country Club Healesville, and has been with RACV for the past seven years. Mark is a Chartered Accountant and has a very strong finance background. He has held a range of senior commercial positions throughout his career including time as General Manager at AAA Tourism. As a local business operator at a regionally significant facility Mark understands the important links between business and the community in creating employment and goodwill. Mark prides himself on establishing and maintaining relationships with members, customers, suppliers and stakeholders. As the Director of Healesville Sanctuary Glen has strong skills in managing major tourism attractions, with experience in similar roles in South Africa and New Zealand. Glenn understands the connection between local communities and tourism, and has a keen interest in connecting tourism with the indigenous roots of the region. He has a wealth of experience in developing stakeholder relationships and fund raising. Page 8 291

36 Glenn Patterson Yarra Ranges Council Appointed Position Richard Howden Wine Yarra Valley Industry Representative As Yarra Ranges Council s appointed nominee on Yarra Ranges Tourism Glenn bring some 26 years of senior local government management experience, 15 years as a CEO. Glenn s beings his expertise of business development, change management, organisation leadership, relationship management in a complex stakeholder environment and knowledge of government to the Board. Richard has been the CEO of Yarra Valley Wine Growers Association for the past five years. In this position he is responsible for, amongst other things, all marketing, tourism and event activities. Prior to numerous marketing and business roles within the wine industry Richard had over ten years in the tourism sector including a career in an international hotel group in Melbourne and Chairing the North East Victorian Tourism Campaign Committee. Brett Spurling As a Director/Partner of Yarra Valley Gateway Estate Brett is Yarra Valley involved in the Farming, Food production, Value adding and Regional Food Tourism. He has been a committee member of the Yarra Valley Group Regional Food Group for seven years and is also on the Board of Industry Agribusiness Yarra Valley. With an interest in many different facets Representative of business within the Yarra Ranges Brett brings a balanced and considered view with his 13 years of experience operating in the region. Mary Mason Dandenong Ranges Tourism Industry Representative Peta Godenzi Warburton Valley Tourism Industry Representative Ross Stevens Yarra Valley Regional Tourism Association Industry Representative Mary is the President of Dandenong Ranges Tourism and was the Chair of the Autumn Authors Writers Festival in She is the owner/manager of Woolrich Historic Garden Accommodation in Olinda. She has held executive roles at MLC, Wesley and Geelong College leading the education of teachers, curriculum, and founded many major events and programs that strengthened domestic and international partnerships. She is committed to developing tourism of the Dandenong Ranges and the region through industry and community participation to enhance the visitor experience. Mary also works as a consultant in education and is on the executive of the Victorian Association for the Teaching of English. Peta is motivated by creating partnerships that are productive and add value within the tourism sector. Having run a successful family business with her husband for 35 years, Peta is now using her skills to run an on farm Bed and Breakfast near Warburton. She is committed to seeing a strong local tourism industry that works together to make our region the number one destination in Victoria. Ross has a passion for local tourism. As Managing Director he developed Yering Gorge Cottages from concept to completion, a unique nature and farm based accommodation business that also caters for functions and conferences. Through his business he has been an active participant on various working groups and committees within the tourism industry. He has also been a regular on international programmes with Tourism Victoria. As President of Yarra Valley Regional Tourism Association Ross is committed to seeing the active involvement of all operators working together to achieve a successful region. Page 9 292

37 2.3 ORGANISATIONAL RESOURCES We have small but effective team consisting of 4.5 equivalent and around 40 dedicated visitor centre volunteers that supports the Board (including visitor information centres) in delivering a Strategic Plan that supports the region. Our staffing structure is primarily funded by our funding partnership with the Yarra Ranges Council. With project initiatives supported by our funding from Tourism Victoria and Industry partnership buy-in. While we would always like to do more we must remain realistic about what is achievable within the available resources. Our goal is that everyone can participate with our organisation to collectively drive visitation to the region. The more industry can participate the more we can deliver. 2.4 WE VALUE Our Assets Our natural beauty, tourism products and fantastic people in the region and need to preserve them. Our Brand We believe in our brand is world class. 2.5 ORGANISATIONAL VALUES Engagement We involve, inform and listen to the tourism community Integrity We practice honesty, openness, and transparency and do what we promise. Excellence We strive for continuous improvement in all we do to inspire more visitation. 2.6 SERVICE COMMITTMENT We recognise that servicing approximately 1500 tourism businesses within the region is a big responsibility for our small team. In promoting industry engagement it is important to be transparent about our capacity to meet corporate response times for industry, customer and stakeholder queries. With a small staff there are times when our office will have a limited or zero office presence to adequately respond to queries. As such, our staff must work within various availability restrictions from time to time in order to service our customers. will endeavour to: Acknowledge all online correspondence within 36 hours or two working days Acknowledge all hard copy correspondence within five work days Resolve all correspondence within twelve working days Respond to all phone calls within 24 hours or by the close of business the next working day Our office closes annually over the Christmas period for two weeks. During this time incoming phone calls will be directed to an out of office voic service for customers to leave a message. All electronic ( ) requests for information via info@yrrml.com.au will receive an out of office response. Individual staff will also ensure they use out of office functions on the accounts. Our network of Visitor Information Centres are open year round, except Christmas Day. Page

38 To ensure our Digital Assets continue to perform throughout the whole year the organisation has an afterhours call out procedure to ensure any issues are dealt with promptly. 3. OUR REGION The two regions promoted by are the Yarra Valley and Dandenong Ranges, which are located less than 60 minutes by car east of the Melbourne CBD. Both regions form part of Tourism Victoria s Jigsaw campaign as one of Australia s most respected and successful tourism marketing and advertising campaigns. The Jigsaw campaign dates back to 1993, when it was created to highlight Victoria s product diversity, adopting the slogan You ll love every piece of Victoria. The geographic boundaries of the Yarra Valley and Dandenong Ranges form the basis of the defined data reported from the National Visitor Survey, the International Visitor Survey and the Survey of Tourist Accommodation. The two areas are loosely shown on the following map: The Yarra Valley is nestled in Melbourne s east and is bound by the Valley floor of the Yarra River from Warrandyte to the Upper Yarra Dam. It includes the hills and valleys surrounding it including the Great Dividing Range to the north and the Yarra State Forest to the far east, including the Marysville and surrounds. The campaign Melbourne s Yarra Valley You ll never want to leave positions the region as Victoria s hero wine and food destination right on Melbourne s doorstep. The integrated campaign promotes the Yarra Valley as a destination of style, sophistication and romance, whilst showcasing the Yarra Valley s key attributes. The Yarra Valley campaign targets Socially Aware and Visible Achievement Roy Morgan Value Segments and a secondary market, Young Optimists, who have a food and wine interest in Sydney, Brisbane and Victoria The Dandenong Ranges is situated directly south of the Yarra Valley and is defined by the prominence of Mt Dandenong and its surrounding villages, by definition it extends east to Gembrook along the townships along the Puffing Billy railway line and to the top of Western Port Bay. Although much of its product and activity is focussed in and around Mt Dandenong. The Dandenong Ranges campaign, Visit Make Believe, positions the Dandenong Ranges as a secluded, stylish, fresh, natural haven in which to recharge. The campaign aims to shift consumer perceptions of the region (from childhood memories of doilies and old fashioned attractions) by building a positive emotional connection with the target market. Page

39 Another key objective is to showcase the modern tourism product in the region that s on offer. The creative concept suggests that staying in the Dandenong Ranges is akin to escaping to your own movie set, highlighting the many cinematic aspects to the region including the towering mountain ash, lush fern gullies, beautiful log cabins, picturesque boat houses and winding forest roads. The magnificent setting will fill visitors with wonder and excitement - it s a place where imagination runs wild. The Visit Make Believe campaign targets Melburnians in the Socially Aware Roy Morgan Value Segment. Both regions have concentrated product and cooperative arrangements that centre around the municipal boundaries of Yarra Ranges, the west of Manningham and Nillumbik, the south east of Murrindindi and the north of Cardinia. It is recognised that as an organisation does not currently have the resources to service this entire area. It does seek to ensure that the areas of intensified product are of key focus for its promotional activities and industry support. As the organisation and industry product matures overtime the ability to service will require ongoing revision matched to the level of industry participation. 3. DEFINITION OF TOURIST AND TOURISM There are a range of definitions available for both tourism and tourist, but those that best describe the views of the Board are shown below. Tourism The provision of services to people who travel to destinations away from home in order to meet their recreational needs, or to meet other people and enjoy new experiences. These include tangible elements such as transport, food and beverage, tours, souvenirs, accommodation and the intangible elements including services provided by staff and volunteers, as well as interaction with locals. (Winemakers Federation of Australia) Tourist A person who undertakes travel, for any reason, involving a stay away from his or her usual place of residence for at least one night; or a person who undertakes a pleasure trip involving a stay away from home for at least four hours during daylight, and involving a round distance of at least 50 km. However, for trips to national parks, state and forest reserves, museums, historical parks, animal parks, or other manmade attractions, the distance limitation does not apply. (Australian Government Committee Inquiry into Tourism, 1987) 4. OUR VISITORS The visitor must be the primary focus in all decisions made by. We need to be informed by evidence and seek to be ahead of the trend curve in the way we use this information to not only position the region, but to ensure our product is relevant and leads the way in Tourism for Page

40 the State and Country. Innovation must be a key to ensuring our industry can capture the Visitors imagination through the entire Visitor Journey, including: Pre-travel In destination Post experience Visitors to the Dandenong Ranges and Yarra Valley are characterised by the following arrivals: Year End December 2012, the Yarra Valley and Dandenong Ranges attracted 4,672,600 visitors. Domestic travellers coming to the region for a day trip made up the majority of all visitors (3.7 million visitors) and 307,700 visitors were international daytrip travellers. Fourteen percent all visitors to the region stay overnight - 638,000 domestic overnight visitors and 27,900 International visitors. The majority of visitors to the region are Australians (93%) with International visitors making up 7% of total visitors to the region. DOMESTIC ARRIVALS The region received 12.9% of daytrips to regional Victoria an increase of 0.7% from the previous year. 59.3% of the day visitors were holiday visitors, 30.4% visited friends and relatives and 4.3% visited for business. Parents with youngest child aged 14 or less was the biggest lifecycle grouping of daytrip visitors (30.6%), followed by older couple (23.3%) and young/midlife single (16.9%). Yarra Valley and Dandenong Ranges received 5.6% of domestic overnight visitors and 4.3% of nights in regional Victoria. The regions market share is lower than day visits market share due to the close proximity to Melbourne and the ability of the majority to travel back to Melbourne for accommodation. The majority of domestic overnight visitors were from Intrastate (83.2%) 48.4% from Melbourne and 34.8% from regional Victoria. 16.8% of overnight visitors came from interstate 7.4% from NSW, 3.8% from South Australia and 5.6% from other interstate. The intrastate overnight visitors increased by 6% from 2011, but the Interstate overnight visitors decreased by 29%. Visitors stayed on average 2.4 nights in the region. INTERNATIONAL ARRIVALS International expenditure is expected to provide almost 65% of growth in overnight tourism expenditure to Victoria over the next ten years. Due to the proximity to Melbourne and strong brand, the Yarra Valley and Dandenong Ranges is one of the key regions that will attract international visitation. In 2012 the Yarra Valley and Dandenong Ranges attracted nearly 28,000 overnight international visitors, 8.8% of all International visitors in regional Victoria. The highest performing international markets for overnight visitation were YE DEC 2012: New Zealand (26%) UK (17%) USA (10%) Malaysia (10%) Singapore (2.3%) Note: There is no breakdown of International Day trippers available. Page

41 5. OUR PRODUCT PILLARS PRIMARY Food and Wine Premium food and world class wineries with boutique wineries yet to explore in a picturesque setting so close to Melbourne. Nature based Secluded valley and mountain settings so close to Melbourne that offer spaces to play and indulge national parks, spectacular mountain ranges, rolling vineyards, tall trees. The expansiveness of the Yarra Valley, the cosiness of the Dandenong Ranges. SECONDARY Spa and Wellbeing Authentic experiences providing nourishment for the mind, body and soul. Arts and Culture A breadth of artistic and cultural experiences that tell the regions stories. Golf With the addition of two more golf courses opening by 2015, there are now 4 golf courses within 3 kilometres of each other. 6. OUR INDUSTRY Tourism is an important industry for the Yarra Ranges region for its role in generating regional employment and economic prosperity that flow on to other businesses because of the number of businesses that rely on direct and indirect benefits from tourism. Tourism encompasses a wide range of businesses, including accommodation, cafes, restaurants, wineries, breweries, travel agents, tour operators and major tourist attractions such as Puffing Billy, Healesville Sanctuary, and parks and gardens such as William Ricketts Sanctuary. It also includes a range of related businesses and activities including retailers, art galleries, bus companies, vehicle hire, museums, balloon flights, health/spa resorts, hotels, conference centres, caterers, laundries, nurseries/flower growers, golf courses, state and national parks, and historic properties. Tourism businesses vary greatly in their size and scale. Common challenges that unite them include having a mainly domestic market with a small number of international visitors, finding ways to entice visitors to increase their length of stay, and offering unique and diverse content for visitors at different price points. Page

42 7. OUR PARTNERS acknowledges the generous support of our two main funding partners Yarra Ranges Council and Tourism Victoria. Annually we are provided with funding support to help these organisations deliver on their strategic plans and strategy to support Tourism in the Yarra Valley and the Dandenong Ranges. The main reference point for Yarra Ranges Council is its Economic Development Strategy , and for Tourism Victoria its Victoria s 2020 Tourism Strategy. Both of these partners also provide extensive in-kind support through their staff time, research projects, capital works, and general expertise. Our other key funding partner is Industry, through the participation in the collective marketing initiatives we deliver aligned to our Strategic Plan. It is s role to ensure our offering to Industry targets the identified visitor market segments, levers the products strengths of the region, while identifying new and emerging product opportunities and packages. It is equally important that Industry understands the key attributes of the primary and secondary target market segments of the region. This will ensure industry can tailor their product to meet visitors expectations. A key success factor of our organisation will be effectively be measured by our ability build and develop industry participation and buy in to our initiatives and projects. 8. OUR STRATEGIC PLAN has adopted a three year Strategic Plan ( ) to guide its actions and initiatives. This plan requires the input and participation of all our stakeholders if we are to succeed. The Strategic Plan is the Board s key governance document used to define our direction, and how we get there. It is the framework by which we identify priorities and allocate organisational resources. The Strategic Plan is also the fundamental component against which we measure everything. The identified focus areas of our Strategic Plan have formed the basis of how this Industry Engagement Framework has been developed. As our Strategic Plan priorities change so to will the needs of our engagement. It is recommended that the Board review the effectiveness of this Engagement Plan annually as they review their Business Plan to ensure that we deliver on industry engagement expectations and our capacity and ability to meet this. The Board s views the role of digital promotion as its key ability to influence the market in an efficient and cost effective way, which promotes the region to domestic and international markets. This is summarised by the following diagram: Page

43 AGENDA ITEM ATTACHMENT Digital Distribution Model Connecting local businesses with global markets OPPORTUNITIES CHALLENGES Changing consumer behaviour move to digital in pre-travel and purchase Melbourne Interstate International Marketing Plan Target Segments Scattergun approach of marketing resources across all segments Food & Wine Lifestylers Inspired By Nature YARRA RANGES TOURISM Limited funds stretched amongst a large number of marketing activities Online desktop research represents 90% of travel consumers Global Markets Focus limited funds on a digitally led marketing plan Focus prioritised activities towards the most profitable segments Day Trip & Overnight Visitors Limited awareness of our experience sites Build awareness of the experience sites with VisitVictoria.com also picking up visitors from their parallel marketing plan experienceyarravalley.com.au experiencethedandenongs.com.au visitvictoria.com.au local Wi Fi Hotspot network Itineraries Visitor Information Business Listings To remain competitive we require ongoing product & service development LOCAL BUSINESS Search Consumer perception that there isn t much to do outside key attractions Proof Points / Product Evidence Stimulate consumer demand by addressing the perception that there isn t much to do Local Businesses Highlight and feature experiences to respond to the changing competitive environment Page

44 9. INDUSTRY ENGAGEMENT FRAMEWORK In recognition of the need for ongoing improvement to effectively engage with industry and stakeholders ensuring optimum participation and collaboration, has established the following engagement structure to oversee, direct and participate in activities that support its Strategic Plan. It effectively has three layers of Governance: The first being the Board of with its Independent Chairperson, four skills based appointments, Yarra Ranges Council nominated representative and five industry representatives. The second tier is the Sub Committee structure of the Board. Each of the identified Sub Committee s will be Chaired by a Board member and consist of a combination of Executive staff, Directors and industry representatives. The identified Sub Committees are: o Marketing o Governance and Finance o Governance and Business Improvement o Industry Excellence and Visitor Servicing Each Sub Committee will have the ability to co-opted specialists skills and representation from time to time to assist with its terms of reference. It will be the Chair s responsibility of each Sub Committee to maintain a regular meeting schedule, with the Executive offering general secretariat support for recording agreed actions. Completing actions will fall both with the Committee members and the Executive. Sub Committee s function, frequency and terms of reference will be reviewed annually for their relevance and effectiveness. The Board may also establish special Sub Committee s from time to time to ensure it has appropriate oversight and support of a specific issues or projects. Examples may include: o Digital Infrastructure o Emergency recovery The third tier is the Working Group structure that represents a strong shift in level of industry engagement. These groups will develop products for distribution, focussed on their respective market segments. and aim to capture and inspire visitor interest in coming to the region. These Working Groups will be considered the engine room of product development for the region, developing new product, packages and itineraries that will inspire new visitors to come to the region. Each Working Group will bring like minded operators together to develop products targeted at their respective market segments. Each Working Group will have an Industry Leader that will facilitate its meetings, ideas and actions. The Working Group Leaders will participate directly in the Marketing Sub Committee and help shape the organisations marketing priorities. Working Groups may or may not have the Yarra Ranges Tourism Board or Executive participate in their meetings. The Working Groups will be able to Page

45 pitch for resource support from the Board and equally create programs for industry participation and buy-in. All Working Groups have been identified to report to the Marketing Sub Committee and include the following areas: o Wine & Food o Conferencing o Golf o International o Nature Based Experiences o Romance & Accommodation o Arts & Culture o Families / Visiting Friends & Relatives o Major Events Working Groups may be short or long term in their nature, they should be responsive to product and market opportunities and cease operating when they have achieved their goals. Success of various product initiatives should be measured to understand the return on investment of each Working Group s activity and the visitation they help attract in their specific product area. Over time other Working groups may be considered that COULD include areas such as: o Weddings o Farm Gate o Cycling o Nurseries and Gardens o Air-activities An overview of the Industry Engagement structure is provided overleaf. Terms of Reference for each of the Committees, Sub-Committees and Working Groups are provided in Appendix A. Page

46 9.1 CORPORATE STRUCTURE Strategic Plan Independent Chair: Peter Russell Yarra Ranges Council funding partner, Board participant, organisation and project support, investment attraction, capital development Marketing Sub-Committee Chair: Richard Howden Governance & Finance Sub-Committee Chair: Mark Lucas Digital Infrastructure Sub-Committee Chair: Peter Russell Tourism Victoria Funding partner, research development, digital advice, project support, trade missions Industry Excellence & Visitor Servicing Sub-Committee Chair: Mary Mason Wine & Food Working Group Leader: Nature Based Experiences Working Group Leader: Conferencing Working Group Leader: John Harris Golf Working Group Leader: Romance & Accommodation Working Group Leader: Arts & Culture Working Group Leader: * The focus of this Industry Engagement and Governance Framework is to have clearly developed terms of reference and output expectations that work together to deliver the Strategic Plan. This structure should be dynamic that evolves with the opportunities of the region, tailored foremost to the needs of the visitor. International Working Group Leader: Families / Visiting Friends and Relatives Working Group Leader: Major Events Working Group Leader: Page

47 10. OUR COMMUNICATION TO INDUSTRY seeks to be a leader in a region that is at the forefront of digital communication and servicing of visitors, in turn our communication to industry will primarily take adopt this medium. This will enhance efficiency and speed in which we can get out our messages Monthly Industry E Newsletters Will feature the latest information on research, events, participation opportunities for future promotions, business profiles, updates from key government agencies, training opportunities, funding opportunities, and updates from the Board, Sub Committees, Working Groups or Executive on key projects E-Blasts Urgent communication to industry on a specific issue or opportunity Social Media Industry Engagement A private Facebook Group for all industry participants will provide a live blog for industry ideas and discussion. This will also allow the Board, Sub-Committees and Working Groups to promote their activities to industry. This forum more easily allow for the ability to post various links from the Industry Website or to post video content in real time Industry Events A variety of networking events will be scheduled throughout the year to engage with Industry to build their knowledge about local product, also known as Famils. Other events may include openings or launch events. Partnering and/or hosting of these events by Industry with will be a critical component to their success Annual Summit To coincide with the annual general meeting of a report to industry will be released at an Industry Summit event. The purpose of this Forum will be to create two way dialogue with industry and like minded sub areas on the issues and opportunities facing Industry. This forum will also provide for a presentation on the organisations performance of over the past 12 months and the Business Plan actions for the coming year Communication with Funding Partners In addition our commitment to engage with Industry, will also maintain a consistent level of engagement with our funding Partners. These will take the form of the following: 303 Page 20

48 Yarra Ranges Council Tourism Victoria Presentation on the Strategic Plan and Annual Business Plan achievements and direction Board updates via the Councillor Information Bulletin Participation on industry working groups such as the Yarra Valley and the Dandenong s tourism Signage Committee Participation on Regional Chairs Forum Participation on Regional CEO s Forum Presentation on the Strategic Plan and Annual Business Plan achievements and direction 304 Page 21

49 APPENDIX A - GOVERNANCE CHARTERS & TERMS OF REFERENCE 305 Page 22

50 11. YARRA RANGES TOURISM - BOARD CHARTER Adopted: 16 October Role and responsibilities of the Board The Board is responsible for and has the authority to determine all matters relating to the policies, practices, management and operation of. Some of these functions may be delegated to board committees or staff. However, the Board has the final responsibility for the successful operation of the company. Without intending to limit the general role the board, its specific responsibilities are to: Set the goals and strategic direction of, including approval of major plans Determine all policies governing the operations of Appointing the CEO Establishing and determining the powers of board committees Approving the budget and all major items of capital expenditure Ensuring compliance with legal requirements. 2. Board Structure and Selection Process The Board comprises eleven members, one chair, one Yarra Ranges Council representative, four skills based appointments and five industry representatives (one nominated from each of Yarra Valley Regional Tourism Association, Dandenong Ranges Tourism, Warburton Valley Tourism, Yarra Valley Regional Food Group and Yarra Valley Wine Growers Association). Skills based Directors will be appointed by the establishment of a Nomination and Consultative Committee or the Governance and Finance Sub Committee. The Constitution provides that the Nominations Committee will comprise the Chairman and up to two other people approved by the Chair or nominated by the Chair provided that such persons must be independent of the board. Nominations for candidates for director s positions will be called by way of public advertisement. Positions descriptions are to be prepared based on the above skills. Candidates will nominate in writing and include a brief statement outlining their skills and experience and how they propose to fulfil their commitments as a director and add value to the company. The Committee will select the directors and give the Board reasons for its selection. The Board does not have the power or authority to veto, alter or reject the selections made by the Committee. 3. Directors Skills The board shall contain a blend of expertise in: Governance Business 306 Page 23

51 Digital marketing Product development Customer service Relevant industry sector such as tourism, wine, food and agribusiness Finance Risk Government & stakeholder relations The qualifications for directors are: Unquestioned honesty and integrity Proven track record of creating value for members Ability to apply strategic thought to matters of issue Prepared to question, challenge and critique A willingness to understand and commit to the highest standards of governance. 4. Director Appointment Directors will be engaged through a letter of appointment. 5. Director Remuneration Director s positions are undertaken on a voluntary basis and there is no remuneration. 6. Director Induction and Education All new Directors will receive an induction manual and briefing and participate in on-going educational opportunities relating to Board governance. 7. Board Evaluation The board will regularly review the skills represented by directors on the board and determine whether the mix of those skills remain relevant for achieving YRRM Ltd s objectives. The Board will conduct performance evaluations on the Board as a whole and the governance processes which support the Board s work. 8. Board Communication Only the Chairperson and CEO will be authorised to speak on behalf of the board in public forums. 9. Directors Code of Conduct directors will: Act honestly, in good faith and in the best interests of the company as a whole Use skill, care and diligence in fulfilling their duties Use the powers of office for a proper purpose, Demonstrate commercial reasonableness in making decisions Make reasonable inquiries to ensure that the company is operating efficiently, effectively and legally towards achieving its goals Undertake diligent analysis of all proposals placed before the board Not make improper use of information acquired as a director Not take improper advantage of the position of director Properly manage any conflict of interest with the company Understand that confidential information received in the course of exercising directorial duties remains the property of the company and it is improper to disclose it, or allow it to be disclosed, unless authorised 307 Page 24

52 Not engage in conduct likely to bring discredit upon the company Give of their specific expertise generously to the company Comply with the spirit, as well as the letter of the law, and with the principle of this charter. 10. Expectations of directors in board processes Directors commit to the collective, group decision making processes of the Board. Individual directors will always respect the contributions of other directors and strive to understand their perspective and contributions to Board debate and discussion. Directors will debate issues openly and constructively and be free to question or challenge the opinions present at meeting wither their own judgement differs from that of other directors. A director will behave in a manner that is consistent with generally accepted procedures for the conduct of meetings at all meetings of the board. This will include: Acting in a business like manner Addressing issues in a firm yet friendly manner Use judgement, common sense and tact when discussing issues Have mobile phones on silent mode Ensure that others are given a reasonable opportunity to put forward their view, that is refraining from interruption or interjections when another director is speaking Directors will arrive promptly for meetings, will have read the papers and be ready to contribute to the discussions in the board meetings. Directors have a duty to question, request information, raise any issue, fully canvass all aspects of any issues confronting the company and cast their vote on any resolution according to their own decision. Outside the Board room, however, directors will support the letter and spirit of board decisions in discussion with business partners, suppliers, customers, staff and other parties. Directors will keep confidential all board discussions and deliberations. All confidential information received in the course of directorial duties remains the property of Yarra Ranges Tourism and is not to be disclosed unless authorised. Directors will meet periodically without representatives of the management team. Directors will meet periodically with the management team for informal discussions. 11. Conflict of interest and related party transactions All directors and senior officers must disclose at the commencement of each meeting any actual or potential conflict of interest that may exist or reasonably thought to exist between the interests of the director and the interests of the company. These disclosures must be recorded in a Register. If a director cannot or is unwilling to remove a conflict of interest then that director must absent themselves from the room for the discussion of such matters to which the conflict relates. The entry and exit are to be noted in the minutes. In some cases board papers relating to the matter should not be provided to a director holding a conflict of interest. The same applies for any related party transactions. 308 Page 25

53 12. Attendance and emergency contact procedures All directors will use all reasonable endeavours to attend all board meetings. Members unable to attend must advise the Chairman as soon as practical with an explanation for nonattendance. A record of attendance will be distributed with board papers. As there may be an occasional need for urgent decisions, directors will provide to the YRRM Ltd office the details of a person who knows their location so that within office hours all directors can be contacted in cases of emergency. 13. Independent Chairperson The Chairperson is to be appointed by the Yarra Ranges Council. Council has the power to prescribe the process for appointing the Chairperson. The Chairperson will: Facilitate the work of the board at its meetings and be responsible for ensuring that the principles and processes of the board are maintained Set the agenda for each meeting in consultation with the CEO. Any director may request that an item be added to the agenda Have the authority to act and speak for the Board between meetings Be the main point of contact between the board and the CEO Be kept informed by the CEO of current events that may be of interest to directors Provide mentoring for the CEO Chair the evaluation process for the CEO Ensure board evaluation is undertaken each year In the absence of the Chairperson, a director chosen by the majority of directors shall take on the role for the meeting. 14. Chief Executive Officer The CEO is responsible for the ongoing management of in accordance with the strategies, policies and programs approved by the Board. Beyond the items reserved (see separate item) and within the limits of any delegations policy, the Board delegates to the CEO all authority to achieve s objectives. The CEO s responsibilities include: Developing with the Board an agreed view on s vision and direction Developing, with staff, programs to implement the vision and direction Employing all staff under standard terms and agreements approved by the Board Providing leadership to staff and stakeholders Ensuring a safe workplace for all staff Ensuring a culture of compliance with all legal requirements and company polices Carry out day to day management of the company Keeping the board informed at an appropriate level of the activities of the company Ensuring staff act with a high degree of ethics and probity The CEO is authorised to make all expenditures as approved in the budget and in line with a delegations policy, subject to: All CEO compensation outside of normal salary payments must be authorised by the Chairperson 309 Page 26

54 All business related expenses paid to the CEO must be authorised or ratified by the Chairperson. 15. Company secretary The Company Secretary s role is to facilitate the company s corporate governance processes and guiding compliance programs. The Company Secretary holds a dual reporting responsibility to the Chair and CEO. The tasks of the company secretary are: Ensuring all company legislative obligations are met Ensuring that the agenda and board papers are prepared and forwarded to directors seven (7) days prior to the meeting Recording, maintaining and distributing the minutes of meetings. 16. Powers reserved for the Board The Board has reserved the following matters for its decision: Appointment of the CEO Approval of the Corporate Plan and Marketing Strategy Approval of the annual budgets Major expenditure in line with a delegations policy Approval of expenditure outside budget in line with a delegations policy Approval of all mergers and acquisitions and property acquisitions and disposals. The Board reserves the right to alter the matters reserved for its decision. Beyond the items reserved, the Board delegates to the CEO all authority to achieve s objectives and are reasonable, having regard to CEO limits. 17. Board Meetings Frequency and Timing Unless otherwise agreed, board meetings will be held monthly, other than in January. Meeting dates will be set for a calendar year. Board meetings will be held on the third Wednesday of the month at 8.30 am to am. 18. Quorum A quorum for Board meetings is three members. 19. Board agenda & papers Board papers are to be distributed to Board members 7 days prior to the meeting. A standard agenda format will be developed by the CEO/company secretary in consultation with the Board and a schedule of matters arising and/or outstanding action from the minutes is to be maintained. 20. Board minutes Board minutes are to be distributed to Board members within 7 days after the meeting. 21. Board calendar The Board will develop a rolling 12 month board program in order to provide an even distribution of work over the year and to ensure all major strategic issues are covered. This program will include annual consideration of strategic direction, risk management, CEO evaluation, Board evaluation, budget approval. 310 Page 27

55 22. CEO evaluation An annual performance evaluation will be held for the CEO and co-ordinated by the Chairperson. The CEO will be judged against the approved corporate and/or marketing plan. The results will be tabled for discussion at a board meeting and an in-camera session will be held. The Board and CEO will discuss and agree on goals for the upcoming year. Any salary adjustments for the CEO will be based on the performance evaluation. 23. Delegation of Authority Delegations policy and limits will be developed by the Board and CEO and be reviewed on an annual basis. 24. Director Protection The Company will hold directors and officers (D&O) insurance and provide each director with a copy of the policy and any changes to the policy. The company will maintain each director s D&O insurance for seven years from the date at which they ceased to be a director. 25. Amendments to the Charter This Charter may be modified by resolution of the Board. 311 Page 28

56 12. SUB-COMMITTEE S - TERMS OF REFERENCE 12.1 MARKETING SUB COMMITTEE Role The principal role of the Marketing Sub Committee is to oversee the development and monitoring of the Marketing Action Plan and working group activity. This plan should seek to achieve a standard of digital marketing leadership that is amongst the best within the State and Country. Specific Functions The specific functions of the Marketing Sub Committee are to: (a) Contribute to and develop a detailed Marketing Action Plan to identify all strategies necessary to increase the regions visitation, length of stay and yield, commensurate with the organisations capacity; (b) Monitor and oversee the implementation of the Marketing Action Plan to ensure it is achieved in a timely manner matched to resources; (c) Assess the relevance of the Sub-Committee s Key Performance Indicators; (d) Facilitate appropriate research into emerging consumer markets and trends, at each stage of the travel cycle (pre-travel, en-route, in-destination, post travel); (e) Ensure an element of flexibility in levering opportunities to market the region are considered in a responsive way;. (f) Report to the Board with recommendations for resources and actions needed to achieve the Marketing Action Plan; (g) Foster and facilitate operator marketing initiatives at the local level that support regional growth and profile eg TripAdvisor or Google Maps listings; (h) Initiate and support its Working Groups to: Develop new product and packages Consider competing priorities of initiatives against the available budget Encourage industry to become involved in Working Groups Link with Government policies direction and funding opportunities (i) Inform the Industry of progress on Marketing initiatives, research, issues and achievements; and (j) Provide regular updates and reports to the Board on their activities. Key Performance Indicators (a) Brand awareness recognition rates (b) Subscription rates and value of industry partnership marketing initiatives (c) Social Media reach (d) ROI of specific Social media platforms (e) Value of publicity generated (f) Online itinerary downloads (g) Visitors to the region 312 Page 29

57 (h) Average spend per visitor Membership Membership of Marketing Sub Committee will comprise: Chair: Richard Howden CEO : Marketing Officer : Industry Leaders of Working Groups: Wine and Food: TBC, Position / industry group-company Conferencing: John Harris, Director, The Country Place Golf: TBC, Position / role in industry International: TBC, Position / industry group-company Nature Based Experiences: TBC, Position / industry group-company Romance and Accommodation: TBC, Position / industry group-company Arts and Culture: TBC, Position / industry group-company Families / Visiting Friends and Relatives: TBC, Position / industry groupcompany Major Events: TBC, Position / industry group-company The term of membership on the Marketing Sub Committee will be for 12 months, with a review process to consider the need for ongoing operation and composition of the committee. All members will be eligible for re-appointment. The Marketing Sub Committee may co-opt particular individuals as required for specific projects or purposes. Members representation groups will be encouraged to provide a nominee if they are unable to attend on a particular occasion. Members may invite others (with the prior approval of the Chair) to attend Committee meetings to provide advice or support on relevant issues. Working Groups There will be a range of Working Groups established to oversee the development of specific product and packaging opportunities to be identified within the Marketing Action Plan for promotion. Each Working Group is to have a Terms of Reference and report directly to the Marketing Sub Committee. Meetings The Marketing Sub Committee will meet on a Bi-Monthly basis. Relationships & Support Secretariat support for recording agreed actions will be provided by. The Chair will have the responsibility of preparing the Agenda with input from the members. Information will be disseminated by to the Sub Committee members. 313 Page 30

58 Reporting The Marketing Sub Committee will provide reports and / or recommendations to the Yarra Ranges Tourism Board for approval and resource allocation. The Marketing Sub Committee will provide updates on its activities to be communicated to industry via the Industry Website and e-communications. Review The Terms of Reference will be reviewed every 12 months or as required. 314 Page 31

59 12.2 GOVERNANCE &FINANCE SUB COMMITTEE Role The principal role of the Governance and Finance Sub Committee is to develop and oversee the organisations governance systems and financial plan that delivers ongoing business excellence and improvement. The Committee is to oversee is to oversee the development an appropriate risk management framework and monitoring of key business policy and procedural systems that assist the Board in developing meetings its responsibilities as set out in the constitution and in accordance with other relevant legislation. The Committee is to assist the Board in fulfilling its fiduciary responsibilities in relation to the company s financial management and reporting. Specific Functions The specific functions of the Governance & Finance Sub Committee are to: Governance (a) Assist the Board in determining whether the organisations constitution is appropriate and properly focussed; (b) Assist the Board in evaluating Board and Director performance annually; (c) Consider from time to time the Board s size, skills and industry composition and membership. Submitting recommendations for Board consideration and decision; (d) Promote, review and assess the suitability of new persons proposed for appointment to the Board; (e) Review the content and appropriateness of Board reporting and associated documentation; (f) Oversee internal audits from time to time, making recommendations to the Board on improvements for the organisation; (g) Ensure quality organisational systems are in place to meet obligations to relevant legislation and authorities such as, but not limited to: Australian Securities and Investment Commission, Australian Taxation Office, State and Council laws; (h) Foster a culture of continuous improvement within the Board and organisation; (i) Consider appropriate Australian standards and systems for adoption by the organisation; (j) Make appropriate recommendations for Board training and support; (k) Review the Board Calendar of the Board each year, including: frequency and content of meetings, scheduling of key items relating to the strategic plan; (l) Consider appropriate succession planning for the Board and Organisation; (m) Provide a report and statement on activities of the Sub Committee for the Annual report. Finance (a) Review the appropriateness of the company s accounting policies, principles and practices (including their application to the financial statements); (b) Review management judgments and accounting estimates impacting on the financial statements; (c) Ensure that the financial statements comply with all legal, regulatory and statutory requirements (including applicable accounting standards); 315 Page 32

60 (d) Recommend to the Board whether the financial statements should be signed based on the committee s assessment of them; (e) Review and make recommendations regarding the company's treasury function, its policies and strategies relating to the management of financial risks, including debt, equity and cash flow risks; (f) Review the external audit scope; and (g) Consider and review advice received from the external auditor on alternative accounting treatments and all other written communications between the external auditors and management (including representation letters). Risk (a) Provide guidance to the Board in the shaping the organisation s risk appetite and guiding the organisation s strategy in line with its determined risk profile; (b) Develop and maintain a risk register for the organisation; (c) Review the quality and adequacy of the risk management policies, systems, procedures, controls and practices within the organisation; (d) Monitor the management of occupational health & safety issues across the organisation, including risk issues for staff, tenants and other people; (e) Review reports from management concerning the risk implications of new and emerging risks, legislative or regulatory initiatives and changes, organisational change and major initiatives, in order to monitor them; (f) Develop and review a business continuity plan; and (g) Recommend to the Board on appropriate risk related strategies and action plans; Key Performance Indicators (a) Risk Policy and review completed with mitigation strategies in place; (b) Financial performance delivered within budget tolerances agreed to by the Board; (c) Corporate reporting met within ASIC deadlines; (d) Governance review completed; (e) Cleared financial audit report; (f) Board performance review completed. Membership Membership of Marketing Sub Committee will comprise: Chair: Mark Lucas, Director CEO : Finance Officer /support: Two Board participants: Glen Holland: Director The term of membership on the Governance and Finance Sub Committee will be for 12 months, with a review process to consider the need for ongoing operation and composition of the committee. All members will be eligible for re-appointment. The Governance and Finance Sub Committee may co-opt particular individuals as required for specific projects or purposes and members representation groups will be encouraged to provide a nominee if they are unable to attend on a particular occasion. Members may invite others (with the prior approval of the Chair) to attend Committee meetings to provide advice or support on relevant issues. 316 Page 33

61 Working Groups There will be a range of Working Groups established to oversee the development of specific policies and projects as identified within Committee s work plan. Meetings The Governance and Finance Sub Committee will meet on a Quarterly basis. Relationships & Support Secretariat support for recording agreed actions will be provided by. The Chair will have the responsibility of preparing the Agenda with input from the members. Information will be disseminated by to the Sub Committee members. Reporting The Governance and Finance Sub Committee will provide reports and / or recommendations to the Board for approval and resource allocation. Review The Terms of Reference will be reviewed every 12 months or as required. 317 Page 34

62 12.3 DIGITIAL INFRASTRUCTURE SUB COMMITTEE Role The purpose of the Sub Committee is to oversee the development of online infrastructure for the marketing of regional tourism product in global markets and the facilitation of booking the sale of those products. Specific Functions The specific functions of the Digital Infrastructure Sub Committee are to: (a) Oversee the development of a Digital Infrastructure Plan including the planning, design and documentation of architecture for digital infrastructure; (b) Present relevant Digital Infrastructure Projects from the Plan to the Board, including specific projects and recommending relevant capital works programs; (c) Oversee the management of projects to ensure they are fully tested, functional and completed within planned timelines and project budgets; (d) Identify initiatives to increase industry patronage of the regional booking service; (e) Regularly consider and recommend to the Board strategies that optimise site visitation, visitor traffic and online sales; and (f) Report at least quarterly to the Board on performance relevant to the Plan. Key Performance Indicators (i) Website analytics data (j) Search engine results (k) Benchmarking with other tourism regions (l) Accessibility (m) Visitors to the region (n) Average spend per visitor Membership Membership of Marketing Sub Committee will comprise: Chair: Peter Russell, Director CEO : Julie Sampson Digital Marketing Officer: Lincoln Wilson / Gio Ostacchini Industry participants with Digital experience and skills: TBC: Industry Member/Skills based appointment TBC: Industry Member/ Skills based appointment The term of membership on the Digital Infrastructure Sub Committee will be for 12 months, with a review process to consider the need for ongoing operation and composition of the committee. All members will be eligible for re-appointment. The Digital Infrastructure Sub Committee may co-opt particular individuals as required for specific projects or purposes and members representation groups will be encouraged to provide a nominee if they are unable to attend on a particular occasion. Members may 318 Page 35

63 invite others (with the prior approval of the Chair) to attend Committee meetings to provide advice or support on relevant issues. Working Groups There will be a range of Working Groups established to oversee the development of specific policies and projects as identified within Digital Action Plan. Meetings The Digital Infrastructure Sub Committee will meet on a Quarterly basis. Relationships & Support Secretariat support for recording agreed actions will be provided by. The Chair will have the responsibility of preparing the Agenda with input from the members. Information will be disseminated by to the Sub Committee members. Reporting The Digital Infrastructure Sub Committee will provide reports and / or recommendations to the Board for approval and resource allocation. Review The Terms of Reference will be reviewed every 12 months or as required. 319 Page 36

64 12.4 INDUSTRY EXCELLENCE & VISITOR SERVICING SUB COMMITTEE Role The principal role of the Industry Excellence and Visitor Servicing Sub Committee is to oversee the enhancement of product service to the visitor. This includes the overall standard of private industry service along with the key tools used to assist visitors once in the region such as Visitor Centres, WiFi hotspots, maps, signage and integrated itinerary information. Specific Functions The specific functions of the Industry Excellence and Visitor Servicing Sub Committee are to: (a) Develop a detailed program of integrated visitor information servicing for the region, consistent with consumer trends and behaviours for accessing travel information through the lifecycle of travel (pre-travel, en-route, in-destination, post travel); (b) Develop and oversee the success of programs to support private industry to enhance their standard of visitor servicing; (c) Facilitate and identify appropriate research into visitor trends and expectations on how they seek to access travel information about the Yarra Valley and Dandenong Ranges; (d) Work with the organisation to ensure a sustainable model of managing Visitor Information Centres is achieved; (e) Identify new initiatives for servicing the visitor, such as language translation or accessibility of information; (f) Coordinate a range of networking and training opportunities for industry to enhance industry learning and development; and (g) Promote industry to participate in industry excellence recognition awards. Key Performance Indicators (o) Performance of regional booking service (p) Performance of Visitor Information Centres (q) Benchmarking with other tourism regions (r) Patronage at Industry Networking events (s) Visitors to the region (t) Average spend per visitor (u) Industry Award Recognition Membership Membership of Marketing Sub Committee will comprise: Chair: Mary Mason CEO : Julie Sampson Industry Partnerships Officer : Sally Coyle Visitor Centre Coordinator : Jo Bagg Industry Leaders 320 Page 37

65 TBC: Position / industry group-company TBC:, Position / industry group-company TBC:, Position / industry group-company The term of membership on the Industry Excellence and Visitor Servicing Sub Committee will be for 12 months, with a review process to consider the need for ongoing operation and composition of the committee. All members will be eligible for re-appointment. The Industry Excellence and Visitor Servicing Sub Committee may co-opt particular individuals as required for specific projects or purposes and members representation groups will be encouraged to provide a nominee if they are unable to attend on a particular occasion. Members may invite others (with the prior approval of the Chair) to attend Committee meetings to provide advice or support on relevant issues. Working Groups There may be various Working Groups established to oversee the development of specific initiatives identified by the Industry Excellence and Visitor Servicing Sub Committee from time to time. Each Working Group is to have a Terms of Reference and report directly to the Industry Excellence and Visitor Servicing Sub Committee. Meetings The Industry Excellence and Visitor Servicing Sub Committee will meet on a Quarterly basis, as a minimum. Relationships & Support Secretariat support for recording agreed actions will be provided by. The Chair will have the responsibility of preparing the Agenda with input from the members. Information will be disseminated by to the Sub Committee members. Reporting The Industry Excellence and Visitor Servicing Sub Committee will provide reports and / or recommendations to the Board for approval and resource allocation. I The Industry Excellence and Visitor Servicing Sub Committee will provide updates on its activities to be communicated to industry via the Industry Website and e-communications. Review The Terms of Reference will be reviewed every 12 months or as required. 321 Page 38

66 13. WORKING GROUP - TERMS OF REFERENCE 13.1 WINE & FOOD WORKING GROUP (example only currently under development) Role The principal role of the Wine and Food Working Group is to provide direction into the Yarra Ranges Tourism Marketing Plan, along with developing appropriate product initiatives and packages. Specific Functions The specific functions of the Wine and Food Working Group are to: (a) Co-opt industry leaders to participate in developing a regional approach to integrated wine and food marketing as one of the regions key product strengths; (b) Identify what is currently being done to promote wine and food in the region, and consider ways to integrate or value add to existing industry initiatives; (c) Facilitate and oversee the implementation of specific initiatives and promotion of wine and food as identified by the working group; (d) Make recommendations for inclusion and resourcing in the Marketing Plan; (e) Provide reports on activity to the Marketing Sub Committee; (f) Partner with a industry associations and or individual businesses to: Encourage participation in cooperative marketing initiatives; Create new product and packaging opportunities; Develop digital collateral for the distribution on the regional websites, social media channels and other traditional media; Develop specific campaign activities; (g) Coordinate dissemination of relevant information such as relevant industry updates and fact sheets on wine and food. Membership Membership of the Wine and Food Working Group will comprise: Leader: TBC: Position / industry group-company : CEO TBC: Position / industry group-company TBC:, Position / industry group-company TBC:, Position / industry group-company TBC:, Position / industry group-company 322 Page 39

67 TBC:, Position / industry group-company The term of membership on the Wine and Food Working Group will be for 12 months, with a review process to consider the need for ongoing operation and composition of the committee. All members will be eligible for re-appointment. The Wine and Food Working Group may co-opt particular individuals as required for specific purposes and members representation organisations will be encouraged to provide a nominee if they are unable to attend on a particular occasion. Members from organisations may invite others (with the prior approval of the Chairperson) to attend Committee meetings to provide advice or support on relevant issues. Meetings The Wine and Food Working Group will meet on a quarterly basis. Relationships & Support The working group will be required to prepare and maintain their own agenda and action records. It will be the responsibility of the Working Group leader to ensure this level of governance is met, to enable effective reporting to the marketing Sub Committee. Reporting The Wine and Food Working Group will provide reports or briefings through its Leader who will also be a member of the Marketing Sub Committee. Review The Terms of Reference will be reviewed every 12 months or as required. 323 Page 40

68 13.2 CONFERENCING WORKING GROUP Under development 13.3 GOLF WORKING GROUP Under development 13.4 INTERNATIONAL WORKING GROUP Under development 13.5 NATURE BASED EXPERIENCES WORKING GROUP Under development 13.6 ROMANCE AND ACCOMMODATION WORKING GROUP Under development 13.7 ARTS AND CULTURE WORKING GROUP Under development 13.8 FAMILIES / VISITING FREINDS AND RELATIVES WORKING GROUP Under development 324 Page 41

69 KEY ACHIEVEMENTS Strategic Plan A Three Year Strategic Plan was adopted with support from our funding partners and included opportunities identified from local operators through the Industry review workshops. The key result areas were identified: - Industry & Stakeholder Engagement & Participation - Sustainable Organisation - Digital - Marketing - Product Development - Industry Excellence & Visitor Information Servicing Annually the Board will review this plan based on feedback and input from the Annual Industry Summit, sub committees and working groups to produce a succinct one-year action plan. This will be openly communicated to all partners and reported on in the monthly CEO report. The Strategic Plan is available at Marketing the Regions Product Diversity The traditional strengths of region have been wine, food and village experiences. Over the past year we have been particularly focused on delivering the untold stories of the regions diversity. This has included hosting media and inbound tour operator famils on our cycling, farmgate, golf, arts and culture, nature based experiences and developed themed itineraries. The feedback on this focus has been very positive with a fresh view of the region. This is just the start as the region has so many other hidden gems that can be shared, and the appetite from the visitor is there. Digital Action Plan Recognising that the future of marketing will be predominantly focused online, completed a detailed audit of its digital performance. This information was benchmarked against the latest research and best practice to inform a comprehensive action plan. This details specific strategies to ensure will become a digital marketing leader in regional tourism. The first major stage of the plan s implementation is the redevelopment of our web platforms. The Digital Sub Committee of the Board is overseeing the implementation of this Plan. KEY CHALLENGES Visitor Information Centres Healesville and Dandenong Ranges Independent research has identified that the site location and usage of the current Visitor Information Centres in Healesville and Upper Ferntree Gully is sub-optimal, particularly if we are to maximise the provision of this service to visitors. The other factor is the age of assets at the existing sites. Yarra Ranges Tourism is currently investigating options to relocate these Centres to locations that can be more central to the visitor and attract greater numbers of visitors. If we are to keep our partnership fees to industry affordable, further changes to the sustainability to this service must be made. The operational delivery model of these Centres will continue to be a focus for the Board over the coming year, incorporating VIC s into the wider visitor servicing model including WiFi Hotspots, signage and online. Transition to a national online booking system Aligned with improving our online service to the visitor we are transitioning from a stand-alone booking system (BookEasy) to an open, national and inclusive booking platform called Tourism Exchange Australia (TXA). TXA combines with the Australian Tourism Data Warehouse to collect rich tourism information from all the Australian States and Territories and publishes it on multiple websites via ATDW s licensed distributers. It also allows suppliers to connect live content, rates and inventory enabling consumers to book, confirm and pay immediately. TXA offers this region the best and most competitive option for an online booking system. The speed at which this transition can occur will depend on the rate in which local operators transfer to the online management systems. We are currently working individually with businesses to facilitate this and will be looking to arrange a potential preferred supplier arrangement to expedite this process.we encourage you to move quickly to this new system. FINANCIAL SUMMARY FOR 2013/14 Yarra Ranges Income Yarra Ranges Council (including YVWGA & YVFG) $406,100 Tourism Victoria $226,000 Tourism Industry Partnerships & Marketing $155,000 Commission Income $105,000 Other (Rental sublets, interest, rebates) $ 54,000 Total Income $946,100 Industry Summit Annual Report Yarra Ranges Operating Costs Marketing and promotion Market research $ 3,580 Imagery and Video $ 18,000 Electronic newsletter distribution $ 6,080 Brochure Collateral $ 44,000 Official Visitor Guide distribution $ 11,407 Domestic Marketing $ 112,300 Public relations / Famils $ 10,680 International programs $ 40,000 Industry Engagement $ 2,186 Web Development & maintenance $ 53,000 Product Development & Events $ 7,000 Service Excellence (Operator Training) $ 8,000 Office Expenses & Operating costs $ 133,000 Employment $ 338,000 Visitor Centre Costs (incl. wages) $ 181,000 Total Operating Costs $ 968,233 Surplus / Deficit -$ 22,133 Note: Maysville Bushfire funding has not been included in the above summary. Above figures represent actuals and forecasts for 2013/14 to the end of March and are unaudited at the time of publishing. Comment is forecasting a current deficit of $22,133 for the current financial year, which will be met by retained earnings.the Board has agreed to this due to the exceptional circumstances of absorbing liabilities associated with the voluntary wind up of YRBT and the ongoing operations of the Visitor Information Centres. However, the current Board will not accept further operating losses in future years. This may mean further cost cutting in future budgets if revenues for industry partnerships and other sources cannot be found. We expect that organisational and industry stability in the year ahead will help reduce the potential for deficit in FY15 and beyond. However, we will need additional industry support to meet our marketing and our fiscal objectives YEAR AHEAD With the Industry review and restructure behind us, the upcoming year will provide a refreshing opportunity to deliver new content and packages that captures the diversity of our region to the market. The key conduit will be our Industry Working Groups focused on specific market segments. This will directly support improved online content and promotion, aligned to the launch of our new digital platform. We will continue to develop effective strategies that relate to the key result areas of our Strategic Plan with the input of our Sub Committees and Working Groups, such as visitor servicing and events. Finally, we look forward to an improved engagement relationship with industry that focuses on outcomes to entice the visitor, where our plans and activities are freely communicated to all. 325