STRATEGIC PLAN - East Coast Tourism
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S T R AT E G I C P L A N
2020/2021
1 . S T R AT E G Y O V E R V I E W 2. TOURISM INDUSTRY NETWORK 3 . S T R AT E G Y E X PA N D E D 4 . TA C T I C A L C A L E N D A R
Our Vision
1. S T R AT E G Y O V E R V I E W East Coast Tasmania as a world-leading destination of choice, with a vibrant visitor economy supported by our tourism and hospitality industry,
and a community that embraces our visitors and all the benefits they bring.
Demand Side Supply Side
Visitor Brand:
Come Down for Air STATE LEVEL
Demand + Supply REGIONAL LEVEL
Leadership Advocacy Industry Destination & Marketing / Drive
Proactively provide regional Development Product Visitation
STRATEGIC PILLARS
Provide a voice for the
industry and visitor region’s tourism industry, Develop industry Development Collaborate with industry,
economy leadership in publicly representing our cohesion, capability and Facilitate development of Tourism Tasmania, Events
delivering the priorities and interests and common capacity through a the destination and visitor Tasmania, Business Tasmania
outcomes of the T21 goals within government program that responds to services, new products, and local councils to drive
strategy to grow regional and community. contemporary industry leading practice and/or visitor demand via strategic
visitor economies. needs and T21 priorities in innovation and reinvestment partnerships focused on
collaboration with industry in exiting products. profiling regional stories,
partners. products and experiences.
Leadership Strategy Leadership Strategy Supply Strategy Supply Strategy Demand Strategy
KPI #1 - ECTT will consistently lead conversations and thought-leadership on the East Coast to ensure the sector is represented and enables a sustainable and agile industry over the 12
MEASURES
months
KPI #2 - Governance: working within our rules of association and using best practices NFP Governance principles from the AICD, ECTT will ensure the effective governance of our
organization
KPI #3 - To amplify to decision makers the specific recovery needs of the East Coast to ensure the sustainability and viability of the Industry and the direct and in-direct economic
dependence on tourism
KPI #4 - We work towards the East Coast industry being competitive in its operational, marketing, digital presence and ability to leverage commercial funding and partnerships where
possible to a level playing field with other regions in Tasmania
KPI #5 - We work with the Coordinator General to look at how we can increase the investment options and visibility of opportunities on the East Coast
KPI #6 – Work closely with State Government agencies to drive visitation to the East Coast using the framework of the State Recovery Plan
2020-2021 PRIORITIES
• Drive Journeys
• Destination Management Plan (to be carried to 2020-21)
• Unordinary Adventures
• Support the development and marketing of events
2. TOURISM INDUSTRY NETWORK 2. TOURISM INDUSTRY NETWORK
DEMAND SIDE SUPPLY SIDE
Generating demand through marketing, events, etc. Servicing visitors via access, public amenity, strong tourism product, etc.
STATE
Tourism Tasmania - TTas (Government) Tourism Industry Council Tasmania - TICT (Industry)
TTas's primary role is demand generation. However, within government it also works
T21 TICT is the peak body for the Tasmanian tourism industry – an independent, not-for-profit
closely with the Dept. of State Growth on the supply side of tourism, to ensure Tasmania's Tasmania’s Visitor Economy Strategy for the 21st
Century organisation, promoting the value of tourism and advocating on behalf of our industry.
visitor economy is matched with adequate air and sea access, compelling tourism A joint vision between govt. + industry for Tasmania to be a Unlike TTas, it does not operate on the demand side of tourism, but instead focuses on
experiences, accommodation and infrastructure, and a suitably skilled workforce. world-leading destination of choice, with a vibrant visitor ensuring Tasmania's tourism industry is well poised to service the visitor economy.
Visitor Brand: Come Down for Air economy supported by our tourism and hospitality industries,
strong business and education sectors and a community that
embraces our visitors and all the benefits they bring. Other govt. and non-govt. stakeholders are critical in meeting T21 strategic objectives:
- Dept. of State Growth - Tas Hospitality Assoc.
- Parks + Wildlife Service - Office of the Coordinator General
- Events Tas - …and various others.
T21 informed by all - TasTAFE
levels of govt. + industry.
REGIONAL DEMAND + SUPPLY
Regional Tourism Organisations - RTOs
4 x Independent organisations, accountable to their industry stakeholders;
but also to Tourism Tasmania as their primary funding partner, which
means they operate on the demand and the supply side of tourism.
West by North West Tourism Northern Tas. Destination Southern Tas. East Coast Tasmania Tourism
Visitor Brand: Visit Cradle Coast Visitor Brand: Northern Tas. Visitor Brand: Hobart + Beyond Visitor Brands: Great Eastern Drive,
Great Eastern Wine Drive
LOCAL
Municipalities Glamorgan Spring Bay Break O’Day
Destination
Action Plan
Groups Spring Bay Swansea Freycinet Bicheno St Helens Wine St Marys / Fingal
3. S T R AT E G Y E X PA N D E D
Strengths Weaknesses Opportunities Threats
• Lack of restaurants/food options e.g. close down during shoulder • South council situation
CURRENT STATE (SWOT Analysis) • National park icons • Mountain biking / Bay of Fire
• Established drive journeys seasons, high freight costs. • Outdoor adventure e.g. kayaking & climbing • Short term funding agreements
• Relaxed lifestyle • Seasonality • Festivals/event calendar • Access to/out Tasmania (island) e.g. flight shaming
Whilst our region has significant travel appeal and a motivated arts + • Food & Wine experience • Staffing e.g. Skills shortage • Experiences e.g. Wine & food tourism, gin, craft beer • Perception/lack of knowledge of what is on offer here
tourism community; our geography, cost of access, fragmented • Biking & hiking (guided & unguided) • Permanent accommodation shortage • Aboriginal tourism • Weather – cold in winter
industry and relative shortage of truly world-class and highly • World class experiences & operators • Unreliable opening hours • Sunshine • The other regions, we are the “old drive”. Change in government
differentiated product present barriers to attracting visitors and • Growing events • Amount of micro businesses e.g size of community, demographic • Beautiful beaches policy
profile of community • Over tourism
workers. However, our current opportunities objectively outweigh • Weather • Bonfires
• Accessibility • Infrastructure e.g. Tasman Highway • Mentoring to ensure quality consistency • Social license
our threats, providing hope for sustainable growth. • Environmental Marine & bushfires
• Mixed accommodation • Lack of mobile coverage & high-speed internet • Bay of Fires management strategy
• Marie environment • Visitor Information Centre's e.g. digital • Airstrip at St Helens • Road kill – prevalence management
This analysis may not cover every single strength, weakness, • Attractive marketing • Resources vs remit • Partnerships with Business Events Tas • Roads
opportunity and threat across the region, but hopefully creates a • Surf & beaches • No campaigns currently • Facilitating projects e.g. revenue stream • Lack of digital infrastructure e.g. phone, wireless, NBN
clear enough picture to determine a suitable path to improvement. • Quality of Board Members & experienced CEO • Only 3 partners compared to other RTOs • Management/project fees • Lack of/demand seasonable e.g. caravans/vans/motorhomes
• Strong consumer brand – Great Eastern Drive • Spread to thin and/or expectations out of scope • Mentoring
• Diverse & depth of industry • Lack/range of quality services/operators • Content generation, digital footprint
STRATEGIC PILLARS (The Pursuit of Regional Dispersal) Leadership Advocacy Destination & Product Marketing / Drive Visitation
Industry Development
Proactively provide regional industry and visitor Provide a voice for the region’s tourism industry, Mentor East Coast operators to ensure they are
Development Increase awareness of our unique experiences &
The grant deed through which Tourism Tasmania provides funding to economy leadership in delivering the priorities and publicly representing our interests and common goals digitally literate & savvy. The industry operations & • World class product year round. events available on the East Coast all year around.
within government + community. Ensure the brand of the East Coast is protected&
RTOs stipulates the following expectations: outcomes of the T21 strategy to grow regional visitor
economies.
their workforce are skilled & capable to deliver on the • Established & continued investment in a visitor
effectively marketed (see previous plan.
vision product.
• Leadership Acknowledging that TICT is the state level advocate for • Indirect tourism business are recognised & For clarity, the RTO is not simply a marketing agency
the tourism industry, the RTO will work closely with for the region, but plays a critical role in developing
• Governance TICT to advocate specifically on behalf of the region.
This function will also be carried out in partnership
with TICT and government agencies.
included as part of the V.E
and deploying marketing strategy at local, regional
• Visitor information is easily found for all
• Industry Development demographics & aligned with the brand and state level.
• Stakeholder Advocacy and Support Facilitation Direct Government Community New Product Existing Product
Communication Events Facilitation Direct
• Demand Generation Regular Industry / Facilitate Work with all levels of Assist in the
Work collaboratively Maintain regular, Curate a calendar of Creation of new Generate direct
• Destination Management with the tourism
Community virtual communications
Represent the interests
of the region’s tourism transparent tourism industry events
govt, private investors enhancement of existing marketing content; and marketing activity where
forums between local, state + and tourism developers tourism product distribution of existing appropriate + valuable
network industry among the communication with all throughout the year,
federal levels of govt. on to bring new tourism through education, content with the express within the broader
community + private stakeholders at regional including consultation,
Governance relates to internal management of the RTO. The Through our Industry Advocacy
matters relating to
sector, through + state level across a education and
product to life across
Advocacy advice, benchmarking, objective of becoming strategy, primarily
Newsletter and tourism. the region, through supply of data, etc. Tourism Tas’ strongest through social media +
remaining expectations have been combined with expectations Facebook Industry Group
discussion, negotiation, range of formats +
channels including face-
social/networking
events.
consultation, content partner. facilitation of media
presentation + media
expressed by the region’s industry, then summarized into these five Engage directly with all
liaison. to-face.
collaboration, advocacy
and leadership.
Work with all coverage.
levels of govt. to stakeholders to avoid
strategic pillars. Together, they address the core components of the advocate on behalf of duplication of marketing
RTO function, all designed to pursue regional dispersal: tourism operators. effort/resource, +
ultimately enhance
• Supply; NB: Advocacy does not visitor perceptions of the
• Demand; and amount to lobbying. region.
• Leadership. Leadership Strategy Leadership Strategy Supply Strategy
Supply Strategy Demand Strategy
FUTURE STATE (Measuring Success) KPI #1 - ECTT will consistently lead conversations and thought-leadership on the East Coast to ensure the sector is represented and enables a sustainable and agile industry over the 12 months
KPI #2 - Governance: working within our rules of association and using best practices NFP Governance principles from the AICD, ECTT will ensure the effective governance of our organization
All KPIs are formulated in line with the SMART Goals model:
KPI #3 - To amplify to decision makers the specific recovery needs of the East Coast to ensure the sustainability and viability of the Industry and the direct and in-direct economic dependence on tourism
• Specific (clearly defined)
• Measurable (quantifiable)
KPI #4 - We work towards the East Coast industry being competitive in its operational, marketing, digital presence and ability to leverage commercial funding and partnerships where possible to a level playing field with other regions in
• Attainable (able to be reached)
• Relevant (worthwhile) Tasmania
• Time-Bound (clearly defined)
KPI #5 - We work with the Coordinator General to look at how we can increase the investment options and visibility of opportunities on the East Coast
Unfortunately, yield (visitor spend) cannot be accurately measured at
KPI #6 – Work closely with State Government agencies to drive visitation to the East Coast using the framework of the State Recovery Plan
regional level and therefore can’t be used as a KPI for this strategy.
However, we can review this metric at State level for some insight.
4. TA C T I C A L C A L E N D A R
Our 5 x strategic pillars have potential to produce a very broad Leadership Advocacy Industry Development Destination & Product Marketing / Drive Visitation
Development
range of tactical activity. Therefore, we must be clear about: What we may do: What we may do: What we may do: What we may do:
• Work collaboratively with the tourism network • Reflect regional sentiment on state level • Industry consultation (T21 strategy, journeys) What we may do: • Content creation (image, video, written)
• what we may do; and • Host regular Industry / Community virtual projects • Industry updates between State + Local level, to • Identification of new product opportunities for • Content + strategic partnership with TTas
• Assist development of Drive Journey’s project
• what we won’t do forums • Seek action on access issues (air, sea, roads) improve industry dynamics + govt relations. the region (indigenous, agritourism, luxury, etc.)
• Media + visiting journalists/influencers
• Communicate through our Industry Newsletter • Seek + facilitate training + education assistance • Personal site visits with tourism operators, to • Advice + facilitation for new product
to ensure our strategic objectives remain clear and achievable. and Facebook Industry Group • Liaise with TICT to lobby on region’s behalf assist, advise, educate, connect, etc. development • Cooperative marketing projects (multi-operator)
• Emergency response comms (bushfires/floods) • Activity relating to charity + social awareness. • Facilitate projects for development of upgrade • Support + facilitate the delivery of cultural
What we won’t do: • Represent industry via media + community • Host events for education, discussion, of public infrastructure (signage, tracks, etc.) events
events social/networking, etc. • Pursue realization of a product’s potential (Food
The tactical activity within each of the five strategic pillars is • Not intervene in Council matters • Provide letters of support, where appropriate & Wine Trail, Festivals, etc.) What we won’t do:
then reported monthly in calendar form. The tactical calendar • Not stray from our core responsibilities What we won’t do: • Enhancement of environmental/social • Bespoke marketing strategies for operators.
• Support one operator over others in the region
is an evolving document, projecting activity against need What we won’t do: • Provide unlimited training and support to one credentials
• Government lobbying (this is the role of TICT) operator or municipality. • Unreasonably favour one municipality
periods and reporting on activity to date. • Support one operator over others in the region What we won’t do:
• Unreasonably favour one municipality over • Invest, fund or offer any financial support to
The calendar is available on our website and distributed others new or existing products.
monthly to our industry database. • Provide letters of support to all who ask
• Public comment on matters unrelated to
tourism
Click HERE to download the live Tactical Calendar.Rhonda Taylor
Chief Executive Officer
ceo@eastcoasttasmania.cm.au
0422 222 446You can also read
